Public sector leaders are at the heart of government effectiveness. Holding senior positions in the public administration, they lead and transform major government functions. They must make space for innovation while managing risk and being accountable for results. They must support fast-moving political agendas, motivate and inspire their workforces, and be trusted partners to citizens and stakeholders -- all while promoting the highest level of personal and professional ethics and integrity. This is why almost 90% of OECD countries designate these senior officials as a special group within their public service, subject to specific management frameworks.
Public employment and management
Governments depend on dedicated and skilled public sector leaders and workers to translate policy goals into transformations that deliver results and resonate with citizen expectations. Faced with new challenges, the capabilities of public servants and those who lead them are constantly required to adapt. OECD work in this area looks at how governments can develop and lead skilled, committed and trusted public workforces that are fit for the future.
Key report
Key messages
Governments in OECD countries are among the largest employers worldwide, and invest an average of 9.2% of GDP, or 22.5% of total government expenditures, in the wages of their public servants. Leaders need to ensure they have the people and skills they need both to carry out the day-to-day business of government and to transform public organisations, to prepare for automation, demographic changes or emergencies like the COVID-19 pandemic. Recruitment systems, continuous learning, internal mobility, performance management, strategic talent management and career development are all tools for building a workforce with the needed skills.
A flexible public service can react quickly to fast changing circumstances, regardless of organisational or programmatic silos. It can do this by quickly moving people with the skills it needs to the places it needs them, and by accessing skills from the labour market quickly and effectively. A flexible public service also recognises that each employee comes with her/his own set of skills, knowledge, personal lives and needs, and can provide work arrangements that reflect these – including time and place of work and terms and conditions of employment. A culture change is needed to embrace this diversity and encourage learning, better risk management, multidisciplinary approaches, and experimentation.
Diversity and inclusion can contribute to trust, democracy and innovation when the public service workforce represents the society it serves. Different perspectives and experiences within the government workforce can help to limit groupthink and cultivate a culture where new ideas can surface. In addition, diversity can improve the quality of public services by ensuring that they reflect and satisfy the specific needs of minority communities. Strategies to promote diversity and inclusion can also demonstrate the government´s commitment to core public values such as fairness, transparency and impartiality, which may increase employee engagement, efficiency and productivity.
Context
The size of public employment varies among countries
Governments across the OECD rely on a dedicated and skilled public sector workforce to deliver a wide range of policies and services for their citizens and to generate the conditions needed to achieve prosperity. While some services are provided directly by public organisations, others are delivered through partnerships with private or non-profit organisations. As a result, the composition and size of public employment vary across OECD countries, reflecting different policy choices and institutional frameworks. For instance, in some countries the majority of healthcare professionals, teachers and emergency responders are public employees, whereas in others these roles are primarily filled by workers in private or non-profit organisations operating within publicly funded systems. Over time, changes in the size and structure of public employment have also been influenced by broader economic and social developments affecting the labour market.
The share of general government employment varies significantly across OECD countries. It is highest in the Nordic countries, where government employment makes up close to one-third of total employment: Norway (30.1%), Sweden (28.2%), Denmark (27.3%) and Finland (25.2%). In contrast, Chile, Japan and Korea recorded the lowest shares among OECD countries, with general government employment below 10% of total employment.
