World Bank Ypp Essay Help

The World Bank Young Professionals Program 2017

The World Bank launched Young Professionals Program 2017. We consolidate all information concerning World Bank 2017.

The application for the 2017 Selection Process for the Young Professionals Program at the World Bank is open from June 15 - July 27, 2016.

The Young Professionals Program (YPP) is a starting point for an exciting career in the World Bank.

It is a unique opportunity for younger talent who have both a passion for international development and the leadership potential to grow in fascinating top technical and managerial roles in the World Bank Group. The Program is designed for highly qualified and motivated individuals skilled in areas relevant to the WBG technical/operations such as economics, finance, education, public health, social sciences, engineering, urban planning, agriculture, natural resources and others.

In addition to these areas of interest, the Bank Group also considers qualified candidates for our own institutional and corporate needs. These areas include: n Administrative and Client Support n Communications n Finance and Treasury n Human Resources n Information Solutions n Institutional Integrity n Legal n Resource Management n Internal Auditing n Independent Evaluation GroupTo be competitive for this highly selective program, candidates need to demonstrate a commitment to development, proven academic success, professional achievement, and leadership capability.

We value diversity in our workplace, and encourage qualified men and women with diverse professional, academic, and cultural backgrounds to apply. Since its inception, the YP program has hired over 1,700 people who hold or have held positions ranging from entry-level to vice presidents and managing directors. It is a unique opportunity to experience development and gain exposure to the World Bank's operations and policies.


Minimum Requirements

The following are the minimum requirements to be eligible for the Young Professionals Program.

  • Citizenship of a member country of the World Bank
  • 32 years of age or younger (i.e. born on or after October 1, 1984)
  • A PhD or Master's degree and relevant work experience
  • Fluency in English
  • Full proficiency in one or more of the WBG's working languages: Arabic, Chinese, French, Portuguese, Russian, and Spanish is desired but not required.
  • Specialization in a field relevant to the WBG Technical/Operations such as economics, finance, education, public health, social sciences, engineering, urban planning, agriculture, natural resources, and others.
  • At least 3 years of relevant professional experience related to development or continued academic study at the doctoral level

Additional Qualifications

To be competitive for the limited number of positions, a combination of the following credentials is highly desirable:

  • Display a commitment and passion for international development
  • Possess outstanding academic credentials
  • Exhibit excellent client engagement and team leadership skills
  • Have international development country experience
  • Be motivated to relocate and undertake country assignments (operational stream)

Program Features

Every year, around 40 applicants are accepted into the Young Professionals Program. Young Professionals are offered a 5-year term contract, spend 24 months in a structured development program, and enjoy a variety of benefits and opportunities.

Professional Experience

Placed directly with their respective hiring teams, Young Professionals are expected to make significant contributions towards the unit's work program while they gain a broad overview of the WBG's policies and work. As part of their two-year program and in line with their hiring units' business needs and Young Professionals interests, they are expected to undertake a 'stretch/exposure assignment' where they will gain valuable on-the-job experience.

Field Work

During the Program, Young Professionals assigned to the Operations stream are likely to join colleagues on field business trips, also called ˜missions in developing countries. These missions present invaluable opportunities for Young Professionals to experience firsthand the challenges of global development, understand key aspects of WBG's work, and get exposed to WBG's clients and their problems.

Compensation & Benefits

Salary: As an entry-level professional in the WBG, Young Professionals are offered an internationally competitive salary, based on their education and professional experience.

Health, Life, Accident and Other Insurance Programs: Young Professionals and their families (including declared domestic partners) may choose from three comprehensive medical/dental benefit plans. The WBG also provides basic life and accident insurance to all staff at no cost, and staff can elect optional life and accident insurance plans. The WBG also provides disability and Workers' Compensation coverage to staff at no cost.

Pension Plan: The WBG sponsors a comprehensive pension plan for eligible staff. Upon separation from the WBG, either a lump sum or a pension will become payable to the staff based on eligibility.

Relocation Benefits on Appointment: These benefits are only applicable to staff who are not residents of the Greater Washington-Baltimore metropolitan area at the time of appointment.

  • Relocation Travel: The World Bank will bear the cost of one-way transportation of staff and immediate dependent family from the staff member's residence.
  • Relocation Shipment: You may choose to have the World Bank handle your shipping arrangements, or you may elect the Optional Shipment Grant.
  • Relocation Grant: A one-time grant is included in the first paycheck to cover the cost of relocation.

Mobility Premium: A financial benefit is provided for a fixed period of time to cover expenses associated with being an expatriate staff member, based on family size and nationality. This benefit is not available for U.S. citizens and U.S. permanent residents who are based in Washington D.C.

Tax Allowance: U.S. staff receive an additional quarterly payment to cover the U.S., state and local income tax liabilities on their World Bank income. Expatriates and U.S. permanent residents do not incur U.S. income tax liability and are thus not eligible for this benefit.

Financial Assistance: The World Bank Group offers several financial assistance programs, including a two-year interest-free settling-in loan to those who relocate upon appointment.

Selection Cycle

Competition is keen. We receive thousands of applications each year for a limited number of positions. Most candidates exceed the minimum criteria.


June 15-July 27, 2016

- Application Period

July-September 2016

- Review of all applications to ensure that candidates meet the eligibility criteria

- Update of status to all candidates (candidates moving to the second round and those who are not moving forward)

October 2016

- Technical Review of second round candidates. This review by the potential hiring teams, takes a closer look into the application package of the candidates and determines those candidates who will be selected for interviews.

Mid-November-December 2016

- Update of status to all candidates (candidates invited to interviews and those who are not moving forward in the process)

- Setup of the YPP interviews (WBG Headquarters in Washington, D.C.-USA and WBG Office in Paris-France)

December 2016-January 2017

- YPP interviews (see information below)

February 2017

- Decision and offers communicated

September 2017

- New YP cohort starts

YPP Interviews

Evaluation Criteria

We assess candidates based on three main competencies:

Client Orientation
- Commitment to Clients
- Results Orientation
- Integrity and Ethics
Professional Experience
- Technical Expertise (Depth & Breadth)
- Strategic Perspective
- Problem Analysis
Team Leadership
- Teamwork
- Listening and Communication
- Innovation
- Negotiation

Further on, we ensure that candidates have the ability to work in multiple sectors.

Format of the Interview Day

The interview is a full-day event. Those invited to interviews will be asked to come to the WBG from 8 am-5:30 pm.

The interview consists of:

(1) Interview: a 1.5 hour interview with a panel of three senior technical experts in the field of expertise of the candidate; and

(2) Assessment Center: either a morning or an afternoon 4-hour group assessment center (AC). The group assessment center is done with four other candidates. It consists of a series of individual and group exercises related to an international development case study that is given to the candidates at the start of the AC.

Application Process

The application for the 2017 Selection Process for the Young Professionals Program at the World Bank is open from June 15 - July 27, 2016.

Before You Apply, please ensure that:

  • You meet the minimum requirements for eligibility for the Young Professionals Program
  • You have all the information at hand including key dates, an updated Curriculum Vitae (CV), Education Certificates/Transcripts, PhD Dissertation/Master's Thesis topics (short summary), if applicable, and the Application Essay ready to be uploaded.

Application Essay for the 2017 Selection Process

"There is no single blueprint for countries in their efforts to end extreme poverty and to promote shared prosperity in a sustainable manner. Strategies to reach the least well-off must be tailored to each country's context, based on solid evidence provided by the latest data and analysis and on the needs of the people.

The World Bank Group partners with countries to take on these challenges in a number of ways. These include funding projects that can have transformational impacts on communities, collecting and analyzing the critical data and evidence needed to ensure these programs reach the poorest and most vulnerable, and helping governments to create more-inclusive and more-effective policies that can benefit entire populations.

...The World Bank works across intersecting and complex sectors. Examples include increasing agricultural productivity and building infrastructure that provides access to energy, irrigation, and markets; promoting freer trade that provides greater access to markets for the poor and enabling entrepreneurs in low- and middle-income countries to grow their businesses and create new jobs; investing in both health care and education, especially for women and children; and implementing social safety nets and providing social insurance, including initiatives that protect against the impacts of natural disasters and pandemics. In working across these diverse topics, the World Bank aims to help developing countries find solutions to the toughest global and local development challenges." (Extract from the 2015 WBG Annual Report)

Describe in fewer than 1,000 words your own contribution and the potential role of World Bank in resolving some of the above challenges. You may focus on a region or set of countries as well as your area of expertise to describe your proposal.

How to apply?

Application Checklist

The application checklist is meant to facilitate your application experience.

  • Ensure that you use either Google Chrome, Mozilla Firefox, Apple Safari, or Internet Explorer 10 or higher as your browser version.
  • You will be asked to register for an account and provide an email address.
  • You must complete your application in a single session and will be able to submit it only if you have uploaded all the required documents and answered all the questions (all questions marked with an asterisk-*- are required). Please apply only once.
  • Provide the most current contact information. The information should be valid for a period of one year. In case your contact information changes during the selection process, it is your responsibility to email us the updated information.
  • Ensure that you have correctly spelled out your email address, since this will be our main channel of communication with you regarding your candidacy.
  • Remember to enter your complete phone number (country code + city code + number).
  • Attach the following documents (mandatory):
    - CV
    - Education Certificates/Transcripts
    - PhD Dissertation/Master's Thesis topic (short summary), if applicable
    - Application Essay
    Each file should not exceed 5 MB, and should be in the following format: .doc, .docx, or .pdf
  • Make sure that you are connected with a reasonable bandwidth of internet connection without any network/firewall restriction.
  • Complete the application within 45 minutes to avoid system timeout.
  • Do NOT enter any special characters in any of the application fields. Try not to copy and paste any characters/text from Microsoft Word.
  • Once you submit your application, you will not be able to make any further changes/updates.
  • Applicants will be informed of their status as the process moves along.


This application supports the following browsers:

- Google Chrome
- Mozilla Firefox
- Apple Safari
- Internet Explorer 10 or higher

Click here for the Application Form

Official Page

Download the YPP Brochure

The Young Professionals Program: A Career in International Development

Look for tips for interviewing at the World Bank Group

- Check this video to learn more about the assessment center from a Young Professional alumn

- Get familiar with typical World Bank Group documents and projects

ALSO we would pay your attention, that United Nations YPP 2016 has already started. Deadline 19 July

Look here for more information about UN YPP 2016

The World Bank Bureaucracy is one of the pillars of modern western society. Although this statement is debatable from many aspects, most would agree that, at the very least, our lives are greatly affected by bureaucracy. Bureaucracy is the 'pure form of rational organization' (Newson, Jan 11). Not only is it a method for achieving goals efficiently and effectively, but it is acclaimed as the most able strategy to meet objectives. The World Bank is a classic example of a bureaucratic organization. It embodies all the characteristics necessary to qualify; from its complicated hierarchy and impersonal relations, to the specialization and career orientation of its employees.

However, not everyone agrees on the competency of the bureaucratic organizational system. George and Sabelli in their book Faith and Credit claim that is the very structure of the World Bank which causes its failures, as well as explaining its continued existence despite these mistakes. Using Faith and Credit, with a focus on chapter six, it will be shown that it is the bureaucratic methods themselves which twist the World Bank's goals, and that these methods undermine the tasks which the Bank has set for itself. The World Bank is one of the world's most powerful agencies. Although it characterizes itself as a purely economic institution -- which controls the lending of billions of dollars -- in practice its influence, wealth, and policies all result in having immense political power (Faith 1). Although originally created to serve as an institution to help rebuild the world (i.

e. Europe) after World War II, its task has since shifted to development work and poverty reduction. Through its immense control of wealth, and its international reputation, the Bank has managed to lend billions to 'under-developed' nations. The loans take many forms, including financing of mega-projects and structural adjustment. Beginning in the 1980's vast amounts of criticism on the Bank's policies began to appear, finding faults in much of its work. Many of its projects have been declared more harmful than helpful, often worse names have been used.

The Bank has managed to make enemies in many activist circles; including environmentalists, feminists and even the people whose aim is to please: poverty workers (Faith 6). Nevertheless the Bank still remains an eminent institution. It is well respected by many intellectuals, consulted by governments and continues to grown in wealth and power. The very people working for the World Bank are cream of the crop.

It is a relatively small organization, and immensely respected, which allows it to chose its staff from the best in the world. However, the Bank's rules and traditions do not allow these top notch women and men to work at maximum efficiency. It is an organization trapped in its own structure, stifling the staff which works for it. Lower level employees are silenced by a hierarchy which provides few methods for the expressing of opinions, and in fact discourages dissent. This commitment to orthodoxy has caused the Bank to fall behind on its development strategies in comparison to the rest of the world.

Nevertheless it is not an organization composed of stupid people and is aware -- of at least some -- of its faults. Although attempts have been made to restructure the Bank, they have only ended up further focusing the Bank on its orthodox path. Quantity, instead of quality, has become its purpose and is causing further havoc in the countries to which it loans (part II countries). Instead of dealing with these problems, it fools itself and others into believing in a positive end result; ignoring the rule " the ends do not justify the means' not to mention the fact that many do not foresee a positive end. To deal with the image problem created by its own disasters, the World Bank has attempted to make itself appear more effective. Yet it seems to have forgotten that what is important is not the image but the results.

This is what has become of the humanitarian goals of the World Bank. The Bank, despite its many critics, is considered by most to be 'the world's foremost, most prestigious official development institution' (Faith 112). Many seeking a future in development, first attempt to enter the World Bank. Most of the Bank's new recruits are Young Professionals (YP).

This is an extremely competitive program which thousands apply to, of which only 35 a year get in. Although Young Professionals come from a variety of countries, this does not necessarily reflect various cultural perspectives. Most of the YP are educated in the North, and a large proportion come from the Ivy League or similar academic institutions (Faith 113). For those who do manage to join the staff, the training does not end there. Once accepted, they must complete one year on probation; usually two six month field projects in which they must make " significant contributions' (Faith 115). Members of the staff are thus the true cream of the crop.

The obvious question that one must ask, is how can it be that these top notch men and women can participate in such an ineffective organization. The answer lies in the culture of the World Bank. From the very recruitment of its staff the Bank ensures conformity and unswerving loyalty. 'It tries to pick its people young, and shapes them to what it believes to be its needs' (Faith 112). George and Sabelli describe YP very highly, but point to their most lacking characteristic -- apart from humility -- no bent for heresy or dissidence. I nother words YP, and all new recruits, do not question authority, do not ask why something is done in a certain way or think for themselves in general.

Although the organization does not actively socialize its new staff, George and Sabelli believe that it is the whole Bank's job to pass on its ideology (Faith 116). The Bank has effectively managed to step around the cultural differences of its employees, and has embedded in all of them a tenet: 'go by the book' (Faith 120), or in other words, 'just do what we " ve been doing all along, and everything will be OK'. Yet this bring up the question of why would the staff not rebel against this ideological training or simply quit. The Bank offers many perks. Bank workers receive a very tidy salary, with no taxes, twenty six day working vacation a year, paid home leaves, health and life insurance, language training, private gyms, and the list goes on and on (Faith 114). Not only do staff members receive indirect training to follow Bank orthodoxy, but they have incentive to stay that way.

Nevertheless numerous surveys have shown the staff to have a low morale (Faith 119). The World Bank is plagued with communication problems, favoritism, power struggles, and immense tension between members. Dissent is not permitted at any level of the organization. The Bank is hierarchically structured, which staff members perceive as management ordering lower levels, no questions asked.

Staff members receive rebukes for disagreeing with policy and orders from superiors (Faith 120). In a survey conducted in 1980, it was found that the staff had a high commitment to development and regarded one another's professional skills with respect. However they appeared to be demoralized over the 'burdensome paperwork, the emphasis of quantity over quality [more on this later] and the fear of reprisals from senior management if they disagree' (Faith 120). It is not the incompetence of the staff but rather the structure of the Bank and its unwillingness to use the full potential of its highly trained people, which prevents change. The researcher believed that this frustration with the Bank was leading to greater tension within the staff (Faith 120). As the Bank grew in size and staff number, it was forced to create a staff association.

In 1972, during one of its periods of largest growth, the bank hired full time administrative personnel, created thirty committees, and formed the democratically elected staff association. One of the primary goals of this association was to create an atmosphere of greater trust and allow for recommendations (AKA dissent). Upper level staff were not unaware of the communications problem within the Bank and had said as much: 'Mr. McNamara[president of the Bank at the time] has recently called communication his most difficult problem at the Bank' (Faith 120).

Nevertheless no great changes took place in the Bank, as is shown by the research carried out by the Berkeley Ph. D. candidate (see above). One of the greatest upheavals experienced by the World Bank is termed the Reorganization.

Allegedly the intention was to streamline and the Bank, but the reality was that the changes were politically motivated, primarily by the US. (Faith 124). In terms of staff, the Reorganization resulted in a massive upheaval of the hierarchy, and the purpose the Bank workers. This restructuring occurred in 1987, a time when the credibility of the Bank was ata low.

The steering committee claimed that the staff needed to regain its " intellectual leadership' (Faith 127). Management had been accused of not dealing 'effectively with a mix of staff skills and capacities... producing critical shortages of some skills, e. g. in sector economies, adjustment lending and finance.' (Faith 128), in practice this meant that the Bank needed more structural adjustment specialists (more on this later). To accomplish these feats, all but the highest levels of the Bank were forcibly asked to resign.

Following this the top levels, still employed, chose their subordinates, who in turn chose theirs, and so on. The resulting new hierarchy was considerably different from the old, and since no clear criteria for choosing staff had been given, staff were picked on the basis of favoritism (Faith 129). The staff association was understandably outraged, and attempted to file a complaint. It goes without saying that the message went unheeded. Following this, the staff association was handed a new draft of the Staff Rule. 'Never before had the morale of the Bank staff sunk so low' (Faith 130).

What little ability the staff had had in following their own initiatives, and acting on original thought, were now more effectively prevented than ever before. The Bank's staff had become fully focused along the same lines as 'the new' World Bank's task. The primary purpose of the Reorganization was not streamlining and efficiency, but to meet the interests of the US. Lending for projects, no matter how massive they were, was no longer enough for the Bank. The US was especially critical of the Bank's policy of lending money to countries with protectionist economies, which is clearly not in the US' interests. As such, the Reorganization was geared at transforming the Bank from a lending organization to a structural adjustment agency (Faith 124).

Structural adjustments loans are the Bank's euphemism for altering entire societies. Only those countries which are willing to change their economic structure to meet the criteria of the Bank are given these loans, which in turn is the deciding factor on regular Bank loans (Faith 56). Following the Reorganization the Bank was no longer an agency for development -- if it ever had been -- but an organization dedicated to converting the world to US economic ideology (Faith 125). Bank employees now had no choice but to implement these policies in all part II countries. Whether or not protectionist policies, and other economic changes which occurred during structural readjustment, were good for the countries or not, a country had to first comply with the Bank's demands before money was lent. This gave the Bank tremendous political power, and has effectively raised the debt of part II countries to insuperable levels (Faith 56).

In combination with the Bank's readjustment policies, there is also a large focus on quantity. The primary prerequisite for a worker's promotion is the ability to pass large loans, not the outcome of a loan or its environmental impact. This quantity over quality philosophy results in a form of competition by the staff to get bigger projects past the board (Faith 120). Human, financial or ecological concerns become lost in a race for job security and advancement.

Not only does the bureaucracy of the Bank compel the staff to create massive, poorly thought out projects but it almost forces them to replicate their mistakes. The fastest, easiest way of getting a new project, is simply to dip into the file drawers and pull out an old project. However, since, no concern is placed on a project's outcome, errors are typically duplicated (Faith 121). The combination of a desire for quantity, a lack of respect for quality and replication of the resulting mistakes accounts for many of the disasters caused by the World Bank in the past.

Nevertheless the Bank has done little to improve since then. Reform attempts such as the Reorganization have only led to making more errors faster. The reason for the Bank's lack of progress lies in its culture, which is based upon orthodoxy. Bank employees have a large degree of job security. With the exception of the Reorganization, 'the Bank's turn overrate is extraordinarily low -- about three percent a year' (Faith 117). Upper level staff probably has an even lower rate (Faith 117).

The Bank is thus prone to accumulating staff who will work there their whole lives, but are not necessarily effective any longer. Even for those staff members which are still capable, they may not have enough time on their hands to keep up with new development techniques. 'We " re consistently about 10 years behind the times,' (Faith 190). This quote -- as said by a high ranking Bank official -- represents not only the topics which are 'hot' in the World Bank, but the techniques in which they try to remedy these dire world problems Finally, new staff members are not able to implement their modern techniques. Instead the yare encouraged to conform to standard Bank practice, as they has been passed down for years (Faith 117). Bank practices sometimes even go against the beliefs of new employees, being the opposite of what they were taught or their own best judgment.

As such the Bank remains an immensely powerful organization, promoting out-of-date ideologies and methodologies, which because of its own structure and culture is unable to meet the demands of the time. Between the way the staff are treated, and how little they are listened to; its structure, dedicated to conformity and carelessness; the emphasis on quantity and not quality; and its inability to adapt and keep up with the times, we can begin to see how it is the very bureaucracy of the Bank which undermines its tasks -- and this is only scratching the surface. Nevertheless these Bank practices and policies could all still be said to be in done with the interests of development in mind. Undoubtedly there are officials who believe that structural adjustment loans are effective; that Bank projects are effective and as such quantity is a good thing; and so on. Not all people, however, are as faithful as these hypothetical Bank workers. Criticism has plagued the Bank for many years, coming from all different types of groups.

Although environmentalists are the greatest opposition to the Bank, women's groups, and anti-poverty organizations are only a few of the World Bank's enemies. Widespread criticism is a great threat to an international organization such as the World Bank. Much of its power lies in its credibility. Not only must the countries from which it borrows from believe in its policies, but the banks of the world must believe its policies.

World Bank loans carry immense weight among banks; a loan from the World Bank, will almost ensure an equal amount of money from other lending organizations. The environmental movement poses the biggest of these threats to the Bank (Faith 162). The are numerous examples of Bank loans causing massive environmental destruction, inconsiderate relocation of people and a general disrespect for the future (i. e.

long term planning). Nevertheless the 'environmental dilemma' remains a problem of image for the Bank. 'Environmental issues are the most important image problem the Bank has to deal with,' (Faith 163: Quoted from vice-president for external relations), yet George and Sabelli remind us that these are not image problems but in fact real problems affecting real people (Faith 163). The Bank has dealt with the 'environment problem' as an image problem.

It has made token loans ($10 million Vs $400 million) for environmental projects, and has created a form of rating system based on the level of environmental destruction predicted (Faith 171). George and Sabelli criticize these programs as image enhancers and too small to make a difference (Faith 182-3). Instead of dealing with the environmental destruction the Bank has already caused, and the impact of the projects it will implement in the future, the Bank has instead attempted to gloss over their programs. As such the noble goal of development has been subverted to a protectionist strategy. To the Bank it no longer matters what happens to those people in 'underdeveloped' nations, only that its own security and power remains stable. Bureaucracy is exalted as the epitome of efficiency and effectiveness.

It is meant to organize social relations so that they can be collectively defined, and accomplished. The World Bank represents a typical bureaucracy, yet it is also highly criticized as an institution which repeatedly fails to attain its goals, and in fact has forgotten them. Although the Bank has the world's cream of the crop development workers, its own structure has stifled, and silenced these individuals to the point of falling behind in development strategies and not adapting to real world situations of the poor. Its own structure has encouraged a quantity not quality philosophy, any attempts to change this philosophy have only exasperate the problem. Finally the poor reputation of the World Bank, due to its own follies, has led to the Bank to shift its focus from development to self preservation, not through correction of errors, but through falsely presenting itself.

It is the very bureaucratic nature of the World Bank to its failure. Although clearly this paper does not discredit bureaucracy as a world system, it does present the idea that perhaps bureaucracy is not the most efficient and effective method of achieving goals, in all situations. Bibliography George, Susan and Sabelli, Fabrizio. Faith and Credit: The World Banks Secular Empire. Penguin, Toronto: 1994. Newson, Janice.

In class lectures. January 18 th and 25 th, 1996.

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