A revised version of Administrative Circular No. 17, “Internal mobility”, entered into force on 3 May 2021. This Circular, together with the CERN Internal Mobility Policy, dated June 2019, set out the Organization’s policy and related provisions on internal mobility.

Internal mobility is one of the subjects that people raise with the Ombud. Cases can concern mobility initiated by the Organization and imposed on the person concerned, or, on the contrary, heartfelt requests for mobility that go unanswered.

Either way, the impact on the individuals concerned is significant and they come to the Ombud to explore the various options open to them and how to move forward.

The Internal Mobility Policy emphasises that internal mobility is a global responsibility shared between the Organization and the staff member, and describes the advantages of such mobility for both parties.

In particular, it highlights that internal mobility allows the Organization to maintain a highly committed, performing, trained and flexible workforce, particularly in the context of long-term employment*, and to strengthen staff engagement and satisfaction, which are necessary for them to contribute fully to the Organization’s objectives.

It also points out that while internal mobility should primarily match the Organization’s needs, it can also be a way for personnel to acquire new skills and develop professionally.

The principles of internal mobility are thus clearly established, in line with CERN’s values and competency model, specifically: bringing out the best in people, communicating effectively, demonstrating flexibility, optimising resources and working in the interest of the Organization.

Under what circumstances can internal mobility, when it is imposed or impossible, become a source of discontent at work?

• An imposed mobility decision, i.e. when staff members are not involved in the decision but merely informed of it, without explanation, comes as a considerable shock. Whatever the reasons for such decisions, an open and transparent conversation, preparation and guidance are always called for.
• Similarly, when staff members are unable to change assignment even though they find that their work and/or working environment no longer offers the satisfaction, motivation and development opportunities they need in order to thrive, their productivity and well-being are at risk. The internal mobility process, which must follow the rules and restrictions in place, can be long and complicated and requires patience. It can be extremely stressful if an obstacle causes the process to grind to a halt for a long time.

In their early stages, both of these situations, as recounted to the Ombud, share several characteristics: a lack of communication, a lack of transparency about the reasons, and a lack of involvement of the individuals concerned in the process. In other words, a lack of respect. The potential consequences, as observed by the Ombud, also have points in common: loss of motivation, engagement and confidence in the processes in place, which can only harm the Organization’s objectives.

To meet the Organization’s needs, internal mobility should keep respect for the individuals concerned at its core, no matter the circumstances.

Laure Esteveny

* The average length of service of staff with an indefinite contract who left CERN in 2020 was 30 years (source: HRT).

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