Integrity
Acting in line with the standards and values of the United Nations, and doing the right thing even when it is difficult or unpopular.
Competencies assessed in international organization interviews
Competency frameworks used by international organizations — the United Nations core values, core and managerial competencies, and the ICC core and leadership competencies — with behavioural indicators and interview preparation guidance.
United Nations
Core Value
Professionalism
Showing pride in one's work, technical mastery of the subject matter, and the persistence and composure needed to deliver under pressure.
Respect for Diversity
Working effectively with people from all backgrounds and treating everyone with dignity and respect.
Core Competency
Communication
Speaking and writing clearly and effectively, listening to others, and tailoring language and message to the audience.
Teamwork
Working collaboratively with colleagues to achieve organizational goals, and placing team agenda before personal agenda.
Planning and Organizing
Setting clear goals consistent with agreed strategies, identifying priorities and adjusting them as required.
Accountability
Taking ownership for delivering on agreed responsibilities, within agreed cost and time standards, and owning shortcomings.
Client Orientation
Seeing clients as those to whom services are provided, and building productive relationships with them.
Creativity
Actively seeking to improve programmes or services and offering new and different options to solve problems.
Technological Awareness
Keeping abreast of available technology and applying it to the work of the Organization.
Commitment to Continuous Learning
Keeping abreast of new developments in one's occupation and actively seeking to develop oneself professionally and personally.
Managerial Competency
Vision
Identifying strategic issues, opportunities and risks, and communicating a compelling direction that others want to follow.
Leadership
Serving as a role model, providing direction and empowering others, and driving change where it is needed.
Empowering Others
Delegating responsibility, clarifying expectations and giving staff the autonomy and credit they need to perform.
Managing Performance
Setting clear expectations, monitoring progress, giving regular feedback, and addressing performance fairly and promptly.
Building Trust
Providing an environment in which others can talk and act without fear of repercussion, and following through on commitments.
Judgement / Decision Making
Identifying the key issues in a complex situation and taking sound decisions in a timely way, including under pressure.
International Criminal Court
ICC Core Competency
Dedication to the mission and values
Commitment to the mandate and values of the International Criminal Court, and conduct consistent with them.
Professionalism
Applying professional and technical expertise to the Court's work, with accuracy, reliability and sound judgement.
Teamwork
Working effectively with colleagues across sections, cultures and professional backgrounds.
Learning and developing
Developing one's own capability and supporting the development of colleagues.
Handling uncertain situations
Remaining effective when circumstances are ambiguous, changing or stressful.
Interaction
Communicating and building relationships effectively with colleagues and external counterparts.
Realising objectives
Planning, organising and delivering agreed results within the required time and quality standards.
ICC Leadership Competency
Purpose
Providing direction and clarity of purpose so that teams understand how their work serves the Court's mandate.
Collaboration
Building cooperation across teams, organs and external partners.
People
Developing, supporting and managing the performance of staff.
Results
Driving delivery and accountability for outcomes at team or function level.