Latest Documents

11-September-2017

English

Skills for a High Performing Civil Service

Civil servants make an important contribution to national growth and prosperity. Today, however, digitalisation and more demanding, pluralistic and networked societies are challenging the public sector to work in new ways. This report looks at the capacity and capabilities of civil servants of OECD countries. It explores the skills required to make better policies and regulations, to work effectively with citizens and service users, to commission cost-effective service delivery, and to collaborate with stakeholders in networked settings. The report also suggests approaches for addressing skills gaps through recruitment, development and workforce management.

25-April-2017

English

For whom the budget cut tolls - Blog on downsizing in the public sector

A Job for Life? The old notion of a safe job in the civil service is profoundly changing - OECD Insights blog by Bill Below.

25-April-2017

English

Fostering Innovation in the Public Sector

Public sector innovation does not happen by itself: problems need to be identified, and ideas translated into projects that can be tested, implemented and shared. To do so, public sector organisations must identify the processes and structures that can support and accelerate innovation. This report looks at how governments can create an environment that fosters innovation. It discusses the role of government management in inhibiting or enabling innovation, and the role that specific functions such as human resources management and budgeting can play. It suggests ways to support innovation – including by managing information, data and knowledge – as well as strategies for managing risk. Drawing on country approaches compiled and analysed by the OECD Observatory of Public Sector Innovation, the report presents a framework for collecting and examining data on the ability of central government to foster public sector innovation.

24-April-2017

English

Innovation Skills in the Public Sector - Building Capabilities in Chile

The Government of Chile has set out a vision to develop a more inclusive society, and sees public sector innovation as a means to achieve it. But in order to achieve these ambitious goals, the Government will need to improve the innovation-related skills and capabilities of the Chilean public service. This report, the first of its kind on an OECD country, assesses the abilities, motivations and opportunities in Chile’s public service for contributing to innovation, and provides recommendations on how to further develop them.

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Innovar en el sector público - Desarrollando capacidades en Chile

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

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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1-February-2008

English

Employment in Government in the Perspective of the Production Costs of Goods and Services in the Public Domain. OECD Working Papers on Public Governance No. 8

This paper presents the new methodology for gathering comparable data on public employment and the resulting data. A further comparison is made between employment data in government and the costs of production of services of the public domain.

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