Bulletin Articles

How much does a smile cost?

Smiling comes easily when we are among friends. Similarly, one could expect that it should not be so hard to smile – or in some way, acknowledge – our colleagues in the workplace.

<a href="/taxonomy/term/66" hreflang="en">Communication</a>

MARS interviews, a two-way street to mutual understanding (Part 2)

With the annual MARS exercise approaching, now is an ideal time to consider how to carry out a successful interview.

<a href="/taxonomy/term/69" hreflang="en">Managing people</a>

MARS interviews, an opportunity for new understandings (Part 1)

With the annual MARS exercise quickly approaching, now is an ideal time to consider how to carry out a successful interview. Whether you are a supervisor or a supervisee, preparation, and an open frame of mind, can turn the experience into much more than a formality.

<a href="/taxonomy/term/69" hreflang="en">Managing people</a>

A change in your career? Drive it yourself!

Contracts come to an end, projects move from one phase to another, hierarchy changes… in the 21st century, things have the tendency to move very quickly in the work environment.

<a href="/taxonomy/term/67" hreflang="en">Self management</a>

Farewell

After thirty-three years at CERN, including three and a half years as Ombuds, I am leaving. During my time of Ombuds I have seen many people for discussions, misunderstandings, difficulties in communication and also conflicts. No institution can live without conflicts.

<a href="/taxonomy/term/74" hreflang="en">Others</a>

Ethics and compassion

We can all agree that efficiency leads excellent results; this is a cornerstone in research and organisational matters. However, people may not unanimously point to which method of management and leadership is best for achieving such a goal.

<a href="/taxonomy/term/70" hreflang="en">Code of Conduct</a>

Manager’s challenge

Achieving two goals at once is a real challenge in personnel management: on the one hand, a manager must reach the results expected by the institution with the available workforce; and on the other hand, the manager must take care of their collaborators' well-being.

<a href="/taxonomy/term/69" hreflang="en">Managing people</a>

Open door and confidentiality

For the Open Days, CERN will be transparent for all visitors. It's also the occasion to remember that the Ombuds' door is fully open every day of the year for all persons working for or on behalf of CERN.

<a href="/taxonomy/term/74" hreflang="en">Others</a>

The first three years

On average over the past three years, 3% of CERN staff members have used the Ombuds’ services each year. This is a reasonable figure as no institution can live without conflict. Too many cases would be worrying, as would too few: it would mean that conflicts are swept under the carpet.

<a href="/taxonomy/term/68" hreflang="en">Ombuds role</a>

Let's not confuse students and fellows with missing staff

One of the main missions of CERN is education. Several programmes are dedicated to training students. Others, like the Fellowship programme, offer graduates to start a career and become professionals in their fields.