Management

Management is an essential element of any staff policy. However, the Staff Survey has demonstrated a growing discomfort vis-à-vis management. The gap between professional aspirations and the constraints imposed by management is becoming more and more notorious.

In order to restore a good working atmosphere, it is essential to look into new management methods that will make it possible to respond to human and organizational issues, taking into account the diversity of the staff of the institution.

The components of a sound management are essentially sincere feedbacks, the practice of recognition, respect, empathy, support, autonomy, the meaning given to the prescribed tasks.

At present, the heads of unit, far from ensuring effective follow-up and coaching of colleagues, are overwhelmed with purely administrative tasks and subjected to pressures and constraints that are often incompatible with the proper functioning of services.

Senior management is increasingly selected on purely political grounds without necessarily taking into account the skills required for the position: the exercise of “parachuting” at the end of each College testifies to this! The game of musical chairs of the Directors General organized periodically responds more to a logic of “spoil system” and sometimes brutal dismissal that need to put the right person at the right place.

While drastic staff reductions are being imposed on services, staff is witnessing an absolutely artificial proliferation of senior management positions, particularly with respect to Deputy Directors-General who too often are appointed without proper prior needs analysis and have now become second Directors sometimes even responsible for a single Directorate, which greatly impairs the effectiveness of the services

R&D requests:

  • the reform of the appointment procedures of the management to ensure their transparency, to avoid favouritism and nepotism and to avoid political influences and internal power struggles: the passage through a cabinet or in the entourage of a DG should no longer be a conditio sine qua non for access to management positions;
  • the development of proximity management focused on the human dimension, the development of essential skills for any good manager: knowing how to build trust, coach people, support them in the team’s work, offer vision and real leadership, etc.;
  • the establishment of ethics and guidelines for managers: courage, sincerity, humility, generosity, creativity, close relationships with employees in the context of a relationship based on trust and the empowerment of staff;
  • the end of artificial multiplication of senior management positions and to precede any new appointment by a thorough prior analysis of the needs;
  • the establishment of equitable and joint procedures to intervene effectively in the event of proven management failures;
  • the introduction of a credible 90 ° and 360 ° evaluation, the results of which are taken into account.