17 days old

On-The-Job Consultant

World Bank Group
Washington, DC 20433


Established in 1944, the World Bank Group (WBG) is one of the world’s largest sources of funding and knowledge for development solutions. It is governed by 189 member countries and delivers services out of 120 offices with nearly 15,000 staff located globally. The WBG consists of five specialized institutions: the International Bank for Reconstruction and Development (IBRD), the International Development Association (IDA), the International Finance Corporation (IFC), the Multilateral Investment Guarantee Agency (MIGA), and the International Centre for the Settlement of Investment Disputes (ICSID).

The World Bank Group’s Vision and Strategy

The vision of the World Bank Group, the largest provider of developing financing is to end extreme poverty by 2030, and promote shared prosperity by fostering the income growth of the bottom 40 percent in every country, in a sustainable manner. To achieve this vision, the WBG focuses its operations in three broad areas, adjusted to individual country context – ensuring inclusive and sustainable growth; investing in human capital, and supporting resilient development. The shareholders have also endorsed a strategy for the WBG to support the 2030 Development Agenda, the Forward Look, providing long term guidance on how to best position the organization meet its goals and deliver on its priority areas. This includes four blocks of actions: working with all client segments and helping create markets for private sector; leading on global agenda; focusing on mobilization of financing for development from private, public, partner, and domestic sources; and improving the organizational business model and effectiveness.

To meet its overall vision and strategy, the World Bank Group has in place a “WBG People Strategy – Connecting People with Purpose” to address its approach to managing and developing talent. The WBG People Strategy vision is “to build a workforce with the right skills, in the right place at the right time who can offer the best development solutions to clients, and to be the best place to work in development”. One of the key strategic areas of focus is to leverage the WBG’s global and diverse talent by recognizing the need to build the internal talent through a more proactive and deliberate process; this includes, among other activities, focusing on staff development.

The WBG has, over the years, increased its commitment to talent development, with a budget on formal training allocated on per head basis and communicated to Bank units. There has been a revamp of the WBG’s online training platform, Open Learning Campus (OLC), to enable staff to participate in the wide range of staff learning available. There has been a revamp of the WBG’s learning ecosystem via the Open Learning Campus (OLC) to enable staff to participate in the wide range of available staff learning including access to a growing repository of informal, bite-sized learning, communities and knowledge products related to international development issues. Staff participation in formal training between FY16 and FY17 was close to 90%, evidence of the value both the WBG and its staff put on learning and development.

Organizations are increasingly focusing on unlocking development value of work experiences by expanding on-the-job staff development (OTJ) opportunities, in addition to formal training. According to research by CEB Inc.[1]: “OTJ learning drives three times more performance improvement than formal training approaches”. The WBG continuously seeks ways to nurture a culture of staff learning and development. To enhance staff development, the WBG would like to review, assess and establish the impact of on-the-job training in order to inform the WBG’s learning governance and staff development programs.

The WBG supports several OTJ assignments, some managed through the Open Learning Campus platform, with deliverables and managerial approvals of completion, some through the Talent Marketplace or Recruitment System. What is lacking is an assessment of, the impact of the various OTJ learning activities, all of which are encouraged and supported by WBG Human Resources Department. Some of these “formalized” OTJ learning activities are listed below:

  • Development Assignments (DA): these are 3-12 month-assignments (with a possible extension of up to 12 months) that allow staff members to work in another unit or work location to satisfy Bank Group business needs or for career development purposes, to learn skills which, when they return, can be shared with the sending unit.
  • Short Term Assignments (STA): these are similar to DAs but on a shorter term. STA is not a strategic or competitive reassignment.
  • Mentoring and coaching: staff are able to access the Bank’s mentoring program, pairing mentors and mentees across the WBG, including through the Task Team Leaders (TTL) Accreditation Program
  • Communities of Practice and Collaboration: Online communities have been developed across the WBG to enable staff not only to share experiences but to build expertise in their different disciplines
  • Job shadowing, though limited to a few units within the WBG, involves one staff shadowing another staff and learning the execution of the responsibilities of the person being shadowed, which also provides guidance and coaching to the shadowing staff. For example, TTL-in-Training shadowing assignments with a seasoned TTL as part of the TTL Accreditation program. 

There might be other OTJ learning not identified above; this will be one of the objectives of the OTJ Consultant as detailed in the TOR below.

Key Tasks for the OTJ Consultant


The Consultant will report to the “OTJ Working Group” made up of representatives from Human Resources – Leadership and Staff Development (HRDLS); Operations Policy and Country Services Vice Presidency[2] (OPCS), Global Themes Vice Presidency[3] (GT), Knowledge Management (KM) and Open Learning Campus (OLC), the WBG’s online learning platform. On a day-to-day basis, the Consultant will report to the Program Manager for Staff Learning in HRDLS.

Tasks and key deliverables

Under the oversight of the OTJ Working Group, the Consultant will report the needed actions by the WBG to implement a structured framework for OTJ learning, including the key deliverables listed below.

Analysis of WBG OTJ learning: Identify and analyze the various OTJ learning activities within the WBG to determine and present utilization levels of these kinds of learning by the different units and, as a minimum, at Vice Presidency unit level and Regional level. The analysis should also include OTJ learning activities across units and across the IBRD, IFC and MIGA. The Consultant should also analyze how the different levels of management and staff are engaged in OTJ and how it impacted their work, roles and responsibilities. The analysis should also provide insights on the alignment of manager and staff expectations from the OTJ learning with actual results and achievements, clearly stating noted shortfalls. In addition, financial impact of these OTJ activities on the WBG should be provided.

Experiences and lessons learned by other organizations: Report experiences and lessons learned by other “best-in-class” international organizations or firms, including development organizations and financial institutions with a worldwide footprint. The experiences and lessons learned should include: a) the OTJ framework of the organization; b) the process/es the organizations followed to put in place, capture and record OTJ learning; c) the key adjustments that organizations made in various areas in order to implement / structure OTJ learning, for example, how they develop staff and how they invest in staff learning; d) the ”how” and “what” of leadership and management engagement and at what point in the process; e) the financial implications of OTJ learning; f) the impact of OTJ learning on staff development and productivity, and how these were measured; g) the noted benefits and challenges of OTJ learning over formal /“in the class” learning; and, h) the tools that have supported OTJ learning.

OTJ learning options and approaches: Define the scope of OTJ (and what is not in the scope), analyze OTJ learning options and approaches, including their pros and cons to enable a holistic understanding of each, and how they can fit into the WBG context, if they were to be adopted by the WBG. The options and approaches should provide guidance on what considerations the WBG would have to bear in mind if it were to consider any of the options and approaches and the benefits of one over the other, in the context of the WBG and how it performs its business.

Recommendations to operationalize OTJ learning within the WBG: Identify the best approach to develop a structured OTJ learning framework and workflow at the WBG, taking into consideration its diverse workforce, work locations, disciplines and all the various attributes of its talent, including from a culturally diverse perspective. The recommendation should clearly state the required process to put the OTJ framework into place and what resources are required at each stage. Concretely this might include clarifying how does staff get information about OTJ options, catalog of OTJ together with clear processes describing   how OTJ is initiated and completed in order to integrate OTJ into OLC effectively. In addition, the basis for the chosen recommendations over others should be stated, and analysis of the pros and cons of the suggested approach, over other options. The challenges, in the context of the WBG, should be analyzed and guidance provided on how these can be realistically addressed. The recommendation should state how to develop a culture of OTJ learning across the WBG, including how to change mindsets about when, where and how to learn.

Recommendations on monitoring, maintaining and measuring progress, and assessing impact. Develop milestones for WBG OTJ learning and provide guidance on monitoring, maintaining, measuring and reporting progress, with a focus on overall improvement in organizational effectiveness through improved staff behavioral performance and competency. Provide practical guidance, tools and recommendations to measure how staff learn, apply and practice, reflect and seek feedback on OTJ learning, including how they perceive its impact on their professional development. In addition, to effectively assess impact, the Consultant should state the indicators for successful operationalization of an OTJ learning framework. The Consultant will provide guidance on how to maintain continuous engagement and improvement at all levels of the WBG in OTJ learning.

[1] CEB Inc., a global best practices insights and technology company

[2] OPCS helps ensure that the WBG remains credible as a source of development solutions through sound operations policy and strong country support.

[3] The GT Vice Presidency is to enable the WBG better deliver on cross cutting corporate commitments that involve several Global Practices and in many cases IBRD/IDA, IFC and MIGA.


Selection Criteria

  • Proven experience in successful delivery of similar projects in large international organizations, with evidence and references provided. 
  • Ability to deliver complex projects within short timeframe.
  • Masters or PhD degree in the relevant fields such as organizational development, social psychology, education, human resources, or similar; with a minimum of 10 years of experience.
  • Experience in designing and implementing corporate learning programs, and in designing learning using a variety of tools.
  • Demonstrated understanding and knowledge of the concepts of OTJ learning.
  • Experience in researching and presenting, in suitable format, data on learning for international organizations, with a global footprint.
  • Demonstrated engagement with large organizations, including development agencies, to advise on learning and staff development.
  • Ability to listen, interview and interact effectively at various levels in a multicultural environment.
  • Ability to work collaboratively and effectively with stakeholders with diverse needs.

IMPORTANT: Potential candidates should send their proposal with price, and include an example of a similar project they did (in addition to their CV) to the following email address: hrdlslearning@worldbank.org, and indicate "OTJL" in the subject line.

Share this job:

On-The-Job Consultant

World Bank Group
Washington, DC 20433

Share this job

On-The-Job Consultant

World Bank Group
Washington, DC

Separate email addresses with commas

Enter valid email address for sender.

Join us to start saving your Favorite Jobs!

Sign In Create Account
Powered ByCareerCast