10 HR Strategic initiatives

Transcription

1 10 HR Strategic initiatives Leader End 1 Staff member survey ML Falipou 2 New contract policy L. Taillieu 3 Recruitment & Sourcing policy J.Purvis Dec CERN code of conduct A.S. Catherin 5 Competency model S. Datta C Dec Learning & Development policy proposal S. Datta C Oct MARS Review A. Morris Dec Development Counseling interviews Handling of difficult situations A.S. Catherin 10 Internal Mobility 2011

2 CERN COMPETENCY MODEL CERN Competency Model / September

3 DRAFT PRESENTATION from HR SUBJECT TO CHANGE CERN Competency Model / September

4 What is it? A reference framework that is the keystone to HR management. It will help optimizing our HR processes (Recruitment, contract management, Performance, Promotion, L&D, Mobility, Succession) A common language A roadmap for Staff Why did we embark with it? Consistency and coherence across HR processes Transparency for Staff STI not used very much, and Technical no longer enough Introduction of behavioural. Keep up to date with state of the art HR practices 4

5 Technical on CERN Domains of expertise, NOT structure Built by CERN experts Simple to recognize Behavioural (core & leadership) on our shared experience Built by CERN Staff members Simple to recognize 5

6 TECHNICAL : DOMAINS : Civil Engineering, Communication & External affairs, Electricity, Electronics, Finance, Health & Safety, Human Resources, Information Technology, Materials & Surfaces, Mechanics, Physics, Procurement & Logistics, Legal, Management processes. And languages. Under construction by the TC work team Example for the Domain of Mechanics (SAMPLE subject to change) Sub Domains: Structures & Machine Design Technical : Mechanical systems design Mechanical analysis & modeling Etc. Thermodynamics, heat transfer & fluid mechanics Technical : Thermal design Thermo-mechanical assembly & installation Knowledge of heat transfer Etc. Electro- mechanics etc. 6

7 CERN BEHAVIOURAL COMPETENCIES VALUES CORE COMPETENCIES LEADERSHIP COMPETENCIES E X C E L L E N C E Integrity Professionalism Creativity Diversity Commitment Demonstrating Accountability Managing self Achieving results Communicating Solving Problems Learning & sharing knowledge Building Relationships Working in teams Working in the interest of the organisation Demonstrating flexibility Leading with strength & credibility Optimising resources Setting direction Bringing the best out of people Creating vision and strategic partnerships 7

8 Clearly, it is not going to be 100% perfect Clearly, it will need update & maintenance Clearly, you are not going to find your pet skill Clearly, we will use it in our main HR processes 8

9 Recruitment VN will pull out Job footprints listing main to be assessed VN will pull out main BC to be assessed 9

10 Recruitment VN will pull out Job footprints listing main to be assessed Mid and end probation Assess same as during recruitment VN will pull out main BC to be assessed 10

11 Recruitment VN will pull out Job footprints listing main to be assessed VN will pull out main BC to be assessed Mid and end probation Assess same as during recruitment VN LD2IC - STI New set of - Current criteria New behavioural (assess ALL) + Potential 11

12 Recruitment Mid and end probation LD2IC Performance appraisal = What + How VN will pull out Job footprints listing main to be assessed VN will pull out main BC to be assessed Assess same as during recruitment VN - STI New set of - Current criterias New behavioural (assess ALL) + potential -Objectives & Results UNCHANGED -Narrative evaluation to be replaced by demonstration of main (using concrete examples) -Developmental areas to be set around selected (minimum Max?) -Opportunity for mid to long term development discussion 12

13 Recruitment Mid and end probation LD2IC Performance appraisal = What + How L&D VN will pull out Job footprints listing main to be assessed VN will pull out main BC to be assessed Assess same as during recruitment VN - STI New set of - Current criterias New behavioural (assess ALL) + potential -Objectives & Results UNCHANGED -Narrative evaluation to be replaced by demonstration of main (using concrete examples) -Developmental areas to be set around selected (minimum Max?) -Opportunity for mid to long term development discussion Competency based Curricula Under development 13

14 Recruitment Mid and end probation LD2IC Performance appraisal = What + How L&D Promotion Internal mobility Succession planning VN will pull out Job footprints listing main to be assessed VN will pull out main BC to be assessed Assess same as during recruitment VN - STI New set of - Current criterias New behavioural (assess ALL) + potential -Objectives & Results UNCHANGED -Narrative evaluation to be replaced by demonstration of main (using concrete examples) -Developmental areas to be set around selected (minimum Max?) -Opportunity for mid to long term development discussion Competency based Curricula Under development Under development 14

15 Timing and Training Timing : Recruitment: Competency Interviewing training available starting January 2011 Utilization of import of job footprints at a later stage LD2IC : Competency Interviewing training available starting January 2011 CHANGE implementation in Spring 2011 Performance appraisal : NO CHANGES for the 2010 (current) reference year (annual exercise of ) CHANGE will be effective for the 2011 reference year (annual exercise of ) Training Campaign : Autumn 2010 to Spring 2011 Launch of module Understanding and working with January to March 2011 Launch of module Competency Interviewing (applying the to selection processes) Summer 2011 Launch of Performance management module 15

16 COMPETENCY MODEL IMPLEMENTATION IN MARS PILOT JANUARY 2010 Main Points from the Feedback Overall approach assessment based on performance equation what + how well received by a large majority of both supervisors and staff; Narrative evaluation replaced by identification of 3 main supported by concrete examples also well received, with 2 provisos: - Identification of demonstrated by all staff should not be limited to core, but also include leadership as applicable; identification of demonstrated by staff in leadership positions should not be limited to leadership only - Balance between and behavioural must be further emphasised, with both aspects being given equal consideration. Identification of to be developed requires preparation, self assessment worksheet found to be very useful method to prepare for the interview, more training recommended Supervisors must be correctly trained as it is not trivial to evaluate a person objectively according to the given. Suggestions: Subordinates should also have their say, maybe by means of an anonymous evaluation degree feedback is the way to go regardless of all the controversy that surrounds it Actions Confirmation of the proposed approach to be implemented in the annual exercise The proposal is to replace narrative by identification of main demonstrated & illustrated by concrete examples to be selected from core or leadership as applicable & regardless of hierarchical status; AND - both and behavioural - Proposed training module on Understanding & Working with Competencies open to all staff as from autumn Performance management training foreseen for 2011 Noted for consideration and possible implementation at a later stage