Amman, August 4 (Petra) Heba Al-Assis - The Public Service and Administration Authority organized, on Sunday, a consultative session on the contents of instructions to be issued under the Human Resources System for the year 2024, in cooperation with the Public Sector Modernization Program Management and Implementation Unit in the Prime Minister’s Office.
The session aimed to identify the most prominent contents in the instructions for evaluating, quantitative and objective job analysis, recruitment and appointment, the foundations of critical jobs, performance management and evaluation, and instructions for motivating exceptional performance.
The head of the authority, Sameh Al-Nasser, said that institutional development is one of the basic and important components of the human resources system, and that the next stage is pivotal and characterized by mental change in the public sector, its components and goals, and is based on studying legislation based on change and cooperation to advance the government apparatus.
Al-Nasser added that the purpose of the government agency’s existence is to serve the citizen and the recipient of the service, as the new human resources system is concerned with the level of services provided and the ease of obtaining them, indicating that the previous stage focused on the employee and raising his efficiency and functional and professional capabilities.
He stated that the new regulations express the directions of the road map for modernizing the public sector, which is being followed up with great interest by His Majesty King Abdullah II and His Highness Crown Prince Hussein bin Abdullah II, pointing to His Majesty’s directives on the need for citizens to feel the impact of administrative reform.
He said that the main purpose of this system is to move the government apparatus to an advanced stage so that it can perform its required role within the best practices in raising the level of the public sector and serving citizens.
Al-Nasser stressed that improving services, raising productivity, and working as a team requires that everyone be familiar with all the systems that have been approved, and move to an additional stage, which is moral and technical support for institutions in human resources management, and strive hard to implement all the contents of the system.
He pointed out that 8 basic instructions were sent to institutions to work within, and that operating the interactive platform will help answer inquiries about the new system and its instructions, explaining that holding interactive workshops contributes to explaining points of view and working to develop institutions in a way that returns the Jordanian administration to the position it deserves, and is reflected in its ability. In line with other countries that have witnessed significant development in their government agencies and the level of services provided.
For his part, the Executive Director of the Policy and Standards Development Department at the Authority, Dr. Bandar Abu Tayeh, gave a presentation on the most prominent contents of the human resources system and the instructions issued pursuant to it, the instructions for evaluation and quantitative and objective analysis of jobs in the public sector, attracting and appointing employees in the public sector, and the foundations for identifying critical jobs. Managing and evaluating performance, and motivating exceptional performance.
He stated that the role of the Public Service and Administration Authority lies in evaluating the behavioral, administrative and cognitive competencies of leaders and civil service employees for the purpose of attracting, appointing, promoting, training and continuing education.
He stressed that the Authority will work within a regulatory system to ensure departments’ compliance with policies, legislation, standards and foundations, in addition to providing technical and advisory support to departments in implementing policies and legislation, and developing legislation and policies in human resources, government services, organizational structures, institutional performance, governance, institutional culture, and shared services. .
Abu Tayeh explained that the mechanism for calculating the salary before the issuance of the Human Resources Management System was according to the academic qualification and specialization, but after its issuance the salary became linked to the job, its occupancy requirements and job competencies, and that the value of the salary is calculated based on the importance and relative value of the job.
He explained that the basis of human resources operations is the job description, which is the basic foundation for evaluating and pricing the job salary according to several stages, namely: job analysis, description, evaluation, and pricing.
He pointed out that appointments after the issuance of the Human Resources Management System went towards open advertising, and the competition through it will be at a rate of 55 percent in 2024, 70 percent in 2025, 80 percent in 2026, and 100 percent in 2027, explaining that the basis of appointment is competence. And merit, under annual and fixed-term contracts, full-time or part-time, and contract renewal is linked to the results of the performance evaluation.
Abu Tayeh pointed out the concept of a critical job, which is considered a job of special importance and has a major impact on the department’s ability to carry out its basic tasks, and requires the availability of specialized expertise and competencies to fill it, which if it suddenly becomes vacant or is occupied by an unsuitable person, affects the department’s ability to perform its tasks and continue to provide Its services are of the same quality.
He explained that identifying critical jobs aims to identify jobs whose filling requires rare specialized qualifications and competencies, and to manage risks associated with the critical job remaining vacant or occupied by an unsuitable person, or attracting, attracting and appointing competent and distinguished human resources, in addition to ensuring the continuity of the department’s work in performing its basic tasks efficiently. High.
He stated that to evaluate an employee's performance, several aspects must be present, including the results to be achieved, determining their relative importance, the availability of evaluation elements (competencies), and elements of excellence that include initiative in presenting creative ideas, transferring knowledge to colleagues, and carrying out volunteer activities.
He pointed out that the criteria for evaluating employee performance include completing tasks with distinction, completing them at the required level, not completing them at the required level, not completing them due to lack of skills and knowledge, or inability to complete tasks.
Abu Tayeh explained that motivating exceptional performance means that the employee performs a job or accomplishes a task in an exceptional and distinctive way, and it has a tangible impact on the department’s performance and the level of services provided, indicating that the percentage of incentives to encourage this performance is that the employee receives 150 percent of his monthly salary to estimate the completion of tasks. With distinction for two consecutive years, or receiving 100 percent of his monthly salary to grade the completion of tasks with distinction for one year, or receiving 50 percent of his monthly salary to grade the completion of tasks at the required level for one year.