III. Working Group on Civil Service
WG Programme Coordinators:
Patrycja Suwaj, Polish Association for PA Education; Bialystok University, Poland
E-mail:
psuwaj@wsap.edu.pl
Hans Joachim Rieger, Head of department in dbb academy, Bonn, Germany
E-mail:
h.rieger@dbbakademie.de
Theme 2012:
general: Civil Service
models in CE, HR policy and instruments
specific: Leadership development and training
About the Working
Group
The Working
Group on Civil Service which was announced in 2009 was a new WG within
NISPAcee. Our aim was to follow cross-country discussions and encourage those from
different countries, with different backgrounds, to present and discuss the various
models of Human Resources’ (HR), commonalities and differences between CEE
states compared to Western countries.
In addition to this scientific approach, we would like
to continue a practical input and experience exchange for the implementation of
selected and precise HR Instruments in different countries and to have a critical
analysis of their impact.
Background and Justification
In the 21st century, demographic
developments, growing expectations from citizens, the introduction of new
technologies, individualisation, delegation and decentralisation, financial
pressures and internationalisation trends have become the determining factors
of change in the public service. Today, reform measures promote the
deconstruction and decentralisation of the civil service from all fronts. In
addition, public policies are administered through increasingly complex
networks, decentralised governance structures, public-private partnerships and
cooperative ventures between NGO’s, consultants and Government (Ch. Demmke).
The traditional concept of the public service as a single, unified employer is
also disappearing. Instead, the introduction of individual performance schemes
and the decentralisation of responsibilities in Human Resources Management
(HRM) make the public service a rather heterogeneous and fragmented body.
Contrary to this, for a long time, the single employer concept was vital to the
development of centralised public personnel systems. Government, rather than
its individual agencies, was the employer. Accordingly, the employee was a
career civil servant rather than a worker (D.
H. Rosenbloom/R. S. Kravchuk).
In 2009, we began with a discussion and general overview
of civil services in CEE countries. In 2012, we decided to focus on the topic
of practical solutions in human resources development within the civil service.
In addition to what we have done at previous
conferences, we would like to save one of the sessions for training and
experience exchange with regard to one particular instrument. For 2012, we have
selected the topic of Leadership Development and Training.
Call for Papers
The membership of the Working Group on Civil Service
seeks to build connections between practitioners, trainers and engaged scholars
in the Civil Service in the CEE field as a matter of priority. The primary
objective of the Group is to enrich the 2012 NISPAcee Conference programme with
concepts and models, structures, and the tasks of HR in Civil Services in CEE,
including both academic and practice papers.
We are inviting all member institutions, associate and
individual members, as well as others interested in the topic of Civil Service
in Central and Eastern Europe to participate in and discuss the following
specific topics:
Results of the needs assessment and discussions (2009,
2010, 2011):
1. HR Policy and
Strategy
- Concepts of HR in different countries
- Best practice in HRM/CS Reform,
- A civil
servant or public servant is a public sector employee
working for a government department or agency and in some countries, in
local-government. We would like to find out about and compare these
categories of civil servants in our states.
- Career systems, position systems, mixed systems
or any other relevant information.
2. Tools and
instruments
To improve the service and work performance, many
instruments are in place. How are these instruments working? Which solutions
exist in practice and what are the impacts of them? What are the results for
public service servants?
- recruitment,
- profile and job description,
- staff selection,
- introduction of new employees,
- selection and
recruitment of top managers,
- leadership development,
- leadership training,
leadership coaching, leadership mentoring programmes,
- performance management,
- regulations on performance appraisals,
- promotions, promotion system,
- salary system,
For the three topics in bold, please bring to the conference the systems implemented in
your country.
3. Qualifications,
Training and Education
The qualification and needs for the public service
differ in the way in which the concept each particular civil service follows.
Therefore, the approaches for education and training also differ. Nevertheless,
there are some common roots related to the education and training systems in
the different states.
The requirements for lifelong learning and continuous
learning are visible in all civil services. What do the solutions in CEE
countries resemble and what are the benefits and deficiencies of these
approaches? What results could be achieved?
- Management training using competency profiles for
modern training programmes for civil servants,
- What educational requirements should there be for
entering the civil service system?
- Public administration education and training need
quality control,
- Are there specific needs in CEE countries?
- Regulations on training,
- Trainer qualifications and the selection process
- Curricula development
(especially for Leadership)