Career Guide

for UNESCO Staff Members

Training & Career Development (TCD) Bureau of Human Resources Management (HRM)

UNESCO

13 November 2008

UNESCO would like to thank the United Nations Department of Peacekeeping Operation’s (DPKO) Career Development Unit (CDU) in the Field Personnel Division, Department of Field Support (DFS) for sharing so generously their invaluable contribution to this document. Additionally, UNESCO thanks the School of International Affairs (SIPA) at Columbia University, the United Nations Office of Human Resources Management (OHRM) and The American University of Paris, for their respective contributions to this project. The cover image, taken by JN Conradie, is courtesy of flickr.comTM. This document is the property of UNESCO and is intended for internal use within the office. Although the information is not confidential, some of the content may be proprietary or privileged. You are therefore requested not to disclose, distribute or copy it by any means – electronic, mechanical, photocopying, recording or otherwise – to any third party without the prior written permission of UNESCO.

Copyright © UNESCO, Paris – 2008 Bureau of Human Resources Management

All rights reserved

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Contents

[Note to readers: If reading online, press ‘control’ and drag and right click the cursor over the chapter, heading or appendix in question to be hyperlinked directly to the text.]

FOREWORD ..............................................................................................................................III

PART I: INTRODUCTION TO CAREER DEVELOPMENT ........................................................... 1 1. CAREER DEVELOPMENT............................................................................................................ 1

What is “Career”? ................................................................................................................. 1 A Career with UNESCO? ........................................................................................................1 The Evolving World of Work ..................................................................................................2 UN Reform...........................................................................................................................3 Boundary-less Career............................................................................................................ 3 Overview of Career Development...........................................................................................4 Reputation Management .......................................................................................................5 360º Evaluation....................................................................................................................5

Additional Resources ..........................................................................................................................6 2. KNOW YOURSELF AND FIND YOUR DIRECTION ............................................................................ 7

Self Assessment ................................................................................................................... 7 Professional Accomplishments ...............................................................................................7 Skills and Abilities, Working Style ...........................................................................................8 Work Values ........................................................................................................................8 Competencies and Career Development .................................................................................8 Addressing Development Gaps ..............................................................................................8

Additional Resources ..........................................................................................................................9 3. MANAGER’S ROLE IN STAFF CAREER DEVELOPMENT.................................................................... 10

The Critical Role of the Manager/Supervisor.......................................................................... 10 Mentoring .......................................................................................................................... 10

Additional Resources ........................................................................................................................ 11 4. CAREER PLATEAUS................................................................................................................ 12

What is a Career Plateau? ................................................................................................... 12 Kinds of Career Plateaus ..................................................................................................... 13 Strategies and Avoidance .................................................................................................... 13

Additional Resources ........................................................................................................................ 14

PART II: CAREER MANAGEMENT TOOLKIT ......................................................................... 15 1. NETWORKING AND THE JOB SEARCH ........................................................................................ 15

How to Begin ..................................................................................................................... 15 Introduction to Networking.................................................................................................. 15 Networking Dos and Don’ts ................................................................................................. 16 Staying on Track with your Job Search ................................................................................. 17

Additional Resources ........................................................................................................................ 18 2. WRITING YOUR CV AND PREPARING YOUR COVER LETTER........................................................... 19

Introduction....................................................................................................................... 19 CV or Résumé? .................................................................................................................. 19 Making a First Impression ................................................................................................... 19 Tips for Written Applications................................................................................................ 20 Specific Tips for UNESCO Staff Members .............................................................................. 22 Cover(ing) Letters .............................................................................................................. 23 Applying Online: Tips.......................................................................................................... 24 References......................................................................................................................... 24

Additional Resources ........................................................................................................................ 25

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3. INTERVIEWING .................................................................................................................... 27 Interviewing Tips................................................................................................................ 27 Preparing for an Interview................................................................................................... 27 First Impressions................................................................................................................ 28 Competency-based Interviews ............................................................................................. 29 Other Interview Types ........................................................................................................ 29 Phone and Videoconference Interviews ................................................................................ 31 Answering Interview Questions............................................................................................ 32 90-Second Introduction....................................................................................................... 32 Frequently Asked Interview Questions and Suggested Responses ........................................... 32 Skills Demonstration ........................................................................................................... 35 Ending the Interview and Debriefing .................................................................................... 35

Additional Resources ........................................................................................................................ 35 4. DEALING WITH JOB OFFERS ................................................................................................... 36

Decisions ........................................................................................................................... 36 Declining a Job Offer .......................................................................................................... 36 Not Getting the Job Offer .................................................................................................... 36 Negotiations....................................................................................................................... 37

Additional Resources ........................................................................................................................ 37 5. COPING WITH CHANGE.......................................................................................................... 38

Job Loss ............................................................................................................................ 38 Create an Action Plan ......................................................................................................... 38 Financial Planning............................................................................................................... 39

Additional Resources ........................................................................................................................ 39 6. CONCLUSION ....................................................................................................................... 40

PART III: APPENDICES........................................................................................................ 41 APPENDIX 1: SELF ASSESSMENT - PROFESSIONAL ACCOMPLISHMENTS.............................................. 41 APPENDIX 2: ACTION VERBS...................................................................................................... 42 APPENDIX 3: SELF ASSESSMENT - WORKING STYLE AND PERSONAL ATTRIBUTES................................ 43 APPENDIX 4: SELF ASSESSMENT - SKILLS AND ABILITIES ............................................................... 44 APPENDIX 5: SELF ASSESSMENT - WORK VALUES .......................................................................... 48 APPENDIX 6: SELF ASSESSMENT - WORK OBJECTIVE...................................................................... 49 APPENDIX 7: SAMPLE LETTER REQUESTING AN INFORMATIONAL INTERVIEW ..................................... 50 APPENDIX 8: SAMPLE THANK-YOU LETTER FOR AN INFORMATIONAL INTERVIEW................................. 51 APPENDIX 9: INFORMATIONAL INTERVIEW LOG SHEET................................................................... 52 APPENDIX 10: CURRICULUM VITAE I (SAMPLE - ENGLISH) ............................................................. 53 APPENDIX 11: CURRICULUM VITAE II (SAMPLE - ENGLISH)............................................................ 55 APPENDIX 12: CURRICULUM VITAE III (SAMPLE - FRENCH) ........................................................... 57 APPENDIX 13: CURRICULUM VITAE IV (SAMPLE - FRENCH)............................................................. 58 APPENDIX 14: TIPS FOR PHP AND P-11 PREPARATION (UN SYSTEM) ............................................. 59 APPENDIX 15: SAMPLE COVER LETTER - ADMINISTRATIVE POST...................................................... 61 APPENDIX 16: 90-SECOND INTRODUCTION ................................................................................. 62 APPENDIX 17: QUESTIONS TO ASK THE INTERVIEWER.................................................................... 63 APPENDIX 18: SAMPLE LETTER OF ACCEPTANCE ............................................................................ 64 APPENDIX 19: SAMPLE LETTER OF DECLINE ................................................................................. 65 APPENDIX 20: BUDGET WORKSHEET ........................................................................................... 66

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FFoorreewwoorrdd Throughout the discussions that have taken place regarding the reform of the United Nations, one of the top priorities has been the efficiency, competency and professionalism of the international civil service. In addition, improved gender parity as well as better geographical distribution have become central themes for human resources management in the United Nations Common System. The harmonization of human resources practices and procedures, in particular, has become one of the priority lines of action for UN partners. With a view to improving and supporting career development, HRM has developed this new Career Guide. It aims to answer frequently-asked questions about career issues at UNESCO as well as the broader UN Common System. This guide is comprised of three parts: the first addresses the fundamentals of career development, while the second focuses more concretely on the job search process. Both sections are supported by exercises, sample documents and other resources in part three, the appendices, as well as by online resources at the end of many chapters. HRM recommends that you begin with the narrative, delving more in depth to specific sections as they become relevant over the course of your career or, in the case of supervisors, those of your supervisees. The layout and design are kept intentionally simple with a view towards user-friendliness and flexibility, especially with regard to staff in the field. This Career Guide is part of larger range of initiatives which aims to improve and expand the quality of career support services for UNESCO staff members and to support mobility. These initiatives include the improvement of career structures, including the development of a new core competency framework for UNESCO and its rollout to all staff members. In addition, a new career development training programme that will address key career themes is under development. Bilingual Career Resource Centres are being set up as well. Finally, the HRM intranet site eventually will include more information about all of these initiatives. HRM sincerely hopes you will benefit from this Career Guide and we await, with interest, your feedback on it so that we may be better able to respond to your career needs.

Dyane Dufresne-Klaus Director

Bureau of Human Resources Management November 2008

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Part I: INTRODUCTION TO CAREER DEVELOPMENT

11.. CCaarreeeerr DDeevveellooppmmeenntt What is “Career”? The Oxford English Dictionary defines1 career as a “path through life or a profession or occupation chosen as one’s life’s work.” “Work” usually involves completing a task or a job in exchange for compensation (normally in the form of money), although meaningful and critical work can be done for no pay (such as volunteering). As the cliché goes, “Find a job you love and you’ll never have to work another day in your life.” “Career” usually implies a continuum of experience, i.e. “the path,” the nature of which may vary widely. It may mean doing the same job for your whole life, continued progression in a particular field, dropping in and out of the work force, or having several career (not job) changes. Factors that influence your career include, but are not limited to: individual experience, education/training, commitment to ideals, obligations, opportunities, personal relationships, family situations, talents or abilities, competencies, credentials, preferences, social and professional networks, your life stage (e.g. recent graduate, mid-career or retirement), and finally, luck. Since work is such a major part of an adult life, those who are able to find a good match between what they would like to be doing and their actual job, i.e. a good person-job match, tend to be the most satisfied in their careers. They are the people who answer the question, “If you could have any job, what would it be?” with, “What I’m doing right now.” A Career with UNESCO? Staff members join UNESCO for a variety of reasons. Some have a lifelong ambition to serve the United Nations, and in particular, a specialized agency, and have prepared accordingly. Some discover UNESCO at a mid-career point; others stumble into it. Upon recruitment, you normally are employed in your area of expertise. Sometimes, however, organizational or programme priorities – and even entire structures – change or are re-aligned. Resources may be cut or combined. It requires a great deal of energy to keep up with your work in a changing environment, which can make it difficult to focus on your career and professional development. Internal UNESCO changes reflect major changes in the world of work, where career models have evolved from a paternalistic system (spending your entire career with one company/organization) to a much more fluid – and somewhat harsher – reality. It began in the private sector, but has arrived at international organizations, whereby member states are demanding better value for their money, more responsiveness, and more efficient, more dynamic organizations. (Please see the “High-Level Panel Report for System-Wide Coherence” for more details – in Additional Resources). One of the

1 Other definitions include: Collins Cobuild Advanced Learners English Dictionary 5th ed., 2006: [1] A career is the job or profession that someone does for a long period of their life. She is now concentrating on a career as a fashion designer. …a career in journalism. …a political career. [2] Your career is the part of your life that you spend working. During his career, he wrote more than fifty plays... She began her career as a teacher. Longman Dictionary of Contemporary English, new edition, 1987: ca·reer /kə’rιər/ n 1 a job or profession for which one is trained and which one intends to follow for part of the whole of one’s life: a career in banking І a change of career І he’s very career-minded. (= keen to do well in his job) 2 (a part of) the general course of a person’s working life: She spent most of her career working in Edinburgh. І her outstanding political career — see JOB.

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effects of this change is often less stability and job security for (regularized and other) staff members, while certain changes may increase opportunities for other staff categories. The Evolving World of Work There are many compromises you have to accept when working for a specialized agency/the UN System (and this, too, may vary depending on your duty station), some of which are listed below:

Compromises

Pros Cons

♦ Opportunity to work for the United Nations ♦ Challenging work environment ♦ Financial (Salary +/or Benefits/Entitlements) ♦ Chance to learn and grow ♦ Excellent living conditions (Paris HQ) ♦ Multi-cultural environment ♦ Contribution to Greater Good ♦ Stretch – Pushing limits ♦ Uniqueness of the work

♦ Bureaucracy/Red tape ♦ Risk of becoming deskilled ♦ Uncertainty resulting from ongoing reform ♦ Specialized staff: Perceived or actual

stagnation due to limited opportunities in the career ladder

♦ Field: Difficult to stay in touch with current trends in your field

♦ Field: Time away from friends, family and community

In order to remain at the “top of your game” whilst with the Organization, it is critical that you embrace a commitment to continuous learning – with or without organizational support. Check with your Training Focal Point or a Training Officer if you are interested in training or continuing education to learn what is, and what is not, covered by the Organization. UNESCO hopes to support its staff members by selecting the best professional development opportunities to support the learning requirements of its changing occupations/professions. One caveat is, nonetheless, that not all personnel currently employed by UNESCO will be required in the coming years. This may be influenced by a number of factors, including:

♦ Technological advances making certain professions obsolete (e.g. typists) ♦ The phasing out of certain mandated responsibilities and resulting job loss (e.g. outsourcing) ♦ UN Reform ♦ Changing donor priorities ♦ Funding cuts

At the same time, individuals who currently are not employed with UNESCO will obtain jobs in the future. Workforce trends show that approximately half of all jobs that will be around in the year 2025 are yet to be created. UNESCO fits squarely in this wider work environment. A comparison of the staffing tables from 1988 and from today demonstrates this. New jobs (e.g. LAN Administrator, Webmaster, Career Development Officer, Portal Administrator/Editor) and entirely new substantive-technological-administrative areas, for example: HIV/AIDS, Women and Gender Equality, ethics and standards of conduct, information society, cultural diversity, results-based management (e.g. SISTER/FABS) and cross-cutting issues – are now part of UNESCO’s organizational structure but did not exist, or existed in very low numbers, only 20 years ago. Given this trend, it is likely that in another 20 years, the staffing table will continue to evolve and will look very different than it does today.

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Additionally, UNESCO, like many international organizations (and the larger workforce), anticipates in the coming biennia a high turnover rate due to the retirement of the post-war generation. In sum, the world of work is in a great state of flux, as it has been for many years, and UNESCO is no exception. UN Reform There also has been considerable effort and investment in UN reform over the past decade. Current objectives are to “deliver as one” and increase coherence among actors in the UN Common System (and even beyond). On the human resources front, changes that can be expected include:

♦ Harmonization of conditions of service; ♦ Efforts to speed up and improve recruitment and selection in order to have the right staff in the

right place at the right time; ♦ An emphasis on results-based management/budgeting and team-based approaches; ♦ Enhanced staff well-being; work/life initiatives; ♦ More cohesiveness and harmonization of policies and processes; ♦ More knowledge sharing, better networks and the promotion of communities of practice; ♦ More emphasis on rotation and time spent in the Field; and ♦ Promotion and enhancement of staff mobility (inter-agency, geographical and functional).

Boundary-less Career In recent career development literature, a model often described as the new standard is the “boundary-less career.” This model arose in start-up organizations and those in emerging technologies, which tend to be “weak” environments where the employment situation is ambiguous, of limited duration and under-resourced. It resembles the environment in many international organizations, NGOs (project-based work, elections and humanitarian, in particular), and peacekeeping, where contracts are often short-term, mandates are defined for a set period, which may — or may not — be extended, and where the financing of posts is subject to short-term funding committed by Member States or other donors. Similar trends have taken place in the private sector after years of outsourcing, reorganization, re-engineering and other types of organizational reform. The following characteristics describe boundary-less careers:

♦ Reliance on skills, knowledge and reputation rather than formal position or years of service to provide reference points for the career.

♦ Self-generated career plans reinforced through professional and social networks. ♦ Continuous learning through on-the-job training, formal education and networked relationships. ♦ Future goals planned around the redefinition of career interests.

Organizations in all sectors — not just the UN — now place the burden on individuals to define their own work paths in the wider work environment. Traditional, onwards-and-upwards, seniority-based, secure careers have become nearly extinct. As such, individuals should learn the mechanics of the boundary-less career. Personnel now operate in uncertain organizational environments over which neither they, nor their management, exert complete control and in which they are expected to build their own career development strategies. As a result, the

♦ Onus is on the individual to be the primary driver in managing his/her career; and the ♦ Organization should enable learning and develop structures and tools to match the individual’s

experience and competencies with organizational strategy and goals.

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While UNESCO is still in the process of defining a career development model that best suits both the Organization and its staff, it is moving in the right direction. In the future, personnel will have better career support structures and therefore more career developmental opportunities, better to underpin the fine work done by the many UNESCO staff members in the Field and at Headquarters. Overview of Career Development The table below describes the career development process (if the first step results in a job search).

Self Assessment

1. Get ready to explore opportunities. This is called an “opportunity scan”*.

2. Assess your priorities: What do you seek, where, and why? Do you want more of the same or is it time for a change?

3. Conduct a Skills Analysis, in which you analyse your strengths, abilities – and development gaps.

(See Appendices 1 – 6 to help you structure the self assessment).

*Opportunity scan questions might include:

• What is my current situation?

• How is my organization changing?

• How is my field changing?

• How is the UN System changing?

• What future opportunities may (or may not) exist?

• What skills and experience are required for other opportunities?

Many of these can be answered through research and networking.

Research, Networking & Capacity Building

• Research organizations or departments that might have an interest in your skills.

• If you have identified skills gaps that might hamper reaching your goal, invest in training, education, certification or other professional development activities.

Documentation & Job Search

• Based on your skills analysis and the results from your opportunity scan, prepare your CV or other work history as per the requirements of the organization(s) in which you are interested.

• Target each application to the specifications of the job.

Further Research and Discussion

• Communicate with prospective employers.

• Factors to consider include: corporate culture, job responsibilities, work environment, benefits, entitlements, growth opportunities, timeframe, etc.

Much of this research can be done online, through print media, networking or at the job interview (should you reach that stage).

Decision

• If given an offer, to the extent possible, resist the urge to make a choice out of desperation. The long-term benefits of waiting for the best job opportunity far outweigh the immediate benefit of accepting the first offer.

• Regardless of the offer, ensure that you understand the terms.

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Reputation Management Although “reputation management” is often discussed in the context of corporate communications or public relations, managing your reputation is an important – if often overlooked – aspect of your career that can have serious impact on your career path and job search. Reputation per se is somewhat intangible because it may vary, sometimes widely, for the same individual and it can change over time. However, your reputation is the opinion others hold about you, which often can be summarized in just a few words. Here is a sample of comments about a person’s reputation:

Reputation

Positive/Excellent Mixed/Average Negative

The best employee/boss/ colleague I ever had.

Not so bad. You’ll be more likely to find him/her at the café than his/her desk.

First-rate mentor/supervisor/staff member/manager.

A good “all arounder.” Not a team player.

If you need something done, call him/her.

Delivers when asked. Watch your back.

Fantastic. A shining star. Bright future.

S/he’s okay/punctual. A nightmare. Never again.

Descriptions of someone’s reputation can range from negative to superlative, and may be formed based on repeated contact or through a single incident. Other people’s assessment of your reputation may be accurate and fair – or not. Reputations can be damaged (by mistakes or accusations – false or otherwise), but they also can be repaired. 360º Evaluation One way to get a sense of what others think of you is simply to ask, but this requires an open and honest relationship as well as confidence, tact and an awareness of cultural nuances. A more formal way of giving or obtaining this feedback that is used in a number of international organizations – and in the private sector – is through an assessment called a “360º evaluation,” which is often part of management development programmes. Through such a process, opinions, usually through a confidential, on-line survey, are sought from superiors, peers and subordinates to provide an all-around view of the individual concerned – and then shared with that individual. A 360º feedback exercise can be incredibly valuable, but sometimes it is difficult to hear! However, if you are committed to your own professional development, such information is invaluable. People who are overly focused on keeping the boss happy at the expense of relationships with their peers or subordinates – a.k.a. “spotlight net workers” – may not excel in a 360º feedback exercise. Although it is critical to keep the chain of command satisfied, good managers and staff members will always consider the impact of decisions and requests on their colleagues and team members. Effective networking, addressed in Part II, can be helpful for those who may be working hard and efficiently, but perhaps a bit too quietly or remotely to establish a good reputation for themselves – and are thus being overlooked and/or passed over.

reputation 2. ‘The common or general estimate of a person with respect to character or other qualities; the relative estimation or esteem in which a person or thing is held,’ Oxford English Dictionary (online), Oxford University Press, 2008.

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Additional Resources “Recommendations Contained in the Report of the High-Level Panel on United Nations System-wide Coherence in the Areas of Development, Humanitarian Assistance and the Environment: Report of the Secretary-General” (A/61/836): http://documents.un.org/mother.asp http://findarticles.com/p/articles/mi_m4035/is_3_43/ai_53392863 http://instruct1.cit.cornell.edu/courses/ilrhr769/98-01.pdf http://en.wikipedia.org/wiki/Reputation_management

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22.. KKnnooww YYoouurrsseellff aanndd FFiinndd YYoouurr DDiirreeccttiioonn Self Assessment As noted earlier, the first step in initiating a job search or reviewing your professional development options, involves looking inward and a bit of self-discovery. A thorough self-assessment will help you identify the skills, strengths and competencies that you offer. Once identified, they should be featured in your curriculum vitae (CV) and/or other work history in order to provide potential employers with an indication of your capabilities to perform the required functions. Professional Accomplishments Accomplishments are achievements that were valued by your previous employers that demonstrate your abilities. Although teamwork is a critical skill, it is important to highlight your individual contribution to the work performed. Doing ordinary, expected tasks exceptionally well or working under pressure to meet tight deadlines are accomplishments and should not be overlooked. Appendix 1, Self Assessment: Professional Accomplishments, is the first of a series of self assessments to help guide you through this somewhat challenging exercise. It involves listing professional accomplishments and analyzing why they were important.

Examples of Accomplishments

♦ Conceived and/or created a new programme, system, service, procedure or plan.

♦ Saw an opportunity for improvement, developed a plan and carried it through to successful completion.

♦ Supported implementation of a major operation.

♦ Exceeded quality or other standards.

♦ Improved a work process.

♦ Demonstrated capacity to work under pressure, handling heavy workloads with tight deadlines.

♦ Successfully handled an emergency situation or crisis.

♦ Took initiative to solve a(n overlooked) problem.

♦ Reduced costs.

♦ Developed a successful project in support of the Bureau/Sector/work unit’s mandate.

♦ Initiated, devised and carried through a complex plan or process.

Note on English: When describing your accomplishments in English, use action verbs to describe your activity. Use simple present tense for current jobs (manage, supervise, lead) and simple past tense for all previous assignments (managed, supervised, led). In Appendix 2, you will find a selection of action verbs that may help you better describe your accomplishments.

Note on French: When describing your accomplishments in an exclusively Francophone context, it is more typical to use nouns (i.e. the nominal form of the verb) instead of action verbs, e.g. “création d’un site Web” or “organisation de conférences à thème.” When using French with an international organization, check the website of the target organization or ask, since a hybrid of French and English norms is often used.

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Skills and Abilities, Working Style Your CV should also detail how working style and personality traits have contributed to job success. In Appendix 3, you will find an exercise and a list of terms and expressions to help you better describe these. In Appendix 4, you will find a list of skills and abilities arranged by type and another by functional area. Select those skills that you have acquired over time. Please note that this list is not all-inclusive, so you may wish to write in additional skills and abilities in the blanks provided. You may have skills that apply to other occupational groups and work situations; these are called transferable skills. Identifying these may help you envisage job opportunities in occupational groups that you had not previously considered. Work Values Work values are often overlooked when making job decisions, but they can be vital to success and satisfaction in your job and during your career. Work values are the intrinsic or extrinsic rewards that come with every job. They may not be listed in the job description, but you should think about them as carefully as you would job responsibilities, hours and salary. Be honest with yourself when composing your list of work values. Examples of work values are many, and include: helping others, working autonomously, working in teams, being viewed as an expert and having stability/security. Please refer to Appendix 5 for a much more comprehensive list of work values, along with an exercise to help you clarify these as part of your self assessment. Rather than thinking about what you should want in a job, think about what you cannot live without in terms of your work values, and on what you may be willing to compromise. Be flexible. Different jobs – and sectors – offer different rewards, so think about the best combination(s). Competencies and Career Development UNESCO has defined managerial competencies (P-5 and above), which have been part of the Performance Assessment Policy since 2004 (see Administrative Circular No. 2205). Since 2007, HRM began a pilot project with one sector and one service (CI and HRM) to define a core competency framework for all personnel (G and P) and to integrate the managerial competencies into this new framework. The pilot project will be validated by the Sectors and Services in 2008 – 2009. Since a number of organizations have already developed their own competency frameworks – which all vary slightly – it is important to bear in mind that these competencies exist formally and serve as the basis for employment offers, during the interviewing process and in performance management systems. UNESCO staff members who wish to apply for positions in other organizations should find out whether the organization has adapted a competency framework, and if so, become familiar with the competencies that will be required for the job – and upon which they will be evaluated as candidates. More information on competency-based interviewing can be found in the section on Interviewing. Addressing Development Gaps Assuming you have done a skills assessment (see section above), you likely have identified “development gaps” or skills gaps – in other words, areas for improvement. Examples include: new credentials you would like to pursue, such as a university degree (undergraduate or graduate) or

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certification, skills/management training, practical experience in a new area, or language and computer skills. As you prepare for your professional future, you may wish to fill those gaps to become more competitive internally and/or with a wider range of employers. You will need to decide if you are ready to go back to school, complete certain trainings, pursue volunteer work to gain new skills or acquire the desired level of language proficiency. At UNESCO, as throughout the UN Common System, a commitment to continuous learning is a highly valued competency that is important for all staff members. Demonstrating a willingness to learn, stay abreast of trends in your field and remain competitive in an ever-changing marketplace will carry you far. To start skilling up independently and at no cost, staff at Headquarters may use books in UNESCO’s new Career Resource Centre in the Multi-Media Centre for self-guided study on a range of staff development topics. Also, be sure to visit TCD’s website to stay abreast of offers on corporate training and career development programmes. In performance reviews, it is an excellent idea to ask your manager’s opinion about areas that he/she believes you should concentrate on developing. Ideally, your manager, as one of your “career coaches,” will raise this with you, but if he/she doesn’t, it is a valid topic for you to raise. You can do it in a formal performance review, or you can schedule a time to meet with your manager and describe how you could benefit from feedback about your performance. The UNESCO Training and Career Development Section can help to advise you on how to best broach this topic; you can also do a web search on “soliciting feedback.” Additional Resources http://career-advice.monster.com/selfassessment/Job-Tips.aspx http://career-advice.monster.com/selfassessment/Assessing-Your-Skills/home.aspx http://careerplanning.about.com/od/selfassessment/Self_Assessment.htm http://www.careerjournal.com/myc/school/20051019-keates.html http://www.career-intelligence.com/assessment/Career-Assessment-Matrix.asp UNESCO Performance Assessment Policy (Administrative Circular 2205) UNESCO Learning and Development Policy (Administrative Circular 2206)

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33.. MMaannaaggeerr’’ss RRoollee iinn SSttaaffff CCaarreeeerr DDeevveellooppmmeenntt The Critical Role of the Manager/Supervisor A poor relationship with a manager and/or supervisor is among the top reasons people leave their jobs. This makes sense because this is the primary relationship of your work. The manager or supervisor will determine work flow, projects, levels of responsibility and the general culture of the work unit or office. Equally important, employees are more committed when they have a manager that is clearly committed to them. A strong manager or supervisor will foster the growth and development of their staff members. By taking time to empower their team, manage their performance, provide feedback and learning opportunities, a manager will build a loyal, skilled team which works hard to achieve results. As a manager or supervisor, it is expected that you will support the career development of your staff members. Some best practices include:

Managerial and Supervisory Best Practices

♦ Providing corrective feedback and guidance that are specific and timely

♦ Coaching and mentoring based on individual needs

♦ Analyzing the development needs of staff

♦ Providing opportunities for job enrichment

♦ Encouraging staff to take advantage of learning and training opportunities

♦ Completing all aspects of the performance appraisal cycle conscientiously and in a timely manner

Staff members, in turn, must learn both how to communicate with their bosses and “manage” upward, as well as figure out the kind of supervisor with whom they work best. When interviewing, try to find out if the new hiring manager would be a good fit for you. Information about reputation is not always readily available, but, some managers are famously difficult – others well-known high performers who are supportive of their staff. Mentoring Mentoring can be defined as a relationship between two individuals based on a mutual desire for support and development for one of those individuals. Mentors provide guidance, help interpret events, and give feedback and ideas to their mentee – i.e. the person being mentored – about professional next steps, specific work situations and ideas for the future. They can be a great source of support. You may find a mentor within your organization – or consider someone outside of your current workplace as a mentor. The advantage of having a mentor, or mentors, within your organization is that they can offer advice on navigating its politics – the “unspoken rules,” so to speak, for success and advancement. They can also introduce you to people and widen your network. Having a mentor outside of your place of work can introduce you to broader contacts and trends in your field of interest and to an objective perspective that is not coloured by the same organizational culture.

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Roles and Responsibilities The mentee plays an important role in the mentor/mentee relationship. As a mentee, you must come to the process being open to being coached or receiving feedback, and take responsibility for your own growth and development. It is the mentor’s job to listen, offer advice and support – not to manage your career for you. You should certainly come to the relationship with an openness and think of ways to thank or demonstrate appreciation for your mentor’s time. You will want to use your mentor’s time wisely. Think of topics on which you specifically would like advice or feedback, so that you can be clear with your mentor. It is important not to expect him or her to solve your problems. This may sound obvious, but mentors sometimes complain about poor (or no) follow-up from their mentees, so it is important to stay in touch, let your mentor know when you did follow his/her advice and share your successes. Some organizations have formal mentoring programmes, where mentors and mentees are “matched” for a period of time, but most mentor/mentee relationships are informal, and develop over the course of time. If you have experienced this sort of informal mentoring relationship before, the evolution of such a relationship is probably clear to you; if you have not, and would like to read more about how to identify and initiate a mentor relationship, the following resources, in addition to those in the Multi-Media Centre, are recommended: Additional Resources http://www.careerjournal.com/myc/survive/20050826-loeb.html http://www.careerjournal.com/myc/management/20070809-loeb.html http://www.careerjournal.com/myc/killers/20070830-loeb.html http://www.careerjournal.com/columnists/qanda/careerpath/20060418-qandacareerpath.html http://www.careerjournal.com/myc/climbing/20070404-morris.html http://coe.sdsu.edu/eet/articles/mentoring/index.htm http://www.mentoring.org/program_staff/research_corner/work_based_mentoring.php

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44.. CCaarreeeerr PPllaatteeaauuss What is a Career Plateau? Career plateau is:

♦ The point where the likelihood of additional hierarchical promotion is remote ♦ A situation in which there are few internal opportunities for advancement, including the lack of

availability of posts/vacancies in higher grades ♦ A period in which an individual’s learning rate does not improve; a time of perceived or actual

professional stagnation

Often identified by loss of enthusiasm, tension, boredom, frustration, lack of team effort or lack of commitment, it also can be a highly valuable interval of rest that provides an opportunity to regain perspective and digest new ideas. Many people experience the situation at sometime during their career of becoming “stuck” with little or no ability to move – laterally or up the career ladder. The main cause of this is usually the pyramidal structure of organizations, which have fewer positions than aspirants at each increasing level of the organizational ladder; the lack of qualifications is another cause. Job satisfaction tends to be higher when there is a steeper learning curve and a sense of purpose; after three or four years on a job, individuals know the work well and there may be a drop in job satisfaction. The graph produced by INSEAD2 illustrates the declining job satisfaction staff experience typically after four years in the same position:

Job Satisfaction over Time This is one of the reasons many employers (UN and non-UN) have established, with varying degrees of success, or are exploring voluntary or managed mobility policies and programmes.

2 From the Office of Human Resources Management (OHRM), Division for Organizational Development, United Nations.

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With this in mind, the following information aims at raising awareness and improving the understanding of career plateaus in order to assist staff and supervisors to better manage these professional challenges. Kinds of Career Plateaus3 Structural Plateau – when you have progressed to a point where the organizational structure prevents you from moving up; non-availability of vacancies in higher grades. This happens in most organizations sooner or later. Individuals have little control over the forces that create structural plateaus.

Content Plateau – when you have mastered your job and there is no longer a sense of challenge; lack of sufficient desire to take on higher-level responsibilities or to transfer to another Bureau or Sector; or the lack of availability of such opportunities.

Contribution Plateau – when you have ceased growing and have limited learning that develops competencies and add value; the inability to discharge responsibilities in the higher grades; the inability to respond to changing situations or to keep up with technological changes. Individuals have significant control over the forces that create contribution-based plateau; if you let this happen, your value on the job market can decline rapidly.

Damaged Reputation Plateau – when critical behaviours or events put a temporary stall on your career progression. These may be self-inflicted or result from association with a particular bureau, programme, or organization, an individual or supervisor – or even false accusations – or possibly a combination thereof.

Life Plateau – when your life, not just your job, feels predictable and monotonous but you yearn for more and are frustrated by this; in many ways this is the most serious plateau. Although some people prefer routine work and stability over variety and change, life plateaus are more profound and go well beyond personal preferences. Strategies and Avoidance Reaching a plateau can also be the result of certain behaviours that you may not be aware of, but have “crept up” into your style, perhaps as a result of the fact that you have stopped learning, are in a situation that is not satisfying, or simply have not had a career move in a long time. It is important to be honest and ask yourself these admittedly difficult questions to see if you are struggling with any of the following:

♦ Has it been difficult to adapt to the changes currently occurring in your working environment?

♦ Has it been difficult to accept criticism?

♦ When did you last undertake a self-development activity?

♦ Does the idea of going to work leave you weary or have other negative connotations?

♦ Do you seem to experience conflicts regularly at work?

3 Content in this chapter adapted from the training, “Career Plateaus: A Possibility for Change,” Career Support Programme, Staff Development Services, Office of Human Resources Management (OHRM), Division for Organizational Development, United Nations, 2006.

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How to Cope It may be helpful to:

♦ Restructure your view of success: Explore ways to feel successful on the job apart from “moving up,” e.g. lateral, or even downward moves, taking on new and/or different assignment(s) in an existing job (e.g. committee work) – or, indeed, no moves.

♦ Identify learning opportunities: e.g., sabbatical, paid or unpaid time from work to develop a skill or earn a credential.

♦ Use your time to pursue other interests: Sometimes you can take advantage of a “flat” period in work like to explore learning opportunities (training or credentials) or personal interests (family roles, hobbies or projects, for example) – things for which you simply do not have the time or energy for during a challenging period at work.

♦ Seek a career move: A change with the organization or to a different organization (e.g. secondment); move sideways to find new excitement and challenge through new environments.

While these actions may not necessarily resolve plateau situations, they normally will increase overall levels of satisfaction. How to Avoid a Career Plateau There is no magic solution to avoiding career plateaus – they are a part of life and work. That said, if you are aware, you can tell when you are approaching a plateau, or if you are in one. Sometimes being in a plateau, as noted above, can be a good thing. For example, if you are raising young children or taking care of an ailing or elderly relative, it may be good to have extra energy to focus on things outside of work. A plateau is okay — as long as it does not last for a very long time or does not “feel wrong” at the time. Too much time spent in a plateau can be both psychologically and professionally damaging. Engaging in active learning, career enhancement activities, pursuing a secondment or other opportunity for mobility, and seeking new or “stretch” assignments, whether in your current position or a new job, are ways to avoid career plateau. Additional Resources http://www.nysscpa.org/cpajournal/old/14522934.htm http://career-advice.monster.com/career-change/career-changers/When-Is-It-Time-to-Go/home.aspx http://newsletter.mycareer.com.au/general/oct07/job-update/section/smith.aspx http://nbizmag.com/magarticles/thecareerplateau.pdf

Part II: CAREER MANAGEMENT TOOLKIT

11.. NNeettwwoorrkkiinngg aanndd tthhee JJoobb SSeeaarrcchh How to Begin Resolving – or avoiding – a career plateau is only one reason to begin a job search. Whatever your reason for starting, a job search usually involves a similar series of actions. However, in the event of involuntary job change (e.g. a “reduction in force”), you should probably begin by doing a financial review with or without a professional’s help, to determine how much time and flexibility you have for the job search (see Appendix 20 – Budget Worksheet). Once this important exercise is completed, you may begin preparing for the job search per se, which can be broken down into a series of steps. After your self-assessment, you will need to begin to research potential opportunities and polish your presentation, both written and oral. These are the most common mechanisms to find a job:

♦ Social networks (family and friends) ♦ Professional networks (current/former colleagues, professional societies and

associations, including alumni associations) ♦ Initiating contact with new potential employers ♦ Responding to vacancy announcements (VAs), whether:

• On-line: UN Common System websites (RecrutWeb, Galaxy, etc.), ReliefWeb, monster.com, rileyguide.org, idealist.org, etc.,

• Print/Internet*: newspapers, magazines (e.g. The Economist), trade journals, etc.,

• Executive search firms, or • Head hunters.

The UNESCO HRM intranet includes links to the Vacancies/Employment pages of a large number of organizations in the UN Common System and other international organizations. Once you have identified what you can offer the prospective employer, the next step is to define your work objective – or, what do you want to do and where? You can have more than one work objective, but if you do, treat each one separately, as it will correspond to a different job requiring a different “CV” (RecrutWeb, PHP, P-11, etc.) and cover letter. For example, you may have international education experience and human rights experience and be qualified to apply for positions in both areas. Target your documents appropriately, i.e. have one CV for education-related positions and one for human rights jobs. In Appendix 6, you will find a worksheet where you may draft your work objectives. This activity will enable you draft and update your CV or work history. Mass (e-)mailings of unsolicited CVs are a waste of time and effort. Everyday, UNESCO receives hundreds of applications, and while they are reviewed by HRM, managers will ignore those which are not a good fit or seem repetitive and generic. Since the odds are extremely low that you will find employment through any sort of mass application campaign, it is best to apply only to vacancy announcements for which you are truly interested and qualified. Introduction to Networking Networking means talking to people you know in order to connect to them, and through them possibly, to the people they know. It is an effective way to reach individuals who can provide

*Tip: The UNESCO Library can provide you with links to many useful publica-tions.

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important links, and ultimately, connect you to your next step. More people find work through networking than all other methods combined. It is important to bear in mind that networking is an ongoing, two-way process, which should be sustained throughout your career – not just when searching for a job. An effective networker seeks information, advice, ideas, names and referrals from existing contacts. To begin building your network, make a list of your personal and professional contacts. Personal contacts could include friends, acquaintances, relatives, neighbours, etc. Professional contacts could include colleagues, former managers and supervisors, professional partners, vendors, suppliers, professional association colleagues, course facilitators or people you met in training or meetings. Networking, especially in the beginning, can be difficult – particularly for introverted individuals – and it is not without cultural implications. It helps to remember that your good work can only speak for itself if it is “heard” by someone. Let people you meet know on which projects you are working, especially if they are successful, so they can associate the work you have done with your name. This will help you develop a professional reputation for getting things done efficiently and effectively. Networking typically does get easier with practice. Like anything, some people are naturals and others will never enjoy it. Nonetheless, those who do it well and incorporate it into their world of work often benefit by having better having better job performance, more opportunities, and, ultimately, more satisfying careers. A sample letter for requesting an informational interview in writing has been provided, though the request also can be done over the phone (See Appendix 7). Networking Dos and Don’ts Follow these tips to be more appropriate and professional when contacting someone for a meeting to discuss your career.

Networking Dos and Don’ts

Dos

Do ask for information and advice (not for a job!).

Do dress professionally and be on time and prepared for your appointment/meeting.

Do make sure you get name/spelling/gender correct in all correspondence.

Do remember that networking is reciprocal. If you can do something nice or useful for the interviewee, do so (e.g. send an article or recommend an event). Use tact and think strategically.

Do be mindful of time. Have a short narrative on why you are contacting them:

♦ In advance – by phone: Use your 90-Second Introduction4 (see Appendix 16) to set the context: How did you get their name/number? Enquire if this is a good time to call (if not, may you call back later?) Explain the reason for your call (spell out what type of information you are seeking).

♦ In advance – by letter: set the context: How did you get their name/number? Explain the reason for your letter; spell out what type of information you are seeking.

♦ At the session: Ask previously prepared questions.

Do promptly thank the individual for his/her time and assistance. (See Appendix 8)

Don’ts

Don’t “bother” people you do not know, or even those you do know. Being aggressive and insensitive in your networking may cause more damage than not networking at all.

Don’t ignore nuances, such as local protocols for respect, gift giving (not permitted in the UN System), timeframe, etc.

4 This will be addressed in greater detail in the chapter on Interviewing.

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To help you keep track of your networking activities, especially as you are researching opportunities, you might want to consider using an Informational Interview Log Sheet (sample attached - Appendix 9). Staying on Track with your Job Search It takes time, effort, creativity, networking, perseverance – and a bit of luck to be selected for the right position. During the job search process, one may become frustrated or disappointed for a variety of reasons, including:

♦ A poor match between your interests and the availability of suitable positions. ♦ You may not be short-listed for your targeted positions. ♦ Timeframes, i.e. the lack of positive results in spite of sustained efforts. ♦ Financial or other requirements may supersede your preferences/interests (e.g., you may wish

to leave a highly stressful job but are unable to quit immediately due to family obligations).

Sticking to your action plan will be critical. Here are signs that you may be getting side tracked:

Side Track Indicators

Putting your job search off. If you find yourself doing things not related to your job search like non-job search related web surfing, meeting friends for coffee in lieu of networking or running errands, you may be procrastinating. Procrastination may be the symptom of larger issues (such as the lack of confidence or the lack of motivation), so be aware of the dangers, and if necessary, seek assistance from a career counsellor or coach.

Lack of energy. “I can’t look for work. I have a headache.” “…I’m exhausted.” Symptoms of malaise and sleeplessness may be indicative of anxiety or depression – which can certainly accompany a prolonged job search. Again, it may be helpful to talk to a counsellor.

First meeting limit. You are consistently successful at securing a first meeting or interview, but never get past this stage. This may indicate that you are not presenting yourself in the best light. Refer to your debrief5. Practice your interviewing skills. Increase your level of preparedness for informational interviews.

“I am still working on my CV.” Basically, the CV is never “done;” it is, by definition, always a work in progress. However, if it is well formatted, if it has been adapted for each job application, edited thoroughly for style and substance – and it has been carefully proofread, it is “done enough” to serve your purpose.

You don’t believe you are being taken seriously. You may be unfocused, your job research may be insufficient or your presentation skills may be lacking. Debrief. Seek advice. It may be time to get some honest feedback and coaching.

Negative state of mind. Work transitions are generally difficult. Whether you are angry, fearful or frustrated, it is important to acknowledge and work through these complex emotions. Also, try to make sure they do not prevent you from taking constructive action.

These are all legitimate explanations for a stalled job search. It is essential to: (1) be aware of why they may be happening; (2) deal with any issues; and (3) get back to your plan – quickly.

5 More in the next section on Interviewing.

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Tip: Find a Job Search Partner It can be helpful to have a job search partner with whom you meet regularly to check progress, make plans and stay in touch, whether in person, by phone and/or by email. Having the moral support of this person, constructive “peer pressure,” and objective guidance can be very valuable. In practical terms, he/she also can critique and proofread your job search documents, brainstorm with you and help you stay on track.

Additional Resources http://career-advice.monster.com/selfassessment/Assessing-Your-Skills/home.aspx http://www.careerjournal.com/jobhunting/jungle/20070101-jungle.html http://online.wsj.com/article/SB121245164954339789.html?mod=CarJMain_columnists http://www.careerjournal.com/jobhunting/networking/20050720-loeb.html http://www.careerjournal.com/columnists/qanda/changingcareers/20051031-qandachangingcareers.html http://www.careerjournal.com/columnists/qanda/strategies/20070410-qandastrategies.html

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22.. WWrriittiinngg yyoouurr CCVV aanndd PPrreeppaarriinngg yyoouurr CCoovveerr LLeetttteerr Introduction Preparing written applications for jobs within the UN System and other international organizations takes patience, a bit of research, and a lot of hard work, as each agency, fund, or programme has its own application rules. For example, the UN Secretariat requires a Personal History Profile (PHP), UNDP requires a specialized résumé, and UNICEF asks for a P-11 and a résumé. UNESCO staff members are asked to provide a (RecrutWeb) CV and possibly their FactSheet. The good news is that most guidelines for creating strong written applications may be applied to any and all of these written applications. While each country has a slightly different approach to CVs, cover notes and job applications, the system of international organizations has adopted a model that stresses clear language, with a description of duties and achievements that is results-oriented and concise. This mirrors a trend in the larger international community, be it in NGOs, foundations or other large public organizations. CV or Résumé? Utilization of the word CV and résumé varies regionally. In North America, a résumé is a brief (one to two pages) summary of your: Abilities, Education, Experience and Skills. It is a critical tool in evaluating each candidate’s qualifications. As such, it is important that it be concise, logically structured, complete, coherent, attractive, up-to-date and adapted to the job for which you are applying. In North America, a curriculum vitae, or CV, serves a similar purpose, but is longer (three to eight pages) and more detailed but still highlights your skills, qualifications, experience and achievements. In addition to education and academic qualifications, CVs also include master’s/doctoral thesis/dissertation details, publications, professional associations, presentations, awards, honours and accreditations. In most of the rest of the world (Europe, Latin America, the Middle East and Asia), CV is used in lieu of “résumé.” In North America, however, CVs are used primarily by the scientific and academic community, for example, by researchers, doctors and professors. As noted previously, UNESCO uses a combination of the Fact Sheet and RecrutWeb (the latter, however, only in the context of recruitment). The Personal History Profile (PHP) and the Personal History Form/P-11 are the United Nations’ equivalent of a CV. Making a First Impression Regardless of which form the work history takes, your written application is your opportunity to make a strong first impression. You will not have a second chance to make a good first impression. Thus, it is in your interest to provide a “zero-mistake” document. The assumption is that if you make a mistake on your own documents, you will probably also be careless on the job. Since your CV should be flawless, review it several times (after you have had a break, ideally overnight) and also ask someone you trust, with strong writing and language skills, to review it for you as well. Effectively, until you retire or withdraw from the workforce, your CV is never “done.” It should be a document that – in addition to being adapted to each job sought – evolves as your experiences change and as you learn and grow. It should describe you as a potential worker as concisely as possible. Sample CVs in English and French are found in Appendices 10 - 13.

Note: A work history, whether a CV or a special form used by an international organization, should always be tailored to the position for which you are applying.

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Tips for Written Applications Length CV length depends on your experience and credentials. Recent graduates should keep to one page, those with more experience, two pages. Contact Information Begin with your contact information: full name; address(es); phone number(s), including country code, area code, and extension(s); UNESCO and private e-mail address(es); and website URL (if applicable). You want to be reachable, so be sure update as necessary. If you are keeping your job search confidential, it may be a good idea to use only your personal email address and phone. Work or Professional Experience Include: full-time and part-time jobs, paid or unpaid, academic research projects; internships and volunteer work. Expand on those job experiences most relevant to the job for which you are applying. Note: Which goes first, education or work experience? Those with a work history should place experience first. Students and recent graduates should highlight their studies by putting education first and include relevant courses. For each entry, include the following:

Basic Information Required in Each Entry

Full name of the organization Bureau, Sector, Department or Division

Position or title Dates of employment (month and year)

Location of employer (city, state/province/region/district, country – as appropriate)

Description of duties* Results or outcomes at work (i.e. accomplishments)*

*The description for each job should be approximately one paragraph long and describe both your responsibilities and achievements.

Note: Since the first person (I/my) is assumed, avoid using “I” and “my.” Avoid also redundant phrases such as, “I was responsible for…” or “My duties included…” since it is assumed the work history discusses your work roles and achievements. Finally, do not repeat your job title in the description of duties, “As Senior Administrative Assistant, I…” Use action verbs (See Appendix 2) and numbers to make each description as specific and concise as possible. List your most substantial contributions first and work backwards to the more routine tasks. Include the purpose and outcome of each project. Wherever possible, use numbers, percentages, financial data (in easily understood currencies, e.g. € or $) to quantify your accomplishments. Use active voice in simple present or past tense, as appropriate. Avoid mixing verb tenses and nouns to describe your duties. Note the table below for more information and guidance:

Note: When applying for a position, whether on paper on online, be sure to carefully read and follow application instructions as listed in the vacancy announcement. Failure to do so may result in your being disqualified from the outset.

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Current Assignment Previous Positions

Active Voice, Simple, Present Tense Active Voice, Simple, Past Tense

Mobilize… Assemble… Mobilized… Assembled…

Ensure… Schedule… Ensured… Scheduled…

Manage… Procure… Managed… Procured…

Events Planning: ♦ Planned bi-weekly meetings for 15 – 20 NGO partners. ♦ Coordinated semi-annual Community Forum for Sustainable Development, attended by 25

NGOs, municipal and regional counterparts, and donors working on SME development in Region X.

Critique:

♦ Avoids repeating job title – i.e. avoids wasted words. ♦ Avoids using “I.” ♦ Uses active verb in simple past tense – clear and easy to read. ♦ Describes who attended, what, when and where. ♦ Generally clear and specific. Note: this level of detail is not required for jobs in the more remote past. Those should be summarized.

Education and Training Always begin with the highest level of formal education or training achieved, such as apprenticeships, trade certificates, college or university. Proceed in reverse chronological order, i.e. begin with the most recent learning experience and work backwards. List the:

Information Required on Education and Training

♦ Name of qualification received, e.g. degree (BSc, M.A., PhD) or trade certificate (BEP/M)

♦ Honours received (e.g. Phi Beta Kappa, cum laude)

♦ Field of study, e.g. Economics, Education, Security or Locksmithing

♦ Location of institution (city, state/region/province/district, country; include departmental/organizational website, if any)

♦ Month and year obtained (or expected)

♦ Full name of institution

♦ Dissertation, thesis or concours académique (if any) and

♦ Important courses (more important for those with limited work experience).

Following formal education, you should list seminars, summer school, night school, e-learning and certification courses, again in reverse chronological order. Batch these where you have taken a number of courses in the same area, e.g. IT trainings. Awards and Honours Name the award, issuing organization and date, e.g. UNESCO Medal Award - 25 years of Service (2007); Laureate, L’Oreal-UNESCO Women in Science Scholar Award, 2008.

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List academic awards, scholarships, fellowships or honours in a similar fashion (e.g.: Erasmus Mundus Scholar, 1989; Macarthur Fellow, Cultural Anthropology, 2003; or Heritage in Britain Award, British Archaeological Award, 2006). Community Service List your participation in community activities to demonstrate your volunteer spirit and caring for others, e.g. HIV/AIDS Awareness Educator (Volunteer), Global Crossroads, Entebbe, Uganda (August 2007) or UNESCO HIV/AIDS Trainer 2008 – present. Academic, professional or community organizations Indicate membership in any association in which you hold an office or are currently a member:

♦ Academic organizations,

♦ Professional organizations, e.g. UN Staff Counsellors Network, UNSSC, 2006 – present or Honorary Life Member, Brazilian Bar Association (Membro Honorário Vitalício, Ordem dos Advogados do Brasil - http://www.oab.org.br/, 2000 – present.

♦ Community organizations, e.g. Centre Régional d'Information et de Prévention du SIDA (CRIPS), Paris, 2006 – 08.

Languages and/or Travel List languages and indicate (accurately) your level of proficiency. Indicate if you have any certification, e.g. DELF or UNESCO or UN Language Proficiency Exam (LPE – and the year it was issued). Include travel if it is relevant to the employer. Although travel to a region is no substitute for work experience or language ability, it can be a useful addition, especially for recent graduates. References If references are specifically requested the vacancy announcement6, include the complete name, title, organization name, address, telephone number(s) and email address(es) for each. Otherwise, keep the same information (always updated!) on a separate sheet entitled “References,” either to be attached or submitted upon request. You also can mention that “references will be furnished upon request” at the end of your CV, although this is assumed to be the case.

Tip: Most international organizations request reference details in their work histories, so be sure to have full – and current – contact details handy when preparing those documents.

Tip: Don’t forget to inform your referees that you have provided their details to a potential employer, and, where possible, to indicate the name of the person who might be contacting them, as well as the name of the organization and the target post. You also may consider sending a copy of the vacancy announcement.

Specific Tips for UNESCO Staff Members It is recommended that UNESCO staff members update their online profile as well as their Fact Sheet. This is important because human resources staff and hiring managers usually use both when reviewing job applications, and profiles and Fact Sheets that are out of date give the impression of

6 Example: To be considered for the post, applications with a covering letter, detailed curriculum vitae and at least three (3) references must be sent to the Programme Implementation Officer-PFMCBP at email address, pfmcbp@mof.gov.tl, no later than close of business (COB) on DD Month YYYY.

Note: Be prepared to demonstrate language or other skills (written, aural or spoken) at an interview.

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looking lazy or “sloppy” about your professional application. Staff members should have all papers in order to create the impression of a positive, motivated applicant. For inter-agency mobility, it is recommended that you prepare a Personal History Profile (PHP) in Galaxy. You should apply online for all UN Secretariat jobs, including Peacekeeping missions. For those in active job-search mode, an additional work history is the P-11, which is still used in a number of UN agencies, funds and programmes. An up-to-date P-11 is useful for copying and pasting to other online work histories from a variety of international organizations. The writing style for PHPs and P-11s is very similar to what was described in the section on résumés and CVs above – i.e. clear, concise, precise language, using an active voice and action verbs. In Appendix 14, tips for creating a strong PHP or P-11 are listed in detail. Cover(ing) Letters A cover – or covering – letter is an essential companion to your CV when submitting applications to prospective employers. A well-written cover letter allows you to express what you have to offer in a concise and targeted way and helps to secure an interview. Targeted, well-crafted letters aimed at individuals, companies or organizations that you carefully have researched are essential. When preparing customized letters, focus on your strengths and integrate them. Submitting a poorly-drafted letter and/or CV provides the Recruitment Officer/Hiring Manager with valid grounds to eliminate your candidacy. Avoid this by following these:

10 Tips for Effective Cover(ing) Letters

1. Send the letter to the appropriate individual (i.e. a decision-maker for your particular job). Use the phone, website or your network to verify this in advance, wherever possible.

2. Verify mailing information. If not sending to a generic roster, verify that the person to whom you are writing is the appropriate addressee. Gender (Mr or Ms?), name and correct spelling, title, address, internal/external mail code or post office box.

3. Highlight your accomplishments, relevant experience and skills that relate to their specific bureau/department/programme/organization.

4. Limit your letter size to one, ideally, un-crowded page (12 point font, 2.5 cm/1 inch margins) of no more than five paragraphs. (Although many organizations use online formats, these size guidelines still apply.) If writing a letter, keep your stationery simple, i.e. size and colour (paper being white or ivory, ink black or dark blue).

5. Relate your skills and competencies to the needs of the target organization/work unit as defined in the vacancy announcement (VA).

6. Use space wisely and bullets to make your points.

7. Omit salary information – past or desired (unless specifically requested).7

8. Always state why you are interested in the position – try to delve a bit deeply here, but do not use more than one or two sentences.

9. Conclude by thanking the reader for his or her consideration.

10. Proofread, proofread and proofread! Have a trusted friend or colleague or your job search partner proofread as well. The value of fresh, critical reading eyes cannot be overemphasized.

7 Questions on salary history might come up in a (non-UN-System) interview: you should thus prepare accordingly. Tip: Ask individuals in your network and verify your information with a number of resources (e.g. the internet) so you may answer with a reasonable salary range.

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Note: Bear in mind that these recommendations are generic in nature. It is best to research the targeted employment market to ensure that your application is in line with local/organizational customs (e.g. a hand-written cover letter or a photograph on the CV are preferred in some countries but strongly discouraged in others). A sample cover letter can be found in Appendix 15. Applying Online: Tips

Tips for Applying Online

1. When applying online to any vacancy, it is recommended that you prepare and save separately (e.g. in MS Word) all work, e.g. work history and cover letter related to the application. Do all of your drafting and editing on these back-up documents – use spell check and grammar check, then proofread before copying and pasting the final, edited version into the online application form. In the event there is a technical glitch, “time-out,” power fluctuation or simply an error in transmission, your good work will be saved.

2. You also may send a copy of your documents (e.g. VAs, cover letters, tests, two most-recent performance appraisals [in PDF]) to your personal email for “online storage.”

3. Always store a copy of your most recent CV and other work histor(ies) in your personal email account. That way, in the event you hear about a great opportunity, the work history can be downloaded anywhere in the world and submitted on time to meet a short deadline.

4. If using specialized, online job search websites, such as cadresonline.com, monster.com or monster.fr, you may add your CV online. Online CVs are different than classic CVs in a number of ways.

♦ First, you are often not required to include name and address, thus you can preserve your confidentiality by mentioning only your email address.

♦ Second, online CVs require judicious use of key words. It is therefore critical that you know the words and phrases that would be of interest to a potential employer and to use them appropriately.

♦ Thirdly, regarding format, you are not limited to one page (although the document should always be as concise as possible, regardless).8

Just as appendices 1 – 6 helped you draft your paper CV(s), they also will help when preparing online work histories. References UNESCO can provide you with an official Certificate of Service confirming dates of employment and the position(s) you held. At your request, information on your performance record and conduct during your period of service also can be included. References also may be obtained from:

♦ Former supervisors ♦ Clients/Suppliers/Vendors ♦ Colleagues ♦ Individuals with whom you volunteer

Avoid using family members or partners as references. Whomever you choose, make sure the person can provide a comprehensive and solid reference. Make sure to contact him/her for permission. When you have his/her agreement, you also should provide him/her with:

8 Danielle Savage, « Le CV en français, » Internship/Career Development Office, The American University of Paris, p. 1.

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♦ Details about the position(s) ♦ Information regarding who might be contacting them (if available) ♦ Information about the organization with which you are interviewing

If you brief someone who has agreed to serve as a referee for you, he/she can better speak to a potential employer about how you could meet the job requirements. Prospective employers will usually seek the following information:

♦ Credibility: How does this individual know you – and for how long? They should describe the reporting relationship and the length of time you worked together.

♦ Strengths, Skills and Abilities: A description of what you do well and examples to illustrate. ♦ Accomplishments: What were your major contributions? Strengths? ♦ Personal Traits: Comment on your positive traits, interpersonal skills, work habits, client

focus, and, if appropriate, management style, integrity and trust.

The prospective employer may carry out a validity check for:

Validity Checks - CV Distortion

CV Distortion

It is estimated that 50 percent of all CVs contain deliberate distortions! If detected, as is the case increasingly, one misstatement can disqualify you, so be honest and do not stretch the truth. There is a clear line between effective marketing, or making the most of your experience, and misrepresentation.

Education and Training

Be able to produce certificates, diplomas or other certification for all degrees or studies. It also is essential that the institution issuing the certificate or diploma, and/or the credentialing organization, be legitimate.

History

You may be requested to reveal information related to a criminal history or an incident of insolvency. The PHP and P-11, for example, require that you declare if you have a criminal record. Although these incidents alone cannot justify a decision to refuse employment, do prepare a clear and concise explanation to reassure potential employers. They will certainly want to verify – through the interview process – that you do not represent any risk of harm for their organization, colleagues, clients or beneficiaries.

Results

Since past performance is the best indicator of future performance, there is keen interest in verifying the accomplishments claimed.

Match

Whether you would fit in to the prospective place of employment depends on your: beliefs about work, personality, preferences, style, behaviour under pressure and adaptability.

A final point: Let your references know you appreciate their help and support. Thank them by keeping them informed of your progress; this will also help to maintain the relationship for the future. Additional Resources http://en.wikipedia.org/wiki/Resume http://www.careerjournal.com/jobhunting/resumes/

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http://www.careerjournal.com/jobhunting/resumes/ http://content.monster.com/articles/3475/18771/1/home.aspx

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33.. IInntteerrvviieewwiinngg Interviewing Tips As a UNESCO staff member, you probably already have experienced an interview within the Organization. If you have recently been through an interview, you are aware that UN System interviews tend to be panel interviews, involving more than one assessor. UNESCO traditionally uses an open-ended interview format. However, this may change with the development of a competency framework, as it has in most international organizations. If you are interviewing in other UN agencies, it is important to note that most of your interviews will be competency based – which will be explained in greater detail below. If you have not been through an interview in awhile, it is important not only to refresh your skills, but to also familiarize yourself with the way most interviews are conducted throughout the UN System. For the prospective employer, the job interview is the most important step in selecting the successful candidate for a job. For the job seeker, it provides an opportunity to explore whether the job might meet your aspirations. It is usually the lack of preparation, not always a lack of experience or qualifications, which results in an unsuccessful interview. This means that, if you prepare well, you improve your chances of a positive outcome! Success is based on a range of factors, including:

♦ The research you have conducted about the organization/work unit to which you are applying. ♦ Your ability to match your skills, abilities and expertise to the vacancy and larger organizational

requirements. ♦ The way you have been able to differentiate yourself from other candidates. ♦ How you “fit” with regard to: job, organization and staff. ♦ Your capacity to handle pressure and react with poise and confidence.

Preparing for an Interview Preparing and practicing for interviews will increase your confidence and likelihood of success. Prior to the interview, to the extent possible, research the organization to which you are applying, in order to better understand their mission, direction and status. Most major organizations and companies have websites, which usually are an easily accessible source of information. You may wish to research the following areas:

♦ Sector/Organization information ♦ Geographic area ♦ Job trends ♦ Information on your profession ♦ Your competitors for the position (if possible) ♦ Supply/demand for persons in your occupational category or profession

In addition to researching the organization, follow up, to the –extent possible, with the people from human resources with regard to the processes and procedures of your interview: What will the format or type be? (See below for details.) How many interviewers will there be? Will there be tests? Are you expected to meet with anyone (psychologists or others)? How long will it last, etc.? Some organizations will require a test or skills demonstration as part of the interview process. They often are timed and provide useful information to the panel – including mastery of subject matter, ability to work under tight deadlines and drafting ability (for essay or short-answer questions). This feedback can be especially helpful when considering similarly-qualified applicants.

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During an interview, you may be asked to provide additional documentation.

Items to Bring to the Interview

□ Extra copies of your CV or P-11

□ List of references and/or work certificates

□ A pad of paper and a pen (Note: Avoid pens with “clicking” potential whenever possible).

□ Reference letters

□ Previous performance appraisal(s) (if not already submitted)

□ Copies of diplomas and/or training certificates (to be provided if requested)

□ Any other documentation that might reinforce your application, e.g. writing samples or a video/DVD of your work for a public information position.

First Impressions You will have only one opportunity to make that all-important first impression. Thus, it is important to remember the following elements of a strong first impression.

Tips for a Strong First Impression

♦ Be polite and respectful of everyone you encounter upon arrival. You are making an impression on each person you meet, from the security guard to the receptionist to future colleagues – not just the interviewers or hiring manager. Your behaviour is indicative of how you would function within the work unit. Effectively, your job interview begins the moment you enter the premises, so behave accordingly.

♦ Physical Presence. Dress appropriately for the organization where you are interviewing. When in doubt, dress conservatively. Be sure clothes are clean and pressed, and be extra aware of your personal hygiene (i.e. bathe/shower/shave, have clean hair, polished shoes, use deodorant, and wear no, or only very light, perfume or cologne). Do not smoke or chew gum. Ensure your posture is neither too relaxed nor too tense – try to be confident, open and friendly.

♦ Movements and Mannerisms. Use natural gestures; try not to fidget or fiddle with objects such as a pen, glasses or jewellery. Move naturally; avoid looking stiff or awkward.

♦ Manner of Speaking. Make sure you can be heard; be aware of the interviewer’s reaction to your voice. Do not mumble or drop your voice to a whisper toward the end of your sentences. Avoid monotone, which makes you sound listless, and avoid slang, colloquial expressions, or other informal speech (e.g. “you know,” “like” or “um”).

♦ Behaviour/Demeanour. Convey an appropriate amount of enthusiasm, warmth and sincerity. A firm handshake is usually the norm. Be culturally aware and adjust to local customs. Prior to the interview, be mindful of your behaviour in the waiting room. Do not, for example, use your mobile phone. (Turn it off or at least turn off the ringer).

♦ Communication Skills. Use straightforward replies. Listen carefully to the entire question and before you respond and think before you speak. Limit yourself to answering the question asked. If you do not know something, say so (do not invent or fabricate). Clarify any questions you do not fully understand before answering by asking the interview to restate the question or trying to restate the question. It is acceptable to take a few seconds in silence to formulate your response.

Note: Make sure documents are contained in a folder or attaché so they remain clean and crisp; try to avoid folding them if possible.

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Competency-based Interviews Competency-based or behavioural interviews rely on your previous behaviour as an indicator of your future performance. Most UN organizations are using competency-based interviews to assess potential candidates, so it merits significant discussion in this guide. In these interviews, employers use questions to probe for information relevant to your competency in a particular area or position. For example, the interviewer might probe your past experience in teamwork by asking about successes or challenges in this area. It is not uncommon for the panel to ask follow-up questions to explore an area in greater detail. The candidate’s responses are typically scored for each competency on a rating scale that assesses how specifically the candidate addressed the question, the relevancy of the example, etc. “Competency”, as discussed in Chapter 2, refers to a combination of skills, attributes and behaviours that are directly related to successful performance on the job. Depending upon the responsibilities of the job and the working environment, you might be asked to describe a time that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative or working in a stressful environment. Competency-based interviews yield excellent information for a potential employer, but they can be difficult for candidates who have not prepared, because they force you to reveal yourself on the spot.

Tips for Success

♦ Keep your answers brief (two to three minutes or less), specific, work-related and to the point.

♦ Maintain reasonable eye contact when answering and try to stay calm and cool.

♦ Do not, under any circumstances, make up an example – interviewers can usually tell if you are fabricating, and the follow-up questions (“drilling down”) are likely to give you away.

♦ Be sure to provide some context to your example – describe the situation or challenge; it is also important to conclude your story with the outcome, or result, of your action. This is known as a “C.A.R.” or “S.A.R.” story. Be sure to practice your CAR/SAR stories in advance by writing them out on index cards.

♦ If you filled out a questionnaire, they might ask similar questions to see if your responses are consistent.

Your responses require reflection and organization. To maximize your responses:

♦ Anticipate the transferable skills and personal qualities that are required for the job. Competencies are often listed clearly on the vacancy announcement.

♦ Review your application, which should be filled with potential examples to share.

♦ Reflect on your own professional, volunteer, educational and personal experience to develop brief stories that highlight these skills and qualities in you. You should have a story for each of the competencies on your résumé/CV.

♦ Prepare stories by identifying the context, logically highlighting your actions in the situation, and identifying the results of your actions.

Other Interview Types There are many types of job interviews beyond competency-based interviewing. You may find yourself interviewing outside of the UN Common System, or with interviewers that have not yet been trained in

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behavioural interviewing techniques. Thus, it is a good idea to be aware of the other types of interviews that exist. It is helpful to know in advance of an interview how it will be structured so that you may prepare accordingly. Unstructured Interviews: The typical employment interview – sometimes used by UNESCO hiring managers – takes the form of an unstructured discussion between the interviewer and a candidate. There are no constraints on the questions to be asked, and a global, non-specific judgement is made regarding the candidate’s suitability for the post. If you turn ahead a few pages (to the table: Frequently Asked Interview Questions and Suggested Responses), you will see a range of typical unstructured interview questions. Biographical Interviews involve a semi-structured exploration of a candidate’s past experiences where the interviewer tends to cover general topic areas such as education, work experience, leisure activities and plans. Responses may be rated against each of the topic areas. Situational Interview: This is a highly structured procedure akin to an orally administered questionnaire where each candidate is asked exactly the same, predetermined hypothetical questions, with no follow-up questions permitted, and with responses being scored against a pre-established set of answers. Stress Interview: Employers may view the stress interview as a legitimate way of determining a candidate’s aptitude for a position. You might be held in the waiting room for an hour before being greeted or face long silences or cold stares. The interviewer might openly challenge your beliefs or judgment. You might be called upon to perform an impossible task on the fly. Some law firms are known for employing stress interviews, although they are becoming much less common. All this is designed to see whether you have the mettle to withstand the company culture, the clients or other potential stresses. If you find yourself in this situation, remember that it is a technique, not personal, and designed to test how you react in the face of stress. Remain calm and tactful. Audition: For some positions, such as computer programmers or trainers, companies want to see you in action before they make their decision. For this reason, they might take you through a simulation or brief exercise in order to evaluate your skills. An audition can be enormously useful to you as well, since it allows you to demonstrate your abilities in interactive ways that are likely to be familiar. The simulations and exercises should also give you a simplified sense of what the job would be like. If you sense that other candidates have an edge on you in terms of experience or other qualifications, requesting an audition can help level the playing field. Be sure to brush up on your skills before an interview if you think they might be tested. Team-based Interview: A common form of interview is a case, or team interview, during which three (or more) candidates are asked to work together on case studies to see how they manage in a group setting, interact, react to pressure, impose their points of view, and listen, etc. Like all interviews, these can feel very difficult. Follow-up Interview: Organizations bring candidates back for second, and sometimes third or fourth, interview(s) for a number of reasons. Sometimes they just want to confirm that you are the top candidate that they first thought you to be. Other times, they are having difficulty deciding between a short-list of candidates. Often, the interviewer’s supervisor or other decision makers in the organization want to gain a sense of you before signing a hiring decision. The second interview could go in a variety of directions, and you must prepare for each of them. When meeting with the same person again, you do not need to be as assertive in communicating your skills. You can focus on cementing rapport, understanding where the company is going and how your skills mesh with the company vision and culture. The interviewer should view you as the answer to

Tip: Do not feel shy to ask how the session(s) will unfold and what the programme is.

Beware: because of the friendly tone or loosely structured format, you may start drifting towards excessive familiarity or be too relaxed and forget that you have to pay attention to every word.

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their needs. If you get an offer at a second interview, you might find yourself negotiating a compensation package. Alternatively, you might find you are starting from scratch building your credentials with a new person.

Tips for Managing Second Interviews

♦ Be confident. Accentuate what you have to offer and your interest in the position.

♦ If you can, find out in advance what the interviewers want to know about you, doubts about your first interview, things that need confirmation, for example, so you can best prepare.

♦ Probe tactfully to discover information about internal company dynamics and culture.

♦ Plan for possibly negotiating a salary or benefits (where relevant).

♦ Be prepared for anything: to relax with an employer or to address the company’s qualms about you.

An effective interviewer will:

♦ Ask “open-ended questions,” which require you to go into detail and focus on past performance (but still remain concise).

♦ Encourage the candidate to talk 70 – 80 percent of the time. ♦ Maintain eye contact, if appropriate in the cultural context. ♦ Be comfortable with silences and wait for the candidate to speak. ♦ Make the interviewee feel comfortable.

Phone and Videoconference Interviews In an effort to save the considerable expense of flying a candidate in for a face-to-face interview or interviews, it is becoming increasingly common to be invited for a phone or a videoconference interview. Like anything, these different interview mechanisms have pros and cons. Disadvantages of phone interviews are that the connection may not be first rate (or can even be cut), which can negatively affect the flow of the interview. Voice quality may be reduced in telephone transmission, which can make the interview feel more “distant.” Additionally, there is no non-verbal communication or “body language,” an important source of information to both interviewer and interviewee. That means that oral communications take on a critical role. Thus, it is critical to be mindful of tone, clarity, etc. On the phone, sociability and rapport are more difficult to judge as well. Another disadvantage is that you lose out on important collateral information gleaned from visiting an office, organization, city, etc. and meeting the potential future team. A serious advantage – for both interviewers and interviewees – is global, around-the-clock access. While this might mean an early-morning or late-night interview, remember that professional attire is not required (!) and you can keep your notes from interviewing preparations – such as your CV, the 90-second introduction (Appendix 16) or C.A.R. stories – on hand for easy reference. Video conferences (VC) are increasingly common as technology improves and costs decrease. However, this technique may well add an additional stressor if you are unfamiliar with VC technology. Be sure to arrive well in advance since equipment glitches are not uncommon. Where possible, try to verify if there will be a pre-check of equipment. Also, be sure that your role is clear - will you need to facilitate bookings for the VC facility? Call in, etc.? Be patient, expect that there may be delays, and prepare accordingly.

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Finally, just as in face-to-face interviews, find out as much as possible about the roles and responsibilities of your interviewers so that you can be as well prepared as possible for a phone or video-conferenced interview. Answering Interview Questions It is a good idea to prepare for an interview by practicing. Below, you will find sample interview questions to help you practice, along with recommended ways to approach each question – though you will certainly want to personalize your response. As you review the sample questions, write down next to each what you would ask the interviewer in return. The interview is a process of mutual discovery. Sometimes an interviewer may focus on a single point s/he found in your CV or application or there can be a change in the job description. It may not be something you prepared for and has the potential of making you feel uncomfortable. It is a good idea to think in advance of possible difficult questions you may be asked and to practice responding to them. It also can be very beneficial to practice, i.e. conduct a mock interview with friends or colleagues. Before you begin practicing a range of questions, however, it is recommended that you first prepare your… 90-Second Introduction In any the interviews described above, including competency-based interviews, you may be asked to talk about yourself. To this purpose, you would be advised to develop a 90-second introduction, outlining your education, background, your experience, your current situation and career aspirations. The 90-second introduction will:

♦ Alert the listener to your employment background and aspirations; ♦ Stimulate their interest in learning more about you; ♦ Provide some background with quantified accomplishments; and ♦ Describe your current situation – what you are looking for

Your 90-second introduction should be flexible, customized and responsive. It is important to be able to expand your story, or to hold back, as appropriate. In either case, once you are comfortable with your basic story, you will find calling, networking and interviewing easier and, ideally, more successful. Keep the 90-second timeframe as a guide. Some books recommend 60 seconds, others two minutes. The point is to be prepared, brief and not to ramble on, and, as always, to practice. See Appendix 16 for a worksheet on how to prepare for this important element of the informational and job interview. Frequently Asked Interview Questions and Suggested Responses The following tables indicate frequently-asked interview questions, suggest responses, and allow a work space in which to practice your own answers. Note that these are, by and large, “traditional” interview questions.

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GENERAL: Generic questions that may be asked in any type of interview

Interview Question Recommended Response My Questions/Notes

Tell me about yourself. 90-Second Introduction (see above) (see Appendix 16)

What can you offer us (that other candidates cannot)?

Emphasize your unique qualities and capabilities.

Relate them to the position and the organization – which you will have learned through your research.

What do you know about our organization?

Demonstrate your knowledge on their mission, services, products or mandate.

You may use this opportunity to clarify any questions that arose from your research.

What other types of work are you considering?

Do not feel obliged to reveal details of other interviews or negotiations.

If you are interviewing elsewhere, refer to them in a general way.

This is a question meant to probe focus and commitment to the field.

What are your strengths? Provide three or four key strengths with relevant examples.

YOUR ABILITIES:

Self-assessment questions

Interview Question Recommended Response My Questions/Notes

What are your weaknesses? Offer only one unless asked for more.

The key is to recognize an area of professional development and describe how you are working to improve in this area.

What do you consider to be your most significant accomplishment(s) to date?

From your preparations/practice session, select that/those accomplishment(s) most relevant to the position.

Be sure to have practiced several.

Take your cue from the interviewer regarding when to conclude.

Which competencies (or experience or qualifications) do you possess that would lead to your success on the job?

Discuss two or three of your major skills and, to the extent you are able, relate them to the organization.

Support these with accomplishments that benefited your previous employer and that relate to the requirements stated in the VA.

Describe a difficult problem you faced and how you solved it.

Do not choose a “worst ever” scenario.

Link it to a lesson learned.

Describe a situation in which you worked under pressure or met deadlines.

Refer to your accomplishments.

Discuss one or two in which you were especially effective in meeting deadlines or dealing with high-pressure situations.

How much responsibility managing X (e.g. financial

You can answer this in terms of budget, funds (Euros/dollars), assets or projects you have

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resources) have you had in previous positions?

supported or managed.

If you have not had this type of responsibility, refer to an accomplishment that demonstrates a related skill.

How many people have you managed?

Refer to direct/indirect reports, teams, contractors, clients or co-workers.

What might your previous manager/supervisor say are your greatest strengths or weaknesses?

Use on-the-job examples of strengths.

Present weaknesses in a positive light.

Please tell us about a time when you used competency X (e.g. creativity) to solve a problem.

Refer to accomplishments and creative solutions or insights that relate to the organization and the position.

Note: This how competency-based interview questions are structured.

FIT: Determine if you are a good match for the organization

Interview Question Recommended Response My Questions/Notes

Describe a situation in which your work was criticized. What were the circumstances? How did you respond?

Provide an example where you received constructive criticism.

Discuss one mistake (not a major one).

Emphasize what you learned from it and how your behaviour changed.

Do not pass blame.

How would you describe your personality?

Mention two or three of your most beneficial traits, highlighting those that would be a valuable asset for the position.

(See Appendix 3)

Why are you leaving your present job?

Always answer briefly.

Do not get defensive or explain excessively; simply state the circumstances.

If your post was discontinued or the result of an office closure, explain how your separation was part of an organizational restructuring.

How would you evaluate your previous organization?

Be constructive.

Refer to the benefits you have derived.

Avoid negative feedback.

How would your co-workers describe you?

Briefly refer to your skills, strengths and personality.

(See Appendices 3 – 5)

Why should we recruit you? Relate past experiences to the current position; cite relevant accomplishments; describe your competence/expertise/ knowledge.

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Skills Demonstration Just as you may be formally tested at some point in the selection process, you also may be requested to do a brief skills demonstration during the interview. If your CV indicates that you know how to do X or Y, e.g. if you indicate proficiency in Spanish, be prepared to answer interview questions in Spanish. Be prepared as well to provide copies of certificates/certification (e.g. UNESCO or UN Language Proficiency Exam [LPE], IPSAS or IATA certification) either during or following the interview. Ending the Interview and Debriefing Usually, the panel – or the interviewer – will end by asking you if you have any questions. The only incorrect answer is, “No.” You should always have prepared a few questions. Appendix 17 includes sample questions that demonstrate an interest in the organization and the job. It is good etiquette to conclude by thanking the interviewer(s) for their time and for the opportunity to learn more about the organization. It is also appropriate, at this time, to inquire about the next steps in the process, as well as the timeframe for notification of successful candidates. Debriefing after an interview is a good idea, as it allows you to assess your interviewing strengths and weakness. Be honest with yourself. It also is important to remember that some interviews are going to be more successful than others. If you do not perform your best, it is certainly frustrating, but nobody is perfect; learn from each experience and use your cumulative knowledge to continue to improve your interviewing skills. Use the following questions as a Debrief Checklist:

What went well? Why?

What did not go well? Why not?

What would I do differently if I were to repeat the interview?

What key facts did I learn?

What interview skills must I develop further?

How well did I listen to interviewer’s questions?

Additional Resources

• http://hotjobs.yahoo.com/interview;_ylt=ArNdQFns9gcsOY9h5Ne8OYDCRaIX • http://amdt.wsu.edu/research/dti/ • http://jobsearch.about.com/od/interviewsnetworking/a/dressforsuccess.htm • http://jobsearch.about.com/cs/interviews/a/interviewdining.htm • http://hotjobs.yahoo.com/interview/An_Interview_Strategy_Telling_Stories__20061128-

041625.html?subtopic=Interview+Preparation • http://intranet.unesco.org/hrm/index.php?id=851 • http://intranet.unesco.org/hrm/index.php?id=852 • http://online.wsj.com/article/C51220QANDAINTERVI.html?mod=Careers+Q%26A

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44.. DDeeaalliinngg wwiitthh JJoobb OOffffeerrss Decisions9 It is important to remember that no job is perfect; each offer will have both positive and negative aspects. Certainly, it is advisable to follow up all of your job leads that seem promising. If a job offer does not meet all of your requirements, you can, circumstances permitting, choose not to accept it and continue your search until you find a better match. Alternatively, you can accept the offer, bearing in mind that it may not have been your first choice, but it will provide you an opportunity to earn a salary, gain new skills, and eventually, resume a more relaxed search from a position of employment. The standard rule is to give a job approximately two years; certainly, it is unwise to accept an offer if you do not see yourself staying in the job for at least twelve months. In normal situations, you want to avoid a series of short assignments, for example, eight months, followed by six months, followed by three months. However, if you are a consultant or contract employee – not uncommon in international organizations, given the nature of funding – contract length may be out of your control. Once you have decided to accept a job offer, immediately confirm your acceptance in writing. Note your pleasure in accepting, confirm the start date and salary offer and outline the terms of your employment. This is also an opportunity to raise any other questions you may have. Close the letter with an expression of your appreciation and pleasure at joining the organization. (See Appendix 18 for a Sample Letter of Acceptance). Declining a Job Offer As soon as you decide to accept a job offer, it is polite to call or write/email to all the other organizations that have expressed interest in you or have made offers to inform them that you have accepted another job offer and that you must withdraw your application. Make sure not to “burn any bridges,” or act unprofessionally, as you may wish to pursue employment with them at a later date. Always try to leave a good impression, even if you are declining an offer. Be positive when declining an offer. If appropriate, advise the employer where you will be going for work, or, if you are continuing in higher education, where you have enrolled. You need not indicate why you have accepted the other position or what the salary is. Always express your appreciation for any offers extended and the interest and confidence the employer has shown. (See Appendix 19 for a Sample Letter of Decline). Not Getting the Job Offer Unfortunately, if you are informed that you did not, in fact, get the job, you are likely to be disappointed. It is critical, nonetheless, always to be courteous and polite and reiterate your interest in the organization, the position and/or work unit for which you interviewed. This is because the outcome is still unclear. For example, the first-place candidate may be unable to accept the offer; if so, you might, ultimately, be given an offer. Another possibility is, as noted above, you may wish to apply to the same or a similar position in the future. And lastly, as a professional in the same field, you may cross paths and always want to remain appropriate and gracious.

9 SIPA Guide to International and Public Affairs, School of International and Public Affairs, Columbia University, 2004, pp. 49 – 50.

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Negotiations If you have received an offer, and are still waiting to hear from other organization(s), you may find yourself in a position where you need to negotiate for time to give an answer. This is certainly not uncommon. However, as with other areas of life, timing is critical! It is acceptable to ask for some time to make a decision, but usually, asking for more than one to two weeks is not appropriate. Some employers won’t give more than a few days – this is their right, and you may have to make a decision without having all the information about other offers that you would like. A start date may, or may not, be negotiable. However, you may have to negotiate with both your current job – and your new employer – about what is an appropriate amount of notice. This can be particularly true in an international organization, where recruitment can be a lengthy process. Thus, your current boss may be hesitant to let you go and have a long “gap” with nobody in the job. It is wise to try and accommodate your current boss and your new job, with compromise on both sides. If you wish to negotiate a start date, be clear about your reasons, and try to have this conversation in person, or via telephone, rather than in writing. If you are relocating overseas, and have affairs to wrap up before going, this is valid – try to estimate the time you need and request it. Obviously, this is the beginning of a partnership, and rather than be demanding, you want to start off positively and inquire about the new employer’s timeframe, consider your needs, especially if leaving, and try to find a compromise that works for everyone.

Additional Resources http://www.careerjournal.com/columnists/qanda/interviewing/20070306-qandainterviewing.html http://www.careerjournal.com/jobhunting/negotiate/19990601-baty.html http://www.careerjournal.com/salaryhiring/negotiate/19981007-voros.html

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55.. CCooppiinngg wwiitthh CChhaannggee Job Loss Being notified of your separation is almost invariably difficult. At such a time, it can be very hard to fully comprehend and accept what is happening. For this reason, you should ensure that the notification of your separation is given to you in both verbal and written form. If you do not understand the information you are given or why you are being separated, ask for an explanation or request a meeting with a member of the Bureau of Human Resources to clarify any questions relating to your present status or separation benefits. All information communicated to you regarding your separation should come from an official source, such as the Director of Human Resources, Bureau or Division Director, Administrative Officer, or your supervisor. Disregard rumours, as these can lead to misunderstandings and misconceptions. Make sure you get the facts and information from HRM or your manager. Whenever possible, get as much as you can in writing. It is natural to experience strong emotions, such as shock, anger or disappointment when learning of your separation, even if it does not come as a surprise. Although it might be difficult, it is very important that you do not personalize the information or make judgemental statements towards the manager, your colleagues or the organization at large. Imposed job change is stressful, but remaining professional, in control and managing the situation will enable you to see a way forward. It is important that you understand the impact of emotions, such as fear, resentment, denial, anger, sadness, insecurity, feelings of rejection or doubt in your own abilities. They have the potential to detrimentally affect your behaviour, your health, your well-being and your future. Acknowledge frustrations and fears and talk to friends, family, colleagues, a member of your religious/spiritual community or, where possible, a health professional whom you trust. While they may not be able to change your situation, they may be able to shed different light on things, give you advice, or help you plan for your future. Ultimately, having someone “just listen” can provide some sense of comfort. Try to think positively and focus on practical solutions rather than dwelling on negative feelings, since this will not change your situation.

Practical Tips:

♦ It is much easier to find a job when you are employed in a job. If you anticipate job cuts, make time for your job search. In an ideal world, you should start searching for a job the moment you become aware of budget cut or impending restructuring.

♦ You are going from a familiar situation where you know the rules to an unfamiliar one with many unknowns, which may trigger a range of emotions from resentment, anger or fear to relief or excitement. How you face the next steps will be linked to how you harness these emotions. A major step in re-establishing or gaining control is planning for and implementing productive activities.

♦ This may seem obvious, but it is critical that you look after yourself; exercise regularly, try to get enough sleep and eat well. If you find yourself avoiding the company of others, feeling isolated or depressed – this is not at all uncommon – you might want to seek professional assistance.

Remember, YOU are not the job. Your job is only one aspect of yourself, and there are many other important parts of yourself, and of life. You will need to acknowledge that this job has come to an end, let go, and begin to explore future opportunities. Create an Action Plan How you go about your job search will affect your finding a new position. Having a focussed and realistic plan of action will enable you effectively to manage your situation. Doing nothing, waiting

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for something to change or to come up, or taking frantic, unfocussed action will not be helpful. Taking constructive, well-considered action is the first step on the right path. Job seekers who are focussed and apply effective methods to the job search typically produce the best results in the shortest time frame. Designing – and following through – on your action plan will help you:

♦ Cover more of the right territory faster, thereby, in theory, decreasing your search time – and landing a better job;

♦ Optimize energy levels and increase focus; ♦ Keep disciplined work habits and staying in “work” mode; ♦ Maintain or improve self-confidence and self-esteem; ♦ Take control of your work and your life.

Whether you are in a job or have left one, design a system based on your personal style and work habits. For example, surf the web for two hours every morning to check vacancies; network with mentors and colleagues at lunch, apply to jobs in the afternoon. Keep the process simple so that you are able to stick with it. Create a daily, prioritized To Do List and carry forward any pending items. Assess how your time was spent, what you accomplished and adjust as necessary. Having small goals that you complete is essential to staying motivated and on track. Avoid forcing any habits. If you are a morning person, work early in the day; if you are a night owl – at night. Financial Planning To help you through the transitional period, you should review and adjust your personal budget in order to organize and control your financial resources over the coming months. To help you plan, in Appendix 20, you will find a Budget Worksheet to list your income and record your expenses. You can also ask HRM (Staff Pensions and Insurance Section) for advice on options concerning pension and other separation payments, if applicable. In addition, you may wish to contact the UN Joint Staff Pension Fund (UNJSPF).

Additional Resources http://www.careerjournal.com/myc/climbing/20070430-loeb.html http://www.careerjournal.com/jobhunting/jobloss/20060126-shu.html http://online.wsj.com/article/SB121424878857397463.html?mod=Careers http://online.wsj.com/article_email/SB121623686919059307-lMyQjAxMDI4MTE2NzIxMzc2Wj.html United Nations Joint Staff Pension Fund: http://www.unjspf.org

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66.. CCoonncclluussiioonn We hope you find this document, the first of its kind, helpful for your career planning and development, both within your UNESCO career and beyond. Any recommendations or suggestions you might have for expansion or revision of this Guide may be submitted to the Bureau of Human Resources Management’s Career Development Officer (careerdevelopment@unesco.org). We would be grateful to consider them for inclusion in future editions of the document.

Part III: APPENDICES

AAppppeennddiixx 11:: SSeellff AAsssseessssmmeenntt -- PPrrooffeessssiioonnaall AAccccoommpplliisshhmmeennttss

Instructions: Below, take a moment and list five to ten professional accomplishments that you feel proud of; try to focus on things in the recent past (i.e. two to three years, but if appropriate, go back five or ten years for a few items). Jot down some key words to describe both the achievement AND why it signified a special professional accomplishment for you.

Accomplishment Why Important/Meaningful

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

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AAppppeennddiixx 22:: AAccttiioonn VVeerrbbss accelerated accompanied accomplished achieved acquired adapted added adjusted administered adopted advised advocated aired affected allocated amended analyzed answered appraised approved arbitrated arranged articulated assembled assessed assisted audited augmented attended authorized balanced bargained broadened budgeted built calculated carried out catalogued centralized challenged changed channelled chose [choose] circulated clarified classified (re-) collaborated collected combined commissioned compared compiled completed composed conceived

concluded condensed conducted consolidated constructed consulted contrasted contributed controlled convened converted conveyed convinced co-ordinated corresponded counselled created cultivated cut decided decreased defined delegated demonstrated described designated designed determined developed devised devoted diagnosed directed discounted discovered distributed documented doubled drafted earned eased edited eliminated employed enabled encouraged endorsed enforced engineered enhanced enlarged enriched ensured established estimated evaluated

examined exceeded executed expanded expedited explained extended facilitated fashioned financed forecasted formed formulated found [find] founded framed fulfilled gained gathered gauged gave [give] generated governed granted guided handled headed identified implemented improved improvised increased influenced informed initiated innovated inspected inspired installed instituted instructed interpreted insured interviewed introduced invented invested investigated involved issued joined judged

launched led [lead] lobbied located logged maintained managed mapped marketed maximized measured moderated modified monitored motivated multiplied narrated negotiated nurtured observed obtained opened operated orchestrated ordered organized originated overhauled oversaw [oversee] participated partnered (with) performed persuaded pioneered planned polled prepared presented printed probed processed procured produced profiled programmed projected promoted proposed proved provided publicized published purchased

qualified quantified raised rated recommended reconciled recruited revised redesigned reduced renovated reorganized reported researched reviewed scheduled secured selected sent served serviced set up shaped shortened showed simplified sold [sell] solved spearheaded stabilized staffed staged standardized started steered stimulated streamlined strengthened stressed stretched structured studied submitted substantiated succeeded suggested summarized superseded supervised supplemented supplied supported surpassed surveyed synthesized systematized

tabulated tailored targeted taught tested tightened traced tracked traded trained transferred transformed translated travelled trimmed tripled utilized updated uncovered undertook unified unravelled used vacated validated verified weighted widened withdrew witnessed won [win] worked (with) wrote [write]

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AAppppeennddiixx 33:: SSeellff AAsssseessssmmeenntt -- WWoorrkkiinngg SSttyyllee aanndd PPeerrssoonnaall AAttttrriibbuutteess1100

Personality traits are often considered innate or socialized very early in life, while skills are learned. Personality traits and skills, however, are strongly connected. Often it is your innate characteristics that facilitate the development of a skill. As you consider the various skills you currently have and are trying to develop, it is important to think about doing something well. It also is important to articulate this link to employers in cover letters and interviews. You also may ask a family member and/or friend to create a list describing you according to the directions in this exercise. Are your lists similar? Where do they differ? Why might that be? You may find the following exercise helpful as part of your skills analysis.

Traits and Working Style Worksheet

Instructions: Write a list of ten traits that describe you, five for the way you perceive yourself, and five for the way you think others perceive you:

Self Others

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

Having troubles? Please refer to the list below: accurate achievement-

oriented adaptable alert ambitious analytical appreciative assertive athletic calm capable cautious charismatic competent conscientious conservative cool-headed consistent contagious in my

enthusiasm

co-operative courageous creative decisive dedicated deliberate dependable detail-oriented diligent diplomatic discreet dynamic economical effective efficient energetic enthusiastic exhaustive experienced expressive

firm flexible forward thinking friendly goal-directed good humoured good judgement hard working honest humorous imaginative independent industrious innovative introspective inventive knowledgeable logical loyal methodical

motivated objective observant outgoing organized open-minded patient perceptive persistent pioneering poised positive (attitude) practical professional progressive protective punctual quick quick learner rational

realistic reflective reliable resilient resourceful responsible self-reliant self-starter sensitive sincere stable strategic substantive supportive tactful thorough thoughtful trustworthy unique versatile well-organized

10 Source: SIPA Guide to International and Public Affairs, School of International and Public Affairs, Columbia University, 2004, p. 7.

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AAppppeennddiixx 44:: SSeellff AAsssseessssmmeenntt -- SSkkiillllss aanndd AAbbiilliittiieess

Communications/Representation

Advising, Advocacy, Editing, Explaining, Influencing, Informing, Interpreting, Languages, Mediating, Motivating, Persuading, Presenting, Promoting, Public speaking, Questioning, Reporting, Representing, Revising, Translating, Writing

Analytical

Accounting, Analysing, Appraising, Assessing, Budgeting, Calculating, Classifying, Comparing, Computing, Conceptualizing, Evaluating, Formulating, Investigating, Measuring, Observing, Policy analysis, Researching, Reasoning

Interpersonal

Cultural sensitivity, Diplomacy, Tact, Relating to others, Team player

Management

Collaborating, Deciding, Delegating, Effecting change, Evaluation, Grant management, Implementing policy, Imitating, Leading discussion, Managing, Monitoring, Motivating, Operating, Overseeing, Problem solving, Project management, Recommending, Reporting, Supervising, Training, Trouble shooting

Technical

Creating graphics, Construction, Copy-editing, Databases, Desktop publishing, Drawing, HTML programming, Layout/Design, Online research, Proofreading, Word processing, Spreadsheets

Organizational

Attending to detail, Co-ordinating, Expediting, Keeping records, Planning, Systematizing

Administration & General Support

□ Analytical and Evaluative Skills □ Organizational Planning □ Coaching/Counselling □ Performance Appraisal □ Contract/Other Negotiations □ Performance Reporting □ Communication: Verbal/Written □ Problem Solving □ Conference/Events Planning □ Project Management □ Decision Making □ Procurement □ Directing Others □ Purchasing □ Drafting: Guidelines, Reports, Correspondence □ Independent Research & Analysis □ Enterprise Resource Planning (ERP) □ SISTER (UNESCO programming tool) □ Goal Setting □ Scheduling □ Internal Oversight □ Strategic Planning □ Knowledge - UN Rules & Procedures □ Supervision □ Leadership □ Time and Attendance □ Mentoring □ Time Management □ Motivating Others □ Travel Planning □ □

Information and Communication Technology

□ Business Systems Planning □ Human Resources Systems □ Cisco Applications □ Information Management □ Comm. Tower/Antennae Installations □ Networking/Servers □ Database Technology □ Performance Monitoring □ Data Centre Operation □ Requirements Specification □ Diagnostics □ System Design & Programming □ Distributed Processing □ Systems Development □ Distributed Systems □ Voice/Data Communication

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□ Financial Systems □ HF/VHF/UHF, Microwave & Satellite Requirements □ Hardware/Software Technology □ VSAT □ Help Desk □ Web Design/Development/Support □ □

Culture

□ Archaeology □ Ethics of Culture □ Arts □ Folklore □ Cinema □ Intangible Heritage □ Collections Development □ Intercultural Dialogue □ Contemporary Art □ Libraries □ Crafts/Handicrafts □ Literature/Books □ Cultural History □ Monuments □ Cultural Expression □ Museums □ Cultural Objects □ Music □ Cultural Policy □ Physical Culture □ Dance □ Sustainable Tourism □ Diversity □ Textiles □ Ethnomusicology □ World Heritage Centre □ □

Education

□ Adult Learning □ Evaluation □ Basic Education □ Formal/Non-formal Education □ Continuing Education □ HIV/AIDS □ Curriculum □ Higher Education □ Distance Learning □ Literacy □ Education Infrastructure □ Numeracy □ Education Planning □ Physical Education □ Education Policy □ Primary Education □ Education Programme Design/

Implementation/Monitoring/Evaluation □ Science/Technical/Vocational Education

□ Education Reform □ Secondary Education □ Education Strategy □ Teacher Training/Education □ Education Support □ Tertiary Education □ □

Engineering & Building Maintenance Services

□ Building & Maintenance Services □ Process Development □ Budget Formulation and Reporting □ Process Engineering □ Civil Engineering □ Project Management □ Construction Site Supervision □ Requirements Specification □ Feasibility Studies/Assessments □ Scheduling (work/maintenance/training) □ Green Building/Renovation □ Technical Reports □ □

Finance & Accounting

□ Actuarial/Rating Analysis □ General and Cost Accounting □ Audit □ Information Systems □ Budget/Cost Control □ Internal Controls □ Capital Budgeting □ Inventory Control Analysis □ Cash Management □ Knowledge of UNESCO/UN Financial Rules □ Credit □ Management Reporting □ Debt Negotiations □ New Business Development □ Familiarity with X Financial System(s), e.g.

FABS, Mercury, Sun Systems □ Planning & Analysis

□ Financial Data Processing □ Risk Management

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□ Financial Policy □ Strategic Financial Planning □ Foreign Exchange □ Treasury □ General Tax Planning □ □ □

Human Resources

□ Career Counselling □ Medical Services □ Career Development □ Organizational Development □ Change Management □ Pension □ Compensation/Benefits □ Planning & Administration □ Diversity □ Policy & Procedures □ Employment Law □ Performance Evaluation & Measurement □ Entitlements/Benefits □ Recruitment/Selection/Placement/Staffing □ ERPs (SAP, Oracle, etc.) □ Risk/Cost/Benefit Analysis □ Generic Job Profiles/Descriptions □ Staff Member Relations □ Health & Safety □ Strategic HR Planning & Management □ Human Resources Consultancy □ Staffing Tables/Templates □ Human Resources Systems □ Succession Planning □ HR Management Information Systems □ Training/Staff Development □ Insurance □ Wage & Salary Administration □ Job Classification □

Natural Sciences

□ Basic Sciences □ Engineering Sciences □ Biosphere □ Hydrology □ Biodiversity □ Integrated Coastal Management □ Capacity Building □ Intergovernmental Oceanographic Commission □ Climate □ Science Policy □ Earth Observation □ Sustainable Development □ Ecological and Earth Sciences □ Tsunamis □ Engineering Education □ Water Assessment □ □

Operations

□ Administration □ Management □ Air Operations □ Movement Control □ Budget Planning □ Process (Re-)Engineering □ Construction □ Procurement □ Customer Service □ Production □ Dangerous Goods (IAW IATA) □ Project Direction/Management □ Distribution □ Quality Assurance □ Engineering □ Research & Development □ Expense Control □ Systems Development □ Inventory & Production □ Total Quality Management (TQM) □ Materials Management □ Warehousing □ □

Public Information/Communications

□ Audio/Video Production □ Multi-media □ Branding □ News Gathering□ Broadcasting □ Portals □ Communication Strategies □ Press Release □ Community Outreach □ Public Information □ Editing □ Public Relations □ Film □ Radio TV □ Fund-raising □ Speech-writing □ Journalism □ Spokesman

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□ Knowledge Management □ Translation □ Library □ Video □ Media Relations □ Web Design/Development/Support □ □

Regional

□ Africa □ Europe □ Asia/East Asia/South Asia □ Central America/Latin America □ Arab States □ Mediterranean □ Eastern Europe □ Middle East □ Baltics □ North America □ Balkans □ The Pacific □ Caribbean □ Sahel □ □ Sub-Saharan Africa □ □

Security

□ Anti-Terrorism □ Loss Prevention □ Close Protection □ Natural Disaster – Emergency Response Planning □ Communications Systems □ Needs Assessment □ Corporate Security □ Residential Security □ Crisis/Incident Management □ Security Force Building □ Emergency/Evacuation Planning □ Security Planning □ Fire Detection/Fire Fighting □ Security Training □ Guard Force Management □ Sophisticated Devices □ Investigation (Accidents, Security Incidents) □ Staff Security □ □

Social and Human Sciences

□ Anthropology □ Migration □ Bioethics □ Philosophy □ Cognitive Science □ Physical Education □ Demography □ Political Science □ Ethics □ Psychology □ Gender Studies □ Science and Technology □ Geography □ Social Welfare □ Human Rights □ Social Science Policy/Research □ Humanitarian/Assistance □ Sociology □ Justice and Law □ Women’s Studies □ Linguistics □ Youth and Sports □ □

Substantive/Other

□ Analytical/Evaluation □ HIV/AIDS □ Best Practices □ Humanitarian Affairs □ Bi-lateral/Multi-lateral Negotiations □ Identify needs and appropriate solutions □ Capacity Building □ Legal Affairs □ Civil Society/Law □ Livelihoods □ Conflict Resolution □ Mediation □ Disarmament, Demobilization, Reintegration

(DDR) □ Negotiation

□ Economic Affairs □ Political Affairs/Analysis □ Gender □ Post-conflict Reconstruction □ Facilitation □ Refugees/Returnees/IDPs □ □ Rule of Law □ □

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AAppppeennddiixx 55:: SSeellff AAsssseessssmmeenntt -- WWoorrkk VVaalluueess

Instructions: Write a list of ten work values that will influence your choice of a career: five that are essential, and five that are desired. Can’t think of ten? Refer to the list of values below:

Essential Desired

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

Work Values

Achieving Results Adventure Aesthetics Autonomy Become an “expert” Benefits/entitlements Belonging (sense of) Challenge Change/variety Competition Control/Freedom Corporate culture Creativity Client contact Cutting edge Diversity Efficiency Ethics Excitement Fast pace Financial independence Flexibility

Friendship with co-workers Gain intellectual status Gain knowledge Help society Help others Hold power and authority Ideologically sound Impressive (to others) Independence Influence people Innovation Intellectual stimulation Integrity Make decisions Management style (hands-on vs. hands-off) Moral fulfilment Non-/hierarchical environment Opportunity for growth Opportunity for learning and development Physical challenge

Precision work Predictability Progressive environment Racial/ethnic diversity Recognition for work Responsibility Self power (control over decisions and situations) Service Social responsibility Stability Strategy Stress levels (manageable) Supervise others Team spirit Trust Vision Volunteerism Work under pressure Stability Working outdoors Work-life balance

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AAppppeennddiixx 66:: SSeellff AAsssseessssmmeenntt -- WWoorrkk OObbjjeeccttiivvee1111

A work objective tells the CV reader what you want to do and where. It focuses the reader’s attention in a specific direction and may provide information on the skills the job seeker offers.

Sample Work Objectives

♦ An administrative function, with emphasis on the planning aspects of administration management in a busy, medium-sized, international NGO.

♦ Computer programming or systems analysis. Prefer an organization with opportunities for growth and development and significant client contact, as well as opportunities for travel to the field.

♦ Desire a field-based Programme Officer position in international education, with a focus on women and girls education. Position should require flexibility, good organization skills and the ability to work closely with donors and partners to implement large scale projects.

In the space below, start work on writing your work objective. Think about what you have discovered in the self-assessment and write down what you want in the form of a work objective.

Job Objective Worksheet

1. Target position, title, and area of specialization. Write down the sort of job you want, just as you might explain it to someone you know:

2. Define your area of responsibility. Describe the range of jobs you would accept, from the minimum up to those you think you could handle if you were given the chance:

3. Key skills you have that are important for this job. Describe the three or four key skills that are particularly important for success in the job you seek. Select one or more in which you are strong and that you enjoy using (see Appendices 3 and 4).

4. Specific areas of expertise/strong interest that you want to use in your next job. If you have substantial interest, experience, or training in a specific area and want to include it in your objective (remembering it might limit your options), write it here:

5. Other factors? Is there anything else you want to include in your job objective? This could be a value that is particularly important to you, a preference for the size or type of organization, or something else (see Appendix 4 – Work Values).

11 Compiled from a variety of sources, including: Same-Day Resume: Write an Effective Resume in an Hour, Michael Farr, JIST Publishing, 2004, Ch. 2, pp. 19 – 21.

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AAppppeennddiixx 77:: SSaammppllee LLeetttteerr RReeqquueessttiinngg aann IInnffoorrmmaattiioonnaall IInntteerrvviieeww Your name surname Your address Your phone number (work) Your phone number (mobile) Your email address Date Mr/Ms Name Surname Title Organization Address City, State/Region, Post Code, Country Dear Ms Surname:

Par. 1

I am a (Position X) in (Sector/Bureau X) at UNESCO. After discussing my career interests with UNESCO’s Career Development Officer Jenny Pilling, she recommended that I contact you for a bit of career advice and information. I am particularly interested in (topic X) and the role of your office in this process. I would very much appreciate the opportunity to talk with you about your experience at (Organization Y), and in particular, with (Office Z/Project Z).

Explain your purpose and your interest. Mention your referral. Clarify your topic of interest. Keep it clear and simple.

Ms Pilling suggested you might be available to discuss more about the work your project performs. Your advice on the skills and experience for me as I begin my career in X (e.g., educational programming) at UNESCO – as well as any advice on further studies would be very welcome. I am attaching my CV to provide you with my background.

Par. 2 Clarify that you seek only advice and guidance – not a job. Always enclose a CV/work history.

Thank you for your consideration. I look forward to talking with you soon. Sincerely Yours, [signature] Name Surname

Par. 3 Consider your follow-up plans. Follow through (important!)

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AAppppeennddiixx 88:: SSaammppllee TThhaannkk--yyoouu LLeetttteerr ffoorr aann IInnffoorrmmaattiioonnaall IInntteerrvviieeww1122 Your name surname Your address Your phone number Your email address

Date Mr./Ms. Name Surname Title Organization Address City, State/Region, Post Code, Country Dear Mr./Ms. Surname:

* Insert [topic of your choice] – e.g. career opportunities or intensive language study programmes in [field of your choice] *topic of your choice Person to whom you may have been referred

Thank you for taking time from your busy schedule to discuss the current status of World Heritage Sites and trends in the field of cultural preservation*. Your comments were insightful and gave me a strategy as I begin thinking about how to leave the non-profit field and join an International Organization. I especially appreciated your advice to (x)*. I will certainly follow up on your suggestion to contact [Mr/Ms Surname] to seek out additional advice regarding [e.g. opportunities in the field]. Specify your follow-up plans.

Follow through (important!) I am revising my CV* to include your suggestions and if you do not mind, I will forward an updated version by [deadline – always within one week]. I really appreciate your recommendations and the gift of your time. Best regards, [signature] Name Surname

*… and/or any other paper-based or online work history form (e.g. RecrutWeb profile, PHP. P-11, etc.)

12 The SIPA Guide to International and Public Affairs, School of International and Public Affairs, Columbia University, 2004, p. 47 served as a source for this document.

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AAppppeennddiixx 99:: IInnffoorrmmaattiioonnaall IInntteerrvviieeww LLoogg SShheeeett1133

Date of Interview: / / Thank You Letter Sent: / /

Organization: Department:

Name: Initial: Surname:

Title: E-mail:

Business Address:

Business Phone Number: Business FAX:

Assistant’s Name:

Referred by:

New Referrals:

Can you use his/her name?

General Advice:

Follow-up Date: / / Re.:

Most able to help with:

Primary Objectives:

May be able to help with:

Secondary Objectives:

His/her interests:

General Comments:

13 SIPA Guide to International and Public Affairs, School of International and Public Affairs, Columbia University, 2004, p. 55.

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AAppppeennddiixx 1100:: CCuurrrriiccuulluumm VViittaaee II ((ssaammppllee -- EEnngglliisshh))

MARIAM SAID VAN CAUWENBERGE

Belgian Age: 38 Single

Current: 34 rue de Grenelle, Apt. A.3.01

75007 Paris, FRANCE Home: +33 1 2345 6789 Mob.: +33 6 7890 1234

m.vancauwenberge@unesco.org

Permanent: Sint-Pietersnieuwstraat 25

B-9000 Gent, BELGIUM Tel. + 32 9 223 12 34

msvc1970@hotmail.com

PROFILE Advanced skills in marketing, communications and public information. Quick-witted, goal-driven and reliable. Excellent drafting and editing skills in English, French and Dutch/Flemish. Experience in international, multi-cultural environments. Sensitive and realistic approach to organizational problems. Experience in motivating personnel. Dynamic and positive personality.

PROFESSIONAL EXPERIENCE Programme Specialist, Promotion, Partnership and Branding Unit, Bureau of Public

Information (BPI), UNESCO, Paris, France, 1/06 – present

• Monitor and analyse current events, public opinion, and press, identify issues and trends, and advise management on appropriate actions and responses.

• Ensure implementation of information programmes to publicise priority issues and/or major events: draft information strategies, coordinate efforts, monitor and report on progress, take appropriate follow-up action and analyse outcomes.

• Promote media coverage (e.g. press conferences, interviews and press seminars) of UNESCO priority issues and/or major events.

• Prepare initial drafts of articles for inclusion in UNESCO newsletters, periodicals and reports.

• Work w/Sectors to improve management of cross-sectoral partnerships (in-house/external).

• Serve as Focal Point for gender issues and as Training Focal Point. Information Officer, UN Mission in Cote d’Ivoire (ONUCI), Côte d’Ivoire, 3/03 – 12/05

• Ensured implementation of information programmes to publicise priority issues and/or major events: drafted information strategies, coordinated efforts, monitored and reported on progress, took appropriate follow-up action and analysed outcomes.

• Monitored and analysed current events, public opinion, press, identify issues and trends, and advise management on appropriate actions and responses.

• Undertook activities to promote media coverage.

• Produced and oversaw production of print information communications products: press kits, press releases, feature articles, speeches and booklets.

Communications Officer, European Centre for Conflict Prevention (ECCP), Utrecht,

Netherlands, 5/01 – 2/03

• Developed and executed communications strategy for ECCP.

• Developed a new brand identity/house style, bringing coherence to two brands.

• Drafted and developed all written communications materials for the ECCP and its programmes: news bulletins, newsletters, Annual Reports and brochures.

• Maintained and developed ECCP websites: http://www.conflict-prevention.net/ and http://www.gppac.net/page.php?id=1.

• Drafted key lobbying documents for ECCP & programmes.

• Edited English-language documents: fundraising proposals, presentations, and reports.

• Recruited/ supervised communications-related interns (8 total x 6 months full time each).

Note: Find out the job search norms for your target country, since including information on: age, nationality, marital status or children may be required, recommended – or forbidden.

Save copies/ samples of your work. Bring along to interviews.

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Manager, Fundraising & Communications, International Health Exchange, London, 2/98 –

6/01 (Note: the organization is now part of RedR)

• Contributed to development of strategic direction, identity and external profile.

• Drafted annual operational plan and budget for Fundraising and Communications.

• Developed clients’ use of new media and conveyed its message to widest possible audience.

Outreach Coordinator, Opportunities, Vision & Values Foundation, Zurich, 12/92 – 11/97

• Marketed in the French part of Switzerland.

• Organized/managed whole programme. Managed Facilitator Teams 8+ people.

• Served as Teacher/Facilitator for 40 days.

• Defined and implemented marketing strategies.

Publications Assistant, International Crisis Group (ICG), Brussels, Belgium, 8/89 – 11/92

• Assisted in production of ICG printed materials (layout, formatting, printing & distribution).

• Organized printing and distribution of publications and media releases.

• Coordinated team translators to ensure translations of marketing materials were updated.

• Maintained Crisis Group’s electronic database of contacts and subscribers.

• Fielded external enquiries about Crisis Group's programmes, activities and advocacy.

EDUCATION Master of Arts, Public Relations, London College of Communication, University of the Arts London, 1989

Bachelor of Communications Sciences, Catholic University of Leuven, Belgium, 1987

TRAINING

• Post-graduate Certificate in Cross-Sector Partnership (PCCP), Cambridge Programme for Industry, University of Cambridge (2006)

• Training of Trainers, Centre for Conflict Management, Norway (2002)

• Essentials of Humanitarian Practice (2001) and So, You Think You Want to Be a Relief Worker?, RedR, UK (2000)

• Proposal Writing: The Comprehensive Course, Foundation Centre, Washington, DC (1999)

• Intermediate Spanish, Centro de Lenguas e Intercambio Cultural, Seville (1996)

LANGUAGES

French: Fluent – UNESCO Language Proficiency Exam (LPE) certificate - 2007

English: Fluent (4 years in U.K.) – UN Language Proficiency Exam (LPE) certificate – 2006

Flemish/Dutch: Mother tongue German: Fluent Spanish/Pushtu/Dari: Basic

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AAppppeennddiixx 1111:: CCuurrrriiccuulluumm VViittaaee IIII ((ssaammppllee -- EEnngglliisshh))

Erik Tuan Street Address

Postal Code, City, State/Province, Country Tel. + 12 3 45 67 89 10

Email: e.tuan@unesco.org Nationality: Swedish and Vietnamese

Date of Birth: 6 December 1964

PROFILE

Multi-lingual Finance Manager with extensive experience in Project Management in business planning and analysis, financial reporting, development and implementation of consolidation software and related processes. Proactive, innovative, analytical and persistent, at ease in multicultural environment. Internationally mobile. 5 years UN System experience. SKILLS

Analysis, problem identification, resolution, troubleshooting Design and implementation of financial procedures and processes Eye for value added and efficiency Conceptualisation, design, delivery and management of training programmes Computer Software: JD Edwards, Microsoft Office, Hyperion Interface between information systems and finance functions Fluent in French, English and Swedish

PROFESSIONAL EXPERIENCE

Finance Officer (P-3), UNESCO, Paris, Financial Support Section (FSS), UNESCO, 2003 – Present

BUDGET PREPARATION:

Review and analyse data with respect to the finalization of cost estimates for the field mission. Provide support to Headquarters and field managers with respect to the elaboration of resource

requirements for budget submissions. Review, analyse and provide input into finalization of programme budget/financial

implications in light of additional mandates. Provide substantive support to relevant intergovernmental and expert bodies in their budget

review; assist in securing approval from legislative bodies.

BUDGET IMPLEMENTATION:

Monitor allotments, including redeployment of funds when necessary, ensuring appropriate expenditures.

Monitor budget implementation and determine/recommend reallocation of funds when necessary. Monitor expenditures to ensure that they remain within authorized levels. Review all requisitions for goods and services to ensure correct objects of expenditure have

been charged, ensuring availability of funds. Administer and monitor extra-budgetary resources, including review of agreements and cost

plans, ensuring compliance with regulations and rules and established policies and procedures. Prepare relevant documentation with respect to budget performance submissions. Review and make appropriate recommendations with respect to the finalization of budget

performance reports, analysing variances between approved budgets and actual expenditures.

Note: Find out the job search norms for your target country, since including information on: age, nationality, marital status or children may be required, recommended – or forbidden.

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Finance Project Manager, Tetra Pak, Geneva, Switzerland, 1998 – 2003

Developed financial software applications optimizing the integration of processes of the different markets with RJR standards.

Analysed end users’ needs and leading systems improvements accordingly. Initiated new processes for financial consolidation of affiliates in the Region CIS, the Baltics

and Central Europe. Set up objectives and plan of action. Implemented needed software. Trained financial staff on site (Russia, Ukraine, Czech Republic, and Kazakhstan). Provided technical support until achievement of full autonomy by end users.

Finance Project Leader, DuPont, Paris, France, 1995 – 1998

Led implementation of JD EDWARDS financial and consolidation software for France. Built and organized the JDE implementation team. Managed subcontractors. Wrote user documentation, including company specifics. Reviewed accounting processes. Created and installed new financial reporting, controlling and analysis processes.

Budget and Reporting Supervisor, AB Samspar, Stockholm, Sweden, 1990 – 1993

Provided accurate, timely and customized financial information to top management with the assistance of one Budget Assistant as direct report.

Prepared operations budget and strategic forecast. Analysed and reported the causes of income variances. Controlled budget and procedures. Developed information systems tailor made to internal clients’ needs.

Front Office Operator, Cimon Scandinavia AB, Karlshamn, Sweden, 1988 – 1989

Filled customer orders on the floor and initiated stock analysis methods. EDUCATION

Master of Business Administration (MBA), INSEAD, Fontainebleau, France, June 1995 Bachelor in Finance, Uppsala University, Uppsala, Sweden, June 1986

OTHER

Languages Swedish (mother tongue), French (UNESCO Language Proficiency Exam [LPE] Certificate

Holder - 2005), English (fluent), Russian (intermediate) and Vietnamese (basic).

Professional Associations Member, European Finance Association, 1997 – present Member, European Financial Management Association, 1996 – present

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AAppppeennddiixx 1122:: CCuurrrriiccuulluumm VViittaaee IIIIII ((ssaammppllee -- FFrreenncchh)) Chantal SAUVÉ 45, rue des Sauveurs 75009 Paris, France

+33 (0)1 23 45 67 89 (boîte vocale) (Mob.) +33 (0)6 12 34 56 78

csauvé@neuf.fr 41 ans, mariée, 2 enfants Franco-canadienne

Expérience professionnelle

2004 SOCIETE INDIVIDUELLE EN NOM PROPRE, COARRAZE, FRANCE. CLIENTS INTERNATIONAUX (ONU). • COACH ET FORMATRICE EN MANAGEMENT.

1998 – 2003 HSD ERNST & YOUNG, PARIS - LA DEFENSE, FRANCE. CABINET D’AVOCATS INTERNATIONAL. • DIRECTRICE DEVELOPPEMENT.

1996 – 1998 DESSAU, MONTREAL, CANADA. 2EME SOCIETE D’INGENIERIE AU CANADA (450 EMPLOYES/US $45M DE CA). • DIRECTRICE DEVELOPPEMENT INTERNATIONAL.

1993 – 1996 ORGANISATION DES NATIONS UNIES (HCR), BUREAU REGIONAL DE BUENOS AIRES, ARGENTINE (1 AN). BUREAU REGIONAL DE CARACAS, VENEZUELA (1 AN), BUREAU DE LIAISON, RIO DE JANEIRO, BRESIL (1 AN).

• CONSEILLERE JURIDIQUE REGIONALE ASSOCIEE ET CHARGEE DU BUREAU DE LIAISON.

1991 COMMISSION DE LA COMMUNAUTE EUROPEENNE, SECRETARIAT GENERAL, BRUXELLES, BELGIQUE. • CONSEILLERE JURIDIQUE.

1990 COMMISSION DE REFORME DU DROIT, OTTAWA, CANADA. • CONSEILLERE JURIDIQUE.

1988 – 1990 COMMISSION DE L’IMMIGRATION ET DU STATUT DE REFUGIE, MONTREAL, CANADA. • AGENT D’AUDITION (TRIBUNAL - 1990). • CONSEILLERE JURIDIQUE (STAGE D’AVOCATE EN CONTENTIEUX - 1989). • RECHERCHISTE JURIDIQUE (CENTRE DE DOCUMENTATION - 1988).

Formation Publications, recherches et travaux académiques

1992 Université d’Oxford, Angleterre B.C.L. (scolarité de doctorat, philosophie du droit).

2005 Chargée de cours, Université de Montréal, Faculté de droit. Enseignement du droit international aux étudiants de 1er cycle.

1990 Ecole du Barreau du Québec, Canada Assermentée comme avocate en octobre.

2001 Introduction au droit international, Flammarion, Paris.

1989 Université de Montréal, Canada. Licence de droit.

1993 Concours académique, droit commercial international. 1ère place.

1988 1990 « Harmonisation du droit criminel en Europe » (325 pages), Centre de droit public comparé, Paris, France.

Ecole des Hautes Etudes Commerciales, Canada. Cours complémentaires en économie publique.

1991 Mission d’observations en Ex-Tchécoslovaquie (Rapport soumis à la Commission de la CE).

1989 Mission d’observation : élections présidentielles

chiliennes (Rapport soumis au Ministère des affaires extérieures, Canada).

Bureautique Langues

Maîtrise approfondie de Word, Excel et PowerPoint. Anglais :

Espagnol :

Portugais :

Excellent niveau

Excellent niveau

Excellent niveau

CONSEILLERE JURIDIQUE/DROIT INTERNATIONAL

Juriste en droit international. Anglais/espagnol/portugais. 20 ans d’expérience dans le conseil juridique et managérial. 7 ans d’expérience dans le développement international. Solide expérience internationale institutionnelle et privée.

Note: Find out the job search norms for your target country, since including information on: age, nationality, marital status or children may be required, recommended – or forbidden.

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AAppppeennddiixx 1133:: CCuurrrriiccuulluumm vviittaaee IIVV ((ssaammppllee -- FFrreenncchh)) Diego Samuel LOPEZ KIRCHNER 85, Av. Bellevue 29200 Brest, France : +33 (0)2 98 00 00 00 (répondeur/fax) : +33 (0)6 12 34 56 78

dslopezk@yahoo.fr 36 ans, Célibataire, 1 enfant

Photo d’identité

FORMATEUR

COMPETENCES

• Evaluation des besoins en formation et formation professionnelle Formation Animation de séminaires et d’équipes Transmission de méthodes et contenus de l’audiovisuel, de la photographie et de l’édition

• Edition et communication graphique Adobe Certified Expert (ACE) sur Photoshop Maîtrise des chaînes graphiques traditionnelles et PAO Expérience et pratique de la conception, de la réalisation et du suivi technique d’un produit imprimé Expérience de l’évaluation des méthodes et supports Maîtrise complète des principaux logiciels de type PAO sur plateformes MAC OS et Windows

• Conception – rédaction Recherche d’identification globale Réalisation de cahiers des charges Aide à la conception et à la création

EXPERIENCES PROFESSIONNELLES

2005 Société Colarol, Paris - Formateur Conception, rédaction graphique – Maquettiste PAO

2000 – 2004 Centre de formation professionnelle de Quimper - Responsable administratif Ingénierie de formation Gestion administrative et financière de l’organisme Relation avec les partenaires institutionnels et les entreprises Suivi pédagogique et administratif des stagiaires

1999 – 2000 Centre de formation professionnelle de Brest - Formateur Analyse stratégique Formation managériale Ingénierie de formation

1994 – 1999 Société de recherche et d’études aérospatiales (AERIA), Brest - Technicien photo-interprète Traitement statistique et cartographique des prises de vue aériennes pour l’urbanisme

DIPLÔMES

1993 Diplôme de Statistiques à l’Université de Brest 1988 Baccalauréat C, Lycée Sainte Thérèse, Brest 1987 Bachillerato, Colegio Francés Hidalgo de México S.C. (Mexique) LANGUES

Espagnol : Langue maternelle Français : Langue maternelle Anglais : Notions

Note: Find out the job search norms for your target country, since including information on: age, nationality, marital status or children may be required, recommended – or forbidden.

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AAppppeennddiixx 1144:: TTiippss ffoorr PPHHPP aanndd PP--1111 PPrreeppaarraattiioonn ((UUNN SSyysstteemm)) Academic Distinction: The “Degree and Academic Distinction Obtained” box of the P-11 has not been included in the PHP. However, you may still wish to reflect academic distinctions in the Field of Study (perhaps blending Main Course and Field, where appropriate).

• Main Course of Study: Spanish; Field of Study: Alvarez Alonso Scholarship • Main Course of Study: Public Affairs; Field of Study: Prospect Burma Foundation Scholar • You also may wish to reflect academic distinction in “Exact Title of Degree:” Bachelor of Arts in International Affairs (summa cum laude)

Acronyms: Be sure to spell out acronyms and abbreviations that are not universally recognized. UNICEF or UNESCO would be okay, but EFA may not be clear. At first usage, spell out Education For All (EFA), use it subsequently.

Address: Include complete mailing information: apartment numbers, postal codes, etc.

Avoid the following terms:

• “I”... “I was”… (Subject is assumed to be you).

• … “Responsible for”… “Primary responsibilities included”… (These are wasted words. Say what you did – as distinct from that for which you were responsible).

• “While serving as [Position X], I”… (Redundant - can be inferred from data above. Delete.)

• Using “etc.” is considered imprecise. It is better to say precisely what you mean, and, if necessary, demonstrate using one or two clear examples, thus avoiding the need for “etc.”

Note on style: Never use “etc.” in combination with “for example” or “e.g.”.

Awards, Honours or Recognition (from P-11): Add to Achievements when incurred on the job. Name the awards, issuing organizations and dates, e.g.

• UN 21 Award, Team Productivity, UN Mine Action Coordination Centre (UNMEE), Dept. of Management, 2003. • Recipient, Elie Wiesel Ethics Award for “Meritorious service in the face of grave personal danger in East Timor,” 1999.

Backup: Keep a PDF version of your PHP/P-11 on your desktop and on a disk (for emergencies).

Competencies: Tailor your examples and achievements in order to demonstrate the competencies that are required for the job to which you are applying, as per the VA.

Content: Provide the information only once. If you discuss supervisees in the Kind of Employees Supervised by You box, do not repeat this in description of duties. If you had a particular success in your supervisory capacity, that would go in the Achievements box.

Cover Letter: New PHP feature – do not miss this opportunity. See Job Related Correspondence.

Detail: Include details when and where they contribute substantially to the comprehension of your work or learning. Otherwise, omit. If you took, for example, a number of trainings from on source, batch them to save space.

Empty Box? Use “NA” or “–.” Avoid leaving boxes blank. Also, double check to make sure what you typed was actually entered.

Field of Study: Humanities? You might end up selecting “Other Humanities.”

Field of Work: No good match (e.g. political affairs, civil affairs, human rights or gender specialist)? Select “Professional, managerial & technical specialists for which no job family exists.”

Formatting: The PHP does not accept formatting features from Word, but the P-11 does. They simply disappear in the PHP. As such, be sure to double check your layout and punctuation after transferring from Word (or your P-11). As a rule, avoid formatting features when drafting in Word or other software. Simple, tight paragraphs are required.

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Preferred Field of Work: Be sure to update this, as appropriate. You also may wish to keep two (or more) specialized versions of your P-11 or PHP.

Professional societies and activities in civil, public, or international affairs: same as the P-11.

Qualifications/Certifications: Include this information either in Formal Training/Education or Description of Duties, e.g. MP5 weapons, IATA certification, CPR, Advanced First Aid Instructor, Staff Outreach Support (SOS) Trainer. Note the expiry date, if relevant.

Relations: Full disclosure of any family member is required.

Reason for Leaving: Keep it short and keep it positive, e.g. “end of project,” “temporary assignment,” “degree programme,” “family obligations.” “NA” if you still hold the job. Do not spell out your new assignment, e.g. “Transferred to Division X”, as that can data already is on the form.

Salary: No salary? See Volunteers, below. Forgot your salary? Visit the UNESCO intranet site: http://intranet.unesco.org/hrm/index.php?id=hr_pay_benefits or the ICSC website (salary scales): http://icsc.un.org/csd.asp?list=sal.

Saving your Work: PHP has a “time out” feature for safety. SAVE EARLY AND SAVE OFTEN so you do not run the risk of losing your work. It is recommended that you draft, edit and spell check in MSWord, and then copy and paste the final text into the PHP/P-11. Once completed, we also recommend that you edit on the hard copy and then type the edits in at once. Save and save again.

Similar Jobs? Short Assignments? If you had different contracts, but did a similar job over or took on additional work for a short period, do not create separate entries. Reflect this in a blended entry.

Spelling: Proofread more than once, as there is not a spell check tool in either the P-11 or the PHP. It is thus often a good idea to draft first in Word, check your spelling there and only then copy and paste into the form you are using.

Summary of Achievements: This is perhaps the most difficult aspect of the PHP. Do not repeat your duties. How did your work make a difference? What was your impact or value added? (See your PAS success criteria for guidance). Show concrete examples, i.e. quantify and qualify, wherever possible. Be sure to list achievements as such; job aspirations and type of work are not achievements.

Supervisors: Add email address, if possible, if the position was held within the past five years or so.

Style: Use ALL CAPS for the surname, since in an international context name order and name vs. surname are not always obvious. It is also helpful to use honorific since gender may be unclear. Compare Kimiko Kageyama vs. Ms Kimiko KAGEYAMA or Xiaolin Xia vs. Mr Xiaolin XIA.

Training: Multiple courses? Batch them by subject area or where you took them.

Transmission of the PHP: If you want to send your PHP as an attachment, select “Print PHP” and then “Save As” a .PDF file. That way the recipient may open it and formatting features are maintained. Note: Any changes made to the PHP after electronic submission of your application are not reflected. In other words, should you make any updates after applying for a job; those would only appear in future applications.

Updating/Maintenance: Updating the PHP and P-11 is a process. You should update every time you move to a new job. If you are in the job market, you should update it with each application submitted. You may also want to keep multiple, specialized versions, say one for Personnel and one for General Administration. Again, make sure to edit for each vacancy announcement.

Unemployed? Omit spelling out periods of unemployment. No separate entries for joblessness.

Verb Tense/Parallel structure: Avoid mixing verb tenses (scheduling, attendance, liaised). Use simple, present for current assignment (schedule, attend, liaise), simple past (scheduled, attended, liaised) for previous assignments.

Volunteers (Non UNV): Were you a volunteer? If so, the form will not accept “0” as a figure. However, it will accept “1,” so that is what we recommend, since it represents a “symbolic” payment.

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AAppppeennddiixx 1155:: SSaammppllee CCoovveerr LLeetttteerr -- AAddmmiinniissttrraattiivvee PPoosstt Date Your name surname Your address Your phone number Your email address Mr/Ms Name Surname Title Organization Address City, State/Region, Post Code, Country Dear Mr/Ms Surname:

States clearly why s/he is applying.

This atypical format can work. Job candidate states clearly that s/he has the skills necessary to be successful on the job.

Skills and experience are closely linked to the vacancy announcement.

Includes concrete, specific details – how many, how much, when, who, what, etc.

Your advertisement in [source of VA] calls for many of the skills I have successfully applied during the past 15 years. My experience is a unique combination of: Contacts/network. During the past eight years, I have cultivated a very good relationship with contact points at the ministries, embassies and other UN agencies.

Computer Literacy. I have mastered the general office software like Word, Excel, PowerPoint, and I also have acquired extensive experience in database administration.

Organization of conferences/meetings. I have organized several international conferences and meetings for the region and I have good contacts with hotels with excellent conference/meeting facilities.

Interpretation/translation. I am frequently called upon to carry out translation of letters/documents as well as to provide consecutive interpreting services for short meetings.

Finance. I also have served as the focal point for processing the payroll for 125 staff members. In addition, I have supported the calculating of entitlement to reimburse medical insurance claims on an ongoing basis since my cross training in the Bureau of Human Resources Management. The funds disbursed in these projects have ranged between €750.000 – €3.000.000.

Supervision. For the past eight years, I have supervised, trained and recruited all administrative staff and interns.

General Administration. All material assets of the operations were under my control and responsibility. I introduced an IT-based inventory system, which has significantly increased accuracy, ease for updating, and reduced resources required for this project.

I have followed (name of organization/company’s) progress and am excited about your mandate/new development. I know how I can contribute to your future growth.

Indicates candidate has done research and is motivated.

May we explore the possibilities? I will contact you next week to follow up.

Yours Sincerely,

[signature]

Name Surname

Strong close. Assertive.

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AAppppeennddiixx 1166:: 9900--SSeeccoonndd IInnttrroodduuccttiioonn

Worksheet

Professional Summary (60 seconds). Present the “big picture.” You should provide a snapshot of your: most recent job; the type of work you have been performing; and any key accomplishments. Critical Juncture (10 seconds, if asked). At this point, if asked, explain why you are looking for work. It is important to talk about this in a brief, matter-of-fact way. Example: “As you may be aware, UNESCO is …” (reason for separation/search). Future: Your target position (20 – 30 seconds). This is where you talk about your target sector, target position, function or role.

Professional Summary (60 seconds):

Critical Juncture (10 seconds):

Future (20 – 30 seconds):

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AAppppeennddiixx 1177:: QQuueessttiioonnss ttoo AAsskk tthhee IInntteerrvviieewweerr 1. What are some of the objectives you would like to see accomplished in this job? Which is most

pressing? 2. What would you like to have done in the next three months? 3. What are some of the long-term objectives you would like to see completed? 4. Why is this position open? 5. What kind of turnover rate does the work unit have? What are the main reasons? 6. What would you like done differently by the next person who fills this position? 7. What are some of the more difficult challenges one would have to face in this position? 8. How do you think these could best be handled? 9. What type of support does this position receive in terms of people, finances or other resources,

institutional support, etc.? 10. What freedom would I have in determining my own work objectives, deadlines and methods of

measurement? 11. In what ways has this organization been most successful in terms of products and services over

the years? 12. What significant changes do you foresee in the near future? 13. What accounts for success within the organization/work unit? 14. Whom does this position report to? Will I have the opportunity to meet with him/her? 15. Whom will I supervise? 16. Please describe the work environment. 17. How would you describe a typical week/workday in the office? 18. Will I receive any formal training? 19. What do you like best/least about working for the work unit/organization? 20. What are the three most important attributes for success in this position? 21. Would you like a list of references? These questions are presented only as interviewing guidelines. They are meant to help you prepare for the interview. Some questions may or may not be appropriate for your interviewing situation.

Other questions you might have

The key is to relax, go with the flow and do your best. Before you know it, you will be in your next job.

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AAppppeennddiixx 1188:: SSaammppllee LLeetttteerr ooff AAcccceeppttaannccee Your name surname Your address Your phone number Your email address Date Mr/Ms Name Surname Title Organization Address City, State/Region, Post Code, Country Dear Mr/Ms Surname:

Accepting a Job Offer14

Once you have decided to accept a job offer, immediately confirm in writing.

I am very pleased to accept your offer to join Oxfam UK as Policy Advisor – Climate Change. As we discussed over the phone, my starting date will be Day, 19 Month 200X. I understand that I will be based in London, with frequent travel to the field and the possibility of relocation to a field office in the future. I also understand that my starting annual salary will be £42,000. If there is any additional information that you might require, please feel free to contact me and I will be happy to provide it.

Indicate your pleasure in being selected.

Refer to the salary offer made and outline the terms and conditions of your employment. Confirm the date you will be reporting to work. Ask any other questions you might have.

I am looking forward to working with Oxfam, and am eagerly awaiting my start date. Best regards, [signature] Name Surname

Close the letter with an expression of your appreciation and pleasure at joining the organization/company.

14 Adapted from SIPA Guide to International and Public Affairs, School of International and Public Affairs, Columbia University, 2004, p. 49.

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AAppppeennddiixx 1199:: SSaammppllee LLeetttteerr ooff DDeecclliinnee Your name surname Your address Your phone number Your email address Date Mr/Ms Name Surname Title Organization Address City, State/Region, Post Code, Country Dear Mr/Ms Surname:

Turning Down an Offer15

As soon as you decide to accept a job offer, call or write to all the organizations/companies that have expressed interest in you or have made offers to inform them of your decision.

Make sure not to burn any bridges – you can never be sure when you may have to work with them professionally, or when you may want to contact them again about employment.

After careful consideration, I very regretfully decline your offer of employment. The decision has been difficult, indeed. At this time, I have, however, accepted an offer with XYZ Non-profit. I am very impressed with your organization, the people and the job and I was honoured to have received an offer of employment. However, after much reflection, I feel I have made the most appropriate decision for my current circumstances, professional development and interest in pursuing international work. I look forward to keeping in touch and, again, thank you and your team for your time and consideration.

Be positive when declining an offer. If appropriate, advise the employer where you will be going to work. (If you will be studying, tell them where you have enrolled.) You need not indicate why you have accepted the other position or what the starting salary is.

Always express your appreciation for offers extended and the interest and confidence the organization has shown.

Sincerely, [signature] Name Surname

15 Adapted from SIPA Guide to International and Public Affairs, School of International and Public Affairs, Columbia University, 2004, p. 50.

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AAppppeennddiixx 2200:: BBuuddggeett WWoorrkksshheeeett

INCOME MONTHS: 1 2 3 4 5 6 Notes

Your Income Salary

Separation Package (if applicable)

Payment of overtime (if applicable)

Payment of accrued leave/ other (e.g. MSA)

Unemployment Benefits (if applicable)

Pension (if applicable)

Other

Other

Other Income/Assets

Salary of spouse/partner

Salary of child/children

Savings

Investments

Other

Other

TOTAL RESOURCES

EXPENSES MONTHS: 1 2 3 4 5 6 Notes

Rent/Mortgage/Housing/ Condo Fees/Charges

Insurance (Car, health, etc.)

Utilities (Electricity, water, telephone)

School Tuition/Fees

Heating

Food

Clothes

Loan Repayments

Taxes

Miscellaneous Expenses

Withholdings from UN

Pension

Other

Other

TOTAL EXPENSES

BALANCE