10 HR Strategic initiatives€¦ · 10 HR Strategic initiatives Leader End 1 Staff member survey ML Falipou 2 New contract policy L. Taillieu 3 Recruitment & Sourcing policy J.Purvis

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 2010

4 CERN code of conduct A.S. Catherin

5 Competency model S. Datta C Dec 2010

6 Learning & Development policy

proposalS. Datta C Oct 2010

7 MARS Review A. Morris Dec 2011

8 Development Counseling interviews 2011

9 Handling of difficult situations A.S. Catherin

10 Internal Mobility 2011

CERN COMPETENCY MODEL

2CERN Competency Model / September

2010

DRAFT PRESENTATION from HR

SUBJECT TO CHANGE

CERN Competency Model / September 2010

3


• 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 competencies no

longer enough – Introduction of behavioural competencies.– Keep up to date with state of the art HR practices

CERN Competency Model / September 20104


• Technical competencies– Based on CERN Domains of expertise, NOT

structure– Built by CERN technical experts– Simple to recognize

• Behavioural competencies (core & leadership)– Based on our shared experience– Built by CERN Staff members– Simple to recognize

5CERN Competency Model / September 2010

CERN COMPETENCY MODEL• TECHNICAL competencies:

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 DesignTechnical competencies: Mechanical systems design

Mechanical analysis & modelingEtc….

Thermodynamics, heat transfer & fluid mechanicsTechnical competencies: Thermal design

Thermo-mechanical assembly & installationKnowledge of heat transferEtc ….

Electro- mechanicsetc …….



CERN BEHAVIOURAL COMPETENCIES

VALUES CORE COMPETENCIES LEADERSHIP COMPETENCIES

E

X

C

E

L

L

E

N

C

E

Integrity Demonstrating Accountability

Managing self

Leading with strength & credibility

Professionalism Achieving results

Communicating

Optimising resources

Creativity

Solving Problems

Learning & sharing knowledge

Setting direction

Diversity Building Relationships

Working in teams

Bringing the best out of people

Commitment Working in the interest of the

organisation

Demonstrating flexibility

Creating vision and strategic partnerships


Clearly, it is not going to be 100% perfectClearly, it will need update & maintenanceClearly, you are not going to find your “pet” skill Clearly, we will use it in our main HR processes



Recruitment

• VN will pull out Jobfootprintslisting main technicalcompetenciesto be assessed

•VN will pull out main BC to beassessed

• CBI (CompetencyBasedInterviewing)


CERN Competency Model / September 2010 9

Recruitment Mid and endprobation


•VN will pull out main BC to be assessed


•Assess samecompetenciesas duringrecruitment




LD2IC





•VN

- STI New set of technicalcompetencies

- CurrentcriteriaNew behaviouralcompetencies(assess ALL) + Potential





LD2ICPerformance appraisal =

What + How





•VN


- CurrentcriteriasNew behaviouralcompetencies(assess ALL) + potential

-Objectives & Results

UNCHANGED

-Narrative evaluationto be replaced by demonstration of main competencies(using concreteexamples)

-Developmentalareas to be set around selectedcompetencies

(minimum – Max ?)

-Opportunity for midto long termdevelopmentdiscussion






What + How

L&D





•VN •Competencybased Curricula

Under development




UNCHANGED



(minimum – Max ?)







What + How

L&DPromotionInternal mobilitySuccession planning





•VN •Competencybased Curricula

Under development

• Under development




UNCHANGED



(minimum – Max ?)





Timing and Training • Timing :

– Recruitment: • Competency Based Interviewing training available starting January 2011• Utilization of import of job footprints at a later stage

– LD2IC :• Competency Based Interviewing training available starting January 2011• CHANGE implementation in Spring 2011

– Performance appraisal : • NO CHANGES for the 2010 (current) reference year (annual exercise of 2010-2011)• CHANGE will be effective for the 2011 reference year (annual exercise of 2011-2012)

• Training Campaign :– Autumn 2010 to Spring 2011 – Launch of module Understanding and working with

competencies– January to March 2011 – Launch of module Competency Based Interviewing (applying the

competencies to selection processes)– Summer 2011 – Launch of Performance management module



Main Points from the Feedback Actions

Overall approach – assessment based on performance equation ‘what + how’ –well received by a large majority of both supervisors and staff;

Confirmation of the proposed approach –to be implemented in the annual exercise 2011-2012

Narrative evaluation replaced by identification of 3 main competencies supported by concrete examples also well received, with 2 provisos:

- Identification of competencies demonstrated by all staff should not be limited to core competencies, but also include leadership as applicable; identification of competencies demonstrated by staff in leadership positions should not be limited to leadership competencies only

- Balance between technical and behavioural competencies must be further emphasised, with both aspects being given equal consideration.

The proposal is to replace narrative by identification of main competenciesdemonstrated & illustrated by concrete examples to be selected from – core or leadership competencies as applicable & regardless of hierarchical status; AND- both technical and behavioural

competencies

Identification of competencies to be developed requires preparation, self assessment worksheet found to be very useful method to prepare for the interview, more training recommended

- Proposed training module on ‘Understanding & Working with Competencies’ – open to all staff – as from autumn 2010

Supervisors must be correctly trained as it is not trivial to evaluate a person objectively according to the given competencies.

- Performance management training foreseen for 2011

Suggestions: Subordinates should also have their say, maybe by means of an anonymous evaluation - 360-degree feedback is the way to go regardless of all the controversy that surrounds it

Noted for consideration and possible implementation at a later stage

CERN COMPETENCY MODELCOMPETENCY MODEL IMPLEMENTATION IN MARS – PILOT – JANUARY 2010

Documents

10 HR Strategic initiatives€¦ · 10 HR Strategic initiatives Leader End 1 Staff member survey ML Falipou 2 New contract policy L. Taillieu 3 Recruitment & Sourcing policy J.Purvis