1. © OECD A joint initiative of the OECD and the European Union, principally financed by the EU Workshop on Remuneration Systems for Civil Servants and Salary Reform Bucharest, 25 April 2007 Civil Service Salary System in Ireland and Recent Reform Trends David Hurley Principal Officer: Pay & Remuneration Division Department of Finance: Ireland

2. 2 Summary Outline  Civil Service Grades  Structure of salary scales  Pay determination process General wage rounds National Partnership Benchmarking  Higher levels : performance related pay

3. 3 Civil Service Grades SECRETARY GENERAL 17 ASST SECRETARY 140 PRINCIPAL631 ASST PRINCIPAL1,695 ADMINISTRATIVE OFFICER 219 HIGHER EXECUTIVE OFFICER 2,865 EXECUTIVE OFFICER 4,314 STAFF OFFICER 1,453 CLERICAL OFF 10,068 TOTAL22,118

4. 4 0.00 5,000.00 10,000.00 15,000.00 20,000.00 25,000.00 1 1 SECRETARY GENERAL 2 ASST SECRETARY 3 PRINCIPAL 4 ASST PRINCIPAL 5 ADMINISTRATIVE OFFICER 6 HIGHER EXECUTIVE OFFICER 7 EXECUTIVE OFFICER 8 STAFF OFFICER 9 CLERICAL OFF

5. 5 General Recruitment Levels  Clerical Officer  Executive Officer : 50%  Administrative Officer : Honours Graduates

6. 6 Minimal Higher level recruitment  2 in 9 of Principal vacancies  1 in 5 of Assistant Principal  1 in 6 of Higher Executive

7. 7 Pay Scales  Incremental scales  Applied to everyone  Shorter scales for higher grades  Long-service increments

8. 8 Promotion  75% merit-based competition  33 to 50% interdepartmental.

9. 9 Performance Appraisal  Focus on career development and training  Limited monetary awards Merit awards: 0.2% of payroll Special service awards: 1% of payroll  Higher scales for executive and clerical grades

10. 10 Non-financial rewards  Mobility  Increased interdepartmental competitions  Increasingly merit-based promotions  Training and development  Family friendly measures

11. 11 Pay Determination  General rounds  Special increases

12. 12 National Partnership  Government  Unions  Employers  Farming organisations  Community and voluntary sector

13. 13 National Partnership  Pay agreements  Taxation  Social security  Social equity  Public expenditure

14. 14 Towards 2016  10 year framework.  10% over 27 months  No cost-increasing claims  Commitment to industrial peace  No strikes

15. 15 Modernisation  Principles re organisational change  Programme for four sectors  Organisation–specific Action Plans  Performance verification

16. 16 Pay Policy  Public sector able to attract its fair share of good quality staff  Should neither lead nor lag the market.

17. 17 Public Service Benchmarking Body  Collected evidence about 138 public service grades.  Examined 3,994 individual jobs  Interviewed 347 public servants  Collected private sector data about 3,563 jobs covering 46,351 employees

18. 18 The Body considered:  Recruitment and retention  Equity  National competitiveness  Modernisation of the public service  Public service pensions  Other differences in conditions, e.g. security of tenure & benefit in kind

19. 19 The Body recommended  Changes in personnel management practices.  A range of pay increases from 3 to 25%, averaging 8.9%  The awards sever all previous pay links  Linked to agreement on modernisation

20. 20 Review Body on Higher Remuneration  Compared job sizes: public v. private  Recommended linking pay for top public service jobs to lower quartile of private sector salaries  Pay increases from zero to 33.3%  New system of performance-related awards

21. 21 Performance-related pay  Deputy Secretary & Asst Secretary  Related to demanding targets  Pool of 10% of pay  Maximum individual award of 20%  Decided by an independent committee

22. 22 Websites  www.finance.gov.ie  www.benchmarking.gov.ie  www.reviewbody.gov.ie  For further information, send queries to payscales@finance.gov.ie

23. 23 ?  Any questions?

24. 24 Is anyone still awake?