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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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Prof. dr. sc. Ivan Koprić
Law Faculty of Zagreb University
Workshops in Sarajevo, Podgorica, Belgrade, Skopje, Prishtina, Tiranaand Zagreb, 6-21. 10. 2008.
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)
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?
Bad economic situation
Competitiveness of other sectors (private, civil, international, local)
Bad social valuing of public administration
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
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
Desire for power and privileges
Opportunity for professional development
Self-affirmation and self-realization
Good salary and possibility for promotion
Opportunities for gaining privileges
Good work conditions
Cohesive organizational culture
Labour market situation
Permanence and security of job
Work for public interest
Advantages when working in the Civil Service (motivation)
Job security (58%)
Regular salary (28%)
Professional development (8%)
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
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
Change advantages, at least theirorder
Act more in terms of marketing and show advantages of work in civil service – changing the public perception
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
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.
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