U nited N atio n s

Competencies
Future
fo r th e
It is my hope t hat compet encies will provide
us wit h shared language f or t alking , in concret e
t erms, about high perf ormance and managerial
excellence. I believe t hat a shared view of
t he st andards we are st riving t o achieve will
assist us in our cont inuing eff ort s t o prepare
t he Organizat ion t o meet t he challenges of
t he 21st cent ury.
Kofi Annan
Secret ary-General

Introduction to Competencies
In Bui l di ng t he Fut ure , t he Secret ary-General has i ndi cat ed t hat
t he Organi zat i ons great est st rengt hand t he key t o our successi s
t he qual i t y of our st af f and managers. He has st ressed t hat , t o capi t al i ze
on t hi s st rengt h, we need t o creat e an organi zat i onal cul t ure and
envi ronment t hat enabl es st af f t o cont ri but e t o t hei r maxi mum pot ent i al .
Experi ence i n ot her organi zat i ons has shown t hat when seeki ng t o creat e
a new cul t ure and bui l d human resources capaci t y f or t he f ut ure, i t i s
i mport ant t o def i ne organi zat i onal core compet enci est he combi nat i on
of ski l l s, at t ri but es and behavi ours whi ch are essent i al f or al l st af f as wel l
as t he addi t i onal manageri al compet enci es requi red by al l t hose who
manage ot hers. Once organi zat i onal compet enci es have been def i ned,
t hey can be used as a base on whi ch t o bui l d and st rengt hen ot her human
resources syst ems such as recrui t ment , pl acement , devel opment and
perf or mance apprai sal .
Accordi ngl y, a part i ci pat ory process, i nvol vi ng st af f and managers
t hroughout t he Secret ari at , was undert aken t o def i ne core and manageri al
compet enci es f or t he Uni t ed Nat i ons Secret ari at . Thi s bookl et has
been prepared t o i nf or m st af f of t he Uni t ed Nat i ons compet enci es f or
t he f ut ure, t o descri be how t hese compet enci es were arri ved at , t o
provi de exampl es of how t he compet enci es l ook i n act i on and t o i ndi cat e
how t hey wi l l be appl i ed i n t he Secret ari at .
The t er m compet ency ref ers t o a combi nat i on of ski l l s, at t ri but es and
behavi ours t hat are di rect l y rel at ed t o successf ul perf or mance on t he j ob.
Core compet enci es are t he ski l l s, at t ri but es and behavi ours whi ch are
consi dered i mport ant f or al l st af f of t he Organi zat i on, regardl ess of t hei r
f unct i on or l evel .
Manageri al compet enci es are t he ski l l s, at t ri but es and behavi ours
whi ch are consi dered essent i al f or st af f wi t h manageri al or supervi sory
responsi bi l i t i es.
What are competencies?
Def i ni ng compet enci es i s i mport ant bot h f or t he Organi zat i on and f or st af f .
Compet enci es are f orward-l ooki ng. They descri be t he ski l l s and at t ri but es st af f
and managers wi l l need i n order t o bui l d a new organi zat i onal cul t ure and
meet f ut ure chal l enges. They hel p organi zat i ons cl ari f y expect at i ons, def i ne
f ut ure devel opment needs, and do more f ocused recrui t ment and devel opment
pl anni ng. Compet enci es provi de a sound basi s f or consi st ent and obj ect i ve
perf or mance st andards by creat i ng shared l anguage about what i s needed
and expect ed i n an Organi zat i on.
Core and manageri al compet enci es are not speci f i c t o any occupat i on. One
coul d demonst rat e t he compet ency of t eamwork or cl i ent ori ent at i on ,
f or exampl e, i n perf or mi ng any j ob. Speci f i c t echni cal compet enci es are
not i ncl uded i n t he model of Uni t ed Nat i ons compet enci es f or t he f ut ure.
To compl ement t he core compet enci es, i ndi vi dual depart ment s may choose
t o def i ne f unct i onal compet enci es rel at ed t o t hei r respect i ve areas of work.
Why are competencies important ?
IInterviews
A s p a rt o f t h e p ro ce ss, i n t e rv i e w s w e re co n d u ct e d w i t h t h e D e p u t y S e cre t a ry -G e n e ra l
a n d t w e n t y -fo u r U n d e r-S e cre t a ri e s-G e n e ra l a n d A ssi st a n t S e cre t a ri e s-G e n e ra l w h o
h e a d D e p a rt m e n t s a n d O ffi ce s t h ro u g h o u t t h e S e cre t a ri a t . T h e y w e re a sk e d a b o u t t h e
O rg a n i za t i o n 's e n v i ro n m e n t , st a k e h o ld e rs, w o rk o u t p u t s a n d fu t u re ch a lle n g e s. I n fo rm a t i o n
d ra w n fro m t h e i n t e rv i e w s p ro v i d e d a n o v e ra ll co n t e x t fo r t h e w o rk o f fo cu s g ro u p s.
competencies decided?
How were the United Nations
Core and manageri al compet enci es f or t he Uni t ed Nat i ons Secret ari at
have been devel oped t hrough a part i ci pat ory process t aki ng i nt o
account t he di versi t y of l evel s, f unct i ons, cul t ures and geographi c
l ocat i ons of t he Organi zat i on.
Focus Groups
S e v e n t e e n fo cu s g ro u p s, co m p ri si n g a cro ss se ct i o n o f st a ff fro m d i ffe re n t d e p a rt m e n t s
a t a ll le v e ls, w e re h e ld i n si x d u t y st a t i o n s. T h e fo cu s g ro u p s p a rt i ci p a t e d i n a d a y -lo n g
p ro ce ss o f e x a m i n i n g t h e O rg a n i za t i o n 's e n v i ro n m e n t , t h e w o rk w e d o a n d e x p e ct
t o d o i n t h e fu t u re , a n d t h e n e e d s o f o u r cli e n t s a n d st a k e h o ld e rs. E a ch g ro u p ca m e
t o a co n se n su s o n t h e m o st i m p o rt a n t co m p e t e n ci e s a n d v a lu e s fo r a ll i n t e rn a t i o n a l ci v i l
se rv a n t s, a s w e ll a s t h e a d d i t i o n a l co m p e t e n ci e s re q u i re d b y st a ff w h o m a n a g e o t h e rs.
Building the Competency Model
T h e co m p e t e n ci e s d e fi n e d b y a ll g ro u p s w e re so rt e d a n d a n a ly se d . S i m i la r co m p e t e n ci e s
w e re g ro u p e d t o g e t h e r a n d a co m m o n t e rm ch o se n fo r e a ch g ro u p i n g . U si n g t h e m o st
fre q u e n t ly o ccu rri n g i t e m s, a m o d e l w a s d e v e lo p e d w i t h e i g h t co re co m p e t e n ci e s a n d
si x m a n a g e ri a l co m p e t e n ci e s.
Organizational Core Values
O rg a n i za t i o n a l v a lu e s a re t h e sh a re d p ri n ci p le s a n d b e li e fs t h a t u n d e rp i n t h e w o rk o f
a n o rg a n i za t i o n a n d g u i d e t h e a ct i o n s a n d b e h a v i o u rs o f i t s st a ff. D u ri n g t h e p a rt i ci p a -
t o ry p ro ce ss, i n t e g ri t y , re sp e ct fo r d i v e rsi t y a n d p ro fe ssi o n a li sm e m e rg e d a s
t h e O rg a n i za t i o n s co re v a lu e s, a n d t h e y h a v e b e e n i n clu d e d i n t h e m o d e l. T h e y a re
co n so n a n t w i t h t h e U n i t e d N a t i o n s C h a rt e r a n d w i t h t h e co re v a lu e s se t o u t i n A rt i cle I
o f t h e S t a ff R e g u la t i o n s.
How will the
Staff Development
S t a ff d e v e lo p m e n t p ro g ra m m e s w i ll b e a li g n e d w i t h t h e co m p e t e n ci e s a n d n e w
p ro g ra m m e s i n t ro d u ce d t o su p p o rt t h e i r d e v e lo p m e n t . A g u i d e w i ll b e p re p a re d
e x p la i n i n g t h e v a ri o u s m e a n s a v a i la b le t o a cq u i re a n d st re n g t h e n co m p e t e n ci e s.
Career Planning
C o m p e t e n ci e s w i ll i n cre a si n g ly b e u se d a s a b a si s fo r i d e n t i fy i n g i n d i v i d u a l a n d
o rg a n i za t i o n a l n e e d s a n d p la n n i n g fo r d e v e lo p m e n t . S u p p o rt w i ll b e p ro v i d e d
t o st a ff t h ro u g h p u b li ca t i o n s a n d ca re e r su p p o rt w o rk sh o p s.
Performance Management
C o m p e t e n ci e s w i ll b e u se fu l t o st a ff a n d m a n a g e rs i n a sse ssi n g d e v e lo p m e n t
n e e d s a n d se t t i n g p e rfo rm a n ce st a n d a rd s. C o m p e t e n ci e s w i ll b e i n co rp o ra t e d
i n su b se q u e n t re v i si o n o f t h e P A S .
competencies be used?
C o m p e t e n ci e s i n clu d e a co m b i n a t i o n o f sk i lls, a t t ri b u t e s a n d b e h a v i o u rs t h a t n e e d
t o b e d e v e lo p e d a n d st re n g t h e n e d t h ro u g h o u t o n e 's ca re e r. A cq u i ri n g a co m p e t e n cy
i s n o t a o n e -t i m e e v e n t , b u t ra t h e r a n o n g o i n g p ro ce ss. F o rm a l t ra i n i n g ca n h e lp ,
b u t e x p e ri e n ce , co a ch i n g , fe e d b a ck a n d i n d i v i d u a l le a rn i n g a ct i v i t i e s a re n e e d e d a s
w e ll. To a ssi st st a ff i n u si n g co m p e t e n ci e s i n t h e i r d a i ly w o rk a n d p la n n i n g fo r t h e i r
co n t i n u o u s le a rn i n g a n d d e v e lo p m e n t , o n g o i n g i n fo rm a t i o n a n d g u i d a n ce w i ll b e
p ro v i d e d b y O H R M .
acquire the competencies?
Recruitment
G ra d u a lly, co m p e t e n ci e s w i ll b e i n co rp o ra t e d i n t o g e n e ri c jo b d e scri p t i o n s a n d
v a ca n cy a n n o u n ce m e n t s. I n t e rv i e w fra m e w o rk s a n d o t h e r t o o ls w i ll b e d e v e lo p e d
t o i n co rp o ra t e co m p e t e n ci e s i n t o re cru i t m e n t a n d p la ce m e n t d e ci si o n s, a n d
st a ff w i ll b e t ra i n e d i n t h e u se o f t h e se t o o ls.
How do I
I Integrity
I Professionalism
I Respect for Diversity
What are the
UN core values and
competencies?
Core Values
I Communication I Teamwork
I Planning & Organizing
I Accountability I Creativity I Client Orientation
I Commitment to Continuous Learning
I Technological Awareness
Core Competencies
I Leadership I Vision I Empowering Others
I Building Trust I Managing Performance
I J udgement/Decision-making
Managerial Competencies
What do
competencies look like
in practice?
As compet encies relat e more t o what a person
does, t han what a person knows, t hey are observable.
For each compet ency it is possible t o describe
behavioural indicat ors act ions or behaviours t hat
exemplify t he compet ency in pract ice. These may
be helpful in promot ing shared values and common
st andards of performance and behaviour t hroughout
t he Organizat ion.
The f ol l owi ng pages set out t he organi zat i onal core
val ues, core compet enci es and manageri al compet enci es,
f ol l owed by behavi oural i ndi cat ors . These i ndi cat ors
are i ndi cat i ve onl y. They are not i nt ended t o descri be
al l t he behavi ours rel at ed t o a compet ency.
Integrit y
M
I Demonst rat es t he values of t he Unit ed Nat ions in
daily act ivit ies and behaviours
I Act s wit hout considerat ion of personal gain
I Resist s undue polit ical pressure in decision-making
I Does not abuse power or aut horit y
I St ands by decisions t hat are in t he Organizat ions int erest ,
even if t hey are unpopular
I Takes prompt act ion in cases of unprofessional or
unet hical behaviour
M
Professionalism
I Shows pride in work and in achievement s
I Demonst rat es professional compet ence and
mast ery of subject mat t er
I Is conscient ious and efficient in meet ing commit ment s,
observing deadlines and achieving result s
I Is mot ivat ed by professional rat her
t han personal concerns
I Shows persist ence when faced wit h difficult
problems or challenges
I Remains calm in st ressful sit uat ions
M
Respect for
Diversit y
I Works effect ively wit h people from all backgrounds
I Treat s all people wit h dignit y and respect
I Treat s men and women equally
I Shows respect for and underst anding of diverse
point s of view and demonst rat es t his underst anding
in daily work and decision-making
I Examines own biases and behaviours t o avoid
st ereot ypical responses
I Does not discriminat e against any
individual or group
Communicat ion
M
I Speaks and writ es clearly and effect ively
I List ens t o ot hers, correct ly int erpret s messages
from ot hers and responds appropriat ely
I Asks quest ions t o clarify, and exhibit s int erest in
having t wo-way communicat ion
I Tailors language, t one, st yle and format
t o mat ch t he audience
I Demonst rat es openness in sharing informat ion
and keeping people informed
Teamwork
M
I Works collaborat ively wit h colleagues t o
achieve organizat ional goals
I Solicit s input by genuinely valuing ot hers ideas and
expert ise; is willing t o learn from ot hers
I Places t eam agenda before personal agenda
I Support s and act s in accordance wit h final
group decision, even when such decisions may
not ent irely reflect own posit ion
I Shares credit for t eam accomplishment s and accept s
joint responsibilit y for t eam short comings
M
Planning &
Organizing
I Develops clear goals t hat are consist ent
wit h agreed st rat egies
I Ident ifies priorit y act ivit ies and assignment s;
adjust s priorit ies as required
I Allocat es appropriat e amount of t ime and resources
for complet ing work
I Foresees risks and allows for cont ingencies
when planning
I Monit ors and adjust s plans and act ions as necessary
I Uses t ime efficient ly
M
Account abilit y
I Takes ownership of all responsibilit ies and
honours commit ment s
I Delivers out put s for which one has responsibilit y wit hin
prescribed t ime, cost and qualit y st andards
I Operat es in compliance wit h organizat ional
regulat ions and rules
I Support s subordinat es, provides oversight and t akes
responsibilit y for delegat ed assignment s
I Takes personal responsibilit y for his/ her own short comings
and t hose of t he work unit , where applicable.
M
Client
Orient ation
I Considers all t hose t o whom services are provided t o
be client s and seeks t o see t hings from client s point of view
I Est ablishes and maint ains product ive part nerships wit h
client s by gaining t heir t rust and respect
I Ident ifies client s needs and mat ches t hem t o
appropriat e solut ions
I Monit ors ongoing development s inside and out side t he
client s environment t o keep informed and ant icipat e problems
I Keeps client s informed of progress or set backs in project s
I Meet s t imeline for delivery of product s or services t o client
M
Creat ivit y
I Act ively seeks t o improve programmes or services
I Offers new and different opt ions t o solve problems
or meet client needs
I Promot es and persuades ot hers t o consider new ideas
I Takes calculat ed risks on new and unusual ideas;
t hinks " out side t he box"
I Takes an int erest in new ideas and
new ways of doing t hings
I Is not bound by current t hinking or
t radit ional approaches
M
Technological
Awareness
I Keeps abreast of available t echnology
I Underst ands applicabilit y and limit at ions of t echnology
t o t he work of t he office
I Act ively seeks t o apply t echnology t o appropriat e t asks
I Shows willingness t o learn new t echnology
M
Commit ment
t o Cont inuous
Learning
I Keeps abreast of new development s
in own occupat ion/ profession
I Act ively seeks t o develop oneself professionally
and personally
I Cont ribut es t o t he learning of colleagues
and subordinat es
I Shows willingness t o learn from ot hers
I Seeks feedback t o learn and improve
M
Vision
I Ident ifies st rat egic issues, opport unit ies and risks.
I Clearly communicat es links bet ween t he
Organizat ions st rat egy and t he work unit s goals.
I Generat es and communicat es broad and compelling
organizat ional direct ion, inspiring ot hers t o pursue
t hat same direct ion
I Conveys ent husiasm about fut ure possibilit ies
M
Leadership
I Serves as a role model t hat ot her people want t o follow
I Empowers ot hers t o t ranslat e vision int o result s
I Is proact ive in developing st rat egies t o accomplish object ives
I Est ablishes and maint ains relat ionships wit h a broad
range of people t o underst and needs and gain support
I Ant icipat es and resolves conflict s by pursuing
mut ually agreeable solut ions
I Drives for change and improvement ; does not
accept t he st at us quo
I Shows t he courage t o t ake unpopular st ands
M
Empowering
Others
I Delegat es responsibilit y, clarifies expect at ions, and gives
st aff aut onomy in import ant areas of t heir work
I Encourages ot hers t o set challenging goals
I Holds ot hers account able for achieving result s relat ed
t o t heir area of responsibilit y
I Genuinely values all st aff members' input and expert ise
I Shows appreciat ion and rewards achievement and effort
I Involves ot hers when making decisions t hat affect t hem
M
Managing
Performance
I Delegat es t he appropriat e responsibilit y, account abilit y
and decision-making aut horit y
I Makes sure t hat roles, responsibilit ies and report ing lines
are clear t o each st aff member
I Accurat ely judges t he amount of t ime and resources needed
t o accomplish a t ask and mat ches t ask t o skills
I Monit ors progress against milest ones and deadlines
I Regularly discusses performance and provides feedback
and coaching t o st aff
I Encourages risk-t aking and support s creat ivit y
and init iat ive
I Act ively support s t he development and career
aspirat ions of st aff
I Appraises performance fairly
M
Building Trust
I Provides an environment in which ot hers can t alk and
act wit hout fear of repercussion
I Manages in a deliberat e and predict able way
I Operat es wit h t ransparency; has no hidden agenda
I Places confidence in colleagues, st aff members and client s
I Gives proper credit t o ot hers
I Follows t hrough on agreed upon act ions
I Treat s sensit ive or confident ial informat ion appropriat ely
M
Judgement /
Decision-making
I Ident ifies t he key issues in a complex sit uat ion, and comes t o
t he heart of t he problem quickly
I Gat hers relevant informat ion before making a decision
I Considers posit ive and negat ive impact s of decisions
prior t o making t hem
I Takes decisions wit h an eye t o t he impact on ot hers
and on t he Organizat ion
I Proposes a course of act ion or makes a recommendat ion
based on all available informat ion
I Checks assumpt ions against fact s
I Det ermines t hat t he act ions proposed will sat isfy t he expressed
and underlying needs for t he decision
I Makes t ough decisions when necessary
What s
Next ?
M
Int egrat ing compet encies int o t he Organizat ion
is an ongoing process. As a first st ep, please
use t his booklet t o familiarise yourself wit h t he
organizat ional values and compet encies. Use
and observe t he compet encies in your daily
work and in discussing st aff development and
performance management issues. The booklet
will be supplement ed by addit ional publica-
t ions t o assist st aff and managers in using
and st rengt hening compet encies t o enhance
performance, increase account abilit y at all
levels, and promot e cont inuous development .
Specialist Services Division, OHRM
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