andprogramming, andreiterated thatjobclassification couldprovide the appropriate structure forcareer development byclearly delineating levelsof responsibility andelements ofjobcontent thatallowed foragrouping ofpositions onanoccupational basis. Viewsofthestaffrepresentatives 237.TheFICSArepresentative, inintroducing theFederation's document, notedthat several elements werenecessary fortheintegration ofhumanresources planning intothegeneral personnel policy framework intheorganizations, suchasan adequate appraisal system, adynamic stafftraining programme andcareerplanning systems. Whereaaualified non-Professional staffmember competed fora Professional-level post,thefactorofgeographical distribution shouldnotbe considered. Vacancies should befilledwithinthecontext ofstaffconsultation. FICSAurgedtheCommission toestablish acourseofactionforthedevelopment of humanresources planning, takingintoaccount theconclusions andrecommendations reached bythesymposia. 238.TheConvenor ofCCISUA, inpresenting hisCommittee's document, judgedthe symposia conducted bytheCommission in1983and1984tohavebeensuccessful. He wishedtohighlight anumberofissuesthatrequired further attention, suchasthe needtoadoptmeasures formovement acrossrelated occupational groups, inter-organizational planning andmechanisms toenhance mobility withinduty stations, adeauate procedures fortheannouncement ofvacancies, aflexible system toassignstafftoadditional responsibilities, thecreation ofcareerdevelopment andplacement units,adequate measures toprovide mobility fromtheGeneral Service t~theProfessional category, andacareerplanning systemthatwouldultimately leadtoaunified staffstructure. Inordertodevelop careerpathsthatwerenot restricted tooccupational groups, asubstantial training element wouldbe required, andtherefore theconcomitant resources should bemadeavailable. Discussion andrecommendations oftheCommission 239.TheCommission endorsed thefollowing general principles andsuggestions for actionthathadbeendeveloped bytheorganizations: (a)Humanresources planning asabasisforcareer development forGeneral Service andrelated staffreauired asC'Jndly integrated personnel management system -56-3sional Jossible ~tions narlY ~nthe 1with :ionson ling.It >Udget of lOsitions .tedthat Ining In anning be ation. entof ations the ul.He hasthe y system lopment Service ately erenot lSfor leral :systemthatresponded equally welltothestaffing reauirements oftheorganizations andtothedevelopment potential ofthestaff. Italsoreauired thecommitment oftopmanagement andtheco-operation ofthestaff; Cb)Career development forGeneral Service andrelated staffshould, inthemain,beorganized byoccupational groups. Wherever feasible, careerpathsshouldbeestablished, bothwithin andamongoccupational groupsineachorganization ateachdutystation, inordertofacilitate horizontal aswellasvertical mobility.Thestaffshould beinformed ofsuchcareerpathstohelpthemtoidentifymovements thatwouldbroaden theirexperience intheinterest oftheorganizationandinfurtherance oftheirowncareer development; Cc)Whiletheresources necessary toestablish formalcareer developmentprogrammes mightnotbeavailable, eachorganization shouldtakewhatever actionpossible toassistinthecareer development ofGeneral Service andrelated staff,inconsultation withtherepresentatives ofotherorganizations withstaffatthesamedutystation. Suchinter-organizational efforts wereparticularly importantatdutystations wherethenumbers ofGeneral Service andrelated staffweresmall. Theestablishment ofsimpleprofiles ofthestaffandanadeauateperformance appraisal system, theexchange ofvacancy notices, thepractice ofannouncing allvacancies andofrecruiting atthelowergradelevels, thelimitedutilization ofpersonal promotions andthefilling ofhigher-level vacancieswhenever feasible bypromotion fromwithintheorganizations couldassist towardsstaffdevelopment; Cd)Efforts infurthe~ance ofthecareer development ofstaffintheGeneralService andrelated categories should beundertaken inconsultation withtherepresentatives ofthestaffconcerned.
**Analysis**
The text discusses the development of human resources planning and career development for staff in various organizations. It highlights the importance of clear job classification, adequate appraisal systems, and career planning systems to facilitate career growth and mobility. The text also emphasizes the need for inter-organizational collaboration and consultation to ensure that staff development is aligned with the organization's goals and interests. Based on this analysis, it is likely that the text falls under the category of employment or human resources management.

**Category**
Employment