ⅠⅠ

ⅡⅡ

ⅢⅢ

Seoul metropolitan Gov-ernment

Vice MayorⅠfor Administrative

Affairs

Vice Mayor Ⅱfor Administrative

Affairs

Vice Mayor for Po-litical Affairs

The Central Government

Seoul Metropolitan Government : 17 affiliated offices,

41 corporations, (hospital, waterworks, city university, etc.)

25 autonomous districts

Seoul Metropolitan Government : all services directly related to citizen living

except national defense and public order

(transportations, housing, welfare, environment , etc.)Autonomous

DistrictAutonomous

DistrictAutonomous

DistrictAutonomous

District

Affiliated offices and

corporations(16,459people)

Affiliated offices and

corporations(16,459people)

Political Affairs Post: 4

Regular Post: 6,003

- Administrative Post: 2,798

- Technological Post : 2,898

- Research Tutoring Post: 307

Contract Post: 721

Skills Post: 3,215

Special Post: 126

Fire Post: 5,949

Education Post: 441

Political Affairs Post: 4

Regular Post: 6,003

- Administrative Post: 2,798

- Technological Post : 2,898

- Research Tutoring Post: 307

Contract Post: 721

Skills Post: 3,215

Special Post: 126

Fire Post: 5,949

Education Post: 441

Autonomousdistricts

(29,733people)

Autonomousdistricts

(29,733people)

Political Affairs Post: 25

Regular Post: 22,708

- Administrative Post: 17,600

- Technological Post: 5,108

- Research Tutoring Post: 0

Contract Post: 657

Skills Post: 6,022

Special Post: 321

Fire Post: 0

Education Post: 0

Political Affairs Post: 25

Regular Post: 22,708

- Administrative Post: 17,600

- Technological Post: 5,108

- Research Tutoring Post: 0

Contract Post: 657

Skills Post: 6,022

Special Post: 321

Fire Post: 0

Education Post: 0

Seoul Metropolitan Government

(46,192people)

Seoul Metropolitan Government

(46,192people)

Political Affairs Post : 29 (0.1%)

Regular Post : 28,711 (62.2%)

- Administrative Post: 20,398 (44.2%)

- Technological Post: 8,006 (17.3%) (public works, constructions, health, etc.)

- Research Tutoring Post: 307 (0.7%)

Contract Post: 1,378 (3.0%)

Skills Post: 9,237 (20.0%)

Special Post: 447 (1.0%)

Fire Post: 5,949 (12.9%)

Education Post: 441 (1.0%)

Political Affairs Post : 29 (0.1%)

Regular Post : 28,711 (62.2%)

- Administrative Post: 20,398 (44.2%)

- Technological Post: 8,006 (17.3%) (public works, constructions, health, etc.)

- Research Tutoring Post: 307 (0.7%)

Contract Post: 1,378 (3.0%)

Skills Post: 9,237 (20.0%)

Special Post: 447 (1.0%)

Fire Post: 5,949 (12.9%)

Education Post: 441 (1.0%)

Division Total Woman Female Administrator

Total 39,802 14,288(35.9%) 414 (14.2%)

SMG 10,069 2,721(27.0%) 172 (13.6%)

AutonomousDistricts 29,733 11,567(38.9%) 242 (14.6%)

Female public servants

Disabled public servants

Division Total Mild disability Serious disability

Total 1,438 1,174 264

SMG 277 240 37

AutonomousDistricts 1,161 934 227

( Except Fire Post and Education Post)※

Rate

4.2%

3.2%

4.5%

The legal obligation rate for employing the Disabled is in excess of 3.0%

Population(thousand)

Public servants(thousand)

The number of public servants

per 1,000 population

(※ Source : OECD)

Korea

48,297

1,342

27.8

Japan

127,451

4,449

34.9

U.S.A

311,666

22,500

72.2

German

82,343

4,060

49.3

France

61,373

6,033

98.3

Seoul

10,528

46

4.4

Comparison of the number of public servants by country

Team Leader

Director

Director-General

Chief Officer/ Assistant Mayor/ Director-General

Vice Mayor

Mayor

Grade1~3 (24)

Political Affairs Post (1)

Political Affairs Post (3)

Grade2~3 (17)

Grade4 (128)

Grade5 (630)

Grade6~9 (3,221)

DirectorDirector

Team Leader

Team Leader

Team Leader

Manager Manager Manager Manager Manager

Total 41 people (Grade4; 1person, Grade5; 4people, Grade6; 15people, Grade7; 12people, Grade8; 9people)

Create equal wel-fare oppor-

tunity

Build a strong

economy for all

Experience creative cultures together

Create a safe, sus-

tainable city

Provide cit-izen-cen-

tered admin-istration

TrustCitizen-oriented

Vision

Goals

Imple-men-tation

strategies

Let’s work together to create and enjoy a better Seoul

“Set a practical plan for the 6 principles to create a happy working environment for the public servants”

Individual compensation Competition

Teamwork & harmony

Morale

In intense competition, Give performance-oriented evaluations

For a people-oriented community, create harmony within competition and morale

Performance-oriented

evaluation

People-ori-ented

culture

6 Personnel Affairs

Principles

Sensible, principledand predictable

Sensible, principledand predictable

Strength and harmony within teams & employeeStrength and harmony

within teams & employee

Harmony within fair opportunity and

strict evaluation

Harmony within fair opportunity and

strict evaluation

Field-oriented, dynamic and

friendly

Field-oriented, dynamic and

friendly

Warm hearted andcareful concern

Warm hearted andcareful concern

Creating future values of ‘Hopeful Seoul’

Creating future values of ‘Hopeful Seoul’

Announcement of 6 Personnel Affairs

Principles

Joint forum of management and union

Meeting of Mayor and a union head

Round-table conference of Mayor

and employee

Employee satisfaction research

: 1,500 people

「Mr. Park’s counseling 」 : 180cases

2. Improvement of promotion system Improvement of promotion system

[Answer]

Employees will provide

themselves with sensible,

principled and transparent

promotion evaluation stan-

dards

Below Grade 5 provides themselves with promotion evaluation standards.「 Promotion Evaluation Standards Commit-tee 」 composition · Managing

Below Grade 5 provides themselves with promotion evaluation standards.「 Promotion Evaluation Standards Commit-tee 」 composition · Managing

Abolition of special promotion for staff with a high amount of performance points

☞ Performance point : giving a point to competitive staff to affect to personnel incentives ▶ Promotion by selection rate: within 30%(before 2010) within 10%(2011) 0%(2012)

Abolition of special promotion for staff with a high amount of performance points

☞ Performance point : giving a point to competitive staff to affect to personnel incentives ▶ Promotion by selection rate: within 30%(before 2010) within 10%(2011) 0%(2012)

Expansion of promotion opportunities for field-service officers or minority group staff Expansion of promotion opportunities

for field-service officers or minority group staff

Large expansion of competition over Grade 5 female administrators ▶ 15.3%(2011) 16.0% (2012) 17.4% (2014) 21.6% (2015)

Large expansion of competition over Grade 5 female administrators ▶ 15.3%(2011) 16.0% (2012) 17.4% (2014) 21.6% (2015)

2. Improvement of transferImprovement of transfer

The below Grade 6 take part in the composition and management of the「 Transfer Standard selection committee 」

The below Grade 6 take part in the composition and management of the「 Transfer Standard selection committee 」

Making 1:1 Personal Counseling system to do a Hopeful Transfer Policy ▶ Practicable rate of preference: 91% (Administration 97%, Technology 88%, Technique 87%)

Making 1:1 Personal Counseling system to do a Hopeful Transfer Policy ▶ Practicable rate of preference: 91% (Administration 97%, Technology 88%, Technique 87%)

[Answer]

Abolition of the Draft - a gen-

eral manager select staff.

We will carry out the Hopeful

Transfer to ensure a fair op-

portunity.

Strengthen employee’s specialty by CDP (Grade 5·6, 747people) Strengthen employee’s specialty by CDP

(Grade 5·6, 747people)

▶ What is the CDP(Career Development Program) ? - Human resource administration program where staff members can create a long-term career goal to develop their capabilities - Movement assignment in the same field, Transfer limitation within 2 years, giving mileage while on duty

▶ What is the CDP(Career Development Program) ? - Human resource administration program where staff members can create a long-term career goal to develop their capabilities - Movement assignment in the same field, Transfer limitation within 2 years, giving mileage while on duty

Open User-oriented Personnel Affairs Open User-oriented Personnel Affairs

[Answer]

We will open up closed-per-

sonnel affairs to citizens

and staff members!

Open customized personnel affairs statistics suited to users to allow personnel affairs to be fair and transparent. ex) retiree, training workers, dispatched workers

Open customized personnel affairs statistics suited to users to allow personnel affairs to be fair and transparent. ex) retiree, training workers, dispatched workers

After regular personnel affairs of the first and second half open a white paper of personnel affairs to discuss personnel management results. ▶promotion in the first half(Grade9 ~ Grade1): approx. 400people▶transfer in the first half(Grade9 ~ Grade1): approx. 1,500people

After regular personnel affairs of the first and second half open a white paper of personnel affairs to discuss personnel management results. ▶promotion in the first half(Grade9 ~ Grade1): approx. 400people▶transfer in the first half(Grade9 ~ Grade1): approx. 1,500people

Open 5 Personnel Affairs Indexes of recruitment, employment, promotion, transfer, general personnel affairs statistics, etc. (Feb.

2012~)

Open 5 Personnel Affairs Indexes of recruitment, employment, promotion, transfer, general personnel affairs statistics, etc. (Feb.

2012~)

2. Upgrade Performance Point ProgramUpgrade Performance Point Program

[Answer]

We will upgrade the Perfor-

mance Point Program

to give equal opportunity in

order to make a disciplined

and fair evaluation.

Drastically cut the number of performance selections to downsize the promotion rate and make efforts to reconsider evaluation results. ▶ In 3 years, half the yearly average of 693 cases (S 32, A

51)

393 cases(S 12, A 30) in the 2nd-half of 2011

Drastically cut the number of performance selections to downsize the promotion rate and make efforts to reconsider evaluation results. ▶ In 3 years, half the yearly average of 693 cases (S 32, A

51)

393 cases(S 12, A 30) in the 2nd-half of 2011Broaden the opportunity of achieving Grade S·A

over affiliated offices and autonomous districts. ▶ An office obtains ‘Grade S’ for the first time ▶ Autonomous districts achieving ‘Grade S’ are

increased by a division’s separate evaluation (In 2011, the 1st half: 1case the 2nd half: 2cases)

Broaden the opportunity of achieving Grade S·A over affiliated offices and autonomous districts.

▶ An office obtains ‘Grade S’ for the first time ▶ Autonomous districts achieving ‘Grade S’ are

increased by a division’s separate evaluation (In 2011, the 1st half: 1case the 2nd half: 2cases)

Promotion limitation in case of irregularity, free-riding points or giving whole points

▶Detailed investigation testing is needed to obtain Grade S·A

Promotion limitation in case of irregularity, free-riding points or giving whole points

▶Detailed investigation testing is needed to obtain Grade S·A

2. Positive chemistry with employeesPositive chemistry with employees

[Answer]

I will be open to hearing an

employee’s comments,

whether small or big,

anytime anywhere,

and as often as needed.

Mr. Mayor reads and answers ‘Mr. Park’s counseling’ (300cases)▶ Mainly counsels on personal matters related to promotion and transfer

Mr. Mayor reads and answers ‘Mr. Park’s counseling’ (300cases)▶ Mainly counsels on personal matters related to promotion and transfer

Expand ‘Visiting personnel affairs Counseling’ for field staff · two shifts · minority staff (380 cases)▶ Every month visit 2 or 3 offices to hear

personal concerns and difficulties in the work place.

▶ Long-distance commuter transfer and

supplement the personnel needs

Expand ‘Visiting personnel affairs Counseling’ for field staff · two shifts · minority staff (380 cases)▶ Every month visit 2 or 3 offices to hear

personal concerns and difficulties in the work place.

▶ Long-distance commuter transfer and

supplement the personnel needs

2. Promoting a Flexible-working systemPromoting a Flexible-working system

[Answer]

You could make a choice

for a work place and work-

ing time related to individ-

ual and job character, get-

ting out of uniform working

system.

Enhances ‘Flexible working system’ for maternity employee (187people)▶ Time difference system : Work 8 hours per day, adjust commuting time

▶ Part-time system : Work 15~35 hours per week, shortened work times

▶Choosing working-time system : Work 40 hours per week, 4~12 hours in a day

▶ Intensive-work system : Work 40 hours per week, 3.5~4 days in a week

Enhances ‘Flexible working system’ for maternity employee (187people)▶ Time difference system : Work 8 hours per day, adjust commuting time

▶ Part-time system : Work 15~35 hours per week, shortened work times

▶Choosing working-time system : Work 40 hours per week, 4~12 hours in a day

▶ Intensive-work system : Work 40 hours per week, 3.5~4 days in a week

Telecommuting system for the disabled and long distance commuters Telecommuting system for the disabled

and long distance commuters

2. Expansion · development of educational trainingExpansion · development of educational training

[Answer]

I will help employees become

global talented people

through domestic and foreign

educational training

though we may sell the office.

‘Personalized education for shared values ’ share Seoul city vision and employee’s dream ‘Personalized education for shared values ’

share Seoul city vision and employee’s dream

Diversification of domestic training - Enhancement of experience governor's outstanding cases - Expansion of degree courses and language courses

Diversification of domestic training - Enhancement of experience governor's outstanding cases - Expansion of degree courses and language courses

Long-term training abroad focuses on the environment and welfare while short-term training abroad is focused on advanced techniques ▶ training : 387 people (2011) 817 people (2012) 833 people (2013)

Long-term training abroad focuses on the environment and welfare while short-term training abroad is focused on advanced techniques ▶ training : 387 people (2011) 817 people (2012) 833 people (2013)

2. Retirement Training Program for 100 aged era Retirement Training Program for 100 aged era

Retirement 5yrs in advance - Specialized retirement consulting

Retirement 3~4yrs in advance - Specialized Educational

institutions

1 year in advance – Achievement training

- Happy consulting academy

• “ preparation for the Second life planning course” : 1:1 career consulting with experts

• “Preparing for retirement advanced course”: New understanding of retirement and contribution process

• “Supporting Social adaptation course”: Successful backup - starting a business and re-entry

2. More Public Offices Open-doors to Social Minorities More Public Offices Open-doors to Social Minorities

Low Income GroupsLow Income Groups

Rules1.0%

Grade 9General Post

New Recruits rate

In 201210%

High school graduates

High school graduates

20110%

In 201230%

The disabledThe disabled

Rules3.0%

Total New Recruits rate

In 201210%

Grade 9 Technical PostNew Recruits rate