1. 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 1

2. Th e German public service at a gla nce (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 2

3. Reduction of Public Service Personnel within the Federal Administration YearCivil servantsMilitary personnel Public employees Total 1993131.600230.900240.300602.800 1994132.500212.700119.800465.000 1995134.100194.300217.900546.300 1996135.000190.800207.400533.200 1997134.600191.800200.000526.400 1998132.600191.400192.000516.000 1999133.200189.800187.200510.200 2000132.600186.600182.900502.100 2001131.100184.600178.100493.800 2002130.000185.200175.100490.300 2003131.300186.900172.900491.100 2004132.300187.700172.700492.700 2005130.600185.100165.700481.400 2006131.100184.100161.800477.000 3

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 4

5. Delegation of HRM authority to mini stries Within the legal framework line ministries are competent and responsible for: Defining and outlining job descriptions Selecting and hiring staff Planning personnel development within organisational patterns and units Assessing individual performance within agreed limits Distributing performance-related pay elements Initiating and regulating promotions Offering professional training 5

6. „Insourcing “ of HRM tasks Within the Ministry of Interior‘s remit the Federal Office of Administration has been tasked to manage for the ministry: Salaries & allowances Travel Preparation of personal recruitment The Office provides also manuals and tools for: Personnel planning Cost calculation Organisational development IT-systems and components 6

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 7

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 8