PM Roles and Responsibilities

Managers at the United Nations are responsible for leading teams that contribute to the Organization's mandates. The range of managerial functions is vast, as are the locations and sizes of the teams they oversee. All managers, however, must have strong interpersonal skills in order to be effective and they must follow our performance management process.

We refer to managers as First Reporting Officers or FROs and to their superiors as Second Reporting Officers or SROs.

See the main roles and responsibilities for FROs below.

  • First Reporting Officers (FROs) must work with staff in developing work-plans at the start of each cycle. They should know how to create relevant and meaningful goals, related activities and success criteria that are connected to the team’s goals and those of the larger department.

    Click here for guidance on setting goals. FROs should ensure that staff have completed their workplans between 1 April and 31 May, or within two months of their starting a new position.

Provide ongoing feedback
  • First Reporting Officers should give feedback to their staff on their performance on an ongoing basis – or each week at minimum. Feedback can include comments on projects, smaller tasks or on how a person is interacting with colleagues. It can be given in individual meetings with a staff member or through comments in email or by phone. Performance problems can usually be abated and corrected if you incorporate these activities into your daily routine.

    In the middle of the ePerformance cycle, at the “mid-point review,” FROs should hold a dedicated meeting with each staff member about their performance so far in the cycle. Work-plan goals should be reviewed and adjusted if necessary at this time. FROs need to enter comments in ePerformance at the mid-point review about having reviewed the work-plan with the staff member (written comments about performance at this stage are optional). FROs should ensure that all mid-point review meetings and ePerformance steps are completed between 1 October and 30 November each year.

    Click here for additional guidance on giving and receiving feedback and here for mid-point review guidance.

Provide guidance on professional development
  • As an FRO you need to take time to offer career advice and suggestions for developmental activities to your team members. These can include formal training courses, online learning options, job shadowing activities or simply new types of challenging projects on your team. You can start by encouraging your staff to think about which skills they would like to improve or learn. Also be sure to read the policy on learning and development.
Address underperformance
  • Addressing underperformance problems is another obligation for Frist Reporting Officers. It can be among the more difficult managerial challenges, but the Secretariat has resources in place to help guide FROs and SROs.

    Please contact for guidance on underperformance.

Conducting appraisals
  • The ePerformance cycle ends on 31 March. After that point, FROs should start to review their staff members’ performance and plan individual appraisal meetings in which performance over the last cycle is discussed. All appraisals must be completed in Inspira, with FRO and SRO sign-offs, by 30 June.

    Click here for guidance on end-of-cycle steps.

Fulfill staff member role
  • Every FRO also has a staff member role in ePerformance. Make sure that your obligations are fulfilled in this capacity.

    Click here for more information.


Guidance and tips

Programme Management
Managing Your Resources
Managing Your Team


Recommended Video: Performance Review Foundations

Some of the Topics Covered
• Setting goals with employees
• Gathering feedback on performance
• Writing the review
• Delivering the review

About this course:

Make performance reviews more useful and motivating and less stressful for both you and your employees. In this course, Todd Dewett, PhD, shows managers how to conduct effective performance reviews, explaining how to set appropriate goals, gather feedback, write the formal review and conduct effective meetings with employees. He also shows how to build performance review activities into your management style so that the review is no longer a once-yearly conversation.

Click here to sign up for access.

Important documents: