Public meetings 13 – 17 May 2013. New Communication Policy of the Staff Association Caroline C AZENOVES

Public meetings

13 – 17 May 2013

A S S O C I A T I O NStaffdu Personnel

New Communication Policy of the New Communication Policy of the Staff AssociationStaff Association

Caroline CAZENOVESCaroline CAZENOVES

4

ContentContent

Public meeting – May 2013

• Why?

• What? / Which targets?

5

Why?Why?


• Get more visibility

• Modernize our image

• Share relevant information using lively and dynamic tools

• Increase the awareness of the staff on various topics

• Engage a better and efficient dialogue with CERN staff members, CERN Staff Association members, your delegates and outside

Convince staff to become a member of the Staff Association and, even better, a staff delegate

6

What / Which targets?What / Which targets?

Public meeting – May 2013Public meeting – May 2013

NewNew

7

What’s new?What’s new?


• New logo = Great success

• 2 types of videos: Photobox / Funny ads

8

• New page on Facebook

(no need to log on)

Come and visit us!


9

•Panels: special offers, actions, general information, hot notices

•Participation in CERN events: Relay race, Passport tothe Big Bang, Open Days

•New website (end of 2012)

In the near future:

•Website with 3 access levels (public, SA members, delegates) for a better support with specific information for each category

•(Staff Association represented at the 1st induction session)

OtherOther


10

•Join us and follow our news on: http://www.facebook.com/StaffAssociation.Cern

•Website: http://staff-association.web.cern.ch/

Your feedback is essential!

Thank you for your attention!


Restructuring the Staff CouncilRestructuring the Staff Council

Céline GROBON Céline GROBON andand Almudena SOLERO Almudena SOLERO

12

Restructuring Staff CouncilRestructuring Staff Council

Fewer delegates in Staff Council: 60 45

•More time for delegates • contact with colleagues

• training

• work in-depth on subjects to be dealt with

•Improve efficiency and stimulate work in Standing Committees

•Elections (November 2013) for new Staff Council in 2014


13

The Staff Council and youThe Staff Council and you


Members

Non-members

10 % 20 - 40 % 50 - 100 %

14

Increased visibility for work of Staff Delegate Increased visibility for work of Staff Delegate

Our demands

•Equal opportunities • Basis for setting professional objectives (MARS) should be with respect to

actual time working for the Group

• Corresponding subsequent performance evaluation (MARS) should be made accordingly

• Staff Association President can send a memo to Group leader confirming functions and detailing time devoted to SA activities

•Recognition• Training provided in framework of Staff Association (competency model) • Experience acquired (MARS)

• Responsibilities (career review)

• Facilitate return into regular activity at end of mandate


Work of delegate in Staff Association is work

in the interest of the Organization and hence

must be fully recognized and integrated in

the career of the staff

The 2015 five-yearly review

An introduction

Philippe DEFERTPhilippe DEFERT

16

Introduction to five yearly review (5YR)Introduction to five yearly review (5YR)

• Justification and goalsJustification and goals

• TimetableTimetable

• What happened in 2010What happened in 2010

• SA SurveySA Survey


17

5YR definition: SR&R Annexe A15YR definition: SR&R Annexe A1

• Goal: Goal: CERN must remain a centre of excellenceCERN must remain a centre of excellence

• SRR art. II 1.03:SRR art. II 1.03:• The Organization must be able to recruit and retain the staff members The Organization must be able to recruit and retain the staff members

required for the execution of its mission:required for the execution of its mission:• From all Member StatesFrom all Member States• Of highest competence and integrityOf highest competence and integrity

• Means: Periodic reviews of the financial and social conditions of Means: Periodic reviews of the financial and social conditions of the members of the personnelthe members of the personnel

• [ Every year: annual review (method)-> annual adjustment ][ Every year: annual review (method)-> annual adjustment ]

• Every 5 years: general review -> 5YREvery 5 years: general review -> 5YR• Compulsory: Salary levelsCompulsory: Salary levels

• Optional: other employment conditionsOptional: other employment conditions


18

5YR –Timetable5YR –Timetable


Data collectionData collection

DG proposals :DG proposals : Council decisonCouncil decison

List of subjects :List of subjects :

concertation concertation

Consultation Consultation

of staffof staff

ImplementationImplementation

Data Data analysisanalysis and and

internal proposalsinternal proposals

Proposals and Proposals and concertationconcertation

TodayToday Dec. Dec. 20132013

Jun. Jun. 20142014

Dec.Dec. 20152015

Jun. Jun. 20152015

Dec.Dec. 20142014

Subjects :Subjects : Council decisionCouncil decision

19

2008 survey results: staff priorities2008 survey results: staff priorities


80.0

90.0

100.0

110.0

120.0

év

olu

tio

n d

e c

arr

ière

niv

ea

u d

es

sala

ire

s

po

liti

qu

e f

am

ilia

le

co

nso

lid

ati

on

sy

stè

me

d'a

ssu

ran

ce

ma

lad

ie

no

n-ré

sid

en

ce

et

ind

em

nit

é i

nte

rna

tio

na

le

aju

ste

me

nt

an

nu

el

de

s sa

lair

es

po

liti

qu

e d

es

co

ntr

ats

mo

tiv

ati

on

au

tra

va

il

co

nso

lid

ati

on

sy

stè

me

de

pe

nsi

on

s

po

liti

qu

e d

e f

orm

ati

on

am

én

ag

em

en

t te

mp

s d

e t

rav

ail

qu

ali

té d

e v

ie a

u t

rav

ail

po

liti

qu

e d

e s

éc

uri

té

rap

pro

ch

em

en

t v

ers

au

tre

s o

rga

nis

ati

on

s

scie

nti

fiq

ue

s

ég

ali

té d

es

ch

an

ce

s

1ere priorite 2eme priorite 3eme priorite 4eme priorite 5eme priorite

20

2008 survey results: CHIS2008 survey results: CHIS


21

Staff survey in October.Staff survey in October.

• YourYour priorities, priorities, youryour choices will be choices will be oursours• Salary (mandatory)Salary (mandatory)• Other financial and social conditions (optional) Other financial and social conditions (optional)

• Health insuranceHealth insurance• Career evolutionCareer evolution• Contract policyContract policy• PensionPension• Family policyFamily policy• Training, etc.Training, etc.

• Representativeness and strength of Representativeness and strength of youryour SA SAHigh participation rate to surveyHigh participation rate to survey

Strong SA MembershipStrong SA Membership


22

CONCLUSION CONCLUSION


23

Contract policy and LD2IC exercise

Sébastien ÉVRARDSébastien ÉVRARD

24

Contract Contract policy and LD to IC exercisepolicy and LD to IC exercise

• Definitions and modelDefinitions and model• StatisticsStatistics• History of Contract PolicyHistory of Contract Policy• BottleneckBottleneck• Our claimsOur claims• Possible solutionsPossible solutions


25

Definitions and modelDefinitions and model

• IC = indefinite contractIC = indefinite contract• LD= limited durationLD= limited duration• IC ratio: number of IC holders / number of staffIC ratio: number of IC holders / number of staff• LD to IC conversion ratio in a given year:LD to IC conversion ratio in a given year:

IC awarded /( IC awarded + LD departures )IC awarded /( IC awarded + LD departures )

• In steady state (number of IC constant) In steady state (number of IC constant) every IC departure triggers a LD to IC conversionevery IC departure triggers a LD to IC conversion


26

StatisticsStatistics


LD Arrivals

IC awarded

IC departures

# of people

27

StatisticsStatistics


LD Arrivals

IC awarded

IC departures

Insourcing

Insourcing

LS1 Flexibility

LS1 Flexibility

3 + 3 years 4 years

# of people

28

History of contract policyHistory of contract policy


features Before 2006 2006-2009 After 2009

Duration in LD 3 + 3 (+3) years 4 + 2 years 5 years

Renewal/extension Extension + 3yr (LHC)

Possible under conditions

Not possible

Selection process Examination (DCRB)

Examination (DCRB) Competition (CCRB)

Possibility to apply On invitation only(no self-initiative)

On invitation only(no self-initiative)

Several (self-initiative)( 2011 twice/yr)

Eligibility for IC During 2nd 3 years After 3 years After 1 year (probation period)

Our key objectives:Our key objectives:•Favour excellenceFavour excellence•Reduce job insecurityReduce job insecurity•Enhance possibility to get an IC contract as early as possible in careerEnhance possibility to get an IC contract as early as possible in career•Staff member can take initiativeStaff member can take initiative•Every contract policy is the result of a compromiseEvery contract policy is the result of a compromise

29

BottleneckBottleneck


• Demographics:

Low number of IC departures in the coming years (around 40/yr)

• Lot of LD contracts (LS1 flexibility posts) eligible for IC in 3 coming years

• Management self-imposed constraint: 1750 IC ceiling

• Raw LD to IC conversion ratio of 30% if nothing is done

• Such a low ratio never occurred in the last 12 years Unacceptable for SA

30

Such a low ratio is bad for the OrganizationSuch a low ratio is bad for the Organization


• Bad image• Unfair employer• “Kleenex employees”

• Reduced attractiveness• Reduced effectiveness of LD contracts• Contrary to common beliefConsidering initial training, need for coaching by experienced staff, preparing for CCRB, disengagement while looking for a new job, end-of-contract indemnities, and possible unemployment benefits

LD contract yearly effective cost is significantly higher than for IC contract!Read article in next issue of Echo

31

Such a low ratio is bad for staffSuch a low ratio is bad for staff


• LD contract holders• No distinction between LS1 flexibility post and other LD post

• Intensified competition for all LD holders!

• Reduced career perspective

• Reduced motivation

• IC contract holders• Reduced interest for coaching new staff

• larger turnover = weakened teams and reduced team spirit

• Would you have been granted an IC contract under such conditions (solidarity) ?

• Not the best signal with respect to the long-term survival of Organization

32

Our demandsOur demands


• New contract policy was approved with some boundary conditions (LD to IC ratio around 60% at that time)

• New contract policy under current conditions (Raw LD to IC ratio of 30 %) is too low Something needs to be done in 2013−2015

• Flexibility scheme bump is the result of decision by current Management Current Management should find a solution!

33

Possible solutionsPossible solutions


• Interpret the 1750 IC ceiling• 1750 people 1750 FTE (= 1820 IC) 1750 FTA (=1836 IC)• Short-term solution (a few years)

• Give up self-imposed constraint = break the 1750 IC ceiling• 2250*0.8*1.05 (“FTA”) = 1890 IC (80% for baseline posts)

• New projects decide by new European Strategy• 2250 FTA 2400 FTA?

• Take into account fellows in LD calculations?• More favourable LD to IC ratio

CERN is a centre of excellence. It needs appropriate manpower resources: skilled and experienced staff

Last Minute: 40% LD to IC conversion ratio

34

Summary

35

SummarySummary


• Communication• Modernize image, increased visibility, professional tools

• Restructuring• Better recognition of work of delegates

• No special, but equal and fair treatment• Training, preparation, Professional President’s Office • Elections end 2013

• Preparation of 5YR 2015• Survey October 2013 your wish list• Decision Autumn 2015• Recruit excellence, highest competence in all MS

36

SummarySummary


• LD to IC• No decisions based on self-imposed constraints• Recently proposed 40% is still too low• Coherent contract policy• Experienced long-term stable staff

Ensure excellence of service at CERN

37Public meeting – May 2013

Now it’s your turn!

Your questions and comments

Documents

Public meetings 13 – 17 May 2013. New Communication Policy of the Staff Association Caroline C AZENOVES