Career Development that fails to meet CA expectations

Alessandro Liamine, Susana Aguero, Cristina Banuta

The Appraisal and Reclassification of Contract Agents (CAs) should be an important part of the Institutional HR strategy to ensure fair career progression, recognise merit, and motivate employees. The reality on the ground is often quite distinct as CAs complain of subjective assessments and painfully slow progression due to restricted quotas for CA Reclassification.

Appraisal and Reclassification of Contract Agents

USHU has been advocating for specific measures to enhance career opportunities and to create career pathways for Commission Contract Agents in EU Delegations and at Headquarters but progress is slow.  The main mechanism used by HR is the current appraisal and reclassification procedure however CAs know that the outcome of this annual process is often disappointing, the assessments can be too objective and that the Commission/EEAS quotas for CA reclassification fail to meet staff expectations.

More must be offered to Contract Agents who have demonstrated their ability to take on greater responsibilities.

In theory appraisal and reclassification form part of an HR strategy that aims to focus on:

• Career Growth & Recognition – Contract agents (CAs) can move up within their function groups (FG I-IV) based on performance, experience, and responsibilities. This allows them to develop professionally within the EU institutions.

• Fair & Transparent Evaluation – The process ensures that contract agents are appraised objectively, providing a structured approach to recognizing achievements and contributions.

• Salary & Stability Improvements – Reclassification can lead to a higher salary step within the same function group, increasing financial stability for staff.

• Institutional Efficiency – by rewarding high-performing staff, the European Commission maintains a motivated and skilled workforce, improving overall efficiency in delivering EU policies and programs.

• Retention & Motivation – The procedure encourages contract agents to perform well, knowing that good results can lead to reclassification and better career opportunities.

Some CAs may remember the former appraisal and reclassification system introduced in 2007 using a points-style system. Each CAs were allocated 2, 3, 4, 5 or 6 points and once you reached a specific threshold of 20, 24 or 30 points you were automatically reclassified. For longer-serving CAs, this historic data is still available in Sysper under the “Rucksack (transition)” tab. This assessment procedure was however heavily criticised and eventually abandoned in 2013.  The adoption of the new General Implementing Provisions (GIPs, C(2013)2529) aligned the reclassification of Contract Agents to the existing promotion system for Officials based on narrative appraisals. After more than a decade of implementation, some CAs now ask whether the former system was maybe better! In short, there is no perfect system.

Any system has inherent advantages and disadvantages. The challenge is often in the correct application of the existing rules.  In order to monitor the implementation, a Joint Committee on CA Reclassification (JARC) was established comprising HR and staff representatives. The Joint Committee also has dedicated reclassification quotas, which is the equivalent of 5% of the overall available quota. The JARC uses this allocation as a corrective instrument when reviewing appeals and can assign additional quotas for reclassification to particularly deserving colleagues who have been overlooked during the comparison of merits in the annual exercise.

In an effort to simplify the appraisal process without harming the quality, in 2023 there was a merge of three previously separate sections (Ability, Efficiency and Conduct) into one (AEC) and the introduction of the carry over option from one year to another.

On a positive note and following lobbying for increased quotas for CA reclassification from USHU and like-minded Trade Unions, HR agreed to increase quotas in 2024 exercise by 160 from 340 in 2023 to 500 in 2024. This is definitely progress and we need to ensure this increase is maintained in 2025 and beyond. There is room for improvement still and USHU has reminded DGs to think twice before bombarding the Joint Committee with exceptional requests and promoting quick careers at the expenses of colleagues who have already reached the average seniority in their grade. Some colleagues are being left behind whilst others have accelerated careers and the system needs to be more transparent.  

Our USHU advice for appeals is “keep it concise, targeted to the assessment criteria and to the point”. Most of the work is undertaken during the preparatory meetings and JARC are not in a position to read tomes about your achievements. Time is limited during the Joint Committee meetings and decisions are taken rapidly hence the need for clear information in all appeals. Remember quotas are assigned to each EU DEL by your DG at HQ and your line managers are often placed in a difficult position, being forced to prioritise and choose between several worthy CA candidates for reclassification.  

USHU requests the COMMISSION to urgently introduce specific measures aimed at CAs who have performed well in the service for several years. We must prevent CAs from reaching a dead end with no chance to serve the EU better due to exclusionary HR policies which clearly have no place in the modern, inclusive and diverse workplace.

USHU has repeatedly requested:

Better and more Internal Competitions accessible to CAs: A change in the preselection procedure is necessary to ensure equal treatment and to account fully for qualifications and expertise.

Special Senior Expert Program (SSEP): This option could complement/replace expensive external specialist programmes and fully harness the substantial internal CA talent that already exists within the institution.

Certification procedure for CAs: Where there is a will, there is a way! USHU believes DG HR can permit CAs with strong and proven performance to access a certification process to become AST/AD. This is a win-win scenario and both rewards performance and motivates staff.