powerpoint presentation...slide 6 the journey 19th january 2015 public meeting •management’s...

11 February 2016

Agenda

Five yearly

Outcome

New Career

StructureDiversity

HR Strategy

2016-2020

• Staff members• To ensure that the financial and social conditions offered by the

Organization allow it to recruit and retain the staff members

required for the execution of its mission from all its Member

States.

• Fellows• To ensure that the financial and social conditions offered to fellows

remain attractive compared to those in comparable research

institutions.

• Associated members of the personnel (MPAs)• To ensure that the financial and social conditions offered by the

Organization allow it to host MPAs in its research facilities, taking

into account the high cost-of-living level in the local region of the

Organization.

Recalling the aim

The journey

19th January 2015 Public

Meeting

• Management’s intentions

• Launch, Scope, Overview of Recruitment Markets, Diversity elements, Rationale behind career structure, Timeline

1st October 2015

Coordinated Public Meeting

• Management’s proposals

• Staff Association’s position

11th February 2016 Public

Meeting

• The Outcome

Entailed:

Data collection, verification and analysis

Design of proposals in close collaboration with Management

Concertation with the Staff Association

Report to (and input gathering from) TREF

Simulations in close co-ordination with AIS and DG-RPC

Setting-up of an inter-disciplinary implementation team

Adaptation of policies, rules, systems and tools

Communication to all Stakeholders

Management’s final proposals supported by:

• TREF on 26 November,

• Finance Committee on 16 December

• and Council on 17 December 2015.

Future Review methods : for discussion at TREF in March 2016

The process: 2014 - 2015

Interactive process with Management aiming at reaching consensus/compromise

Ensure the needs of the Organization are met, with the intent to make the new system a

Management tool, and not only an HR tool

Integrate where possible external best practice, taking CERN’s specific features into

account

The process

Breakfast Meeting

(BM) 1

April 2013

BM 2

Sept 2013

BM 4

March 2014

BM 3

Jan 2014

BM 5

May 2014

ED

June 2014

BM 6

October 2014

BM 7

November 2014

BM 8

Dec 14

BM 9

Dec 14BM 10

March 15

Continued BM in

2015

and 2016

In addition, informal meetings and involvement of the Sector Representatives

Multi-channel :

- Direct : Staff survey

- Working groups with Departmental or Sector representatives

- Your HRA

- Your Management

- The Staff Association

- Formally : Standing Concertation Committee (SCC) meetings and sub-groups

- Informally : Weekly discussions

Voting

- Staff Council: decided not to oppose the package (20 votes in favour, 5

against, 4 abstentions)

- Referendum: 61% supported the position of the Staff Council, 23% were

against, and 16% abstained

How are you represented in this

process?

The Context…

2015 European Debt

External Audit

Build a balanced package taking account of both the economic and

financial situation in the Member States, and the necessity to

recognise the staff’s dedication and results over the review period.

Modernise the Organization’s diversity-related employment

conditions, in particular those hindering recruitment & retention, or

having legal implications.

Ensure that this modernisation entails no increase of the

budgetary deficit and has no negative impact on the Pension

Fund.

Review the principles governing the CERN career structure,

with a view to enhance staff motivation & transparency, streamline

processes, and if possible contain costs in the medium to long-term.

Maintain social peace through a thorough and fair concertation

process.

The objectives

The outcome

• In a climate of economic

difficulties in the Member States

& strong Swiss Franc exchange

rate

• … the 5YR has resulted in

measures which benefit each

and every one of us!

The votes in favour of these measures reflect a major confidence

in the Organization and recognition for its personnel from our Member States.

Overview of proposalsMandatory Elements

• Maintain Salaries, Subsistence & Stipends

at current levels. (rationale provided in

previous presentation)

Diversity

• Extended recognition of registered

partnerships

• Improved flexibility during maternity leave

• Increased duration and scope of the

paternity leave

• Enhancement of the conditions offered

during parental leave

• Reduced working time for new parents

• Support to dual-career couples

• Enhancement of the Saved Leave Scheme

• Extension of the teleworking scheme

• Possibility of leave donation

Career structure

• Streamlined salary structure

• Reviewed financial recognition of merit

• Clearer promotion process

• Emphasis on long-term development

• Reviewed criteria for the International indemnity

Agenda

Diversity

HR

Strategy

Diversity – reasons for change• Modernise policies and social benefits to :

• Follow societal developments in CERN Member States.

• Act on information gathered regarding recruitment and retention.

• Improve equality between different types of legal unions • Registered partners of employed members of the personnel (MPE): health insurance

coverage sole benefit provided.

• Registered partners of associated members of personnel (MPA) : no benefits.

• Several MPs see their family situation not recognised when they come to CERN.

• Take families’ expectations into account• Dual careers are becoming the norm.

• Parenthood must be supported to allow optimal transition and return-to-work.

• Caring responsibilities come about at different stages of life (for children, partner or elderly).

• Enhance professional/personal life balance • Recognised as a source of wellbeing, motivation and enhances performance.

• Now a competitive argument in the war for talents.

• The “right balance” differs according to individual needs and stages of life.

Proposal:

Full recognition of registered partnerships

• More inclusive definition of marriage and spouse.

• Equal benefits for married and partnered couples during employment or association.

• Equal provisions regarding pension benefits, including survivor pension, for MPEs.

• Partnership recognised by reference to the law under which it was established (as for

marriage).

Diversity: new family structures

Generic terminology for both types of union:

The term “marriage” includes registered civil partnership; the

term “spouse” includes registered partner

• Social support to female fellows on maternity leave at the end of their contract by maintaining health

insurance coverage until the end of the maternity leave.

• Overall duration unchanged.

• Part-time work possible up to between 6 and 2 weeks before due date.

• Extension by 3 weeks in case of illness or disability of the newborn (within the 23-week maximum).

Diversity - parents and families

Maternity leave – proposal

Maternity leave for Fellows – proposal

Extension of contract in case of hardship

Where the duration of a fellow’s maternity leave exceeds the

contract termination date, the Director-General may, in exceptional

circumstances, extend the contract for the duration of the applicable

maternity leave period.

• Extension of the duration from 6 to 10 working days, and from 10 to 15 days in case of

multiple births, premature birth, as of the second child, if the MPE is a single parent, or in the

event of serious illness or disability of a newborn (these periods being non-cumulative).

• Extension of scope of paternity leave to any MPE, regardless of gender, after their spouse or

partner has given birth.

• Extension of leave duration from 3 to 4 months.

• Parental leave remains unpaid, however, during the leave:

• Payment of child, family and infant allowances.

• Funding of health insurance coverage by the Organization.

• Guaranteed access to parental leave if a minimum of 2 months’ notice is given.

Parental leave – proposal

Diversity - parents and families

Paternity leave - proposal

Increased flexibility for parents - proposal

• To enhance parental presence with the child during the transition phase, guaranteed access (if

requested) to part-time work (min. 80%; max. 6 months).

• Proposal - Increased flexibility in the Saved Leave Scheme (SLS)

• Reduction of the cost of the first SLS slice from 1.5% to 1% and of the second slice from 2.5% to 2%

• Suppression of the extra day granted annually to SLS participants.

• Increased notice period flexibility for changing or cancelling participation.

• Possibility to use the long-term saved leave throughout the career for professional

development or caring responsibilities.

• Proposal - Possibility to donate leave days for well-defined compassionate

reasons

Diversity – professional/private life

• Proposal - Flexibility in the teleworking programme

• Exceptional second day of teleworking under certain conditions (health condition, family

circumstances).

• Introduction of teleworking for fellows.

• Possibility of occasional teleworking if approved by the hierarchy.

• Possibility of teleworking from another location than home.

Proposals:

• New measures to ease social integration of families.

• Measures to facilitate professional integration of spouses/registered partners.

• Equal treatment for installation regardless of spouse/registered partner moving to local

area.

Diversity – spouse/partner employment

Recognition of registered partnerships

•Extension of recognition of registered partnerships

Parents and families

•Improved flexibility during maternity leave

•Increased duration and scope of paternity leave

•Enhancement of the conditions offered during parental leave

•Reduced working time for new parents

•Support to dual-career couples

Professional and personal

life balance

•Enhancement of the Saved Leave Scheme

•Extension of the teleworking scheme

•Leave donation

+73 MPEs in a registered partnership are

now receiving family benefits. Recognition

of a partner child as dependent child

1 request for part-time work during the

pre-natal period

34 fathers have requested an extension of

paternity leave

22 spouses registered with International

Dual Career Network (IDCN)

1163 beneficiaries of new SLS rate

21 requests for occasional teleworking

Approval of a one-day teleworking

allowing a fellow to join family for longer

periods

IMPACT

… and it’s only February…

Additional measure aiming at

diversifying the recruitment pool

As of September 2016:

International Indemnity based on

remoteness of the home station and

the residency outside the local area at the time of recruitment

…. irrespective of grade

Applicable to:

. new recruits

. existing staff members in career paths A to B meeting the criteria

Diversity5-yearly website and Admin e-guide

Contact your DAO / HRA

for further information

Agenda

New Career

StructureDiversity

Career structure – reasons for change

• Modernise policy, streamline resources and increase motivation: • Motivation not enhanced by the current system.

• Current system found too resource intensive and not fully transparent.

• Need to enhance the link between merit recognition and performance.

• Rationalise the career path structure and salary scale:

• Current structure (8 career paths, 21 salary bands and 500 step positions) is too detailed

for the number of staff members.

• Salary scale is compressed and overlapping.

• Ensure CERN’s long-term sustainability by containing costs:

• Current advancement budget/system under scrutiny.

• Given the current financial and political climate in which CERN, as an intergovernmental

organisation, is situated, a deceleration of the increase in staff costs is required.

• The 5YR gave us the opportunity to remain in the driving seat.

• Adapt to the Bologna process:• The career structure is not adapted to recent evolutions in the employment market, in

particular the harmonisation of diplomas as a result of the Bologna process.

A new structure

Career Track 1

Career Track 2

Career Track 3

Career Track 4

CP AA

CP A

CP B

CP C

CP D

CP Ea-Eb

CP Ec – Ee

CP Fa – Fb

CP Fc – Ga

CP Gb - Gf

Simplified: from 8 career paths and 21 salary bands to 10 grades

(no more tracks).(Mapping of current staff)

What does it look like?

83.33%

116.67%

Span 4

0%

Min 3858 Min 4592 Min 5464 Min 6503 Min 7738 Min 8513 Min 10130 Min 12055 Min 14346 Min 17072

Midpoint 4630 Midpoint 5510 Midpoint 6557 Midpoint 7803 Midpoint 9286 Midpoint 10215 Midpoint 12156 Midpoint 14466 Midpoint 17215 Midpoint 20486

Max 5402 Max 6428 Max 7650 Max 9104 Max 10834 Max 11918 Max 14182 Max 16877 Max 20084 Max 23900

83.33% 3858 83.33% 4592 83.33% 5464 83.33% 6503 83.33% 7738 83.33% 8513 83.33% 10130 83.33% 12055 83.33% 14346 83.33% 17072

84.00% 3889 84.00% 4628 84.00% 5508 84.00% 6555 84.00% 7800 84.00% 8581 84.00% 10211 84.00% 12151 84.00% 14461 84.00% 17208

85.00% 3936 85.00% 4684 85.00% 5573 85.00% 6633 85.00% 7893 85.00% 8683 85.00% 10333 85.00% 12296 85.00% 14633 85.00% 17413

86.00% 3982 86.00% 4739 86.00% 5639 86.00% 6711 86.00% 7986 86.00% 8785 86.00% 10454 86.00% 12441 86.00% 14805 86.00% 17618

87.00% 4028 87.00% 4794 87.00% 5705 87.00% 6789 87.00% 8079 87.00% 8887 87.00% 10576 87.00% 12585 87.00% 14977 87.00% 17823

88.00% 4074 88.00% 4849 88.00% 5770 88.00% 6867 88.00% 8172 88.00% 8989 88.00% 10697 88.00% 12730 88.00% 15149 88.00% 18028

89.00% 4121 89.00% 4904 89.00% 5836 89.00% 6945 89.00% 8265 89.00% 9091 89.00% 10819 89.00% 12875 89.00% 15321 89.00% 18233

90.00% 4167 90.00% 4959 90.00% 5901 90.00% 7023 90.00% 8357 90.00% 9194 90.00% 10940 90.00% 13019 90.00% 15494 90.00% 18437

91.00% 4213 91.00% 5014 91.00% 5967 91.00% 7101 91.00% 8450 91.00% 9296 91.00% 11062 91.00% 13164 91.00% 15666 91.00% 18642

92.00% 4260 92.00% 5069 92.00% 6032 92.00% 7179 92.00% 8543 92.00% 9398 92.00% 11184 92.00% 13309 92.00% 15838 92.00% 18847

93.00% 4306 93.00% 5124 93.00% 6098 93.00% 7257 93.00% 8636 93.00% 9500 93.00% 11305 93.00% 13453 93.00% 16010 93.00% 19052

94.00% 4352 94.00% 5179 94.00% 6164 94.00% 7335 94.00% 8729 94.00% 9602 94.00% 11427 94.00% 13598 94.00% 16182 94.00% 19257

95.00% 4399 95.00% 5235 95.00% 6229 95.00% 7413 95.00% 8822 95.00% 9704 95.00% 11548 95.00% 13743 95.00% 16354 95.00% 19462

96.00% 4445 96.00% 5290 96.00% 6295 96.00% 7491 96.00% 8915 96.00% 9806 96.00% 11670 96.00% 13887 96.00% 16526 96.00% 19667

97.00% 4491 97.00% 5345 97.00% 6360 97.00% 7569 97.00% 9007 97.00% 9909 97.00% 11791 97.00% 14032 97.00% 16699 97.00% 19871

98.00% 4537 98.00% 5400 98.00% 6426 98.00% 7647 98.00% 9100 98.00% 10011 98.00% 11913 98.00% 14177 98.00% 16871 98.00% 20076

99.00% 4584 99.00% 5455 99.00% 6491 99.00% 7725 99.00% 9193 99.00% 10113 99.00% 12034 99.00% 14321 99.00% 17043 99.00% 20281

100.00% 4630 100.00% 5510 100.00% 6557 100.00% 7803 100.00% 9286 100.00% 10215 100.00% 12156 100.00% 14466 100.00% 17215 100.00% 20486

101.00% 4676 101.00% 5565 101.00% 6623 101.00% 7881 101.00% 9379 101.00% 10317 101.00% 12278 101.00% 14611 101.00% 17387 101.00% 20691

102.00% 4723 102.00% 5620 102.00% 6688 102.00% 7959 102.00% 9472 102.00% 10419 102.00% 12399 102.00% 14755 102.00% 17559 102.00% 20896

103.00% 4769 103.00% 5675 103.00% 6754 103.00% 8037 103.00% 9565 103.00% 10521 103.00% 12521 103.00% 14900 103.00% 17731 103.00% 21101

104.00% 4815 104.00% 5730 104.00% 6819 104.00% 8115 104.00% 9657 104.00% 10624 104.00% 12642 104.00% 15045 104.00% 17904 104.00% 21305

105.00% 4862 105.00% 5786 105.00% 6885 105.00% 8193 105.00% 9750 105.00% 10726 105.00% 12764 105.00% 15189 105.00% 18076 105.00% 21510

106.00% 4908 106.00% 5841 106.00% 6950 106.00% 8271 106.00% 9843 106.00% 10828 106.00% 12885 106.00% 15334 106.00% 18248 106.00% 21715

107.00% 4954 107.00% 5896 107.00% 7016 107.00% 8349 107.00% 9936 107.00% 10930 107.00% 13007 107.00% 15479 107.00% 18420 107.00% 21920

108.00% 5000 108.00% 5951 108.00% 7082 108.00% 8427 108.00% 10029 108.00% 11032 108.00% 13128 108.00% 15623 108.00% 18592 108.00% 22125

109.00% 5047 109.00% 6006 109.00% 7147 109.00% 8505 109.00% 10122 109.00% 11134 109.00% 13250 109.00% 15768 109.00% 18764 109.00% 22330

110.00% 5093 110.00% 6061 110.00% 7213 110.00% 8583 110.00% 10215 110.00% 11237 110.00% 13372 110.00% 15913 110.00% 18937 110.00% 22535

111.00% 5139 111.00% 6116 111.00% 7278 111.00% 8661 111.00% 10307 111.00% 11339 111.00% 13493 111.00% 16057 111.00% 19109 111.00% 22739

112.00% 5186 112.00% 6171 112.00% 7344 112.00% 8739 112.00% 10400 112.00% 11441 112.00% 13615 112.00% 16202 112.00% 19281 112.00% 22944

113.00% 5232 113.00% 6226 113.00% 7409 113.00% 8817 113.00% 10493 113.00% 11543 113.00% 13736 113.00% 16347 113.00% 19453 113.00% 23149

114.00% 5278 114.00% 6281 114.00% 7475 114.00% 8895 114.00% 10586 114.00% 11645 114.00% 13858 114.00% 16491 114.00% 19625 114.00% 23354

115.00% 5325 115.00% 6337 115.00% 7541 115.00% 8973 115.00% 10679 115.00% 11747 115.00% 13979 115.00% 16636 115.00% 19797 115.00% 23559

116.00% 5371 116.00% 6392 116.00% 7606 116.00% 9051 116.00% 10772 116.00% 11849 116.00% 14101 116.00% 16781 116.00% 19969 116.00% 23764

116.67% 5402 116.67% 6428 116.67% 7650 116.67% 9104 116.67% 10834 116.67% 11918 116.67% 14182 116.67% 16877 116.67% 20084 116.67% 23900

Salary Grid: 1st September 2016Grade 3Grade 2Grade 1 Grade 8 Grade 9 Grade 10Grade 4 Grade 5 Grade 6 Grade 7

Harmonised spread & progression

What does it look like?• Proposed Salary grid as of 1 September 2016

• Your salary will not change. Mapping of each individual into the new salary structure will be

automatic.

• Circa 7% of the current population will be above the maximum of their range and will be

placed in “personal positions” (i.e. outside the new salary grid).

• To enable a smooth implementation, transition measures are foreseen (ending in 2020).

Mapping of current staff:

Min 3858 Min 4592 Min 5464 Min 6503 Min 7738 Min 8513 Min 10130 Min 12055 Min 14346 Min 17072

Midpoint 4630 Midpoint 5510 Midpoint 6557 Midpoint 7803 Midpoint 9286 Midpoint 10215 Midpoint 12156 Midpoint 14466 Midpoint 17215 Midpoint 20486

Max 5402 Max 6428 Max 7650 Max 9104 Max 10834 Max 11918 Max 14182 Max 16877 Max 20084 Max 23900

Grade 3Grade 2Grade 1 Grade 8 Grade 9 Grade 10Grade 4 Grade 5 Grade 6 Grade 7

Mapping of current staff

Bb.5

Da.0

Ee.0

Personal position below Grade 5

(72% of midpoint)

Can advance into grade 5

Grade 3

(99% mid-point)

Personal Position above Grade 7

(118% of midpoint)

Benefits from transition measures until

2020

Advancement changes• Clearly identified advancement principles : advancement driven by functions and

objectives ( enhanced consistency and feeling of recognition).

• Separate advancement and promotion process, budget and time window ( increased

clarity and perception of fair treatment).

• Lighter administrative process ( less resource intensive), creating the opportunity for

developmental conversations ( increased long-term view).

• Clearer differentiation of performance : 4 performance levels : ‘Outstanding, Strong, Fair,

Insufficient’ with clear outcome ( increased granularity and transparency).

• This outcome will be a combination of salary increases and performance payments,

which can be used diversely throughout the career depending on staff needs

( increased flexibility).

• Staff members having reached the maximum of their range will continue to be rewarded

through a Performance Payment ( increased motivation).

Performance

Qualification

Insufficient Fair Strong Outstanding

Suggested

distribution range0-1% 6-12% 57-63% 27-33%

Advancement(% of midpoint salary) - 0.35 % 1.35 % 2.35%

Performance

Payment(% of midpoint salary)

- - 1.15 % 2.15%

Advancement changes

• The flat-rate step system is replaced with

• a more granular salary increase, expressed as a percentage of the midpoint, AND

• a Performance Payment, in case of strong and outstanding performance.

Salary

increase

Annual

lump-sum

Payment

(non-

pensionable)

BO

TH

Transition Measures• First transition year is 2016 (MARS system maintained).

• Additional measures proposed for all staff who are above the new salary grid, or who

will reach the maximum of the grade range during the first 4 years of implementation.

• Phasing out approach, with salary increase progressively reducing from 100% in

2017 to 25% in 2020 (soft landing).

• Performance payment will continue beyond transition period.

0%

20%

40%

60%

80%

100%

120%

2017 2018 2019 2020 2021

Transition measures(as % of Norm)

Salary Increase Performance Award

2016 and beyond - Advancement

Performance yr 2015

MARS exercise 2016

Performance yr 2016

MARS exercise 2017

Performance yr 2017-2019

MARS exercise 2018-2020

Performance yr 2020

MARS exercise 2021

Applicable

advancement

system

Current MARS system “VENUS” system

(in part, with

transition)

“VENUS” system

(in full, with transition)

“VENUS” system

(in full, without

transition)

Evaluation

basis

Objectives

Competencies

Objectives

Competencies

Objectives

Functions

Competencies

Objectives

Functions

Competencies

Performance

qualifications

Non Meritorious

Meritorious

Particularly Meritorious

Insufficient

Fair

Strong

Outstanding

Insufficient

Fair

Strong

Outstanding

Insufficient

Fair

Strong

Outstanding

Advancement Steps

First year of

Transition measures

% midpoint salary

increase

+

Performance

Payment

+

Transition measures

(gradual phase out)

% midpoint salary increase

+

Performance Payment

+

Transition measures

(gradual phase out)

% midpoint salary

increase

+

Performance Payment

No more transition

measures

Effective Date July 1st 2016 May 1st 2017 May 1st 2018-2020 May 1st 2021

Advancem

ent

Performance Qualification• 1 overall performance qualification, taking both functions and objectives into

account, with 4 levels:

• Outstanding – Performance often exceeds expectations in terms of results, quality and quantity of work as well as behaviour.

• Strong – Performance meets and sometimes exceeds expectations in terms of results, quality and quantity of work as well as behaviour.

• Fair - Performance meets expectations in some areas, but needs improvement in other areas in terms of results, quality and quantity of work or behaviour.

• Insufficient - Performance does not meet most expectations in terms of results, quality and quantity of work or behaviour.

• Functions and objectives:

• no separate rating

• narrative assessment (what + how)

2016and beyond - PromotionsPerformance yr 2015

MARS exercise 2016

Performance yr 2016

MARS exercise 2017 and beyond

Applicable promotion system Current MARS system New “VENUS” system

Promotion basis 3 kinds of promotion:

- Change of salary band

(performance + higher expertise)

- Change of career path

(functions)

- Exceptional Career Extension

or ECE (performance)

Based on the Career Path Guide

Actual processes and filters (i.e.,

career reviews at Departmental,

Sector or CERN-wide level (e.g.

SSAC)

2 kind of promotions, always performance

driven

- Within the same BMJ

(higher level of expertise / proficiency)

- To a higher BMJ

Based on a modernised version of the

Career Path Guide (Promotion Guide)

New processes and filters (largely based

on previous ones)

Effective Date July 1st 2016 July 1st 2017 and beyond

Pro

motio

ns

Promotions: a modernised Career Path Guide continues

to be the cornerstone of the process

• Career Path Guide is an appreciated and familiar tool:• Built from the Hay job evaluation methodology, recognised world-wide.

• Many strong elements which can be retained.

• Evolutionary approach :• Opportunity to polish the guide and address known weaknesses and

inconsistencies.

• Will be discussed in a cross-departmental working group, with SA representatives.

Supporting these changes: a simplified form

No more summary of functions

Single set of objectives

(including supervisory)

Brief Assessment of functions

and objectives (what + how)

No more selection of

Behavioural Competency

No more selection of

Technical Competency

Supervisor overall evaluation

comments no longer required

Group Leader overall appraisal

no longer required

One overall rating which covers

functions & objectives

Development objectives

1992-2001

• Introduction of ‘Merit’ Based advancement

• Possibility of 1 additional step for up to 20% population

• Exceptional Performance Awards

• 1.6%

2001-2006

• Increased recognition of Merit

• Possibility of 1 or 2 additional steps for up to 30% of population A-E, 15% in F & G

• Financial Awards

• Orange zone

• 1.6%

2007-2016

• Further focus on merit

• 75% ‘particularly meritorious”, with different amounts of steps

• Financial Awards

• 1.8% →1.9%→ 2.1%

2017+

•Harmonisation of career structure

• Salary increase andPerformance Payment

• 60% good, 30% outstanding, with well-defined outcome

•1.6% (recurrent)

•1.35% (non-recurrent)

•Financial Awards

History

MOAS MAPS MARS ?VENUS

Suggestion for a name

Have you novel suggestions of a new ‘name’ for

this system? Answers “on a postcard”

to [email protected]

Agenda

HR Strategy

2016-2020

2 2Vision for

Our aim is to assist in maintaining CERN as a Centre of

Excellence, through:

• A sustainable future.

• Having the right people at the right place, at the right time.

• A versatile & engaged workforce.

• Enhanced visibility on resource needs.

To be completed with your input

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CERN HR POLICY

Employee engagement

Values, Code of Conduct, Competency Model, Benchmark Jobs

HR 2016-2020M

ain

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ies

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ati

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Benchmark jobs may be defined as “a grouping of

individual work situations with the same

productive role”. In other words, a benchmark job is

a set of individual jobs presenting close core activities

and/or competencies, independent from the

organizational structure.

Benchmark jobs are not an entirely new concept at

CERN, as we already use them as a reference to

classify new recruits, for promotions and in the 5YR.

Project definition (WHAT)

Staff interviewed by HRA and domain

representatives.

Validation process includes technical experts,

HR classification and Recruitment team.

Department heads are responsible for the

approval of the final Benchmark jobs list.

.

Project methodology (HOW)

The aim is to have ONE updated cartography of all BMJs in ONE place with ONE (more elaborated)

content.

For staff: increased transparency through a clearer understanding of existing jobs and their content.

For managers/HR professionals: a common basis to recruit, classify, promote, train, facilitate mobility…

For the Organization in general: enhanced consistency, as well as a tool to plan needs and resources

Project objectives (WHY)

Benchmark Jobs

From…

…to

Benchmark jobs / Example of BMJ

Computing Engineer

Electrical technical engineer

Mechanical Engineer

Firefighter

Legal advisor

Theoretical Physicist

Electronics Technician

RP Technician

Benchmark Job Title

Short Definition

Qualifications and experience

Main activities

Main Technical Competencies

Training and certifications

Talent management Developmental Conversations on competencies and career growth

Concept will be developed in a cross-departmental working group with representation from Staff Association.

A “package” of learning interventions will be designed for staff and supervisors to assist them in these conversations.

Coaching (introduced in 2014)

Executive coaching (Department Heads and Group Leaders).

Developmental coaching (Section Leaders, Supervisors & Staff).

2016-2020: monitor, refine & enhance.

Performance management:

Sustain strong and outstanding performance.

Under-performance: equip managers further; anticipate potential cases; support staff to restore their performance.

Internal mobility

Clarify procedures & tools to enhance transparency.

Monitor and report.

Towards an Internal Mobility Policy?

Capacity PlanningRecruitment & Retention

• Update of 3-year recruitment and IC plans to new structure.

• Associated sourcing actions.

• Monitoring of LD extensions.

• Define parameters for IC allocation from 2018 (i.e. after transition period).

Strategic Workforce Planning

What we know: LHC and future plans and associatedresources

Know the key jobs required for CERN’s operationand evolution to meet strategic objectives

Jobs we know exist now, jobs we don’t yet know exist in the future

Benchmark Jobs provide the cartography, identifygaps between current and future needs

Strategic, anticipatory approach

Also in HR : e-filesThe e-file project is not just simply moving paper files to electronic…

… its about benefitting from the technology to streamline, simplify

and rationalise all associated processes

Complex, heavy, resource intensive

Simple, streamlined, efficient.

Exciting times are ahead of us, with a new Management team and the

prospect of scientific discoveries, but also continued challenges in terms of

resources/employment conditions

We will raise to the challenge through proactivity, adaptation to change,

and the ability to constantly re-invent ourselves

Conclusion

CERN HR – caring for people’s future

Further questions? Join our live chat in March 2016

https://cern.ch/chat-5yr

? ? ?Thanks to IT for providing the platform

https://cern.ch/chat-5yr

powerpoint presentation...slide 6 the journey 19th january 2015 public meeting •management’s...

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