3.2.4. Management systems

• Which systems are in place for staff development and career planning?
• Do human resource management systems improve capacities and performance of staff?
• Which leadership styles prevail (coaching, mentoring etc)?
• Which feedback- and information mechanisms exist?

With the scope of management systems being rather broad, this analysis focuses on human resource management and internal communication in the European Commission.

Human resource management is a particular challenge given the size and complexity of the institution with about 33.000 staff from 27 Member States, organized in different DGs and located in three major sites in Europe, as well as in a number of other locations. Out of total staff, about 68% are permanent officials with the remainder being contracted staff (international contract agents and local agents), the latter mainly working in representations in EU Member States (outside Brussels and Luxembourg) and in EU Delegations in the rest of the world.²²

In early 2010 the DG has overhauled its way of working to focus more strongly on strategic planning and policy steering, to foster the professionalization and client-orientation of human resource management, and to modernize the Commission’s way of working.

DG Human Resources is responsible for all matters that impact Commission staff, ranging from recruitment, career development, performance management, staff rights and obligations, pay systems to working conditions. HR policies are developed at central level with the involvement of local HR expertise in order to ensure overall consistency. Local human resource services exist in all Directorates General (the HR community),

In view of the net reduction of Commission staff, efficiency of staff use has become even more important. Core tasks and new political priorities must be met through the redeployment of staff. The new multiannual financial perspectives may shift strategic objectives, thus having strong implications on redeployment. For this purpose, strategic analytical instruments such as staff screening, workload assessments and workforce planning are in place. Forecasting future needs in terms of jobs, number of staff and competencies is an essential element of all HR core processes. Good workforce planning is needed, especially in those segments of the workforce which are critical for delivering on the political priorities. In parallel, reporting functions and an integrated information system (SYSPER) have been upgraded. Tools are in place to swiftly shift its human and financial resources in line with the changed strategic objectives.

With these developments on the horizon, there is a risk that staff is left out of the equation. Issues of motivation and staff involvement in decisions concerning their careers need to be seriously considered. DG Human Resources is also responsible for internal communication. The Commission has a strategic framework for internal communication 23 which aims at strengthening the motivation and commitment of staff and boosting the team spirit through internal communication.

DG Human Resources has also established the Internal Communication Network in which all DG's internal communication functions are represented. The network has developed guidelines tailored to different actors who have a key role in terms of internal communication in the organization: senior managers, middle managers, and internal communication professionals. The guidelines stress in particular the role of managers as communicators and offer a wide range of ideas, tips and approaches for good communication practices at all levels as a way to get staff on board with Commission priorities.

²² European Commission: Annual Human Resources Report, Brussels 2011, 2012
²³ European Commission: Communication on Internal Communication and Staff Engagement Strategy, Brussels July 2007