contemporary issues of civil service reform and human ...contemporary issues of civil service reform...
TRANSCRIPT
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Contemporary Issues of Civil Service Reform and Human Resource Management in Government
Prepared for the Gaidar Forum at the RANEPA in Moscow on January 15, 2015:
Expert Discussion Panel on the Personnel Dimension of Public Policy Development
in Modern Russia
Pan Suk Kim, Ph.D.
President, Asian Association for Public Administration (www.aapa.or.kr)
Visiting Scholar in Residence, The American University, Washington, DC, USA
Professor of Public Administration, College of Government and Business
Yonsei University, Wonju Campus, Wonju 220-710, South Korea
E-mail: [email protected] or [email protected]
http://www.aapa.or.kr/mailto:[email protected]:[email protected]
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More complex
More diverse
More fragmented
More interdependent
More time-consuming
More transparent
More blurring
More decentralized
More stakeholders/
conflicts or dilemmas….
Public Sector Capacity was declined:- Shrinking Role of the State- Dynamic Societies: More Wicked Problems
(hyper VUCA: volatility, uncertainty, complexity, and ambiguity)
- Lack of Resources
- Increasing Cost of Governance
- Critical citizens & resistance culture
- Increasing public expectation……
Doing more/better with less
- “Deep Gap” between new demands and existing capacities “Lack of Public Capacity”(capacity deficit)
Need “Capacity Building”- Individual level
- Organizational Level
- System Level
Daunting
Challenges LimitedCapacity
CapacityDeficit
Global Phenomenon: Capacity Deficit
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• Generally, citizens feel that politicians and public officials often abuse/misuse their powers in the interest of self-aggrandizement
• government service delivery is perceived to be inadequate
• government systems are mal- functioning
• resentment over political scandals and crises
• the incompetence of politicians and bureaucrats . . . . . . . . .
Global Phenomenon: Public Trust in CrisisGeneral Roots of Mistrust/Distrust
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New Civil Service System
High Competitive-
edge
Low expertise due to frequent
rotation
Lack of Accountability
& Responsiveness
Closed System
& Rigidity
Old System
Openness FairnessExpertise
Autonomy Accountability
4
Ethics
Civil Service Reform Vision
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Legal & Organizational Foundations
Civil Service Laws (and follow-up Decrees)
USA: Pendleton Act (1883)
Japan: National Civil Service Act (1947)
Korea: National Civil Service Act (1949)
China: Civil Service Law (2005)
Vietnam: Civil Service Law (2008)
Central Personnel Agency (Full-functioning Sole Agency) in dealing with overall HRM and HRD functions
USA: Office of Personnel Management (OPM)
Japan: National Personnel Authority (NPA)
China: Ministry of Human Resources and Social Security (MOHRSS)
Korea: Ministry of Personnel Management (MPM)
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Holistic View: Human Resource WheelNeed more specialization
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Meritocracy
Meritocracy: system which rewards talent and hard work
Open competitive recruitment and selection through a competitive entrance exam: need to recruit the best of the best (no irregularities)
Performance-based promotion
Performance-related pay
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TraitsKSA
(Knowledge, Skill & Ability)
KSAVA
(KSA+Value+Attitude)
Competency
Professionalism
Behavioral and Mindset Change
Public Interest (Pubic value, virtue)Citizen-orientedMission-oriented
Innovation, result/performanceExpertise, problem-solving New vision
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Public Administration Education (undergraduate & graduate programs) andGovernment Training Program (hardware & software)
Modernize HRD programs & utilize international accreditations
Improve the Quality of Education & Training in Public Administration: HRD Reform
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Political
Appointees
Senior civil
Service (SCS)
Gigantic
Pubic Bureaucracy
How to Govern and Manage? SCS?
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Capacity Development
Lead Better Programs & Policies
(competency Assessment)
Senior Civil Service (SCS)
as a Linking Pin
CEOsBoard of Directors
Senior Management
Team
Political
Appointees
(Political Accountability)
Top Leadership and Management in Business and Government
Business Government
Mid- & Lower-Level Employees
Best of the Best ☞
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Political Leadership
Executive Leadership
Accountability
Capacity Development
Managing Better Programs and
Policies
Political and Ideological Priorities
Constituency/Voter Responsiveness
Political
Leadership in Public Agencies
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Performance Management: New Ideology?Performance appraisal (evaluation) system must be well utilized
Management by Results (MBR)
Innocence + Hi-performance
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PerformanceAppraisal System
Performance AgreementPerformance
Appraisal System
Objective Setting
Achievement Evaluation
Evaluation Grade
Objective Setting
Evaluation- Performance- Competency - Behavior
Above Director-General
Division Director
Below Deputy-Director
Evaluation Process
Pay Annual Merit Incremental Program
PerformanceBonus Program
Evaluation Grade
Performance Management
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Appraisal Grade
Excell-ent
(Grade S)
Outstan-ding
(Grade A)
Normal
(Grade B)
Unsatis-factory
(Grade C)
Payment Scope
Top 20%
30% 40%Bottom
10%
Performance Pay Rate
15% 10% 6% 0%
Champion Mediocre
Performance-Related Pay for Senior Officials
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USA (SES)
Core Qualifications
UK (SCS)
Core Skills
Leading Change (Creativity and
Innovation, External Awareness,
Flexibility, Resilience, Strategic Thinking,
Vision)
Strategic Thinking
Leading People (Conflict Management,
Leveraging Diversity, Developing Others,
Team Building)
People Management
Results Driven (Accountability, Customer
Service, Decisiveness, Entrepreneurship,
Problem Solving, Technical Credibility)
Project & Programme
Management
Business Acumen (Financial Management,
Human Capital Management, Technology
Management)
Financial Management
Building Coalitions (Partnering, Political
Savvy, Influencing/Negotiating)Communications & Marketing
Examples of Core Competencies ofSenior Officials in the USA and the UK
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• Working:Performance OrientationChange Management
• Thinking:Problem RecognitionStrategic Thinking
• Relation: Customer SatisfactionCoordination & Integration
Competency Assessment and Leadership Development in Korea
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A whole day assessment: 9 assessors evaluate 6 candidates in the competency assessment center from 8am to 4 pm
candidate
assessor assessor
assessor assessor
Competency Assessment Methods
Methods: role play, group discussion, interview, in-basket exercise
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•Common competencies required across all senior jobs in
ministries determined through job analysis
CompetencyFramework
•Various methods such as group discussion, role-play,
in-basket exercise, presentation, and interview are used
EvaluationMethod
•Provides opportunities to improve deficient abilities to
those who failed to pass the assessment procedureUtilization
Cumulative failurerate: about 20 %
Cumulative average: 2.8/5.0 (DG candidate)(pass: over 2.5/5.0)
Application: Competency Assessment
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(Legal)
Public Administration
(Economic) New
Public Management
(Sociological)
New Public Governance
Citizen-state relationship
Obedience Entitlement Empowerment
Accountability of Senior Officials
Politicians Customers Citizens & Stakeholders
Guiding Principles Compliance with rules
Efficiency & Results
Accountability,
Transparency & Participation
Criteria for Success
Output Outcome Process
Key Attribute Impartiality Professionalism Responsiveness
Type of Interaction
Coerciveness Delegation Collaboration
New Trend: Three Models of Public AdministrationHow well are we doing?
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Dodo: an extinct flightless bird that was endemic to the island of Mauritius, east of Madagascar
Phoenix: a long-lived bird that is cyclically reborn by arising from the ashes of its predecessor.
Chameleon: a distinctive and highly specialized lizard and has the ability to change colors (Charles Darwin: “the survival of the fittest”)
Adaptive Public Administration?
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Governance Innovation: the Evolving Concept of Governance
Accountable Governance: from rule-based to performance-based answerability
Transparent Governance: from secrecy to clear, open, complainable, accessible (Freedom of Information Act; information disclosure law), accurate service
Participatory Governance: from information to consultation to full participation
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Accountable Governance(The concept is NOT fixed; it is evolving)
ExcellenceTransform
Demonstratingevidence of impact
Developing the spectrum of policies and processes
related to accountability
Answerability (Listening to Citizens)Satisfying: contract and reporting requirements;
financial and ethical policies and procedures
Rule-based AccountabilityRelying on an honest and ethical character
Compliance with rules (Innocence)
Basic Obligation
Performance-based Accountability
Embedded in culture
Complex
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Transparent, Open Governance
Clear/Clean
Straightforward
Open Government
Open Data
Accurate
Observable
Accountable
Answerable
Rational
Reasonable
Accessible (Freedom of Information Act: FOIA)
Complainable
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Participatory Governance
Empower
(citizens’ juries, ballots, delegated decision-making in the hands of the pubic)
Collaborate
(citizen advisory committees, consensus-building, participatory decision-making)
Involve
(workshops, deliberative polling)
Consult
(public comments, surveys, public
meetings)
Inform
(fact sheets, websites)
The concept is NOT Fixed,
it is evolving!
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Major Trajectories of Public Sector Reform
Civil Service Reform & Anti-Corruption
Decentralization & Local Autonomy
(deconcentration-delegation-devolution)
Corporatization/Privatization
(Separating public service delivery from government)
Financial & Budgetary Reform
Regulatory Reform (Deregulation)
Informatization (Electronic & Mobile Government)
Public Enterprise Reform & Public Private Partnership (PPP)
Key Question: How to promote further development? Sustainable Public Sector Reform
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Paradigm Shift of HRM
or Generalist
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Major Challenges Ahead
1. Fiscal sanity (fiscal soundness)
2. Crisis of competence and capacity
3. Information overload
4. Government without boundaries/borders
5. E-government is only the beginning
6. Green & ethical leadership
7. Expect surprises & catastrophic
non-routines (pandemics, disasters, etc.)
Need “preventive & prescriptive administration”
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More Reforms in the Public Sector
Identify opportunities
Develop reformprograms
ObtainOrganizational & public supports
Implement
changes to achieve results
Raise awareness of the need to
change
Emphasis over time
Imp
rove
me
nt
in p
erf
orm
ance
A journey of continuous (endless) improvement of service delivery and management
NATO (No Action, Talk Only Now Action, Talk Over)