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A.G. 3: Immad Alam (A.S. 126), Ubaid Dogar (A.S. 157), Fahad Baloch (A.S.

118)
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Public Sector Management
Civil Service Reforms

1. Initial recruitment on contract basis so only competent employees can be
made permanent
Initially for the first 10 years the service should be on contract basis with the
contract reviewed after every 1 year or so. Those who fail to come up to the
expected standards their contracts should be terminated and only after 10 years of
continuous service should the employee be made permanent.
2. Recruitment on the basis of specialization rather than generalized
Recruitment to different services should be made on the basis of academic
qualifications and relevant experience. The current system we have a huge
mismatch between the requirement of a particular group and the academic
qualification of the officer. The psychological assessment should be given more
weightage to ensure that the temperament of the officer matches the job
requirement.
3. Job termination should be incorporated to improve vigilance on job

4. Performance based promotions rather than tenure based
In the current system we have tenure based promotion system which discourages
vigilance and responsibility as the officers are ensured a safe and secure future
irrespective of their performance. Therefore this system should be done away with
and a more comprehensive appraisal system should be introduced such as those
employed by private companies to assess performance and promotions should be
made based on these performance indicators.
5. Scheduled performance evaluation of employees
Goal setting should be performed at the start of each year and a quarterly or bi-
annually performance evaluation should be performed to apprise the officers of
their performance. Those performing below the mark should be reprimanded and
asked to meet their key performance indicators (KPIs).
A.G. 3: Immad Alam (A.S. 126), Ubaid Dogar (A.S. 157), Fahad Baloch (A.S. 118)
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6. Digital management systems for efficiency
Working of the various departments should be developed on digital lines using
management information systems in each office for improved efficiency and
accountability. These systems can be used to indicate how many requests are
pending and how many have been closed by the department. This will streamline
the operations of the department in a more effective way. Different time limits can
be assigned to different tasks and if these deadlines are not met then penalties be
imposed on the concerned officers.
7. Service allocation after CTP
The current method of competitive examination which allocates a specific
department to each potential candidate who passes the exam is arcane. This
method assures the candidate that regardless of their performance in the common
and specialized training programs they will still be given the allocated
department. Even though inter-se seniority does differ with their performance in
these training programs but it instills a sense of comfort which is
counterproductive to performance.
8. Capacity building trainings
Special focus must be given towards the capacity building of the officers. For that
to happen trainings must be arranged by professional trainers frequently in a year.
Since information technology has evolved significantly in the recent years so it
must be ensured that the officers must be adept in its use and application.
Employees should be kept upto-date with all the modern practices and theories
relating to their department which are being used globally. Relevant evening
degree programs should be initiated and made compulsory for officers for their
consistent capacity building.
9. Performance incentives e.g. bonuses, reward schemes, commissions
To increase competitiveness and responsiveness among the officers, a broad
scheme of reward systems should be introduced that may be incorporated at the
end of each business year. Only those employees who are the most competent in
that year should be heavily rewarded in order to inspire more competition among
A.G. 3: Immad Alam (A.S. 126), Ubaid Dogar (A.S. 157), Fahad Baloch (A.S. 118)
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the officers of that particular department. For example 4 or 5 additional pays can
be given to boost the motivation of the officer.