OECD Recommendation on Public Service Leadership and Capability Photo credit / © Shutterstock credit Photo OECD Member countries invest ministries and agencies have a workforce with The Recommendation on PSLC is based on public servants, citizens and experts worldwide. considerable resources in public the capabilities needed now and in the future. a set of commonly shared principles, which The Recommendation presents 14 principles for a employment. have been developed in close consultation fit-for-purpose public service under 3 main pillars: Finally, the Recommendation places a heavy with OECD Member countries. onus on public service leaders, who require 1. Values-driven culture and leadership, In 2015, an average of 9.5% of GDP the mandate, competencies, and conditions The development of the Recommendation also 2. Skilled and effective public servants, was spent in OECD Member countries necessary to provide impartial evidence- benefitted from a broad public consultation, 3. Responsive and adaptive public on general government employee informed advice and speak truth to power. which generated a high level of input from employment systems. compensation, making this the largest input in the production of government goods and services.
Historically, this investment has helped to support economic growth and stability. Public servants have been a major actor in modern society’s greatest achievements: health care, education and childcare, access to water and sanitation, energy, VALUES-DRIVEN CULTURE SKILLED AND EFFECTIVE RESPONSIVE AND communication, response to disasters, AND LEADERSHIP PUBLIC SERVANTS ADAPTIVE PUBLIC science and technology, among EMPLOYMENT SYSTEMS others. This underlines the fact that a professional, capable and responsive public service is a fundamental driver of citizens’ trust in public institutions.
Today, however, the context and Define the values of the public Continuously identify skills and Clarify institutional challenges of the public sector are service and promote values-based competencies needed to responsibilities for people decision makin. transform political vision into manaement. changing at a rapid pace, and the services which deliver value. capabilities of public servants and those who lead them must keep up. The OECD’s Recommendation on Develop a lon -term, strate ic Build leadership capability in Attract and retain employees and systematic approach to Public Service Leadership and the public service. with the skills and competencies required from the labour market. people manaement based on Capability (PSLC) helps ensure that evidence and inclusive plannin. governments’ ongoing investments in public employment continue to produce the desired results. Set the necessary conditions for Recruit, select and promote Ensure an inclusive and safe internal and external workforce public service that reflects the candidates throuh transparent, The Recommendation helps equip diversity of society. open and merit-based processes. mobility and adaptability to public workforces with the skills, match skills with demand. leadership and people mana ement systems needed to tackle today’s Develop the necessary skills and Determine and offer transparent Build a proactive and and tomorrow’s public overnance competencies by creatin a employment terms and innovative public service that learnin culture and challen es. takes a lon-term perspective in conditions that match the environment in the public service. policy desin and services. functions of the position. The Recommendation promotes a highly professional administration Ensure that employees can based on merit, transparency, Assess, reward and reconise contribute to the improvement of accountability and the rule of law. performance, talent and public service delivery and enaed initiative. Building on this foundation, it aims as partners in public service issues. to improve the ways of organising and managing public employees to encourage proactive collaboration and innovation in the design and delivery of public policies and services. It recommends that Adherents embed these values and principles in the strategic management of human resources so that government The OECD Recommendation on Public Service Leadership and Capability was developed through the Working Party on Public Employment and Management (PEM), under the aegis of the Public Governance Committee (PGC). The PEM serves as a collaborative forum and platform for policy- makers and experts from public sector entities entrusted with civil service management responsibilities.
The PEM helps governments understand and shape the changing nature of work in the public sector and generate value for society through skilled, committed, and trusted public workforces.
The PEM helps governments implement the principles of this Recommendation by: • Developing research on emerging trends in people management in the public sector • Developing tailor-made advice for civil service reforms • Identifying effective practices and tools and supporting their implementation • Establishing indicators and benchmarking performance • Building communities of practice and providing opportunities for networking
Public Employment and Mana ement Project, OECD
Policy path-finders Champions for chan e
· Recommendation on Public Service · Toolkit for implementing Recommendation Leadership & Capability · Knowledge sharing & training · Good international practices · Direct country support on specific topics · Skills & Competency Framework
Thou ht leaders Community builders
· Emerging trends & solutions · Working Party on Public Employment and · Data & benchmarking Management (PEM) · Network of Schools of Government (NSG) · Country case studies · International workshops on specific topics
The final adopted text of the Recommendation ( J nu ry ) is available online: https://leg linstruments.oecd.org/en/instruments/OECD-LEGAL-
For further information on the Recommendation or our work on Public Employment and Management, please see the website www.oecd.org/gov/hrm or contact: [email protected]
© OECD 2019