Transversal Competencies Dictionary - MSF

Submenu

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.

Cookies help us deliver our services. By using our services, you agree to our use of cookies. Learn more OK