A TTRACTING AND RETAINING THE BEST PEOPLE IN THE CIVIL SERVICE Gordana Dimitrovska Head of Public Administration Reform Unit General Secretariat of the Government

Introduction  Over the last few years, a systemic process of reform and modernization has characterized the Macedonian public administration, attracting the attention of both political and economic groups.  Since the 2000 many rules have been adopted to assure the simplification of public procedures, the decentralization of functions, the modernization and the transparency of administrative procedures, the technological innovation, the efficiency, effectiveness and quality of services of the public administration.

Modernizing people and functions  The cultural change of human resources, the modernization of people and functions is necessary for the success of reform.  The efficiency and effectiveness of the public administration depends more on the behavior and the culture of managers and employees than on rules.  The public administration is required to manage motivated, responsible and trained employees; to provide information rapidly; to be competitive for the nation.

Strategic activities  The present administration intends to assure the development of some strategic activities and to invest in human resources.  Currently, the action of the Government and administration is concentrated to strengthen the management of human resources.  In particular, some activities have be developed by the Macedonian government: assuring knowledge management on HR; attracting high quality people; improving professionalism; ensuring communication; creating better working conditions.

Documents  Information Note on the Human Resources in the State Administration of the Republic of Macedonia– Situation, Management, Development and Challenges and Action Plan, 2005  Decree on internal organization principles for administrative bodies, 2007  National System of Coordination of Training and Expert Development of Civil Servants in the Republic of Macedonia, 2005,2008  Policy for attracting and retaining young and university educated people in civil service, 2007  Strategy for training on local-self government administration in the Republic of Macedonia 2006 – 2010, 2006  Strategy for civil servants training in the Republic of Macedonia 2009 – 2011, 2008

Policy for attracting and retaining young and university educated people in civil service  Measure from the Action Plan for implementation of the conclusions and recommendation contained in the Information on the human resources in the state administration of the RM, 2006  The policy was developed by Civil Servants Agency and General Secretariat of Government and adopted by CSA, September 2007  Main purpose of the policy paper is to: scan the present situation in the field present a clear picture of measures of attracting and retaining personnel through motivation give recommendations.

Present situation  Why people chose civil service ? safe job and opportunity for training, travel…. interest for employment in the state administration, with a selective approach motivated by the attractiveness of state bodies or to use it as a “springboard” for quick transition to jobs in the public or private sector ( working experience acquired in the public sector is evaluated as a solid reference benefit)  Why people leave civil service? competitiveness of private sector ( private sector offers easier way of career progression) financial reason- private sector and international organizations guarantee high financial incomes brain drain

Already taken measures  Verification of the working practice in specific field as working experience  Transparent announcing of vacant and newly opened jobs in the state administration plus simplified application for employment through Internet (apply on- line).  Decision of the Government on increase of salaries (10% per year or 34% cumulating for a period of 3 years)

Already taken measures  The Government of the Republic of Macedonia also provides international fellowships for EU training on annual basis and under the process of EU integration  Protocol of Cooperation singed by the Government of the Republic of Macedonia and the Universities of “Ss Cyril and Methodius”, St.Climent of Ohrid” and SEE University in the Republic of Macedonia- (the best one hundred students from each generation will be offered employment in the state administration, after taking the exam for beginning employees)  Agreement of Cooperation signed by the Civil Servants Agency of the Republic of Macedonia this enables the students from this University to realize a practical on-the-job work in the state administration and the University of South-East Europe (SEE) in Tetovo-()

Measures anticipated to be taken  Programs for increasing employment and retaining existing jobs.  Providing fellowships for trainings abroad to 250 young persons every year, i.e persons for a period of 4 years.  Fellowships to 500 best pupils and 1000 graduates.  Stimulating young unemployed university-educated persons without working experience to do volunteer work to improve their skills and preparedness for employment.

Recommendations  To promote partnership with Universities and the NGOs;  To enable a package of benefits for civil servants  To conduct public campaign to promote the civil service

Conclusion The measures which have been adopted during the last few years show that the Macedonian reform of the public administration has been mainly formal and rules based. Legislative change of itself does not necessarily ensure changed behavior at an organizational or individual level. Therefore the legislative reform must be supported by initiatives designed to change the organizational culture, human resources and managerial practices.

Thank you for attention ! ext