KOFI ATTA ANNAN

Kofi Atta Annan was a Ghanaian diplomat who served as the seventh Secretary-
General of the United Nations from January 1997 to December 2006. Annan and the
UN were the co-recipients of the 2001 Nobel Peace Prize. Kofi Annan was also
Chancellor of the University of Ghana and held a number of positions at Universities around
the world. He was a board member, patron or honorary member of a number of
organizations, including the United Nations Foundation. A complete list can be found here.
Kofi Annan’s widely acclaimed memoir: Interventions: A Life in War and Peace was
published in 2012. Kofi Annan chaired the Global Commission on Elections, Democracy and
Security (March 2011 to September 2012) and in January 2013, launched the West Africa
Commission on Drugs, as a response to the surge in drug trafficking and consumption in
West Africa and their impact on security, governance and public health. Kofi Annan was UN
Secretary General from January 1997 to December 2006. One of his main priorities during
this period was a comprehensive program of reform that sought to revitalize the United
Nations and make the international system more effective. He was a constant advocate for
human rights, the rule of law, the Millennium Development Goals and Africa, and sought to
bring the organization closer to the global public by forging ties with civil society, the private
sector and other partners. At Mr. Annan’s initiative, UN peacekeeping was strengthened in
ways that enabled the United Nations to cope with a rapid rise in the number of operations
and personnel. It was also at Mr. Annan’s urging that, in 2005, Member States established
two new intergovernmental bodies: the Peace building Commission and the Human Rights
Council.

WHAT IS COMPETENCY?

Competence is the demonstrable characteristics that enable performance of a job, for

properly doing the job, the individual requires skills and knowledge essential for the set
duties. A competency is a set of defined behaviors that provide a structured guide
enabling the identification, evaluation and development of the behaviors in individual
employees. The term "competence" first appeared in an article authored by R.W.
White in 1959 as a concept for performance motivation. In 1970, Craig C. Lundberg
defined the concept in "Planning the Executive Development Program". The term
gained traction when in 1973, David McClelland wrote a seminal paper entitled, "Testing
for Competence Rather than for Intelligence". It has since been popularized by Richard
Boyatzis and many others, such as T.F. Gilbert (1978) who used the concept in
relationship to performance improvement. Its use varies widely, which leads to
considerable misunderstanding.
Competency is the set of skills attributes behaviors that are directly related to successful
performance of job Competency should be there while managing the organizational
functions.

 SELF MANAGEMENT
 RELATIONSHIPS
 ANALYTICAL
 LEADERSHIP
 MANAGEMENT

Analyses of competency based interview of United Nations General Secretary

Kofi Annan.

The Interview taken place Secretariat. Solely based on the Organization's environment,
stakeholders, work outputs and future challenges. Information drawn from the interviews
provided an overall context for the work of focus groups. By the Deputy Secretary-
General and twenty-four Under-Secretaries-General and Assistant Secretaries.

DESIGNING THE COMPENTENCY MODEL

The competencies defined by all groups were sorted and analyzed. Similar
competencies were grouped together and a common term chosen for each grouping.
Using the most frequently occurring items, a model was developed with eight core
competencies and six managerial competencies.

USING COMPENTENCY MODEL

1- STAFF DEVELOPMENT
2- CAREER PLANING
3- PERFORMANCE MANAGEMENT
 4- RECRUITMENT

STAFF DEVELOPMENT

Staff development programs will be aligned with the competencies and new
programmes introduced to support their development. A guide will be prepared
explaining the various means available to acquire and strengthen competencies.

CAREER PLANING

Competencies will increasingly be used as a basis for identifying individual and

organizational needs and planning for development. Support will be provided to staff
through publications and career support workshops.

PERFORMANCE MANAGEMENT

Competencies will be useful to staff and managers in assessing development needs

and setting performance standards. Competencies will be incorporated in subsequent
revision of the PAS.

RECRUITMENT

Gradually, competencies will be incorporated into generic job descriptions and vacancy
announcements. Interview frameworks and other tools will be developed to incorporate
competencies into recruitment and placement decisions, and staff will be trained in the
use of these tools.

CORE VALUE AND COMPENTENCY OF UNITED NATIONS.

  INTEGRITY
 PROFESSIONALISM
 RESPECT FOR DIVERSITY

CORE COMPENTENCIES OF UNITED NATIONS.

 COMMUNICATION
 TEAMWORK
 PLANNING AND ORGANIZING
 ACCOUNTABILITY
 CREATIVITY
 TECHNOLOGICAL AWARENESS

As competencies relate more to what a person does, than what a person knows, they
are observable. For each competency it is possible to describe “behavioral indicators” –
actions or behaviors that exemplify the competency in practice. These may be helpful in
promoting shared values and common standards of performance and behavior
throughout the Organization.

ANALYSIS OF COMPENTENCY MODEL BASED ON INTERVIEW OF GEN SECETRATY

KOFI ANNA.

STAFF DEVELOPMENT.

Staff development is a process that demonstrates the commonness of purpose of all

staff and the crucial nature of individual knowledge and skills to perform assigned duties
in relation to the achievement of these larger goals.

CAREER PLANNING
A career plan is a practical strategy that allows you to determine your skills and
interests, set career goals, and put actions in place that will help you reach them. It's a
continuous process, and it includes an overview of: Your current skills and experience.

PERFORMANCE MANAGEMENT

Performance management is the process of creating a work environment or setting in

which people are enabled to perform to the best of their abilities. Performance
management is a whole work system that begins when a job is defined as needed. It
ends when an employee leaves your organization.

RECRUITMENT

Recruitment is the process of finding, screening, hiring and eventually onboarding job
candidates. The recruitment process can be relatively straightforward, but advances in
technology, a tight labor market and a workforce pool that might span five generations
can make the first step -- finding potential candidates -- particularly challenging.
Recruitment is a key part of human resource management (HRM). Skilled recruitment
efforts will make a company stand out and be more attractive to potential employees, a
strategy that can directly impact a company's bottom line.

CONCLUSION:

Competencies include a combination of skills, attributes and behaviors that need to be

developed and strengthened throughout one's career. Acquiring a competency is not a
one-time event, but rather an ongoing process. Formal training can help, but
experience, coaching, feedback and individual learning activities are needed as well. To
assist staff in using competencies in their daily work and planning for their continuous
learning and development.