Contest for young R&D Ispra Artists ! / Concorso per i giovani Artisti di R&D Ispra!
Contest for young R&D Ispra Artists ! / Concorso per i giovani Artisti di R&D Ispra!
Congratulations to Marta for her drawing and to Yasmina for her essay. Both were awarded for their work by the R&D president on the 2nd of December at Club House!
The competition will be repeated again next year with a different theme. Well done!
Below you can find the winning design and composition.
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VERBUNDEN MIT UNTERSCHIEDEN
Wir sind alle gleich aber doch verschieden. Wir alle haben verschiedene Kulturen, aber irgendwie sind sie auch gleich. Alle Menschen sehen gleich aus, dennoch auch anders. Europa ist klein. Deswegen sollten wir zusammenhalten. Egal ob wir an Gott glauben oder nicht, egal ob wir Männer, Frauen oder Beides attraktiv finden. Wir alle sind gleich. Egal ob man dick oder dünn oder schwarz, weiß oder gelb ist. Wir sind alle Menschen die in Europa Leben. Wir alle haben Gefühle, spüren Schmerz und können uns miteinander verständigen und das macht uns zu Menschen. Wir leben in einer riesigen Gemeinschaft. Aber doch ist sie klein. Und kleine Gemeinschaften (Kontinente) sollten zusammenhalten. Wir alle sprechen verschiedene Sprachen: Deutsch, Englisch, Italienisch, Französisch, Holländisch, Spanisch und noch vieles mehr. Die Sprachen sind so verschieden aber doch gleich. So etwas ähnliches ist auch bei Socken: Socken haben die gleiche Form aber haben verschiedene Farben und Muster. Genauso ist das auch mit uns Menschen: Die meisten haben 2 Augen eine Nase Arme und Beine, aber wir kommen in viel verschiedenen Hautfarben, Personalitäten und Vorlieben. Doch wir sind irgendwie auch alle gleich, weil wenn wir nicht ein bisschen gleich wären, könnte man diese Aussage nicht treffen, dass wir Menschen sind. Ein bisschen gleich muss schon sein, denn sonst kann man auch nicht erkennen, ob eine Person ein Mensch ist oder nicht. Ein Beispiel dafür ist, dass ein Hund Bellen kann und vier Beine hat, aber wenn er nur zwei Beine und Katzen Geräusche macht kann man einen Hund nicht mehr als Hund bezeichnen, weil die Eigenschaften fehlen. So ist es auch bei Menschen und Socken. Manche Socken haben Löcher und sie kommen auch in verschiedenen Größen, aber wir können trotzdem erkennen das sie Socken sind. Bei Pflanzen ist es auch so. Sie kommen in verschieden Formen und Farben aber sie Brauchen das gleiche, um zu überleben nämlich Wasser, Erde, Sonne und Sauerstoff. Fast alles auf dieser Erde oder sogar auch in diesem Universum ist ein bisschen ,,gleich“. Was ich an Europa am meisten mag ist, dass die meisten Länder zusammenhalten und sich gegenseitig helfen. Ich finde, dass das ein großer Vorteil ist, weil wenn man in Krisen mal nicht genug Geld hat, können dir die anderen helfen. Es gibt auch einen Nachteil daran, nämlich dass man nicht alles für sich selbst behalten kann, aber wie manche auch sagen: ,,it is better to give, than to receive“. Wir haben alle Verschiedene Vorlieben. Ich finde das ist das einzigartige an Menschen, dass sie Entscheidungen selbst treffen können und verschiedene Eigenschaften und Vorlieben haben. Und das sollte Jeder respektieren. Jeder verdient es ein einzigartiges Leben zu leben und sich zu lieben, wie man selbst ist. Ich finde es gut, dass Europa schön gemischt ist. Manche finden, dass das ein
Nachteil, weil sie denken, dass die Ausländer ganz Europa einnehmen werden, aber ich finde es gut, wenn es ein Bisschen gemischt ist. Vor allem in kleinen Dörfern. Neulich war mit meiner Mutter in Sardinien und ich habe ein paar komische Blicke bekommen, weil ich eine andere Hautfarbe habe als sie. Wir sind im Jahr 2021 und nicht in den alten Zeiten, wo nur wenige Ausländer nach Europa gereist sind. Und außerdem bin ich auch keine Ausländerin, sondern wurde in Deutschland geboren. Vor allem ältere müssen sich an die heutige Zeit gewöhnen da jetzt auch mehrere Ausländer in Europa wohnen. Das Finde ich sehr großartig denn auch Menschen mit einer anderen Hautfarbe haben genau die gleichen Rechte wie andere. Das gilt auch für die, die das gleiche Geschlecht wie sie attraktiv finden. Denn wir sind alle gleich, nämlich Menschen. ♥
Yasmina Fall
Training courses on ASSESSMENT CENTRE for EPSO open competitions organised by R&D Ispra
EPSO COMPETITIONS - ASSESSMENT CENTRE
ONLINE TRAINING COURSES in ENGLISH
Topics : Role play / Case Study / Situational Competency-Based Interviews
Dear colleagues,
For the preparation of the second step of EPSO open competitions, ASSESSMENT CENTRE, as well as the internal competitions, R&D Ispra and its team of highly qualified trainers will offer preparatory sessions in English.
The training sessions will be held ONLINE and cover the specificities of that phase of the competitions: Role Play / Case Study / Situational Competency-Based Interview.
Part of the interview and role-play sessions will be dedicated to practice through simulations.
Training sessions programme:
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Training in English |
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Date |
Time |
Training |
Trainer |
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20.01.2022 |
17:30 - 19:30 |
Role Play / with practice (simulation) |
Ruth Harland |
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25.01.2022 |
17:30 - 19:30 |
Case Study |
Ruth Harland |
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27.01.2022 |
17:30 - 19:30 |
Situational Competency-Based Interview / with practice (simulation) |
Ruth Harland |
TO REGISTER...
We invite you to register for the training sessions that interest you by sending a mail to: JRC-RD-ISPRA@ec.europa.eu The deadline for the registration is the 14th of January 2022.
Our trainings are FREE for R&D members, members of their family and those who wish to join us.
If you are not yet a member and wish to benefit from our trainings and other services, we will be glad to welcome you.
For this purpose please send us: the completed and signed membership form ( Become an R&D Ispra member ) and a proof of payment of the membership fee to: JRC-RD-ISPRA@ec.europa.eu
Upon receipt of these documents, we will be glad to register you for the courses.
For those who are already our members please mention your status as already being a member of our Union when submitting your request for the training sessions.
All registered participants will receive a confirmation!
Questions or comments? Don't hesitate to contact us via e-mail at JRC-RD-ISPRA@ec.europa.eu or call our office : Ext. 9645 (Monday to Friday 9:00 - 13:00)
Your R&D Ispra Team
The new AD 5 internal competition: That is simply unacceptable
That is simply unacceptable…
How does the Commission (the DG HR) dare, at the same time, to announce loud and clear a new human resources strategy that enhances careers, while creating a window dressing for a few happy few?
When the Commission wants, it can! This is a great Christmas gift for some, but one that will have a very bitter taste for a large part of the staff.
Let it be noted that the first JPP exercise was launched in 2018. Between the time of the selection of Blue Book trainees and other categories (initially AD, CA-FGIV) and the two-year programme as a temporary agent AD5, the timing was perfect to propose an internal competition from 2020.
As soon as this project appeared, we denounced all its obvious limitations in the strongest possible terms ( link ).
Although improvements were made because of our resolute action, the unacceptable nature of the procedure is still obvious.
The figures perfectly illustrate the validity of our criticism.
In the last internal competition in 2020, there were 399 candidates and 60 laureates, a success rate of 15 %. For JPPs the success rate is 43.3 %
Each promotion of JPPs has 27 people, making 54 people in one year.
For the first session of the JPP, 19 colleagues out of 27 are successful in this internal competition; for the second session of the JPP, the figures are 7 out of 21, i.e. a total of 26 JPP winners. This means that JPPs represent 12 % of candidates and 43.3 % of successful candidates.
It should be recalled that the latest external AD 5 competitions via EPSO had a success rate of 0.66%, 0.72% and 0.62% respectively.
And for this 2021 internal competition published just before Christmas, JPP 1 to JPP 5 will be able to compete, representing 135 colleagues for 65 posts, and a second chance for JPP 1 and 2 who were not successful in the previous edition and whose contracts have been extended... while EPSO has frozen the AD5 generalists recruitment competitions.
Clearly, DG HR's aim is to ensure a shameful 'clean slate' with a final success rate of 100%.
And what about all the AST and AST-SC colleagues who are excluded from this "competition", even though they perform AD level tasks every day without any real possibility of career development?
What about the thousands of AC colleagues in the EU representations and delegations who perform tasks at a much higher level than their contract, who have years of seniority, who wait many years to benefit from a reclassification and who are in turn excluded from this "competition" reserved for people with only twelve months of seniority in the Institution?!
Instead of responding to the more than legitimate expectations of these colleagues by putting in place fair and transparent procedures likely to correct the social dumping inflicted on its staff, with such "competitions" DG HR is inflicting the ultimate humiliation on them!
Blue Book trainees, who are very deserving and have a remarkable level of education, are very much favoured by this programme. They currently represent 73% of the JPPs, 19% of the JPPs being GF IV contract agents and 7% GF III.
You should also be aware that depending on their DG of origin, the JPPs have the greatest chance of success. In rank order: ECFIN, INTPA, CONNECT, TRADE and COMP are the winners in this system!
It is therefore a very privileged means of access to the civil service, to grade AD5, bypassing the traditional route, which will clearly be the recruitment channel for the future, as the JPP will become permanent.
And this, despite all the principles of the European civil service: transparency, equal opportunities, anonymity of the tests, etc. and above all to the detriment of all the other AST, AST-SC and AC colleagues who have demonstrated their skills and commitment to the institution.
This is a policy that is more than questionable and against which we stand upright.
What is the Commission waiting for to meet the expectations of the staff in service? When the Commission wants, it can...
Cristiano Sebastiani,
President
LSC Elections - make your voice heard! Vote List 4 _anotheR&Dimension
LSC Elections 2021 Make your voice heard!
Discover our vision : Ispra Heart of Eu
Whirlpool Factory Outlet _ New flyer : December 2021
R&D members and now all the JRC staff are entitled to purchase at the Whirlpool Factory Outlet of Cassinetta di Biandronno!
Below you will find the latest flyer with the special offers available until 18/12/2021 Whirlpool Outlet
If you wish to take advantage of this special offers, please contact the R&D Ispra Secretariat by email jrc-rd-ispra@ec.europa.eu or by phone : Ext 9645 from Monday to Friday 9:00-13:00.
THE WHIRLPOOL FACTORY OUTLET WILL BE CLOSED ON THE 7th OF DECEMBER 2021.
We expect much more and much better! The administration must review its HR Strategy paper
« HUMAN »
At the heart of the Human Resources management
of our Institution!
We expect much more and much better!
A MODERNISATION BASED ON WHAT? :
“It is a capital mistake to theorize before one has data.
Insensibly one begins to twist facts to suit theories, instead of theories to suit facts”
« Ignoranti quem portum petat nullus suus ventus est »
Under these conditions, rather than modernising our institution's HR strategy, we risk seeing the implementation of 45 HR strategies.
• R&D has already made clear its total and outright refusal, the adverse consequences of these two office arrangements, are no longer to be demonstrated.
How can DG HR be so ill-advised as to saying that they want to create “a flexible, inclusive and sustainable working environment”, if colleagues move from day to day in open spaces and “hot-desking”, without having been involved in the decision-making process, without having expressed their ideas or wishes and without any involvement of staff representation!
Especially as this is happening in the midst of a health crisis. Here, staff are faced with a fait accompli!
Even worst, the OIB seems to believe that hot desking can work without any appropriate supplies such as efficient IT equipment, notably headset with proper noise cancellation, wireless ergonomic keyboard and mouse… Adding colourful sofas in a corner does not turn an old-fashioned office space into a dynamic workspace.
• The green dimension and the commitment to reduce emissions are compatible with an innovative building policy; no excuse for unacceptable office arrangements.
• Special attention should be paid to colleagues with special needs (disabilities, vulnerable persons, etc.).
• As a rule, no decision on office refurbishment should be taken without prior consultation of colleagues from the DG concerned and the Joint Committee on Prevention and Protection at Work (CPPT). See our dossier
“Focusing on tasks and not hierarchies” - was one of the first messages of President von der Leyen.
Still since decades, the Commission talks about abolishing silos but never walks the talk. Let’s finally do it!
Implications for the managers and for the individual staff member are manifold. Therefore, managerial implications are numerous: raise awareness, offer support, empower, organise and reward the colleagues who deserve it.
Leadership is not only about task distribution in line with organisational strategy and even less “obsessive staff control” of the staff.
Leadership it first of all maintaining a cohesive social unity, building the team and meeting the needs of EACH member of the staff.
Managers must encourage the staff to engage in something they care about, to assume a more personal role in the group, and to be a bit stubborn about an early-stage idea they want to champion.
As a manager it’s not only a matter of appreciating the hard figures in terms of measurements, but also appreciating and valuing new learning and insights generated and put forward by staff.
Hybrid working in the “New Normal”
• Telework and office presence must be put on a truly equal footing and their balance cannot be left to the sole decision of line managers.
• Clear rules must be set at the level of the Commission, DG HR must play a clear role in avoiding inconsistencies and abuses and it is not acceptable that each Director General is allowed to define her/his personal “New Normal’ policy.
Moreover, in many cases, these colleagues are considered ‘critical’ and have therefore been asked to come physically to the office.
The crisis and the lockdown proved that in our new digital era, they can perform their tasks remotely like any other staff member. The imple¬mentation of the new Commission decision must ensure widespread access to structural telework for secretaries and assistants.
• A joint committee responsible for ensuring the proper application of the rules, preventing, and sanctioning any inappropriate decision must be set up. The interests of the service must not be able to justify everything!
A green workplace
• This should also apply to our furniture and office supplies catalogue
Recruitment and Selection
A genuine annual internal competition policy
It is compulsory to set in close collaboration with the staff representation a genuine annual internal competition policy ensuring transparency and fairness of the procedure, focusing on colleagues’ skills, providing real and fair opportunities of tenure for CA and TA colleagues and also enabling real career development for AST-SC, AST and post 2004 AD colleagues in order to finally take into account the level of colleagues’ actual tasks.
A genuine annual internal competition policy is also the only viable solution in order to take into account the concerns of our post 2004 and POST 2014 colleagues.
The professional junior programme must be fully transparent and fully accessible for AST, AST-SC and AC existing staff of all grades, with selection procedure and criteria being non-discriminatory and by considerably extending the current 3 years limit of professional experience (AST, AST-SC and AC staff have more than 3 years of professional experience) eventually with a new professional programme reserved for more experienced candidates.
Ethics is not an empty slogan
Internal competitions and appointment procedures especially those organised only at the end of the mandate of each Commission in order to serve the “parachuting” of colleagues into cabinets must be stopped once and for all.
The external publications of management positions must not encourage cronyism and nepotism: all too often the laureate is known before the procedure is launched and sometimes the “external candidate” is already working at the Commission….
Our mandate a clear commitment to staff unity and a strong opposition to any corporatist approach aimed at dividing staff and, or even worse, pitting groups of colleagues against each other, we must never prevent to provide an appropriate response to the specific difficulties and needs encountered by different categories of colleagues.
To deny the existence of these specific problems and not to give an adequate response to them will strengthen the power of who aim to divide the staff.
R&D alongside with AD’s colleagues
Real career opportunities and career development must be offered to colleagues who do not wish to take up management positions, by making practical use of their skills.
Provide concrete alternatives for colleagues at the end of their careers to enable them to progress and not remain stuck at AD12 grade. Not everyone wants to be a manager; there should be more opportunities to be a senior expert.
R&D alongside with AST colleagues
Stop social doping ! The Commission must duly recognise the value and reward the contribution of ASTs according to the tasks they perform. We are a long way from the motto: the right person in the right place.
It is important to offer more possibilities to access certification, many AST colleagues have been doing AD work for years without any acknowledgement and/or reward.
R&D alongside with AST/SC colleagues
Stop social doping ! The new HR Strategy focuses on three strategic priorities to address the common challenges facing the Commission: attractiveness, recruitment and selection, and career prospects, but it does not bring any new element for the AST/SC category.
The perception of the Commission as an attractive employer varies according to the category of recruitment, and it is certainly not high among AST/SC staff or future applicants.
Providing a career path for AST/SC colleagues is simply a necessity.
This can be ensured by:
• Further increase of promotion quotas :
There are still DGs where no promotion quota for AST/SCs has been granted since the creation of this category.
• Guaranteeing wider access to internal competitions
AST/SC is the only category of officials without any mechanism for moving to another function group (AST/AD). Without access to annual internal competition, they are denied any chance to career development. Colleagues should also be able to participate in internal competitions in order to progress in their current career and have the possibility to reinforce the internal talent pool, rather than participating in external competitions to start a new career. The Commission should invest in the human capital that is already in-house.
• Clarifying the long-term vision perspective for AST/SC and AST
In terms of tasks, there is often no distinction but it is clearly different in terms of salary and career perspective.
The 2014 Staff Regulations normally foresee an evaluation of the AST/SC category within 10 years of its creation. In this regard, 2023 (if not possible earlier) is the year to take on board and eliminate all the difficulties on staff development imposed by the AST/SC category.
Greater mobility must also be guaranteed for instance by opening up the access to posts in delegations)
R&D alongside with CA colleagues
Stop social doping ! Concerning Contractual Agents colleagues, the problem stems first from the establishment plan and the interpretation made by certain technocrats in the Administration, since officials and similar staff are listed on posts (temporary or permanent) and contract staff are only considered as "credits", whereas the vast majority are assigned to permanent functions.
Apart from being very costly, this personnel policy has become humanly and technically unmanageable.
The institution must start by putting in place a real career management system for our CA colleagues with fair and transparent procedures for access to higher function groups and TA as well as permanent officials posts.
Unlocking careers, strengthening social cohesion by "screening" all positions of responsibility would ensure greater consistency and satisfaction.
The grade bracket for the reclassification of contract agents should be reviewed: promotions should be faster, in order to enhance the work of colleagues and strengthen their motivation.
The entry grade for newly recruited CAs should adequately take into account the qualifications and very importantly: the level of responsibility that a given post entails.
The proposal to extend the duration of the contract goes in the right direction and will help to implement a genuine multi-annual policy of internal competitions allowing access to civil servant status with selection tests guaranteeing equal treatment among candidates and the objective charac¬ter of the selection.
For CA colleagues leaving the institution, the Commission must ensure the education costs of their children until the end of the school year.
R&D alongside with the colleagues of representations
R&D has always been on the side of the staff of representations and its representatives went constantly on the spot to be even more attentive to the specific problems encountered.
Thanks to these efforts, it was possible to obtain, the application of working time arrangements for all, the recognition of the years of seniority service of local agents, the resolution of individual cases, the defence of the expectations of the institution’s colleagues to become heads of representation by strongly opposing the massive use of external appointments.
Much still needs to be done in order to rebalance the workload and adapting the means in the representations.
It is crucial to involve staff in the event of reorganization of a representation, to restore true fairness in the financial conditions and to give real career prospects to CAs.
Mobility
the Commission should propose real annual internal mobility exercises always on a voluntary basis.
Training should also allow for future career development and not only be linked to current tasks.
Performance management
Early detection of talent: this should not become a golden (internal) path to promote buddies. Clear criteria should be defined and communicated as well as a joint committee should be set up.
Poor and unsatisfactory performance: the new HR strategy only talks about assistance for the manager, not a single word to help the colleague!
End of career
The Commission has no end-of-career management policy and there is an urgent need to put it in place. We must put an end to the waste of the added value of the "50 and over" who are too often humiliated by a management incapable of valuing the wealth of all our staff.
Recognition of years spent in the service of the Institution must be rewarded in a more personalized manner.
The possibility of becoming “Active Senior” should be extended, valued and encouraged.
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