NEWEST!!! Competency - Framework - EN

UNOPS
Competency
Framework
ABOUT THE PROJECT
The project 'Define our DNA' was launched with the intention to design a future
oriented Competency Framework, developed by our global personnel. As such
numerous focus groups and visionary interviews were conducted in offices
globally covering all regions and levels. A survey was launched thereafter to
validate the first outputs resulting in a very solid framework. Overall, more than
300 colleagues have contributed to the design of our new framework, making it
truly unique to UNOPS.
With a bottom up, fit for purpose and future oriented Competency Framework in
place, we describe what it means to be part of UNOPS and what makes us
thrive as individuals and teams, allowing us to continue to meet and exceed
expectations of our partners and beneficiaries.
The Competency Framework is in line with the new Talent Management

Framework and our commitment to have the right people in the right place,
making UNOPS a greater place to work.
WHAT ARE COMPETENCIES?
Competencies are the integrated knowledge, skills and attributes that

people need to perform a job effectively.
By having a defined set of competencies we will be able to demonstrate to

our workforce the kind of behaviours UNOPS values, enhancing the
process to strengthen our culture, support our purpose and maintain
people’s engagement.
Integrity Leading
Strategic
& Inclusion Self and Others Partnering
Perspective
Results Agility Solution Effective

Orientation Focused communication
Themes
Strategic direction, Organizational awareness
Definition
• Develops and implements sustainable business
strategies, thinks long term and externally in order
to positively shape the organisation.
Strategic • Anticipates and perceives the impact and
implications of future decisions and activities on
Perspective other parts of the organisation.
Themes
Diversity, Cross cultural awareness, Transparency,
Honesty
Definition
• Treats all individuals with respect; responds
sensitively to differences and encourages others to
do the same.
• Upholds organizational and ethical norms.
Integrity • Maintains high standards of trustworthiness.
& Inclusion • Role model for diversity and inclusion.
Themes
Client focus, Business awareness, Networking,
External collaboration
Definition
• Demonstrates understanding of the impact of own
role on all partners and always puts the end
beneficiary first.
• Builds and maintains strong external relationships
and is a competent partner for others (if relevant to
Partnering the role).
Themes
Planning, Organizing, Quality, Drive
Definition
• Efficiently establishes an appropriate course of
action for self and/or others to accomplish a goal.
• Actions lead to total task accomplishment through
concern for quality in all areas.
Results • Sees opportunities and takes the initiative to act on
them.
Orientation • Understands that responsible use of resources
maximises our impact on our beneficiaries.
Themes
Flexibility, Working with change, Learning focus, Stress
tolerance
Definition
• Open to change and flexible in a fast paced
environment.
• Effectively adapts own approach to suit changing
circumstances or requirements.
• Reflects on experiences and modifies own
behaviour.
Agility • Performance is consistent, even under pressure.
• Always pursues continuous improvements.
Themes
Problem analysis, Judgement & Decision making,
Innovation & Creativity
Definition
• Evaluates data and courses of action to reach
logical, pragmatic decisions.
• Takes an unbiased, rational approach with
Solution calculated risks.
• Applies innovation and creativity to problem-solving.
Focused
Themes
Verbal and written communication, influencing and
sharing, listening and interacting, interpersonal
sensitivity in communication
Definition
• Expresses ideas or facts in a clear, concise and
open manner.
• Communication indicates a consideration for the
Effective feelings and needs of others.
• Actively listens and proactively shares knowledge.
Communication • Handles conflict effectively, by overcoming
differences of opinion and finding common ground.
Themes
Role modelling, directing and motivating others,
developing others, teamwork
Definition
• Acts as a positive role model contributing to the
team spirit.
• Collaborates and supports the development of
others.
Leading Self • For people managers only: Acts as positive
leadership role model, motivates, directs and
and Others inspires others to succeed, utilising appropriate
leadership styles.
LEVELS
Level 1 & 2 IICA-4, P5, NOE and above
IICA-3, IICA-2, LICA Specialist-11, LICA Specialist-10,

Level 3
P4, P3, NOD, NOC
IICA-1, LICA Specialist-9, LICA Specialist-8, LICA-7,
Level 4
LICA-6, P2, NOB, NOA, G7, G6
LICA-5, LICA-4, LICA-3, LICA-2, LICA-1, G5, G4, G3,
Level 5
G2, G1
Level 1&2 Positive behavioural indicators Negative behavioural indicators
• Shapes the organisation and its external • Fails to provide a clear vision and direction
offering e.g. proactively sets direction and
• Does not align strategies to the UNOPS vision,
strategic aims that align to the UNOPS vision
mission and core values
• Generates a holistic vision for sustainable
• Generates unsustainable strategies
strategies that make a lasting impact
• Does not develop the UNOPS business Competencies
Strategic Perspective
• Builds our brand identity and reputation

externally • Does not shape the UNOPS brand
• Shows capacity to anticipate the impact and • Only considers the short term; solely reactive
implications on the organisation and its partners and opportunistic
of decisions and activities in the future • Lacks external perspective e.g. unaware of
• Understands the organisation and its changes to global/regional development policies
and legislation, the external market, competitors Definition
environment, leveraging the opportunities and
the competencies • Does not involve others in strategy development
• Creates and implements strategies in dialogue
with others e.g. testing in the field
• Demonstrates long term market and competitor
awareness e.g. other actors in the environment
and technological advancements Levels
• Develops and implements strategies across
regions, countries and projects
• Treats all individuals with respect • Fails to treat everyone fairly and appears
• Drives, embraces and promotes diversity; prejudiced towards certain individuals or
demonstrates awareness and management of groups; does not consider everyone to be
own unconscious biases equal
• Is able to lead and manage diverse teams • Shows any form of discrimination
(applicable only to people managers) • Displays language or behaviour that lacks Competencies
• Challenges others’ behaviours that contradict cultural sensitivity or respect and could be
Integrity & Inclusion
our values and standards of conduct considered offensive by others

• Is able to maintain organisational and ethical • Does not adhere to critical UNOPS regulations
norms, maintaining high standards of honesty, and codes of practice
transparency and trustworthiness • Neglects to build diversity in the team; fails to
• Always has the greater good of the ensure diverse representation in working
organisation in mind e.g. puts personal ego to groups
one side • Makes no attempt to question the behaviour of Definition
• Admits own mistakes unprompted others which is clearly inappropriate
• Builds mutual trust and honours the trust of • Breaches confidentiality
others; respects confidentiality • Is unfair or biased in the opportunities offered
• Is ethical and compliant, doing the right thing to others
in a transparent way • Is overly concerned with status and hierarchy
• Follows our legislations and procedures e.g. • Drives their own agenda
conducts due diligence • Covers up mistakes e.g. advocates not
• Is confident and professional; committed to informing management Levels
UNOPS and its objectives • Creates a blame or fear culture
• Does not live the UN values
• Ensures that sound business acumen enables • Takes financial and business risks that threaten
us to deliver our purpose more effectively and to our ability to deliver to our partners and end
more people; integrates business and beneficiaries
humanistic aspects, considering end
• Fails to consider the partner perspectives and
beneficiaries
end beneficiaries’ interests
Competencies
• Understands and addresses the business
• Does not take actions to build and maintain
challenges and needs of key partners that carry
strong external relationships
risks, affect financial sustainability and growth of
the organisation • Only creates short term, transactional
relationships
Partnering
• Understands the breadth and complexity of the

external network involved in all that we do • Is unable to identify and engage all possible key
stakeholders
• Creates and uses collaborative and constructive Definition
networks to deliver the right results; is an equal • Suggestions are not always realistic and
and competent partner for others relevant to the business, e.g. allocation of
budget, alignment with current service portfolio
• Showcases success externally and seeks new
opportunities for creating and developing • Unable to move future funding and other
partnerships e.g. with the private sector opportunities forward
• Applies a client focus towards all external

Levels
relationships
• Exceeds the partners’ expectations and strives
to become a meaningful part of the partners’
business plans
• Defines, achieves and implements results • Is unable to deliver through others
beyond project implementation, even under
• Creates unnecessary bureaucracy
adverse circumstances
• Shows drive, initiative and determination; • Does not address poor, inefficient or broken
identifies opportunities to maximise success systems and processes
and initiates action to seize them • Works haphazardly without a deliberate plan Competencies
• Is persistent, resilient and optimistic
Results Orientation
• Disregards the importance of responsible use of

• Establishes realistic deadlines; prioritises the
resources
time of self and others
• Is accountable for assignment completion; • Does not take full responsibility
establishes a meaningful course of action for • Is not willing to go beyond what is expected for
self and others, having the end result in mind the success of UNOPS
• Demonstrates prudent and responsible Definition
resource management
• Ensures excellence in the deliverables to
beneficiaries, stakeholders and colleagues;
defines and adheres to quality and other
standards
Levels
• Proactively initiates and champions • Hinders or does not initiate or promote
organisational change organisational change
• Sees change as a trigger to realign and • Creates change for changes sake
optimise the organisation’s response to
• Establishes rigid structures and/or
opportunities and challenges
mechanisms when inappropriate
Competencies
• Drives continuous improvements
• Takes a negative view of change and tries to
• Invites others to challenge the current encourage others to do the same
situation and/or ways of working
• Sticks rigidly to the same approach or plan
• Thrives on ambiguity and complexity in an despite circumstances changing
ever evolving environment
• Does not reflect on the potential impact of
Agility
• Is calm in complex and pressing situations shifts and trends in the environment
Definition
• Is able to reflect on experiences and improve • Does not learn from mistakes and
by modifying own behaviour experiences
• Is eager to improve and learn from others e.g. • Does not drive own personal and professional
asks for and acts on feedback development
Levels
• Is a role model for innovation and optimisation, • Does not foresee risks or blocks; is taken
invites ideas from others; applies innovation and unaware by them
creativity to problem solving • Overlooks aspects and expertise that are
• Approaches assignments with a holistic important for an effective decision
perspective taking a wide range of important • Makes delayed or unconsidered decisions Competencies
parameters into account
• Takes unnecessary risks or avoids taking any
• Proactively anticipates and mitigates potential risks
Solution Focused
risks and blockers; takes the necessary risks in • Fails to come up with new, alternative
a considered and responsible way solutions
• Analyses situations and issues effectively, • Persists with existing methods even when
identifying the root causes of problems they are inadequate
Definition
• Displays an investigative approach to problem
solving, identifying possible pragmatic solutions
• Demonstrates sound judgement e.g. restrictions
and flexibility of legislative boundaries
• Adheres to/ identifies the best possible practice,
and improves it where appropriate
Levels
• Explores, identifies and utilises the right sources
of expertise for different circumstances
• Promotes two way communication of facts • Communicates with others in a way that
and opinions; encourages knowledge sharing offends or is condescending
across the organisation • Avoids disagreements, taking no responsibility
• Communicates facts and opinions in a clear, for resolving the issues
concise and well-structured way; makes • Unable or unwilling to enter into negotiations
complex matters easily understandable • Does not keep others informed; unable to Competencies
• Communication displays interpersonal clarify own intentions or reasons for decision
sensitivity and consideration for the other making
party´s perspective; uses different • Unable to express themselves clearly; gets
Communication
communication styles and/or mediums absorbed in complex issues, and is unable to

according to situation communicate the key points to others
• •
Effective
Actively listens to others demonstrating they Is protective of own knowledge, unwilling to

understand the other’s point of view share it
• Able to conduct and conclude difficult • Does not take others’ opinions into account Definition
negotiations • Does not display sensitivity towards people by
• Provides updates regularly, keeping people adapting communication to the audience
informed in a timely manner
• Handles conflict effectively, by overcoming
differences of opinion and finding common
ground; remains respectful and professional
• Influences others, building a case for own
views in a convincing and transparent way Levels
• Shares own opinion in a straight-forward and
respectful way, even if it creates tension
• Is a positive role model, leading by example • Purely a technical specialist rather than a
• Accessible and visible to people people leader
• Re-connects with the field and/or projects • Remote and removed from team and the
regularly to understand their reality field/projects
• Motivates, empowers and inspires others to • Cannot flex leadership style so it is
succeed towards a common vision appropriate for the team depending on the Competencies
Leading Self & Others
• Coaches and develops others e.g. provides situation

constructive feedback (positive and • Is negative or significantly discouraged by
developmental); acknowledges and utilizes setbacks and unable to motivate self; unable
the talent of others, builds capacity and career to engage and motivate others
paths • Micro manages and/or does not effectively
• Breaks down silos internally, creating a truly delegate
collaborative approach across groups/offices • Does not manage performance e.g. improving
and functions; identifies synergies in every poor performance or recognising good Definition
assignment performance
• Strives to align work of team and self with the • Does not build and develop own team for the
purpose and values of the organisation short and long term
• Directs others and takes the lead as • Creates or supports unhealthy competition
necessary between projects or units; fails to collaborate
• Balances results focus with well-being of internally
personnel; shows empathy towards others • Is not able to offer useful career conversations
Levels
Level 3 Positive behavioural indicators Negative behavioural indicators
• Sees the ‘big picture’ and recognises that an • Is unable to bring strategies to life in countries
action in one area may have consequences in and projects
another
• Only looks at things in a limited or short term
• Builds our brand identity and reputation way
externally
• Does not take actions to build the UNOPS
Competencies
Strategic Perspective
• Brings strategies to life for those in the field; reputation externally

implements strategies at country and project
• Fails to show any awareness of how the
level
external market situation will impact the
• Balances strategic and operational thinking success of UNOPS
• Understands and implements strategies in • Makes recommendations without considering
consultation with others the implications for other individuals or parts
of the organisation
• Is aware of the external environment and Definition
global trends in own field • Does not leverage knowledge management
within the organisation
• Demonstrates organisational awareness;
knows who to talk to and how to get things
done in UNOPS
Levels

organisation in mind e.g. puts personal ego groups
aside • Makes no attempt to question the behaviour of Definition
• Applies a client focus towards all external • Fails to consider the partner perspectives and
relationships; focuses on the partners’ needs end beneficiaries’ interests
and end beneficiaries’ interests
• Unable to maintain relationships with others
• Passionate about providing exceptional over time
service
• Makes little or no attempt to address poor Competencies
• Acts as an equal and competent partner for partner service issues
others
• Is unable to identify and engage all possible
• Builds strong and collaborative relationships key stakeholders
with a network of people who possess a
•
Partnering
Shows limited understanding of the financial

variety of competencies
context in which the organisation operates
• Balances partner and organisational needs in
all interactions Definition
Levels
• Achieves and implements results beyond • Lacks initiative

project implementation
• Disregards the importance of responsible use
• Shows drive, initiative and determination, of resources
identifies opportunities to maximise success
• Overspends on set budgets without Competencies
and initiates action to seize them
Results Orientation
justification
• Is persistent, resilient and optimistic
• Works chaotically, without a deliberate plan
• Reliable, meets deadlines, even in adverse
• Does not oversee the completion of work
circumstances; prioritises the time of self and
others • Uses arising difficulties as an excuse to not
meet the agreed objectives
• Is accountable for assignment completion;
establishes a meaningful course of action for • Does not take responsibility for own work Definition
self and others, having the end result in mind
• Creates effective and efficient reporting and
monitoring
• Demonstrates prudent and responsible
resource management; maintains the financial
stability of projects
Levels
• Ensures excellence in the deliverables to
beneficiaries, stakeholders and colleagues;
defines and adheres to quality and other
standards
• Proactively initiates and champions changes • Does not initiate or promote organisational
changes
• Sees change as a trigger to realign and
optimise the organisation’s response to • Takes a negative view of change and tries to
opportunities and challenges encourage others to do the same
• Drives continuous improvements • Does not reflect on the potential impact of Competencies
shifts and trends in the environment
• Consistently delivers through adapting
approach to the evolving environment • Does not flex own approach when needed
• Handles ambiguity and challenge in a calm • Does not learn from mistakes and experience
and constructive way
• Is not open to receiving feedback
• Performs effectively under pressure
Agility
• Does not drive own personal and professional

• Is able to reflect on experiences and improve development Definition
by modifying own behaviour
• Is eager to improve and learn from others e.g.
asks for and acts on feedback
Levels
• Is a role model for innovation and • Gets absorbed or distracted by available
optimisation, inviting ideas from others; information
applies innovation and creativity to problem
• Does not foresee risks or blocks; is taken
solving
unaware by them
• Approaches projects with a holistic
perspective, taking a wide range of important • Overlooks aspects or expertise that are
Competencies
parameters into account important for an effective decision
• Proactively anticipates and mitigates potential
Solution Focused
• Makes delayed or unconsidered decisions

risks and blockers; takes the necessary risks
in a considered and responsible way • Takes unnecessary risks or avoids taking any
• Analyses situations and issues effectively, risks
identifying the root causes of problems • Fails to come up with new alternative solutions
• Displays an investigative approach to problem
solving, identifying possible pragmatic • Persists with existing methods even when
Definition
solutions they are inadequate
• Applies logic and sound judgement to decision • Does not escalate when necessary
making
• Relates to rules and guidelines in a
responsible way, seeking a balance with the
practical requirements
• Adheres to/ identifies the best possible
practice, and improves it where appropriate Levels
• Promotes two way communication of facts • Communicates with others in a way that
and opinions; encourages knowledge sharing offends or is condescending
across the organisation
• Avoids disagreements taking no responsibility
• Communicates facts and opinions in a clear,
for resolving the issues
concise and well-structured way; makes
complex matters easily understandable • Unable or unwilling to enter into negotiations Competencies
• Communication displays interpersonal • Does not keep others informed; unable to
sensitivity and consideration for the other clarify own intentions or reasons for decision
Communication
party´s perspective; uses different making

communication styles and/or mediums
according to situation • Unable to express themselves clearly; gets
Effective
• Actively listens to others demonstrating they absorbed in complex issues, and is unable to
understand the other’s point of view communicate the key points to others
• Able to conduct and conclude difficult • Is protective of own knowledge, unwilling to Definition
negotiations share it
• Provides updates regularly, keeping people
informed in a timely manner • Does not take others’ opinions into account
• Handles conflict effectively, by overcoming • Does not display sensitivity towards people by
differences of opinion and finding common adapting communication to the audience
• Influences others, building a case for own
views in a convincing and transparent way Levels
• Is a positive role model, leading by example • A poor role model, not walking the talk
and contributes to a positive team spirit
• Does not actively contribute to the team
• Strives to align work of team and self with the
• Is unable to flex behaviour to the needs of the
purpose and values of the organisation
team
• Makes themselves available to others; works
• Doesn’t offer any praise; seeks only to criticise
Competencies
well with others
and offers no encouragement to individuals to
• Is able to flex own management style to the improve in the future
needs of the individual
• Micro manages and/or does not effectively
• Coaches and develops others e.g. provides delegate; fails to give clear direction as to how
positive and constructive feedback; to proceed
acknowledges and utilizes the talent of others,
• Behaves in an autocratic manner and makes
builds capacity and career paths Definition
little effort to engage or motivate others; lacks
• Motivates and engages others e.g. by empathy towards others
reminding them of our bigger purpose
• Does not manage performance e.g. improving
• Balances results focus with well-being of poor performance or recognising good
personnel; shows empathy towards others performance
• Displays willingness and ability to delegate • Does not collaborate across the organisation
• Actively collaborates across functions and • Is negative or significantly discouraged by
Levels
units; identifies synergies in every assignment setbacks

• Is committed to providing an exceptional • Does not build collaborative external
partner experience relationships
• Is service oriented, focuses on the partners’ • Provides a poor partner experience
needs and end beneficiaries’ interests
• Fails to consider the partner perspectives and
• Listens to partners and understands their end beneficiaries’ interests Competencies
preferences
• Makes few contributions to address partner
• Suggests ways to improve the partner needs
experience
• Fails to consider how actions impact on the
•
Partnering
Builds collaborative relationships with partners success of the organisation

• Solutions are viewed purely from the
organisation’s, group’s or office’s perspective
Definition
Levels
• Shows drive, initiative and determination • Lacks initiative
• Plans and organises own time effectively • Reports too much, too little or too late
• Reliable; even in adverse circumstances • Leaves it to others to assure completion of
meets deadlines and delivers on commitments tasks
and within cost boundaries
• Disregards the importance of responsible use Competencies
• Achieves and implements results of resources
Results Orientation
• Recognises the importance of responsible use • Uses arising difficulties as an excuse to not
of resources meet the agreed objectives
• Efficiently establishes an appropriate and • Does not take responsibility for own work
meaningful course of action for self
• Sets low standards for the work - or fails to
• Conducts effective and efficient reporting and comply to standards at all
Definition
monitoring
• Fails to see the consequences of own work on
• Meets or exceeds quality standards others
Levels
• Drives and supports continuous improvements • Sticks to old routines even when
in own area circumstances change significantly
• Swiftly and effectively adapts own approach to • Is uncomfortable with changes and tries to
meet changing circumstances or requirements avoid or disrupt them
• Is flexible to help where needed, including • Unable or unwilling to adapt plans and
Competencies
outside of own area of responsibility approach as necessary
• Sees changing circumstances as an • Hesitates when facing ambiguity or
opportunity to learn and grow complexity
• Handles ambiguity and challenge in a calm • Does not learn from mistakes and experience
and constructive way
Agility
• Performs effectively under pressure

Definition
• Is able to reflect on experiences and improve
by modifying own behaviour
• Is eager to improve and learn from others e.g.
asks for and acts on feedback
Levels
• Evaluates all relevant information and options • Gets absorbed or distracted by available
objectively to reach effective courses of action information
• Makes decisions in a timely, considered and • Acts without considering relevant and
consistent way; knows when to escalate an available information
issue to manager
• Overlooks aspects that are important for an
Competencies
• Applies logic and sound judgement to decision effective decision
making
Solution Focused
• Makes delayed or unconsidered decisions

• Demonstrates pragmatic and solution oriented
• Takes unnecessary risks, instead of
problem solving
escalating to manager
• Solves problems in interaction with others,
• Persists with existing methods even when
asking questions, seeking novel perspectives
they are inadequate
• Approaches assignments with a holistic Definition
• Does not evaluate working methods regularly
perspective, taking a wide range of important
parameters into account
responsible way, seeking a balance with the
• Is creative and innovative in finding solutions,
inviting ideas from others Levels
Level 4 Negative behavioural
Positive behavioural indicators
indicators
• Communication displays interpersonal • Communicates with others in a way that
sensitivity and consideration for the other offends or is condescending
party´s perspective;
• Does not listen or ignores others
• Promotes two way communication of facts
• Avoids disagreements taking no responsibility
and opinions
for resolving the issues Competencies
• Communicates facts and opinions in a clear,
• Does not keep others informed; unable to
concise and well-structured way
clarify own intentions or reasons for decision
Communication
• Actively listens to others demonstrating they making

understand the other’s point of view
• Unable to express themselves clearly; gets
Effective
• Provides updates regularly, keeping people absorbed in complex issues, and is unable to
informed in a timely manner; communicate the key points to others
Definition
• Handles conflict effectively, by overcoming • Is protective of own knowledge, unwilling to
differences of opinion and finding common share it
• Backs away from challenging situations
• Willingly shares own knowledge
Levels
• Is a positive role model, leading by example • Is unable to motivate self
and contributes to a positive team spirit
• Does not help to create a sense of unity and
• Shows ability to motivate self purpose in the team
• Actively encourages and supports own team • Is negative or significantly discouraged by
setbacks
•
Demonstrates confidence in own abilities and Competencies

opinions; courage to stand up for themselves • Does not collaborate across the organisation
and others
• Appears to be difficult or disruptive by
• Helps others learn and develop; offers positive criticising the team or frequently disagreeing
and constructive feedback regularly with other team members
• Strives to align own work with the purpose and • Withdraws support if the team rejects their
values of the organisation ideas
Definition
• Works well with others and actively • Pursues own agenda even though it is clearly
collaborates across functions and units in conflict with the approach agreed by the
rest of the team or organisation
Levels

• Is committed to providing a positive partner • Provides a poor partner experience
experience
• Makes few contributions to address partner
• Is service oriented, focuses on the partners’ needs
needs
• Does not build external relationships
• Listens to partners and understands their
• Fails to consider how own actions impact on Competencies
preferences
the success of the organisation
• Quickly establishes positive working
relationships externally
Partnering
Definition
Levels
• Shows drive, initiative and determination • Lacks initiative
• Reports too much, too little or too late
• Plans and organises own time effectively
• Leaves it to others to assure completion of
• Reliable; even in adverse circumstances tasks
meets deadlines and delivers on • Disregards the importance of responsible use Competencies
commitments of resources
Results Orientation
• Achieves and implements results • Uses arising difficulties as an excuse to not

meet the agreed objectives
• Recognises the importance of • Does not take responsibility for own work
responsible use of resources
• Sets low standards for the work - or fails to
comply to standards at all
• Efficiently establishes an appropriate Definition
and meaningful course of action for self • Fails to see the consequences of own work on
others
• Conducts effective and efficient
reporting and monitoring
• Meets or exceeds quality standards
Levels
• Drives and supports continuous • Sticks to old routines even when
improvements in own area circumstances change significantly
• Swiftly and effectively adapts • Is uncomfortable with changes and tries to
own approach to meet changing avoid them
circumstances or requirements
• Unable or unwilling to adapt plans and
Competencies
• Is flexible to help where needed, including approach as necessary
outside of own area of responsibility
• Hesitates when facing ambiguity
• Sees changing circumstances as or complexity
an opportunity to learn and grow
• Does not learn from mistakes and
• Handles ambiguity and challenge experience
Agility
in a calm and constructive way

• Performs effectively under pressure Definition
• Is able to reflect on experiences and

improve by modifying own behaviour
• Is eager to improve and learn from others
e.g. asks for and acts on feedback
Levels
• Evaluates relevant information and options • Is overwhelmed by available information
before taking action
• Acts without considering relevant and
• Makes decisions in a timely, considered and available information
consistent way; knows when to escalate an
• Takes unnecessary risks, instead of
issue to manager
escalating to manager Competencies
• Applies logic and sound judgement to decision
• Sticks to existing methods even when they are
making
Solution Focused
inadequate
• Able to identify pragmatic solutions
• Does not evaluate working methods regularly
• Solves problems in interaction with others,
asking questions, seeking novel perspectives
responsible way, seeking a balance with the Definition
Levels
• Communication displays interpersonal • Communicates with others in a way that
sensitivity and consideration for the other offends or is condescending
party´s perspective;
• Does not listen or ignores others
• Communicates in a clear, concise and well-
• Unable to express themselves clearly
structured way
• Does not keep others informed Competencies
• Actively listens to others demonstrating
understanding of the other’s point of view • Is protective of own knowledge, unwilling to
Communication
share it
• Provides updates regularly, keeping people
informed in a timely manner; • Backs away from challenging situations
Effective
• Handles conflict by overcoming differences of

opinion and finding common ground; remains
respectful and professional Definition
• Willingly shares own knowledge
Levels
• Shows ability to motivate self • Is unable to motivate self
• Positively contributes to team spirit • Does not contribute to a good team spirit
• Actively supports own team • Does not collaborate with others
• Has confidence in own abilities and opinions; • Is negative or significantly discouraged by
courage to stand up for themselves and setbacks Competencies

others
• Appears to be difficult or disruptive by
• Helps others learn and develop; offers positive criticising the team or frequently disagreeing
and constructive feedback regularly with other team members
• Strives to align own work with the purpose and • Withdraws support if the team rejects their
values of the organisation ideas
• Works well with others and actively Definition
collaborates across functions and units
Levels

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UNOPS

The Competency Framework is in line with the new Talent Management

Competencies are the integrated knowledge, skills and attributes that

By having a defined set of competencies we will be able to demonstrate to

Results Agility Solution Effective

Level 1 & 2 IICA-4, P5, NOE and above

IICA-3, IICA-2, LICA Specialist-11, LICA Specialist-10,

• Builds our brand identity and reputation

our values and standards of conduct considered offensive by others

• Understands the breadth and complexity of the

• Applies a client focus towards all external

• Disregards the importance of responsible use of

communication styles and/or mediums absorbed in complex issues, and is unable to

Actively listens to others demonstrating they Is protective of own knowledge, unwilling to

• Coaches and develops others e.g. provides situation

• Brings strategies to life for those in the field; reputation externally

our values and standards of conduct considered offensive by others

Shows limited understanding of the financial

• Achieves and implements results beyond • Lacks initiative

• Does not drive own personal and professional

• Makes delayed or unconsidered decisions

party´s perspective; uses different making

our values and standards of conduct considered offensive by others

Builds collaborative relationships with partners success of the organisation

• Performs effectively under pressure

• Makes delayed or unconsidered decisions

• Actively listens to others demonstrating they making

Demonstrates confidence in own abilities and Competencies

our values and standards of conduct considered offensive by others

• Achieves and implements results • Uses arising difficulties as an excuse to not

• Meets or exceeds quality standards

in a calm and constructive way

• Is able to reflect on experiences and

• Handles conflict by overcoming differences of

courage to stand up for themselves and setbacks Competencies

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