COMPETENCY
FRAMEWORK
INCLUSIVE AND SUSTAINABLE INDUSTRIAL DEVELOPMENT
Our UNIDO Identity is strengthened when
We Share Common Values
And We Live by them
We Display the Desired Behaviors
And We are Role Models
2
Table of Contents
Why a Competency Framework? ............................................................................................... 4
Who Are We at UNIDO? ............................................................................................................ 4
How Do We Position Ourselves for Success?.............................................................................. 4
What Do We Stand For at UNIDO? ............................................................................................ 5
How Can We Reinforce Our Values and Behaviors? ................................................................... 6
What We Should Not Forget? .................................................................................................... 6
A. Core Values .......................................................................................................................... 7
1. We Live and Act with Integrity .................................................................................................................. 7
2. We Show Professionalism ........................................................................................................................ 7
3. We Respect Diversity................................................................................................................................. 8
B. Key Competencies................................................................................................................10
1. We Focus on People ................................................................................................................................ 10
2. We Focus on Results and Responsibilities ............................................................................................... 11
3. We Communicate and Earn Trust ........................................................................................................... 12
4. We Think Outside the Box and Innovate ................................................................................................. 13
C. Managerial and Leadership Competencies ............................................................................15
1. We are Strategic, Decisive, Principled and Inspirational ........................................................................ 15
2. We are Inclusive and Accountable .......................................................................................................... 16
3. We are Multi-dimensional and Transformational .................................................................................. 17
4. We are Collaborative and Co-creative .................................................................................................... 18
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Why a Competency Framework?
1.
In this challenging and fast-changing world, we, as members of the UNIDO family and part
of the United Nations (UN) system, have been entrusted with great responsibilities and we need to
join forces to work as one unified team.
2.
The 2030 Agenda promises a major leap towards a more sustainable future for us all. Our
shared purpose is to contribute to a better life and a better planet to pass on to our next
generations. Essential to our success will be an understanding of what we stand for and to deliver
on our promises.
3.
We, as a UN agency that promotes industrial development to reduce poverty, to have
inclusive globalization and to sustain our environment, are excited to help implement the
Sustainable Development Goals. However, UNIDO, our organization, can only go so far as we, its
people, take it. Our greatest strength and the key to our success are our people. UNIDO is Us.
4.
As human beings, we can only give our best effort if we have a true supportive organizational
culture and work environment. The UNIDO Competency Framework is both a call for self-awareness
and a call for improvement for all of us. It serves as a basis and a reminder of what binds us and
brings us together, despite our individual differences. It represents also the ground on which we
need to build the most supportive environment for us all. When we share the values and collectively
display the behaviors as a family, we build our culture and establish our identity.
Who Are We at UNIDO?
5.
What does it mean to be a UNIDO employee? What do we all have in common? Regardless
of our role or contractual status, we are UNIDO employees bounded by a common purpose rooted
in the UN Charter, the UNIDO Constitution, our mandate and even beyond that, our beliefs. No
matter where we are and what we are doing, our common purpose is to promote industrial
development for poverty reduction, inclusive globalization and environmental sustainability across
the world. This is our UNIDO identity.
How Do We Position Ourselves for Success?
6.
As we go about our daily work, we need to promote a culture where we all share and live
our organizational core values and behave in ways which are crucial to achieving our goals, both as
individuals and as one united team. Individual behaviors are the first building blocks of
organizational culture and we must work to align them with mind-sets and attitudes. At UNIDO we
expect excellence in both character and professionalism, without the need for any formal
compliance instrument. We should inspire each other, and give our best effort when working
together.
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7.
Our Core Values are those deeply rooted in each one of us, that evolve in motivation and
behaviors and that make us one unified team. We all share them and hold them dearly; they are
the foundation on which we carry ourselves.
8.
Our Key Competencies are the combination of skills, attributes and behaviors that are
essential for us to be successful in our mission.
9.
In addition, we have Managerial and Leadership Competencies that define those who
manage and lead us and who can influence our success as an Organization.
What Do We Stand For at UNIDO?
10.
At UNIDO, we have a total of three core values, four key competencies including additional
expected behaviors for those of us with supervisory responsibilities and four managerial and
leadership competencies. These core values and competencies define us and our organizational
culture.
11.
Our 3 Core Values listed below, are timeless and universal principles that apply to all of us
in the UN family. They are not only required from us, but we also embody them and stand up for
them. We are the first defenders of these values, which represent the essence of who we are and
of our UNIDO identity.
1. We live and act with Integrity
2. We show Professionalism
3. We respect diversity
12.
Our 4 Key Competencies listed below are key skills, attributes and behaviors that also apply
to us all and are important elements for our success.
1.
2.
3.
4.
We focus on people
We deliver our results and responsibilities
We communicate and earn trust
We think outside the box and innovate
13.
These key competencies are then extended with additional key behaviors for those of us
with supervisory responsibilities. Supervisors are responsible for aligning the goals of their
supervisees with the goals of their organizational unit and for setting specific results for the
individuals.
14.
Within UNIDO’s organizational management structure, a group of staff is expected to
manage and lead other teams to achieve the mandates of their Departments, Offices or our Country
presences. Furthermore, they are also leaders in the United Nations System and are expected to
exhibit Leadership Competencies required to support Member States in implementing the 2030
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Agenda. They are expected to demonstrate the following 4 Managerial and Leadership
Competencies:
1.
2.
3.
4.
We are strategic, decisive, principled and inspirational
We are inclusive and accountable
We are multi-dimensional and transformational
We are collaborative and co-creative
How Can We Reinforce Our Values and Behaviors?
15.
We should all strive to be UNIDO role models by living our core values and demonstrating
proficiency in our relevant competencies. In addition to uniting us all to build a UNIDO-wide
organizational culture within the United Nations family, we need to look out for these values and
competencies in the people that we recruit. Moreover, we need to reinforce them when striving
for self-development, planning our careers and managing our performances.
16.
Sometimes certain situations require us to take a larger role and shoulder more
responsibility. In such cases, we are expected to rise up to the occasion and display relevant
supervisory, managerial or leadership behaviors, regardless of our regular set of responsibilities.
17.
This type of continuous achievement and loyalty to the cause of UNIDO will be recognized
and rewarded.
18.
Conversely, when improvement is needed, efforts will be made to facilitate and provide the
opportunity for ongoing performance improvements.
What We Should Not Forget?
19.
The Competency Framework is not a standalone document to be read once, but is the
essence of a continuous improvement and transformation process that impacts our work and our
planet.
20.
We not only respect these values and principles, but we choose to actively exemplify them,
in our own lives and work.
21.
At UNIDO, we are not a collection of individuals, we are one united whole. We need to break
down the mental barriers between departments and embrace a new way of working together. This
all starts from our shared values and behaviors while focusing our effort in pursuing decent work,
economic growth, sustainable development and gender equality .
22.
Our UNIDO identity is the synergy of our values, our behaviors, our personal commitment,
our relationships and our work.
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23.
The UN and UNIDO have been called upon to lead. This is why we need to realize more than
ever, that we are privileged to be here to serve.
A. Core Values
All Staff
1. We Live and Act with Integrity
To contribute towards a better world, it is essential to our success that we work honestly, openly
and impartially. This means that:
i.
We act in accordance with and defend the Standards of Conduct for International Civil
Servants and our Code of Ethical Conduct which serve to protect us
ii.
iii.
We are fully committed to UNIDO and our mandate
We act in our organization’s best interest and not be concerned about our own personal
gain
iv.
We act in accordance with our organization’s Constitution, Staff Regulations and Rules
v.
We show personal commitment to mutually agreed goals, take ownership for our
responsibilities and honor our commitments
vi.
In decision-making, we resist inappropriate and unjustified pressure
vii.
We don’t abuse our power or authority
viii.
We stand by decisions that are in our organization’s best interest even if they are
unpopular
ix.
When unprofessional or unethical behavior i.e. any violation of human rights takes place,
we take appropriate and immediate action
x.
We are consistent in what we say and do
2. We Show Professionalism
It is our responsibility not only towards our organization but towards the entire world to work
hard and competently in a committed and responsible manner. This is why we realize that:
i.
We promote a positive image of our organization
ii.
We show professional competence and be knowledgeable about our area of work
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iii.
We strive for excellence in all aspects of our work
iv.
We apply good work practices and solutions in our area of responsibility
v.
Our motivation is driven by professional rather than personal concerns
vi.
We share our knowledge and skills with other colleagues
vii.
We are diligent and efficient in achieving our results, meeting our commitments and
deadlines
viii.
When facing difficult problems or challenges, we show persistence
ix.
We remain calm and focused in abnormal or stressful situations
x.
To improve our performance, we keep developing our professional skills
3. We Respect Diversity
Variety and diversity are a necessity of life. Not only are we a human race from the same planet,
but we are all also vital parts of the same large family. We can only make an impact by working
together effectively, respectfully and inclusively, regardless of our differences in culture and
perspective. It is crucial that:
i.
We treat all people with dignity and respect, regardless of gender, nationality, religion,
culture and ethnical background
ii.
We treat all people with respect regardless of lifestyle, sexual orientation or social
background
iii.
We treat all staff with respect regardless of category, grade, contractual status, function,
or hierarchical level
iv.
We show respect for and understanding of diverse points of view, and demonstrate this
understanding by e.g. working effectively with all people
v.
We examine our own (conscious and unconscious) biases, prejudices and behaviors to
avoid stereotypical responses
vi.
We do not discriminate nor do we tolerate any discrimination against individuals or
groups
vii.
We do not show favoritism towards any individual or group
viii.
We contribute to a work environment free of harassment and abuse
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ix.
We respect others’ opinions and contribute to an environment free of judgement
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B. Key Competencies
All Staff
1. We Focus on People
“The whole is greater than the sum of its parts”, as Philosopher Aristotle put it. UNIDO is its
people; it is therefore vital that we all cooperate to fully reach our potential. This is true for our
colleagues as well as our clients. Emotional intelligence and receptiveness are vital parts of our
UNIDO identity.
All staff
i.
We seek to see things from the point of view of others
ii.
We consider the impact of our words and actions on others
iii.
We consider all those to whom our services are provided (internally or externally) as
“clients”
iv.
We identify our clients’ needs and match them to appropriate solutions
v.
We get feedback from our colleagues and our clients while aiming at a continuous
improvement of the services we provide to them
vi.
We keep our respective client informed of the status and progress
vii.
We meet our milestones and timelines as agreed with our client
viii.
We treat sensitive or confidential information appropriately
ix.
We handle conflict and disagreements with discretion and sensitivity
x.
To achieve our team results, we contribute actively and constructively to the work of our
team while sharing information and knowledge, proposing solutions, and putting the
good of our team ahead of our personal agenda
xi.
We give proper credit to others
xii.
We share credit for our team’s accomplishments and accept joint responsibility for our
team’s shortcomings
Additional points for staff with supervisory responsibilities
xiii.
We foster team spirit and cooperation, within and across functional units and motivate
our team members to achieve results
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xiv.
We make sure we effectively use the diverse skills and ideas of our team members to
achieve our organization’s goals
xv.
We ensure the safety and wellbeing of our members
xvi.
We foster an environment where substantive and interpersonal conflict can be
addressed and resolved in a constructive manner at an early stage before becoming a
more serious matter
xvii.
We monitor our clients’ requirements to anticipate problems and propose solutions
xviii.
We reward hard work and loyalty to the Organization
2. We Focus on Results and Responsibilities
To be successful, we have to focus on our results and responsibilities through planning, organizing
and managing our work effectively and efficiently. We need to be responsible and accountable
for achieving our results and meeting our performance standards. This accountability does not
end with our colleagues and supervisors, but we also owe it to those we serve and who have
trusted us to contribute to a better, safer and healthier world.
All staff
i.
We are aware of and contribute to our organizational priorities and objectives
ii.
We make sure that we correctly understand the tasks we have been assigned
iii.
We develop action plans that are consistent with the agreed goals
iv.
We first establish our priorities, then allocate appropriate amounts of time and
resources to each task
v.
We handle multiple tasks and complete our priorities effectively
vi.
We deliver results in a timely, cost-effective and high quality fashion respecting
framework, deadlines and milestones
vii.
We ensure that we achieve results with due respect for the regulatory framework
viii.
We monitor our progress and adjust our action plans as necessary
ix.
We keep colleagues informed
x.
We identify problems and solve them
xi.
We pay attention to details
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xii.
We take personal responsibility for our own shortcomings and make improvements
Additional points for staff with supervisory responsibilities
xiii.
We set clear and realistic objectives as well as assigning time, work and resources
according to tasks and objectives
xiv.
We accurately judge the amount of time and resources needed to accomplish a task
xv.
When planning, we anticipate risks and allow for contingencies
xvi.
We are transparent in allocating responsibility and holding colleagues accountable for
results
xvii.
We define and communicate our priorities and performance indicators
xviii.
We conduct effective meetings
xix.
We facilitate the delivery of effective and efficient services to all internal and external
clients of the team or work unit
3. We Communicate and Earn Trust
Communication is the main building block of our relationships with other colleagues and it
directly influences our work. We need to communicate effectively with one another and build an
environment of trust where we can all excel in our work.
All staff
i.
We place trust in our colleagues and join our efforts to create an environment of trust
ii.
We also earn the trust of our colleagues by trusting them, being honest and reliable, and
always using sound judgement
iii.
We interact respectfully and communicate successfully with colleagues and external
contact partners
iv.
We work collaboratively with one another to achieve our organizational goals
v.
We seek input by genuinely valuing others’ ideas and expertise, and be willing to learn
from them
vi.
We appreciate the perspective of others, listen to them and respond appropriately
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vii.
We ask questions to clarify our understanding and have two-way and open-minded
communication
viii.
We express our opinions, information, and solutions clearly and concisely in speaking
and writing
ix.
We tailor our language, tone, style and format to match the audience
x.
We give and receive constructive criticism
Additional points for staff with supervisory responsibilities
xi.
We create an environment where our staff express their opinion without fear or
repercussion
xii.
We seek the opinion and ideas of our staff
xiii.
We keep our staff informed of issues that affect them personally, the organization, or
the work unit
xiv.
We make sure we explain to our staff the reason behind our decisions while ensuring
they have sufficient information to be able to succeed in their tasks
xv.
We anticipate and prevent conflicts and misunderstandings
4. We Think Outside the Box and Innovate
Time and tide wait for no man. If we stop developing and innovating we will become obsolete.
To stay relevant, we need to continuously improve, support innovation, share our knowledge and
skills, and learn from one another. We are the first driver of change.
All staff
i.
We continuously look out for more effective and efficient solutions and ways of working
ii.
We reward “thinking out of the box” to solve problems or create opportunities
iii.
We actively seek to develop ourselves professionally and personally
iv.
We keep abreast of new developments in our own occupation/profession
v.
We share information, persuade others to consider new ideas, and contribute to the
learning of others
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Additional points for staff with supervisory responsibilities
vi.
We create a working environment that promotes space for innovative thinking and
experimentation
vii.
We encourage our staff to be creative and support them in taking reasonable risks and
in implementing innovative pilot activities
viii.
We implement practices that encourage innovation, learning and knowledge sharing
ix.
We identify knowledge and skill gaps, and provide learning and knowledge sharing
opportunities
x.
We facilitate knowledge transfer
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C. Managerial and Leadership Competencies
Staff with managerial and leadership responsibilities
1. We are Strategic, Decisive, Principled and Inspirational
As managers, we need to be strategic and fair in driving our team’s performance. As leaders, we
need to be a source of inspiration, stand for norms and standards established in the UN Charter
and be duty bound to defend these ideals with a principled approach.
As managers, we:
i.
Have a clear vision of the organization’s goals and priorities, communicate them well
internally and externally, and monitor their implementation
ii.
Provide a sense of direction and purpose when conveying our goals and priorities and
translate them into simple objectives and actions for them
iii.
Define roles, responsibilities, reporting lines and expectations, all within UN norms and
UNIDO standards
iv.
Gather relevant information before making a decision
v.
Make decisions based on all available information and check our assumptions against
the facts
vi.
Take into account the organizational and individual short and long-term consequences
of our decisions
As leaders, we:
vii.
Serve as a role model, lead by example and inspire loyalty to the Organization
viii.
Stand for something in UNIDO and its place in the system, and be duty-bound to
promote and protect the ideals of the UN within our work in UNIDO
ix.
Model the principles and norms of the UN, the Core Values and Competencies of UNIDO,
exhibiting them in all interactions with all those we work with and those we serve
x.
Not turn a blind eye to violations of human rights, crimes against humanity, corruption,
discrimination, environmental degradation and other abuses
xi.
Maintain a principled and constructive engagement with stakeholders on sensitive
issues and defend tough decisions
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2. We are Inclusive and Accountable
As managers, we have the responsibility for our teams’ results while creating a strong-performing
and united team. Additionally, we need to be inclusive in our approach and maintain constructive
engagement with all our stakeholders. As leaders, we are also global civil servants, who embrace
all personnel and stakeholders and are accountable mutually within UNIDO, within the system,
to beneficiaries and the public and beyond.
As managers, we:
i.
Involve and engage each team member regardless of category, grade, contractual status,
function, or hierarchical level. This includes e.g. making sure that roles, responsibilities,
reporting lines and expectations are clear
ii.
Delegate the appropriate level of responsibility, accountability and decision-making
authority while holding others accountable for achieving results related to their area of
responsibility
iii.
Set performance standards, monitor the progress and intervene at an early stage to
make sure the results are in accordance with the agreed-upon quality and timeframes
iv.
Support and coach our staff when they make mistakes; give them feedback; place
confidence in them and appraise their performance fairly
v.
Be ready to accept accountability not only for our own results but also for our team’s
vi.
Intervene promptly when conflicts arise
As leaders we:
vii.
Be inclusive and non-discriminatory in the course of our work
viii.
Embrace diversity as a strength meaning that we maximize gender and geographic
diversity while maintaining the highest standards of competence and integrity
ix.
Ensure accountability from others and ourselves while striving to form 360 degrees of
mutual accountability
x.
Reach out to those less likely to engage in group settings, facilitating multi-stakeholders
access and engagement
xi.
Embrace accountability as an opportunity for transparency, communication and learning
xii.
Recognize that our ultimate accountability is to the people we serve
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3. We are Multi-dimensional and Transformational
As managers, we need to go beyond conventional methods to help our organizational units
strengthen their own agility and adaptability to change. As leaders in the UN system, we must
have a vision which is integrated and engaged across the pillars of Peace and Security, Human
Rights and Development; and who leads transformational work in UNIDO.
As managers, we:
i.
Be able to redefine our approach to partnership building, strategy and systems-thinking
ii.
Identify strategic issues, opportunities and risks, and provide the necessary guidance to
our staff
iii.
Identify the key issues in a complex situation, come to the heart of a problem quickly
and identify leverage factors to accomplish maximum impact
iv.
Champion initiatives aimed at transforming the organization to be ready for the future
As leaders, we:
v.
Consider issues from multiple perspectives and beyond our area of expertise and be able
to step above immediate concerns to see the ‘big picture’
vi.
Champion the Sustainable Development Goals (SDGs) as a fully-integrated framework
where our UNIDO work fits into
vii.
Learn, access and shape new ways to connect cross-pillar knowledge and experience
viii.
Drive transformational changes in UNIDO through partnerships building, strategy and
systems-thinking
ix.
Be a role model for continuous reflection and learning while also being a driver for
innovations and positive changes
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4. We are Collaborative and Co-creative
As managers, we need to foster a team spirit that allows us to leverage synergies between
individual team members. We should create meaningful opportunities to hear the voices of those
around us, while realizing that only by working together can we accomplish our mission. As
leaders we must see the inter-dependency of imperatives of the UN Charter and personally
champion, in our work, a collaborative inter-agency, multi-stakeholders and cross-thinking
approach.
As managers, we:
i.
Show appreciation, reward achievements and effort, support development and career
aspirations, and support others when they make mistakes
ii.
Establish and maintain productive relationships to understand the parties’ needs
iii.
Involve others when making decisions that affect them
iv.
Make rational, timely and firm decisions, using consultative approaches where
appropriate
As leaders, we:
v.
Think holistically with an understanding of the inter-dependency of our mandate and
those of other UN organizations to achieve the SDGs and the imperatives of the UN
Charter
vi.
Collaborate within and beyond traditional organizational boundaries to get problemdriven solutions
vii.
Broker and build networks and partnerships to leverage the diverse contributions of all
stakeholders
viii.
Build context and issue-specific networks, coalitions and partnerships, providing a safe
collaborative space
ix.
Facilitate inclusive group processes to jointly analyze problems and co-create solutions
to achieve results
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