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Creating a Happy Working Environment for Public Servants: 6 Personnel Affair Principles of Seoul Metropolitan Government

This article discusses the personnel conditions and organization of Seoul Metropolitan Government, highlighting the need for a happy working environment for public servants. It introduces the 6 personnel affair principles implemented by the government to promote teamwork, harmony, a people-oriented culture, performance-oriented evaluations, high morale, individual compensation, and healthy competition.

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Creating a Happy Working Environment for Public Servants: 6 Personnel Affair Principles of Seoul Metropolitan Government

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  1. If public servantshave a happy workingenvironment, all citizens will be happy. 6 Personnel Affair Principles of Seoul Metropolitan Government SeoulMetropolitan Government

  2. Contents Seoul Metropolitan Government Organization and Present Personnel Condition Ⅰ Ⅱ Hopeful Seoul Outline 6 Personnel Affair Principles of Seoul metropolitan Government Ⅲ

  3. Ⅰ. Seoul Metropolitan Government Organization and Personnel Conditions

  4. 1. Seoul Metropolitan Government Organization Seoul metropolitan Government The Central Government • Seoul Metropolitan Government • : 17 affiliated offices, • 41 corporations, • (hospital, waterworks,city university, etc.) • 25 autonomous districts • Seoul Metropolitan Government • : all services directly related to citizen living • except national defense and public order • (transportations, housing, welfare, • environment, etc.) Vice MayorⅠ for Administrative Affairs Vice MayorⅡ for Administrative Affairs Vice Mayor for Political Affairs Autonomous District Autonomous District Autonomous District Autonomous District

  5. 2. Seoul Metropolitan Government Personnel Condition: total46,192 Seoul Metropolitan Government (46,192people) Affiliated offices and corporations (16,459people) Autonomous districts (29,733people) Political Affairs Post: 4 Regular Post: 6,003 -Administrative Post: 2,798 - TechnologicalPost : 2,898 - Research Tutoring Post: 307 Contract Post: 721 Skills Post: 3,215 Special Post: 126 Fire Post: 5,949 Education Post: 441 Political Affairs Post: 29 (0.1%) Regular Post: 28,711 (62.2%) -Administrative Post: 20,398 (44.2%) - TechnologicalPost: 8,006 (17.3%) (public works, constructions,health, etc.) - Research Tutoring Post: 307 (0.7%) Contract Post: 1,378 (3.0%) Skills Post: 9,237 (20.0%) Special Post: 447 (1.0%) Fire Post: 5,949 (12.9%) Education Post: 441 (1.0%) Political Affairs Post: 25 Regular Post: 22,708 -Administrative Post: 17,600 - TechnologicalPost: 5,108 - Research Tutoring Post: 0 Contract Post: 657 Skills Post: 6,022 Special Post: 321 Fire Post: 0 Education Post: 0

  6. 2. Seoul Metropolitan Government Personnel Condition Female public servants (※ Except Fire Post and Education Post) Division Total Woman Female Administrator Total 39,802 14,288(35.9%) 414 (14.2%) SMG 10,069 2,721(27.0%) 172 (13.6%) Autonomous Districts 29,733 11,567(38.9%) 242 (14.6%) Disabled public servants Division Total Mild disability Serious disability Rate Total 1,438 1,174 264 4.2% SMG 277 240 37 3.2% Autonomous Districts 1,161 934 227 4.5% The legal obligation rate for employing the Disabled is in excess of 3.0%

  7. 2. Seoul Metropolitan Government Personnel Condition Comparison of the number of public servants by country France German U.S.A Seoul Japan Korea 10,528 61,373 82,343 311,666 Population (thousand) 127,451 48,297 46 6,033 4,060 22,500 Public servants (thousand) 4,449 1,342 4.4 98.3 49.3 72.2 The number of public servants per 1,000 population 34.9 27.8 (※ Source: OECD)

  8. 3. SeoulMetropolitan Government Job Grading (example) Political Affairs Post (1) Mayor Political Affairs Post (3) Vice Mayor Grade1~3 (24) Chief Officer/ Assistant Mayor/ Director-General Director-General Grade2~3 (17) Grade4 (128) Director Director Director Team Leader Team Leader Team Leader Team Leader Grade5 (630) Grade6~9 (3,221) Manager Manager Manager Manager Manager

  9. 4. Personnel Management Division Orgnization (4 teams, 41people) Total 41 people (Grade4;1person, Grade5;4people, Grade6;15people, Grade7;12people, Grade8;9people)

  10. Ⅱ. Hopeful Seoul

  11. 1. Hopeful Seoul Background Controversy over Free Lunch 34thMayor of Seoulre-installment (2006.7.1~2011.8.26) 35thMayor of Seoulinstallment Inhabitants’ Poll (2011.8.24) (2011.10.27)

  12. 2. 35th Mayor’s Vision Let’s work together to create and enjoy a better Seoul Vision Create equal welfare opportunity Build a strong economy for all Experience creative cultures together Create a safe, sustainable city Provide citizen-centered administration Goals Citizen- oriented Trust Implemen-tation strategies Communication

  13. 3. Hopeful Seoul Initiatives Q. What are the initiatives of ´Hopeful Seoul´? 46,000 Seoul Metropolitan Government public servants.

  14. 3. Hopeful Seoul Initiatives If public servants have a happy working environment, all citizens will be happy. “Set a practical plan for the 6 principles to create a happy working environment for the public servants”

  15. Ⅲ. 6 Personnel Affairs Principles of SMG

  16. 1. Background : Until now, Seoul Metropolitan Government employees have dealt with... Result and performance-oriented evaluation and compensation Fierce rivalry Weakened teamwork and cooperation Worn out employees

  17. 1. Background For a people-oriented community, create harmony within competition and morale In intense competition, Give performance-oriented evaluations 6 Personnel Affairs Principles Teamwork & harmony People-oriented culture Performance-oriented evaluation Morale Individual compensation Competition

  18. 2. Personnel Affairs Principles Outline Harmony within fair opportunity and strict evaluation Field-oriented, dynamic and friendly Responsibility Affair Principles Satisfaction Affair Principles Strength and harmony within teams & employee Warm hearted and careful concern 6 Personnel Affair Principles Communication Affair Principles Consideration Affair Principles Sensible, principled and predictable Creating future values of ‘Hopeful Seoul’ Growth Affair Principles Fairness Affair Principles

  19. 3. Counseling Details: Always listen openly to employees’ comments Change Together!!! Announcement of 6 Personnel Affairs Principles • Meeting of Mayor and a union head Round-table conferenceof Mayor and employee • Joint forum of management and union • Employee satisfaction research • : 1,500 people • 「Mr. Park’scounseling」: 180cases

  20. 2. Improvement of promotion system 4. 6 Personnel Affairs Principles - Fairness • Below Grade 5provides themselves • with promotion evaluation standards. • 「Promotion Evaluation Standards Committee」 • composition · Managing [Answer] Employees will provide themselves with sensible, principled and transparent promotion evaluation standards • Abolition of special promotion for staff • with a high amount of performance points • ☞Performance point: giving a point to competitive • staff to affect to personnel incentives • ▶Promotion by selection rate • : within 30%(before 2010) within 10%(2011) 0%(2012) • Expansion of promotion opportunities • for field-service officers or minority group staff • Large expansion of competition over Grade 5 • female administrators • ▶ 15.3%(2011) 16.0% (2012) 17.4% (2014) 21.6% (2015)

  21. 2. Improvement of transfer 4. 6 Personnel Affairs Principles - Fairness • The below Grade 6take part in the • composition and management of the • 「Transfer Standardselection committee」 • Making 1:1 Personal Counseling system • to do a Hopeful Transfer Policy • ▶ Practicable rate of preference: 91% • (Administration97%, Technology 88%, Technique87%) [Answer] Abolition of the Draft - a general manager select staff. We will carry out the Hopeful Transfer to ensure a fair opportunity. • Strengthen employee’s specialtyby CDP • (Grade 5·6,747people) ▶ What is the CDP(Career Development Program) ? - Human resource administration program where staff members can create a long-term career goal to develop their capabilities - Movement assignment in the same field, Transfer limitation within 2 years, giving mileage while on duty

  22. Open User-oriented Personnel Affairs 4. 6 Personnel Affairs Principles - Communication • Open customized personnel affairs statistics • suited to users to allow personnel affairs • to be fair and transparent. • ex) retiree, training workers, dispatchedworkers [Answer] We will open up closed-personnel affairs to citizens and staff members! • Open 5 Personnel Affairs Indexes of • recruitment, employment, promotion, transfer, • general personnel affairs statistics, etc. (Feb. 2012~) • After regular personnel affairs of the first and • second half open a white paper of personnel • affairs to discuss personnel management results. • ▶promotionin the first half(Grade9~ Grade1): approx.400people • ▶transferin the first half(Grade9~ Grade1): approx.1,500people

  23. 2. Upgrade Performance Point Program 4. 6 Personnel Affairs Principles - Responsibility • Drastically cut the number of performance • selectionsto downsize the promotion rate and • make efforts to reconsider evaluation results. • ▶ In 3 years,half the yearly averageof 693 cases (S 32, A 51) • 393 cases(S 12, A 30) in the 2nd-half of 2011 [Answer] We will upgrade the Performance Point Program to give equal opportunity in order to make a disciplined and fair evaluation. • Broaden the opportunity of achieving Grade S·A • over affiliated offices and autonomous districts. • ▶ An office obtains ‘Grade S’ for the first time • ▶ Autonomous districts achieving ‘Grade S’ are • increased by a division’s separate evaluation • (In 2011, the 1st half: 1case the 2nd half: 2cases) • Promotion limitation in case of irregularity, • free-riding points or giving whole points • ▶ Detailed investigation testing is needed to obtain • Grade S·A

  24. 2. Positive chemistry with employees 4. 6 Personnel Affairs Principles - Satisfaction • Mr. Mayor reads and answers • ‘Mr. Park’s counseling’ (300cases) • ▶Mainly counsels on personal matters related to • promotionand transfer [Answer] I will be open to hearing an employee’s comments, whether small or big, anytime anywhere, and as often as needed. • Expand ‘Visiting personnel affairs Counseling’ • for field staff · two shifts · minority staff • (380 cases) • ▶Every month visit 2 or 3 offices to hear • personal concerns and difficulties in the work place. • ▶ Long-distance commuter transfer and • supplement the personnelneeds

  25. 2. Promoting a Flexible-working system 4. 6 Personnel Affairs Principles - Consideration • Enhances ‘Flexible working system’ • for maternity employee (187people) • ▶Time difference system: Work 8 hours per day, • adjust commuting time • ▶ Part-time system:Work 15~35 hoursper week, • shortened work times • ▶ Choosing working-time system • : Work 40 hours per week, 4~12 hours in a day • ▶ Intensive-work system • : Work 40 hoursper week, 3.5~4 days in a week [Answer] You could make a choice for a work place and working time related to individual and job character, getting out of uniform working system. • Telecommuting system for the disabled • andlong distance commuters

  26. 2. Expansion · development of educational training 4. 6 Personnel Affairs Principles – Growth • ‘Personalizededucation for shared values ’ • share Seoul city vision and employee’s dream [Answer] I will help employees become global talented people through domestic and foreign educational training though we may sell the office. • Long-term training abroad focuses on the • environment and welfare • while short-term training abroad is focused on • advanced techniques • ▶ training: 387 people (2011) 817 people (2012) • 833 people (2013) • Diversification of domestic training • - Enhancement of experience governor's • outstanding cases • - Expansion of degree courses and • language courses

  27. 2. Retirement Training Program for 100 aged era 4. 6 Personnel Affairs Principles – Growth 1 year in advance – Achievement training - Happy consulting academy • “Supporting Social adaptation course”: • Successful backup - starting a business and re-entry • Retirement3~4yrs in advance • Specialized Educational • institutions • “Preparing for retirement advanced course”: • New understanding of retirement and contribution process Retirement5yrs in advance - Specialized retirement consulting • “ preparation for the Second life planning course” : • 1:1 career consulting with experts

  28. The disabled Low Income Groups High school graduates 4. 6 Personnel Affairs Principles - Satisfaction More Public OfficesOpen-doors to Social Minorities 2. Grade 9Technical Post New Recruits rate Total New Recruits rate Grade 9 General Post New Recruits rate In 2012 10% In 2012 10% In 2012 30% Rules 3.0% Rules 1.0% 2011 0% Nation’s largestrecruitment for social minorities

  29. 5.Expectation Workhappily, Evaluatestrictly, Better result for citizens

  30. 5.Expectation If public servants are happy while working, they will serve citizens better and spread their happiness to people everywhere.

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