Senior Civil Service in Korea

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Senior Civil Service in Korea
2005
REPUBIC OF KOREA CIVIL SERVICE COMMISSION
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Table of Contents
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I. Background
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Background
Key Goals of the SCS

• Improve the core management of the government
• - By holding senior managers accountable for
  individual and
• organizational performance,
• - Selecting and developing senior managers from
  an expanded
• government-wide pool of talents
• - And making senior levels more open to talents
  from the lower
• ranks and from the outside

Developing a government-wide system for
selecting, preparing, paying and managing a
differentiated group of senior managers
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Senior Civil Service Cases in Practice
United States
United Kingdom

• Senior Executive Service

• Senior Civil Service

• Established in 1978

• Established in 1996

• 7,800 Managers

• 3,800 Managers

Senior Civil Service
Australia
Others

• Senior Executive Service

• Canada (in 1992)

• Established in 1984

• Netherlands (in 1995)

• 1,450 Managers

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Development Timetable
? Senior Civil Service selected as a key agenda
of the personnel administration reform (03.
4)
? Conducted job analysis for senior positions
(03. 704)
? Implemented Director-general level Personal
Exchange across government agencies(04.1)
? Hosted public hearings, international
conferences, and ministerial meetings
(04.1112)
? Launched Bureau of Senior Civil Service Project
(05. 1)
? Conducted ministry-wide director-general
meetings and led party consultation on
legislative revision in Congress(05. 4)
? Proposed, discussed, and agreed in the Cabinet
meeting(05.5)
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II. Key Elements
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Memberships

• All Director-General or above positions in the
  central government- Includes national civil
  servants in General, Special, Contract,
• and Foreign Services (approximately 1500
  individuals)
• National civil servants in local governments
  (e.g. vice province
• governor, vice city mayor, and vice education
  superintendent)

Coverage

• Current grades for Senior public officials will
  be abolished - Posts in accordance with their
  ability and performance
• regardless of their grade differences
• Personnel management based on rank-in-position
  rather than rank-in-person

Grades
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Managing the Senior Service Corps

• A new system of senior civil service An
  expanded government-wide pool of qualified senior
  managers
• - Agencies have authorities to select
  officials from the Pool

Pool System

• Agencies have authority to manage the senior
  officers performance, training and other
  personnel matters

Personal Authority

• CSC consults and mediates conflicts of interest
• on appointments among agencies
• - Manages SCS member without assignment

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Managing the Senior Service Corps (II)
Pool System
Agencies
CSC
Appointment request and personnel management
Consultation, mediation, and management
Private sector
Private sector
Senior Civil Service
Open Position, Job Posting, and Job Transfer
Systems across agencies
Agency A
Agency B
Agency C
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Staffing

• Expanded System by open competitions
• - (e.g.) Open Position System (20) Job
  Posting System(30)
• Agency Flexibility (50)

Staffing

• Prospective senior managers Succesful
  completion of SCS Candidate Development Programs
  and Training and Certification of Competence
• Current senior managers No additional
  requirements - Reassignment to the SCS as a part
  of the transition process

Core Qualification

• Promotion/performance evaluations by CSC are
  reviewed only when an official becomes the member
  of SCS

Screen
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Staffing (II)
Screening appointment and promotion
A greater agency flexibility for selecting and
developing top managers
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Performance Management and Competency
Development

• Each SCS official is given an individual
  performance plan with performance elements and
  performance requirements.
• - Plans are developed in consultation with
  direct manager
• of the official.
• Annual appraisal period and 4 different ratings

Performance Agreements
Agreements
Final Review
?Progress Review?
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Performance Management and Competency
Development (II)

• Diferential pay scheme based on difficulty and
  importance of the job and position
• Continuous extension of performance-related pay
• - increased portion of the salary and a
  special one-time
• bonus for those with exceptional performances

Job and Performance Based Pay
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Performance Management and Competency
Development (III)

• Candidate Development Program
• - Division director at central government
  receive formal
• training at their current jobs

Competency Development
? Action Learning ?

• Training Program for incumbent members of the SCS
• - Customized Training to develop insufficient
  competency

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Recertification

• Maintenance of the Career-based-system
• - Guarantee of tenure and status

Status

• Regular basis(every 5 years) or
  non-regular(as-needed)
• - not recertified Lowest rating for 2
  consecutive years or 3
• separate years, no position for 2 years
  without valid reasons

Re- certification

• Organization of the Performance Review Committee
  for fair
• certification process
• - Committee Chairman CSC Chairman
• - Committee Commissioners 5 including a vice
  minister and
• officials from agencies and SCS members

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Recertification (II)
Recertification process

• Non-regular
• (as needed)

Performance Review Committee
Requested by agency
Not re- certified
Has to be Recertified
dismissal

• 5 commissioners or above
• - Chairman CSC Chairman
• - Commissioners vice minister

• Regular basis
• (every 5 years)

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III. Future Steps
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Future Steps
Process
Category
Legislation
Revise Laws and Regulations
Job grade
Review suggestions from agencies, Finalize job
grade
Performance Pay
Design, Review, Finalize
Competency Assessment
Organize a pool of reviewers, Develop the
assessment programs, Test
Candidate Development
Design the program, Test
Inaugurating the SCS (Senior Civil Service)
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Thank You.
Sanghyun Leeslee_at_csc.go.kr
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