RFP 588: Questions & Answers. Strategic Leadership Programme

Transcription

1 RFP 588: Questions & Answers Strategic Leadership Programme Questions 1. The chart on page 5 lists a total of 70 points for the proposal, but the table is blank in terms of the breakdown. Would you kindly clarify the point breakdown? 2. As a USA-school, can we request indirect costs as part of our budget? If so, is there a cap to the rate or dollar value for what we may request? 3. Would it be possible to have further information about the previously designed SLP? Who have delivered it? Will we be able to have access on previous content (main topics covered, outline, etc...). 4. What are UNHCR s competency framework (Leadership related)? Business objectives (per department or function involved in the SLP?) 5. What are the delegates profiles for BOTH packages? (Estimated number, age group, experience, area of work, countries of origin, previous leadership training attended, and selection criteria to participate in the SLP?) 6. Has there been a detailed learning/training needs analysis conducted before for the delegates? 7. Are there any preferred dates of delivery (if any)? Time between workshops? between packages? 8. Are both packages going to be implemented as a one time off? (will there be re-occurrence of either of them)? 9. What is the estimated budget allocated for this programme (both packages)? 10. Should we include cost of printing/producing workshop material, supporting Answers 1. The breakdown of % technical weight distribution we keep internally. 2. You may request indirect cost, there is no cap. We however do not recommend to submit a financial proposal with additional indirect cost on top of the requested services as this might make your financial proposal less competitive. 3. We will make all materials available to the provider who will be awarded the contract. 4. Competency framework agreement is herewith attached. 5. Delegates are at the P5, D1 level, i.e. heads of offices, representatives, directors. In one group there should be appr. 16 people. They have experience in managing offices. They are nominated by the Bureau directors, i.e. high level. Typically they have attended UNHR middle management training. Countries of origin very globally. 6. Yes, before the design of the current SLP. 7. Currently Package 1 WSs are in early summer and in December allowing time for the coaching and individual work/learning. 8. We plan them to run several times, not one off. 9. We do not share information on the budget. 10. Yes, per workshop/package in a way that it is indicated separately from the 1

2 workshop/training aids, etc...? Or will the project management take care of that? 11. It would be very helpful if you could share (or point us to) the current core competency framework/ leadership behaviors framework for UNHCR senior staff / SLP participants. Or failing that a current job description for a typical SLP participant at P5/D1 level. 12. How many times will package 1 need to be delivered over the 2-3 year time period? 13. In point a collaboration with another externally recruited consultant is mentioned. Will this be an additional consultant, provided by the UNHCR? 14. Our firm would run the UNHCR project with a multinational team of experts. Our considered project management team lead hasn t got a PHD although team members have does this negatively affect the procedure? The lead is not fluent in another official UN language, although again, other team members are is this also an issue? 15. I noticed that for delivery the facilitation of both workshops is in collaboration with another externally recruited consultant and the UNHCR GLC MLC project manager : what is the justification of having three persons for the delivery that are from different bodies? Will they be involved as well in the design stage? 16. Will all the workshops be delivered in Amman? What do you mean by similar locations? 17. It is also intriguing to see that the GLC will ensure an independent evaluation of this component. How that would work would be very important to know, as it may guide the design? 18. Could we have some information on the existing programme? 19. Are you looking for a single resource to support this project or would you be open to a team of 2 resources? design/delivery costs. Typical stationary items will be provided by UNHCR. 11. We can share the Blue book on the competency framework. Please find attached herewith. 12. Package 2 is expected to be delivered 2-4 times per year. 13. Yes. 14. No. To communicate with UNHCR project manager is fine in English. If the lead is to deliver the workshop, it is a disadvantage. 15. The workshops are to be facilitated by the provider s consultant and by the GLC project manager. Two persons only, no third external consultant. 16. The 2014 (package 1) WS is planned to take place in Amman. The location for the other WSs is to be determined. Regional hub, capitals that are safe and can be easily reached. 17. We use level 1 evaluation for each course administered through our learning management platform. 18. The existing design will be made available for the provider selected through the tendering process. 19. We are open to 2 resources as well. 20. Our team is fluent in English and has a basic knowledge of French however, we would not be in position to facilitate the session in French. Is that acceptable? 20. Please see the TOR. No. 2

3 21. Is it possible to have access to existing materials in the course in order for us to comment on the current design and to estimated time that might be required for redesign of elements? 21. The existing design will be made available for the provider selected through the tendering process. 3

4 UNHCR COMPETENCY FRAMEWORK 9 6 Values & Core Managerial UNHCR Competency Framework Cross- functional Functional 9 JD PERFORMANCE APPRAISAL & MANAGEMENT SYSTEM (PAMS) July 2012 Division of Human Resources Management

5 P 2

6 UNHCR, All rights reserved. Reproduction and dissemination for educational or other non-commercial purposes, within the organization, is authorized without any prior written permission from the copyright holders provided the source is fully acknowledged. Reproduction for resale or other commercial purposes, or translation for any purpose, is prohibited without the written permission of the copyright holders. This material may not be reproduced or referenced by any parties outside UNHCR without written permission. Applications for such permission should be addressed to the Performance Management Unit, DHRM, of the Office of the United Nations High Commissioner for Refugees (UNHCR), at P 3

7 P 4

8 Table of Contents Background 7 Overview of the Competency Framework 8 Introduction to the Competency Framework 9 Overview of the PAMS 10 Levels per Grade Definition of level of responsibility based on post grade: Behavioral indicators What do competencies look like in the new PAMS? Competency Framework Integrity Professionalism Respect for diversity Accountability Teamwork & Collaboration Communication Commitment to continuous learning Client & Result orientation Organizational awareness Empowering and building trust Managing Performance Judgement and Decision Making Strategic planning and vision Leadership Managing Resources Analytical thinking Innovation and creativity Technological awareness Negotiation and conflict resolution Planning and organizing Policy development & research Political Awareness Stakeholder management Change capability and adaptability P 5

9 P 6

10 Background The UNHCR Competency Framework was developed as part of the Performance Appraisal & Management System (PAMS), launched in 2008 by the Division of Human Resources Management. The framework builds on the previous set of competencies, and has been updated to reflect the current work of staff members across the organization. The framework was developed following a review of best practices among other UN agencies as well as companies in the private sector. Within UNHCR, the framework has undergone an extensive process of consultation with a number of stakeholder groups. In addition to supporting the management of staff performance in the context of the PAMS, it forms the foundation for a number of related human resources processes, such as recruitment, promotion and posting processes; career management and staff development. P 7

11 Overview of the Competency Framework CODE COMPETENCIES V 1 V 2 V 3 VALUES INTEGRITY PROFESSIONALISM RESPECT FOR DIVERSITY C 1 C 2 C 3 C 4 C 5 C 6 CORE COMPETENCIES ACCOUNTABILITY TEAM WORK & COLLABORATION COMMUNICATION COMMITTMENT TO CONTINOUS LEARNING CLIENT & RESULTS ORIENTATION ORGANIZATIONAL AWARENESS M 1 M 2 M 3 M 4 M 5 M 6 MANAGERIAL COMPETENCIES EMPOWERING & BUILDING TRUST MANAGING PERFORMANCE JUDGEMENT & DECISION MAKING STRATEGIC PLANNING & VISISON LEADERSHIP MANAGING RESOURCES XF 1 XF 2 XF 3 XF 4 XF 5 XF 6 XF 7 XF 8 XF 9 CROSS - FUNCTIONAL COMPETENCIES ANALYTHICAL THINKING INNOVATION & CREATIVITY TECHNOLOGICAL AWARENESS NEGOTATION & CONLICT RESOLUTION PLANNING & ORGANIZING POLICY RESEARCH & DEVELOPMENT POLITICAL AWARENESS STAKEHOLDER MANAGEMENT CHANGE CAPABILITY & ADAPTABILITY P 8

12 Introduction to the Competency Framework The competency framework is the backbone of the PAMS, guiding staff members on how their skills, attributes and behaviors are rated. Competencies capture the expectations of how the staff member should perform their responsibilities during the relevant performance period. Competencies provide a sound basis for consistent and objective performance standards by creating a shared language about what is needed and expected by UNHCR. Furthermore, competencies help the organization to determine its recruitment and development needs. Each competency has a corresponding definition with specific behavioral indicators. The competency framework is comprised of the following: Values (3) originate from the UN Secretariat and are the shared principles and beliefs that underpin the work of the organization and guide the actions and behaviours of its entire staff. While the values are not rated, supervisors will comment on them individually or as a group together with the Core competencies. They are not levelled. Core (6) competencies are the skills, attributes and behaviours which are considered important for all staff, regardless of their function or level. All six competencies are mandatory and they are rated individually. Core competencies are levelled from 1 to 4 on the basis of job bands, which group a number of grades together under one level. Managerial (6) competencies are the skills, attributes, and behaviours which are considered essential for staff with managerial or supervisory responsibilities. They are rated individually and are applicable for staff from GS-5 level and above, who are exercising such responsibilities. Managerial competencies which are part of the job description will automatically appear on the performance appraisal document (e-pad). They are levelled from 2 to 4 on the basis of job bands. Cross-Functional (9) competencies are relevant for carrying out all phases of a job irrespective of staff members functional specialties or skills. They are directly linked to work objectives and the staff member s career development aspirations. They apply to all jobs in the organization, and should be agreed upon with the manager. It is expected that staff members will select between three to five cross-functional competencies per cycle. Cross-functional competencies which are part of the job description will automatically appear on the e-pad. For career development purposes staff can add cross-functional competencies provided they are relevant to their work. They are rated individually and are leveled from 1 4 on the basis of job bands. Functional skills and knowledge are outlined in the job description through the ARA (Accountability, Responsibilities, Authorities). P 9

13 Overview of the PAMS The PAMS is designed to provide a process for assessing all UNHCR staff members performance, using clear criteria, which have been agreed to in advance through discussion between the manager and the staff member. The goal of the PAMS is to establish a framework for effective performance management, building upon the elements of the previous Career Management System (CMS) and capturing the opportunities of the specific changes introduced in the PAMS. It is expected that the supporting e-performance platform will increase accountability, transparency and fairness of the process. It is important to emphasize at this time that ongoing dialogue between staff and managers will continue to be indispensable throughout the entire process. The key elements of the new competency framework are values plus core, managerial, cross-functional competencies. Except for the Values, all these competencies are levelled according to the level of responsibility and complexity of the job and are linked to the grade of the post. The functional skills and knowledge are taken from the job description and will automatically be included in the performance appraisal document (e-pad). In most cases, the performance appraisal process is based on an annual cycle (which can be extended in exceptional cases). Extensions up to a total of 18 months will be granted subject to the final approval by the Performance Management Unit, DHRM.. Conversely, there may be instances where the e-pad cycle may be less than one year due to rotation, closure of office and other similar situations. The modalities for the preparation of an e-pad are described in Annex 1 of IOM/FOM 087/089/2008. The new PAMS is built around three phases, each one requiring the full involvement of staff members and their supervisors. During Phase 1 Objectives Setting staff members and their supervisors will agree on three to five work objectives for the reporting period. Phase 2 The Mid-Year Development Review provides an opportunity for the staff member and the manager to discuss progress in meeting objectives, make additions and/or modifications to work objectives if necessary and address any performance issues, if any. Phase 3 Performance Appraisal in this phase staff and their supervisors will meet to discuss staff member s performance over the previous cycle. The staff member and the manager will complete their own assessment against objectives and competencies. The e-pad results in an assessment of whether a staff member has achieved his/her agreed work objectives, and demonstrated the competencies required by UNHCR and for their post. P 10

14 Levels per Grade How to understand your level: Leveled competencies provide indicators specific to each grade band, thus enabling greater consistency and accuracy in the assessment of staff performance. All staff members are expected to demonstrate the defined indicators for their grade as well as those below. High performers are staff members who demonstrate the defined indicators for the level above their post. All competencies, with the exception of the Values, are leveled on the basis of job bands as follows: Competency type G1-G4 Gs 5-7, NO A,B, P 1-2 P 3-4, NO C, D P5-D2 ASG Core & Cross-Functional L1 L2 L3 L4 Managerial L2 L3 L4 P 11

15 Definition of level of responsibility based on post grade: Level of responsibility Level 1 Staff members at this level provide support and assistance in the functional streams. They contribute to the overall performance of the team. They have a minimum level of responsibility. Level 2 Staff members at this level are responsible for their own performance/contribution to the team and its outcomes. They have theoretical/technical knowledge and are testing it in practical applications, or are assisting substantive specialists. Their decisions and recommendations are reviewed. Level 3 Staff members at this level have a solid theoretical/technical knowledge of their field, and can apply it to a variety of circumstances. They may manage a team, work unit or an office, and most have supervisory responsibility. Their decisions affect the work of the team and/or project outcomes. Level 4 Staff members at this level are seasoned professionals whose expertise goes beyond the theoretical and technical knowledge of their field. They make decisions base on a long-term, strategic perspective, implementing, and innovative solutions to achieve their vision. Their decisions affect the entire organization, and they have a high level of responsibility for effective use of resources and oversight of staff performance. They are the leaders for the implementation of policies and change in their areas of expertise. Corresponding post grade G1 to G4 GS 5-7, NO A,B, P 1-2 P 3-4, NO C.D P5 and above P 12

16 Behavioral indicators Each competency will have a corresponding definition with specific behavioral indicators (multi-line text) and a required competency level based on the grade of the post. The default level for each competency is based on the grade of the post and will be indicated on the e-pad next to each competency. Staff who may wish to view other levels will be able to access them on the e-pad. What do competencies look like in the new PAMS? The following pages set out the organizational Values, Core, Managerial and Cross- Functional competencies followed by behavioural indicators for each level. Every level has been defined according to the job level of responsibility as described earlier in this document. P 13

17 Code : V001 Category : Values Levelled: No Integrity Demonstrates the highest level of commitment to and respect for persons of concern to UNHCR, partners and colleagues in all aspects of work and ensures that personal professional behaviour is of the highest standard. Demonstrates the values and principles of UNHCR in daily activities and behaviours as reflected in the Code of Conduct Reliably delivers on promises and honours commitments Resists undue political pressure in decision-making Does not abuse power or authority Stands by decisions that are in the Organization s interest, even if they are unpopular Takes prompt action in cases of unprofessional or unethical behaviour Demonstrates the highest standards of integrity, impartiality, fairness and incorruptibility in all matters affecting the work status V001L1 Not applicable V001L2 Not applicable V001L3 Not applicable V001L4 Not applicable P 14

18 Code : V002 Category : Values Levelled: No Professionalism Behaves in a way which is appropriate to a UNHCR staff member, demonstrating self control, perseverance and resilience in the face of pressure or adversity, and demonstrating knowledge on relevant subject matter and skills. 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 Demonstrates integrity, truthfulness, dedication and honesty Demonstrates willingnes to improve knowledge and skills on relevant subject matters and contributes to maintaining high working standards V002L1 Not applicable V002L2 Not applicable V002L3 Not applicable V002L4 Not applicable P 15

19 Code : V003 Category : Values Levelled: No Respect for diversity Shows respect for all persons equally without distinction whatsoever of race, gender, religion, national or ethnic origin, language, marital status, sexual orientation, age, socio-economic status, disability, political conviction, or any other distinguishing feature (e.g. HIV status). Works effectively with people from all backgrounds Treats all people (including all persons of concern) with dignity and respect, and with a sense of fairness Supports gender equality and equal rights for all, including gender equity among staff Shows respect for and understanding of diverse points of view and demonstrates this understanding in daily work and decision-making Examines own biases and behaviours to avoid stereotypical responses Does not discriminate against any individual or group Develops skills in age, gender and diversity analysis as applicable to the area of work Seeks to understand and respect differences in people, in the professional and personal domain V003L1 Not applicable V003L2 Not applicable V003L3 Not applicable V003L4 Not applicable P 16

20 Code : C001 Category : Core Levelled: Yes Accountability Assumes responsibility for the delivery of high quality outcomes, in both good and bad times, upholding the values and principles of UNHCR; demonstrates the ability and drive to maintain focus on positive outcomes for persons of concern despite difficulties this may pose for self and team. Demonstrates security awareness. C001L1 Sees tasks through to completion with professional integrity. C001L2 Makes decisions appropriate to the position and takes responsibility for professional obligations. C001L3 Works to support directly reporting staff in the fulfilment of their responsibilities; monitors delegated tasks; client focus (clients at this level are both internal and external) C001L4 Carries out an effective management of resources under shifting priorities to meet expected results at or above UNHCR standards; external client focus. Adheres to standards of personal and professional conduct appropriate to a UN international civil servant in accordance with UNHCR values. Takes ownership of all responsibilities within own role and honours commitments to others and UNHCR. Is conscientious in meeting deadlines and achieving results. Acts transparently and consistently and encourages others to do the same. Agrees challenging objectives for him/herself which reflect key UNHCR priorities. Acts in the best interest of the organisation and its stakeholders without consideration of personal gain. Is able to conduct open and honest discussions with staff when they have failed to meet required standards of conduct. Proactively seeks responsibility in delivering towards the goals of the organisation, and is prepared to accept the consequences. Takes prompt action in cases of unprofessional or unethical behaviour Addresses problems rather than ignoring them or passing them on, choosing the right option, not necessarily the easiest, and focusing on solutions, not obstacles. Takes personal responsibility in delivering the goals of the organisation, where applicable, including implementation of relevant policies; and uses feedback and learning in a supportive and effective way. Demonstrates an understanding of the factors which have an impact on security. Has the self confidence and authority necessary to invoke disciplinary measures and the judgement and technical knowledge to recognise when this is appropriate. Creates and manages a results-based environment: sets clear, measurable targets closely linked to the desired aims of the organisation and takes ultimate responsibility for achieving them. Manages human, financial and other resources consistent with UNHCR guidelines and policies towards the achievement of results. Shows courage, judgement and resilience in making decisions and exercising appropriate leadership in the face of a range of difficult, testing and/or politically complex challenges, and stands by decisions that are in UNHCR's interest even if unpopular. Makes decisions that have preventive effect in minimizing potential damage. Does not abuse power or authority; positively supports organisational decisions to the exclusion of national and personal concerns. P 17

21 Code : C002 Category : Core Levelled: Yes Teamwork & Collaboration Demonstrates the ability to work effectively with colleagues and partners from different backgrounds, cultures and functions, to achieve shared goals and optimize results. C002L1 Participates in team/unit projects, performs assigned work. C002L2 Engages well with peers and immediate work group to ensure overall team assignments are successful as needed. C002L3 Actively promotes a sense of team by one's own actions; ensures staff contributions are recognized. C002L4 Works to ensure the best possible environment for collaboration and knowledge sharing, leading by example. Demonstrates the ability to switch from one task to another at short notice and the willingness to learn technical language and new concepts in order to accommodate the needs of the organization. Maintains an awareness of UNHCR activities outside the immediate office environment, and keeps in touch with developments which may impact on work requirements. Sees role as providing a support service in a broad sense, i.e. not just to functional clients, but to any staff, partners or persons of concern. Shares information and keeps others up to date. Accepts and is willing to carry out new tasks which are important for the achievement of the work-related aims of others. Helps create a positive team spirit, putting aside personal considerations to help the team achieve its goals. Coordinates own work with that of the team to meet agreed priorities and deadlines. Willingly puts in extra effort without being asked, and adopts a "handson" approach whenever necessary to achieve objectives, or to meet unexpected challenges. Seeks to improve services provided and to promote a service culture amongst colleagues by interacting closely with other sections or partners, looking to address common issues. Sets a positive example to others and accepts a changing role in the team depending on work requirements. Displays a high level of cultural awareness, sensitivity to different ways of working and leverages individual strengths in order to build a better team. Addresses problems rather than ignoring them or passing them on, choosing the right option, not necessarily the easiest, and focusing on solutions not obstacles. Actively seeks others views and ideas and shows respect for different attitudes, skills, knowledge and approaches. Demonstrates the ability to develop effective working relationships with director-level peers and senior management. Builds and leads a mutually supportive team, in which all team members are motivated and encouraged to make their contribution, encourages initiatives. Recognises the broad organisational picture as well as the interrelationships between different work areas and activities in order to promote coordination and integration of UNHCR processes. Demonstrates the ability to enhance collaboration between UNHCR and external parties. P 18

22 Code : C003 Category : Core Levelled: Yes Communication Is sensitive, compelling and clear in formal and informal communication, which encourage engagement and contribution to improved outcomes for all the involved stakeholders. Demonstrates behavioural flexibility in engaging colleagues, partners and persons of concern of different cultural backgrounds, gender, or with different objectives; has well developed listening skills; explains complex matters in an informative, inspiring and motivational way. C003L1 Listens and conveys information clearly. C003L2 Engages in daily communication with peers and immediate work colleagues successfully. C003L3 Pursues open channels of communication with other teams and relevant partners, and actively promotes ideas and manages information flow. C003L4 Identifies and shapes the area of responsibility s message to internal and external partners; implements communication strategy. Chooses the most effective mode of communication for any situation taking into consideration the UN values (professionalism, integrity, respect for diversity). Demonstrates openness in sharing information and keeping staff informed. Asks questions to clarify, and exhibits interest in having two-way communication. Listens carefully and genuinely to the views and positions of others; acts on received information. Brings clarity and professionalism to verbal and written forms of communication, including communication in the language(s) appropriate to role, exhibiting commitment to two-way communication. Speaks and writes clearly and effectively. Adapts their communication style to an understanding of diversity (e.g. ethnic, religion, gender, etc). Seeks to share information with others, both face-to-face and through communication and information technology as appropriate with due respect for the confidentiality of specific sensitive information, e.g. individual case information, privacy issues, etc. Keeps staff informed of decisions and directives of senior management and communicates them in a manner that ensures understanding and acceptance. Listens and seeks to understand without bias, and responds appropriately. Understands the audience's requirements and key concerns; chooses apropriate language and media, and responds. Listens to, and seeks to understand through clarification, the views and positions of others, while not necessarily accepting information at face value. Seeks consensus with others through a persuasive, flexible approach. Shares information and keeps others up to date; actively seeks others' views and ideas and respects their contribution. Advocates the organisation s values and mission through communication processes. Develops a network of appropriate contacts inside and outside UNHCR to gain information. Encourages their involvement and support for the cause of persons of concern. P 19

23 Code : C004 Category : Core Levelled: Yes Commitment to continuous learning Recognizes the importance of continuous learning and sharing as key components for organisational flexibility and responsiveness to a constantly evolving environment. C004L1 Exhibits self-awareness and need for development. C004L2 Takes time to assist others with their needs, encourages growth, builds confidence. C004L3 Allocates resources for professional development opportunities for staff, encourages coaching and knowledge sharing across units and with partners. C004L4 Cultivates a learning environment for staff to operate in; making efforts to share his/her own insights and knowledge when appropriate. Understands the limits of own capabilities, knows when to seek the advice or assistance of others. Seeks feedback on own performance and always tries to learn from and build upon successes and failures. Shows a willingness to learn from others. Endeavours to improve work-related competencies through training and self-development. Seeks to share information with others, both face-to-face and through communication and information technology systems as appropriate. Supports staff in identifying their training and development needs in relation to competencies required to do the job. Actively seeks to develop both professionally and personally. Discusses opportunities for increasing knowledge as a regular part of the performance appraisal process. Contributes to the learning of colleagues and subordinates as well as partners where relevant, provides effective coaching and encourages appropriate development activities. Encourages learning activities which foster team building and effective teamwork. Contributes to knowledge/network communities for topics relevant to area of expertise. Keeps abreast of new developments in own occupation/profession. Applies knowledge and learning experience in solving problems and "real-life" situations and encourages those supervised to do the same. Counsels staff in reviewing their future career options and identifying realistic career goals; facilitates achievement of development activities in support of goals where feasible and appropriate. Seeks to maximise the use of on-the-job opportunities for developing staff, and in lieu of formal training, supports cost effective methods of development. Champions the practice of continuous learning organisation-wide, encouraging staff to devote appropriate time to their development and career management. P 20

24 Code : C005 Category : Core Levelled: Yes Client & Result orientation Understands and exceeds client needs. Ensures overall provision of quality service to internal and external clients, including persons of concern, through the effective management of internal and external resources to achieve results. Is sensitive to and responsive to the age, gender and diversity requirements of clients. C005L1 Works with and sets up effective relationships with clients. C005L2 Contributes to successful outcomes for clients using basic project management. Makes efforts to understand internal and external client needs. Provides quality service to clients. Meets timeline for delivery of products or services to clients. Quickly identifies and diplomatically takes care of the client's needs. Identifies clients' needs and matches them to appropriate solutions. Is sensitive and responsive to the age, gender and diversity requirements of clients. Demonstrates a willingness to go beyond basic requirements in order to deliver high quality service. Supports client interests by actively applying human, financial and other resources in order to meet their specific needs and nurture their specific capacities. Demonstrates drive to achieve high quality client focused results. Seeks to understand the real, underlying needs and capacities of the client to achieve age, gender and diversity sensitive results.. Communicates the priority of a client s urgent situation to others to initiate swift action. C005L3 Focuses and drives toward meeting the client's needs. C005L4 Uses position to lobby and advocate for clients. Establishes and maintains productive partnerships with client interlocutors by gaining their trust and respect. Consults with clients, using an age, gender and diversity approach, and represents their needs, capacities and proposed solutions in decisionmaking processes. Persuades management to undertake new projects and services that benefit internal and external clients; uses performance standards to monitor projects. Anticipates constraints in services delivery and identifies solutions or alternatives. Is dedicated to and focuses on the Organisation mandate and its persons of concern while performing official duties. Holds others accountable for achieving results related to their area of responsibility. Monitors ongoing developments inside and outside the clients' environment to keep informed, anticipate problems, and identify client capacities and client-driven solutions. Monitors service delivery mechanisms and protocols and anticipates changes necessary to ensure clients receive optimal service with the resources available. Conceptualizes innovative, age, gender and diversity-sensitive, results oriented programmes and holds self-accountable for outcomes. Listens to requests from donor organizations, missions etc., and quickly responds to them in a diplomatic manner in order to achieve results. P 21

25 P 22

26 Code : C006 Category : Core Levelled: Yes Organizational awareness Understands and builds formal and informal systems within a global organisation to produce desired results. Identifies and understands relationships, contraints and pressures affecting others, and especially persons of concern, by building support and developing political acumen. C006L1 Uses formal hierarchies to get tasks done. C006L2 Builds support for projects and initiatives. C006L3 Uses critical thinking to identify solutions through inter-relationships. C006L4 Demonstrates comprehensive understanding of how the organisation functions along with well-developed political acumen. Demonstrates a basic understanding of the structure of the organization. Acts as a facilitator for the requirements of other staff, partners or persons of concern, who need advice or support in order to achieve their own end results. Focuses own efforts and energy so as to help UNHCR meet its objectives and improve its performance. Awareness of UNHCR s mandate and its role versus partners and the external environment. Makes consistent efforts to develop and utilise working relationships to achieve work-related goals, assisting and supporting contacts in their objectives where possible. Contributes an informed viewpoint to inititatives affecting operational effectiveness. Knows where to find sources of internal and external advice and guidance and mobilises their cooperation to provide it and to actively seek it. Anticipates the effects of own actions and words in the culture/environment, and adapts own style appropriately to maximise impact and build trust. Promotes an understanding of UNHCR s concerns, objectives and priorities by providing information or expertise to interested parties, including donors. Takes time to understand the culture and hierarchies of relevant external organisations. Applies an understanding of UNHCR's mandate, policies and priorities to the development of region/country strategies. Builds consensus to move work forward; identifies key players to gain support for new initiatives. Understands and takes due account of the political objectives of the organisations and individuals with whom UNHCR must work and whose actions affect the fate of persons of concern. Builds trust and concensus with high-level peers; gains political cooperation first. Nurtures alliances with counterparts to win support and achieve results. Continually looks for opportunities to add new contacts to strengthen formal or informal networks within UNHCR, with government authorities, donors, NGOs, the wider UN community and other relevant organisations. P 23

27 Code : M001 Category : Managerial Levelled: Yes Empowering and building trust Creates an atmosphere of trust and confidence; puts in place the conditions needed for staff to be able to contribute their best. M001L1 M001L2 Shares responsibilities and ensures staff is informed and has the resources to perform tasks. M001L3 Actively delegates significant responsibility and works to develop a sense of trust. M001L4 Shows genuine interest in the all-round improvement of others. This leader typically attracts followers. Shares information and keeps others up to date; actively seeks others' views and ideas and respects their contribution. Holds the relevant person accountable for achieving results related to their area of responsibility. Operates with transparency; and treats sensitive or confidential information appropriately. Genuinely values all staff members' input and expertise. Delegates the appropriate responsibility and decision making authority. Encourages risk taking and supports creativity and initiative. Creates an atmosphere of trust and confidence in which others can talk and act without fear of repercussion. Actively and realistically supports the career aspirations of staff members. Delegates appropriately to make the most of others talents, clarifying expectations and allowing autonomy in important areas while providing necessary support. Makes decisions in a transparent manner. Empowers staff to help them maximise their capacity to make their own decisions and to develop and implement alternatives for solving their problems; gives proper credit to others. Involves others when making decisions that affect them. Encourages individuals to take initiatives and responsibility for putting ideas/activities into practice and making them work. Displays a curiosity to understand others' motivation, and is able to adopt techniques and approaches to enhance motivation and personal effectiveness in the service of the organisation and the achievement of results. P 24

28 Code : M002 Category : Managerial Levelled: Yes Managing Performance Promotes a culture of regular and systematic performance management; Keeps staff on track of appraisal timeline; encourages two-way feedback throughout. M002L1 M002L2 M002L3 M002L4 Performs duties related to performance management and shows the ability to hold honest discussions. Continually promotes performance management behaviour; seeks ongoing training for staff on issues such as objective setting and active listening. Invests resources of department, including own time and effort, to encourage a performance management culture. Regularly discusses performance, provides useful feedback and takes timely and appropriate steps to address poor performance. Sets and agrees clear, compelling and appropriate targets, goals and outcomes with others. Provides useful continuous feedback and coaching to staff managed, with the aim of guiding them to improve their performance or acquire new competencies. Guides staff in understanding competencies required in the job as a whole. Motivates subordinates through appropriate actions; fairly rewards achievements and efforts and gives proper credit and recognition. Appraises the performance of the staff honestly, fairly and consistently, respecting UNHCR guidelines on applying the appraisal process. Guides staff in understanding operational priorities for the period in question, and agrees objectives with them which reflect these priorities. Makes sure that roles, responsibiilities and reporting lines are clear to each staff member. Uses performance management processes (e.g. ratings) honestly and fairly to reinforce key performance messages. Addresses performance problems. Monitors progress against milestones and deadlines to ensure desired results are reached. Gives staff with performance difficulties every reasonable opportunity and assistance to improve, but always addresses the problem directly, using the appropriate procedures. Takes responsibility as Reviewing Officer for ensuring that the appraisal process is correctly carried out by supervisors, and appraising their performance fairly as a result Assumes responsibility as Reviewing Officer for mediating appraisal disagreements between supervisors and those they supervise to achieve genuine and effective resolutions. Gives regular, constructive feedback on performance, which is aimed at helping the staff member to capitalise on strengths and improve performance in areas of need. P 25

29 Code : M003 Category : Managerial Levelled: Yes Judgement and Decision Making Shows an ability for taking sound and balanced decisions: demonstrates the systematic gathering of information as well as thorough and objective judgement. Brings clarity, direction and good judgement to ambiguous, complex or difficult situations. M003L1 M003L2 Displays efficient decisions and good overall judgement. M003L3 Uses objective reasoning and insight to take into consideration critical aspects of medium- and long-term decisions. M003L4 Demonstrates broad vision with a focus on long-term decisions reflecting UNHCR goals and values. Gathers relevant information and ensures decisions are based on best available, accurate and objective data. Uses knowledge to adapt and interpret UNHCR policies to suit conditions when necessary, without contravening the rules. Has faith in own judgement and stands by own decisions, while remaining open to new data and the views of others. Analyses all available information, uses judgement to balance needs against available resources. Considers positive and negative impacts of decisions prior to making them. Uses judgement to identify problems and takes decisions with an aim to positively impact on others and on the organization. Makes sound, timely and tough decisions when necessary, that are free from personal bias; stands by decisions without misrepresentation. Able to make mature and well-reasoned decisions and manage these through to implementation in less than secure environments, managing related risks with pragmatism and courage. Makes assessments of threats to security and takes appropriate actions to ensure safety of staff. Has the self confidence and authority necessary to invoke disciplinary measures, and the judgement and technical knowledge to recognise when this is appropriate. Monitors the use of resources to ensure they are in line with UNHCR/UN rules and guidelines, and adjusts resource plans as required in response to changing circumstances. Proposes a course of action or makes a recommendation based on all available information. Identifies the key issues in a complex situation, and comes to the heart of the problem quickly. Takes a firm stand on principles that will genuinely benefit persons of concern and UNHCR, including the principles of gender equality and empowerment; acting and making decisions in accordance with UNHCR's needs, priorities, goals and values. P 26

30 Code : M004 Category : Managerial Levelled: Yes Strategic planning and vision Demonstrates the ability to understand the broader UNHCR picture; to develop and communicate a clear strategic direction, taking into account the needs of persons of concern and the interests of the organisation as a whole. M004L1 M004L2 Adopts a strategic perspective and incorporates strategy into work and pursues projects with the overall vision in mind. Involves staff in developing the strategic direction, and obtains their commitment to the proposed goals and the means to achieve them. Shows courage and resilience when upholding the vision/mandate even when this is strongly challenged by others. Identifies strategic issues, opportunities and risks and aligns actions to UNHCR s vision, values and mandate. Uses the agreed strategic direction for the area of responsibility to identify, prioritize and plan resource requirements as accurately and as early as possible. M004L3 Defines strategic goals and understands importance of a clear, well articulated direction. M004L4 Translates vision into workplan and sets overall strategy. Able to identify and/or create the vision for a project (higher goals and objectives, issues, opportunities and risks). Clearly communicates links between the organization's vision, values and mandate so that it has meaning and relevance to the work unit and aligns other's actions accordingly. Generates and communicates broad and compelling organizational direction, inspiring others to pursue that same direction. Identifies strategic issues, opportunities and risks. Steps back from operational issues to focus on a long term direction for the area of responsibility which directly links the needs of persons of concern with overall UNHCR objectives. Communicates vision to staff and explains strategy to achieve it; engages resources to achieve them. Consults with groups inside and outside the organisation as appropriate to ensure that the strategic direction is realistic and suitable. Develops challenging, yet realistic goals for the area or responsibility which provide all interested parties with a clear and common understanding of the strategic direction. Uses discretion and flexibility to comply with donor requirements. Is tenacious, focused and positive in harnessing all resources and levels of stakeholder support needed to deliver the vision. P 27

31 Code : M005 Category : Managerial Levelled: Yes Leadership Demonstrates the ability to carry out the organization's vision to manage changes, make sound and timely decisions and be accountable for them, lead and delegate decision making authority to build and motivate the team to achieve planned results. M005L1 M005L2 Displays strong sense of conviction for one's work and displays strong decision making. M005L3 Leads by example; is accountable for work and decisions and challenges the team to constantly improve. M005L4 Inspires others to achieve higher results and fosters teamwork within the work place. Exerts a positive influence on others and shows the courage to take unpopular stands Creates an atmosphere in which timely and high quality communication flows smoothly. Anticipates and resolves conflicts by pursuing mutually agreeable solutions. Explains the reasons for decisions to those who implement or are affected by them. Drives for change and improvement; does not accept the status quo. Assumes responsibilty and accepts accountability for his/her decisions. Empowers others to translate vision into results. Takes sound and timely managerial decisions, (including those of a sensitive,or contentious nature) which are consistent with UNHCR's vision and purpose. Establishes and maintains relationships with a broad range of stakeholders to understand needs and gain support. Serves as a role model that other people want to follow. Builds and leads a mutually supportive team, in which all team members are motivated and encouraged to make their contribution. Demonstrates decisiveness when taking decisions and encourages individuals to take initiatives and responsibilty for putting ideas/activities into practice and making them work. P 28

32 Code : M006 Category : Managerial Levelled: Yes Managing Resources Demonstrates the ability to plan and use resources (human and financial resources and/or physical assets) in accordance with UNHCR/UN guidelines, including the gender equity policy, so that objectives are achieved in the most effective manner possible. M006L1 M006L2 Demonstrates awareness of resource planning M006L3 Identifies resource requirements, develops budgets and work plans, and advocates for additional human resources with the consideration to achieving gender balance. M006L4 Works with donors such as government leaders, private sector leadership and others to secure resources. Identifies problems and takes action making the best use of available resources. Participates in individual work planning. Makes appropriate suggestions to modify plans and practices, so as to improve efficiency. Uses time efficiently. Identifies the resources currently in place, uses resources cost effeciently and makes plans to gain additional resources if required. Accurately judges the amount of time and resources needed to accomplish a task and matches task to skills. Recognizes and effectively leverages employees's skills and abilities. Assesses suitability, cost effectiveness and quantity of internal and external resources required to direct, carry out and monitor projects in order to optimise their results and use of resources. Monitors the use of resources to ensure they are in line with UNHCR/UN rules and guidelines, and adjusts resource plans as required in response to changing circumstances while aiming for gender balance in staffing Uses the agreed strategic direction for the area of responsibility to identify, prioritize and plan resource requirements as accurately and as early as possible. Guides staff and partners in understanding operational priorities for the period in question, and agrees objectives with them which reflect these priorities. Reviews and evaluates achievements to enhance future planning and resource utilisation including developing and implementing a plan for achieving gender equity in staffing Establishes realistic budget plans and demonstrates fiscal accountabilitiy. Leverages the larger resources of national governments and other partners. P 29