1

Directors General Group on Motivation of Staff – report

summary

Jörgen Holmquist

Director Generals Mini-Seminar – 5 June 2008

2

Composition of the Group

Dirk Ahner (Director General REGIO)

David Bearfield (Director EPSO)

Marco Benedetti (Director General SCIC)

Emer Daly (Director ADMIN)

Jean-Luc Demarty (Director General AGRI)

Jörgen Holmquist (Director General MARKT, Chairman)

Eneko Landaburu (Director General RELEX)

Klaus Regling (Director General ECFIN)

Maive Rute (Director ENTR)

Olivier Salles (Head of Unit MARKT, Secretary)

Irmfried Schwimann (Head of Unit, Acting Director COMP)

3

Four working group meetings

18 practical proposals DG level

central level

Main issues discussed – academic theories on motivation, results of staff surveys, career

management and progression, communication, working environment, staff recognition, feedback.

4

Why is it important ?

70 percent of Commission staff are satisfied with their employment (staff survey 2007). But are they really engaged? What about the other 30% ?

Recent changes : recruitment at lower levels, lack of recognition in the CDR/promotions slower career progression for newly recruited staff, who often have higher expectations.

Aging population may increase the lack of career prospects; but 60% of managers will leave in the next 10 years.

Hence, major challenges on how to develop and maintain our staff, especially as regards their engagement and motivation.

But the political project of the Commission still triggers genuine excitement and commitment for most of its staff.

5

Proposals of actions at the DG level (very short-term)

Information and communication

More regular and direct communication with staff by managers

Communicating the shared vision from both the political and the senior management level

Every Director General should ensure that all staff knows their mission and overall tasks

More information on the DG’s activities/ full implementation of the “Internal Communication and Staff Engagement Strategy”

6

Proposals of actions at the DG level (very short-term)

Recognition

Granting staff visibility and empowerment using different means.

Promotion of personal and professional development through training.

Short secondments to other DGs.

7

Proposals of actions at the DG level (very short-term)

Working environment

Ensuring appropriate working conditions

Improving the work-life balance of staff by promoting flexible working arrangements

Long hours culture - survey on working culture and working environment ?

8

Inclusion of a Gallup Q12 survey on motivation, by DG/Service, in more regular staff surveys

Selection of middle managers based more on management skills and a 360° evaluation

Development of a comprehensive and wide-ranging Human Resources policy based on people management

More emphasis on feedback given to staff in training and awareness building about the new CDR system

Proposals of actions at the central level(midterm)

9

Proposals of actions at the central level – career management (midterm)

Examination of the possibilities of fast-track promotions including to management positions

Alternative career paths/ better use of Advisers

Professional experience outside the institutions

More structured career guidance

Reducing the burden from bureaucratic procedures

10

Conclusions Getting the best output from qualified and committed staff by

giving them the best opportunities to use their talents and develop their skills

“Local” dimension of motivation and engagement – critical role of managers

Most proposals can be implemented at the DG level with existing tools and without any extra resources

Each DG/Services establishes a “Strategic Human Resources Plan” to be discussed and developed by the management twice a year

11

Some personal comments

What is it all about ? MOTIVATION through :

1) Empowerment and Delegation;

2) shared Vision, Information and Visibility;

3) Better working environment and better organisation of the work.

“ The challenge of creating highly motivated staff is thus primarily a challenge for Directors General, senior managers and middle mangers in the DG's and Services. Most of the instruments to achieve this are available to us. What we need to do is to make the very best use of these instruments. “