Reflecting back on President Moon's First Year
Reflecting back on President Moon's First Year
- Creating an Impartial & Balanced Government Personnel System
- Clean Civil Service Community by Enhancing Public Service Ethics
- Impartiality & Fairness in Recruitment and Education on Social Values
- Better Working Conditions and Raising Morale in the Civil Service
- International Cooperation in Personnel Administration
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01 Creating an Impartial & Balanced Government Personnel System
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Creation of a work environment where public officials can work with confidence
- Submission of 'State Public Officials Act' amendment to the National Assembly
- The MPM submitted the 'State Public Officials Act' amendment to prevent repercussions and unfair treatment of public officials acting upon given unlawful instruction
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Creation of a work environment where public officials can work with confidence
- Exemption of disciplinary actions on negligence caused by active public service
- The MPM amended the 'Presidential Decree on Disciplinary Actions on Public Officials' to promote active public service in the civil service community (May 2018)
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State Public Officials Act - Major Content
- Limitations on Duty of Obedience
- Stipulated limitations on the duty of obedience so that public officials can raise objection to, or refuse to implement, instructions of which illegality is obvious
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State Public Officials Act - Major Content
- Prohibition of Disadvantageous Measures
- Boosted the power of implementation by stipulating that public officials shall not be subjected to disadvantage in personnel management on the grounds of raising an objection to, or refusing to comply with, an instruction
- Reporting on Illegal or Unfair Personnel Administration
- Promoted reporting on irregularities in personnel administration by stipulating reporting procedures and prohibition of disadvantageous measures in the law
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Actualization of social values through non-discriminatory, balanced personnel management
Goal for Expanding Female Managers including High-Ranking Public Officials
Senior Civil Service - (2017 : 6.5, 2022 : 10.0) 53.8% ↑
Supervisor-level - (2017 : 14.8, 2022 : 21.0) 41.9% ↑
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Establishment of 'Five-Year Plan for Promoting Expansion of Female Managerial Staff'
The MPM is aiming to increase percentage of women in Senior Civil Service (SCS)to 10% and supervisor-level civil servants at headquarters to 21% by 2022
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- Preparation for publishing 'Annual Report on Balanced Personnel
- Preparation for establishment of 'Master Plan for Balanced Personnel Administration'
- Expanding opportunity for the employment of people with disabilities as public servants while supporting the provision of assistive devices, equipment and personal assistance
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Development of Citizen Recommendation Systemand National Talent DB
- The MPM promoted the opening of a separate website to invigorate the utilization of the Citizen Recommendation System whereby citizens recommend talented people for the government.
- Also created a National Talent DB including over 300,000 talented people through diverse channels and utilized it to recommend candidates for public service at major government posts
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02 Clean Civil Service Community by Enhancing Public Service Ethics
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Improvement of institutions to prevent conflicts of interest
- 'Public Service Ethics Act' amendment
- The MPM promotes to strengthen the examination of public officials' property acquisition processes and eradicate public-private collusion in the areas of safety and national defense(submitted an amendment proposal to the National Assembly on December 29, 2017)
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State Public Officials Act - Major Content
- Enhancement of the Examination of Property Acquisition Processes
- When reporting on property, all public officials subject to disclosure of property shall report acquisition dates, acquisition processes, and financing sources for their real estate, unlisted stocks, etc.
- Prevention of Conflicts of Interest
- Public officials with a high degree of work relevance in each government agency shall not be allowed to acquire stocks in the relevant areas
- Enhancement of the regulation of retired public officials' solicitation and mediation
- Improve the procedures so that reports shall be made by those who have received solicitation or recommendation, and third parties who come to know of the fact
- Enhancement of Restrictions on Employment
- Designate and manage even small companies in the areas of national defense and public safety including food safety, as organizations for which employment is restricted
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Implementation of strong disciplinary action to eradicate sexual harassment, violence, etc. in the civil service community
- The MPM enhances disciplinary actions on sexual harassment to the level of sexual violence to create a workplace culture of gender equality in the civil service community Also launched guidelines making it mandatory to discipline digital sex crimes including taking pictures with a 'hidden camera' (October 2017)
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Implementation of strong disciplinary action to eradicate sexual harassment, violence, etc. in the civil service community
- The MPM operates the 'Center for Comprehensive Reporting on Disadvantages in Personnel Management' to prevent the occurrence of disadvantages in personnel management due to reports on sexual misconduct (March 2018)
- The MPM promotes the enactment of personnel management regulations stipulating legal obligations designed to protect the victims of sexual harassment and violence, penalize sexual offenders, and enhance supervisor's accountability
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03 Impartiality & Fairness in Recruitment and Education on Social Values
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Additional hiring of public welfare officials in the areas of livelihood security and others
The MPM remarkably improved public service to satisfy people's needs by hiring additional public officials in 2017 in the areas of public welfare including citizens' livelihood security
Additional recruiting in the area of livelihood security in 2017: 429 persons
Recruitment of state public officials in 2018: 6,106 persons
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Establishment of Background Blind(Job Competency-Centered)Recruiting System
- The MPM launched the background blind recruiting system eliminating potential bias factors such as education, appearance, and family relations (August 2018)
- The MPM provided the 'background blind' recruiting principle through the sharing of interview knowledge and skills, and professional interviewer training courses with each agency
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Enhancement of HR development trainingfocused on social values
- The MPM launches training courses concentrated on policy task implementation and discussion, and promoted participatory informal learning by benchmarking the private sector's social innovation cases and knowledge
- The MPM enhances education supporting 'Policy Establishment from the People's Perspective' by cultivating social sensitivity through education on social values and policy communication and explanation
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Shortening of recruiting periods to cut down on test taker burdens and social cost
- The MPM secured additional personnel, facilities, and equipment to concurrently administer tests for different grades (grades 5-7) of public officials
- Reduced recruiting periods by over two months, as follows, to recruit new public officials early and reduce test taker burden
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Grade-5 General
Recruiting Periods : 2017 296days → 2018 236days
Shortened Periods : 60days
Grade-5 Tech.
Recruiting Periods : 2017 331days → 2018 236days
Shortened Periods : 95days
Grade-7 Open Competition
Recruiting Periods : 2017 172days → 2018 112days
Shortened Periods : 60days
Grade-9 Open Competition
Recruiting Periods : 2017 182days → 2018 116days
Shortened Periods : 66days
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04 Better Working Conditions and Raising Morale in the Civil Service
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Work innovations in government agencies
The MPM announced 'Comprehensive Plans for Work Innovations in Government Agencies' to boost service for the people, improve work efficiency, and promote work-life balance (January 16, 2018)
Created efficient and productive work culture in the government, enabling greater work efficiency among public officials and a restful downtime
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Major Content
- Work Innovations including Improvements in Work Methods
- Minimize or eliminate unreasonable practices and procedures including unnecessary paperwork, face-to-face meetings and overtime work
- Innovations for Flexible Work Arrangements
- Promote a flexible work culture, securing accumulated overtime hours transferred to annual leave or reduced working hours
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- Reduction of Overtime Work and Promotion of Annual Leave
- Support to work-life balance through expanding self-directed work system, introducing a system that promotes annual leave and implementing a winter vacation system
- Implementation of Work Innovations
- Stabilize work innovations through having plans run by each agency, regular inspections on performance and the discovery/sharing of outstanding cases
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'The Republic of Korea Public Official Awards' to Outstanding Public Officials
Lieutenant Lee Tae-hyung (the Order of Service Merit - Aquamarine Stripes)
The President presented 'The Republic of Korea Public Official Awards' to 80 outstanding public officials in public service and job performance, and invited them to a luncheon.
Presidential Luncheon and Awards Ceremony
The MPM is holding a national contest for a new name of the awards, to better reflect the characteristics of the national awards, of which awardees are recommended and selected by citizens.
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Labor-Management Agreement signed after 11 years
The Ministry of Personnel Management
State Public Officials' Labor Union
The Ministry of Personnel Management and the State Public Officials' Labor Union reached agreement after 11-year deadlock started in 2006 and signed a labor-management agreement
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Establishment of a system whereby the government takes responsibility for compensation of accidents on duty
Enactment of the 'Act on Accident Compensation for Public Officials' to enhance the existing compensation system allowing public officials to concentrate on fulfilling their duties
On-the-job fatalities of non-regular or indefinite-term contract employees at central or local governments are treated in the same way as those of regular public officials
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Establishment of a system whereby the government takes responsibility for compensation of accidents on duty
Minimize the inconvenience to bereaved families through improved accident compensation review, including integration of investigation procedures, expansion of professional field investigation, and enhancing specialization through the formation of an evaluator pool
Expanded the criteria for fatalities on dangerous jobs and increased the compensation level for bereaved families to the level of private industrial accident insurance compensation
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The present accident compensation evaluation system
Administrative litigation
Government Employee Pension Payment Commission entrusted by the Government Employees Pension Service - (Objection) - Ministry of Personnel Management : Government Employee Pension Payment Appeals Commission - (Objection) - Administrative litigation
Government Employee Pension Payment Commission entrusted by the Government Employees Pension Service - (Objection) - Ministry of Personnel Management : Government Employee Pension Payment Appeals Commission - (Acknowledging job-related death) - Ministry of Personnel Management : Compensation Commission for High-risk Job-related Deaths (Advisory Board) - (Objection) - Administrative appeal - (Objection) - Administrative litigation
Government Employee Pension Payment Commission entrusted by the Government Employees Pension Service - (Acknowledging job-related death) - Ministry of Personnel Management : Compensation Commission for High-risk Job-related Deaths (Advisory Board)
The improved accident compensation evaluation system
Ministry of Personnel Management + Public Corporation - (Support) - Accident Compensation Commission for Government Employees in affiliation with the Ministry of Personnel Management - (Objection) - Accident Compensation and Pension Board for Government Employees in affiliation with the Prime Minister - (Objection) - Administrative litigation
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05 International Cooperation in Personnel Administration - Promotion of Korean Wave (Hallyu) in the field of Personnel Management
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Laying the foundation for international cooperation in personnel administration
The MPM expanded the scope of personnel administration networking through bilateral talks with foreign VIPs * Chairperson of the Central Human Resource Agency, the Philippines (Sep. 2017) and Clerk of the Privy Council Office, Canada (Dec. 2017)
The MPM signed memorandums of cooperation (MOC) in the area of personnel administration with major countries and agencies * Signed 19 MOCs with 22 institutions and currently promoting MOCs with 9 institutions
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Strengthening of cooperation with personnel administration agencies in developed countries
The MPM developed the cooperation in all the areas of personnel administration with the U.S. Office of Personnel Management
Expanded opportunities for training in outstanding institutions in developed countries to enhance the emergency response capabilities of public officials in special service like police, maritime police, and fire fighters
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Preparations for support of innovations in personnel administration in developing countries to strengthentheir public administration capabilities
A lecture on personnel administration to public officials from Uzbekistan
The MPM Signed an MOC with the Ministry of Employment and Labor Relations, Uzbekistan (Nov. 23, 2017)
Signing of an MOC with the Indonesian Civil Service Commission
Promoted exchange and cooperation with the Indonesian Civil Service Commission in various fields of personnel administration including improvements in the expertise and human resources development of public officials