ANNUAL REPORT 2008 - Polymer Bank Notes of the World

2 ORGANISATIONAL DEVELOPMENTS2.1 HUMAN RESOURCESIn 2008 the ECB continued to implement itshuman resources (HR) policy framework, whichincorporates the ECB’s values and the basic HRprinciples. 18 The HR policy framework explainswhy specific HR policies have been chosen andhow they relate to one another. Under theframework, policies relating to HR managementfall into four main areas:CORPORATE CULTUREWith staff from the 27 EU Member States, theECB has integrated diversity management intoits HR practices to ensure that the individualcompetencies of staff are recognised and fullyutilised for the purpose of achieving the ECB’sobjectives. The management of diversity at theECB is based on the diversity strategy launchedin 2006. It seeks to ensure that all membersof staff are treated with respect and that theirperformance is assessed on the basis of merit.In 2008 the ECB organised its first diversityforum for managers with the aim of increasingawareness of diversity issues and sharing viewsand experiences on various topics linked togender, nationality and age.The six ECB common values (competence,effectiveness and efficiency, integrity, teamspirit, transparency and accountability, andworking for Europe) were further embedded inthe HR policies with a view to shaping day-todaybehaviour and improving performance.STAFF DEVELOPMENTThe general principles for internal mobility atthe ECB, which encourage members of staffto change positions after five years of service,continued to receive considerable support.Mobility is seen as an opportunity for staffto widen their expertise and develop theirskills and as a means for the ECB to broadenawareness among its staff and increase synergiesacross business areas. The internal recruitmentpolicy, which places emphasis on broadcompetencies, thus aims to further facilitateinternal staff mobility. In 2008 165 membersof staff, including 17 managers and advisers,moved internally to other positions, either on atemporary or on a long-term basis.The ECB’s external work experience schemefacilitates the secondment of staff to the 27NCBs in the EU or to relevant internationalorganisations (e.g. the IMF and the BIS) forperiods of two to twelve months. 23 membersof staff were seconded under this scheme in2008. In addition, the ECB granted unpaidleave, for up to three years, to 30 members ofstaff. Many of them (19) took up employmentat NCBs, international organisations or privatecompanies. Others used these periods of unpaidleave for study purposes. The total number ofstaff members on unpaid leave at the end ofDecember 2008 was 54 (compared with 56 in2007), while the number of staff on parentalleave was 26 (compared with 23 in 2007).In addition to promoting mobility, includingmanagerial rotation, the HR strategy continuedto focus on the development of ECB staff and,in particular, on strengthening managerialskills through training and individual coaching.Training for managers concentrated on theenhancement of team performance, leadershipand recruitment skills, and various aspects ofperformance management.Managers also participated in the multi-sourcefeedback exercise in which directly reportingstaff, peers and external contacts identify areasfor managers’ personal development. Basedon the results of the multi-source feedback,individual coaching was provided.The continuous acquisition and development ofskills and competencies by all members of staffremains a cornerstone of the ECB’s HR strategy.As a basic principle, learning and developmentare a shared responsibility between staff andinstitution. On the one hand, the ECB providesthe budgetary means and training frameworkand managers define the training needs of staff18 The basic HR principles are: organisational need, decentralisedstaff management, merit, diversity, attractive employmentconditions and reciprocal commitment.ECBAnnual Report2008207