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Réunion plénière du Comité du personnel SEAE

Le Comité du personnel du SEAE va tenir sa 10ième réunion plénière à Bruxelles pendant la semaine du 17 octobre au 21 octobre 2016Projet d'agenda joint.

 

Seulement les réunions ayant lieu dans le bâtiment CCAB sont publiques et bien sûr uniquement pour le personnel SEAE.

 

Conformément aux règles internes du Comité du Personnel, le public n'a pas la possibilité d'intervenir dans les débats. Vous êtes donc cordialement invités à adresser vos questions/remarques à un membre du Comité ou à la boite fonctionnelle EEAS STAFF COMMITTEE.

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ELECTIONS DU COMITE DU PERSONNEL DU SERVICE EUROPEEN POUR L'ACTION EXTERIEURE (SEAE)

                    du 25 novembre au 5 décembre 2016

 

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C’est le moment où jamais!!!

Chers collègues,

La plénière du Comité du Personnel se tiendra du 29 février au 4 mars prochain (ordre du jour provisoire en annexe) ; voici l’occasion d’avoir des réponses à vos questions sur la politique des carrières, les conditions de vie, et autres sujets qui vous préoccupent !

Les réunions étant publiques et ouvertes à tous, nous y convions nos collègues basés à Bruxelles et invitons nos collègues en Délégation, à envoyer leurs questions, commentaires et autres propositions soit à nos élus,

Katharina BUSE, Victoria DAVYDOVA, Edouard DEHAES, Petros MAVROMICHALIS, Bertrand SORET, Hawa Mah TRAORE,

Soit directement au Comité du Personnel!

NEAR a également demandé que les sessions soient accessibles en web-streaming pour une meilleure diffusion de l’information.

Nous sommes à votre service et toujours à vos côtés pour défendre les intérêts de tout le personnel!

 

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Tuesday, 01 March 2016 - 13:00

The EEAS has launched the second staff opinion survey. The EEAS administration intends to let it become an annual exercise what SFE highly welcomes.

The results of last year's survey provided an interesting view from staff about their workplace, about management, about motivation and engagement at work. This year's survey will allow to compare results and to analyse trends.

SFE encourages you to take part in the survey whether you work in Headquarters or in one of the EU Delegations around the world !

Monday, February 29th is the starting date! You will receive an e-mail with the web link giving you access to the questionnaire. It will remain open until March 13th.

You may answer in English or in French.

The survey, like last year, contains statements which you will be asked to evaluate. You have also the possibility, for some open questions, to comment more in depth and to express your suggestions in your own words.

The survey questionnaire does not take longer than 15 minutes to complete. It is a good opportunity to express your views on the working place EEAS and vis-à-vis the administration and the management of EEAS.

It is foreseen to publish the results of the survey together with a report as from April.

Have your say. Your opinion matters!

Your EEAS SFE

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EEAS mobility exercise 2016

Debriefing of meeting with EEAS staff representatives convened by Diego Mellado dd 19.02.2016 regarding the 2016 mobility exercise:
 
♦   Decision on mobility will not be modified ;
 
♦   Modifications to the guidelines:
 
1.     Flexibility on the mandatory Mobility of the ADs (3 – 5 years),  at the request by the hierarchy or by the staff member concerned.
         If both parties do not agree, HR2 decides;
2.     Mobility within the same MD become possible based on justification;
3.     Mobility for AST remains voluntary and based on "opt-in";
4.     Mobility Committee will be put in place with the MD’s
 
♦   The Staff Representation has requested the administration to put this topic on the agenda of the social dialogue as soon as possible.
 
 
More information will follow.

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16/02/2016

DERNIERES NOUVELLES – Février 2016 – Concours Internes au SEAE

Chers collègues,
Le SEAE a décidé d'organiser des concours internes et a présenté ce projet au dialogue social. Les propositions de l'administration concernant les différentes catégories de concours sont les suivantes:

Concours AST/SC2 : 3 Lauréats (négocié par les représentants du personnel à 5)
Concours AST/2 : 3 Lauréats
Concours AST/4 Profil1 : 3 Lauréats & Profil 2 : 3 Lauréats

Les conditions d'éligibilité sont les suivantes :
•    les participants ne peuvent s'inscrire qu'à un seul concours
•    avoir 3,5 années d'ancienneté cumulées en tant que Fonctionnaires, Agent Contractuel ou Agent temporaire à la date de clôture de l'avis de concours (pour les agents contractuels, seuls les agents du groupe II-III et IV sont éligibles, selon l'article 82.7 du "RAA" et le nombre total de candidats qui sont agents contractuels et qui seront recrutés sur des postes AST ne peut pas excéder 5% du total annuel des nominations dans ces groupes de fonctions)
•    être depuis au moins 1 an au SEAE et depuis 6 mois au moins dans le groupe de fonction visé dans l'avis de concours.

Nous saluons l'initiative qui permet de donner la possibilité au personnel du SEAE d'avoir de nouvelles opportunités de carrière ou de sortir de la précarité, mais nous estimons que le nombre de lauréats est beaucoup trop limité en l'état et qu'il est dommageable qu'un concours de grade AD 5 ou 6 ne soit pas publié. Nous avons eu un dialogue social positif sur le sujet, l'administration serait prête à revoir légèrement à la hausse le nombre de lauréats pour en porter le nombre total à 14.
Concernant la possibilité de prévoir un concours AD, nous avons eu l'assurance de l'administration que des négociations sur ce sujet seront entamées dans les prochains mois. Nous mettrons tout en œuvre pour qu'un concours de grade AD soit organisé dans un futur proche.


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23/10/15

Message à tout le personnel - Régionalisation

Tout en remerciant l’administration d'avoir présenté le dossier de régionalisation et d'avoir accepté de répondre aux nombreuses questions des représentant du personnel, Les Comités du Personnel du CLPHU et du SEAE se posent des questions sur l'efficacité de ce projet.


Il nous semble que l'étude qui a été faite ne montre pas suffisamment de garanties sur le fonctionnement de la régionalisation et sur les bénéfices de celle-ci pour les institutions.

Par conséquent, les deux Comités, recommandent de reporter cet exercice en attendant d'approfondir l'étude sur les bénéfices et contraintes qu'un tel système engendrerait, surtout pour les agents locaux concernés.


Il nous paraît essentiel de s'assurer sans aucun doute possible que ce projet produira les effets attendus par toutes les parties.

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22/10/15

COMITE DU PERSONNEL SEAE

8ième Réunion plénière, 19-23 Octobre 2015, au Centre Albert Borschette 36, rue Froissart

Voici l'ordre du jour: Agenda

 

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14/10/2015

Comment repérer un AVC?

Voici une vidéo qui l'explique très bien: CLIQUEZ ICI

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23/09/2015

Trends for the 2016 Rotation Exercise: more than 4,000 applications for 149 posts available!

More information on the enclosed document.

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MOBILITY AND ROTATION - EEAS STAFF COMMITTEE BUREAU COMMUNICATION TO ALL EEAS STAFF

EEAS OFFICIALS AND TEMPORARY AGENTS MOBILITY AND ROTATION EXERCISES:

NEED FOR FURTHER RATIONALISATION, AN INDIVIDUAL-ORIENTED APPROACH,

AND STREAMLINING

Staff representatives express their appreciation for the new relationship with Frederica Mogherini's team and with our new Secretary General Le Roy, which is based on trust and confidence. We also welcome the new spirit of cooperation in our relations with the EEAS Administration. In particular, we appreciate that key proposals contained in our Staff Communication of 19 June, concerning the EEAS Re-Organisation (incl. Directors' mobility and Senior management changes) have been taken into due consideration. This new approach can represent a solid foundation when building an effective EEAS career policy, which will be competitive and will meet 21st century challenges and needs.

Mobility and rotation are two valuable tools in promoting such an effective career policy. We acknowledge that mobility constitutes a very important tool in the development of an AD career; it is provided for in the EEAS legislative framework and it remains an important element in the CV, since it provides diverse career perspectives and opportunities, as well as evidence of valuable experience.

Still, mobility per se is not the silver bullet that will surgically eliminate the problems and the needs of our Service. Moving desk officers and managers across the board, without any strategic planning, simply to satisfy the criterion that nobody should stay in the same thematic post for more than four or (exceptionally) five/six years, risks destroying precious expertise accumulated over the years, as well as wasting a valuable investment in training and on the job experience.

The EEAS needs an effective career policy for all with clear perspectives, motivated personnel, and commitment to excellence. It is time for rationalization, for an approach which is oriented to the individual needs and aspirations of the Staff members, and for streamlining. Some key proposals include:

  • Value and utilize experience and expertise: Forbidding staff (and especially its senior members) to move within the same thematic Directorate should stop; e.g. experience gained working on Libya or Syria must not go wasted, if staff during the mobility is interested in applying for jobs in the MENA region.
  • Inject oxygen into our careers: Enable EEAS personnel to apply for more middle managers' posts. Management posts, where non managers can apply every year cannot remain so limited.  
  • Expand our career opportunities: Develop further the Senior Experts role, consider temporary Advisor posts and look into the possibility for EEAS staff to be given access to an equivalent number of management posts in the Commission. You cannot expect to have motivated personnel, even in the lower grades, when senior grades cannot find incentives to progress their careers. 
  • Be flexible, be smart: Special Divisions/Task-Forces/Reinforcements to Delegations can respond to often specific problems; they could help make EEAS more responsive; and they can provide additional career opportunities. Follow President Juncker’s example of the new Commission and focus on projects. 
  • Be transparent: Allow the presence of Staff representatives in panels. 
  • Develop a long-term career strategy: Consider target brackets that would allow a natural progression in responsibilities in line with the administrative promotions. This can provide a real motivation for mobility and rotation. "Pre matching" exercises could also be developed. This could provide staff with motivation to treat mobility and rotation as an opportunity. 

Below, there is a more detailed analysis and presentation of some non-exclusive comments and of the above proposals, for brainstorming and food for thought:

I.             Some findings of the last mobility exercise

  1. The results of this year's mobility came quite late. Colleagues in all affected Divisions left on holiday not knowing their future, while those managers concerned had no idea if they would come back as managers and which would be their new post.
  1. The results of the recent non-management mobility were rather discouraging for those who aspire to a management or "senior expert" career in the EEAS. This year, there were only 8 "Deputy Head of Division" out of 89 posts available for mobility; last year, only three middle management posts were published where non-management staff could also apply.
  2. Concerning middle managers' mobility, once again a number of middle managers found themselves without a management post, since the number of posts to be filled were inferior to the number of managers that had to move (including returning Heads of Delegation). Structural or temporary advisor posts, as well as solutions with other EU Institutions, could be looked into, prior to taking mobility decisions.
  3. Due to the simultaneous execution of mobility at all levels, this year there were cases where service continuity and memory, as well as lines of command were seriously disrupted in many levels within the same Managing Directorate. A number of major countries were left without desks. 
  4. Once again, despite the efforts of the administration, there were even cases where colleagues were asked to take up posts that they had never applied for - including middle management posts. This has reinforced the perception among many colleagues that the dogma of mandatory mobility across the board takes precedence over  the real interest and needs of the Service.

A minimum institutionalized threshold of staff, which will not be called upon to participate in mobility/rotation, should be set at Division level.

  1. On the positive side, a good number of Temporary Agent (TA Diplomats) contracts have been prolonged, which demonstrates the successful integration of MS Diplomats in the EEAS, as well as the added value and importance of their contribution. This also confirms that the experience and investment in human resources which they represent, especially in non-management posts, should be given the possibility to remain within the EEAS.

With this in mind, in agreement with EU Member States, mechanisms should be developed, so that competent and deserving TA Diplomats, who work (or have already worked) in the EEAS, can become (next to certified ASTs) the first source for future AD officials recruitment needs; this should apply whenever these needs arise, even in a limited number, following special selection procedures similar to the ones for ADs.  

Similar treatment should also be envisaged for TAs (ASTs) and CAs for future AST officials' recruitment needs.

II.            Diverse parameters for mobility

  1. Mobility should take into consideration the profile, age, and experience within certain areas of the colleagues concerned. 

Currently, matching mobility preferences does not necessarily reflect the real ambitions of the colleagues concerned, since the final result depends entirely upon the coincidence of the posts that happen to be on offer during the concrete year. An official may miss out on the "dream" post for which she or he is best suited simply because they find themselves in the wrong "year-group". This matters especially where special expertise is needed, in order to perform i.a. legal, financial, security duties, as well as for management posts.  

Postings of similar special expertise (e.g. legal, financial, security) should also be envisaged in Delegations.  

  1. The experience and profile of older and more experienced officials should be taken into due consideration in the mobility scheme, as well as in a career perspectives policy. As mobility currently stands, the motivation and dedication of these officials may be put at risk in the coming years. 

Even more so, applying strict mobility to officials with twenty or more years of service is unlikely to have any positive effect on the career and the motivation of the officials concerned, and deprives the institution of decades of knowledge and experience. Whenever adequate and possible, a pre-retirement voluntary scheme could also be proposed to these officials.

Based upon these basic principles, possible posts could be pre-identified to fit specific profiles

  1. Mobility and rotation as they currently stand also oblige colleagues to "compete" with other colleagues or national diplomats, who have far less or far more experience, which can be perceived as disadvantageous by the junior staff and quite embarrassing by the senior staff.  

Establishing target brackets for the mobility and rotation posts could ease these concerns and it would also allow a natural progression in responsibilities (roughly) in line with promotions in administrative rank, equally presenting a serious motivation for mobility and rotation for both ADs and ASTs 

  1. Senior AD officials discovered that as of 1.1.2014 their career opportunities became blocked, given that promotion beyond AD 12 was limited to "Head of Unit or equivalent" or "Adviser or equivalent". MD hierarchies should identify and the EEAS Appointing Authority should proceed to the assignment of the 38 remaining statutory possibilities of "Head of Unit or equivalent" or "Adviser or equivalent" type of posts, for AD 12 and AD 13 officials, following the new provisions of the Staff Regulations, in line with Article 30(3) of Annex XIII of the Staff Regulations, at the earliest possible convenience, before the deadline of 31 December 2015.

III.           Specialisation as a key asset for the EEAS

  1. In the light of the above, a general knowledge of the Service and availability to serve under different posts should be expected for junior (AD 5-8) officials and TAs. Especially for the officials, it may even be essential that they have the opportunity to pass through "steps" in career, such as switching amongst geographical/thematic/administration desks in HQ and rotating to Delegations during their first 12-15 years of service, in order to gain overall experience of the EEAS.
  2. Likewise, specialization can become a precious asset for EEAS, in particular for senior grades (AD 9-14) officials. In this case, mobility should take into account language skills, past knowledge of cultures, habits of a country/geographical area. A high investment has already been paid by the EEAS and other EU Institutions in training, postings, and assignments, and such investment should benefit the Service through efficient ADs in the posts where they can be best used, thanks to their accumulated knowledge and experience.

A "pre-matching" exercise could also be developed, as guidance for future posts and postings for Staff under mobility/rotation. Special expertise should also be closely linked to the training policy.

  1. At the same time, in an effort to achieve a better balance between mobility and continuity, and especially to start building expertise within the EEAS, senior grades (AD 9-14) officials could be called upon to take up posts outside their (geographic or thematic) area of specialisation once every 2nd mobility.

IV.          EEAS mobility and Commission

  1. The loss of specialisation which has been generated by the currently applied strict mobility is also compounded by the lack of mobility between the EEAS and the Commission services. This has highly negative effects on those EEAS Divisions that require specialised knowledge in areas of Commission competence.  

Thus, the pool of EEAS posts in mobility in any given year could be enlarged by a number of pre-identified Commission posts.  

  1. Similarly, EEAS staff should be given access to an equivalent number of management posts in the Commission, as it happens with ex Commission colleagues occupying management posts in EU Delegations and then integrated into the EEAS upon their return.

V.            Rotation

  1. Prior service within the EEAS should be considered as a very strong asset for any EU Head of Delegation post. Moreover, representing the EU abroad as HoD should continue be open to both ADs and TAs on an equal footing and on an equal treatment.   
  2. More women should be encouraged to apply for AD postings in Delegations, and especially for management ones. 
  3. The overall result of the rotation exercise, especially at HoD level, should reflect the institutionally established quotas within the EEAS, between ADs and TAs.

VI.          AST Mobility 

  1. In the light of all the above, any initiative for mandatory AST mobility could only add more issues and would render the situation even more complicated. 
  2. At the same time, all the above elements should be taken into due consideration, when the long-waited (but still pending) "AST Career path" paper will be elaborated.

VII.         Special Divisions/Task forces/Reinforcements in Delegations 

  1. Proper allocation of resources at any time is of vital importance for the appropriate functioning of our Service, especially when it has to come up with urgent and unexpected challenges, of global and bilateral/geographical nature.  
  2. In the tradition of "thematic support" which emerged at the time of the "deconcentration" process, special Divisions/ task forces and reinforcements in Delegations could be set up by motivated and available colleagues in short notice, which is something that cannot be met, nor anticipated through the standard, yearly mobility/rotation exercises.  
  3. Given their special nature, manning such Special Division/task forces and Delegations postings could become another means of voluntary mobility; participating in them could be taken into consideration in the career development of the participants; while leading such a Special Division/task force could also constitute another means of career progression, since such posts should be considered as management posts. 

 VIII.        Concluding remarks

  1. Mobility and Rotation constitute key elements in establishing a real and effective "esprit de corps" within the EEAS, a target that has been set by the HR/VP herself in her very first appearance to the EEAS Staff, during her very first day in office.  
  2. Although mobility does promote the acquisition of experience in various areas of activity and ensures that fresh perspectives are brought on issues with which the EEAS deals, it appears that after the 4 first years of existence, current EEAS mobility and its closely linked rotation policies (as well as the "AD Career path" paper) need to be revised, further rationalized, and streamlined.  
  3. Structural challenges should be addressed and clarity should be brought forward. Staff representatives should also participate in any analysis and evaluation of the mobility/rotation exercises. 
  4. In the light of all the above, Staff representatives' presence in panels would reinforce the legitimacy and transparency of the entire mobility/rotation process. 

EEAS Staff representatives remain at the disposal of the HR/VP, the Secretary General, and the Administration, in an effort to achieve the best possible operational results for the Service, while guaranteeing that adequate motivation and incentives are provided for all interested EEAS Staff. We also encourage all colleagues to share their own impressions and suggestions with us, in order to ensure that all views are properly represented. 

The EEAS Staff Committee Bureau

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EEAS HUMAN RESOURCES REPORT 2014

Please find enclosed the EEAS HUMAN RESOURCES REPORT 2014.

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The new Secretary General met with EEAS Staff Committee and EEAS Trade Union representatives for a first exchange of views on 18 March 2015

Following the meeting with the HRVP on 6th January, the EEAS Staff Representation met Mr Le Roy, the new Secretary General. The meeting only three weeks after Mr. Le Roy took up his duties in EEAS was a good signal. The meeting should contribute to a new partnership between Staff Representation and EEAS management. Moreover, it was aimed to open a direct channel of communication and involvement of the new EEAS Secretary General, which is hoped to have a positive effect on the EEAS human resources policy. SFE was represented in the meeting by Ferdinand Kopp.
A number of issues could be raised in order to give the new Secretary General an impression of the currently most urgent problems, like transparency of mobility, impact of the reformed Annex X or problems of a normal career development in EEAS.
Mr Le Roy showed great personal interest in Staff matters and confirmed his intention to follow up Staff related issues.
 

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 ICV en délégations:


Veuillez consulter la lettre ouverte que le Comité du Personel a adressée à M. BJÖRN LARSSON.

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The new EEAS "Careers Policy" 2015! 

In the near future, what should an ideal career for an AD in the EEAS look like? The answer to that fundamental question can now be found in the policy framework that has just been adopted by the EEAs administration.

Click here for more information.

 

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Career path for EEAS AD staff

The enclosed paper presents on orientations for a future career policy which aims to provide rewarding careers for all EEAS staff in line with the needs of the service and the provisions of the new Staff Regulations. 


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