How does lifelong learning work
in the Hungarian civil service?
Éva Perger
ECOSTAT Hungary
‘The European Public Service faced with the challenges of globalisation
and European integration: the role of lifelong learning’
CESI-Europe Academy
(Malmö, 28-30 October, 2009)
Scheme of presentation
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The Hungarian civil service
Challenges for the Hungarian public sector
Does the legal background stimulate civil servants
to improve their competences?
Further training system for civil servants
Results and problems
Hungarian civil service in a wilder context of the lifelong learning concept
Conclusions
Background information
Population of Hungary: approx 10 million
Four special categories in the public sector:
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public employees: 530.000 – 540.000
civil servants: 90.000 – 100.000
in service of the armed forces: 70.000 – 75.000
employees of the courts, prosecutor offices: 10.000 –
11.000
The Hungarian civil service
 Civil Service Act (CSA) 1992 – basically a carrier system
2001 - pay-system reform - attractiveness
2007 - more elements of a position-based system – flexibility
 competition based recruitment („competition” exam is mandatory)
 appointment for indefinite period (except for special tasks and higher rank
positions in the central administration)
 promotions with categories depending on qualification and on length of
service (except honorary titles and professional advisers)
 remuneration based on the salary scale by the different promotion
categories (honorary titles and executive positions - higher payroll degree,
alteration +30 /- 20% degree on the base of professional performance)
 merit-rating (for promotion), „new” performance assessment on central
level (bonus),
 fundamentally decentralised personnel management (but centrally
regulated performance evaluation, semi-decentralized training system and
partly centrally launched recruitment for leading positions in central
administration)
Challenges for the Hungarian
public sector
Challenges for every member state:
 globalization
 new technologies
 European integration
 new market trends (crises, budgetary burdens etc.)
Extra challenges for new-comers:
 building up the institutions and mechanism of a market orientated
democracy
 management of the EU accession process
 proper implementation of the Union Law,
 adaptation to the European Administration Space
 capability for the effective use of EU Structural and Cohesion Funds
Effects
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modernization of public administration has become
a permanent process
recently emphasis is on the effectiveness of the
public sector
recent measures more directly aim the civil service
itself (amendment of the Civil Service regulation, a
drastic organization transforming and staff
reduction programme etc.)
improvement of the quality of the human resources
must be a main goal
Legal background
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Education is a right of each civil servant (“contract on education”,
guaranteed free-time), entitlement for 30 hours of further training in 4
years
Learning is also a duty (continuous maintenance and enhancement of
professional competences, mandatory training programs, for managers –
once a year)
Further training is mostly financed by the state budget
The employer is obliged to insure the participation - free-time for the
courses with pay
Moving to a higher grade is possible if civil servant pass the exam as
required (qualifying examination) and meet the other conditions set by
the supervisor (who met the requirements before the end of the waiting
time receives the minimum pay of the next grade.
Possible extra allowance for higher degree of qualification than required
New performance assessment system – a tool for stimulation to develop
competences
Further training for civil servants
 Operates under central guidance and with central assistance
 Responsible: Minister of the Prime Minister’s Office
 Distinguished role of Centre for Human Resource Services
(till 2007 HIPA - coordination, consultancy, methodology, tendering and
administration of training programs and trainers, prepares and organizes
„central programs” on high priority areas)
 Planning system:
- Medium term plan on government level - gov. decision
(general principles and guide-lines, the main goals and priorities)
- Annual plans on the level of ministries, central offices, territorial
administration offices
(mandatory and optional central programs and qualified programs of the private
companies, participation in education, and in special programs for managers)
- Annual action plan on „local” level of separate central organs
(concrete concrete names and time-schedules)
Training assistance from the EU
 2004-2006 – OP for Regional Development
project of 13,2 million euro supporting the human capacity-building of the
local administration
 2007-2013 - State Reform OP
priority axes: improvement of skills and competencies which facilitate the
modernization of public administration (special attention to training for
managers, training on new performance assessment)
The new project-management logic has been
successfully integrated to the general national system
based on medium term and annual plans
Results
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established legal and institutional framework
basically ensured financing from state budget and
from EU Funds
EU related issues are mostly involved in the general
training system
more and more programs for developing skills and
practical knowledge
development in training methods
high number of participants
Problems
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due to high turnover and staff reduction individuals do not use
the acquired knowledge or competence level in the civil sector.
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training system is still not really based on a complex HR strategy
either on central or on organization level
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the carrier and the position-based elements of the HR system are
not totally harmonized
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the planning mechanism is not always able to find a good method
which balances “top – bottom” and “bottom – up” approach.
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flexible forms of training and special courses mainly based on
personal needs and real continuity for the individuals are still
missing
financial problems - serious deficit and dept, one third of the
ÁROP budget has been rearranged to another OP
...in a wilder context of the lifelong learning concept
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working arrangements do not really facilitate learning (no part-time or
telework, flexible working time is rarely used)
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time for preparation or for individual learning is not included in the
working process
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overtime is usual and without pay
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in the circumstances of a relatively high level of unemployment and due
to the more flexible regulation for dismissal civil servants are not always
able to benefit from their rights
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high percentage of female civil servants (more than 70 %) but there are
no special possible working arrangements available for women.
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unfavourable age-structure (few servants in the middle of their careers)
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few possibilities to individuals for informal learning, no such special
forms of training as exchanges with other organization, counselling and
guidance services, workshops, conferences, experience-sharing,
Conclusions
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Training is more and more considered as one of the most effective
instruments for developing civil service but there would be a need to
handle the new challenges in the wilder context of the life-long
learning concept.
Because of the unfavourable economic and labour market situation, the
limits of the state budget and the unconsistent and relatively inflexible
regulation of the civil service there is a little hope to link the further
training system for civil servants with a life-long learning policy
Reality:
- better harmonization of the demands of the individuals, and the
employers
- new methods and forms of training, enhancement informal learning
possibilities.
- more attention to that services which can help individual learning or
other not “training-course like” possibilities.