European Association for Public Administration Accreditation

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)