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Regulatory aspects of public HRM: a glimpse at the German Federal Administration

Regulatory aspects of public HRM: a glimpse at the German Federal Administration. Presentation to the expert meeting organized by OECD /GOV/ GfD on May 27th 2008 in Paris by Manfred Späth Project Coordinator , Federal Ministry of the Interior , Berlin.

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Regulatory aspects of public HRM: a glimpse at the German Federal Administration

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  1. Regulatoryaspectsof public HRM: a glimpseat the German Federal Administration Presentationto the expert meeting organizedby OECD /GOV/ GfD on May 27th 2008 in Paris by Manfred Späth Project Coordinator, Federal Ministryof the Interior, Berlin

  2. The German public service at a glance (as of 30 June 2005) Area of employment • Federation 481,400 • Länder 2,076,900 • Local authorities 1,337,800 • Indirect public service 652,400 Employment relationship • Civil servants, judges, public prosecutors 1,643,300 • Professional and fi xed-term military personnel 185,100 • Public employees without civil servant status 2,719,800

  3. Reduction of Public Service Personnel within the Federal Administration

  4. Framework of HRM policy • Basic legal documents: Acts and Ordinances for civil servants & Collective Agreements for public employees concerning: Legal status, employment, career, remuneration, allowances, pension disciplinary measures, staff representation • Political agenda: Administrative reform programme & implementation reports • Exchange of information and experience: Meeting of Presidents or Directors-General of governmental authorities Centrally provided training courses

  5. Delegation of HRM authoritytoministries Within the legal frameworklineministriesarecompetentandresponsible for: • Definingandoutliningjobdescriptions • Selectingandhiringstaff • Planning personnel development within organisational patternsandunits • Assessing individual performance within agreedlimits • Distributing performance-related pay elements • Initiatingandregulatingpromotions • Offering professional training

  6. „Insourcing“ of HRM tasks Within the MinistryofInterior‘sremit the Federal Office of Administration hasbeentaskedto manage for the ministry: • Salaries & allowances • Travel • Preparationof personal recruitment The Office provides also manualsandtools for: • Personnel planning • Costcalculation • Organisational development • IT-systemsandcomponents

  7. Framework for controlling size of personnel Priority of budgetary law: • Recruitment is, on principle, conditional on the number and distribution of posts established through budgetary authority of parliament • Modified by defining staffing frameworks and more flexibility for recruiting public employees Downsizing approaches: • 1, 5 % reduction of staff per year for each authority • Task-related reduction of staff, e.g. within the armed forces due to political change and outsourcing

  8. Privatisation of state enterprises and HRM • Privatisation of railways, air navigation, postal and telecommunication services, (since 1993) • Within the framework of laws and regulated by national agencies • Downsizing of personnel less important factor than goal to increase efficiency and competitiveness • Over-all reduction of staff while recruiting diversified personnel and expanding abroad • No recruitment but continued employment of civil servants on the basis of interim provisions, e.g. temporary transfer or leave

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