ACCSM+3

INTERNATIONAL SYMPOSIUM“THE FUTURE OF CIVIL SERVICE”

DATE :VENUE :

27 September (Wed) 2023
Dai-ichi Hotel Tokyo, LA ROSECONTENTS
PRESENTATION MATERIALS....... 3
JAPAN ...................................................5
BRUNEI DARUSSALAM......................11
CAMBODIA ..........................................17
INDONESIA .........................................27
LAO PDR .............................................39
MALAYSIA ...........................................49
THE PHILIPPINES...............................57
SINGAPORE........................................67
THAILAND ...........................................77
VIET NAM ............................................87
AUSTRALIA .......................................101
COMPARISON TABLE............... 109
BRUNEI DARUSSALAM....................111
CAMBODIA ........................................115
INDONESIA .......................................119
LAO PDR ...........................................123
MALAYSIA .........................................127
THE PHILIPPINES.............................131
SINGAPORE......................................135
THAILAND .........................................139
VIET NAM ..........................................143
JAPAN ...............................................147
CHINA ................................................151
REPUBLIC OF KOREA .....................155
AUSTRALIA .......................................159-1-

PRESENTATION MATERIALS-3-

JAPANMr. YONEMURA Takeshi
Director General for Secretariat’s Policy Matters,
Secretariat of National Personnel Authority-5-

2023 ACCSM+3 International
Symposium“The Future of Civil Service”
Keynote Speech
Aiming toward a public service in which each employee canbe dynamic, and employees’ well-being can be realized

Basic Idea
Protecting people’s interests, providing world-leading administrative services,and building a vibrant society, in the midst of drastically changing
socioeconomic and international circumstances

It is essential to enhance the business management capabilities of government andto attract and develop talented people at all levels of public service organizations.

It is necessary to create an environment in which each employee
can be dynamic, and employees’ well-being can be realized.​
Attracting more
promising people topublic service

Positive
Cycle

-6-

Improving the performanceof the public service as awhole and its attractivenessThree Policy Pillars

01

Comprehensive
efforts to secure
diverse andtalented humanresources
to support public
serviceorganizations

１

02

Measures toimproveorganizational
performancethrough the growthof individual
employees

03

Realizing diverse
work styles andlifestyles andimproving working
environment thatserves as afoundation for
employees’ wellbeing

Comprehensive efforts to secure diverse and talented human resources tosupport public service organizations
It is difficult to maintain organizations by securing and training new graduates throughrecruitment examinations alone. It is essential to attract and secure more human resources
with diverse experience and advanced expertise outside of the public sector.

“Fusion of Knowledge”

between the private & public sectors​- Expansion of recruitment of private sector personnel- Support for smooth adaptation (onboarding)

Private Sector

Public Service
Organizations

Realization of
remuneration that
supports the securingof human resources

New Graduates

Public-Private Personnel Exchange- Reform of recruitment exams using online systems- Making exams easier for applicants to take
Shift to strategic recruitment activities-7-

Three Policy Pillars

01

Comprehensive
efforts to secure
diverse andtalented humanresources
to support public
serviceorganizations

2

02

Measures toimproveorganizational
performancethrough the growthof individual
employees

03

Realizing diverse
work styles andlifestyles andimproving working
environment thatserves as afoundation for
employees’ wellbeing

Measures to improve organizational performance through the growth ofindividual employees
It is necessary to link employees ’awareness of career development to their motivation for
personal growth, and to make this a driving force for improving the performance ofthe organization as a whole.

Strong support for career development andlearning in order to lead individual growth toorganizational growth- Improving feeling of satisfaction throughappropriate personnel evaluation- Making human resource management more
efficient and sophisticated using data anddigital technology

Public Service
Organizations

Examination on dual employment to broaden thescope of activities in the interest of public service-8-- Treatment of employees that places moreemphasis on roles and contributions- Remunerations that facilitate personnel rotations

Three Policy Pillars

01

Comprehensive
efforts to secure
diverse andtalented humanresources
to support public
serviceorganizations

3

02

Measures toimproveorganizational
performancethrough the growthof individual
employees

03

Realizing diverse
work styles andlifestyles andimproving working
environment thatserves as afoundation for
employees’ wellbeing

Realizing diverse work styles and lifestyles and improving working
environment that serves as a foundation for employees’ well-being
There is an urgent need to promote more flexible work styles and create a workplaceenvironment that serves as a foundation for employees’ well-being in order to improve theattractiveness of the public service as a workplace.

Remuneration system measures toencourage employee’s choices

Promote institutional reforms to
implement flexible work styles
Public Service
Organizations- Review of flextime system- Ensuring intervals between
working hours- Review of summer vacation usage
periods and annual leave use units- Development of telework
guidelines- Support for work-life balance- Establishment oftelework-related
allowance, etc.

Building a foundation for
employees’ well-being- Reduction of overtime work
- Promotion of “health management”
in the public service, etc.
- Efforts toward zero harassment-9-Three Policy Pillars

01

Comprehensive
efforts to secure
diverse andtalented humanresources
to support public
serviceorganizations

02

Measures toimproveorganizational
performancethrough the growthof individual
employees

03

Realizing diverse
work styles andlifestyles andimproving working
environment thatserves as afoundation for
employees’ wellbeing

Furthermore, in order to realize public employee personnel management suitable for the newera, an expert panel will be set up to discuss issues cross-sectionally without exceptions.
(final proposal targeted for fall 2024)

Thank You- 10 -

BRUNEI DARUSSALAM

Dr. Norfarizal bin Othman
Director General, Public Service Department,
Prime Minister’s Office- 11 -

THE INTERNATIONAL SYMPOSIUM‘THE FUTURE OF CIVIL SERVICE’
25 – 28 SEPTEMBER 2023, TOKYOBRUNEI DARUSSALAM :THE USE OF GOVERNMENT
human resource management
system (ssm) IN ADAPTINGTO DIGITALIZATION iN
HR WORK PROCESSESCONTENT

01

03

02

About SSM

Objectives

Challenges

05

06

07

Functionalities
Phase 1

Functionalities
Phase 2

- 12 -

Employee
Life Cycle

04
Opportunities

08
Future PlanWHAT IS SSM ?
Sistem Sumber Manusia [SSM] :• Government Human Resource Management
System• Fiscal Consolidation Programme between PMO
and MOFE• Combines H u m a n R e s o u r c e [ H R ] f u n c t i o n s a n d
Payroll
replacing
Government
Employee
Management System [GEMS] & Government
Payroll System [GPS]• Accessible and utilised by all government
agencies' HR

SSM
OBJECTIVES

03

Analystics for
decision making
Integration with otherdata sources topromote efficient data
sharing and influence
decision-making tochange for the better

01

Accessible
anytime, anywhere

02

Access to selfservice functions
and data at any timeand anywhere withinternet access

04

Paperless
Digitize forms andprocesses to reduce
paper, cut costs andsave precious timein accessing
information- 13 -

Single source of
information
Access HR and Payroll
data from centralised
location to promote
data transparency &remove duplicate datastored in silos

05

Automation &changeWork towards
eliminating redundant
processes & increaseautomation and user
experience for higher
work quality &productivity• Previous HR Systems (GEMS) not user friendly

CHALLENGESBEFORE SSM• Functions & features in current system are not
being

used saintendedduetoadoptionchallenges• Modules in GEMS are not fully utilized andbusiness

workflow

doe
s

not

cater

user

requirement fully• There

are

other

(Immigration,

Police,existing
etc)

data
but

systems
dataandinformation stored in different systems and does
not get updated in PSD quick enough for quick
analysis and decision making process

OPPORTUNITIESWITH SSM• Only ONE central Government HR system (HRand Payroll)• Improve the efficiency of HRM• Standardized

business

process

workflow

across ministries and departments• View data from digitized documents• Able to cater expansion plans of system
functionalities or services such as integration
with other system and the possible growth indata for the next 5 years- 14 -

- 15 -

1

RecruitDevelop

Training & Development

EMPLOYEE LIFECYCLE [HR]RewardRecognition & Awards
Benefits

2

3
5

Hire

New hire, Rehire

4

Performance, Career &Succession Plan

6

Retirement / Termination
Disciplinary Action

AssessRetire

FUTURE PLAN
Employee Life Cycle [HR] - National
Information Hub (NIH) integration withpotential data sources

Land Transport
SystemMobile application and Chatbot
Business Intelligence and Data
Analytics Tools

PSCR

OthersPSC Recruitment

National
Information
Hub [NIH]

INRS

Immigration

Bru-HIMS
Healthi-Learn

Training & Development- 16 -

Information shared to SSM[upon approval from perspective
data owner / agencies]CAMBODIAMr. CHHUN Socheat
Director General, General Department of Civil Service
Policy, Ministry of Civil Service- 17 -

INTERNATIONAL SYMPOSIUM“THE FUTURE OF CIVIL SERVICE”
25-28 SEPTEMBER 2023, TOKYO

Cambodian Civil Service

CHHUN SOCHEAT
Director General of Civil Service Policy
Ministry of Civil Service, Cambodia

CAMBODIAN CIVILSERVICE SYSTEM
AT A GLANCE

Initiatives

Challenges

Overview2- 18 -

3

4- 19 -

Peace&Stability

Nation Building andDevelopment❖Reached Lower middle-income status
in 2015❖Upper middle-income status by 2030

❖High-income status by 2050
5

Total Population : 16 Millions
Younger population is around 60%

Number of Civil Service Employee:
220,000 (exclude Police & Military personnel)▪ National Level Employee : 170,000▪ Local Level Employee : 50,000
6- 20 -

Diversity, Equity and Inclusionin the Civil Service✓Tribe members✓Muslim members✓Women (gender task force to support
women employees in all Ministries)✓Handicapped

Equal Opportunity

MINISTRY OF
CIVIL SERVICE

7➢ Lead, manage and develop thecivil service of Cambodia➢ Lead the administration reform
program of the government
3 PILLARS OF ADMIN REFORM
PROGRAM
1. Human resource development
2. Remuneration system improvement and3. Improve the public service delivery
8- 21 -

910- 22 -

OF FUTURE CIVIL SERVICE

1-Recruitment in the Civil Service
Current Practice
Recruitment practiceconducted several times per
year and managed byindividual Ministry anddifferent procedures.

Career System: All civil
service employee stays inthe service until retirement(different from Employment
system where employee stayby the contract period)
Consider the hybrid system
which mix the Career Sytem
and the Employment System

Challenging in attracting
young talents into theservice12- 23 -

Some main Improvement initiatives for our Future Civil Service❑ Create one national establishment to lead and manage thewhole recruitment system and mechanism.
❑ Conduct one national examination only per year
❑ Strengthen the Human Resource Planning (annually andmedium term plan ahead)❑ Improve laws and regulations related to HRM and recruitment

13

2-Enhancing Productivity in the
Civil Service
Some main Improvement initiatives for our Future Civil Service❑ Improve our Civil Service Law in response to the current
development❑ Improve the organizational structure of the national institutions❑ Enhance the power delegation to guarantee the effectiveness oftechnical levels in leading and managing the HR, budget,
workplans and agreement indicators in the organization.
❑ Create the Standard Operating Procedure (SOP) for each ministry.
14- 24 -

2-Enhancing Productivity in the
Civil Service
Some main Improvement initiatives for our Future Civil Service❑ Promote competitiveness in the competition to be Model Leader,and Model Institution❑ Increase employee motivation❖ Non-monetary Motivation➢ Verbal and non-verbal appreciation➢ Improve working environment (Office = Second Home)➢ Provide Mental Support➢ Provide Coaching, trainings❖ Monetary Motivation➢ Performance Indicators Achieved➢ Project based➢ Salary increment

15

Thank You16

- 25 -

INDONESIA

Dr. Bima Haria Wibisana
Expert Level (Policy Analyst), Directorate for Civil
Service Performance, National Civil Service Agency- 27 -

Challenges inIndonesia’s
Bureaucratic

TOPICSPROGRESS AND FUTURE

INDONESIA STATE CIVIL APPARATUS

TRANSFORMATIONTALENT
MANAGEMENTRECRUITMENT &SELECTIONSYSTEM
INFORMATION&FLEXIBLE
WORKINGARRANGEMENTSTATISTIC

2- 28 -

1

STATISTIC

4- 29 -KALIMANTANSULAWESI

Number o f Civ il S e rvants: 362 .214
Number o f L ab or F o rc es: 1 2 .164.771
Po p ulation: 1 7.052.200

TOTAL NUMBER OF CIVIL SERVANTS

Number o f Civ il S e rvants: 52 8 .340
Number o f L ab or F o rc es: 1 5.145.281
Po p ulation: 2 0.304.400

MALUKU
Number o f Civ il S e rvants: 1 1 4 .230
Number o f L ab or F o rc es: 2 .265.812
Po p ulation: 3.2 01.000

SUMATERA
Number o f Civ il S e rvants: 1 .085.042
Number o f L ab or F o rces: 4 4 .715.370
Po p ulation: 59.977.300

PAPUA & WEST PAPUA

JAVA
Number of Civ il Servants: 1 .694.327
Number o f L ab or F o rc es: 1 1 9.797.099
Po p ulation: 1 54 .282.100

BALI, NTT, NTB
Number o f Civ il S e rvants: 305.998
Number o f L ab or F o rc es: 1 1 .527.078
Po p ulation: 1 5.355.100

Number o f Civ il S e rvants: 1 64 .312
Number of L ab or Forces: 2 .635.926
Po p ulation: 5.601 .900

Source: NCSA and CBS 2022
5

2

TRANSFORMATION- 30 -

WORLD CLASS BUREAUCRACY
Governance2010-2014
Rule
Based
Bureaucracy•

2014-20192019-2024

Dynamic
Governance

Performance
Based
Bureaucracy

World Class
Bureucracy

•

•

•

•

7

• Have courage, creativity,
innovation, never give up, and be
smart in capturing and creating
opportunities as well as being
responsible• Ability to think about the future ofmany people, the lives of many
people, the welfare of society andhow to help those in need

• Faster in keeping abreast ofinternational developments
then be applied in bureaucratic
improvements• Easy interact with foreign
speakers and be able to convey
and/or absorb ideas

Strengthening Civil Servant's Characters• Strive to protect and maintain the integrity of theunitary state of the Republic of Indonesia• Implementing policies and professional public
services• Enhance their roles as the ones who strengthen
the unity and integrity, safeguard the Unitary
State of the Republic of Indonesia, the 1945
Constitution, and the national motto “Bhinneka
Tunggal Ika” (Unity in Diversity)• Create a more transparent andaccountable bureaucracy

SMART CIVIL STATE APPARATUS• Create a clean government that is freefrom corruption, collusion andnepotism• Able to prepare and participate in thephenomenon of global life as part ofworld citizens (global citizenship)• Encouraged digitally to makesustainable breakthroughs
and innovations, as well as tochange their mindset andways of work.

• Have the provision of knowledge,
attitudes and values, as well as global
social activities tha can keep up with therapid changes in life

• Apply e-government toincrease the speed andcredibility of services• Implementing ASN Core Value"BerAKHLAK"• Provide various public services
needed by the community,
including services in the form of
regulations or other services tomeet community needs

Build and maintain relationships
with other people ororganizations that have a positive
influence on professional andpersonal success.

8- 31 -

Managementof Civil State
Apparatus

Innovation in
Career Pattern;
TalentManagement;
National Talent
Pool

Building Future
Apparatus
Bureaucratic
ReformInstitutional
GovernancePublicServices

Improvement in
Bureaucratic
Reform > more
substantive andPerformanceorientedIntegrated
Electronic
Government
System among
Central and Local
Government• Public Services
are oriented
towards
society’s
satisfaction• Public Services
that increase theease of doing
business
9

3

TALENT
MANAGEMENT- 32 -

(SOURCE: MINISTRY OF ADMINISTRATIVE AND
BUREUCRATIC REFORM, 2020)

National Talent Management(BUSINESS STRATEGIES & OBJECTIVESNOW AND IN THE FUTURE)

12- 33 -REGULATION MINISTER OF MABR NUMBER 40 of 2018 CONCERNING MERIT SYSTEM GUIDELINES

Talent Management Cycle

13

Integrated Talent Management14- 34 -

Regulations change frequently

Perceptions discrepancies about talent management

The urgency of talent management has not translated
into priorities in almost all government institutions.

There are conflicts of interest in appoinment or positionfilling processes

15

4

RECRUITMENT&
SELECTION- 35 -

Recruitment and Selection
system for new civil servant
candidates (CPNS) in Indonesia
Computer Assisted Tes (CAT)CAT is a series of test methods carried out with the computer system to measure
the competence of the test takers

Current System

In the Past
• paper-based test
• long-standing manual testing system• venue• transparency, accountability - createdrampant opportunities for corruption• Computer Assisted Test
• Transparent processes• The database of questions is tightly
controlled• Real-time live score for public to improvetransparency and accountability• Integrated IT system• Collaboration among ministries and agencies• )NWJHYWJXZQY4SQNSJ
4YMJW5ZWUTXJX• (TRUJYJSH^9JXY• /TG8JQJHYNTS• 5WTRTYNTS9JXY• *RUQT^JJ2FUUNSL• 8JQJHYNTS9JXYTK8YFYJ4KKNHNFQ
8HMTTQ• 15)5 .SITSJXNF*SIT\RJSY+ZSIXKTW*IZHFYNTS8HMTQFWXMNU8JQJHYNTS

172014 - ASEAN Public Sector
Organization of the Year,
Asia Pacific Future Gov Awards

2018 - Indonesia's Representation in Civil Service
Management Category,World Bank Global Report
CAT BKN is considered to a significant contribution to the public sector,
especially in increasing transparency and accountability in the Civil
Servant Candidates (CPNS) Recruitment system.
18- 36 -

5

SYSTEM INFORMATION&FLEXIBLE WORKINGARRANGEMENT

Civil Services Digital Management20- 37 -

WORK CULTURE CHANGE• Regulations/Policies• Strategies• Mechanisms/Procedures• Selection

MONITORING

INCREASINGREQUIREMENT
Information Technology
Infrastructure• Flexible time and place• Work-Life Balance• Added value for family• Personal satisfaction

Digital Platform
Artificial Intelligence- 38 -

T
A
R
G
E
T

P
E
R
F
O
R
M
A
N
C
E

EVALUATION

21

LAO PDR

Mr. Singthavone DALAVONG
Director General, Civil Service Management,
Ministry of Home Affairs- 39 -

The Future of Civil Service of Lao PDR
Presented by Singthavone DALAVONG (Mr)
Director General of Civil Service Management
Ministry of Home Affairs of Lao PDRThis presentation uses a free template provided by FPPT.com
www.free-power-point-templates.com

Content• Overview of Civil Service Management• Strategic of Civil Service Management to 2030
• Technology and Digital Transformation• Major Challenges and Opportunities

This presentation uses a free template provided by FPPT.com
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Overview of Civil Service Management

 In 1993- Decree No. 171 / PM (1993) on the civil servant regulations of Lao PDR;
- Decree No. 172 / PM (1993) on the composition of grades and levels ofcivil servants;- Decree No. 173 / PM (1993) on the determination of the civil
administrative positions of Lao PDR.
 In 2003- Decree No. 82 / PM (2003) on the regulations of the civil service
administration of Lao PDR; In 2016- Law on Civil Service, No. 74 / NA, (2015)
This presentation uses a free template provided by FPPT.com
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Organizations in charge of Civil Service Management

Government

Central Committee for Organization
and Personnel

Ministry of Home Affairs- Deputy Director General;- Director of Division;- Technical Civil Servant;- Supporting Staffs- President of Lao PDR;
- President of the National Assembly- Prime Minister;- Minister, Vice Minister;- Director General.
This presentation uses a free template provided by FPPT.com
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This presentation uses a free template provided by FPPT.com
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Ratio of Civil Servant in 2022
Classified by Administrative Level
Central level

Total: 175.058 (83.066 Female)

Provincial
15%

Central level: 25.439
Provincial level: 35.913
District level: 113.706

20%
65%

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DistrictStrategic of Civil Service Management to 2030

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09. International
Cooperation

1. Laws & Legislation

02. Workforce Planning

08. Environmental Friendly &Safe Working Condition

07. Diversity & Inclusion

Strategy on
Civil Service
Management
to 2030

03. Performance
Management
System

04. Training &Development

06. Technology &Digitalization

05. Compensation &BenefitThis presentation uses a free template provided by FPPT.com
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Strategy on Civil Service Management to 2030
Work Plan 6: Enhancing HR Technology & Digitalization
Goal:• Formulate the policies on HR technology and digitalization;• Develop the current PIMS to HRMIS which is more effective and sustainable;• Develop communication tools or platform that is more secured and advanced in the public sectors;• Synchronize all HR system of the line ministries to PIMS (HRMIS).
• Roll-out PIMS (HRMIS) to all public organizations nationwide.

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HR Technology &Digital Transformation

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Technology and Digital Transformation
First launched in2016

Personnel Information Management System (PIMS)(PIMS Assessment& New Platform Design)2026

Launch the new platform & application

Human Resource Management Information System (HRMIS)This presentation uses a free template provided by FPPT.com
www.free-power-point-templates.com

Personnel
Information
Management
System(PIMS)• Workforce Planning• Civil servant profile & information• Recruitment• Promotion & Grade/Step Advancement• Leaves & Vacation• Record of Disciplinary Action• Termination of Services• Compensation & Remuneration• PayrollThis presentation uses a free template provided by FPPT.com
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Human Resource Management Information System (HRMIS)HRMIS systems focus on managing the full lifecycle of an employee from entry to exit. PIMS
has limited or nonexistent functionality in key areas such as recruitment, performanceappraisal, training, employee self-service, among others.
Improves work efficiency through automation of the HR management processes, supports HR
planning and right sizing through a precise register of public sector employees, reduces costs
related to management of employees and preparation of payrolls, provides accurate, timely,
real -time information for reporting and analysis.
Modern HRMIS Solution are not only systems of record, but also systems of engagement,
analytics and innovation. PIMS architecture cannot be extended to meet these demands.
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Human Resource Management Information
System (HRMIS)
Overview of HRMIS functions:• Recruitment and onboarding;• Personal Management (HRdatabase);• Workforce movement• Payroll;• Performance Appraisal andTraining;• Leave, absence andtermination management.
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Major Challenges and Opportunities

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Attracting
TalentImprove
Employee
Engagement

EnsureEmployee
Wellness

ChangeManagement

Major Challenges of
Future Civil Service

ManageDiversity

Adapting To
A Hybrid
Work Model

TalentRetention

Build A
Culture Of
Learning

Developing
LeadershipThis presentation uses a free template provided by FPPT.com
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Work-life balance andwell-being

Flexible Working Hourand condition (Hybrid
Work Model)

Leadership andownership

Increased Employee
Engagement

Opportunities for
Future Civil Service

Sustainable Human
Resource
Management

Open Competition &opportunity for wellqualified workers

Global digitalization ofwork and labor
platforms
Career path &Professional
Development

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ありがとう

ຂອບໃຈ

Cảm ơnអរគុណ Terima kasih Salamat PO- 48 -

ขอบคุณ

MALAYSIA

Dr. Alauddin bin Sidal
Director, National Institute of Public Administration,
Public Service Department of Malaysia- 49 -

PUBLIC SERVICE DEPARTMENTNATIONAL INSTITUTE OF PUBLIC ADMINISTRATION

G.R.E.A.T : THE CATALYST OF NEW NORM
MALAYSIAN PUBLIC SECTORPUBLIC SERVICEAT A GLANCE- 50 -

PROFILE OF THE MALAYSIAN CIVIL SERVANTS (As of 31 December 2022)
SCHEME OF SERVICE

01

FEDERAL AGENCIES

02

STATE AGENCIES

03

04
05

160
(18.02%)396(44.59%)POLICE
FORCE

Public Sector
Agencies(7.5%)ARMED
FORCES

888(8.8%)A G E N C I E SEDUCATION

04(30.0%)HEALTH(15.4%)SECTORFEDERAL STATUTORYBODIES84(9.46%)

STATE STATUTORYBODIES

102(11.49%)GENERALADMINISTRATION

01 (4.3%)

04 (4.5%)02 (22.4%)

05 (56.3%)

INFRASTRUCTURE

SOCIALSECURITYLOCAL AUTHORITIES

146(16.44%)OTHERS(38.4%)

STATE GOVERNMENTADMINISTRATION

03 (2.6%)

06 (9.9%)

ECONOMY- 51 -GLOBAL ISSUES & IMPLICATIONS

Source: ADAPT, Five urgent global issues and implications, PwC, May 2020

Civil servants should
diligently perform theirduties by focusing on successAn accountable
government is
responsible to thepeople it governs

Good
GovernanceTenacity of
PurposeAccountability

THE
G.R.E.A.T.
CIVIL
SERVICEThe governance implemented by civil
servants is guided by rules andprocedures that are enacted taking
into account the advice/feedback
from stakeholders.

Responsible

Empathy• Frontline services become the image of the public service machinery• Positioning ourselves as a customer or service recipient- 52 -• Leadership is a major
contributor to theachievement oforganisational goals• Sense of urgency makes
us see something asimportant and solve it
immediately

1.GOOD GOVERNANCE:

Collaborative Governance in Public Sector

Collaboration is more than one
party within the public sector orwithin and beyond the public This is a sample text. Insert your desired text
sector working together in the here. This is a sample text. Insert yourareas of policy development, desired text here. This is a sample text. This
service design, or service delivery. is a sample text. Insert your desired text
here.

Source: Collaboration Review, Public Service Commission, NSW Government (2017)

2.RESPONSIBLE:COACHING in creating a responsible workforce

Source: International Coaching Conference Kuala Lumpur 2023

- 53 -

3.EMPATHY:

Win the Battle for the Best and Brightest Young Talent01

Create An Ecosystem
Focused On ValueFor Your People And
Organisation

02

Rehumanising
Leadership03

Reskill And Upskill
Young Talents

This is a sample text. Insert your desired text
here. This is a sample text. Insert yourdesired text here. This is a sample text. Thisis a sample text. Insert your desired text
here. Working
Borderless
Positive Workplace

04

05

Environment

Culture4. ACCOUNTABILITY:

Rebranding Public Sector: Can Make A Real Difference

02

01

DIVERSITY AND
INCLUSION

04

REWARDING
EXPERIENCE

03- 54 -

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WORK LIFE
BALANCE
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here.

5.TENACITY OF PURPOSE:

Digital Government Competency Development
BeforeCovid19

The Need For
Accelerated
DigitalTransformation
After
Covid19

TOP PRIORITIES• Performance Management• Continuous Learning• Digital Transformation

TOP PRIORITIES• Digital Transformation• Employee Well Being• Remote Work Transition- 55 -

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THE PHILIPPINES

Ms. Aileen Lourdes A. LIZADA
Commissioner, Civil Service Commission- 57 -

“The Future of Philippine Civil Service”

The Philippines Country Paper Presentation

Commissioner Aileen Lourdes A. Lizada
26 September 2023

PCSC Transformational Journey
AMBISYON 2040
the Philippines’ 25-year plan towards achievinga stable, comfortable, and secure life for
Filipinos- 58 -

Philippine Civil Service Commission

4 Priority Digitalization Programs
1.
2.

3.
4.

Online Examinations
Appointments Processing;
Learning and Development; and,
Administrative and Quasi-Judicial System- 59 -

Online Examination
Presently
Pen-and-Paper Test (PPT) = 650,000 examinees
Computer Examination(COMEX)= 12,000 examinees

Online Examination
Challenges to Civil Service Examinations:
➢

➢
➢
➢

Test Venues
Limited number of test invigilators/administrators
Examination Process
Limitations in resources and infrastructure- 60 -

Online Examination
The Future of PCSC Examinations
CSC Digital
Examinations

Review the
Civil Service
Examination
Policies andPractices

Appointments Processing••

PCSC reviews thousands of Appointments ingovernment service to make sure that the appointee
meets all the requirements of the position.
The process of reviewing and validating appointmentsof government workers is a tedious and paper-heavy
task undertaken in the PCSC Field Offices- 61 -

Appointments Processing
The Future of Appointments Processing

:

OAPS

Online Appointment Processing System✓ Whole of government Human Resource Integrated System (HRIS)✓ Deliver data that will drive important decisions of CSC and othergovernment and non-government stakeholders✓ Reduce the time needed by the CSC Field and Regional Offices toanalyze HR Data

Learning and Development- 62 -

Learning and Development
The Future of Learning and Development

Employees trained
from 10,268 in 2019
to 30,428 in 2021

In the next six years, the
PCSC aims to facilitate thedevelopment of future-readycivil
servants
through
structured L&D Interventions
for government officials andemployees with emphasis onthefollowing
key
competencies:

Learning and Development
In the long term, the PCSC aims to conduct smart-gap
analysis where the CSI will be able to determine theagency and employee needs.
This proactive approach to career planning will further
address competency gaps to address the needed
qualifications of civil servants.

- 63 -

Administrative andQuasi-Judicial System
The PCSC is looking to createtechnology enabled platforms toempowers civil servants tohandle HR-related transactions
by themselves, thus allowing
agency HRs to focus on morestrategic endeavors

Administrative andQuasi-Judicial System
The PCSC also looks into:✓ Improving its policies, processes andsystems related to the exercise of its quasijudicial function.
✓ Help manage the number of cases filed
before it✓ Develop platforms where it can constantly
evaluate and examine the sources ofadministrative cases so that these can bepromptly addressed and thereby preventing
the increase in the number of cases.

- 64 -

Administrative andQuasi-Judicial System
The Commission shall likewise ensure the promulgationof unequivocal policies on human resource actions andqualification standards to ensure that all cases relative
to appointments processing are resolved at the level of
its Regional Offices to so that these would no longer beelevated to the Commission Proper.

AMBISYON
2040

E-learning
Innovation
OnlineEducation

The Journeyof the PCSC

Systems
Development
Systems
UpgradePrePandemic
System- 65 -

Post
Pandemic
Digitalization
Pandemic
Adjustments
And
Developments

Thank you!
Commissioner Aileen Lourdes A. Lizada
Philippine Civil Service Commission
Date: 26 September 2023

- 66 -

SINGAPORE

Mr. Christopher PRAGASAM
Director, Leadership Development and International
Relations, Public Service Division- 67 -

Leadership Development in the Singapore Public Service
By Mr Christopher Pragasam
Director (Leadership Development & International Relations)

About the Singapore Public Service~150,000 officers© Public Service Division

16 Ministries, and>50 Statutory Boards

RESTRICTED (SENSITIVE NORMAL)- 68 -

6.2% of Resident
Labour Force2

PSD’s Vision and Values
PSD Vision

A first-class Public Service for a successful and vibrant Singapore
PSD stewards One Trusted Public Service by:

PSD
MissionDeveloping
StrongLeaders

Building
Future-Ready
Organisations

PromotingGood Governance

Developing
Engaged
Officers

To deliver excellent public services and enable effective government

PSD
Core
Values© Public Service Division

People, Our Pride | Integrity, Our Core
Service, Our Pledge | Excellence, Our Quest
3

RESTRICTED (SENSITIVE NORMAL)Key Challenge:
How can we develop
our leaders to deliver
outcomes for today
and innovate fortomorrow?

- 69 -

Our Operating Environment is Changing
Pandemic “New Normal”

Economic Uncertainty

Changing Social Expectations

Longer-term Trends

5

Implications on Leadership Development

Diversityfor
Resilience

From‘Governing For’to ‘GoverningWith’- 70 -

Right
Competencies &EthosDiversity for Resilience
Facilitating movement of talentacross public-people-private sectors
More rounded exposure forleaders in the pipeline
Support effective leadership
teaming

Diverse Leadership
Strengthening the skills of our leadership corps by developing functional and sectoralleadership capabilities.
Public Service Leadership Programme (Sectoral Phase)

EconomyBuilding

Functional Leadership Capabilities

Functional Area

2

Public Communications

4

Finance

6Service Delivery

1

Infrastructure& Environment

SocialS/N

3

Security

5
7

Central Administration

8

Information and Communications Technology & Smart Systems(ICT&SS)

910

ICT&SS

Human Resource
Procurement

Science, Tech & Engineering
Smart Regulation

Partnership & Engagement

Sentiments & Behavioural Research
8

Confidential- 71 -

From Governing For to Governing With
Public Service leaders must move from doing for our people, to doing with ourpeople. By taking a Whole-of-nation approach, and tapping on the wider collective of
public, private and people sectors.

9

Right Competencies and Ethos

Competency-Based
Development

10- 72 -

Competencies needed to manage different demands
We have Leadership Competency Frameworks that provide clarity on effective
leadership behaviours. This helps leaders manage across different demands.

Excellence &Innovation

Internal &External
Stakeholders

Agency &Collective

Managing across different demands
11

A. Competencies
for Effective
Leadership
Strengthening
Competencies
through
Self-AwarenessIn addition to building competencies through frameworks, leaders also need to beaware of the levels of competencies. Feedback is crucial in raising awareness.
• 360◦ tool allows leaders to gain self-awareness through feedback• Facilitates the identification of upskilling opportunities• Guides career management and leadership appointment decisions

12- 73 -

A. Competencies
Effective
Leadership
Data-Driven
approach for for
Individual
Leadership
Development
Data from the 360◦ Tool and Frameworks will inform leaders’ strengths and growthareas. This will guide decisions on leadership deployment and development which isanchored on a 70-20-10 model.

20% Relationships

70% Experience
Experiential learning:– Projects/Assignments– Deployment to other roles
within the Public Service

70-20-10
Model

Social learning:– Coaching– Mentoring– Interaction with others(e.g. communities ofpractice, engagement
events)10% Formal Training
Formal, directed learning throughstructured courses or programmes
13

A. Competencies
forTeam
Effective
Leadership
Data-Driven
approach for
Leadership
Development
Data analytics will also be used to inform team’s collective competencies andguide interventions to boost effectiveness.

Aggregated 360 reports: to provide agencies with an overview of thecollective competency strengths and growth areas

Leadership Team Effectiveness: Tapping on the data to develop adiagnostic tool for senior leadership teams that will guide interventions

14- 74 -

A. Competencies for Effective Leadership
Leadership Development is a Shared Responsibility
Finally, leadership development is a collective effort. We need to foster shared
responsibility for leadership development. We will equip them to do so, in areas suchas:Strengthening
Mentoring Skills
Early career stages:- Give and receive
feedback to enhancelearning

Take on supervisory roles:- Mentor and coachothers

Sharing Insights withleadership community
Formats include:
Fireside Chats

Learning Circles (by theme)
Develop Case Studies
Programme Mentors

Refining Milestone
programmes
Identify growth areas of leaders throughaggregated 360 data
Refining milestone programmes toprovide directed development:

Exercising collective leadership
Building social capital
Leading organizationaltransformation

15

Thank you!

- 75 -

THAILAND

Dr. Pipawin LEESAMPHANDH
Director, Public Sector HR Data Analytics Unit,
Office of the Civil Service Commission- 77 -

THAILAND’S
6.53 SERVICE
CIVILHuman Resource Management

CIVIL SERVANTS
Ordinary Civil Servants

423,508

Teachers

421,933

Police Officials

218,762

Sub-district Administration Organization Officials

82,995

Ordinary municipal Officials

71,013

Municipal Teachers

55,741

Bangkok Metropolitan Officials

34,113Autonomous organization Offiicials

24,848Provincial Administration organization Officials

18,228

University Officials

11,192

Judges5,159

Public Prosecutors

4,224

Ligislative body Officials

3,149
0

50000

100000150000P r elimi n ar y Data (FFi s c al year 2022)

2000002500003000003500004000004500002- 78 -

ORDINARY CIVIL SERVANTS
19 Ministries
423,508 Civil Servants
85% has bachelor degree or above
Female VS Male70 : 30

Ministry of
Public Health58%

Ministry ofInterior

9%

Ministry ofAgriculture

8%

Prelimin ar y Data (FFi s c al year 2022)

3

ORDINARY CIVIL SERVANTS
7,860, 2%

196,167, 46%

34,254, 8%

Average
Age : 42
185,227, 44%

BoomerGen X

Millennials

P r elimi n ar y Data (FFi s c al year 2022)

Gen Z

4

- 79 -OUR JOURNEY
Merit System
The first “Civil Service Act”

Patronage System

B.E. 2471(1928)

Position Classification

B.E. 2518(1975)

B.E. 2551(2008)“The Futureof Civil Service”

Performance/Competency
Good Governance5

KEY PRINCIPLES
Civil Service Act B.E. 2551 (2008)

MANAGING WORK
(Section 34)

MANAGEING SELF
(Section 78)

MANAGING PEOPLE(Section 42)

The Organization of civil service
officials shall be undertakenwith a view to the result-based
outcome, efficiency and goodvalue in the discharge of State
functions, and to make officials
perform their duties with quality
and virtuously and have a goodquality of life.

…uphold the ethics of officials…, in particular with respect toinsistence on taking the correct
Action, honesty andresponsibility, transparent andaccountable performance,
against unfair discrimination,
result based determination.

… instatement & appointment to a position
shall take into account the knowledge andcompetence of persons, equality, fairness…

HRM without unfair discrimination…
the consideration of merit, promotions andconferment of other benefits to officials must
be carried out fairly… disciplinary
proceedings must be carried out justly andwithout prejudice …

6- 80 -OUR EXPERIENCES‘PAIN POINTS IN THE ECOSYSTEM OF THE CIVIL SERVICE EMPLOYMENT’
Pain points detected

Well-being

Attraction

Pain points detected

Pain points detected
Compensation

Coaching/training

Recruitment& Selection
Pain points detected
Retention
8- 81 -

9

9

ENGAGEMENT SURVEY
Average 78.70%

81.76%

79.49%

76.76%

BoomerGen X

Millennials

Job Security
Work
Team

86.29%
80.83%
81.73%

Job Security 83.99%
Work
79.17%
Team
79.23%

Job Security 82.37%
Team
79.02%
Organization* 76.48%

75.26%Gen Z
Job Security
Team
Organization*

82.57%
80.49%
77.18%*Organizational Factors include branding, goal, responding to citizen’s needs, transparency, fairness, and support from personnel unit.
10

Source: OCSC Engagement Survey 2022

- 82 -

KEY POINTS FOR IMPROVEMENT

1

2

3

Autonomyat work

HR UnitCompetency

Career Path
Development

My Work

My Agency

Growth Opportunity

11

SECURING TALENTS IN THE THAI CIVIL SERVICE- Attracting and- Maximizing competenciesof high potentials

retraining highpotentials- Continuously develop andprepare them for high-ranking
positions- Providing government

agencies with effective
talent management tools

Benefits of“TALENT MANAGEMENT”
Individual
level

Organizational
level

Civil Service
level

Performanceand Potential

Talents=
the biggest sourceof competitive
advantage

Talent andSuccessor
Inventory- 83 -

1212

We attract, develop, and retain talents through these programs and approaches…
Attract“outsider talents”: attract talents to serve the civil service▪ Thai government scholarshipArea - based scholarship
Function - based scholarship
Strategic - based scholarship

WHO ARE TALENTS?
1 . T ha igovernment
scholarship
recipients

2. Public
Serviceexecutive
development
program:
P SE D3 . HiPPS(H i g h
Performanceand Potential
System)4. N W L(New Wave
Leadership
Development
Program)King’s scholarship

5 . P W ST
(Policy
Work/Study
Team):
Strategist
Development
Programallocated upon
government
agencies’
requirement▪ Public Service Executive Development program: PSED
select Master and Ph.D. graduates who are highly capable of being change agent to join thecivil service

Select, develop,
motivate andretain: select government officials who are high potentials“insider talents”▪ HiPPS (High Performance and Potential System)▪ NWL (New Wave Leadership Development Program)▪ PWST (Policy Work/Study Team): Strategist Development Program

13

Terms and conditions of scholarship

Pay and remuneration scheme in the civil
service

CHALLENGES IN

Career path and promotion system

SECURING YOUNGTALENTS

Working conditions

Social structure / Generation

14- 84 -

HRM CHALLENGES“A new challenge is to design fair HR systems under
decentralized and individualized conditions”❑ destandardisation and flexibilization of working time
❑ destandardization and individualisation in pay❑ destandardisation of recruitment methods andprocedures❑ destandardisation and individualisation of training,❑ destandardisation and individualisation of skill
development and competency management policies,❑ flexibilisation of retirement policies and retirementages❑ flexibilisation of contracts and employment policies❑ introduction of diversity policies,❑ decentralisation of HR competences to line managers
Christoph Demmke, “Reform trends and the future of civil services and HRM in Europe”, IGPDE Editions
publications (https://www.economie.gouv.fr/igpde-editions-publications/comparative-analysis_n3)
15“Countries may survive without
government but not without public
administration”

Christoph Demmke

16- 85 -

VIET NAM

Mr. CHU Tuan Tu
Director General, Department of International
Cooperation, Ministry of Home Affairs- 87 -

MEASUREMENT OF CITIZEN SATISFACTION WITH
PUBLIC ADMINISTRATIVE SERVICESIN VIETNAM(SIPAS)

Ministry of Home Affairs, Vietnam9/2023

VIETNAMESE GOVERNMENT REQUIREMENTS

2011
2012
2015

The Government of Vietnam's Master Program for Public Administrative Reform
between 2011 and 2020 (Resolution No 30c/NQ-CP) has set a goal to achieve
over 80% satisfaction levels from citizens and organizations regarding stateadministrative agencies' services by the year 2020. Additionally, Resolution No
30c/NQ-CP highlights that enhancing the quality of public administrative services
is a fundamental objective of state administrative reform.
The Ministry of Home Affairs (MOHA), as a Government’s permanent agency for
public administrative reform, was tasked by the Government to create andexecute a project aimed at measuring the satisfaction of citizens with the public
service provided by state administrative agencies.
MOHA worked with international and domestic experts, organizations, andrepresentatives from different government agencies, provinces, and cities toresearch and implement a method for measuring people's satisfaction with stateadministrative services.
In 2015, MOHA officially conducted the measurement of citizen satisfaction withpublic administrative services.
Ministry of Home Affairs- 88 -

VIETNAMESE GOVERNMENT REQUIREMENTS

2021

The Vietnamese Government's Master Program for Public Administrative Reformfrom 2021 to 2030 (Resolution No 76/NQ-CP) aims to establish a service-oriented
administration that prioritizes the satisfaction of the people and businesses. Thismeans putting people and businesses at the center of the government's focus andmeasuring the quality of service provided by state administrative agencies at alllevels based on citizen satisfaction. One of the key objectives of this Master
Program is “At least 90% of citizens are satisfied with public services by the year
2025 and at least 95% by the year 2030”.
MOHA developed and implemented an Information System for evaluating andmeasuring citizen satisfaction with the services provided by state administrative
agencies for the period of 2021 - 2030.

2022

In 2022, MOHA made major changes to the methodology of measuring citizen
satisfaction with public administrative services. The new methodology measured
citizen satisfaction with not only public administrative services but also public
policies.
Ministry of Home Affairs

WHAT IS SIPAS?
The Satisfaction Index of Public Administrative Services (SIPAS) is
used to measure the satisfaction of citizens and organizations withstate administrative agencies' services.
It is an objective measure that reflects the evaluation results ofcitizens and organizations.

By using SIPAS, state administrative agencies can understand therequirements and expectations of citizens and organizations and takemeasures to improve the quality of their service provision, thereby
increasing citizen satisfaction.

Ministry of Home Affairs- 89 -

MEASUREMENT OF CITIZEN SATISFACTION
GOAL:
Our goal is to build Vietnam's administrative system into a service-oriented,
transparent, accountable, professional, and effective administration.
TARGETS:- Develop and apply an index that reflects public opinions, evaluations, satisfaction,needs, and expectations regarding state administrative agency services based on
feedback from the citizens.
- Recognize the deficiencies and limitations of state administrative agency services tothe citizens. Using this information, the government, ministries, departments, andlocal authorities can identify and implement solutions to enhance the quality ofservice provided to the citizens, resulting in greater satisfaction.
- Increase the awareness of civil servants and encourage them to carry out their
public duties by focusing on the needs and satisfaction of the citizens when providing
public services.
- Provide the citizens with opportunities and resources to express their opinions andprovide feedback.

Ministry of Home Affairs

MEASUREMENT OF CITIZEN SATISFACTION
WHO MEASURES?
The Ministry of Home Affairs leads the coordination with various central and local
agencies and organizations to conduct an annual nationwide survey on citizen
satisfaction.
MEASURE WHAT?
- During the 2017-2021 period, the focus was on measuring citizen satisfaction withpublic administrative services provided by local authorities at all levels. This included
services such as granting permits, certificates, and certifications. 16 groups of public
administrative services were selected at the provincial, district, and commune levels
as they were closely related to the people.

- From 2022, measurement of citizen satisfaction has been conducted with specificpublic policy (covering the making and the implementation) and essential public
administrative services (covering the access, the process and the quality).

Ministry of Home Affairs- 90 -

MEASUREMENT OF CITIZEN SATISFACTION

2022

MEASURE WHAT?
➢ There were 08 policy groups selected, including economic development,
medical treatment, general education, social order and safety, road traffic,
domestic electricity, domestic water, and social security.
Contents and criteria for measuring and evaluating citizen satisfaction:
I. Measuring citizen’s opinions and evaluations:
08 groups of criteria:
1. The people's interest in state agency policies.
2. A communication channel to monitor state agency policies.
3. The ability to participate and express opinions to state agencies regarding policies.
4. Considering the challenges and harassment faced by civil servants.
5. Consider situations where individuals have to pay bribes to civil servants to get their work done
outside of regulations.
6. An appropriate form for applications and receiving results.
7. An appropriate approach to policies.
8. Experience in policies and public services.
Ministry of Home Affairs

MEASUREMENT OF CITIZEN SATISFACTION

MEASURE WHAT?

08 policy groups were selected, including economic development, medical
2022 ➢ treatment,
general education, social order and safety, road traffic, domestic
electricity, domestic water, and social security.

Contents and criteria for measuring and evaluating citizen satisfaction:
II. Measuring citizen satisfaction:
09 groups of criteria:
04 groups of criteria for building and organizing the implementation of public policies that are important to people's lives
1. Accountability of state agencies
2. Citizen's opportunity to participate in the process of formulating and implementing policies
3. Policy quality
4. Outcomes and impacts of policies
05 groups of criteria for the provision of public administrative services
5. Access to service
6. Administrative procedures
7. Civil servants directly handle work
8. Service results
9. State agencies receive and handle complaints and recommendations from the citizens

Ministry of Home Affairs- 91 -

MEASUREMENT OF CITIZEN SATISFACTION

2022

MEASURE WHAT?

➢ 08 policy groups were selected, including: economic development, medical
treatment, general education, social order and safety, road traffic, domestic
electricity, domestic water, and social security.
Contents and criteria for measuring and evaluating citizen satisfaction:

III. Measuring citizen's needs and expectations:
There are 13 criteria that reflect important aspects of policy development, implementation, andpublic service delivery.

Ministry of Home Affairs

MEASUREMENT OF CITIZEN SATISFACTION

WHAT ARE MEASUREMENT RESULTS?

The measurement result includes indicators that reflect citizens’ perception,assessment, satisfaction level, needs, and expectations of policies and services ofstate administrative agencies.
HOW IS THE SURVEY SUPERVISED AND RECHECKED?

The Ministry of Home Affairs collaborates with socio-political organizations to
conduct surveys and verify information through phone calls (at least 20% of
respondent citizens).

Ministry of Home Affairs- 92 -

MEASUREMENT OF CITIZEN SATISFACTION
HOW DO CITIZENS JOIN THE SURVEY?
-

The measurement is conducted once every year. The datacollection is done through a multi-stage random sampling survey.

-

Each year, a random selection of 36,630 people is made from1,150 commune-level administrative-territorial units (in total
10,599 units) including townlets, urban wards, and communes.
These units are part of 384 district-level administrative-territorial
units (in total 705 units), consisting of cities, towns, urban districts,
and rural districts, chosen to represent 58 provinces and 5 central
affiliated cities in the country. The survey questionnaires collectedeach year yield a high response rate ranging from 95-98%.

-

Surveyors are postmen from Vietnam Post who distribute survey
questionnaires to every household under contract with MOHA.

Ministry of Home Affairs

SIPAS 2017 - 2022: NEARLY 220,000 PEOPLE JOIN THE SURVEY

63/63

CITIES & PROVINCES

Vietnamese
Fatherland
Front

Vietnam
Veterans
Association

384/713

DISTRICT-LEVELADMINISTRATIVETERRITORIAL
UNITS

1.150/11.160

COMMUNE-LEVELADMINISTRATIVETERRITORIAL UNITS

Ministry of Home Affairs- 93 -

MEASUREMENT OF CITIZEN SATISFACTION
MEASUREMENT RESULTS❖ Each year, the SIPAS index is created by analyzing and combining
survey results from 37 indicators related to opinions and assessments,
45 indicators related to satisfaction, and 10 indicators related to theneeds and expectations of the citizens.
❖ In addition to the SIPAS index reflecting national survey results, 63
provinces and cities have their own indicators reflecting local survey
and evaluation results.
❖ The Prime Minister has officially announced the SIPAS index for theyear to central agencies, local authorities, and the public.

SIPAS

Ministry of Home Affairs

MEASUREMENT OF CITIZEN SATISFACTIONRESULTS FROM 2017 TO 2020

2017

2019

2018

2020

≥ 90%
85%- 90%80%- 85%≤ 80%

Ministry of Home Affairs- 94 -

MEASUREMENT OF CITIZEN SATISFACTIONRESULTS FROM 2011 TO 2022

2021

≥ 90%

2022

≥ 85%

85%- 90%80%- 85%

80%- 85%75%- 80%≤ 80%

70%-75%

Ministry of Home Affairs

MEASUREMENT OF CITIZEN SATISFACTIONRESULTS FROM 2017 TO 2021

Ministry of Home Affairs- 95 -

SIPAS 2022

17

SIPAS 202218

- 96 -IMPACTS OF MEASUREMENT OF CITIZEN SATISFACTION-

The SIPAS index is a quantitative tool used by leaders in the
Party, National Assembly, and Government to guide and operate
public administration reform.

-

The leaders of the People's Committees in provinces and cities
are aware of the strengths and weaknesses of their localities.
They analyze and evaluate the SIPAS Index, identify the
responsibilities of relevant state agencies and their leaders,
identify the causes of issues, and implement specific solutions toimprove service quality and satisfaction for the citizens.

-

The Public Administration Service Centers, as well as theReceiving and Returning Results Departments (One-Stop
Shops) in many provinces and cities, have carried out theirduties with a focus on satisfying the needs of the citizens. They
have made it a priority to measure the quality of theiradministrative procedures based on the satisfaction of thosethey serve, always keeping people at the center of their service.
Ministry of Home Affairs

IMPACTS OF MEASUREMENT OF CITIZEN SATISFACTION-

The SIPAS index empowers citizens to express their emotions, requirements,and expectations and evaluate the service quality of state administrative
agencies. By providing feedback, citizens assist authorities and administrative
agencies at all levels in identifying suitable and efficient solutions to enhanceservice quality, prioritizing people's welfare and satisfaction.

-

Local governments in various provinces and cities are utilizing the satisfaction
measurement approach provided by the Ministry of Home Affairs. This method isused to evaluate the quality of public administrative services provided bygovernment agencies at all levels. The aim is to measure citizen satisfaction andevaluate the results of the services within their respective areas.

-

The SIPAS index's annual increase signifies improved public administrativereform and civil service quality.

Ministry of Home Affairs- 97 -

WHAT WILL WE DO?
➢ GOVERNMENT, PRIME MINISTER, GOVERNMENT PUBLICADMINISTRATIVE REFORM STEERING COMMITTEE:- Ensuring that ministries, branches, and localities are able to implementadministrative reform under favorable conditions is a top priority. Striving to
improve the quality of service provided by state administrative agencies tothe citizens, increase their satisfaction, and raise awareness among civil
servants to prioritize the needs of the citizens.
- Press and media agencies should regularly provide information andpropaganda on public administrative reform, improving service quality of stateagencies, and citizen satisfaction.
- Ministries, branches, and localities with low citizen satisfaction levels must
improve policies and public administrative services to better serve the people.

Ministry of Home Affairs

WHAT WILL WE DO?
➢ MINISTRY OF HOME AFFAIRS:---

Continue to work with relevant individuals, organizations, and government agencies at
all levels to review, evaluate, adjust, and supplement methods of measuringsatisfaction. This will ensure that the SIPAS Index achieves the government's
objectives and requirements for administrative reform. The SIPAS Index should be
both applicable to domestic practices and aligned with global trends. It should also beeasy and convenient for ministries, sectors, and localities to use when measuring
citizen satisfaction within their scope.
To enhance the implementation of the SIPAS Index, it is recommended to utilize
information technology, enabling citizens from diverse backgrounds and all regions of
the country to easily and promptly participate. This approach will also create a
conducive environment for citizens to evaluate the quality of service offered by stateadministrative agencies.
Continue to work together with central and local agencies, organizations, and massagencies to fully educate and spread awareness about the SIPAS Index to civil
servants at all levels. This will help improve their understanding and actions towards
prioritizing the needs of the citizens and ensuring their satisfaction. It's important toalso educate and inform the citizens about their rights and responsibilities,
encouraging them to actively participate in monitoring and providing feedback to thegovernment and local authorities at all levels.
Ministry of Home Affairs- 98 -

WHAT WILL WE DO?

Promote transparencyof administrative
procedures on
government portals,
including the National
Public Service Portal

Keep finding ways
to improve the onestop-shop process
for handlingadministrative
procedures

Implement digitaltransformation for
e-government anddigital services to best
serve citizens andbusinesses

Enhance theeffectiveness ofmanaging
feedback andrecommendations
from citizens andorganizations

Improve the inspection
and supervision ofadministrative
procedures and ensurethat leaders takeresponsibility forhandling them

Ministry of Home Affairs

Ministry of Home Affairs- 99 -AUSTRALIA

Dr. Nicole STEELE
Assistant Commissioner,
Australian Public Service Commission- 101 -

ASEANInternational Symposium on the Futureof Civil Service
Australian Public Service
Understanding our workforce to prepare it for the future
Dr Nicole Steele

Australian Public Service

Mrs Alysum DoakAcross the region the challenges faced by civil services are
increasing
The global workforce is primed for massive,
permanent change. Automation andadvances in AI continue to push the need tocontinually update business practices. Covid19 has accelerated globalisation, digitalisationand completely transformed the way wework.
Effects of
To face these challenges, civil services must
Covid-19
perform at their best. Thanks to our ASEAN
Digitalisationcolleagues we are being shown many
and advancesin AI
amazing ways civil services are adapting to
Globalisation
challenge and implementing innovative
initiatives and visions for the future.

- 102 -

Ongoingneed toupdatebusinesspractices
and increase
productivity

Increased
need tosupportemployees’
wellbeingAustralian Public Service
Australian Public Service

APS Employee Census - Understanding our workforce, the key topreparing it for the future
At the APS we are committed to building astronger Australian Public Service thatdelivers better outcomes for ourcommunity, acts as a model employer andcontributes to a fairer and more inclusive
Australia.
Our ultimate focus is the Australianpeople. To fulfil the expectations ofAustralians, our workforce needs to beable to quickly adapt, perform at theirbest and sustain performance throughfuture challenges.

The APS Employee Census provides insight into the complex factorsthat empower employees to perform at their best
APS Employee
Census2023 Employee
Census• Annual employee
perception survey• Themes, measures andindices connected by anunderlying framework• Since 2012

• 127,436 responses• across over 100 APS
agencies• 80% response rate

- 103 -

Australian Public Service

Demands and resources - connect, evaluate and understandcomplex civil service administration
The Job Demands and Resources (JD-R)
model1 underlies the APS Employee Census.
The well supported theory proposes that theinteraction between job demands and job
resources explains many work outcomes.
The JD-R enables the APS to evaluate,
analyse and draw insight into the many
complex factors operating within our civil
service

Job demands• High workload• Time pressure• Role ambiguity• Emotional and physicaldemands
Job resources• Visionary andtransformational
leadership• Wellbeing resources• Diversity, equity andinclusion• Digital technology• Flexible work

Jobs Demands Resources model

1. Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job demands‐resources model to predict burnout andperformance. Human Resource Management: Published in Cooperation with the School of Business Administration, The University ofMichigan and in alliance with the Society of Human Resources Management, 43(1), 83-104.

The Jobs Demands Resources model enables insight and evaluationof the complex factors affecting our workforce into the future
StressWorkloadTime pressures
Role ambiguity

Job
Demands

StrainOutcomes

Flexible work
Diversity, equity andinclusion
Digital technologies
Communication

Loss of employees
Burnout

Job
Resources

Leadership
Wellbeing

Job satisfaction

Motivation

Employee engagement
and commitment
Innovating and updating
business practices

Adapted from Bakker, A. B., Demerouti, E., & Verbeke, W. (2004).

- 104 -

Empowered
employees
Greater capacity andenhanced productivity

Indices

APS Employee Census indices work within the JDR to provide easy
to understand evaluation of complex workplace constructs
Employeeengagement

Wellbeing

Innovation

Senior Leaders

Employee Engagement

Immediate supervisor

Engagement index scores reflect employees motivation to achieve
their organisations outcomesHigh employee engagement isstrongly associated with positive
benefits such as increased
performance and productivity.
Employee engagement is more thansimply job satisfaction orcommitment to an organisation. It is
the extent to which employees are
motivated, inspired and enabled to
improve an organisation’s
outcomes.

- 105 -

Work purpose

Job

Employeeattachment

Employeeengagement
Employeecommitment

satisfaction

Empowerment

Wellbeing

Wellbeing index scores reflect the degree to which respondents feel
their health and wellbeing is supported
The APS has long been focused on the
wellbeing of its employees andacknowledges that performance of
employees and organisations cannot besustained without adequate levels of
employee wellbeing.
The wellbeing policies and support index
measures both the practical and culturalelements that allow for a sustainable andhealthy working environment.

Innovation

Perceptions

Communication of
supportof careWellbeingindex

Policies and practices

Innovation index scores reflect the continual updating of businesspractices and workplace behaviours
Innovation or the updating ofbusiness practices is a particularfocus for the APS as it can drive
improved performance,
productivity and work outcomes.
The innovation index assesses bothwhether employees feel willing
and able to be innovative, andwhether their agency has a culture
which enables them to be so.

- 106 -

Learning frommistakes

Innovation

Inspiration to improve

Organisational
supportLeadership

Senior leadership index scores reflect how employees view the
behaviours of senior leaders

Leadership

Strong leadership is vital tohigh performance in theworkplace. Visionary andtransformational leadership has
been shown to boost positive
workplace outcomes such as
productivity, engagement andinnovation.

Visionary

Entrepreneurial

Seniorleadership
index

Influential

Collaborative

Delivering
Enabling

Immediate supervisor index scores reflect how employees view the
behaviours of their immediate supervisor
Staff who supervise others play a keyrole in organisations as the link between
individual team members and higher
level leaders.
Immediate supervisors engage teams toensure they deliver on their civil service
responsibilities and are best placed torespond to future challenges.
The immediate supervisor score assesses
how employees view the leadershipbehaviours of their immediate
supervisor.

- 107 -

Visionary

Entrepreneurial

Immediatesupervisor
index

Influential

Collaborative

Delivering
Enabling

Australian Public Service

APS Employee Census indices turn complex constructs into simple
and actionable insights

Employee engagement

Wellbeing policies and support

Innovation

Senior leadership

Immediate supervisor

73

68

64

69

76

For further information please contact:

Workforce Insights Group, Australian
Public Service Commission
research@apsc.gov.au- 108 -

COMPARISON TABLE- 109 -

BRUNEI DARUSSALAM- 111 -

Brunei Darussalam
Population

Approx. 445,000 (2022)

Number of civil service employees

45,632 (June 2023)

National/Federal Local
Number of female civil service
employees

56.7% share of public sector employment positions filled by women (June 2023)

The Brunei Civil Service structure under the jurisdiction of the Public Service Commission consists of 5 tiers(Division I – V), which comprises of various functional activities that can also be classified into the following
Occupational groups andspecializations: Administrative Service, Diplomatic Service, Professional/Technical and Executive Service, Medical
demographic composition by group Service, Religious Service, Educational Services, and Other Support Services.
Other job groups that are not under the jurisdiction of the Public Service Commission, such as uniformed personnel(i.e. Military, Police, and Prison positions).

Executive Civil Service System-

Central Personnel Agencies
Public Service Department under the Prime Minister's Office
Basic laws prescribing civil service
Public Service Commission Act. Article 75, Constitutions of Brunei Darussalam.
systems

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

The Public Service Commission is an independent body responsible for the recruitment and selection of
personnel in the Public Service and is responsible for giving their recommendations to obtain theapproval of His Majesty the Sultan and the Yang Di-Pertuan of Brunei Darussalam regarding
appointments, transfers, promotions rank and disciplinary control of civil servants.
Based on advertisement of vacancies and scheme of services, the Public Service Commission is
responsible for hiring for government positions under its jurisdiction. The Public Service Commission
conducts hiring examinations and interviews to promote competition and find best fit for the civil
service positions.

Appointment (Promotion)(Does the government manage who to be
In general, promotions are made when there is a vacancy. For Director/ Deputy Director level positions
promoted? Or, are employees responsible for
their own career advancement? How often does and above (Division I), the "Committee on Promotion and Transfer of Government Officials" is in
the government appoint someone from outside
charge, and The Public Service Commission is in charge of the lower levels (Division II to V).
the civil service to a senior position? How often
are senior officials politically appointed?)

Personnel evaluation(Is there a personnel evaluation system? What isevaluated? Who is evaluated by who? How are
the evaluation results used for personnel
management?)

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The New Performance Management System (NPMS) for civil service was introduced in October 2017
to replace former evaluation system that was used since 1988. Under the NPMS, Personnel areevaluated through Personnel Performance and competencies / KPIs by immediate supervisors. The
results are used for personnel's Job Mobility, Career Development and Future Professional
Development (trainings and long-life trainings) as well as to identify gap competencies.
Salary revisions are made as necessary, based on studies of government and private sector salary levels,the country's economic situation. The Prime Minister's Office prepares the revisions, which aresubmitted to the Ministry of Finance and Economy, discussed at a Cabinet meeting, and then approvedby the Prime Minister.

The Civil Service is governed by several laws and regulations as follows: • The Public Service Commission Act (Chapter 83 of the Brunei Laws);• Regulations made under this PSC Act popularly known as the General Orders which governs rules on
appointments, promotions and disciplinary actions;• Instructions from the Prime Minister’s Office known as Prime Minister’s Office circulars;
Anti-corruption measures; measures • Ministry of Finance and Economy Circulars issued on financial matters; andensuring integrity of the service• Financial Regulations governing procurement and related issues.
Several other government agencies also act as checks and balances to the conduct of civil servants.
These include the Anti-Corruption Bureau and the Audit Department. The former is responsible for
eradicating corruption both in the civil service and government owned entities and the latter is
responsible for ensuring that proper accounting and procedures have been followed in carrying out
government expenditures.
Civil service employees must oblige to government's laws and regulations as a guideline within legal
Job security (protection)
parameters. Such law and regulations that governs procedures for all civil service employees are the(Are civil service employees subject
Civil Service Act and Circulars-View: 19/1998. Any violation of laws and regulations will be penalized
to dismissal, demotion, or reduction
with approval from the Disciplinary Authority (DA). Such consequences are dismissal, or demotion orof pay against their will?)
reduction of pay and emoluments and counselling.
Mandatory retirement age
Working hours

60 years old

per week

37 hours 30 minutes

per day

7 hours 30 minutes- 113 -

CAMBODIA- 115 -

Kingdom of Cambodia
Population

Approx. 16,940,000 (2023)

Number of civil service employees

Approx. 220,000 (2023)

National/Federal Approx. 176,000 (2023)
Local
Number of female civil service
employees

Approx. 51,000 (2023)
Approx. 76,000 (2016)

Civil servants are divided into the following five sectors: Administrative Sector, Technical Sector,
Occupational groups andDiplomacy Sector, Education Sector, and Health Sector.
demographic composition by group
Demographic Composition by sector and information of sub-sector, if any, is unknown.
Executive Civil Service System

There are 3 Categories for the civil service system:
A: Leading and managing Level, university graduates.
B: Assitant level to the managerial level, under-graduate level
C: General assistant level, high school diploma

Central Personnel Agencies

Ministry of Civil Service
Public Administration Reform Committee
Royal School of Administration

Basic laws prescribing civil service The Common Statute of Civil Servants on October 26, 1994 (and its amendment on September 18, 1999)
Royal Decree CS/RKT/1014/1175 dated October 6, 2014 on the General Principles of Organization of the State Civil
systems
Service
Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

The recruitment of civil servants shall in principle be undertaken through competitive examination,
except for contrary arrangements enacted by the Government.
Ministry of Civil Service will undertake the examination, and in some case, delegate authority toindividial ministries to handle the exam but under the supervision of the Ministry of Civil Service.
Another method, the civil servants could also recruited by the Royal School of Administration throughthe examination as well.

A promotion or appointment to the next position:
1. Based on the position (available) which is not yet appointed someone that meet the criteria or who(Does the government manage who to beleave or transfer from this position;
promoted? Or, are employees responsible for
their own career advancement? How often does 2. Talent people who focus on the performance oriented;
the government appoint someone from outside
3. Seniority with the result;the civil service to a senior position? How often
4. Position which is required people with special skills or degree that required by the position;
are senior officials politically appointed?)
5. Position that requires people to volunteer to handle in remote areas.

Appointment (Promotion)

Personnel evaluation(Is there a personnel evaluation system? What isevaluated? Who is evaluated by who? How are
the evaluation results used for personnel
management?)

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The Performance Management and Accountability System defines expected results of individual
performance, and enables managers to provide effective performance feedback and to identify andaddress barriers to performance in order to enhance the motivation and performance of civil servants.
The unit indicator for the basic salary is adjusted annually following the Sub-Decree of Royal
Government. The amount of basic salary is derived by unit indicator times basic salary index.

Each civil servant is obligated to respect the law, regulations and instructions of his/her superior and is
personally responsible for his/her actions.
Violation of duties may lead to the application of disciplinary sanctions. Disciplinary sanctions are
divided into two categories: first-degree (reprimand, censure recorded in the file, automatic position
Anti-corruption measures; measureschange, removal from the promotion list.); and second-degree (severe censure with removal from theensuring integrity of the service
promotion list, automatic placement on leave without pay/suspension for a duration not to exceed 1
year, downgrade to one or several lower grades or steps, automatic retirement or dismissal, removal.)
Each civil servants from Head of Department level upward will require to declare asset every 2 years(compulsary) to the anti-corruption unit
Job security (protection)(Are civil service employees subject
It is ensured by the common statutes and particular statutes of civil service.
to dismissal, demotion, or reductionof pay against their will?)
Mandatory retirement age
Working hours

60 years old

per week

40 hours

per day

8 hours- 117 -

INDONESIA- 119 -

Republic of Indonesia
Population

Approx. 275,000,000 (2022)

Number of civil service employees

4,182,390 (June 2023)

National/Federal 948,422 (22.7%) (June 2023)
Local
Number of female civil service
employees

3,233,968 (77.3%) (June 2023)
2,282,410 (54.6%) (June 2023)
Civil servants are divided into the following positions: administrative, functional, and executive.

Meanwhile, based on the type of civil service (ASN), Indonesia has two types of employees:
Occupational groups and1 Civil Servant
demographic composition by group 2 Government Employees with Work Agreement/Contract-Based (PPPK).

Demographic composition is based on several sectors: educational position, medical position, and technical position.

Executive Civil Service System

Prior to 2014, the government positions were divided into four levels, Eselon I through IV, with Eselon I and II being
considered executive officers; the Civil Service Law of 2014 amendment abolished the eselon and classified thegovernment positions into three categories: administrative, functional, and executive.

Central Personnel Agencies

・National Civil Service Agency (BKN)・National Institute of Public Administration (LAN)・Civil Service Commission (KASN)
・Ministry of Administrative and Bureaucratic Reform [Ministry of State Reform and Bureaucratic Reform]

Basic laws prescribing civil service
systems

Civil Service Law No. 5 of 2014

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Each ministry and agency recruits and selects civil servants based on the recruitment plan approved by the Minister incharge of administrative reform.
Each ministry and agency will screen the applicants' documents, and for those who pass the examination, the National
Civil Service Agency will conduct a basic ability test to determine whether or not they have the basic abilities required for
civil service.
The ministries and agencies will conduct a technical ability test and interview those who pass the basic ability test as asecondary examination, and then decide who will be hired.

Appointment (Promotion)(Does the government manage who to bepromoted? Or, are employees responsible for
their own career advancement? How often does
the government appoint someone from outside
the civil service to a senior position? How often
are senior officials politically appointed?)

For promotion to the executive posts of Senior Executive Service (SES) Level I and II in the central government,
candidates will be selected from among those who have fulfilled the national qualifications and are highly competent. For
promotion to the executive posts of SES level I and II in local governments, selection will be made from among qualified
and highly competent persons in each locality.
For the appointment of SES level I and II, the Open Recruitment System has been introduced on a nationwide basis.

1. Since 2022, Indonesia has implemented Performance Management System. The performance management system hasfour elements: planning, monitoring, evaluation, and feedback. Performance evaluation is one of the systems. The usageof performance evaluation is not only for appraisal but also for development.
2. The evaluation is conducted on two aspects, i.e. the performance appraisal (50%) and work behaviour (50%).
Personnel evaluation(Is there a personnel evaluation system? What is Performance appraisal is measured by comparing the target and realization and the leader's expectations. Work behaviours
evaluated? Who is evaluated by who? How are consist of some dimensions such as service-oriented, accountability, competence, collaboration, loyal, adaptability, andthe evaluation results used for personnel
harmony.
management?)
3. The evaluation is carried out by superiors through measurement of achievement and feedback on behaviour given by
the team leader or the people where they work based on 360 degrees feedback.
4. The evaluation results are used for the reference of performance allowance payment, the data for talent management,
the baseline of personnel development

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The overall pay level of civil service employees is based on education level and the length of work experience. It isadministered by government regulation (PP) Number 15 of 2019 regarding The Eighteenth Amendment to PP No. 7 of1997 concerning Salary Regulations for Civil Servants.
Against the backdrop of growing public criticism of corruption among government officials and others, the Commission

Anti-corruption measures; measures for the Eradication of Corruption was established in 2003 as a separate body from the existing police and prosecution
agencies. The Commission has the authority to investigate and prosecute corruption cases involving state institutions
ensuring integrity of the service
involving more than one billion rupiah.

Job security (protection)(Are civil service employees subject
to dismissal, demotion, or reductionof pay against their will?)

Civil servants are subject to punishment if they break the discipline regulation. The dismissal is the final consequence.
Based on government regulation (PP) number 94 of 2021 concerning ASN's Discipline, Indonesia practices three levels of
punishment: light-, middle-, and heavy punishment. The penalty depends on the degree of infringement.
Also, those proven guilty of breaking criminal law and conducting corruption will be dismissed, not honourably, from thejob.

Mandatory retirement age- ASN general age for retired at 58.
- SES Level I & II, Functional at senior-level: retired at 60- Functional at expert-level: retired at 65- The retirement age limit for:a. Judge of the First Instance Court: 65
b. Judge of the Appellate Court: 67
c. Justice of the Supreme Court: 70

Working hours

per week

40 hours

per day

8 hours- 121 -

LAO PDR

- 123 -

Lao People's Democratic Republic
Population

Approx. 7,490,000 (2023)

Number of civil service employees

175,058 (2023)

National/Federal 25,439 (2023)
Local
Number of female civil service
employees

149,619 (2023)
47% share of public sector employment positions filled by women (2023)

There are four types of civil servants as follows: High level leading civil servants; Civil servants holding
administrative positions; Technical officers; Supporting administrative officers.
Levels and grades of civil servants are as follows: High ranking leading civil servants are placed in Level six
Occupational groups andwhich includes seven grades; Civil servants classified in level one to level five, each level comprised ofdemographic composition by group
fifteen grades.
Levels and grades of civil servants are determined on the basis of education, administrative or technicalpositions.
Executive Civil Service System

High Ranking Government Official is stipulated in specific regulation besides the law on civil service.

Central Personnel Agencies

Central Organization Committee of the People's Revolutionary Party of Laos
Ministry of Home Affairs

Basic laws prescribing civil service
systems

Law on Civil Servants (2015)

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Each year, central and local party and government organizations, the Lao Front for National Construction andmass organizations are required to report their personnel’s organization and management status and their planned
requirements for new recruitments to the Ministry of Home Affairs by the month of June at the latest and theMinistry of Home Affairs shall report to the government for consideration by the month of August of each year.
Persons recruited as new civil servants shall meet the following conditions: Hold Lao nationality from birth or
since at least three years; Be at least eighteen years but no more than thirty five years of age; Be good citizens,
have good qualities, be loyal to the people’s democratic regime; No previous sentencing by the people’s court toimprisonment on charges of voluntary offense, disciplinary dismissal from party and government organizations,state enterprises or international organizations; Have clear personal and family history; Technical or college
degrees consistent with positions; Good health.
Persons to be newly recruited into the civil service are required to pass examinations and screening according tostandards and conditions set out in laws and regulations.
Newly recruited civil servants and civil servants transferred from defense and police forces, state enterprises andinternational organizations shall be included in the annual quota authorized by the government based on positions
in organizational structures and shall be carried out twice a year during the first and third quarters of the fiscal
year.
Civil servants transferred from defense and police forces will be given equivalent levels and grades according to
the regulations.

Appointment (Promotion)(Does the government manage who to bepromoted? Or, are employees responsible for
their own career advancement? How often does
the government appoint someone from outside
the civil service to a senior position? How often
are senior officials politically appointed?)

There are eight types of administrative positions for civil servants. From the technical staff to theadministrative position, they must have at least five years of work experience after becoming a civil servant.
Those who have an administrative position must have at least two years of experience in the old position to
be able to move to a new position. Promotion consideration will be based on the following overall criteria:
Political quality; Knowledge and skills; Aspects of the work plan; Experience and health.

The evaluation of the work performance of civil servants is a method of interpretation and evaluationaccording to the standards of evaluation and success in the performance of the work duties of civil servants(Is there a personnel evaluation system? What is in a systematic and continuous manner. There are two types of performance evaluation of civil servants asevaluated? Who is evaluated by who? How arefollows: Routine evaluation and specific evaluation. The results of the evaluation are used for the following:
the evaluation results used for personnel
Personnel planning; Training and development planning; The implementation of the policy; Measures for
management?)
those who are assessed as weak or very weak and those who do not participate in the assessment.
Personnel evaluation

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

Salary base revisions are made every few years by the government assigning the Ministry of Home Affairs
as the research authority and coordinating with the Ministry of Finance on the budget.

Civil servants are obligated to serve, including following the decisions and instructions of higher authorities,
Anti-corruption measures; measuresprotecting state secrets, and complying with the orders of their superiors. They are also prohibited fromensuring integrity of the service
conducting business on the side or employing relatives.
Job security (protection)(Are civil service employees subject Civil servants shall have the right to have their own reputation protected by the state in the event of
to dismissal, demotion, or reduction defamation, slander, violence, threats, etc.
of pay against their will?)
Mandatory retirement age
Working hours

60 years old for men and 55 years old for women (pension eligibility requirements)

per week

40 hours

per day

8 hours- 125 -

MALAYSIA- 127 -

Malaysia
Population

Approx. 32,600,000 (2022)

Number of civil service employees

Approx. 1,280,000 (2022)

National/Federal Local
Number of female civil service
employees

Approx. 60% (2022)

There are 229 schemes of service and classified into 21 service classifications. Service classifications is a cluster to define job scopes,
roles and functions of every services provided in public service.
The hierarchy of the government organization is divided into top management group, management & professional group and support
group. Top Management Group (top level) is a level embodying strategic posts intended as the promotional grade from the qualified
Management and Professional Group and responsible for setting organization’s goal. The management & professional level is a groupof services that serves as middle-level managers are engaged in carrying-out organizational goal. Finally, the support group (lowerOccupational groups andlevel managers) are responsible for running every organizational work unit.
demographic composition by group The Malaysia Federal Constitution (Article 132) defines Public Service as consisting of the General Public Service of the Federation,
the State Public Services, the Joint Public Services, the education services, the Judicial and Legal services, Police Force and Armed
Forces. Statutory Bodies and the Local Authorities are also considered as parts of the Public Services because both of theseautonomous bodies adopt the procedures of the Public Services pertaining to appointments, terms and conditions of service and the
remuneration system. Besides that, their officers and staff also receive pension and other retirement benefits similar to the employees
in the Public Services.

Executive Civil Service System
Central Personnel Agencies

There are administrative and diplomat officers that are recruited and trained as executive candidates, and the Public Service
Commission conducts a uniform examination to hire them.
Public Service Department
Public Service Commission of Malaysia[The National Institute of Public Administration (INTAN) is an attached agency of the Public Service Department.]

Basic laws prescribing civil service
systems-

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Recruitment for the Federal General Service is conducted by job category, and with the exception of a few positions, the PublicService Commission conducts the recruitment examination. The general flow of the recruitment procedure is as follows: registrationof candidates, examination of the registrant's eligibility requirements, conducting of the recruitment examination, selection ofqualifications by the Assessment Center, and conduct of the interview test.

Appointment (Promotion)

The government has set promotion policies and procedures as stated in P.U. (A) 1/2012 - Public Officers (Appointment, Promotion(Does the government manage who to be
and Termination of Service) Regulations 2012 and Circulars related to promotion matters.
promoted? Or, are employees responsible for
Promotion criteria is set in the relevant policy.
their own career advancement? How often does
Officers are responsible for meeting the criteria for promotion as stipulated in certain schemes or grades.
the government appoint someone from outside
the civil service to a senior position? How often There are no appointments outside the civil service to fill senior vacancies in the Government, therefore no political appointments are
made to fill the highest government posts.
are senior officials politically appointed?)

Beginning 2022, the Government of Malaysia has introduced a new performance management system called MyPerformance which
will replace the current Annual Performance Appraisal Report which has been used since 2002.
This system has been in development phase since 2015 and is currently in the two-year familiarisation phase (2022 – 2023) before its
full implementation by 2024. This system is designed to cater both the Management and Professional Groups and the Implementors
Group.
Personnel evaluation(Is there a personnel evaluation system? What is MyPerformance is a holistic Performance Management System based on department functions and introduced to strengthen talentevaluated? Who is evaluated by who? How are management and increase the productivity in the public sector. This new system introduces a new way of managing and evaluating thethe evaluation results used for personnel
performance of all public officers as follows: (i) Outcome based rather than activity based; (ii) Focusing on the objective and function
management?)of the ministries/agencies rather than individual/small group level; (iii) Introducing 5 new main components of evaluation (WorkOutcome, Functional Competency, Behavioural Competency, Shared Values, Involvement & Contribution); (iv) Evaluation of public
officers competency; and (v) Emphasises on the competency needed for each position in Malaysia’s public sector.
Key Performance Indicators (KPI) is used to evaluate performance of top Government officials in Malaysia for the purpose of careeradvancement and annual salary increment.

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The Cabinet Special Committee agreed that salary reviews should take place every five years. The Public Service Department preparesa revision plan after negotiating with labour unions, taking into account prices, cost of living, and ability to pay before the Cabinet
makes the final decision on the revision plan. The salary revision is subject to Parliament's decision in the sense that it must be
approved as part of the government budget, despite the fact that the pay revision's content is not directly under its purview.

Covered by the 2009 Malaysian Anti-Corruption Commission Law (includes a staff of approximately 2,000). The Commission is incharge of anti-corruption measures not only in the public sector but also in the private sector, detecting and investigating suspected
Anti-corruption measures; measures violations of the Law, and providing advice on anti-corruption measures.
When a violation of service discipline by a public official is confirmed, the fact is reported to the relevant ministry or agency, and theensuring integrity of the service
ministry or agency takes the necessary disciplinary measures.
To strengthen anti-corruption efforts, the Commission established the Department of Administrative Institutions Integrity
Management in 2013, and each ministry and agency has also set up its own Integrity Division.

- 129 -

1. The regulations regarding discipline are provided under the Public Officers (Conduct and Discipline) Regulations 1993 [P.U. (A)395/1993] and Public Services Disciplinary Board Regulations 1993 [P.U. (A) 396/1993] or the Education Service Disciplinary
Board Regulations 1993 [P.U. (A) 458/1993]. These regulations are created based on Article 132(2) of the Federal Constitution
which provides that matters of appointment and service conditions of officers in the public service are regulated through federal laws
and any laws by the Yang di-Pertuan Agong.
2. For the case of an officer who is found to exist of disciplinary offense or prima facie, the Chairman of the Disciplinary Board shallorder a charge to be brought against the officer and the officer will be given the opportunity to make a written representation within 21
days from the date of receipt of the charge sheet.
[Procedure of Appeal Against Board Decisions]
Job security (protection)(Are civil service employees subject 3. In addition, these Regulations have also been completed with procedures regarding appeals against any decisions made by aDisciplinary Board. As provided by Clause (5B) Article 144 of the Federal Constitution, any person aggrieved by the exercise of any
to dismissal, demotion, or reduction of the aforementioned powers or functions by the board may appeal to an Appeal Board appointed by the Yang di-Pertuan Agong.
of pay against their will?)
4. The Disciplinary Appeal Board is made up of members of the Public Service Commission appointed under Article 139 of theFederal Constitution. The Chairman of the Public Service Commission shall be the Chairman of the Board.
5. The Disciplinary Appeal Board after considering the appeal may confirm or change the decision of the Board concerned or remit
the case to the Disciplinary Board for reconsideration. The Disciplinary Appeal Board can also reseverse the decision and punishmentof the Disciplinary Board and acquit the appellant.
6. Additionally, appellants can request judicial review in court if they are still dissatisfied with the Disciplinary Appeal Board's
decision.
7. These existing regulations give space to public officials and also the public to make complaints against any dissatisfaction with the
misconduct of all public officials.

Mandatory retirement age

Basically 60, however 65 for judges.

per week

1) Office working hours: 45 hours (including a one-hour lunch break from 1:00 to 2:00 pm); and2) Shift working hours: 46 hours (including a one-hour break)per day

9 hours with a one-hour lunch break from 1:00 to 2:00 pm and a prayer break on Fridays from 12:15 to 2:45 pm (2 hr 30 minutes)

Working hours- 130 -

THE PHILIPPINES- 131 -

Republic of the Philippines
Population

Approx. 117,458,610 (2023)

Number of civil service employees

1,654,575 (June 2022)

National/Federal 1,329,099 (June 2022)
Local
Number of female civil service
employees

328,476 (June 2022)
1,015,389 (June 2022)

The Philippine Civil Service embraces all branches, subdivision, instumentalities and agencies of the government including
Occupational groups andgovernment owned or contolled corporation. Employees are classified into career (tenured) positions and non career (non-tenured)demographic composition by group positions.

Executive Civil Service System

The Career Executive Service is the ‘third level’ or the managerial class in the group of career positions in the Philippine civil service.
The CES was created by Presidential Decree No. 1 to "form a continuing pool of well-selected and development-oriented careeradministrators who shall provide competent and faithful service."
The system is composed of senior executive positions (officials above the level of deputy director of a bureau and below the level ofundersecretary). There are approximately 6,000 senior executive positions in the entire government, and the President is theappointing authority.
The Career Executive Service Board (CESB) conducts examinations and interviews for the appointment of senior executives. Abouthalf of the senior executives are non-tenured civil servants.

Central Personnel Agencies

Civil Service Commission (1st and 2nd Level Positions)
Career Executive Service Board (CESB) (3rd Level)

Basic laws prescribing civil service
systems

Republic Act No. 2260, also known as the Civil Service Act of 1959, insures and promotes the constitutional mandate regarding
appointments only according to merit and fitness, and to provide within the public service a progressive system of personnel
administration to insure the maintenance of an honest, efficient, progressive and courteous civil service in the Philippines.
Article IX-B of the 1987 Constitution mandates that the Civil Service Commission shall be the central personnel agency of thePhilippine Government.
Book V of Executive Order 292 or the Adminsitrative Code of the Philippines provides that all the laws and policies that regulate orcontrol the administrative organization and. operations of the government.
Presidential Decree No. 1 dated September 24, 1972 created the Career Executive Service Board (CESB) to serve as the governing
body of the Career Executive Service (CES) and to promulgate rules, standards and procedures on the selection, classification,compensation and career development of members of the CES.

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

All Chief Personnel or Administrative Officers of all branches, subdivisions, instrumentalities and agencies of the Government,
including government-owned or controlled corporations with original charters, and local government units must post in threeconspicuous places of their offices for a period of ten days a complete list of all existing vacant positions in their respective offices
which are authorized to be filled, and to transmit a copy of such list and the corresponding Qualification Standards (QS) to the Civil
Service Commission not later than the tenth day of every month. Published vacant positions include Position QS, duties andresponsibilities, salary and office assignment. Meanwhile, minimum QS set by the CSC include: a) Education; b) Eligibility; c)Experience; and d) Training.
Vacant positions shall not be filled until after publication.
The qualifications for the professional recruitment, examinations, etc. conducted by the Civil Service Commission are: 1) possessionof Philippine citizenship; and 2) age of at least 18 years, without regard to academic background.

Appointment (Promotion)

After hiring, each staff member applies for the vacant position in the same manner and is promoted. Each agency establishes a Human(Does the government manage who to be
Resources Merit Promotion and Selection Board (HRMPSB), to evaluate applicants through interviews and other means. The head ofpromoted? Or, are employees responsible foreach agency, who is the appointing authority, decides who to hire, respecting the evaluation of the HRMPSB.
their own career advancement? How often does
In the case of promotion, employees holding lower government positions may apply for vacancies, and the HRMPSB will evaluate
the government appoint someone from outside
the civil service to a senior position? How often them based on the results of interviews and performance evaluations. Agencies use a Competency Based Recruitment and Selection
Process for all recruitment and selection in the civil service.
are senior officials politically appointed?)

Performance evaluations are conducted based on guidelines established by the Civil Service Commision. Currently, they employ theStrategic Performance Management System (SPMS). The SPMS is a mechanism that links employee performance with
Personnel evaluation
organizational performance to enhance the performance orientation of the compensation system.
(Is there a personnel evaluation system? What is Each department or agency establishes its performance evaluation system based on the SPMS guidelines set by the CSC. Generally,evaluated? Who is evaluated by who? How are
the evaluation is conducted every six months, with goals set at the beginning of the fiscal year and the degree of achievement
the evaluation results used for personnel
evaluated at the end of the fiscal year.
management?)
The results of the evaluation are notified to the staff and used as a standard for improving their abilities, rewards, promotions, andtraining.

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

Salaries for government officials and employees in the Philippines are legislated. Salaries for public officials are institutionalizedaccording to four principles: (1) equal pay for equal duties, (2) public-private balance, (3) incentives for continuous service, and (4)compliance with the Minimum Wage Law.
Since the Constitution requires standardization of salaries for public servants of the national, local, and public corporations, the samesalary schedule is applied to all public servants, including the President, members of Congress, and high-ranking government officials.
The salary schedule has grades ranging from grade 1 (labor workers, etc.) to grade 33 (president), and specific grades of government
positions are determined by Congress as recommended by the Department of Budget and Management.

Republic Act 6713 or the Code of Conduct and Ethical Standards for Public Officials and Employees - To uphold the principle that
"A Public Office is a Public Trust," the code of conduct for civil servants was established to define the 8 norms of conduct forgovernment officials and employees. This includes commitment to public interest, professionalism, justness and sincerity, politicalneutrality, responsiveness to the public, nationalism and patriotism, commitment to democracy, and simple living.
Anti-corruption measures; measures In addition to this, political activities and dual employment by civil servants are prohibited, as well as Nepotism or employment ofrelatives within the third degree of kinship of the head of each ministry and agency in the ministry concerned. Civil servants are
ensuring integrity of the service
guaranteed the right to organize, but they cannot negotiate on basic conditions of service, such as salary, and they do not have theright to strike.
Republic Act No. 3019 (The Anti-Graft and Corrupt Practices Act) is the main anti-corruption law. It enumerates certain acts of public
officers that constitute graft or corrupt practices.

- 133 -

Job security (protection)(Are civil service employees subject Civil servants in the Philippines enjoy security of Tenure. They cannot be removed from the service without just cause.
However, any violation of the employee on the the Code of Conduct and Ethical Standards prescribed RA 6713 or the Rules on
to dismissal, demotion, or reduction Administrative cases in the CIvil Service (RACCS) may be subject to dismissal, demotion or reduction of pay.
of pay against their will?)
Mandatory retirement age

Working hours

Mandatory retirement age: 65 years old (government personnel/civilian)
Optional retirement age: 60 years old (government personnel/civilian)
Retirement for police: 56 years old (for police officers)
Retirement for Judiciary: 70 years old (for judges)

per week

40 hours

per day

8 hours- 134 -

SINGAPORE- 135 -

Republic of Singapore
Population

Approx. 5,640,000 (2022)

Number of civil service employees

Approx. 86,000 civil servants (in Ministries)
Approx. 150,000 public officers (in 16 ministries + 64 statutory bodies)

National/Federal Local
Number of female civil service
employees

Females made up 52.9% of the public service, inclusive of the civil service and statutory boards. (2022)

The Singapore civil service comprises the following main job groups (percentage of workforce indicated as at
Occupational groups andJune 2023), as follows: Administration and Executive Management (21%), Education (42%), Professional anddemographic composition by group
Technical (30%), Support (6%), and Legal (1%).

Executive Civil Service System(1) Administrative Service
The Administrative Service aims to development leaders with whole-of-government perspectives andcapabilities, to formulate and implement policies that will improve the lives of Singaporeans.
(2) Public Service Leadership Programme
PSLP is a talent development proogramme that develops talented and capable individuals for key leadership
positions within the Public Service.

Central Personnel Agencies

Public Service Division, Prime Minister's OfficePublic Service Commission[The Civil Service College, the Singapore Public Service's main training arm, is a statutory body under the
Public Service Division.]

Basic laws prescribing civil service
systems

Public Sector (Governance) Act
Public Service (Service Commissions) Act 1956

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Recruitment of civil servants is anchored on the principles of meritocracy, impartiality, and incorruptibility.
Regardless of whether vacant posts are filled through open recruitment or deployment of officers, they will needto meet the competencies of the respective post.

Promotions are not simply a reward for past performance but also an expectation of competent performance andcontribution at a higher level. To promote someone is to say that the officer can do well at the next higher grade.
(Does the government manage who to be
The Civil Service aims to allow deserving individuals to progress to higher-level positions if they havepromoted? Or, are employees responsible fordemonstrated readiness for the role, and demonstrated that they are the best person who is most competent for
their own career advancement? How often does
the government appoint someone from outside the job at the given point in time. To be promoted, an officer must perform well in his current job andthe civil service to a senior position? How often demonstrate his readiness to take on a job at the next higher level.
are senior officials politically appointed?)
Individual officers need not apply for promotion as all officers who have demonstrated promotion readiness andmet the promotion criteria will be surfaced for consideration automatically.

Appointment (Promotion)

The Civil Service has an appraisal system that is fair, credible and rigorous.
Besides performance assessment, appraisal is also for developmental purposes. Supervisors are expected to(Is there a personnel evaluation system? What is provide timely feedback and coach their officers throughout the year.
evaluated? Who is evaluated by who? How are To moderate differences in assessment standards across supervisors as well as ensure fairness and rigour, we
the evaluation results used for personnel
also conduct ranking of officers across Departments/Divisions. During ranking, officers are assessedmanagement?)
collectively by a panel comprising officers at the senior management level from various Departments/Divisions
in an agency. Officers receive the outcome of performance assessment through a performance grade.
Personnel evaluation

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The design of the Singapore Civil Service remuneration system is based on the following overarching principles– to be clean, competitive, flexible, and performance-based. Civil servants are hired on different schemes ofservice, based on the nature of the jobs they undertake. We benchmark the salaries for each scheme of service tothe relevant talent pools in the private sector and adjust our salaries where necessary to keep pace with themarket.

Public Officers must maintain the highest standards of personal conduct so as to uphold the integrity of the
Public Service and public confidence in it. Officers must therefore understand and abide by the Code of
Conduct Key Principles of integrity, incorruptibility and transparency.
Anti-corruption measures; measures
The Singapore Public Service puts in place various broad measures and initiatives to promote integrity,
ensuring integrity of the service
incorruptibility and transparency, and monitor the extent to which public officers’ comply with these integrity
standards. This includes declarations of investment, properties, financial status, outside activities andgifts/entertainment received, as well as mandatory job rotations and block leaves.
Job security (protection)
Under the Constitution of the Republic of Singapore, Civil Servants serve at the pleasure of the President. Those(Are civil service employees subject
who engage in misconduct will be subject to disciplinary action which can include dismissal. Those who are
to dismissal, demotion, or reduction
underperform, even after undergoing a performance review process, may also be dismissed.
of pay against their will?)
Mandatory retirement age
Working hours

The Public Service is aligned with the national statutory retirement age which is currently 63 years.

per week

42 hours

per day

8 hours 30 minutes (Mon.-Thur.)
8 hours (Fri.)- 137 -

THAILAND- 139 -

Kingdom of Thailand
Population

66,090,475 (2022)

Number of civil service employees

2,746,637 (Preliminary Data FY2022)
Civil Servants, 1,374,865; andOther employees, 1,371,772.

National/Federal 2,260,081 (Preliminary Data FY2022)
Local
Number of female civil service
employees

486,556 (Preliminary Data FY2022)
802,216 (Limited to incumbent Civil Servants in FY2022 (Preliminary Data) with the total number of 1,374,865)

Ordinary Civil Servants (with the total number of 423,508 in FY 2022 (Preliminary Data)) can be broken down by Occupationalgroups as follows:
Group 1: Executive/Management/Administration/Statistics/Legal Affairs/Diplomatic Service, 77,599;
Group 2: Finance/Economic/Commerce/Industry, 41,876;
Occupational groups andGroup 3: Transportation/Communication, 5,850;
demographic composition by group Group 4: Agriculture, 20,157;
Group 5: Science, 2,907;
Group 6: Medical/Public health, 232,406;
Group 7: Engineer/Architect/Technician, 18,214;Group 8: Education/Artistic/Social and Community Development, 24,499.

Executive Civil Service System

Appointment of executive positons at higher level are as follow; (1) For Head of Ministry (Permanent Secretary or equivalent
positions), the incumbent Permanent Secretary nominates candidates to the Minister in charge who will submit a nomination to the
Cabinet for approval and order the installment and the Prime Minister presents the matter to the King for appointment. (2) For Headof Department (Director General/Deputy Permanent Secretary/or equivatent positons), in case of a promotion from primary level, aselection commitee carries out eligibility screening and proposes candidates to the supervising Permanent Secretary who will submit anomination to the Minister in charge for proposal to the cabinet for approval. The supervising Permanent Secretary orders theinstallment and the Prime Minister presents the matter to the King for appointment.

Central Personnel Agencies

The Office of the Civil Service Commission (OCSC), Prime Miniter's Office, is responsible for human resource management anddevelopment in Ordinary Civil Servants. OCSC acts as a secretaritat unit for Civil Service Commission (CSC) which is responsible togiving advice and suggestions to the Council of Ministers concerning policies, strategies on public sector human resource
management with respect to compensation standards, human resource management and development, including workforce
management that government agencies can use as operational guidelines.

Basic laws prescribing civil service
systems

Civil Service Act, B.E. 2551 (2008)

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Ordinary Civil Servants are recruited principally through competitve examination which consists of three stages: (1) General
Examination, administered by OCSC (2) Specific examination, administered by departments and (3) Position suitabiliy assessment,
administered by departments.
In addition to the competitive examination, each department can carry out other processes including selection and appointment ofexpert and specialist.

Appointment (Promotion)

Promotion is made only when there is a vacancy. Ordinary Civil Servants who are qualified to get promotion will be selected by

Personnel evaluation

Personnel evaluation is composed of performance evaluation (job achievement) and competency evaluation. Supervisor (Director

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

Payment of salaries and allowances to Ordinaty Civil Servants is prescribed by CSC Regulation and approved by the Ministry of
Finance. Ordinary Civil Servants may receive supplemental allowances for foreign posts, posts in certain areas, positions in certainclass series or positions entailing special grounds as prescribed by CSC Rule approved by the Ministry of Finance. CSC is responsible
for making proposals to the Council of Ministers for considerstion concerning adjustment of civil service remunerations, positon
allowances, welfare and fringe benefits. Ocasionally, there were salary schedule adjustment approved by the Cabinet with thecondiseration of change in the cost of living.

(Does the government manage who to be
examination and work appraisal according to the regulation and criteria pescribed by CSC.
promoted? Or, are employees responsible for
CSC delegates authority to Departmental Civil Service Sub-Commissions for consideration of promotions and appointments totheir own career advancement? How often does
positions in knowledge worker and general position, and to Ministerial Civil Service Sub-Commissions for those in executive andthe government appoint someone from outside
the civil service to a senior position? How often managerial positions. The appointment of outsiders to senior positons is rarely occured. There is no political appointees in executive
positions.
are senior officials politically appointed?)(Is there a personnel evaluation system? What is level and above) serves as the evaluator. Evaluation results are utilised for salary increase, promotion and individual development
evaluated? Who is evaluated by who? How areplan. In addition, individual performance goals are linked to organizational goals set by each department. Generally, the evaluation isthe evaluation results used for personnel
conducted every six months, with goals/KPI set at the beginning of the fiscal year or each cycle.
management?)

Obligations of Ordinary Civil Servants are stipulated in Civil Service Act B.E. 2551 (2008) chapter 5 upholding the Ethics of Official,chapter 6 Discipline and Maintenance of Discipline and Chapter 7 Disciplinary Proceedings.
Anti-corruption measures; measures In addition, Ethical Standard Act B.E. 2562 (2019) stipilates ethical standard that shall be used as the main principles to be moral
maintained by state official in performing duties.
ensuring integrity of the service
There are also various agencies and bodies which are related to this matters such as Office of Public Sector Anti-Corruption
Commission, Offce of the Natinal Anti-Corruption Commission, State Audit Office of the Kingdom of Thailand and Merit System
Protection Commission (MSPC).

Job security (protection)(Are civil service employees subject Ordinary Civil Servants are not subjected to any discipline proceedings against their will if he/she does not commit a breach of
discipline. Section 42 of the Civil Service Act B.E. 2551 (2008) clearly stipulates that disciplinary proceedings must be carried out
to dismissal, demotion, or reduction justly and without prejudice and the human resource management must be politically impartial.
of pay against their will?)
Mandatory retirement age
Working hours

60 years of age with exception (by section 108) in certain level and positon categories in specific class-series as prescribed by CSC
regulation may continue in government service for no more than ten years.

per week

40 hours

per day

8 hours (including 1 hour lunch break)- 141 -

VIET NAM- 143 -

Socialist Republic of Viet Nam
Population

99,769,289 (2023)

Number of civil service employees

233,219 (2022)

National/Federal 99,489 (2022)
Local
Number of female civil service
employees

133,730 (2022)
102,288 (2022)

Civil servants are categorised into 4 corps of experts, which include senior experts (Class A), principle experts (Class B),
experts (Class C) and below experts (Class D). Advancement along this grade scale is mainly based on education
qualification, seniority and the results of corp promotion examinations.
Occupational groups and- Class A experts: 1,953 (0.84%);
demographic composition by group - Class B experts: 34,089 (14.62%);- Class C experts: 172,156 (74.08%);- Class D experts: 25,012 (10.46%).

Executive Civil Service System

Central Administration:- The National Assembly approves the Prime Minister's proposal on the appointment of Deputy Prime Ministers, Ministers
and other members of the Government according to the list of nominations for each position.
- Within ministries and ministerial-level agencies: The Minister appoints the Director General, Deputy Director General,
Director, Deputy Director and equivalent positions; department heads, deputy heads and equivalent positions at units under
the Ministry.
- In the General Departments, Departments: The Director General/Director appoints the head, the deputy head of thesubordinate units.
Local Administration:- The People’s Committee at a local administration level, which shall be elected by the People’s Council of the same level.
The People’s Committee shall be composed of the Chairman, Vice Chairmans and members.
- Chairman of the Provincial People's Committee shall submit to the Prime Minister for approval the results of election ofmembers of the Provincial People's Committee; Chairman of the People's Committee of district and commune shall submit to
the Chairman of the immediate superior People's Committee for approval the results of election of members of the People's
Committee of the district and commune.

Central Personnel Agencies

Ministry of Home Affairs

Basic laws prescribing civil service
systems

Cadres and Civil servants Law

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Recruitment is basically made upon the result of open competitive recruitment examinations. Recruitment
examininations are organized by recruitment agencies in compliance with law and the guidelines provided by
the Ministry of Home Affairs.

Appointment (Promotion)(Does the government manage who to bepromoted? Or, are employees responsible for
Promotion is based on merit and mainly made through a selection process. Pilot competitive promotion
their own career advancement? How often does
the government appoint someone from outside examinations are being implemented for mid-level managers in several ministries, provinces.
the civil service to a senior position? How often
are senior officials politically appointed?)

Evaluation criteria include (1) Political ideologíes, (2) Ethics, lifestyle, (3) Working style and manners, (4) Sense of
discipline, and (5) Results of performance of assigned duties and responsibilities.
Evaluatiion authority:- The evaluation and classification of the quality of heads of agencies, organizations and units shall be carried out by the
Personnel evaluation(Is there a personnel evaluation system? What is heads of their immediate superior agencies in charge;
evaluated? Who is evaluated by who? How are - The evaluation and classification of the quality of deputy heads and civil servants of agencies, organizations and units shallthe evaluation results used for personnel
be carried out by the heads of thereof.
management?)
Evaluation results:
The results of evaluation and classification of the quality of civil servants are used as one of the bases for placement,utilization, training, class promotion, human resource planning, appointment, dismissal, mobilization, rotation, transfer,secondment, reward, discipline, evaluation and other policies applied to civil servants.

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The overal pay level of civil servants is determined according to (1) expert class (2) seniority in public service (3) special
allowances (4) base salary. The base salary is applied in different cycles and can be based on the current consumer price index
and the growth rate of the economy, the base salary will have certain changes to meet and serve the needs of everyone's life.

Anti-corruption measures; measures The Anti-Corruption Law stipulates all types of corruption behaviours and punishment for civil servants.
The Criminal Law provides on concrete corruption behaviours committed by civil servants which are subject to criminal
ensuring integrity of the service
sentences.
Job security (protection)(Are civil service employees subject The dismissal, demotion, and pay reduction of civil servants shall comply with the provisions of law and legal
to dismissal, demotion, or reduction documents.
of pay against their will?)
Mandatory retirement age

Working hours

Before 2021, the retirement age for men is 60 and for women it is 55. From 2021, the retirement age of civil servants is full 60
years and 3 months for male employees and full 55 years and 4 months for female employees; after that, each year increases
by 3 months for men until they reach 62 years of age and 4 months for women until they reach 60 years of age.

per week

40 hours

per day

8 hours- 145 -

JAPAN- 147 -

JapanPopulation

Approx. 124,950,000 (2022)

Number of civil service employees

Approx. 3,393,000 (FY2023)

National/Federal Approx. 590,000 (FY2023)
Local
Number of female civil service
employees

Approx. 2,803,000 (FY2023)
60,939 (Limited to incumbent regular-service national public employees in 2021)

Regular service national public employee groups can be broken down by applicable salary schedules as follows:
Administrative Service (I): All employees not subject to any other salary schedule (General Office Workers), 140,000;
Administrative Service (II): Guards, Office Maintenance Employees, Machine Operators, Drivers, etc., 2,100;
Professional Administrative Service: Air Traffic Control Officers, Plant Quarantine Officers, etc., 7,900;
Taxation Service: National Tax Agency employees whose task involves assessment and collection of taxes, 51,000;
Public Security Service (I): Police, Imperial Guards, Immigration Security Personnel, and Prison Guards, 22,000;
Public Security Service (II): Employees in the Public Prosecutors Office and Reformatories, etc., 23,000;
Maritime Service (I): Captains, Chief Engineers, etc. aboard ocean-going or coastal vessels, 200;
Maritime Service (II): Employees aboard vessels whose salary schedule is not Maritime Service (I), 350;
Educational Service (I): Professors, etc. in Meteorological College and Japan Coast Guard Academy, etc., 90;
Occupational groups andEducational Service (II): Teachers in educational institutions such as nursing schools, etc., 70;
demographic composition by group Research Service: Employees performing laboratory work or research and studies, 1,400;
Medical Service (I): Doctors and Dentists, 600;
Medical Service (II): Pharmacists, Dietitians, Radiological Technicians, and Clinical Technologists, 500;
Medical Service (III): Public Health Nurses and Midwives, etc., 1,800;
Welfare Service: Instructors for rehabilitation facilities, Child Counselors, and Care Workers, etc., 240;
Specialized Staff: Policy Information Analysts, International Affairs Researchers, etc., 170;
Designated Service: Administrative Vice Ministers, Agency heads, and Chiefs of laboratories and institutes, etc., 960;
Special Salary Schedule for Fixed-term Employees and Researchers, 570;
Prosecutors, 3,000; andOfficials of Agencies engaged in Administrative Execution, 7,000.

Executive Civil Service System

Appointment of senior executives who are at Deputy Director General level and above need to go througheligibility screening by the Chief Cabinet Secretary, and be approved at the Personnel Affairs Study Meeting by
the Prime Minister, and Chief Cabinet Secretary, etc.

Central Personnel Agencies

National Personnel Authority (NPA), Prime Minister (Affairs related to the Prime Minister's duties as a Central
Personnel Agency are dealt with by the Cabinet Bureau of Personnel Affairs.)

Basic laws prescribing civil service
systems

National Public Service Act

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

National public employees are recruited principally through recruitment examinations which are open to andhave equal conditions for any citizen.
In addition to the recruitment examinations, each ministry can recruit based on a selection process in which theability of individual applicants is verified.

Appointment (Promotion)(Does the government manage who to be
Most appointments, including promotions, are decided in the Personnel Division of the organization under thepromoted? Or, are employees responsible forname of the organization as a whole.
their own career advancement? How often does
the government appoint someone from outside The results of personnel evaluations are utilized to decide whom to promote.
the civil service to a senior position? How often The appointment of outsiders to senior positions is relatively limited.
are senior officials politically appointed?)

Personnel evaluation(Is there a personnel evaluation system? What isevaluated? Who is evaluated by who? How are
the evaluation results used for personnel
management?)

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The personnel evaluation system pays attention to employees' competencies and job achievement; it is composedof a competency evaluation and a performance evaluation. The employee's supervisor serves as the evaluator.
Evaluation results are utilized for promotion, demotion, dismissal, and remuneration (grade increase, pay stepincrease, diligence allowance, etc.).
Monthly remuneration as a whole is balanced with that of the private sector, and then the distribution of salary
and allowances within this remuneration is decided, taking into account its necessity for personnel managementin the public service.
As public employees cannot conduct labor-management negotiations regarding remuneration, the NPA's
remuneration recommendations serve as a compensatory measure. After the NPA submits its recommendations
to the Diet and the Cabinet, the Cabinet considers and presents related bills to amend remuneration, and the Diet
considers these bills and enact the laws.
Obligations of public employees are stipulated by law including: taking an oath of service, obligation to comply with laws andAnti-corruption measures; measures orders of superiors, prohibition of strikes or other disputes, prohibitions of acts causing discredit, obligation to preserve
confidentiality, obligation to devote attention to one's duties, restrictions on political activities, exclusion from private enterprises
ensuring integrity of the service
and restrictions on participation in other undertakings or businesses.
In addition, the National Public Service Ethics Act and Code stipulates standards and rules for ethical conduct and reporting.

Job security (protection)(Are civil service employees subject Public employees are not subject to dismissal, demotion, or reduction of pay against their will, unless there are
to dismissal, demotion, or reduction grounds to do so provided for by law or the rules of the NPA.
of pay against their will?)
Mandatory retirement age
Working hours

61 years old (A gradual raise in retirement age is currently in process and is due to finish at 65 years old in
2031)

per week

38 hours 45 minutes

per day

7 hours 45 minutes- 149 -CHINA- 151 -

People's Republic of China
Population

Approx. 1,400,000,000

Number of civil service employees-

National/Federal Local
Number of female civil service
employees-

The posts held by civil servants, according to their natures and characteristics and the need of management, arecategorized as general management, professional and technical expertise, enforcement of laws and government
regulations, etc.
The State practices a system of both posts and grades for civil servants.
The levels of leading posts are as follows: chief and deputy at the national level, chief and deputy at the
Occupational groups andprovincial and ministerial level, chief and deputy at the bureau level, chief and deputy at the county and division
demographic composition by grouplevel, and chief and deputy at the township and section level.
The grades of civil servants are set up at the bureau level and below.The sequencing levels of the grades of civil
servants under the category of general management are as follows: bureau level officials at level 1 and level 2;
division level officials at level 1, level 2, level 3, and level 4; principal staff members at level 1, level 2, level 3,
and level 4; staff members at level 1 and level 2.
Executive Civil Service System-

Central Personnel Agencies

Central Organization Department of the Communist Party of China (National Civil Service Administration)

Basic laws prescribing civil service
systems

Law of the People’s Republic of China on Civil Servants

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

Civil servants are recruited through open examination, strict review, competition on an equal footing and meritbased selection. The main process for recruitment includes:(1) A public notice on the examination for recruiting civil servants is issued.
(2) Recruiting organs review applications for taking part in the examination.
(3) The examination is conducted through written examination, interview, etc.
(4) Recruiting organs decide on candidates for review on the basis of the examination results, reexamine their
qualifications, conduct review and organize physical check-ups.
(5) Recruiting organs propose and issue public notices of name lists of candidates to be recruited.
(6) A one-year probation period is set for newly recruited civil servants.

A civil servant to be promoted to a leading post should meet the requirements and qualifications in terms ofpolitical integrity, working ability, educational level and work experience. Promotion of civil servants to(Does the government manage who to beleading posts is made level by level.
promoted? Or, are employees responsible for
their own career advancement? How often does Civil servants are promoted to higher grades one level at a time. The candidates to be promoted in grade are
the government appoint someone from outside determined based on their moral integrity, professional competence, work performance and seniority, withthe civil service to a senior position? How often
reference to the results of democratic recommendation or survey conducted. After the public notice period ends,
are senior officials politically appointed?)
the candidates are examined and approved in accordance with the terms of reference of management.

Appointment (Promotion)

Evaluation of the performance of civil servants cover aspects such as moral integrity, competence, diligence,achievements and probity. Indicators for evaluation are decided in accordance with the categories of posts and(Is there a personnel evaluation system? What is the rankings of state organs.
evaluated? Who is evaluated by who? How are
The evaluation consists of routine evaluation, special evaluation, and regular evaluation which is made on thethe evaluation results used for personnel
basis of the other two. The results of regular evaluation serve as the basis for adjusting the posts, duties, grades,
management?)levels and salaries of civil servants and for awarding, training and dismissing civil servants.
Personnel evaluation

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The salary keeps with the development of the economy and the progress of society. The state practices a salarysurvey system whereby regular surveys and comparisons are made between the salary standards of civil servants
and those who work at the corresponding levels in enterprises, and the results of the surveys and comparisons
are used as the basis for adjusting the salary standards of civil servants.

State organs civil servants belong to establish a regular management and supervision system whereby theperformance of their civil servants in terms of political integrity, fulfillment of functions and duties, work
Anti-corruption measures; measuresconduct and compliance with disciplinary rules and laws. Those who are suspected of committing a job-related
ensuring integrity of the service
violation of law or crime, such as embezzlement or bribery, are turned over to the supervisory organ to be dealt
with in accordance with law.
Job security (protection)(Are civil service employees subject
to dismissal, demotion, or reductionof pay against their will?)
Mandatory retirement age

Working hours-

per week

40 hours

per day

8 hours- 153 -

REPUBLIC OF KOREA- 155 -

Republic of Korea
Population

Approx. 51,630,000 (2022)

Number of civil service employees

1,173,022 (including legislative, judicial, and other branches) (2022)

National/Federal 791,834 (including teachers, police, fire officers, diplomats, etc.) (2022)
Local
Number of female civil service
employees

381,188 (2022)
576,632 (2022)[Job Classification]
・Career positions (professional civil servants):- public officials in general service,- public officials in special service, (judges, prosecutors, foreign service civil servants, police, firefighters, teachers, etc.)
・Special career positions:Occupational groups and- politically determined personnel (Director General, Vice Minister of each department; Political appointees)
demographic composition by group - specially designated services personnel (Secretaries of various ministries, vice-ministers; Political appointees)[General civil service ranks and corresponding posts]- High-ranking civil service corps (Senior Civil Service): Office chiefs, assistant vice-ministers, bureau chiefs (director generals)- 3rd-4th grades: Section chiefs (director) in central government ministries and agencies- 5th grade: Assistant section chief, section chief in central government ministries and agencies- 6th-9th grades: Section chiefs, managers of local branch offices, general staff, etc.

Executive Civil Service System

・Korea introduced the Senior Civil Service (SCS) to place high-ranking officials at the deputy minister or director-general levels. As of2022, the number of SCS is approximately 1,500.
・The Ministry of Personnel Management (MPM) conducts pre-promotion training and competency evaluation tests from the perspectiveof making appointments based on performance and qualifications, and personnel management is carried out by each ministry.
・There are three categories of SCS positions; open positions (open recruitment from within and outside the civil service), open
recruitment (recruitment from national civil servants, including those in other ministries and agencies), and ministry-autonomous
positions (appointed at the discretion of each ministry and agency).The total of open positions and open recruiting positions represents
30% of the total number of high-level positions.

Central Personnel Agencies

Ministry of Personnel Management (MPM)

Basic laws prescribing civil service
systems

State Public Officials Act

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

In principle, the recruitment for general services personnel is conducted through open competitive recruitment examinations, but
recruitment is also conducted through career competitive recruitment examinations(1) Open competitive recruitment examination (conducted once a year)
Open competitive recruitment for Level 5, Foreign Service Higher Grade Examination *Higher Grade- Process : PSAT (Public Service Aptitude Test, * multiple choice) - Essay-type Questions - Interview
Open competitive recruitment for Level 7 *Intermediate- Process : PSAT (Public Service Aptitude Test, * multiple choice) - Multiple Choice Questions - Interview
Open competitive recruitment for Level 9 *Beginner, etc.
- Process : Multiple Choice Questions - Interview(2) Career competitive recruitment examination
Recruitment for government positions that require specific qualifications and background. Conducted by the Ministry of Personnel
Management and each ministry and agency.

Appointment (Promotion)

・Evaluation of service performance and seniority are taken into consideration. There is a tenure requirement for each rank.

(Does the government manage who to be・For promotion to SCS, ministries and agencies nominate employees, who are then registered as candidates for appointment to SCS
promoted? Or, are employees responsible for
their own career advancement? How often does after undergoing training and competency evaluation tests by MPM (the list is maintained by MPM).
the government appoint someone from outside the ・The actual appointment to an SCS post is made through selection by the Personnel Division of each ministry and examination by
civil service to a senior position? How often are
MPM. When civilians are hired for open positions, they are required by MPM to take a competency evaluation test after selection.
senior officials politically appointed?)[Staff of 4th grade and above]
・The degree of achievement is evaluated once a year based on the performance targets (organizational and individual unit) agreed uponby the employee.
・SCS are rated on a 5-point relative scale (the highest category is 20% or lower, and the two lowest categories are 10% or higher).
Others are rated on an absolute scale of 3 or more.
Personnel evaluation(Is there a personnel evaluation system? What is ・The results are used for setting annual salary and promotion. In addition, SCS who have received the lowest rating twice are subject tothe requirements for conducting a qualification review. If a SCS official is found to be ineligible by MPM's SCS Appointment Review
evaluated? Who is evaluated by who? How are
the evaluation results used for personnel
Committee, he or she can be dismissed.
management?)[Staff of Level 5 and below]
・The evaluation is made twice a year.
・Evaluation categories have three or more levels. After absolute evaluation by the department to which the employee belongs, a relativeevaluation is made for the entire organization.
・The results are used for performance bonuses and promotions.

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

The wage level of the private sector, standard cost of living, and the financial situation of the nation are taken into consideration when
determining the annual wage. The Civil Service Remuneration Committee was established in the MPM to collect various opinions,
including those of the Government Employees Union. MPM and the Ministry of Economy and Finance formulate a plan for improving
wages around June, submit it to the National Assembly as a budget bill in the fall, and revise related regulations by December after the
resolution of the National Assembly.
Anti-Corruption & Civil Rights Commission is undertaking general tasks for the Anti-corruption measures.

Anti-corruption measures; measures Ministry of Personnel Management is in charge of establishing ethics in civil service and preventing conflicts of interest through thefollowing policy measures: Property Registration, Disclosure, and Examination; Blind Stock Trusts; Reporting on Receipt of Gifts;
ensuring integrity of the service
Employment Restrictions for Retired Civil Servants; Activity Restrictions for Retired Civil Servants.

- 157 -

No public official shall be suspended, demoted or dismissed from the service against his or her will unless he or she is sentenced to apenalty, or is subject to a disciplinary action or a reason prescribed by the State Public Officials Act.
1. Release from position- Requirements : 1) A person who lacks ability to perform his of her duties, or whose work performance is extremely poor 2) A person
against whom a resolution of disciplinary action equivalent to removal, release, degradation, or suspension from office is pending 3) A
person who is prosecuted for a criminal case (excluding those against whom a summary order is requested), etc.
- Effects : 30 to 70% of monthly salary shall be paid
2. Dismissal
Job security (protection)- Requirements : 1) Where he or she fails to return to his or her duties, or is unable to perform his or her duties, after the period of the(Are civil service employees subject leave of absence expires or the grounds for the leave of absence cease to exist 2) Where it is deemed difficult to expect that a person
to dismissal, demotion, or reduction placed under a waiting order according to the Release from position will improve his or her ability or service record during that period 3)
Where he or she has failed at least three times to pass an examination to change his or her position and is deemed to lack ability toof pay against their will?)
perform his or her duties, etc.
3. Disciplinary Actions- severe disciplinary actions : removal, dismissal, demotion, or suspension from office- moderate disciplinary actions : salary reduction or censure
・Grounds for disciplinary actions- where a civil servant violates the State Public Officials Act or an order relating to the Act- where a civil servant violates or neglects his or her duies- where a civil servant causes disgrace or injury to the national standing regardless of the connection with his or her duties

Mandatory retirement age
Working hours

60 years old

per week

40 hours

per day

8 hours (Basically; flexible work within the range of 40 hours per week is available)- 158 -AUSTRALIA- 159 -

Australia
Population

26,268,359 (31 December 2022)

Number of civil service employees

Approx. 2,160,000 (end June 2022)

National/Federal Approx. 254,000 (end June 2022 in federal government)
Local
Number of female civil service
employees

Approx. 1,906,000 (end June 2022 in state and local governments)
97,510 (out of 161,645 APS (Australian Public Service) employees in December 2022)

137,140 (84.8%) APS employees are categorized to the following 19 job families: Accounting and Finance: 6,875; Administration:
13,740; Communications and Marketing: 3,326; Compliance and Regulation: 15,894; Data and Research: 5,123; Development
Occupational groups andProgramme: 200; Engineering and Technical: 2,422; Human Resources: 5,401; ICT and Digital Solutions: 6,872; Information anddemographic composition by group Knowledge Management: 1,952; Intelligence: 3,456; Legal and Parliamentary: 3,407; Monitoring and Audit: 2,320; Policy: 10,405;
Portfolio, Program and Project Management: 12,758; Science and Health: 5,680; Senior Executive: 3,191; Service Delivery: 33,352;
and Trades and Labour: 766.

Executive Civil Service System

Senior Executive Service (SES) provides APS-wide strategic leadership of the highest quality that contributes to an effective andcohesive APS.
Employment decisions must comply with Public Service Act 1999, Public Service Regulations 1999 and APSC Directions, which
require that all engagements and promotions in the APS are based on merit, and the Australia Public Service Commissioner (or his
representative) is a full participant in the selection process.

Central Personnel Agencies

APSC (Australian Public Service Commission)

Basic laws prescribing civil service
systems

Public Service Act 1999

Hiring/Recruitment methods (e.g.
Government-wide entrance
examinations, position-specificselection processes, or others)

APS jobs can be advertised as individual vacancies, multiple vacancies, anticipated vacancies, entry-level postions (such as graduate,internships, cadetships, traineeships or school leaver programs).
APS agencies run their own recruitment processes. Short-listing of applicants are done mainly by examining CV and other application
documents; sometimes, a phone or virtual interview or other online assessment methods may be used. Short-listed candidates areinvited to interview, in which behavioural-based questions and/or hypothetical scenario questions may be asked.
Australian Government Career Pathways (entry level) programs use a federated model to streamline recruitment activities. A leadagency will manage these activities on behalf of multiple 'opt in' APS agencies, and provides a list of pre-assessed candidates to selectand offer positions.

The Public Service Act 1999 requires that decisions relating to engagement and promotion are based on merit. The Act defines the
merit principle which requries:- all eligible members of the community were given a reasonable opportunity to apply to perform the relevant duties;
Appointment (Promotion)- an assessment is made of the relative suitability of the candidates to perform the relevant duties, using a competitive selection(Does the government manage who to beprocess;
promoted? Or, are employees responsible for
their own career advancement? How often does - the assessment is based on the relationship between the candidates’ work‑related qualities and the work‑related qualities genuinely
the government appoint someone from outside required to perform the relevant duties;
the civil service to a senior position? How often - the assessment focuses on the relative capacity of the candidates to achieve outcomes related to the relevant duties; andare senior officials politically appointed?)- the assessment is the primary consideration in making the decision.
Each agency will determine whether to advertise a vacant position, and employees within the agency, from other agencies, and outside
the public service are able to apply and be considered for the position.
Public Service Act, the APS Code of Conduct set out the standards of conduct required of APS employees. And, APSC's Directions
outline the performance management obligations of Agency Heads, supervisors, and employees.
(Is there a personnel evaluation system? What is Agencies have a responsibility for developing performance frameworks that align with the legislative requirements to support a highevaluated? Who is evaluated by who? How are performance culture. Supervisors and employees are responsible for designing tailored performance agreements that include expected
the evaluation results used for personnel
behaviours, goals, and deliverables. Supervisors manage and assess the employee's performance, provide them with timely feedback
management?)
and conduct, at least annually, career conversations that deal with their performance, potential, aspirations, organisational fit andfuture opportunities.

Personnel evaluation

How (by what criteria) and who
determines the overall pay level ofcivil service employees?

Pay and conditions are determined at the individual agency level through an enterprise agreement. Employers, employees and theirrepresentatives are involved in the process of negotiating an enterprise agreement. The Fair Work Commission is the national
workplace relations tribunal. They review and approve all agreements.
Enterprise agreements usually set the minimum pay and conditions for the employees they cover. For example, wage rates;
employment conditions, such as hours of work, meal breaks, overtime; a consultation process; the process to follow if there is adispute about the agreement; deductions from wages for any purpose authorised by an employee.
Enterprise agreements are established through a bargaining process; this process is currently underway. The Australian Government iscommitted to providing APS employees with fair and equitable conditions of employment through genuine APS bargaining. In
addition to negotiating a set of common terms and conditions, the Government is also seeking to provide a fair and affordable pay risefor APS employees. The Commonwealth considered a range of factors when determining its pay offer, including: recent wage
outcomes across Australia; numerous economic indicators; the current labour market; and Budgetary considerations.

Integrity in the APS is a multi-layered concept that is shaped by frameworks and policies, assurance mechanisms, its employees andbroader organisational culture.
Frameworks and policies include APS values, Code of Conducts, and Employment Principles among others. Assurance mechanisms
Anti-corruption measures; measures include Agency reporting, Investigations and Enforcement, and Parliamentary oversight. APSC, agencies and employees promote a
culture of integrity through leadership and role-modelling, capability development, awareness-raising, and communication.
ensuring integrity of the service
The Public Governance, Performance and Accountability Act 2013 (PGPA Act) establishes a coherent system of governance andaccountability for public resources, with an emphasis on planning, performance and reporting.
In 2022, National Anti-Corruption Commission Act was enacted and the Commission serves to enhance integrity and accountability inthe public sector. The NACC commences operation on 1 July 2023.

- 161 -

In accordance with subsection 29(3) of the PS Act, the decision to terminate the employment of an ongoing (permanent) APS
employee can only be made on the following grounds:- the employee is excess to the requirements of the agency- the employee lacks, or has lost, an essential qualification for performing their duties- non-performance, or unsatisfactory performance of duties- inability to perform duties because of physical or mental incapacity- failure to satisfactorily complete an entry-level training course- failure to meet a condition of engagement imposed under subsection 22(6) of the PS Act
Job security (protection)(Are civil service employees subject - breach of the APS Code of Conduct- any other grounds prescribed by the Public Service Regulations 1999.
to dismissal, demotion, or reduction The Public Service Act 1999 prescribes that an Agency Head may reduce the classification of an APS employee, without theof pay against their will?)
employee’s consent, only in the following circumstances:- as a sanction under section 15;- in the case of an SES employee—in accordance with Commissioner’s Directions issued under subsection 11A(1);- on the ground that the employee is excess to the requirements of the Agency at the higher classification;- on the ground that the employee lacks, or has lost, an essential qualification for performing duties at the higher classification;- on the ground of non‑performance, or unsatisfactory performance, of duties at the higher classification;- on the ground that the employee is unable to perform duties at the higher classification because of physical or mental incapacity;- in other circumstances prescribed by the regulations.

Mandatory retirement age
Working hours

None

per week

37 hours 30 minutes

per day

7 hours 30 minutes- 162 -

Golden Friendship, Golden Opportunities