ONLINE TRAININGS - CASE STUDY FOR EPSO OPEN COMPETITIONS - 27 & 30 NOVEMBER _ 05 & 07 DECEMBER 2023 - at 4.30 PM

- CASE STUDY -

R&D  organises online training sessions in order to help all our colleagues to prepare themselves in the best possible way for all EU competitions.

R&D offers a series of specialised and targeted courses, best suited to the needs of its members and new members. Different time slots are provided for the Case Study preparatory phases.

SAVE THE DATES!

 Monday 27 November 2023

Thursday 30 November 2023

Tuesday 05 December 2023

Thursday 07 December 2023

4:30-6:30 P.M.

Assessment Centre/Case Study for EPSO open competitions
 

Online training sessions in ENGLISH

Date                Time                    Training                        Trainer 

27/11/2023    16:30 - 18:30    Case Study - session 1     Ruth Harland

30/11/2023    16:30 - 18:30    Case Study – session 2     Ruth Harland

05/12/2023     16:30 - 18:30    Case Study - session 1     Ruth Harland

07/12/2023     16:30 - 18:30    Case Study - session 2     Ruth Harland

REGISTER:

Our training are FREE for R&D members and those who wish to join our trade union!
R&D ISPRA BECOME A MEMBER

To participate in the sessions it is mandatory to become a member of our trade union and fill in the Google Form below: 
CASE STUDY FOR EPSO OPEN COMPETITIONS
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Deadline for registration for November sessions : 24/11/2023 at 5.30 am

Deadline for registration for December sessions : 04/12/2023 at 5.30 pm


Please note that your registration will be confirmed only
 if you register via the link above

LOGIN LINK WILL BE PROVIDED ONCE YOUR REGISTRATION IS CONFIRMED on EACH TRAINING DAY BEFORE NOON (we will therefore not reply to emails requesting the link before that day).

If you have any questions, you can contact us at : JRC-RD-ISPRA@ec.europa.eu

We look forward to meeting you.

Renouveau&Démocratie Ispra

SAVE THE DATE : 16/11/23 - E-CONFERENCE - Burn out… Diagnose, prevent, react...

For joining the e-conference clinck on this link:

 https://renouveau-et-democratie.webex.com/renouveau-et-democratie/j.php?MTID=m6697b17714c517a59aba46a63eac2e9f

The conference wil be held in French - you will be able to interve in English 

For more information, please contact us by email: OSP-RD@ec.europa.eu

ONLINE TRAINING in FRENCH FOR EPSO COMPETITIONS | PRE-SELECTION TESTS - CBT - 15 & 16 - 22 & 23 November 2023 - at 4.30 PM

CBT

Computer based Multiple Choice Questions system specific for the pre-selection test

REGISTER :

JRC Portfolios – a resource or a problem?

JRC Portfolios – a resource or a problem?

In 2023, a reorganisation of the JRC’s work programme took place, with the introduction of the portfolios as the new building blocks.
JRC’s management idea behind the portfolios is that they are developed around common science and knowledge activities, going beyond Units and Directorates, providing a more coherent, interdisciplinary policy support to relevant DGs. Portfolios are supposed to step up collaboration, stimulate working together, and further promote cooperation within the JRC on cross-cutting themes.
Portfolios should become JRC’s ‘calling cards’ for outreach and for managing relations with external partners.  
Today, the new structure has been in place for over 10 months. The full deployment of portfolios into the JRC’s way of working is a dynamic and still ongoing process but there are some critical aspects that need attention. The degree of integration vary from portfolio to portfolio, but several concerns are widely expressed. The following remarks and concerns are based on feedback received from many colleagues:
-    Over 220 staff members are currently engaged in the portfolio leadership teams. Although being an opportunity for collaboration and getting to know better the organisation, many scientific staff members report that portfolios represent a significant additional (administrative) workload and burden, without any additional allocation of new resources to compensate for it. The work in portfolio leadership teams is time demanding. There are several weekly meetings and various additional portfolio-level activities. It must be acknowledged that this work comes on top of colleagues’ normal tasks, which are often team and/or project leading tasks, and frequently it is done at the cost of their scientific activities.
-    There is lack of clarity in the distribution of roles and responsibilities between Units and portfolio leadership teams.
-    The initiative to create portfolios presumed that there was not enough collaboration between units and directorates within the JRC. This is, however, an unproven assumption. Many cross-unit and cross-directorate professional relations do exist since years at the JRC, including between sites.
-    Most of the portfolios have been established by putting together already ongoing projects related to well-established activities. These projects were not designed to be linked together, so the integration under the umbrella of a portfolio and the identification of common activities and portfolio-level deliverables was an unrealistic and impossible task in many cases. This situation, in our view, questions the fundamental idea behind portfolios, which end up to be an extra administrative layer requiring additional, and already scarce, resources.
-    The portfolios should become the entry contact point for policy DGs and external stakeholders. Nevertheless, this new approach is not so obvious. JRC Units have long-lasting and well-established collaborations, administrative arrangements and/or common projects with partner DGs. These DGs continue to communicate and work directly with Units, as their only formal administrative counterpart, and do not recognise any benefits of the additional portfolio layer.
-    External and internal communication also present difficulties. It is often very confusing what shall be communicated as an achievement and/or deliverable of the Directorate and Unit, and what shall be presented as the outcome of a portfolio. These situations create tensions and misunderstandings between Unit Heads/ Directors/ communication officers in the various Directorates.
We are aware that many of these aspects are acknowledged also by the JRC Senior Management. We sincerely hope that they will be tackled with no prejudice and with the greatest openness to rethink the entire concept, using the results of the ongoing portfolio assessment at DG level to evaluate if and when a portfolio is adding value, and recognising where it only or mostly creates an extra burden.

If you would like to share your observations and concerns, you can always contact our internal working group at JRC-RD-ISPRA@ec.europa.eu . Confidentiality is guaranteed.

Gianfranco Selvagio                               Laura Ciafrè
President                                                 Political Secretary