Management Plan 2016

Transcription

1 Ref. Ares(2016) /02/2016 European Personnel Selection Office Management Plan 2016 European Personnel Selection Office

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3 Contents PART 1. Overview of main outputs for the year... 1

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5 PART 1. Overview of main outputs for the year Relevant general objective: To help achieve the overall political objectives, the Commission will effectively and efficiently manage and safeguard assets and resources, and attract and develop the best talents. Specific objective 1: Highly qualified staff are made available to all EU Institutions by organising Open Competitions and selection procedures in an inter-institutional context covering thereby their needs. Reserve lists of AD, AST and AST/SC Officials, as set out in the Notice of Competition. In total, 1502 laureates were requested for 2016 (endorsed by EPSO's Management Board in December 2015) 1. Reserve lists for Contractual Staff positions. Permanent CAST selection model. Laureate delivery rate. Duration of the selection procedure. Successful candidates' delivery rate. Real time updated candidates' database permanently available to recruiting services in the context of CAST Permanent. Nr of tested candidates/nr of successful candidates delivered. 90% of the cumulative published target figures. 9 months for the cycles and 6 months for specialist competitions. 90 % of cumulative indicative target figures, both for specialists and generalist profiles whilst at the same time achieving increased costefficiency for the selection of contract agents with the operational deployment of the Permanent CAST selection model. Required IT structure and tools for CAST Permanent operational in the first quarter of 2016; Publication of CAST Permanent call for expression of interest by Summer 2016; Successful transfer of CAST interim for executive agencies into CAST Permanent by the end of the year; Testing of >90% of all preselected candidates by Institutions by the end of 1 The number of 1502 laureates includes the laureates of the 6 competitions which had to be postponed end of This figure may be reviewed later this year, as a consequence of the measures that EPSO will have to take in agreement with its Management Board in order to comply with the recent judgements of the Court of Justice concerning the use of languages in EPSO selection procedures. epso_mp_2016_public 1

6 According to its founding decisions, EPSO is responsible for the selection of highly qualified staff on behalf of the Institutions (the recruitment of staff from reserve lists remains the responsibility of the individual Institutions). The actions under this activity cover the full range of steps needed to complete the selection process (from planning and publication of the Notice of Competition, right up to publication of the list of successful candidates. Open Competitions are organised for generalists and experts at different grades and categories (AD, AST and AST/SC) and in different fields and languages. The latter includes linguistic competitions for translators, interpreters and lawyer-linguists. Following the entry into force of the revised Staff Regulations in 2014, EPSO will continue to apply the new framework defined in close cooperation with the Institutions for the AST and AST/SC categories and for different profiles sought at each AST grade, taking into account labour market conditions across the Member States. To meet the changing needs of the Institutions, EPSO will continue to develop and propose flexible, cost-effective testing solutions using modern technology and selection techniques. In 2016, and provided that the implementing rules are being approved by the Institutions, EPSO will launch the new CAST Permanent selection model for 8 priority profiles (secretaries, human resources, communication, policy, legal, ICT, finance and project management) requested by the Institutions, based on the preparatory work initiated in 2014, as well as the ongoing pilot-project started in July 2015 for the selection of contract staff in the fields of finance and project management by Executive Agencies. The new permanent selection model for contract staff is based on a talent pool and on a more costefficient approach to testing with the introduction of the Entry ticket (i.e. the possibility to retain validity of scores for a predefined period across different profiles). The required development of IT systems and tools for CAST Permanent to be operational will be completed in the first quarter of EPSO will strive to continuously improve these tools based on users' feedback and experience. In parallel, EPSO will continue to launch separate contract staff selection processes for more specialised profiles to meet specific and targeted recruitment needs expressed by Stakeholders, until the time when specialist selections for contract staff can be fully integrated into the CAST Permanent selection model. Internally, a major challenge and integral part of EPSO's operations in 2016 and beyond will be to focus upon delivery of a revised linguistic regime in the light of judgements brought before the Court of Justice against the Commission by Italy and Spain concerning the use of languages in selection procedures organised by EPSO and the Institutions. In response to these judgements, EPSO's Management Board held several meetings at the end of 2015 and in early 2016, in order to consider the use of languages in EPSO selection procedures. In February 2016, the Board decided to establish a special Working Group to examine this and related issues. The Group is expected to report back by the end of June While the Working Group completes its work, it has been agreed that some changes will be made to EPSO's working programme for The publication of the AD generalist competition has been postponed and EPSO has proposed to bring forward the linguistic cycle from the summer to spring In the meantime, in order to enable the Institutions to meet their urgent recruitment needs, a series of specialist competitions will be organised from April. epso_mp_2016_public 2

7 Specific objective 2 : Our communication with potential and current candidates is positive and proactive, in order to contribute to a strong employer image for the EU Institutions and improve our ability to attract the right talent. Description Indicator Target/Target date 1. Implementation of a new tool for candidate questions and issues. 2. Structured cooperation with Europe Direct Contact Centre to manage general queries from candidates in 24 languages. 3. Timely handling of requests for review, Article 90 and Ombudsman complaints. 4. Targeted communication plan for candidates with disabilities and/or special needs. Reduce number of queries dealt with by EPSO's Candidate Contact Service (CCS) by at least 10%. Reduce number of queries dealt with by CCS by 10% (AD 5 cycle 2016). 100% of contributions / decisions prepared within the set deadlines. Maintain the ratio of requests for review that become formal complaints (Article 90 or Ombudsman). Number of candidates with disabilities and/or special needs applying for selection procedures. High satisfaction rate amongst candidates with disabilities and/or special needs (accommodation of selection tests). 6. New reasonable accommodations procedure in place for candidates with disabilities and/or special needs. New procedure formalised and expanded to all competitions; Expand candidate satisfaction survey to all types of selection tests and procedures. 7. Recruitment and training of EU Careers Ambassadors. Maintain or increase the number of universities represented (116 in 2015) in all 28 Member States with a focus on high quality All student ambassadors given face-to-face training either in Brussels or Member States. 8. Restructured and redefined mandate for the EU Staff Ambassadors. At least 1 staff Ambassador per Member State and per Institution The EU Careers website remains the cornerstone of EPSO's communication efforts. In 2016, the Office will re-launch a more user-centric website with new information architecture, an interactive job search tool and a new tool for better responding to candidates' questions, as well as improving the online application process and candidate accounts. We will continue to use social media as a cost-effective and targeted way of reaching key audiences, including through EU Careers Staff Ambassadors who blog about living and working in the EU. We will maintain an active on-campus presence through the EU Careers Student Ambassadors, as well as through targeted participation in careers events, fairs and other activities. epso_mp_2016_public 3

8 Specific objective 3: EPSO's selection methods are continuously improved, based on experience, best practice and international standards. Improved Competency Based Interview (CBI). Introduction of the "split assessment" approach. Implementation of an action plan towards future complete paperless delivery of exams. Adoption of a strength-based approach in combination with the STAR method. Use of the CBI to assess "Analysis and Problemsolving". Correlations between competencies in CBI <0.6. Increased use of scoring scales. Implementation of the approach in the context of a specific competition. Conduct of a comparison between 3 scoring methods (assessors present in interview room, remote assessors in average, remote assessors normalized). Number of essay-type exams delivered on computer (compared with 2013, the number of essay-type exams delivered on computer, already increased by 20%). End 90% of all essay-type events (case-studies, translation tests, drafting tests, etc ) delivered on computer in Reduced deviation between marker scores and reduced need for third marking. Third marking in 10% of all cases following score normalization. Specific objective 4: Recruitment needs are clearly identified up-front in close cooperation with Institutions, aligning thereby supply and demand for laureates. Strategic planning Strategic planning exercise endorsed by EPSO Working Group and Management Board. October As in previous years, EPSO will complete the strategic planning exercise together with its stakeholders, enabling the Management Board to decide on the target figures for the coming three years, i.e until To facilitate this exercise, based on the revised set of instructions from 2014, EPSO will continue to share best practice and guidelines in writing and to push forward an efficient and effective planning exercise. In this context, a new method of role-profiling will be tested, in order to reinforce the planning process in 2016 and unify the common framework further. Role-profiling aims at establishing a closer correlation between business strategies and jobs by identifying those roles that are essential for an organisation to remain efficient and effective. Likely to emphasise alignment with the Institutions' key needs and future strategies, it is paramount to achieving results in the medium and long-term and to helping identify skills and knowledgegaps as part of talent management. epso_mp_2016_public 4

9 In parallel, EPSO will continue to further adapt the Notices (including for CAST) and improve the existing descriptions of jobs and duties per position and in line with each staff category, with a view to increasing consistency amongst profiles whilst fulfilling Institutionspecific needs. Specific objective 5: Recruiting services can identify and recruit appropriate laureates rapidly and effectively. Monthly statistics on recruitment rates. Provision of reliable and updated statistical information. Proposal to EPSO Working Group for reserve lists to be closed. Acceptance of EPSO's proposal. Specific objective 6: Existing processes are re-engineered, including the use of digital technologies and collaborative tools, to make them more cost-effective, efficient, agile and rapid. Collaborative tools consultancy: strategy and guidelines on collaborative tools to be put in place. Business process framework in place: agreement on structure, format, tools & process to describe, maintain and improve process descriptions for EPSO, including the change management process. Strategy & guidelines document available. At least 2 trainings in collaborative tools. Key selection processes agreed by management team to be successfully reengineered. End End Scale up "REMEMBER": lessons learnt process scaled up to include lessons not only from the Selection Board but also other information sources. Process for simplified eligibility check in place. Capture and assessment of lessons learnt from other sources, for example Selection managers or AC managers. Implemented changes issued from recommendations. Eligibility checks are done as part of the EPSO selection process (and no longer at the recruitment phase). For laureates from competitions launched in the second half of 2016 the comprehensive eligibility check is entirely done by EPSO. End epso_mp_2016_public 5

10 Specific objective 7: The attraction, appointment and workings of selection boards and assessors are further rationalised and professionalised. Completion of the pilot-project for the establishment of the EPSO Academy. Information sessions to attract new Selection Board members. Wiki Confluence pages containing all relevant documentation for all competitions. Pool of 20 trained Selection Board members available for the AD5-competition in 5 new sessions to be organised. Number of new Selection Board members found. Inclusion of all key stakeholders across the Institutions and the agencies, whenever applicable. March By October Building on the considerable progress made in the past couple of years, further efforts will be made in 2016 to increase the attractiveness of becoming an assessor for competitions organised by EPSO. By continuing the information and visibility campaign launched internally and in close cooperation with the Institutions, EPSO wishes to raise awareness about the attractiveness of the work performed by Selection Board members and markers in selecting new staff, in order to ensure timely appointment of board members and avoid unnecessary withdrawals during the process. The information package for Selection Boards will be further streamlined by using the new Guide for Selection Boards, which was endorsed in December 2015, for all competitions. Introduced in May 2015, the new commitment letter, clarifying the rules of conduct and explaining what the appointment as a member of a Selection Board entails, will be applied to all upcoming competitions and aims at further reducing the withdrawal rate amongst the Selection Board members. Specific objective 8: A comprehensive offering of flexible and adaptive services including expertise in the fields of assessment, selection, occupational psychology, psychometrics and employer branding as well as support to ensure the implementation of talent management strategies in the EU Institutions are provided to help meet challenging stakeholder needs. Catalogue of services for EU Institutions, agencies and bodies. Online publication of job vacancies for EU Agencies and other bodies on the EPSO website. Delivery of on-line testing directly in the premises of some recruiting services. Availability of catalogue in Successful implementation of a new tool facilitating the publication of job vacancies in 24 languages. Number of candidates tested. Stakeholder and candidate satisfaction. epso_mp_2016_public 6

11 One of the most popular and visible services that EPSO provides to the EU Agencies and other bodies is the online publication of job vacancies on the EPSO website. Highly appreciated by both employers and potential employees, this website has become a onestop-shop for job opportunities and recruitment of temporary staff within the EU Institutions and Agencies and will continue to increase in visibility. In this context, a new tool will be introduced in the first half of 2016 in order to facilitate and simplify the publication of new vacancy notices in all 24 official languages by making the process more automated and efficient. Following an amendment to its Framework contract for computer-based tests, EPSO will start delivering on-line testing directly in the premises of some recruiting services in Specific objective 9: The linguistic abilities in a third language of staff eligible for a first promotion (officials, contract staff in function group IV, temporary agents assisting political groups in the European Parliament and temporary agents in agencies) are evaluated in a harmonised, consistent and cost-efficient manner. Delivery of assessments of linguistic ability by EPSO and the evaluation committees to satisfy the requirements of Article 45 2 and Article 85 3 of CEOS. Delivery of assessments of linguistic ability by EPSO and the external service provider to satisfy the requirements of Article 45 2 and Article 85 3 of CEOS. Delivery of an online satisfaction survey for candidates processed during the year. Finalisation of on-going procurement process and delivery of a new framework contract for linguistic tests in the 24 official EU-languages. Timely delivery of assessments concerning the diplomas and certificates submitted by the candidates. Timely delivery of linguistic tests. Satisfaction rate of candidates with the assessment of their third language abilities. New framework contract in place and covering the delivery of linguistic tests in the 24 official EU-languages. 100 % evaluation by the end of the year of files (diplomas and certificates) submitted within the deadline. 100 % satisfaction by the end of the year of requests received for testing third language capabilities. 90% satisfaction rate of candidates who reply to the satisfaction survey. New framework contract in force for testing candidates as soon as possible in Measures are taken to ensure continuity of service. The on-going procurement process initiated in 2015 in order to secure a new framework contract covering the assessments of 24 official languages will be finalised in the first quarter of All measures will be taken by EPSO to ensure continuity of assessments in 2016 until the new framework contract is awarded. epso_mp_2016_public 7

12 Specific objective 10: To contribute to the running of the certification procedure Delivery of examinations in order to enable the examining board to establish Reserve lists of certified Officials. Delivery of examinations in compliance with examining board's expectations. Launch of a procurement process to secure a new framework contract for the delivery of certification tests. Timely delivery of accurate certification examinations in compliance with the Institutions' requirements. Satisfaction rate of examining board with the organisation of tests. Procurement process initiated in the course of 100% timely and accurate delivery of list of certified Officials according to the deadlines set by Institutions. 100% satisfaction of examining board with tests delivered. New framework contract in place and operational for the 2017 Certification exercise. epso_mp_2016_public 8