Purpose of the Position
A Cluster Coordination Competency Development Strategy was produced by external consultants Avenir Analytics at the beginning of 2014 to establish a systematic and structured approach to learning and to support UNICEF's cluster coordination function in improving its achievement of results in serving vulnerable populations effectively. The strategy articulates the essential competencies for cluster coordination staff, describes the current competency gaps and suggests an approach to ensure cluster coordination staff acquire these competencies. This strategy now needs to be implemented amongst the UNICEF led and co-led clusters and AoRs.
The incumbent will move forwards with the recommendations made in the Cluster Coordination Competency Development Strategy, which identified three capacity development priorities: a) technical humanitarian architecture knowledge, b) skills and competencies (such as communication and leadership), and c) the enabling environment. The incumbent will help to implement a systematic and structured approach to learning, to support UNICEF's cluster coordination function to achieve results for vulnerable populations.
The target audience of the learning strategy will be the Cluster and AoR Rapid Response Teams (RRTs), UNICEF Standby Partner Rosters and UNICEF and Country Office recruited staff.
Stages of the rolling out of the Capacity Development Strategy:
The incumbent will move forwards with the recommendations made in the Cluster Coordination Competency Development Strategy, which identified three capacity development priorities: a) technical humanitarian architecture knowledge, b) skills and competencies (such as communication and leadership), and c) the enabling environment. The incumbent will help to implement a systematic and structured approach to learning, to support UNICEF's cluster coordination function to achieve results for vulnerable populations.
The target audience of the learning strategy will be the Cluster and AoR Rapid Response Teams (RRTs), UNICEF Standby Partner Rosters and UNICEF and Country Office recruited staff.
Stages of the rolling out of the Capacity Development Strategy:
- Assess training opportunities and plan trainings and learning opportunities for the three target groups: RRTs, SBPs and CO staff.
- Based on existing training materials and training provided in Amman, Sando and Limmerick, develop learning materials such as tools, guidance, accompanying communications materials and training sessions.
- Ensure linkages between UNICEF Humanitarian Learning Strategy and the Cluster Competency Framework.
- To the extent possible use the UNICEF Learning Management System (AGORA) to support the capacity development framework.
- Assessment of the implemented training materials.
- Coordinate capacity building activities implemented by the Global Cluster / AoR.
Key Expected Results
TASKS
Training development: Based on pre-identified gaps, develop the following training materials in line with key, team, functional and management competencies:
Training development: Based on pre-identified gaps, develop the following training materials in line with key, team, functional and management competencies:
- Develop training for staff already in a Coordinator or IMO role.
- Prepare communications/training materials to ensure that senior management and staff involved in recruitment procedures have a strong understanding of the skills required for IMO and Coordinator work.
- Develop team competency trainings in conjunction with partners to generate shared understandings of accountabilities.
- Work with Global and In-Country Cluster Coordinators to ensure that progressive learning paths are offered to RRTs, SBP Roster members and Country Office staff (working as Coordinators and Information Management Officers).
- Develop a supportive communications plan for informing staff and partners about these opportunities for training and development.
- Make best use of the UNICEF Learning Management System (AGORA) to support capacity development programmes and explore the possibility of linking them to other clusters and partners.
- Consult other clusters and assess potential for training with others clusters (i.e. Shelter, Health, etc).
- Develop a learning impact assessment to capture the (i) direct reaction to learning events, (ii) a measure of what trainees have learned, iii) impact of applied learning on job performance and (iv) overall cluster coordination performance based on performance outcomes indicators.
- Mapping and coordination of training event organised Global Cluster / AoR.
- Set up a strategy for coaching, mentoring and/or on-the-job learning for CC and IMO functions and implement this with at least two people in each cluster/AoR.
- a) Deliver trainings, b) create training packages as required
- DELIVERABLES
- Progressive training programmes for IMOs and CCs for inexperienced, mid-level, and advanced level participants.
- Training programmes that meet the needs outlined in the cluster coordination capacity development strategy, predominantly:
a) Technical humanitarian architecture knowledge: how to apply knowledge of the architecture to cluster coordination; the impact of reform and the Transformative Agenda.
b) Skills and competencies: improvement of low rated competencies, particularly those with a coordination, leadership or management component
c) The enabling environment: improve understanding of shared accountability between partners and clusters; increase the development and use of skills of cluster staff. - Learning impact assessment.
- Development of an evaluation system for learning events.
- Development of a communication plan outlining potential development and training opportunities
Qualifications of Successful Candidate
EDUCATION
Advanced university degree in social sciences, international relations, public policy, or related area. A first level university degree with relevant combination of academic qualifications and experience in a related area may be accepted in lieu of the advanced university degree.
*A first university degree with a relevant combination of academic qualifications and experience may be accepted in lieu of advanced university degree.A learning and development and / or training qualification
Advanced university degree in social sciences, international relations, public policy, or related area. A first level university degree with relevant combination of academic qualifications and experience in a related area may be accepted in lieu of the advanced university degree.
*A first university degree with a relevant combination of academic qualifications and experience may be accepted in lieu of advanced university degree.A learning and development and / or training qualification
WORK EXPERIENCE
- At least eight (8) years of progressively responsible experience in humanitarian affairs, ideally with the United Nations system or NGOs. Experience in humanitarian response/recovery/clusters preferred.
- Knowledge of human resources, career development and/or adult learning
- Demonstrated experience in training and cluster coordination
- Knowledge of IASC Transformative Agenda and the cluster approach.
- Knowledge of the UN and UNICEF's system's policies and procedures, including humanitarian response mechanisms.
- LANGUAGES: Fluency in written and spoken English is required.
Competencies of Successful Candidate
i) Core Values:
- Commitment
- Diversity and Inclusion
- Integrity
ii) Core Competencies:
- Communication
- Working with People
- Drive for Results
iii) Functional Competencies:
- Leading and Supervising
- Formulating Strategies and Concepts
- Analyzing
- Relating and Networking
- Persuading and Influencing
- Creating and Innovating
Remarks
* The successful candidate for this emergency recruitment MUST be available to commence work within 31 days of receiving an offer.
UNICEF is committed to diversity and inclusion within its workforce, and encourages qualified female and male candidates from all national, religious and ethnic backgrounds, including persons living with disabilities, to apply to become a part of our organization.
