David Bearfield

21.04.23 EPSO PRESENTATION

David Bearfield

Director

European Personnel Selection Office (EPSO)

University of Salford, UK: 1st class BA Hons: Modern languages

First Job: UK Civil Service – European Fast Stream, London


Jobs Sans Frontières

David Bearfield, Director, EPSO

The 2012 AAGE Graduate Recruitment & Development Conference November 2012


We select staff for:

Council

European Commission

Court of Justice Court of Auditors Ombudsman

Economic &Social

Committee

Committee of the Regions

Data ProtectionSupervisor

European Parliament

…and many other agencies of the EU

5000 354934 345

2015895


Some figures• 27 Member States;•more than 650 000 candidates have participated in a selection process;• Over 720 selection processes organised;• 20k successful candidates; • 15k successful candidates recruited;• 23 language testing;• Global testing across 70 test centres;• 74,000 computer-based tests delivered in 2011.


Why change?

- Recruitment process out-dated (1950’s)

- Significant staff turnover in next decade

- Length of process (candidates & Institutions)

- ‘War for talent’

- Create a positive employer brand


Public sector - context

• Changing dynamics of a world in crisis - economic, political and demographic – against this backdrop are challenges: competition from other job sectors; economic austerity; changes in technology for recruitment and selection;

• Public sector organisations face most challenging period in history in attracting and identifying the right talent to shape, drive and develop their work;

• Retirement of an entire generation of civil servants over next 10 years = real need to address succession planning.

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Context• European Union: faced with salary/pension cuts;

• Two main challenges – austerity with job cuts and impending retirement of the baby boom generation therefore need to attract the best at a time when the public sector is sometimes portrayed as root cause of current economic problems;

• Sector as a whole hit hard by circumstances and reputation - problem of attracting right people to the sector;

• Together = a tornado: necessary to take precautions for protection, to regroup and protect the working environment, to work together to put in place a viable job sector considered to be one of choice.

• Economic crisis forcing global public sector to rethink and redefine itself. Need for different mindset of people: question = how does the sector remodel and what exactly is the profile of those we need to take the it forward?


The EPSO Development Programme

EPSO Development Programme was based on the following 3 pillars:

- Planning and Needs- Testing and Professionalism- Attractiveness and Diversity


1. Planning and Needs

- Introduced strategic HR planning;

- Annual competition cycles;

- Speed (5 to 9/10 months).


New competition cycle

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EPSO Performance on Meeting Laureate Targets

Shortfall10%

Delivered90%

Delivered69%

Shortfall31%

2008-2009 2010

Shortfall 8%

Delivered 92%

2011


2. Testing and Professionalism

A shift from knowledge to competency-based testing

- Competency-based testing: Introduction of Assessment Centres;

- Extensive job analysis undertaken;

- Introduction of self-assessment;

- Competency based preselection in 23 languages;

- Creation of a competency passport as a comprehensive feedback mechanism to candidates.


Selection Procedure Overview

1 9 number of months


Analysis and Problem Solving

Identifies the critical facts in complex issues and develops creative and practical solutions

Communicating Communicates clearly and precisely both orally and in writing

Delivering Quality and Results

Takes personal responsibility and initiative for delivering work to a high standard of quality within set procedures

Learning and Development

Develops and improves personal skills and knowledge of the organisation and its environment

Prioritising and Organising

Prioritises the most important tasks, works flexibly and organises own workload efficiently

ResilienceRemains effective under a heavy workload, handles organisational frustrations positively and adapts to a changing work environment

Working with Others

Works co-operatively with others in teams and across organisational boundaries and respects differences between people

Leadership Manages, develops and motivates people to achieve results

EPSO Competency Framework


Assessment CentreExercises

Depending on the selection procedure:

• Case study in the field in question• Exercises relating to professional skills• Oral presentation• Structured interview• Group exercises

• Practical language tests



3. Attractiveness and Diversity

• Winning the war for talent;

• Improve employer image of the EU;

• Making the EU more relevant to today’s job seekers;

• More efforts to achieve better geographical balance, and to attract people with disabilities, as well as people from different ethnic backgrounds.


EmployerValue Proposition

is at the

of all EU Careers communication

Interesting and challenging work that makes a real

difference for Europe

A lifetime of different

jobs

The opportunity to work and travel abroad

Encouraged to learn new skills and languages

An attractive benefits package


Attraction Tools Examples Social Media

• Facebook page has over 85,000 fans.• A key tool for increasing awareness

across under 35’s and in focus countries.

• EU Careers is now in the top 10 recruitment Facebook pages in the world.

• Allows us to target specific profiles, including age, nationality, education or professional background.

• EU Careers also on Linkedin, Twitter,

YouTube and more!• Rankings 2012:

- Times Top 100 in UK – straight in at number 56!

- Trendence 500 (top employers in Europe) number 32!- German Staufenbiel – number 4


Attraction Tools Examples - EU Career Ambassadors

• Since 2010 - currently represented at 52 of the top European academic institutions

• Aim: to target young talented students and make them aware of the career opportunities at the EU Institutions

• EU Careers Ambassadors are appointed for one academic year and they receive training in Brussels organised by EPSO.

TASKS: • point of contact• researching target groups and university media• setting up mailing lists, Facebook sites • posting flyers• running a special mailbox • relationship with career services and assist with university visitor groups • if available, travelling the country representing EU Careers at careers

events • Liaison with EPSO, the Representations of the European Institutions in the

Member states and other third parties


Example – Tools for targeting talent

• Traditional print/online advert : FT & Economist• Online job boards: international, profile specific• Facebook, Linkedin, Twitter• Facebook advertising• YouTube: staff testimonials• Micro site & WordPress: self-selection quiz• Bloomberg pilot: target mailing to top performers

in on-campus testing• Networks: AEGEE and ESN


Opening out

- Creating and strengthening dialogue on public service provision via EPSO’s Network of HR Selection Experts in the Member States

- Membership and active participation in Professional Bodies and Umbrella Organisations (CIPD, AHRMIO, …) benchmarking efficiency metrics and financial gains;

- Sharing learning and findings with Scientific Community (Psychometric Society, European Association of Test Publishers)

- Cooperation and exchange of best practice with other International Organisations (UN, African Union) and HR Selection Bodies (EU-based, Canada, …)

Documents

David Bearfield