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㈠ 人力资源：向会员国通报外地特派团人员配置方面的行政和人事问题；组织和参与文职人事主任会议和联合国机构间职业发展圆桌会议；继续采用 "精益六西格玛 "(lean six sigma)方法，建立改进业务流程执行机制；部署特派团协助(虎)队，以应付特派团在关键时刻在征聘、行政和技术人力资源管理方面的需求；继续保持名册；在人力资源管理方面实施电子学习方案，培训外地特派团人力资源员工，以便提供强化的人力资源管理支助服务；建立和实施本国员额分类框架；协同人力资源管理厅执行外地协调服务条件；通过在外地设立文职人员科，向国际工作人员和本国工作人员提供人力资源政策指导；向外勤工作人员提供在线和直接的职业支持；通过参与职业招聘会、在专门网站和专业出版物上刊登有针对性的广告以及向无任职人员和任职人数不足的国家派出招聘团，开展外联工作；参与 "算盘 "小组访问，就人员编制结构和员额的职类、职等和职称提供咨询；分阶段实施包含选定职业类网上职业途径模型的职业发展战略；管理维持和平行动和特别政治任务员额的工作人员甄选工作，遵守新行政指令(st/ai/2010/3)规定的标准和原则；建立人员更替规划和机制，确保及时向特派团提供特派团支助主任、综合支助事务主任/技术事务主任和特派团支助负责人等职位的高质量候选人短名单；在2012年6月之前，协调向所有维持和平和特别政治特派团推出人力资源管理业绩计分卡；每年两次访问外地特派团，就人力资源管理业绩记分卡所需的支助和采取的行动提出报告；就人力资源管理厅向管理业绩委员会提交的人力资源管理业绩记分卡年度报告提供投入；按照大会第64/269号决议核准的全球外勤支助战略，将主要人力资源管理权授予特派团；
(i) human resources: briefings to member states on administrative and personnel issues relating to staffing of field missions; organization of and participation in the chief civilian personnel officer conference and the united nations inter-agency career development round table; continued implementation of the business process improvement mechanism using a lean six sigma approach; deployment of mission assist (tiger) teams to address recruitment and administrative and technical human resources management needs of field operations at critical times; continued maintenance of rosters; implementation of an e-learning programme in human resources management to train human resources personnel in field missions to provide enhanced human resources support services; development and implementation of a framework for the classification of national posts; implementation, in coordination with the office of human resources management, of harmonized conditions of service of staff in the field; provision of human resources policy guidance to international and national staff through the civilian personnel sections in the field; provision of online and direct career support for staff members in the field; outreach through participation in career and job fairs, targeted advertising in dedicated websites and professional publications and recruitment missions to unrepresented and underrepresented countries; participation in abacus visits to provide advice on the staffing structure as well as categories, levels and functional titles of posts; phased implementation of career development strategy, comprising online career path models for selected occupational groups; managing the staff selection process for posts in peacekeeping operations and special political missions, adhering to the standards and principles as set out in the administrative instructions (st/ai/2010/3); development of a succession planning mechanism to ensure the timely provision to missions of short lists of high quality candidates for positions of chief of mission support, chief of integrated support services, chief of technical services and director of mission support; coordination of roll-out of human resources management performance scorecard to all peacekeeping and special political missions by june 2012; two visits per year to field missions to report on support required and action taken with regard to human resources management performance scorecard; provision of inputs on human resources management performance scorecard to the annual report of the office of human resources management to the management performance board; and delegation of major human resources management authorities to missions in line with the global field support strategy as approved by the general assembly in its resolution 64/269;
5 mission assist ( "tiger ") teams deployed to address the recruitment and administrative and technical human resources management needs of field missions at critical times
deployment of 5 mission assist (tiger) teams to address the recruitment and administrative and technical human resources management needs of missions at critical times