1. New Areas of Development for HR Professionals: Project and change management at the EPO R. ErnstNovember 2008

2. OUTLINE OF THE PRESENTATION Why the creation of HR-change management in the EPO ? Prince 2 Methodology In which areas. 1 Example further detailed: Flexi-time First experiences

3. Why Change Management in HR? MORE PRO-ACTIVE HR POLICY MAKING - Many new HR challenges in the framework of Strategic Renewal require a rigorous HR prioritisation and project management - Policy-making overlap with daily business did not work - Bringing responsibility for HR-Policies, Service Regulations and HR Communication together in one directorate. INCREASED INVOLVEMENT OF STAKEHOLDERS - Managers, staff and Staff Committee increasingly request for early and intensive involvement - Complexity of projects, because of automation and financial restrictions CAPACITY FREED UP BECAUSE OF REORGANISATION OF HR FUNCTION - office-wide instead of site based organisation

4. FROM A SITE-BASED TO AN OFFICE-WIDE STRUCTURE BEFORE the restructure: HR as units of three different PDs: PD 4.3 Munich DIR HR Managers Training Welfare DIR Personnel Administration DIR Compensation & Benefits PD 4.7 The Hague Berlin PD 4.5 Vienna DIR Finance DIR Personnel DIR Infrastructure DIR Building Project Management UNIT Administration SUB-UNIT Personnel SUB-UNIT Infrastructure

5. AFTER the restructure: HR in one single PD with clear roles for each directorate FROM A SITE-BASED TO AN OFFICE-WIDE STRUCTURE PD Human Resources DIR Regulations & Change Mgmt DIR Compensation & Benefits DIR Staff Services DIR HR Line Mgmt Support DIR Training & Development POLICYOPERATIONS

6. Prince 2 Methodology Prince 2 methodology : - is official EPO project methodology - ensures structured and disciplined processes - allows for close involvement of stakeholders - common language/understanding of all involved - obliges careful preparation

7. In which areas ? Administration :- working time - duty travel - special leave - review of workflows / administrative procedures Development :- professional development concept - personal development plans - future staffing landscape - promotion board structure

8. Commitment by the President of the Office as result from Strategic Renewal and Human Capital Survey Written mandate by top management Drafting of Project Initiation Document Project Board : senior providers, users representatives, staff committee Project Team : varying composition according to stage of the project Communication/involvement strategy : pilots, presentations at request, intranet, frequent asked questions, paper Formal consultation : GAC, COHSEC Linking up with political decision takers Automation problems Managing expectations Implementation Review The example of flexi-time

9. First experiences Positive : - 100% availability of Project Manager - prince 2 methodology created effective structure, but has to be applied with flexibility - close link with policy decision takers Negative : - risk that HR-Colleagues start perceiving projects as more important than operations - project management experience restricted to few professionals - balancing of work load (one big project, combined with two smaller)

10. ANY QUESTIONS OR FEEDBACK ?