1 Management Plan 2015 Human Resources and Security
2 2 CONTENT PART 1 - THE CHALLENGES AHEAD 1 PART 2 - SPECIFIC OBJECTIVES FOR OPERATIONAL ACTIVITIES 4 I. A new way of working to deliver on the priorities of the Commission 5 II. A corporate Talent Management policy aligned with Commission priorities 8 III. Leading the way as a transparent and open public administration 12 IV. A secure and attractive working environment 16 PART 3 - SPECIFIC OBJECTIVES FOR HORIZONTAL ACTIVITIES 19 V. Policy Strategy and Coordination for DG HR 19 VI. Local HR and Administrative Support for DG HR and Shared Services 20 Mission Statement "To promote excellence in the practice of human resource management and in ensuring internal security for the European Commission." Our values and beliefs consist of: A commitment to honest, fair and ethical practice A commitment to providing quality services to our staff, management and stakeholders Provision of an environment that encourages innovation and recognition of accomplishments Leadership in the promotion and development of Human Resource Professionals In pursuing its mission, DG HR: Sets the HR framework within which an effective and efficient use of the resources can take place; Ensures the development and full respect of the Staff Regulations; Efficiently and effectively delivers HR services to the Commission, from recruitment to retirement and beyond to the Commission through the HR core processes; Provides health promotion and education measures for active staff; Ensures access for retired staff to limited measures of a social nature; Ensures the safety, security and protection of staff, property, activities and information at all places of employment; Communicates on a timely basis on policies, actions and initiatives of relevance to Commission staff Supports the HR service delivery by professionalising the HR function and automating processes; Ensures open and efficient dialogue with staff representatives in order to guarantee adequate working conditions; Coordinates the delivery of services by the Administrative Offices; Collaborates with, provides services to and coordinates for the other Institutions a number of areas linked HR services and Staff Regulations.
3 1 Part 1 - The challenges ahead The new College has clearly expressed its commitment to restore citizen's confidence by demonstrating that EU can deliver on the big challenges facing EU economies and societies. In 2015, DG HR will launch new initiatives in relation to both organisational design and people management to provide concrete responses to these political priorities, in line with President Juncker's Mission Letter to K. Georgieva Vice-President for Budget and Human Resources. RATIONALISED WAY OF WORKING AND OPTIMISED RESOURCE ALLOCATION FOR AN EFFECTIVE, EFFICIENT, TRANSPARENT AND OPEN EU PUBLIC ADMINISTRATION With a view to be an even higher-performance organisation, DG HR will strive to be outstanding in providing customer value, in aligning performance with political priorities, and in streamlining rules and processes. In that perspective, DG HR's role is key in redeploying efforts and workforce to areas where the Commission wants to focus on. In particular, DG HR will assist the Vice-President for Budget and Human Resources to assess the synergies and efficiency gains and to draw conclusions for each service by summer 2015 (See Specific Objective I.1). DG HR will propose a new delivery model for the HR function and to other communities, using Business Process Reengineering (BPR) analysis (See Specific Objective I.2). Furthermore, the respect of the core ethical values enshrined in the Staff Regulations is vital for ensuring credibility of the Commission in the eyes of the citizens. DG HR will further clarify rules and provide practical guidelines for an effective application of the principles of ethics and transparency (See Specific Objectives III.1 & III.2). In addition, DG HR will strengthen Commission's partnership providing additional services to EU Institutions and bodies for efficiency gains. It will also consolidate its relationships with national public administrations through the EUPAN network (See Specific Objective III.3). ENHANCE CORPORATE TALENT MANAGEMENT WITHIN A SECURE AND ATTRACTIVE WORK ENVIRONMENT TO INCREASE WORKFORCE PERFORMANCE Our staff members are our most important asset and have always been the cornerstone of the Commission's success. DG HR's fundamental role is to provide the necessary conditions to enhance their performance and engagement. An important priority for 2015 is therefore the development of an Integrated Talent Management framework. This initiative will also cover the revamping of existing HR policies of recruitment, learning development and career management policies (See Specific Objective II.1) having due regard to diversity (See Specific Objective II.2).
4 2 Our ambition is also to introduce an integrated health and well-being programme including new medical prevention policy and health enhancing campaigns (See Specific Objective IV.2). Security of staff will be reinforced inside and outside of the workplace. Through enhanced security measures and delivery of a modern Laissez-passer when outside EU (See Specific Objective IV.1). To achieve these ambitious challenges, DG HR set up an HR plan focusing on efficient allocation of resources, smooth succession, attraction, development and retention of the right talents. Integrated Talent Management Framework In order to measure the success of a number of our efforts, we have selected five key performance indicators which are presented next page. As ever, I trust and count on the talents, commitment and enthusiasm of all staff in our DG. And, as such, I look forward to another challenging and successful year. Irene SOUKA Director-General of DG HR
5 3 KEY AREA SPECIFIC OBJECTIVES KEY PERFORMANCE INDICATORS OPERATIONAL ACTIVITIES I. A new way of working to deliver on the priorities of the Commission II. A corporate Talent Management Policy aligned with Commission priorities III.Leading the way as a transparent and open public administration IV.A secure and attractive working environment HORIZONTAL ACTIVITIES V. Policy Strategy and Coordination for DG HR VI. Local HR and Administrative Support for DG HR and Shared Services I.1: Human resources are allocated to Commission priorities to deliver maximum performance and added value I.2: Efficient HR processes meeting staff and Commission priorities II.1: Talents are assessed, developed, motivated, and redeployed through the Commission to best fit with political priorities. II.2. A diverse and inclusive Talent Management that attracts and retains including attaining the target of 40% of female senior and middle managers. III.1. Managers and staff abide by the highest professional and ethical standards at all times III.2. Staff Regulations implementing rules are clear and effectively applied III.3. Collaborative and effective professional relationships with stakeholders and partners relevant for HR core services IV.1: Staff work in a secure working environment IV.2. Staff work in an attractive working environment V.1: Sound planning and internal communication processes VI.1: Sound financial management, monitoring and reporting system, as well as an efficient internal control system VI.2: Sound HR and talent management VI.3: Local HR, financial and administrative support to the College, the European Personnel Selection Office, the Internal Audit Reduction of Commission wide "local overhead" functions DGs' satisfaction with HR services Percentage of women in senior and middle management Percentage of Staff satisfied with their workplace Random error rate on financial transactions
6 4 Part 2 - Specific objectives for operational activities The Management Plan is structured along four key areas identified by management in DG HR in response to the political priorities set by President Juncker in the Mission letter addressed to K. Georgieva Vice-President for Budget and Human Resources. These key areas correspond to the ABB activities as follow: Key areas I. A new way of working to deliver on the priorities of the Commission ABB activities Participate in the efficient staff allocation II. A corporate Talent Management Policy aligned with Commission priorities Recruit and develop staff in the Commission III. Leading the way as a transparent and open public administration IV. A secure and attractive working environment Ensure sustainability of the regulatory framework and effective implementation of the Staff Regulations Manage stakeholders, communication and HR professionalism Provide safe, secure and attractive working conditions, incl. European Schools The next sections will present the specific objectives for these four key areas, the result indicators measuring the direct and short to medium term effect of the DG HR's intervention. The specific objectives will be reached by continuous professional management of HR core processes on the one hand, and a number of projects on the other. The latter are described in the main outputs sections for each specific objectives. INTEGRATED HR PROCESS MANAGEMENT The organisation chart, HR policies, business processes, risk management and general activities of DG HR are organised following a HR Business Processes framework taking inspiration from the EMERY model covering the following HR processes. o HR Steering processes (personnel policy, metrics and reporting), o HR Core processes (workforce planning, organisational efficiency, recruitment, performance management, learning and development, career management, working conditions, internal communication and horizontal processes) o Support processes (business process reengineering (BPR), HR professionalization, HR Information systems and stakeholder management).
7 5 I. A new way of working to deliver on the priorities of the Commission I.1. Human resources are allocated to Commission priorities to deliver maximum performance and added value The Commission is redeploying its efforts and workforce to the areas where the added value to the European Union can be the highest, in line with staff cuts which are ongoing and will last until DG HR's role in the management of staff allocation will continue to be crucial in the upcoming year and in addition to already existing staff planning tools, DG HR will continue to look for synergies and efficiency gains in order to ensure that the Commission departments are fit to match the goals of the new Commission. Re-organisation of services is an occasion to ensure synergies and should also contribute to the Commission's staff reduction objectives. DG HR will assist the Vice-President for Budget and Human Resources to assess the synergies and efficiency gains and to draw conclusions for each service. I.2. Efficient HR processes meeting staff and Commission priorities DG HR co-steers the modernisation and rationalisation of the support communities in the Commission, together with SG, BUDG and the lead DG in charge. The first project planned for 2015 is the decision towards a new delivery model for the HR function, but other communities such as logistics, document management or communication/publication, IT and the finance community (finance/budget/accounting) will equally be analysed. In addition, DG HR will provide Business Process Reengineering (BPR) analysis and support for implementation also outside DG HR, to improve HR processes in terms of effectiveness and efficiency, which should in turn allow, over time, for additional resources to be allocated to political priorities. In this context, DG HR will continue to attach great importance to the further development of HRM Information Systems (HRMIS) that constitute the backbone of improved processes and professional decision making. In particular, it is expected that by the end of 2015 the current HRMIS vision and strategy set by DG HR and the Offices will be fully delivered, with their underpinning 100 projects and actions. PRESIDENT JUNCKER'S MISSION LETTER TO K. GEORGIEVA VICE-PRESIDENT FOR BUDGET AND HUMAN RESOURCES "During our mandate, I would like you to focus on further rationalising our ways of working and matching the allocation of human resources with our priorities" "Concentrate on the continued improvement of processes and workflow especially in the HR domain."
8 6 Specific objective I.1: Human resources are allocated to Commission priorities to deliver maximum performance and added value Non programmebased Result indicators Allocation of human resources to Commission priorities 1. Reduction of Commission wide "local overhead" functions 7,7% 2014 <7.7% 2015 Source: Commission Job Screening 1. Develop human resources planning and allocation to ensure clear alignment between HR and business needs or political priorities. The Commission aims to reduce the resources allocated to administrative, support and coordination tasks which are performed at the local level, i.e. in DGs. Develop HR plans fully integrated in the strategic planning and resource allocation processes; Further develop data collection methods and tools, allowing precise information on staff competences, jobs, and use of allocations; 2. Ensure optimal organisation of Commission's services facilitating assimilated policy delivery and identify possible synergies and efficiencies gains. Assess the synergies and efficiency gains and draw conclusions for each service by summer Provide DGs with advice on Organisational Design and Development in the context of reorganisations
9 7 Specific objective I.2: Efficient HR processes meeting staff and Commission priorities Non programmebased Result indicators Customer Satisfaction: The HR delivery model aims at a professional and efficient implementation of HR policies across the DGs, responding to the political priorities of the Commission as well as to the specific customers' needs. Customer Satisfaction indicator score is a weighted average of sets of indicators including: 1. DGs' satisfaction with HR services (% High or Very High satisfaction) New - >66% Staff Satisfaction with HR services 72% - 75% 2015 Source: Dedicated survey Resource savings: Savings through shift to new HR delivery model, through Business Process Reengineering and process automation. 1. Estimated Savings in terms of FTEs (all types of jobs) 2. HR Ratio/ Ration of HR staff versus the total Commission's population. New :29 - decrease 2015 Estimated savings are only based on BPR and process automation, as the new HR delivery model will not immediately generate efficiency gains after its implementation, expected for the second half of Source: Monitoring through DG HR staff tables and DG screening job listing 1. Modernise support services and rationalise the delivery model for HR community, to increase efficiency and provide a better service (making use of Business Process Reengineering in the HR community and engage discussion on BPR in other Commission functions to serve political priorities). As a result the following outputs will be delivered in 2015: Decision & implementation to switch to a new service delivery model for the HR function; BPR Full Reviews of 4 HR processes in DG HR - BPR Self-assessment reviews of HR processes not covered by a full review; Extension of BPR services to the entire HR community; 2. Support HR business processes, reporting and performance measurement through modern information systems and HR analytics. As a result the following outputs will be delivered in 2015: HR Reporting & HR business intelligence (including a roll-out to DGs of reporting platform for dashboard); Additional standard HR reports directly available in SYSPER (increase from 12 reports to 35 reports covering 80% of business needs); Bring IT systems in line with the new delivery model and BPR action plans; Improved upstream and downstream integration with the systems of Offices.
10 8 II. A corporate Talent Management policy aligned with Commission priorities Our staff is our most important asset and has always been the cornerstone of the Commission's success. DG HR's fundamental role, as a horizontal service, is to ensure the necessary conditions for this success. II.1. Talents are recruited, assessed, developed, motivated, retained and deployed to best fit with political priorities In 2015, DG HR efforts will be focused on developing an integrated Talent Management framework at Commission level. This framework will be used within the whole Human Resources Management Cycle to prepare the future of the Commission (forward planning and recruitment) and to implement the career management process (appraisal, competence development and mobility). Fig.1. Integrated Inclusive Talent Management Framework Beside the development of this Talent Management framework, DG HR will review policies and processes for recruitment, learning development and career management. II.2. A diverse and inclusive Talent Management that attracts and retains talent including attaining the target of 40% of female senior and middle managers. In the development of this Talent Management framework DG HR will keep diversity as a key principle during the whole HRM cycle, in particular with regards to gender and geographical balance with a special emphasis on the gender balance for managers. PRESIDENT JUNCKER'S MISSION LETTER TO K. GEORGIEVA VICE-PRESIDENT FOR BUDGET AND HUMAN RESOURCES "During our mandate, I would like you to focus on the following: Maintaining high standards in recruitment Improving staff mobility and their skills Developing a corporate talent management policy Coordinating the personnel and administrative policy By the end of our mandate, I would like us to achieve 40% of female senior and middle management in the Commission. I will also ask you to pay particular attention to gender equality in the recruitment process and throughout the career" Hearing K. Georgieva Vice-President for Budget and Human Resources by European Parliament "We have to continue to build the attractiveness of an EU career"
11 9 Specific objective II.1: Talents are recruited, assessed, developed, motivated, retained and deployed to best fit with political priorities Non programmebased Result indicators 1 Effective Talent Management: An effective talent management aims at fulfilling Commission needs in terms of competency of staff. It includes the following HR processes: Recruitment, Learning & Development, Mobility, Appraisal and Promotion and Staff engagement. The indicator of effective talent management is a composite result of a set of key indicators including: 1. Recruit Talents DGs' satisfaction with new recruitments. New - > 50% 2015 Average duration of recruiting process (Working days). Average "exploitation rate" of the Commission quotas in the EPSO reserve lists. (12 months after publication) 2. Develop Talents Satisfaction Rate 5 Stars with learning actions Success rate in tests/exams following learning activities. Satisfaction of managers with impact of learning actions undertaken on competence of staff. Percentage of newly appointed senior managers attending and completing the development programme 3. Retain & deploy Talents 26 days days in 75% of the cases 4 competitions, between 96% and 106% Overall staff mobility 1 20% (Average ) 4. Motivate Talents % % % 2015 New - >60% 2015 New >70% % % % 2015 Level of satisfaction of staff 2015 Source: EPSO e-rl database (1) Sysper, Staff Survey 2015 (2&3), HR information. 1 defined on the basis of the current framework. The target will be reviewed in the context of the development of the Integrated Talent Management Framework 1. Integrated Talent Management Framework Define an integrated Talent Management Framework at the corporate level in the Commission covering the whole Human Resources Management Cycle. 1 Result indicators will be developed and improved in the context of the new corporate Talent Management Framework
12 10 2. Revamping the existing HR policies and processes. Recruitment Develop an integrated talent recruitment strategy, covering the selection and recruitment of management and non-management staff in terms of staff types (Officials, Temporary Agents, Contract Agents, etc), function groups (AD, AST, AST/SC, entry grade vs higher grade), and profiles (specialist vs generalist); New framework contract for Interim Staff; Learning & Development: adoption and implementation of: a new learning and development strategy with the goal of helping the Commission to be a knowledgeable, skilled, flexible and networked organisation; a new Induction programme for newcomers, including mentoring; a new Learning Management Information System; a new talent management programme for managers and accompanying tools; Implementation of the Business Process Re-engineering action plan for Learning & Development process Career management: Identify and grow talent, accompany and facilitate mobility of staff and managers. Adoption and implementation of Guidelines for unsatisfactory performance (Article 51); Revised internal mobility policies; Revised implementing rules for Contract Agents; Use development centres for senior managers, provide guidance on mobility of other managers. Implement a new policy on senior management, middle management and adviser functions focused on attracting the right talent and taking into consideration the changed Staff Regulations. Revised Commission decision on senior and middle management, advisers.
13 11 Specific objective II.2: An inclusive talent management that attracts and retains diverse talent including attaining the target of 40% of female senior and middle managers Non programmebased Result indicators Diversity: The level of diversity is measured in % of woman in management positions, as well as the geographical balance of staff. % of women in senior and middle management (1) - 40% 2019 Successful recruitment of Croatian citizens (as % of the recruiting target) 66% % 2018 (1) To be determined in the Communication on equal opportunities Source: ( Sysper) Adoption and implementation of a Communication on Equal Opportunities strategy Progress towards the achievement of Croatian nationals recruitment targets and monitor the Commission's capacity to attract candidates on a broad geographical basis. Study on the state of play of geographical balance within the Commission
14 12 III. Leading the way as a transparent and open public administration DG HR's role as a guardian of the general principles of our regulatory framework will remain the dominant pre-occupation in the coming year together with the extension of partnership with institutions and Member States. The specific challenge in the year 2015 is set out in the following specific objectives. III.1. Managers and staff abide by the highest professional and ethical standards at all times The respect of the core ethical values and obligations enshrined in the Staff Regulations and is vital for ensuring respect and credibility of the Commission in the eyes of the citizen. The major policy objectives for 2015 will be the adoption of a new Decision on Outside Activities and new Guidelines on the use of Commission ICT services and equipment. In addition, the planned reviews of the existing Guidelines on Gifts and Hospitality and the Guidelines on whistleblowing will take place. Continued emphasis will be placed on targeted awareness raising and training, including the launch of an e-learning module, all of which will be carefully monitored. The related administrative procedures will be further simplified. To be effective, staff must also be fully aware that reported failures to comply with the high standards of ethics and integrity will be followed up attentively and sanctioned appropriately where misconduct is established. These decisions are communicated as widely as possible in the interests of transparency, prevention and deterrence. III.2. Staff Regulations implementing rules are clear and effectively applied Provide fast and clear guidance on the Staff Regulations in order to ensure compliance and effective implementation in the Commission. III.3. Collaborative and effective professional relationships with stakeholders and partners relevant for HR core services DG HR will enhance collaboration with stakeholders and partner by extending HR services to Institutions, in particular, HR Reporting services and in playing an enhanced role within the EUPAN Network in the framework of the priorities identified within the EU Semester to modernise national public administrations. Finally, DG HR will contribute to the successful implementation of the HR legal frameworks, including by ensuring coherent administrative practices in the agencies. PRESIDENT JUNCKER'S MISSION LETTER TO K. GEORGIEVA VICE-PRESIDENT FOR BUDGET AND HUMAN RESOURCES "Our principles: ethics and transparency: We must abide by the highest possible professional and ethical standards at all times. I want the European Commission to lead the way as a modern, efficient and transparent public administration, open to all input that helps us deliver work of a consistently high quality, in full independence and impartiality. Working in partnership for Europe: The Commission s partnership with the other EU institutions and the Member States is fundamental. Respect for the principles of better regulation will be at the core of the work of the new Commission. When we act, we will always look for the most efficient and least burdensome approach"
15 13 Specific objective III.1: Managers and staff abide by the highest professional and ethical standards at all times Non programme-based Result indicators Ethical Behaviour: The impact of DG HR actions in the domain of the management of ethical behaviour is measured by the result of preventive and enforcement actions. Preventive actions: 1. % of staff who are aware of / know ethics and discipline policy and rules 2. Number of DGs receiving trainings and presentations Investigation & Discipline actions: 67% % 2015 New % of internal timeline indicators respected New - 80% 2015 Source: ed surveys end 2015 & IDOC statistics Foster a value based culture in which the observance of ethical standards becomes an intrinsic part of the corporate image and of the professional life of Commission staff members. Enhance preventive measures through increased targeted awareness raising providing guidance on rules and procedures. The following outputs will be delivered in 2015: Update of the implementing rules on ethics: adoption of new decision on outside activities, adoption of new guidelines on the use of ICT equipment, revision of the guidelines on gifts and hospitality and the guidelines on whistleblowing; Implement a single one-stop shop electronic approval system in order to simplify the overall processing of declaration or request for authorisation: 2 new ethics modules in Sysper (publications, public office); Develop awareness raising actions: launch of e-learning course for all staff, dissemination of IDOC Annual Activity Report for prevention actions. Enhance investigation and disciplinary process. The following outputs will be delivered in 2015: Case handling ensuring effective compliance with Staff Regulations; BPR review to optimise the case handling process.
16 14 Specific objective III.2: Staff Regulations implementing rules are clear and effectively applied Non programme-based Result indicators Sound decisions in reply to complaints on the Staff Regulations More clarity and clearer communication will result in an increased understanding about the existing rules positively impacting the number of complaints Proportion of appeal decisions of the Appointing Authority annulled by the Court 21%(10/48) 14% (5/36) Maintain low level 2015 Source: DG HR internal monitoring Provide clear guidance on the regulatory framework Legal Helpdesk is an essential tool to support in an effective manner HR services on the Staff Regulations to ensure its compliance. Satisfaction with Legal Helpdesk service Assistance of the Helpdesk meets my business needs & assistance makes me feel confident in meeting challenges 94% 2014 >94% 2015 Source: DG HR internal monitoring Better & Faster Regulation - Improving clarity and coherence of the legal framework governing staff rules Review Staff Regulations implementing rules with a view to simplify and to ensure a fair and coherent application of the Staff Regulations by Commission services, through the adoption of legally sound decisions, which will successfully stand up to judicial scrutiny Provide staff with an easier way to consult all regulatory provisions derived from the Staff Regulations by grouping them by articles or chapters (DGEs, Decisions, relevant conclusions, guidelines); First studies to be launched according to the new Staff Regulations and possible requests from the working party on the Staff Regulations. Create a task force to enhance the decisional making process of all HR regulatory projects.
17 15 Specific objective III.3: Collaborative and effective professional relationships with stakeholders and partners relevant for HR core services Non programmebased Result indicators Stakeholder satisfaction: The effectiveness of services delivered to stakeholders & partners will be measured through their level of satisfaction. Agencies: Number of ex ante agreements for adoption of Staff Regulations implementing rules. Satisfaction of Agencies with services and management of the 'helpdesk' function Institutions: Number of service level agreements on HRMIS signed with new clients Source: DG HR information New % 2014 >80% 2015 New - > HR Internal Communication to enhance change management and closer cooperation beyond existing structures and to build staff commitment in the organisation. As a result the following outputs will be delivered in 2015: Internal HR Communication Strategy Communication Plan in support of new Commission in place and implemented HR Internal Communication for a Collaborative way of working: My IntraComm business vision ; Revamped websites 'My IntraComm and 'My HR' Intranet; Review report published on use of internal social media. Institutions DG HR extends the scope of HRMIS services provided to other EU institutions at the request of the stakeholders (in particular HR Reporting services); Enhance HRMIS offer towards other EU institutions, by means of improved governance and providing the needed support, training and coaching (to be integrated in the SLAs). EUPAN & relations with Member States, candidate countries & internationals organisations Play an enhanced role within the EUPAN Network in the framework of the priorities identified within the EU Semester to modernise national public administrations. Contribute to consolidate and possibly develop the place and role of the Commission in the relationships with its counterparts in Member States in charge of public administration, candidates countries, the UN and AU. Agencies Contribute to the successful implementation of the HR legal framework including via coherent administrative practices. Social Dialogue Resources agreement with Trade Unions and Staff Associations (OSPs). HR Professionalisation: Upgrading our capacity to deliver HR solutions through the management of the professionalisation of HR staff.
18 16 IV. A secure and attractive working environment A safe, secure and fulfilling working environment is the key to the successful motivation, development and performance of staff. Our ambition in this area for the coming years will be to maintain and further increase the quality of the work environment whilst reinforcing effective protection against new threats in a period of scarce resources. IV.1. Staff work in a secure working environment With the situation with regard to security threats in the world becoming increasingly complex, the Commission decided on 1 October 2014 to mandate the member of the Commission responsible for administration to reinforce security measures already in place in the Commission. DG HR will, in 2015, review the security legal framework and will adapt its overall security measures to this context by implementing an ambitious plan on Enhanced security measures to effectively protect persons, information and assets. The Commission s internal security policy seeks to ensure that, in all its places of activity, people, assets and information are adequately protected against risks to their security. Security policy supports the Commission in executing its mandate and meeting its institutional and legal obligations, including its duty of care towards staff. It also contributes to business continuity. IV.2. Staff work in an attractive working environment The Commission increased the duration of service of its civil servants. More years of service for the European Officials create a real incentive to support healthy individuals in a healthy work environment. DG HR will review the existing integrated package of health-enhancing and medical prevention initiatives, the measures for the positive social integration of the individual and his/her family, and individual support for staff and their dependents in difficulty. The provision of schooling for their children at a European School is an important element for candidates and for many staff members already working in the Institutions. The Commission is very active in ensuring that schooling system remains a benefit for its staff. The overcrowding of the European Schools in particular in Brussels has raised a number of pedagogical and safety issues and the Commission insists that host countries take their responsibilities in assuming the provision of the necessary infrastructure. In Addition, DG HR will ensure that the sharing of schooling costs between all Institutions and Community EU bodies is fair and efficient. Finally, DG HR will reinforce the relationships with former staff by implementing social actions towards former staff as well as Active Senior initiative within Commission. PRESIDENT JUNCKER'S MISSION LETTER TO K. GEORGIEVA VICE-PRESIDENT FOR BUDGET AND HUMAN RESOURCES "During our mandate, I would like you to focus on ensuring a secure working environment" Hearing K. Georgieva Vice-President for Budget and Human Resources by European Parliament "We have to continue to build the attractiveness of an EU career"
19 17 Specific objective IV.1: Staff work in a secured and safe working environment Non programmebased Result indicators Security Indicator: The effectiveness of security actions is measured as the cumulative results of preventive, detective and corrective security measures and ultimately for the staff as the number of incidents that occur. Composite result of a set of key security indicators incl. 1. Satisfaction of customers with the service of the Duty Office with services provided - % of calls with spontaneous positive feedback 2. Advices delivered to Commission mission performers % of missions to high-risk destinations receiving travel advice. 3. Availability of the RUE system to guarantee that Commission staff can exchange information at RESTREINT UE level in a secure environment 65% % 2015 New - 100% % % 2015 Source: 1. Evaluation linked to "follow-up calls", 2. HR.DS.2 report, 3. RUE system Security Adopt new security rules to provide sound legal framework and to implement effective measures for the enhanced protection of persons, information and assets. Implement a plan on "Enhanced security measures to respond to the current threats. Carry out security training activities Provide entitled EU Staff with a well-recognised and accepted Laissez-Passer for travelling on missions outside the EU Implement by November 2015 a new machine-readable EU Laissez-Passer (LP): travel document determining status as an EU official when travelling for missions or when residing outside the EU, if assigned to a Delegation or posted with an international organisation. Luxembourg site Move of Commission services out of the Jean Monnet Building and relocation to another building. Review site agreement with Luxembourg authorities. Resource Directors Luxembourg Initiative to ensure a quality Commission presence in Luxembourg. This initiatives aims at connecting DGs to offer attractive working arrangements and development perspectives and to share and pool resources and expertise between DGs to increase efficiency in times of staff savings
20 18 Specific objective IV.2 Staff work in an attractive working environment Non programmebased Result indicators 2 Attractiveness Indicator includes the level of staff satisfaction, and the level of sick leave. 1. % of Staff satisfied or very satisfied with their workplace 2. Reduction of sick leave absence rate 71% 2013 >73% ,3% 2014 (Q1 &Q2) decrease 2015 External factors: Staff satisfaction in the work place greatly depends on actions taken at DG level. Source:(Sysper 2, Staff Survey 2015) Foster health of staff enhancing their engagement and performance through the initiative The initiative includes enhancements to preventive and occupational medicine; psychosocial risk assessment; a sport and fitness campaign; better coordination/signposting of support services for staff in difficulty; and a greater focus on providing training, guidelines and support to managers. The following outputs will be delivered in 2015 : the Commission's health and well-being Policy New Medical prevention policy; Health Enhancing Physical Activity (HEPA) sports/fitness campaign; Sickness absence management - guidelines and training for managers; Management guidelines on dependencies; Implementation of the BPR action plan on Medical Examinations and Sick leave Management processes; Officials Retirement Policy on officials retirement including departure Working conditions Adopt Commission decision on teleworking & review part-time policy; Revised Commission Decision on leave; Implementation of the BPR action plan on working conditions process; New overtime module. European Schools Re-launch the negotiations with the Belgian authorities in close cooperation with the Sec Gen of the schools with the aim of reaching an agreement on new premises in Brussels so that all eligible parents get a place for their children. Pursue the objective of a better cost sharing of the financing of the EU schools with other Institutions and Community bodies (ECB, EIB, EIF, ESM, EIOPA) with the aim to reduce the contribution from the EU Budget. 2 As this represents a new focus and approach, a new set of indicators will need to be developed for its launch. They will be based on different sources and also a specific baseline survey.
21 19 Part 3 - Specific Objectives for Horizontal Activities V. Policy Strategy and Coordination for DG HR ABB ACTIVITY 6. Policy Strategy and coordination Financial Resources 0 Human Resources 21 (3%) Our planning and policy steering activities give the necessary impulse to the policy definition, preparation and implementation in order to achieve the overall mission of our DG within the time-scales laid down. In order to stronger promote the development of a strategic planning culture within the DG, one objective for 2015 is the setting up of an integrated monitoring for the DG including deadline control and relevant indicators. Specific objective V.1: Further enhance DG HR's steering, planning and internal communication processes in order to ensure an effective way of working together and engage the staff of our DG Non programme-based Result indicators Performance measurement: An effective coordination of HR activities results in the capacity to measure and communicate on the performance of the organisation. An indicator of the quality of the Management Plan and the related communication is the fact that DG staff understands how their work fits in the work of the DG Understanding of Management Plan: % of DG HR staff confirming they see a clear link between their job and the objectives of their DG Source: Commission Staff Survey 2015 results for DG HR 83% % (Commission average) 2015 Manage and continuously improve the process of Strategic Planning and Monitoring. Implementation of internal communication activities within DG HR regarding the implementation of the changed Staff Regulations (Set up and update relevant communication channels for all target groups); Review the results indicators for key HR processes with a customer orientation perspective to monitor the level of satisfaction and performance of HR processes.
22 20 VI. Local HR and Administrative Support for DG HR and Shared Services ABB ACTIVITY 7. Management of the Directorate-General for Human resources and security Financial Resources 0 Management of the Directorate-General for Human resources and security 65 (8%) Human Resources Provide local HR, financial and administrative support to the College, the European Personnel Selection Office, the Internal Audit Service 65 (8%) staff assigned to Local HR services for IAS, EPSO and Cabinets and seconded staff to TFGR and EU-CERT. The activities cover HR and financial support for DG HR itself as well as for the clients receiving shared services from DG HR (at present the Cabinets, the European Personnel Selection Office, the Internal Audit Service of the Commission and the Support Group for Portugal). In addition, the DG manages several service-level agreements with other Institutions and EU bodies, notably the EEAS for the provision of administrative services as well as HR information system solutions. We aim at ensuring a sound and efficient management of human and financial resources at our disposal, in line with the priorities and objectives set out in this Management Plan, and an appropriate internal control system. In doing so, we want to provide optimal customer orientation. The local HR function is closely associated with the corporate processes and contributes to the respective policies by elaborating and testing initiatives at local level, providing feedback and hands-on experience, and assisting in the corporate roll-out. There is a clear onus on DG HR to lead the way when it comes to meeting the Commission's corporate challenges regarding human resource management. This means that our efforts will focus on developing robust and useful HR solutions to the challenges of the Commission in the context of staff and budget reduction. Notably, in 2015 DG HR will officially roll out its local Talent Management Strategy. In terms of financial services, DG HR in 2015 will recentralise a large part of the financial circuits in the Financial Unit, to ensure better quality and control, more coherence and to generate efficiency gains. Furthermore, DG HR will modernise and streamline its existing SLAs with non-commission bodies, to align it with the Commission-wide guidance on the charge-back process to be endorsed by the ABM Steering Group. Finally, DG HR will make the monitoring of the areas of procurement and anti-fraud a priority. In addition a specific effort will be dedicated to improve the control and governance framework of European Schools to ensure reliability of financial information.
23 21 Specific objective VI.1: Ensure a sound financial management, monitoring and reporting system, as well as an efficient internal control system in DG HR Non programmebased Result indicators Optimal Financial Management results in an optimised use of staff in establishing budget, committing and disbursing budge, as well as in procurement while responding to operational needs in line with the legal requirements and best practices. Composite result of a set of key financial indicators incl. % of ex-post controls with unacceptable results (based on a random sample) New <2% 2015 % of payments within contractual delays 94% 2013 >95% 2015 Number of critical / very important audit recommendations overdue by more than 6 months Source: DG HR database of ex-post controls / ABAC data warehouse / Audit systems GRC and RAD Optimise financial management: Recentralise a large part of the financial circuits in the Financial Unit, to ensure better quality and control, more coherence and to generate efficiency gains taking into account the costs and benefits of controls Implementation of the revised financial circuits Improve procurement process and planning through centralised monitoring (Reduce number of "bridge contracts" to ensure business continuity to 0) Streamlined SLAs (Bring existing SLAs in line with available Commission-wide guidance on the charge back process or discontinue the agreements at least 85% of agreements in 2015) Improving the control and governance framework of European Schools to ensure reliability of financial information.
24 22 Specific objective VI.2: Ensure a sound HR and talent management by effectively and efficiently recruiting, developing, assessing, supporting and empowering DG HR staff to achieve their full potential in the pursuit of the DG's objectives. Non programmebased Result indicators Optimal HR Management results in an optimised use of staff in providing local HR services covering the whole HRM cycle while responding to operational needs in line with legal requirements and best practices. Composite result of a set of key HR indicators incl. Vacancy rate (officials and temporary agents) compared to Commission average 6% 2013 Below COM average 2015 Mobility rates for staff <2 years and >10 years on the job <5% Share of female managers in the DG (MM and SM) 31% % 2019 Staff Opinion Survey results for questions related to 'effective use of skills' New - Above COM average 2015 Sick leave rate in the DG compared to Commission average 5,1% 2013 Below COM average 2015 Source: Sysper & HR Reporting & Staff Opinion Survey Analysis of DG HR existing talent and development needs: Carry out further analysis of existing talent and competency needs, connect with talent management framework and HR Plan; develop targeted HR measures (L&D, mobility, succession planning). The following outputs will be delivered in 2015: Strategic HR Planning for DG HR (Approval by DG HR and implementation) Proactive and inclusive Talent Management Framework for staff in DG HR (Official roll-out; design, implementation and regular evaluation of the different measures). Develop a competency framework and development programme for different staff profiles in DG HR (inventory of existing competency on current jobs, targeted L&D measures by profile, assessment of potential). Proactive and inclusive Talent Management and competency framework for staff in DG HR (Official roll-out; implementation and regular evaluation of different measures)
25 23 Specific objective VI.3: To provide local HR, financial and administrative support to the College, the European Personnel Selection Office, the Internal Audit Service Non programmebased Result indicators Optimal Local HR Service results in an optimised use of Service Level Agreement in providing local HR services covering the whole HRM cycle while responding to operational needs in line with the legal requirements and best practices. The level of general satisfaction with the local HR services of Unit HR.R.2 is measured as the % of "very satisfied" and "satisfied" staff with the local HR services provided to Cabinets 91% % 2015 Source: Specific satisfaction survey Maximising customer satisfaction with the provision of local HR, financial, logistics and administrative management. Ensure that the new Cabinets under the Juncker' Commission are optimally supported so that the new mandate starts smoothly. Effectively support the IAS with their reorganisation and review the SLA to ensure a solid customer service. Provide good customer service based on the SLA with EPSO Strategic HR Plans for the Cabinets, IAS and EPSO (Implementation) Assist IAS with reorganisation
Ref. Ares(2016)2049114-29/04/2016 Directorate General Human Resources and Security PERFORMANCE THROUGH PEOPLE Management Plan 2016 TABLE OF CONTENT PART 1. OVERVIEW OF MAIN OUTPUTS FOR THE YEAR Organisational
Jean-Claude Juncker, President of the European Commission Mission Letter Brussels, 1 November 2014 Kristalina Georgieva Vice-President for Budget and Human Resources Dear Kristalina, You are becoming a
Sixth Meeting of Working Group III 29 April 2008 Human Resources Management Strategy and Policy Background 1. In its report to the Conference, the Independent External Evaluation (IEE) team indicated that
European Personnel Selection Office The Director Brussels, 19 December 2014 MANAGEMENT PLANS 2015 of European Personnel Selection Office and European School of Administration EUROPEAN PERSONNEL SELECTION
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
Ref. Ares(2016)1120301-04/03/2016 2016 Management Plan PMO The PMO: commitment, quality, efficiency Page 1 The PMO 2016 Management Plan THIS YEAR S CHALLENGES... 3 MEASURING EFFICIENCY, EFFECTIVENESS AND
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
Analytical Fiche Nr 16 Common administrative support for agencies 1) State of play de jure and in practice Any organisation performs a variety of so-called administrative tasks necessary to run and maintain
Learning & Development Framework for the Civil Service 2011-2014 Table of Contents 1. Introduction & Background... 1 2. Key Objectives and Actions arising... 3 3. Framework Objectives... 4 3.1 Prioritise
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
Job Description Recruitment and Selection Team Leader Band 5 Job Title: Band: Reports to: Recruitment and Selection Services Centre Team Leader 5 ( 21,388-27,901 per annum) Service Delivery Manager Accountable
UCDHR HR Strategy Implementation & Quality Improvement Plan: 2012-2015 HR Strategy Implementation Plan and Quality Improvement Plan Introduction This Action Plan is a combination of the HR Strategy Implementation
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource
CIVIL SERVICE COMMISSION STRATEGIC FRAMEWORK 2012-2016 THE CIVIL SERVICE COMMISSION We are established by statute to provide assurance that civil servants are selected on merit on the basis of fair and
Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 1. Introduction 1.1 The Service s key responsibilities are to: 1.2 Context Design & deliver people and organisational development
State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic
Setting Standards Achieving Success Resolve F1 customer service problems Manage a project B5 Provide B10 leadership for your team Manage risk F5 team E14 Support E1 Manage a budget team and virtual working
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
KT-AC-13-001-EN-C European Commission Human Resources Report 2013 HR Report 2013 Human Resources and Security Human Resources and Security Human Resources Report of the European Commission 2013 European
Annual report of the Executive Director to the Discharge on measures taken in the light of the Discharge s recommendations of 2012 in respect of the implementation of the budget of 2010 (Article 131(2)
E WO/PBC/21/12 ORIGINAL: ENGLISH DATE: JULY 1, 2013 Program and Budget Committee Twenty-First Session Geneva, September 9 to 13, 2013 PROGRESS REPORT ON THE IMPLEMENTATION OF A COMPREHENSIVE INTEGRATED
Business Objective Deliver efficient and effective support services Strategies Optimise the support services required by the business Implement a program of systematic organisational performance reviews
FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 Section 1: Background 1.1 The Human Resources Office underwent a major restructuring exercise in 2011 and is now professionally staffed and grouped into work
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information
Part 5 HR Pages 72-82 5/7/03 8:38 AM Page 72 72 PART 5 PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE Part 5 HR Pages 72-82 5/7/03 8:38
Ref. Ares(2014)571140-04/03/2014 DG ENLARGEMENT SECTOR BUDGET SUPPORT GUIDELINES EXECUTIVE SUMMARY January 2014 TABLE OF CONTENTS Introduction 1. RATIONALE FOR BUDGET SUPPORT 1.1 What is Budget Support?
Public Service Commission Government Sector Employment Act 2013 Contents Foreword...3 The NSW government sector workforce: what is changing?...4 Key features of the GSE Act 2013...6 The government sector...
Jean-Claude Juncker, President-elect of the European Commission Mission letter Brussels, 10 September 2014 Federica Mogherini High Representative of the Union for Foreign Policy and Security Policy/Vice-President
Public Service Commission Statement of Mandate 2014 2015 Inspired, client-focused professionals delivering innovative HR programs to advance employee engagement and the work of the Nova Scotia public service.
ECHO s main mission is to fund the co-ordinated delivery of Community humanitarian assistance and protection through partner humanitarian organisations in order to save and preserve life, reduce or prevent
7.1.9. CODE OF GOOD PRACTICE FOR THE EMPLOYMENT OF PEOPLE WITH DISABILITIES BUREAU DECISION OF 22 JUNE 2005 THE BUREAU of the European Parliament Having regard to the Treaty establishing the European Community,
RECRUITMENT PROFILE Profile: Human Resources Major Duties and Responsibilities 1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application
INTERNATIONAL LABOUR OFFICE GB.291/PFA/17 291st Session Governing Body Geneva, November 2004 PFA Programme, Financial and Administrative Committee SEVENTEENTH ITEM ON THE AGENDA ILO Human Resources Strategy:
ESM Management Comments on Board of Auditors Annual Report to the Board of Governors for the period ended 31 December 2014 Dear Chairperson, I would like to thank you for the opportunity to provide management
Agenda Item 9 Appendix 1 DRAFT LOCAL CODE OF CORPORATE GOVERNANCE Introduction Corporate Governance has been defined 1 as being: how local government bodies ensure that they are doing the right things,
TABLE OF CONTENTS ACTION PLAN TO IMPROVE COMMUNICATING EUROPE BY THE COMMISSION.. 2 1. Political commitment and ownership... 4 1.1. Involving Commissioners more... 5 1.2. Group of Commissioners for Communication
ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
Human resource management strategy Executive summary Since 2007, the Department for International Development (DFID) has been supporting the implementation of the International Federation human resource
Executive Committee of the High Commissioner s Programme Standing Committee 52 nd meeting Distr. : Restricted 2 September 2011 Original: English English and French Strategic directions for human resources
POSITION INFORMATION DOCUMENT Position Title: ICT Service Desk Manager Classification Code: AS07 Division: ICT Services Directorate: ICT Customer Services Type of Appointment: Branch: ICT Central Ongoing
HR software Strong organisations are carried by strong employees Employees of the future The world today is swept by constant change. The labour market is crying out for manoeuvrable and employable staff.
L 132/32 COMMISSION IMPLEMTING REGULATION (EU) No 447/2014 of 2 May 2014 on the specific rules for implementing Regulation (EU) No 231/2014 of the European Parliament and of the Council establishing an
National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland
MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE 2 2015-2019 Vision CAS aspires to gain national recognition as an applied sciences hub, providing practical and innovative
1. Introduction REWARDING AND DEVELOPING PEOPLE AT OXFORD UNIVERSITY OF OXFORD HUMAN RESOURCES STRATEGY 1.1 Oxford s Human Resources (HR) Strategy relates, except where otherwise stated, to all those employed
FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and
Internal Oversight Service Audit Section IOS/AUD/2015/07 Original: English Audit of UNESCO s Recruitment Process for International Staff September 2015 Auditors: Tuyet-Mai Grabiel Dawn Clemitson EXECUTIVE
Chapter 7 The organisation s efficiency This chapter assesses how efficient we are as a development institution. The 15 indicators show the progress we have made in reforming and strengthening our structures
4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.
Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARY
SKILLED STAFF THE SECRET TO MODERNISING STATISTICS UNECE WORKSHOP ON HUMAN RESOURCE MANAGEMENT AND TRAINING GENEVA 15-17 OCTOBER 2014 Marie Creedon and Eilish O Sullivan CSO Ireland Abstract The environment
Overview Lanteria is a SharePoint based HRM solution that facilitates and automates the entire HR management cycle in a company. The organizes the central storage of all HR information, guides and supports
Roadmap on the follow-up to the Common Approach on EU decentralised agencies The Common Approach endorsed by the European Parliament, the Council and the Commission in July 2012 represents the first political
Workforce Strategic Plan 2011 2014 Foreword The Department of Education and Training, supported by a workforce of approximately 80,000 people, delivers world class services to Queensland across the education,
Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
INTEGRATED TALENT MANAGEMENT POLICY AND GUIDELINES Ref: CO/04/0512/11 Name of Policy: Integrated Talent Management Policy and Guidelines Reference Number: (supplied by the Office of the Registrar) CO/04/0512/11
Council of the European Union Brussels, 18 November 2014 15585/14 COPS 303 POLMIL 103 CYBER 61 RELEX 934 JAI 880 TELECOM 210 CSC 249 CIS 13 COSI 114 OUTCOME OF PROCEEDINGS From: Council On: 17 18 November
JOB DESCRIPTION Job Title: Band: Hours: Location: Accountable to: Lead Manager for Workforce Planning & Resourcing 8a 37.5 per week Tatchbury Mount base and other Southern Health Sites as required Deputy
Brief 21 August 2011 Public Procurement Performance Measurement C O N T E N T S What is the rationale for measuring performance in public procurement? What are the benefits of effective performance management?
University of Turku HUMAN RESOURCES POLICY Publisher Turun yliopisto Layout Mirja Sarlin Suomen Yliopistopaino Oy Uniprint 2012 University of Turku HUMAN RESOURCES POLICY Approved by the Board 28 March
Item No: 15 Board of Directors Meeting in Public: 15 May 2014 Report Title: Talent Management Executive/NED Lead: Director of HR and OD Report author(s) Sarah Shirtcliff and Rachel Jackson Approval Discussion
Assistant Director for Human Resources Indicative Salary Range: 90,000 to 105,000 p/a Reports to Chief Operating Officer Job Purpose The purpose of the role is to lead, manage and be accountable for the
SINGLE RESOLUTION BOARD VACANCY NOTICE IN INTER-AGENCY JOB MARKET (IAJM) ACCOUNTANT (SRB/AD/IAJM/2015/001) The Single Resolution Board (SRB) is launching a call for expression of interest in order to establish
QUALITY ASSURANCE POLICY ACADEMIC DEVELOPMENT & QUALITY ASSURANCE OFFICE ALPHA UNIVERSITY COLLEGE 1. BACKGROUND The Strategic Plan of 2003-2005 E.C of Alpha University s defines the direction Alpha University
SHAPING THE FUTURE OF EQUALITY POLICIES IN THE EU JOINT HIGH LEVEL EVENT ON NON-DISCRIMINATION AND EQUALITY, ROME, 6-7 NOVEMBER 2014 SUMMARY AND MAIN CONCLUSIONS I. CONTEXT The Italian Presidency of the
Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015 Contents INTRODUCTION 2 THE BOARD 3 ROLE OF THE BOARD 5 TERMS OF REFERENCE OF THE NOMINATIONS
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational