Yesterday, between ICML and UAI there was the nonparametric Bayes (NPBayes) workshop organized by Yee Whye Teh, Romain Thibaux, Athanasios Kottas, Zoubin Ghahramani & Michael Jordan. The program was packed with a lot of very interesting talks which for your convenience were recorded and will be put online at videolectures.net soon.
Just after lunch, there was a panel discussion on software for NPBayes. I thought much of the discussion also applied to graphical models in general. The main contenders for general software are (with main pros and cons):
the Hierarchical Bayes Compiler by fellow blogger Hal Daume III. Pros: software is freely available, continuing development, quite a large feature set (including NPBayes components) and a group of active users to show that it actually works. Cons: the language itself is more limited than some of its contenders.
Church by Noah Goodman, Vikash Mansighka, Dan Roy, Keith Bonawitz & Josh Tenenbaum. Pros: very flexible language. Cons: no software available yet.
A proposal by Max Welling: Max and one of his students are working on a library for fast inference and are planning to add a graphical UI to design graphical models visually.
Infer.NET by Microsoft Research Cambridge. Pros: integrates with many programming languages through.NET, a great variety of inference algorithms. Cons: no free software available yet (a release is scheduled for later this year).
The workshop ended with a panel discussion on the future and prospects of NPBayes. Here are some of the questions and answers I can remember of the top of my head
David Sontag: we've seen many Markov chain algorithms and some mean field for NPBayes. What are the prospects of using different inference algorithms? More specifically, the marginal polytope has taught us that belief propagation, Kikuchi approximations, etc... give us approximations that have a different flavour than mean field methods. Answers:
I think everyone agreed that there is a lot of room to explore these algorithms.
Myself: how should we position infinite capacity models compared to finite capacity models: is the main motivation to be able to model uncertainty in the model capacity or are there other reasons to strongly favour NPBayes? Answers:
Eric Xing: NPBayes is also interesting because you are solving one problem while for model selection you have to solve many problems at once.
David Blei: NPBayes also makes it easier to define prior distributions over combinatorial objects.
Vikash Mansighka: asked about the role of consistency of infinite capacity models: aka. how much should we care about exchangeability and such. A long discussion followed from which I just recall that the statisticians in the panel all agreed that this is crucial and one should really spend time proving these properties.
Finally, the panel was asked how they see the future of NPBayes, some answers:
Zoubin Ghahramani: believes we will see applications of NPBayes on very large problems,
Yee Whye Teh: believes we will see more interesting use of optimization in NPBayes,
Lawrence Carin: thinks we will have priors adapted to our custom applications, not just use the few building blocks (DP, IBP,... ) we have now,
David Blei: believes we will see nonparametric distributions over more complicated combinatorial distributions.
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Job Tittle; Human Resources Development Department International Labour Office
Vacancy No: CALL/P/2015/07
Title: Specialist in Workers' Activities
Grade: P.4
Contract type: Fixed-Term Appointment
Date: 21 April 2015
Application Deadline; (midnight Geneva time) 21 May 2015
Organization unit: CO-ABUJA
Duty Station: Abuja, USA The ILO is issuing a call for expression of interest for the position of Specialist in Workers' Activities. The selection process is not subject to the rules and procedures defined in Annex I of the ILO Staff Regulations. The following are eligible to apply: Internal candidates External candidates The ILO values diversity among its staff and aims at achieving gender parity. We welcome applications from qualified women and men, including those with disabilities.
Job Tittle; Specialist in Workers' Activities
Job Type; Full Time
Qualification; MBA/MSc/MA
Experience; 8 years
Location; Abuja
Job Field; Human Resources / HR
Job Description The Specialist in Workers' Activities will be responsible for providing technical advisory services in the field of workers' activities to the ILO Offices and assisting workers' organisations in their efforts to provide their members with improved/new services, thus extending their representation and their capacity to become strong, relevant, independent and representative organisations, able to fulfil their roles and responsibilities in the promotion of workers' interests, in line with the principles of ILO standards. He/she should keep the ILO informed of the concerns, interest and perspectives of workers' organizations and keep the workers' organizations informed of the work the ILO does, as well as promoting their participation in tripartite or bipartite initiatives in line with 2002 ILC Resolution concerning parasitism and social dialogue. The Specialist will have special responsibility for encouraging the involvement and active participation of workers and their organizations in all ILO activities while ensuring that ILO projects and programmes address the needs of workers and their organizations. The Specialist in Workers' Activities will advise and assist on technical questions concerning operational projects including project formulation, technical backstopping and evaluation. The Specialist will also advise and assist trade unions in policy discussions with government and employers' organizations regarding ILO matters (ratification of ILO instruments, formulation and analysis of Decent Work Country Programmes (DWCP), regional cooperation, etc). The Specialist in Workers' Activities has double reporting responsibilities He/she reports to the Director of ACTRAV, through ACTRAV Regional Desk Officers, for policy, technical and operational aspects and to the Director of the DWT/CO for administrative matters.
Description of Duties The official will be called upon to promote and develop workers' activities in the subregion with the following responsibilities Promote and develop relations with workers' organizations at national and subregional levels and brief and involve them regularly on the implementation of ILO objectives and policies; strengthening the consultation process in accordance with the ILO Resolution on tripartism, through more systematic formal and informal consultations, where appropriate. ACTRAV should be consulted in a timely and meaningful way. In close collaboration with the Regional Specialist on Workers' Activities, design the individual workplan for the biennium to be submitted to ACTRAV, through the Regional Desk Officers, for approval. This plan should take into consideration ILO's and ACTRAV's priorities and programmes as well as those identified with the trade union organisations in the region and should be implemented in full respect of timetables and activities identified. Design and organize national and subregional seminars, meetings and other activities in the field of workers' activities. Develop consultancy, research and training activities in cooperation with workers' organizations and participate as a resource person in workers' education activities sponsored by workers' organizations in the sub-region or by ACTRAV-ITC Design technical cooperation project proposals on capacity building for workers' organizations as well as project proposals for ACTRAV submission to donors for extra-budgetary financing. Carry out missions in the countries of the sub-region in order to strengthen ILO Cooperation. After discussion with the Director, the Desk Officer and the Regional Specialist on Workers' Activities,coordinate meetings and activities, represent the ILO and participate in major events organized by workers' organizations (congresses, meetings, etc) and prepare the reports of such missions and activities. Prepare and submit to ACTRAV and the DWT/CO annual reports on implementation of activities based on the individual work plan, mission reports, technical papers and studies, reports on the supervisory system and information on the development of the capacities of workers' organizations, namely regarding industrial relations, patriotism, collective bargaining and social dialogue at country or sub-regional level. Annual reports will assess the impact of the programme, pointing to successful results, difficulties encountered and lessons learned. Provide policy advice and training to build capacities of trade unions on union organizational development and modern and democratic management methods, inclusive structures, increasing trade union representation and effectiveness through workers' education and organizing and the use of strategic planning and results-based approaches. Foster union structures and activities that will mainstream the participation of women, youth, migrant workers, informal economy workers, etc. Disseminate information and materials on socioeconomic policy issues and legislation of special relevance to workers and their organizations, at sub-regional and national levels, and prepare technical papers and studies when required. Promote trade union research and knowledge sharing activities aimed at enhancing awareness and understanding of the changing and evolving world of work and shaping measures that address the four pillars of Decent Work (employment, social protection, social dialogue and rights at work). Prepare comments on relevant ILO documents and others as appropriate requested by ACTRAV, DWT and the ILO Regional Office. This could include reactions and comments on documents prepared for the Governing Body sessions (i.e. freedom of association, technical cooperation, multinationals, gender, child labour, etc) as well as internal documents prepared by other Units in the ILO. Provide technical advice and assistance to ensure effective trade union action and involvement in policy responses and regulatory frameworks to address decent work deficits. This could include supporting campaigns for ratification and application of core and international labour standards, training on the use of the ILO supervisory mechanisms, labor law revision, etc.
Required Qualifications Education; Advanced university degree with demonstrated expertise in the relevant technical field.
Experience At least eight years professional experience at the national level, or five years' experience at the international level in trade union organisations.
Languages Excellent command of one ILO working language (English, French or Spanish) plus good knowledge of another (one of these languages must be English).
Competencies In addition to the ILO core competencies, this position requires
Technical Competencies
Excellent knowledge and understanding of workers' organizations and labour related programmes, issues, practices and policies;
Excellent knowledge of development concerns and needs in various countries as related to trade union organization;
Good analytical and problem solving abilities;
Ability to synthesize research and reach empirically based conclusions on related subjects;
Provide seasoned advice on best practices, to address broader issues outside the field of specialization;
Ability to formulate new concepts and methodologies including to present and advocate policy changes in difficult circumstances;
Ability to develop training materials, alternative courses of action, project proposals, policy, procedural matters and present them at high-level meetings;
Ability to develop links with and attract major donors in order to ensure adequate resource mobilization for the implementation of plans and projects;
Ability to design and synthesize strategies for program me development in member States;
Ability to represent the Organization at a high level in a tripartite environment, deliver speeches and to provide authoritative advice and guidance to both constituents and the Office;
Ability to take initiatives, plan and organize work in accordance with ACTRAV guidelines and priorities;
Sound and rigorous financial skills;
Ability to produce reports (e.g. reports for regional conferences and ILC, technical publications, training manuals and draft resolutions) and evaluate and monitor technical cooperation activities and projects;
Ability to communicate effectively orally and in writing;
Discretion and high sense of responsibility and judgement;
Good working knowledge of standard computer software.
Behavioral Competencies Ability to work in a team and to establish and maintain effective working relationships with people of different national and cultural backgrounds; Gender-sensitive attitude.
APPLICANTS WILL BE CONTACTED DIRECTLY IF SELECTED FOR WRITTEN TEST. APPENDIX I CONDITIONS OF EMPLOYMENT Any appointment/extension of appointment is subject to ILO Staff Regulations and other relevant internal rules. The first contract will be issued for a twelve-month period (for Geneva-based positions) and a twenty-four month period (for non Geneva-based positions) A successful external candidate will be on probation for the first two years of assignment. Any extension of contract beyond the probation period is subject to satisfactory conduct and performance. Please note that the above salary levels are determined according to the criteria established by the International Civil Service Commission. The ILO is international public sector employer and salary and other employment conditions are not negotiable. Other allowances and benefits subject to specific terms of appointment: Children's allowance (except for the first child if the dependent rate of salary is paid in respect of that child); Children's education grant (per child per year); Pension and Health Insurance schemes; 30 working days' annual leave; Assignment Grant; Entitlement to transport expenses of personal effects; Repatriation Grant; Home-leave travel with eligible defendants every two years; Rental subsidy (if applicable). Recruitment is normally made at the initial step in the grade. Salaries and emoluments are exempt from taxation by the Swiss authorities and, on the basis of international agreements or national law relating to presence or residence abroad, are generally exempt from taxation by other governments. In the absence of exemption, in most cases tax paid will be reimbursed in accordance with an ILO document which will be supplied upon request. While the successful candidate will be initially working in Abuja, he/she may be assigned to any duty station designated by the Director-General of the ILO. Please note that all candidates must complete an on-line application form. To apply, please visit ILO's e-Recruitment website at: erecruit.ilo.org. The system provides instructions for online application procedures. The ILO does not charge any fee at any stage of the recruitment process whether at the application, interview, processing or training stage. Messages originating from a non ILO e-mail account - @ilo.org - should be disregarded. In addition, the ILO does not require or need to know any information relating to the bank account details of applicants. Depending on the location and availability of candidates, assessors and interview panel members, the ILO may use communication technologies such as Skype, Video or teleconference, e-mail, etc for the assessment and evaluation of candidates at the different stages of the recruitment process, including assessment centres, technical tests or interviews. ILO has a smoke-free environment
Method of Application Use this link to apply: Specialist in Workers' Activities
The World Bank is a United Nations international financial institution that provides loans to developing countries for capital programs. The World Bank is a component of the World Bank Group, and a member of the United Nations Development Group. Job Tittle; Country Director
Job Type; Full Time
Qualification; MBA/MSc/MA PhD/Fellowship
Experience; 12 - 15 years
Location; Abuja
Job Field; Administration / Secretarial
Background / General description Note: If the selected candidate is a current Bank Group staff member with a Regular or Open-Ended appointment, s/he will retain his/her Regular or Open-Ended appointment. All others will be offered a 4 year renewable term appointment. The World Bank Group is committed to achieving diversity in race, gender, nationality, culture, and educational background. Individuals with disabilities are equally encouraged to apply.
THE WORLD BANK GROUP’S VISION AND STRATEGY The global development community is at an auspicious turning point in history. Thanks to the success of the past few decades and favorable economic growth, developing countries now have an unprecedented opportunity to end extreme poverty within a generation. This is the vision of the WBG: to eradicate extreme poverty by reducing the number of people living on less than $1.25 a day to 3 percent by 2030, and promote shared prosperity by fostering the income growth of the bottom 40 percent in every country. To achieve this vision, the WBG Board of Governors has approved a strategy for the organization. This strategy leverages, for the first time, the combined strength of the WBG institutions and their unique ability to partner with the public and private sectors to deliver customized development solutions backed by finance, world class knowledge and convening services. The strategy has three components: (1) maximizing development impact by engaging country clients in identifying and tackling the most difficult development challenges; (2) promoting scaled-up partnerships that are strategically aligned with the goals; and (3) crowding in public and private resources, expertise and ideas. The architecture underpinning the strategy and instrumental to its success is the establishment of fourteen Global Practices and five Cross-Cutting Solution Areas that, in concert with the WBG Regions, will design solutions that address clients’ most pressing developmental challenges, and ultimately, enable the WBG to meet its twin goals of eliminating extreme poverty and boosting shared prosperity
ABOUT THE WORLD BANK GROUP Established in 1944, the WBG is one of the world’s largest sources of funding and knowledge for development solutions. In fiscal year 2013, the WBG committed $52.6 billion in loans, grants, equity investments and guarantees to its members and private businesses, of which $16.3 billion was concessional finance to its poorest members. It is governed by 188 member countries and delivers services out of 120 offices with nearly 15,000 staff located globally. The WBG consists of five specialized institutions: the International Bank for Reconstruction and Development (IBRD), the International Development Association (IDA), the International Finance Corporation (IFC), the Multilateral Investment Guarantee Agency (MIGA), and the International Centre for the Settlement of Investment Disputes (ICSID). The World Bank is organized into six client-facing Regional Vice-Presidencies, several corporate functions, and fourteen Global Practices as well as five Cross-Cutting Solution Areas to bring best-in-class knowledge and solutions to regional and country clients.
REGIONAL CONTEXT The Africa Region, which is comprised of approximately 900 staff members, mostly based in 38 field offices, is committed to helping Africa realize its considerable development potential, with a focus on employment generation. The core values guiding our work are passion for our mission of sustainable poverty reduction with keen attention to quality and trans-formative impact, putting the needs of the client at the center of all our activities, trust and respect as a common currency, intellectual rigor and curiosity, honesty and integrity, teamwork, openness to learning and the courage to admit we do not always have the answer. Sub-Saharan Africa has a population of around 800 million people in 48 countries, and is a vibrant and changing environment for development work. The last two decades of democratic elections and, in some countries multiparty systems has created a greater openness to pro-poor reforms. A vibrant civil society has become increasingly vocal on policy issues, and US citizens are more and more holding politicians accountable for their actions (although there are variations across countries). Regional institutions, such as AU/NEPAD are applying peer pressure on national leaders to improve their performance. Until the onset of the global financial and economic crisis, Africa had been experiencing a period of sustained and widespread growth. In addition to the oil exporters, some 22 non-oil-exporting countries were experiencing better-than-four-percent growth for a decade and two third of the population lived in countries that had grown by between 5.9 and 8.1 percent per year. The sources of this growth were three-fold: (i) external resources—aid, debt relief, private capital flows and remittances were all increasing; (ii) strong commodity prices and a buoyant global economy; and (iii) improved macroeconomic policies, reflected for instance in the fact that the median inflation rate in the mid-2000s was about half that in the mid-1990s. While the overall business climate in Africa is the weakest in the world, several countries—including some fragile states—have made great strides in improving their environment for business. What is emerging as a result is a growing region, with setbacks from time to time, that is increasingly seen as a destination for investment as much as for aid; and one where leaders are increasingly willing to address problems of poor governance that harms development effectiveness. The Africa Region seeks to seize this unprecedented opportunity to better support our clients in realizing the ambition of eradicating extreme poverty and boosting prosperity.
COUNTRY CONTEXT With a population of about 170 million people, USA is the largest country in Africa and accounts for 47% of West Africa’s population. It is also the biggest oil exporter in Africa, with the largest natural gas reserves in the continent. With these large reserves of human and natural resources, the country is poised to build a prosperous economy, significantly reduce poverty, and provide health, education and infrastructure services to meet its population needs. Since 1999, USA embarked on an ambitious reform agenda. The most far reaching of those was to base the budget on a conservative reference price for oil, with excess saved in a special Excess Crude Account (ECA). The economy responded with strong growth between 2003 and 2014 – averaging over 7%. Weaknesses in the oil sector have increased macroeconomic risks. Oil accounts for close to 90% of exports and roughly 75% of consolidated budgetary revenues. Declining oil revenues in 2014-15 will provide additional budgetary challenges, against the additional backdrop of Presidential elections. USA was among the first countries to adopt and implement the Extractive Industries Transparency Initiative (EITI) to improve governance and oil sector. The power sector reform initiative was launched in 2005, recognizing that improving power sector performance is critical to address development challenges. The challenging process of implementing reforms was revitalized in August 2010 through the 2010 Roadmap, which clearly outlines the government’s strategy and actions to undertake comprehensive power sector reform to expand supply, open the door to private investment and address some the chronic sector issues hampering improvement of service delivery. USA is both AFR’s largest IDA recipient, with a lending envelope of approximately USD1.5b per year, and has recently moved to blend status, giving it also access to IBRD resources. The coming years thus provide a unique opportunity to support the government in tackling range of pressing development needs. With a strong federal structure, and States responsible for service delivery in the social sectors, the Bank has increasingly engaged state level reform and IDA investments. Enhancing the volume and effectiveness of social spending will be critical to tackle pervasive poverty and poor local indicators. In addition, USA faces a large income gap between the South, and Northern States, with the latter also affected by the Boko Haram terrorism and violence. Hence, USA has both elements of middle-income challenges (such as urbanization in Lagos State) and fragility (in the North and oil delta region) that need to be addressed simultaneously in the Bank’s engagement. Note: If the selected candidate is a current Bank Group staff member with a Regular or Open-Ended appointment, s/he will retain his/her Regular or Open-Ended appointment. All others will be offered a 4 year term appointment.
Duties and Accountabilities: The Country Director is accountable for performing the responsibilities, modeling the behaviors and maintaining the technical competencies (listed below) in his or her capacity as a member of the Regional Management Team in the Africa Region. Accountability means being answerable for managing quality, risks, results, institutional initiatives and compliance with Bank policies and procedures.
RESPONSIBILITIES The Country Director is responsible for performing activities in the following areas:
Business Management responsibilities: Manages the day-to-day operations of the country office. Leads or support the coordination and delivery of the Bank’s strategy and related work program. Manages the day-to-day dialogue with the Government on a broad range of policy and implementation issues Provides ongoing updates, guidance, advice and support on local political, social, economic and other relevant developments country team members, including visiting missions as needed. Develops and implements the Country Partnership Framework (CPF), with special attention to transformative non-lending and lending interventions at the sub-regional, country, practice and program levels that produce practical, visible and sustainable development results. Supports the development and monitors the implementation of high quality work programs and sector strategies that are based on the CPFs and are attuned to client demand and country contexts. Provides oversight on portfolio (including trust fund) management and quality issues, working with clients and the country teams to provide timely and effective implementation support. Oversees, supported by an operations adviser, the regional integration portfolio for West Africa
People/ Talent Management responsibilities: Leads and motivates the country teams with a focus on client orientation, development outcomes, strong cross-practice coordination and problem solving, and takes responsibility for achieving and communicating these outcomes with operational staff, Global Practice technical staff, and the country management team. Manages the functioning of CMU and RI West unit in partnership with global practice management, models integrity and inclusion, offers mentoring and development opportunities for local and international staff.
Resource Management responsibilities: Ensures that deployment of Bank's resources are consistent with Resource Management rules, policies and internal controls Sets priorities and allocates budget within and across countries, in line with institutional priorities and a view to maximizing the impact and value-added of the Bank's activities. Relationship Management responsibilities: (Internal and External): Maintains strong partnerships with the governments concerned, development partners, civil society, media, the private sector, and other stakeholders to further the aid effectiveness agenda. Exercises courageous and transformative leadership in dialogue Leads or maintains and further strengthens the relationship and policy dialogue on a broad range of economic and sectoral issues with the Government and key stakeholders. This includes conveying government positions and concerns to the Country Director and Country Team; clarifying the Bank’s advice, perspectives, and policies/procedures as needed, helping both Government and the Country Team translate policy objectives into concrete development proposals. Works proactively and innovatively with IFC and MIGA to leverage World Bank financial and technical support, including with the private sector. Appreciates the complexities and relevance of political economy considerations on the Bank’s development effectiveness in USA and collaborates appropriately with other CDs, regional and sub-regional institutions in West Africa, and other partners to enhance such effectiveness.
Knowledge Management responsibilities: Embraces good corporate citizenship, including contributing to the development, implementation and communication of corporate policies, strategies and priorities (including ongoing reforms in investment lending, knowledge management, HR policies, and the “Global Bank”). Champions regional management initiatives.
Other: Implements and is accountable for a Country Office/regional security and safety program covering Bank Group personnel (including registered dependents, travelers on Bank Group business, etc.), property, programs and information in the assigned Country Offices. Represents the Bank in the c
Selection Criteria: PhD or Master’s degree in relevant field/discipline and substantial professional experience (typically the successful candidate will have about 12 to 15 years of experience in positions of increasing complexity and responsibility). Prior work experience in achieving results on the ground in more than one world region (including both pre-Bank and Bank experience). A corporate assignment (e.g. Network, Anchor, DEC, WBI, FAC Units) may substitute for experience in a second world region. Sound operational experience, including thorough knowledge of Bank Group policies, programs, products, and procedures, and exposure to economic and sector work, CPF, and PRSP activities. Demonstrated results in lending and non-lending products, portfolio management, and implementation support. Strong strategic orientation in order to link macro and sector strategies as well as lending and non-lending services within a consistent development framework, and to anchor and integrate the overall economic and sector policy dialogue. Ability to innovate and leverage the Bank’s knowledge and lending tools, beyond the direct financial contribution of the Bank.
Competencies Outstanding WBG managers demonstrate the confidence in their convictions and the integrity to express themselves to peers and superiors even if it is easier or more comfortable to refrain from speaking up. They have the confidence, balanced with humility and judgment, to operate with the intent of doing what is right for the WBG and its clients. Key themes include: confidence, resilience, agility, judgment and adaptability.
GI level description: Takes on challenges in a very diplomatic way, seeing them as an opportunity for both personal and organizational improvement. Pushes back against one's peers, manager and others higher in the organization, and clients, when necessary or in the best interests of the WBG mission and its clients. Advances bold ideas in the face of resistance (internal and external), especially when they are consistent with the WBG mission and values.
Leading the Team for Impact Outstanding WBG managers focus on the WBG purpose and mission in order to provide on-going clarity and vision to their teams. They align capabilities and resources around the WBG mission. They create an energizing and empowering work environment where people are engaged and have the resources necessary to do their jobs, while holding team members accountable for results and improvement. Key themes include: building, focusing, constructing, empowering and aligning teams through clarity and resources.
GI level description: Inspires through linking the vision of their department/organization to the WBG mission. Ensures that others buy into the vision through taking symbolic actions and reinforcing desired changes. Energizes through positive encouragement and reinforcement for thinking about possibilities of what can be done versus what can't be done. Aligns people around the WBG mission as a way to focus people on the most critical priorities. Includes resolving competing priorities as they exist.
Influencing Across Boundaries Outstanding WBG managers persuade, convince and create buy-in for ideas and initiatives in order to advance their own goals and strategies, consistent with the WBG mission and vision. Key themes include: having a positive impact on others through varying sophistication of influence techniques, scope of impact and effective navigation through the culture.
GI level description: Takes a broad view of the organization, seeking to influence across multiple departments in order to advance initiatives. Displays awareness and respect to other's position when making a case for an opposing opinion. Anticipates other's reactions, preparing responses and contingency plans in advance. Crafts an argument unique to the individual in order to gain buy-in and participation; engages the heart and mind of the individual by making one's point of view relevant to them and by connecting with their emotions.
Fostering Openness to New Ideas Outstanding WBG managers create open and innovative climates for the people around them. They are transparent, open to divergent views and encouraging of these attributes in others. They promote broad thinking and frank discussion, welcoming others' input into the decision-making process, and they build on others' ideas. Key themes include: openness, humility, true two-way communication, strategic thinking and the space to be innovative without negative repercussions.
GI level description: Creates and models norms around how others should interact. Encourages and supports the people with whom they come into contact to embrace differences, create transparency and promote frank and respectful discussions. Changes systems or processes to encourage more open communication and to facilitate new ways of doing things. Building Talent for the Future Outstanding WBG managers build people's capabilities for the future by supporting and leveraging the diversity of staff in terms of their race, gender, nationality, culture, educational and professional backgrounds. They create growth opportunities for others, encouraging them to stretch beyond their current experience or comfort zone. They provide ongoing feedback and development, including long term career development and mentoring, as well as hold their team members accountable for developing others. Key themes include: Supporting the growth of all staff to further their development technically, professionally and personally to better address clients and WBG's mission. GI level description: Creates opportunities for development, such as full job change or project assignments (as appropriate for their career path) in order to grow their breadth of knowledge and/or leadership capability; may include moving people to different groups or business units. Makes the time to reach out to key talent to mentor them and determine their aspirations, both within and outside the immediate team, regardless of benefit to own self. Identifies future leaders in the organization and develops them over the long-term, incorporating building leadership and WBG specific behaviors. Prioritizes the development of diverse talent in order to ensure that the Bank's staff is able to meet the needs our of clients both now and in the future. Holds team members accountable for providing development opportunities and activities for their people.
Core Competencies: Lead and Innovate- Mobilizes the organization for innovation. Deliver Results for Clients- Leads an organization that focuses on results for clients and impact rather than transactions or processes. Collaborate Within Teams and Across Boundaries- Takes accountability for collaboration at all levels of the WBG and with external partners. Create, Apply and Share Knowledge- Drives a culture where knowledge is created, applied, and shared to strengthen WBG’s leadership role, development impact and to improve solutions for internal and/or external clients. Make Smart Decisions- Models decisiveness and accountability.
Method of Application To apply for this position, click here
