Annex E.

2010 Human Resources Management Composites: Theoretical framework,

construction and weighting

Additional Country Notes for chapters 4, 5 and 7 of full publication.


Data used in the construction of the composite indexes for Human Resources Management (HRM) are derived from
the 2010 OECD (GOV) Survey on Strategic Human Resource Management. Survey respondents were predominantly
senior officials in central government HRM departments, and data refer only to HRM practices at the central
government level. The composites presented here, including the variables comprising each index and their relative
weights, are based on concepts that reflect contemporary public sector HRM developments and dilemmas on how
best to manage human resources in the public sector in the twenty first century (e.g. degree of openness of HRM
systems, extent of decentralization, use of performancebased practices) and were reviewed by the OECDs Working
Party on Public Employment and Management. In addition, the variables statistical relevance to the underlying
concept was verified using factor analysis
1
and by computing a coefficient of reliability, called Cronbachs alpha.
2


When making cross-country comparisons, it is important to consider that definitions of the civil services, as well as
the organisations governed at the central level of government, may differ across countries. Additionally based on
feedback received following the 2009 edition of Government at a Glance, there have been minor changes to the
composites methodology in the current 2011 edition. Therefore, direct comparisons to results from the previous
edition of the publication are not possible.

Missing values were at times an issue for the Strategic Human Resource Management database. Different
techniques to estimate missing values were applied based on the nature of the missing information, including mean
replacement, expert judgment and/or eliminating the country from the calculation of the composite indicator. In
order to eliminate scale effects, all the variables were normalized between 0 and 1 prior to the final
computation of the index. After testing several weighting options (including equal weighting and factor weights), the
final indexes were built on equal weights based on expert judgement. Aggregation is based on the linear method, as
alternative methods such as the geometric aggregation were technically not relevant. Finally, robustness checks
based on Monte Carlo simulations were conducted to test the sensitivity of the indexes to different weighting
assumptions.






1
Factor analysis is a statistical check that examines how a set of variables are associated and whether they are correlated with each other.
Factor analysis is based on the idea that if there is a significant correlation among the variables that constitute a composite, then no
essential insight is lost by reducing this large set of variables into a smaller one (e.g. a composite). From a technical point of view,
correlated original variables can be transformed through linear combinations into a new, smaller set of uncorrelated underlying variables
that form a composite index. Variables with factor loadings less than 0.3 are statistically insignificant (i.e. not correlated with other
variables) and thus not crucial theoretically. Such variables were omitted from the final computation of the index.

2
Cronbachs Alpha is a coefficient of reliability based on the correlations between indicators. This statistic is generally used to investigate
the degree of correlation among a set of variables and to check the internal reliability of items in a model or survey. A Cronbachs alpha
coefficient equal to zero means that the variables are independent (e.g. the selection is not correlated and therefore is statistically not
relevant), while a coefficient equal to one means that the variables are perfectly correlated. In general, a coefficient of 0.6 or 0.7 is
considered to be an acceptable indication that the variables are measuring the same underlying construct.

Indicator 16: Strategic HRM management

Figure E.1 Utilisation of strategic HRM practices in central government, with sensitivity analysis (2010)



Notes: Figure presents the sensitivity of the index to various weighting assumptions. Index comprised between 0 (no
use) and 1 (high use). Cronbachs alpha: 0.742 (computed with SPSS). A Cronbachs alpha close to or above 0.6
indicates a high degree of correlation among a set of variables.

Variables, Weights and Scoring
The following items have been used in the construction of this index and were given equal weights:

Figure E.2 Variables and weights used in the strategic HRM index



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Strategic HRM
index
Q.35: Existence of General Accountabilty Framework in which HRM targets are a core component
(16.7%)
Q.36: Performance assessments of senior management include HRM targets (16.7%)
Q.37: General Accountability Framework requires planning and reporting on strategic HRM
practices (16.7%)
Q.38: Central HRM departments review ministries'/departments' capacity in terms of HRM
practices (16.7%)
Q.39: Mechanisms for forward-looking workforce planning in place (16.7%)
Q.41: Workforce planning mechanisms consider strategic HRM issues (16.7%)
Figure E.3 Scores assigned to country responses to questions comprising the senior civil servants index
Survey Question Scoring
35 In your government, is there the equivalent of a
General Accountability Framework for managers
which defines the main managerial standards
and targets for which managers are held
accountable and in which the management of
human resources is one of the core strategic
parts? (select one answer choice)

a) Yes, and HRM is fully linked to the planning and reporting
requirements of ministries and departments on the strategic
objectives of the organisations and the achievements: 1.00; b) Yes,
HRM is fully linked but still lacks clear strategic objectives: 0.66; c)
No, HRM is only marginally linked to the planning and reporting
requirements of ministries and agencies: 0.33; d) No, there is no
General Accountability Framework: 0.00.
36 Do targets regarding HRM directly feed the
performance assessments of top management
and middle management?

Yes: 1.000; No: 0.000.
37 Within this Accountability framework for top and
middle management, they are asked to plan and
report on the following:
This is a multiple choice question and respondents were to select all
items that applied. Each item selected receives a score of 0.200 and
the final score is a sum of all items selected.

a) Compliance with general HR rules and targets in terms of staff
numbers and compensation costs;
b) Effectiveness that link the ministry or the agency strategic and
workforce planning efforts;
c) Workforce planning and strategies to close competency gaps in a
cost efficient manner;
d) Participation in whole of central/federal government HRM
initiatives (targets about minorities, modernisation of HRM, etc.);
e) General people management

38 Are ministries/departments capacity in terms of
HRM reviewed and assessed regularly by the
central HRM departments?

Yes: 1.000; No: 0.000.
39 Is forward looking planning in place to make sure
that government has the adequate workforce to
deliver services?
a) Yes, and there is a formalised and regular whole of government
systematic process in place for workforce planning: 1.000;
b) Yes, but the design of the framework is left to the discretion of the
different organisations: 0.66;
c) Yes, when and where need arises (ad hoc): 0.33;
d) No: 0.00.
41 What are the key aspects that are explicitly
considered in work force planning?
This is a multiple choice question and respondents were to select all
items that applied. Each item selected receives a score of 0.200 and
the final score is a sum of all items selected.

a) New issues in policy delivery;
b) Civil service demographics;
c) Possibilities for outsourcing;
d) Possibilities for reallocating staff;
e) Efficiency savings (through e-government for example).



Indicator 17: Senior civil service

Figure E.4 Degree to which senior civil servants are managed by separate HRM policies in central government,
with sensitivity analysis (2010)


Notes: Figure presents the sensitivity of the index to various weighting assumptions. Index comprised between 0 (no
use) and 1 (high use). Cronbachs alpha: 0.681 (computed with SPSS). A Cronbachs alpha close to or above 0.6
indicates a high degree of correlation among a set of variables.

Variables, Weights and Scoring
The following items and weights have been used in the construction of this index.

Figure E.5 Variables and weights used in the senior civil servants index
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Figure E.6 Scores assigned to country responses to questions comprising the senior civil servants
index
Survey Question Scoring
78 Is there a defined group of staff in
central/national/federal government who are
widely understood to be the senior civil
service?

Yes: 1.000; No: 0.000
81 Are there policies in place to identify
potential senior managers early on in their
careers?
a) Yes, they are recruited as part of a group selected at entry in the
public service or a few years after entry: 1.00; b) Yes, potential
leadership is systematically identified in performance assessments and
staff career are managed accordingly: 1.000; c) No: 0.00.

84 Is there a centrally defined skills profile for
senior managers?
a) Yes: 1.000; b) Yes, but it only applies to some organisations: 0.50; c)
No: 0.000
85 How different is the employment framework
of senior managers from that of regular
staff?
This is a multiple choice question and respondents were to select all
items that applied. Each item selected receives a score (the values of
which are shown below) and the final score for this question is a sum of
all items selected.

a) They are recruited with a more centralised process: 0.1;
b) They are identified early on in their careers and more attention is paid
to the management of their careers: 0.2;
c) More emphasis is put into the management of their performance: 0.4;
d) More emphasis is put into avoiding major conflicts of interest: 0.1;
e) The part of their pay that is not basic salary but not performance-
related is higher than for regular staff (e.g. guaranteed benefits): 0.2;
f) The part of their pay that is performance related is higher: 0.4;
g) Their appointment contracts into a post has a specific term: 0.2;
h) Their appointment term is shorter than for regular staff: 0.2;
i) Their appointment into the senior management group is dependent on
the renewal of their contract for a senior management post: 0.2


Senior Civil
Servants index
Q.78: Existence of defined group of staff in central/national government widely understood to be
the senior civil service (20%)
Q.81: Identification of potential future leaders early in their careers (20%)
Q.84: Existence of centrally defined skils profile for senior managers (20%)
Q.85: Extent to which senior managers have different employment framework (30%)
Indicator 31: Delegation in HRM

Figure E.7 Extent of delegation of HRM practices to line ministries in central government, with sensitivity
analysis (2010)


Notes: Figure presents the sensitivity of the index to various weighting assumptions. Index comprised between 0 (no
delegation) and 1 (high level of delegation). Cronbachs alpha: 0.886 (computed with SPSS). A Cronbachs alpha close
to or above 0.6 indicates a high degree of correlation among a set of variables.

Variables, Weights and Scoring
The following variables have been used in the construction of this index and were given equal weights:

Figure E.8 Variables and weights used in the delegation index.


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Delegation index
Q.21: Existence of a central HRM body (20%)
Q.25: Delegation of establishment (e.g. decisions on number of posts and buget allocation) (20%)
Q.28: Delegation of decisions on compensation levels and progressions (20%)
Q.30: Delegation of decisions regarding position classification, recruitment, contract duration, career
management and dismissals (20%)
Q. 32: Delegation of decisions related to working conditions (20%)
Figure E.9 Scores assigned to country responses to questions comprising the delegation index

Survey Question Scoring
21 Is there a central agency/department/unit in
charge of human resources at
central/national/federal government level?

a) Yes: 0.75; b) No: 1.000; c) Not responsible, but a central
agency/department aims to coordinate the HR policies across
departments: 1.000
25 Delegation of establishment (see list below) is
primarily determined by: (see options in scoring
section). Where are the following issues
primarily determined?

(1). Numbers and types of posts within
organisations;

(2). Allocation of budget envelope between
payroll and other expenses.
Each sub-question 25(1) and 25(2) was scored as follows:

a) Central HRM body (which sets the rules and is closely involved in
applying them)/Ministry of Finances: 0.250; b) Central HRM body but
with some latitude for ministries/departments/ agencies in applying
the general principles: 0.500; c) Ministries/ departments/ agencies,
within established legal and budgetary limits: 0.750; d) Unit/team
level: 1.00

The final score for this question is an average of the scores for 25(1)
and 25(2)

28 Delegation of decisions regarding compensation
levels (see list below) is primarily determined by:
(see options in scoring section) Where are the
following issues primarily determined?

(1) General management of pay systems (salary
levels, progressions,)
(2) Management of the variable portion of pay
- benefits
- performance related pay

Each sub-question 28(1) and 28(2) was scored as follows:

a) Central HRM body (which sets the rules and is closely involved in
applying them)/Ministry of Finances: 0.250; b) Central HRM body but
with some latitude for ministries/departments/ agencies in applying
the general principles: 0.500; c) Ministries/ departments/ agencies,
within established legal and budgetary limits: 0.750; d) Unit/team
level: 1.00

The final score for this question is an average of the scores for 28(1)
and 28(2)

30 Delegation of decisions regarding position
classification, recruitment and dismissals (see
list below) is primarily determined by: (see
options in scoring section) Where are the
following issues primarily determined?

(1) Post classification system grades
(2) Original individual recruitment into the civil
service
(3) Individual recruitment of casual staff
(4) Individual duration of employment contract in
the civil service
(5) Individual duration of contract in specific
posts
(6) Individual career management
(7) Individual dismissal
(7a) following lack of performance
(7b) following organisational restructuring
(7c) following misconduct

Each sub-question 30(1) - 30(7a-c) was scored as follows:

a) Central HRM body (which sets the rules and is closely involved in
applying them)/Ministry of Finances: 0.250; b) Central HRM body but
with some latitude for ministries/departments/ agencies in applying
the general principles: 0.500; c) Ministries/ departments/ agencies,
within established legal and budgetary limits: 0.750; d) Unit/team
level: 1.00

The final score for this question is an average of the scores for 30(1)
- 30(7a-c). Sub-questions a-c of 30(7) carried equal weight as 30(1)
30(6); (e.g. no average was taken for sub-questions 7a-c).
32 Delegation of decisions related to other
conditions of employment (see list below) is
primarily determined by: (see options in scoring
section) Where are the following issues primarily
determined?

(1) Flexibility of working conditions (numbers of
hours, etc.)
(2) Adjustments to working conditions (part time,
etc.)
(3) Performance appraisal systems
(4) Code of conduct
(5) Ethics, equal opportunity, equity issues

Each sub-question 32(1) - 32(5) was scored as follows:

a) Central HRM body (which sets the rules and is closely involved in
applying them)/Ministry of Finances: 0.250; b) Central HRM body but
with some latitude for ministries/departments/ agencies in applying
the general principles: 0.500; c) Ministries/ departments/ agencies,
within established legal and budgetary limits: 0.750; d) Unit/team
level: 1.00

The final score for this question is an average of the scores for 32(1)
- 32(5)

Indicator 32: Staff performance management

Figure E.10 Extent of the use of performance assessments in HR decisions in central government, with
sensitivity analysis (2010)



Notes: Figure presents the sensitivity of the index to various weighting assumptions. Index comprised between 0 (no
use) and 1 (high use). Cronbachs alpha: 0.701 (computed with SPSS). A Cronbachs alpha close to or above 0.6
indicates a high degree of correlation among a set of variables.

Variables, Weights and Scoring
The performance assessment index encompasses the following variables and weights.

Figure E.11 Variables and weights used in the performance assessment index.



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Performance
assessment Index
Q.61: Existence of mandatory formalised performance assessment (20%)
Q.63: Existence and frequency of use of performance assessments tools (20%)
Q.64: Number and type of performance criteria explicitly used (30%)
Q.67: Legal important of good performance asssessments (20%)
Figure E.12 Scores assigned to country responses to questions comprising the performance assessment index

Survey Question Scoring
61 Is formalised performance assessment
mandatory for government employees under the
General Employment Framework?

a) Yes, for all or almost all: 1.00;
b) No, only for some: 0.50;
c) No, not used at al: 0.00.
63 Which tools are used for regular performance
assessment and how often are they applied?
(focusing on professionals and middle
management levels).

(1) Meeting with immediate superior
(2) Meeting with superior two levels above or HR
officer
(3) Written feedback from superior
(4) 360 degree feedback, usually written

Each sub-question 63(1) - 63(4) was scored as follows:

a) Every six months: 0.3; b) Every year: 0.2; c) Every two years: 0.1;
d) Not used: 0.00.

The final score for this question is a sum of the scores for 63(1)
63(4)
64 What are the current performance criteria
explicitly used in most organisations?

(1) Activities undertaken
(2) Timeliness of activities undertaken
(3) Outputs/achievement of objectives
(4) Timeliness of outputs/achievements
(5) Cost-effectiveness of outputs production
(6) Quality of outputs
(7) Improvement of competencies
(8) Values, discipline and inputs
(9) Interpersonal/management skills
(10) Other, please specify

This is a multiple choice question and respondents were to select all
items that applied. Each item selected receives a score of 0.200 and
the final score for this question is the sum of all items selected.


67 According to legal criteria, importance of
performance assessment in relation to:

(1) career advancement
(2) Remuneration (bonuses, the grade does not
necessarily change)
(3) contract renewal in the civil service/remaining
in the civil service
(4) Employment contract renewal in the public
service

a) High: 0.25; b) Medium: 0.125; c) Low: 0.00

The final score for this question is a sum of the scores for 67(1)
67(4).

Figure E.13 Extent of the use of performance-related pay in central government, with sensitivity analysis
(2010)


Notes: Figure presents the sensitivity of the index to various weighting assumptions. Index comprised between 0 (no
use) and 1 (high use). Cronbachs alpha: 0.522 (computed with SPSS). A Cronbachs alpha close to or above 0.6
indicates a high degree of correlation among a set of variables.

Variables, Weights and Scoring
The following variables have been used in the construction of this index, and were given equal weights:

Figure E.14 Variables and weights used in the PRP index


0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
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5th percentile 95th percentile Index
Performance Related
Pay (PRP) Index
Q.68: The existence and use of PRP mechanism (25%)
Q.69: Extent to which PRP applies to different employees (25%)
Q.70: The use of one-off bonuses and/or merit increments (25%)
Q71: Maximum proportion of basic salary that PRP represents (25%)
Figure E.15 Scores assigned to country responses to questions comprising the PRP index

Survey Question Scoring
68 Is performance related pay in use in your
countrys central government?

Yes: 1.000; No : 0.000
69 If PRP implemented, for which category of staff? a) For most government employees: 1.000; b) For senior staff only:
0.666; c) Only in a few central/national/federal government
organisations: 0.333

70 Do organisations mostly use: This is a multiple choice question and respondents were to select all
items that applied.

a) One-off performance bonuses: 0.5; b) Performance-based
permanent pay increments: 0.5

The question is scored as the sum of the item(s) selected.

71 What is the maximum proportion of basic salary
that PRP can represent?
a) 1-5 %: 0.2; b) 6-10%: 0.4; c) 11-20%: 0.6; d) 21-40%: 0.8; e)
higher:1
Tables with country-by-country data
Table E.1 Utilisation of strategic HRM practices in central government, country responses to questions underlying the index (2010)

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organisations and the achievements
Yes, but the design of the framework
is left to the discretion of the
different organisations
O
Austria Yes, HRM is fully linked but still lacks clear strategic
objectives
O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O O
Belgium Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O
Canada Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
Yes, but the design of the framework
is left to the discretion of the
different organisations
O O
Chile No, there is no General Accountability Framework O O O O Yes, when and where the need
arises (ad hoc)
O O O
Czech
Republic
No, there is no General Accountability Framework O O O O Yes, when and where the need
arises (ad hoc)
O O O
Denmark Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O No O O O O O
Estonia No, there is no General Accountability Framework O O O O O O Yes, when and where the need
arises (ad hoc)
O
Finland Yes, HRM is fully linked but still lacks clear strategic
objectives
O O O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O
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M
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c
a
p
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t
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H
R
M

i
s

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v
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&

a
s
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d

r
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a
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y

b
y

t
h
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c
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r
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H
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M

d
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p
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m
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M
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c
h
a
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f
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p
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p
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t
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a
d
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q
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w
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f
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a
v
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b
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t
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d
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s
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N
e
w

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p
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l
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c
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d
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s
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p
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C
i
v
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s
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v
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d
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m
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p
h
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a
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x
p
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f
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w
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p
l
a
n
n
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g

P
o
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s
i
b
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l
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e
s

f
o
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o
u
t
s
o
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g

a
r
e

e
x
p
l
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c
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t
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y

c
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s
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d
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r
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d

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f
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a
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d
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p
l
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n
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g

P
o
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s
i
b
i
l
i
t
i
e
s

f
o
r

r
e
l
o
c
a
t
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n
g

s
t
a
f
f

a
r
e

e
x
p
l
i
c
i
t
l
y

c
o
n
s
i
d
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r
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d

i
n

f
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w
a
r
d
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p
l
a
n
n
i
n
g

E
f
f
i
c
i
e
n
c
y

s
a
v
i
n
g
s

(
f
o
r

e
x
a
m
p
l
e
,

t
h
r
o
u
g
h

e
-
g
o
v
)

a
r
e

e
x
p
l
i
c
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t
l
y

c
o
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s
i
d
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r
e
d

i
n

f
o
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w
a
r
d
-
p
l
a
n
n
i
n
g

France Yes, HRM is fully linked but still lacks clear strategic
objectives
O O O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations

Germany No, HRM is only marginally linked to the planning
and reporting requirements of ministries and
agencies
O O O O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations

Greece No, there is no General Accountability Framework O O O O O O O Yes, when and where the need
arises (ad hoc)
O
Hungary No, there is no General Accountability Framework O O O No O O O O O
Iceland No, HRM is only marginally linked to the planning
and reporting requirements of ministries and
agencies
O O O O No O O O O O
Ireland No, HRM is only marginally linked to the planning
and reporting requirements of ministries and
agencies
O O O O Yes, when and where the need
arises (ad hoc)

Israel Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O Yes, when and where the need
arises (ad hoc)
O O O
Italy Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O
Japan No, there is no General Accountability Framework O O O O O O No O O O O O
Korea Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O
Mexico Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O O O
C
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n
t
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y

G
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G
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A
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a
b
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F
r
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H
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H
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&

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A
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&

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H
R

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A
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A
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A
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M
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'

c
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H
R
M

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r
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H
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d
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M
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c
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f
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p
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t
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a
d
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q
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w
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f
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a
v
a
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d
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s
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v
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s

N
e
w

i
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p
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y

d
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p
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C
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s
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d
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m
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P
o
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b
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s

f
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o
u
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s
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a
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x
p
l
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y

c
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s
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f
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P
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b
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f
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s
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f
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E
f
f
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c
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n
c
y

s
a
v
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g
s

(
f
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x
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m
p
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,

t
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e
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)

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c
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f
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a
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n
n
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n
g

Netherlands Yes, HRM is fully linked but still lacks clear strategic
objectives
O O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning

New Zealand No, there is no General Accountability Framework O O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations

Norway No, HRM is only marginally linked to the planning
and reporting requirements of ministries and
agencies
O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O O O
Poland Yes, HRM is fully linked but still lacks clear strategic
objectives
O O O O O O No O O O O O
Portugal Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O O
Slovak
Republic
No, there is no General Accountability Framework O O O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O
Slovenia No, there is no General Accountability Framework O O O O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O O
Spain No, there is no General Accountability Framework O O O O O O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O
Sweden No, there is no General Accountability Framework O O O O Yes, but the design of the framework
is left to the discretion of the
different organisations

Switzerland Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O
Turkey No, HRM is only marginally linked to the planning
and reporting requirements of ministries and
agencies
O O O O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O
C
o
u
n
t
r
y

G
o
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f

G
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F
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&

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H
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H
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d
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m
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t

&

m
i
d
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m
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m
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:

A
c
c
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t
a
b
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l
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t
y

f
r
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m
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w
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f
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r

t
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p

&

m
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d
d
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m
n
g
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r
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q
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s

t
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y

p
l
a
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a
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d

r
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p
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o
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c
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m
p
l
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a
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e

w
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h

g
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a
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H
R

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s

&

t
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s

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n

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m
s

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s
t
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n
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b
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s

a
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d

c
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p
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c
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A
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b
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y

f
r
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United
Kingdom
Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O Yes, but the design of the framework
is left to the discretion of the
different organisations
O
United States Yes, and HRM is fully linked to the planning and
reporting requirements of ministries and
departments on the strategic objectives of the
organisations and the achievements
O O O Yes, but the design of the framework
is left to the discretion of the
different organisations


Brazil No, there is no General Accountability Framework O O O O O O O No O O O O O
Russian
Federation
No, HRM is only marginally linked to the planning
and reporting requirements of ministries and
agencies
O O O O O O O Yes, and there is a formalised and
regular whole of government
systematic process in place for
workforce planning
O O O
Ukraine Yes, HRM is fully linked but still lacks clear strategic
objectives
O O O Yes, but the design of the framework
is left to the discretion of the
different organisations
O O O O
Yes
O No

Notes:
Australia: Some of these strategies presented here are either in development or implementation phase. Furthermore, the Australian Public Service Commission issues an
annual State of the Service report which reviews and assesses these issues, and has commenced a program to undertake capability reviews of individual agencies. Canada:
The Management Accountability Framework (MAF) for the Canadian federal public service includes an area of management on People Management, which is assessed on
an annual basis by the Treasury Board Secretariat (a central agency and the employer for the Canadian federal public service). Estonia: The Ministry of Finance carries out
regular surveys that aim at reviewing the state of affairs of HRM in the ministries and agencies. For example, these include the survey on strategic personnel management
and annual statistics. France: Capacity of departments is reviewed during the annual conference of provisional human resources management. Israel: Civil Service
Commission reviews the capacity of departments on a yearly basis. Korea: The review of the capacity of departments in HRM is conducted on an annual basis. Mexico:
Reviews of HRM are conducted through the Unit for Auditing and Control. Sweden: In Sweden strategic people management is delegated at agency level. In addition, all
agencies have to report on how they fulfil their strategic competency needs. United States: There is no core framework as such, but HRM is fully linked to the planning
and reporting requirements of agencies on the strategic objectives/achievements of the organization. Agency HRM practices are reviewed periodically, perhaps every 3 - 5
years.
Table E.2 Degree to which senior civil servants are managed by separate HRM policies in central government, country responses to questions underlying the index (2010)
Country
Existence
of
separate
group of
SCS
Policies for
the
identification
of potential
SCS early in
their careers
Centrally
defined
skills
profile for
SCS
Recruited
with a
more
centralised
process
More
attention is
paid to the
management
of their
careers
More
emphasis on
the
management
of their
performance
More
emphasis
on
avoiding
conflicts of
interest
Pay that is not
basic salary and
not PRP is
higher than for
regular staff (ex.
Guaranteed
benefits)
The part of their
pay that is
performance-
related is higher
Appointment
contract is for
a specific term
Appointment
is shorter than
for regular
staff
Appointment
depends on
renewal of contract
Australia O O O O O O
Austria O O O O O O O
Belgium O O O
Canada O O O O O O
Chile n.a. O O O O
Czech
Republic
O O O O O O
Finland O O O O O O O
Estonia O O O O O O O
France O O O O O O O
Germany O O O O O O O O O
Greece O n.a.
(6)
n.a.
(6)
n.a.
(6)
n.a.
(6)
n.a.
(6)
n.a.
(6)
n.a.
(6)
n.a.
(6)
n.a.
(6)

Hungary O O O O O O O O
Iceland O O O O O O O O
Ireland O O O O O O O O O
Israel O O O
Italy O O O O O O O O
Japan O
(1)
O O O O O O O O
Korea O O O O O O O O
Mexico O O O O
Netherlands n.a.
(2)
O O O O O
Norway O O O O O O O
Country
Existence
of
separate
group of
SCS
Policies for
the
identification
of potential
SCS early in
their careers
Centrally
defined
skills
profile for
SCS
Recruited
with a
more
centralised
process
More
attention is
paid to the
management
of their
careers
More
emphasis on
the
management
of their
performance
More
emphasis
on
avoiding
conflicts of
interest
Pay that is not
basic salary and
not PRP is
higher than for
regular staff (ex.
Guaranteed
benefits)
The part of their
pay that is
performance-
related is higher
Appointment
contract is for
a specific term
Appointment
is shorter than
for regular
staff
Appointment
depends on
renewal of contract
Poland n.a.
(3)
O O O O O O O
Portugal O O O O O O
Spain O n.a.
(4)
O O O O O O O
Slovak
Republic
O O O O O O O O O O
Slovenia O O O O O O O O O
Sweden O O O O O O O O O
Switzerland O O O O O O O O O
Turkey O O O O O O O O O
United
Kingdom
O O O O O
United
States
O
(5)
O O O

Brazil O O O O O O O O O O
Russian
Federation
n.a. O O O O
Ukraine O O O O O O O O O O O

Yes O No Not available: n.a.
Policies for the identification of potential SCS early in their careers:
Yes, SCS recruited as part of a group selected at entry in the public service of few a few years after entry: O
Yes, potential leadership is systematically identified in performance assessments and staff career are managed accordingly: O
Centrally defined skills profile for SCS:
Yes, but it only applies to some organisations:


Notes



(1) Japan: the Basic Act for National Civil Service Reform enacted in 2008 stipulates that the Government shall establish
"the special career development courses for SCS candidates", in which candidates shall be selected from civil servants
who have the experience in civil service for a certain period and shall be trained to obtain skills and knowledge
required for the managers.

(2) Netherlands: there is a candidates program in which approximately 20 high potential just below directors level can
enrol yearly. This program takes two years and is an intensive leadership program.

(3) Poland: this is mostly the role of the National School of Public Administration in Poland.
(4) Spain: The Basic Statute of the Public Employee, Act No. 7/2007 of 12 April, sets Directive posts. People who will
work in this kind of post can be considered as future leaders.
(5) United States: Federal agencies may establish and administer formal leadership and executive development
programs to prepare future leaders. The establishment of SES Candidate Development Programs is required by section
3396 of title 5, U.S. Code, and requirements relating to those programs are found in subpart B of part 412 of title 5,
Code of Federal Regulations.
(6) Greece: the employment framework that defines the status of senior managers is not different from the one of
regular staff.

Additional country notes:

Denmark: recruitment, policies and activities regarding senior management are delegated to the ministry level. Ireland: Ireland did not have a Senior Civil Service at the
time this survey was taken, however, a Senior Public Service was launched for Ireland in December 2010. New Zealand: no centralised policy.


Table E.3 Extent of delegation of HRM practices to line ministries in central government, country responses to questions underlying the index (2010)
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+
+
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Belgium O 4 4 4 4
Canada 4 4 + 4 4
Chile O 4 4 4 4 4 4
Czech
Republic
O 4 4 4 4 4
Denmark 4 + n.a.. + + 4 +
Estonia + + + + +
Finland + + + + + + 4
France O 4 4 4 4 + + +
Germany O 4 4 4 n.a.. 4 4 4 n.a.. n.a.. 4 4 4 4
Greece O 4 4 4 4 4 4 4 4 4
Hungary 4 4 4 4 + + + + + + +
+
+
Iceland O 4 n.a.. + + + + + + + + + + n.a..
+
Ireland 4 4 4 4 4 4 4 4 n.a.. n.a.. 4 4 4
Israel 4 4 4 4 4 4 4 4 4 4
Italy 4 + 4 + + + + n.a.. n.a.. 4 4 4 4
Japan n.a.. n.a.. 4
Korea 4 4 + +
Mexico 4 4 4 4 4

4 4 4 4

4 4

4

Netherlands 4 4 + 4 + + +
+
4 + 4 4 4
New Zealand O n.a.. n.a..
Norway 4 4 + + 4 4 4 4
Poland + + 4 +
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t
r
a
l

H
R
M

b
o
d
y

N
u
m
b
e
r

a
n
d

t
y
p
e
s

o
f

p
o
s
t
s

w
i
t
h
i
n

o
r
g
a
n
i
s
a
t
i
o
n
s

A
l
l
o
c
a
t
i
o
n

o
f

b
u
d
g
e
t

e
n
v
e
l
o
p
e

b
e
t
w
e
e
n

p
a
y
r
o
l
l

a
n
d

o
t
h
e
r

e
x
p
e
n
s
e
s

G
e
n
e
r
a
l

g
o
v
e
r
n
m
e
n
t

o
f

p
a
y

s
y
s
t
e
m
s

(
s
a
l
a
r
y

l
e
v
e
l
s
,

p
r
o
g
r
e
s
s
i
o
n
s
)

M
a
n
a
g
e
m
e
n
t

o
f

t
h
e

v
a
r
i
a
b
l
e

p
o
r
t
i
o
n

o
f

p
a
y

b
e
n
e
f
i
t
s
;

p
e
r
f
o
r
m
a
n
c
e

r
e
l
a
t
e
d

p
a
y

P
o
s
t

c
l
a
s
s
i
f
i
c
a
t
i
o
n

s
y
s
t
e
m

-

g
r
a
d
e
s

R
e
c
r
u
i
t
m
e
n
t

i
n
t
o

t
h
e

c
i
v
i
l

s
e
r
v
i
c
e

(
c
h
o
i
c
e

o
f

i
n
d
i
v
i
d
u
a
l
s
)

R
e
c
r
u
i
t
m
e
n
t

i
n
t
o

t
h
e

c
a
s
u
a
l

s
t
a
f
f

(
c
h
o
i
c
e

o
f

i
n
d
i
v
i
d
u
a
l
s
)

I
n
d
i
v
i
d
u
a
l

d
u
r
a
t
i
o
n

o
f

e
m
p
l
o
y
m
e
n
t

c
o
n
t
r
a
c
t

i
n

t
h
e

c
i
v
i
l

s
e
r
v
i
c
e

I
n
d
i
v
i
d
u
a
l

d
u
r
a
t
i
o
n

o
f

e
m
p
l
o
y
m
e
n
t

c
o
n
t
r
a
c
t

i
n

f
o
r

p
o
s
t
s

(
m
a
n
d
a
t
e
s
)

I
n
d
i
v
i
d
u
a
l

c
a
r
e
e
r

m
a
n
a
g
e
m
e
n
t

I
n
d
i
v
i
d
u
a
l

d
i
s
m
i
s
s
a
l

f
o
l
l
o
w
i
n
g

l
a
c
k

o
f

p
e
r
f
o
r
m
a
n
c
e

I
n
d
i
v
i
d
u
a
l

d
i
s
m
i
s
s
a
l

f
o
l
l
o
w
i
n
g

o
r
g
a
n
i
z
a
t
i
o
n
a
l

r
e
s
t
r
u
c
t
u
r
i
n
g

I
n
d
i
v
i
d
u
a
l

d
i
s
m
i
s
s
a
l

f
o
l
l
o
w
i
n
g

m
i
s
c
o
n
d
u
c
t

F
l
e
x
i
b
i
l
i
t
y

o
f

w
o
r
k
i
n
g

c
o
n
d
i
t
i
o
n
s

(
n
u
m
b
e
r

o
f

h
o
u
r
s
,

e
t
c
.
)

A
d
j
u
s
t
m
e
n
t

t
o

w
o
r
k
i
n
g

c
o
n
d
i
t
i
o
n
s

(
p
a
r
t

t
i
m
e
,

e
t
c
.
)

P
e
r
f
o
r
m
a
n
c
e

a
p
p
r
a
i
s
a
l

s
y
s
t
e
m
s

C
o
d
e

o
f

c
o
n
d
u
c
t

E
t
h
i
c
s
,

e
q
u
a
l

o
p
p
o
r
t
u
n
i
t
y
,

e
q
u
i
t
y

i
s
s
u
e
s

Portugal O n.a.. n.a.. n.a.. n.a..
Slovak
Republic
O 4 n.a.. 4
Slovenia O 4 4 4
Spain 4 4 4 n.a.. n.a.. n.a.. n.a.. 4 + 4 4
Sweden O + n.a.. + + n.a.. + n.a.. + + +
Switzerland + 4 + + + + + + + + 4 4 4 4 4
Turkey 4 4 4 4 4 4 4 4 n.a..
United
Kingdom
O 4 + 4
United
States
4 4 + n.a.. + n.a.. 4 4

Brazil 4 4 4 4 4 4 4 4 n.a.. n.a.. n.a.. n.a.. 4 4 4 4 4 4
Russian
Federation
O n.a.. n.a.. n.a.. n.a.. n.a.. n.a..
Ukraine 4 4 n.a.. 4 n.a.. n.a.. n.a..

Yes:
n.a.. = not available

No: O

Not responsible, but a central agency/department aims to co-ordinate the HR policies across departments: O
Central HRM body (which sets the rules and is closely involved in applying them): 4

Central HRM body but with some latitude for ministries/departments/ agencies in applying the general principles:
Ministries/ departments/ agencies, within established legal and budgetary limits:

Unit/team level: +



Notes:
Japan: Central HRM body (NPA) carries out some recruitment examinations in order to verify applicants' demonstrated abilities and prepares employment candidate lists for all ministries. And appointers of each ministry
choose the adopters from the lists.

Table E.4 Extent of the use of performance assessments in HR decisions in central government, country responses to questions underlying the index (2010)
C
o
u
n
t
r
y

A

f
o
r
m
a
l
i
s
e
d

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

i
s

m
a
n
d
a
t
o
r
y

f
o
r

g
o
v
e
r
n
m
e
n
t

e
m
p
l
o
y
e
e
s

u
n
d
e
r

t
h
e

G
e
n
e
r
a
l

E
m
p
l
o
y
m
e
n
t

F
r
a
m
e
w
o
r
k

A
c
c
o
r
d
i
n
g

t
o

l
e
g
a
l

c
r
i
t
e
r
i
a
,

h
a
v
i
n
g

a

g
o
o
d

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

i
s

i
m
p
o
r
t
a
n
t

w
i
t
h

r
e
g
a
r
d
s

t
o

c
a
r
e
e
r

a
d
v
a
n
c
e
m
e
n
t

A
c
c
o
r
d
i
n
g

t
o

l
e
g
a
l

c
r
i
t
e
r
i
a
,

h
a
v
i
n
g

a

g
o
o
d

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

i
s

i
m
p
o
r
t
a
n
t

w
i
t
h

r
e
g
a
r
d
s

t
o

r
e
m
u
n
e
r
a
t
i
o
n

(
b
o
n
u
s
e
s
,

t
h
e

g
r
a
d
e

d
o
e
s

n
o
t

n
e
c
e
s
s
a
r
i
l
y

c
h
a
n
g
e
)

A
c
c
o
r
d
i
n
g

t
o

l
e
g
a
l

c
r
i
t
e
r
i
a
,

h
a
v
i
n
g

a

g
o
o
d

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

i
s

i
m
p
o
r
t
a
n
t

w
i
t
h

r
e
g
a
r
d
s

t
o

c
o
n
t
r
a
c
t

r
e
n
e
w
a
l

i
n

t
h
e

c
i
v
i
l

s
e
r
v
i
c
e
/

r
e
m
a
i
n
i
n
g

i
n

t
h
e

c
i
v
i
l

s
e
r
v
i
c
e

A
c
c
o
r
d
i
n
g

t
o

l
e
g
a
l

c
r
i
t
e
r
i
a
,

h
a
v
i
n
g

a

g
o
o
d

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

i
s

i
m
p
o
r
t
a
n
t

w
i
t
h

r
e
g
a
r
d
s

t
o

e
m
p
l
o
y
m
e
n
t

c
o
n
t
r
a
c
t

r
e
n
e
w
a
l

i
n

t
h
e

p
u
b
l
i
c

s
e
r
v
i
c
e

M
e
e
t
i
n
g
s

w
i
t
h

i
m
m
e
d
i
a
t
e

s
u
p
e
r
v
i
s
o
r
s

a
r
e

r
e
g
u
l
a
r
l
y

u
s
e
d

f
o
r

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

M
e
e
t
i
n
g
s

w
i
t
h

a

s
u
p
e
r
v
i
s
o
r

t
w
o

l
e
v
e
l
s

a
b
o
v
e

o
r

a
n

H
R

o
f
f
i
c
e
r

a
r
e

r
e
g
u
l
a
r
l
y

u
s
e
d

f
o
r

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

W
r
i
t
t
e
n

f
e
e
d
b
a
c
k

f
r
o
m

s
u
p
e
r
v
i
s
o
r

i
s

r
e
g
u
l
a
r
l
y

u
s
e
d

f
o
r

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

3
6
0

d
e
g
r
e
e

f
e
e
d
b
a
c
k
-

u
s
u
a
l
l
y

w
r
i
t
t
e
n
-

i
s

r
e
g
u
l
a
r
l
y

u
s
e
d

f
o
r

p
e
r
f
o
r
m
a
n
c
e

a
s
s
e
s
s
m
e
n
t

A
c
t
i
v
i
t
i
e
s

u
n
d
e
r
t
a
k
e
n

a
r
e

e
x
p
l
i
c
i
t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
i
t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
i
s
a
t
i
o
n
s

T
i
m
e
l
i
n
e
s
s

o
f

a
c
t
i
v
i
t
i
e
s

u
n
d
e
r
t
a
k
e
n

a
r
e

e
x
p
l
i
c
i
t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
i
t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
i
s
a
t
i
o
n
s

O
u
t
p
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t
s

a
n
d

a
c
h
i
e
v
e
m
e
n
t

o
f

o
b
j
e
c
t
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v
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s

a
r
e

e
x
p
l
i
c
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t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
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t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
i
s
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t
i
o
n
s

T
i
m
e
l
e
s
s
n
e
s
s

o
f

o
u
t
p
u
t
s

a
n
d

a
c
h
i
e
v
e
m
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t
s

i
s

e
x
p
l
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c
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t
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y

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s
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d

a
s

p
e
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f
o
r
m
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n
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e

c
r
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t
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a

i
n

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o
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t

o
r
g
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n
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s
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t
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s

C
o
s
t
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e
f
f
e
c
t
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v
e
n
e
s
s

o
f

o
u
t
p
u
t
s
'

p
r
o
d
u
c
t
i
o
n

i
s

e
x
p
l
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c
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t
l
y

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s
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d

a
s

p
e
r
f
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r
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c
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c
r
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t
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a

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n

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o
s
t

o
r
g
a
n
i
s
a
t
i
o
n
s

Q
u
a
l
i
t
y

o
f

o
u
t
p
u
t
s

i
s

e
x
p
l
i
c
i
t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
i
t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
i
s
a
t
i
o
n
s

I
m
p
r
o
v
e
m
e
n
t

o
f

c
o
m
p
e
t
e
n
c
i
e
s

i
s

e
x
p
l
i
c
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t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
i
t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
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s
a
t
i
o
n
s

V
a
l
u
e
s
,

d
i
s
c
i
p
l
i
n
e

a
n
d

i
n
p
u
t
s

a
r
e

e
x
p
l
i
c
i
t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
i
t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
i
s
a
t
i
o
n
s

I
n
t
e
r
p
e
r
s
o
n
a
l

a
n
d

m
a
n
a
g
e
m
e
n
t

s
k
i
l
l
s

a
r
e

e
x
p
l
i
c
i
t
l
y

u
s
e
d

a
s

p
e
r
f
o
r
m
a
n
c
e

c
r
i
t
e
r
i
a

i
n

m
o
s
t

o
r
g
a
n
i
s
a
t
i
o
n
s

Australia Yes, for all
or almost
all
Low High Medium Medium Every 6 months Not used Every 6
months
Not used
Austria Yes, for all
or almost
all
Medium Low Low Medium Every year Not used Not used Not used O O O O
Belgium Yes, for all
or almost
all
High Low Low Low Every year Every two
years
Every year Not used O O O
Canada No, only for
some
High High Medium Low Every 6 months Not used Every year Not used
Chile Yes, for all
or almost
all
High High Medium Medium Every year Not used Every year Not used O O O O O
Czech
Republic
No, not
used at all
Low High High High Every year Not used Not used Not used
Denmark Yes, for all
or almost
all
High High High High Every year Not used .. Not used O
Estonia Yes, for all
or almost
all
Medium Medium Medium High Every year Not used Every year Not used O O O
Finland Yes, for all
or almost
all
Medium High Medium Medium Every year Not used Not used Not used O O O O O O
France Yes, for all
or almost
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High High Medium Medium Every year Not used Every year Not used O
Germany Yes, for all
or almost
all
High Medium Medium High Every two years Not used Every two
years
Not used O O
Greece Yes, for all
or almost
all
High Low Medium Low Not used Not used Every year Not used O O O O O O
Hungary Yes, for all
or almost
all
Medium Medium Medium Medium Every year Not used Every year Not used
Iceland No, only for
some
Low Low Low Low Every year Not used Every year Not used
Ireland Yes, for all
or almost
all
High Medium Low Low Every 6 months Not used Every 6
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Not used O
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High Medium High High Every year Not used Every year Not used O
Italy Yes, for all
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Medium High Low Low .. Not used Every year Not used O
Japan Yes, for all
or almost
all
.. .. .. .. Every 6 months Not used Every 6
months
Not used
Korea Yes, for all
or almost
all
Medium High Medium Medium Every year Every year Every year Not used O O
Mexico No, only for
some
High Low High High Every year Every year .. Not used O O
Netherlands Yes, for all
or almost
all
Medium Medium Low Low Every 6 months Not used .. Not used O O O
New
Zealand
Yes, for all
or almost
all
.. .. .. .. .. .. .. .. O O O O O O O O O
Norway No, only for
some
High Medium Low Low Every year Not used .. Not used O
Poland Yes, for all
or almost
all
High Medium Medium Medium Every two years Not used Every two
years
Not used O O O O O
Portugal Yes, for all
or almost
all
High High Medium Medium Every year Not used Every year Every year
Slovak
Republic
No, not
used at all
.. .. .. .. .. .. .. .. O O O O O O O O O
Slovenia Yes, for all
or almost
all
High High Medium Medium Every year Not used Every year Not used O O O
Spain Yes, for all
or almost
all
Medium Medium Medium Medium .. Not used .. Not used O O O O O
Sweden Yes, for all
or almost
all
High High Medium Low Every year Not used .. Not used O
Switzerland No, only for
some
Low Medium Medium Low Every year Not used Every year Not used
Turkey Yes, for all
or almost
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Kingdom
Yes, for all
or almost
all
High High High Low Every year Not used Every year Not used
United
States
Yes, for all
or almost
all
High High Medium Medium Every 6 months Not used Every year Not used O O O O

Brazil Yes, for all
or almost
all
Medium Medium Low Low .. Not used .. Not used O O O O O O O
Russian
Federation
No, not
used at all
.. .. .. .. .. .. .. O O O O O O O O O
Ukraine Yes, for all
or almost
all
Medium Low Low Low Every year Not used Every year Not used O O O O O


Yes
O
No
.. missing data


Notes:
Sweden: Performance is continually evaluated by the nearest supervisor and pay is often set in a direct pay dialogue between manager and worker. In the cases pay is not
set directly, the dialogue is used in the individual pay setting process between the local employer and unions.

Table E.5 Extent of the use of performance-related pay in central government, country responses to questions underlying the index (2010)

Country
Performance-
related pay is in
use in central
government
If yes, performance-
related pay is used
for most government
employees
If yes, performance-
related pay is used for
senior staff only
If yes, performance-
related pay is used only a
few
central/national/federal
organisations
Organisations mostly
use one-off
performance bonuses
Organisations mostly
use performance-based
permanent pay
increases
Max portion of basic
salary that performance-
related pay can represent
Australia O O 1-5%
Austria O O O 1-5%
Belgium O n.a n.a n.a n.a n.a n.a
Canada O O 11-20%
Chile O 6-10%
Czech Republic O O 11-20%
Denmark O O ..
Estonia O O O ..
Finland O O O higher than 40%
France O O O 21-40%
Germany O O O 6-10%
Greece O n.a n.a n.a n.a n.a n.a
Hungary O O O 21-40%
Iceland O n.a n.a n.a n.a n.a n.a
Ireland O O O 11-20%
Israel O O O 21-40%
Italy O O O 11-20%
Japan O O ..
Korea O O 6-10%
Mexico O n.a n.a n.a n.a n.a n.a
Netherlands O O O 6-10%
New Zealand O O O 11-20%
Norway O O O 21-40%
Country
Performance-
related pay is in
use in central
government
If yes, performance-
related pay is used for
most government
employees
If yes, performance-
related pay is used for
senior staff only
If yes, performance-related
pay is used only a few
central/national/federal
organisations
Organisations mostly use
one-off performance
bonuses
Organisations mostly use
performance-based
permanent pay increases
Max portion of basic salary
that performance-related
pay can represent
Poland O n.a n.a n.a n.a n.a n.a
Portugal O O O 6-10%
Slovak Republic .. O O O O O ..
Slovenia O O 11-20%
Spain O O O 6-10%
Sweden O O O 21-40%
Switzerland O O 11-20%
Turkey O n.a n.a n.a n.a n.a n.a
United Kingdom O O 11-20%
United States O O 1-5%

Brazil O O O 1-5%
Russian Federation .. O O O O O ..
Ukraine O n.a n.a n.a n.a n.a n.a

Yes
O
No
.. missing data
n.a. Not applicable (do not use PRP in central govt)

Notes:

Czech Republic: Maximum proportion of basic salary that PRP can represent, regarding the Labour Code 262/2006 Coll., 131 maximal proportion PRP to the basic salary is
50%, exceptionally by the top managers and top experts the PRP portion may be as high as 100% of the basic salary. However, most employees have their PRP about 20%
of their basic salaries.

Estonia: The maximum proportion of basic salary that PRP can represent is not regulated in Estonia.


Additional Country Notes:

Indicator 18: Political influence in senior staffing

New Zealand: A change of government does not affect the employment of public servants. The exception to this is a small number of public servants employed in
Ministerial offices. These public servants are employed on an event-based contract, with the event triggering the termination of their contract being the conclusion of their
relevant Minister's term in office.

Indicator 24: Workforce restructuring

Notes:
Although no set replacement ratio has been set in the Czech Republic, the 2011 budget has mandated a 10% decrease in the appropriations dedicated to civil service
wages. Regarding leaving conditions, the administration is required to propose another position within the same central administration body; In Iceland, there are no
formal or centralized programs for number of personnel; Poland: Legislation must be passed in order to allow for dismissal of government employees; Portugal: for staff
hired after January 2009, dismissal due to restructuring is now possible and an unemployment allowance may be granted to them within the social protection scheme;
United States: the possibility to dismiss employees with open term contracts when restructuring or reducing numbers of employees leads to employees getting an
allowance and/or the government is required to propose reallocation possibilities beforehand. The latter is less common. Decreased employment levels anticipated in
terms of budget reductions, however there are no plans at this time for specific reductions in numbers of government employees.

Indicator 34: Working conditions in central government

Figure 34.1 Average working hours per year by central government employees
Australia: working hours vary by agency; Canada: some occupations may have longer working hours; Denmark: number of hours is negotiated, and not defined in law;
New Zealand: working hours not specified under the General Employment Framework; Portugal: An "adaptable regime" may be negotiated to allow for different working
hours. However, these should average to the maximum limit of 35 hours per week. Slovak Republic: Working hours are 40 hours per week, but in collective agreements it
is usually agreed to be 37.5 hours/week.
Notes regarding metadata:
Australia: Annual leave is set through agency level enterprise agreements, which vary. In the majority of agencies, employees are entitled to 20 days annual leave per year;
Austria: regarding holidays, 200 hours per year (equals 25 days/5 weeks per year for a FTE). Currently, the total amount of holidays is depending on the length of service
(240 hours/30 days/6 weeks) after 25 years in service. From 1 January 2011 on, the amount of holidays will depend on the age and not on the length of service anymore.
An employee will be entitled to take 240 hours (30 days/6 weeks) from that year on, in which his/her 43rd birthday is before 1 July. If his/her 43rd birthday after 30 June,
he/she is entitled to take the 240 hours in the next year; Belgium: less than 45 years old: 26 working days, superior or equal to 45 - 49 years old: 27, superior or equal to 50
- 54 years old: 28, superior or equal to 55 - 59 years old: 29, at 60 years old: 30, at 61 years old: 30, at 62 years old: 31, at 63 years old: 32, at 64 years old: 33, at 65 years
old: 33 ; Canada: It varies by length of service. Under current language, a person who works 35 years would earn an average of 22 vacation days per year. Specifically, the
break down provided below is by years of service presented for annual leave entitlements (this is the most prevalent one but other patterns exist): Less than 8 years of
service: 15 days of leave per year, 8 to 15 years of service: 20 days of leave per year, 16 years of service: 22 day, 17 years of service: 23 days, 18 to 26 years of service: 25
days per year, 27 years of service: 27 days, 28 or more years of service: 30 days per year; Denmark: All employees (FTEs or part time) in Denmark are entitled to five weeks
of holiday. To the extent the employee has been employed in the previous calendar year, it will be a matter of holiday with pay. Furthermore, employees in the state sector
who are entitled to pay during sickness will, , earn the right to a 0.42 special holiday with pay per month of employment. It means that an employee who has been
employed throughout the previous calendar year has earned the right to one week of special holiday with pay; Estonia: Extra vacation days for length of service will be
added to the basic vacation (maximum 10 days); France: sick leave data refer to 2003; Hungary: The basic annual leave is 25 working days per year. The additional leave of
non-managers varies between 3 and 11 days depending on the length of service. The additional leave of managers: head of sector: +11 days, deputy head of department:
12 days, head of department: 13 days; Iceland: The length of annual leave depends on the persons age. The minimum length of vacation is two days or 16 obligatory hours
for each earned month in fulltime work. For those younger than 30 years old the annual leave is 24 days (192 working hours), 27 days (216 working hours) for 30-37 years
old and 30 days (240 working hours) for those older than 38 years; Italy: Senior managers no longer have any obligation in terms of working time, as their performance is
evaluated on results rather than on the presence at the workplace. However, based on the previous regulation on public managers' working time (d.p.r. No. 748 of 1972),
that indicated 10 weekly hours more than the remaining employees, the conventional value for contractual working time of publ ic managers is 45 hours per week; Ireland:
Clerical Officer 20 days at the outset, rising to 21 after 5 years service, and 22 after 10 years service; Staff Officer 21 days at the outset, rising to 22 after 5 years service,
and 23 after 10 years service; -Executive Officer 21 days at the outset, rising to 22 after 5 years service, and 23 after 10 years service-Administrative Officer 23 days at the
outset, rising to 27 after 5 years service, and 29 after 10 years service-Higher Executive Officer 27 days at the outset, rising to 28 after 5 years service, and 29 after 10 years
service-Assistant Principal Officer 30 days at the outset, rising to 31 after 5 years service; Korea: Annual leave ranges from 3-21 days depending on the length of service. 3-6
months: 3 days, 6 months-1 years: 6 days, 1-2 years: 9 days, 2-3 years: 12 days, 3-4 years: 14 days, 4-5 years: 17 days, 5-6 years: 20 days over 6 years: 21 days; New
Zealand: Statutory minimum of twenty days annual leave; other leave determined by contract; Norway: All workers in Norway are entitled to five weeks/25 working days
holiday pr. year. Workers from the year of 60 are entitled to 1 more week/5 working days. In addition, Civil Servants from the year of 62 are entitled to further 8 working
days + 6 days optional the optional days has to be negotiated locally; Portugal: Each worker is entitled to a minimum holiday period of 25 remunerated working days,
being progressively increased according to age and seniority. The annual holiday period has, according to the age of the worker, the following duration: 25 working days
until the worker complete 39 years of age, 26 working days until the worker complete 49 years of age, 27 working days until the worker complete 59 years of age, 28
working days as from 59 years of age. The relevant age is the one in which the worker complete it until 31st December of the year in which holidays are fallen due. One day
for each ten years of length of service actually performed is added to the previously mentioned holiday period. The minimum holiday period may still be increased in the
framework of performance rewarding systems, without prejudice to increases granted to each job attachment; Slovak Republic: 4 weeks, after 15 years in Civil Service: 5
weeks + one week in collective agreement; Slovenia: The length of annual leave depends on seniority, job complexity, work performance, working conditions, social and
health conditions and age. The length of annual leave depends on seniority, job complexity, work performance, working conditions, social and health conditions and age.
As for seniority, there is a maximum of 24 days annual leave as follows: up to 3 years' service 16 days, over 3 to 7 years' service 17 days, over 7 to 10 years 18 days, over 10
to 15 years of service 20 days, over 15 to 20 years' service 22 days, over 20 to 25 years' service 23 days, over 25 years' service 24 days. For the complexity of work, the
employees get up to 5 additional days depending on work performance, working conditions, social and health conditions and age; Spain: Up to 40 days depending on the
type of personnel Sweden: All employees in Sweden are by law entitled to five weeks holiday. Central Government Employees have by agreements longer holidays with the
number of work days depending on age: -younger than 30 years: 28 days, -from 30 - 39 years of age: 31 days, -older than 40 years: 35 days; Switzerland: Average number
of days calculated by government based on age group or years worked. 21-49 year old or 19 years worked: 25 days; 50-59 years or 9 years worked: 30 days and 35 days for
a maximum of 3-5 days; Turkey: Up to 10 years in service it is 20 days, after 10 years in service it is 30 days. Ukraine: Those employed more than 10 years get up to 15
additional days.
Figure 34.2 Average number of working days public employees are absent on sick leave per year.
Data for Canada, Denmark and Finland are in full time equivalent and are thus underestimated compared to other data.