In order for any public service sector to function effectively, it must first have the confidence and support of its people. Prior to the launch of the Online Recruitment System (ORS), the Georgian public had limited access to job opportunities within the civil service due to a culture of hiring practices driven by nepotism. Positions that became available within the civil service were often not disclosed, or were only advertised to a limited audience, giving preference to those who had privy to this information.
Furthermore, under the previous Law of Georgia on Civil Service, temporary appointments were allowed without any requirement for a competitive selection process. As a result, vacancies were often filled by circumventing the crucial process of competitive selection. These positions could also be held for an undefined period of time, allowing for employees to stagnate in an environment that did not value competition. This environment nurtured a culture of favouritism, where employees could seek to further their careers based on factors other than their professional achievements.
Not only did this preferential hiring system promote corruption in terms of the recruitment of family and friends within the civil service, but the on-going effect left the greater public uninvolved and disheartened with regards to the biased competition process and the public service sector as a whole. In an employment market that was saturated by qualified professionals, the available job pool within the civil service was made even smaller by lack of advertisement of upcoming jobs, limiting the influx of fresh ideas into the civil service and adding to Georgia’s unemployment issues.
From a recruitment perspective, the paper based system was difficult to control, as HR managers had difficulty searching through resumes to find appropriate candidates for vacant positions. Within this system there did not exist an effective way in which to filter and refine the applications received.
The previous paper based system was also overly laborious and time consuming for both job seekers and employers. The process of application was made difficult by insufficient and cursory details provided in advertisements as well as a lengthy process of gathering and delivering the required documents for each application. There was also a lack of a centralised and online tool available for HR managers in the civil service, a system needed to facilitate the selection process.
This system was not sustainable for the Georgian civil service, whose primary goal was to meet the needs of its people. In order to tackle the inherent corruption present a new system needed to be implemented that would create fair and unbiased access to employment opportunities with the goal of attracting and retaining talented and qualified professionals.