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An attractive place -------------------------------------------------------------------------------------------------------------------------------------- to work The year 2011 consolidated CNRS’s attractiveness as potential employer. This is due to a large extent to the organization’s responsible and active human resources policy. The LULI2000 high-power laser and associated test equipment used for studies on laser-driven inertial fusion, high energy density materials, laboratory-based astrophysics, etc. 818 by CNRS through competitive examinations in 2011. part in all research support activities. ‘The 2011 recruitment cam-help researchers and engineers carry out experiments and they takeresearchers, engineers and technicians were recruited Among these, 373 were researchers, including 31% from abroad, paign featured a wide array of positions: 445 for 129 different disci- which confirms CNRS’s attractiveness worldwide. ‘The recruitment plines related to research support and monitoring,’ adds Christophe of researchers is part of CNRS’s effort to renew the skills needed to Coudroy. ‘The main positions concern management and governance, complete its research programs,’ says Christophe Coudroy, Director as well as engineering and scientific instrumentation.’ ••• of Human Resources. ‘We analyze requirements for each position. In 2011, most were for the humanities and social sciences, closely followed by biology.’ Engineers and technicians, who assist researchers in their work, are Better support for senior executives also the subject of a careful resources ------------------------------------------------------------------------------------------------------------ and skills management policy in order In 2011 the Senior Executives Department was transformed into a Department for Senior Executives to meet laboratories’ needs. Engineers reporting to the Human Resources Department. This move is part of CNRS’s commitment to implementing a define the technical characteristics of genuine management policy for its managerial staff and senior executives. This is a long-standing concern projects, manage them, and control which has led to several types of initiatives: assistance to Unit Directors in training and taking up a new their instrumentation. They are also res- appointment (about 250 per year); detection and training of executives with high potential (about 20 young ponsible for auxiliary activities such as managers each year); help in recruiting senior managers (around 20 applications each year); and tailored finance and administration. Technicians career assistance concerning both internal and external mobility (for about 400 executives). CNRS has created a specific department in order to better target its actions and to provide training and dedicated assistance where required, in line with its global human resources policy. 69 2011 A year at CNRS


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