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International Civil Service Commission

OPM
Strategic Compensation Conference:
United Nations Pay Reform

27-28 August 2002, Washington, D.C.

Structure of Presentation

Part I: Overview to set the stage

  • Role of ICSC/current pay and benefits package/practices of others.

Part II. Proposals for change:

  • The road ahead

UNITED NATIONS
COMMON
SYSTEM

Overview

THE UNITED NATIONS
COMMON
SYSTEM

UN and its Affiliated Bodies

  • United Nations Children’s Fund
  • United Nations Relief and Works Agency
  • World Food Programme
  • United Nations Development Programme
  • United Nations High Commissioner for Refugees

Other Organizations

  • International Atomic Energy Agency
  • The World Bank Group
  • International Monetary Fund
  • World Trade Organization

THE UNITED NATIONS
COMMON SYSTEM

Specialized Agencies

  • International Labour Organization
  • International Civil Aviation Organization
  • Universal Postal Union
  • World Meteorological Organization
  • World Intellectual Property Organization
  • United Nations Industrial Development Organization
  • Food and Agriculture Organization
  • World Health Organization
  • International Telecommunications Union
  • International Maritime Organization
  • International Fund for Agricultural Development
  • United Nations Educational, Scientific and Cultural Organization

THE COMMON SYSTEM

All organizations participate in the work of the Commission and follow the common system of salaries, allowances, benefits and other conditions of employment.
All, except UPU, are members of the UN Joint Staff Pension Fund.

The UN and its Affiliated Bodies

UNICEF • UNDP • UNRWA UNHCR • WFP

Specialized Agencies

ILO • FAO • UNESCO • ICAO • WHO UPU • ITU • WMO • IMO • WIPO IFAD • UNIDO

IAEA

UN COMMON SYSTEM
STAFF WORLDWIDE

PROFESSIONALS - 18,000

GENERAL SERVICE - 36,000

TOTAL - 54,000

COMPOSITION OF
UN STAFF
SYSTEM-WIDE

PROFESSIONALS - 18,000 (33%)

GENERAL SERVICE - 36,000 (67%)

TOTAL - 54,000

UN SYSTEM:
HEADQUARTERS VS. FIELD All Staff

HEADQUARTERS (44%) FIELD (56%)

New York UN • UNDP • UNICEF
Geneva ILO • WHO • ITU • WMO
WIPO • UPU*
Paris UNESCO
Rome FAO • IFAD • WFP
London IMO
Vienna UNIDO • IAEA
Montreal ICAO

 Field Offices 43%
Technical Assistance 13%

* UPU is located in Berne

Historical Perspective

  • Preparatory Commission of the United Nations (1945)
  • Advisory group of experts on administrative, personnel and budgetary questions (1946)
  • Committee of experts on salary, allowances and leave systems ...Flemming Committee (1949)
  • International Civil Service Advisory Board (1949-1974)
  • Salary Review Committee.(1956)
  • Special committee for the review of the United Nations Salary System (1971-1972)

INTERNATIONAL CIVIL SERVICE COMMISSION

The General Assembly of the United Nations establishes an International Civil Service Commission for the regulation and coordination
of the conditions of service of.THE UNITED NATIONS COMMON SYSTEM.

— GA Resolution 3357 (XXIX) of 18 December 1974


INTERNATIONAL CIVIL SERVICE COMMISSION

Composition & Appointment
  • Consists of fifteen members appointed by the General Assembly in their personal capacity as individuals of recognized competence with substantial experience
    of executive responsibility in Public Administration.
  • Selected with due regard for equitable geographical distribution.
  • Two of the members are designated Chairman and Vice-Chairman and serve on a full-time basis.

INTERNATIONAL CIVIL SERVICE COMMISSION

Functions & Powers

Makes recommendations to the General Assembly on:

  • Broad principles to determine conditions of service
  • Scales of salaries for professional staff
  • Staff assessment
  • Dependency allowances and language incentive for professional and above staff, education grant, home leave, repatriation grant and termination indemnity

INTERNATIONAL CIVIL SERVICE COMMISSION

Functions & Powers

Establishes:

  • Methodologies by which the principles for determining conditions of service should be applied
  • Daily Subsistence Allowance rates
  • Mobility and Hardship Allowance
  • Hazard pay
  • Post Adjustment classifications
  • Job Classification standards

Conducts General Service salary surveys at Headquarters locations

INTERNATIONAL CIVIL SERVICE COMMISSION

Functions & Powers

Makes recommendations to the organizations on:.

  • General Service salary scales at headquarters
  • Human Resources policies
  • Gender balance/Work-Life issues
  • Staff training policy
  • Standards of conduct
  • Performance management
  • Contractual arrangements

INTERNATIONAL CIVIL SERVICE COMMISSION

How does the commission function?

Issues under the ICSC mandate

The Commission

  • ACC
  • Staff Bodies
  • UN Joint Staff Pension Board
  • Decisions by.ICSC

Recommendations

  • To the General Assembly
  • To All Governing.Bodies
  • To Executive Heads

IMPLEMENTATION of DECISIONS of THE GENERAL ASSEMBLY

or THE COMMISSION

THE GENERAL ASSEMBLY

  • ICSC
    • ADMINISTRATION
    • ICSC SECRETARIAT
    • STAFF

Article 101 (3)

...paramount consideration...
necessity of securing the highest standards of efficiency, competence and integrity...

UNDERPINNINGS of REMUNERATION SYSTEMS
for the BROAD CATEGORIES

The NOBLEMAIRE PRINCIPLE

  • PROFESSIONAL and higher categories

The FLEMMING PRINCIPLE

  • GENERAL SERVICE
    and other locally recruited categories

The FLEMMING PRINCIPLE

GENERAL SERVICE

...best prevailing local conditions of employment.
conditions of service should be among the best without being the very best.

MEANS TO ACHIEVE THE GOAL of
BEST PREVAILING CONDITIONS...

Periodic surveys of employers in the locality, including:

  • Salaries
  • Allowances
  • Fringe Benefits

RESPONSIBILITY FOR CONDUCT OF PERIODIC SURVEYS

Headquarters/ICSC

Locations:

  • New York
  • Geneva
  • Rome
  • Vienna
  • London
  • Paris
  • Montreal

Non-Headquarters/Organizations

Locations:

  • All Other Locations/Primarily UNDP

The Noblemaire Principle

PROFESSIONAL and higher categories

...no difference in salary on grounds of nationality...

conditions of service of the international staff must be such as to attract citizens of the country with the highest pay.

The Noblemaire Principle

  • Key conclusions of various renditions of Noblemaire Principle
    • Attract qualified staff from all labor markets
  • Selected Quotations
  • 1921: "It would be most unfortunate if the scale of salaries were fixed at a rate which made it impossible to obtain first-class talent from those countries where the ordinary rate of remuneration is above the general average." (League of Nations, Noblemaire committee) the salaries for staff in the professional and higher categories by reference to the highest national salaries" (SpecialCommittee)

Since the inception of the United Nations, the United States civil service has been used as the comparator in the application of THE NOBLEMAIRE PRINCIPLE.

In 1995, as part of a periodic study Of the highest paid comparator, in the application of THE NOBLEMAIRE PRINCIPLE.

CONCEPT of the MARGIN

  1. relatively better position of national services to guarantee stability and security of employment
  2. the more limited prospect of promotion to the highest post in an international secretariat
  3. the fact that a large proportion of any international staff is required to incur additional expenses and to make certain sacrifices by living away from their own countries.

COMPARISON of AVERAGE NET REMUNERATION of
UNITED NATIONS OFFICIALS in NEW YORK and UNITED STATES OFFICIALS in WASHINGTON D.C. by EQUIVALENT GRADES
Margin for Calendar Year 2002

  NET REMUNERATION Ratio (without/with COL adjustment) Weights for calculation of overall ratio
Grade United Nations United States United Nations/ United States
P-1 56 007 40 548 132.5 120.0 0.2
P-2 69 661 52 676 134.4 114.9 5.6
P-3 84935 64178 132.8 115.0 21.8
P-4 100 559 80 038 128.1 109.2 32.0
P-5 116 275 93 715 124.6 107.8 26.8
D-1 126 578 108 619 119.7 101.2 9.9
D-2 136 043 113 453 119.8 104.2 3.7


Weighted average before adjustment for New York / Washington cost-of-living differential - 125.8

New York/Washington cost-of-living ratio - 115.1

Weighted average ratio adjusted for cost-of-living difference - 109.3

THE PROFESSIONAL SALARY SYSTEM

  1. Establishment of salaries at the base of the system, New York in accordance with the Noblemaire Principle.
  2. Establishment of salaries at other duty stations using the concept of equalization of purchasing power.
  3. Maintenance of purchasing power parity between New York and all other duty stations.

PAY PACKAGE of UN PROFESSIONAL STAFF

Base salary

  • Is at the same time a minimum (floor salary).
  • Established by reference to base salary at equivalent levels in Washington, D.C. (i.e. base of comparator).
  • Adjusted annually on no-loss/no-gain basis by consolidating post adjustment into base salary.

Post adjustment

  • Is designed to equalize the purchasing power of remuneration across duty stations.
  • The base is New York (which also has a cost-of-living element).

PAY PACKAGE of UN PROFESSIONAL STAFF

GROSS Staff Assessment

NET Base Salary.NET (D/S Rate)

 + Post adjustment.(COL differential).(D/S rate) + ALLOWANCES BENEFITS + Social Security Benefits

 

CIRCUMSTANCE SOME ELEMENTS CONTAIN HOUSING

Housing costs over amount in PA

Dependent children or secondary dependents

Assignment / rotation

Serving outside home country

Rental subsidy

Dependency allowances

Assignment grant (one month’s salary)

Mobility and hardship allowance

Home leave, 2 yrs, except hardship
locations – one year

Education grant / education grant travel (subject to specific eligibility criteria)

 

Punchline for UN Professional staff

Salary setting based on:

  • Linkage to US federal civil service salaries at the base of the system.
  • Assumption that US federal civil service salary levels will result in recruitment/retention of staff from all sectors of US labour market and therefore also from world-wide labour markets.
  • Recruitment/retention from US federal civil service and labour markets with pay levels below those of the US federal civil service.

Punchline for UN Professional staff

Only exceptions to measurement of US federal civil service “market”:

  • Regular highest paid studies: Germany and Switzerland in 1994/95.
  • World Bank and OECD included for reference purposes in 1994/95.
  • US expatriate non-diplomatic staff included for reference purposes in some cases.

Proposals for change

  • lRevised job classification system

  • Senior Management Service

  • Broad banding

  • Reward for contribution

  • Bonuses

First things first

…a little bit about the how we got to this point

BACKGROUND

  • Framework for Human Resources Management in 2000
    • Priority: Pay and Benefits System

HRM FRAMEWORK

CORE ELEMENTS

Core elements of the human resources management framework are those that bind together the United Nations family of organizations to avoid any competition in the employment of staff that may result from fundamental differences in the compensation package.

NON-CORE ELEMENTS

Non-core elements relate to problems to be resolved by each individual organization and are not subject to common prescription across the United Nations system, given the significant differences in organizations, mandates, size, etc..

HRM FRAMEWORK

JOB DESIGN (Non-Core)

COMPENSATION AND BENEFITS (Core)

EMPLOYMENT

  • Recruitment, placement and retention (Non-Core)
  • Contractual arrangements (Core)
  • Staff well-being (Non-Core)

CAREER MANAGEMENT

  • Staff development and training (Non-Core)
  • Mobility (Core)
  • Performance management (Non-Core)

GOOD GOVERNANCE

  • Management style (Non-Core)
  • Role of staff representatives (Non-Core)
  • Administration of justice (Core)

HR INFORMATION MANAGEMENT (Core)

ETHICS/ STANDARDS OF CONDUCTS (Core)

BACKGROUND

  • l3 Focus Groups and Steering Committee

    • Nature of Work (Vienna, Dec 2000)
    • Management Capacity (New York, Jan 2001)
    • Rewarding Contribution (Geneva, Feb 2001)

  • Working Groups

    • Vienna, Dec 2001
    • Paris, February 2002

    •  

  • ICSC sessions in April and July 2002
  • General Assembly in Fall 2002

REALIGNING JOB EVALUATION TO
SUPPORT ORGANIZATIONAL PERFORMANCE

Assessing the Current Standards
Understanding the Context

  • System is 25 years old

  • Reflects HR priorities from a previous era

    • Centralized process management
    • Focus on precision over speed
    • Promote system-wide uniformity in post management
    • Strengthen capacity to make external comparisons

  • Classification managed as a "stand-alone" process, absence of linkages with recruitment, performance management and career development

Assessing the Current Standards
The Need to Modernize

On substance

  • Out of step with new work environments
  • Poor tool for assessing technical jobs
  • Too hierarchical in orientation
  • Impedes deployment of staff
  • Does not support or link to performance mgmt or competency development

On form

  • Labor-intensive
  • Slow
  • Not transparent
  • Administratively cumbersome
  • Requires expertise to manage
  • Subject to manipulation
  • Too costly to maintain

Designing the New System

The Challenge

  • Retain capacity to evaluate jobs across occupations and organizations
  • Capture the texture of new work environments:
    • Less emphasis on hierarchy
    • More value on innovation
    • More value on partnership building
  • Support a holistic approach in HR Management integrating performance and competency objectives
  • Speed, Speed, Speed
    • Simple, Responsive, Decentralized operation

Designing the New System
The Proposal – A Holistic Approach

  • The New Master Standard
    • Macro, not micro
    • Streamlined and updated
  • Grade Level Descriptors
    • Simplified for operational use
  • Career Development Streams
    • Grading patterns to facilitate post deployment
  • Staff Growth and Development Yardsticks
    • Salary movement reflecting both retrospective achievement and prospective competency development

From Idea to Model – Building the System

The Grade Level Descriptors

  • Primary Evaluation Tool
  • Illustrate the Composite Level of Responsibility
  • Crisp Summaries of Grade Features by Factor
  • Broadly Accessible to Managers and Staff
  • Simple, Value-driven Statements
  • Imagery more than definitions

Primary Working Characteristic

Nature of Work - Contribution

P1
P2 - Analytical
P3
P4 - Innovative
P5
D1 - Ground Breaking
D2

Enabling Environment - Team Role

P1
P2 - Collaborative
P3
P4 - Expansive
P5
D1 - Empowering
D2

Partnerships - Role

P1
P2 - Counterpart Engagement
P3
P4 - Advocate Champion
P5
D1 - Institutional Relationship Builder
D2

Results - Impact Radius

P1
P2 - Profession Personal
P3
P4 - Program Team
P5
D1 - Organization Community (Cross-funtional)
D2

Desired Client Perception

Nature of Work - Quality

P1
P2 - Rigorous
P3
P4 - Challenge Convention
P5
D1 - Provocative
D2

Enabling Environment - Trait

P1
P2 - Inquisitive
P3
P4 - Authoritative
P5
D1 - Wise
D2

Partnerships - Synergy

P1
P2 - Demonstrable Value
P3
P4 - Advance/Deepen Perspectives
P5
D1 - Concerted Program Action
D2

Results - Deliverable

P1
P2 - Timely Consistent Appropriate
P3
P4 - Systemic Catalytic
P5
D1 - Standard-Setting Motivational
D2

Broad Banding: What is it? How does it work?

What might it look like in the UN common system?

What is Broad Banding?

  • It means different things to different people.
  • Banding is:
    • Reduced number of salary grades
    • Widened salary ranges
  • It represents a dramatic change in salary management.

Reasons to move to Broad Banding

  • Enhanced flexibility.
  • Less bureaucratic.
  • Reduces administrative expenses.
  • Reduces emphasis on job hierarchy.
  • Can delegate accountability for people management tomanagers.
  • Facilitates lateral career movement.
  • Supports effective team work.

Considerations related to a move to Broad Banding

  • Cost management.
    • De-emphasizes rigid pay control policies.
    • Opens door to control through payroll management.
  • Culture of institution.
    • From close centralized control to looser local management.
    • From a rigid hierarchy to a flatter institution with fewer status distinctions.
    • From a time-in-grade, mechanistic view of jobs and staff to a more flexible and open view of individual contribution.

Considerations related to a move to Broad Banding

  • Career management
    • Banding reduces promotional opportunities
    • Reduces emphasis on upward job movement to secure higher pay
  • Job titles
    • Facilitates the reduction of job titles/classes
    • Minor job differences less important
    • Generic titles enhance flexibility of classification system

Considerations related to a move to Broad Banding

  • Merit pay
    • Banding downplays the importance of minor differences in job value
    • Provides flexibility to recognize individual value and merit
  • Teams
    • Reduces status distinctions and makes broader group of workers "equal"
    • Can open door to easier work interaction
    • Facilitates the creation of new teams (in the absence of hierarchical barriers)

Broad Banding is Institutional Change

  • It broadens the view of jobs and work.
    • Job "measurement" is diminished.
    • Job-to-job comparisons are less important.
  • It enlarges the scopeof a manager’s job.
  • It facilitates reorganization and change.
    • Jobs are less likely to move up or down grades

Moving through the Grades/Bands

  • Replacing Time as the Unit of Measure
    • Going from Implicit to Explicit Measures
    • Using Observable Factors
  • Components of a Performance Confluence
    • Substantive Achievement
    • Competency Development
    • Team Performance from Client Feedback
  • Creating “Docking Ports” from Compensation to Performance Management and
    • Competency Development

Broad Band Approach

[Note that this slide contains a graphic of a vertical bar divided into 7 equal sections or bands.The following labels are for the bands:]

P1

P2

P3 - Model One

Classic Grade Progression

P4 - Highly Rationed Distribution of Responsibilities [This phrase is located beside both P4 and P5]

P5

D1 - Highly Regulated Progression in Pay

D2

Broad Band Approach

[Note that this slide contains a graphic of a vertical bar divided into 4 bands.Band 3 is smaller than the other bands.

As compared to the original bands shown:

  • Band 1 in this slide is the same size as P1 plus P2 in slide 57.
  • Band 2 in this slide is the same size as P3 plus P4 in slide 57.
  • Band 3 in this slide is the same size as P5 in slide 57.
  • Band 4 in this slide is the same size as D1 plus D2 in slide 57.

Broad Band Approach

[The following labels are for the bands:]

Model Two:Banded Contribution

Band One – Junior to Established Professional

Band Two – Journeyman to Expert

Band Three – Advisor/Manager

Band Four – Program Leadership

[Located to the right of band 2:]

New Career Streams

Alternative Models

Broad Band Approach

[Note that this slide contains a graphic of a vertical bar divided into 4 bands.Band 1 is smaller than the other bands.

As compared to the original bands shown:

  • Band 1 in this slide is the same size as P1 in slide 57.
  • Band 2 in this slide is the same size as P2 plus P3 in slide 57.
  • Band 3 in this slide is the same size as P4 plus P5 in slide 57.
  • Band 4 in this slide is the same size as D1 plus D2 in slide 57.

The following labels are for the bands:]

Broad Band Approach

Model Three:The Technical Organization

Band One – JPOs/Associate Experts

Band Two – Baseline Professional

Band Three – Substantive Expert

Band Four – Program Leadership

[Located to the right of band 2:]

New Career Streams

Alternative Models

Broad Band Approach

[Note that this slide contains a graphic of a vertical bar divided into 3 bands.Band 2 is larger than the other bands.

As compared to the original bands shown:

  • Band 1 in this slide is the same size as P1 plus P2 in slide 57.
  • Band 2 in this slide is the same size as P3 plus P4 plus P5 in slide 57.
  • Band 3 in this slide is the same size as D1 plus D2 in slide 57.

The following labels are for the bands:]

Broad Band Approach

Model Four:The Rotational Organization

Band One – JPO’s, Associate Experts

Band Two – Substantive and Established Professional through Authoritative Advocates

Band Three – Program Leadership

[Located to the right of band 2:]

New Career Streams

Alternative Models

Broad Band Approach

[Note that this slide contains a graphic of a vertical bar divided into 4 bands.Band 1 is smaller than the other bands.

As compared to the original bands shown:

  • Band 1 in this slide is the same size as P1 in slide 57.
  • Band 2 in this slide is the same size as P2 plus P3 in slide 57.
  • Band 3 in this slide is the same size as P4 plus P5 plus half of D1 in slide 57.
  • Band 4 in this slide is the same size as half of D1 plus D2 in slide 57.

The following labels are for the bands:]

Broad Band Approach

Model Five:The Expert Organization

Band One – Associate Expert

Band Two – Operational Professional

Band Three – Programme Leaders and Preeminent Experts

Band Four – Organizational Leadership

[Located to the right of band 2:]

New Career Streams

Alternative Models

Broad Band Approach

[Note that this slide contains a graphic of a vertical bar divided into 2 bands.Band 2 is smaller than the other band.

As compared to the original bands shown:

  • Band 1 in this slide is the same size as P1 plus P2 plus P3 plus P4 plus P5 in

slide 57.

  • Band 2 in this slide is the same size as D1 plus D2 in slide 57.

The following labels are for the bands:]

Broad Band Approach

Model Six: The Seamless Stream

The following labels are located in band 1:

  • Professional Progression from Apprentice to Expert
  • Advancement through individual achievement and Peer Recognition

[Located to the right of band 1:]

New Career Streams

Alternative Models

The following label is located in band 2:

  • Advancement to Management based upon long developed and demonstrated leadership competencies.

Broad Band Approach

  • Six Models of Professional Progression
  • Showing Cross-stream alignments
  • New Career Streams
    Alternative Models

[Note that this slide contains a graphic which shows the six models described in slides 57-62.The graphic shows the six vertical bars side-by-side so that the bands can be compared.]

Broad Band Example in United Nations Common System Context

Based on current salary structure

Entry/Developmental

  • P1
  • P2
  • P3

Senior Specialist

  • P4
  • P5

Director/Expert

  • D1
  • D2

Job Value

  • Low (P1) to High (D2)

Senior Management Service: Why is it contemplated?

What might it look like in the UN common system?

Common Themes in Moving to SMS

  • Leadership Qualities and Competencies, ie, Foster Good Management
  • Relate Performance to Organizational Goals andObjectives
  • Reward for Managerial Excellence
  • Mobility to Increase Policy Coherence, Personal and Organisational Development
  • Development of Managers for Today and Tomorrow
  • Establish an esprit de corps

Common Issues Addressed in Moving to SMS

  • Coverage and Size
    • Managerial, supervisory and policy positions?
    • Political appointees? Specialist positions?
  • lStructure
    • Types of appointments – career/non-career, limited term, etc
  • Entry, Reassignments, Transfers
  • Compensation
    • Broad band/Other
    • Reward for contribution/Performance Evaluation
    • Other benefits
  • Removal from SMS

Executive Qualifications

Comparator

  • Leading change
  • Leading People
  • Results Driven
  • Business Acumen
  • Building Coalitions/Communication

UN Core Competencies

  • Leading change
  • Getting the best out of people
  • Results driven
  • Building Partnerships
  • Communication
  • Judgement/decision making

Bonuses and Awards

  • Considered by ICSC in 1994 in the context of performance appraisal and recognition of merit
  • ICSC recommended merit awards within specific parameters:
    • Outstanding awards should apply to 5% or less of staff
    • The award could be in the form of a lump-sum non-pensionable bonus or non-cash/symbolic
    • The award amount should not exceed half a month’s net base salary at the mid-point of the applicable salary scale
  • Experience: Few awards granted

Bonuses and Awards

  • Bonuses and awards related to staffing problems – tools in the HR bag?
  • Comparator practices – the 3 R’s
    • Recruitment/retention/relocation
    • Related to positions that are difficult to fill
    • Recruitment and relocation bonuses are lump-sum while retention bonus is on-going as part of regular pay and may apply to a team/group
    • Amounts defined as proportion of base pay
  • Possible modalities for UN 3 R’s discussed

Recent reforms with a broad band system

Countries Pay/classification reform Performance base pay system Senior Executive Service Pay increases based on seniority
Australia Yes (1994 and 1998) Yes Yes Limited
Korea Yes (1998) Yes No No
Mexico Yes (1996) Yes No No
New-Zealand Yes (Mid-1980s) Yes Yes No
Norway Yes (1991) Yes Yes Yes
Switzerland Yes (1998/2002) Yes No No
United Kingdom Yes (1994, 1999) Yes Yes No
United States Yes (1978,1990) Yes Yes Not automatic

 

Recent reforms without a broad band system

Countries Pay/classification reform Performance base pay system Senior Executive Service Pay increases based on seniority
Austria Yes (1998) Yes No Yes
Canada Yes (classification in 1998) Yes Yes No
Denmark Yes (1990, 1998) Yes No No
Finland Yes (1992) Yes No Not automatic


No pay or job classification reform

Countries Type of Pay/classification system Performance base pay system Senior Executive Service Pay increases based on seniority
France Career system To some extent No Yes
Greece Career system To some extent No Yes
Ireland Several salary scales Yes No Yes
Japan Career system To some extent No Yes
Nether-lands Several salary scales Yes Yes Not automatic
Portugal Career system To some extent No Yes
Spain Some element of rank in person system Yes No Yes


Pay reform experiences of some other countries

  • Zimbabwe

    1995:Introduction of a performance managementprogramme
    1997/98: training programme for civil servants
    Since 1999: introduction of performance-related pay

  • Malawi

    New employment contracts
    Pay based on individual performance or outcomes in some departments
    Special schemes for senior civil servants

  • Malaysia

    1992: introduction of a New Performance Appraisal System for the purpose of salary progression

  • Singapore
    1988: introduction of a flexible pay system
    1989: introduction of performance bonuses for senior officers
    1996: performance bonuses progressively extended to other categories
  • South Africa

    January 2001: Establishment of a Senior Management Service (SMS)
    New flexible remuneration package including all existing benefits with direct financial implications for SMS members.

 
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