Ridho Fitrah Hyzkia, profile picture
Uploaded byRidho Fitrah Hyzkia
21,056 views

The Civil Service System of The Republic of Korea

The document provides information about the Civil Service System of South Korea. It discusses the following key points in 3 sentences: The Ministry of Personnel Management oversees South Korea's civil service system and aims to create a more transparent, fair and competent civil service. The system classifies civil servants into grades and uses open competitions, career competitions, and a senior civil service system to recruit and promote civil servants. The performance management system evaluates civil servants to determine their salaries, promotions, and professional development opportunities.

Embed presentation

Downloaded 172 times
2018 The Civil Service System of the Republic of Korea 1
Minister of MPM Kim Pan Suk 2
2017 EROPA Bilateral Meeting Sofian Effendi, Chairman of the Indonesian Civil Service Commission Forum Kerjasama Korea-Indonesia untuk Administrasi Publik 3
Contents Ⅰ. Ministry of Personnel Management Ⅱ. Personnel Management System Ⅲ. Personnel Management Innovation Diagnosis 4
Ⅰ. Ministry of Personnel Management 5
1-1. Vision Fairer and more transparent personnel systems Culture of considering the unprivileged and local communities Civil service based on expertise and competencies Greater performance resulting from better working conditions Republic of Korea with Equal Opportunity, Fair Process, and Just Results Ethical guidelines to regain the people’s trust 6
1-2. History Now 2014 2011 2008 1950 1948 1999 1998 2014.11 The Ministry of Personnel Management was established. 2011 The Higher Civil Service Examination was changed to the Grade 5 Open competitive exam(administrative,foreignservice, technical). 2008.02 The Ministry of Public Administration and Security was established(combining the Ministry of Government Administration and Home Affairs, the Civil Service Commission, the Emergency Planning Commission and the Ministry of Information and Communication) 1999.05 The Civil Service Commission was established. 1998.02 The Ministry of Government Administration and Home Affairs was established(combining the Ministry of Home Affairs and the Ministry of Government Administration) 1950.01 The first higher civil service examination(administrative division) was administered. 1949.08 The State Public Officials Act was enacted. 1948.11 The Ministry of Home Affairs and the Ministry of Government Administration were established. 1948.08.15. The Republic of Korea Government was established. 7
1-3. Organizational Chart 8  Affiliated Agencies  Affiliated public organization
Ⅱ. Personnel Management System 9
L ooking for the elderly 1-1. Number of Civil Servants The Number of Civil Servants 1,046,487 persons Local Gov’t 371,253 persons Central Gov’t 650,149 persons Judiciary 17,439 persons Constitutional Court 320 persons Legislature 4,300 persons Executive 1,021,402 persons National Election Commission 3,026 persons * As of the end of December 2016
L ooking for the elderly 1-2. Classification & Grade Grade 6-9 (General Staff) Grade 1-2 (Deputy Ministers/ Directors-General) Minister & Vice-Minister(s) Grade 3-4 (Division Directors) Grade 5 (Deputy Directors) Senior Civil Service(SCS) 11
1-3. Senior Civil Service (since 2006) The Senior Civil Service (SCS) is a strategic HR system through performance-oriented HRM. By separating deputy ministers and bureau directors who assume key roles in policymaking from general staff, the government makes good use of them in the right place at the right time and strengthens openness and competition in an effort to be a better government. Before After HRMClass Seniority system Closed Grade and Age- based Salary Position Performance-based Open Job and Performance- based Salary Core Factors Performance & Accountability Openness & Competitiveness Competency Assessment Staffing Remuneration 12
1-3. Senior Civil Service HRM of SCS Subject Appointment Process Job levels Evaluation Dismissal • Public officials that hold the position of chiefs/directors-general of offices/bureaus of central administrative agencies. (2006) 1,305 -> (2016) 1,553 • General positions(“Autonomous positions”) + Open recruitment + Job posting Candidates selected Competency assessment Pre-employment screening • 5 levels(2006), Reorganized 2 levels in 2009 • 5 ranks : Excellent / Good / Fair / Insufficient / Poor • Regular screening(every 5 years) + ad-hoc screening (lowest evaluation grade + suspended from position) * Regular screenings eliminated in 2014 Remuneration Basic pay Job based pay Incentive (Performance-based pay) 13
1-3. Senior Civil Service Government at a Glance 2017 Korea ranked world’s 9th in “Extent of the use of separate human resources management practices for senior civil servants in central government” - Existence of a separate group of SCS (o) - SCS are encouraged to have more career mobility (o) - SCS are recruited with a more centralized process (x) - The appointment term of SCS is shorter than for regular staff (o) - Existence of a performance management regime for SCS (o) - Selected features of the performance-management regime for SCS (o) : Performance agreement with the administrative head of the civil service, Dismissal as a result of poor performance (o) 14
Looking for the elderly 2-1. Recruitment Answer sheet by Yi Hwang, 1527 1200-year History of the Civil Service Examination List of those who passed Gwageo, Goryeo In 788,during the reign ofKing Wonseongof Silla, the ‘Three-level Reading Comprehension Examination’ was introduced. This was thefirst time inKorea’s history that government officials wereselected according totheir academic achievements. In 958, during the reign of King Gwangjong of Goryeo, the Imperial Examination(Gwageo in Korean) was introduced, marking the beginning of appointing talented individuals through fair and objective exams. 15 Yi Hwang is one of the most prominent Korean Confucian scholars of the Joseon Dynasty. He is well-known for his generosity and outstanding achievement. Most people recognize him as the figure on the Korean currency note.
2-1. Recruitment & Selection Ⅰ. Open Competition  Equal Opportunity  Fair Procedures  Grades 5, 7 and 9  Written Tests and Interview 1st round 2nd round 3rd round  Multiple choice questions  PSAT (Public Service Aptitude Test), English, Korean History, Constitution ※ English and Korean History are replaced with proficiency tests.  Essay-type questions  Administrative Law, Economics, Political Science, Public Administration + 1 elective subject (Policy Studies, Theory of Information System, Theory of Enumeration Methods) ※ Different subjects for function category of general public administration  Competency interview – Group Discussion, Individual Presentation, Individual Interview  Evaluation on the mindset/attitude, expertise, creativity and growth potential as a public official ※ Length of individual interview: G5-4hr, G7-2hr 10min, G9-50min ※ Open competition (Grade 7 & 9) : Written test (multiple choice) + interview 16  Grade 5 Examination
2-1. Recruitment & Selection Ⅱ. Career Competition  High level of Expertise & Experience  All Grades, including SCS  Career Credentials and Academic Degrees in a specific field Announce- ment Application review Interview  When there is an opening in a specific position  Disclose a job-posting describing required work/academic experience for the position ※ At a website of each organization and/or gojobs.go.kr  Evaluate eligibility of each applicant  If necessary, applicants are evaluated according to the given scores  Structured interview – Behavioral Event Interview (BEI), Situational Interview (SI), Behavior Description Indicator (BDI)  More than 2 interviewers evaluate based on the submitted self-description and work plan 17
Women’s Promotion Safety Net2-1. Recruitment • The number of women in public service have steadily increased but it still remains a challenge for women to assume managerial positions due to the invisible barriers that prevent women’s development Overview • Narrow Definition : A system that aims to ensure that women public officials are not wrongly eliminated from promotions and are promoted in proportional numbers. • Broad Definition : A comprehensive and proactive personnel management system that supports women in all areas of personnel affairs such as management of placement, capacity development and improvement of working conditions to ensure inclusion of more women officials in the promotion safety net What is Women’s Promotion Safety Net? 18
2-1. Recruitment • 3% of total positions should be filled by the disabled (3.44% in 2016) * Career competitive examination those with severe disabilities can apply • Preferential exam for certain quota which only disabled persons can apply for to promote recruiting public officials with disability * Target in 2017: 6.5% of recruited positions (269 positions) • OCRE for Grade 7 and 9 Overview Quota for the Disabled • Different recruitment for persons with severe disability • For career positions administered by MPM based on application review & interview * Scheduled number of appointment in 2017: 25 persons Severe disability • To ensure convenience and accessibility of applicants with disability, allow extra time at exam (X1.5), enlarged fonts on the test sheet, sign language interpreter, speech supported computer Support System 19
Looking for the elderly Quota for Low Income Bracket2-1. Recruitment Low income class • Select among the recipients of government benefits for basic livelihood or single-parent family * Target in 2017: 2.8% of Grade 9 OCRE recruitment (133) • Application: Open competition recruitment examination for Grade 9 Overview Category Total 09 10 11 12 13 14 15 16 17 G9 (OCRE) 462 22 12 13 41 53 75 100 113 133 • To be eligible for basic livelihood support program - should earn less than 50% of median income of all households, and - either have no dependable member within family, or cannot depend on anyone • To be eligible for single-parent family benefit - should earn less than 52% of median income, and live with either a single parent or grand-parents only - In the case of single-parent family with a teenager, (24 and younger), should earn less than 60% of median income Low Income Class 20
Quota for Local Talent2-1. Recruitment • Select outstanding talent in secondary and tertiary education institutions • Extend opportunities of public officials for local residents * After acceptance, candidates are appointed after internship. • (Eligibility) recommendedbyprincipalwithexcellentacademicachievement Overview Recommended by school G7: Top 10% G9: Top 30% Written test G7: PSAT G9: Korean, English, social studies Application review & interview Internship G7: 1 year G9: 6 months Process • To expand recruitment opportunities for local talents in public service, appoint extra candidates to meet the specific quota * Target: 20% of Grade 5 recruited positions, 30% of Grade 7 • Local talents: Persons who graduated from universities outside Seoul • Rigid ranking system among universities, lack of balanced development between Seoul and regional areas Quota for local talent 21 - Quota (2017): G7 (120), G9 (170)
2-2. Promotion system Classification Senior Civil Service (Deputy Ministers/ Directors-General) Process Competency Assessment General Promotion Screening Screening for Appointment of SCS General Promotion Screening Promotion Test or General Promotion Screening Grade 3-4 (Division Directors) Grade 5 (Deputy Directors) Grade 6-9 (General Staff) Competency Assessment (In the case of grade 4) General Promotion Screening  Promotion system = Performance Evaluation(80~95%) + Service Period(20~5%) + Additional elements(within 5 points) 22
L ooking for the elderly 2-2. Promotion system Competency Assessment Promotion system Objective evaluation of the abilities and qualifications required of senior civil servants or directors who play a key role in setting and determining the main policies Types Competency - Competency Assessment of SCS Candidates - Competency Assessment of Division Director Candidates Problem Recognition, Strategy Thinking, Change Management, Performance- Orientedness, Client Satisfaction, Coordination & Integration • Examples of Exercises• Assessment Techniques  Failure rate : 21.7% (2006~2017)  Failure rate : 24.1% (2009~2017) 23
L ooking for the elderly 2-3. Human Resource Development 24
3-1. Performance Management Classification System SCS Performance agreement (Once yearly) Work performance appraisal system (Twice yearly) G3 & G4 G5 & below Evaluation Factor - Individual / departmental achievement - Job performance quality / ability -Work achievement: Difficulty, Perfection, Promptness -Work performance: Planning, Communication, Client-oriented, Negotiation * Optional : additional points for other factors (departmental evaluation, etc.) Rank -G3 & G4 : 3 or more ranks (lowestratingassignment:selective) - SCS : 3 or more ranks (lowestratingassignment:essential) 3 or more ranks (lowestratingassignment:selective) Process Strategic Planning → Interim Check → Final Evaluation Same as left Utilization Reflected in portion of annual salary based on performance * SCS considered to be ineligible if at lowest rate for 2+ years * G5 will receive Annual salary based on performance since 2018. 25 - Drafting of list of candidates for promotion - Reflected in promotion and payment by results
L ooking for the elderly 3-1. Performance Pay Performance Pay (G5 & higher)  Standard model Rank S A B C Person ratio 20% 30% 40% 10% G4 8,140,000 6,110,000 4,070,000 0 G5 6,870,000 5,150,000 3,430,000 0 Performance Bonus (G6 & below)  Standard model  Numberofranks(3ormore)Autonomy of the department Rank S A B C Person ratio 20% 40% 30% 10% G6 5,910,000 4,280,000 2,910,000 0 G7 5,020,000 3,640,000 2,470,000 0  Personratio(60orless) Unit : Won / As of 2018 Unit : Won / As of 2018 For G5, person ratio and supply rate are determined and paid autonomously by each ministry. 26  Paid monthly as annual salary  Paid at once as bonus in March
Fixed Annual Salary Job Performance and Task-related Annual Salary Performance-related Annual Salary Seniority-based Payment + Performance Bonus L ooking for the elderly 3-2. Remuneration Senior Civil Service Below Grade 6 Political Service Division Directors, Grade 5 (Deputy Directors)  Entry level G9(step 1) : Base pay + Allowance = 22,184,160 won (annual total income) 27
L ooking for the elderly 4. Talent Information & Acquisition Human Resource DB Organizations using DB can receive recommendation or directly search human resource information by accessing DB system. Application of the Human Resource DB 28 • The Human Resource Database is home to information about more than 300,000 (as of 2017) talented personnel in all social areas, providing assistance in hiring top-class talent for major public offices in the Republic of Korea.  Female ratio : 23.7% (71,503 of 300,000) • Contains individual's career history and background information(relevant in evaluating individual's expertise and qualification for government position) • Carefully managed and constantly updated in order to support well-judged and accountable appointments. Introduction Organizations • Central Administrative Organizations • Local Governments • Public Agencies Target Positions • Political Appointees • Executives of Public Enterprises • Advisory Committees • Personnel Recommendation Committees • Etc.
L ooking for the elderly 4. Talent Information & Acquisition Human Resource Database Government Headhunting Referral Recruitment Referral Recruitment Referral Recruitment Established with the goal of discovering new talent, Referral Recruitment is an advanced personnel management system where citizens can participate directly by recommending candidates for public office. * Any Korean national who possesses expertise / experience in their field & is willing to serve the public, self-recommendation is allowed. Introduction • Public Officials in Political Service * Ministers, Vice Ministers, Commissioners, Chairpersons, etc. • Open Positions : Positions at the director-level & above that require specialist candidates with specific qualifications. (Candidates from both the public & private sectors.) • Head & Executive Officers of Public Institutions : Heads, executive officers, auditors, etc. of public institutions. • Members of Government Committees under the President, Prime Minister, & administrative agencies. Positions for Recommendation • Selected & managed as a candidate for public office after procedures such as information verification and review of suitability based on related laws & regulations. Utilization of Recommendation 29
L ooking for the elderly 5. Electronic Personnel Management System Human Resource Database Government Headhunting Referral Recruitment e-Saram : Paperless e-HRM • ‘e-Saram’ is a standardized electronic personnel management system that supports the government-wide personnel administration & personnel policy tasks of the MPM by computerizing the overall personnel administration system from recruitment to retirement. • Each government agency can electronically manage personnel-related task* through this system. Since 2014, a mobile service has been available. * personnel information, payroll, time off, performance evaluations, human resource development. • The data & statistics available in this system are utilized of personnel policy making by the MPM. 30
6-1. Public Service Ethics  Prevention illegal property accumulation of public servants  Secure fairness in carrying out public duties Public Service Ethics Act Public Service Ethics Act Registration: Grade 4 or above Disclosure: Grade 1 and political appointees Grade 4 or above is prohibited from being employed by the employment-restricted entities for 3 years after retirement Gifts exceeding USD 100 in value from foreign agencies should be reported Sell the stocks or place them in a Blind Trust, if job relatedness is acknowledged Registration of Properties Restriction on Employment of Retired Officials Reports on Gifts Blind Trust of Stocks 31
L ooking for the elderly 6-2. PETI: Public Ethics Total Information System • Registration : Grade 4 or higher (224,055 / 2016.12.31) * 20% of all public officials, Grade 7 or higher officials working for the license/permission department, police, tax services, and Executives of public service related organizations3 • Disclosure to the public : Grade 1 & political appointees(5,298 / 2016.12.31) * 0.5% of all public officials Registration of properties & disclosure • Scope of registration : Real estate, personal properties, receivables and payables of a public official, spouse, lineal ascendants and descendent What should be registered? Category Details Real estate Ownership, Superficies, Right of Lease Rights corresponding to real estate Mining rights, Fishing rights Personal property Cash· Deposit· Stock· Receivables· Payables, Intellectual Property Right (KRW 10 million or more each) Gold· Jewelry · Antique · Membership (KRW 5 million or more each), Cars, Ships, Airplanes and Construction equipment Others Shares contributed and Stock option 32
L ooking for the elderly 6-2. PETI: Public Ethics Total Information System • Register on the web-based system called PETI (Public Ethics Total Information System) Registration Method Property Declaration Form 33
L ooking for the elderly 6-3. The Improper Solicitation and Graft Act Customary Gifts Congratulatory or condolence money Up to 50,000won Flowers for festivities or funerals up to 100,000 won Gifts Except cash , gift cards Up to 50,000won Products of agriculture and fisheries, its commodities derivatives up to 100,000 won Food & Drink Meal, snack, alcoholic beverage, soft drink, etc. Up to 30,000won * Products of agriculture and fisheries and its commodities derivatives that contain agricultural and fishery products more than 50% would be allowed worth up to 100,000 won. (including meat and forest products) The Graft Act prohibits public servants from receiving free meal, gifts and any financial advantage in connection to their duties. Do not give gifts to concerned public officers For example,  Applicants for permission  Those subjected to monitoring and crackdowns  Bidder  Those subjected to HR, evaluation and audit  Accusant and accused 34 Public officers, congressman, teachers(kindergarten, primary, secondary, university), head/employee of institution related to public service and head/employee media companies are subject to the Act.
L ooking for the elderly 6-4. The Appeals Commission • An administrative appeals system in which the Appeals Commission examines & makes decisions on appeals when public officials raise an objection to disciplinary action, unfavorable disposition, or omission contrary to their intention. • By providing a complementary judicial function that remedies unlawful conduct or unreasonable personnel treatment, the Appeals Review System guarantees the employment status of public officials, helps maintain the career civil service system, and also, indirectly, promotes self-regulation by the government. Appeals Review System • The Grievance Review System aims to seek a reasonable resolution for grievances related to public officials through examinations and consultations by allowing them to file complaints with the personnel authority in connection with work conditions, personnel management & other personnel affairs. • The review committee takes a third party approach and plays a moderating role by mediating and advising to resolve grievances smoothly. • The goal of the Grievance Review System is to identify various issues that pose challenges in work conditions & to resolve such issues to boost morale by guaranteeing the civil rights of public officials & enhancing their work performance. Grievance Review System 35
7. Pension System Pension Scheme for Civil Servants ∙ Coverage : All civil servants in the central and local governments (Number of active civil servants : 1,120,458 in 2017) ∙ Pensioners : 476,184 in 2017 ∙ Average pension benefits : 2,320,000 KR₩/month ( $ 2,110 in 2017 ) ∙ Total fund amount : 109,506 in 100 million KR₩ ( $ 10,000 million in 2017 ) ∙ Pension Operation ∙ Retirement support ∙ Fund Management ∙ Providing loans ∙ Housing supply ∙ Injury Compensation Administration Body Category Contents Contribution Rates (civil servants & gov’t respectively) Civil servants 9% + Gov’t 9% * 2016 8% → 2017 8.25% → 2018 8.5% → 2019 8.75% → 2020 9% (step by step) Accrual Rates 1.7% per year * 20161.878% → 20201.79% → 20251.74% → 20301.72% → 20351.7% (step by step) Pension Entitlement More than 10 years of service * ~2015 20 years Maximum of Contribution Period 36 years (step by step) * ~2015 33 years → 36 years Regular Pension Age 65yrs 202261 → 202462 → 202763 → 203064 → 203365 (step by step) GEPS Government Employees Pension Service Current Pension System 36
Ⅲ. Personnel Management Innovation Diagnosis 37
The Personnel Management Innovation Diagnosis • The establishment of the MPM(Nov 2014) , in charge of PM innovation has increased the demand for the effective & responsive personnel management to the public. • Starting in 2015, the Personnel Management Innovation Diagnosis Indicators were developed and have carried out objective assessments. Composed of 5 fields, 12 items & 41 sub-indicators Title Field Description/item Personnel Management Innovation Diagnosis Indicators Implementation capacity ∘ Willing to pursue PM innovations ∘ Quality of action plans & interest in innovations Balanced PM (Open & diverse recruiting) ∘ Exchanges with the private sector ∘ Balanced recruiting without discriminating against female applicants & the disabled Human resource development ∘ Awareness of human resource development ∘ Efforts to develop human resources Expertise/ Performance management ∘ Compliance with the mandatory period for remaining at assigned positions ∘ Observance of the system of expert public officials & professional public officials ∘ Observance of planned personnel exchange programs ∘ Efforts to manage performance Working Environment & Condition Improvement ∘ Efforts to encourage the use of personal day offs & the flexible work system ∘ Attempts to fight discrimination among government workers 38
The Personnel Management Innovation Diagnosis Indicators 39
The Personnel Management Innovation Diagnosis Indicators 40
Thank you 41 www.mpm.go.kr

More Related Content

PPT
Civil service in developed & developing countries a comparative study
byShamsul Arefin
 
PPTX
Comparative Human Resources Management in ASEAN
byDepartment of Education - Philippines
 
PPT
Government Reform: Lesson’s from Korean Experience
byDadang Solihin
 
PDF
Competency Based Manual 2021.pdf
byKarenFeytMallari
 
PPTX
Presentation on the e government services
byzahr9315
 
PPT
Civil service
byaquinaspolitics
 
PDF
Effective performance management in the public sector
bySupport for Improvement in Governance and Management SIGMA
 
PPTX
role of good governance and society
bykarishmachoudhri
 
Civil service in developed & developing countries a comparative study
byShamsul Arefin
 
Comparative Human Resources Management in ASEAN
byDepartment of Education - Philippines
 
Government Reform: Lesson’s from Korean Experience
byDadang Solihin
 
Competency Based Manual 2021.pdf
byKarenFeytMallari
 
Presentation on the e government services
byzahr9315
 
Civil service
byaquinaspolitics
 
Effective performance management in the public sector
bySupport for Improvement in Governance and Management SIGMA
 
role of good governance and society
bykarishmachoudhri
 

What's hot

PPTX
Local Government
byJo Balucanag - Bitonio
 
PDF
Paradigms or Models of Public Administration
byJo Balucanag - Bitonio
 
DOCX
What is civil service
byabad_er
 
PDF
Local Government System in Indonesia
byTri Widodo W. UTOMO
 
PPTX
The philippine civil service
byLiezel Paras
 
PPT
Civil service, Merit system and CSC
byabad_er
 
PDF
TOPIC 3 NEW PUBLIC MANAGEMENT 30-3.pdf
byhusnasafwan
 
PPT
Local economic enterprises special report
bykamlesh_devi_chambal
 
PPT
New Approaches in Public Service Delivery
byJo Balucanag - Bitonio
 
PPT
Models of Public Administration
byJo Balucanag - Bitonio
 
PDF
New Public Management
byJo Balucanag - Bitonio
 
PPT
Enhancing Good Governance through Public Enterprise (Privatization)
byLeilani Mariana Castelo
 
PPT
Theories and Practice of Public Admibistration
byJo Balucanag - Bitonio
 
PPTX
Public Administration as Governance
byJo Balucanag - Bitonio
 
PPTX
CHAPTER 10: COPING WITH CORRUPTION THROUGH WORK ETHIC AND ACCOUNTABILITY IN P...
byCristy Melloso
 
PPT
New public management
byTareq Ahmed
 
PPT
New Public Management Reforms in the Delivery of
byJo Balucanag - Bitonio
 
PPT
perkembangan-administrasi-publik.ppt
byShasyaGatot
 
PPTX
Public administration
byEnes Bolfidan
 
PPTX
Bureaucracy
byRag Pombo
 
Local Government
byJo Balucanag - Bitonio
 
Paradigms or Models of Public Administration
byJo Balucanag - Bitonio
 
What is civil service
byabad_er
 
Local Government System in Indonesia
byTri Widodo W. UTOMO
 
The philippine civil service
byLiezel Paras
 
Civil service, Merit system and CSC
byabad_er
 
TOPIC 3 NEW PUBLIC MANAGEMENT 30-3.pdf
byhusnasafwan
 
Local economic enterprises special report
bykamlesh_devi_chambal
 
New Approaches in Public Service Delivery
byJo Balucanag - Bitonio
 
Models of Public Administration
byJo Balucanag - Bitonio
 
New Public Management
byJo Balucanag - Bitonio
 
Enhancing Good Governance through Public Enterprise (Privatization)
byLeilani Mariana Castelo
 
Theories and Practice of Public Admibistration
byJo Balucanag - Bitonio
 
Public Administration as Governance
byJo Balucanag - Bitonio
 
CHAPTER 10: COPING WITH CORRUPTION THROUGH WORK ETHIC AND ACCOUNTABILITY IN P...
byCristy Melloso
 
New public management
byTareq Ahmed
 
New Public Management Reforms in the Delivery of
byJo Balucanag - Bitonio
 
perkembangan-administrasi-publik.ppt
byShasyaGatot
 
Public administration
byEnes Bolfidan
 
Bureaucracy
byRag Pombo
 

Similar to The Civil Service System of The Republic of Korea

PDF
A Competency-based HRD System for Public Servants in the Philippine Bureaucracy
byHilario Martinez
 
PDF
Eligibility or Competency
byHilario Martinez
 
PDF
The Philippine Civil Service Commission
byJo Balucanag - Bitonio
 
PDF
Recruitment and selection process in bangladesh civil service
byAlexander Decker
 
PPT
Hiring policies
byJeannifer Villanueva
 
PPTX
Civil-Service.pptx
byLemLem29
 
PPTX
Appointment to Government Service
byCarlworks
 
PPTX
INTRODUCTION TO CIVIL SERVICES EXAM - MUST READ
byKnowYourTutor.com
 
PPT
PERSONNEL_ADMINISTRATION.ppt
byquratulainkhan34
 
PPTX
System of civil services in india and it’s
byMahesh Sherkhane
 
PDF
Nepal government policy on HRM
byBasudev Sharma
 
PPTX
12 promotion policy -2010
byAfzaalFirdousi
 
PDF
Class 8 Public Administration 2
byVista's Learning
 
PPTX
Career in Civil services
byDr. Niyati Garg
 
PPT
How is Civil Services through the UPSC exam, after 12th?
bysomyasabarwal
 
PPTX
Peter Pogacar, dilemmas senior civil service BiH, SIGMA, 24 and 25 June 2021
bySupport for Improvement in Governance and Management SIGMA
 
PPTX
The-Civil-Service-A-Foundation-of-Governance.pptx
byAnyaForger48
 
DOCX
CHAPTER VII NATIONAL QUALIFYING EXAMdocx
byJeniferAyangco1
 
DOCX
Application The Civil Service SystemHow do public adminis.docx
byhirstcruz
 
PPTX
Presentation by Mr. Manvel Badalyan, Chairman of the Civil Service Council of...
bySupport for Improvement in Governance and Management SIGMA
 
A Competency-based HRD System for Public Servants in the Philippine Bureaucracy
byHilario Martinez
 
Eligibility or Competency
byHilario Martinez
 
The Philippine Civil Service Commission
byJo Balucanag - Bitonio
 
Recruitment and selection process in bangladesh civil service
byAlexander Decker
 
Hiring policies
byJeannifer Villanueva
 
Civil-Service.pptx
byLemLem29
 
Appointment to Government Service
byCarlworks
 
INTRODUCTION TO CIVIL SERVICES EXAM - MUST READ
byKnowYourTutor.com
 
PERSONNEL_ADMINISTRATION.ppt
byquratulainkhan34
 
System of civil services in india and it’s
byMahesh Sherkhane
 
Nepal government policy on HRM
byBasudev Sharma
 
12 promotion policy -2010
byAfzaalFirdousi
 
Class 8 Public Administration 2
byVista's Learning
 
Career in Civil services
byDr. Niyati Garg
 
How is Civil Services through the UPSC exam, after 12th?
bysomyasabarwal
 
Peter Pogacar, dilemmas senior civil service BiH, SIGMA, 24 and 25 June 2021
bySupport for Improvement in Governance and Management SIGMA
 
The-Civil-Service-A-Foundation-of-Governance.pptx
byAnyaForger48
 
CHAPTER VII NATIONAL QUALIFYING EXAMdocx
byJeniferAyangco1
 
Application The Civil Service SystemHow do public adminis.docx
byhirstcruz
 
Presentation by Mr. Manvel Badalyan, Chairman of the Civil Service Council of...
bySupport for Improvement in Governance and Management SIGMA
 

More from Ridho Fitrah Hyzkia

PDF
Pemetaan Manajemen ASN Berbasis Sistem Merit Mendukung Terwujudnya Birokrasi ...
byRidho Fitrah Hyzkia
 
PDF
Rancangan Teknokratik Pembangunan ASN 2020 - 2024
byRidho Fitrah Hyzkia
 
PDF
Why indonesia & Why Now
byRidho Fitrah Hyzkia
 
PDF
KH. Hasyim Asyari - Pengabdian Seorang Kyai Untuk Negeri
byRidho Fitrah Hyzkia
 
PDF
Media sosial dan hoax
byRidho Fitrah Hyzkia
 
PDF
Informasi APBN 2018
byRidho Fitrah Hyzkia
 
PDF
Perjalanan Ekonomi Indonesia 1945 - 2017
byRidho Fitrah Hyzkia
 
PDF
Kebijakan Bank Indonesia terkait Virtual Currency
byRidho Fitrah Hyzkia
 
PDF
Indonesia Digital Landscape 2018
byRidho Fitrah Hyzkia
 
PDF
Manajemen Media Sosial Instansi Pemerintah
byRidho Fitrah Hyzkia
 
PDF
E-book Milenial
byRidho Fitrah Hyzkia
 
PDF
Hasil Penilaian dan Kompetensi Kepatuhan terhadap Standar Pelayanan dan Kompe...
byRidho Fitrah Hyzkia
 
PDF
Merekam Data e-Commerce Indonesia
byRidho Fitrah Hyzkia
 
PDF
Indeks Persepsi Korupsi Indonesia 2017
byRidho Fitrah Hyzkia
 
PDF
Ada Apa dengan Milenial? Orientasi Sosial, Ekonomi dan Politik
byRidho Fitrah Hyzkia
 
PDF
Korupsi, Religiusitas dan Intoleransi
byRidho Fitrah Hyzkia
 
PDF
The Global Competitiveness Report 2016-2017
byRidho Fitrah Hyzkia
 
PDF
Hasil Survey Keanekaragaman
byRidho Fitrah Hyzkia
 
PDF
Pemilu dan Turbulensi Politik 2019
byRidho Fitrah Hyzkia
 
PDF
Hoax dan tanggungjawab sosial media pers
byRidho Fitrah Hyzkia
 
Pemetaan Manajemen ASN Berbasis Sistem Merit Mendukung Terwujudnya Birokrasi ...
byRidho Fitrah Hyzkia
 
Rancangan Teknokratik Pembangunan ASN 2020 - 2024
byRidho Fitrah Hyzkia
 
Why indonesia & Why Now
byRidho Fitrah Hyzkia
 
KH. Hasyim Asyari - Pengabdian Seorang Kyai Untuk Negeri
byRidho Fitrah Hyzkia
 
Media sosial dan hoax
byRidho Fitrah Hyzkia
 
Informasi APBN 2018
byRidho Fitrah Hyzkia
 
Perjalanan Ekonomi Indonesia 1945 - 2017
byRidho Fitrah Hyzkia
 
Kebijakan Bank Indonesia terkait Virtual Currency
byRidho Fitrah Hyzkia
 
Indonesia Digital Landscape 2018
byRidho Fitrah Hyzkia
 
Manajemen Media Sosial Instansi Pemerintah
byRidho Fitrah Hyzkia
 
E-book Milenial
byRidho Fitrah Hyzkia
 
Hasil Penilaian dan Kompetensi Kepatuhan terhadap Standar Pelayanan dan Kompe...
byRidho Fitrah Hyzkia
 
Merekam Data e-Commerce Indonesia
byRidho Fitrah Hyzkia
 
Indeks Persepsi Korupsi Indonesia 2017
byRidho Fitrah Hyzkia
 
Ada Apa dengan Milenial? Orientasi Sosial, Ekonomi dan Politik
byRidho Fitrah Hyzkia
 
Korupsi, Religiusitas dan Intoleransi
byRidho Fitrah Hyzkia
 
The Global Competitiveness Report 2016-2017
byRidho Fitrah Hyzkia
 
Hasil Survey Keanekaragaman
byRidho Fitrah Hyzkia
 
Pemilu dan Turbulensi Politik 2019
byRidho Fitrah Hyzkia
 
Hoax dan tanggungjawab sosial media pers
byRidho Fitrah Hyzkia
 

Recently uploaded

PDF
Nirbhigna-From भीड To भरोसा (Preliminary Draft)
byRishab Acharya
 
PDF
Translated copy _ Philosophy and Religion_ What is the Good (_Excellent_) Lif...
byEnergy for One World
 
PPTX
Data-Privacy-Act of 2012- Commercial Law 2.pptx
byJonahFrias1
 
PDF
Excellence Foundation for South Sudan Annual Report 2025
byExcellence Foundation for South Sudan
 
PDF
B00345844 Md Jahidul Islam Visa Apply Canada
byImmigration Department
 
PDF
How Economists Can Help Inform Economic and Budget Analysis Used by the U.S. ...
byCongressional Budget Office
 
PPTX
WFP_Continuous_Improvement_Cycle_Q3Q4_2025 (1).pptx
byCashmir Pangandaman
 
PDF
UnityNet–FAU BIPOCA Alliance | 2025 Year-End Report: From Vision to Regenerat...
byyouthpeaceroutes
 
PPTX
Fundamental Rules in telangana By Bhasker Desh.pptx
bybhaskerdeshbd
 
PDF
A Comprehensive Guide to Global Business Payments and Digital Income Manageme...
byTopSelleriT
 
PDF
History Mind Maps (English).pdf by Parmar gk
bymrm162057
 
PDF
January 01, 2026- Let’s ALL Make 202️⃣6️⃣ The Year Of “Best👣🐾Friends” (👣🐾BFs👣...
byNicolette C. DUDENEY
 
PDF
HT6y_lect3_Urinary Syndrome, Renal AH and Edema_LegkonogovAV.pdf
byvarshasriganesan1807
 
PPTX
Delivering Renewed Economic American Momentum
byNathan Davenport
 
PDF
Derek and Shelaine Maxfield - Established The Maxfield Family Foundation
byDerek and Shelaine Maxfield
 
PPTX
Agriculture Tech - Revamping EMRS into a Holistic Agriculture Response, Metri...
byNathan Davenport
 
Nirbhigna-From भीड To भरोसा (Preliminary Draft)
byRishab Acharya
 
Translated copy _ Philosophy and Religion_ What is the Good (_Excellent_) Lif...
byEnergy for One World
 
Data-Privacy-Act of 2012- Commercial Law 2.pptx
byJonahFrias1
 
Excellence Foundation for South Sudan Annual Report 2025
byExcellence Foundation for South Sudan
 
B00345844 Md Jahidul Islam Visa Apply Canada
byImmigration Department
 
How Economists Can Help Inform Economic and Budget Analysis Used by the U.S. ...
byCongressional Budget Office
 
WFP_Continuous_Improvement_Cycle_Q3Q4_2025 (1).pptx
byCashmir Pangandaman
 
UnityNet–FAU BIPOCA Alliance | 2025 Year-End Report: From Vision to Regenerat...
byyouthpeaceroutes
 
Fundamental Rules in telangana By Bhasker Desh.pptx
bybhaskerdeshbd
 
A Comprehensive Guide to Global Business Payments and Digital Income Manageme...
byTopSelleriT
 
History Mind Maps (English).pdf by Parmar gk
bymrm162057
 
January 01, 2026- Let’s ALL Make 202️⃣6️⃣ The Year Of “Best👣🐾Friends” (👣🐾BFs👣...
byNicolette C. DUDENEY
 
HT6y_lect3_Urinary Syndrome, Renal AH and Edema_LegkonogovAV.pdf
byvarshasriganesan1807
 
Delivering Renewed Economic American Momentum
byNathan Davenport
 
Derek and Shelaine Maxfield - Established The Maxfield Family Foundation
byDerek and Shelaine Maxfield
 
Agriculture Tech - Revamping EMRS into a Holistic Agriculture Response, Metri...
byNathan Davenport
 

The Civil Service System of The Republic of Korea

  • 1.
    2018 The Civil ServiceSystem of the Republic of Korea 1
  • 2.
  • 3.
    2017 EROPA BilateralMeeting Sofian Effendi, Chairman of the Indonesian Civil Service Commission Forum Kerjasama Korea-Indonesia untuk Administrasi Publik 3
  • 4.
    Contents Ⅰ. Ministry ofPersonnel Management Ⅱ. Personnel Management System Ⅲ. Personnel Management Innovation Diagnosis 4
  • 5.
    Ⅰ. Ministry ofPersonnel Management 5
  • 6.
    1-1. Vision Fairer and more transparent personnel systems Cultureof considering the unprivileged and local communities Civil service based on expertise and competencies Greater performance resulting from better working conditions Republic of Korea with Equal Opportunity, Fair Process, and Just Results Ethical guidelines to regain the people’s trust 6
  • 7.
    1-2. History Now 2014 2011 2008 1950 1948 1999 1998 2014.11 TheMinistry of Personnel Management was established. 2011 The Higher Civil Service Examination was changed to the Grade 5 Open competitive exam(administrative,foreignservice, technical). 2008.02 The Ministry of Public Administration and Security was established(combining the Ministry of Government Administration and Home Affairs, the Civil Service Commission, the Emergency Planning Commission and the Ministry of Information and Communication) 1999.05 The Civil Service Commission was established. 1998.02 The Ministry of Government Administration and Home Affairs was established(combining the Ministry of Home Affairs and the Ministry of Government Administration) 1950.01 The first higher civil service examination(administrative division) was administered. 1949.08 The State Public Officials Act was enacted. 1948.11 The Ministry of Home Affairs and the Ministry of Government Administration were established. 1948.08.15. The Republic of Korea Government was established. 7
  • 8.
    1-3. Organizational Chart 8 Affiliated Agencies  Affiliated public organization
  • 9.
  • 10.
    L ooking forthe elderly 1-1. Number of Civil Servants The Number of Civil Servants 1,046,487 persons Local Gov’t 371,253 persons Central Gov’t 650,149 persons Judiciary 17,439 persons Constitutional Court 320 persons Legislature 4,300 persons Executive 1,021,402 persons National Election Commission 3,026 persons * As of the end of December 2016
  • 11.
    L ooking forthe elderly 1-2. Classification & Grade Grade 6-9 (General Staff) Grade 1-2 (Deputy Ministers/ Directors-General) Minister & Vice-Minister(s) Grade 3-4 (Division Directors) Grade 5 (Deputy Directors) Senior Civil Service(SCS) 11
  • 12.
    1-3. Senior CivilService (since 2006) The Senior Civil Service (SCS) is a strategic HR system through performance-oriented HRM. By separating deputy ministers and bureau directors who assume key roles in policymaking from general staff, the government makes good use of them in the right place at the right time and strengthens openness and competition in an effort to be a better government. Before After HRMClass Seniority system Closed Grade and Age- based Salary Position Performance-based Open Job and Performance- based Salary Core Factors Performance & Accountability Openness & Competitiveness Competency Assessment Staffing Remuneration 12
  • 13.
    1-3. Senior CivilService HRM of SCS Subject Appointment Process Job levels Evaluation Dismissal • Public officials that hold the position of chiefs/directors-general of offices/bureaus of central administrative agencies. (2006) 1,305 -> (2016) 1,553 • General positions(“Autonomous positions”) + Open recruitment + Job posting Candidates selected Competency assessment Pre-employment screening • 5 levels(2006), Reorganized 2 levels in 2009 • 5 ranks : Excellent / Good / Fair / Insufficient / Poor • Regular screening(every 5 years) + ad-hoc screening (lowest evaluation grade + suspended from position) * Regular screenings eliminated in 2014 Remuneration Basic pay Job based pay Incentive (Performance-based pay) 13
  • 14.
    1-3. Senior CivilService Government at a Glance 2017 Korea ranked world’s 9th in “Extent of the use of separate human resources management practices for senior civil servants in central government” - Existence of a separate group of SCS (o) - SCS are encouraged to have more career mobility (o) - SCS are recruited with a more centralized process (x) - The appointment term of SCS is shorter than for regular staff (o) - Existence of a performance management regime for SCS (o) - Selected features of the performance-management regime for SCS (o) : Performance agreement with the administrative head of the civil service, Dismissal as a result of poor performance (o) 14
  • 15.
    Looking for theelderly 2-1. Recruitment Answer sheet by Yi Hwang, 1527 1200-year History of the Civil Service Examination List of those who passed Gwageo, Goryeo In 788,during the reign ofKing Wonseongof Silla, the ‘Three-level Reading Comprehension Examination’ was introduced. This was thefirst time inKorea’s history that government officials wereselected according totheir academic achievements. In 958, during the reign of King Gwangjong of Goryeo, the Imperial Examination(Gwageo in Korean) was introduced, marking the beginning of appointing talented individuals through fair and objective exams. 15 Yi Hwang is one of the most prominent Korean Confucian scholars of the Joseon Dynasty. He is well-known for his generosity and outstanding achievement. Most people recognize him as the figure on the Korean currency note.
  • 16.
    2-1. Recruitment &Selection Ⅰ. Open Competition  Equal Opportunity  Fair Procedures  Grades 5, 7 and 9  Written Tests and Interview 1st round 2nd round 3rd round  Multiple choice questions  PSAT (Public Service Aptitude Test), English, Korean History, Constitution ※ English and Korean History are replaced with proficiency tests.  Essay-type questions  Administrative Law, Economics, Political Science, Public Administration + 1 elective subject (Policy Studies, Theory of Information System, Theory of Enumeration Methods) ※ Different subjects for function category of general public administration  Competency interview – Group Discussion, Individual Presentation, Individual Interview  Evaluation on the mindset/attitude, expertise, creativity and growth potential as a public official ※ Length of individual interview: G5-4hr, G7-2hr 10min, G9-50min ※ Open competition (Grade 7 & 9) : Written test (multiple choice) + interview 16  Grade 5 Examination
  • 17.
    2-1. Recruitment &Selection Ⅱ. Career Competition  High level of Expertise & Experience  All Grades, including SCS  Career Credentials and Academic Degrees in a specific field Announce- ment Application review Interview  When there is an opening in a specific position  Disclose a job-posting describing required work/academic experience for the position ※ At a website of each organization and/or gojobs.go.kr  Evaluate eligibility of each applicant  If necessary, applicants are evaluated according to the given scores  Structured interview – Behavioral Event Interview (BEI), Situational Interview (SI), Behavior Description Indicator (BDI)  More than 2 interviewers evaluate based on the submitted self-description and work plan 17
  • 18.
    Women’s Promotion SafetyNet2-1. Recruitment • The number of women in public service have steadily increased but it still remains a challenge for women to assume managerial positions due to the invisible barriers that prevent women’s development Overview • Narrow Definition : A system that aims to ensure that women public officials are not wrongly eliminated from promotions and are promoted in proportional numbers. • Broad Definition : A comprehensive and proactive personnel management system that supports women in all areas of personnel affairs such as management of placement, capacity development and improvement of working conditions to ensure inclusion of more women officials in the promotion safety net What is Women’s Promotion Safety Net? 18
  • 19.
    2-1. Recruitment • 3%of total positions should be filled by the disabled (3.44% in 2016) * Career competitive examination those with severe disabilities can apply • Preferential exam for certain quota which only disabled persons can apply for to promote recruiting public officials with disability * Target in 2017: 6.5% of recruited positions (269 positions) • OCRE for Grade 7 and 9 Overview Quota for the Disabled • Different recruitment for persons with severe disability • For career positions administered by MPM based on application review & interview * Scheduled number of appointment in 2017: 25 persons Severe disability • To ensure convenience and accessibility of applicants with disability, allow extra time at exam (X1.5), enlarged fonts on the test sheet, sign language interpreter, speech supported computer Support System 19
  • 20.
    Looking for theelderly Quota for Low Income Bracket2-1. Recruitment Low income class • Select among the recipients of government benefits for basic livelihood or single-parent family * Target in 2017: 2.8% of Grade 9 OCRE recruitment (133) • Application: Open competition recruitment examination for Grade 9 Overview Category Total 09 10 11 12 13 14 15 16 17 G9 (OCRE) 462 22 12 13 41 53 75 100 113 133 • To be eligible for basic livelihood support program - should earn less than 50% of median income of all households, and - either have no dependable member within family, or cannot depend on anyone • To be eligible for single-parent family benefit - should earn less than 52% of median income, and live with either a single parent or grand-parents only - In the case of single-parent family with a teenager, (24 and younger), should earn less than 60% of median income Low Income Class 20
  • 21.
    Quota for LocalTalent2-1. Recruitment • Select outstanding talent in secondary and tertiary education institutions • Extend opportunities of public officials for local residents * After acceptance, candidates are appointed after internship. • (Eligibility) recommendedbyprincipalwithexcellentacademicachievement Overview Recommended by school G7: Top 10% G9: Top 30% Written test G7: PSAT G9: Korean, English, social studies Application review & interview Internship G7: 1 year G9: 6 months Process • To expand recruitment opportunities for local talents in public service, appoint extra candidates to meet the specific quota * Target: 20% of Grade 5 recruited positions, 30% of Grade 7 • Local talents: Persons who graduated from universities outside Seoul • Rigid ranking system among universities, lack of balanced development between Seoul and regional areas Quota for local talent 21 - Quota (2017): G7 (120), G9 (170)
  • 22.
    2-2. Promotion system Classification Senior CivilService (Deputy Ministers/ Directors-General) Process Competency Assessment General Promotion Screening Screening for Appointment of SCS General Promotion Screening Promotion Test or General Promotion Screening Grade 3-4 (Division Directors) Grade 5 (Deputy Directors) Grade 6-9 (General Staff) Competency Assessment (In the case of grade 4) General Promotion Screening  Promotion system = Performance Evaluation(80~95%) + Service Period(20~5%) + Additional elements(within 5 points) 22
  • 23.
    L ooking forthe elderly 2-2. Promotion system Competency Assessment Promotion system Objective evaluation of the abilities and qualifications required of senior civil servants or directors who play a key role in setting and determining the main policies Types Competency - Competency Assessment of SCS Candidates - Competency Assessment of Division Director Candidates Problem Recognition, Strategy Thinking, Change Management, Performance- Orientedness, Client Satisfaction, Coordination & Integration • Examples of Exercises• Assessment Techniques  Failure rate : 21.7% (2006~2017)  Failure rate : 24.1% (2009~2017) 23
  • 24.
    L ooking forthe elderly 2-3. Human Resource Development 24
  • 25.
    3-1. Performance Management Classification System SCS Performanceagreement (Once yearly) Work performance appraisal system (Twice yearly) G3 & G4 G5 & below Evaluation Factor - Individual / departmental achievement - Job performance quality / ability -Work achievement: Difficulty, Perfection, Promptness -Work performance: Planning, Communication, Client-oriented, Negotiation * Optional : additional points for other factors (departmental evaluation, etc.) Rank -G3 & G4 : 3 or more ranks (lowestratingassignment:selective) - SCS : 3 or more ranks (lowestratingassignment:essential) 3 or more ranks (lowestratingassignment:selective) Process Strategic Planning → Interim Check → Final Evaluation Same as left Utilization Reflected in portion of annual salary based on performance * SCS considered to be ineligible if at lowest rate for 2+ years * G5 will receive Annual salary based on performance since 2018. 25 - Drafting of list of candidates for promotion - Reflected in promotion and payment by results
  • 26.
    L ooking forthe elderly 3-1. Performance Pay Performance Pay (G5 & higher)  Standard model Rank S A B C Person ratio 20% 30% 40% 10% G4 8,140,000 6,110,000 4,070,000 0 G5 6,870,000 5,150,000 3,430,000 0 Performance Bonus (G6 & below)  Standard model  Numberofranks(3ormore)Autonomy of the department Rank S A B C Person ratio 20% 40% 30% 10% G6 5,910,000 4,280,000 2,910,000 0 G7 5,020,000 3,640,000 2,470,000 0  Personratio(60orless) Unit : Won / As of 2018 Unit : Won / As of 2018 For G5, person ratio and supply rate are determined and paid autonomously by each ministry. 26  Paid monthly as annual salary  Paid at once as bonus in March
  • 27.
    Fixed Annual Salary JobPerformance and Task-related Annual Salary Performance-related Annual Salary Seniority-based Payment + Performance Bonus L ooking for the elderly 3-2. Remuneration Senior Civil Service Below Grade 6 Political Service Division Directors, Grade 5 (Deputy Directors)  Entry level G9(step 1) : Base pay + Allowance = 22,184,160 won (annual total income) 27
  • 28.
    L ooking forthe elderly 4. Talent Information & Acquisition Human Resource DB Organizations using DB can receive recommendation or directly search human resource information by accessing DB system. Application of the Human Resource DB 28 • The Human Resource Database is home to information about more than 300,000 (as of 2017) talented personnel in all social areas, providing assistance in hiring top-class talent for major public offices in the Republic of Korea.  Female ratio : 23.7% (71,503 of 300,000) • Contains individual's career history and background information(relevant in evaluating individual's expertise and qualification for government position) • Carefully managed and constantly updated in order to support well-judged and accountable appointments. Introduction Organizations • Central Administrative Organizations • Local Governments • Public Agencies Target Positions • Political Appointees • Executives of Public Enterprises • Advisory Committees • Personnel Recommendation Committees • Etc.
  • 29.
    L ooking forthe elderly 4. Talent Information & Acquisition Human Resource Database Government Headhunting Referral Recruitment Referral Recruitment Referral Recruitment Established with the goal of discovering new talent, Referral Recruitment is an advanced personnel management system where citizens can participate directly by recommending candidates for public office. * Any Korean national who possesses expertise / experience in their field & is willing to serve the public, self-recommendation is allowed. Introduction • Public Officials in Political Service * Ministers, Vice Ministers, Commissioners, Chairpersons, etc. • Open Positions : Positions at the director-level & above that require specialist candidates with specific qualifications. (Candidates from both the public & private sectors.) • Head & Executive Officers of Public Institutions : Heads, executive officers, auditors, etc. of public institutions. • Members of Government Committees under the President, Prime Minister, & administrative agencies. Positions for Recommendation • Selected & managed as a candidate for public office after procedures such as information verification and review of suitability based on related laws & regulations. Utilization of Recommendation 29
  • 30.
    L ooking forthe elderly 5. Electronic Personnel Management System Human Resource Database Government Headhunting Referral Recruitment e-Saram : Paperless e-HRM • ‘e-Saram’ is a standardized electronic personnel management system that supports the government-wide personnel administration & personnel policy tasks of the MPM by computerizing the overall personnel administration system from recruitment to retirement. • Each government agency can electronically manage personnel-related task* through this system. Since 2014, a mobile service has been available. * personnel information, payroll, time off, performance evaluations, human resource development. • The data & statistics available in this system are utilized of personnel policy making by the MPM. 30
  • 31.
    6-1. Public ServiceEthics  Prevention illegal property accumulation of public servants  Secure fairness in carrying out public duties Public Service Ethics Act Public Service Ethics Act Registration: Grade 4 or above Disclosure: Grade 1 and political appointees Grade 4 or above is prohibited from being employed by the employment-restricted entities for 3 years after retirement Gifts exceeding USD 100 in value from foreign agencies should be reported Sell the stocks or place them in a Blind Trust, if job relatedness is acknowledged Registration of Properties Restriction on Employment of Retired Officials Reports on Gifts Blind Trust of Stocks 31
  • 32.
    L ooking forthe elderly 6-2. PETI: Public Ethics Total Information System • Registration : Grade 4 or higher (224,055 / 2016.12.31) * 20% of all public officials, Grade 7 or higher officials working for the license/permission department, police, tax services, and Executives of public service related organizations3 • Disclosure to the public : Grade 1 & political appointees(5,298 / 2016.12.31) * 0.5% of all public officials Registration of properties & disclosure • Scope of registration : Real estate, personal properties, receivables and payables of a public official, spouse, lineal ascendants and descendent What should be registered? Category Details Real estate Ownership, Superficies, Right of Lease Rights corresponding to real estate Mining rights, Fishing rights Personal property Cash· Deposit· Stock· Receivables· Payables, Intellectual Property Right (KRW 10 million or more each) Gold· Jewelry · Antique · Membership (KRW 5 million or more each), Cars, Ships, Airplanes and Construction equipment Others Shares contributed and Stock option 32
  • 33.
    L ooking forthe elderly 6-2. PETI: Public Ethics Total Information System • Register on the web-based system called PETI (Public Ethics Total Information System) Registration Method Property Declaration Form 33
  • 34.
    L ooking forthe elderly 6-3. The Improper Solicitation and Graft Act Customary Gifts Congratulatory or condolence money Up to 50,000won Flowers for festivities or funerals up to 100,000 won Gifts Except cash , gift cards Up to 50,000won Products of agriculture and fisheries, its commodities derivatives up to 100,000 won Food & Drink Meal, snack, alcoholic beverage, soft drink, etc. Up to 30,000won * Products of agriculture and fisheries and its commodities derivatives that contain agricultural and fishery products more than 50% would be allowed worth up to 100,000 won. (including meat and forest products) The Graft Act prohibits public servants from receiving free meal, gifts and any financial advantage in connection to their duties. Do not give gifts to concerned public officers For example,  Applicants for permission  Those subjected to monitoring and crackdowns  Bidder  Those subjected to HR, evaluation and audit  Accusant and accused 34 Public officers, congressman, teachers(kindergarten, primary, secondary, university), head/employee of institution related to public service and head/employee media companies are subject to the Act.
  • 35.
    L ooking forthe elderly 6-4. The Appeals Commission • An administrative appeals system in which the Appeals Commission examines & makes decisions on appeals when public officials raise an objection to disciplinary action, unfavorable disposition, or omission contrary to their intention. • By providing a complementary judicial function that remedies unlawful conduct or unreasonable personnel treatment, the Appeals Review System guarantees the employment status of public officials, helps maintain the career civil service system, and also, indirectly, promotes self-regulation by the government. Appeals Review System • The Grievance Review System aims to seek a reasonable resolution for grievances related to public officials through examinations and consultations by allowing them to file complaints with the personnel authority in connection with work conditions, personnel management & other personnel affairs. • The review committee takes a third party approach and plays a moderating role by mediating and advising to resolve grievances smoothly. • The goal of the Grievance Review System is to identify various issues that pose challenges in work conditions & to resolve such issues to boost morale by guaranteeing the civil rights of public officials & enhancing their work performance. Grievance Review System 35
  • 36.
    7. Pension System PensionScheme for Civil Servants ∙ Coverage : All civil servants in the central and local governments (Number of active civil servants : 1,120,458 in 2017) ∙ Pensioners : 476,184 in 2017 ∙ Average pension benefits : 2,320,000 KR₩/month ( $ 2,110 in 2017 ) ∙ Total fund amount : 109,506 in 100 million KR₩ ( $ 10,000 million in 2017 ) ∙ Pension Operation ∙ Retirement support ∙ Fund Management ∙ Providing loans ∙ Housing supply ∙ Injury Compensation Administration Body Category Contents Contribution Rates (civil servants & gov’t respectively) Civil servants 9% + Gov’t 9% * 2016 8% → 2017 8.25% → 2018 8.5% → 2019 8.75% → 2020 9% (step by step) Accrual Rates 1.7% per year * 20161.878% → 20201.79% → 20251.74% → 20301.72% → 20351.7% (step by step) Pension Entitlement More than 10 years of service * ~2015 20 years Maximum of Contribution Period 36 years (step by step) * ~2015 33 years → 36 years Regular Pension Age 65yrs 202261 → 202462 → 202763 → 203064 → 203365 (step by step) GEPS Government Employees Pension Service Current Pension System 36
  • 37.
  • 38.
    The Personnel ManagementInnovation Diagnosis • The establishment of the MPM(Nov 2014) , in charge of PM innovation has increased the demand for the effective & responsive personnel management to the public. • Starting in 2015, the Personnel Management Innovation Diagnosis Indicators were developed and have carried out objective assessments. Composed of 5 fields, 12 items & 41 sub-indicators Title Field Description/item Personnel Management Innovation Diagnosis Indicators Implementation capacity ∘ Willing to pursue PM innovations ∘ Quality of action plans & interest in innovations Balanced PM (Open & diverse recruiting) ∘ Exchanges with the private sector ∘ Balanced recruiting without discriminating against female applicants & the disabled Human resource development ∘ Awareness of human resource development ∘ Efforts to develop human resources Expertise/ Performance management ∘ Compliance with the mandatory period for remaining at assigned positions ∘ Observance of the system of expert public officials & professional public officials ∘ Observance of planned personnel exchange programs ∘ Efforts to manage performance Working Environment & Condition Improvement ∘ Efforts to encourage the use of personal day offs & the flexible work system ∘ Attempts to fight discrimination among government workers 38
  • 39.
    The Personnel ManagementInnovation Diagnosis Indicators 39
  • 40.
    The Personnel ManagementInnovation Diagnosis Indicators 40
  • 41.