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The Public Employment and Management (PEM) Network is a high-level, collaborative, practitioner-based forum that provides direction for an analytical work programme that seeks to address current challenges affecting the public service workforce.
Government at a Glance 2013 provides readers with a dashboard of key indicators assembled with the goal of contributing to the analysis and international comparison of public sector performance.
Any new approaches to public sector pay must help to: enhance external competitiveness of salaries; promote internal equity throughout the public sector; reflect the values of public organisations; and align compensation with government’s core strategic objectives. Public Sector Compensation in Times of Austerity offers an evidence-based contribution to new thinking about human capital, government’s most valuable asset
These country notes profile public sector human resource practices and policies, covering issues including legal frameworks; age and gender composition of workers; public sector restructuring; management practices; industrial relations and reforms.
English, PDF, 85kb
This survey will provide an update to the previous 2010 survey data as well as improve the methodology. The data collected through this survey will enable comparative analysis and work on compensation policies and practices in OECD member and non-member countries.
The majority of OECD member countries have a central human resource management agency responsible for at least some key human resource management functions (see the country profiles for links to member countries’ central human resource management agency).
Recruiting the best candidates for the public workforce is important at a time when the loss of experienced employees due to redundancies and retirements is creating a talent shortage.
As with any organisation, good public sector performance rests with its staff: their capacities and skills, as well as the ability of the leadership to motivate staff to do their best in achieving organisational objectives.
Strategic human resource management allows governments to align their workforce with their goals. It enables governments to have the right number of people with the right skills at the right place. Such practices help governments increase efficiency, responsiveness and quality in service delivery.
Civil service systems are at public management’s core; hence they are central to governmental effectiveness. In the current context, countries need to ensure that the public workforce is motivated and committed to delivery, despite the need for pay restraints and redundancies.