The subject of the internal job market [1] and the lack of real opportunities for Contract Agents to move post (‘job mobility’) has already been raised in earlier discussions [2], and we have exchanged views with the administration [3]. In our opinion it requires further attention (details of the exchange are listed under ‘references’, below this article), particularly concerning the situation of CA 3a [4] colleagues, who regularly approach us with their concerns and frustrations. We feel it is important to restate our concerns on this matter, given the on-going challenges faced by colleagues. Persistent gaps in practice
Although mobility mechanisms exist on paper, their practical effectiveness remains very limited. This is especially true for CA 3a staff working in the Offices (such as OIB, PMO, and OIL[*]). The main structural difficulty is the mismatch between where CA 3a colleagues are employed and where mobility opportunities exist. Offices are mostly staffed at FG I and II (ostensibly below the level of AST/SC and equivalent to AST/SC respectively, see p50 Special report no 15/2019 [5]), while executive agencies tend to recruit at higher function groups (FG III and IV: equivalent to AST and AD respectively). In addition, agencies often give preference to inter-agency transfers, leaving Commission-based staff with even fewer chances.
The result is a system where contract agents holding a permanent contract (‘indefinite contract’), and performing permanent tasks, find it almost impossible to move without risking their professional stability[**].
Visibility and transparency of vacancies
We welcome the fact that Sysper now redirects users to the dedicated CA 3a internal job market [6]. However, this remains a partial solution. For real equality of treatment, CA 3a vacancies should be consistently integrated directly into Sysper alongside officials’ vacancies.
Such integration would increase visibility, reinforce transparency, and acknowledge that CA 3a colleagues, like officials, are engaged in long-term tasks essential to the institution.
Generation 2004 highly appreciates however, the references gathered and updated on under the following link [7].
Beyond symbolic measures: shadowing and competitions
The introduction of the job shadowing [8] programme has been a step in the right direction. Yet its true value will depend on concrete outcomes. Specifically, how many CA 3a from the Offices take part? Without follow-up opportunities or pathways to new roles, shadowing risks being more symbolic than transformative.
Internal competitions [9] also fall short of addressing the problem with the lack of motivation and career advancement. The accessible grades offer salaries [10] below what CA 3a staff earn if they have already undergone some reclassifications and the extremely restrictive appointment quotas set in stone in staff regulations (article 86 § 7 of CEOS [11] – chapter 3) limit their effectiveness. As a result, the internal competitions [12] provide very little in terms of genuine global career development for contract staff. We need other measures.
Morale and motivation
The consequences of these limitations are not abstract. They are felt daily by CA 3a colleagues who repeatedly tell us of their frustration and loss of motivation.
We observed these sentiments during the latest electoral campaign in Brussels, where mobility and career progression emerged as one of the most sensitive and emotionally charged issues while discussing with the CA3A colleagues. This persistent sense of stagnation erodes morale and undermines engagement within the institution.
Need for meaningful solutions
To move forward, we believe that longer-term and more flexible mobility frameworks for CA3a must be explored as soon as possible.
We welcomed DG HR’s announcement of a new mobility policy [13], to be extended to CA 3a staff, as well as the development of a vacancy platform. These are encouraging steps. But their real value will depend on whether they will in the end enable CA 3a colleagues to take up rotational assignments, longer-term postings, and cross-service opportunities, all while preserving the security of their contracts.
CA 3a staff deserve genuine and flexible career perspectives, not merely symbolic programmes. By investing in transparent, fair, and effective mobility solutions, the institution can not only enhance professional development but also strengthen motivation and long-term engagement.
As always, if you have questions or comments, feel free to contact us [14].
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References:
Exchange with administration on CA job mobility:
- Generation 2004 note of 1.07.2025: Mobility of contract agents 3a [15]
- DG HR note of 29.10.2024: Mobility of contract agents [16]
- Generation 2004 note of 4.09.2024: Mobility of contract agents [17]
Contract Agents 3a Job market [6]
Vacancies platform [7] with references
[*] ‘Offices’ is used in this context to mean specific services [18] such as OIB, OIL or the PMO but not EPSO, the OP or OLAF [18]. *Update 23.09.2025 we note that the draft Commission budget 2026 [19] (pp. 958-963) includes all 6 in its understanding of ‘offices’.*
[**] Many Consumers, Health, Agriculture and Food Executive Agency (Chafea [20]) contract agents (3a) were unable to find suitable alternative posts, even with HR assistance, before the 2021 closure of this Luxembourg-based agency and unemployment.