--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------CNRS, a committed employer Responsibility and care were the guiding principles of the CNRS human resources policy in 2012, a year marked by a proactive modernization program. More flexible job management, a charter covering fixed-term 54 contracts, the implementation of a Plan for the Disabled1, the creation of a career path for Unit Directors (DUs), innovative training programs... These projects carried out in 2012 provided powerful tools and support mechanisms for CNRS’s personnel and helped the organization anticipate its staffing and skills requirements. Renewed HR management dialog In the spring of 2012, the Human Resources Department (DRH) initiated an innovative type of management dialog with the ten CNRS Institutes. “This is a qualitative exercise that provides a very accurate view of our needs and thereby identifies resource allocation priorities,” says Christophe Coudroy, Director of Human Resources. “Each Institute develops a multi-year plan based on forecasts by discipline and by activity. This makes it possible to prepare well in advance for the Management Committee arbitrations held in the autumn, often on a very tight schedule, which set the Institutes’ staffing and recruitment needs.” This national dialog is carried out by the Institutes and by a number of their associated units. It also serves to assess employment levels within the CNRS Regional Offices. “For the first time in 2012, and without anticipating future budget constraints, we were able to define a multi-year strategy as part of the geographical restructuring provided for in the 2012-2015 Action Plan for the reorganization of the CNRS support functions,” says Christophe Coudroy. This initiative goes further. Previously, as in other public entities, allocated resources were expressed in terms of the number of hires (through competitive entrance examinations, secondments, etc.), while departures were not taken into consideration. Although the number of departures could differ from statistical forecasts for a particular Institute or a Regional Office, there was no possibility of adjusting recruitment numbers accordingly. It was therefore necessary to take account of overall employment – and not just recruitment levels2. “Despite its technical nature, this reform provides invaluable benefits in today’s difficult economic context,” says Christophe Coudroy. “Institutes have a comprehensive view of their resources in real time, and can manage them within the limits of their overall staffing levels. If departures exceed expectations, they can be offset by additional recruitment. This new management system makes it possible to better implement on the ground the scientific priorities set by the CNRS A year at CNRS 2012
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