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ATTRACTING AND RETAINING THE BEST PEOPLE IN THE CIVIL SERVICE. P rof. dr. sc. Ivan Kopri ć Law Faculty of Zagreb University. About the project. Workshops in Sarajev o , Podgoric a , Be lgrade , Skopj e , Pri sh tin a , Tiran a and Zagreb, 6-21. 10. 2008. Components :

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attracting and retaining the best people in the civil service

ATTRACTING AND RETAINING THE BEST PEOPLE IN THE CIVIL SERVICE

Prof. dr. sc. Ivan Koprić

Law Faculty of Zagreb University

about the project

About the project

Workshops in Sarajevo, Podgorica, Belgrade, Skopje, Prishtina, Tiranaand Zagreb, 6-21. 10. 2008.

Components:

Collecting regulations, statistic and other data, reports, strategic and other documents

Structured interviews with managers responsible for Human Resources Management

Filling in of questioners by officials in charge for certain aspects of HRM

Collected 114 questioners in total, some are still expected (Albania 17, Bosniaand Herzegovina 16, Montenegro 8, Croatia 25, Kosovo 18, Macedonia 10, Serbia 20)

about project ii

About project II.

Expectation: there are certain difficultiesin attracting and retaining the best people in civil service, when competing with private and other sectors

Purpose: identifying realistic situation, exchange of experiencesand orientation for future

Experience of managers and evaluations of civil servants at statistically relevant sample

Key initial issues:

Is the staff fluctuation bad by itself? How long should the best people be retained? What to do with those who do not produce the best results anymore?

What are the best people, i.e. later the best servants that we want to attract and retain?

reasons for difficulties external and internal

Reasons for difficulties(external and internal)

Bad economic situation

Competitiveness of other sectors (private, civil, international, local)

Bad legislative

Bad social valuing of public administration

Politicizing

Weak and inadequate educational preparation

Lack of strategic vision in the Civil Service

Low ethical standards

Bad practices in Human Resources Management

Bad organizational culture, atmosphere, work conditions

Job dissatisfaction

options for improvement

Options for improvement

Improvement of economic situation

Weaker attracting power of other sectors

Improvement of legislative

Strengthening of public relations and building of positive picture of civil service

Politics free civil service and professionalization

Appropriate administrative education of all levels

Strengthening of ethical standards

Learning about HRM and improvement of HRM practice

Building of good, stimulating and proactive organizational culture

Work improvement, raising work motivation

motiv ation civil service between necessary evil and will for self realization

Motivation: civil service between necessary evil and will for self-realization

Individual factors

Existential necessity

Desire for power and privileges

Opportunity for professional development

Job satisfaction

Self-affirmation and self-realization

Organizational factors

Good salary and possibility for promotion

Opportunities for gaining privileges

Interesting work

Good work conditions

Organizational loyalty

Cohesive organizational culture

Social circumstances

Labour market situation

Permanence and security of job

Work for public interest

indications of situation bitter s weet world

Indications of situation: bitter-sweetworld

Advantages when working in the Civil Service (motivation)

Job security (58%)

Regular salary (28%)

Professional development (8%)

Some drawbacks

Dissatisfaction with situation in the Civil Service (for example 49% believes that highest ranking professionals are not given adequate attention; 56% do not see educational or other strategy of creating able people for senior professional positions; and no less than 87% feels that public servants work is very important for social community and citizens)

Criteria for promotion to seniorprofessional positions are not objective enough (this is the standpoint of no less than 44% respondents)

Relatively weak organizational culture (45%)

Politicizing (47% believes that politicians can significantly influence the existence of servants in the civil service; same goes for interviews-neglecting of profession, removals, appraisals, obedience and hierarchy)

Insufficient number of rewards for good and penalties for bad civil servants

Insufficient appreciation of HRM by managers

solution finding thorny road ahead

Solution finding: thorny road ahead

From short-term to long-term measures

Stop recruitment based on political, national, family or other connections (23%)

Pay better the best quality work in the civil service (15%)

Shape new educational programs specialized for human resources management in higher educational institutions (12%)

Undertake complex and linked measures

Cooperation of all players, from HRM service to academic community

Correct defects

Change advantages, at least theirorder

Act more in terms of marketing and show advantages of work in civil service – changing the public perception

areas for solution finding

Areas for solution finding

Setting in order the civil servants system

60% of respondentsbelieves thatextrinsic motivation is more important, which points to the need to set in order the de-motivating salary and promotion system so far, and basis for this is the system of classification

49% feel that the salaries are not sufficiently based on results, and 55% feel that salaries are significantly influencing better work.

Improvement of HRM practice

4/5. position in ranking measures – centralization, and 6 position de-centralization of performing HRM tasks

Study trips abroad (28%) + rotation (11%)

Strengthening of merit system

Decrease political influence

Strengthen professional-proactive attitude of civil servants (45% believes that office-reactive attitude has more bearing; 4/5. position in ranking measures)

Development and education (37% responses are favoring postgraduate studies and 25% are favoringdevelopment in central institutioni)

Organization of a Union

lessons

A more simplified motivational approach and broader, systematic approach

There is nothing so practical as good theory.

Nothing could replace creativity of good practitioners.

Practice does not pose question about purity of concepts and beauty of ideas, but about usefulness of solutions in concrete circumstances.

Contacts: ikopric@pravo.hr; ikopric@inet.hr

Lessons