Closing Date: December 21, 2016

Background

The Independent Evaluation Group (IEG)’s mission is to improve World Bank Group (WBG) development results through excellence in evaluation. IEG is directly responsible for:

  • Assessing whether WBG programs and activities are producing the expected results;
  • Making recommendations to help improve the development effectiveness of WBG programs and activities, and their responsiveness to member countries’ needs and concerns;
  • Appraising WBG self-evaluation and development risk management systems and attesting to their adequacy to the Boards;
  • Reporting periodically to the Boards on actions taken by the WBG in response to evaluation findings, and on the measures being taken to improve the overall evaluation system, including dissemination and outreach activities;
  • Cooperating with the evaluation heads of other international organizations; and Encouraging and assisting client countries to build effective monitoring and evaluation associations, capacities, and systems.

IEG also aims to promote an operational learning culture in the WBG by identifying and disseminating the lessons learned from evaluation work.

IEG is operating in a changing context. Internally, the launch of the WBG new twin goals in 2013 for poverty reduction and shared prosperity, and the new WBG Strategy and organizational change process in 2014, are profound changes designed to transform the WBG. Externally, the global community has reached consensus on ambitious post-2015 Sustainable Development Goals, and country clients and development partners are demanding increased focus on development impact and results.

In response to this changing landscape, IEG has launched an organizational change process to enhance its impact and influence, and ensure that IEG’s products, processes, and structure are “fit for purpose.”

Key strategic changes in the IEG work program include:

  • Introduction of new Strategic Engagement Areas to develop a more selective and coordinated program of work, focusing on three cross-cutting areas: inclusive growth, service delivery for the poor, and environmental sustainability;
  • Introduction of a new Results Framework, focused on the objectives of (1) deepening evidence about the contribution of WBG programs to the achievement of the twin goals, and (2) generating evidence on the early implementation experience of the WBG strategy to promote a stronger internal culture for results, accountability, and learning.
  • Scale up of IEG learning and knowledge sharing to help develop the “Solutions Bank;” Continued improvements in evaluation methodology and quality assurance; and
  • Enhanced cost-effectiveness, including productivity improvements, business line shifts and trade-offs, and investment in staff professional development.

IEG is led by the Director General, Evaluation (DGE), who reports directly to the Board of Executive Directors. The organizational structure was recently updated to ensure better alignment with WBG reforms and global development challenges.

The new structure comprises

  • Office of the DGE;
  • Human Development and Economic Management Department;
  • Financial, Private Sector, and Sustainable Development Department; and
  • Knowledge and Communications Department. 

The mandate of the Knowledge and Communications Department (IEGKC) is to strengthen IEG’s impact and influence by increasing the dissemination, use, and accessibility of IEG’s evaluation knowledge, and promoting effective evaluation partnerships and capacity development, both internally and externally.

IEGKC staff and work are divided into three streams: (1) Knowledge and Learning, (2) Communications, and (3) Evaluation Capacity Development (ECD). IEGKC plays a central role in IEG’s growing focus on facilitating learning and knowledge sharing from evaluations.

Within IEGKC, the Lead Knowledge Management Officer (KM Lead) will manage a team of approximately 10 knowledge, learning, and IT professionals in the delivery of IEG’s knowledge and learning agenda.

This position requires a professional with strong team leadership skills and an understanding of knowledge management, learning, and World Bank Group operations. The candidate must have demonstrated excellent supervisory, budget management, and stakeholder engagement skills.

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 3 year term appointment.

Duties and Accountabilities

A highly motivated proven leader able to manage a diverse team with a multi-faceted work program. Provide strategic leadership and oversight of the knowledge and learning work program, with the goal of ensuring effective learning and knowledge sharing of IEG products. This will involve close collaboration within IEGKC staff; with staff and managers in other IEG Departments; and among WBG learning, knowledge, and ITS partners.

Key responsibilities include: (1) Promote increased accessibility and usability of IEG knowledge, and innovative ways of using evaluation results, in close collaboration with the evaluation departments; (2) Promote “user-centric” approaches in the design of evaluation and learning work to deepen engagement and improve critical “touch points” between IEG and its WBG counterparts, in close collaboration with the evaluation departments; (3) Oversee design and implementation of knowledge sharing tools (like data and text analytics), database management systems, and other information management and technology systems; (4) Deliver timely and high quality learning and knowledge products and services for IEG staff, based on IEG learning needs assessment; (5) Manage IEG support for internal thematic coordinators network and WBG-wide community of practice for results measurement; and (6) Lead the Management Action Record process and regular reporting to the Board.

Selection Criteria:

Specialized Skills/Knowledge

  • Master's degree or above in related field;
  • More than 10 years of relevant work experience;
  • Prior experience in successfully managing a diverse group of highly skilled professionals; capacity to motivate and develop teams.
  • Sound knowledge and understanding of WBG or other international organization operational strategies, processes, and instruments.
  • Excellent communication, diplomatic, and negotiating skills, with demonstrated strong personal maturity, balanced judgment, and a track record of building and maintaining partnerships with colleagues and clients.
  • Excellent teamwork and interpersonal skills, and ability to operate collaboratively across organizational boundaries.
  • Proactive, inclusive and innovative, with an open and collegial work style and ability to listen and integrate ideas from diverse points of view.
  • Ability to coach, mentor, develop and empower more junior staff, provide seasoned advice to more senior staff and managers, and work collaboratively with peers.

Job-Specific Competencies:

1. Learning Activity Development: Demonstrates broad understanding of best practices in the development of learning activities. Has the ability to effect change, promote awareness, and advocates for effective Learning Activity development practices. Monitors Learning Activity development processes and ensures inputs are within budget allocations and comply with system and quality standards.

2. Knowledge Exchange: Advocate s to WBG Senior Management and internal and/or external clients and stakeholders the value of systematic knowledge exchange to strengthen WBG's development impact. Is recognized as an authority in knowledge exchange inside and outside WBG. Prioritizes knowledge exchange activities on behalf of their Department, based on Department strategy and business objectives and WBG priorities. Plus: Provides thought leadership inside and outside WBG on brokering knowledge exchange.

3. Integrative Thinking for Innovation: Balances organizational tensions to create space for innovative offerings and business models. Works broadly across the organization to frame situations with sufficient flexibility so that innovative solutions can emerge.

4. KMLI Management and Promotion: Secures commitment and resources (budget and staff time) to implement KMLI activities. Positively influences the perception and value add of KMLI activities with WBG Senior Management, stakeholders, and internal and/or external clients. Contributes to and facilitates the prioritization and harmonization of KMLI activities across WBG. Influences peers inside and outside WBG to implement systematic approaches to deployment and dissemination of KMLI products, activities, and systems. Is recognized inside and outside WBG as an authority in deployment and awareness related to KMLI products, activities, and systems. Catalyzes adoption and collaboration efforts of WBG scaled KMLI activities. Establishes and maintains partnerships with external stakeholders to improve KMLI activities and solutions to internal and/or external clients. Plus: Provides thought leadership inside and outside WBG in managing KM, L or I activities & resources.

5. Research and Analysis to Support KM Activities: Champions collaborative research and analysis of a broad spectrum of lessons learned on a particular topic, country, or issue. Advises on relevance and applicability of emerging trends and issues. Liaises with and obtains support with respect to research and analysis from senior management, internal and/or external clients, peers and the community. Plus: Provides thought leadership inside and outside WBG on research & analysis on KM activities.

6. KMLI Technologies: Sought after by WBG Senior Management for inputs on how KMLI technology can support WBG’s development goals. Influences WBG-wide decisions on KMLI technology to strengthen WBG’s development impact. Advocates for strong governance related to KMLI technology, in part to ensure information can be easily shared and/or searched across disparate KMLI systems.

Behavioral Competencies

A.. Courage of your Convictions: Leads in a decisive, firm and fair manner, inviting, encouraging, and listening to all other's opinions and suggestions and making decisions based on expertise, data, and an understanding of what is best. Facilitates open debate and remains confident when challenged, stating the rationale for one's views clearly. After stating one's views clearly and confidently, stands by team and organizational decisions regardless of personal viewpoint.

B. Leading the Team for Impact : Obtains the necessary resources to enable the team to do their jobs, including hiring or attracting the best people with the right skills from a diversity of backgrounds and perspectives. Directly addresses performance related issues, consistently motivates team to high performance standards. Looks for ways to differentiate rewards to recognize individual and team performance and give credit where credit is due. Protects the team and their actions/decisions from negative influences when actions/decisions are based on sound judgment and in line with WBG values/mission.

C. Influencing Across Boundaries: Has broad networks and is able to use them to influence indirectly within and outside of own unit or department. Leverages understanding of the informal organizational network in order to develop trusting relationships; for example, knows who influences whom and seeks their involvement in influencing the target audience. Invests personal energy and time in building buy-in to ideas, strategic direction or key decisions. Recognizes that diversity may lead to different opinions and values and ensures that its impact is incorporated into their approach to persuading.

D. Fostering Openness to New Ideas : Invites others into the decision-making process through collaboration, group discussion and debate. Creates an environment in which respect, equity, and positive recognition of differences are cultivated. Adjusts tactics or approach in response to input from others. Requests feedback with the intention of taking action based on consideration of that feedback. Encourages others to seek diverse views from across the organization. Identifies ways to ensure that diversity of thought is incorporated into and strengthens our overall solutions and approaches to problem solving.

E. Building Talent for the Future :Provides challenging stretch assignments to build employee capabilities and increase confidence for handling situations in the future. Broadens others' understanding; for example, exposes them to broader business issues and provides growth opportunities even when this involves risk for meeting short term goals. Encourages others and provides feedback after a setback to help them learn from their experience, expressing confidence in their ability to grow. Takes ownership for people that they develop and promote. Consistently finds ways to identify and spotlight diverse talent and provide them with tangible opportunities to develop and broaden their skill sets.

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