Title: Directors General Group on Motivation of Staff report summary
1Directors General Group on Motivation of Staff
report summary
- Jörgen Holmquist
- Director Generals Mini-Seminar 5 June 2008
2Composition of the Group
- Dirk Ahner (Director General REGIO)
- David Bearfield (Director EPSO)
- Marco Benedetti (Director General SCIC)
- Emer Daly (Director ADMIN)
- Jean-Luc Demarty (Director General AGRI)
- Jörgen Holmquist (Director General MARKT,
Chairman) - Eneko Landaburu (Director General RELEX)
- Klaus Regling (Director General ECFIN)
- Maive Rute (Director ENTR)
- Olivier Salles (Head of Unit MARKT, Secretary)
- Irmfried Schwimann (Head of Unit, Acting Director
COMP)
3- Four working group meetings
Main issues discussed academic theories on
motivation, results of staff surveys, career
management and progression, communication,
working environment, staff recognition, feedback.
- 18 practical proposals
- DG level
- central level
4Why is it important ?
- 70 percent of Commission staff are satisfied with
their employment (staff survey 2007). But are
they really engaged? What about the other 30 ? - Recent changes recruitment at lower levels,
lack of recognition in the CDR/promotions ?
slower career progression for newly recruited
staff, who often have higher expectations. - Aging population may increase the lack of career
prospects but 60 of managers will leave in the
next 10 years. - Hence, major challenges on how to develop and
maintain our staff, especially as regards their
engagement and motivation. - But the political project of the Commission still
triggers genuine excitement and commitment for
most of its staff.
5Proposals of actions at the DG level (very
short-term)
- Information and communication
- More regular and direct communication with staff
by managers - Communicating the shared vision from both the
political and the senior management level - Every Director General should ensure that all
staff knows their mission and overall tasks - More information on the DGs activities/ full
implementation of the Internal Communication and
Staff Engagement Strategy
6Proposals of actions at the DG level (very
short-term)
- Recognition
- Granting staff visibility and empowerment using
different means. - Promotion of personal and professional
development through training. - Short secondments to other DGs.
7Proposals of actions at the DG level (very
short-term)
- Working environment
- Ensuring appropriate working conditions
- Improving the work-life balance of staff by
promoting flexible working arrangements - Long hours culture - survey on working culture
and working environment ?
8Proposals of actions at the central
level(midterm)
- Inclusion of a Gallup Q12 survey on motivation,
by DG/Service, in more regular staff surveys - Selection of middle managers based more on
management skills and a 360 evaluation - Development of a comprehensive and wide-ranging
Human Resources policy based on people management - More emphasis on feedback given to staff in
training and awareness building about the new CDR
system
9Proposals of actions at the central level
career management (midterm)
- Examination of the possibilities of fast-track
promotions including to management positions - Alternative career paths/ better use of Advisers
- Professional experience outside the institutions
- More structured career guidance
- Reducing the burden from bureaucratic procedures
10Conclusions
- Getting the best output from qualified and
committed staff by giving them the best
opportunities to use their talents and develop
their skills - Local dimension of motivation and engagement
critical role of managers - Most proposals can be implemented at the DG level
with existing tools and without any extra
resources
Each DG/Services establishes a Strategic Human
Resources Plan to be discussed and developed by
the management twice a year
11Some personal comments
- What is it all about ? MOTIVATION through
- Empowerment and Delegation
- shared Vision, Information and Visibility
- Better working environment and better
organisation of the work. - The challenge of creating highly motivated
staff is thus primarily a challenge for Directors
General, senior managers and middle mangers in
the DG's and Services. Most of the instruments to
achieve this are available to us. What we need to
do is to make the very best use of these
instruments.