Human resources
So that the CEA can fulfil in the long term all the missions assigned to it, HR deploys the necessary resources to attract talent, develop skills and create the conditions to keep employees motivated. It is responsible, in liaison with the social partners, for building the "social contract" that sets the framework and conditions for the relationship between the CEA and its staff, constantly adapting it to changes in the organisation’s context and challenges.
© Andréa Aubert/CEA
Supporting careers
— During the 2016-2019 period, the CEA worked particularly on developing a strategic workforce planning system with three aims: to be able to predict the way jobs will need to change in response to its programme’s needs, to support employees as these changes occur, and to identify strategic career paths to manage them better. This was done in accordance with the government’s rules on staff numbers (limit on the number of posts, medium and long term plan), payroll monitoring requirements, and requirements for HR policy effectiveness measurement.
The CEA worked to create a reference list of occupations and jobs across all the divisions, which is currently being deployed in all HR processes and tools (staff reviews, employment plan, training, etc.). This reference list, which defines 60 occupations and nearly 300 jobs, was finalised at the end of 2018. The process continued, taking account of details specific to each division, leading to the production at the end of 2019 of a mapping representing around 99.5% of permanent employees at the CEA. This is particularly useful for identifying critical skills and jobs and therefore mitigating the associated risks.
A career pathway for safety and security was also created in 2019, and another for projects is currently being finalised. For management, in 2019 the CEA rolled out a single, organisation-wide training pathway for all divisions. Finally, it introduced some change management initiatives, particularly to support the new organisational structures set up in late 2019 and early 2020.
Finally, having worked for a long time to support the inclusion of its non-permanent employees (doctoral researchers, post-doctoral researchers, employees on fixed term contracts, etc.), the CEA stepped up its efforts in 2019 to help them find out about permanent jobs at the CEA and their employability on the job market. Special training courses to support all these employees were offered to more than 200 of them in 2019.
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Quality a priority in training
— To ensure its employees benefit from the latest innovations in learning, particularly digitally, in 2019 the CEA invested much more than in previous years in remote learning and online learning tools (webinars, micro-learning, MOOCs, etc.). These new methods have the additional virtue of giving learners greater flexibility over when and where they take training.
Enhancing quality of life at work
— Because it considers quality of life in the workplace to be an important issue, on 14 May 2019, the CEA signed up for the first time to an agreement on quality of life at work. It reaffirms in this agreement that employee dialogue and expression, particularly when managing change and to prevent psycho-social risks, help to improve well-being and the working environment. It also introduces the option for employees to work remotely to encourage a good work/life balance, and finally, for staff solidarity, it sets up a scheme for employees to donate leave to one another. Among the significant advances introduced by the agreement is the option for employees to ask for a remote working account, subject to their manager's approval, enabling them to work from home for up to 42 days per calendar year, with a limit of two days maximum per week. At the end of 2019, about 3,500 employees had an account.
Notably, in the first six months of 2020, remote working was widely used to enable many of the CEA’s activities to continue during the lockdown imposed to contain the COVID-19 epidemic.
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A dynamic social dialogue
— To take account of the new conditions for social dialogue within undertakings, introduced by the "Macron" orders of 22 September 2017, on 25 October 2018 the CEA signed a unanimous agreement on staff representation bodies with the unions that represent its staff (CFDT, CFE-CGC, CFTC, CGT and UNSA SPAEN). This agreement reaffirms the fact that social dialogue is an essential component of life within an organisation, and sets up new staff representation bodies. As a result, staff elections were held in the first half of 2019 to choose the staff representatives and their assistants for the new staff representation bodies nationally and at each centre. The CEA also organised or helped to organise elections of members to represent staff on the CEA’s Executive Board, representatives for the COMUEs, the CNESER, and Université Paris-Saclay.
In addition to the pre-electoral memorandums of understanding, seven other collective agreements were signed in 2019, a testament to the dynamism of social dialogue at the CEA.
Administrative management and payroll
— 2019 was a busy year in terms of specific actions related to personnel administration and payroll with, among other things, the introduction of tax deduction at source and electronic pay slips, the signature of framework agreements to share staff with different partners (ITER, JHR, FRAMATOME, national guard, etc.), and the recruitment of personnel from STMicroelectronics involved in the Technological Research Division's missions (DRT). Various work was done in late 2019 to contribute to the CEA’s reflection process on its staff remuneration policy, including benchmarking of pay against a panel of private sector companies and public research bodies.
Management information system renewal
— The CEA began the renewal of its management information system (HR, purchasing and finance) to modernise it and make it more agile, in particular using an HR process mapping and a three-year vision of the HR information system defined at the start of 2019. In parallel, projects to digitalise certain management processes were launched in 2019.
ACTIVE POLICY TO SUPPORT PEOPLE WITH DISABILITIES
For more than 30 years, the CEA has been active in supporting the employment, retention and training of staff with disabilities. To combat prejudice and publicise the potential benefits of declaring a disability, an information campaign was run in 2019, with posters displayed at all the CEA’s centres, the posting of several video portraits online on the intranet, and the distribution of information leaflets containing personal stories, definitions and contact details of the CEA’s disability network, one for existing employees and the other for future recruits. For the second consecutive year, three online recruitment fairs were held for people with disabilities. The CEA also took part in the national "duoday" initiative, when an employee hosts a person with a disability for a day. This provides an excellent opportunity for people to meet and overcome prejudices at work.
