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Transversal Competencies Dictionary


Level 1

Level 2

Level 3

Level 4

Commitment to MSF’s Principles

DEMONSTRATES KNOWLEDGE OF AND ACCEPTS MSF’S PRINCIPLES
  • Respects the choices made by the organisation.
  • Has basic knowledge of MSF’s mission and main activities.
  • Respects and accepts the medical ethics and principles of MSF.
  • Knows the difference between MSF’s activities and those of other NGOs and actors.
DEMONSTRATES LOYALTY, AWARENESS AND RESPECT FOR MSF’S VALUES
  • Expresses his/her interest by talking/asking/giving informed opinions about MSF’s activities.
  • Expresses he/she wants to work with MSF because of its principles and mission.
  • Overtly expresses his/her satisfaction at belonging to MSF and defends MSF’s social mission.
  • Refers to beneficiaries* when speaking about his/her own work.
  • Always transmits a positive image of MSF in front of both colleagues and external people.
  • Translates the principles of MSF into actions.
ACTS TOWARDS THE FULFILMENT OF MSF’S SOCIAL MISSION
  • Actively promotes improvements within the mission, project and department.
  • Makes decisions and adjusts priorities to attain MSF’s goals.
  • Ensures that changes within the organisation are in line with its values and mission.
  • Develops strategies by interpreting principles and situations.
  • Actively promotes MSF’s social mission internally and externally.
COMMITS TO MSF AND TAKES ACTIONS TO INFLUENCE AND DEVELOP MSF’S PRINCIPLES
  • Pursues positive changes in beneficiaries’ situations.
  • Is actively accountable to MSF and its beneficiaries.
  • Takes actions to promote MSF’s principles and mission for the improvement of the organisation.

Cross-cultural Awareness

DEMONSTRATES AN OPEN ATTITUDE
  • Considers cultural differences. 
  • Views multicultural environments positively and expresses satisfaction at working in them. 
  • Is open and eager to learn about his/her environment and the people he/she works with. Is able to recognise and respect cultural differences. 
  • Is able to recognise cultural norms.
RECOGNISES AND RESPECTS DIFFERENT POINTS OF VIEW
  • He/she thinks before he/she acts with curiosity and sensitivity, listening and observing, not judging.
  • Listens actively, asks questions, reads and systematically looks for information about the context and the people he/she works with. 
  • Is able to identify the shortcomings of his/her own cultural norms.
DEMONSTRATES AN INTEGRATING ATTITUDE
  • Is able to incorporate patterns and to adjust his/her behaviour (i.e. habits and customs) according to the environment (place and context) and to the culture of the people he/she works with. 
  • Incorporates experiences and different opinions, making references to them, interacting in an efficient, positive and integrated way. 
  • Acts in accordance with the codes established by the country and by MSF. 
  • Capitalises on the strength of a heterogeneous team. 
  • Evolves by trial and error, learning how to accommodate his/her own ways to those of the country, while still preserving MSF’s values and ways.
DEVELOPS ACTIONS WHICH STIMULATE INTEGRATING BEHAVIOURS
  • Organises events which promote openness, respect for and interest in different environments. 
  • Ensures that each member of his/her team has an equal right to self-expression. 
  • Promotes and encourages diversity in his/her team by incorporating people with cultural differences. 
  • Openly defends the value of diversity in his/her speech and/or shows it through his/her active behaviour.

Analytical Thinking

COMPILES INFORMATION AND BREAKS DOWN A PROBLEMATIC SITUATION INTO PARTS
  • Synthesises data and/or information.
  • Discerns the elements that make up a situation.
  • Structures and orders information so as to make decisions and propose solutions.
  • Needs guidance on the stages that lead to the resolution of a problem.
  • Obtains the required information by asking questions. 
IDENTIFIES BASIC RELATIONSHIPS
  • Breaks a problem down into parts and analyses each part in detail.
  • Assesses situations sequentially to identify the causes of the problem.
  • Weighs up the pros and cons before making a decision.
  • Sees beyond the superficial to get to the root of a situation, problem or potential opportunity. 
IDENTIFIES COMPLEX RELATIONSHIPS
  • Analyses and interprets data and information from a variety of sources in a way that facilitates the proposal of solutions and decision-making.
  • Sets and orders priorities.
  • Works systematically and carries out formal research in order to get as much information as possible using all available sources (newspapers, computer searches, etc.). 
MAKES COMPLEX PLANS AND/OR ANALYSES

  • Anticipates obstacles and plans subsequent actions.
  • Selects the most appropriate and effective methods or concepts in order to analyze situations, propose solutions and facilitate decision-making.
  • Makes complex analyses, taking into account multiple variables that are not immediately interlinked.
  • Uses various analysis techniques to identify numerous solutions and weighs up the value of each. 

Strategic Vision

SIGNALS AND IDENTIFIES ORGANISATIONAL TARGETS AND STRATEGIES

  • Is familiar with MSF’s objectives, structures and way of working.
  • Seeks and asks for information about the project he/she is working on 

HAS AN OVERVIEW AND LINKS CURRENT ACTIONS WITH ORGANISATIONAL OBJECTIVES
  • Contributes towards the global vision.
  • Relates the objectives of his/her project to MSF’s objectives.
  • Is able to distinguish between working activities that give value to MSF’s objectives and those that do not.
  • Sets and maintains an order of priorities in his/her work according to MSF’s strategic objectives. 
PLANS ACTIONS GEARED TOWARDS ACHIEVING OBJECTIVES
  • Understands trends beyond the most evident and draws up models to tackle specific situations.
  • Prioritises the activities of his/her team according to MSF’s strategic objectives.
  • Defines and/or adapts plans and objectives for his/her team according to the medium-term strategy* of MSF.
  • Analyses the context from an overall perspective in order to detect medium-term action opportunities.
  • Makes strategic proposals taking into account the evolution of the context 
HAS A LONG-TERM VISION
  • Detects long-term opportunities and considers their impact in order to constantly adapt MSF’s work/strategies to the needs of the context.
  • Has a very clear vision of contextual evolution and needs in the field and applies this to management.
  • Always defines MSF’s position according to its social mission and the needs of the environment. 

Behavioural Flexibility

ACCEPTS CHANGES
  • Accepts changes without knowing the full reasons for them.
  • Accepts new ideas in a positive way.
  • Positively accepts changes in his/her environment.
  • Accepts arguments opposed to his/her own.
  • Is willing to listen and to take on new tasks in his/her job. 
ADAPTS BEHAVIOUR TO THE NEEDS OF THE SITUATION
  • Accepts decisions which are not completely in line with his/her personal opinions.
  • Is flexible in applying and adapting procedures.
  • Adapts his/her behaviour to the characteristics of the interlocutor and/or situation.
  • Learns from problems and difficulties, becoming more competent at resolving similar situations in the future.
  • Looks for adaptable solutions in order to achieve objectives.
  • Reassesses priorities when circumstances change, focusing on objectives. 
FACILITATES AND HELPS TO BRING ABOUT CHANGES IN OTHERS
  • Sets up mechanisms that can minimise the impact of an “expected change” on others, for instance, a good briefing.
  • Communicates and provides information even when he/she is not the team leader. 
DEVELOPS ACTIONS TO PROMOTE THE BEST RESPONSE TO THE NEEDS OF MSF
  • Initiates changes in his/her area of responsibility to anticipate and respond to MSF’s needs.
  • Anticipates the concerns and objections that the team may express.
  • Removes obstacles that may hinder potential improvements in the team/context.
  • Changes overall plan or overall objective to adapt to new situations.
  • Leads the change, obtains people’s support.

Stress Management

RESTRAINS EMOTIONAL REACTIONS AND RESPONDS CALMLY
  • Is able to continue working or speaking without being provoked to anger.
  • Walks away from a stressful situation in order to control his/her own emotions.
  • Carries on talking or working calmly in extremely frustrating or stressful situations. 
MANAGES OWN STRESS
  • Expresses awareness of his/her own stress level.
  • Is able to identify causes of his/her own stress and/or asks for help in detecting them.
  • Is able to express to others his/her personal stressors at an appropriate time without overwhelming them. 
UNDERSTANDS OTHER PEOPLE’ S STRESS
  • Has an understanding attitude towards other people’s mistakes and shortcomings.
  • Gives calm and polite answers and repeats them patiently if necessary.
  • Uses techniques or plans activities to manage his/her own stress.
  • Responds and acts constructively in conflictive situations. 
PROMOTES STRESS MANAGEMENT AND REDUCES OTHER PEOPLE’S STRESS
  • Develops strategies to prevent stressful situations.
  • Uses techniques and plans to reduce the impact of external stressors on the whole team.
  • In high-stress situations not only controls emotions and stays calm but also calms down others around him/her. 

Results and Quality Orientation

PERFORMS HIS/HER WORK
  • Knows objectives of the job.
  • Defines tasks to achieve objectives and establishes a working plan.
  • Reviews and checks his/her work to detect mistakes and to correct them immediately.
  • Values high-quality work. 
WORKS TOWARDS OBJECTIVES, PRESERVING ESTABLISHED STANDARDS
  • Perseveres until the objectives of the job and the team have been met.
  • Complies with the procedures, processes and rules set by MSF.
  • Is aware that the purpose of his/her job is to meet the specified objectives.
  • Is autonomous.
  • Mobilizes resources.
  • Analyses problems and constraints. 
IMPROVES PERFORMANCE AND SETS AMBITIOUS AND REALISTIC GOALS

  • Strives to continually improve work methods.
  • Suggests news ways of increasing efficiency in his/her field of action.
  • Demonstrates a continuous learning attitude.
  • Sets as an objective the improvement of the process. 

SEEKS EXCELLENCE IN HIS/HER FIELD BY CHALLENGING OBJECTIVES AND MANAGEMENT INDICATORS
  • Incorporates quality management criteria in his/her activity.
  • Uses tried and tested work methodologies and/or quality-control processes.
  • Strives for efficiency in every aspect of his/her work and monitors this. 

Service Orientation

KNOWS AND UNDERSTANDS CLIENTS’ NEEDS AND INTERESTS
  • Identifies and has a clear understanding of who the client to be served is.
  • Identifies clients’ needs and concerns, and provides them with useful information and quick solutions.
  • Listens to clients and asks them questions to determine their needs and motivations.
  • Gets to know how the rest of the team works. 
RESPONDS EMPATHETICALLY TO CLIENTS AND UNDERSTANDS THEIR CONCERNS/NEEDS
  • Puts him/herself in the client’s place to match services with individual needs.
  • Manages clients’ expectations by giving them the information they need.
  • Offers clients alternative solutions to a problem/situation.
  • Has an open-door attitude towards clients and understands why people act in a certain way at a given time.
  • Is open to complaints and suggestions.
  • Strives to find out more about his/her clients’ environment in order to understand every aspect of their needs. 
ANTICIPATES CLIENTS’ NEEDS
  • Anticipates the need to offer information about the services provided.
  • Offers services that deliver added value to clients.
  • Responds to clients’ needs even when the demand is not explicit. 
  • Thinks about the effect of his/her actions on others.
  • Is proactive in ascertaining the future needs of clients and understanding their underlying needs. 
SEEKS LONG-TERM BENEFITS FOR CLIENTS
  • Anticipates and plans the service response. Seeks long-term benefits for clients.
  • Acts as a specific advisor to clients and encourages them to come to him/her with new decisions or needs.
  • Provides a response while following procedures but “thinking outside the box” and advising, designing, innovating and teaching. 

Planning and Organising

HE/SHE ORGANISES HIS/HER WORK
  • Organizes his/her working day.
  • Sets periodic goals, defines his/her priorities and schedules his/her activities.
  • Complies with plans set by others, executes but doesn’t propose plans. Identifies what could be delegated to colleagues.
  • Identifies impact on team and need for support. 
IS PROACTIVE REGARDING PLANNING AND ORGANISING HIS/HER JOB AREA
  • Anticipates potential incidents and deviations from the planning and foresees solutions.
  • Comes up with ideas to improve planning and organization.
  • Keeps a record and reports fulfillment of his/her responsibilities.
  • Keeps priorities identified and distinguishes between important and urgent issues.
  • Suggests tools and ways tools could be improved to help establish priorities, record data on work done, etc.
  • Consults others on needs to be included in their planning.
  • Consults records (related data, background studies, past planning, etc.) before starting a project or job. 
FOLLOWS UP, PLANS ACTIVITIES AND SETS PRIORITIES
  • Plans actions to be carried out with a medium-term perspective, taking other team members into consideration.
  • Organises his/her own work according to the constraints of the team.
  • Utilises existing tools that are proved to be efficient before coming up with his/her own tools.
  • Works to define timeframes and tasks in groups. 
ENABLES OTHERS TO ORGANIZE
  • Provides support and offers alternatives to ensure that everyone in the team is able to plan/organise his/her own job.
  • Ensures objectives are well defined, shared and acknowledged by the whole team.
  • Involves the team in discussions on planning to increase efficiency.
  • Is able to use other people’s planning to monitor activities.
  • Enables others to organise and plan ahead, based on clear and structured vision.
  • Organises plans and objectives according to the long-term vision.
  • When a new situation arises, foresees the time required (by him/herself and others) and makes small organisational or time-related changes to deal with it.
  • Provides reports from meetings with main points agreed and next steps proposed.
  • Makes sure that everyone involved in a task is aware of its existence, knows the expected results and by when they are to be achieved. 

Initiative and Innovation

IDENTIFIES OPPORTUNITIES AND PROBLEMS
  • Responds to problems and/or opportunities according to policies and procedures without needing supervision.
  • Reacts to problems presented to him/her.
  • Seeks the best solution to each situation rather than merely doing what is always done.
  • Asks constructive questions about the way things are done in his/her job. 
TAKES ACTION IN COMPLICATED AND CRITICAL SITUATIONS
  • Works towards solving a problem despite uncertainties.
  • When faced with an urgent problem, acts immediately rather than waiting for it to solve itself.
  • Offers more than one solution for difficult situations when procedures and guidelines are not relevant or sufficient.
  • Suggests new and more efficient ways of tackling problems in his/her job.
  • Foresees opportunities for improvement that are not obvious and carries out actions to make the most of them. 
LOOKS AHEAD AND CREATES OPPORTUNITIES FOR IMPROVEMENT WITHIN THE MSF FRAME
  • Encourages others to be proactive and to take the initiative.
  • Takes active steps to convert problems into opportunities for improvement in the medium and long term.
  • Puts in place methodologies in order to enhance other people’s creativity and innovation.
  • Draws up contingency plans to tackle unusual events that may arise in the short term. 
PROMOTES AN INNOVATION CULTURE FOR MSF
  • Ensures that innovative solutions are implemented with follow-up procedures.
  • Promotes participatory spaces and tools to enhance creative thinking. 

Capacity to Negotiate

LISTENS TO THE OTHER PARTY’S INTEREST
  • Listens to what the other party says.
  • Asks for feedback on what he/she communicates.
  • Asks for clarification of obscure statements.
  • Correctly summarises the other party’s message. 
COMMUNICATES TO OTHERS HIS/HER OWN OBJECTIVES AND REQUESTS
  • Prepares arguments prior to the discussion.
  • Expresses his/her own arguments clearly.
  • Sets realistic goals prior to negotiation.
  • Is aware of resources available to him/her and their limitations.
  • Determines how far he/she is prepared to compromise prior to negotiation. 
EMPATHISES WITH THE OTHER PARTY’ S NEEDS
  • Understands both the content and the underlying aspects of the other party’s message (emotions, problems, etc.).
  • Helps to explain what MSF is.
  • Presents and builds on points to which the other party is sensitive.
  • Uses experts or other third parties to strengthen influence.
  • Looks for compromise.
  • Has the ability to differentiate between the objective of the negotiations and the aims of the individual. 
SEEKS MUTUAL BENEFIT
  • Identifies resistance, opens it up to discussion and turns it around, showing the possible mutual benefit.
  • Searches for a win-win solution.
  • Builds strategic coalitions and rallies support for his/her ideas to realize MSF’s mission in a sustainable long-term way.
  • Summarizes the end result and checks if other party accepts it. 

Teamwork and Cooperation

ACKNOWLEDGES THE IMPORTANCE OF TEAMWORK AND COOPERATION

  • Is responsible for his/her work because he/she knows the repercussions it has on the team or on others.
  • Establishes and maintains good working relationships with colleagues, is accessible and listens to others.
  • Cooperates with the team and supports decisions made.
  • Demonstrates a predisposition to work with others and gives help when asked.
  • Acknowledges there are common goals as well as individual objectives deriving from the personal plan of action. 

SHARES INFORMATION AND COORDINATES WITH TEAM AND/OR OTHERS
  • Shares significant information in a timely manner and actively seeks the opinion of team members or others through empathetic communication.
  • Allows others to question work/input if this leads to improvement.
  • Coordinates with other team members to ensure that common objectives are achieved.
  • Shows interest in and empathy with team members. 
ENCOURAGES, ENGAGES AND MOTIVATES PEOPLE TO WORK AS A TEAM
  • Shows he/she values the experience and input of other team members through empathetic communication.
  • Makes decisions taking into account how they affect the team.
  • Actively seeks input from team members to define how they will work together.
  • Makes sure the common objective is known and supported by all the team.
  • Works to achieve cohesion and a spirit of cooperation in the team.
  • Involves the team in the decision-making process that may affect all its members. 
BUILDS TEAM SPIRIT WITHIN THE ORGANISATION
  • Fosters and encourages collaboration between members of different teams, services and departments, even in difficult situations.
  • Explains to others (in meetings, speeches, etc.) the importance of working in teams.
  • Acts by example. 

Leadership

COMMUNICATES CLEARLY, MEASURING THE IMPACT OF WORDS AND ACTIONS
  • Is approachable: listens actively, observes and acknowledges what he/she hears.
  • Is able to get messages across clearly with suitable non-verbal communication.
  • Adapts language to the interlocutor’s level and needs.
  • Anticipates the interlocutor’s expectations and concerns in order to focus the argument according to his/her needs.
  • Refocuses arguments according to the interlocutor’s verbal and non-verbal communication style.
  • Highlights the benefits of the option put forward. Signals bottlenecks and opportunities to the team.
  • Acts as a representative of the team, the project, MSF. 
USES ACTIONS AND INDIRECT INFLUENCES TO PERSUADE
  • Gives solid and coherent arguments to support his/her points to the interlocutor, stressing the key information.
  • Uses different communication tools and means (internal and external resources) to get the message across.
  • Selects communication strategies to have a persuasive impact on the interlocutor.
  • Seeks backup from experts and third parties to strengthen his/her point of view.
  • Manages his/her emotions. 
ENCOURAGES, ENGAGES AND MOTIVATES PEOPLE
  • Creates an atmosphere of enthusiasm among the team. Is approachable.
  • Creates a space for participation in a group of people.
  • Leads people to achieve MSF’s objectives.
  • Takes responsibility for the end results.
  • Takes the initiative to bring people together.
  • Gives meaning and context to decisions.
  • Is able to use different styles (instructive, coaching, directive, participative) appropriately in different situations.
  • Signals bottlenecks and opportunities and proposes improvements or actively participates in the discussion to identify steps forward. 
MOBILISES PEOPLE BY TRANSMITTING A CONVINCING FUTURE VISION
  • Transmits a global future vision linking the individual work of each team member to the collective contribution.
  • Promotes changes and critically evaluates the culture and the way of working within MSF.
  • Is able to formulate a future vision and strategy.
  • Promotes motivation and commitment towards future objectives. 

People Management and Development

INFORMS THE TEAM, EXPLAINING DECISIONS

  • Is accessible and approachable, and makes time for others.
  • Has a good relationship with team members and communicates well with them.
  • Adapts style of communication according to cultural diversities.
  • Sets and communicates the objectives to be achieved by each team member, giving clear and logical instructions on what has to be done and how.
  • Distributes responsibilities and tasks fairly.
  • Ensures that everyone knows and understands what is expected of him/her. 

GIVES FEEDBACK AND SETS LIMITS
  • Informs and gives feedback about results achieved by the team.
  • Individually rectifies ineffective behaviour through constructive feedback.
  • Acknowledges the positive performance of his/her collaborators, using suitable techniques for the follow-up appraisal.
  • Manages any discrepancies between team members’ expectations and the reality of their situation.
  • Is approachable and makes time for all team members. 
WORKS ON THE GROWTH AND DEVELOPMENT OF TEAM MEMBERS

  • Offers each team member an equal opportunity to succeed.
  • Publicly acknowledges good performance and positively reinforces it.
  • Considers the personal development of each team member and proposes an individual development plan. 

ACTS BY EXAMPLE
  • Makes each team member understand his/her level of responsibility and the impact of his/her performance on others.
  • Coaches team members, working with them on all areas to be improved to help them grow and succeed in the organization.
  • Acts by example, with charisma, and provides a reference model for the team.
  • Works on the development of team members. 

Security Awareness and Management

HAS A WORKING KNOWLEDGE OF SECURITY GUIDELINES AND BASIC AWARENESS OF CONTEXTUAL FACTORS AND APPLIES THEM TO DAY-TO-DAY ACTIVITIES AND THE DECISION- MAKING PROCESS
  • Demonstrates basic knowledge and understanding of the security context by not contravening the given guidelines.
  • Understands, accepts and adheres to MSF’s security policy and security plans.
  • Displays common sense.
  • Displays understanding of decision and responsibility lines.
  • Shows realistic understanding of security risks and what these may imply.
  • Consults with line manager as required prior to making decisions which may affect vulnerability.
  • Recognises potentially dangerous situations and communicates them. 
RECOGNISES CONTEXTUAL VARIABLES THAT INFLUENCE SECURITY AND TRANSMITS RELEVANT INFORMATION TO RELEVANT PEOPLE IN A CLEAR, DISCREET AND TIMELY MANNER
  • Demonstrates the ability to prioritise security information based on the context.
  • Recognizes potential threats and takes practical steps to reduce vulnerability to the risk.
  • Demonstrates understanding of sensitivity and confidentiality surrounding security information and acts with discretion.
  • Takes responsibility for the team and the organization.
  • Sets a good example through personal behavior on how to apply security policy.
HELPS PEOPLE FOR WHOM HE/SHE IS RESPONSIBLE TO RECOGNISE CONTEXTUAL VARIABLES THAT INFLUENCE SECURITY, UNDERSTANDS SECURITY RULES AND WHEN TO APPLY THEM
  • Analyses existing security regulations and proposes changes when appropriate.
  • Discusses and explains situations and solutions proactively with others.
  • Shows determined decision-making during insecure situations and allows decisions before or after.
  • Develops and maintains a relevant network of security information contacts and (local) actors and shares it when necessary.
  • Takes into consideration advice from relevant stakeholders and team members in security management.
  • Rapidly prioritizes and shows leadership during insecure incidents.
  • Proactively gathers security information in a sensitive and discreet way.
  • Is able to present context analysis and security regulations in a clear and understandable way.
  • Encourages individual responsibility in the team. 
ANALYSES AND INTERPRETS CONTEXTUAL VARIABLES, APPLYING THEM TO THE DESIGN, AND ADAPTS SECURITY RULES AND SECURITY MANAGEMENT
  • Anticipates contextual changes which affect the security situation.
  • Develops and trains the team’s security management competencies.
  • Specifies, implements, follows up and enforces security rules and regulations.
  • Shows outstanding leadership and balanced decision-making during insecure situations (e.g. evacuations, medevacs), taking into account the interests of the beneficiaries, the organization and staff in order to minimize the impact of the incident.
  • Is capable of developing a field security plan from scratch in any given situation. 

Networking and Building Relationships

MAINTAINS EXISTING NETWORKS
  • Is aware of the main actors and establishes contact with them.
  • Uses existing key networks.
  • Easily approaches people outside the key network if this is beneficial for his/her job performance.
  • Maintains dialogue and relations with relevant actors and players important to MSF. 
DEVELOPS AND DIVERSIFIES NETWORKS
  • Interacts easily in an unfamiliar social environment.
  • Can put people at their ease, awakens their interest and sustains the relationship.
  • Accesses and communicates consistently with relevant actors/stakeholders.
  • Identifies and connects with people irrespective of personal interest and ties.
  • Is able to judge which information to share with whom.
  • Displays appropriate communication style.
  • Develops and maintains networks of key players important to MSF through regular communication. 
CREATES NETWORK OPPORTUNITIES
  • Understands the mechanics of the interactions between MSF and its environment and its relationship with politicians, stakeholders and partners.
  • Utilises networks to carry out or unblock MSF activity.
  • Cultivates relations of respect and confidence with relevant actors/stakeholders. 
OPTIMISES INTERACTION BETWEEN MSF AND ITS ENVIRONMENT
  • Develops new tools to optimise the interaction between MSF and its environment.
  • Facilitates a sustainable network (which is not dependent on one person’s/group’s charisma) for the needs of the beneficiaries. 

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