The Competency Framework a Guide for IAEA Managers and Staff CONTENT

@ The Competency Framework A guide for IAEA managers and staff CONTENT

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

What is a competency framework? What are the components of the framework?

A competency framework is a model that broadly describes The Agency’s competency framework includes core values, performance excellence within an organization. Such a and core and functional competencies. The defi nitions of framework usually includes a number of competencies these components are as follows: that are applied to multiple occupational roles within the organization. Each competency defi nes, in generic Core values are principles that infl uence people’s actions terms, excellence in working behaviour; this defi nition and the choices they make. They are ethical standards that then establishes the benchmark against which staff are are based on the standards of conduct for the international assessed. A competency framework is a means by which civil service and are to be upheld by all staff. organizations communicate which behaviours are required, valued, recognized and rewarded with respect to specifi c Core competencies provide the foundation of the occupational roles. It ensures that staff, in general, have a framework, describing behaviours to be displayed by all staff common understanding of the organization’s values and members. They are defi ned by occupational roles for a given expected excellent performance behaviours. job.

Competency frameworks are used throughout the United Functional competencies are deﬁ ned 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 ﬁ ve functional competencies are assigned to a given job.

Given the varied nature of its work, the Agency could adopt numerous core and functional competencies; however, following a thorough analysis of all scientiﬁ c and administrative ﬁ elds of work, it was decided to restrict the

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 defi ned 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 effi cient 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 defi ned 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 fi eld 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 fi nancial 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 fi nancial 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 fi nancial 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 deﬁ ned 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 speciﬁ cally, competencies ensure that:

• Clear expectations are set and staff members are guided What are competencies? as to how they can assume and reinforce behaviours in line with the organization’s mission, culture and goals. A competency is generally defi ned as a combination of skills, knowledge, attributes and behaviours that enables an • A shared language is created to describe what is needed individual to perform a task or an activity successfully within and expected in the work environment, thereby providing a given job. Competencies are observable behaviours that for reliable and high quality performance delivery. can be measured and evaluated, and thus are essential in terms of defi ning job requirements and recruiting, retaining and developing staff. • The various facets of human resources management can be integrated, enhancing consistency in human resources planning, recruitment, learning and development, and performance management, and thereby contributing Why use competencies? to the streamlining of human resources operations and ultimately to effi ciency gains. Competencies enable the staff of an organization to have a clear understanding of the behaviours to be exhibited • Skills gaps are addressed, strengths are further developed and the levels of performance expected in order to achieve and requirements for career progression are clarifi ed. organizational results. They provide the individual with an indication of the behaviours and actions that will be valued, • Staff mobility, organizational change and shaping of the recognized and rewarded. organizational culture are fostered. Using a competency framework enables an organization to successfully align its staff’s skills, capabilities and knowledge with organizational priorities, resulting in business improvement and effi ciencies.

5 How are the competencies being used and supported? nce managem Competencies are widely used across the Agency and are rma en rfo t embedded in all human resources management functions, Pe such as planning, recruitment, performance management and staff development. They are determined by the S occupational roles and responsibilities, and the complexity t a f of duties outlined in job descriptions. f

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• For planning, competencies are applied in job design, e e

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which involves the determination of the job content, the t Competencies

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requirements to carry out the job and the relationships r

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between the job holder and other staff. In this context, e t competencies ensure that the attributes, skills and R behaviours necessary to achieve the highest performance standards for a given job are speciﬁ ed.

• For recruitment, competencies form an integral part of the selection process, facilitating the assessment of Planning candidates to determine their suitability for a given job.

• For performance management and staff development, competencies facilitate the establishment of performance standards against which staff will be assessed, and the identiﬁ cation of individual and Agency-wide staff development priorities.

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.

What is the way forward?

The Agency will support discussion, review and modiﬁ cation of the competencies to ensure that they meet the needs of the organization and to reﬂ ect new advances. The functional competencies will evolve over time, depending on specialized know-how and skills requirements. The Division of Human Resources (MTHR) will conduct periodic reviews, as needed, to ensure continued relevance.

7 1. CORE VALUES

Core values are principles that infl uence 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 defi nitions 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 specifi c 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 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 fulﬁ l 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 DEFINITION These qualities provide the basis for ethical tolerance. decision making, particularly in situations where Conduct including discrimination, harassment or a conﬂ ict 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 efﬁ ciently group. and in the performance of duties; and delivers results on time; • Treats colleagues, partners, stakeholders, • Takes prompt and effective action to deal with • Displays competence and mastery in a ﬁ eld 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;

INDICATORS 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 deﬁ nitions, setting out the Agency’s compliance with the regulations, rules and policies of the expectations, and the respective behavioural indicators, Agency. outlining speciﬁ c 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 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. DEFINITION

• 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 communicated; • Uses tact and discretion in dealing with opportunities; • Expresses his/her views and concerns in an sensitive information or resolving delicate • Makes himself/herself visible to staff by impartial and constructive manner with the issues, paying attention to non-verbal cues; listening to them and by communicating at intent to resolve issues; • Uses professional judgement consistent with all levels within the Agency and with external • Seeks guidance from supervisors if they the Agency’s applicable regulations, rules counterparts;

INDICATORS are unclear on whether information can be and policies on confi dentiality requirements • Convinces and engages others by using disclosed, consistent with their obligations to determine information to be disclosed on compelling arguments; with respect to Agency information, as set out activities to be implemented; • Applies the utmost discretion and judgement in the Agency’s applicable regulations, rules • Provides constructive and positive feedback to in dealing with highly sensitive issues, taking and policies. the team; into consideration the potential risks resulting • Identifi es and presents confl icting points of from the improper use of information, and view to others in a fair and constructive manner in compliance with the Agency’s applicable and works toward achieving consensus. regulations, rules and policies.

11 TEAMWORK

INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER 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. DEFINITION

• 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; • 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; INDICATORS 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 defi ned objectives for himself/herself Sets clearly defi ned objectives for the Department/ of achieving the team or Section’s priorities. Takes and the team or Section. Identifi es 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 effi ciencies 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/

DEFINITION meeting the assigned deadlines and milestones. Divisional level.

• Plans and organizes his/her own work by • Sets clearly defi ned 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 fi nancial resources within his/her Agency; and keeps supervisor/manager informed of team or Section; • Encourages innovative ways of thinking in progress; • Identifi es and introduces effective and effi cient identifying effi ciencies in organizing and • Takes into account potential changes and ways of organizing and managing programmes managing programmes and operations; proposes mitigation and contingency plans; and operations within his/her team or Section; • Identifi es cross-Departmental/Divisional • Is aware of the applicable Agency regulations, • Displays awareness of — and ensures resources and makes them available to meet rules and policies, and of the resources compliance with — the regulations, rules and Agency priorities as part of the one-house required to accomplish his/her own tasks; policies of the Agency, and consistent with this, approach;

INDICATORS • Proactively seeks opportunities to identify and recommend best practices; • Develops Departmental/Divisional plans and introduce efﬁ ciencies in his/her own planning • Stays informed about team’s work and priorities with realistic timescales while being and organizing, within the scope of assigned progress against target dates and milestones; aware of and monitoring other competing tasks and applicable regulations, rules and • Remains aware of issues supporting or priorities; policies. hindering progress and anticipates potential • Keeps abreast of global developments and challenges; their potential impact; establishes planning • Ensures that contingency plans are in place to mechanisms that can respond to any respond to the changing environment. unforeseen or disruptive events.

13 ACHIEVING RESULTS

INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER Takes initiative in deﬁ ning 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 efﬁ cient manner. DEFINITION

• 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 targets and applies the lessons learned; effective results in compliance with the of programme outputs in compliance with the • Follows instructions received with respect to Agency’s regulations, rules and policies; Agency’s regulations, rules and policies; ofﬁ cial duties and complies with the Agency’s • Sets realistic targets for the team in line with • Works toward identifying Agency-wide regulations, rules and policies. the overall strategy; ensures the availability efﬁ ciencies and best practices in support of of resources and support needed by staff strengthening the Agency’s capacity to achieve

INDICATORS members to achieve results; results; • Identiﬁ es lessons learned and shares those • Establishes systems and processes to monitor beyond immediate team or Section. In and evaluate progress and ensures that the consultation with the supervisor, integrates required resources are made available; the lessons learned into strategies and • Shows a high level of self-reﬂ ection in implementation plans. recognizing and evaluating the achievement of results at the programme and individual levels.

14 3. FUNCTIONAL COMPETENCIES

Functional competencies are often referred to as ‘job specifi c The functional competencies are: competencies’; they outline the areas of competence within specifi c job functions. On average, three to fi ve 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/scientiﬁ c credibility;

• Change management;

• Commitment to continuous process improvement;

• Partnership building;

• Client orientation;

• Persuasion and inﬂ uencing;

• 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. excellence. Provides his/her team with clear Demonstrates leadership, inspires others and provides clear direction to direction, promotes a dynamic achieve the Agency’s mandate and working climate and empowers priorities. Motivates and empowers others. Is open to new ideas and staff, and recognizes individual and

DEFINITION demonstrates creativity in search team contributions to the Agency’s of excellence. success.

• Displays appropriate behaviour and contributes to creating a positive team • Develops strategies and plans • Acts as a role model and motivates others to spirit. that have a positive impact and achieve the highest standards of quality and efﬁ ciency; 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 enabling environment for others to reach their his/her supervision are clear on responsibilities within the team are and development, with a focus on full potential; their role and responsibility (if clear, plans and reviews work, and continuous improvement; • Promotes resilience and responsiveness to applicable); assesses others’ performance (if • Empowers the team to generate emerging strategic issues and opportunities applicable); for the Department/Division; • Contributes to and supports the creative ideas and solutions; overall performance of the team or • Remains alert to emerging issues • Draws on insights from scientiﬁ c or social

INDICATORS • Manages the performance of the trends and forecasts to better manage Section. and global trends that might team and ensures compliance with programmes and increase efﬁ ciency; beneﬁ t or otherwise impact the Agency’s regulations, rules • Sees ambiguity or uncertainty as an individual and team’s work; opportunity to improve programmes and and policies; • Creates regular opportunities for services; • Ensures that power and authority peers, colleagues, partners and • Ensures consistent application of the are not abused. Agency’s regulations and rules, and fosters stakeholders to contribute toward the one-house approach and cross-functional enhancing service quality. cooperation.

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 identifying critical relationships cause and effect relationships establish programme priorities. to building strategies across and patterns among data and and correlations. Identiﬁ es 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.

DEFINITION of action and proposes solutions.

• Identifi es synergies or • Demonstrates knowledge of the • Takes multiple perspectives into • Translates analytical vision into inconsistencies between various scientifi c 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 identifi es 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 fi ndings to decide on a identifi es strategic directions identifi es relevant links by using • Evaluates potential consequences strategy to leverage Agency based on the Agency’s mandate appropriate analytical methods; of different courses of action, resources effectively; and priorities, taking into account • In consultation with the supervisor, anticipating future developments • Identifi es 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 fi ndings and challenges, and develops approach and taking stakeholders’ and/or long term impact. recommends evidence based solutions and mitigation plans. needs into account; INDICATORS 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 Identiﬁ es 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 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, DEFINITION networking and development, and training opportunities.

• Takes responsibility for his/her • Adopts a learning approach in his/ • Identifi es 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 Department/Division in accordance • Identifi es development priorities knowledge preservation activities; preserve knowledge in accordance with the Agency’s knowledge and seeks ways to address them; • Acknowledges others’ skill sets with the Agency’s knowledge 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; • Institutionalizes coaching and knowledge, and creates learning participate in coaching, cross-training • Readily identifi es opportunities and knowledge sharing activities, and mentoring as part of Departmental opportunities for others; to exchange knowledge and dedicates the required resources; practice; • Ensures that the team keeps abreast information with peers and • Pursues relevant learning • Creates an enabling environment and of scientifi c and technological colleagues; opportunities for the team; opportunities for staff development developments; and growth; • Takes due care of confi dentiality • Identifi es, develops and nurtures • Ensures effective learning and training • Within the framework of the Agency learning networks and communities; obligations, in compliance with opportunities for his/her Department/ INDICATORS regulations, rules and policies, the Agency’s regulations, rules • Identifi es the team’s learning fosters continuous exchange Division, uses feedback and and policies, when sharing useful needs and creates development integrates lessons learned to increase of information, knowledge and knowledge and information. opportunities; Department/Division’s effectiveness; experience; • Ensures that team members are • Promotes knowledge and information • Is aware of what information can knowledgeable about confi dentiality sharing, taking due care that be shared, and with whom, in requirements under the Agency’s confi dential information is shared compliance with the Agency’s regulations, rules and policies related in compliance with the Agency’s regulations, rules and policies. to sharing information. regulations, rules and policies.

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 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 reﬂ ecting best practice and development of best practice full compliance with the Agency’s and professional theories and to support judgement/decision regulations and rules.

DEFINITION 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 rules and policies; options and take effective decisions; • Encourages consideration of new consequences of actions and • Ensures discretion and confi dentiality • Maintains a broad perspective, respects approaches based on evidence and best decisions; consistent with the Agency’s applicable the competence and responsibilities of practice; others, and delegates decision making • Applies the Agency’s applicable regulations, rules and policies and • Facilitates constructive dissent and assesses implications when taking and accountability appropriately; regulations, rules and policies, creates an environment for dialogue; decisions; • Ensures that confi dentiality is maintained taking into account best practice • Makes or supports diffi cult or unpopular • Identifi es, examines and validates during the decision making process and that team members comply with the decisions when they are in the best and precedents; assumptions underlying decisions to Agency’s applicable regulations, rules and interest of the Agency; • Consults and seeks guidance from 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 the decision making process; taking decisions; inconsistencies to the attention of the diffi cult and sensitive decisions so that appropriate supervisor; • When managing projects, weighs INDICATORS • Understands the importance of they are in the best interest of the Agency; advantages of choices and takes • Ensures confi dentiality in the decision discretion and confi dentiality and • Takes into consideration various and making processes and that team decisions by prioritizing the activities to complex matters, as well as alternative understands what information can members comply with the Agency’s be implemented, evaluating the use of 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 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 scientifi c/ developing strategies, seizing knowledge of basic technical/ scientifi c methods. Provides professional methods, procedures good opportunities, mastering scientifi c methods and concepts. scientifi cally/technically accepted and approaches. challenges and risks, and information that is credible and addressing issues relevant to the DEFINITION reliable. programme goals.

• Applies knowledge of basic • Provides authoritative technical/ • Keeps abreast of the latest • Is recognized in the academic and/ technical/scientifi c methods and scientifi c advice in his/her area of developments in the fi eld 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 identifi es scientifi c information and data; international communities in his/ senior management in his/her area of emerging issues relevant to the expertise; • Stays informed about current her area of expertise; Agency’s mandate by providing knowledge developments in his/ • Carries out or leads technical/ • Guides operational practices and strategic advice to the Director advises senior management on the her area of expertise and acquires scientifi c endeavours adopting the General on scientifi c/technical validity of technical and scientifi c programmes; new skills to keep up to date; latest trends and practices; methods and procedures in the • Proposes new procedures • Carries out peer reviews of work achievement of programmatic • Identifi es trends and opportunities and techniques in response to performed by colleagues; outputs; and defi nes risk mitigation changing needs in his/her area of • Ensures that work adheres to • Acts as a technical/scientifi c resource strategies in line with Department/ work. accepted technical standards and supports the development of Division’s programmatic needs INDICATORS and scientifi c methods, and to the new skills by colleagues; and priorities in compliance with applicable Agency’s regulations, • Encourages team members to the Agency’s regulations, rules rules and policies; publish articles in peer-reviewed and policies. • Produces work that is accepted publications and to make and recognized for its credibility presentations at scientifi c/technical and trustworthiness based on best meetings, in compliance with the Agency’s regulations, rules and practice, professional theories and policies. standards.

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 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/

DEFINITION 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 scientifi c and social developments change and/or proposals to identifi ed 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 in accordance with the Agency’s regulations, rules and policies; uncertainty or unpredictability, line with the Agency’s strategic • Adjusts approaches and and remains productive in diffi cult priorities, consistent with the Agency’s regulations, rules and priorities, and ensures steady responses to refl ect the urgency situations; policies; progress toward achievement of of situations and changing • As project manager, understands goals; • Monitors the implementation of circumstances; the principles of change change activities; • Embraces innovation and • Makes an effort to understand management and develops • Adjusts his/her and/or the team’s consistently strives for effi ciency INDICATORS 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 Agency’s regulations, rules and • Embraces changes when • Fosters the one-house approach approach; presented with them. policies; in identifying effi ciencies 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 Identifi es 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 improvement as well as improving risk management and identifi es 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. effi ciency gains. Actively supports as well as improving current to programme development and the application of sound quality practices. Analyses processes implementation. DEFINITION 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 effi ciency initiatives quality assurance programmes, needs, developing continuous application of quality management in alignment with Member State standards, activities and procedures standards by staff members and requirements; improvements and opportunities stakeholders; related to his/her area of work; • Ensures consistent application of for innovation; • Develops and applies effective quality management standards, as • Recognizes problem areas and • Identifi es potential quality approaches to programme development recommends solutions; and implementation; well as the Agency’s regulations, management problems and rules and policies, in programme • Effi ciently and effectively • Regularly reviews procedures and/or suggests sound solutions, development and implementation; administers resources allocated systems with teams to identify required consistent with the Agency’s improvements and apply them to • Creates an environment conducive to within his/her area of competence, regulations and rules; processes; quality and effi ciency; and proposes enhancements • Consistently applies quality • Evaluates results and assesses the • Assesses the impact of quality to processes and procedures management standards in effectiveness of processes and systems management and process to increase effi ciency and programme development and with a view to identifying lessons learned; improvement on strategic plans

INDICATORS effectiveness, consistent with the implementation; • Develops and monitors the implementation and assesses their feasibility and Agency’s regulations and rules; of new standards and processes; • Develops process improvement credibility; • Collects, consolidates and • Identiﬁ es ways to improve systems strategies and mechanisms • Leads continuous quality improvement organizes data and information to and structures to deliver services with to evaluate projects for their streamlined resources; efforts through advocacy and support the evaluation of quality dissemination of advanced quality effectiveness and integrates • Takes appropriate steps based on the management and identiﬁ es issues tools, techniques, technology, lessons learned. above consistent with the Agency’s relating to consistency, clarity and regulations, rules and policies of the practices, policy, procedures and logic. Agency. training.

22 PARTNERSHIP BUILDING

INDIVIDUAL CONTRIBUTOR MANAGER SENIOR MANAGER Associate Specialist Develops and maintains Identiﬁ es and builds partnerships. Identiﬁ es interests and goals Develops strategic partnerships 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. DEFINITION 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, fi nancial and technical and partnerships with a wide sharing and to keep abreast of programmatic outputs; partnerships and alliances with range of partners, leveraging issues; • Identifi es 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 internal and external partnerships to of a cooperative work environment partnerships for knowledge and alliances, to promote effective achieve progress on objectives and by fostering positive relationships resource sharing; use of resources and comparative shared interests; with peers, partners, stakeholders • Encourages staff to engage and advantages of the Agency; • Actively involves partners and counterparts; work together with partners and • Builds the reputation of the and stakeholders to deliver • Treats confi dential information stakeholders; Agency as a viable and desirable

INDICATORS programmatic outputs through partner to external partners and with due care, in compliance with collaboration; • Ensures that the information stakeholders; the Agency’s regulations, rules • Builds and/or maintains partnerships exchange in the promotion of 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 conﬁ dential 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 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.

DEFINITION operations.

• Provides potential solutions in • Builds and sustains effective • Proactively identifi es 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 effi cient 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; benefi cial solutions for clients and quality services and assesses their deadlines; • Demonstrates openness to the the Agency; effectiveness; • Establishes, builds and sustains client’s perspective; helps clients • Develops the capacity and attitude • Remains abreast of client needs to effective relationships within to defi ne 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

INDICATORS 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 identiﬁ es the same time taking into account Agency’s regulations, rules and implementation; identiﬁ es 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 infl uences Develops consensus on ideas Builds internal and external suggestions in a clear manner effectively by building support and recommendations affecting support for programme strategies 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. infl uence others. facts and evidence. Identifi es gives consideration to a range of Successfully persuades and and anticipates partner and interests, options and possibilities. infl uences partners and other stakeholder needs to gain their stakeholders to gain commitment DEFINITION 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 policies; Agency’s regulations, rules and implementation of programmes, • Persuades and engages others 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 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 INDICATORS • Persuades and inﬂ uences partners • Uses understanding of the organizational results; and stakeholders, and gains their organizational culture to persuade • Obtains the cooperation of partners commitment to deliver effective partners and stakeholders, and to gain and stakeholders through an their support; understanding of the organizational results. • Constructively addresses differences culture; of opinions, resolving conﬂ icting • 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 charged situations. Accepts performance when facing pressure even in diffi cult 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 diffi cult 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 diffi cult situations. and remains committed to seeing are presented to them. DEFINITION 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 diffi cult decisions in diffi cult or crisis situations by sense of perspective when faced challenging period. that are in the best interest of the demonstrating composure and with diffi cult 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 fi rmly by a position works toward the development of 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 resistance and pressures faced; faced by staff members in their INDICATORS and professional limits and seeks and persists in realizing work help when necessary; objectives, even in diffi cult 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 confl icting pressures Agency’s mandate, priorities, regulations, rules and policies, • Identifi es ways to overcome and tensions. notwithstanding the pressure and stressful situations jeopardizing challenging circumstances. the achievement of project goals.

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The Competency Framework A guide for IAEA managers and staff 16-06181