Tiziano Camporesi Chair of the Equal Opportunities Advisory Panel

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• Tiziano Camporesi - Chair of the Equal
  Opportunities Advisory Panel
• Josi Schinzel - Equal Opportunities Officer

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Equal Opportunities 2006 - 2007

• CERNs Equal Opportunity Policy
• What is happening in the EU and in Geneva
• EO observations on
• Fair recruitment
• Fair career development
• Work / home life balance
• Support for parents
• Dignity and respect in the work place
• EO awareness program
• The way forward

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CERNs EO Policy1996
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Equal Opportunities in EU and in Geneva

• Evolution from Equal Opportunities to
  Diversity Management
• Diversity includes all differences between people
• Work culture is changing
• Better education
• Revolution in access to information
• Changing jobs several times during a life-time is
  normal
• Life is no longer only about a job
• Support for child-care is expected
• Acceleration of technology changes
• More critical appreciation of decision makers
• More awareness of the individual

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Fair recruitment of women

• We observe
• Out of 21 female applicants, 23 are hired
• for category 2 (scientific and engineering work)
  posts
• In EU (2003) percentage women awarded PhDs was
• 31 in maths statistics
• 17 in engineering
• Can CERN do more?
• Make CERN jobs more attractive to women?

leaky pipe
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Fair recruitment independent of nationality

• We observe
• Percentage of French nationals on site is very
  much higher than that of other nationals.
• Many posts only seem to attract local people
• When building a team some leaders show a strong
  preference for those from their own country
• Can lead to integration problems for CERN
  personnel from other nations
• Can CERN do more?
• More wide-spread advertisement of jobs
• Discourage single nationality teams
• Adopt a single working language / provide more
  language training

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Fair career development questionnaire replies
Preliminary analysis of questionnaire data
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Fair career development for women

• Our findings
• The percentage of women receiving all types of
  promotion is now slightly higher than that of
  their male equivalents
• The number of women promoted in mid-career is
  less than expected
• Can CERN do more?
• Encourage a mix of men and women on all CERN
  committees and boards
• Provide the opportunity for women to move into
  management positions
• Make management positions attractive to women

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Fair career development for younger staff

• We observe
• Reduction in number of managers due to
  restructuring removes promotion prospects for
  younger staff and causes frustration
• Motivation is mainly encouraged by salary
  increase, when another form of acknowledgement
  for work well done may be sufficient
• Personnel are allowed to have misconceptions
  about their chances for contract renewal or
  extension. Many leave CERN feeling badly treated
• Career planning is not always taken seriously.
  Both young staff leaving CERN and those remaining
  should have new competences to add to their CVs
• Can CERN do more?
• Clear and timely end-of contract notice
• Help with job seeking (HR External Mobility
  Program just launched)
• More formal approach to career planning
• Mentoring
• Encourage mobility
• More rapid management role turn-over, so that
  staff do not lose technical skills
• More innovative award system visibility,
  presentations, conferences

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Fair treatment independent of age

• We observe
• Less motivation given to older staff (gt50)
• Recycling is not always the answer
• Supervisors relate more easily to younger staff
• Acquired competences not valued
• Unhappiness about being under-employed or being
  given low priority projects
• CERN is losing a potential resource
• Staff leaving before they have to (PRP)
• Can CERN do better?
• Identify roles for older staff
• low priority projects
• mentoring
• Train young managers to make better use of
  competences and diversity
• Reward older staff for work well done (not
  necessarily money)

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Career development per age group
Preliminary analysis of questionnaire
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Discrimination

• Our observation
• No individual information to allow us to check
  systematically for problems
• Questionnaire results
• Can CERN do more?
• Collect minimum data from staff for statistics.
  Some institutions gather this data specifically
  for EO

Preliminary analysis of questionnaire data
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Work / home life balance
The ability to achieve a balance between your job
and your personal life.

• We observe
• Number of hours spent at work is not a measure of
  achievement
• Efficient time planning can significantly reduce
  the time to do a task
• CERN lost roughly 100 man-years in 2005 due to
  illness
• High level of stress confirmed by the medical
  department
• Tired or overloaded people work inefficiently
• Can CERN do more?
• Adjust working patterns to take into account the
  needs of the staff as well as those of their job
• Provide replacement personnel when people reduce
  their working hours or take leave
• More emphasis and training for time management

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Support for working parents

• We observe
• Professional men and women in Europe are not
  having children
• Five yearly review recommendations have
  significantly increased the care possibilities
  for working parents
• Crèche, adoption leave 15 weeks, 6 days paternity
  leave (100 increase), Parental leave (3 months)
  with agreement of hierarchy
• But not everyone knows about the possibilities
• People coming from countries with better support
  for working parents are not applying for jobs at
  CERN
• Can CERN do more?
• Offer three months paternity leave
• Offer back-up solutions for replacing staff on
  maternity and parental leave such that projects
  do not suffer from their absence
• Encourage a flexible approach towards parents
  making requests for changed or reduced working
  hours or work from home
• Work towards changing the implicit believe that
  women look after children

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Support for working parents contd
Preliminary analysis of questionnaire data
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Dignity and respect in the work place

• CERNs definition of harassment
• Any importunate behaviour towards another
  person that interferes with the work or
  well-being of the latter on a continuing basis,
  in particular verbal or physical aggressive
  and/or violent acts and unwarranted behaviour
  that create a hostile or unbearable working
  atmosphere.
• Our experience
• People coming to us
• The tip of the iceberg?

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Observed or experienced harassment
Preliminary analysis of questionnaire data
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Dignity and respect in the work place

• We observe
• People do not complain because they fear the
  consequences
• Harassment often triggered by bad management of
  promotions, publications, professional
  disagreement,
• When EO hears of a problem it is often too late
  to repair the situation
• In case of problems people who can be approached
  are
• Management hierarchy, HRAs, Medical Service,
  Social Service, EO team, Staff Association,
• Each has limited executive power and overlapping
  mandates
• Equal Opportunity notions are not reaching all
  staff
• Users come to us with problems which are outside
  our mandate ?
• Can CERN do more?
• Clarify the mandate of the EO Officer and
  Advisory Panel
• Explain to staff what is expected of them code
  of ethics
• Continue awareness program to raise the
  understanding of the problems and issues
• Provide an EO brochure for new arrivals
• On-line videos aimed at increasing Equal
  Opportunities awareness for individual or team use

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Reporting concerns
Preliminary analysis of questionnaire data
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Harassment contacts
Preliminary analysis of questionnaire data
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Promoting awareness

• Over the last year plus
• TREF presentation 2006 2007
• Executive Board presentation 2006
• Presentations to GLs, SLs supervisors in the
  Departments
• Core Development training for Group Leaders
• Induction Seminars
• Equal Opportunities WEB page on CERNs home page
• Questionnaire
• For the comming year
• Analysis of questionnaire data
• Brochure on EO at CERN for newcomers
• Equal Opportunity events / seminars
• Visual aids on EO topics
• Annual report on Equal Opportunities at CERN

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CERN is doing well, but we can still improve!

• The way forward
• Revisit CERNs Equal Opportunity Policy, scope
  and mandates, including EO support for Users
• More actively help women reach Top Management
• Help young staff to leave CERN happy with a
  bigger suitcase of competences than when they
  arrive
• More emphasis on training and recognition on the
  efficient use of diversity how to use
  everyone to their full potential
• Improve job advertising to reach all potential
  candidates
• Continue to improve support for working parents
  by finding a replacement solution for staff
  taking leave and giving a more generous leave to
  fathers
• Encourage a flexible approach to work / life
  balance issues
• Introduce a code of ethics for everyone working
  on site
• Increase awareness of Equal Opportunity issues at
  all levels

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The glass ceiling true or false?
Study made over 2002-2005
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Expected / actual promotions