The Hong Kong Civil Service is managed by 13 policy bureaux in the Government Secretariat, and 67 departments and agencies, mostly staffed by civil servants. The Secretary for the Civil Service (SCS) is one of the Principal Officials appointed under the Accountability System and a Member of the Executive Council. The Secretary for the Civil Service heads the Civil Service Bureau (CSB) of the Government Secretariat and is responsible to the Chief Executive (CE) for civil service policies as well as the overall management and development of the civil service. The primary role of the Secretary for the Civil Service is to ensure that the civil service serves the best interests of the community and delivers various services in a trustworthy, efficient and cost effective manner. The CSB assumes overall policy responsibility for the management of the civil service, including such matters as appointment, pay and conditions of service, staff management, manpower planning, training, and discipline.
Appointment Appointments to the civil service are based on open and fair competition. Candidates have to go through competitive appointment processes and are appointed only if they possess the qualifications and capabilities required for the job. Vacancies can be filled by promotion from within the service. In the case of basic ranks or where promotion is not possible or where there is a special need, vacancies are filled by open recruitment. To achieve the target of reducing the civil service establishment, the Government implemented a general recruitment freeze to the civil service with effect from 1 April 2003, with exemption granted only on very exceptional circumstances. Entry requirements for civil service posts in general are set on the basis of academic or professional qualifications obtainable from local institutions or professional bodies (or equivalent), technical skills, work experience, language proficiency and other qualities and attributes as required. To achieve the aim of a civil service which is biliterate (Chinese and English) and trilingual (generally conversant in spoken Cantonese, English and Mandarin), language proficiency in Chinese and English is also required. From January 2003 onwards, for civil service posts requiring degree or professional qualifications, applicants should pass the two language papers (Use of Chinese and Use of English) in the Common Recruitment Examination before job application. For civil service posts with general academic qualifications set below degree level, applicants should attain at least Grade E in Chinese and English (Syllabus B) in the Hong Kong Certificate of Education Examination, or equivalent. In accordance with the Basic Law, new recruits appointed on or after 1 July 1997 must be permanent residents of the Hong Kong Special Administrative Region, save for certain specified exceptions.
Promotion Officers are promoted on the criteria of character, ability, experience and prescribed qualifications. All eligible officers are considered on an equal basis. The officer selected for promotion must be the most meritorious one who is able and ready to perform duties at a higher rank.
Ranks and Pay Scales Level Positions in English Positions in ChineseDirectorate Pay Scale Point 8 (D8)Administrative Officer Staff Grade A1, Permanent Secretary of Bureau首長級甲一級政務官、決策局常任秘書長Directorate Pay Scale Point 7 (D7)Vacancy懸空Directorate Pay Scale Point 6 (D6)Administrative Officer Staff Grade A, Head of Department首長級甲級政務官、部門首長Directorate Pay Scale Point 5 (D5)Head of Department部門首長Directorate Pay Scale Point 4 (D4)Administrative Officer Staff Grade B1, Deputy Secretary of Bureau首長級乙一級政務官、決策局副秘書長Directorate Pay Scale Point 3 (D3)Administrative Officer Staff Grade B, Deputy Secretary of Bureau, deputy director of Department首長級乙級政務官、決策局副秘書長、部門副署/處長Directorate Pay Scale Point 2 (D2)Administrative Officer Staff Grade C, Principal Assistant Secretary of Bureau, assistant director of department, District Officer, Senior Principal Executive Officer首長級丙級政務官、決策局首席助理秘書長、部門助理署/處長、民政事務專員、高級首席行政主任Directorate Pay Scale Point 1 (D1)Chief professional, Chief staff officer, Principal Executive Officer主管級專業人員、主管級行政人員、首席行政主任Master Pay Scale Point 45 to 49Senior Administrative Officer, chief executive officer高級政務主任、總行政主任Master Pay Scale Point 34 to 44Administrative Officer, Senior Executive Officer政務主任、高級行政主任Master Pay Scale Point 28 to 33Administrative Officer, Executive Officer I政務主任、一級行政主任Master Pay Scale Point 15 to 27Executive Officer II, Senior Clerical Officer, Clerical Officer二級行政主任、高級文書主任、文書主任Master Pay Scale Point 0 to 14Assistant Clerical Officer, Clerical Assistant助理文書主任、文書助理
Public Service Commission
The commission is an independent statutory body responsible for advising the CE on civil service appointment, promotion and disciplinary matters. In practice, the advice is rendered to the SCS and the CSB deals with the commission on individual cases. The chairman and members of the commission are appointed by the CE. The commission seeks to ensure the impartiality and fairness in appointments to the civil service and also advises on discipline matters. In accordance with the Public Service Commission Ordinance, advice of the commission has to be sought for appointment or promotion of officers to middle and senior ranking posts (excluding the disciplined ranks of the Hong Kong Police Force). The commission is also consulted on changes in appointment procedures applicable to civil service posts.
Independent advisory bodies on pay and conditions of service Three independent bodies advise the Government on matters relating to pay and conditions of service. Their members are selected from outside the Government. The Standing Committee on Directorate Salaries and Conditions of Service advises on matters affecting the directorate. The Standing Commission on Civil Service Salaries and Conditions of Service advises on the principles and practices governing the pay and conditions of service of all non-directorate staff except those in the judicial and disciplined services.About SCCS The Standing Committee on Disciplined Services Salaries and Conditions of Service advises on the pay and conditions of service of all disciplined services staff except the heads of the services who remain under the purview of the Standing Committee on Directorate Salaries and Conditions of Services. The Standing Commission on Judicial Salaries and Conditions of Services advises on the structure, and matters relating to the system, institutional structure, methodology and mechanism for the determination of judicial salary.
Key pay principles of civil service The objective of civil service pay is to offer sufficient remuneration to attract, retain, and motivate staff of suitable calibre to provide quality service to the public. Both civil servants and the general public should view the pay for civil service fair. Broad Comparability with the private sector is important when considering the pay for the civil servants. This pay principle was sourced from the recommendations of the Royal Commission on the Civil Service in 1953. In 1965, the Commission further suggested that the principle of fair comparison should be weighted the most among all other considerations, including internal relatives, which is being emphasised too much in the past, commented by the Task Force on the HKSAR Civil Service Pay System.
Training and development Job-related training is arranged by departments while induction and grade-specific management training are generally provided by respective grade management. The CSB provides training and development support to departments through its Civil Service Training and Development Institute. There are four core service areas: senior executive development, national studies programmes, human resources management consultancy service and promotion of a continuous learning culture. Senior executive development programmes include leadership development and national studies programmes for directorate and potential directorate officers. Advisory services on Human Resources Development (HRD) and succession planning are also provided. National studies programmes include courses at Mainland institutes such as the National School of Administration, Foreign Affairs University, Tsinghua University and Peking University. There are also local programmes on national affairs and the Basic Law, as well as staff exchange programme with the Mainland. An e-learning portal, the Cyber Learning Centre Plus is intended to promote a continuous learning culture. The institute also disseminates best practices in HRD through its advisory services in training needs analysis, learning strategies, development of competency profiles, and performance management systems.
Performance management Through the performance appraisal process, staff at different levels are made aware of the standard of performance expected of them. Management of the process helps maximise individual performance and enhance the corporate efficiency and effectiveness of the civil service as a whole. As an integral part of the overall human resource management functions, it is a major tool in human resource planning (e.g. succession planning), development (e.g. training and job rotation), and management (e.g. confirmation, promotion, posting and disciplinary action). Performance appraisal of staff is an ongoing process. Appraisal reports are normally completed annually. Transparency and objectivity of the appraisal process are also emphasised. To improve the system, department management is encouraged to put in place assessment panels to undertake levelling and moderating work among appraisal reports, identify under-performers/outstanding performers for appropriate action, adopt other management tools including target-based assessment and core competencies assessment. The Long and Meritorious Service Travel Award Scheme, the Long and Meritorious Service Award Scheme and the Retirement Souvenir Scheme provide additional rewards. A commendation system also exists to give recognition to exemplary performance.
Performance Appraisal in Hong Kong Civil Service
The performance management system in the Hong Kong Civil Service forms a fundamental part of the Hong Kong Government's strategy in handling human resources issues of civil servants. The process allows supervisors to better communicate individual work targets and expected standards to civil servants.Government Secretariat Hong Kong. (2013, June 28) Civil Service Bureau Circular No. 6/2013. Retrieved from http://www.agtso.org/update/download/c201306e.pdf The monitor and review process embedded in the system also provides a systematic mechanism for supervisors to identify individual strengths and weaknesses, hence providing relevant training and development as is necessary.
The Civil Service Bureau issues Circular Memorandums and updates its Performance Management Guide to managers in bureaus and departments periodically to ensure performance management in the civil service is practised in a comprehensive, transparent, objective, and timely manner.
1. Appraisal process
The performance appraisal system is designed to be multi-perspective, which involves assessment of three tiers of appraisers: the Appraising Officer, the Countersigning Officer and Reviewing Officer. As a continuous cycle, appraisers would complete appraisal reports annually and review the performance of appraisees continuously. The appraisal system operates based on a continuous performance management cycle of four phases, including: (i) Performance planning, (ii) continuous coaching and development, (iii) interim review and (iv) performance appraisal.
1.1 Performance planning