Under article 4.2, paragraph (e) of the Staff Regulations, the filling of vacancies in technical cooperation projects does not fall under Annex I of the Staff Regulations and is made by direct selection by the Director-General.
In order to support the best informed process in the filling of the above-mentioned vacancy by direct selection, the ILO invites interested candidates to submit their application online by the above date.
The following are eligible to apply:
*The recruitment process for National Officer positions is subject to specific local recruitment and eligibility criteria.
Technical cooperation appointments are not expected to lead to a career in the ILO and they do not carry any expectation of renewal or conversion to any other type of appointment in the Organization. A one-year fixed-term contract will be given. Extensions of technical cooperation contracts are subject to various elements including the following: availability of funds, continuing need of the functions and satisfactory conduct and performance.
*Conditions of employment for external candidates: In conformity with existing ILO practice, the appointment of an external candidate will normally be made at the first step of this grade. The entry level salary for this position is 35258.- JOD yearly.
Statement of Competency
Applicants can only attach 1 document to their application. This should include a cover letter, and must also include a 2-page statement addressing their claims against the required competencies. In doing this you should select 5 to 6 competencies which you are strong at from the competencies listed in this announcement, have a heading for each competency and explain in 2 -3 paragraphs to the selection committee how your skills and experience show that you meet this. Applicants who do not attach this statement will not be considered for interview.
In Jordan, mental wellbeing remains a highly stigmatized and under-resourced topic. The ‘invisibility’ of the topic makes it difficult to quantify the impact it has on health, economic productivity and the quality of life. In Jordan’s garment sector, where migrant workers comprise over 75 per cent of the labour force, understanding the role of mental wellbeing in the workplace, with a specific focus on women migrant workers within the garment factories becomes key.
Barriers to accessing effective mental wellbeing services at the factory level, but also the national level remain more severe among migrant workers. Firstly, the behavioural aspects of migrant workers linked to mental health are inextricably linked to the social, religious, and cultural stigma attached to mental health in the region. Secondly, resource and capacity constraints remain prevailing and exacerbate the gap in mental health service provision for migrant workers; there are no existing services that directly target migrant worker population in Jordan, despite its substantial proportion of Jordan’s total population, including in the garment sector workforce. Existing service providers, both public and private, lack the capacity to deal with the challenges faced by migrant workers where ideally a medical professional from the country of origin, or at minimum a translator is necessary.
Over the past 10 years, Better Work Jordan has been working with the national tripartite constituents to improve working conditions and promote decent work in the garment sector. The mandatory status of the programme for all garment factories exporting to the US has helped BWJ create industry-wide impact. Since then, factories have made significant improvements in terms of working conditions and compliance with labour standards. Therefore, this project works towards improving workers’ mental wellbeing, especially among women and migrant workers, in the garment sector in Jordan through a comprehensive intervention strategy at the individual, organizational and national levels. The project does so first through supporting workers to become more resilient and willing to seek psychological support when necessary, including by raising awareness on mental wellbeing and providing training on topics affecting workers’ mental wellbeing. The project also aims to improve access to necessary psychological support inside factories and through the referral system through developing a holistic understanding of workers’ wellbeing among key stakeholders, including factory management, the union, the government institutions and support providing organizations.
The National Project Coordinator will report to the Better Work Jordan Programme Manager. The National Project Coordinator will also receive technical guidance from BWJ Programme Officer, and will work closely with all members of the Better Work Jordan team and Better Work Global. The overall technical backstopping is done by Better Work Global and the ILO Regional Officer for Arab States (ROAS).