Senior civil servants and managers work at the interface of political and administrative authority, often drawing on vast institutional knowledge and networks built over the course of a broad and varied career. They are responsible not only for a wide variety of outputs and outcomes but also for overseeing the processes, budgets and people that achieve these. Increasingly, civil services of OECD countries use performance management systems to help focus leadership and management efforts and align incentives with desired behaviour and outcomes. When designed and used effectively, performance management systems can ensure accountability for results and develop important professional and leadership competencies. Previous OECD research has suggested, however, that all-encompassing, technocratic performance monitoring systems and contractual arrangements have had mixed results, as have performance-related pay reforms (OECD, 2015).
In two-thirds of OECD countries where there exists a performance management regime for senior managers, senior civil servants are often subject to specific performance agreements with their minister (15 countries) and/or the administrative head of the civil service (7 countries). For example, countries such as the Netherlands and Norway use both. In slightly over half of OECD countries, senior managers can be granted a bonus if they meet certain performance criteria. Whereas just 17% of countries link promotion prospects with good performance, 19 OECD countries allow for dismissal in the case of poor results in performance assessment.
In slightly over three-quarters of OECD countries, senior managers are subject to fixed-term appointments. This may reflect a desire in these countries to facilitate mobility and provide the flexibility to bring in new skills and experience for this important cohort. Slightly more than 60% of OECD countries link appointment renewal for senior managers to performance assessment. However, in about 70% of the countries where this link is established, senior managers are not obliged to meet a certain minimum standard.
Based on available data, central public administrations reported prioritising mechanisms to deal with poor performance over establishing a more strategic use of performance management to identify, retain and promote high achievers (such as the Australian Public Service Commission’s emphasis on talent management). More than 60% of OECD countries do not report having policies in place to identify potential senior managers early on in their careers.
