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The Competency Framework: A Guide For IAEA Managers and Staff
The Competency Framework: A Guide For IAEA Managers and Staff
INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
1. CORE VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
2. CORE COMPETENCIES . . . . . . . . . . . . . . . . . . . . . . . . . 10
COMMUNICATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
TEAMWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
PLANNING AND ORGANIZING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
ACHIEVING RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
3. FUNCTIONAL COMPETENCIES. . . . . . . . . . . . . . . . . . . . . . 15
LEADING AND SUPERVISING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
ANALYTICAL THINKING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
KNOWLEDGE SHARING AND LEARNING . . . . . . . . . . . . . . . . . . . . . . . 18
JUDGEMENT/DECISION MAKING . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
TECHNICAL/SCIENTIFIC CREDIBILITY . . . . . . . . . . . . . . . . . . . . . . . . . 20
CHANGE MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
COMMITMENT TO CONTINUOUS PROCESS IMPROVEMENT . . . . . . . . . . . . . 22
PARTNERSHIP BUILDING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
CLIENT ORIENTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
PERSUASION AND INFLUENCING . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
RESILIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
1
INTRODUCTION
Competency frameworks are used throughout the United Functional competencies are defined by duties and
Nations system, as well as in many government and private responsibilities assumed by staff members for a given job.
sector organizations. Based on the job complexity and level of responsibility, and
the seniority of the occupational role, an average of three
to five functional competencies are assigned to a given job.
3
number to four core competencies and eleven functional For the functional competencies, the occupational roles are
competencies. The results of this analysis revealed that broadly defined as follows:
many competencies are shared across many positions and
that a more standardized approach would ensure more • Individual Contributor — staff members, normally
effective and efficient human resources management. without supervisory responsibility, who are accountable
for their individual performance and contribution to the
The competency framework consists of three occupational outputs of their team.
roles for the core competencies and four occupational roles
for the functional competencies. These roles refer to the Associate — a junior or mid-level General Service
primary purpose of and the relationship between jobs. For (GS) staff member (at the G1 to G5 level) or junior
the core competencies, the occupational roles are broadly professional (at the P1 or P2 level), who provides
defined as follows: support to colleagues and works under the technical
guidance of the supervisor.
• The Individual Contributor — a staff member, normally
without supervisory responsibility, who is accountable for Specialist — a senior General Service (GS) staff
his/her individual performance and contribution to the member (at the G6 or G7 level) or middle or senior
outputs of the team. level professional specialist (at the P3 to P5 level) who
has expert knowledge in his/her field of specialization
• The Manager — a staff member at the middle or senior and works independently. A Specialist does not
professional level (at the P4 or P5 level) with managerial normally have direct supervisory responsibility
responsibility for human and/or financial resources who for staff members; however, he/she may assume
oversees the delivery of programmatic results. These project management responsibilities, including the
functions normally include Section Head, Unit Head and coordination of human and/or financial resources.
Team Leader.
• Manager — a staff member at the Middle or Senior
• The Senior Manager — a staff member at the Director Professional level (at the P4 or P5 level) with managerial
or DDG, level who is responsible for creating an enabling responsibility for human and financial resources who
environment and takes decisions impacting the entire oversees the delivery of programmatic results. These
programme/functional area. functions normally include: Section Head, Unit Head,
Team Leader and Technical Lead.
4
• Senior Manager — a staff member at the Director or Therefore, a well structured and well defined competency
DDG level who is responsible for creating an enabling framework plays a key role in accomplishing an organization’s
environment and takes decisions impacting the entire goals in line with its mission and mandate.
programme / functional area.
More specifically, competencies ensure that:
5
How are the competencies being used and
supported?
nce managemen
Competencies are widely used across the Agency and are o rma t
embedded in all human resources management functions, P erf
such as planning, recruitment, performance management
and staff development. They are determined by the
occupational roles and responsibilities, and the complexity
Sta
of duties outlined in job descriptions.
ff d e v e l o p m e n t
itment
• For planning, competencies are applied in job design,
which involves the determination of the job content, the Competencies
Recru
requirements to carry out the job and the relationships
between the job holder and other staff. In this context,
competencies ensure that the attributes, skills and
behaviours necessary to achieve the highest performance
standards for a given job are specified.
6
How was the Agency’s competency framework
developed?
The Agency’s core competencies (see page 10) were
established through a participatory approach involving staff
members from all Departments; the functional competencies
(see page 15) were established by using techniques such
as text mining of relevant job descriptions, benchmarking
against the practices of other organizations in the United
Nations system and consultations with stakeholders. The
outcome was enhanced by internal and external specialists.
7
1. CORE VALUES
Core values are principles that influence people’s actions The core values of the Agency are integrity, professionalism
and the choices they make. They are ethical standards that and respect for diversity. The table below provides the
are based on the organizational code of conduct and are to definitions of the core values, setting out the Agency’s
be upheld by all staff. They underlie work ethics, actions and expectations, and the respective behavioural indicators,
interactions. In an ever changing environment, core values outlining specific traits that every staff member is expected
remain constant. to demonstrate during her/his employment with the Agency,
which includes compliance with the Agency’s regulations
and rules and applicable policies.
8
INTEGRITY PROFESSIONALISM RESPECT FOR DIVERSITY
Integrity is an uncompromising commitment to Professionalism is a demonstrated competence in Diversity is a set of principles, behaviours,
ethical and moral principles that is displayed in and mastery of subject matter. attitudes and practices that enables individuals
all areas of a staff member’s professional and Professionalism calls for commitment, motivation to work effectively, respectfully and inclusively
personal behaviour. and dedication in reaching the highest standard with people from different backgrounds and
Integrity is demonstrated by the highest standards of performance and achieving results in support with different perspectives, consistent with the
of conduct of an international civil servant of the Agency’s mandate. standards of conduct of an international civil
DEFINITION
and includes, but is not limited to, impartiality, Professionalism requires that decisions be made servant, and the regulations, rules and policies of
fairness, honesty, truthfulness and respect for the in consultation with the appropriate managerial the Agency.
Agency’s regulations, rules and policies and fulfil level and in full compliance with the Agency’s Respect for diversity contributes to creating a
the obligations placed on them as private citizens regulations, rules and policies. harmonious environment where all staff can work
arising from local laws together and are treated with respect, dignity and
These qualities provide the basis for ethical tolerance.
decision making, particularly in situations where Conduct including discrimination, harassment or
a conflict arises between professional and private bullying in any form is incompatible with respect
interests. for diversity and the standards of conduct of
an international civil servant, as well as the
regulations, rules and policies of the Agency.
• Demonstrates and abides by the core values of • Is committed to and inspired by the Agency’s • Treats all people fairly and equally, and does
the Agency in activities and behaviour; mandate; not discriminate against any individual or
• Resists all undue pressures in decision making • Meets commitments effectively and efficiently group.
and in the performance of duties; and delivers results on time; • Treats colleagues, partners, stakeholders,
INDICATORS
• Takes prompt and effective action to deal with • Displays competence and mastery in a field clients and counterparts with dignity and
unprofessional or unethical behaviour; of specialization and is motivated to achieve respect, and works without bias;
• Makes decisions in the best interest of the results; • Works constructively with people from diverse
Agency and without any consideration of • Displays ability and determination in backgrounds;
personal gain; overcoming problematic issues and challenges. • Demonstrates respect for and understanding
• Is accountable for actions taken and ensures of different points of view;
that they are in full compliance with the • Questions own assumptions and avoids
Agency’s regulations and rules. stereotypes.
9
2. CORE COMPETENCIES
Core competencies apply to all Agency staff members, The expected competency level is linked to a given
irrespective of their grade and function, and include occupational role and is based on the area of expertise and
communication, teamwork, planning and organizing and the seniority of the role. Every core competency requires
achieving results. Their definitions, setting out the Agency’s compliance with the regulations, rules and policies of the
expectations, and the respective behavioural indicators, Agency.
outlining specific traits that every staff member is expected
to demonstrate during her/his employment with the Agency,
are given in the table below.
10
COMMUNICATION
INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER
DEFINITION
Communicates orally and in writing in a clear, Encourages open communication and builds Promotes an environment of open communication
concise and impartial manner. Takes time to listen consensus. Uses tact and discretion in dealing with within and outside of the Agency, ensuring that
to and understand the perspectives of others and sensitive information, and keeps staff informed of sensitive information is protected. Inspires staff at
proposes solutions. decisions and directives as appropriate. all levels through his/her communication.
• Speaks and writes clearly and concisely by • In consultation with the supervisor, keeps staff • Has presence and bearing as an effective
effectively identifying key points relevant to the informed of decisions, presenting them in a advocate of the mission and strategic direction
subject matter; manner that generates understanding and of the programme;
• Actively listens, shares information, and acceptance; • Creates an environment that fosters
proposes suggestions and solutions; • Actively shares information and ideas, and open communication within and across
• Consults with supervisor/manager to gather encourages others to share their views and organizational boundaries and converts
his/her views in support of the message to be concerns; controversial or sensitive situations into
opportunities;
INDICATORS
11
TEAMWORK
INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER
DEFINITION
Actively contributes to achieving team results. Encourages teamwork, builds effective teams and Motivates and empowers staff, and fosters a
Supports team decisions. resolves problems by creating a supportive and collaborative approach across the Department/
collaborative team spirit, remaining mindful of Division and the Agency as a whole. Acts as a role
the need to collaborate with people outside the model when handling disagreements.
immediate area of responsibility.
• Works collaboratively with team members to • Ensures that his/her team complies with the • Ensures that his/her team complies with the
create team spirit; applicable regulations, rules and policies of the applicable regulations, rules and policies of the
• Supports a climate and working environment Agency; Agency;
sensitive to the needs of all team members; • Builds effective teams, bringing together • In consultation with the top management,
• Proposes changes to work approaches and individuals with diverse backgrounds, skills builds an effective management team;
processes within the applicable regulations, and expertise; • Fosters team spirit and contributes to a
rules and policies of the Agency to contribute • In consultation with the supervisor, recognizes collaborative approach across the Department/
effectively to the team’s work; and seizes opportunities to create a Division;
INDICATORS
• Understands and supports the decision of the collaborative team in support of achieving • Acts as a role model by inspiring, enabling and
team or the supervisor even when it is not his/ Agency objectives; empowering staff;
her preferred solution. • Takes action to resolve tensions and problems • Consistently applies the Agency’s regulations,
by identifying suitable solutions that are in rules and policies when managing teams and
compliance with the applicable Agency’s resolving disagreements;
regulations and rules, and by providing • Creates an enabling environment both within
guidance and support to team members; the Department/Division and with other areas
• Takes a proactive approach in identifying team within the Agency.
needs and provides appropriate support;
• Promotes the one-house approach by
identifying possible synergies and opportunities
for collaboration with teams beyond his/her
immediate area of responsibility.
12
PLANNING AND ORGANIZING
INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER
Plans and organizes his/her own work in support Sets clearly defined objectives for himself/herself Sets clearly defined objectives for the Department/
DEFINITION
of achieving the team or Section’s priorities. Takes and the team or Section. Identifies and organizes Division in line with the priorities of the Agency.
into account potential changes and proposes deployment of resources based on assessed Works toward Agency-wide efficiencies with a
contingency plans. needs, taking into account possible changing view to strengthening and harmonizing planning
circumstances. Monitors team’s performance in systems and capacities at the Departmental/
meeting the assigned deadlines and milestones. Divisional level.
• Plans and organizes his/her own work by • Sets clearly defined work and development • Produces strategic Departmental/Divisional
establishing clear tasks and priorities; objectives and target dates for self and team or plans that are in line with the mandate,
• Develops or uses tools to plan and organize Section; priorities and established frameworks as well
his/her own time effectively; • Coordinates and manages the deployment of as the regulations, rules and policies of the
• Monitors the progress of tasks and activities, human and financial resources within his/her Agency;
and keeps supervisor/manager informed of team or Section; • Encourages innovative ways of thinking in
progress; • Identifies and introduces effective and efficient identifying efficiencies in organizing and
ways of organizing and managing programmes managing programmes and operations;
INDICATORS
13
ACHIEVING RESULTS
INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER
DEFINITION
Takes initiative in defining realistic outputs and Sets realistic targets for himself/herself and for Sets the overall direction for the Departmental/
clarifying roles, responsibilities and expected the team; ensures availability of resources and Divisional goals, and promotes a results based
results in the context of the Department/Division’s supports staff members in achieving results. management culture that focuses on the
programme. Evaluates his/her results realistically, Monitors progress and performance; evaluates achievement of programme results in an effective
drawing conclusions from lessons learned. achievements and integrates lessons learned. and efficient manner.
• Focuses on results to be achieved in the context • Monitors and measures progress in attaining • Sets the overall direction for Departmental/
of the Department/Division’s programme; results within established objectives and target Divisional goals in line with the Agency’s
• Seeks guidance and feedback on his/her dates, and provides regular and effective mandate and priorities;
performance; responds appropriately and feedback to staff; • Creates and promotes a results based
takes action to improve the results achieved; • Holds self and others accountable for management culture in the Department/
• Evaluates his/her results objectively, reviewing measurable, high quality, timely and cost Division that is focused on the achievement
effective results in compliance with the of programme outputs in compliance with the
INDICATORS
14
3. FUNCTIONAL COMPETENCIES
Functional competencies are often referred to as ‘job specific The functional competencies are:
competencies’; they outline the areas of competence within
specific job functions. On average, three to five functional • Leading and supervising;
competencies apply to any given job. All of the functional
competencies require compliance with the regulations, rules • Analytical thinking;
and policies of the Agency.
• Knowledge sharing and learning;
• Judgement/decision making;
• Technical/scientific credibility;
• Change management;
• Partnership building;
• Client orientation;
• Resilience.
15
LEADING AND SUPERVISING
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Demonstrates initiative and role model behaviour. Is proactive and works Serves as a role model when Serves as a role model to managers
toward supporting an achievement oriented culture and performance leading and supervising others. as well as to staff members in general.
DEFINITION
• Displays appropriate behaviour and contributes to creating a positive team • Develops strategies and plans • Acts as a role model and motivates others to
achieve the highest standards of quality and
spirit. that have a positive impact and
efficiency;
add value for all partners and • Ensures that power and authority are not
• Invests time and effort in managing • Takes initiative in supervising stakeholders; abused and demonstrates leadership and
staff members under his/her staff members under his/her • Provides direction, guidance and credibility in interactions with all partners and
supervision (if applicable); responsibility (if applicable); clarity on roles and responsibilities; stakeholders;
• Ensures that staff members under • Ensures that roles and • Provides clear direction and creates an
• Promotes a culture of learning
INDICATORS
16
ANALYTICAL THINKING
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Gathers and analyses information, Analyses information to identify Applies business analytics to Takes an analytical approach
DEFINITION
identifying critical relationships cause and effect relationships establish programme priorities. to building strategies across
and patterns among data and and correlations. Identifies Makes rational judgements from the Department/Division and
proposes workable solutions. critical elements and assesses the available information and translates them into strategic
consequences of different courses analysis. programmatic plans.
of action and proposes solutions.
• Identifies synergies or • Demonstrates knowledge of the • Takes multiple perspectives into • Translates analytical vision into
inconsistencies between various scientific principles, methods account and evaluates their programmatic strategic plans
sources and data in reaching and processes used to conduct a feasibility, effectiveness and risks; by positioning the Department/
conclusions; systematic and objective inquiry, • Conducts analysis and identifies Division to respond to emerging
• Analyses data and related trends, including study design, collection, key issues, opportunities, risks trends and meet strategic goals;
patterns and gaps; analysis and interpretation of data and challenges; • Builds a shared vision and
• Distils critical elements and and the reporting of results; • Uses findings to decide on a identifies strategic directions
identifies relevant links by using • Evaluates potential consequences strategy to leverage Agency based on the Agency’s mandate
INDICATORS
appropriate analytical methods; of different courses of action, resources effectively; and priorities, taking into account
• In consultation with the supervisor, anticipating future developments • Identifies patterns, trends and the Agency’s regulations, rules
determines priorities for action, and impact; root causes to anticipate potential and policies, using the one-house
focusing on activities with a direct • Presents findings and challenges, and develops approach and taking stakeholders’
and/or long term impact. recommends evidence based solutions and mitigation plans. needs into account;
solutions; • Provides the analytical means and
• Analyses project requirements, resources to achieve strategic
assigns resources effectively, goals;
monitors implementation and • Reviews and analyses the
delivers results in line with project Department/Division’s direction
goals. according to emerging trends
and feedback from partners and
stakeholders.
17
KNOWLEDGE SHARING AND LEARNING
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Actively seeks opportunities Actively seeks learning Identifies and establishes systems Is a role model for continuous
to learn by formal and informal opportunities and actively shares and mechanisms to facilitate learning and promotes the sharing
DEFINITION
means; learns from others, knowledge and information development of best practice and preservation of knowledge
adopting and sharing best with others; shares specialized and knowledge management. across the Department/Division.
practice. knowledge, skills and learning Encourages staff members to
from experience across different learn continuously and to share
situations and contexts effectively. knowledge through mentoring,
networking and development, and
training opportunities.
• Takes responsibility for his/her • Adopts a learning approach in his/ • Identifies critical areas and develops • Leads knowledge management
learning and development; her own work and participates in methods to manage, share and by sharing information across the
knowledge preservation activities; preserve knowledge in accordance Department/Division in accordance
• Identifies development priorities
with the Agency’s knowledge with the Agency’s knowledge
and seeks ways to address them; • Acknowledges others’ skill sets
management guidelines; management guidelines and best
• Welcomes learning and skills and expertise, encourages and practice;
contributes to the sharing of • Encourages staff members to
development opportunities; participate in coaching, cross-training • Institutionalizes coaching and
knowledge, and creates learning mentoring as part of Departmental
• Readily identifies opportunities and knowledge sharing activities, and
INDICATORS
18
JUDGEMENT/DECISION MAKING
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Consults with supervisor/manager Consults with supervisor/ Consults with and seeks advice Ensures that the judgements and
and makes decisions in full manager and takes decisions in at the appropriate managerial decisions that are taken promote
DEFINITION
compliance with the Agency’s full compliance with the Agency’s level when making complex the Agency’s strategic goals, the
regulations and rules. regulations and rules. Makes decisions. Facilitates dialogue one-house approach, and are in
decisions reflecting best practice and development of best practice full compliance with the Agency’s
and professional theories and to support judgement/decision regulations and rules.
standards. making, in full compliance with the
Agency’s regulations and rules.
• Is aware of and takes responsibility • Consults with supervisor/manager and • Makes and commits to decisions with • Champions collaborative and sound
for the impact of his/her decisions; seeks advice in examining unclear integrity and transparency, and in full decision making throughout the
professional issues so as to evaluate compliance with the Agency’s regulations, Department/Division;
• Considers the risks and options and take effective decisions; rules and policies;
• Encourages consideration of new
consequences of actions and • Ensures discretion and confidentiality • Maintains a broad perspective, respects approaches based on evidence and best
decisions; consistent with the Agency’s applicable the competence and responsibilities of
practice;
regulations, rules and policies and others, and delegates decision making
• Applies the Agency’s applicable • Facilitates constructive dissent and
assesses implications when taking and accountability appropriately;
regulations, rules and policies, • Ensures that confidentiality is maintained creates an environment for dialogue;
decisions;
taking into account best practice
INDICATORS
during the decision making process and • Makes or supports difficult or unpopular
• Identifies, examines and validates
and precedents; assumptions underlying decisions to
that team members comply with the decisions when they are in the best
• Consults and seeks guidance from Agency’s applicable regulations, rules and interest of the Agency;
ensure consistency with Agency values;
policies; • Ensures consistency and brings
his/her supervisor/manager during • Remains focused and objective when
• Consults with supervisor prior to making inconsistencies to the attention of the
the decision making process; taking decisions; difficult and sensitive decisions so that appropriate supervisor;
• Understands the importance of • When managing projects, weighs they are in the best interest of the Agency;
advantages of choices and takes • Ensures confidentiality in the decision
discretion and confidentiality and • Takes into consideration various and
decisions by prioritizing the activities to making processes and that team
understands what information can complex matters, as well as alternative
be implemented, evaluating the use of members comply with the Agency’s
options and ways to address issues,
be disclosed, consistent with the resources and assessing risks; before deciding on a course of action; applicable regulations, rules and policies;
Agency’s applicable regulations, • Takes responsibility for the impact of • Takes full responsibility for his/her • Takes full responsibility for his/her
rules and policies. his/her decisions (and the actions of the decisions and the actions of the staff decisions and the actions of staff
staff members supervised, if applicable) members supervised, and remains open to members in the Department/Division,
and shows willingness to reconsider revisiting a decision to address changing and remains open to revisiting a decision
decisions taken. circumstances. to address changing circumstances.
19
TECHNICAL /SCIENTIFIC CREDIBILITY
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Acquires and applies new skills Ensures that work is in compliance Provides guidance and advice Demonstrates vision, expertise
DEFINITION
to remain up to date in his/her with internationally accepted in his/her area of expertise on and resourcefulness in
area of expertise. Reliably applies professional standards and the application of scientific/ developing strategies, seizing
knowledge of basic technical/ scientific methods. Provides professional methods, procedures good opportunities, mastering
scientific methods and concepts. scientifically/technically accepted and approaches. challenges and risks, and
information that is credible and addressing issues relevant to the
reliable. programme goals.
• Applies knowledge of basic • Provides authoritative technical/ • Keeps abreast of the latest • Is recognized in the academic and/
technical/scientific methods and scientific advice in his/her area of developments in the field of his/her or international communities for
tools; expertise; expertise; his/her expertise;
• Provides reliable technical/ • Is recognized in the academic and • Provides authoritative advice to • Demonstrates vision and identifies
scientific information and data; international communities in his/ senior management in his/her area of emerging issues relevant to the
her area of expertise; expertise; Agency’s mandate by providing
• Stays informed about current
• Guides operational practices and strategic advice to the Director
knowledge developments in his/ • Carries out or leads technical/
advises senior management on the General on scientific/technical
her area of expertise and acquires scientific endeavours adopting the
INDICATORS
20
CHANGE MANAGEMENT
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Demonstrates openness to new Adapts to changing circumstances, Anticipates the need for change, Creates an open climate fostering
DEFINITION
situations. Contributes with ideas including emergencies and other dedicates the required resources, creativity, innovation and
and innovative approaches to unexpected situations. and fosters innovation and acceptance. Sets the agenda for
enhance work processes and creativity. Facilitates and leads change and foresees the impact
procedures. change management initiatives of change on his/her Department/
and monitors their implementation. Division.
• Takes an interest in new ideas • Contributes creative ideas and • Anticipates the need for change and • Personally leads change initiatives;
and new ways of doing things, proposes changes to processes dedicates the required resources; • Remains abreast of technological,
and makes suggestions for and methods, to overcome • Promotes and fosters acceptance scientific and social developments
change and/or proposals to identified bottlenecks, challenges of changes and addresses the that have an impact on
modify methods and procedures, and issues, consistent with the concerns of staff members; management;
and ensures that this is done Agency’s regulations and rules; • Makes change happen by setting • Sets the agenda for change in
consistently with the Agency’s • Readily accepts conditions of a direction and a course of action
his/her Department/Division, in
regulations, rules and policies; uncertainty or unpredictability, in accordance with the Agency’s
line with the Agency’s strategic
priorities, consistent with the
INDICATORS
• Adjusts approaches and and remains productive in difficult priorities, and ensures steady
Agency’s regulations, rules and
responses to reflect the urgency situations; progress toward achievement of
policies;
of situations and changing • As project manager, understands goals;
• Monitors the implementation of
circumstances; the principles of change • Embraces innovation and
change activities;
• Makes an effort to understand management and develops consistently strives for efficiency
• Adjusts his/her and/or the team’s
reasons for changes and their approaches that suit the business approach to embrace changing and business improvements that
impact on operations; situation and consistent with the circumstances; support and foster the one-house
• Embraces changes when Agency’s regulations, rules and • Fosters the one-house approach approach;
presented with them. policies; in identifying efficiencies and best • Ensures that change initiatives
• Uses change as an opportunity to practice that can be introduced are consistent with the Agency’s
further business objectives and across the organization; regulations, rules and policies.
rewards change efforts. • Demonstrates an understanding of
impact of change and manages risks
accordingly.
21
COMMITMENT TO CONTINUOUS PROCESS IMPROVEMENT
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Identifies opportunities for Plans and executes activities Assesses the effectiveness of Leads and oversees continuous
process, system and structural in the context of quality and functions and systems as well quality improvement efforts across
DEFINITION
improvement as well as improving risk management and identifies as current practices; streamlines the Department/Division through
current practices, increasing opportunities for process, system standards and processes and the promotion of advanced tools,
effectiveness and achieving and structural improvement, develops innovative approaches resources and training.
efficiency gains. Actively supports as well as improving current to programme development and
the application of sound quality practices. Analyses processes implementation.
management standards and and procedures, and proposes
process improvement. improvements.
• Is knowledgeable of the Agency’s • Anticipates trends and evolving • Ensures understanding and consistent • Actively supports efficiency initiatives
quality assurance programmes, needs, developing continuous application of quality management in alignment with Member State
standards by staff members and requirements;
standards, activities and procedures improvements and opportunities stakeholders;
related to his/her area of work; for innovation; • Ensures consistent application of
• Develops and applies effective
• Recognizes problem areas and quality management standards, as
• Identifies potential quality approaches to programme development
recommends solutions; and implementation; well as the Agency’s regulations,
management problems and rules and policies, in programme
• Efficiently and effectively suggests sound solutions, • Regularly reviews procedures and/or
development and implementation;
INDICATORS
22
PARTNERSHIP BUILDING
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Develops and maintains Identifies and builds partnerships. Identifies interests and goals Develops strategic partnerships
DEFINITION
partnerships needed for his/her Develops and maintains common to the Agency’s partners and alliances. Leverages
work. Establishes and nurtures long lasting partnerships to and its stakeholders to foster combined network resources to
positive relations with partners strengthen relationships. Delivers partnership building. Promotes support the Agency’s programmes
and stakeholders. programmatic outputs and collaboration with partners, and priorities in achieving Agency-
acquires resources in support of colleagues across teams and wide results.
Agency goals. stakeholders.
• Maintains an established network • Develops and maintains professional • Advises senior management on • Builds high level networks
of contacts for general information partnerships to support delivery of strategic, financial and technical and partnerships with a wide
sharing and to keep abreast of programmatic outputs; partnerships and alliances with range of partners, leveraging
issues; • Identifies common interests and relevant institutions, international, their resources in support of
• Proactively liaises and collaborates goals and carries out joint initiatives regional, governmental and non- the Department/Division’s
with immediate team and beyond with a range of partners and governmental organizations as programmes and priorities;
in order to help achieve results; stakeholders; well as the private sector; • Creates a supportive environment
• Contributes to the establishment • Actively builds and maintains • Promotes cross-functional to enhance partnerships and
INDICATORS
internal and external partnerships to partnerships for knowledge and alliances, to promote effective
of a cooperative work environment
achieve progress on objectives and resource sharing; use of resources and comparative
by fostering positive relationships
shared interests; advantages of the Agency;
with peers, partners, stakeholders • Encourages staff to engage and
• Actively involves partners
and counterparts; work together with partners and • Builds the reputation of the
and stakeholders to deliver
• Treats confidential information stakeholders; Agency as a viable and desirable
programmatic outputs through
with due care, in compliance with collaboration; • Ensures that the information partner to external partners and
the Agency’s regulations, rules exchange in the promotion of stakeholders;
• Builds and/or maintains partnerships
and policies, when dealing with through sharing of knowledge and partnerships is in compliance with • Safeguards the interest and the
partners and stakeholders. best practice, treating confidential the Agency’s regulations, rules credibility of partnerships by
information with due care, in and policies. ensuring that all information is
compliance with the Agency’s treated in compliance with the
regulations, rules and policies. Agency’s regulations, rules and
policies.
23
CLIENT ORIENTATION
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Establishes effective relationships Helps clients to analyse their Examines client plans and Promotes an attitude of valuing
DEFINITION
with clients to understand and needs. Seeks to understand develops services and options clients. Advocates for the inclusion
meet or exceed their needs. Finds service needs from the client’s to support ongoing relationships. of client interests and needs in
ways to ensure client satisfaction. perspective and ensure that the Develops solutions that add value programme planning and decision
client’s standards are met. to the Agency’s programmes and making.
operations.
• Provides potential solutions in • Builds and sustains effective • Proactively identifies solutions for • Ensures that all solutions/services
response to client needs in his/her relationships with clients. clients and advocates actions to provided by the team are in
area of work and reports back in a • Anticipates client needs and address those needs; compliance with the Agency’s
timely and efficient manner; recommends potential solutions • Advises senior management in regulations, rules and policies;
• Organizes and prioritizes work in compliance with the Agency’s identifying long term and mutually • Demonstrates commitment to
schedule to meet client needs and regulations, rules and policies; beneficial solutions for clients and quality services and assesses their
deadlines; • Demonstrates openness to the the Agency; effectiveness;
INDICATORS
• Establishes, builds and sustains client’s perspective; helps clients • Develops the capacity and attitude • Remains abreast of client needs to
effective relationships within to define their needs and provides of staff members, ensuring that ensure that they are integrated into
the team and Section, and with advice and assistance. client needs are met; the organizational priorities;
clients; • Seeks feedback on client • Develops, with clients, strategic • Leverages a network of senior
• Actively supports the interests satisfaction and takes remedial and operational solutions that add level contacts and decision
of clients by making choices and action, as required; value; makers to pursue and implement
setting priorities to meet their • Develops strategic relationships in • Anticipates constraints in the innovative approaches, while at
requests in compliance with the support of project development/ delivery of services and identifies the same time taking into account
Agency’s regulations, rules and implementation; identifies solutions or alternatives in client needs and interests and
policies; areas where he/she can extend compliance with the Agency’s the Agency’s strategic needs and
• Seeks feedback on client partnerships with clients beyond regulations, rules and policies. priorities.
satisfaction with the service the scope of the project.
provided.
24
PERSUASION AND INFLUENCING
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Expresses ideas and Persuades and influences Develops consensus on ideas Builds internal and external
suggestions in a clear manner effectively by building support and recommendations affecting support for programme strategies
DEFINITION
and demonstrates the ability for ideas and initiatives through own teams or Sections and other and initiatives by promoting ideas
to successfully persuade and the effective presentation of teams. Facilitates discussions and and initiatives.
influence others. facts and evidence. Identifies gives consideration to a range of Successfully persuades and
and anticipates partner and interests, options and possibilities. influences partners and other
stakeholder needs to gain their stakeholders to gain commitment
commitment. to decisions and direction in the
best interest of the Agency.
• Keeps abreast of developments in • Gains the trust of others by • Creates a broad consensus around • Generates commitment to and support
his/her area of expertise and uses providing information and advice strategies and plans by adopting a for the role of the Department/Division
this knowledge to support his/her in a professional and credible collaborative approach; in the Agency’s strategic priorities;
arguments; manner; • Ensures compliance with the Agency’s • Ensures compliance with the
regulations, rules and policies ; Agency’sregulations, rules and
• Demonstrates knowledge of the • Ensures transparent
• Persuades and engages others policies;
Agency’s regulations, rules and implementation of programmes,
to serve as effective advocates in • Ensures that a broad number of
policies in support of his/her ideas policies and procedures consistent accomplishing Agency’s programmatic perspectives are taken into account
INDICATORS
and suggestions; with the Agency’s regulations, goals; in strategic issues and during decision
• Uses arguments constructively rules and policies; • Motivates and builds commitment of making;
and presents evidence in a • Uses knowledge of relationships peers, supervisors and supervised • Gains commitment and buy-in
transparent manner to gain between different functions to staff members to participating in and for strategies and programmes
support for his/her ideas. develop and implement solutions; contributing to activities and projects; by demonstrating their impact on
• Persuades and influences partners • Uses understanding of the organizational results;
and stakeholders, and gains their organizational culture to persuade • Obtains the cooperation of partners
partners and stakeholders, and to gain and stakeholders through an
commitment to deliver effective
their support; understanding of the organizational
results. culture;
• Constructively addresses differences
of opinions, resolving conflicting • Negotiates agreements to promote
situation by being cognizant of different the Agency’s strategic priorities and
perspectives and ways of working. its programmatic objectives.
25
RESILIENCE
INDIVIDUAL CONTRIBUTOR
MANAGER SENIOR MANAGER
Associate Specialist
Able to remain calm in emotionally Maintains a high level of Shows resilience and composure, Takes the necessary action
DEFINITION
charged situations. Accepts performance when facing pressure even in difficult or adverse to ensure that the work of the
constructive feedback in a positive and uncertainty. Able to remain circumstances. Is prepared and Department/Division is realized
manner and is able to cope with calm and self-controlled, and to able to make difficult decisions and that its staff members are able
setbacks. respond logically and decisively in in the best interest of the Agency to overcome the challenges that
difficult situations. and remains committed to seeing are presented to them.
them through.
• Maintains composure and remains • Remains calm, composed • Makes and carries through • Provides leadership and guidance
calm under pressure by keeping a and focused during a crisis or unpopular or difficult decisions in difficult or crisis situations by
sense of perspective when faced challenging period. that are in the best interest of the demonstrating composure and
with difficult situations; • Monitors his/her emotional Agency; calmness;
• Remains constructive in dealing reactions and is able to always act • Is able to resist the pressure to • Recognizes the strategic
with setbacks; in a controlled manner; make quick decisions where due pressures on Department/Division
• Adapts positively to changing • Withstands criticism from consideration is required; staff members and, accordingly,
circumstances or other stakeholders and remains • Stands firmly by a position works toward the development of
INDICATORS
constraints and is determined to composed under pressure; protecting the best interest of the their resilience;
complete tasks under the existing • Complies with the Agency’s Agency and the need to comply • Creates an enabling environment
conditions; regulations, rules and policies; with the Agency’s regulations, to support the enhancement of
• Acknowledges his/her emotional • Recovers rapidly from setbacks rules and policies, in spite of the skills to overcome challenges
and professional limits and seeks and persists in realizing work resistance and pressures faced; faced by staff members in their
help when necessary; objectives, even in difficult or • Responds to challenges with logic daily work;
• Complies with the Agency’s adverse circumstances; and reason, avoiding emotional • Strives for a culture of integrity
regulations, rules and policies of • Is not discouraged by challenges reactions; that does not compromise the
the Agency. and uncertainty; • Manages conflicting pressures Agency’s mandate, priorities,
and tensions. regulations, rules and policies,
• Identifies ways to overcome
notwithstanding the pressure and
stressful situations jeopardizing
challenging circumstances.
the achievement of project goals.
26
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The Competency Framework
A guide for IAEA managers and staff
16-06181