Transcript Fortune Favors the Prepared Mind

Republic of Korea
Civil Service Commission
- The Past, Present & Future -
2004. 5. 25
Myungshik Kim, Ph.D.
Director-General (Group Manager)
Republic of Korea Civil Service Commission
The Central Personnel Authority
of the Korean Government
Mission
(as described in the National Civil Service Act Article 6)
– To establish fundamental policy for personnel administration,
and to enforce and operate this Act
– To administer comprehensive matters concerning the personnel
management, for the purpose of operating balanced and efficient
personnel management and development of its staff within the
civil service
Constitutional Institutions
–National Assembly
–Supreme Court
–Government
–Constitutional Court
–National Election Commission
The History of Central Personnel Authority
within the Government
Office of
President
Office of
Prime Minister
Recruitment
Examination
Commission
Ministry of
Government
Administration
(MOGA)
Personnel
Bureau
State Council
Secretariat
Office of
Administration
Administrative
Bureau
Recruitment
Examination
Division
1948
State Council
Secretariat
1955
Personnel
Bureau
Personnel
Division
1960
The History of Central Personnel Authority
within the Government (continued)
Ministry of
Home Affairs
State Council
Secretariat Cabinet
Office
Ministry of
Government
Administration
(MOGA)
Appeals
Commission
Personnel
Bureau
1963
Civil Service
Commission
Office of
Prime Minister
Promotion
Screening
Commission
Ministry of
Government
Administration
& Home Affairs
(MOGAHA)
Personnel
Services
Bureau
Administrative
Management
Bureau
1991
Examinations
& Training
Bureau
1998.3
The Founding of CSC (1999.5)
-Background and Organization Former President DJ Kim’s election promise (Year of 97)
the need for a central agency to guarantee a fair personnel system and to reform the civil service system“
MOGAHA
Personnel Bureau
…
Personnel
Planning
Division
Compensation
Division
Civil Service Commission
Mission
Senior Civil Service
Appointment,
Promotion Screening,
Job Analysis
Organization
Leadership
1 Chairman (Ministerial),
1 Standing & 3 Non-Stand.
Commissioners
Features
4 Divisions with 65 Staff
Directly Report to President,
Headed by Director-General Authority to deliberate and
for Public HR Policy
vote on the relevant laws
Problems: Organizational Limitations….
Dual Central Personnel Agencies
in the Government
Civil Service Commission
- Designing HR Policy
- Compensation
- Appointment Screening for
Senior Civil Service
- Job Analysis
- Managing the HR Database
for Public Service
Ministry of Government
Administration & Home Affairs
(MOGAHA)
- Administering HR Policy
- Recruiting
- Training
- Merit Protection and Appeals
- Welfare and Pension
- Discipline
1st Organizational Restructuring (2001.4)
Chairman
Chairman
Commissioners
Commissioners
Secretary-General
Secretary-General
Director General for
Public HR Policy
…
…
…
65 Staff
Planning
Division
Director General for
Public HR Policy
…
…
…
Ne
w
Director General for
HR Management
Planning &
Management
Division
Policy
Support
Division
Appointment
Screening
Division
83 Staff
Ne
w
2nd Organizational Restructuring (2003.4)
Chairman
105 Staff
Commissioners
Ne
w
Secretary-General
Director General for
Public HR Policy
…
…
…
Director General for
HR Management
Planning &
PR Division
Administrative
Support
Division
Planning &
Management
Division
Director General for
HR Information
…
HR Database
Management
Division
Policy
Support
Division
HR Research
Division
Ne
w
3rd Organizational Restructuring (2004.5)
Revised National Civil Service Act
(2004.3)
MOGAHA’s Personnel
Management Functions
Recruitment Examination
Training & Education
Personnel Management
Central Officials Training Institute
(COTI)
Appeals Commission
As of
June 12, 2004
New
CSC
5 Bureaus
15 Divisions
353 Staff
New CSC Organizational Structure
Chairman
General Services
Division
Central Officials’
Training Institute
Secretary-General
(Standing Commissioner)
Non-Standing
Commissioners(3)
Appeals
Commission
Director-Gen for
Planning &
Management
Personnel
Policy
Bureau
HR
Development
Bureau
Performance
&
Compensation
Bureau
Innovation &
Personnel
Policy
Management
Workforce
Planning
Performance
Planning
Planning &
Budgeting
Screening &
Appointment
PR &
Cooperation
Balanced
Personnel
Training &
Education
Recruitment
Performance
Management
Compensation
& Welfare
Director-Gen
for HR
Information
HR Research
HR Database
Management
Participatory Government’s
Direction and Motive for Civil Service Reform
Become the Northeast Asia Hub
and Reach $20,000 GDP per capita
Improve Overall
Public Sector
Competitiveness
Public Administration
Reform
MOGAHA
Civil Service
Reform
Public Finance
Reform
CSC
Build Public Human Capital Management System
Meeting Global Standards
MPB
Major Civil Service Reform Tasks
Management System
Recruitment Method
High Quality Workforce
Performance Management
Government Culture
Centralized  Decentralized & Autonomous
choice & concentration
Closed  Open,
right person in right position
Generalist  Specialist, Humanist
with good leadership
Seniority-based  Performance-based,
Senior Civil Service System
Ranking, one-way communication
 democratic, two-way
Current Problems Faced by CSC
Structural Difficulties
– Regulated by other agency concerning budgeting and
organization structuring
– No legal authority to set rules or provisions
Functional Limitations
– Other personnel functions such as working condition,
discipline, ethics, pension still remain in MOGAHA
– Little involvement to the Government Affiliated
Organizations’ Human Capital Management
CSC Strategic Direction (1)
Functional Improvements and Expected Changes
1.
Grant legal authority to make rules and provisions
2.
Transfer working conditions, discipline, pensions, & awards  CSC
3.
Grant autonomy to determine own organizational structure and
budget management
※ Concurrently pursue finance & budget accounting system reform
4.
Grant authority to oversee personnel management system practices
within government affiliated organizations.
※Amend the Government Affiliated Organization Management Act
CSC Strategic Direction (2)
In the long-run,
Each
Government
Agency
Patronage & Spoils System
More autonomy in Personnel Management
Council System
(1 Perm. + 3 NonPerm. Commissioners)
1 Agency Head (Commissioner)
with Guaranteed Term
Closing
Our most important asset is our people,
who is the core of the future government
Therefore
We should focus on the nurturing a competent
government workforce.
And
With the competent workforce, we are trying to upgrade
government administration and service delivery to the people.
- Mission of the CSC-
Thank you for your attention.
[email protected]