On approval of the Concept of Development of the Civil Service of the Republic of Kazakhstan for 2024-2029

Decree of the President of the Republic of Kazakhstan dated July 17, 2024 No. 602.

I DECREE:

     1. To approve the attached Concept for the Development of the Civil service of the Republic of Kazakhstan for 2024-2029.

     2. The Government of the Republic of Kazakhstan and the Agency of the Republic of Kazakhstan for Civil Service Affairs shall take the necessary measures arising from this Decree.

     3. This Decree shall enter into force from the date of its signing.

President of the Republic of Kazakhstan

K. Tokaev

Approved by Decree of the President of the Republic of Kazakhstan dated July 17, 2024 No. 602

The concept of development of the civil service of the Republic of Kazakhstan for 2024-2029

Content

     Section 1. Passport

     Section 2. Analysis of the current situation

     Section 3. Review of international experience

     Section 4. Public Service Development Vision

     Section 5. Basic principles and approaches of civil service development

     Section 6. Target indicators and expected results

     Appendix: Action Plan for the implementation of the Concept for the Development of the Civil Service of the Republic of Kazakhstan for 2024-2029

Section 1. Passport

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Name

The concept of development of the civil service of the Republic of Kazakhstan for 2024-2029

The basis for the development

Order of the President of the Republic of Kazakhstan dated February 29, 2024 No. 24-1317

The government agency responsible for the development of

Agency of the Republic of Kazakhstan for Civil Service Affairs

Government agencies and organizations responsible for implementation

Agency of the Republic of Kazakhstan for Civil Service Affairs; Ministry of National Economy of the Republic of Kazakhstan;Ministry of Digital Development, Innovation and Aerospace Industry of the Republic of Kazakhstan;Ministry of Labor and Social Protection of the Population of the Republic of Kazakhstan; Ministry of Science and Higher Education of the Republic of Kazakhstan; Ministry of Education of the Republic of Kazakhstan;Ministry of Culture and Information of the Republic of Kazakhstan;Academy of Public Administration under the President of the Republic of Kazakhstan Kazakhstan

Terms of implementation

2024-2029 years

Section 2. Analysis of the current situation

     The dynamics of the ongoing reforms, as well as the scale of fundamental transformations aimed at modernizing the socio-political, socio-economic life of the country, improving the well-being of citizens, necessitate the further development of the civil service.

     The need for immediate and effective management decisions leads to an increase in expectations for public service.

2.1. Key models and priorities of civil service development

     The search for the best mechanisms capable of responding to any manifestation of public demands leads to a combination of different models and priorities for the development of the civil service.

     Based on modern trends that are unfolding in the managerial practice of the leading countries of the world, a course has been taken to build a public service based on the principles of serviceability and customer orientation. This process is taking place along with the measures being taken to radically transform and digitalize administrative procedures, and to abandon command-and-control approaches in public administration.

     At the same time, work has begun on the transition to a hybrid model of public service that combines the best features of both career and positional models, and provides a balance between a competitive approach and direct search for specialists, taking into account their unique professional experience and potential.

     During the implementation of the Concept for the Development of Public Administration until 2030, innovations were introduced aimed at simplifying the process of entering public service, reducing bureaucracy and introducing a new automated personnel selection system. New qualification requirements have been adopted to ensure the openness of the civil service to candidates from the private sector, a new employee performance assessment system and an institute for contract employees have been introduced, and regional personnel reserves are being selected.

     Further measures should be aimed at ensuring the attractiveness of public service for talented people, retaining and professionalizing personnel who are united by high standards of patriotism and conscientious service to the interests of the nation (society).

     This requires an institutional review of the current civil service system. Along with the improvement of existing methods, it is necessary to introduce new institutions that will ensure the stability of the state apparatus, manage resources and processes more clearly and purposefully, which, in turn, will improve the quality of services provided to citizens.

     Such unshakeable values as a sense of dedication to the interests of the country, awareness of duty to it, are closely intertwined with the peculiarities of public service and the ideals of Adal Azamat.

     The need for a systematic and planned development of the civil service requires the approval of a strategic document.

     The last time such a document was adopted was in 2011, the concept of a new model of public service, which has now lost its relevance. Within the framework of this concept, the "A" management corps was formed, the participation of observers and experts in competitions was consolidated, mandatory assessment of civil servants was introduced, and an automated information system for civil service personnel management was created.

     The concept of public administration development, adopted at the beginning of this decade, covers a wide range of issues, but only partially addresses issues of public service, which have already been actually implemented.

     Considering the above, this Concept sets out an agenda for the further development of the civil service.:

     1) the formation of a model of public service based on the principles of serviceability and customer orientation, expressed in a proactive, result-oriented, bureaucratic behavior model;

     2) professionalization of the state apparatus using a hybrid model of public service - a pragmatic combination of means and methods aimed at professionalization of the state apparatus;

     3) management and digitalization of HR processes, using their tools only to the extent that they are able to ensure proper and conscientious performance of functions by civil servants, their motivation and retention, as well as minimizing conditions and criteria conducive to professional burnout.

2.2. Measures taken and further development of the civil service

2.2.1. Formation of a model of public service based on the principles of serviceability and customer orientation

     In modern world practice, a model of public service based on the principles of serviceability and customer orientation is actively developing. By paying taxes, fulfilling other obligations stipulated by law, and entrusting public officials with the management of common resources and state assets, citizens expect to meet the needs arising from natural and other human rights, and expect high-quality services that meet high standards of service.

     The civil service model, based on the principles of serviceability and customer orientation, contains norms that consolidate the mutual obligations, on the one hand, of the citizens of the country, and on the other, of the civil service.

     However, the current legislation in relation to the civil service as a key party to such a social contract, responsible for the realization of human and civil rights and freedoms, is limited to a relatively small set of norms. The basic postulates on which the activities of the civil service are based, its mission and purpose, the trust of society and other provisions that make it possible to assess the satisfaction of the obligations performed by the civil service remain outside the legal regulation.

     In the context of a public service model based on the principles of serviceability and customer orientation, the main customer and at the same time consumer of the benefits created by the state apparatus and the services provided by it is ultimately society. On the one hand, this objectively suggests the need for follow-up measures to centralize personnel selection procedures for the civil service, on the other hand, it changes traditional concepts when labor relations with employees were terminated due to the transition from one organization to another.

     The first step was the introduction of a plume of political responsibility for employees, in which the appointment of employees to another political position does not exempt them from the obligation to resign for corruption by subordinates at their previous place of work.

     However, the issue of preserving other rights and duties of a civil servant when transferring to another government agency remains unresolved. In this context, changes to the current model of legal regulation of the civil service will be required.

     The transition to a model of public service based on the principles of serviceability and customer orientation is ensured, first of all, by the establishment of legal norms that consolidate the customer-oriented model of behavior of civil servants.

     At the same time, the list of responsibilities that were defined in legislative acts back in the late nineties remains virtually unchanged.

     Attempts to define requirements not for employees, but for administrative procedures, as was done in the legislation on public services, could not lead to the expected results.

     Today, over one thousand three hundred different public services are provided individually, and citizens can receive more than ninety percent of the types of services in electronic form. Over the past three years alone, about eleven million different certificates and other documents have been issued to citizens, over five million different permits have been issued to business entities, and about eight hundred million public services have been provided. In all cases, special attention is paid to their quality and accessibility.

     At the same time, the steps taken are still half-hearted. The main activities - environmental protection, ensuring public order, defense, sanitary and epidemiological welfare, and others are still not among the services provided by the state in the interests of the whole society. The key reason for this problem is the lack of a list, indicators, and criteria for measuring quality, as well as mechanisms for assessing citizens' opinions about ongoing activities. All this does not allow the state apparatus to measure the results of its own activities with the needs and expectations of society.

     As a result, the current systems of incentives, performance evaluation and remuneration of civil servants function without taking into account the assessment of citizens' satisfaction with the effectiveness of a particular industry.

     Unlike other types of work, the civil service can rely on and function only if it is trusted by society. This dictates the need to establish restrictions related to service, further strengthen ethical requirements, and explain the increasing expectations of society regarding the impeccable reputation of officials.

     The current legislation sets out restrictive requirements to ensure the cleanliness of the rows. However, the issue of an impeccable reputation in public service remains unresolved in the legislation.

     The society's demand for a high degree of quality of services provided by the state eventually led to the emergence of ethical standards of interaction in the civil service. They affect the official and off-duty hours of government employees to varying degrees. Stricter liability has been established for misconduct discrediting the civil service. The Institute of Ethics Commissioners has been established, and ethics councils are functioning.

     It is quite expected that any society expects to meet its needs at minimal or adequate costs. This, in turn, sets goals for achieving an efficient and compact state apparatus.

     It is necessary to regulate the activities and the number of employees of government agencies working on a contractual basis, who, due to the shortage of civil servants, are often involved in government functions.

     The new mission of the civil service, focusing on the needs and requirements of the country's citizens, forms the requirements for the appearance of a civil servant. This is dedication to one's fatherland, readiness for sacrifices and exploits in the name of the interests of the country. It follows that measures to promote public service in schools and youth contribute to patriotic education in society as a whole.

     In a broad sense, the civil service is entrusted with the role of promoting the ideals of patriotism and professionalism. In this regard, they should be taken into account in the text of the oath of civil servants, as well as in the Code of Ethics for Civil Servants.

     The specifics of the activities of civil servants carried out in the interests of citizens and covering almost all spheres of public life determine their special role. Therefore, encroachment on the honor and dignity of a civil servant, which can hinder and negatively affect his effectiveness, affects not only his personal rights and freedoms, but also the interests of citizens and society. This explains the existence of criminal law and administrative-tort norms that guarantee the protection of the honor and dignity of law enforcement officers and certain categories of political servants.

     However, a significant category of employees remains outside such protection. The organization of mass harassment and the dissemination of false information affecting the honor and dignity of an employee lead to demotivation and a decline in the moral and psychological climate in the team, ultimately leading to a decrease in the quality of services provided by the state apparatus.

2.2.2. Mechanisms of professionalization of public service

     Professionalization includes approaches to personnel management such as talent management, effective recruitment, and a career development system for improving skills and knowledge, interconnected with professional performance assessment, training, and a fair remuneration system.

     In the modern world, the struggle for human minds and the search for talent is actively developing, which has become a priority for both the public and private sectors.

     In turn, the state guarantees secondary education and annually allocates tens of thousands of grants for higher education. Given the role that the state plays in the life of society, it would be justified to count on the best representatives of educational institutions, primarily those operating at the expense of the state, to replenish the ranks of the civil service in the future.

     It is obvious that the state's participation in such rivalry is the purposeful formation of strong beliefs to benefit and work in the interests of the country, to contribute to the well-being of the country's citizens, and hence patriotic attitudes among young people.

     The prevailing competitive conditions motivated the state to simplify in 2023 the procedure for the best graduates of higher educational institutions to enter the grassroots positions of state bodies at the district and rural levels.

     The creation of the Presidential Youth Personnel Reserve has become one of the key areas in talent management, providing a social lift for gifted youth. To date, about three hundred reservists have been appointed to key positions in the civil service and quasi-public sector.

     In 2024, the selection process for regional personnel reserves was launched, which will compete with top managers at the regional level.

     At the same time, there are no tools for working with talents, starting from school age, and a support program for acquiring the necessary knowledge and accompanying them before entering public service. There is no clear regulation of practical training in government agencies, which is critically important for attracting in-demand specialists.

At the same time, in recent years, there has been a decrease in the proportion of young civil servants under the age of 30 (from 23% in 2019 to 17% in 2023), which underscores the need to encourage young people to work in the public sector, including the introduction of early career guidance in the civil service.

     Competitive selection also plays a key role in the professionalization of the civil service, making it possible to attract competent candidates to work in government agencies.

     The current procedure for admission to the administrative civil service was introduced in 2016. However, this procedure has not earned the trust of applicants for public service. This is evidenced by the low level of interest of the candidates. Thus, the number of participants per seat did not exceed three people. The main factors include subjectivity, the dependence of the decisions of the competition commissions on the discretion of the head of the state body, and others.

     In response to the current situation, work has begun on digitalizing the process through the external portal of the integrated information system "E-kyzmet" (hereinafter - AIS "E-kyzmet"), which allows you to participate in the selection remotely, which simplifies the procedure and minimizes the human factor due to anonymity. As a result, the attractiveness of the civil service has doubled. Scaling of the system began in February 2024, with a phased implementation in all government agencies.

     In order to respond immediately and solve strategic tasks in a timely manner, the possibility of non-competitive selection for senior positions has been introduced. The commission of corruption offenses by persons appointed in this way entails the resignation of political officials under whom they are subordinate.

     The measures taken made it possible to speed up the procedure for their appointment, bypassing protracted competitive procedures. Compliance with legal requirements is ensured by coordination mechanisms with the authorized body. The revision of the qualification requirements contributed to an increase in the share of representatives of the non-governmental sector by 66% compared with the traditional competitive selection.

     Within the framework of the career model, almost half (46%) of all competitions in the last five years have been internal, with selection and appointments made from existing staff, which has significantly limited potential candidates from the private and quasi-public sectors. The use of internal procedures has also led to bureaucracy and reduced flexibility in HR processes. Every year, almost every second vacant position forces government agencies to duplicate the holding of an internal competition among civil servants first, and then a general competition for all comers.

     Within the framework of current legislation, competitive procedures are often organized to fill temporary positions. However, upon the return of the main employee from social leave, the employment relationship with the employee temporarily replacing him is usually terminated.

     Continuous self-development is a key element of the professionalization of public service, and the career advancement of employees contributes to this process.

     At the same time, the average length of work in one position of more than four years indicates that the use of an exclusively vertical career growth model and the absence of hybrid approaches can limit the professional development and motivation of staff, especially with limited vacancies for higher positions.

     The introduction of a horizontal career model will require the development of appropriate requirements for class advancement. In addition to the functional competencies confirmed by the results of training and internships, they will have to include the results of evaluating the effectiveness of an employee and the absence of disciplinary action for ethics violations or misconduct discrediting public service.

     In addition, in order to increase staff mobility, it is necessary to consider expanding the possibility of appointing employees in the order of transfer to central government agencies of civil servants of territorial divisions, their departments and territorial divisions of these departments, to local executive bodies of civil servants of all local executive bodies of the region (cities of republican significance, the capital).

     Assessment of civil servants' performance can also be an effective tool for motivation and development if its results directly affect wages, career advancement and other key working conditions.

     The system for evaluating the performance of civil servants in 2023 was updated with a new quarterly evaluation mechanism, which allows determining the amount of bonuses based on criteria of quality of work, compliance with deadlines, initiative and discipline. This system is associated with vertical promotion: high results in four quarters can lead to direct appointment to the next position, while unsatisfactory grades in two quarters can lead to demotion or dismissal, simplifying a process that previously required two unsatisfactory annual grades.

     At the same time, the results of the evaluation of the activities of civil servants show the need for improvement, especially due to the delayed nature of quarterly evaluations. The lack of guaranteed impact of grades on career advancement and dependence on the availability of vacancies to a certain extent lead to a formality of the process. Of the employees who received the highest grades, only 0.04% (or 30 out of 77,000) were actually promoted.

     For an objective assessment of the potential of civil servants and the systematization of work to improve their professional competencies, it is advisable to regularly conduct an assessment.

     The training of civil servants, actively funded by the State, is a key element of professional development and competence improvement. The central place in the system of training civil servants is occupied by the Academy of Public Administration under the President of the Republic of Kazakhstan and its regional branches.

     About twenty-seven thousand employees take refresher and advanced training courses annually. In addition to studying during the study leave, master's degree programs have been launched on-the-job. Special programs are conducted for political employees.

     At the same time, the lack of a relationship between training and career development of civil servants leads to a decrease in their motivation to participate in professional development programs and often causes a discrepancy between the knowledge gained and its practical application in professional activities.

     One of the tools for acquiring professional knowledge and practical experience in the relevant field is the internship of civil servants. Only three percent, or about two and a half thousand employees, participate in internships annually. This situation is mainly due to the fact that internships do not affect the career growth of employees.

     An important result of the civil service reform was the new remuneration system for civil servants, which significantly reduced the difference in official salaries between the center and the regions and generally increased the attractiveness of the state apparatus.

     However, in the context of a vertical career promotion model, when wages tend to increase as they occupy a higher position that should be vacant or may remain closed for a long time, almost half of employees report a stagnation in their financial situation over the year, and one in four reports a deterioration, which increases the risk of leakage of qualified personnel. to the private sector with more attractive conditions.

     In order to retain staff in government agencies, the number of senior and senior executive positions is often artificially overestimated, which leads to an imbalance in the distribution of responsibilities and workloads, reducing the number of initial positions and limiting the opportunities for young professionals to enter the civil service.

     The remuneration system, which divides staff into functional blocks (industry and support staff), does not contribute to employee motivation, as it is not aimed at career advancement from support units to industry units. The distribution of positions in blocks may depend on the discretion of managers, which also exacerbates the situation.

     An important condition for the professionalization of public service is the system of hierarchy of public positions, since for each of the types of employees there is a distinctive regime of legal regulation.

     In Kazakhstan, the legislative division of the civil service into administrative and political occurred back in the late nineties. Today, political employees make up less than one percent.

     Despite this, it is still relevant to detail the criteria for their differentiation, and many provisions of the institute of political responsibility have not been disclosed.

     As the transition to the electivity of akims, it becomes necessary to determine the legal status of elected employees, a special procedure for their passage and termination of public service.

     In addition, management practice indicates the existence of a number of circumstances that objectively indicate the need to reform the institution of the "A" corps.

2.2.3. Tools for managing and digitalizing HR processes

     HR process management is based on such tasks as ensuring proper, conscientious and most effective performance of assigned functions, motivation and retention of effective personnel, and minimizing the risks of professional burnout. At the same time, digitalization plays a key role in optimizing management processes.

     Taking these factors into account, the correct use of probation and mentoring tools in public service makes it possible to expect the most effective achievement of these tasks.

     The probation period introduced in 2016 is set annually for more than five thousand employees with mentors. At the same time, 99.9% of employees successfully pass the probation period. This is primarily due to the fact that the probation period is set after the competitive selection and goes beyond the specified stage. The established model of probation leads to its formalism, as it applies to persons who are recommended by the competition commission and are considered to have passed the competitive selection.

     Mentoring in the civil service also does not have the desired effect due to insufficient use of the potential as mentors of employees with extensive experience in public service, capable of providing institutional memory, continuity of industry tasks, the ability to take into account managerial mistakes and achievements of the past.

     The institute of rotation, as an HR management tool used to prevent employee misconduct and prevent their professional burnout in public service, was introduced eight years ago. As part of the development of this institute, rotational payments were introduced in 2023, which are paid for the purpose of renting housing for employees rotated to another locality, without providing official housing.

     At the same time, the rotation tool is used to a limited extent, being used mainly for senior staff, including political employees, employees of the "A" corps and the highest categories of the "B" corps, which ignores the deputy heads of departments. At the same time, the majority of employees (54%) believe that rotation should concern all employees in order to increase motivation and efficiency, 17.5% emphasize the importance of taking into account the specifics of the work and the associated risks of corruption.

     HR process management tools should take into account existing constraints in the civil service and ensure a balanced combination of them with social guarantees, as well as the necessary level of legal protection for civil servants.

     Today, in the civil service, the length of the vacation period and the amount of the pension do not depend on the length of service. At the same time, job movements, including rotation between regions, contribute to professionalization, but are not provided with social guarantees for the families of employees. This causes difficulties when moving and requires additional measures to maintain their living conditions.

     Current legislation provides government employees with a choice between time off and monetary compensation for processing. This shows the need to differentiate compensation: providing monetary compensation for work on weekends and holidays, and time off for overtime at other times.

     According to a sociological survey, the majority of civil servants propose annual wage indexation at the rate of inflation (65%), an increase in annual health benefits (53%), the creation of an effective housing system (44%), improved medical care (31%) and a revision of pension provision (28%).

     Criminal and administrative-tort legislation should provide for retaliatory measures and protection of civil servants from attacks on honor and dignity related to their professional activities.

     The motivation system directly affects the degree of employee engagement in achieving strategic goals and objectives facing government agencies. This, in turn, necessitates the introduction of a system of continuous monitoring of the involvement of civil servants.

     Effective management of HR processes in the civil service largely depends on the activities of HR services. Today, about two thousand employees are involved in the civil service in personnel management, but there are practically no specialists with specialized education in this field. Their work is mainly focused on HR administration, which takes up most of their activities.

     In this regard, it becomes extremely important to reorient the activities of personnel management services to the implementation of strategic personnel planning, as well as to attract and retain competent personnel. To do this, it is necessary to reduce the volume of operational functions, including through automation, and increase the level of competence of employees. This will facilitate the transition from administrative to strategic human resource management.

     Since 2016, the INS "E-kyzmet" has been fully functioning, the capabilities of which have been significantly expanded due to the measures taken in recent years. As a result, routine tasks have been simplified, staff selection and evaluation procedures have been optimized, quick access to necessary data has been provided, and violations, including procedural ones, have been minimized.

     As part of the transition to the digital format of personnel selection for the civil service, which started a year ago through the external portal of the AIS "E-kyzmet", the logical step is the introduction of artificial intelligence.

     Another area of effective use of digital technologies should be the automation of the process of announcing competitive procedures for vacant positions, the filling of which is unreasonably delayed by government agencies.

     Disciplinary liability is rightly considered a significant HR tool, since its inevitability serves as a guarantee of preventing violations and proper performance of duties, as well as contributes to the exclusion from public service of persons whose behavior does not meet the established requirements and expectations.

     However, current legislation does not exempt employees from disciplinary liability in cases of violation of established requirements, despite the fact that such behavior was associated with preventing the danger of harm to the interests of the state, citizens and organizations, which could not be eliminated by other means.

     According to surveys, about fifty-three percent of employees say that their managers are focused on formal compliance with procedures to the detriment of the effectiveness of decisions, which underscores the need to introduce more flexible approaches that fully take into account the circumstances of each case. We are talking about the legal consolidation of circumstances that exclude, mitigate, and aggravate disciplinary liability.

     The peculiarity of the legal status of civil servants elected by the population will require a review of the current types of disciplinary penalties and conditions for termination of public service. This will ensure compliance with the requirements of the civil service and the expectations of society, and will also help to strengthen trust in government institutions.

Section 3. Review of international experience

     The analysis of international experience demonstrates the main differences between the civil service and the principles of its functioning, depending on the traditions of legal systems, elements of the national culture of continental Europe, Southeast Asia, and the Anglo-American system.

     The specifics of each of these systems are determined by the nature of the interaction of the state apparatus with citizens, the set patterns of behavior, the specifics of the methods used to professionalize the state apparatus, as well as the management of HR processes.

     There are two main approaches to the perception of government services on the world stage.

     A broad understanding of public services is inherent in the countries of Western Europe, the United States, Great Britain, and a number of other countries. Individual state services provided specifically at the request of citizens or organizations, as well as services provided on an ongoing basis in the interests of the whole society as a single social organism, are all recognized as public services. Thus, almost all the activities of the state apparatus are public services.

     Thus, the serviceability of the civil service is determined by the legislative acts of Great Britain, South Korea and the USA. For example, in the United States, a program is being implemented to enhance the service approach in the provision of public services, based on the principle of "from the people, with the people and for the people." The fundamental priority of this program is the quality of public services. At the same time, the effectiveness of the state's work is assessed based on the results of public satisfaction with the quality of services provided by the state apparatus.

     The commonality of tasks facing the state apparatus has contributed to the identification of public service as a special type of work activity responsible to society. That is why many countries, including the United States and European countries, have adopted laws that do not allow civil servants to evade responsibility for misconduct committed in previous positions, even if they were transferred to another department or position. In Belgium, the United Kingdom, and South Korea, the State is generally viewed as a single employer of civil servants, thereby emphasizing service to the State as a whole rather than to individual bodies or departments.

The values of conscientious service to the nation and the State are contained in the laws of Singapore and South Korea. The institution of impeccable reputation in public service is gaining popularity in Europe, Canada, South Korea, and the United States.

     At the same time, the functions of ensuring an impeccable reputation are carried out on the principles of independence and autonomy. For example, in Japan, an Institute of Ethics Supervisors has been established to deal with ethics issues in public service on the condition of non-interference in their activities. In the United States, there is an office of independent legal counsel that conducts investigations against government officials.

     The study of advanced foreign practices has shown that the principle of meritocracy is the key to the professionalization of public service. Its application has a significant difference in the career and positional models of public service. In the positional model of the USA, Canada, Finland, New Zealand, Norway and Switzerland, the emphasis is on competencies and work experience in both the public and private sectors. In the career model of France, Germany, Italy, Mexico, Portugal, and Spain, public service achievements are important. In the UK, the Netherlands and Belgium, a hybrid model is used with a combination of the best tools of the above models.

     The experience of developed countries shows that there is no uniform practice for the allocation of personnel functions between different departments and organizations. For example, while in Belgium and Spain personnel issues related to recruitment for the civil service are centralized, in New Zealand, in accordance with the concept of "results management", government agencies select personnel on an independent basis. The Canadian civil service personnel management system is interesting, which is centralized at the federal level and decentralized at the level of industry departments and agencies to ensure flexibility in career planning for civil servants.

     In the practice of foreign countries, special attention is paid to the issue of attracting young people to the civil service with competencies that meet modern global trends. In this context, the experience of Japan and Singapore is noteworthy, where the search for talent for public service begins in schools and is followed by higher education institutions. In the UK, Canada and the USA there are internship programs for students and applicants of higher education institutions in government agencies. In the United States, as part of early professional orientation, there are also special government educational orders and programs aimed at training students and young professionals (National Security Education Program (NSEP), Scholarships for Service (CyberCorps SFS), ROTC (Reserve Officers' Training Corps).

     An important factor in the professionalization of public service is the combination of career advancement with the possibility of vertical and horizontal growth. In Germany, Canada, Belgium, the United Kingdom and South Korea, civil servants can be promoted to the same position with a gradual increase in complexity of functions and tasks and a parallel increase in wages.

     In France and Singapore, one of the conditions for career advancement is to complete appropriate training and advanced training. In the USA and the UK, such training is grouped according to the level of relevant professional qualifications. Singapore's experience in applying a competence-based approach to learning, which provides for the division of competencies into basic, functional and leadership, deserves attention.

     In order to ensure the continuity of the work of the state apparatus in Belgium, Great Britain, Canada and South Korea, the practice of concluding contracts is widely used to fill temporary vacancies due to long-term illness, academic or maternity leave of the main employee.

     A common foreign practice is to use probation as the final stage of selection for public service. In Belgium and Turkey, candidates acquire the status of a civil servant after successfully completing a probation period. In the United States and South Korea, it is allowed to use a probation period to fill a vacant position simultaneously for several alternative candidates, among whom the employer selects the best applicant.

     Mentoring is widely used in many countries for the subsequent adaptation of employees. In Singapore, the United Kingdom, Australia, and the United States, mentoring is applied to employees who have taken up both executive and managerial positions for the first time. At the same time, incentive measures such as professional development support, bonuses, compensation for additional workload and public recognition are provided for the mentors themselves. In Canada and South Korea, retired and veteran civil servants can be recruited as mentors based on their experience and skills.

     In order to improve the professional level and prevent cases of professional burnout of employees in a number of foreign countries, the institute of rotation is used. International legal documents expand the objectives of the rotation application. For example, the UN Convention against Corruption of October 31, 2003 provides for the possibility of using rotation in relation to employees whose activities are subject to corruption risks. A similar rotation method is used in Germany for those employees whose activities are at particular risk of corruption. At the same time, in the United States, along with mandatory rotation, voluntary rotation is provided for the professional development of executive civil servants and the acquisition of new skills and knowledge.

     The experience of developed countries shows that competitive salaries for civil servants are an integral part of the professionalization of public service and its attractiveness.

     In the civil service of developed countries, various ways of motivating employees are used - these are measures of material and non-material incentives, as well as a number of social security mechanisms.

     In the United Kingdom, Canada, South Korea, and the United States, support for government employees and their family members when they change their place of residence is provided through financial relocation assistance, housing benefits, child education support, and spouse employment. There are also corporate welfare programs in the civil service as an opportunity for independent study and development, flexible working conditions, discounts on travel and insurance.

     However, in some cases, social guarantees are also used to ensure the stability of the workforce and retain employees with public service experience. For example, in Lithuania, Germany, Canada, and Australia, government employees are given additional vacation days as their work experience increases. In Italy, Spain, Luxembourg, England and Austria, the possibility of early retirement is provided at the age of fifty to sixty years with the necessary length of public service. In such cases, the pension amount is up to ninety-five percent of the base salary. In Germany, civil servants can, upon application, receive part-time work as a partial retirement with half of their previous working hours.

     In the legislative acts of many countries, the procedure for bringing employees to disciplinary responsibility is carefully regulated. For example, in Lithuania, the United Kingdom, and Canada, in order to ensure the completeness and comprehensiveness of the decisions made, circumstances that exclude, mitigate, and aggravate liability are legally established.

     In general, the analysis of best practices allows us to identify the following trends and prospects for the development of the civil service:

     1) a combination of the best HR tools and practices of career and positional models of public service for its further professionalization;

     2) providing broad opportunities for career development of civil servants using differentiated approaches in training and remuneration;

     3) improvement of HR processes for staff adaptation, motivation and retention;

     4) widespread use of non-material incentive measures to ensure the effectiveness and involvement of civil servants in the work process in the long term;

     5) the formation of value orientations among civil servants aimed at taking into account the interests of society and solving acute socio-public problematic issues;

     6) promoting the institution of impeccable reputation in the civil service and protecting the rights of civil servants from unlawful disciplinary action.

Section 4. Public Service Development Vision

     The vision of the civil service development covers three main areas: the formation of a model of public service based on the principles of serviceability and customer orientation, professionalization of public service, improvement and management of HR processes. The potential of the AIS "E-kyzmet" will also be used for digital solutions in the development of the civil service.

     The main focus is on developing a culture of service and interaction with citizens, moving from a command and administrative model of behavior to a service one, in which meeting the needs and expectations of society will be the main priority.

Proactive behavior, prompt response to citizens' appeals, as well as the formation of new ethical standards in public service contribute to increasing the level of trust and satisfaction of society. The revision of legislation in the field of public service involves the creation of a more stable and stable legal framework for the work of the State apparatus.

     The professionalization of the civil service will be carried out through the transition to a hybrid model. This process involves the full implementation of the principle of meritocracy, which will attract highly qualified personnel. The transition to a hybrid model also implies simplifying selection procedures and providing equal opportunities for all candidates, removing barriers to attracting specialists from the private sector and increasing the overall attractiveness of the civil service. In addition, it is planned to develop a program to identify, support and nurture talents from school.

     This model will help not only attract external candidates, but also create conditions for the development and promotion of existing employees within the system. It is planned to develop more flexible and fair approaches to career and salary management. Civil servants will be given the opportunity to advance their careers based on their achievements, competencies, and contributions to the work of government agencies.

     It is intended to stimulate and encourage the active participation of employees in training and internship programs. The civil service system will provide mechanisms for continuous professional growth, offering a variety of opportunities for professional development and skills development.

     The salaries of civil servants will be closely linked to their professional achievements and their desire for self-development. This approach will ensure fair motivation and remuneration for high performance, as well as incentives for continuous learning and development.

     As part of the improvement and management of HR processes, the focus will be on the development and implementation of modern HR tools aimed at motivating, retaining staff and preventing professional burnout. The key aspects are strengthening mentoring, expanding social guarantees, improving the working conditions of civil servants, ensuring their legal protection, as well as digitalization of the civil service.

     These three areas form the basis for building a modern, efficient and open civil service capable of adapting to changing conditions and effectively solving the tasks facing the state.

     To assess the effectiveness of the proposed approaches, the implementation of the concept will be regularly monitored, including relevant sociological studies.

Section 5. Basic principles and approaches for the development of the civil service system

     The development of the civil service will be based on the following principles:

     - transparency and openness: all recruitment and promotion procedures are as open and understandable to the public as possible;

     - Meritocracy: selection for public service and promotion are based on merit, competencies and professional skills;

     - flexibility: the introduction of new flexible approaches, innovations and technologies to improve the efficiency of public service;

     - continuous training: professional development of civil servants to improve their skills and work efficiency;

     - Customer orientation: proactive, result-oriented, and accessibility-oriented;

     - pragmatism: the primacy of using various tools to achieve practical benefits and effectiveness;

     - Responsibility and accountability: strengthening the responsibility of civil servants for their decisions and actions to citizens and the state. Compliance with high ethical standards in work, effective fight against corruption.

     These principles will form the basis for the further development and modernization of the civil service, making it more efficient, accessible and focused on the needs of society.

     Taking into account the analysis of the current situation, international experience, vision of civil service development and basic principles, the following approaches are outlined.

5.1. Formation of a model of public service based on the principles of serviceability and customer orientation, and measures to move away from command and administrative behaviors

     Legislation in the field of public service will be radically revised. First of all, it will consolidate the tasks facing the civil service, the requirements imposed on it, and, finally, the mission and purpose of the civil service.

     Such changes will lead to a reorientation of the goals and objectives of the legislative act in the field of public service. They will not be limited to regulating purely labor relations, that is, issues of admission, passage and termination of public service. The legislative act will be based on the tasks of establishing a customer-oriented model of behavior for civil servants.

     This will be possible by consolidating in legislation a set of requirements that civil servants must follow in their professional activities.

     During the transition to a model of public service based on the principles of serviceability and customer orientation, emphasis will be placed on proactive behavior of civil servants. This approach implies the rejection of unilateral power methods, which will ensure the availability of all benefits and services provided by the state, without bureaucracy and red tape.

     One of the mandatory guidelines in the activities of the state apparatus will be the proactive provision of assistance or information about the possibility of receiving assistance necessary for the realization of citizens' rights.

     Among the requirements for the activities of civil servants, a separate place will be occupied by the issues of ensuring the availability of measures of assistance and assistance in the realization of citizens' rights arising from the activities of civil servants. Government officials should remove unjustified barriers that prevent citizens from accessing information (other than restricted information) and digital services, and ensure that places of service are accessible to all categories of citizens in accordance with the law.

     The updated legislation will provide for the possibility of transferring the rights, duties, and responsibilities of civil servants in cases of their official movements between government agencies within the time limits established by law, reinstatement, and re-entry into service after termination. In order to update the specified information about civil servants in their personal files, the corresponding functionality will be developed in the AIS "E-kyzmet".

     Within the framework of the public service model based on the principles of serviceability and customer orientation, public services will include not only individual services, but also those provided by the state in the interests of the whole society.

     The register of public services will be supplemented with socially significant services, including criteria for their definition, and public monitoring of the quality of these services will be conducted on an annual basis as part of the state social order. This will allow government agencies to build their activities based on the needs and expectations of society.

     The systems of incentives, performance evaluation and remuneration of civil servants will function, taking into account the results of the assessment of the quality of public services, as well as the quality of perception of socially significant services.

     An institute of impeccable reputation will be introduced in the civil service system, which will entail additional restrictions on appointments.

     In addition, it is planned to establish restrictions on the number of employees who carry out their activities in government agencies under an employment contract, as well as on the terms of their employment.

     As part of the implementation of the Adal Azamat idea, it is planned to take measures aimed at promoting the ideals of patriotism and professionalism among civil servants.

     Along with this, proposals will be developed to improve the rules of official ethics and the text of the oath.

     To improve the quality and efficiency of services provided to the public and legal entities, comprehensive work on de-bureaucratization will continue with the involvement of the quasi-public sector, natural monopolies and second-tier banks in this process.

5.2. Professionalization of the state apparatus based on a hybrid model of public service

5.2.1. Talent Management in public service

     To attract young people to government agencies, an institute for early professional guidance will be created, covering the school and university levels. The selection criteria for participants will include high academic achievement and active participation in public life.

     The specialties for training will be determined by the authorized body and updated.

     Graduates of the program will be able to hold initial positions in government agencies without competition.

     All processes and data on the program will be digitized to ensure the support and monitoring of participants.

5.2.2. Selection for public service

     In order to ensure the openness of the civil service, it is planned to introduce a universal competition for all candidates, including civil servants and representatives of the private sector. This will make it possible to eliminate internal contests that currently do not perform their function effectively.

The formation of a list of two suitable candidates will be ensured by the use of automated methods at the initial stages of selection, including testing for knowledge of legislation, personal qualities analysis (EQ, SQ), assessment of abilities to work with textual and numerical information, as well as IQ. These candidates will be sent to a government agency for a practical assessment within no more than three working days, with the possibility of remote training.

     This will make it possible to apply an adversarial approach at this stage, as well as evaluate the candidates' performance and professional qualities in the immediate work environment. In this regard, the institute of probation will be abolished.

     Appointment to temporary positions without competition for a period of no more than one year will allow you to quickly respond to personnel changes in a government agency and save resources.

5.2.3. Career advancement

     In order to eliminate barriers to the professionalization of civil servants, it is proposed to switch to a hybrid career model that combines vertical and horizontal development paths.

     Horizontal promotion will allow civil servants to develop within their position based on performance assessment, training, internships, and will take into account the interests of civil servants seeking to develop as experts in their field.

     Horizontal promotion will open up the possibility for civil servants to receive different grades within the same position category. The requirements for class advancement will include functional competencies supported by the results of assessment, practice-oriented training and internships, as well as the results of employee performance assessment. Having an academic degree, a PhD, a PhD, or a master's degree will free government employees from the need to undergo advanced training and internships when taking classes.

     As part of the improvement of the internal personnel transfer system, it is proposed to expand the possibilities of appointing employees from territorial divisions and departments to central government bodies, as well as for local executive bodies.

     These measures will help preserve the institutional memory and ensure the stability of the state apparatus, while increasing the possibilities of staff mobility.

5.2.4. Evaluation of civil servants' activities

     Evaluating the performance of civil servants will have a direct impact not only on vertical, but also on horizontal career advancement, which will become an important strategy for career management within the organization.

     It is planned to significantly simplify the assessment procedure, including through its full digitalization.

     In addition to the assessment of direct management, an external assessment will be conducted on a regular basis in the form of an assessment, providing the necessary information about the potential of employees.

     The assessment results will be taken into account for career advancement, both vertically and horizontally, as well as for accurately identifying skills that need improvement and creating targeted training programs.

     One of the elements of the evaluation system in the civil service and the variable part of remuneration will be the results of assessing the quality of public services, including socially significant ones.

5.2.5. Training and internship of civil servants

     The introduction of a competence framework in three main blocks - basic, functional (industry-specific), and leadership - will make it possible to purposefully organize the learning process.

     The career advancement of a civil servant should be linked to the results of training based on a competency-based approach. The competence framework of civil servants will be integrated into the E-kyzmet information system.

     Internships in the context of public service will play an important role in the professional development process. The direct impact of the internship on horizontal career advancement will significantly strengthen this institution.

     To develop professional competencies, it is planned to organize interdepartmental, interdepartmental and foreign internships.

     The training of persons appointed to the positions of heads of structural divisions and political positions for the first time will be complemented by public speaking courses.

5.2.6. Remuneration of civil servants

     The remuneration system will be synchronized with horizontal career advancement, which will ensure fair remuneration for acquired skills and knowledge.

     The rejection of the division of positions into functional blocks, which limited the salaries of employees depending on their role in the government agency, will ensure the overall involvement of employees in achieving the strategic goals of the government agency.

     The prospects for higher wages, regardless of whether there is a vacancy for a higher position due to a phased upgrade in the current position, will ensure the continuity of institutional memory in the civil service and the stability of the staff. This will expand opportunities for graduates of educational institutions and young people who are entering public service for the first time and have no work experience.

     Taking into account the existence of the relevant norm in the legislation, it is proposed to develop a mechanism for indexing salaries of civil servants. The issue of waiving bonuses in favor of quarterly bonuses will also be considered.

     Approaches to calculating the length of service of civil servants, which entitles them to set official salaries, will be unified with the procedure for determining length of service in law enforcement agencies, including accounting for the period of study in educational organizations in specialties corresponding to the functional areas of a particular government position.

     At the same time, in order to ensure a fair assessment by citizens of the activities of the state apparatus, the variable part of the remuneration of a number of civil servants should depend on the assessment of the provision of public services, including socially significant ones.

5.2.7. Hierarchy of civil servants' positions

     The revision of the criteria for distinguishing administrative and political service will help eliminate the current imbalance, when similar positions of chief of staff in central state and local executive bodies are classified into different categories. In addition, taking into account the functions performed, it is proposed to classify the positions of heads of departments of ministries, by analogy with the positions of heads of departments accountable to the Head of State, as political civil servants.

     The institute of the "A" corps will be further developed, including by expanding it to individual positions that form and ensure the implementation of policies in the relevant industry, for which appointments are made out of competition.

     These employees, taking into account their role in ensuring the implementation of state policy, may be dismissed from office no earlier than three months and no later than a year after the change of the first head of the state body.

     In addition, elected officials will be allocated to a separate category, and special conditions for their passage and termination of public service will be defined.

5.3. HR process management tools aimed at improving the performance of tasks, motivation, retention, prevention of professional burnout of civil servants, digitalization of HR processes

5.3.1. Mentoring in public service

     Mentoring of young professionals will be considered as one of the conditions for the encouragement and career advancement of the mentor himself, including horizontal.

     The possibility of attracting retirement-age employees to the positions of advisers with the possibility of extending their stay in public service for up to two years will also be considered, which will help preserve institutional memory and ensure continuity of sectoral tasks.

5.3.2. Rotation in the civil service

     In order to effectively use the potential of civil servants and prevent corruption offenses, it is planned to work on expanding the range of positions subject to rotation to the positions of deputy heads of departments of central and local government bodies, deputy mayors of cities of regional significance and districts, as well as executive and managerial categories of administrative positions of the Administration of the President of the Republic of Kazakhstan and the Office of the Government of the Republic of Kazakhstan.

     Staff mobility will also be ensured by introducing the institution of short-term secondment with a period of no more than three months.

5.3.3. Motivation system, social package and legal protection of civil servants

     As part of increasing motivation and implementing a system of social guarantees for civil servants and their family members who have moved to another region as a result of job movements, including voluntary rotation, it is planned to provide mechanisms for providing housing, places in preschool institutions and other necessary services to compensate for the possible deterioration of living conditions compared to the previous place of residence. The system of social guarantees will be expanded on a phased basis for all categories of employees.

     Taking into account the source of remuneration for civil servants, the issue of optimizing their taxable income will be worked out.

     It is also proposed to review the policy of forming and planning budget expenditures for the salary fund of government agencies, taking into account reasonable workload, and adjust the structure of the fund for the targeted allocation of funds for overtime on weekends and holidays.

At the same time, a number of civil servants will be given the opportunity to reduce their working hours while simultaneously reducing their wages at the initiative of a government agency, depending on production needs.

     In addition, it is planned to develop proposals for the implementation of corporate welfare programs for government employees and their families, including social health insurance, access to sports and recreation facilities, and psychological support.

     As an intangible motivation, support systems for self-education and self-development of civil servants will be offered, including access to online courses, libraries, mentoring programs and individual consultations, as well as additional vacation days for work experience in public service. To monitor employee engagement, it is planned to develop a methodology for anonymous research with subsequent automation of these processes.

     In addition, measures will be taken to ensure the protection of the honor and dignity of civil servants from attacks related to their professional activities.

5.3.4. Personnel Management Services

     The practical and effective implementation of legislative innovations will require a shift in emphasis in the activities of human resources services. The centralization of HR records management will free HR management services from routine tasks and focus on HR strategy, planning and forecasting.

     Personnel services will be responsible for personnel planning and forecasting as part of early career guidance in the civil service.

5.3.5. Digitalization of the civil service

     The work on its improvement will continue in the AIS "Ye-kyzmet", which will ensure the minimization of the human factor and full transparency of the selection, mentoring, training, and encouragement procedures.

     The introduction of artificial intelligence into the recruitment process will make it possible to carefully analyze candidates' personal data, apply new methods for assessing knowledge and competencies, automate interviews using virtual assistants, speed up the recruitment process, increasing its accuracy, and automatically send job notifications to potential candidates.

     Automation of the vacancy filling process will be another area of effective application of digital technologies.

     It is also planned to actively expand and apply artificial intelligence in decision-making processes and create a single ecosystem of civil servants (a single portal).

     Digitalization of the civil service, including automation of routine tasks, open access to information, the use of artificial intelligence and capacity assessment, will not only contribute to improving internal processes, but also serve as an effective tool to ensure transparency, optimize work, increase the availability and efficiency of services, and motivate employees.

5.3.6. Disciplinary liability

     The legislation will define flexible approaches and grounds for disciplinary responsibility, allowing for consideration of both mitigating and aggravating circumstances, which will ensure the protection of civil servants from unlawful punishments and stimulate their initiative.

     It is also planned to delineate the duration of disciplinary penalties, introduce a flexible system for assessing the circumstances of misconduct using legal instruments unrelated to disciplinary action, and grant government agencies the right not to impose disciplinary action if the previous penalty has not expired and there are no aggravating circumstances.

     In addition, the conditions for exemption from disciplinary liability of employees will be defined in cases where their behavior and actions were related to preventing the danger of harm to the interests of the state, citizens and organizations, and such a danger could not be eliminated by other means.

     Responsibility for the corruption of subordinates will directly depend on the political trust shown and the initiative to nominate such a candidate for a responsible position.

Section 6. Target indicators and expected results

     The full implementation of the principles, visions and approaches for the development of the civil service system in 2024-2030 laid down in the Concept will make it possible to achieve the following target indicators:

Download

No. p / p

Target indicator

Ed. ed.

The year 2024

The year is 2025

The year is 2026

The year is 2027

The year is 2028

The year is 2029

1. Formation of a model of public service based on the principles of serviceability and customer orientation

1.

The proportion of service recipients satisfied with the level of customer-oriented behavior in government agencies, according to the results of public monitoring of the quality of public services

%

70

71

72

73

74

75

2.

The proportion of ethical offenses committed by government employees

%

2

1,9

1,8

1,7

1,6

1,5

2. Professionalization of public service

3.

Number of candidates per seat

dude.

2,5

3

3,5

4

4,5

5

4.

The proportion of civil servants with academic degrees, Doctor of Philosophy (PhD), Doctor of specialty or Master's degree

%

7,5

8

8,5

9

9,5

10

5.

Percentage of civil servants who completed training and internship during the year

%

3,2

4

5

6

7

8

3. HR process management tools and their digitalization

6.

The proportion of digitized HR processes carried out exclusively in electronic form

%

25

30

35

40

45

50

7.

The proportion of civil servants satisfied with their financial situation

%

45

50

55

60

65

70

Expected results:

     1) increasing public satisfaction with the work of government employees;

     2) ensuring equal access to public service, expanding opportunities to attract representatives of the private sector to public service;

     3) creation of the institute of early professional orientation, covering the school and university levels;

     4) increasing the attractiveness of the civil service through the introduction of horizontal career advancement, increasing the interest of civil servants in acquiring new knowledge and skills;

     5) development and implementation of measures to increase satisfaction with the social package and motivation system, including non-material aspects.

     The measures to implement the Concept will be implemented in accordance with the Action Plan for the implementation of the Concept for the Development of the Civil Service of the Republic of Kazakhstan for 2024-2029 according to the annex to this Concept.

Appendix to the Concept of Development of the Civil Service of the Republic of Kazakhstan2024-2029

ACTION PLAN for the implementation of the Concept for the Development of the Civil Service of the Republic of Kazakhstan for 2024-2029

Download

№

Name of the reforms/main measures

Completion Form

Completion date

Responsible performers

1. Formation of a model of public service based on the principles of serviceability and customer orientation Target indicators:Bringing the share of service recipients satisfied with the level of customer-oriented behavior in government agencies to 75% by 2029, according to the results of public monitoring of the quality of public services; Reducing the number of ethical offenses committed by government employees to 1.5°c by 2029.

1.

Definition of the fundamentals of public service activity in legislative acts:1) developing proposals to define the mission and purpose of the civil service, as well as reorienting the goals and objectives of legislation in the field of public service, including not only regulating labor relations, but also establishing a customer-oriented model of behavior for civil servants; 2) taking measures to implement approved approaches, including:2-1) ensuring the unity of the civil service, including the possibility of transferring rights and responsibilities, as well as the responsibility of civil servants in cases of their official transfer between state bodies within the time limits established by law.;

Proposal for the Draft Law

I half of 2025I half of 2025

ADGSADGS

2-2) development of a list of duties of civil servants in order to supplement legislation in the field of public service aimed at ensuring a client-oriented model of behavior, including such as:- providing mandatory assistance or informing about the possibility of receiving assistance necessary for the realization of the rights and legitimate interests of citizens and organizations;- assessment of the results of their activities commensurate with the degree of satisfaction of citizens with them;- ensuring the accessibility of measures of assistance and assistance in the realization of the rights and legitimate interests of citizens and organizations arising from the activities of civil servants, excluding manifestations of unjustified obstacles related to overcoming territorial distances, access to places of provision of services, as well as digital services, obtaining necessary information, incurring monetary and other expenses; 2-3) the introduction of the institute of impeccable reputation, as well as the associated additional restrictions when assigning

2.

Revision of the AIS "E-kyzmet" in terms of updating information about civil servants as they move between government agencies, are reinstated in service, and re-enter service after termination.

The developed functionality in the AIS "E-kyzmet"

The second half of 2025

ADGS

3.

Supplementing the Register of Public Services with socially significant services, including:1) amendments and additions to the Rules for maintaining the Register of Public Services regarding the definition of criteria for identifying socially significant services; 2) inclusion in the Register of Public Services of socially significant services

The Register of Public Services

The second half of 2025

ICRIAP, ADGS

4.

Expected results:

     1) increasing public satisfaction with the work of government employees;

     2) ensuring equal access to public service, expanding opportunities to attract representatives of the private sector to public service;

     3) creation of the institute of early professional orientation, covering the school and university levels;

     4) increasing the attractiveness of the civil service through the introduction of horizontal career advancement, increasing the interest of civil servants in acquiring new knowledge and skills;

     5) development and implementation of measures to increase satisfaction with the social package and motivation system, including non-material aspects.

     The measures to implement the Concept will be implemented in accordance with the Action Plan for the implementation of the Concept for the Development of the Civil Service of the Republic of Kazakhstan for 2024-2029 according to the annex to this Concept.

Appendix to the Concept of Development of the Civil Service of the Republic of Kazakhstan2024-2029

ACTION PLAN for the implementation of the Concept for the Development of the Civil Service of the Republic of Kazakhstan for 2024-2029

Download

№

Name of the reforms/main measures

Completion Form

Completion date

Responsible performers

1. Formation of a model of public service based on the principles of serviceability and customer orientation Target indicators:Bringing the share of service recipients satisfied with the level of customer-oriented behavior in government agencies to 75% by 2029, according to the results of public monitoring of the quality of public services; Reducing the number of ethical offenses committed by government employees to 1.5°c by 2029.

1.

Definition of the fundamentals of public service activity in legislative acts:1) developing proposals to define the mission and purpose of the civil service, as well as reorienting the goals and objectives of legislation in the field of public service, including not only regulating labor relations, but also establishing a customer-oriented model of behavior for civil servants; 2) taking measures to implement approved approaches, including:2-1) ensuring the unity of the civil service, including the possibility of transferring rights and responsibilities, as well as the responsibility of civil servants in cases of their official transfer between state bodies within the time limits established by law.;

Proposal for the Draft Law

I half of 2025I half of 2025

ADGSADGS

2-2) development of a list of duties of civil servants in order to supplement legislation in the field of public service aimed at ensuring a client-oriented model of behavior, including such as:- providing mandatory assistance or informing about the possibility of receiving assistance necessary for the realization of the rights and legitimate interests of citizens and organizations;- assessment of the results of their activities commensurate with the degree of satisfaction of citizens with them;- ensuring accessibility of measures of assistance and assistance in the realization of the rights and legitimate interests of citizens and organizations arising from the activities of civil servants, excluding manifestations of unjustified obstacles related to overcoming territorial distance, access to places of provision of services, as well as digital services, obtaining necessary information, incurring monetary and other expenses; 2-3) the introduction of the institute of impeccable reputation, as well as the associated additional restrictions when assigning

2.

Revision of the AIS "E-kyzmet" in terms of updating information about civil servants as they move between government agencies, are reinstated in service, and re-enter service after termination.

The developed functionality in the AIS "E-kyzmet"

The second half of 2025

ADGS

3.

Supplementing the Register of Public Services with socially significant services, including:1) amendments and additions to the Rules for maintaining the Register of Public Services regarding the definition of criteria for identifying socially significant services; 2) inclusion in the Register of Public Services of socially significant services

The Register of Public Services

The second half of 2025

ICRIAP, ADGS

4.

Organization of public monitoring of the quality of socially significant services within the framework of the state social order on an annual basis

Public monitoring

annually

ADGS

5.

Elaboration of issues related to the establishment of restrictions on the number of employees working in government agencies under an employment contract, as well as the conditions of their employment

The offer in the AP

The first half of 2025

ADGS, MTSZN, MNE

6.

Development and approval of a roadmap to promote the ideals of patriotism and professionalism in public service

The road map

The first half of 2025

ADGS, MCI

7.

Improving the rules of official ethics, as well as the text of the oath in accordance with the model of public service based on the principles of service and customer orientation, as well as the values of patriotism and professionalism

Presidential Decree

The second half of 2025

ADGS-

8.

Development of proposals for further de-bureaucratization of the state apparatus

The offer in the AP

The second half of 2024

Government Staff, ADGS

2. Professionalization of the civil service Target indicators:Increasing the number of candidates for one place by 2029 to 5 people; Increasing the proportion of civil servants with an academic degree, PhD, PhD or master's degree to 10% by 2029; Increasing the proportion of civil servants who have completed training and internships to 8 by 2029%

9.

Implementation of an early professional orientation program in the civil service:1) development of proposals for the introduction of early professional orientation mechanisms in the civil service; 2) development of amendments and additions to the current legislation on admission to the civil service

Proposal for the Draft Law

First half of 2025 Second half of 2025

ADGS, EOM, MP

10.

Refinement of the functionality of the AIS "E-kyzmet" to form a single list of candidates from existing civil servants and representatives of subordinate organizations

The developed functionality in the AIS "E-kyzmet"

The second half of 2024

ADGS

11.

Endowment of the authorized body for civil service affairs with the function of coordinating the implementation of a unified information personnel system in subordinate organizations of government agencies funded from the state budget

Draft Law

The second half of 2025

ADGS, MNE

12.

Improving the system of internal personnel movements, including:1) the abolition of the internal competition for the administrative public position of corps "B"; 2) the expansion of the possibility of appointing civil servants of territorial divisions, their departments and territorial divisions of these departments, as well as for civil servants of local executive bodies in the order of transfer to central government agencies

Draft law for the President

The second half of 2025

ADGS

13.

Improving the selection system for public office:1) development of proposals on the issues of the civil service selection system; 2) pilot testing of approved approaches to centralize the initial stages of the competition and conduct the final stage of practical evaluation directly in the state body, as well as an out-of-competition procedure; 3) taking measures based on the results of the pilot testing

Proposal to the AP Pilot draft of the Law

I half of 2025 2025ii half of 2025

ADGS

14.

Introduction of a horizontal career promotion system for civil servants:1) development of proposals on issues of horizontal career advancement of a civil servant by class within the same category of position, interconnected with assessment, training and remuneration systems, as well as on improving the remuneration system, including:- determination of differentiated remuneration by class category of civil servant positions;- establishing a relationship between the variable part of remuneration and the results of assessing the quality of public services, including socially significant services;- abolishing the functional blocks of the remuneration system;- development of a mechanism for indexing salaries of civil servants;- unification of approaches to calculating the length of service of civil servants, which gives the right to set an official salary, with the procedure for determining seniority in law enforcement agencies;- refusal of bonus payments in favor of quarterly bonuses; 2) pilot testing of approved approaches; 3) taking measures based on the results of the pilot testing

Proposal to the Government Staffposition to the AP

I half of 2026I half of 2026

ADGS, MNEADGS, Government

Pilot project of the Law

2027-2028i half-year of 2029

15.

Introduction of assessment for civil servants:1) development of proposals for the assessment;

The offer in the AP

The second half of 2026

ADGS, ASU

2) pilot testing of approved approaches for the introduction of assessment, the results of which will be used for career advancement, including both vertical (promotion) and horizontal (promotion), as well as to identify skills that require improvement and the creation of targeted training programs; 3) taking measures based on the results of the pilot testing

Pilot approbationproject of the Law

2027-2028i half-year of 2029

ADGS, AGUADGS

16.

Improving the training system for civil servants:1) pilot testing of training based on the competence framework of civil servants and internships synchronized with the system of horizontal promotion; 2) introduction of new approaches to training and internships; 3) inclusion in the training of persons newly appointed to the positions of heads of structural divisions and political positions, public speaking courses

Pilot Approbationthe Government's decision

2027-2028i half-year of 2029

ADGS, AGUADGS

17.

Establishment of a hierarchy of civil servants' positions, providing for:1) allocation of elected employees to a separate category, approval of a special procedure for their passage and termination of public service; 2) revision of the criteria for distinguishing administrative and political service, as well as reforming the institution of corps "A", including determining the legal status of categories of positions appointed without a competition

Drafts of the Constitutional Law and the Law

The second half of 2025

ADGS

3. HR process management tools and their digitalization Target indicators:Bringing the share of digitized HR processes carried out exclusively in electronic form to 50% by 2029; Bringing the share of civil servants satisfied with their financial situation to 70% by 2029%

18.

Taking measures to further improve the institute of mentoring, including through the creation of mechanisms to ensure the continuity of knowledge of veterans of the civil service, as well as employees with significant experience in public service in relevant fields

Draft Law

The second half of 2025

ADGS

19.

Development of approaches to expand the range of Corps B positions subject to rotation to individual positions of central and local government bodies (categories B-2, C-2, C-O-2, D-O-2, E-1), as well as executive and managerial categories of administrative positions of the Presidential Administration Of the Republic of Kazakhstan and the Office of the Government of the Republic of Kazakhstan

The offer in the AP

The second half of 2024

ADGS, Government Office

20.

Introduction of a simplified procedure for secondment of civil servants for a period of no more than three months

Government Decree

The first half of 2027

ADGS

21.

Development of proposals to improve social guarantees for civil servants, including on:1) the introduction of a system of social guarantees for civil servants and their family members who have moved to another region as a result of job movements, including voluntary rotation; 2) working out the issue of optimizing their taxable income; 3) mandatory inclusion in the salary fund of government agencies of funds aimed at paying compensation for overtime on weekends and holidays;4) implementation of corporate welfare programs, This includes access to sports and recreation facilities, psychological support, and the development of housing support programs.

The offer in the AP

The first half of 2025

ADGS, MTSZN, MNE

22.

Development of tools for non-financial motivation of civil servants, including:1) support systems for self-education and self-development of civil servants, including access to online courses, libraries, mentoring programs and individual consultations; 2) provision of additional vacation days depending on length of service in the civil service

Draft Law

The first half of 2027

ADGS

23.

Taking measures to ensure the protection of the honor and dignity of civil servants from encroachments related to their professional activities

Draft Law

The second half of 2025

ADGS, MU

24.

Improving the activities of the personnel management services of government agencies by assigning responsibilities for personnel planning and forecasting to the personnel management services of government agencies as part of early professional orientation in the civil service

Draft Law

The second half of 2025

ADGS

25.

Taking measures to digitalize personnel management processes in the civil service by:1) the use of artificial intelligence to introduce new types of evaluation and search for candidates from various databases; 2) centralization of personnel procedures in the AIS "E-kyzmet"; 3) automation of the vacancy announcement process

The developed functionality in the AIS "E-kyzmet"

First half of 2026 Second half of 2026 First half of 2027

ADGS, ASU

26.

Improving the system of disciplinary responsibility of civil servants, including by:1) its full and comprehensive consideration, allowing for consideration of circumstances that exclude, mitigating or aggravating disciplinary liability; 2) securing the right to be limited by a previously imposed disciplinary penalty in the absence of aggravating circumstances; 3) establishing the relationship between responsibility for corruption of subordinates and the political trust placed in them; 4) reviewing the types of disciplinary liability and conditions for termination of public service by elected civil servants

Draft Law

The second half of 2025

ADGS

     Decoding abbreviations:

     AP - Administration of the President of the Republic of Kazakhstan

     ADGS - Agency of the Republic of Kazakhstan for Civil Service Affairs

     MCI - Ministry of Culture and Information of the Republic of Kazakhstan

     EOM - Ministry of Science and Higher Education of the Republic of Kazakhstan

     MNE - Ministry of National Economy of the Republic of Kazakhstan

     MP - Ministry of Education of the Republic of Kazakhstan

     Ministry of Labor and Social Protection of the Population of the Republic of Kazakhstan

     ICRIAP - Ministry of Digital Development, Innovation and Aerospace Industry of the Republic of Kazakhstan

     Ministry of Justice - Ministry of Justice of the Republic of Kazakhstan

     ASU - Academy of Public Administration under the President of the Republic of Kazakhstan

President    

Republic of Kazakhstan     

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