Global Fund Competency Behaviors by Organisation Level 2016

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2 Senior Manager (examples: Division Head, Department Head, Regional manager) Core Expertise Scope Applies both professional and management skills effectively and promotes processes and systems to encourage knowledge and skills transfer across functions and with partners. Significant gaps in skill and knowledge limit effectiveness in delivering results or working with complexity. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness and scope. Needs to be reminded or instructed to keep skills up-to-date or developing. Does not take opportunities to facilitate new professional solutions. Does not prioritise knowl edge sharing when it is appropriate to do so. Has all core expertise or skills necessary for role to achieve goals and facilitate the performance of the organisation. Seeks opportunities to develop expertise and skills without prompting. Maintains knowledge of relevant professional products and processes. Develops and promotes processes and systems to encourage knowledge and skill transfer. Applies own expertise to make improvements for the benefit of the organisation. Develops excellent professional skills that contribute to wide credibility. Invests in systems for knowledge sharing across the function. Uses expertise to look for, experiment with and actively contribute new ideas, methods or processes to achieve organisation-level improvements. Develops leading-edge professional skills. Prioritises systems for knowledge sharing across the organisation and with partners. Scope: Takes difficult decisions, facilitates innovation and maintains ethical standards ensuring that the organisation succeeds in challenging, complex, and ambiguous circumstances. Does not accept or implement necessary changes, blocks change. Is frequently late with decisions and/ or analysis is poor, negatively affecting the wider function. Generates a culture of anxiety or pessimism that has a serious impact on the mood internally or in external partners. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to introduce changes to organisational practices. Is sometimes late with decisions or analysis is incomplete, inhibiting functional performance. Sometimes speaks in such a way that generates anxiety or pessimism within the group or externally. Is unaware of ethical practice or acts with prejudice against individual(s). Constructively challenges current thinking, enabling teams and groups to innovate and experiment. Takes effective strategic decisions, handling ambiguity and complexity well. Strikes a balanced culture where the focus is on results and where individuals and teams are recognised, respected and supported so that they can deliver confidently, taking pride in their contribution rather than working under stress. Decisions and actions always meet the highest levels of ethical practice even when the situation is exceptionally personally challenging. Thinks laterally and constructively challenges current thinking. Takes effective strategic decisions, handling ambiguity and complexity well under stressful circumstances. Supportive and encouraging style helps many groups within the Fund to respond optimistically and realistically to challenging circumstances. Challenges intolerance and unfairness and generates trust in organisation s ethical standards. Is acknowledged across the organisation for innovative thinking. Takes effective strategic decisions, in complex external environments. Creates an optimistic and positive culture that enhances the reputation of the Global Fund externally and positively impacts on partner organisations. Is acknowledged outside the organisation for integrity and ethical practice.

3 Senior Manager (examples: Division Head, Department Head, Regional manager) Project Management Scope: Anticipates, and plans strategic projects including the transition from a project approach to operationalization and sustainability of the gains/ results to deliver operational excellence. Fails to plan the wider project effectively so is frequently surprised by issues that could have been foreseen and avoided, and this negatively affects the project team. Responds inappropriately when change occurs and actions negatively affect the wider project team s capability to deliver. Ignores the needs and opinions of stakeholders, diminishing the capability of the wider project team in this area. Takes limited responsibility for progressing wider project team performance e.g. in areas managed through a matrix not directly. Some gaps in planning lead to issues for self and the project team that could have been foreseen and avoided. Is slow to anticipate change and may appear reluctant to help the wider project team adapt their efforts and approaches so they are disadvantaged. Shows some reluctance to acknowledge the opinions of or meet the needs of stakeholders, setting a poor example for the wider project team. Does not effectively or constructively monitor the wider project team so necessary performance improvement is not achieved. Effectively plans strategic functional projects and extensive budgets using best practice methodology. Negotiates, defines and communicates strategic objectives with measures (KPIs) that can be effectively integrated into or are already part of the governance and operating practice of the organisation to encourage alignment and collaboration and reduce bureaucracy. Implements strategic organisational change ensuring processes are effective, well structured and implemented so as to deliver large scale strategic projects and initiatives. Manages executive and board level stakeholders who have significance internationally and sets organisational policy for stakeholder management, ensuring it takes place in line with the Global Fund mission, values, policies, and governance. Monitors strategic projects, forecasts wisely to ensure organisational resources are effectively used and communication of priorities is appropriate across functions, and takes action to ensure priorities, strategic plans and goals are realised. Role models the use of leading edge project management tools and approaches that streamline the activity for the function or across several areas. Role models the use of leading edge change management tools and approaches that contribute to the success of strategic changes. Successfully manages highly contentious stakeholder relationships on behalf of the Fund, bringing the relationships to a manageable level so engagement can be planned and managed well. Shows strategic insight into long-term problems that might affect delivery so corrective action is anticipated and implemented and deadlines and quality achieved when they would have otherwise been threatened. Effectively plans strategic functional projects with extensive external involvement and the possibility of enhancing or risk of damaging the Global Fund s reputation. Successfully implements strategic organisational change that has extensive external visibility and the possibility of enhancing or risk of damaging the Global Fund s reputation. Successfully manages highly contentious and internationally significant stakeholders on behalf of the Fund contributing to a wide section of the Fund s work and achievements. Drives the organisation forward by maintaining morale and confidence in large groups involved when forecasting and monitoring performance across a large part of the Fund.

4 Senior Manager (examples: Division Head, Department Head, Regional manager) Working with Others Scope: Demonstrates respect even in difficult situations, builds good relationships with peer leaders and facilitates collaborative working with other areas of the organisation and externally. RELATIONSHIPS Creates some barriers damaging some important relationships. Is often perceived as uncooperative by groups or peers, working in isolation from others or withholding support. Often blames colleagues, employees, external bodies or people. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Speaks critically of others dismissing their ideas and not listening. Has some difficult relationships with own peers and does not prioritise relationships with other parts of the organisation. Inhibits collaboration e.g. by unreasonably prioritising own function s goals. Sometimes unfairly blames others or other groups. Sometimes appears disrespectful of others or demonstrates a lack of consideration e.g. forgets to consult others, ignores their ideas, opinions and feelings, unaware or ungrateful for help. Builds trust based relationships for the organisation and generates opportunities for relationship building with strategic partners. Pro-actively brings people together across internal and external groups to find common goals, joint solutions to issues and to resolve conflict in politically sensitive situations. Always treats others with respect and consideration in a way that serves as a visible external and organisational benchmark. Promotes a culture of resolving a problem, rather than blaming. Consistently highlights the importance of strong relationships as a way of working and is a role model to others of achieving this. Creates collaborative, win-win goals between different parts of the organisation and with partners. Encourages networks across the organisation and with partners. Treats others with respect and consideration in a way that serves as a benchmark for others outside own department. Is recognised as the initiator of supportive external relationships that underpin the success of the Global Fund s work. Is recognised for diplomatically addressing conflicts and challenges with external bodies and achieving a resolution. Treats others with respect and consideration in a way that serves as a benchmark for others across the organisation and externally.

5 Senior Manager (examples: Division Head, Department Head, Regional manager) Global Fund Mindset Scope: Sets ethical standards for and acts as an ambassador for the Global Fund at all times, ensuring that others internally and externally do so as well. Demonstrates poor judgement that fails to identify or balance risk and impact within the function s area of accountability. Ignores ethical practices. Is careless with the organisation s resources leading to unnecessary waste or expense in the organisation. Struggles to exercise good judgement that identifies and balances risk and impact e.g. too risk averse, limiting decision-making in complex situations or unaware of some ethical practices. Generates some unnecessary waste in resources or expense. Exercises sound judgement and correctly seeks a balance between impact, risk mitigation and appropriate Differentiation that all affect the function s accountability and resourcing. Takes responsibility for the effect the organisation has on others in difficult circumstances, balancing risks to ethical standards from conflicts of interest. Sought out for excellent judgement in identifying and seeking a balance between impact, risk mitigation and appropriate Differentiation that affect the function s accountability and resourcing. Develops ethical standards and governance relevant to own function and ensures that the function follows standards at all times. Leads the organisation s decision making in complex situations requiring excellent judgement in identifying and seeking a balance between impact, risk mitigation and appropriate Differentiation that affect accountability and resourcing Develops ethical standards and governance that operate externally and ensures that the organisation follows standards at all times. Demonstrates indifference to Global Fund s core mission. Silo thinking inhibits others from properly contributing to the Global Fund. Puts own perceived entitlement before the good of the organisation. People Leadership Demonstrates scepticism about the Fund s core mission. Speaks critically about the organisation to external people. Rarely contributes to the Global Fund outside of role, missing opportunities to enhance its reputation. Shares passion about the Fund s core mission across the organisation and externally. Pro-actively contributes to the reputation of the Global Fund outside of role generating a positive impact on external organisations and communities. Inspires others to be passionate about the Global Fund s core mission. Makes a significant contribution to the reputation of the Global Fund in external organisations and communities. Scope: Creates a strategic vision and the right culture to inspire others to succeed; drives skills development for the organisation. Inspires external bodies to be passionate about the Global Fund s core mission. Makes a significant and lasting contribution to reputation of the Global Fund in external organisations and communities. Actions negatively affect the commitment, motivation or effectiveness of an individual or team. Not able to inspire or influence others to follows their ideas or vision. Actions contradict the Values and set a poor example. Takes no responsibility for progressing team performance. Does not develop the skill base even in the function. Does not inspire or create a vision. Struggles to inspire or influence others to follow their ideas or vision. Some actions contradict the Values. Avoids addressing performance improvement situations. Management support or action is ineffective or wrongly timed. Provides unconstructive feedback or avoids providing feedback, or helping to develop others. Creates a strategic vision and culture, makes the vision personal to inspire people and translates strategy. Communicates, negotiates and influences within a complex and challenging environment. Behaves constructively during difficult times, supportively addressing employee concerns, and encouraging constructive reviewing, rather than blaming. Develops a framework for achieving the strategy, sets and manages the appropriate goals and critical success factors. Drives skills development for the organisation. Understands the organisation s strengths, weaknesses, culture and structure and uses this to develop a compelling vision and strategy and principles. Successfully plans communication and influencing to handle ambiguity. Is a role model, epitomises Values in all behaviors, is widely respected as a good leader. Develops KPIs that are aligned across functions and complement collaboration. Builds a learning organisation where development is embedded. Builds and communicates the organisation identity, spirit, values, morale and pride. Applies different influencing techniques to achieve significant outcomes for the organisation. Viewed as an inspiring, influential, visionary leader and role model both within and outside the Global Fund. Develops strategy that drives the organisation forward. Ensures talent management and people processes complement strategy.

6 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) Core Expertise Scope: Applies both professional and management skills effectively and facilitates knowledge acquisition and sharing for the team. Significant gaps in skill and knowledge limit effectiveness in delivering results or improving working methods. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness and scope. Needs to be reminded or instructed to keep skills up-to-date or developing. Does not take opportunities to contribute to new solutions. Sometimes does not share knowledge when it is appropriate to do so. Has all core expertise or skills necessary for role to achieve goals and facilitate the performance of the team. Seeks opportunities to develop expertise and skills without prompting. Maintains knowledge of relevant professional products and processes. Seeks opportunities to facilitate knowledge sharing within the team without prompting. Has credibility, is recognised internally as a knowledgeable professional or manager and is consulted outside team or department. Develops excellent professional skills that contribute to wide credibility. Develops and promotes processes and systems to encourage knowledge and skill transfer. Facilitates knowledge sharing across teams. Applies own expertise to make improvements for the benefit of the organisation. Develops leading-edge professional skills. Invests in systems for knowledge sharing across teams. Scope Helps the team deliver effectively and with integrity, facilitates good analytical thinking so the team delivers good, ethical decisions, and encourages innovation. Does not accept or implement necessary changes, blocks change. Is frequently late with decisions and/ or analysis is poor, negatively affecting the team. Generates anxiety or pessimism that has a serious impact on the mood of the team. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to introduce changes to functional practices. Is sometimes late with decisions or analysis is incomplete, inhibiting team performance. Sometimes speaks in such a way that generates anxiety or pessimism within the team. Is unaware of ethical practice or acts with prejudice against individual(s). Encourages the team(s) to develop innovative solutions, adapting and applying models models from outside the functional area to improve performance and develop ideas. Remains positive and takes difficult decisions promptly so that the team achieves. Maintains constructive relationships even under stressful conditions, manages own stress levels well and helps others to maintain a positive mindset. Acts as a role model for integrity and rewards the integrity of others. Encourages cross-functional innovative solutions. Remains positive and takes difficult decisions promptly so that the team succeeds in complex or stressful situations. Maintains constructive relationships even under stressful conditions, manages own stress levels well and helps others to maintain a positive mindset. Sets an excellent example of integrity and ethical practice across teams. Drives innovative thinking across groups. Takes effective strategic decisions, handling ambiguity and complexity well. Strikes a balanced culture where the focus is on results and where individuals and teams are recognised, respected and supported so that they can deliver confidently. Is acknowledged across teams for integrity and ethical practice.

7 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) Project Management Scope: Effectively plans and reviews significant projects, maintaining delivery even in uncertain and ambiguous circumstances. Fails to plan the project effectively so is frequently surprised by issues that could have been foreseen and avoided, and this negatively affects the project team. Some gaps in planning lead to issues for self and the project team that could have been foreseen and avoided. Effectively creates, prioritises and manages programmes of work and the implementation of significant plans across departmental boundaries, managing substantial resources and budgets well. Considers the impact of current and future external trends and sets objectives and measures that are aligned to strategic goals. Effectively plans, reviews and delivers critical activities, resources and budgets in highly complex circumstances. Effectively plans strategic functional projects and extensive budgets using best practice methodology. Negotiates, defines and communicates strategic objectives with measures (KPIs) that can be effectively integrated into or are already part of the governance and operating practice of the organisation so do not add bureaucracy. Responds negatively to change and does not support the project team when change occurs, affecting their capability to deliver. Is slow to accept change and may appear reluctant to help the project team adapt their efforts and approaches so they are disadvantaged. Manages functional change initiatives well, aligning demands with other Global Fund initiatives. Manages functional change initiatives so as to facilitate the delivery of the change in a way that constructively benefits own and other areas. Implements strategic organisational change ensuring processes are effective, well structured and implemented so as to deliver large scale strategic projects and initiatives. Ignores the needs and opinions of stakeholders, diminishing the capability of the project team in this area. Shows some reluctance to acknowledge the opinions of or meet the needs of stakeholders, setting a poor example for the project team. Understands the complexities of all stakeholders, prioritises and communicates their importance to the wider project team, supports the group in managing their expectations and resolving differences, formalises communication via an agreed Communication Plan. Supports the project team in handling highly contentious stakeholder relationships and meetings effectively, bringing the relationships to a manageable level so engagement can be planned and managed well. Manages internationally significant stakeholders and sets organisational policy for stakeholder management, ensuring it takes place in line with the Global Fund mission, values, policies, and governance. Takes limited responsibility for progressing project team performance. Does not effectively or constructively monitor the project team so necessary performance improvement is not achieved. Monitors complex projects to ensure multiple resources within a matrix structure are effectively used and takes action to ensure priorities, strategic plans and goals are realised. Accurately forecasts critical performance appropriately judging the organisational context. Is insightful in forecasting and monitoring progress in ambiguous and problematic situations so problems are avoided and deadlines and quality achieved when they would have otherwise been threatened. Monitors strategic projects, forecasts wisely to ensure organisational resources are effectively used and communication of priorities is appropriate across functions, and takes action to ensure priorities, strategic plans and goals are realised.

8 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) Working with Others Scope: Ensures that the team works collaboratively with each other and with other teams, resolving conflict within and across teams and groups. Creates some barriers damaging some important relationships. Is often perceived as uncooperative by groups or peers, working in isolation from others or withholding support. Often blames colleagues, employees, external bodies or people. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Speaks critically of others dismissing their ideas, overruling their contribution and not listening. Global Fund Mindset Has some difficult relationships with own peers and does not prioritise relationships with other parts of the organisation. Discourages the team from working with others e.g. by unreasonably withholding resources. Sometimes unfairly blames others or other groups. Sometimes appears disrespectful of others or demonstrates a lack of consideration. Sometimes forgets to consult others or ignores their ideas, opinions and feelings, unaware or ungrateful for their help. Builds trust based relationships with both internal and external partners, ensures the team builds relationships within the team and with other teams. Makes team aware of the needs of other groups and encourages them to meet those needs whilst presenting their own needs assertively and confidently, so differences can be resolved. Always shows others respect and consideration in a way that serves as a visible benchmark for the team. Speaks positively about other teams encouraging others to trust them and resolve problems, rather than blaming. Sets an example of strong working relationships with own peers and generates opportunities for relationship building for the team with other teams. Pro-actively brings people together across groups to find solutions to issues. Resolves conflict across teams and groups. Treats others with respect and consideration in a way that is a benchmark for others in the team. Maintains commitment to values and standards even in difficult situations. Consistently highlights the importance of strong relationships as a way of working and is a role model to others of achieving this. Creates collaborative, win-win goals between different parts of the organisation. Encourages networks across the organisation and with partners. Treats others with respect and consideration in a way that is a benchmark for others outside own team across the organisation. Scope: Sets a positive example to others, across functions and externally, of commitment, good judgment and of acting in the interests of the Global Fund at all times, ensuring that others within the team do so as well. Demonstrates poor judgement that fails to identify or balance risk and impact within the team s area of accountability. Ignores ethical practices. Is careless with the organisation s resources leading to unnecessary waste. Demonstrates indifference to Global Fund s core mission. Prevents the team from properly contributing to the Global Fund. Puts own perceived entitlement before the good of the organisation. Struggles to exercise good judgement that identifies and balances risk and impact e.g. unaware of some ethical practices. Generates some unnecessary waste in resources. Demonstrates scepticism about the Fund s core mission. Unfairly criticises the organisation. Rarely contributes to the Global Fund outside of role, missing opportunities to enhance its reputation. Exercises sound judgement and correctly seeks a balance between impact, risk mitigation and appropriate Differentiation that all affect the team s accountability and resourcing. Communicates ethical standards and governance relevant to own team and ensures that the team follows standards at all times. Demonstrates passion about the Fund s core mission through behaviors and commitment that positively affects others and changes events and outcomes for the better. Speaks positively about the organisation as a means to resolve conflicts Pro-actively contributes to the reputation of the Global Fund outside of role generating a positive impact for the organisation. Exercises excellent judgement to identify and seek a balance between impact, risk mitigation and appropriate Differentiation that affect the team s area of accountability. Takes responsibility for the effect the organisation has on others in difficult circumstances, balancing risks to ethical standards from conflicts of interest. Shares passion about the Fund s core mission within the team and externally. Makes a significant contribution to the reputation of the Global Fund outside of role generating a very positive impact for the organisation. Sought out for excellent judgement in identifying and seeking a balance between impact, risk mitigation and appropriate Differentiation that affect the team s area of accountability. Develops ethical standards and governance relevant to own team and ensures that they follow standards at all times. Inspires others to be passionate about the Global Fund s core mission. Makes a significant and lasting contribution to the reputation of the Global Fund outside of role generating a sustainably positive impact for the organisation.

9 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) People Leadership Scope: Provides clear direction that others follow and helps the team to be successful, using different leadership styles to generate confidence and manage the performance and development of others. Actions negatively affect the commitment, motivation or effectiveness of an individual or team. Not able to inspire or influence others to follows their ideas or vision. Actions contradict the Values and set a poor example. Takes no responsibility for progressing team performance. Avoids providing feedback or helping others to perform or develop and/ or provides unhelpful feedback. Struggles to inspire or influence others to follow their ideas or vision. Some actions contradict the Values. Does not clarify direction or constructively motivate the team. Avoids addressing performance improvement situations. Management support or action is ineffective or wrongly timed. Provides feedback or advice only when asked. Is able to inspire and influence others to follow their ideas or vision. Builds and motivates a team to make best use of members abilities, balancing task/ people. Helps the team create and operate consistent Values, and handles strong personalities, stimulating constructive reviewing, rather than blaming. Provides clear direction, roles and responsibilities and empowers others. Provides constructive upward feedback, holds the team accountable, solves team performance problems and handles performance improvement situations well. Takes the initiative to help others develop providing regular feedback, and development. Demonstrates confidence and trust in others, builds team goals, identity, spirit. Plans and adapts approach, using different leadership or influencing styles to manage performance or conflict. Is widely respected as a good leader, modeling Values consistently. Clearly interprets KPIs and targets, aligning them to roles and responsibilities. Helps unblock problems in performance and personal blockages to development. Builds a highly motivated and engaged team during difficult circumstances. Viewed as an inspiring influential and visionary manager and role model. Inspires trust in Global Fund values. Uses KPIs and targets to constructively drive team improvement. Sought out as a mentor to help individuals and teams reach their career and performance potential.

10 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) Core Expertise Scope: Works across a broad functional scope; sets an example of professional skills, knowledge and standards for the function. Facilitates knowledge sharing for the function. Significant gaps in skill and knowledge limit effectiveness in delivering results or improving working methods. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness and scope. Does not take opportunities to contribute to new solutions. Needs to be reminded or instructed to keep skills up-to-date or developing. Sometimes does not share knowledge when it is appropriate to do so. Has all core expertise or skills necessary for role to ensure project deliverables are realistic and are met. Improves day-to-day working practices by applying skills, knowledge and experience. Uses role related expertise to develop new solutions. Carries out tasks at an advanced skill level. Keeps up with new developments and looks for practical applications of the latest advances in own area of expertise. Seeks opportunities to share expertise or skills between teams and departments without prompting. Uses job related skills and knowledge to define best practice. Has credibility, is recognised internally as an expert and is consulted as a resource outside team or department. Develops excellent professional skills that contribute to wide credibility. Contributes to or delivers learning events as a subject matter expert. Develops and promotes processes and systems to encourage knowledge and skill transfer. Sets leading-edge professional standards for the organisation. Applies own expertise to make improvements for the benefit of the organisation. Has credibility, is recognised externally as an expert, defines best practice and is consulted as a resource outside the organisation. Develops leading-edge professional skills. Uses a network of relationships to develop expertise, gain information and benchmark external practices. Scope: Works effectively within own specialist area, is innovative, resilient and ensures ethical practice. Does not accept changes to functional practices. Is frequently late with decisions, decisions are too short-term in focus and/or analysis is poor. Always gives up when the situation calls for extra effort, speaks in a way that brings down the mood of the group. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to accept changes to functional practices. Is sometimes late with decisions, decisions are too short-term in focus and/or analysis is incomplete. Sometimes gives up in situations where extra effort or tenacity is required, this could negatively affect colleagues. Is unaware of ethical practice or acts with prejudice against individual(s). Grasps big picture issues, anticipates and stays up-to-date with new technology/ functional trends and generates creative solutions within the function. Looks ahead to consider longer term implications of a decision, applies good, systematic, analytical thinking to functional decisions, explains decisions clearly Responds to tough challenges, is prepared to move out of comfort zone. Acts as a role model for integrity, influencing ethical decision making within specialist area. Produces and designs innovative solutions for the function. Is generally decisive and applies good analytical thinking to complex functional decisions, taking a long-term perspective. Maintains constructive relationships even under stressful conditions, manages own stress levels well and helps others to maintain a positive mindset. Sometimes sets an excellent example of integrity that influences across functions and sets functional standards of ethics. Consistently leads innovative cross-functional solutions on behalf of the function. Applies complex analytical thinking to deliver difficult functional decisions that require a strategic approach. Generates an overall positive mindset that is infectious to colleagues outside the function, helping others to remain optimistic even under very stressful conditions. Consistently sets an excellent example of integrity impacting across functions and sets functional standards of ethics.

11 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) Project Management Scope: Effectively plans and reviews projects involving other people; maps stakeholders and engages them throughout the whole project lifecycle, explains changing priorities to others and enables them to respond well. Is slow to act and personal time management is poor and affecting the ability of others to deliver. Has some difficulties with time management; can appear disorganised, affecting the ability of others to deliver. Prioritises tasks and use of resources e.g. runs effective meetings/communications so as to reliably meet deadlines. Prioritises critical projects involving significant functional resources, reliably meets deadlines and runs contentious meetings effectively Consistently delivers critical projects requiring complex planning, handling ambiguity and involving significant functional resources. Fails to plan work effectively so is frequently surprised by issues that could have been foreseen and avoided, and this negatively affects others. Responds negatively to change and does not reprioritise when change occurs, affecting the work of others. Some gaps in planning lead to issues for self and others that could have been foreseen and avoided. Is slow to accept change and may appear reluctant to reprioritise efforts and approaches so others are disadvantaged. Effectively prepares and plans for situations that affect others, identifying drivers, constraints, interdependencies, goals, accountabilities, tasks, measures and deadlines for others and building these into the plan; communicates decisions and what resources are available. Explains the functional context for change to others and encourages them to accept it, minimises the effect of change on delivery by building in and employing back-up plans. Prioritises and plans work in such a way that often achieves increased productivity within the team e.g. clarifies levels of authority, gives relevant information and supports those carrying out delegated tasks. Has taken a lead in managing a functional change initiative, aligning demands in the team so the change is successful. Effectively creates, prioritises and manages programmes of work and the implementation of significant plans across departmental boundaries, managing substantial resources and budgets well. Manages functional change initiatives well, aligning demands with other Global Fund initiatives. Ignores the needs and opinions of stakeholders. Shows some reluctance to acknowledge the opinions of or meet the needs of stakeholders. Identifies and involves all stakeholders throughout, clarifying their expectations and resolving differences, keeping them up to date using a well-structured Communication Plan. Helps others to understand stakeholders, clarifying and explaining their expectations so differences are avoided, keeping the team up to date using a well-structured Communication Plan. Understands the complexities of all stakeholders, prioritises and communicates their importance to the wider team, supports the group in managing their expectations and resolving differences, formalises communication via an agreed Communication Plan. Complains about targets to others and does not encourage others to try to achieve them. Does not follow progress within the function and takes limited appropriate corrective action when delays arise. Monitors completion and quality of others work and takes corrective action to ensure priorities are met, using systems software and paper-based - to manage resources and maximise efficiency, working effectively within a matrix structure. Works extremely well within the matrix structure and is able to take corrective action to integrate and achieve deadlines and tasks even where there is some ambiguity caused by it. Monitors complex projects to ensure multiple resources within a matrix structure are effectively used and takes action to ensure priorities, strategic plans and goals are realised.

12 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) Working with Others Scope: Works well across a network of contacts and sets an example of cooperation for the function, involving others and understanding what is important to other groups. Breaks trust with others, damaging some relationships that are important to the function s success. Is often perceived as uncooperative by groups who need to work with the function, working in isolation from others, withholding functional support. Often blames colleagues and members of other groups or teams. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Dismisses the ideas of others, overruling their contribution and not listening or speaking critically of others contribution. Global Fund Mindset Struggles to develop strong relationships with those who interact with the function. Shows some reluctance to cooperate with others to find solutions to issues. Sometimes unfairly blames others or other groups. Does not always share ideas, or offer support and help when it is needed. Sometimes appears disrespectful of others or demonstrates a lack of consideration. Sometimes forgets to consult others or ignores their ideas, opinions and feelings, appears ungrateful for others help. Builds trust based relationships with both internal and external groups and partners and contributes to a good functional network. Takes into account the impact on other areas when taking decisions or actions, accepts others contribute differently and have varied values, needs, political positions and goals; builds on others contribution. Always treats others with respect and consideration even in difficult circumstances, focusing on resolving a problem, rather than blaming others. Considers the impact of own behavior on others and changes own views and behavior accordingly. Builds trust based relationships that are based on a good understanding of the roles of other parts of the organisation and external partners. Pro-actively involves others to find common goals and solutions and find new ways of working collaboratively. Generates ways of improving communication with other groups. Treats others with respect and consideration in a way that is a benchmark for others. Consistently demonstrates an understanding of what is important to others and factors this into decisions. Fosters relationship building across the function and with a wide range of other groups. Pro-actively brings people together across groups to find solutions to issues. Resolves conflict across teams and groups. Generates mechanisms for working across teams. Treats others with respect and consideration in a way that is a benchmark for the function. Maintains commitment to values and standards even in difficult situations. Scope: Sets a positive example to others, within the team and externally, of commitment, good judgment and of acting in the interests of the Global Fund at all times. Demonstrates poor judgement that fails to identify or balance risk and impact within the team s area of accountability. Ignores ethical practices. Is careless with the organisation s resources leading to unnecessary waste. Demonstrates indifference to Global Fund s core mission. Prevents the team from properly contributing to the Global Fund. Puts own perceived entitlement before the good of the organisation. Struggles to exercise good judgement that identifies or balances risk and impact e.g. unaware of some ethical practices. Generates some unnecessary waste in resources. Demonstrates scepticism about the Fund s core mission. Unfairly criticises the organisation. Rarely contributes to the Global Fund outside of technical area, missing opportunities to enhance its reputation. Exercises sound judgement to identify, then correctly seek a balance between impact and risk mitigation in own function. Is aware of ethical standards and governance relevant to own professional area and follows standards at all times. Demonstrates passion about the Fund s core mission through behaviors and commitment that positively affects colleagues. Speaks positively about the organisation, especially when difficulties arise. Pro-actively contributes to the reputation of the Global Fund outside of technical area generating a positive impact for the organisation. Exercises excellent judgement to identify and correctly seek a balance between impact and risk mitigation. Communicates ethical standards and governance relevant to own professional area and follows standards at all times. Shares passion about the Fund s core mission within the function and externally. Makes a significant contribution to the reputation of the Global Fund outside of technical area generating a very positive impact for the organisation. Sought out for excellent judgement in identifying and correctly seeking a balance between impact and risk mitigation. Develops ethical standards and governance relevant to own function and ensures that others follow standards at all times. Inspires others to be passionate about the Global Fund s core mission. Makes a significant and lasting contribution to the reputation of the Global Fund outside of technical area generating a sustainably positive impact for the organisation.

13 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) People Leadership Scope: Acts constructively, sets a positive example through own behavior and actions and supports colleagues in the function to perform well. Discourages or is pessimistic about likely success. Not able to inspire or influence others to follow their ideas Sometimes appears unsure and lacking in confidence. Struggles to motivate, inspire or influence others to follow their ideas. Is able to inspire and influence others to follow their ideas. Communicates confidently and constructively in difficult situations. Constructively challenges or confronts others, expressing own needs confidently and assertively, even when they might be different or unpopular. Uses communication skills to facilitate difficult meetings and communicate complex ideas and influence others within a complex and challenging environment. Actions contradict the Values and set a poor example. Some actions contradict the Values. Sets a positive example of Values in the function through own behavior and actions, is trusted and respected by others. Sets a positive example of Values through own behavior, is trusted and respected across the function and in associated areas. Is seen as a role model by others within the Global Fund. Complains about targets to others and does not encourage others to try to achieve them. Does not follow progress within the function and takes no appropriate corrective action. Helps to clarify that people know what is expected of them and how they fit in. Provides constructive upward feedback and suggests team improvements when asked. Monitors results within the function and takes appropriate corrective action. Sets standards, encourages everyone to contribute. Clarifies levels of authority, gives relevant information and supports those carrying out delegated tasks. Interprets the strategic vision and explains how others roles link to the bigger picture. Drives functional improvements in performance. Indifferent to providing feedback or helping others develop. Provides unconstructive feedback. Provides constructive feedback and coaches individuals. Takes initiatives to help individuals and the functional teams to develop. Sought out by others for help to develop. Drives learning within the function.

14 Individual Contributor (examples: Analyst (Finance, Travel etc.), Resource Mobilisation Officer, Program Officer) Core Expertise Scope: Demonstrates role related skills and knowledge to deliver results and participates in knowledge sharing. Significant gaps in skill and knowledge limit effectiveness. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness. Needs to be reminded or instructed to keep skills up-to-date or developing. Sometimes does not share knowledge when it is appropriate to do so. Has all core expertise or skills necessary for role to achieve goals Demonstrates sound knowledge of relevant products and processes. Seeks opportunities to develop expertise and skills without prompting. Seeks opportunities to share expertise or skills without prompting. Uses own experience and expertise to ensure all deliverables are realistic and are met. Demonstrates job related skills and knowledge to improve working methods. Adapts knowledge and skills from one context to another. Develops strong professional skills that contribute to wide credibility. Co-operates with initiatives to share and manage knowledge. Scope: Works effectively within own role, is proactive, results focused and acts ethically. Carries out tasks at an advanced skill level, beyond expectations for the level. Keeps up with new developments and looks for practical applications of the latest advances in own area of expertise. Actively helps people to share knowledge between teams and departments. Does not accept improvements in work practices. Is frequently late with decisions and/ or analysis is poor. Always gives up when the situation calls for extra effort. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to accept improvements in work practices. Is sometimes late with decisions or analysis is incomplete. Sometimes gives up in situations where extra effort or tenacity is required. Is unaware of ethical practice or acts with prejudice against individual(s). Quickly identifies issues in own work & able to generate creative, practical solutions. Is proactive, recognises and acts when something needs doing, takes responsibility for analysing and solving problems. Shows determination and tenacity when facing problems, does not give up easily. Always demonstrates integrity, showing consistency between words and actions. Grasps big picture issues, anticipates and stays up-to-date with new trends. Is generally decisive, takes the initiative to solve problems with impact beyond role. Responds to tough challenges, is prepared to move out of comfort zone. Sets an example of integrity that influences others. Produces innovative solution(s) that help outside own area. Problem solving skills are excellent and voluntarily tackles very complex problems. Shows determination and tenacity over an extended period, maintaining a positive outlook that keeps others positive too. Consistently sets an excellent example of integrity that influences others.

15 Individual Contributor (examples: Analyst (Finance, Travel etc.), Resource Mobilisation Officer, Program Officer) Project Management Scope: Organises self, tasks and projects well, considers stakeholders and delivers results efficiently and on time. Is slow to act, or personal time management is poor. Fails to plan work effectively so is frequently surprised by issues that could have been foreseen. Responds negatively to change and does not reprioritise when change occurs. Consistently fails to deliver. Working with Others Has some difficulties with time management; can appear disorganised. Some gaps in planning lead to issues that could have been foreseen. Is slow to accept change and may appear reluctant to reprioritise efforts and approaches. Does not follow progress and takes no appropriate corrective action to ensure own deadlines and standards are met. Effectively manages own time, responds promptly, keeps diary up to date, schedules and prioritises to ensure urgent and important tasks are completed within deadlines. Prioritises and plans work, considering appropriate levels of detail, resources, stakeholders, logical steps, dependencies and contingencies, setting SMART objectives to direct own efforts and structure tasks and projects. Accepts and adapts well to changes and ambiguity, maintaining effectiveness. Monitors progress, maintains essential records, reviews forecasts, reports accurately and takes corrective action to ensure priorities and levels of quality are met. Delivers ahead of time and extremely efficiently because of organising and time management skills. Prioritises and plans own work in such a way that actively helps colleagues to plan and manage their own workload e.g. by organising own deadlines and handovers to meet their needs. Helps others to accept change by explaining its rationale and managing its impact so colleagues maintain effectiveness. Helps others to monitor their progress, and take corrective action to ensure team priorities and levels of quality are met. Delivers ahead of time and extremely efficiently and organising and time management skills are relied upon or regarded as exceptional by others. Effectively prepares and plans for situations that affect others, identifying drivers, constraints, interdependencies, goals, accountabilities, tasks, measures and deadlines for others and building these into the plan. Explains the functional context for change to others and encourages them to accept it, minimises the effect of change on delivery by building in back-up plans. Provides a monitoring function for the team, suggesting ways of reporting that save time and are more efficient for all. Scope: Builds trust based relationships with immediate colleagues and those who interact with the individual on a regular basis; co-operating with others, showing respect and consideration. Breaks trust with others, damaging some relationships. Is often perceived as uncooperative by others e.g. working in isolation or withholding needed support. Often blames colleagues and others outside the team. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Dismisses the ideas of others, overruling their contribution and not listening or speaking critically of others contribution. Struggles to develop strong relationships outside of immediate peers. Shows some unwillingness to cooperate with others, share ideas, or offer support and help when appropriate. Sometimes unfairly blames others or other groups. Sometimes appears disrespectful or inconsiderate. Sometimes forgets to consult others or ignores their ideas, opinions and feelings. Sometimes appears unaware of others help or ungrateful for it. Builds trust based relationships with both internal and external colleagues and partners. Is co-operative, works with others to identify common goals and find solutions to issues; shares ideas, offers support and asks for help when appropriate. Always shows respect and consideration for others. Seeks others ideas, opinions and feelings in a sincere way and listens and acknowledges others. Builds noticeably strong, lasting, trust-based relationships. Pro-actively draws on others to find solutions to issues and communicate. Accepts responsibility for own mistakes and tries to help others who have made mistakes. Acts constructively in difficult circumstances. Considers the impact of own behavior on others and changes own views and behavior accordingly. Sincerely praises others. Develops strong, trust-based relationships beyond role Pro-actively involves others to find common goals and solutions and find new ways of working collaboratively. Generates ways of improving communication. Treats others with respect and consideration generating trust in them. Consistently speaks positively about others demonstrating an understanding of what is important to others and factoring this into decisions.

16 Individual Contributor (examples: Analyst (Finance, Travel etc.), Resource Mobilisation Officer, Program Officer) Global Fund Mindset Scope: Demonstrates commitment to the mission and good professional judgment, acting in the interests of the Global Fund at all times within own area of responsibility Makes poor or unethical decisions, not able to explain the rationale clearly. Is careless with the organisation s resources leading to unnecessary waste. Demonstrates indifference to Global Fund s core mission. Speaks negatively about the organisation to others. Puts own perceived entitlement before the good of the organisation. People Leadership Makes some poor decisions, or is unaware of some ethical practices. Generates some unnecessary waste in resources. Demonstrates scepticism about the Fund s core mission. Unfairly criticises the organisation. Rarely contributes to the Global Fund outside of role. Exercises sound judgement to identify then correctly seek a balance between impact and risk mitigation in own responsibilities. Handles the organisation s resources with appropriate care. Demonstrates passion about the Fund s core mission through behaviors and commitment. Speaks positively about the organisation. Pro-actively contributes to the reputation of Global Fund outside of role. Scope Acts constructively and sets a positive example through own behavior and actions. Demonstrates sound judgment and makes correct decisions, in difficult circumstances, balancing the risks clearly. Seeks out opportunities to reduce waste or derisk situations. Shares passion about the Global Fund s core mission. Regularly contributes to the Fund outside of role. Demonstrates sound judgment and makes correct decisions, in difficult ethical circumstances, balancing the risks clearly. Encourages others to reduce waste or spot risk and be careful with the organisation s resources. Inspires others to be passionate about the Global Fund s core mission. Makes a significant contribution to the Global Fund outside of role. Often appears unsure and lacking in confidence or fails to present a reasonable case or influence others. Actions contradict the Values and set a poor example. Sometimes appears unsure and lacking in confidence or lacks impact in presenting a reasonable case when it is necessary to influence. Some actions contradict the Values. Is able to inspire and influence others to follow their ideas. Presents self positively and communicates assertively. Sets a positive example of Values, in the team and with colleagues in other areas, through own behavior and actions, is trusted and respected by colleagues. Expresses own needs, opinions and feelings assertively and allows others to do the same. Sets a positive example of Values through own behavior and actions, is trusted and respected within the wider team. Communicates confidently and constructively in different & difficult situations. Sets a positive example of Values through own behavior, is trusted and respected within the function.