240.TheCommission further recommended totheorganizations thattheymaintain asystemofjobdesign andjobclassification basedonjobcontent, andestablisheffective training programmes, including on-the-job training andjobrotation, tofacilitate movement between occupations, especially insmaller organizations andin fielddutystations wheretheopportunities foradvancement weresomewhat limited. B.Recruitment policy 1.Special measures fortherecruitment ofwomen 241.TheCommission considered thesixthstudybyitssecretariat initsseriesofrecruitment studies, concerning special measures fortherecruitment ofwomen. Ananalysis ofstatistics obtained fromtheorganizations revealed thatthereseemedtobeabarrier totheadvancement ofwomenbeyondtheP-4level: inallpostsattheP-5levelandabovecombined therewer.e322womenand6,195men.Inotherwords,only4.6percentofthestaffatseniorlevels wasfemale. TwothirdsoftheProfessional womenworkedinoccupations thatprovided support services totheSUbstantive programmes oftheorganizations; thevastmajority ofthosewomencamefromonlytworegions oftheworld. Evenwiththemostintensive efforts tofurther thecareers ofthosewomennowinthesystem.itwasconcluded thatitwouldnotbepossible inthenearfuturetoachieve ameaningful presence ofwomenatseniorlevelswithout resorting tooutside recruitment. Thestatistics,moreover, madeitclearthatrecruitment efforts forwomenhadtobeconcentratedinareasrelated tothemainstream SUbstantive workoftheorganizations andatseniorlevels. Theadoption bytheorganizations ofanoverall recruitment target -57-j I.~l ,1------------ forwomenof50percentwouldreauire therecruitment ofapproximately 450female Professional staffannually forestablished posts. Withapoolofover150Member States fromwhichtorecruit, thatgoalseemedeminently attainable. The effectiveness andcredibility ofspecial recruitment measures wereverymuch related totheorganizational climate andtotheextenttowhichtheorganizations wereseentobefavourable towomen's fullintegration intothemanagement process. Inordertodemonstrate thecommitment oftheorganizations, thecombined efforts oftheentire system wereneeded. 243.TheGeneral Secretary ofFICSAstressed theneedfororganizations toredress theimbalance ofmenandwomenintheProfessional andhighercategories. FICSA encouraged topmanagement toincrease significantly thenumberofwomenin decision-making positions andfullysupported therecommendations tobring aualified womenintotheservice oftheorganizations. TheFederation recommended thattargets bere-established toarriveatanoverall recruitment targetforwomen of50percentofallestablished Professional postsbytheyear2000.Promotion policyshouldalsobere-examined inordertoensure aneauitable distribution of promotions amongwomenandmenatalllevels. Eachorganization shouldestablish staff/management bodiestosetgoalsandmonitor progress andtheorganizations shouldreport backtotheCommission atitstwenty-fourth session • 245.TheCommission considered that:Discussion andrecommendations oftheCommission -58-242.TheChairman ofCCAQsaidthattheorganizations hadfoundthetwodocuments well-written, thought-provoking andfullofusefulinformation. Theycontained recommendations onpractical stepsthatcouldbetakenbyorganizations toincrease thenumber andstatusofwomenworking inthem. Hereferred tothetimeliness of theitemastheUnitedNations Decade forWomenwascomingtoanendin1985. The organizations wereconscious thattheachievement ofamoreeauitable representation ofwomenwasalong-term process. CCAQgenerally welcomed allthe recommendations setoutinthedocument. Assomeoftherecommendations werevery general, theiracceptability varied somewhat fromorganizaton toorganization. Therewassomedisagreement amongtheorganizations abouttheusefulness and desirability oftargets fortheemployment ofwomen. Whilesomeorganizations had setsuchtargets andhadbeensuccessful inreaching the.n,othersdidnotbelieve intheirllsefulness a~dhad,accordingly, notsetany.Theexperience ofthe organizations wasthatwomencandidates werescarceforhighlytechnical posts. In general, thelackofwomencandidates foradvertised postswasaveryrealproblem facedbytheorganizations. Another aspectoftheauestion thatcaused some concern wastheneedtoreconcile therecruitment ofwomenwitheauitable geographical distribution.Viewsoftheorganizations andstaffrepresentatives .244.Therepresentative ofCCISUAsaidthattheauestion oftherecruitment of womencouldnotbeseeninisolation fromtheirpromotion toseniorlevels, which wasartificially Obstructed. Shestressed theneedtoestablish effective monitoring mechanisms ineachorganization. CCISUAstrongly urgedthatthe auestion ofthestatusofwomenbeastanding itemontheCommission's agenda. The Commission shouldfocusonbothinternal promotion andrecruitment withaviewto establishing targets fortheeaualrepresentation ofwomenatalllevelsineach organization ofthecommon system._~~;JGcl~·"M..;;R'!':'~'::~:··~··:~':2::;:·-·:"~i.~~~7:_.~~":""'~~~~:.:~ .._ I~
**Analysis**
The text appears to be focused on the employment and professional development of women within international organizations. It discusses recruitment policies, job classification, and training programs to promote the advancement of women in the workforce. The text also mentions the need for organizations to establish targets for the equal representation of women at all levels and to ensure a fair distribution of promotions among women and men.

**Category**
Employment