unaids career transition guide

UNAIDS / JC2330 (English original, March 2012)

© Joint United Nations Programme on HIV/AIDS (UNAIDS) 2012. All rights reserved The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of UNAIDS concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. UNAIDS does not warrant that the information published in this publication is complete and correct and shall not be liable for any damages incurred as a result of its use.

CO N T E N T

INTRODUCTION 4

STEP 1: UNDERSTAND YOURSELF 8Highlight what you have to offer Understand what you need to be satisfied at work

STEP 2: UNDERSTAND THE JOB MARKET 14Where to focus your research What employers are looking for right now

STEP 3: SET YOUR CAREER GOALS 18Establish your goals Test out your goals

STEP 4: MARKET YOURSELF 22Your Personal History Form and CV Writing an effective cover letter

STEP 5: SEARCH FOR OPPORTUNITIES 30Job search strategies Finding opportunities through the web

STEP 6: USE YOUR NETWORK 34How to expand your network Networking through the Web

STEP 7: INTERVIEWS: PREPARE AND PERFORM 38Preparing for the interview Performance during the interview

ANNEXES 47

CAREER TRANSITION IN 7 STEPS A GUIDE FOR UNAIDS STAFF

4 5

I N T R O D U C T I O NP U R P O S E O F T H I S G U I D EAs the AIDS response evolves, UNAIDS must also continue to transform itself. For all of us, this means thinking about our individual career path and how we can best equip ourselves to adapt and navigate our way through these changes. Regardless of the reason for the change, career transition is a major life decision. It can feel like a daunting process because very often the work that we do defines who we are. This guide reminds us that while career decisions are life decisions, you can proactively manage your career path by following 7 essential steps:

1. Understanding yourself2. Understanding the job market3. Setting your career goals4. Marketing yourself5. Searching for opportunities6. Using your network7. Interviews: preparing and performing

You can use the sections of this guide to get an overview of the 7 steps, or you can read and follow each one in sequence as you make your career change. For each step, you will find some concrete tips and techniques, as well as some tools and templates that you can use right away.

T H E R E A L I T Y O F C A R E E R D E V E L O P M E N T T O D A YWithout a doubt, most of the world has moved away from the traditional notion of a “career for life”. Across the UN, resource constraints and the increasing involvement of external actors means that organizations need to be adaptive, agile, and constantly changing to deliver the best results in the most efficient way. For employers, this means a decreasing ability to commit to long-term contractual arrangements, especially in light of the current global financial situation. For individuals, it means that we can all expect to move between teams, organizations, and even across occupation groups. It also means that we need to think continuously about how we can build the competencies and experience that will be enable us to adapt to the realities of a rapidly changing organization and job market.

This is equally true for the UNAIDS Secretariat. In order to ensure that we are fit for purpose, our jobs and functions continue to change to adapt to the realities of the AIDS response. The current shift is towards strengthening our country offices, particularly in high impact countries. There is also a move away from traditional “commodity-based” programming, in favour of higher profile roles such as human rights and political advocacy. Your job is to stay abreast of these changes and to think about how you can adapt to a changing UNAIDS. If you proceed with this understanding, you will be ready for all the unpredictability that is normal part of a career path today.

4 5

UNAIDS

Our People Development and Performance Policy and Guidelines remind us that career development is a shared responsibility between the individual, the supervisor and the organization, with the individual staff member empowered to drive their own career development. While your supervisor provides direction and coaching and Human Resources provides career support resources, only you can decide where you want your career path to take you, and the best way to get there. Career planning starts with life planning – not just how you spend your time at work, but how it affects your personal development, your family, and other personal pursuits. CAREER MYTHS: EXPLORE YOUR ASSUMPTIONS ABOUT CAREER TRANSITIONBefore you begin, test your assumptions about career transition. Being aware of common career myths and realities can help give you the confidence and perspective you need to embark on a successful career change.

I N T R O D U C T I O NY O U A R E I N T H E D R I V E R ’ S S E A T

MYTH

I will have only one career in my lifetime.

If I change jobs my current skills will go to waste.

My job has to match my education or vocational training.

No one will hire me because I lack certain experience.

REALITY

It is commonly understood that most of us will change jobs at least five or six times throughout our career. As the job market changes and our competencies and experience expand, it is normal that we move and change. Any career choices you make are made for right now – don’t stop re-evaluating the direction of your career path.

Once you develop a set of skills, they are yours to maintain and sustain. Become aware of how your skills are transferable so that you can take them from one job to another. You may not use them in the exact same way in your next job, but they won’t go to waste. During step 1 of this guide, you will find out more about transferable skills, and during step 2 you will see how the competencies you’ve developed in UNAIDS are transferable to the external world.

Your education and training can be especially important in the early stages of your career. However, as you advance in your career, it is your experience and on-the-job learning that makes your knowledge and skills current and relevant. When you are thinking about career changes, broaden your definition of education to include the valuable capacity that you’ve developed on the job.

There are many ways to gain new experiences. Think about volunteering or joining a group or association that will expose you to new ideas and experiences. Use your CV to showcase how your previous experiences are relevant to the jobs you seek. Remember that many hiring managers are looking for evidence of strong core competencies such as Working in teams and Communicating with impact.


6 7

I N T R O D U C T I O NT H E 7 - S T E P P R O C E S S

A career transition is not made in one day. It is a life-long process of reflection, planning, and action. However, when you find yourself in a situation where you need to make a decisive career change, it is useful to break down the task into steps. This guide is organized around this 7-step process. The process starts with reflection and research: understanding yourself, understanding the job market, and setting clear career goals. Next, you equip yourself with effective marketing tools such as a CV and references, and begin to scan for opportunities. Armed with clear goals and tools, you can tap into networks and contacts that will lead you to The final step: Interviews and eventual job offers.

At various points in our careers, we may need to go back to a particular step to refine or adjust our goals, expectations or strategies. Use the sections of this guide to help you focus on the step that is most relevant to you.

STEP 1 | UNDERSTAND YOURSELF

STEP 2 | UNDERSTAND THE JOB MARKET

STEP 3 | SET YOUR CAREER GOALS

STEP 4 | MARKET YOURSELF

STEP 5 | SEARCH FOR OPPORTUNITIES

STEP 6 | USE YOUR NETWORK

STEP 7 | INTERVIEWS: PREPARE AND PERFORM

1 2 3 45

6

77

6 7

UNAIDS

WHAT YOU NEED TO SUCCESSFULLY MANAGE A CAREER TRANSITIONAs you embark on the 7 steps, remember that making a career transition is a major undertaking. In order to ensure that your path truly takes you in the right direction, you need to be committed to putting in the effort right from the start. At times, career transition becomes a full-time job in itself. In addition to time, you need: Organization: Career transition is a complex process, and requires a systematic approach to research and planning. It also requires disciplined tracking of contacts, job opportunities, correspondence and appointments. Persistence: As you get closer to your career goal, you need to be ready for rejection. By virtue of putting yourself forward, you can expect rejections, but remember that each rejection brings you further down the path to an eventual acceptance. Accept rejection as a normal part of the process, and see each interaction with potential employers as an opportunity to learn and hone your career skills. Confidence: In order for prospective employers to believe in you, you need to believe in yourself. If you do your homework in the preparatory steps of the career transition process, you will be clear and confident about what you have to offer. A positive, success oriented attitude will motivate and energize you, and will greatly facilitate the development of your professional relationships and networks.

I N T R O D U C T I O NT H E 7 - S T E P P R O C E S S

STEP 1 | UNDERSTAND YOURSELF

STEP 2 | UNDERSTAND THE JOB MARKET

STEP 3 | SET YOUR CAREER GOALS

STEP 4 | MARKET YOURSELF

STEP 5 | SEARCH FOR OPPORTUNITIES

STEP 6 | USE YOUR NETWORK

STEP 7 | INTERVIEWS: PREPARE AND PERFORM

Only through reflection, research and networking can we get an accurate picture of the right career path for us.


8 9

S T E P 1U N D E R S TA N D YO U R S E L F

The first step in any career transition is to take a close look in the mirror. The plans and decisions you will make regarding your career need to be based on your personal circumstances, the strengths and experience you have to offer, and the kind of day-to-day work environment and tasks that you need to be satisfied. Taking some time to build this kind of self-awareness will help ensure that any career changes you make will result in work that is meaningful and enjoyable.

REFLECT ON YOUR PERSONAL CIRCUMSTANCES

One important consideration at this stage is your family situation. If you have children you will need to think about the amount of time you need to spend with them, the financial support they may need for schooling, and the impact of a potential change of location. If you have a partner you will need to make any career planning decisions together, especially if he or she has a satisfying job in your current location. You may also need to consider your extended family - particularly how close you need to be to them, or any support they require from you.

A careful review of your financial situation is also essential at this point. Take stock of your income, savings and expenses to ensure that you will have financial stability during your transition. Depending on your situation, you should consult with Human Resources for details of any separation payments and procedures; with the UN Joint Pension Fund on implications for your pension; and with Staff Health Insurance for advice on medical coverage. A clear picture of all of elements will help ensure that the career goals you set are in your best financial interests.

24

561

8 9

UNAIDS


It is important to accept that some aspects of your personal circumstances are beyond your control, and that a career transition may involve some kind of unexpected ending, such as the end of a project or a contract or a function no longer required by the organization. It is important to acknowledge this ending and the feelings associated with it. Shock, anger and fear are some common emotions that you may feel. Remember that these are normal responses to change and try to find a constructive outlet for expressing them without alienating those around you. Accept support from family and friends and take care of your physical health by staying active and maintaining good sleeping and eating habits.

HIGHLIGHT WHAT YOU HAVE TO OFFER

Review your competencies and achievements Throughout your career transition process, you will need to be very clear about what you offer prospective employers – what competencies you demonstrate, what results you have achieved, and what personality strengths you possess. Personal history forms, applications and job interviews are all designed to get that information from you, so the thinking you do during this step will pay off later in the process. In UNAIDS, the Competency Framework is a central element of all job interviews, so be sure to review the definitions and indicators for each competency.

VALUES

CORE COMPETENCIES

MANAGERIAL COMPETENCIES

Vision and strategic thinking

Leading teams

Managing performance and resources

Developing and empowering others

Exercising sound judgement

Working in teams

Communicating with impact

Applying expertise

Delivering results

Driving change and innovation

Being accountable

Integrity Respect for diversityCommitment to the AIDS response

Building relationships and networks


10 11


In order to highlight your most relevant competencies and achievements, you need to review your career history – your past positions and the work you currently do. For each position, use the table below to track what you did, what competencies you demonstrated, and what you achieved. It is well worth taking ample time to do this exercise carefully and include as much detail as possible, as you will be able to draw upon it during step 4, Market yourself. During that step, you will use these self-awareness exercises to develop a complete inventory of what you offer.

WHAT DID YOU DO?

Example■ Administrative Assistant

■ Finance Clerk

WHAT COMPETENCIES DID YOU DEMONSTRATE?

■ Delivering results■ Etc.

■ Communicating with impact■ Etc.

WHAT DID YOU ACHIEVE?

■ Independently organized meeting logistics and participant arrangements for 2011 stakeholder consultations, resulting in record attendance

■ Developed new reporting format for sharing monthly financial reports with Team Leader

10 11

UNAIDS


Articulate your personality traits Your personality traits are a mix of innate characteristics that have been shaped by your development and preferences. They contribute to your competency strengths and your career achievements, so it is important to be able to demonstrate these to potential employers. Review the following list of common personality traits and put a checkmark 3 beside the 10 traits that you believe you demonstrate well. Now, go back to the list and circle the 5 traits that you would most like to demonstrate at work. For each of the 5, think about an example of where you have successfully demonstrated the trait. This will help you understand key aspects of your personality, but more importantly it will help you articulate how your personality traits are an asset for future employers.

assertive open-minded decisive energetic innovativeteam-oriented patient dependable enthusiastic logicalcreative results-oriented detail-oriented flexible outgoing analytical thorough diligent humorous reliableorganized articulate diplomatic independent thoughtful

You need to remember that. If you’re to have decent lives, you have to know who you are

and what lies ahead of you, every one of you. Kazuo Ishiguro


12 13


UNDERSTAND WHAT YOU NEED TO BE SATISFIED AT WORK While it is essential to be clear about the competencies and achievements you can bring to a potential new job, you also need to think about what you need to be satisfied at work. The two key aspects to explore at this point are your values and your interests.

Your values Our UNAIDS values are Commitment to the AIDS response, Integrity and Respect for diversity. We refer to these values when recruiting new staff and we work to instil these values across the organization. Our goal is a workforce that is aligned with our organizational values. You also have personal values - principles and beliefs that are central to your career satisfaction. In step 3 of the career transition process, you will set your career goals, which need to be aligned with your values. In preparation of that step, you need to reflect on the values that are the most important for you.

In the following table, put a check mark 3beside the 5 values that are most important to you. Add your own values if necessary. When you have identified 5, circle your 3 most important values. RECOGNITION I’m unhappy if I don’t feel that others respect and recognize my achievements. I thrive when they do.

EXPERTISE Being strong in a specific skill area, such as finance, economics, engineering or human resources are important to me.

INDEPENDENCE I like to choose the kind of work I do. I like to do things on my own without too many rules and restrictions.

POWER I want to have control over the situation and make the decisions. I like being able to get things done.

CREATIVE CHALLENGES The more difficult the problem, the better. I love stretching myself to the limit. I like discovering new ways to do things.

WORK-LIFE BALANCE Unifying all of the various parts of my life, such as career, family, friends, sports, health, exercise, and an active social life are important to me.

WEALTH I like the freedom, the status, and the pleasures money buys. I find having to worry about money very uncomfortable.

RELATIONSHIPS I need another person or persons about whom I care deeply. Family and/or friends are very important. Being liked by others is important.

LEADERSHIP I like coordinating the work of others and taking responsibility for overall results. Teaching and coaching others are important to me.

HELP OTHERS It makes me feel good to know I’m making life better, easier, and more rewarding for others. I like dedicating myself to a worthwhile cause.

MORALS I’m an ethical person. It’s important to me to do what I think is right.

SECURITY

I want to reduce my worries about future financial welfare; I prefer stability and predictability.

12 13

UNAIDS


Your interests While values are clearly important, common sense tells us that people who enjoy their work usually have an interest in what they do. Taking some time to reflect on your interests will help to define your career goals, and ensure you learn from aspects of past jobs that you enjoyed – or didn’t enjoy. A common tool for identifying your career interests was developed by the psychologist John Holland. Holland’s six Occupational Personality Types include:

For a simple self-assesment tool that will help you understand your Occupational Personality Types, please see Annex A.

TYPE

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

INTERESTS

Hands-on, manual activitiesPhysical or outdoor activityLearning by doing Intellectual analysis and researchScience or mathSolving complex problems

Creative activitiesWriting, music, designUnstructured, flexible work environment

Working with peopleCounselling, training, teachingSolving interpersonal problems

Persuading, negotiating, marketingManagement and leadershipSociable, assertive and self-confident

Organized, systematic activitiesManaging data, records, schedulesClear instructions and chain of command

EXAMPLES OF POSSIBLE CAREER MATCHES

Engineering, technology, working with machines

Economics, psychology, biology

Reporter, designer, writer

Sociology, counselling, human resources

Political science, management, law Accounting, finance, office administration


14 15

S T E P 2U N D E R S T A N D T H E J O B M A R K E T

45

62Once you have a solid understanding of your personal career needs and preferences, it is time to look outwards to see what is happening in the internal and external job markets, particularly what hiring managers are looking for. During this step you need to research the occupational areas and types of jobs that match your needs, and then establish whether these areas present sufficient employment opportunities. This means finding out exactly what kind of jobs are out there - within UNAIDS, in the UN system, and outside the UN.

WHERE TO FOCUS YOUR RESEARCH

If you have a general idea of what career field you’re interested in:You may be interested in working in a certain area, but are not sure about the specific types of jobs available. Start your research by looking for the types of jobs available in this area, what the positions are called, the responsibilities of those positions, and the qualifications required. You can get this information through an internet search, by talking to people working in the field, or by reviewing any relevant job vacancies.

If you have a clear idea about the skills you want to use in a job:If you clearly identified the skills you want to use during step 1 of the process, you will need to research the kinds of jobs that require these skills, and the organizations that offer such positions. Use your online research to identify organizations that may fit your skills, and then make inquiries about where the suitable jobs are found in the organization.

If there is a specific team or organization that you would like to work for:If there is a specific employer or hiring manager that you think would fit your skills and interests, take some time to find out more about them: mandate, size, types of jobs, and opportunities for advancement. You can start this research on the web, but try to get a balanced picture by talking to a current or former staff member, or someone in the field that knows the organization.

14 15

UNAIDS

The UNAIDS job marketUNAIDS is undergoing a transformation, and this implies a need for staff members who are flexible, adaptable and self-starters. It is in your interest to be aware of how you can develop the UNAIDS competencies that hiring managers will be looking for. Reflect on your strengths and weakness and take advantage of the competency development resources available. As new roles and positions emerge in the UNAIDS job market, contact the hiring manager or office to learn more about the positions and how you can prepare yourself for any that interest you.

HOW TO CARRY OUT YOUR RESEARCH

The internetWhile the internet is your most important research tool, the amount of information available can be overwhelming, and very often inaccurate. There is a lot more out there than the job vacancy sites of specific organizations. Search for information about the broader career field, the jobs and the employers you are considering. Almost all professions have newsletters, magazines, or journals that will give you an idea of what’s out there. Try to find out about new programmes or services in your area of interest, emerging occupations, or where operations are growing.

Informational interviews One problem with an internet search is that information can get outdated very quickly. The best way to get accurate information is to have an information interview with someone who is currently employed in the team or organization that interests you. An information interview is an informal conversation with someone who knows about the job or organization you are interested in. The objective is to get information about the employer and the job, not to find job vacancies. Use the approach suggested below to plan and carry out an information interview.

1. Identify people to interview:

Ask your colleagues, friends and former employers if they can lead you to some good contacts. Use online networking tools, or contact organizations directly to get names of people who could provide you information.

2. Initiate contact:

Contact the person by phone or email and mention how you got their name. Emphasize that you’re looking for information, not a job, and arrange to set up a telephone or in-person meeting.



16 17


3. Prepare for the interview:

This is the most important part. Do some research on the employer and develop a 30-second overview to introduce yourself. Plan a number of open-ended questions such as:

■ What are the current priorities and areas of focus for the team/organization?

■ What are the rewards and challenges of the work?

■ What are some of the jobs in the team/organization?

■ What are some of the career paths?

■ What is the profile of the person most recently hired at my level?

4. Conduct the interview:

Keep the tone friendly but professional, and dress appropriately for the team/organization. Restate that your objective is to get advice. At the end of the interview, ask for a business card and whether there is anyone else you should interview.

5. Follow up:

Write a thank-you note within 2 days and continue to make contact occasionally to tell your interviewee how your career transition is going. This is a key part of developing your network, which is step 6 of the process.

WHAT EMPLOYERS ARE LOOKING FOR RIGHT NOW

Recent research by the International Business Times and Workopolis has revealed that despite the global economic downturn, certain sectors and employers are experiencing a very real shortage of specific competencies and experience. While this is partly due to new and emerging fields where education and training of the workforce has not caught up to demand, it can also be due to the fact that job applicants are not highlighting the right competencies and experience in their CVs and applications.

16 17

UNAIDS


IN-DEMAND COMPETENCY

Verbal and written communication Teamwork Analytical abilities Initiative and work ethic Planning and organizing People management

WHERE TO FIND IT IN THE UNAIDS COMPETENCY FRAMEWORK

■ Communicating with impact

■ Working in teams

■ Exercising sound judgement

■ Delivering results ■ Integrity

■ Vision and strategic thinking ■ Delivering results

■ Managing performance and resources ■ Leading teams■ Developing and empowering others

Competencies in demandOne of the most encouraging findings from the research is that core and managerial competencies – sometimes referred to as soft skills – are very much in demand. We have already reviewed the UNAIDS Competency Framework during step 1; here are the competencies most sought-after in the research and how they compare to our UNAIDS Competency Framework:

Work experience in demandIn addition to experience that is in demand due to the UNAIDS Secretariat realignment, you may also want to consider what the research reveals about the work experience that is currently valued externally. These are areas where you may or may not already have experience, but if they match your career interests, they may be a smart direction in which to orient your career path.

■ Finance and accounting ■ Computer engineering

■ Business administration | management ■ Management Information Systems / ERP

■ Economics ■ Logistics and procurement Take some time to think about the findings of these studies. Are you showcasing the competencies and experience that hiring managers are looking for? Are there some areas where you need to develop or gain experience? Make note of these areas, as you will be able to draw upon this reflection during the next step, setting your career goals.


18 19

S T E P 3S E T YO U R C A R E E R G OA L S

Armed with an understanding of yourself and the kind of work that is available in the job market, you can now establish your career goals. This involves balancing your personal aspirations with the current reality of the job market. Keeping these two key elements in mind, you will reflect on your current and past work experience and answer a number of key questions regarding the extent of change you want. Answering these questions will help you to establish overall career goals that you can reflect on, test out with others and refine based on the advice you receive. Then you will be ready to move forward with your career transition action plan.

CONSIDERATIONS FOR YOUR CAREER GOALSReflecting on what you learned about yourself in step 1 and what you learned about the job market in step 2, you can now establish some overall career goals. As today’s job market is quickly changing both within UNAIDS and externally, it is important that your career goals remain flexible and responsive to changes. You need a goal that inspires clear action steps, but that doesn’t box you in to one specific career track. One important consideration is how much change you want. If you only want minimum change, you will seek a job that is similar to your current/last position, in the same organization or field. If you are interested in a medium level of change, this may involve developing new skills or using your previous skills in a new career field. If you feel that you are ready for a high level of change, you will be looking at developing new skills and seeking out opportunities in a new area of work. You should also think about whether you’re aiming for a lateral move, a promotion, or whether you’re willing to take a more junior position in order to build new skills and gain new experiences. Keeping this in mind, use the following five questions to develop some overall career goals. While answering the questions, think about:■ What you have to offer■ What interests you■ What has given you satisfaction in your current or previous jobs

45

63

18 19

UNAIDS

1. What sort of position, title, or area of specialization do you want? Describe the sort of job you want, just as you might explain it to someone you know:

2. What level of responsibility? Describe the range of jobs you would accept, from a minimum level of responsibility up to the maximum you could handle if given the chance:

3. What are the required competencies? Look back at the competency strengths you identified during step 1. Select one or more of these in which you are strong and that match the kind of work you seek. Write it here:

4. What specific qualifications do you want to use? If you have a background, interest, or training in a specific area and want to include it in your objective (remembering it might limit your options), write it here:

5. What else is important to you? Is there anything else you want to include in your job objective? This could be a value that is particularly important to you, a location or preference for the size or type of organization:



20 21


DRAFT YOUR GOALS

Your answers to the questions above will form the basis of the four areas that a career goal should cover:

■ Functional area of interest (e.g. administration, communications, management)

■ Type of organization (e.g. UN, NGO, government, private sector)

■ Level of position (e.g. entry-level, professional, senior)

■ Longer-term goals (e.g. where you would like to be in five years)

Have a look at the sample goals below and then try writing your own. You may have several different career goals, and if you do, your job applications can be adjusted to suit each goal. For jobs within UNAIDS, remember that you can have only one version of your Personal History Form in the e-Recruitment system, and therefore you should write a customized cover letter for each application. See step 4 for more information targeting your applications.

Sample career goalsAdministration-related: An administrative position in a locally-based international or private sector organization, with tasks related to front office management, correspondence and document management, and basic budget monitoring. Seeking opportunities to develop budget/finance skills and advance to a more senior administrative role. Programme-related: A position as senior adviser or head of office in a UN or UN-affiliated organization based in Asia or MENA, that would draw upon my knowledge and experience in building government capacity in the areas of HIV and gender. Longer-term goal of moving to a management role at regional level.

Your career goals

20 21

UNAIDS


Remember that many hiring managers are looking for evidence of strong core competencies such

as Working in teams and Communicating with impact.

TEST OUT YOUR GOALS

Congratulations - you have identified one or more career goals based on careful reflection and an understanding of the job market. But before you go any further, do a reality check: Is your goal faithful to the interests and values you explored in step 1? Does it take into consideration the competencies and achievement that you want to use? Is it realistic given what you learned about the job market in step 2?

For an objective assessment, test out your career goals with your colleagues, friends and family. You may want to discuss your goals with your supervisor or a trusted senior manager who may have insight into your strengths and what kinds of jobs might be well-suited to your profile. Once you have tested out your goals, adjust them to incorporate any input that you feel is useful.

You are now ready to begin your career transition action plan – the steps that you will take to make your goals a reality. Your plan starts with the next step, marketing yourself, followed by job search, networking, and interviewing.


22 23

S T E P 4M A R K E T Y O U R S E L F

64You’ve reflected on your interests and what you have to offer, you’ve researched the job market, and you’ve established career goals. Now, before you start your job search in earnest, you need to make sure you have all the tools required: an updated Personal History Form, CV, and list of references. You also need to be able to write clear and appropriate letters and emails to accompany your inquiries and applications. During this step you will learn how to refine these essential tools, using tried and tested formats and templates.

UPDATING YOUR PERSONAL HISTORY FORM

All UNAIDS and UN system staff members should continuously update their Personal History Form (PHF) within the e-Recruitment system. Follow the guidance below from WHO to ensure that your PHF form is up-to-date. Access the e-Recruitment system through the Work at UNAIDS Secretariat section of www.unaids.org (https://erecruit.unaids.org/public/ejobs-login.asp). If you need assistance with your login and password, contact [email protected]. All staff members should have a current PHF in the e-Recruitment system so that you are ready to apply to any opportunities that may arise. Once you have logged into e-Recruitment, use the “folders” in the left-hand menu to track which parts of your PHF need updating. As you work your way through the folders, a check mark will appear as you complete each one. Remember that as you save each change, it is reflected immediately in your PHF. Keep this in mind if you are targeting your applications by adapting the text. ■ Personal Details and Contact Information: Your aim is to be reachable, so make you sure you include your latest contact information; telephone numbers, mobile, email and home addresses.

■ Education: Select the educational equivalence that best reflects your level of education. You will also need to indicate three areas of expertise for your education to this day. Please select the area that best reflects your main subjects of study. As the choices are quite limited, there is also a field provided in this folder that provides you the opportunity

22 23

UNAIDS

to enter additional information that may serve to clarify your particular field of studies. In this folder you will also need to add Education History. Please include all your academic qualifications, the address of the establishment, and the type of certification received. When entering the title of your degree, diploma, please do not translate from the original language or make any changes. ■ Contract Information: Select from the menu available the type of contract you would be willing to accept. You can also state the percentage of work you would prefer, e.g. 100%, 80%, or 50%. Under availability, please select from the drop down menu when you think you would be available to take up a position you are applying for. In case your earliest availability is not one of the choices, please indicate the time frame in the field provided for this purpose. ■ Employment History: It is important to provide full details of your present and previous employment history. You will need to ensure that you add a new record for each job you have held, including experience outside UNAIDS. Please add your previous work experience in reverse order, starting with your most recent experience first. The number of characters for each employment experience is limited, so make sure that you write succinctly in order to capture your achievements and competencies accurately. Pay particular attention to the key achievements section, where you should enter specific results that you have achieved. Your Performance Evaluation Reports can help you with this. ■ Language: Indicate your mother tongue and include any other languages you may have. Be sure to indicate the level accurately, as you may be tested for this during the written test and the interview. If you have passed a UN Language Proficiency Examination, be sure to indicate that here. ■ International Employment: Indicate any previous experience in an international setting. If your experience is other than in an international organization, mention this in the additional information field. ■ Computer Skills: Complete all the areas that apply, and indicate clearly those programmes you are able to use. Please include any additional software in the field provided. ■ If you have any dependents please list them in the Family Information folder. If you have any relatives working in the UN System, you must include their names in the space provided. In the References field, include complete information of your referees. Do not include previous supervisors listed in the employment record. Functional titles, phone numbers and e-mail addresses must be up to date. ■ In order to complete the PHF, you will need to sign the document (electronically) in the Verification page. Under Optional items in the folder Share my application you are asked if you wish to share your profile with other organizations. If you select “Yes” in this area, this will allow you to use the same document to apply for suitable positions in WHO, the International Labour Organization and WIPO. ■ Additional Information: In this folder you may wish to include any relevant information that you feel you were unable to highlight in your PHF.

With your PHF updated you are now ready to apply for any UNAIDS or WHO vacancies. You can also use the contents of your PHF for completing personal history forms for other recruitment systems, such as the UN Secretariat’s Inspira system.



24 25


The main CV componentsYour Curriculum Vitae (CV), also known as a résumé, is an advertisement of what you have to offer prospective hiring managers. A well-written CV is not only your key selling tool, but it is also a demonstration of your ability to present yourself clearly and comprehensively in writing. All CVs should have some mandatory components, while additional elements should be added depending on the employer, the required format, or whether your CV will be accompanied by your PHF.

Think not of yourself as the architect of your career but as the sculptor. Expect to have to do a lot of hard hammering

and chiseling and scraping and polishing.B.C. Forbes

24 25

UNAIDS


Identifying data

Experience

Education

Job objective

Summary of qualifications

Languages

Activities and interests

Community/Volunteer work

Research and publications

■ Name, full address, email, phone number, and other relevant contact information such as personal web site

■ Include all relevant paid and unpaid work, specifying job title, organization and dates of employment

■ Emphasize accomplishments and results, using the action and results words below

■ Name of all courses of study starting with either secondary (high school) or post-secondary, starting with the most recent

■ Include name of institution, dates, and certification received

■ Additional education and training can go here or under a separate heading

■ A short description of the career goal you identified in step 3 of the process

■ IT, office skills, professional specialities or other transferable skills that are not mentioned elsewhere in the CV, including a limited number of core and managerial competencies that you have demonstrated

■ List languages, specifying level of proficiency and whether you have passed the UN Language Proficiency Examination

■ Professional associations, committees or clubs that are relevant to the jobs you are seeking

■ Describe your duties and responsibilities as well as accomplishments

■ Briefly describe relevant publications and dates

MANDATORY COMPONENTS: TO INCLUDE IN ALL CVS

OPTIONAL: INCLUDE DEPENDING ON YOUR PROFILE AND THE EMPLOYER YOU ARE TARGETING


26 27


Using action and results wordsWhen drafting your CV (and Personal History Form), you will need to use action verbs and active voice to clearly convey what you have accomplished. Keep the following list handy for drafting and updating these key documents.

MANAGEMENT

administeredanalyzedassignedattainedchairedcontractedcoordinateddelegateddirectedoversawplannedprioritizedrecommendedreviewedsupervised

TECHNICAL

assembledbuiltcalculatedcomputeddesigneddevisedengineeredfabricatedmaintainedoperatedoverhauledprogrammedrepairedsolvedupgraded

COMMUNICATION

adaptedarrangedauthoreddraftededitedformulatedinfluencedinterpretedmediatedmoderatednegotiatedpromotedpublicizedtranslatedwrote

FINANCIAL

administeredallocatedanalyzedappraisedauditedbalancedbudgetedcalculateddevelopedforecastedmanagedmarketedplannedprojectedresearched

ADMINISTRATIVE

approvedclassifiedcollectedcompileddispatchedgeneratedinspectedmonitoredoperatedorganizedpreparedprocessedpurchasedrecordedscreened

HELPING

assessedassistedcoachedcounseleddemonstrateddiagnosededucatedexpeditedfacilitatedfamiliarizedguidedmotivatedreferredrehabilitatedrepresented

PEOPLE-RELATED

advisedcoachedcoordinateddevelopedenabledencouragedexplainedfacilitatedguidedinformedinstructedpersuadedstimulatedtrainedrecruited

RESEARCH

clarifiedcollectedcritiqueddiagnosedevaluatedexaminedidentifiedinspectedinterpretedinterviewedinvestigatedorganizedreviewedsummarizedsurveyed

CREATIVE

actedconceptualizedcreatedcustomizeddesigneddirectedestablishedfoundedillustratedinitiatedinstitutedintroducedinventedperformedplanned

GENERAL

achievedcollaborated consolidated executed expandedimprovedimplementedincreased organized produced reducedresolvedrestoredstrengthenedtransformed

26 27

UNAIDS


The three types of CVsThere are three main types of CV. The most common approach is chronological, but you may also consider a functional CV, or a combination CV, which mixes the two formats. All are acceptable - use the table below to select which is best for you, and review the examples of each on the following pages to choose the format and style that suits you best.

CHRONOLOGICAL

■ Lists your work experience and education in reverse chronological order, beginning with the most recent

■ Good choice if most of your experience is in the same area, and relates to the jobs you will be seeking

■ Most popular choice as it is easy for hiring managers to quickly review your work history

■ Not a good choice if you have gaps in your work history

COMBINATION

■ Combines the Chronological and Functional approach

■ Structured by grouping most relevant functional experience and achievements in chronological order as they relate to the positions you had

■ Works best if your current and past positions featured distinct functional tasks and achievements

■ Can appeal to hiring managers who want an overview of your functional history in addition to specific dates

FUNCTIONAL

■ Lists your experience and accomplishments under a number of functional or skill headings, not in chronological order

■ Works best if you have less experience in the jobs you are applying for, as you are highlighting your transferrable skills, not your specific positions

■ Appeals to hiring managers who are looking for experience in specific functions, rather than evolution of career over time

■ More difficult to construct as you need to analyze all your accomplishments and group them into functional categories


28 29


CV Do’s and Don’ts No matter which format you choose, keep these general tips in mind:

DO

■ Be clear and concise

■ Emphasize accomplishments and results

■ Use one standard font throughout with limited number of font sizes

■ Customize your CV to each position you apply for

■ Get feedback and proofreading assistance from someone you trust

DON’T

■ Use long phrases or sentences

■ Provide personal details related to physical appearance, marital or family status, or religious/political affiliations

■ Include references in your CV

■ Attach a photograph

■ Misrepresent your background or qualifications

For examples of the three types of CVs, please see Annex B.

28 29

UNAIDS


IDENTIFYING REFERENCES

In preparation for any job applications you make, you should identify 3-5 references. These should be people who have supervised you, who you have worked with on projects, or partners or other external people who know you professionally. Family and friends are not good references, nor are people who don’t know you well. They will not be seen as credible sources for information on your professional competence and achievements. When you have identified suitable references, contact them to get their permission before you use their name. Inform them of the types of jobs you are considering so that they can be ready to provide a solid reference should a prospective employer contact them. You should also enter your references’ contact information into your Personal History Form in the e-Recruitment system as described earlier in this step.

Remember that in addition to the list of references you provide, hiring managers may use their own personal contacts and networks to get references from other people you have worked with. This is a good reminder why it’s important to maintain a professional and collegial rapport with all co-workers.

WRITING AN EFFECTIVE COVER LETTER

A cover letter or message accompanies any job application that you make, whether you are applying online or sending your CV to a hiring manager. Your cover letter introduces you to the employer and provides a concise overview of how your competence, qualifications and experience are well-suited to the job in question. A good cover letter should contain four main elements: 1. Make reference to the job vacancy in question and provide a general statement regarding your career goals 2. Explain why you would be a good fit for the position / organization 3. Demonstrate your understanding of the position / organization and how your specific qualifications are relevant 4. Specify when and how you can be reached, and thank the reader For a cover letter template, please see Annex C.


30 31

S T E P 5S E A R C H F O R O P P O R T U N I T I E S

565

You are now ready to go forth and seek out specific vacancies, follow up on leads and make contact with potential hiring managers and employers. For this step to be successful, you need to understand the range of proactive and reactive job search strategies, and systematically seek out possibilities and make contact as you uncover opportunities. Strategies for accomplishing these steps include not only regular browsing of internet job sites, but also approaching personal and professional contacts, and targeting specific employers or hiring managers.

PROACTIVE VS. REACTIVE JOB SEARCH STRATEGIES

You may already be searching for job opportunities. Reviewing vacancies that are announced by email or shared with you by contacts are a good way of staying abreast of specific vacancies. However, this is a reactive strategy that will only give you a very limited perspective of the available opportunities. Even taking the next step and actively browsing vacancy pages on the internet is limiting – you are only reacting to published vacancies and potentially missing other opportunities that are not publicized in vacancy listings.

Taking a proactive approach, however, means organizing yourself to actively seek out opportunities that are not advertised through vacancy announcements. These approaches involve directly contacting potential hiring managers or organizations, tapping into a network of professional contacts, and collecting information from organizations on possible opportunities.

30 31

UNAIDS

Responding to advertised vacancies The most common place to learn about opportunities is through print or online job advertisements. Find out where the jobs that interest you are advertised. A list of common websites is provided in the next page, but also consider local newspapers or classifieds publications, government agencies, professional publications, and libraries.

Making direct contact with hiring managers If you are aware of specific jobs or employers that fit your career goals, you may choose to contact them directly. Make a list of the organizations you would like to target, and try to find out who in the organization could provide information on opportunities. Often this means going beyond contacts in the human resources department, as they are not always aware of upcoming vacancies. Make contact through a phone call or email and follow the guidance is step 2 above on information interviews. You may also want to send your CV and a cover letter to a specific hiring manager, in which case be sure to open the letter by clearly stating how you got their name.


Choose a job you love, and you will never have to work a day in your life.

Confucius


32 33


FINDING OPPORTUNITIES THROUGH THE WEB

Job web sitesThe internet is full of useful web sites that can help you find opportunities related to your career goals. The following is a selection of some trusted sites for jobs in the UN, international organizations, NGOs and the private sector. Be sure to also check out local web sites, such as the Geneva-based site at the end of the list.

UN Secretariat Human ResourcesVacancies in the UN Secretariat, DPKO, and other UN organisationsUNjobsA Swiss website that compiles UN jobs; searchable by organization or duty station

DEVELOPMENT, HUMANITARIAN AND NGO JOBS

ReliefWeb Job opportunities in emergency humanitarian relief with international agencies and NGOsDevexInternational development, global health, and humanitarian aid jobsCommunication Initiative International development jobs in web site supported by UNAIDS DevNetJOBSNon-profits, NGOs, UN, consulting, bilaterals, Governments and development banksHacesfaltaA Spanish website with international jobs and volunteering opportunitiesMD Career Connections HQ and field jobs in international NGOs

■ https://jobs.un.org/elearn/production/home.html

■ http://unjobs.org/

■ http://reliefweb.int/jobs

■ http://www.devex.com/en/jobs

■ http://www.comminit.com/job_vacancies

■ http://www.devnetjobs.org/default.aspx

■ http://www.hacesfalta.org/

■ http://monthlydevelopments.org/jobs

UN SYSTEM JOBS

32 33

UNAIDS


MonsterLarge global site with articles and advice on career planning and job searchThe EconomistIncludes senior private sector and international jobs in all sectors

LOCAL JOBS (HQ)

JobupJobs in French-speaking Switzerland

■ www.monster.com

■ http://jobs.economist.com

■ http://www.jobup.ch/en

PRIVATE SECTOR JOBS

■ https://jobs.un.org/elearn/production/home.html

■ http://unjobs.org/

■ http://reliefweb.int/jobs

■ http://www.devex.com/en/jobs

■ http://www.comminit.com/job_vacancies

■ http://www.devnetjobs.org/default.aspx

■ http://www.hacesfalta.org/

■ http://monthlydevelopments.org/jobs

An effective job search goes well beyond scanning for job vacancies – be proactive and reach out

to professional contacts and potential employers.


34 35

S T E P 6U S E Y O U R N E T W O R K

6In many aspects of our working life, it is a fact that who you know is as important – or more important – than what you know. While networking is sometimes looked down upon as an unfair or underhanded way to get special treatment, in reality it is a very natural and effective way to make contact and get information.

For UNAIDS, the aspect of broad networks and partnerships is an essential programmatic tool that ensures we are in touch with the needs of our stakeholders, and that we can benefit in turn from their knowledge and contacts. Similarly, during the course of your career transition, you will need to draw upon a broad range of people - to help find opportunities, to connect you to professional groups, and to raise your profile with potential employers. During this step, you will understand what kind of contacts and networks you need and how you can use them to advance your career goals.

Access the hidden job market Internet job sites and vacancy lists are useful, but in reality the most useful information on job opportunities comes not from these sources, but through word of mouth. Whether it is a reference to a hiring manager, news of a temporary assignment or information on an expanding office, it is usually your interactions with others that reveal opportunities that you would otherwise not find. The best way to tap into this is through a well-developed network.

WHO IS IN YOUR NETWORK? Networking is an on-going process that should be part of your regular professional life. Your network is the group of people who know your work and the type of job opportunities you are seeking. They can connect you to hiring managers, provide information on job openings, and help you meet other people in your area of interest. With networking you will get out only what you put in – the work you put into expanding your professional contacts today may well pay off in the future.

34 35

UNAIDS

Start thinking about the various aspects of your personal and professional life and make a list of people that are part of your network and could help you in your career transition.

Once you have identified the key contacts in your network, make a plan to connect with them and stay in touch.


COLLEAGUES COUNTERPARTS IN OTHER ORGANIZATIONS

EXTERNAL PARTNERS PROFESSIONAL ASSOCIATIONS

FORMER SUPERVISORS FORMER COLLEAGUES

FRIENDS AND FAMILY NEIGHBOURS

CIVIC LEADERS/POLITICIANS CONSULTANTS

BUSINESS OWNERS COLLEGE ASSOCIATES/ALUMNI

CLUB MEMBERS COMMON INTEREST ASSOCIATES


36 37


HOW TO USE YOUR NETWORK Any of your current or former colleagues can be useful contacts, so don’t hesitate to share your career goals with them. An even better way to build up professional contacts is by joining a professional association or interest group. Most professions have local and international associations that organize meetings, workshops and conferences. When you attend such an event, talk to people, ask questions, and be there as a professional colleague - not as someone desperate to find work. Participate as actively as you can and remember to exchange contact information with the people you meet. Keep track of the contact details you receive, including notes about any specific information or connections a particular contact has. The information interviews described earlier in this guide are also good ways to meet people in different organizations. Volunteering at events or for special projects can also expose you to new contacts. As you meet new people, let them know about your experience and achievements and the kind of job opportunities you are looking for. This can be done in person, through email or by telephone. Also remember to include friends and family in your network – you never know who may know of a person or an opportunity that could open a door for you.

NETWORKING THROUGH THE WEB A whole new world of networking has opened up on the Internet. This includes social networking sites, communities of practice, discussion forums, blogs and mailing lists. If you find the right internet venue, you can connect with like-minded people to make new contacts, discuss current issues in your field of work, and exchange information. Some of the same principles as traditional networking apply – carefully plan who you will approach and what you will say, and remember that networking is a two-way street.

Web-based communities such as LinkedIn and YahooGroups provide contacts and forums where you can join discussions related to a specific area of interest. For UNAIDS staff AIDSpace is a tool that specifically caters to those involved in the AIDS response. When you participate in online discussions, read the posts, compliment posts you agree with, ask your own questions, and generally raise your profile by being active. Contacts you make online might also connect you to mailing lists related to specific topics or areas of work.

36 37

UNAIDS

Tips for online networking

When you contact someone through a site such as LinkedIn, approach the person with a personal message that reminds them how they know you or what common interests you have. This will provide an authentic connection and be better received than an automatic message telling the sender that you want to add them to your network. Make sure you understand the ground rules for any online communities or discussion forums – often sites will have a list of Frequently Asked Questions to help you get started. Learn about the security features of social networking sites and use them to manage who sees what information about you. Remember that discussing through text is different than verbal communication – be extra careful that your tone is friendly and professional, and avoid any negative or insulting comments. Be careful about personal information that you post on the internet as it could be re-posted to other sites or networks, and could remain on the internet for years.


We have seen over and over again that people who work at networking can learn not only

how to do it well but also how to enjoy it. And they tend to be more successful in their careers.

Ibarra & Hunter, Harvard Business Review

1

2

3

4

5


38 39

S T E P 7I N T E R V I E W S : P R E P A R E A N D P E R F O R M

7If you persevere with the preceding steps of self-awareness, opportunity seeking and networking, your efforts will eventually pay off with an invitation for a job interview. Despite the high levels of anxiety associated with job interviews, this is a key opportunity to make a connection with a potential employer, and to show exactly how your offering meets the needs of the job in question.

In essence, a job interview is merely a conversation; however it is a conversation that requires meticulous planning, preparation, and focused performance. During this step you will review the requirements for pre-interview planning, techniques for answering questions effectively, and some tips on how to ensure that interviewers see the “real you”.

PREPARING FOR THE INTERVIEW Within UNAIDS, all job interviews are carried out in a consistent manner, using a competency based approach and selection panel made up of the hiring manager and a number of other members. However, even within this consistent approach, interviews can take many forms – in-person or through telephone, videoconference, or Skype. Regardless of the format, you will need to research the team within which the position sits, understand the job profile, and prepare your answers.

38 39

UNAIDS


Access the hidden job market Find out as much as you can about the organization, hiring manager, or team where the position is located. If it is a job within UNAIDS, reach out to your colleagues who may have first-hand information about the position. Some of the questions you should answer before the interview include:

■ Where does the position fit into the broader structures of team/division/department?

■ Who are the first and second level supervisors?

■ If there are direct reports, how many and what are their functions?

■ What programmes or services does it provide?

■ What partners and clients does it serve?

■ Are any new initiatives planned?

■ Have any new programmes, services or partners been introduced recently?

Most importantly, make sure you have a very clear understanding of all aspects of the job. Review the vacancy notice or job profile and be sure you understand the responsibilities and tasks of the position as well as the skills, qualifications and experience required. You need this information before the interview so you can predict the questions and prepare your answers in advance. Prepare your answersThis is probably the most important – and most time-consuming part – of the interview process. An interview is an extremely short window within which to demonstrate your suitability for a job. You therefore must put in the time to anticipate all questions you may receive, and to prepare a detailed answer for each one. This is in no way an attempt to cheat or otherwise circumvent the interview process, but rather a way to present your real self and showcase your qualifications well during the interview.

For each of the types of questions described below, write out concise but detailed answers. Review your prepared answers before the interview and practice saying the answers out loud. When the interview comes, you will not only have the information ready, but you will have actually practiced giving the responses.


40 41


Qualifications questions In UNAIDS and in most of the UN, interviews are competency-based. Most of your preparation will involve competency-based questions, but often an interview starts with a qualifications question. These are straight-forward questions about your motivation, your education, your experience or other qualifications. Some common qualifications questions include:

■ What is your motivation for applying to this position?

■ Please describe how your qualifications and experience make you suitable for this position.

■ Why are you interested in working for this team/organization?

In answering these questions, be sure to make direct reference to the mandate and values of the organization or the specific objectives of the team. As this is the start of the interview, keep your answers concise and focused. Use the opportunity to make a general statement about your fit within the team or organization and to express your enthusiasm for the position.

Competency-based questions During step 1 of this guide, you reviewed the UNAIDS Competency Framework, which is the basis for recruitment, performance management and development in UNAIDS. To be ready for the competency-based questions that will be asked during the interview, review the values, core competencies and managerial competencies that are listed in the job profile. The interview panel will use these competencies to develop questions that are designed to uncover specific examples of how you demonstrated the competencies’ behavioural indicators in the past. The premise of this type of interviewing is that your past behaviour will predict your future behaviour. To get a complete picture on how hiring managers prepare for and carry out interviews, review Competency-based Interviewing: A Guide for Selection Panel Members, which is available on the Human Resource Intranet.

One important key to success is self-confidence. An important key to self-confidence is preparation.

Arthur Ashe

40 41

UNAIDS


In asking competency-based questions, the selection panel will be looking for evidence that you have demonstrated the competency in the past, in a way and to a level of mastery that is required for the position. They will be listening for three specific things:

For each question asked during the interview, ensure that you have fully understood it, take a moment to reflect on the answers you prepared, and then respond with the 3-step sequence. Do not speak in broad terms of ‘we’ but focus on what you did. This is your opportunity to sell yourself. Start your answer with a concise explanation of the situation, and then explain exactly what you did. Finish the answer by describing the results or outcomes of your actions, and possibly what you learned from the experience. Sample competency-based questions For some sample competency-based questions, please see Annex D.

QUESTION SEQUENCE

SITUATIONA specific instance in which you havedemonstrated the competency

ACTIONWhat you did to demonstrate the competency

OUTCOMEWhat the results were

SAMPLE QUESTIONS

Describe a specific situation when you…Tell me about a time when you…In the past, have you ever….

What did you do?How did you approach it?What was your role?

What was the outcome?What did you learn?Have you applied what you learned?

WHAT THEY ARE LOOKING FOR

They will ask you to provide an example of a situation you werein, or a task that you needed toaccomplish. They are looking for a specific event or situation, not a generalized description of what you did in the past.

This is the evidence they are looking for—what you did,how you handled the situation.They may use probing questions to uncover details or to highlight the exact role that you played.

Here they are looking for the specific results, outcomes or accomplishments, and what you learned from the experience.


42 43


DURING THE INTERVIEW

Starting the interview off right First off, make sure you are dressed appropriately and have strategies for handling the introductions and first questions well. Even if the dress code of the team or organization is informal, you should dress for the interview professionally. For both men and women, this usually means a suit or other culturally-appropriate workplace attire, with minimal accessories or fragrance. Make sure you had a good night’s sleep before the interview and that you are not distracted by any work or personal issues. Avoid too much coffee and remember to use the restroom before the interview starts. Turn off your mobile phone. Arrive 5-10 minutes early for the interview and make sure you are friendly and respectful of any support staff that receive you when you arrive. The best way to manage your anxiety is to follow the preparatory steps outlined in the section above. Combat nervousness by reviewing your accomplishments and the main points you want to make in the interview. Think of the interview as a two-way street: both you and the interviewer want it to go well. One good strategy for getting past initial nervousness is to quickly make a personal connection with members of the panel. During introductions, make eye contact with all panel members and shake hands or follow the culturally-appropriate greeting for the office. While answering the first question, offer a smile and a sincere explanation of why you are interested in the job. It is normal to be nervous and the interview panel understands this. Take your time in responding to questions and remember to breathe!

Staying on track If you have done your pre-interview preparations and have started the interview smoothly, you need to be ready for any difficult questions that come up. You also need to think about any specific considerations for phone or videoconference interviews.

Think of the interview as a two-way street: both you and the interviewer want it to go well.

42 43

UNAIDS


Answering difficult questions You should be well-prepared for competency-based questions with lots of examples of your past experiences and accomplishments, but you may still encounter inappropriate questions or questions that don’t specifically relate to the position. Here are some difficult questions and ways to answer them: Question: Tell us about yourself.This is a very general question, so keep you answer focused on your qualifications and experience as it relates to the job. You should refer to your career goals and express enthusiasm at the good match with the prospective employer. Question: What are your strengths and weaknesses?As with the question above, keep it focused on the position. Describe 1-2 competencies or personality traits that relate to the job. In preparing for this question, refer back to step 1, where you reflected on your competency strengths and personality traits. For a weakness, have an answer ready that describes a personal development goal that you are working on, such as knowledge of a software programme or new body of research. The strategy is to demonstrate that you are aware of some of your weaknesses and are working on them. Question: Please tell us about this political activity you refer to in your CV.In step 4 of this guide we reviewed the importance of not including references to political or religious affiliations in your CV or Personal History Form. This is why. If you do chose to include such elements in your CV, be sure that you understand the organization’s culture so you can use your answer to demonstrate how these affiliations or experiences could benefit the prospective employer.

Tips for phone or video interviews As you may be interviewing for a job in another duty station, it is very likely that you may have a telephone or video link to connect you with panel members that may be at HQ, in a Regional Support Team, or country office. For a phone interview, make sure you have a quiet and private space where you won’t be disturbed. You may want to have your preparation notes in front of you as well as paper and a pen to make notes during the interview. If the phone connection is bad, ask the interviewer if you could hang up and try the call again. As the interview panel cannot see you, make an effort to convey your smile and your enthusiasm with your voice.

For a videoconference or Skype interview, keep your focus on the camera so you can increase eye contact with the panel. For a phone or video interview it is especially important that you be concise and clear in your answers. If you don’t understand a question, ask the interviewer to repeat it. If you’re not sure if they understood your response, ask whether the panel would like a clarification or more detail.


44 45


Questions to ask the interview panel At the end of the interview, there is usually time for you to ask the panel questions. Being mindful of how much time you have, show your interest by asking some of the following questions, provided that the answers have not been covered in the interview or the vacancy notice:

■ What are the most challenging parts of the job?

■ What are the future plans for the team/organization?

■ How does the position fit in with the rest of the department/organization?

■ How much travel – if any – does the position require?

■ Does the position entail any supervisory responsibilities? If so, how many and what functions?

■ What are the next steps in the hiring process?

TESTING AND ASSESSMENT CENTRES For many positions in UNAIDS, a written test, presentation or demonstration is required as part of the selection process. If it is a written test that you submit prior to the interview, make the same arrangements that you would for a phone interview – a quiet, private place without interruptions where you have all the reference materials you need to concentrate. Be sure to follow the test instructions carefully, as inability to do so may result in a disqualification of your test and application. As written tests usually have a time limit, plan your full answer before you start to draft, and keep an eye on the clock. An Assessment Centre is not a place, but rather a series of tests or exercises that job applicants perform while being monitored by assessors that are watching for the demonstration of specific competencies. Much like interview questions, assessment centre exercises are based on the competencies’ behavioural indicators as well as the duties listed in the job description. The aim is to create situations in which the job applicant carries out tasks and interactions similar to those of the job. Assessment centres are usually run by trained assessors, and they could involve either one job applicant or several at a time. Common assessment centre exercises include making a presentation, interacting with other job applicants based on a simulated situation or case study, or a role play involving communication or relationships between colleagues or with partners. The best preparation for an assessment centre is to know the competencies being tested – that is the best way to ensure that you demonstrate them during the exercises. As with an interview, make sure you are well rested and not distracted by work or personal matters on the day of the assessment centre. When you are invited to participate in an assessment centre, you will usually receive a package of information and a briefing beforehand that will explain exactly how the process works. The overall aim of an assessment centre is to give the hiring manager a clear picture of who you are and how you perform – so just be yourself!

44 45

UNAIDS


POST-INTERVIEW FOLLOW-UP

Thank you letter/message Within 24 hours of the interview, send a thank you message to the hiring manager. The thank you note demonstrates your interest, assertiveness, and ability to follow through. In addition to thanking the hiring manager and interviewers, use the message to:

■ Highlight your qualifications

■ Point out aspects of the interview that were interesting

■ Reaffirm your enthusiasm and interest in the position

■ Provide any additional information discussed in the interview

■ Confirm your contact information and availability

Evaluating offers If you were successful during the interview you will most likely be informed by telephone before a written offer is made. During the phone call, thank the hiring manager and confirm your interest, but remember that you do not need to say yes or no immediately. It is best to wait to receive the written offer before confirming your interest. If there are specific questions you have, regarding details about the responsibilities, working environment, or start dates, you may ask them on the phone or inquire whether they will be included in the written offer. If you are considering several offers, you may want to let the prospective employer know, as this could work in your favour for any negotiations around contractual arrangements or compensation. Once you have reviewed the written offer and clarified any questions you have, be sure to formally respond to the offer within the agreed timeframe. Even after you have accepted an offer, maintain good relationships with other potential employers and contacts in your network. If you had other interviews or are waiting to hear from employers about possible opportunities, take the time to let them know that you have accepted another offer. You put a lot of work into finding opportunities and expanding your network, and you may well need their support again for future career moves.


46 47

46 47

UNAIDS

A N N E X E S

ANNEX A | WHAT IS YOUR INTEREST TYPE? 48

ANNEX B | THE THREE TYPES OF CVs 50

ANNEX C | COVER LETTER TEMPLATE 53

ANNEX D | SAMPLE SET OF COMPETENCY-BASED QUESTIONS 54


48 49

A N N E X AW H A T I S Y O U R I N T E R E S T T Y P E ?

ARE YOU…

…INVESTIGATIVE? inquisitive analytical scientific logical precise

…ARTISTIC? creative intuitive innovative sensitive an individualist

…REALISTIC? practical athletic straightforward mechanically inclined a nature love

CAN YOU:

fix electrical things solve mechanical problems play sports read a blueprint use tools and machinery

think abstractly solve math problems understand physics theories do complex calculations interpret formulas

sketch, draw, paint use intuition play a musical instrument write stories, poetry, music develop new concepts

DO YOU LIKE TO:

tinker with machines work outdoors be physically active work with your hands build things

TOTAL

explore ideas use new technologies work independently perform lab experiments analyze data

TOTAL

solve problems creatively read fiction, plays, poetry make presentations take photographs express yourself creatively

TOTAL

What is your interest type? To help you think about your interests and work preferences, look at the characteristics and activities listed under each interest type. Put a check mark 3beside each item that matches your interests, and then total the number of checkmarks for each type. Look carefully at where you scored high or low. Does this confirm or reveal anything to you about the type of work that interests you the most?.

48 49

UNAIDS

A N N E X AW H A T I S Y O U R I N T E R E S T T Y P E ?

ARE YOU…

…SOCIAL? self-confident assertive sociable persuasive enthusiastic

…ENTERPRISING? self-confident assertive sociable persuasive enthusiastic

…CONVENTIONAL? well-organized interested in figures methodical conscientious about facts efficient

CAN YOU:

lead a group discussion mediate disputes cooperate well with others express your feelings clearly work well in teams

initiate projects convince people sell things or promote ideas give talks or speeches lead a group

write reports keep accurate records use ERP systems perform calculations gather and report data

DO YOU LIKE TO:

use interpersonal skills lead groups use communication skills teach or train others provide support, empathy

TOTAL

make decisions affecting others

give speeches or talks debate issues take risks organize and lead others

TOTAL

follow defined procedures make charts and graphs work with numbers organize information be responsible for details

TOTAL


50 51

A N N E X B CHRONOLOGICAL CV EXAMPLE

Firstname LASTNAME

Current address: # Street name, City, Country, Postal Code Phone number, email address

Permanent address: # Street name, City, Country, Postal Code Phone number, email address

EDUCATIONName of educational institution | City | CountryFull name of programme and certificate, Bachelor, Master, etc. received, January 2012Description of any additional awards, courses of study, or other relevant information

Name of educational institution | City | CountryFull name of programme and certificate, Bachelor, Master, etc. received, January 2012Description of any additional awards, courses of study, or other relevant information

RELEVANT EXPERIENCEPosition name | Organization | City | Country 1 January 2012 – 31 December 2012List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs

Position name | Organization | City | Country 5 March 2010 – 31 December 2011List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs

Position name | Organization | City | Country 23 May 2000 – 1 February 2010List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verb

ACTIVITIESName of function | title | achievement | Name of association or group | Location | dateName of function | title | achievement | Name of association or group | Location | dateName of function | title | achievement | Name of association or group | Location | date

SKILLS & INTERESTSLanguage | Spanish (mother tongue), English (fluent), Cantonese (basic)Computer skillsInterests | List interests that are relevant to the jobs you are applying for

50 51

UNAIDS

A N N E X B FUNCTIONAL CV EXAMPLE

Firstname LASTNAME

# Street name | City | Country | Postal Code | Phone number | email address

SUMMARY OF QUALIFICATIONSBring immediate attention to your main competencies, experience and qualifications by summarizing them in a few lines here

SKILLS Writing/Editing> List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs;

> List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbsResearch> List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs;

> List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbs; List achievements here, using active verbsConference organization> List achievements here, using active verbs; > List achievements here, using active verbs; > List achievements here, using active verbs;> List achievements here, using active verbsAdministration> List achievements here, using active verbs; > List achievements here, using active verbs; > List achievements here, using active verbs;> List achievements here, using active verbs.

WORK HISTORYPosition title | Organization | Location | DatePosition title | Organization | Location | DatePosition title | Organization | Location | DatePosition title | Organization | Location | Date




52 53

A N N E X B COMBINATION CV EXAMPLE

Firstname LASTNAME# Street name | City | Country | Postal Code | Phone number | email address

OBJECTIVE

correspondence and document management, and basic budget monitoring.

EXPERIENCE WRITING/EDITINGName of Writing/Editing position 1 | Organization | City 1 January 2012 – 31 December 2012 > List achievements here, using active verbs;> List achievements here, using active verbs.Name of Writing/Editing position 2 | Organization | City 5 March 2010 – 31 December 2011 > List achievements here, using active verbs;> List achievements here, using active verbs.

RESEARCHName of Research position 1 | Organization | City 1 January 2012 – 31 December 2012 > List achievements here, using active verbs;> List achievements here, using active verbs.Name of Research position 2 | Organization | City 5 March 2010 – 31 December 2011 > List achievements here, using active verbs;> List achievements here, using active verbs.

ADMINISTRATIONName of Administration position 1 | Organization | City 1 January 2012 – 31 December 2012 > List achievements here, using active verbs;> List achievements here, using active verbs.



OTHER SKILLSLanguage | Spanish (mother tongue), English (fluent), Cantonese (basic)Computer skills

52 53

UNAIDS

A N N E X CC O V E R L E T T E R T E M P L A T E

Your addressYour addressYour email

Date

Name of hiring managerTitle of hiring managerAddress of hiring managerAddress of hiring manager

Dear Ms/Mr [last name of hiring manager],

Refer to the vacancy notice or opportunity and state your interest. Make a general statement about being a good candidate for the job.

Explain why you would be a good fit for the position and the organization: Mention some of your directly-related professional experiences.Highlight the aspects of your experience that will interest this employer. Draw attention to relevant projects, programmes or initiativesyou have been involved in and specify what your contribution was. Refer to your attached resume for additional information.

Demonstrate your understanding of the duties of the position that you are applying for, and state how your competencies, qualifications

Request an interview appointment, or specify to the reader when you will be available and the best way to reach you. Thank the reader for his/her time and consideration.

Sincerely,

Sign your name

Your name

1

2

3

4


54 55

A N N E X DP R E P A R I N G F O R T H E I N T E R V I E W S A M P L E S E T O F C O M P E T E N C Y - B A S E D Q U E S T I O N S

DELIVERING RESULTS

APPLYING EXPERTISE

WORKING IN TEAMS

DRIVING CHANGE AND INNOVATION

In your current position, what is the most significant result you have achieved?■ What made it significant?■ What challenges did you face? How did you overcome them?■ What was the outcome? What did you learn from it?

Give us an example of a time when you have applied a best practice concept or principle in your work.■ How did you become aware of its being considered best practice?■ What was the benefit to UNAIDS of the application of this principle?■ How do you stay informed of best practices in your area?

Tell us about a time when it was difficult for you to be supportive of a team memberbased on differences in your work styles or work habits.■ How did you handle the situation?■ With the benefit of hindsight, would you handle the situation differently?

Provide us with an example of a time when it was difficult for you to accept a change at work.■ What made it difficult?■ How did you deal with the situation?■ How did you feel during the process?

Possible questions

Title: Assistant, G5 level of responsibilityThe required UNAIDS Values and Core Competencies as they appear in the Job Profile:

VA L U E S 1. Commitment to the AIDS response2. Integrity3. Respect for diversity

CO R E CO M P E T E N C I E S 1. Working in teams 4. Delivering results2. Communicating with impact 5. Driving change and innovation3. Applying expertise 6. Being accountable

54 55

UNAIDS

N O T E S


56 57

N O T E S

56 57

UNAIDS

ZERO NEW HIV INFECTIONS. ZERO DISCRIMINATION.

ZERO AIDS-RELATED DEATHS.

SOURCESJohns Hopkins University, Job Transition Guide, 2012

Miami University, Career Transition Guide, 2011

United Nations High Commissioner for Refugees, Career Transition Workbook, 2010

University of California Berkeley Career Centre, Job and Internship Guide, 2011

World Health Organization, Career Support Workbook for WHO Staff Members, 2011

For more information, please see the Human Resources Intranet

20 Avenue AppiaCH-1211 Geneva 27Switzerland

T (+41) 22 791 36 66F (+41) 22 791 48 35

www.unaids.org