Core Competencies

Do You Have Them?

Maria Dweggah, WHO

In the January issue of UN Specia l our beloved rédacteur-en-chef gave his wish list for 2002. One of his wishes, I believe, is shared by a multitude of others in the UN sytem – the completion of the human resources management reform, otherwise known as the HRM Reform. My fear is that we will end up right back to square one and that we will have to start all over again.

31 Core competencies explained

Major competencies for which employers look, along with some of the behaviours associated with each.

The following is a summarized list of the 31 competencies [The entire introduction and list of competencies from 1 to 24 are available in the last issue of UNS] listed by “cluster” (similar competencies related to a common skill set). Each competency includes a definition and the observable behaviours that may indicate the existence of a competency in a person.

25. Results Orientation: The ability to focus on the desired result of one’s own or one’s unit’s work, setting challenging goals, focusing effort on the goals, and meeting or exceeding them. Develops challenging but achievable goals. Develops clear goals for meetings and projects. Maintains commitment to goals in the face of obstacles and frustrations. Finds or creates ways to measure performance against goals. Exerts unusual effort over time to achieve a goal. Has a strong sense of urgency about solving problems and getting work done.

26. Thoroughness: Ensuring that one’s own and others’ work and information are complete and accurate; carefully preparing for meetings and presentations; following up with others to ensure that agreements and commitments have been fulfilled. Sets up procedures to ensure high quality of work (e.g., review meetings). Monitors the quality of work. Verifies information. Checks the accuracy of own and others’ work.

Develops and uses systems to organize and keep track of information or work progress. Carefully prepares for meetings and presentations. Organizes information or materials for others.

Carefully reviews and checks the accuracy of information in work reports (e.g., production, sales, financial performance) provided by management, management information systems, or other individuals and groups.

27. Decisiveness: The ability to make difficult decisions in a timely manner. Is willing to make decisions in difficult or ambiguous situations, when time is critical. Takes charge of a group when it is necessary to facilitate change, over-

III. Self-Management Competencies

28. Self Confidence: Faith in one’s own ideas and capability to be successful; willingness to take an independent position in the face of opposition. Is confident of own ability to accomplish goals. Presents self crisply and impressively. Is willing to speak up to the right person or group at the right time, when he/she disagrees with a decision or strategy. Approaches challenging tasks with a “can-do” attitude.

29. Stress Management:

The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation. Remains calm under stress. Can effectively handle several problems or tasks at once.

Controls his/her response when criticized, attacked or provoked. Maintains a sense of humor under difficult circumstances. Manages own behaviour to prevent or reduce feelings of stress.

30. Personal Credibility: Demonstrated concern that one be perceived as responsible, reliable, and trustworthy. Does what he/she commits to doing. Respects the confidentiality of information or concerns shared by others. Is honest and forthright with people. Carries his/her fair share of the workload.

Takes responsibility for own mistakes; does not blame others. Conveys a command of the relevant facts and information.

31. Flexibility: Openness to different and new ways of doing things; willingness to modify one’s preferred way of doing things. Is able to see the merits of perspectives other than his/her own. Demonstrates openness to new organizational structures, procedures, and technology. Switches to a different strategy when an initially selected one is unsuccessful. Demonstrates willingness to modify a strongly held position in the face of contrary evidence.

Reprinted with permission from
“The Value-Added Employee,” by Edward J. Cripe and
Richard S. Mansfield.
© 2002 by Butterworth-Heinermann.