unrwa international staff rules final
TRANSCRIPT
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
1
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.
2
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
5
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
6
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.
9
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.
10
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.
11
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.
12
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.
13
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