Vienna Mission
Final Audit Report

4.6 PERSONNEL

To review the personnel function, the auditors had discussions with the IPM, as well as with the MCO, since DFAIT is the employer of all LES members.

The Mission is staffed by highly competent LES members with a multitude of linguistic abilities. Turnover has been low. There is a good level of backup support for all the positions in the immigration program.

Staffing

In December 1999, there was a competition for term positions, as a result of the new staff needed due to the Belgrade situation. The competition was not advertised and all applicants, except one, were current employees of the embassy. Some individuals applied for several positions. A review of the competitive process revealed that all was in order. For example, boards were established, candidates were tested and ranked, and written offers were made. The MCO and the IPM signed the letters of offer.

All letters of offer include a paragraph referring to the LES Handbook, which sets out the conditions of employment, as well as a paragraph on conflict of interest.

Appraisals and Enhanced Reliability Checks

The appraisal process is initiated by DFAIT, which has the responsibility for this process. The MCO’s office sends out a copy of the job description and the appraisal form to all managers. Immigration adheres to the process established by DFAIT.

All LES members receive enhanced reliability checks before they commence employment.

The immigration program is in the process of revising job descriptions.

Training

The immigration program does not prepare a formal annual training plan for the CBOs or the LES members; nevertheless, training does occur for all staff members on an “as needed” basis. For example, immigration officers recently took the refugee training and ICO training courses.

With regards to CBO German-language training, no one was able to receive long-term intensive training prior to his or her posting. Some CBOs are currently taking German courses in the evening, paid for by the immigration program.

The LES members receive specific immigration related training (as needed) within the program, as well as some additional, general training (computers, French) provided by DFAIT. During the Belgrade situation, many of the new staff members had to learn tasks on the job, such as use of CAIPS, in order to deliver the program.

Conclusion

The personnel function is well managed. There are considerable strengths in the high quality of staff, and these strengths are being enhanced by some training. A more structured, formal training program for all support staff could be developed, time and resource constraints permitting. CBOs are doing their best to overcome the difficulties inherent in being posted without German-language training.

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