2. CERN Recruitment Policy
James Purvis
Presentation to Directorate

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

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. Timeline
Target = 100 days (need -> offer)

13. Delays since September
Maximum delay 65 days
Data sample recruitment requests since

14. “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

15. 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.

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

17. BACKUP

18. General recruitment sources

19. Category 2 recruitment

20. Recruitment by Nationality

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

22. 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

23. 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)