Today’s goal

2. Today’s goal • Better align HR priorities & services with the Organisation’s strategy: • Today • 2017-2020 • Beyond HR

3. Strategy: 3 Pillars Update 2019-2020?

4. Strategy: 3 Pillars Full exploitation of LHC

5. Strategy: 3 Pillars Scientific Diversity R & D

6. Challenges • Resources – numbers andcapability • Single points of failure ; Succession planning ; backup • Few retirements • Longer careers (post 87) • Critical roles • LD/IC, recruitment (nationality imbalance)… • Impact of enlargement • Competencies & Competition around future projects

7. Critical Roles (example) Case study: Airline Industry

8. Resources (staff)

9. Competency loss & Succession planning

10. Retention (LD-IC)

11. Recall - Historical Perspective

12. Recruitment & Retention • Recent five-yearly carried out a comprehensive review of recruitment & retention issues over 4 year period (2010-2013). • Document CERN/TREF/400/Rev presented analysis to TREF in May 2015 • Review period comprised over 40,000 applicants for 704 positions of which there were : • 38 refused offers (5.4%) • 11 unsuccessful probation periods • 48 resignations • 87 ‘republications’ (unsuccessful 1st board) Most recent update (TREF May 2016) • Average age of a new recruit remains at 33 • Although there is no generalised attractiveness problem, despite significant efforts and for various reasons, still challenging to attract staff from a number of countries • In 2015: 33 not attended interview ; 5% refused offer rate (was 11% in 2014) ; 8 posts of 132 with recruitment challenges (republications)

13. Some Knowns • Do we have sufficient resources? • White Paper • Can we identify & develop the future leaders ? • La Mainaz • Are our current resources used optimally? • Internal Mobility • Can we obtain additional resources whilst satisfying MS demands? • Trainee Programme • Are our resources being developed optimally? • Professional leave (External mobility) • Are we prepared for enlargement? • Diversity policy

14. Your input

15. Process – next steps

17. Lift 2250 FTEs / FTAs ceiling? 1750 ICs ceiling? See Fabiola ‘statement at last TREF below (*) • In this context, is the current Management OK with current pre-retirement programs ? If so desired, some important parameters can be changed easily to render PRP (for example) more attractive (currently only ˜10 staff in PRP while the number of pre-87 staff is of the order of ˜200). • How does FCC compare to CLIC in terms of “capabilities” or competencies needed to be possessed by the staff? How does FCC compare to CLIC in terms of operational needs which are likely to impact HR policies?

18. Nationality Demographics

19. Career Prospects

20. Recruitment & Retention Analysis Recruitment difficulties observed in : • Technician/Technical Engineer : Mechanics and electro-mechanical; Designer-Draughtsman ; Electrical distribution; Quality control, and work planning and coordination Electronics; Computer Aided Design; Cooling and ventilation technicians Sysadmin/data centre technicians; Cryogenic process operators • Engineer/Professional Admin. Electricity distribution and power electrical engineering; Cooling and ventilation Accelerator controls and software engineering; Superconducting magnets and RF cavities; Radiation protection; Information technology and specialized areas such as database administration and scientific information; Some senior administration specialties (auditing and finance, human resources)

21. Summary Causes identified around: Spouse Partner/employment, Family situation, Long term prospects, International recruitment for technicians, Skills shortage for certain hi-tech domains, Career System. Actions: • Balanced package of measures in five-yearly review with a particular focus on diversity and new career system. (December 2015) • New Contract Policy (March 2015) Followup: Too early to analyse impact of above, but close monitoring of measures and impact on Recruitment & retention via the annual personnel statistics

22. The link between the business strategy and the people plan Capability Delivery Culture and Organisation What staff with what skills and style do we need to deliver our strategy? What do we need to deliver to build this capability culture and organisation? What kind of organisation do we need for them to be effective: structure, systems, culture? CERN Strategy • How do we attract, retain and develop great people? • How do we manage talent as a strategic resource? • HR Operating model • Core HR processes • Performance Management • Employee engagement • Comp and Ben • Comms • What are the key OD and change management issues?

23. Developing the HR Strategy Kick-off Meeting 6th July Interviews Planning Session People and Organisation Plan Key questions: Mission – what is the purpose of HR? Objective – what is the goal/ambition, how will you know when you’ve got there? Strategy – how will you get there? People and Organisational Strategy Day • Feeding back interview findings, extract common themes • Translate into draft versions of strategy Day 2 • Tactics – what do we need to do, mapped against existing HR work. • Decide on Start, Stop, Continue Output: • Skills to translate business strategy into org capability. • Use of appreciative enquiry. • Planned interviews with the business divisions. Output: • Clear understanding of business plans • Clear understanding of the people implications • Draft plan on how HR can support business objectives • Output: • Presentation to leaders • Communication to HR team • Communication to business • Delivery Output: • Integrated and aligned Action Plan with next steps, time frames accountabilities and measures • Written input into the Corporate Plan

24. Based on the 2037 vision what is your plan? What will drive your success and the success of CERN? What’s the balance between running current and investing in future experiments? Which are the critical areas to deliver the 2037 vision – the 2/3 things we need to do which will provide the biggest impact? What are the organisational implications In each case what are the organisational capabilities (the 6Ss) needed to deliver this 2037 Vision? Are these capabilities general capabilities or do they relate to specific key roles and if so which ones are they? Where do we have the most critical capability gaps? Where do we have the biggest vulnerabilities in terms of critical roles? What are the organisational gaps/issues? What does HR need to do? Where do you feel HR should focus its activities to close these gaps? How does this match where HR currently focuses? Based on this whole conversation what’s the one thing you would like HR to deliver that would add the greatest value against the 2037 Vision?

25. From gaps to critical risks Which capability needs have the greatest dependency with or broadest impact on strategy? Which are most urgent? Which gaps are potentially large enough to be an issue? How easy or hard is it, either within CERN or in the external market, to address this gap?

26. Key Roles • Pivotal roles – game changers that create future value • Growth roles – key to improving performance • Sustaining roles – mature positions • Enabling roles – support day to day delivery

27. Evolution of client-advisor relationship Breadth of Business Issues Trusted Advisor Trust-based Valuable Resource Relationship-based Process Expert + Needs-based Process Expert Service-based Depth of Personal Relationship Source: Maister (2000), The Trusted Advisor

28. The key is to build an effective HR team that is focused on making a difference to the business not simply “doing HR stuff”……. Pointed in the right direction – For CERN’s benefit. A well built Machine – fit for delivery The organisation of the function to deliver HR service more effectively and efficiently The orientation of the function to deliver against business strategy One without the other = disconnect

29. Member States Science community HR HR Society Employees Leadership

30. Key capabilities Tolerance of ambiguity • Comfort working in an environment where there are no black & white answers. Asking the right questions to create a workable level of structure OD & diagnostic skills • Using diagnostic methodologies with business clients to help pull out the potential organisational implications of strategy and looking across the organisation at enablers/blockers Comfort working with macro data • Scenario planning, trend analysis, understanding approx scale and type of resource need, importance of gap to as is Judgement & deductive skills • Choosing the right strategy. Assessing the relative importance of the issues and determining the most effective solutions Application of pragmatism & flexibility • Being realistic. Understanding the percentage plays. Accommodating changes in requirement over time. Getting 80% impact for 20% effort

31. Clear operational plan translating strategy into detailed deliverables, accountabilities, measures, timescales Metrics directly related to business outcomes Implementation • Delivery against the HR strategy reviewed regularly and reported to the board • Programme office with one project management methodology, management information and control of resources

32. Joined up HR What capability is needed to deliver Vision? What’s the gap? How do we fill it? Recruit Develop What do people need to do to deliver our short term goals? CERN Strategy What talent have we got? Measure and Validate Exit Retain/Engage How am I performing? What are my development needs? What should I be doing? Reward