Performance Management of Public
Managers in the New Civil Service in Peru: 
Some Challenges
Janeyri Boyer Carrera 
Chief ...
Content
1. The context
2. The Public Managers Corps: A Lab
• Monitoring and Supporting
• Performance Assesment
3. Public M...
3
1. The context
Starting from the beginning: the context (1/3)
1984: D.Leg. 276
Law of public career
No managers in the
classification
199...
The Context: The Peruvian Civil Service Today (2/3)
• 40,000 new people join the civil service each
year (2000 – 2011).
• ...
Create a civil service 
aimed at citizens and 
result‐oriented.
Professionalize the Civil 
Service: 
Retain qualified pers...
7
2. The Public Managers Corps ‐ PMC
Pool of  qualified
public managers 
recruited centralized
by merit
Available to be 
asigned to 
leadership or
managerial p...
Model of Public Managers Corps 
(PMC)
Profiles and 
centralized
recruitment
by merit
Monitoring
and support
Performance 
a...
Sectoristas Coaching Anual meeting
Periodic meetings 
in groups of 
public managers
Management 
Training
Programm
Monitori...
Goals (7)
• Goals of:
• process,  
• results, 
• innovation and
• team development
• Approved by the superior
• Indicators...
12
3. Public Managers in the new regime
Public Managers in Peru
LEVEL OF 
GOVERNMENT
DIRECTIVOS  
PÚBLICOS (PUBLIC 
MANAGERS – PM)
DIRECCIÓN PÚBLICA 
SUPERIOR ‐
(...
14
4. Some Challenges
Challenges
• Cultural change: 
• Expands the PMC good practices to all managers, national, regional and local 
segment.
• ...
Challenges
• Consolidate and strenghten SCS (Dirección Pública Superior ‐
DPS): performance management, monitoring and sup...
Thank You!
Janeyri Boyer Carrera 
Chief Executive Advisor
National Authority of Civil Service
jboyer@servir.gob.pe
PEM exp...
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Presentation by Janeyri Boyer on 'Performance Management of Public Managers in the New Civil Service in Peru: Some Challenges' - Session 3 of OECD Public Employment and Management Expert Meeting, 26-27 November 2015

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This presentation by Janeyri Boyer, Chief Executive Advisor National Authority of Civil Service of Peru, was made at the Public Employment and Management Expert meeting on "Senior Civil Service: Performance, Accountability and Organisational Success" on 27 November 2015. For further information, please see http://www.oecd.org/gov/pem/.

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Presentation by Janeyri Boyer on 'Performance Management of Public Managers in the New Civil Service in Peru: Some Challenges' - Session 3 of OECD Public Employment and Management Expert Meeting, 26-27 November 2015

  1. 1. Performance Management of Public Managers in the New Civil Service in Peru:  Some Challenges Janeyri Boyer Carrera  Chief Executive Advisor National Authority of Civil Service jboyer@servir.gob.pe PEM expert meeting – November, 2015
  2. 2. Content 1. The context 2. The Public Managers Corps: A Lab • Monitoring and Supporting • Performance Assesment 3. Public Managers in the new regime 4. Some Challenges
  3. 3. 3 1. The context
  4. 4. Starting from the beginning: the context (1/3) 1984: D.Leg. 276 Law of public career No managers in the classification 1993: National Institute of  Public Administration ‐ INAP HRM authority was extinct 2004: Public Employment Framework Law (L.28175):  Managers appeared like a  group – category. 2008: KEY STEPS FOR REFORM ‐ D.Leg. 1023: SERVIR ‐ D.Leg. 1024: The Public Managers Corp ‐D.Leg. 1025: Training and performance  management for civil servants. 2013: Civil Service Reform L. 30057 4 Groups: Funcionarios, Managers, Career, Complementarios. 2014: Under legal  regulation was approved IMPLEMENTATION
  5. 5. The Context: The Peruvian Civil Service Today (2/3) • 40,000 new people join the civil service each year (2000 – 2011). • 320,000 dollars of increase in Public spending on Human Resources (9% per year). 42% 22% 36% Civil servants by level of government  (without special careers) National Regional (25) Local (1,844) Increase of people and public spending 40% of total public servants in  temporary contracts. 
  6. 6. Create a civil service  aimed at citizens and  result‐oriented. Professionalize the Civil  Service:  Retain qualified personnel  with meritocracy in the  entry, permanence and  progression. Organize duties and rights  of civil servants:  harmonizing  responsibilities,  compensations, among  others. Consolidate the public  staff management system  and its key players: Apply  modern tools and  techniques of  management in order to   strengthen HR offices. Civil Service Reform – Goals 3/3 Meritocratic civil service is one of the  cornerstones of the Public Management  Modernization Process
  7. 7. 7 2. The Public Managers Corps ‐ PMC
  8. 8. Pool of  qualified public managers  recruited centralized by merit Available to be  asigned to  leadership or managerial positions Assignment by demand to Agencies  of national, regional  or local level Lead by SERVIR Assigned for renewable periods of 3 years Contracts within special labor rules  and special payment The Public Managers Corp: A Lab
  9. 9. Model of Public Managers Corps  (PMC) Profiles and  centralized recruitment by merit Monitoring and support Performance  assessment
  10. 10. Sectoristas Coaching Anual meeting Periodic meetings  in groups of  public managers Management  Training Programm Monitoring and support
  11. 11. Goals (7) • Goals of: • process,   • results,  • innovation and • team development • Approved by the superior • Indicators and means of verification Competences (7) • Base line: Recruitment process • Choose 2 competences each year • No effects on the continuity of the PM • No bono Average of  achievement • 96% of  achievement Performance assessment How do we transit of Public Managers Corps (564) into the new regime?
  12. 12. 12 3. Public Managers in the new regime
  13. 13. Public Managers in Peru LEVEL OF  GOVERNMENT DIRECTIVOS   PÚBLICOS (PUBLIC  MANAGERS – PM) DIRECCIÓN PÚBLICA  SUPERIOR ‐ (SENIOR CIVIL  SERVICE) NATIONAL 2,947  760 REGIONAL  1,872  190 TOTAL  4,819  950 New Regime: •Preserve 20 % for  political appointment,  80% of public managers is  hired for periods of 3  years. Renewal two times. •Recruitment: each agency (all public managers)
  14. 14. 14 4. Some Challenges
  15. 15. Challenges • Cultural change:  • Expands the PMC good practices to all managers, national, regional and local  segment. • Convince political class about the importance of merit. • Flexibility for management PM in a context of spoils system. • Gradual implementation:  • Starting from those which are in transition into the new regime.  • SCS recruited by SERVIR  • Descentralization of recruitment for the rest of Public Managers
  16. 16. Challenges • Consolidate and strenghten SCS (Dirección Pública Superior ‐ DPS): performance management, monitoring and support  similar to PMC • Building performance indicators for SCS.
  17. 17. Thank You! Janeyri Boyer Carrera  Chief Executive Advisor National Authority of Civil Service jboyer@servir.gob.pe PEM expert meeting – November, 2015

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