ESTIMATIONS OF TARIFF EQUIVALENTS FOR THE SERVICES SECTORS
We also estimate trade equations for services using cross section data, and improve on the methodology ofPark(2002) We investigate whether relying on cross section rather than panel data leads to dif-ferences in the estimated equivalents Finally, we compare the estimations based on reconstructed and actual data
UNICEF Competency Framework
and solicit the support of key stakeholders at critical stages of one’s work • Act as a role model for UNICEF, strengthening the reputation of the organization Level 1 THE ABILITY TO: Collaborate with other UN entities, public and private sector partners, sharing knowledge and contributing to best practice • Advocate, influence and
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CHAPITRE 1 : LA LOGISTIQUE DE DISTRIBUTION : ENJEUX ET
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Apprenticeship Board Annual Report 2015-2016
to support a cohort of Indigenous apprentices over 2015-2016 Advancing collaboration among employers, apprentices and journeypersons to garner increased participation and completion rates among underrepresented groups in apprenticeship was a focus area for the Board Through significant discussion the Board has developed a strategic
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Demande de Proposition - World Bank
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OUR VALUES
IntegrityAccountabilityRespectCareTrustFinal CRITA icons, knockout. IntegrityAccountabilityRespectCareTrustFinal CRITA icons, knockout. IntegrityAccountabilityRespectCareTrustFinal CRITA icons, knockout. IntegrityAccountabilityRespectCareTrustFinal CRITA icons, knockout. IntegrityAccountabilityRespectCareTrustFinal CRITA icons, knockout.Behaviours to guide the way we work
UNICEF Competency Framework
Our framework has
behavioural indicators for every competency, which makes it much more real, tangible and a foundation for discussions.Eva Mennel
Director, Division of Human Resources
Table of contents
Foreword
..........01Eight competency areas
Values
...............03Level descriptions
Builds and maintains partnerships
Demonstrates self-awareness and ethical awareness
.......05Drive to achieve results for impact
Innovates and embraces change
Manages ambiguity and complexity
....................................09Thinks and acts strategically
Works collaboratively with others
Level descriptions:
Nurtures, leads and manages people ..............................................12Nurtures, leads and manages people
...................................13Foreword
As we work together to drive change for children and young people across the globe, we must hold ourselves, our colleagues and our organization t o the highest standards. UNICEF"s Competency Framework establishes common standards of behaviour to guide the way we work and is based on our core values of Care, Respec t,Integrity, Trust and Accountability.
Building from our previous competencies, this updated framework now consists of eight competencies and a set of behavioural indicators for each. All of our people will be assessed by the framework to varying degrees, depending o n their job level. We will all be held accountable for our behaviours. We aim to integrate the framework in everything we do, especially in how we attract, develop, assess, and retain our staff. This also includes recog nizing and providing professional development opportunities for staff who embody ou r competencies and core values in their work. I am excited to champion this framework and call on all UNICEF colleague s to do the same. Together, let us all demonstrate the highest standards of behaviour for the benet of our workplace culture, our stakeholders a nd every child, everywhere.Henrietta H. Fore
UNICEF Executive Director
IntegrityAccountabilityRespectCareTrust
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UNICEF Competency Framework
| Behaviours to guide the way we work2Eight competency areas
Our framework is made up of 8 competency areas.
1 to 7 are listed in alphabetical order and 8 is a dedicated people mana
gement competency specically for managers and supervisors. Builds and maintains partnershipsDemonstrates self-awareness and ethical awarenessInnovates and
embraces changeDrive to achieve
results for impactManages ambiguity
and complexityThinks and acts
strategicallyNurtures, leads and
manages peopleWorks collaboratively
with others 12 4356
87
Competencyname
Denition
Key words
and themesLevels
Behaviours
UNICEF Values
Care, Respect, Integrity,
Trust and Accountability
IntegrityAccountabilityRespectCareTrust
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The competency area,
Nurtures, Leads and Manages People
, is an additional competency for managers and leaders with people manag ement responsibilities.The level descriptions are on page 12.
UNICEF Competency Framework
| Behaviours to guide the way we work3Values
UNICEF"s new values statement is a critical foundation in guiding our decisions and actions. When developing the competency framework, it was essential that it addressed all ve values. The alignment of the valueswith the overall framework, with the demonstration of specic behaviours is presented in the diagram below.
Level descriptions
Individual contributor:
Level 1: Colleagues without people management responsibility, who are accountable for their own individual performance and their contribution to the outputs of the team . Describes the core behaviours required of all colleagues across the organization, regardless of contra ct type, job role or grade level.Team manager:
Level 2: Applies to all colleagues who have operational and functional r esponsibility for a team.Manages individual and team performance.
Manager of multiple teams:
Level 3: Applies to senior colleagues with responsibility and accountabi lity for multiple teams. The levels are cumulative and all colleagues, regardless of contract typ e, job role or grade level, are expected to demonstrate the core behaviours outlined in level 1. Thi s means that: Team Managers at level 2 are expected to demonstrate the behaviours outli ned in both levels 1 and 2 and Managers of Multiple Teams at level 3 are expected to demonstrate the behaviours outlined in all three levels.IntegrityAccountabilityRespectCareTrust
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UNICEF Competency Framework
| Behaviours to guide the way we work4Builds and maintains partnerships
Denition:
Build a network of external stakeholders and alliances with government counterparts, civilsociety, the media and the private sector, in order to promote and advance the work of the organization.
THE ABILITY TO:
Develop a network of formal
and informal contacts through participation in professional networks or consultations with others. Adopt a consultative approach and solicit the support of key stakeholders at critical stages of one"s work. Act as a role model for UNICEF, strengthening the reputation of the organization.Level 1
THE ABILITY TO:
Collaborate with other UN
entities, public and private sector partners, sharing knowledge and contributing to best practice. Advocate, inuence and negotiate reecting the needs of children, women and young people in discussions with key decision makers. Promote and select partners who share UNICEF"s values. Ensure that feedback from key stakeholders is incorporated into programme design, implementation and team learning.THE ABILITY TO:Initiate new partnerships,
including with the private sector and media. Anticipate changing priorities, working with partners to create long-term and sustainable opportunities. Act as a credible and convincing spokesperson and negotiator for UNICEF.Level 2Level 3
Individual contributorTeam managerManager of multiple teamsIntegrityAccountabilityRespectCareTrust
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Discriminatory refers to sexist, racist, xenophobic and homophobic, lan guage and behaviours.UNICEF Competency Framework
| Behaviours to guide the way we work5 Demonstrates self-awareness and ethical awarenessDenition:
Self-aware of own strengths, limitations, working style and deeply held conviction s and biases. Displays ethical awareness through behaviours that are consistent and compliant with the standards ofconduct for international civil servants, UNICEF"s values and relevant UNICEF policies and procedures.
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