Merit-based

The OECD Recommendation of the Council on Public Integrity calls on adherents to “promote a merit-based, professional public sector dedicated to public service values and good governance, in particular through:

a) Ensuring human resource management that consistently applies basic principles, such as merit and transparency, to support the professionalism of the public service, prevents favouritism and nepotism, protects against undue political interference and mitigates risks for abuse of position and misconduct;

b) Ensuring a fair and open system for recruitment, selection and promotion, based on objective criteria and a formalised procedure, and an appraisal system that supports accountability and a public-service ethos.”

Questions for self-assessment:

1. Is an organisational structure, with clear and justifiable criteria for each civil service position, in place?

There is no organisational structure, and new positions are created at the discretion of senior management.
The full organisational chart is available and open to public scrutiny, but the role of each position is unclear. There is limited, if any, established criteria to justify creating a new position and there is no oversight function in place to ensure a common approach.
The full organisational chart is available and open to public scrutiny and the expectations for each role are clear. Criteria to justify creating a new position is established. An oversight function is in place to ensure a common approach, but faces resource constraints to carry out its role effectively.
The full organisational chart is available and open to public scrutiny and the expectations for each role are clear. Clear criteria is established to create new positions, and a well-resourced oversight function ensures a common approach and maintenance of standards.

2. Are predetermined and appropriate qualification and performance criteria in place for all civil service positions and linked to the specific tasks to be performed?

There is no predetermined or appropriate qualification or performance criteria for civil service positions.
There is some predetermined and appropriate qualification in place for some civil service positions, but they are not specific or aligned to real needs. There is no predetermined or appropriate performance criteria in place.
There are predetermined and appropriate qualification and performance criteria for all civil service positions, which are linked to the specific tasks to be performed. The focus is on measurable criteria only – such as education, credentials and years of experience.
There are predetermined and appropriate qualification and performance criteria for all civil service positions, which are linked to the specific tasks to be performed. In addition to measurable criteria, qualification and performance criteria include behavioural competencies and values.

3. Are there objective and transparent personnel management processes in place to inform HR decisions in the civil service?

An objective and transparent personnel management process is not in place.
A formal personnel management process exists, but is used only to inform the selection process. The tools are limited and easily manipulated to achieve particular outcomes, and the process is slow and opaque. There is no personnel management process to inform promotion or dismissal decisions.
Personnel management processes for selection and promotion are in place and informed by principles of transparency, objectivity and consensus. Some standardised tools, (such as standardised CVs, testing, and panel interviews) are regularly used. The recruitment and promotion process however is slow. A personnel management process is in place to inform dismissal decisions, but focuses mainly on protection from politically motivated dismissal. There are limited mechanisms in place to guide dismissal decisions for underperformance.
Personnel management processes for selection and promotion are in place and informed by principles of transparency, objectivity and consensus. A range of standardised, state-of-the art tools are used to support application of these principles to the entire personnel management process. The personnel management process is efficient. In addition to protection from politically motivated dismissals, the principles of transparency, objectivity and consensus are consistently applied to inform dismissal decisions for underperformance.

4. Are application processes open, clear and equally accessible to all potentially qualified candidates?

Job postings are not open, clear or equally accessible to all potentially qualified candidates.
Job postings are advertised, but do not provide sufficient information on the selection criteria or process. The selection criteria that is provided privileges application from certain groups. There is only one access point for testing and interviews, and no accommodations are made to facilitate access for groups that may be disadvantaged.
Job postings are advertised on the website of the public organisation that provides the opening. Information covers selection criteria and ensures all applications are considered on equal terms. It is not always clear what the selection process entails. Access points for testing and interviews are limited to large population centres. Some efforts to facilitate groups that may be disadvantaged. are made, but the process to access these provisions are unclear.
Job postings are advertised and communicated on the website of a central authority and in the website of the public organisation that provides the opening. Information provided covers selection criteria and phases of the selection process. A range of application processes are in place, tailored to the kind of position, including graduate programmes, fast stream, and temporary appointments. Access points for testing and interviews are geographically dispersed and ensure access to as wide a population as possible. Reasonable efforts are made to facilitate access for groups that may be disadvantaged.

5. Are training and advisory mechanisms in place to support managers in consistently applying the merit-principle in hiring decisions?

There is no training or access to advisory services for hiring managers to promote consistent application of the merit-principle.
Optional training is in place for hiring managers on applying the merit principle, but there is no access to advisory services.
Regular training is in place for hiring managers on applying the merit principle, and advisory services are in place but have limited capacity and resources.
Hiring managers are required to participate in training to ensure consistent application of the merit-principle. Advisory services are established and well-resourced, and used regularly by hiring managers to ensure consistency across the system.

6. Do appropriate oversight and recourse mechanisms ensure a fair and consistent application of the system?

There are no oversight or recourse mechanisms in place.
Oversight and recourse mechanisms are in place but have limited authority and are under-resourced.
An independent body with the appropriate authority is in place to oversee the application of the merit principle, but resource constraints limit its effectiveness. A recourse mechanism is in place for all candidates to access, but it has limited visibility and resources.
An independent body is in place with the appropriate authority and resources to oversee application of the merit principle, and all candidates have access to a recourse mechanism, which is well-resourced and responsive.

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