Ministry of Personal Management, Republic of Korea

1. 2018
The Civil Service System
of the Republic of Korea
1

2. Minister of MPM
Kim Pan Suk 2

3. 2017 EROPA Bilateral Meeting
Sofian Effendi,
Chairman of the Indonesian Civil Service Commission
Forum Kerjasama Korea-Indonesia untuk Administrasi Publik
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4. Contents
Ⅰ. Ministry of Personnel Management
Ⅱ. Personnel Management System
Ⅲ. Personnel Management Innovation Diagnosis
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5. Ⅰ. Ministry of Personnel Management
5

6. 1-1. Vision
Fairer and
more
transparent
personnel
systems
Culture of
considering
the
unprivileged
and local
communities
Civil service
based on
expertise and
competencies
Greater
performance
resulting from
better working
conditions
Republic of Korea with
Equal Opportunity, Fair Process, and Just Results
Ethical
guidelines
to regain
the people’s
trust
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7. 1-2. History
Now
2014
2011
2008
1950
1948
1999
1998
2014.11 The Ministry of Personnel Management was established.
2011 The Higher Civil Service Examination was changed to the Grade 5 Open competitive exam(administrative,foreignservice, technical).
2008.02 The Ministry of Public Administration and Security was established(combining the Ministry of Government Administration and
Home Affairs, the Civil Service Commission, the Emergency Planning Commission and the Ministry of Information and Communication)
1999.05 The Civil Service Commission was established.
1998.02 The Ministry of Government Administration and Home Affairs was established(combining the Ministry of Home Affairs and
the Ministry of Government Administration)
1950.01 The first higher civil service examination(administrative division) was administered.
1949.08 The State Public Officials Act was enacted.
1948.11 The Ministry of Home Affairs and the Ministry of Government Administration were established.
1948.08.15. The Republic of Korea Government was established.
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8. 1-3. Organizational Chart
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 Affiliated Agencies  Affiliated public organization

9. Ⅱ. Personnel Management System
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10. L ooking for the elderly
1-1. Number of Civil Servants
The Number of Civil Servants
1,046,487 persons
Local Gov’t
371,253 persons
Central Gov’t
650,149 persons
Judiciary
17,439 persons
Constitutional
Court
320 persons
Legislature
4,300 persons
Executive
1,021,402 persons
National Election
Commission
3,026 persons
* As of the end of December 2016

11. L ooking for the elderly
1-2. Classification & Grade
Grade 6-9
(General Staff)
Grade 1-2
(Deputy Ministers/
Directors-General)
Minister
& Vice-Minister(s)
Grade 3-4
(Division Directors)
Grade 5
(Deputy Directors)
Senior Civil Service(SCS)
11

12. 1-3. Senior Civil Service (since 2006)
The Senior Civil Service (SCS) is a strategic HR system through performance-oriented HRM.
By separating deputy ministers and bureau directors who assume key roles in policymaking from general staff,
the government makes good use of them in the right place at the right time and strengthens openness and
competition in an effort to be a better government.
Before After
HRMClass
Seniority system
Closed
Grade and Age-
based Salary
Position
Performance-based
Open
Job and Performance-
based Salary
Core Factors
Performance &
Accountability
Openness &
Competitiveness
Competency
Assessment
Staffing
Remuneration
12

13. 1-3. Senior Civil Service HRM of SCS
Subject
Appointment
Process
Job levels
Evaluation
Dismissal
• Public officials that hold the position of chiefs/directors-general of offices/bureaus of
central administrative agencies. (2006) 1,305 -> (2016) 1,553
• General positions(“Autonomous positions”) + Open recruitment + Job posting
Candidates
selected
Competency
assessment
Pre-employment
screening
• 5 levels(2006), Reorganized 2 levels in 2009
• 5 ranks : Excellent / Good / Fair / Insufficient / Poor
• Regular screening(every 5 years) + ad-hoc screening (lowest evaluation grade + suspended from position)
* Regular screenings eliminated in 2014
Remuneration Basic pay Job based pay
Incentive
(Performance-based pay)
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14. 1-3. Senior Civil Service Government at a Glance 2017
Korea ranked world’s 9th in “Extent of the use of separate human resources management practices for
senior civil servants in central government”
- Existence of a separate group of SCS (o)
- SCS are encouraged to have more career mobility (o)
- SCS are recruited with a more centralized process (x)
- The appointment term of SCS is shorter than for regular staff (o)
- Existence of a performance management regime for SCS (o)
- Selected features of the performance-management regime for SCS (o)
: Performance agreement with the administrative head of the civil service,
Dismissal as a result of poor performance (o) 14

15. Looking for the elderly
2-1. Recruitment
Answer sheet by Yi Hwang, 1527
1200-year History of the Civil Service Examination
List of those who passed Gwageo, Goryeo
In 788,during the reign ofKing Wonseongof Silla, the ‘Three-level Reading Comprehension Examination’ was introduced.
This was thefirst time inKorea’s history that government officials wereselected according totheir academic achievements.
In 958, during the reign of King Gwangjong of Goryeo, the Imperial Examination(Gwageo in Korean) was
introduced, marking the beginning of appointing talented individuals through fair and objective exams.
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Yi Hwang is one of the most prominent
Korean Confucian scholars of the Joseon
Dynasty. He is well-known for his generosity
and outstanding achievement. Most people
recognize him as the figure on the Korean
currency note.

16. 2-1. Recruitment & Selection
Ⅰ. Open Competition
 Equal Opportunity  Fair Procedures  Grades 5, 7 and 9  Written Tests and Interview
1st
round
2nd
round
3rd
round
 Multiple choice questions
 PSAT (Public Service Aptitude Test), English, Korean History, Constitution
※ English and Korean History are replaced with proficiency tests.
 Essay-type questions
 Administrative Law, Economics, Political Science, Public Administration + 1 elective subject
(Policy Studies, Theory of Information System, Theory of Enumeration Methods)
※ Different subjects for function category of general public administration
 Competency interview
– Group Discussion, Individual Presentation, Individual Interview
 Evaluation on the mindset/attitude, expertise, creativity and growth potential as a public official
※ Length of individual interview: G5-4hr, G7-2hr 10min, G9-50min
※ Open competition (Grade 7 & 9) : Written test (multiple choice) + interview 16
 Grade 5 Examination

17. 2-1. Recruitment & Selection
Ⅱ. Career Competition
 High level of Expertise & Experience  All Grades, including SCS
 Career Credentials and Academic Degrees in a specific field
Announce-
ment
Application
review
Interview
 When there is an opening in a specific position
 Disclose a job-posting describing required work/academic experience for the position
※ At a website of each organization and/or gojobs.go.kr
 Evaluate eligibility of each applicant
 If necessary, applicants are evaluated according to the given scores
 Structured interview – Behavioral Event Interview (BEI), Situational Interview (SI),
Behavior Description Indicator (BDI)
 More than 2 interviewers evaluate based on the submitted self-description and
work plan
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18. Women’s Promotion Safety Net2-1. Recruitment
• The number of women in public service have steadily increased but it still remains a challenge for women
to assume managerial positions due to the invisible barriers that prevent women’s development
Overview
• Narrow Definition : A system that aims to ensure that
women public officials are not wrongly eliminated
from promotions and are promoted in proportional
numbers.
• Broad Definition : A comprehensive and proactive
personnel management system that supports women
in all areas of personnel affairs such as management of
placement, capacity development and improvement of
working conditions to ensure inclusion of more
women officials in the promotion safety net
What is Women’s Promotion Safety Net?
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19. 2-1. Recruitment
• 3% of total positions should be filled by the disabled (3.44% in 2016)
* Career competitive examination those with severe disabilities can apply
• Preferential exam for certain quota which only disabled persons can apply for to promote recruiting public
officials with disability
* Target in 2017: 6.5% of recruited positions (269 positions)
• OCRE for Grade 7 and 9
Overview
Quota for the Disabled
• Different recruitment for persons with severe disability
• For career positions administered by MPM based on application review & interview
* Scheduled number of appointment in 2017: 25 persons
Severe disability
• To ensure convenience and accessibility of applicants with disability, allow extra time at exam (X1.5),
enlarged fonts on the test sheet, sign language interpreter, speech supported computer
Support System
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20. Looking for the elderly
Quota for Low Income Bracket2-1. Recruitment
Low income class
• Select among the recipients of government benefits for basic livelihood or single-parent family
* Target in 2017: 2.8% of Grade 9 OCRE recruitment (133)
• Application: Open competition recruitment examination for Grade 9
Overview
Category Total 09 10 11 12 13 14 15 16 17
G9 (OCRE) 462 22 12 13 41 53 75 100 113 133
• To be eligible for basic livelihood support program
- should earn less than 50% of median income of all households, and
- either have no dependable member within family, or cannot depend on anyone
• To be eligible for single-parent family benefit
- should earn less than 52% of median income, and live with either a single parent or grand-parents only
- In the case of single-parent family with a teenager, (24 and younger), should earn less than 60% of median income
Low Income Class
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21. Quota for Local Talent2-1. Recruitment
• Select outstanding talent in secondary and tertiary education institutions
• Extend opportunities of public officials for local residents
* After acceptance, candidates are appointed after internship.
• (Eligibility) recommendedbyprincipalwithexcellentacademicachievement
Overview
Recommended
by school
G7: Top 10%
G9: Top 30%
Written test
G7: PSAT
G9: Korean, English,
social studies
Application
review & interview
Internship
G7: 1 year
G9: 6 months
Process
• To expand recruitment opportunities for local talents in public service, appoint extra candidates to meet the specific quota
* Target: 20% of Grade 5 recruited positions, 30% of Grade 7
• Local talents: Persons who graduated from universities outside Seoul
• Rigid ranking system among universities, lack of balanced development between Seoul and regional areas
Quota for local talent
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- Quota (2017): G7 (120), G9 (170)

22. 2-2. Promotion system
Classification
Senior
Civil Service
(Deputy Ministers/
Directors-General)
Process
Competency
Assessment
General
Promotion
Screening
Screening for
Appointment
of SCS
General
Promotion
Screening
Promotion Test or
General Promotion
Screening
Grade 3-4
(Division
Directors)
Grade 5
(Deputy Directors)
Grade 6-9
(General Staff)
Competency
Assessment
(In the case of grade 4)
General
Promotion
Screening
 Promotion system = Performance Evaluation(80~95%)
+ Service Period(20~5%) + Additional elements(within 5 points) 22

23. L ooking for the elderly
2-2. Promotion system Competency Assessment
Promotion
system
Objective evaluation of the abilities and qualifications required of senior civil servants or directors
who play a key role in setting and determining the main policies
Types
Competency
- Competency Assessment of SCS Candidates
- Competency Assessment of Division Director Candidates
Problem Recognition, Strategy Thinking, Change Management, Performance- Orientedness, Client Satisfaction,
Coordination & Integration
• Examples of Exercises• Assessment Techniques
 Failure rate : 21.7% (2006~2017)
 Failure rate : 24.1% (2009~2017)
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24. L ooking for the elderly
2-3. Human Resource Development
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25. 3-1. Performance Management
Classification
System
SCS
Performance agreement
(Once yearly)
Work performance appraisal system
(Twice yearly)
G3 & G4 G5 & below
Evaluation
Factor
- Individual / departmental achievement
- Job performance quality / ability
-Work achievement: Difficulty, Perfection,
Promptness
-Work performance: Planning, Communication,
Client-oriented, Negotiation
* Optional : additional points for other factors
(departmental evaluation, etc.)
Rank -G3 & G4 : 3 or more ranks (lowestratingassignment:selective)
- SCS : 3 or more ranks (lowestratingassignment:essential)
3 or more ranks
(lowestratingassignment:selective)
Process Strategic Planning → Interim Check → Final Evaluation Same as left
Utilization
Reflected in portion of annual salary
based on performance
* SCS considered to be ineligible if at lowest rate for 2+ years
* G5 will receive Annual salary based on performance
since 2018. 25
- Drafting of list of candidates for promotion
- Reflected in promotion and payment
by results

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3-1. Performance Pay
Performance Pay (G5 & higher)
 Standard model Rank S A B C
Person ratio 20% 30% 40% 10%
G4 8,140,000 6,110,000 4,070,000 0
G5 6,870,000 5,150,000 3,430,000 0
Performance Bonus (G6 & below)
 Standard model
 Numberofranks(3ormore)Autonomy of the department
Rank S A B C
Person ratio 20% 40% 30% 10%
G6 5,910,000 4,280,000 2,910,000 0
G7 5,020,000 3,640,000 2,470,000 0
 Personratio(60orless)
Unit : Won / As of 2018
Unit : Won / As of 2018
For G5, person ratio and supply rate are determined and paid autonomously by each ministry.
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 Paid monthly as annual salary
 Paid at once as bonus in March

27. Fixed Annual Salary
Job Performance and Task-related Annual Salary
Performance-related Annual Salary
Seniority-based Payment
+ Performance Bonus
L ooking for the elderly
3-2. Remuneration
Senior
Civil Service
Below Grade 6
Political
Service
Division Directors,
Grade 5 (Deputy Directors)
 Entry level G9(step 1) : Base pay + Allowance = 22,184,160 won (annual total income) 27

28. L ooking for the elderly
4. Talent Information & Acquisition Human Resource DB
Organizations using DB can receive recommendation or directly search human resource information by accessing DB system.
Application of the Human Resource DB
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• The Human Resource Database is home to information about more than 300,000 (as of 2017) talented personnel in all
social areas, providing assistance in hiring top-class talent for major public offices in the Republic of Korea.
 Female ratio : 23.7% (71,503 of 300,000)
• Contains individual's career history and background information(relevant in evaluating individual's expertise and
qualification for government position)
• Carefully managed and constantly updated in order to support well-judged and accountable appointments.
Introduction
Organizations
• Central Administrative Organizations
• Local Governments
• Public Agencies
Target Positions
• Political Appointees
• Executives of Public Enterprises
• Advisory Committees
• Personnel Recommendation Committees
• Etc.

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4. Talent Information & Acquisition
Human
Resource
Database
Government
Headhunting
Referral
Recruitment
Referral Recruitment
Referral
Recruitment
Established with the goal of discovering new talent, Referral Recruitment is an advanced personnel management system
where citizens can participate directly by recommending candidates for public office.
* Any Korean national who possesses expertise / experience in their field & is willing to serve the public, self-recommendation is allowed.
Introduction
• Public Officials in Political Service * Ministers, Vice Ministers, Commissioners, Chairpersons, etc.
• Open Positions : Positions at the director-level & above that require specialist candidates with specific qualifications.
(Candidates from both the public & private sectors.)
• Head & Executive Officers of Public Institutions : Heads, executive officers, auditors, etc. of public institutions.
• Members of Government Committees under the President, Prime Minister, & administrative agencies.
Positions for Recommendation
• Selected & managed as a candidate for public office after procedures such as information verification and review of
suitability based on related laws & regulations.
Utilization of Recommendation
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30. L ooking for the elderly
5. Electronic Personnel Management System
Human
Resource
Database
Government
Headhunting
Referral
Recruitment
e-Saram : Paperless e-HRM
• ‘e-Saram’ is a standardized electronic personnel management system that
supports the government-wide personnel administration & personnel policy
tasks of the MPM by computerizing the overall personnel administration
system from recruitment to retirement.
• Each government agency can electronically manage personnel-related task*
through this system. Since 2014, a mobile service has been available.
* personnel information, payroll, time off, performance evaluations,
human resource development.
• The data & statistics available in this system are utilized of personnel policy
making by the MPM.
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31. 6-1. Public Service Ethics
 Prevention illegal property accumulation of public servants
 Secure fairness in carrying out public duties
Public Service
Ethics Act
Public Service
Ethics Act
Registration: Grade 4 or above
Disclosure: Grade 1 and political appointees
Grade 4 or above is prohibited from being
employed by the employment-restricted
entities for 3 years after retirement
Gifts exceeding USD 100 in value
from foreign agencies should be reported
Sell the stocks or place them in a Blind Trust,
if job relatedness is acknowledged
Registration of Properties
Restriction on Employment
of Retired Officials
Reports on Gifts Blind Trust of Stocks
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32. L ooking for the elderly
6-2. PETI: Public Ethics Total Information System
• Registration : Grade 4 or higher (224,055 / 2016.12.31)
* 20% of all public officials, Grade 7 or higher officials working for the license/permission department, police,
tax services, and Executives of public service related organizations3
• Disclosure to the public : Grade 1 & political appointees(5,298 / 2016.12.31)
* 0.5% of all public officials
Registration of properties & disclosure
• Scope of registration : Real estate, personal properties, receivables and payables of a public official, spouse, lineal
ascendants and descendent
What should be registered?
Category Details
Real estate Ownership, Superficies, Right of Lease
Rights corresponding to real estate Mining rights, Fishing rights
Personal property
Cash· Deposit· Stock· Receivables· Payables, Intellectual Property Right
(KRW 10 million or more each) Gold· Jewelry · Antique · Membership
(KRW 5 million or more each), Cars, Ships, Airplanes and Construction equipment
Others Shares contributed and Stock option 32

33. L ooking for the elderly
6-2. PETI: Public Ethics Total Information System
• Register on the web-based system called
PETI (Public Ethics Total Information System)
Registration Method Property Declaration Form
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34. L ooking for the elderly
6-3. The Improper Solicitation and Graft Act
Customary Gifts
Congratulatory or
condolence money
Up to
50,000won
Flowers for festivities
or funerals
up to 100,000 won
Gifts
Except cash , gift cards
Up to
50,000won
Products of agriculture
and fisheries,
its commodities derivatives
up to 100,000 won
Food & Drink
Meal, snack,
alcoholic beverage,
soft drink, etc.
Up to
30,000won
* Products of agriculture and fisheries and its commodities derivatives
that contain agricultural and fishery products more than 50% would be
allowed worth up to 100,000 won. (including meat and forest products)
The Graft Act prohibits public servants from receiving
free meal, gifts and any financial advantage in
connection to their duties.
Do not give gifts
to concerned
public officers
For example,
 Applicants for permission
 Those subjected to
monitoring and crackdowns
 Bidder
 Those subjected to HR,
evaluation and audit
 Accusant and accused
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Public officers, congressman, teachers(kindergarten, primary, secondary, university), head/employee of institution related
to public service and head/employee media companies are subject to the Act.

35. L ooking for the elderly
6-4. The Appeals Commission
• An administrative appeals system in which the Appeals Commission examines & makes decisions on appeals when
public officials raise an objection to disciplinary action, unfavorable disposition, or omission contrary to their intention.
• By providing a complementary judicial function that remedies unlawful conduct or unreasonable personnel
treatment, the Appeals Review System guarantees the employment status of public officials, helps maintain the
career civil service system, and also, indirectly, promotes self-regulation by the government.
Appeals Review System
• The Grievance Review System aims to seek a reasonable resolution for grievances related to public officials through
examinations and consultations by allowing them to file complaints with the personnel authority in connection with
work conditions, personnel management & other personnel affairs.
• The review committee takes a third party approach and plays a moderating role by mediating and advising to
resolve grievances smoothly.
• The goal of the Grievance Review System is to identify various issues that pose challenges in work conditions & to
resolve such issues to boost morale by guaranteeing the civil rights of public officials & enhancing their work
performance.
Grievance Review System
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36. 7. Pension System
Pension Scheme for Civil Servants
∙ Coverage : All civil servants in the central and local governments
(Number of active civil servants : 1,120,458 in 2017)
∙ Pensioners : 476,184 in 2017
∙ Average pension benefits : 2,320,000 KR₩/month
( $ 2,110 in 2017 )
∙ Total fund amount : 109,506 in 100 million KR₩
( $ 10,000 million in 2017 )
∙ Pension Operation
∙ Retirement support
∙ Fund Management
∙ Providing loans
∙ Housing supply
∙ Injury Compensation
Administration Body
Category Contents
Contribution Rates
(civil servants &
gov’t respectively)
Civil servants 9% + Gov’t 9%
* 2016 8% → 2017 8.25% → 2018 8.5%
→ 2019 8.75% → 2020 9% (step by step)
Accrual Rates
1.7% per year
* 20161.878% → 20201.79% → 20251.74%
→ 20301.72% → 20351.7% (step by step)
Pension
Entitlement
More than 10 years of service
* ~2015 20 years
Maximum of
Contribution Period
36 years (step by step)
* ~2015 33 years → 36 years
Regular
Pension Age
65yrs
202261 → 202462 → 202763 → 203064 →
203365 (step by step)
GEPS
Government
Employees
Pension
Service
Current Pension System
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37. Ⅲ. Personnel Management
Innovation Diagnosis
37

38. The Personnel Management Innovation Diagnosis
• The establishment of the MPM(Nov 2014) , in charge of PM innovation has increased the demand for the effective &
responsive personnel management to the public.
• Starting in 2015, the Personnel Management Innovation Diagnosis Indicators were developed and have carried out
objective assessments.
Composed of 5 fields, 12 items & 41 sub-indicators
Title Field Description/item
Personnel
Management
Innovation
Diagnosis
Indicators
Implementation capacity
∘ Willing to pursue PM innovations
∘ Quality of action plans & interest in innovations
Balanced PM
(Open & diverse recruiting)
∘ Exchanges with the private sector
∘ Balanced recruiting without discriminating against female applicants & the disabled
Human resource development
∘ Awareness of human resource development
∘ Efforts to develop human resources
Expertise/
Performance management
∘ Compliance with the mandatory period for remaining at assigned positions
∘ Observance of the system of expert public officials & professional public officials
∘ Observance of planned personnel exchange programs
∘ Efforts to manage performance
Working Environment &
Condition Improvement
∘ Efforts to encourage the use of personal day offs & the flexible work system
∘ Attempts to fight discrimination among government workers
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39. The Personnel Management Innovation Diagnosis Indicators
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40. The Personnel Management Innovation Diagnosis Indicators
40

41. Thank you
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