The World Bank Group (WBG) Core Competencies are the critical behaviors required of WBG staff. They are complemented by job specific competencies that
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Missing: kelompok kompetensi
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pg. 2/12 Intro duction The World Ban k Group (WBG) Core Comp etencies are the critical behaviors required of WBG staff. They are complemented by job specific competencies that define technical knowledge and skills for jobs across the organization. They are also complemented by Managerial competencies for those staff in managerial jobs. These core competencies will be used in the WBG performance management process, for recruitment and selection, and for career development. The five World Bank Group core competencies are: Deli ver Results for Cli ents Coll abo rate Within Teams and Across Bound aries Le ad and Inno vate Create, App ly and Share Kno wledge Make Smart Decisions Each competency includes behavioral themes which are listed under the competency title and are further described in the pages below.
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pg. 3/12 Deli ver Results for Cli ents Includes client orientation a nd res ults orie ntation with a focus on accountab ility and crea ting an impa ct on the mission Effect ive WBG staff set high standards and challenging goals, and measure impact. They addre ss the needs and challenges of internal and extern al clients, while also keeping the goal of fireducing povertyfl and fiincre asing prosp erityfl as the ultimate object ive. They hold themselves accountable and take personal ownership for identifying and managing risks and delivering evidence-based resu lts that are financially, environmental ly and soc ially sust ainable and have development impact. Beha vioral ind icators at e ach level bui ld arou nd: Achie ving impactful resul ts Client fo cus Ownershi p/ac count abili ty Le vel 1 (GA): Responds to cl ient reques ts in a ti mely manner Demonstra tes positive attitude and responsiveness to client requests Has basic understanding of the role of the depar tment and of the larger org anization Is able to execute tasks and complete requests in a consistent and timely manner Le vel 2 ( GB): Proacti vely responds to and completes cli ent reques ts Displays a positive and p rofessional service-orienta tion in client inter actions Demonstra tes unde rstanding of de part ment™s key pro grams and/or pro ducts and how they are re lated to the larger organi zation Priorit izes requests and/or t asks accord ing to priority and highest impact for clients Le vel 3 (GC): Takes perso nal respon sibility to make things better for t he client Displays under standing of client conte xt and environ ment and intera cts with t hem tactfully and diplomatically Under stands the department™s prior ities and how they relate to th ose of the org anization Demonstra tes an independent sense of ur gency and initiat ive; t akes ownership for meeting agre ed-upon dead lines for rout ine issues Le vel 4 ( GD): Takes full ownership to addre ss client needs Demonstra tes ini tiative, i ndepende nce and aut onomy in addressing client needs in changing b usiness conte xts and enviro nments Has knowledge of d epar tment strat egy, vision, and goals and can link them to t hose of the larger o rganization. Al locates and priori tizes resources according to a reas of most ur gent need and g reatest impact for t he client Le vel 5 ( GE): Contributes to deli very of results for clien ts on co mplex iss ues Sets challenging goals that align with the WBG mission and is always looking to impro ve Under stands clients™ most pressing challenges and contr ibutes to solut ions Takes personal responsibility for pro ducing high quality work, identifying and informing of r isks, and delivering results for clients Le vel 6 ( GF): Proacti vely addresses cli ent s™ stated and unstated needs Adds value by constan tly looking for a better way to get more impactful r esults; sets challenging stre tch goals for o neself Immerses oneself in client e xperie nces and perspective by asking probing questions to understand unmet needs Demonstra tes accountab ility for a chie ving results that have a development impact and financial, enviro nmental and social sustainabili ty. Ide ntifies and p roposes solu tions to mitigate and manage risks.
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pg. 4/12 Le vel 7 ( GG): Achie ves results and identif ies miss ion-dri ven solu tions for the client Develops and implements solutions that show understanding of how clients and/or own work achie ves results that a re financially, environ mentally and socially sustainable Shares new insigh ts based on in-depth unde rstanding of the client and recommends solu tions for current and futu re needs of clien ts Holds self a nd team accountable for r isk management and outcomes. Le vel 8 ( GH): Acts as a trust ed, strate gic ad visor, partner ing with cl ients to deli ver re sults Creates opportu nities that are ali gned with t he mission to increase impact and leads initiatives to take advanta ge of the se opport unit ies Proa ctively gu ides clien ts to see the possibi lities in new approa ches and solutions Takes full accounta bility for managing risk and ensuring out comes consistent with WBG strat egy Le vel 9 ( GI): Leads an orga nization that focu ses on resu lts for cl ients and i mpact rather than tr ansac tions or proces ses Develops and implements structur es, processes and systems that track the empirical results achie ved by the organi zation, and dri ves performance to the highest le vel Motivates the orga nization to make decisions that crea te impact for clien ts, and to re move org anizational ob stacles to delivering results Inspires the culture and creates norms and processes to hold self and others in the organi zation accounta ble for managing risk and delivering results that are financiall y, environ menta lly, and socially sustaina ble Le vel 10 (GJ ): Creates an enterprise and a culture th at focu ses on re sults for c lients and imp act rather than transac tions or proces ses Creates a culture and implements structur es, processes and systems that track the empirical results achie ved by the organi zation, and dri ves performance to the highest le vel Motivates everyone in the orga nization to make decisions that crea te impact for clien ts, and to re move org anizational ob stacles to delivering results Inspires the culture and creates norms and processes to hold self and others in the organi zation accounta ble for managing risk and delivering results that are financiall y, environ menta lly, and socially sustaina ble Le vel 11 (GK ): Creates an enterprise and a culture that focu ses on re sults for c lients and imp act rather than transac tions or proces ses Creates a culture and implements structur es, processes and systems that track the empirical results achie ved by the organi zation, and dri ves performance to the highest le vel Motivates everyone in the orga nization to make decisions that crea te impact for clien ts, and to re move org anizational ob stacles to delivering results Inspires the culture and creates norms and processes to hold self and others in the organi zation accounta ble for managing risk and delivering results that are financiall y, environ menta lly, and socially sustaina ble
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pg. 5/12 Collaborate Within Teams and Across Bou ndari es Includes teamwork and collabora tion as well as inclusion and a commitment to One WBG Effect ive WBG staff collaborate and work with others across and outside of the World Bank Gro up in order to achieve the best resu lts for clients. They cultivate and leverage their professional networks to this end. They are inclusive in gathering options and information, and align their behavior and priori ties with the needs and goals of WBG. They maintain a WBG corporate mindset above an individual or team perspective and are proactive in mitigating and managing conflicts. Beha vioral ind icators at e ach level bui ld arou nd: Collaborati on and Teamwork Inclus ion WBG corporate citi zenship Le vel 1 ( GA): Acts cooperati vely Works cooperatively and displays an open, helpful attitude toward others Approaches conflicts as common problems to be solved Values the importance of others™ views Is aware o f impact of work on larger WBG Le vel 2 ( GB): Contributes collaborati vely to one™s own team Act ively coll abor ates with oth ers in own team and displays an open, helpful attitude toward others Approaches conflicts as common problems to be solved Includes others in own work and t hinking Con siders the impact of work on WBG Le vel 3 ( GC): Initiat es co llab oration b eyond the team See ks opport unit ies to collaborate within own department and displays an open, helpful attitude toward others Approaches conflicts as common problems to be solved Involves others and seeks additional perspectives when needed Con siders the impact of work on WBG Level 4 ( GD): Contributes to wider col laborati ve efforts Adopts a collabo rative approach to impro ve overall effectiveness outside one™s depar tment and displays an open, helpful attitude toward others Approaches conflicts as common problems to be solved Demonstra tes unde rstanding of and acts to incorpora te multiple perspectives Fr ames thinking/actions with a WBG corporate perspective in mind Le vel 5 (GE): Collaborat es within te am and acro ss bo und aries Keeps others fully info rmed to ensure integr ation and work consistency and displays a sense of mutuality and respect Approaches conflicts as common problems to be solved See ks and listens to input from others to info rm own decision making and openly shares information Fr ames thinking/actions with a WBG corporate perspective in mind Le vel 6 ( GF): Collabora tes across bo undari es, gi ves own perspec tive and will ing ly recei ves di verse per specti ves Appropr iately involves othe rs in decision making and communicates with key stakeholders Approaches conflicts as common problems to be solved . Act ively seeks and conside rs diverse ideas and approaches displaying a sense of mutuality and respect Integr ates WBG perspective into work
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pg. 6/12 Le vel 7 ( GG): Initiates coll aboration acr oss boundar ies and broad ly across WB G, and brings dif fering i deas into the forefront Collaborat es across orga nizational bou ndar ies, intern ally and externally with a sense of mutuality and respect Con sistently engages others in op en dialogue, bri ngs out any conflicting viewpoints and incorpo rates viewpoin ts into solutions, giving credit where credit is due. Levera ges expert ise of all te am members to ensure successful ou tcomes Makes choices and sets priori ties with a WBG corpora te perspective in mind Level 8 ( GH): Leads coll abora tion acr oss WBG and with p artners dr awing on robust prof essional networks Clearly articulat es and models expectations of collaborative beha vior, recognizes collaboration and contributions of othe rs Provides safe environment for exchange of ideas where people f eel fr ee to expre ss dissenting opinions, handling conflicts as opportunities and problems to be solved Priorit izes WBG corporate goals over indi vidual or team goal s when in conflict Level 9 ( GI) Takes accoun tabil ity for co llab oration at all levels of the WBG and with ex ternal partners Personally l everag es the strengths of the institution to bring together diffe rences in perspectives, experien ces, cultures et c. in order to crea te the b est solutions Esta blishes and follows norms of ro bust debate that bring the b est ide as to the for efront , and approaches conflicts as opportunities and problems to be solved Role models WBG corporate citizenship by putting common corporate goals over indi vidual or t eam goals when in conflict Le vel 10 (GJ): Creates an enterprise and culture that drives collaboration at all levels of the WBG and with external partners Ensures the enterprise is leveraging the strengths inside and outside the institution to bring together diffe rences in perspectives, experien ces, cultures et c. in order to crea te the b est solutions Creates a culture that esta blishes and maint ains norms of ro bust debate that bring the b est ide as to the for efront, and approaches conflicts as opportunities and problems to be solved Role models WBG corporate citizenship by putting corporate goals over individual or t eam goals when in conflict Le vel 11 (GK): Creates an enterprise and culture that drives collaboration at all levels of the WBG and with external partners Ensures the enterprise is leveraging the strengths inside and outside the institution to bring together diffe rences in perspectives, experien ces, cultures et c. in order to crea te the b est solutions Creates a culture that esta blishes and maint ains norms of ro bust debate that bring the b est ide as to the for efront , and approaches conflicts as opportunities and problems to be solved Role models WBG corporate citizenship by putting corporate goals over individual or t eam goals when in conflict
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pg. 8/12 Le vel 8 ( GH): Inspires and influenc es oth ers to dri ve in novation Fo sters open discussions with broad audiences to set vision and establish buy-in for innovation that can enhance WBG effe ctiveness Inspires others to develop new solutions that have a development impact and advocates for changes and application of new metho ds to enhance results Develops partnerships and relationships that enable the WBG to a chieve results thro ugh innovation Le vel 9 ( GI): Mobi lizes the or gani zation for inno vation Creates the structure and process to support the development of innovative solut ions that are a sour ce of competitive advanta ge and long -term sustainability for WBG Develops and executes strategies by motivating, encoura ging, and developing indi viduals to enhance their ability to create innovative approaches to get results Works across the organi zation to suppo rt th ose using inno vative approaches to achieve re sults (e.g ., au tonomy, time, resources) Develops partnerships and relationships to enable the WBG to a chie ve results thr ough inn ovation Le vel 10 (GJ): Creates an organization that strives for innovation Inspires others and creates an organization where innovative solut ions are a sour ce of competitive advanta ge and long -term sustainability for WBG Develops and executes strategies by motivating, encoura ging, and developing indi viduals to enhance their ability to crea te innovative approaches to get results Works across the organi zation to suppo rt th ose using inno vative approaches to achieve re sults (e.g ., au tonomy, time, resources) Develops partnerships and relationships to enable the WBG to a chie ve results thr ough inn ovation Le vel 11 ( GK): Creates an enterprise and a culture that drives inno vation Builds an enterprise where the culture drives innovative solut ions as a source of competitive advanta ge and long -term sustainability for WBG Develops and executes strategies by motivating, encoura ging, and developing indi viduals to enhance their ability to crea te innovative approaches to get results Works across the organi zation to suppo rt th ose using inno vative approaches to achieve re sults (e.g ., au tonomy, time, resources) Develops partnerships and relationships to enable the WBG to a chie ve results thr ough inn ovation
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pg. 9/12 Cre ate, Apply and Share Kn owledge Includes the development and sharing of knowledge, as well as networ king, mentoring others, and develo ping s elf and others to create a gre ater contribution to achie ving WBG goals Effective WBG staff understand the value of creating, applying, and sharing knowledge. Staff, rapidly and readily share their expertise; create and contribute to the WBG™s body of knowledge and efficiently reflect a nd draw on lessons of past exp erience from colleagues, clients, partners and exte rnal sources to drive the WBG to achieve its goals. They exp and their pro fessional networks in their areas of exp ertise by forg ing linkages with others. They energ ize others to create, apply and share knowledge and learn from each other . They also seek opportu nities to grow personal and inst itutio nal knowledge and invest in the growth of ot hers throu gh mentor ing, as well as developing themselves and others through feedback and continuous learning. Beha vioral ind icators at e ach level bui ld arou nd: Sharing experti se and learn ing Develop ing self & o thers Expandi ng ne tworks Le vel 1 ( GA): Seeks opportun ities to gr ow and furt her de velop own capa biliti es Sho ws inter est in knowledg e, learni ng, and enhancing o wn skills Inter acts positively with othe rs for the exchange of info rmation and ideas Receives and incorporat es feedback from othe rs Le vel 2 (GB): Shares k nowledge appropr iate ly Demonstra tes ini tiative in building and g rowing o wn skills Under stands own knowledge and learning gaps Takes feedback constructively and provides feedback on the work of ot hers Le vel 3 ( GC): Proacti vely and regular ly shares kn owledge Provides guidance and coaching to more inexperien ced staff in areas of assigned responsibility or expert ise Shares knowledge and info rmation with othe rs across the work unit or department Provides fee dback on the work of othe rs; recognizes importance of multiple pe rspectives Le vel 4 ( GD): Actively promot es knowledg e-sharing Takes ownership for or gani zation of knowled ge-shari ng and learni ng activities Contr ibutes to the knowledge of the work group and beyond Uses feedback to develop self and mentor o thers Buil ds personal and prof essional networks within and beyond the work group Le vel 5 (GE): Acti vely contri but es to and re adi ly applies WBG™s bo dy of kn owledge for internal and/or external client solut ions Contr ibutes to the department™s and WBG™s body of knowledge by applying lessons lear ned and expert ise Act ively invests in own knowledge and seeks feedback Buil ds personal and prof essional networks within and beyond the work group Le vel 6 ( GF): Applies kn owledge acro ss WBG to st rength en solut ions for internal and/or external clients Leverag es department™s expertise and body of knowledge across WBG to strengthen internal and/or external client solutions See ks to lea rn fr om more e xperie nced staff to deepen or strengt hen t heir prof essional knowledge and helps othe rs to learn Builds personal and prof essional networks inside and outside the dep artment unit
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pg. 10/12 Le vel 7 ( GG): Creates, ap plies and s hares knowled ge from across and out side WBG to strengthen internal and/or external cli ent solutio ns Ensures systematic sharing of good pra ctice and learning from lessons from across WBG, clien ts, and partne rs Is known across WBG in their subject area and is sought out by WBG colleagues to advise, peer r eview, or contribu te to knowledge pro ducts of others See ks mento ring opportunities with more e xperie nced staff to deepen or strengthen their profe ssional knowledge and mentors jun ior staff Buil ds networks across the WBG and as part of external pr ofessional g roups/networks Le vel 8 ( GH): Establi shes an environment where knowledge is create d, ap plied and shared Leverag es extern al knowled ge and part nerships to stre ngth en solut ions for internal and/or external clients Is known across WBG and externa lly in their subject ar ea and is routinely sought out by WBG colleag ues to advise, peer review, or contribu te to knowledge products of othe rs Encourages a learning culture by seeking out and being open to feedback, as well as effectively mentoring others, on how to improve contribution and impact through continuous learning and knowledge acquisition Buil ds networks of experts and clients to share knowledge and experien ce for the purp ose of strengthening internal and/or external client solutions as well as WBG™s role as convener and facilit ator of knowled ge Le vel 9 ( GI): Drives a culture where knowledge is crea ted, appli ed, a nd sha red to stre ngthen WB G™s leadership role, de velo pment impact a nd to impro ve solutions for internal and/or external client s Reinfo rces a culture and enabling enviro nment to ensure staff share, crea te, a nd re flect/a pply knowledge (e.g ., encoura ges staff to connect with ot hers outside of their tra ditional net works and explore ar eas to innovate). Role mod els a learn ing culture by seeking out and being open to f eedback, as well as effectively mentori ng others, on how to improve contr ibution and impact through continuous learning and knowledge acquisition Leverag es experie nce and thought lea dership to guide WBG™s strateg y, receiving signif icant inte rnal and external recognit ion Forg es strate gic int ernal and external p artne rships that enhance WBG™s ability to deli ver solut ions to clients and maint ain leade rship position among other de velopment o rganizations Le vel 10 (GJ): Leads an organization and drives a c ulture where knowledge is crea ted, appl ied, and s hared to str ength en WB G™s lea dership role, de velo pment impact a nd to impro ve solutions for internal and/or external clients Inspires others and creates an enabling enviro nment that ensures staff share, crea te, a nd re flect/a pply knowledge Role mod els a learning culture by seeking out and being open to f eedback, as well as effectively mentori ng others, on how to improve contr ibution and impact Leverag es experie nce and thought lea dership to guide WBG™s strateg y, receiving signif icant inte rnal and external recognit ion Forg es strate gic int ernal and external p artne rships that enhance WBG™s ability to deli ver solut ions to clients and maint ain leade rship position among other de velopment o rganizations Le vel 11 (GK): Creates an enterprise and drives a cultu re where kn owledge is cr eated, appl ied, and shared to strength en WBG™s l eadersh ip role, de velo pment impact a nd to impro ve solutions for internal and/or external clients Builds an organization and a culture that ensures staff share, crea te, a nd re flect/apply knowledge Role mod els a learning culture by seeking out and being open to f eedback, as well as effectively mentori ng others, on how to improve contr ibution and impact Leverag es experie nce and thought lea dership to guide WBG™s strateg y, receiving signif icant inte rnal and external recognit ion Forg es strate gic int ernal and external p artne rships that enhance WBG™s ability to deli ver solut ions to clients and maint ain leade rship position among other de velopment o rganizations
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pg. 11/12 Make Smart De cisions Includes analytic al thi nking, judgmen t, risk taking, and focus on empiric al data, but also the ability to make de cisions and take action Effe ctive WBG staff balance the need for risk management with a sense of urgency by making quick, timely, and rele vant decisions. They display the confidence to take smart risks and make timely and effective decisions and show confidence in own judg ment and actions. They are good problem solvers, collect evide nce, lessons from past experience, and research to support their actions, and are willing to make decisions and take smart risks that advance the goals of WBG. They ta ke ownership for decisions they make, and ensure issues are pushed to the right level for decision-making when neede d. Senior leade rs dri ve alignment, and ensure infor mation is shared to make real istic, sound decisions and recommendations. Trust and support is given to decision makers, regardless of level, with the assumption that the r ight decisions will be made. Beha vioral ind icators at e ach level bui ld arou nd: Ana lysis/judg ment Risk tak ing Making ti mely decisions Level 1 ( GA): Makes de cisio ns appr opria te to scope of job See ks assistance and guidance from others where appropri ate Uses own judgment to make timely and sound decisions Le vel 2 ( GB): Uses criti cal th inking to inform own dec ision-making Thin ks thro ugh problems and art icula tes the appropriate course of action Takes action once decisions are made Le vel 3 ( GC): Identifi es infor mation n eeded to s upport d ecisions Locates and accesses approp riate sources of info rmation , data and lessons to support decision-making Demonstra tes a basic understanding of risk and r isk management concepts Takes action with a sense of urgen cy in time-sensitive situations Le vel 4 ( GD): Ana lyzes data to support and e nable dec ision-making Ant icipa tes, resear ches, re views, and a nalyzes availab le data and rele vant empirical evidence, including lessons learned Under stands risk and can pro vide basic assessment using cost-benefit analysis Uses critical thinking and good judgment to make decisions Suppor ts decisions, takes action and ensures appropria te follow-up actions are taken Le vel 5 ( GE): Le verages a vailable da ta and makes timely decisi ons See ks and analyzes facts, data and lessons of past experience to support sound , logical decisions regarding own and other s™ work Appli es cost/b enef it analysis to meet work program objectives Contr ibutes to decision making by pro viding relevant risk-analysis Sho ws init iative when necessary, and makes decisions in a timely manner within o wn area of re sponsibility Le vel 6 ( GF): Interprets a wide range of informa tion and p ushes to move fo rward See ks diversity of info rmation and inpu ts, researches possible solut ions, and genera tes recommend ed options Iden tifies and understands risks and proposes recommendations Based on risk analysis makes decisions in a timely manner within own area of responsibility, consideri ng the inter ests and concerns of stakeholders
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