Latest Documents


  • 14-November-2016

    English

    Engaging Public Employees for a High-Performing Civil Service

    How can governments reduce workforce costs while ensuring civil servants remain engaged and productive? This report addresses this question, using evidence from the 2014 OECD Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration. The results clearly illustrate the complex challenges facing civil services, such as how to reduce size and cost while still attracting and retaining high-calibre professional talent. The first part of this report shows that the pressure on central public administrations to reduce costs has required many OECD countries to make cuts that have likely resulted in negative impacts on the workforce regarding trust, motivation and commitment. Overall, 67% of countries surveyed have implemented a pay freeze since 2008. The second part explores how a number of OECD countries are using employee surveys as a leadership tool to better manage employee engagement, which is linked to better job performance, organisational commitment, productivity and public sector innovation. Employee engagement can be a powerful counter balance to austerity-driven measures.

  • 18-July-2016

    English

    Strategic HRM and compensation

    Strategic HR Management looks at the processes and tools used to ensure that the capacities of the government workforce are aligned to the mission and core strategic objectives of the government.The OECD looks at HRM holistically, including the processes in place to bring people into the civil service, develop their skills and knowledge, and allocate their talents to priorities.

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  • 18-July-2016

    English

    Country projects

    The OECD has undertaken various reviews of countries' public employement and HRM systems.

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  • 18-July-2016

    English

    Diversity and inclusion

    Workforce diversity can be a strong contributor to innovation, organisational performance and trust in public institutions. If not managed, diversity can result in lower levels of social integration, worse communication and conflict which can deteriorate performance.

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  • 18-July-2016

    English

    Leadership

    Leaders are increasingly called upon not only to be effective target managers, but also to be inspiring, transformative leaders capable of driving innovation while maintaining the highest standards of accountability, integrity and transparency. The OECD is mapping the changing expectations on senior civil servants, and assessing what kind of skills and competencies are needed to meet these expectations.

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  • 18-July-2016

    English

    Skills and capacity

    The skills sets of civil servants need to keep up with the fast pace of change in the societies they aim to support and improve. The OECD is exploring the skills through which civil servants create public value for today's societies.

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  • 18-July-2016

    English

    Public Employment and Management Working Party

    The Public Employment and Management (PEM) Working Party serves as a collaborative forum and platform for policy-makers and experts from public sector entities entrusted with civil service management responsibilities.

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  • 22-January-2016

    English

    Senior Civil Service: Performance, Accountability and Organisational Success

    An expert meeting on Senior Civil Service: Performance, Accountability and Organisational Success taking place at the OECD in Paris on 26-27 November 2015.

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  • 6-July-2015

    English

    Government at a Glance

    Government at a Glance provides a dashboard of key indicators to help you analyse international comparisons of public sector performance.

  • 20-January-2015

    English

    Lead, engage, perform: Public sector leadership for improved employee engagement and organisational success

    An expert meeting on public sector leadership for improved employee engagement and organisational success taking place at the OECD in Paris on 21-22 January 2015.

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