CERN Recruitment Policy James Purvis Presentation to Directorate 15.5.2012

Agenda Introduction A model & parameters Recruitment Policy Principles Aim Scope Roles & Responsibilities Budget Process Monitoring

Model high Talent Trader Talent Academy turnover Talent Consumer Talent Independent low low high internal replacement of ‘top population’ Source: Heidrick and Struggles, 2011

Parameters for consideration CERN’s mission Long Term Plan MTP & 2250 FTA ceiling LD/IC ratio, rehiring rate, turnover Categories of Members of Personnel Requirements of R&D, construction, operation & maintenance Age pyramid, Diversity, Talent Pool Member State returns

Principles Recruit excellence Source talent for today and tomorrow Committing to hire people with the highest relevant technical and behavioral competencies Source talent for today and tomorrow Bearing in mind both the short and long term needs of the Organization Hire the right people in the right place at the right time Ensure proactive and timely staff recruitment Encourage and value diversity From sourcing to hiring, appreciating differences Recruit Ethically Ensuring clear, transparent and fair recruitment processes

Scope & Aim Scope : Initial Recruitment of Staff on Limited Duration Contracts Taking into account the specificities of CERN recruitment : Position CERN as an employer of choice Provide a framework in which all recruitment efforts and actions may be optimised Provide a vision to the staff involved in recruitment to achieve a common goal Optimise the recruitment process and efforts to best meet the Organization’s strategy & objectives Define a set of measurements and metrics for the achievements and success of the policy

Roles & Responsibilities Hiring unit Recruitment Service Candidate HRA Hiring : GL, SL, DPO, DAO, RPC, HRA, Classification Selecting: Recruiter, Hiring Manager, External, Departmental Rep Plan Define Source Match Long list Short list Select Offer Onboard Department HRA Recruiters

Budget MTP allocated budget to HR to cover: Personnel Material Budget 3 staff recruiters 3 assistants Material Budget 200K for candidate travel & expenses 80K for recruitment fairs 200K for advertising & sourcing Additional/specialised sourcing actions may require assistance from hiring department * Figures based on an estimated 180 recruits/annum, 4 invitees per board

Sourcing FI SE NO DK DE HU ES PT SK CH Austria Belgium Denmark Germany Netherlands Norway Sweden SE DK DE HU ES PT Behind each is a negotiation of contract, an assessment, more than icon on a screen Budget 100k per annum (500 francs per post – not much) Recruitment fairs, TV featured CH very diverse SK CH

Process Establish 18 month recruitment plan Planning Establish 18 month recruitment plan Needs Definition Discussion between HR frontline & department Identification of required technical & behavioural competencies (commitment) Publication Realistic Date-off Features Sourcing Internal & external sources Generic / specific actions Screening Filtering Longlisting Remote Assessment Variety of tools : Sonru, remote test… Selection Variety of tools: board, test, one-on-one, visit, reference check, diploma verification Evaluating of match to technical & behavioural competencies

Timeline Target = 100 days (need -> offer)

Delays since September Maximum delay 65 days Data sample recruitment requests since 1.9.2011

“You can’t manage what you don’t measure” Metrics “You can’t manage what you don’t measure” Insights - reach High-level KPIs ApplicantTracking Insights - virality Google Analytics Time to Recruit Quality of Sourcing Quality of Process Quality of Hire In House Reporting

Conclusion The proposed recruitment policy lays down the principles, framework and approach which upon which the Organization can base its recruitment efforts in order to meet its planned current and future needs.

Questions / Issues to address Approach to over-qualified candidates? Initial classification on entry?

BACKUP

General recruitment sources

Category 2 recruitment

Recruitment by Nationality

Candidate Evolution “Losito effect” Number of posts Number of applicants Number of posts “Losito effect” Year

eRT usage Requirements: Autocoding & autovalidation Autoranking Candidate applies “Coding” & eligibility check Longlisting (to find relevant candidates) Shortlisting (to find final few) Interview & Assessment Manual “paper-based” process reproduced on web Works for 30 candidates… doesn’t scale to 300 Requirements: Autocoding & autovalidation Autoranking Auto-assessing & candidate matching

LHC LHC Large Hiring Challenge CMS = Candidate Makes Shortlist ATLAS ALICE LHCb LHC Large Hiring Challenge SPS Sourcing Problems & Solutions PS Personnel Selection CMS = Candidate Makes Shortlist ATLAS = A Traditionally Lengthy Application Stage ALICE = A Large Interview Committee Examination LHCb = Lightweight Hiring Challenge CTF (Candidate Test Facility)