Hong Kong Civil Service

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==

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. • 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. 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 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 The appraisee and the Appraising Officer would reach a consensus on the list of main objectives or responsibilities for the upcoming reporting period at the beginning of the cycle. The agreed list details the objectives of the unit and broad areas of responsibilities. It involves a formal discussion between the Appraising officer and the appraisee in the form of a structured session. 1.4.1.1 Rating Scale in practice In 2020, the former Civil Service Training and Development Institute collaborated with 5 departments to review the design of the rating scales to better align the rating scale with appraisees' performance and the needs of the grades concerned. In 2021, 4 more departments reviewed their appraisal forms together with the Civil Service Training and Development Institute. The revised rating scales are now more clearly defined and discriminative. When necessary, Heads of Departments or Grades could consider setting up an assessment panel (see section 6.1) to ensure the fairness and smoothness of the appraisal process. 3. Addressing performance A main objective of the Civil Service performance management system is such that good performance can be duly recognized and acknowledged, while underperforming civil servants can be identified for further training and guidance. Such in-scale increments would be given until the civil servants reach the maximum point of their pay scales. , a total of 68,387 civil servants had already reached their maximum pay points. This means that they will not be considered for the granting, stoppage or deferral of increments, but are still subject to the annual performance appraisals. the increment practices of the Hong Kong Civil Service had been under criticism by academics and others, including Legislative Council members, The typical method for filling vacancies in higher ranks in the Hong Kong Civil Service is by promotion of civil servants from a lower rank in the same grade. According to the guidelines issued by the Civil Service Bureau, such promotion should be based entirely on merit, taking into account the personal character, ability, and qualifications of the individual. Some scholars have, however, expressed the concern that, due to the tradition in some Government departments where senior civil servants are given the best grading out of the 6-level grading scale in their performance appraisals, in practice, promotion is largely based on seniority rather than individual merits. 3.1.3 Commendation by various award schemes Apart from giving recognition to outstanding civil servants via promotion or commendation under the existing appraisal system, various commendation schemes are available for rewarding civil servants or bureaus or departments with meritorious performance, These rewards and recognition motivate civil servants to provide upgraded quality of their service. The Hong Kong Special Administrative Region Honours and Awards System Created since the Handover of Hong Kong in 1997, the Hong Kong honours system is a community-wide honours for which civil servants with great contribution to the public will be nominated. Awardees will receive recognition and awards from the Chief Executive. The Commendation Letter Scheme The Commendation Letter Scheme aims to recognise individual civil servants who have contributed substantially to the efficiency and positive image of their bureaus or departments. This Scheme is administered at the bureau and department level, and commendation letters would be issued on behalf of Permanent Secretaries or Heads of Bureaus or Departments. recognising teams and departments that had provided quality and customer-oriented public service. Awards under the Scheme are granted at the team, departmental and interdepartmental levels, and their practices are publicised among the Civil Service to promote wider adoption of the practices. 3.2 Managing poor performance To maintain a merit-based and efficient civil service, the performance management system of the Hong Kong Civil Service uses a variety of administrative and management mechanisms to identify underperformers and help them reach the expected standards of performance. Relevant actions will be taken if they continue to be unable to deliver work at the expected level. For civil servants who have not yet reached the maximum pay point of their rank, the appraisees' performance has to reach the required level during the appraisal period to earn an increment on their next incremental date. If the appraiser does not certify that the appraisee's performance of work was satisfactory during the appraisal period, the appraisee will not be paid any increments for three to six months from their next incremental date. The appraiser will then review the appraisee's performance from the date of the stoppage of increments. If the appraisee's performance was still unsatisfactory and failed to make marked improvement, the increment will continue to be suspended. Moreover, the appraisee's increment date will be deferred and they will lose its seniority accordingly . The number of civil servants who are subjected to stoppage of increment are as follows Removal by administrative procedures There are well-established procedures to facilitate the removal of civil servants who underperforms persistently. If civil servants persistently put up substandard work and remain unable to make marked improvements, the Government may compulsorily retire them in the public interest under section 12 of the Public Service (Administration) Order for a specific observation period. Phase 3: Section 12 action The case will be transferred and considered by the Civil Service Bureau if the special appraisal report concludes that the performance of the concerned civil servant remains substandard during the observation period. Disciplinary mechanism There are two types of disciplinary actions in civil service that can be imposed on civil servants by the Bureau or department, Summary disciplinary action Summary disciplinary action such as issuing verbal or written warning, may be taken to civil servants who committed minor misconduct. Minor mistadocut includes occasional unpunctuality and breach of government regulations of a monitor nature, after investigation. Simultaneously, 66% of the respondents considered appraisers' feedback conducive to performance enhancement. 4.3 Research Office of the Legislative Council Secretariat (2003) According to the Information Note published by the Research Office, 99% appraisees were given the top three grades of the six-grade scale, giving rise to the public's scepticism about the fairness and accuracy of the grading. 5.2 John P. Burns: Government Capacity and the Hong Kong Civil Service (2004) The book commented that the appraisal system is only serving administrative functions, for example, promotion decisions, which violates the policy goal of using performance appraisal as a "multi-purpose management tool". The book cited a survey conducted in early 1990, delineating that among civil servants in the Government Secretariat, the Housing Department, and the Social Welfare Department, the performance appraisal reports were only relevant to promotion decisions, but not for other decisions regarding postings, transfers, training and manpower planning. Reforms of the performance appraisal system in some government departments include (i) Creation of Assessment Panels, and (ii) Implementation of a 'Forced Choice' system. 6.1 Assessment Panels Assessment panels are described as 'a management tool to help departments cross moderate appraisal ratings'. By January 2000, 20 departments had established assessment panels for 156 ranks in 62 grades. 6.3 Comments on the reforms It has been commented that the 'Forced Choice' system does not improve the quality of appraisals. The results of the establishment of assessment panels are also doubted by the Public Service Commission. The problem of overgrading was replaced by the adoption of an arithmetic approach where rating was adjusted statistically for meeting a fixed rating distribution framework. Besides, a substantial number of officers were given the same ratings in overall performance and individual competencies, making it difficult to differentiate the comparative merits of officers. ==Staff discipline==

Disciplinary action may be taken against an act of misconduct to achieve a punitive, rehabilitative and deterrent effect. ==Staff relations==

There is both a central and a departmental staff consultative machinery. Centrally, there are the Senior Civil Service Council, the Model Scale 1 Staff Consultative Council, the Police Force Council, and the Disciplined Services Consultative Council. Through these channels, the Government consults its staff on any major changes, which affect their conditions of service. At the departmental level, there are Departmental Consultative Committees which aim to improve co-operation and understanding between management and staff through regular exchanges of views. There are established channels to deal with staff grievances and complaints. Individual members of staff with problems can receive counselling, advice and help. A Staff Suggestions Scheme is run by both the CSB and departments to encourage staff to make suggestions for improving the efficiency of the civil service. Awards are given to those whose suggestions are found useful. A Staff Welfare Fund caters for the interests of staff. A Staff Relief Fund provides assistance to meet unforeseen financial needs to staff. ==See also==