UNRWA International Staff Rules FINAL

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competency framework

Transcript of UNRWA International Staff Rules FINAL

competency framework

Contents

Introduction .............................................................................................................. 1

Competency Definitions .............................................................................................. 2

UN CORE VALUES ....................................................................................................... 4

1. Integrity .......................................................................................................... 4

2. Professionalism ................................................................................................. 4

3. Respect for Diversity ......................................................................................... 5

CORE COMPETENCIES................................................................................................. 6

1. Communication ................................................................................................. 6

2. Working with People .......................................................................................... 7

3. Drive for Results ............................................................................................... 8

FUNCTIONAL COMPETENCIES ..................................................................................... 9

1. Leading and Supervising .................................................................................... 9

2. Relating and Networking .................................................................................. 10

3. Persuading and Influencing .............................................................................. 11

4. Applying Technical Expertise ............................................................................ 12

5. Analyzing ....................................................................................................... 13

6. Learning and Researching ................................................................................ 14

7. Creating and Innovating .................................................................................. 15

8. Formulating Strategies and Concepts ................................................................. 16

9. Planning and Organizing .................................................................................. 17

10. Following Instructions and Procedures ............................................................... 18

11. Adapting and Responding to Change ................................................................. 19

12. Coping with Pressure and Setbacks ................................................................... 20

13. Entrepreneurial Thinking .................................................................................. 21

LEADERSHIP COMPETENCIES .................................................................................... 22

1. Delivers Results .............................................................................................. 22

2. Engages and Nurtures ..................................................................................... 22

3. Demonstrates Self-Awareness .......................................................................... 23

4. Manages Complexity and Change ...................................................................... 23

5. Creates and Maintains Impact and Partnership.................................................... 24

6. Innovates and Takes Risks ............................................................................... 24

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Introduction

UNRWA’s staff are the Agency’s most valuable asset and critical to fulfilling the Agency’s mandate. UNRWA’s achievements increase with the quality, capability and potential of our staff, with the right combination of values, competencies, experience, and skill sets. A “competency” is a set of behaviors or skills that are essential for effective performance in an

organization, and that can be measured and observed. It enables the Agency to clarify expectations, and set standards for performance at every level. The Competency Framework provides a common language for how we perform our roles, how we apply our technical knowledge and how we meet our performance objectives. It is a practical tool to help everyone understand what is expected of them at work, and to acknowledge and develop excellence.

The Competency Framework contains the following four main elements:

a. United Nations Core Values - Integrity, Professionalism and Respect for Diversity - are attitudes and convictions that should be held by all UNRWA staff.

b. Core Competencies apply to all staff, although the expected levels of these competencies may depend on the specific job. They are Communication, Working with People and Drive for Results.

c. Functional Competencies apply to some, but not all staff. Each role in the Agency will be assigned a subset of three to five functional competencies (out of a total of 13 functional competencies), based on the functional area of the job.

d. Leadership Competencies apply to most international staff at grade levels P-4 and above and

area staff at grade levels A-17 and above. They are Delivers Results, Engages and Nurtures, Demonstrates Self-Awareness, Manages Complexity and Change, Creates and Maintains Impact and Partnership and Innovates and Takes Risk.

Each element of the Framework has indicators, examples of positive behaviors that enable excellence

on the job, and counter indicators, examples of negative or inefficient behaviors that hinder adequate performance. They are aimed to provide a focus for effective discussions about performance,

development and in the recruitment context. The indicators are designed to assist in and guide such discussions and should therefore not be viewed as a mere ‘checklist’ as they do not represent an exhaustive list of examples. Core and Functional competencies are scaled, from level one to three, in that distinct levels of each competency will apply to different functional areas and levels of seniority within these functional areas.

The levels are cumulative which means that a staff member at level three for a particular competency would be expected to demonstrate the positive behaviors applicable to levels one, two and three. The Framework provides managers and staff with the tools to support effective recruitment and selection; improve the performance management processes; identify learning needs and aid career development; target the design and delivery of learning and development programmes; and develop the leaders of the Agency.

All staff members and managers are encouraged to familiarize themselves with and make full use of this Framework. The Framework ensures staff gain a fuller understanding of the expected level of competencies to be demonstrated in their job; it enhances the process of identifying development needs for current and future roles, of building individual capabilities, strengthening individual and team performance and of contributing to the success of the Agency.

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Competency Definitions

United Nations Core Values

Integrity An ability to work honestly, openly, impartially and in accordance with the values of the

United Nations.

Professionalism An ability to work a calm, competent and committed manner.

Respect for Diversity An ability to work effectively, respectfully and inclusively with people from different

backgrounds and with different perspectives.

Core Competencies

Communication Speaks fluently; expresses opinions, information and key points of an argument clearly;

presents information with skill and confidence; responds quickly to the needs of an

audience and to their reactions and feedback; projects credibility; structures information

to meet the needs and understanding of the intended audience; presents information in a

well-structured and logical way.

Working with People Shows respect for the views and contributions of other team members; shows empathy;

listens, supports and cares for others; consults others and shares information and

expertise with them; builds team spirit and reconciles conflict; adapts to the team and

fits in well.

Drive for Results Sets high standards for quality of work; monitors and maintains quality of work; works in

a systematic, methodical and orderly way; consistently achieves project goals; focuses

on the needs and satisfaction of internal and external partners; accepts and tackles

demanding goals with enthusiasm.

Functional Competencies

Deciding and Initiating

Action Takes responsibility for actions, projects and people; takes initiative and works under own

direction; initiates and generates activity and introduces changes into work processes;

makes quick, clear decisions which may include tough choices or considered risks.

Leading and

Supervising Provides others with a clear direction; motivates and empowers others; recruits staff of

a high caliber; provides staff with development opportunities and coaching; sets

appropriate standards of behavior.

Relating and

Networking Easily establishes good relationships with external partners and staff; builds wide and

effective networks within UNRWA, within the wider UN system and with external parties;

relates well to people at all levels; manages conflict; uses humor appropriately to enhance

relationships with others.

Persuading and

Influencing Gains agreement and commitment from others by persuading, convincing and

negotiating; makes effective use of political processes to influence and persuade others

inside and outside UNRWA; promotes ideas on behalf of oneself or others; makes a strong

personal impact on others; takes care to manage one’s impression on others.

Applying Technical

Expertise Applies specialist and detailed technical expertise; develops job knowledge and expertise

(theoretical and practical) through continual professional development; demonstrates an

understanding of different organizational departments and functions.

Analyzing Analyzes numerical data and all other sources of information, to break them into

component parts, patterns and relationships; probes for further information or greater

understanding of a problem; makes rational judgments from the available information

and analysis; demonstrates an understanding of how one issue may be a part of a much

larger system.

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Learning and

Researching Rapidly learns new tasks and commits information to memory quickly; demonstrates

an immediate understanding of newly presented information; gathers comprehensive

information to support decision making.

Creating and

Innovating Produces new ideas, approaches, or insights; creates innovative ways of designing

projects or outputs in own work area; produces a range of solutions to problems.

Formulating

Strategies and

Concepts

Works strategically to realize UNRWA’s goals; sets and develops strategies; identifies

and develops positive and compelling visions of the organization’s future potential;

takes account of a wide range of issues across, and related to, UNRWA.

Planning and

Organizing Sets clearly defined objectives; plans activities and projects well in advance; takes

account of possible changing circumstances; identifies and organizes resources needed

to accomplish tasks; manages time effectively; monitors performance against

deadlines and milestones.

Following

Instructions and

Procedures

Follows instructions in connection with official functions; follows procedures and

policies; keeps to schedules; complies with legal obligations and safety requirements

of the role.

Adapting and

Responding to Change Adapts to changing circumstances including emergencies and other crises; tolerates

ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit

different people and situations; shows an interest in new experiences.

Coping with

Pressure and

Setbacks

Maintains a positive outlook at work; works productively in a pressurized environment

and in crisis situations; keeps emotions under control during difficult situations;

handles criticism well and learns from it; balances the demands of a work life and a

personal life.

Entrepreneurial

Thinking Keeps up to date with trends in own work area; identifies opportunities for advancing

UNRWA’s mission; maintains awareness of developments in the organizational

structure and politics; demonstrates financial awareness and a concern for cost-

effectiveness.

Leadership Competencies

Delivers Results Delivers results that achieve organizational goals.

Engages and Nurtures Takes an interest in others, treating them with respect, and being mindful of their

emotional states in order to build strong bonds, help people feel understood, free up

their energies for productive use, and to provide for their emotional needs.

Demonstrates Self-

Awareness

Seeks feedback and actively reflects on and explores the bounds of one’s abilities and

knowledge in a transparent fashion in order to develop competence, grow as an

individual, and gain the benefits of soliciting feedback from others.

Manages Complexity

and Change

Maintains clarity of purpose, poise amidst uncertainty, and acceptance of ambiguity in

order to make difficult decisions, inspire confidence, and transform stress into strength,

during turbulent times.

Creates and Maintains

Impact and

Partnership

Develops and influences a broad network of stakeholders within and outside the Agency

in order to advance and refine the work of the Agency.

Innovates and Takes

Risks

Creates a climate that encourages risk taking in pursuit of novel products, services,

processes in order to increase organizational effectiveness, performance, and

innovation.

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UN CORE VALUES

1. Integrity

An ability to work honestly, openly, impartially and in accordance with the values of the United

Nations.

Indicators

▪ Upholds the principles of the United Nations Charter

▪ Demonstrates the values of the United Nations, including impartiality, fairness, honesty and

truthfulness, in daily activities and behaviors

▪ Acts without consideration of personal gain

▪ Resists undue political pressure in decision-making

▪ Does not abuse power or authority

▪ Stands by decisions that are in the Agency’s interest even if they are unpopular

▪ Takes prompt action in cases of unprofessional or unethical behavior

Counter Indicators

▪ Interprets principles and ethics flexibly without justification

▪ Seeks personal gain

▪ Compromises too readily when under pressure

▪ Favors certain issues, individuals or groups in a subjective way

▪ Not reliable

▪ May be dishonest

2. Professionalism

An ability to work a calm, competent and committed manner.

Indicators

▪ Shows pride in work and in achievements

▪ Demonstrates professional competence and mastery of subject matter

▪ Is conscientious and efficient in meeting commitments, observing deadlines and

achieving results

▪ Is motivated by professional rather than personal concerns

▪ Shows persistence when faced with difficult problems or challenges

▪ Remains calm in stressful situations

Counter Indicators

▪ Less motivated than others to achieve

▪ Appears less knowledgeable to others about subject matter/ field

▪ Complacent about achievements

▪ Sets easy targets and personal objectives

▪ Allows pressure to get to him/her ▪ Tends to find it hard to bounce back after set-backs/ difficult challenges

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3. Respect for Diversity

An ability to work effectively, respectfully and inclusively with people from different backgrounds

and with different perspectives.

Indicators

▪ Works effectively with people from all backgrounds

▪ Treats all people with dignity and respect

▪ Treats men and women equally

▪ Shows respect for, and understanding of, diverse points of view and demonstrates this

understanding in daily work and decision-making

▪ Examines own biases and behaviors to avoid stereotypical responses

▪ Does not discriminate against any individual or group

Counter Indicators

▪ Unable to relate to people from other backgrounds

▪ Insensitive to the needs of individuals with different perspectives

▪ May offend people from different backgrounds

▪ Unable to view issues from the perspective of people with diverse viewpoints

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CORE COMPETENCIES

1. Communication

Speaks fluently; expresses opinions, information and key points of an argument clearly; presents information with

skill and confidence; responds quickly to the needs of an audience and to their reactions and feedback; projects

credibility; structures information to meet the needs and understanding of the intended audience; presents

information in a well-structured and logical way.

Indicators

Level 1 Level 2 Level 3

Speaks clearly

and audibly.

Speaks clearly and audibly and at an

appropriate pace.

Achieves a fluent conversational style by

using pauses, changes in volume, and changes in emphases.

Clearly explains information.

Quickly gets to the point, effectively presenting the key points of an argument while separating the important from the trivial.

Presents highly complex arguments, information and ideas in an easy to understand and memorable fashion.

N/A Presents effectively to others during formal public speaking making effective use of prepared materials and visual aids; Structures the communication well, making good use of summaries and re-statements.

During formal public speaking, presents in a highly engaging and informative way; Holds the attention of the audience throughout to drive home the required message convincingly.

Checks that others

have received the general message when speaking to them.

Checks if the message has been

understood when speaking to others and responds to feedback from the audience by adapting own interpersonal style and the content of the message.

Anticipates and responds to the needs of

an audience, adapting content and style to suit them; Responds quickly and effectively to unforeseen questions or challenges.

N/A Speaks with authority and conviction

on a range of subjects both within and outside their areas of personal expertise.

Establishes credibility quickly and

effectively. Projects confidence and authority with highly knowledgeable audiences even when the subject matter is unfamiliar or unprepared.

Structures information

in a straight-forward fashion.

Develops points and arguments from initial simplicity to final comprehensiveness,

giving the overall work a logical progression of ideas.

Adjusts the amount and degree of detail of information for the intended audience.

Anticipates the information needs of the intended audience and tailors the amount, content and style of communication to deliver maximum clarity.

Considers UNRWA’s strategic objectives when formulating and delivering information.

Counter Indicators

▪ Lacks confidence when talking

▪ Produces writing that is vague or wordy

▪ Uses inappropriate language

▪ Tends to stick to one style of communication

▪ Lacks expression during the interview

▪ Loses the attention of the reader/ audience at times

▪ Tends to drift from one topic to another ▪ Limited positive feedback from others on communication effectiveness

▪ Withholds information without sufficient justification

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2. Working with People

Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares

for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict;

adapts to the team and fits in well.

Indicators

Counter Indicators

▪ Rarely offers support to colleagues

▪ Prefers to work alone

▪ Emphasizes achieving personal goals

▪ Shows limited consideration of the ideas and input of others

▪ Is prepared to ignore/ disrupt majority decisions

▪ Takes the credit for team accomplishments, passes on responsibility for team limitations

Level 1 Level 2 Level 3

Expresses an interest in

the way people behave,

recognizing the importance

of attitudes and motives.

Considers how others’ perceptions of a situation may influence the way they behave;

Demonstrates an ability to interpret non-verbal or emotional signs.

Encourages immediate work

colleagues to think of

themselves as a team.

Creates a sense of team spirit by

encouraging harmony, co-

operation and communication.

Creates and encourages a climate of team-

working and collaboration across UNRWA,

acting as a visible role- model of these values

and behaviors.

Acknowledges the good

work of others. Ensures that the contribution of

others is recognized through

formal reward processes and also

gestures of informal recognition.

Ensures that outstanding performance is

recognized across UNRWA; Personally

invests time to recognize and support those

who contribute to UNRWA’s organizational

success.

Pays close attention to

others when they are

speaking; Makes others

aware of information that

may be useful to them.

Communicates proactively and

encourages others to share

their views; Consults others

when decisions need to be

made.

Proactively consults with a broad cross-

section of stakeholders during all aspects of

decision making.

Offers appropriate help

and support to people. Recognizes others’ limitations and

offers appropriate support,

especially during difficult working

periods; Monitors the well-being of

others and takes steps to help

others deal with challenging

circumstances.

Sees the welfare of others as a key

organizational priority and creates systems and

processes to ensure that working practices are

changed or optimized to assist others.

Demonstrates an awareness

of own strengths and

limitations and how these

may impact on own work.

Develops and openly

communicates self- insight such

as an awareness of own

strengths and weaknesses and

what may come naturally or less

naturally to them.

Develops and openly communicates self-

insight, recognizing how own personality, ability

and other factors impact on own approach to

work, dealings with others and fit with UNRWA’s

values and culture.

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3. Drive for Results

Sets high standards for quality of work; monitors and maintains quality of work; works in a systematic, methodical

and orderly way; consistently achieves project goals; focuses on the needs and satisfaction of internal and external

partners; accepts and tackles demanding goals with enthusiasm.

Indicators

Counter Indicators

▪ Focuses just on process rather than outcomes and getting results

▪ Operates slowly and lets obstacles slow them down or stop them

▪ Accepts mediocrity in own and others work

▪ Does the least needed to get by

▪ Attitude to change is constantly negative

▪ Takes risk without understanding the impact

Level 1 Level 2 Level 3

Sets high levels of

quality and productivity

for self.

Challenges self and own team or

organizational area to achieve

high levels of quality and

productivity.

Constantly revises quality and productivity

targets to set demanding cross- organizational

standards.

Tries to get work right

every time, checking for

errors and rejecting sub-

standard work;

Consistently meets agreed

productivity levels.

Emphasizes and systematically

monitors own and others work

efficiency.

Benchmarks UNRWA’s quality and productivity

standards against internal targets and external

sector leaders; Ensures that quality standards

address UNRWA’s objectives and circumstances.

Takes a methodical and

systematic approach to

own work.

Builds systematic and

methodical processes into

projects and work of self and

own team.

Creates processes to ensure work is completed in

a systematic and orderly way; Rigorously

identifies blocks to methodical working and

removes haphazard or ad-hoc processes.

Consistently achieves

own work targets. Drives projects along by

ensuring that team or

department’s goals relating to

wider projects are consistently

achieved; Consistently

achieves high-level results

from project teams.

Consistently manages inter- departmental and

other project teams to deliver projects on-time and

on- budget to agreed quality standards; Drives an

organizational culture that focuses on results,

inspiring others to achieve and exceed goals and

expectations.

Steers all their effort

and activity to the

achievement of clear,

measurable results.

Ensures that systems and

processes support the

achievement of results.

Promotes a results-oriented culture within own

department and UNRWA as a whole, including

establishment of systems to measure results

against objectives.

Puts external and internal

partners first, responding

to their expressed needs

and expectations.

Seeks to understand and

anticipate the needs of external

and internal partners;

Proactively engages with

partners to seek their feedback.

Champions initiatives to increase partner

satisfaction; Drives an organizational culture of

open, two-way stakeholder communication to

ensure complete understanding of partner needs.

Accepts and tackles

demanding goals

enthusiastically.

Welcomes demanding goals,

working through tough challenges

to achieve success.

Sets self increasingly demanding goals and

targets, and then challenges self to exceed

them, persevering through all obstacles and

difficulties.

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FUNCTIONAL COMPETENCIES

1. Leading and Supervising

Provides others with a clear direction; motivates and empowers others; recruits staff of a high caliber; provides staff with development opportunities and coaching; sets appropriate standards of behavior.

Indicators

Counter Indicators

▪ Fails to motivate and provide support or direction to the team

▪ Applies inappropriate pressure on the team or individuals

▪ Is unwilling to confront performance issues

▪ Fails to clarify performance expectations

▪ Leaves team in the dark by failing to communicate or share information

▪ Thinks development is someone else’s job ▪ Is unwilling to delegate ▪ Does not create the space for other to learn

Level 1 Level 2 Level 3

Co-ordinates group activities, ensuring that roles within the team or

department are clear and that individuals know what is expected of

them.

Provides teams and departments

with clear directions that are

translated from organizational

strategy.

Role-models appropriate behaviors;

Communicates and monitors

measurable standards which the

behavior of others must meet.

Defines standards for appropriate

behavior and addresses

inappropriate behavior from

others.

Identifies trends of unacceptable

behavior in groups as well as

individuals; Puts actions in place to

address unacceptable behaviors and

their causes across the organization.

Delegates work to others in own

team or department appropriately,

taking into account others’ abilities,

workload and preferences, and

balancing routine and interesting

tasks.

Decides which team or department is best placed to deliver which aspects of

the overall project, taking into account departments’ resources and an

appropriate balance of routine and challenging tasks.

Encourages team to achieve

individual goals. Emphasizes the impact and

importance of people’s work for

achieving team targets and

objectives; Empowers people with

respect to the achievement of

these targets and objectives.

Pushes autonomy and empowerment

downwards through UNRWA; Inspires

enthusiasm and a positive attitude in

people about their work and their

contribution to UNRWA’s success.

Identifies development needs in

others and ensures they are

aware of the resources available

for their learning and

development.

Encourages others to pursue development opportunities and creates genuine learning

opportunities for them.

Facilitates the development of high-

potential individuals and the concept

of a learning organization.

Takes responsibility for recruiting

suitable people to teams and

departments.

Identifies, attracts and recruits high caliber individuals as

organization-wide assets.

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2. Relating and Networking

Easily establishes good relationships with external partners and staff; builds wide and effective networks within UNRWA, within the wider UN system and with external parties; relates well to people at all levels; manages conflict; uses humor appropriately to enhance relationships with others.

Indicators

Counter Indicators

▪ Takes a long time to build rapport

▪ Fails to forge relationship outside immediate team/section

▪ Has few external contacts, does little to build or maintain external network

▪ Only relates effectively to certain types of people

▪ Is intimidated by interactions with senior level staff

▪ Is ineffective in relating to people at lower levels

▪ Ignores conflict, or lets it escalate without intervening

Level 1 Level 2 Level 3

Makes people feel at

ease and builds good

working relationships

with them.

Quickly builds rapport with individuals

and groups and establishes good

working relationships.

Actively nurtures good relationships

with people across all organizational

levels and boundaries, and with external

contacts and partners.

Uses people contacts to

the advantage of own

work and work of

immediate colleagues.

Maintains and extends an effective

network of individuals across

organizational departments; Helps

others to establish and maintain

networks.

Maintains and extends an effective

network of individuals outside

UNRWA, building strategic

partnerships with a range of key

stakeholders.

Relates well to others,

including work colleagues,

external contacts and the

general public.

Relates well to people at all levels, including staff, external contacts and partners,

and facilitates others in doing the same.

Recognizes disagreements

and tensions between

individuals and attempts to

resolve or ease them.

Tactfully resolves conflict between

others and takes actions to reduce any

anger or frustrations they might feel.

Identifies and tackles disagreements

that compromise UNRWA’s objectives;

Diplomatically facilitates the resolution

of conflict between others and ensures

that their anger or frustration is dealt

with tactfully.

Uses appropriate humor to

reduce tension. Uses humor to positive effect, making

sure that it is inoffensive and

appropriate.

Adapts humor to the people, the

occasion, and the purpose.

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3. Persuading and Influencing

Gains agreement and commitment from others by persuading, convincing and negotiating; makes effective use

of political processes to influence and persuade others inside and outside UNRWA; promotes ideas on behalf of

oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.

Indicators

Counter Indicators

▪ Puts their own agenda first and expects others to maneuver around them

▪ Allows more assertive others to take the lead

▪ Agrees objectives or comes up with ideas that are unachievable, not well thought through or are

overly-ambitious

Level 1 Level 2 Level 3

Makes a positive

impression on other

individuals in one-to-one

settings.

Presents self effectively and credibly to

others, in one-to-one and group

settings.

Creates an immediate, charismatic,

credible and lasting impression in one-to-

one, team and large-group settings.

Persuades others

effectively, gaining their

commitment while

recognizing the need for

give and take.

Guides conversations to desired end

points; Negotiates effectively by

exploring a range of possibilities.

Negotiates effectively with people inside

and outside UNRWA by adopting a range

of approaches, maintaining relationships

with all parties at all times.

Voices ideas and

suggestions on behalf of

self and immediate work

colleagues.

Effectively promotes ideas and

recommendations on behalf of self,

other individuals and/or own team.

Significantly changes the perspective of

people with respect to an issue, gaining

their support and agreement.

Recognizes key players

and those who influence

decisions.

Uses internal politics to positive effect,

under- standing when to use formal

and informal structures to build

upward support for own ideas.

Builds support throughout UNRWA for

proposals and initiatives that follow

UNRWA’s overall agenda.

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4. Applying Technical Expertise

Applies specialist and detailed technical expertise; develops job knowledge and expertise (theoretical and practical) through continual professional development; demonstrates an understanding of different organizational departments and functions.

Indicators

Counter Indicators

▪ Appears oblivious of new or cutting-edge practices; does not value continuous or on-going education

and development

▪ Does not encourage others to share personal knowledge and only focus on their own knowledge

and experience

▪ Does not understand and apply fundamental concepts and principles of the Agency and/or their

professional discipline/technical expertise

Level 1 Level 2 Level 3

Demonstrates good skills

and relevant knowledge in

own area.

Demonstrates detailed knowledge and

expertise in own area; Can answer

technical queries from others; Shows

some knowledge of related issues and

subject areas.

Demonstrates detailed and comprehensive

knowledge of own area, and is recognized

as an expert by people across UNRWA;

Maintains a comprehensive knowledge of

related external issues and knows about

research and upcoming developments.

Keeps own skills and

knowledge up to date as

needed.

Develops own technical skills and

knowledge by looking out for

opportunities to engage in continual

professional development.

Engages in industry wide and cross-

industry discussions and events seeking to

advance own and UNRWA’s current and

future thinking; Seeks to be actively

involved in cutting-edge research and

development activities.

Shares skills and relevant

knowledge with others

and provides guidance on

how to complete tasks.

Shares knowledge and expertise

openly and freely, providing

appropriate guidance, coaching and

advice on technical issues.

Ensures that the necessary organizational

structures and processes are in place for

others to share knowledge and expertise

openly and freely; Positions knowledge

sharing as an organizational priority.

Demonstrates a basic

understanding of the work

of other parts of UNRWA

in direct contact with own

area.

Becomes familiar with the activities of

a wide range of other organizational

functions within UNRWA and how they

should work together as a system;

Identifies inter-dependencies among

departments in UNRWA.

Demonstrates extensive understanding and

in-depth knowledge of the working and

overall function of organizational

departments; Sees how they inter-relate

and work together as an integrated system.

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5. Analyzing

Analyzes numerical data and all other sources of information, to break them into component parts, patterns and

relationships; probes for further information or greater understanding of a problem; makes rational judgments

from the available information and analysis; demonstrates an understanding of how one issue may be a part of a

much larger system.

Indicators

Level 1 Level 2 Level 3

Analyzes and integrates verbal,

numerical and other types of

data.

Analyzes and integrates potentially

conflicting numerical, verbal and

other data from a number of sources.

Analyzes and integrates diverse and

complex quantitative and qualitative

data from a wide range of sources.

Breaks information down into

parts and sees straightforward

relationships between them.

Perceives relationships and patterns

within information, and between

causes and effects.

Sees key, high level trends across

data set; Recognizes subtle inter-

relationships among multiple issues

and sees the potential effects on the

overall system or process.

Questions obvious mistakes

and asks for clarification of

unclear issues.

Questions assumptions and probes

for further information to clarify

vague or confusing information.

Challenges assumptions and their

underlying logic; Seeks inputs from

multiple sources to gain a clear and

comprehensive understanding of the

issue.

Makes straightforward

judgments from the available

information.

Makes logical and well- reasoned

judgments from an analysis of the

information available.

Makes logical, rational, well-reasoned

and defensible judgments from

available information; Can extend the

underlying rationale to make sense of

and incorporate additional or

unforeseen information.

Produces a workable solution

that meets the immediate

demands of the situation.

Produces a number of workable

solutions that meet the demands of

the situation; Considers the practical

issues relating to implementing the

preferred solution.

Produces a range of workable

strategies aimed at solving numerous,

possibly related issues; Considers the

practical concerns regarding the

implementation of a range of possible

solutions.

Recognizes that the solution

to one issue may have an

impact later on in a process.

Demonstrates an awareness of how

one issue may be part of a larger

system, recognizing that different

processes may be affected by

solutions proposed.

Uses systems thinking to investigate

the complex relationships between

seemingly unrelated issues; Steps

away from solving the immediate

problem to place it into a wider

context; Considers the whole system,

not just one issue or a localized cluster

of issues.

Counter Indicators

▪ Implements a solution that is preferred rather than finding the considered alternative

▪ Interprets data incorrectly, fails to spot obvious errors or inconsistencies

▪ Does not use numerical, financial or statistical data effectively to identify issues or problems

▪ Spends a disproportionate amount of time analyzing a problem rather than finding solutions

14

6. Learning and Researching

Rapidly learns new tasks and commits information to memory quickly; demonstrates an immediate understanding of newly presented information; gathers comprehensive information to support decision making.

Indicators

Counter Indicators

▪ Has limited knowledge about area of expertise

▪ Struggles to keep up to date

▪ Is not an authority

▪ Is not proactive in undertaking developmental tasks

▪ Is reluctant to help others to learn

▪ Is defensive with feedback from others

Level 1 Level 2 Level 3

Rapidly learns new tasks

relevant to own job and

quickly commits

information to memory.

Quickly absorbs new information

and learns new techniques that

extend role capability.

Effectively and quickly optimizes the use of

new information and advanced techniques

that significantly extend role capability.

Gathers sufficient

information directly

relevant to own role to

aid line manager in

making decisions.

Seeks all relevant information for

decision making from a wide range of

sources; Realizes when information is

missing and knows where to find it.

Uses formal and informal methods to gather

the widest range of information possible;

Where necessary, carries out sustained, in-

depth investigations, obtaining information

that is difficult to get hold of.

Understands newly

presented information

that is relevant to own

job.

Shows rapid under- standing of

newly presented complex

information, offering useful

insights.

Rapidly responds to highly complex

information with useful insights, in familiar

and also extremely unusual settings that are

outside previous experience.

Collects and classifies

information useful to

UNRWA.

Creates systems and initiatives for

collecting and classifying information

useful to UNRWA.

Promotes the development and use of

organization-wide knowledge sharing

systems that capture all relevant information

from sources inside and outside of UNRWA.

15

7. Creating and Innovating

Produces new ideas, approaches, or insights; creates innovative ways of designing projects or outputs in own work area; produces a range of solutions to problems.

Indicators

Counter Indicators

▪ Is slow to produce new ideas

▪ Views problems in a conventional way

▪ Accepts the status quo

▪ Demonstrates problem solving lacks creativity

▪ Thinks in a traditional manner

▪ Is cautious with new approaches

▪ Produces few alternatives

▪ Accepts outdated working methods

▪ Shows little experience of creativity at work

Level 1 Level 2 Level 3

Produces new ideas

within own work area. Identifies unusual ideas that others

may have missed; Contributes

innovative approaches and insights.

Contributes radical ideas, approaches and

insights that open up whole new avenues

of exploration.

Makes suggestions about

and contributions towards

new ways of designing

projects or outputs in own

work area.

Creates new ways of designing

projects or outputs in own work

area.

Creates innovative ways to design projects or

outputs in own work area that challenge

traditional assumptions; and approaches

ongoing developments from new

perspectives.

Open to new perspectives

with respect to own work

area.

Actively generates new perspectives

on own work and work of team;

Seeks new perspectives from others.

Recognized as a key resource within the

organization for generation of alternative

perspectives with respect to the

organization’s work.

Recognizes opportunities

for improvements within

own work area.

Instigates a range of alternative

approaches to create improvements

in a number of organizational areas.

Constantly seeks opportunities for

improvements across the whole organization

that lead to major changes in overall

efficiency.

Thinks up effective

changes in own work

area.

Devises, initiates and drives effective

change initiatives in own area or

department.

Is regarded as a change champion who

initiates and drives large-scale organizational

change, creating an environment where

others become change drivers.

16

8. Formulating Strategies and Concepts

Works strategically to realize UNRWA’s goals; sets and develops strategies; identifies and develops positive and compelling visions of the organization’s future potential; takes account of a wide range of issues across, and related to, UNRWA.

Indicators

Counter Indicators

▪ Is more tactical than strategic, maintaining a focus on short-term goals; does not look beyond the

task at hand

▪ Fails to take necessary action or take action that is unlikely to effectively leverage the Agency’s

resources and mandate

▪ Fails to see the big picture, often getting stuck in the details and day-to-day operations

▪ Lacks the ability to translate vision into operational goals

Level 1 Level 2 Level 3

Demonstrates an awareness of

changes in organizational

strategy that impact on own

work area.

Revises objectives of own team or

department to reflect changes in

UNRWA’s goals.

Always works with an orientation to

the future, encouraging others to

consider UNRWA’s long- term strategy

when setting departmental objectives.

Bears UNRWA’s strategy in

mind when planning own work

and work of own team or

department.

Translates strategic direction into

medium and long-term plans and

objectives for own team or

department.

Sets, develops and revises UNRWA’s

strategy in line with the

organizational vision ensuring it is

coherent and meaningful.

Identifies future

possibilities for own

working area and beyond,

and passes these ideas to

key stakeholders.

Explores with appropriate stakeholders

a range of future possibilities that the

department or entire organization

could aspire to achieve.

Constantly explores future possibilities

for the UN as a whole and identifies

where UNRWA fits within these

possibilities. Inspires others to

achieve this vision of UNRWA’s future

potential.

Demonstrates an understanding

of a broad range of factors that

link own work area to other

parts of UNRWA.

Takes account of a wide range of

issues across, and related to, the

UNRWA as a whole.

Gains insight into and fully considers

global developments and trends that

may impact upon UNRWA.

17

9. Planning and Organizing

Sets clearly defined objectives; plans activities, projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.

Indicators

Counter Indicators

▪ Sets no clear system of priorities

▪ Appears disorganized and unsystematic

▪ Organizes impractical work schedules

▪ Is unrealistic about time scales

▪ Demonstrates efforts get sidetracked; deadlines not met; tasks not completed

▪ Shows no checks on activities

▪ Is unwilling to change plans to meet new demands

Level 1 Level 2 Level 3

Sets self clearly defined

tasks in line objectives set

by the line manager.

Sets clearly defined objectives for

self and own team. Sets clearly defined objectives for own

department and/or UNRWA as a whole.

Plans own work activities,

raising possible changing

circumstances with the

line manager.

Systematically plans activities and

projects for own team or

department and anticipates

potential difficulties.

Produces comprehensive project plans that

anticipate foreseeable changes and can be

adapted in the face of unforeseen or

disruptive events.

Manages own time

effectively; Completes

individual tasks on time.

Organizes own and others’ time

effectively, allocating achievable

milestones for project stages.

Sets realistic timescales for the overall

completion of major projects, ensuring that

any deadlines set by others in connection

with a project fit into the overall

timescales.

Knows what resources

are needed to

accomplish own tasks.

Effectively manages the deployment

of people and equipment in own

team or department.

Identifies the cross-organizational resources

needed for large scale projects and ensures

the availability of these critical resources.

Keeps track of own

progress against task

deadlines.

Uses existing timelines to monitor

own and others’ progress against

deadlines and mile- stones,

maintaining an ongoing awareness of

issues helping or hindering progress.

Creates measures and criteria to monitor

progress of overall projects against key

organizational objectives, maintaining

constant vigilance regarding all issues that

may impact upon project completion.

18

10. Following Instructions and Procedures

Follows instructions in connection with official functions; follows procedures and policies; keeps to schedules;

complies with legal obligations and safety requirements of the role.

Indicators

Counter Indicators

▪ Does not accept direction in connection with official duties

▪ Ignores the Agency’s regulations, policies and procedures

▪ Does not deliver work on time

▪ Puts individual needs first before the needs of the Agency

▪ Does not consider safety as a priority

Level 1 Level 2 Level 3

Follows spoken and written

instructions in connection

with official functions.

Creates and fosters an organizational culture of appropriately following

instructions, leading by example. Addresses disagreements over instructions

through the proper institutional mechanisms without delaying carrying out

the instructions.

Sticks to recommended

working practices and

procedures in own work.

Ensures that team or department

follows relevant company policies

and procedures.

Creates organization-wide processes to

ensure that procedures and policies are

adhered to.

Keeps to schedules and

delivers work on time. Ensures that own team or department keeps to schedules and delivers work

on time.

Understands and follows

safety and other legal

requirements of own job.

Abides by safety and other legal

requirements regarding own team

or department’s activities.

Educates others on relevant legal

issues and monitors for

compliance.

Upholds the highest possible safety and legal

standards across UNRWA as a whole.

Anticipates legal developments and acts

immediately to ensure that UNRWA complies

with changes to legislation.

19

11. Adapting and Responding to Change

Adapts to changing circumstances including emergencies and other crises; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people and situations; shows an interest in new experiences.

Indicators

Counter Indicators

▪ Does not recognize the need for change and value in innovation

▪ Fears new positions and opportunities; pessimistic in seeing only the negatives in change

▪ Becomes agitated and stressed when asked to respond differently

▪ Relies heavily on what ‘has been’ and not on what ‘could be’

▪ Does not actively promote change, but rather encourage others to resist change

Level 1 Level 2 Level 3

Accepts changes in

circumstances when

presented with them.

Adjusts own and/or team’s

approach to embrace changing

circumstances.

Remains constantly alert for changing

economic and organizational conditions

and alters UNRWA’s overall approach to

incorporate them.

Quickly adapts work

approach in response to

crisis situations.

Actively identifies appropriate

responses to crisis situations;

Promotes effective team response to

crisis.

Takes a leadership role with respect to

crisis response; Facilitates organizational

response to crisis situations.

Accepts new ideas when

presented with them. Welcomes new ideas in own area

and demonstrates personal

commitment to wider change

initiatives.

Develops and oversees large scale

change initiatives, creating a managed

sense of urgency to bring the changes

about.

Demonstrates an

awareness of how own

interpersonal style impacts

on different people and

different situations.

Uses many different approaches to interact successfully with others, adapting own

interpersonal style to fit in with the situation, and the characteristics of groups and

individuals.

Readily accepts conditions of

uncertainty and remains

productive when there is

lack of clarity about aspects

of own role.

Stays positive and upbeat in

situations where definite information

or direction is not available and

seeks to take advantage of such

settings.

Sees ambiguity or uncertainty in the

sector as an opportunity for the

organization to strengthen its overall

position; Searches for growth

opportunities wherever there is doubt or

lack of clarity.

20

12. Coping with Pressure and Setbacks

Maintains a positive outlook at work; works productively in a pressurized environment and in crisis situations; keeps emotions under control during difficult situations; handles criticism well and learns from it; balances the demands of a work life and a personal life.

Indicators

Counter Indicators

▪ Finds it difficult to maintain productivity under pressure

▪ Shows little emotional control; shows anxiety, annoyance or frustration

▪ Dwells on setbacks and allows it to affect work

▪ Responds negatively to challenges

▪ Exaggerates problems, sees difficulties as more extreme than is really the case

▪ Reacts to criticism by becoming overly defensive

▪ Does not acknowledge the opportunity to learn from criticisms

Level 1 Level 2 Level 3

Remains focused on

work when under

pressure or in crisis

situations.

Remains objective and focused on

work even when under considerable

pressure or in crisis situations.

Maintains exemplary levels of work even in

extremely taxing or pressurized

environments, including crisis situations.

Avoids emotional

displays in difficult

situations.

Effectively controls own feelings,

guarding against unhelpful or

inappropriate displays of emotions.

Channels potentially negative emotions in

a helpful and positive manner, even in

highly emotive or emotionally challenging

settings.

Keeps an appropriate

balance between the

demands of work and

personal life when

conflicts occur.

Effectively manages actual and

potential conflicts between

personal life and work demands.

Creates an organizational culture that

emphasizes the importance of work-life

balance at all levels.

Shows an optimistic

approach to work. Remains positive in the face of

adversity, quickly recovering from

set- backs and keeping problems in

perspective.

Maintains visibly high levels of morale in the

face of difficulties; Remains upbeat about

the future at all times demonstrating to

others a firm belief that obstacles and

adversity will be conquered.

Accepts criticism without

becoming hostile or overly

defensive.

Accepts criticism calmly, taking

comments on board and moving

forward quickly and constructively;

Does not dwell on negative feedback.

Welcomes and invites criticism, regarding it

as an opportunity for individuals and

UNRWA to improve and develop; Retains a

positive self-image even when directly

criticized.

21

13. Entrepreneurial Thinking

Keeps up to date with trends in own work area; identifies opportunities for advancing UNRWA’s mission; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness and a concern for cost- effectiveness.

Indicators

Counter Indicators

▪ Is content with the status quo and does not challenge it

▪ Fails to modify plans in order to improve upon inefficiencies

▪ Sees cost reduction and efficiency as someone else’s responsibility

Level 1 Level 2 Level 3

Proactively builds a broad

understanding of the key

factors driving local

economic, social and

political developments.

Anticipates and actively monitors long-term local and global developments and

their impact on UNRWA.

Shows an awareness of

opportunities for advancing

UNRWA’s mission.

Seeks and proposes

opportunities for advancing

UNRWA’s mission.

Constantly seeks new opportunities for

advancing UNRWA’s mission, seizing upon

possibilities opened up by new local and global

developments.

Shows an awareness of

basic financial and cost-

effectiveness issues directly

relating to own work.

Uses financial cost-effectiveness

information to monitor team or

department’s performance.

Understands and interprets key financial and

economic data affecting UNRWA, using this

information effectively to monitor and plan

organizational performance.

Identifies opportunities to

reduce waste and costs in

own work area.

Tracks expenditure and uses the

most cost-effective methods

available.

Fosters a cost-conscious, anti-waste culture

across UNRWA, recognizing and rewarding

efforts to add maximum value to the

organization.

22

LEADERSHIP COMPETENCIES

1. Delivers Results

Delivers results that achieve organizational goals.

Indicators

▪ Inspires a sense of purpose and provides vision and direction to guide the team

▪ Facilitates action, and encourages reflection and course correction

▪ Enables the expression of leadership within the team (e.g., challenging assignments, delegating decision

making, leading team meetings)

▪ Exemplifies and demonstrates boldness and tenacity in the pursuit of organizational priorities (e.g., suggests

and advocates an unpopular, controversial, or unconventional course of action that produces results)

▪ Creates internal capability to achieve results

▪ Maintains a 'results-driven' organization through focus on service excellence, quality work product/

programming, client satisfaction and process improvement

Counter Indicators

▪ Fails to inspire and enlist the support of the team to pursue organizational goals

▪ Hesitates in moments requiring bold, decisive action

▪ Fails to monitor and manage the relational climate within the team

▪ Micro-manages the work of the team

▪ Fails to provide constructive/actionable performance feedback in a timely manner

2. Engages and Nurtures

Takes an interest in others, treating them with respect, and being mindful of their emotional states in order to build

strong bonds, help people feel understood, free up their energies for productive use, and to provide for their emotional

needs.

Indicators

▪ Deepens connections with staff at all levels in a proactive manner

▪ Addresses interpersonal conflict in a way that produces positive outcomes (e.g., leverages conflict resolution

techniques)

▪ Identifies and develops talent that benefits the Agency, at large

▪ Models sensitivity and understanding of diversity (e.g., ensures a diverse team composition; solicits ideas

from a diverse set of stakeholders)

▪ Commits time, energy and resources to the psychological and emotional well-being of staff

▪ Builds and manages an inclusive work environment that values teamwork and collaboration, where others

are encouraged to excel

Counter Indicators

▪ Drives for results at the expense of the well-being of the office (e.g., creating retention issues, low morale)

▪ Avoids conflict creating an uncomfortable and unproductive environment

▪ Imposes personal views and values to the point of sub-optimizing decision making and solution development

▪ Fails to tolerate expressions of emotion or vulnerability on the part of team members

23

3. Demonstrates Self- Awareness

Seeks feedback and actively reflects on and explores the bounds of one’s abilities and knowledge in a transparent

fashion in order to develop competence, grow as an individual, and gain the benefits of soliciting feedback from

others.

Indicators

▪ Invites and seeks substantive feedback from multiple sources (e.g., peers, senior leaders, client

organizations, team members)

▪ Recognizes, understands, and manages one’s own emotions in order to remain focused on the task at hand

▪ Demonstrates awareness of personal strengths and weakness; (e.g., solicits feedback, discusses own profile

with others; seeks out developmental opportunities to shore up weaknesses)

▪ Demonstrates sensitivity to one’s impact on others

▪ Invests in and pursues continuous learning and development for oneself and others

▪ Demonstrates consistency between words, actions, and UNRWA values

▪ Modifies own behavior to complement others’ cultural, hierarchical, and/or work style differences in order

to maximize performance

▪ Transfers successes and lessons learned to other projects, programs, and situations

Counter Indicators

▪ Resists and avoids constructive feedback from others

▪ Experiences difficulty in reading one’s audience and adapting one’s approach to their needs

▪ Fails to acknowledge developmental weaknesses or areas for improvement

▪ Expresses emotions without regard for potential negative impact on others

4. Manages Complexity and Change

Maintains clarity of purpose, poise amidst uncertainty, and acceptance of ambiguity in order to make difficult

decisions, inspire confidence, and transform stress into strength, during turbulent times.

Indicators

▪ Embraces and adapts to change in the operating environment

▪ Consults internal and external stakeholders to understand the systemic impact of organizational change

▪ Communicates changes openly, transparently and in a timely manner

▪ Explores divergent perspectives actively; keeps an eye out for indicators of change

▪ Maintains composure under duress

Counter Indicators

▪ Relies primarily on dichotomous and reductionistic thinking when confronted with complexity or change

▪ Fails to lead or facilitate a productive group consultation

▪ Relies, primarily on policy and procedure to affect behavior change

▪ Demonstrates rigidity and defensiveness when challenged (e.g., discounts ideas from others out-of-hand,

fails to influence/persuade others with reasoned arguments)

24

5. Creates and Maintains Impact and Partnership

Develops and influences a broad network of stakeholders within and outside the Agency in order to advance and

refine the work of the Agency.

Indicators

▪ Engages in collaborative negotiation that results in win-win outcomes for parties involved

▪ Identifies and cultivates strategic relationships in order to position the team and Agency for success

▪ Involves stakeholders at all critical stages of the process

▪ Demonstrates heightened organizational awareness and political acumen in the service of furthering the

team’s and Agency’s work and mission

▪ Supports team members in expanding their networks and contacts

▪ Demonstrates a consultative approach to gaining commitments

▪ Identifies opportunities for replicating projects and programs in other locations/markets

Counter Indicators

▪ Takes a territorial, non-inclusive approach to decision making, problem solving, and pushing the team’s

agenda forward

▪ Does not advocate powerfully

▪ Fails to discern, develop, and maintain strategic partnerships to further the work of the team and Agency

▪ Fails to seek out compromise or negotiate in good faith

▪ Maintains a small network of strategic partnerships and relationships

6. Innovates and Takes Risks

Creates a climate that encourages risk taking in pursuit of novel products, services, processes in order to increase

organizational effectiveness, performance, and innovation.

Indicators

▪ Creates and maintains an environment that provides opportunities for and rewards innovative thinking, and

supports learning from failure and educated risk taking

▪ Demonstrates personal courage in taking unpopular or controversial positions on issues and/or pursuing

change and innovation opportunities

▪ Scans the internal and external environment in pursuit of anticipating and understanding future needs;

takes calculated and educated risks; demonstrates courage in challenging the status

▪ Encourages cross-functional dialogue and contributes to recommendations in order to optimize problem

solving, decision making, and enhanced or new offerings

▪ Demonstrates a willingness to learn and adapt new methods to address new and changing circumstances

▪ Treats barriers and problems as opportunities or challenges

Counter Indicators

▪ Discourages team creative thinking and the pursuit of potentially innovative ideas

▪ Operates in a primarily reactive mode resulting in having to play ‘catch-up’

▪ Waits on external guidance and instruction to take action rendering the team unprepared to take advantage

of opportunities

▪ Fails to commit time to learning, reflection and creative thinking

With thanks to UNICEF and the UN Secretariat for the development of key parts of these competencies

and their generous interagency support to UNRWA

human resources department hq amman

bayader wadi seer, po box 140157, amman 11814, jordan

telephone: (+ 962 6) 582 6171-6, 586 2751, 586 4149 email: [email protected]

www.unrwa.org