Could you share your background, experience, and role as a consultant working for the United Nations?
I come from a background in public policy, humanitarian work, and municipal governance for over 12 years. I’ve worked with United Nations Human Settlements Programme (UNHabitat), United Nations Development Programme (UNDP), United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA), and Office of the High Commissioner for Human Rights (UNOHCHR) in Lebanon and across the region.
Most recently, I was an Officer in Charge of an EU-funded municipal project with UN Habitat and UNDP in Lebanon, managing a $16 million portfolio that focused on municipal governance reforms, local economic development, and resilience planning. Along with that, I’ve also worked as a technical consultant, developing resilience profiles, disaster risk management strategies, and local governance frameworks.
What ties all of this together is that I operate at the intersection of policy, practice, and partnerships, working directly with ministries, governorates, union of municipalities, civil society organizations, and donors as well.
How did you initially land a consulting position at the UN?
My first entry into UN consulting came through a short-term consultancy. I had built expertise in local governance and resilience, and I applied for a maternity replacement position that I saw on the website of UNOHCHR. I really tailored my CV to the terms of reference, using UN language and showing measurable results. Networking also played a part. I stayed in touch with colleagues from earlier humanitarian work, which gave me a sense of upcoming needs. Once I delivered well on that first assignment, new opportunities followed.
What practical pathways exist at the UN for consulting work?
There are a few practical pathways. The first one is rosters. Many agencies maintain rosters of experts, and once you’re in, you may qualify for assignments. Secondly, there are direct consultancies; these jobs are advertised on Inspira, UN Careers, or agency websites. Thirdly, there are short-term contracts; these are often project-funded, usually three to six months. Finally, there are framework agreements; some agencies hire through umbrella arrangements or partners first. Each of these pathways require being flexible and tailoring your profile to the agency’s needs. I also believe that speed matters; opportunities at the UN often move quickly, and you need to apply quickly to be considered.
What are some ways to network and engage with stakeholders across UN agencies?
Networking in the UN isn’t really about cold outreaches; it’s more about being visible and present in the ecosystem. You need to attend workshops, donor roundtables, or consultations. These are great ways to meet staff and partners.
I suggest engaging with agencies on LinkedIn and commenting and trading insights on initiatives that are being planned, rather than just sending connection requests. One thing that I’ve found very valuable is building trust with national stakeholders, such as ministries, municipalities, civil society organizations (CSOs), and non-governmental organizations (NGOs). Agencies want consultants who can bridge local and international gaps.
I also believe that alumni and professional networks, like Walden University’s student and alumni communities, are great ways to connect with peers who are already working in the UN system.
What should someone interested in consulting at the UN consider, in terms of contracting modalities, navigating recruitment timelines, and compliance?
There are three main things: contracts, timelines, and compliance. First, know the contract types. There are different contract types at the UN, including Individual Contracts (ICs), UNOPS contracts, and service contracts. These all come with different tools, taxation, benefits, and leave, so you need to really look into these. Second, recruitment timelines can be long, sometimes taking weeks or even months; therefore, you need to plan your availability. Third, compliance; always have your documents ready, including degrees, references, and tax records. Make sure you also review the general conditions of the contract. As a consultant, you’re expected to be very self-reliant, so this is also to be taken into consideration.
What additional advice would you have for someone who is interested in consulting at the UN?
I would say three things. First, learn to balance field and remote work. Field presence is important because it builds credibility and trust. However, hybrid and remote work are increasingly common in the UN. Showing that you can do both is a big plus. Second, deliver value quickly. You may wonder why I’m saying this. It’s because consulting roles are short, so you need to demonstrate results early. Finally, treat every consultancy not just as a job, but as a milestone and networking opportunity. In the UN, your reputation is really your best passport to your next assignment, and this is a big thing to consider.
We wish Dr. El Khawand the very best as she continues to expand her consulting roles and make a global impact through her contributions to the UN.
Resources:
United Nations Careers
Alumni Ambassador Panel: How to Thrive as an Independent Consultant
Register for the 10/9/2025 webinar or watch it On Demand after live delivery.
Walden University Career Planning and Development Blog
Interview contributed by Walden University graduate Rana El-Khawand, PhD ‘24
Edited by Dina Bergren, Manager, Career Planning and Development