Given the organisation’s stated aim is to combat global hunger, the most important quality required of recruits to the World Food Programme (WFP) is passion for the cause.
“Our people are off the chart in terms of their dedication to the WFP,” says Ruth Grove, the organisation´s deputy director for human resources. “They are incredibly committed to the mandate.”
The WFP, part of the United Nations, every year adds a number of full-time professionals and short-term consultants to its staff of just over 10,000.
The organisation is based in Rome, but 90 per cent of staff work in the poorest countries.
Haiti, hit by a devastating earthquake this year, and Niger, where at least 200,000 children are at risk of malnutrition, are two of the 73 countries in which the WFP distributes aid.
Due to the organisation´s corporate mobility requirement, which means that staff must be prepared to work in any WFP station, vacancies are offered internally in the first instance.
However, if a suitable candidate is not found within the organisation, the position can be posted on the WFP website and outsiders can apply.
Ms Grove says the WFP keeps records of potential recruits in case vacancies do arise. For a position in logistics, she says, the organisation could already have 50 candidates in mind.
What this means in practice is that candidates who have worked in development for the WFP in the past, perhaps as a short-term consultant, would have a greater change of securing a full-time position.
“Because of the nature of our organisation, we do hire a number of staff on short-term contracts. That is one way to get into the Programme,” Ms Grove says.
Proficiency in English as well as one of the WFP official languages, which include French, Spanish, Portuguese, Arabic and Russian, are required.
And while potential recruits are likely to have some background in development, the WFP is also interested in candidates with experience in finance, information technology and engineering.
Ms Grove says: “We want people who have the maturity to work difficult assignments. If they have the mentality, skill-base and commitment we would be interested.”
The WFP also offers opportunities for those at the beginning of their careers.
About 90 internships are awarded each year to both undergraduate and postgraduate students.
In return for a stipend of between $200 and $700, interns spend three to six months learning about the workings of the organisation, although foreign postings are limited to one of the WFP´s safer duty stations.
The WFP also supports a Junior Officer Programme (JOP) in partnership with participating national governments.
JOP recruits work for the WFP for two to three years but have their salaries paid by their government. Most are in their 20s, have postgraduate qualifications and experience working in development issues.
At present the Canadian and French governments have signed up, although the UK has not.
And once inside the organisation, the clear majority of JOP recruits chose to stay on.
According to Ms Grove, commitment to the WFP cause can be gauged by the fact that between 60 and 70 per cent remain with the WFP after the JOP programme has ended.
“A lot of our senior management actually started out on the JOP,” Ms Grove says.
“Our people are off the chart in terms of their dedication to the WFP,” says Ruth Grove, the organisation´s deputy director for human resources. “They are incredibly committed to the mandate.”
The WFP, part of the United Nations, every year adds a number of full-time professionals and short-term consultants to its staff of just over 10,000.
The organisation is based in Rome, but 90 per cent of staff work in the poorest countries.
Haiti, hit by a devastating earthquake this year, and Niger, where at least 200,000 children are at risk of malnutrition, are two of the 73 countries in which the WFP distributes aid.
Due to the organisation´s corporate mobility requirement, which means that staff must be prepared to work in any WFP station, vacancies are offered internally in the first instance.
However, if a suitable candidate is not found within the organisation, the position can be posted on the WFP website and outsiders can apply.
Ms Grove says the WFP keeps records of potential recruits in case vacancies do arise. For a position in logistics, she says, the organisation could already have 50 candidates in mind.
What this means in practice is that candidates who have worked in development for the WFP in the past, perhaps as a short-term consultant, would have a greater change of securing a full-time position.
“Because of the nature of our organisation, we do hire a number of staff on short-term contracts. That is one way to get into the Programme,” Ms Grove says.
Proficiency in English as well as one of the WFP official languages, which include French, Spanish, Portuguese, Arabic and Russian, are required.
And while potential recruits are likely to have some background in development, the WFP is also interested in candidates with experience in finance, information technology and engineering.
Ms Grove says: “We want people who have the maturity to work difficult assignments. If they have the mentality, skill-base and commitment we would be interested.”
The WFP also offers opportunities for those at the beginning of their careers.
About 90 internships are awarded each year to both undergraduate and postgraduate students.
In return for a stipend of between $200 and $700, interns spend three to six months learning about the workings of the organisation, although foreign postings are limited to one of the WFP´s safer duty stations.
The WFP also supports a Junior Officer Programme (JOP) in partnership with participating national governments.
JOP recruits work for the WFP for two to three years but have their salaries paid by their government. Most are in their 20s, have postgraduate qualifications and experience working in development issues.
At present the Canadian and French governments have signed up, although the UK has not.
And once inside the organisation, the clear majority of JOP recruits chose to stay on.
According to Ms Grove, commitment to the WFP cause can be gauged by the fact that between 60 and 70 per cent remain with the WFP after the JOP programme has ended.
“A lot of our senior management actually started out on the JOP,” Ms Grove says.
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