COMPETENCY FRAMEWORK - OECD

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COMPETENCYFRAMEWORK

Job familiesClassifying jobs into families allows the Organisation to determine whether it has the capabilities necessaryto achieve maximum impact and to locate where those capabilities are found. Job families can be used toset job requirements at the corporate level for similar jobs, to view potential matches and bridges for inhouse mobility, to provide corporate learning opportunities, and to design structured career developmentprogrammes.At the OECD, each job falls under one of the three job families: Executive Leadership, Policy Research,Analysis and Advice, and Corporate Management and Administration.Executive LeadershipJobs in this family involve designing,leading and steering the OECD andits staff members to achieve strategicobjectives.Typical jobs in this family includeDirector, Deputy Director, Head ofDivision and Counsellor.Policy Research,Analysis, and AdviceJobs in this family are directlyinvolved in policy analysis whichproduces key outputs that supportthe OECD in achieving its strategicobjectives.Typical jobs in this family includeEconomists, Policy Analysts andStatisticians.CorporateManagement andAdministrationJobs in this family manage theOECD’s corporate activities insupport of the efficient and effectiveproduction and dissemination of itsoutput. Jobs in this family aregrouped together under the followingcategories: Communication (e.g. CommunicationAssistants, Marketing Managers)Finance (e.g. Finance Assistants,Finance Managers)General Management &Administration (e.g.Secretaries/Assistants, ResourceManagement Advisers)Human Resources (e.g. HR Officers,HR Advisers)Information Technology (e.g. ITAssistants, Application Analysts)Language Services (e.g. Translatorsand Interpreters)Legal Functions (e.g. Lawyers)Site Services and Operations (e.g.Logistics Officers, Documentalistsand Security Managers)

Technical CompetenciesSpecific competencies are usually required to perform a given job within a job family. These are known astechnical competencies.Technical competencies cover the various fields of expertise relevant to the specific work carried out at theOECD. Technical competencies are at the heart of what we do.Technical competency requirements to successfully perform a given job are defined in job vacancyannouncements.Core CompetenciesThe Core Competencies summarise the capabilities that are important across all jobs and that we believecollectively contribute to the OECD’s overall success. At the same time, the importance of CoreCompetencies may vary according to the specific job duties and requirements.The OECD Competency Framework displays fifteen Core Competencies grouped into three clusters. The blue cluster groups the delivery-related competenciesThe purple groups interpersonal competenciesThe green cluster relates to strategic competenciesDelivery-relatedAchieving ResultsInterpersonalStrategicBuilding RelationshipsPlanning for the Future

The following pages set out all fifteen of the competencies and the behaviours expected at different levelswhich reflect the variance in complexity, scope and responsibility across jobs.Jobs typically associated will be indicated at each level.

DefinitionsDelivery-related – Achieving ResultsAnalytical Thinking is the ability to identifypatterns across situations that are not obviouslyrelated, and to identify key or underlying issues incomplex situations.perspectives on an issue, to adapt an approachas the requirements of a situation change, and tochange or easily accept changes in one’s ownorganisational or job requirements.Achievement Focus is generating results byassuming responsibility for one's performanceand the correctness of one's interventions, andrecognising opportunities and acting efficiently atthe appropriate moment and within the givendeadlines.Managing Resources is about understandinghuman, financial, and operational resource issuesto make decisions aimed at building and planningefficient project workflows, and at improvingoverall organisational performance.Drafting Skills are based on the ability torespectfully communicate ideas and information(often technical) in writing to ensure thatinformation and messages are understood andhave the desired impact.Flexible Thinking involves the ability toeffectively adapt to a variety of situations,individuals or groups. It is based on the ability tounderstand and appreciate different and opposingTeamwork and Team Leadership impliesworking co-operatively with others, being a part ofa team, and assuming the role of leader of ateam. In the OECD, people work not only withtheir own teams but also with teams and groupsacross and outside the Organisation. Thereforethey need to work together effectively withinterdependent goals and common values andnorms to foster a collaborative environment anddrive teams in the same direction.

DefinitionsInterpersonal – Building RelationshipsClient Focus is based on the ability tounderstand internal/external clients’ (e.g.Committees, working groups, countryrepresentatives, etc.,) needs and concerns in theshort to long-term and to provide soundrecommendations and/or solutions.Diplomatic Sensitivity implies understandingother people. It includes the ability to hearaccurately and understand unspoken, partlyexpressed thoughts, feelings and concerns ofothers. Included in this competency is anemphasis on cross-cultural sensitivity.Proficiency in Diplomatic Sensitivity requires theability to keep one’s emotions under control andrestrain negative actions when faced withopposition or hostility from others or whenworking under stress.Influencing implies an intention to convinceothers in an honest, respectful and sensitivemanner in order to get them to go along withone’s objectives. It can also be the desire to havea specific impact or effect on others.Negotiating involves the ability to work towardswin-win outcomes. At lower levels, thiscompetency assumes an understanding of one’scounterparts and how to respond to them duringnegotiations. At the higher levels, the competencyreflects a focus to achieve value-added results.Organisational Knowledge is the ability tounderstand the power relationships within theOrganisation and with other organisations. Itincludes the ability to understand the formal rulesand structures including the ability to identify whothe real decision-makers are as well as theindividuals who can influence them.Strategic – Planning for the FutureDeveloping Talent means fostering anenvironment that will encourage professional andpersonal growth and the transfer of knowledge tofuture talent.Organisational Alignment is the ability andwillingness to align one’s own behaviour with theneeds, priorities, and goals of the Organisation,and to act in ways that promote theOrganisation’s goals or meet organisationalneeds. Organisational Alignment means focusingon the Organisation's mission before one's ownpreferences or professional priorities.Strategic Networking involves working to buildand maintain friendly, trustworthy and openinternal and external relationships and networkswith people who are, or might become, importantactors in achieving strategic-related goals.Strategic Thinking is the ability to develop abroad, big-picture view of the Organisation and itsmission. Competitive advantage and threats,industry trends, emerging technology, marketopportunities, stakeholder focus – StrategicThinking is where these all come together.Strategic Thinking keeps individuals and groupsfocused and helps decide where to invest criticalresources. It includes the ability to link long-rangevisions and concepts to daily work.

Key IndicatorsLevel 1Each level of the Core Competencies has behavioural indicators that highlight how an individual candemonstrate that competency. Behavioural indicators are designed to show the requirements for successfulperformance.Level 1 is typically associated with jobs such as Assistants, Secretaries and Operators.Analytical Thinking Distinguishes between critical and irrelevantpieces of information. Gathers information from a variety of sourcesto reach a conclusion.Achievement Focus Defines ambitious, but realistic, personalgoals. Works while meeting quality and performancestandards. Promptly and efficiently completes workassignments.Drafting Skills Tailors communication (e.g. content, style andmedium) to diverse audiences. Writes and presents factual material in aconcise manner.Flexible Thinking Proposes ways to do things differently. Understands and recognises the value ofother points of view and ways of doing things. Displays a positive attitude in the face ofambiguity and change.Managing Resources Organises the use of resources to meetexpectations and identifies difficulties. Plans, coordinates and manages internal andexternal resources to accomplishassignments within the given deadlines.Teamwork and Team Leadership Initiates collaboration with others andspontaneously assists others in the delivery oftheir work. Shares all relevant information with othersand seeks others' input. Expresses own opinion while remainingfactual and respectful.

Client Focus Responds to and anticipates client needs in atimely, professional, helpful and courteousmanner, regardless of client attitude. Clearly shows clients that their perspectivesare valued. Strives to consistently meet servicestandards.Diplomatic Sensitivity Listens actively, considers people’s concernsand adjusts own behaviour in a helpfulmanner. Understands the reason behind, or motivationfor someone’s actions. Is attentive when doing projects andassignments, or when interacting with peoplefrom different countries and backgrounds. Expresses negative feelings constructively.Developing Talent Takes advantage of learning opportunitiesprovided (e.g. courses, feedback fromsupervisor or peers) to meet requirements ofcurrent job. Sets clear self-development expectations.Organisational Alignment Explains the role and goals of theOrganisation and how they relate to own areaof work. Is able to explain how own work relates to thework of the Organisation.Influencing Checks own understanding of others'communication (e.g. paraphrases, asksquestions). Maintains continuous, open and consistentcommunication with others. Builds on successful initiatives to gain supportfor ideas. Adapts arguments to others' needs/interests.Negotiating Identifies main negotiating points of a givenissue and engages in negotiation. Listens to differing points of view andpromotes mutual understanding.Organisational Knowledge Demonstrates understanding of the generalenvironment in which the Organisationoperates. Understands and uses the Organisation'sstructures, rules and networks. Knows and respects the Organisation’s Codeof Conduct and values.Strategic Networking Actively nurtures both formal and informalcontacts to facilitate the progress of work byproactively sharing information, bestpractices, respective interests and areas ofexpertise. Identifies current or past contacts that canprovide work-related information orassistance. Fosters two-way trust in dealing with contacts(e.g. maintains confidentiality regardingsensitive information).Strategic Thinking Identifies new information or data to keydecision-makers or stakeholders to supporttheir understanding and decisions.

Key IndicatorsLevel 2Each level of the Core Competencies has behavioural indicators that highlight how an individual candemonstrate that competency. Behavioural indicators are designed to show the requirements for successfulperformance.Level 2 is typically associated with jobs such as Statisticians, Corporate Management and AdministrationAssistants/Officers, Logistics Officers and Documentalists.Analytical Thinking Identifies critical connections and patterns ininformation/data. Soundly analyses verbal and numerical data. Recognises causes and consequences ofactions and events that are not readilyapparent. Anticipates and thinks ahead about nextsteps.Achievement Focus Demonstrates the ability to challenge existingpractices in order to become more effective. Contributes to improve work methods,outcomes and team performance. Generates results by acting in a focused wayand within the deadlines, and finds ways to goaround obstacles with minimum guidance. Makes efforts to optimise process workflowsefficiently using technology.Drafting Skills Writes information coming from multiplesources in a logical and comprehensive, yetconcise manner. Combines information from various sources ina concise and consistent manner. Makes sound use of graphics and tables toeffectively present numerical data.Flexible Thinking Anticipates having to adapt work methods tochanging technology and environments. Considers problems from all new perspectivesand can expand on the thinking or solutionsproposed by others. Adapts to new ideas and initiatives relevant toown area of work. Understands and promotes the Organisation’sbusiness needs and policies for introducingchange.Managing Resources Manages the allocation of resources inrelation to business needs. Manages the work plan, sets timelines andmilestones, and involves stakeholders todeliver on time. Provides advice on procedures and the use offinancial resources.Teamwork and Team Leadership Supports others in taking independent action. Resolves issues that occur with minimaldirection. Invites and builds upon the ideas of others. Assumes additional responsibilities tofacilitate the achievement of team goals.

Client Focus Follows-up with clients during and after thedelivery of services to ensure that their needshave been met. Keeps clients up-to-date on the progress ofthe service they are receiving and changesthat affect them. Ensures service is provided to clients duringcritical periods. Prioritises clients’ issues and address themaccordingly.Diplomatic Sensitivity Listens actively, considers people’s concernsand adjusts own behaviour in a helpfulmanner. Understands the reason behind, or motivationfor someone’s actions. Is attentive when doing projects, assignmentsor interacting with people from differentcountries and backgrounds. Expresses negative feelings constructively.Influencing Persuades by using concrete examples tomake a point. Recalls others' main points and takes theminto account in own communication. Reads cues from various listeners to assesswhen and how to change the plannedcommunication approach to effectively delivermessages.Negotiating Identifies main negotiating points of a givenissue and engages in negotiation. Listens to differing points of view andpromotes mutual understanding.Organisational Knowledge Seeks to understand and raises awareness ofthe Organisation’s decision making bodiesand power relationships. Shares knowledge about and encouragesothers to keep up-to-date with theOrganisation’s rules, structures, networks,systems and environment. Recognises what is and is not acceptable/possible at certain times given theOrganisational rules, structures, decisionmaking bodies, power relationships, Code ofConduct, and values. Raises compliance, ethical or other issues toprotect the Organisation’s reputation andobligations.

Developing Talent Actively shares knowledge among peers oroffers advice to less experienced colleagues. Self-assesses against standards for currentposition to identify learning needs. Effectively transfers acquired knowledge andexpertise. Demonstrates initiative in professional selfdevelopment.Organisational Alignment Is able to present the Organisation's prioritiesas they relate to own area of work. Explains and convinces others of the need foradaptation and change of policies, structures,and methods.Strategic Networking Actively nurtures both formal and informalcontacts to facilitate the progress of work byproactively sharing information, best practicesand respective interests and areas ofexpertise. Identifies current or past contacts that canprovide work-related information orassistance. Fosters two-way trust in dealing with contacts(e.g. maintains confidentiality regardingsensitive information).Strategic Thinking Identifies new information or data to keydecision-makers or stakeholders to supporttheir understanding and decisions.

Key IndicatorsLevel 3Each level of the Core Competencies has behavioural indicators that indicate highlight how an individualcan demonstrate that competency. Behavioural indicators are designed to show the requirements forsuccessful performance.Level 3 is typically associated with jobs such as Economists/Policy Analysts, IT Analysts and HR Advisers.Analytical Thinking Independently engages in tasks requiringinterpretation of complex and often vague setsof information. Identifies gaps in information and makesassumptions in order to continue analysisand/or take action. Seeks a wide range of sources of information.Achievement Focus Identifies needed adjustments in own area ofresponsibility and sets priorities accordingly. Considers the implications of proposedcourses of actions. Takes new initiatives aimed at improving teamperformance.Drafting Skills Writes on complex and highly specialisedissues. Conveys critical nuances and qualifiers tofacilitate complete understanding of thematerial.Flexible Thinking Seeks best practices inside and outside theOrganisation to anticipate change. Stays open-minded and encourages others tobring new perspectives.Managing Resources Allocates and controls resources within ownarea of responsibility/ scope of assignment. Identifies needs for resources to effectivelysupport current initiatives, services andofferings. Manages assignments’ delivery process anddeadlines.Teamwork and Team Leadership Assumes accountability for work delegated toothers (peers, team members, experts, etc.). Seeks to work with teams with complementaryskills/expertise. Encourages people with opposing viewpointsto express their concerns. Resolves conflict among team memberssensitively and fairly.

Client Focus Brings together aspects of a trend or policyinto a clear picture for others to understand. Looks for ways to add value beyond clients'immediate requests and acts on them. Anticipates clients' upcoming needs andconcerns. Explores and addresses long-term clientneeds.Diplomatic Sensitivity Maintains objectivity when one’s ownpositions or opinions are challenged by peersor stakeholders. Encourages others to contribute byovercoming cultural barriers and backgrounddifferences. Remains objective when facing criticism.Influencing Uses compelling argumentation to conveyconclusions and ideas. Understands others' complex or underlyingneeds, motivation, emotions or concerns andadjusts communication effectively.Negotiating Identifies minimal or ideal conditions of othersduring negotiations. Negotiates based on first-hand observationsand information collected from both sidesavoiding using hearsay or personal opinions.Organisational Knowledge Anticipates outcomes based on anunderstanding of organisational decisionmaking bodies and power relationships. Promotes and encourages others to keep upto-date with the Organisation’s rules,structures, decision-making bodies, networks,power relationships and environment.Developing Talent Helps others learn from experience anddevelopment initiatives. Recommendsreadings, trainings and other resources. Continually acquires and applies newknowledge and learning to improve jobperformance. Provides constructive feedback to others.Strategic Networking Evaluates current network for effectivenessand relevance to achieving strategicobjectives within own area. Identifies and creates opportunities to initiatenew connections that will facilitate theachievement of strategic goals within ownarea.Organisational Alignment Stays aware of the organisational objectivesand monitors current developments andtrends that may affect implementation oforganisational direction, programmes orplans. He

Competencies may vary according to the specific job duties and requirements. The OECD Competency Framework displays fifteen Core Competencies grouped into three clusters. The blue cluster groups the delivery-related competencies The purple groups interpersonal competencies The green cluster relates to strategic competencies

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