The Law of Ukraine “On Civil Service” aligns with European principles and addresses the main issues of civil service. However, certain provisions of this law require substantial improvements, and its effective implementation demands consolidated efforts from all government bodies, primarily aimed at increasing citizens’ trust in the civil service.
Enhancing the state’s prestige and its competitiveness as an employer, creating opportunities to attract and retain the most qualified professionals in civil service, necessitates the reform of the civil service pay system.
Information on the effectiveness of Ukraine’s public administration system is fragmented and limited, making it extremely difficult to determine ways to optimize the number of employees in executive bodies. Government bodies have their own management information systems, but the datasets stored in these systems are insufficiently transparent, non-comparable, and do not allow for a comprehensive analysis of the human resource management system.
The continuation of the implementation of an integrated Human Resources Management Information System (HRMIS) in government bodies is planned, which will enable transparent monitoring of the number of government employees and payroll funds, ultimately replacing similar information systems in these bodies.
Strengthening the civil service involves attracting highly qualified professionals with fair and transparent selection and appointment procedures for civil service positions based on achievements and equal treatment of candidates regardless of gender, ethnic and social background, disability, etc.
The formation of a personnel reserve for civil service positions and their career advancement should ensure equal rights and opportunities for both women and men.
One of the tasks is to create a modern, cohesive, mobile, and flexible professional training system with developed infrastructure, effective management, and adequate resources, including the following components:
- Identification of professional training needs;
- Formation, placement, and implementation of state orders;
- Building motivation for increasing professional competence levels;
- Ensuring the functioning and development of the educational service market in professional training.
*Tasks for Implementing This Direction of the Strategy:*
- Updating the selection procedure to improve candidate competency assessment, implement remote assessment, and ensure adherence to non-discrimination and equal access principles during the competition process, regardless of gender, ethnic and social background, disability, etc.;
- Modernizing the work of the Commission on Senior Civil Service for its professionalization and ensuring equal representation of women and men in its composition;
- Implementing a personnel reserve for civil service positions (ensuring equal rights and opportunities for women and men) from candidates with a deferred right to appointment, who may be appointed to an equivalent or lower civil service position in this or another government body;
- Developing criteria and enabling career advancement, especially to higher category positions, for civil servants who receive excellent evaluations in annual performance assessments;
- Encouraging women to participate in competitions for Category “A” civil service positions, considering their competence, achievements, and accomplishments;
- Developing and implementing policies to ensure balanced representation of women and men in various civil service positions;
- Creating internship opportunities to attract young, highly qualified professionals to the civil service;
- Promoting the civil service.