Core Value
Humility
Anchoring the Value into Recruitment Processes
Step 1: Integrating it into existing frameworks and procedures
For those with no existing Competency Framework, this is relatively simple and does not require integration or finding an equivalent within your own system. For those with Competency Frameworks, such as the UN, European Personnel Selection Office (EPSO) and other agencies and organisations, you can find a table below of associated values, behaviours or competencies within other frameworks to allow you to incorporate and test this value within an equivalent in your existing system.
| Murad Code Value | UN System (Old Values and Competencies, New Values and Behaviours) | Other systems |
|---|---|---|
| Humility | Old: Commitment to Learn
New: Humility |
EPSO: Learning as a Skill ICC: Teamwork, Learning and Developing GSF: Respect IOM: Humility |
Step 2: Adding language into your vacancy announcement, job description and Terms of Reference
In order to anchor this value within the recruitment process, and onwards into expectations in terms of job performance, it is important to include wording in your vacancy announcement, job description and terms of reference. Some model wording for this value is included below.
In the job/position tasks and responsibilities section:
“Carefully assess limitations in your team and ability to deliver Murad Code-compliant work and consult with community and technical experts as appropriate.”
“Responsibly assess and situate the prospective work amidst the work of other actors in this context and make responsible decisions of whether and how value can be added.”
“Ensure the work is situated and implemented responsibly within the eco-system/context, ensuring whenever possible that the work of others is not undermined or impacted negatively.”
In the qualifications/experience section - what we are looking for?
“Demonstrated understanding of own limitations, an openness to learning and self-development, an appreciation of the contributions from others and humility in the face of another person’s reality and needs.”
“Demonstrated willingness to receive feedback for constructive improvement and an openness to other’s opinions and contributions.”
“Proven ability to work effectively as an enabler/facilitator and to centre/effect your work around the individual needs of another/others.”
“Candidates should be expected to demonstrate the following values:
Humility: reflects honestly about and recognises own limitations and the role/importance of their work/mandate, being honest with others about limitations, what can and cannot be done, demonstrates openness to obtaining expert advice or referring/leaving work to others when appropriate, and does not place own objectives and mandate ahead of survivor/affected population needs and wishes.”
Step 3: Designing written tests or interview questions which assess this value
One of the most useful ways of understanding a candidate’s values is to set either case scenarios or hypothetical examples to understand how they would react. These can be tailored to the relevant field of work or specific job. A few broad examples are provided below, both as written tests and for interview questions.
Sample written test examples
Hypothetical (can be based on relevant context and job requirements):
In a context where there has been a lot of donor interest and funding already for CRSV work, you have been contracted by an NGO to help them set up survivor engagement activities. What advice do you give them and what steps do you recommend them taking?
You are working for an organisation with a [human rights reporting, etc.] mandate. You are aware that many SCRSV survivors have already been interviewed. What are some of the key approaches you can take to ensure safe, ethical and effective/survivor-centred work appropriate to your mandate?
Technical:
Describe a work experience in which you had to manage a situation where cultural values or norms conflicted with survivor-centred care.
Sample interview questions:
Describe one work example where you have put the interests and needs of survivors ahead of your own mandate and objectives. How did you defuse pressure to deliver?
Describe a situation in which you reflected on the limitations of you and your team, and decided to seek expert advice and guidance?
Describe a work example where you sought perspectives, input and dialogue of survivors, survivor networks, local communities or those with experience in that context?
Can you share an experience when you made a mistake at work. What did you do? What did you learn from it, and how did you address it?
Tell me about a time when you prioritised a survivor’s wishes and needs over organisational goals or personal achievement.
Explain a moment when you realized that you needed better local understanding (language, culture, history). What did you do about it?
You have made all the arrangements for a survivor interview during a short window of opportunity to meet them when you have access to a safe space, a good interpreter of the right gender and while you are in-country. When you meet at the interview location, you noticed that the survivor seems to be in some discomfort, holding the side of their stomach and grimacing in pain. They do not complain. What do you do?
You are a [journalist/researcher/investigator/documenter/monitor/etc.-anything other than a counsellor/MHPSS person] While at work, a survivor approaches you and wants to share their story. They explain that they just want someone to listen to them and to be heard. They do not want justice or to raise awareness. In fact, they don’t want anyone else to know anything they tell you. What do you do?
You have been invited to attend a UN Security Council or General Assembly hearing-session or large conference to talk about what has happened to SCRSV survivors in the context in which you are working? How do you respond and prepare for this presentation?
How do you reflect on and address your own bias, stigmas and assumptions in this work?