LEGAL VPU

CAREER GUIDE
NAVIGATING YOUR LEGAL
CAREER ACROSS WORLD BANK
CONTENTS

Welcome note from Sandie Okoro, Senior VP

and Group General Counsel 01
Introduction to the New Career Paradigm 02
Examples of Career Development Approaches 03
Career Principles for Legal VPU 04
Shared Responsibility Model 06
Why Career Breadth is Essential 07
How to Build Career Breadth 08
Breadth Building Career Paths 09
Valuable Career Experiences to Gain
as an Associate Counsel and a Counsel 12
Legal Operations Career Paths 17
Career Experience Maps of Legal Counsels 23
Creating the Enabling Environment for
Career Development at the Legal VPU 28
Other Ways to Develop Your Career
/Additional Resources 34
Glossary 35
Acknowledgements
 01

WELCOME

We Partner.
We Innovate.
We Deliver.

Dear colleagues,
I am excited to share with you our new comprehensive World Bank lawyers - in LEG and beyond. The Legal
guide on career development in the Legal VPU! As a Operations career stream covers Legal Analysts, ACS
result of several months of intensive work, involving and other non-lawyer staff and provides them with
current and former colleagues in all LEG units and on new opportunities beyond their current grade levels
all levels, we have designed a Career Framework that (“lifting the ceiling”) while meeting the business
equally addresses our changing business model and needs of the VPU.
your own aspirations as staff. Enabling Environment - The third element is the
First of all, I want to thank all who have contributed enabling environment to create a culture of growth
to this career framework by taking time to participate and development, which is key to bringing this new
through focus groups, interviews, retreats, and gallery framework and all its other elements to life. The right
walks. This framework is the result of excellent team environment to make the best use out of this new
work by the LEG VPU, together with our colleagues framework is an environment of shared responsibility,
from HR who supported us along the way. where the Management Team as a collective, each
In essence, this new framework consists of three individual manager, and each individual staff member,
elements: commit to sharing the responsibility for career
management and embrace a growth-based
Career Principles - First, we established our career career approach.
principles to guide us not only through the
development of this framework, but also through We believe that this approach of growth mindset
its consistent implementation in our VPU. paired with an increasing breadth of experiences
will not only enable us to deliver on our mandate
Career Streams - Second, we present two distinct in the World Bank Group in the best possible way,
career streams in LEG, the Counsel career stream but also lead to highly rewarding and joyful career
and the Legal Operations career stream. The Counsel experiences for staff.
career stream highlights key experiences and paths
that Counsels can follow in their career journey as a
Best wishes,
Sandie
02

INTRODUCTION
TO THE NEW
CAREER PARADIGM
Global organizations are redefining career
growth beyond the traditional upward progression
within a single function or specialty area. In these
organizations, career growth is about building a
diverse portfolio of experiences across the
organization that keep staff skill sets relevant to clients’
needs in a rapidly evolving and increasingly complex
business environment. Career moves to deepen and
broaden skills are a crucial aspect of growth, with many
more opportunities to move laterally than there are through
promotions alone.

A Growth-Based Career Culture A Career Culture Solely Based

Supports Employability on Promotions is not Sustainable
Staff who continuously build skills, gain diverse Organizations are flatter and there are
experiences and broaden their impact are more progressively fewer positions at the top.
valuable internally and externally, and thus, Additionally, more complex business
more likely to achieve successful careers. environments require cross-functional
experiences.
 03

EXAMPLES OF CAREER
DEVELOPMENT APPROACHES

Examples of Individual Objectives Examples of Learning and Career Development Approaches

On the Job Learning

Build confidence More demanding allocation of tasks based on strengths

Increase skills in a specific area Specialization in an assigned area within function

Demonstrate ability to take on additional complex responsibility Stretch assignment

Enhance client engagement skills Invite team members to client meetings

Build exposure to client and country context Enhanced role in mission planning, execution, follow-up

Build breadth, exposure, and networks Coordination role with HQ, hub, other offices or teams

Supplementary Work on Projects, Networks or Cross-Support

Broaden perspective, exposure, and networks Assign to department, VPU or corporate project

Build breadth and broaden global perspective Provide cross-support to another office

Increase depth and broaden networks Provide support to a Knowledge Forum or Community
of Practice

Test new career interest, broaden or deepen specific skills, or Talent Marketplace opportunity
broaden exposure and perspective

Development Assignments

Test interest in and/or prepare for new role, broader exposure Developmental assignment

Explore new areas of career interest, develop targeted skills Swap assignment

Knowledge transfer Short-term assignment to help set up a new office,

train new staff

Peer Learning, Mentoring and Coaching

Learn from others Share and learn in communities of practice or via online social
networking

Gain feedback and insight to accelerate skill development Skills-focused or peer mentoring or apprenticeship

Increase self-awareness and interpersonal or leadership skills Coaching by a more experienced staff

Broaden exposure to perspective/challenges several levels up Shadow arrangement with a more experienced staff

Formal Learning

Develop skills needed for successful career management Career skills training

Develop technical/operational capabilities Technical/operational learning

Professional development (e.g. communication & business skills) Gain self-awareness and develop new leadership skills

Business skills programs and career development programs Leadership training

Gain breadth and broaden technical perspective Workshops, seminars and lunch & learning events

Gain credentials that validate expertise, strengthen reputation and Train-the-trainer

broaden visibility
04

CAREER
PRINCIPLES
FOR LEGAL VPU
The Career Management approach in
LEGAL VPU follows four main principles.
These principles guide our efforts to
build sustainable careers for Legal Staff
at the World Bank Group (WBG),
develop our talent strategically and
increase job satisfaction of staff.
 05

CAREER PRINCIPLES
FOR LEGAL VPU

Starting Point(s)

Destination

PRINCIPLE 1
CAREER OPPORTUNITIES ALIGN BUSINESS NEEDS
AND STAFF CAREER GOALS

BUSINESS BUSINESS NEEDS & STAFF GOALS STAFF

NEEDS GOALS

PRINCIPLE 2
CAREER MANAGEMENT IS SHARED RESPONSIBILITY
BETWEEN STAFF AND MANAGERS
FAIRNESS & TRANSPARENCY

FREE MANAGED MARKET COMPLETELY

MARKET MANAGED

PRINCIPLE 3
CAREER DEVELOPMENT INCLUDES TECHNICAL DEPTH
& BREADTH OF EXPERIENCE

TECHNICAL DEPTH & BREADTH ORGANIZATIONAL

DEPTH BREADTH

PRINCIPLE 4
STAFFING PLANS BLEND STRATEGIC BUILD
OF INTERNAL CAREERS & EXTERNAL HIRES

ACQUIRE SKILLS STRATEGICALLY BUILD INTERNAL & DEVELOP SKILLS

EXTERNALLY ACQUIRE EXTERNAL INTERNALLY
06

SHARED RESPONSIBILITY MODEL

HRBP

MANAGEMENT TEAM MANAGER STAFF

(LEADERSHIP) (SUPERVISOR)

Sets the strategy and Utilizes opportunities Owns the responsibility

provides opportunities and tools to provide for navigating the
and tools to empower support at the individual process for personal
Tools at Career
and support employees. level. Takes the time to growth, development, Development
customize goals and and learning. Website

feedback based on
individual’s needs.

v CAREER MANAGEMENT

k OLC

“ WBG work is very interesting

and fulfilling. The environment
cannot be replicated. There
are a wide variety of diverse
opportunities to learn and
grow if you are open to lateral
career experiences.”

LEAD COUNSEL, HQ
 07

WHY CAREER BREADTH

IS ESSENTIAL
Career breadth means to have a wide range
of knowledge, skills, and abilities in addition
to technical expertise (career depth). Career
breadth is important for a number of reasons:

Increasing importance of talent agility Changing nature of work

> Fast-changing environment for WBG > Lifetime employment in one organization
requires ability to shift resources with is increasingly rare
minimum disruption and delay > Individuals’ long-term economic security
> Individuals’ ability to adapt to new should be bolstered by employability in
demands allows WBG to leverage the broader labor market
existing talent > Career architecture is shifting to a less
top-heavy, pyramid structure
Focus shift from unit work programs > There are several opportunities for
to flexible teams lateral growth
> Increasing need to organize in cross-
functional teams for cross-cutting
approaches (MFD, FCV, Climate,
Disruptive Technologies)

MULTIPLE WAYS TO ACHIEVE

CAREER BREADTH

WBG

LEGVPU

Breadth in
a LEG specialty Breadth across LEG Breadth across WBG
Building specialized Developing skills and Broadening skills and
skills in LEG operations networks across LEG networks across WBG
or corporate functions for breadth of operations and Breadth outside WBG
functions LEGVPU services corporate functions Developing skills and
networks externally
(government, academia,
development industry,
specialty associations,
external assignments)
08

HOW TO BUILD
CAREER BREADTH

Career breadth can be achieved in many

different ways. One way to gain breadth
is by stepping outside one’s current job,
whether through a temporary assignment or
a full change of position, as demonstrated
on the left below. Gaining breadth is also
possible while staying on the same job
through cross-functional work or participation
in corporate initiatives, as demonstrated on
the right below.

BROADEN SKILLSET BROADEN PERSPECTIVE BROADEN EXPOSURE

CAREER PATHS EXISTING TOOLS

MOBILITY AT EXTERNAL COUNTRY OFFICE EXTEND

ALL LEVELS ASSIGNMENT ASSIGNMENT FOR 2+ YEARS WBG NETWORK

with LEG specialty

across LEG REPRESENT LEG ON WBG
across WBG MOVEMENT
CORPORATE INITIATIVE OR
outside WBG ACROSS WBG ESTABLISH
TEMPORARY CROSS-SUPPORT
CREDIBILITY WITH
EXTERNAL CLIENTS

MOVEMENT THEMATIC
ACROSS LEG GROUPS
LEVERAGE LEG
ALUMNI NETWORK BE A SOLUTION
PARTNER
WORK ON WBG CROSS-FUNCTIONAL TEAM
INITIATIVES/PRODUCTS ON AD HOC ISSUE
 09

BREADTH
BUILDING
CAREER PATHS
> Identify broad career goal (e.g., Legal
management, Legal specialist, WBG
Operations role, WBG Corporate role)
> Consider competitiveness factors
specific to the identified broad
career goal
> Identify targeted experiences that
can be gained in current role
> Identify breadth building experiences
that will increase competitiveness for
future opportunities

“ When decentralized, you

are completely immersed in
day-to-day-operations, clients'
needs, a unique set of issues
and management of staff. In this
environment, leadership skills
probably develop at a faster
rate.”

SENIOR COUNSEL, COUNTRY OFFICE

10

WAYS TO ATTAIN CAREER GOALS

Breadth Builder

IF YOUR GOAL IS TO GROW INTO A

FUTURE LEGAL MANAGEMENT ROLE Targeted Experience

Competitiveness Factors

DIVERSE ASSIGNMENTS ACROSS EXPERIENCE WITH MULTIPLE REGIONS

CROSS-LEGAL
LEGAL (OPERATIONS, FINANCE, OR PRODUCTS
PERSPECTIVE
ADMINISTRATION)

MANAGING MENTORING JUNIOR

CORPORATE THOUGHT LEADERSHIP OF
LEADERSHIP AND / OR NEW THEMATIC GROUP
RESOURCES LAWYERS

DEEP KNOW CLIENTS’ CONTEXT

UNDERSTANDING & ABLE TO PROVIDE SOLUTIONS EMBEDDING IN CLIENT TEAM (CO-LOCATION,
OF CLIENT TO COMPLEX ISSUES REGULAR PARTICIPATION IN MT MEETINGS, ETC.)
PERSPECTIVES AUTONOMOUSLY

IF YOUR GOAL IS TO GROW INTO A

LEGAL OR WB OPERATIONS ROLE

Competitiveness Factors

WB OPERATIONS
EMBEDDED ADVISORY ROLE PARTICIPATION IN CROSS-FUNCTIONAL CRISIS
KNOWLEDGE
ON REGIONAL/COUNTRY TEAM RESPONSE TEAM
& NETWORK

MANAGING
CORPORATE THOUGHT PARTICIPATION IN WBG CORPORATE
RESOURCES LEADERSHIP INITIATIVE

DEEP
PARTICIPATION IN THEMATIC ESTABLISHING CLIENT PROXIMITY: EMBEDDING
UNDERSTANDING
GROUP OR OTHER IN CLIENT TEAM (CO-LOCATION, REGULAR
OF CLIENT
CROSS-FUNCTIONAL TEAM PARTICIPATION IN MT MEETINGS, ETC.)
PERSPECTIVES
 11

WAYS TO ATTAIN CAREER GOALS

Breadth Builder
IF YOUR GOAL IS TO GROW INTO A
LEGAL SPECIALIST (LEGIA) Targeted Experience

Competitiveness Factors

DEEP HANDLE CLIENT PORTFOLIO

UNDERSTANDING ACROSS MULTIPLE AREAS PROVIDE SHADOW OPPORTUNITY FOR
OF LEGIA (INHERENT IN COUNSEL OUTSIDE LEGIA
FUNCTIONAL LEGIA WORK PROGRAM)
AREA

MANAGING PARTICIPATE IN REPRESENT WBG IN OTHER MANAGE A COMPLEX

CORPORATE CROSS-FUNCTIONAL MFI CONSULTATIONS TRIBUNAL CASE
RESOURCES WORKING GROUP

DEEP
PROVIDE PROJECT
UNDERSTANDING SHORT-TERM SWAP ASSIGNMENT WITH
CROSS-SUPPORT FOR
OF CLIENT OPERATIONS LAWYER
LEGAL COUNTRY TEAM
PERSPECTIVES

IF YOUR GOAL IS TO GROW INTO A

LEGAL SPECIALIST (LEGFI, LEGSG)

Competitiveness Factors

DEEP
UNDERSTANDING DEVELOP IN-DEPTH EXPERTISE PARTICIPATE IN BOARD/MANAGEMENT REVIEW
OF UNIT IN ONE OR MORE CORE FINANCIAL OF NEW INITIATIVE
FUNCTIONAL TRANSACTIONAL PORTFOLIOS
AREA

DEEP
UNDERSTANDING PARTICIPATE IN MULTI-VPU TEAM
OF FINANCE/ PARTICIPATE IN BOARD/MANAGEMENT REVIEW
ON NEW FINANCIAL PRODUCT OF NEW FINANCIAL PRODUCT
INFRASTRUCTURE
PARTNER CLIENTS

DEEP PARTICIPATE IN MULTI-VPU

UNDERSTANDING TEAM ON NEW INITIATIVE AT PARTICIPATE IN BOARD/MANAGEMENT REVIEW OF
OF WBG CLIENT INTERSECTION OF OPERATIONS NEW FINANCIAL/OPERATIONAL INITIATIVE
PERSPECTIVE AND FINANCE
12

VALUABLE CAREER
EXPERIENCES TO GAIN BEFORE
JOINING LEGAL VPU

1. Law Firm/In-house counsel PRE-BANK EXPERIENCES OF CURRENT

LEGAL STAFF
> Drafting
> Transactional work
> Conflict resolution
8%
> Consulting skills
> Private sector experience
18% 41%
2. Country experience
> Understanding country context
and borrower needs

3. Government/
NGO experience 33%
> Understanding cultural nuances,
negotiation skills, and politics
> Understanding public
sector operations Law firm/In-house counsel
> Transactional and drafting Country experience
experience
Government/NGO experience
4. Development/commercial bank Development/commercial bank experience
experience

“ You need to get out of your

comfort zone to grow”

MANAGER, OPERATIONS
(FORMER LEAD COUNSEL)
 13

VALUABLE CAREER EXPERIENCES

TO GAIN AS AN ASSOCIATE
COUNSEL AND A COUNSEL

1. Developing knowledge of WBG products 4. Representing Legal in Country Office team

and processes with GG/GH colleagues
> Learning organizational structures: WBG > Building relationships/increasing visibility
products, loans, offers, who is who, etc.
> Cross-support with OPCS/DFI and other 5. Seeking opportunities to gain experience in
relevant Bank units other areas of Legal
> Task Team experience > Shifting from Finance/Treasury/
Development Finance to Bank Policy/
2. Leveraging pre-Bank experiences Operations
> Drafting, transactional work > Shifting between regions
> Project management > Field work
> Consulting
> Industry experience/knowledge 6. Building experience with government
clients
> Developing a niche/specialty
> Field work
> Task Team experience
3. Volunteering to support key initiatives as a
way to observe and raise visibility
> Law Justice and Development Week,
Diversity and Inclusion Advisors,
Recruitment Committee, Legal Reform
Project
> Cross-support with OPCS
> FCV projects
LS
IL
SK
&
CE
EN
RI
PE
EX
14

VALUABLE CAREER
EXPERIENCES TO GAIN
AS A SENIOR COUNSEL

1. Advisory/Negotiations 4. Leadership
> Advising client on increasingly complex > Mentoring junior lawyers
issues autonomously
> Leading the development of a new
> Advising government partners process or instrument (For example:
autonomously Initiating and implementing a new training
program for the staff)
> Participating/contributing in critical
government negotiations in a difficult > Taking responsibility/volunteering within
country (For example: During the LEGVPU and/or in the Board (For
restructuring, reforms, post-crisis, example: Audit committee, budget
post-conflicts) committee)
2. Transactional Work 5. Operational Expertise
> Being a very effective writer: Summarizing > Building operational breadth by working
and presenting difficult patterns/terms in multiple regions or country offices
articulately
> Applying operational experience to policy
3. Specialty Expertise advisory role and vice versa
> Deepening and continuing to build upon > Building expertise and visibility by taking
expertise in original specialization area responsibility in a critical field location /
region
> Building expertise and visibility via
participation in a high profile or critical > Participating in a cross-functional
project partnership with VPU client (For example:
Cross-organizational steering committee;
> Leading critical portfolios successfully
IFC finance project; WDR)
and independently
> TTL experience

“ It’s very important to have a

EX
PE

mentor or a role model whom

RI
EN

you can look up to and visualize

CE

your career trajectory”

&
SK
IL
LS

LEAD COUNSEL, HQ
 15

IMPORTANT SOFT-SKILLS
TO OBTAIN AND DEVELOP

1. Taking Initiative/Being Proactive 7. Emotional Intelligence

> Seek opportunities, challenges > Sociability
> Create, improve, build, collaborate > Tactfulness
> Do your own job crafting > Diplomacy
> Healthy Assertiveness
2. Building Trust
> With clients and colleagues 8. Being Accountable
> For own performance, career, and
3. Client Orientation: Solution Oriented deliverables
Mindset > For team’s mission and development
> Don’t be perceived as the gate keeper
> Sincerely engage with clients and 9. Autonomy
understand their perspectives and
problems
10. Self-Awareness
> Provide creative solutions
> Know how and when to balance life
> Know limitations and strengths and
4. Open-Mindedness adjusting accordingly
> Be open to new offers, opportunities, and
challenges even if they seem to divert
from personal career aspirations 11. Honesty

5. Leadership/Supervisory Skills

6. Appreciation and Pride for the Institution

and Opportunities

“ Diversity of experience makes

you a better lawyer”
LS
IL
SK
FT

LEAD COUNSEL, HQ
SO
16

THE JOURNEY OUTSIDE

THE LEGAL VPU
THE DIASPORA POINT OF VIEW

To develop the Legal Career Framework, we

spoke to several people who started their careers
in Legal VPU and moved to other parts of the
Bank, and we asked about their transition
experiences.

WHY DID THEY SEEK DIASPORA HOW DID THEY MAKE IT HAPPEN?
EXPERIENCE?

> To increase breadth and alternative paths > Working as an operational lawyer: Building
for promotion relationships with TTLs, clients, governments
> To better understand clients’ needs and > Decentralized experience working with
perspective other units
> To better understand the Bank’s operations > Taking responsibility in a novel/innovative
and functions project working with other VPUs
> To maintain/develop their original specialty > Being led/supported by a manager
area: water, finance, etc.
> Improving relationships/networking:
> To be more involved in the Bank’s operations: DAIS, BBLs, etc.
project management, etc.
> Rotating often, developing diverse set of
> Did not seek a position outside Legal VPU but skills, taking many lateral career moves
client relationships led to an invite and did not
> Accumulating solid policy knowledge
want to turn down
> Gaining trust, credibility among clients
and colleagues

“ Find what works for you

and do what you love. I have
special interest in institutional
history. I voluntarily present
and teach my knowledge
at WBG”

LEAD COUNSEL, HQ
 17

LEGAL
OPERATIONS
CAREER PATHS
The career paths for the Legal Operations > Knowledge Management
career stream laid out in the following • Take responsibility to effectively capture,
pages, are designed to: manage, and facilitate task-relevant
knowledge
> illustrate how different job roles can
provide valuable experiences that > Risk Management
prepare staff for key positions, • Anticipate issues that may jeopardize the
success of a task and recommend and
> enable staff to navigate their way
implement proactive solutions
through the organization by providing
illustrative career paths to key roles, > IT Interface
> show several examples of strategic • Provide support and leadership on the
implementation of new IT solutions
career building moves and are designed
to open thinking and stimulate • Evaluate and test new systems
discussion. • Train legal team and recognize user
experience

The Legal Operations career stream requires

certain cross-cutting skills for all roles.
These include:
> Team and Project Management
• Coordinate the efficient delivery of specific
tasks in a timely manner
• Resolve conflicts among team members
• Set measurable goals, supervise the
implementation of tasks, and evaluate
performance of a specific legal task
> Exemplary Communication Skills
• Build positive, nurturing relationships
within team
• Establish effective and professional
communication channels within team
and with outside stakeholders
18

ILLUSTRATIVE CAREER PATHS TO LEGAL OPERATIONS

PORTFOLIO & RISK

Prospective GF role (based on business need and budget)
for Management Team support on monitoring portfolio,
improving LEG operational effectiveness, and managing risk
GF

Operations Officer Legal Operations

LCR Officer* LEGVP

Continue to broaden experience and knowledge

of LEG clients and services in all aspects of
Bank project work and Operations policy
GE and procedures

Operations Analyst Legal Analyst Operations Analyst

LCR LEGOG Unit 4 LCR
DAIS/Swap

GD

Paralegal Paralegal Volunteer to support

LEGOG Unit 2 LEGOG Unit 3 cross-functional legal
special isue team
(e.g., Ebola crisis)

GC
Program Assistant Program Assistant Consultant
LEGVP Unit LEGOG Unit 1 LEGOG Unit 1
Corporate
Functions

LEGFI: Corporate Finance

POSITION OUTSIDE LEG VPU
LE GVP U

LEGIA: Institutional Administration

Switch to corporate programs for broader LEGKL: Knowledge & Learning
LEG POSITION LEGRL – Records and Library
view of Bank projects; find potential ways
LEGOG: Operations Group
EXTERNAL POSITION to leverage prior experience to improve ICOIO – Conflict of Interest
UNIT CHANGE business process LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
Progression is based on business need & successfully LEGEN – Environmental & International Law
demonstrating required criteria/experiences LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
 19

ILLUSTRATIVE CAREER PATHS TO LEGAL OPERATIONS

PROJECT OPERATIONS TRACK

Prospective GF role (based on business need and budget)
for Operations Officer to support projects led by LEG staff

GF
Operations Officer Legal Operations
AFRDE Officer*
LEGVP

GE
Operations Analyst Legal Analyst
AFRDE LEGOG Unit 3 Pursue training & on-the-job learning opportunities
to build skills in monitoring and evaluation. Join
development assignments i.e. HDVP

GD
Paralegal Paralegal Senior Operations
Leverage previous LEGOG Unit 2 LEGOG Unit 3 Assistant AFRDE
project support
experience in new
region with diverse
set of country issues

Rotate/DAIS to regional unit for

GC client-side perspective of project work

Program Assistant Program Assistant

Explore interest in LEGVP Unit LEGOG Unit 1
institutional law track; Corporate
develop base level Functions
experience in multiple
legal disciplines

GB
Consultant Team Assistant
LEGOG Unit 1 LEGOG Unit 1

LEGFI: Corporate Finance

POSITION OUTSIDE LEG VPU Progression is based on business need & successfully
LE GVP U

LEGIA: Institutional Administration

demonstrating required criteria/experiences LEGKL: Knowledge & Learning
LEG POSITION
LEGRL – Records and Library
EXTERNAL POSITION LEGOG: Operations Group
ICOIO – Conflict of Interest
UNIT CHANGE LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
20

ILLUSTRATIVE CAREER PATHS TO LEGAL OPERATIONS

SPECIALIST TRACK
*This illustrative career path applies to all speciality areas.

GF
Legal Operations Prospective GF role (based on business need
Officer and budget) for non-legal finance role requiring
LEGFI specialized education and/or experience

GE

Participation in LEG Legal Analyst

Thematic Group LEGFI

Deepen understanding of internal client

Develop holistic view of LEG work perspective and practices; raise visibility
and LEGFI’s place in the whole; gain and build credibility with client
GD understanding of LEGFI contribution
to complex issue; interact at a
substantive level with peers and
lawyers in other parts of LEG
Paralegal Cross-VPU working
LEGFI group with TRE

GC

Consultant Program Assistant Program Assistant Program Assistant

LEGFI LEGFI LEGFI MNA

DAIS/Swap

POSITION OUTSIDE LEG VPU Progression is based on business need & successfully
demonstrating required criteria/experiences Work with manager to arrange a DAIS or swap
LEG POSITION
assignment in LEG to explore area of
EXTERNAL POSITION professional interest
UNIT CHANGE
 21

ILLUSTRATIVE CAREER PATHS TO LEGAL OPERATIONS

KNOWLEDGE MANAGEMENT

GF
Knowledge Management Knowledge Prospective GF role (based on business
Officer Management Officer* need and budget) for non-legal information
CPMKL LEGKL management role supporting the front office
legal operations.

Take active role in knowledge management and

technology management projects. Seek for
DAIS and swap opportunities in LEGRL.
GE Improve curriculum design and presentation skills.

Seek public speaking KM Analyst Record and Archives Legal Analyst

and presentation LEGKL Analyst LEGOG Unit 2
opportunities. LEGRL

GD

Information Assistant Program Assistant Paralegal

LEGRL LEGOG Unit 1 LEGOG Unit 2

Seek DAIS and training opportunities in knowledge Seek DAIS and training opportunities.
management, technology management. Get legal support education, paralegal
GC Get teaching/learning education/certifications. certification, etc.

Team Assistant Consultant

LEGOG Unit 1 LEGOG Unit 1

POSITION OUTSIDE LEG VPU Progression is based on business need & successfully LEGFI: Corporate Finance
LE GVP U

LEGIA: Institutional Administration

demonstrating required criteria/experiences
LEG POSITION LEGKL: Knowledge & Learning
LEGRL – Records and Library
EXTERNAL POSITION LEGOG: Operations Group
ICOIO – Conflict of Interest
UNIT CHANGE LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
22

ILLUSTRATIVE CAREER PATHS TO LEGAL OPERATIONS

WBG ADMINISTRATIVE TRACK

GE

Board Operations
Analyst SEC

Multiple lateral moves can ultimately position

you for growth opportunities in specialized
corporate units
GD

Senior Executive Senior Executive Senior Executive Special Assistant (DC)

Assistant Assistant Assistant SEC
GTD LEGVP MD Office

Explore the possibility of blending Leverage Front Office network and high-level
admin work with project support, corporate view to move to a role that will
GC expanding options for future
growth in Operations
expand your visibility and contacts

Program Assistant Program Assistant

LEGVP LEGOG Unit 1

GB

Consultant Team Assistant

LEGOG Unit 1 LEGOG Unit 1

LEGFI: Corporate Finance

POSITION OUTSIDE LEG VPU Progression is based on business need & successfully
LE GVP U

LEGIA: Institutional Administration

demonstrating required criteria/experiences LEGKL: Knowledge & Learning
LEG POSITION
LEGRL – Records and Library
EXTERNAL POSITION LEGOG: Operations Group
ICOIO – Conflict of Interest
UNIT CHANGE LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
 23

CAREER
EXPERIENCE
MAPS OF LEGAL
COUNSELS
In this section, we have developed
illustrated experience maps of the current
legal staff who have navigated across
Legal VPU and WBG to build their breadth
and depth of experience. These career
experience maps were developed based
on interviews and consultations with
current counsels.
24

CAREER PATHS FOR OPERATIONAL LAWYER ROLES

This map illustrates the past experiences of current counsels and not prescriptive. The Breadth-Building Blocks on Page 8 are
designated to help staff plan their own career paths that may be similar or different from the map below.

1. Rotate across units within the LEG VPU

2. Experience more than one region/group/specialty
3. Seek country experience
4. Take responsibility in cross-functioning teams

GH Country
Manager
Chief
Counsel
Lead
Counsel
Lead
Counsel
Progression to these roles is LEGOG LEGVP LEGOG LEGOG
Unit 4 Unit 4 Unit 4
based on business need, budget,
and successfully demonstrating
required criteria/experiences
Lead/Chief
Counsel
Take responsibility in TTL teams while cultivating LEGOG
cross-functional relationships. Increased Unit 4
fungibility across LEG to act as Chief Counsel
when needed

GG
Senior Senior Senior Senior
Counsel Counsel Counsel Counsel
LEGOG LEGOG LEGOG LEGOG
Unit 3 Unit 2 Unit 4 Unit 4

Senior Senior
Counsel Counsel
LEGOG LEGOG
Unit 4 Unit 2

GF
Counsel Counsel Consultant Counsel
LEGOG LEGOG Pre-Bank LEGOG LEGOG
Unit 1 Unit 1 Employment Unit 1 Unit 1

GE
Associate
Counsel
LEGOG
Unit 1

LEGFI: Corporate Finance

FIELD POSITION DEPARTMENT CHANGE
L E GVPU

LEGIA: Institutional Administration

HQ POSITION VPU CHANGE LEGKL: Knowledge & Learning
LEGRL – Records and Library
CONSULTING POSITION MOVE ACROSS INSTITUTIONS LEGOG: Operations Group
ICOIO – Conflict of Interest
IFC, IBRD, MIGA
EXTERNAL POSITION LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
 25

CAREER PATHS FOR LEGAL CORPORATE FUNCTIONS

This map illustrates the past experiences of current counsels and not prescriptive. The Breadth-Building Blocks on Page 8 are
designated to help staff plan their own career paths that may be similar or different from the map below.

1. Master operational policy knowledge 1. Master operational policy knowledge

2. Experience regional operations 2. Take responsibility in a cross-functional team with
3. Take responsibility in a cross-functional team Institutional Administration
with institutional administration 3. Combine Development Finance specialty with
4. Seek country experience to understand full operational policy knowledge
project cycle and gain managerial experience
High risk, high visibility responsibility
during post-conflict restructuring
with novel issues in a country
GH
Progression to these roles is Lead/Chief Lead/Chief Lead Lead Lead
based on business need, budget, Counsel Counsel Counsel Counsel Counsel
and successfully demonstrating LEGVP Unit LEGVP Unit LEGOG LEGVP Unit LEGOG
Corporate Corporate Unit 1 Corporate Unit 3
required criteria/experiences
Functions 1 Functions 1 Functions 1

Provide risk-benefit
analysis and come
up with innovative
approaches
GG
Senior Counsel Senior Senior
LEGVP Unit Counsel Counsel
Corporate LEGIA LEGOG
Functions 1 Unit 2 Unit 2

Senior Senior Senior Senior Senior

Counsel Counsel Counsel Counsel Counsel
LEGIA LEGOG LEGOG LEGOG LEGOG Senior Senior
Unit 1 Unit 2 Unit 3 Unit 1 Unit 2 Counsel Counsel
LEGOG LEGOG
Unit 2 Unit 1

GF
Counsel Consultant Counsel Counsel
LEGIA LEGOG Pre-Bank LEGVP Unit LEGVP Unit
Unit 1 Unit 1 Employment Corporate Corporate
Functions 1 Functions 2

Take responsibility in highly critical

projects. Post financial crisis regulatory
GE work. Represent the Bank externally;
Gain recognition. Innovatively create new
programs and processes
Associate
Counsel
LEGOG
Unit 1

LEGFI: Corporate Finance

FIELD POSITION DEPARTMENT CHANGE
LE GVP U

LEGIA: Institutional Administration

HQ POSITION VPU CHANGE LEGKL: Knowledge & Learning
LEGRL – Records and Library
CONSULTING POSITION MOVE ACROSS INSTITUTIONS LEGOG: Operations Group
IFC, IBRD, MIGA ICOIO – Conflict of Interest
EXTERNAL POSITION LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
26

CAREER PATHS FOR WORLD BANK CORPORATE FUNCTIONS

AND BACK TO THE LEG VPU
This map illustrates the past experiences of current counsels and not prescriptive. The Breadth-Building Blocks on Page 8 are
designated to help staff plan their own career paths that may be similar or different from the map below.

1. Rotate across units within the LEG VPU

2. Cultivate your specialty/niche within your department while networking
with other units/departments requiring the same technical skills
3. Seek DAIS

Facilitate pre-Bank specialty

GH to support other units or create
a new department/tool/
Progression to these roles is procedure in the Bank, e.g.
based on business need, budget, interrogation, investigation

and successfully demonstrating

required criteria/experiences

Lead Co-ordinator Special Rep. Lead/Chief

Counsel Conflict to UN EXT Counsel
LEGOG Resolution LEGOG
Unit 1 Unit 2

GG

Senior Counsel Senior Strategy Senior Counsel

LEGVP Unit Officer Institutional LEGVP Unit
Corporate Functions 1 Integrity Corporate Functions 1
/LEGOP /LEGOP Senior Senior
Counsel Counsel
LEGOG LEGOG
Unit 1 Unit 2

GF
Counsel Counsel Counsel
IFAD Rome Legal
LEGVP Unit Pre-Bank LEGOG LEGOG
Department/UN/
Corporate Employment Unit 1 Unit 2
University research
Functions 1

GE Upon mastering Bank’s legal

Associate framework seek external
Counsel experiences to gain perspective
LEGOG
Unit 1

LEGFI: Corporate Finance

FIELD POSITION DEPARTMENT CHANGE
LE GVP U

LEGIA: Institutional Administration

LEGKL: Knowledge & Learning
HQ POSITION VPU CHANGE
LEGRL – Records and Library
CONSULTING POSITION MOVE ACROSS INSTITUTIONS LEGOG: Operations Group
ICOIO – Conflict of Interest
IFC, IBRD, MIGA
EXTERNAL POSITION LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
 27

CAREER PATHS FOR WORLD BANK OPERATIONS

This map illustrates the past experiences of current counsels and not prescriptive. The Breadth-Building Blocks on Page 8 are
designated to help staff plan their own career paths that may be similar or different from the map below.

1. Rotate across units within the LEG VPU

2. Experience more than one region
3. Get country experience
4. Build credibility with clients by adding solution focused value
5. Seek DAIS
Chief Counsel Path: Demonstrating institutional and
Demonstrating fungibility, leadership, operational breadth in innovative
engagement and commitment by ways in challenging tasks
GH Progression to these roles is
leading cross-functional teams,
based on business need, budget, volunteering, training and mentoring
and successfully demonstrating
required criteria/experiences

Regional Lead Counsel Operations Lead Manager

Safeguards LEGVP Unit Advisor Counsel Operations
Adviser Corporate OPCS LEGOG LEGOG
OPS Functions 1 Unit 3 Unit 3

Cross-functionl team involvement

to understand other units and be a
fungible lawyer across the unit
GG
Senior Senior Senior Counsel Country Senior Senior Gov.
Counsel Counsel LEGVP Unit Lawyer Counsel Specialist
LEGVP LEGOG Corporate LEGOG LEGOG Governance
Unit 1 Functions 1 Unit 1 Unit 3 Reorg

Senior Senior
Master operational policy Field operations experience and improving
Counsel Counsel
knowledge/determine managerial skills while building increased
LEGOG LEGJR
innovative ways to visibility across units and more senior staff
Unit 2
contribute operations

GF Counsel Consultant Consultant Counsel

LEGOG LEGOG Pre-Bank LEGJR LEGJR
Unit 1 Unit 1 Employment

Learn Bank’s legal framework

GE and regional operations

Associate
Counsel
LEGOG
Unit 1

LEGFI: Corporate Finance

FIELD POSITION DEPARTMENT CHANGE
L EGVP U

LEGIA: Institutional Administration

HQ POSITION VPU CHANGE LEGKL: Knowledge & Learning
LEGRL – Records and Library
CONSULTING POSITION MOVE ACROSS INSTITUTIONS LEGOG: Operations Group
IFC, IBRD, MIGA ICOIO – Conflict of Interest
EXTERNAL POSITION LEGAM – Africa/MENA
LEGES – EAP/SAR
LEGDF – Development Finance
LEGLE – LCR/ECA
LEGEN – Environmental & International Law
LEGSG – Structured Finance & Guarantees
LEGOP – Operational Policy
28

CREATING THE ENABLING

ENVIRONMENT FOR CAREER
DEVELOPMENT AT THE LEGAL VPU

BUILDING PILLARS

To support the successful implementation of

the Legal Career Framework, the Legal VPU
is committed to creating the necessary
enabling environment focusing on the
following five pillars:

Actions to increase
communication,
effectiveness and trust

TRANSPARENCY
Ways to increase morale,
acknowledge good Opportunities for VPU and
performance, and create WBG wide fungibility and
promotion alternatives improved market value
proposition

RECOGNITION BREADTH

Available and custom Ways of providing

designed tools and continuous mentoring and
platforms to help make support for achieving staff
career decisions and plans growth and career goals
CAREER SUPPORT
DEVELOPMENT
 29

ENABLING ENVIRONMENT
BUILDING PILLARS TRANSPARENCY

RECOGNITION BREADTH

TRANSPARENCY CAREER
DEVELOPMENT
SUPPORT

MANAGEMENT MANAGER STAFF

ACTION DESCRIPTION TEAM (MT)

PERIODIC COMMUNICATION
(i.e. Newsletter)
Provide periodic communication from LEGVP clearly stating
business needs and budget in relation to career mobility
actions (promotion, lateral moves, DAIS, cross-support, etc.)
3 3
across LEG. Share updates on promotion/selection
decisions.

TALENT MARKETPLACE Post talent opportunities to the online platforms to

demonstrate fair dissemination of opportunities. 3 3
CAREER GUIDE MT to emphasize the shared responsibility for career
management. Use the Career Guide whether as a MT,
Manager, or staff member to inform and identify next
3 3 3
assignment planning for staff member to maximize staff
development (e.g. gaining more breadth across LEG, depth in
a LEG unit or movement outside of LEG).

SEEK FEEDBACK
(i.e. Surveys, Focus Groups)
Be open to and seek input from all stakeholders
in the unit. 3 3
CONTINUOUS CAREER
CONVERSATIONS
Emphasize the communicated VPU goals and needs.
Provide customized feedback for what that means for the
staff and provide guidance on what to focus on, what to
3
learn, etc.

EFFECTIVE CAREER
CONVERSATIONS
Take ownership to follow up with the manager for
candid conversations. Ask questions. Share goals.
Seek opportunities.
3
30

ENABLING ENVIRONMENT
BUILDING PILLARS TRANSPARENCY

RECOGNITION BREADTH

BREADTH CAREER
DEVELOPMENT
SUPPORT

MANAGEMENT MANAGER STAFF

ACTION DESCRIPTION TEAM (MT)

FRONTLINE PARTNERSHIPS Build relationships with other VPUs in WB Operations and

LEG Diaspora leadership to encourage future career
mobility for LEG staff. Invite LEG Diaspora to Legal Week,
3
Town Halls, training opportunities. Organize LEG
networking sessions with Senior Leadership across WBG;
Panel discussions with LEG alumni to share their career
journeys.

TALENT
MARKETPLACE
As part of Performance objectives, set an objective for all
LEG Managers to post Talent Marketplace opportunities in
the online platform to show transparency of career
3 3
opportunities and to help LEG staff and Diaspora build
breadth. Encourage frontline partners to reciprocate
opportunities.

STAFF MOBILITY
STRUCTURE
Provide opportunities and options for staff to move around
the LEGVPU and country offices. 3 3
STAFF MOBILITY Provide customized feedback for mobility options within the
VPU and country offices. Provide support and flexibility to
attain these developmental goals.
3 3
JOB CRAFTING Take responsibility in researching possibilities, expanding
networks, making use of opportunities to grow new skills,
understand necessary competencies, and create a career
3
map for development.

NETWORKING Actively seek and build relationships to create volunteering,

on-the-job learning, and mobility opportunities. 3
THEMATIC GROUPS Share opportunities and encourage participation by providing
work schedule balance to support staff in having time to join
these groups.
3 3 3
 31

ENABLING ENVIRONMENT
BUILDING PILLARS TRANSPARENCY

RECOGNITION BREADTH

SUPPORT CAREER
DEVELOPMENT
SUPPORT

MANAGEMENT MANAGER STAFF

ACTION DESCRIPTION TEAM (MT)

TALENT REVIEW GUIDANCE Provide orientation to and encourage managers on how to

listen to staff’s career aspirations, give guidance, and
support to help balance current work load.
3
TALENT REVIEW Walk the talk of the Career Principles. Take the time to
learn and understand staff individual career goals,
aspirations, and provide support and guidance. Provide
3
candid and clear feedback to the alignment of VPU goals
and staff aspirations. Invest in talent development by
sharing feedback from talent discussion with staff.

MENTORING Assign more tenured or outstanding performers to provide

regular mentorship to staff with their career goals. Use this
role as a way to recognize Senior staff as well.
3 3
JOB CRAFTING Own responsibility in building relationships, sharing career
goals and aspirations with the manager and colleagues. 3

CAREER DEVELOPMENT

MANAGEMENT MANAGER STAFF

ACTION DESCRIPTION TEAM (MT)

STAFF MOBILITY Provide incentive to managers who successfully develop

their staff and grow talent that the VPU can leverage. 3
LEARNING AND
DEVELOPMENT SUPPORT
Contribute actively to staff development. Provide honest
feedback (also increases transparency) and allow staff to
participate in learning experiences and development
3
activities.

JOB CRAFTING Utilize the guide, opportunities, and networks to build own
career trajectory. 3
LEARNING AND
DEVELOPMENT
Seek and be open to honest feedback and use it as lessons
learnt. Develop skills actively and seek opportunities to learn
and grow.
3
GROWTH MINDSET Embrace a growth mindset rather than a fixed mindset and
seek continuous learning (i.e. experiential, academic, etc.)
opportunities.
3
32

ENABLING ENVIRONMENT
BUILDING PILLARS TRANSPARENCY

RECOGNITION BREADTH

RECOGNITION CAREER
DEVELOPMENT
SUPPORT

MANAGEMENT MANAGER STAFF

ACTION DESCRIPTION TEAM (MT)

PERFORMANCE REVIEW
PREPARATION
Include language in managers' performance objectives to
ensure they prioritize staff career development. This may
involve ensuring all managers have career conversations
3 3
with their staff; have their staff complete career
preferences and development plans in the new Compass
module. Staff with Manager input to identify key areas for
professional development in the Annual Performance
Review. Managers need to have career conversations with
their staff prior to Talent Review to ensure they have most
recent career goals discussed and agreed upon (as
relevant and business aligned) with their staff.

AWARDS Recognize outstanding performance with certifications,

announcements, and added responsibility. These
announcements could be part of LEG Townhalls and
3 3
quarterly newsletters.

ACKNOWLEDGE Recognize managers who encourage and support talent

development. Acknowledge staff who take on breadth
types of assignments.
3 3
PERFORMANCE REVIEW Acknowledge and weigh "breadth" experiences when
evaluating performance. Empower and provide guidance
for diverse experiences.
3
NEW ROLES
(i.e. Frontline Partnerships
Manager)
Designate a LEG staff member to lead the effort to connect
with WBG Senior Leadership and develop relationships for
future career mobility of LEG Staff.
3
RECOGNIZE HIGHEST
PERFORMING STAFF
Differentiate recently hired staff from tenured and high
performing staff by providing added responsibilities and
leadership roles.
3 3
 33

“ Try to have diverse experiences.

Don’t always work in same
region. Re-prove yourself
with other projects.”

LEAD COUNSEL, HQ
34

OTHER WAYS TO ADDITIONAL

DEVELOP YOUR RESOURCES
CAREER

Here are some ideas for you to consider when Career management is a journey, and it
thinking about experiences and opportunities that starts with an understanding of what
will help you to prepare for your next role or how career management looks like at the World
to continue to grow and develop in your current Bank Group and how individuals own their
role: careers. Throughout this journey, managers
• Special or short-term projects to apply and can actively support career management and
develop strengths and areas of interest the professional development of their staff in
partnership with staff and taking into account the
• Stretch assignments corporate needs of the organization.
• Expanded responsibilities • Career Conversations workshops for managers
• Corporate assignments and staff to develop skills in preparing for and
• Joining working groups or task forces having meaningful career conversations.
• Involvement in communities of practice • Career Management seminars
([Link] are open to all WBG staff.
• Greater exposure to different functions or These services are designed to help staff build
clients new skills and provide tools to help move their
• Meeting with others who are in roles, global careers forward. Topics include relevant career
practices and other units of interest development issues such as how to craft a
• Mentoring sustainable career, personal branding,
CV/resume development, networking, using
• Coaching social media for career management,
• Education/training courses and conferences interviewing essentials, and job search
for development and growth strategies.
• Certifications • Career Advisors are our external
• On-the-job Training career development professionals who
provide confidential one-on-one career
• Cross-support coaching to staff. You can reach them
• Rotations to set up an appointment at
• Secondment careerseminars@[Link].
• Developmental assignments • Talent Marketplace – an existing tool that
enables staff and managers across WBG to
• External assignment identify and post opportunities for short-term
and ‘part time’ support to work programs,
providing for enhanced career experiences
[Link]
• Learning paths for Staff
[Link]
staff-learning
• WBG Mentoring Toolkit for
Mentors and Mentees at
[Link]
mentoring
 35

GLOSSARY

Term Definition

Career Principles The World Bank Group has defined three core career principles that underpin
its Career Framework.
1. Promote shared responsibility for career management through
increased partnership between staff member and manager
2. Recognize value of both depth and breadth of expertise in career
development
3. Develop a more systematic approach to acquiring and building skills
Career Breadth A person with career breadth has worked across a variety of business areas,
country contexts, practice groups, or job types. They have developed a
broad view of how the various parts of the World Bank Group – and the
development field – operate together to serve our clients.
Career Depth A person with career depth has mastered a specific area to a recognized
level of expertise that positions the staff member to train and coach others in
the specialty area. Career Depth implies a level of specialization, such as
deep knowledge of procurement practices or event management.
Career Paths Illustrate how different job roles can provide valuable experiences that
prepare staff members for key positions. Career paths are not prescriptive;
they show several examples of strategic career building moves and are
designed to open thinking and stimulate discussion.
Career Skills The ability to define and communicate your specific value and job fit to a
hiring decision maker. Career skills training focuses on (1) helping staff
members identify their best career fit and opportunity, and (2) working with
staff members to develop a coherent strategy to communicate their
strengths in a hiring situation. This includes guidance on career branding,
improving CVs and Statements of Interest, and honing interview skills.
Career Stream A career stream is a grouping of jobs that share common knowledge and skill
requirements and work focus as well as contiguous career progression. To
grow within a career stream implies increasing depth of specific knowledge
and skills over time. Some job streams can be quite specialized (IT, for
instance), with skills that may be difficult to transfer to other specialized
streams.
Developmental Assignment Temporary reassignment to a different unit that is usually 6 months to 1 year,
and extendable to 2 years. Costs of the developmental assignment are
generally covered by the sending unit (as a staff development cost), though
this can be negotiated when the receiving unit has a substantial business
need and adequate budget to cover the cost. Developmental Assignments
are defined by their Terms of Reference, which explain the development goal
of the assignment and the metrics that will be used to evaluate performance
and successful growth.
36

Term Definition

Enrichment Refers to opportunities that incorporate interests and exercise strengths in

daily work. Focus on enrichment is continuously looking for ways to find
meaning and purpose in the work performed, staying stimulated with new
challenges, and ensuring talents are being well used to make contributions to
the organization.
HRBP (Human Resource Business Partner) A designated HR representative who provides VPU-based advice on all HR-
related questions and needs.
OLC (Open Learning Campus) Learning programs offered at the Bank are made accessible through the OLC
platform which is the go-to destination for WBG learning for both staff and
clients ( [Link]
Stretch Assignment Temporary assignment of tasks and responsibility outside of one’s normal job
responsibilities. Stretch Assignments should be time-bound and specific to
ensure that staff member is not working in an improperly-graded role.
Talent Review A process comprising of a forward-looking exercise for managers to
identify/assess internal talent and to ensure staff professional development
and deployment is aligned with the strategic needs of the business. The
process focuses on staff member’s potential, record of performance over a
number of years, development needs, and career interests in the context of
future business needs.
Talent Marketplace A single destination for short-term/part-time assignments that provide work
program support while enhancing career experience.

“ I have been with the bank

for 16 years and I still learn
something new in what I do
and in my industry every day.
It’s all about continuous
learning and adaptability”

LEAD COUNSEL, HQ
 37

ACKNOWLEDGEMENTS

The Legal Leadership would like to thank all legal the career framework initiative, the Career
staff who participated in focus groups and Management team for their support, and below
individual interviews making it possible for us to the listed individuals for sharing their personal
capture valuable feedback to create this career experiences to help us create our strategy.
guide. We would also like to thank Sheila Braka
Musiime and Kirsten Burghardt Propst for leading

SOUNDING BOARD MEMBERS DIASPORA

Loren Atkins Dilek Barlas, IPN
Karen Borges Philip Beauregard, HRDCO
Emelyne Calimoutou Ferid Belhaj, EXS
Ruxandra Costache Dominique Bichara, SECCA
Francesca Daverio Victoria Hilda Rigby Delmon, GWA02
Patrick Doherty Pascale Helene Dubois, INTVP
Frank Fariello Melinda Good, SACPK
Cyril Fiat Giuliana H. Dunham Irving, SBS
Jimena Garrote Hisham Abdo Kahin, SACIN
Alejandro Alcala Gerez Charles E. Di Leva, OPSES
Manju Ghumman Nicholas Menzies, GGOEA
Pilar Gonzalez Galina Mikhlin-Oliver, OPSVP
Taiyeba Granier Anthony Molle, GTFP
Christine Makori Nathalie S. Munzberg, OPSES
Danielle Malek Rolande Simone Pryce, EACIF
Shingira Masanzu Mahesh Uttamchandani, GFCFI
Nora Muller
Edith Ruguru Mwenda
Mohammad Nadeem
Michael Prachar
Nightingale Rukuba-Ngaiza
Vivian Nwachukwu
Nneoma Nwogu
Mariangeles Sabella
Christian Tomas
Alex Turingan
Vidya Venugopal
Mei Wang