Session 3 - Public Service - Presentation.pdf

Presentation from Session 3 - Public Service at the SIGMA-GIZ joint event Advancing Good Governance in Public Administration Reform in the Eastern Partnership Countries, that took place 4-5 June 2024 in Brussels.

1. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
Advancing Good Governance
in Public Administration Reform
in the Eastern Partnership Countries
Blanca Lázaro, SIGMA Senior Policy Adviser
??????Brussels, 4-5 June 2024
Updated Principles of Public Administration
(2023) and updated Assessment Methodology
Public Service
and HRM

2. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
Public Service and Human Resource Management
2
42
Sub-principles
5
Principles
1area -PSHRM
44
sub-indicators
5
composite
indicators
1area average
(high-level indicators)
Policy framework
Measurement framework246 criteria

3. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
Public service and human resource management
Publicemployment framework
Merit-based recruitment
Top management
Working conditions, including remuneration
Professional development and performance management
3
Principle8
Principle9
Principle10
Principle11
Principle12

4. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
Public service and human resource management
4
+Broader public service
+Coping with the challenge of attracting and retaining talent (HR planning, employer
branding, attractive work conditions, professional selection, onboarding, career and
development opportunities, flexible work)
+Professional, depoliticisedpublic service (top managers, protection and
accountability)
+Inclusive public service (gender balance, positive action, social dialogue)
Institutional, policy and legal framework to develop, steer, implement and
monitor the PSHRM system
Focusareas

5. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
Indicator 8: Adequacy of the policy, legal framework and institutional set-up
for a professional and accountable public service
5
1 Existence of political responsibility for the public service
2 Clarity and implementation of the public service policy
3
Clarity and adequacy of the material, horizontal and vertical scope of public
service legislation
4
Protection of neutrality and professionalism of public servants against undue
influence
5 Quality of the disciplinary system
6 Objectivity and fairness of dismissal and demotion of public servants
7 Grounds and limits for temporary employment in the public service
8 Existence of central and capable co-ordination bodies
9
Capacities for professional human resource management (HRM) in public
administration bodies
10
Existence of an effective human resource management (HRM) information
system
Sub-indicator Criteria
3
10
4
4
5
8
5
8
5
8
NEW
NEW

6. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
6
4
Protection of neutrality and professionalism of public servants against
undue influence
Sub-indicator Criteria
4
1.The legislation establishes the obligation of public servants to act professionally
and neutrally
2.The legislation establishes the right of public servants to reject unlawful
instructions
3.There is a procedure with sufficient legal guarantees to ensure the right of public
servants to reject unlawful instructions
4.Perceived interference of politicians and people with political links in day-to-day
decision making of public servants (%)
Key sources:
•Legislation
•Survey
NEW
Indicator 8 – Example of sub-indicator

7. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
7
Indicator 8 – Example of sub-indicator
7 Grounds and limits for temporary employment in the public service
Sub-indicator Criteria
5
1.The use of temporary employment in the public service is possible and limited to
justified situations
2.Temporary employment in the public service is subject to reasonable time limits
3.Recruitment and selection for temporary employment is transparent and merit-
based
4.There is no legal possibility to transform a temporary contract into a regular public
service contract
5.Public administration monitors the use of temporary employment in the public
service
Key sources:
•Legislation
•Reports
•Administrative data
NEW

8. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
Indicator 9: Transparency, professionalism, and effectiveness of recruitment
of public servants
8
1 Quality of human resource (HR) planning
2 Competitive and non-discriminatory recruitment
3 Transparency of recruitment
4 Inclusiveness of recruitment
5 Attraction of qualified candidates
6 Recruitment based on job profiles
7 Professionalism of the selection committees
8 Adequacy of selection methods
9 Efficiency and timeliness of recruitment procedures
10 Right to information on results and appeal
11 Quality of onboarding
Sub-indicator Criteria
9
4
7
6
3
5
9
8
5
4
3
NEW
NEW
NEW

9. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
9
Indicator 9 – Example of sub-indicator
1 Quality of human resource (HR) planning
Sub-indicator Criteria
9
1.An HR analysis for the public service exists and has comprehensive data on staff
characteristics
2.The HR analysis includes medium-term needs and gaps regarding the numbers
and structure of staff
3.The HR analysis includes medium-term needs and gaps regarding skills and
competences
4.An HR plan exists for the public service and includes objectives and targets
5.The HR plan includes maximum thresholds for the total number of staff and staff
costs aligned with the budget
6.The HR plan includes activities with clear deadlines for completion
7.Public administration bodies can launch recruitment procedures based on the
approved HR plan without additional administrative burden
8.Reported implementation rate of the public service HR plan (%)
9.Compliance of the implemented public service HR plan with maximum thresholds
for the total number of staff and staff costs in the budget
NEW
Key sources:
•HR analysis, plan
and reports
•Legislation

10. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
10
4 Inclusiveness of recruitment
Sub-indicator Criteria
6
1.The single web portal disclosing public service vacancies complies with
international accessibility standards
2.Applicants with disabilities can request the adaptation of the recruitment and
selection procedures
3.The recruitment authority must provide reasonable accommodation for disabled
candidates
4.Participation of persons with disabilities in recruitment for the public service is
encouraged
5.HR staff and selection panel members receive disability awareness training
6.People with disabilities employed in public service (%)
NEW
Key sources:
•Legislation
•Guidelines,
instructions
•Review of
recruitment portal
•If recruitment is
decentralised: group
of five public bodies
•Evidence of training
delivered
•Administrative data
Indicator 9 – Example of sub-indicator

11. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
Indicator 10: Professional top managers
11
1 A specific category and scope of the Top Public Management (TPM) system
2 Attractiveness of top management positions
3 Merit-based and competitive recruitment of top managers
4 Diversity and gender parity in top management positions
5 Management by objectives and performance evaluation
6 Managerial autonomy
7 Training and professional development
8 Stability of top managers
Sub-indicator Criteria
4
3
20
3
2
1
2
3
NEW
NEW
NEW

12. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
Indicator 10: Professional top managers
Top managerial positions: first and sometimes second hierarchical level under the minister or lower political
position (according to International LabourOrganisation[ILO] classification, D1 and sometimes D2 positions
below the minister/deputy minister or equivalent political authority.
•D1 Managersare top public servants just below the minister or Secretary of State/ junior minister. They advise
government on policy matters, oversee the interpretation and implementation of government policies and, in
some countries, have executive powers. D1 managers may be entitled to attend some cabinet/council of
ministers meetings, but they are not part of the Cabinet/council of ministers. They provide overall direction and
management to the ministry/secretary of state or a particular administrative area. Example: Secretary generals
or equivalent positions in some countries.
•D2 Managersare just below D1 managers. They formulate and review the policies and plan, direct, co-ordinate
and evaluate the overall activities of the ministry or special directorate/unit with the support of other managers.
They provide guidance in the co-ordination and management of the programmeof work and leadership to
professional teams in different policy areas. They determine the objectives, strategies, and programmesfor the
particular administrative unit / department under their supervision.
12

13. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
13
2 Attractiveness of top management positions
Sub-indicator
3
1.Ratio of recruitment procedures to top management vacancies with enough eligible
candidates to ensure a competitive process
2.Ratio of gross salary of top managers (D1) to GDP per capita in the country
3.Termination practices do not create major risks for the tenure, professional career
and income expectations of top managers
Criteria
•Administrative data
•Official statistics
•Last five cases of
TPM termination
Indicator 10 – Example of sub-indicator

14. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
14
Indicator 10 – Example of sub-indicator
8 Stability of top managers
Sub-indicator
3
1.The initial appointment period (mandate) of TPM is, at least, one year longer than
the legislature's mandate
2.Highest annual turnover in TPM positions in the last five years (%)
3.Average annual turnover in TPM position over the last five years (%)
Criteria
•Legislation
•Administrative
data/reports

15. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
Indicator 11: Attractiveness of employment and work conditions
15
1 Attractiveness of employment in the public administration
2 Fairness in the allocation of base salaries and allowances
3 Predictability of the wage budget of the public service
4 Availability and transparency of salary information
5 Salary progression opportunities
6 Performance-related pay and other incentives
7 Work conditions and well-being of public servants
8 Availability of flexible work arrangements
9 Social dialogue with the public sector employees
Criteria
8
10
2
4
3
4
4
4
3
Sub-indicator
NEW
NEW
NEW
NEW

16. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
16
Indicator 11 – Example of sub-indicator
2 Fairness in the allocation of base salaries and allowances
Sub-indicator
10
1.Legislation defines all elements of remuneration, criteria and procedures to
allocate them
2.Job classification is established, based on relevant criteria
3.Job evaluation methodology is established
4.All jobs have been evaluated and the results are available
5.Job description methodology is established
6.Job descriptions follow the established methodology
7.Base salary for each position is determined by salary grade/level relevant for the
job description for this position
8.Salary data is regularly collected
9.Statistics on salaries relating to gender or on the gender pay gap, are publicly
available
10.Perception of fairness of salary levels across public administration by public
servants (%)
Criteria
•Legislation
•Guidelines, manuals
•Administrative
data/reports
•Sample of job
descriptions from
five public bodies:
•M Finance
•M Education
•M Interior
•Tax Agency
•Employment
Agency
•Survey

17. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
17
7 Work conditions and well-being of public servants
Sub-indicator
4
1.A minimum of criteria for the organisationof occupational safety and health are
established
2.Job satisfaction or engagement surveys of public servants are carried out
3.Conclusions of the surveys are implemented
4.Data on absences due to illness in public administration is consistently collected
Criteria
NEW
•Legislation
•Evidence of
implementation of
staff satisfaction
survey
•Administrative data,
examples from 5
institutions
Indicator 11 – Example of sub-indicator

18. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
Indicator 12: Professional development and performance management of
public servants
18
1 Professionalism of performance assessment
2 Existence of training plans adapted to government priorities
3 Implementation and results of training
4 Regulation and use of horizontal mobility
5 Professionalism of vertical promotion
6 Support of professional development practices for diversity and inclusion
Sub-indicator Criteria
10
7
7
7
9
3
NEW

19. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
19
Indicator 12 – Example of sub-indicator
2 Existence of training plans adapted to government priorities
Sub-indicator
7
1.There is an institution responsible for central co-ordination of the public service
training
2.Training needs analyses (TNA) for the public service exist and are updated
3.TNA for the public service encompass strategic and operational training needs
4.Public service training plans are based on a TNA
5.Public service training plans include different training modalities
6.E-learning platforms allowing public servants to access training resources are in
place
7.Virtual or physical spaces for the interaction of public servants oriented towards
learning are in place
Criteria
•Legislation
•Administrative data
•Survey

20. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
PUBLIC SERVICE AND HR MANAGEMENT
20
6 Support of professional development practices for diversity and inclusion
Sub-indicator
3
1.Public administration promotes positive action in favourof disadvantaged groups in
mobility and promotion
2.Gender parity in middle-level managerial positions (%)
3.Gender parity in non-managerial positions (%)
Criteria
NEW
•Legislation, policies,
guidelines
•Evidence of positive
action
•Administrative data
Indicator 12 – Example of sub-indicator

21. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
Questions for the panel discussion
>Copingwiththechallengeofattractingandretainingtalent.Towhatextentisworkforceplanning
perceivedasapriorityanddevelopedinthepublicserviceinyourcountry?Towhatextentareskills
gapsinpublicserviceidentifiedandtackled?Ispublicadministrationanemployerofchoiceinyour
country?Arerecruitmentproceduresperceivedastransparentandfair?
>Professional,depoliticisedpublicservice.Whatisthesituationandwhatcanbeimprovedinyour
countryregardingdefiningthetoppublicmanagementinlegislationandensuringmerit-based
access,professionaldevelopmentandadequatelevelsofstabilityinthesepositions?
>Fromtrainingtocontinuousknowledgesharingandlearning:Towhatextentispublicservice
traininginyourcountrycapableofmeetingcapabilitiesandskillsneeds?Canpublicservants
complementformaltrainingwithflexiblelearningandknowledge-sharingopportunities?
>Institutional,policyandlegalframeworktodevelopandsteerthesystem.Whatarethemain
challengesofPSHRMcentralco-ordinationunitsinyourcountrytoensuremonitoringandassessing
howthePSHRMsystemworksinpracticeandprovidingfeedbackforimprovingpolicy,legislation
andHRMprocedures?How can professional HRM be enhanced in public service institutions?
21

22. A joint initiative of the OECD and the EU, principally financed by the EU.
Unclassified - Non classifié
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22
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