| 4. In which ways is the initiative creative and innovative?
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The CSC was established for improved organization and management of the CS, the introduction of an single state policy for public service, and to administer recruitment to CS based on competition and transparency.
The Commission‘s activity focuses on youth involvement in the CS, the codification of CS laws, the development of CS strategy, the establishment of a training centre for civil servants, and the development of a national training strategy as well as establishment the rules of assessment of civil servants functions, development the Commission's Web Portal, and the development and expansion of e-services rendered by the Commission.
December 2006 –beginning of establishment of the test bank for recruitment competition and preparation of job descriptions;
January 2007– criteria for evaluation of candidates during the interview defined;
February 2007 – standard announcement form for recruitment competitions developed;
February-June 2007 – first competition on civil service recruitment was held;
October 2007 – reserve staff formation started;
November 2007 – beginning of video recording of interviews for recruitment;
December 2007 – automatized announcement generator for filling vacancies;
March 2007 – centralized data base on civil service positions developed;
February 2008 – the first interview was conducted;
January – February 2008 – 19 prior training themes were defined in the result of a survey carried out among the civil servants of central executive state agencies;
April 2008 – the first training for the civil servants on the theme “Ethic conduct rules and service performance appraisal” was held together with the Council of Europe within the framework of the project “Support to the Anti-corruption Strategy of Azerbaijan” (AZPAC);
May 2008 – the first “HR management” training course for the heads of HR departments of state bodies was held abroad together with the German Technical Cooperation (GTZ);
September 2008 – general requirements for filling vacancies were approved;
October 2008 – new model of general and internal interview for filling administrative positions was included into the legislation;
2008 – for the first time training for local executive power bodies and local and regional divisions of the central executive power bodies were held in all regions. Trainings were organized under the Project Document on “Good Governance through Civil Service Reform: Implementing MDG 9 (draft SPPRSD 2006-2015)” between Commission and UNDP.
January 2009 – establishment of an appeal commission for investigation of complaints of persons dissatisfied with results of the tests and interviews;
June 2009 – the CSC was assigned to conduct the test examinations for recruitment in state bodies, carry out evaluation and determine passing scores for administrative positions;
June 2009 - passing score in the test examination for the 6th - 7th classification of administrative positions lowered from 80% out of 100% to 75%, and for the 8th – 9th classification of administrative position from 80% out of 100% to 70%.
September 2009 – general requirements of holding of vacant position providing for general requirements on education, working experience and required minimal skills were adopted.
February 2010 – for the first time, vacancies in judicial bodies were announced for a competition; interview programs were prepared for better self-preparation of candidates and placed on the CSC’s web site;
April 2010 – test examination was conducted by the CSC for the first time using computer. During the test exam, the candidates’ general knowledge, including logical thinking and knowledge on Azerbaijan‘s history, geography, culture and contemporary international relations was tested;
May 2010 – independent experts were started to be involved in interviews as interviewer in order to ensure interviews are carried out in a more objective and transparent way;
May 2011 – for the first time candidates have been registered fully online.
2012 – Codification of CS legislation has been started.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The solution was contributed and implemented by the CSC. The CSC was founded in 2005. Today it may be considered the driver of change for the reform of the CS in Azerbaijan. One of its concrete aims is to contribute to good governance by improving the basics for transparent and citizen-oriented practices in Azerbaijan's civil service.
In September 2001 two decrees of the President were published: "On approval of the Rules on preparation and adoption of test samples for test examinations holding for recruitment to the civil service in state bodies" and "On approval of the Rules of the recruitment to the civil service in state bodies by means of competition". The solution described was actively supported by the Presidential Administration as it was one central element in the implementation of the decrees.
NGOs have accompanied the establishment of the e-recruitment system and they have the right to participate in the interviews with the candidates as observers to monitor the compliance of rules and regulations since 2007, and as interviewers to participate directly in comprehensive assessment of candidates’ potentials, knowledge and abilities since November 2012. This, in fact, is a very specific feature of the new recruitment system.
The CSC partially drew on international cooperation projects, notably as supported by the European Union and the Federal Republic of Germany and UNDP, to implement the solution.
Germany supported the initiative through the GIZ (Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH - German International Cooperation) project “Reform of the Civil Service” which run from August 2009 –June 2013. GIZ provided technical and organizational advice through long-term and short-term national and international consultants. The approach focused on capacity development with an emphasis on developing human resources and promoting cooperation – through training measures and fact-finding visits – and on the organisation of specialist international events.
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| 6. How was the strategy implemented and what resources were mobilized?
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First of all, study visits were organized for 10 employees of the CSC to see experience of other countries (the Canada, Estonia, France, Ireland, Netherlands, United Kingdom etc.). Based on gained experience, processes were revised, some changes were made in order to achieve maximal level of transparency as in the testing as interviewing.
In order to qualify the HR staff for conducting job interviews they received on-the-job short-term trainings which were delivered by foreign experts – professionals in this field.
Regarding the technical facilities, to be able to conduct the testing, computers (130 computers and 6 servers) had to be procured for three testing rooms Special software for the testing had to be developed which was adjusted to the specific requirements of the recruitment procedure in Azerbaijan. Furthermore, systems which function as test generator and test converter had to be created. A recent development is that the CSC is able to provide on-line application for vacancies. This saves time and budget of both candidates and CSC. Only those candidates who successfully passed the testing have to submit copies of documents (diplomas, health certificate, etc.).
Some resources for technical assistance and equipment could be mobilized through international cooperation projects, notably as supported by the European Union and the Federal Republic of Germany and UNDP.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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There are several outputs that contributed to the success of the initiative. All this outputs are connected with the openness and transparency in the recruitment process. Here we show five of them.
Firstly, detailed information about the vacancies such as position title, classification, wage, working address, service functions, requirements, etc. is placed in the announcement. Indication of such information in announcements gives a citizen an opportunity to choose a position according to his\her knowledge, abilities and interests by analyzing vacant position requirements and terms.
Secondly, testing bank and list of used sources as well as interview programs are placed in the website of Commission along with advertisement. This allows candidates to prepare for testing and interview gives sufficient time; also, this gives all candidates equal opportunity and serves to the provision of transparency.
Thirdly, test exam are taken on computer and each candidate gets its score immediately before leaving the testing room. They are allowed to check their right and wrong answers behind the computer.
Fourthly, there is video recording and presence of observers (representatives of international organization, mass media and NGOs) during interview. In order to increase objectivity and transparency in interviews the independent specialists (among high qualified university teachers, researchers and representatives of NGOs) were involved to interview process as an interviewer.
Finally, there was established an appeal commission for urgent respond to applications of candidates being unsatisfied with interview results and its comprehensive consideration thereto. An appeal commission considers application of a candidate with his/her participation and takes relevant decision.
Now everyone can follow the testing process live entering into the website of the CSC.
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| 8. What were the most successful outputs and why was the initiative effective?
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Regular focus grup discussions and surveys among stakeholders (candidates, civil servants, state bodies, interviewers, citizens and NGOs) are conducted. Software on recruitment process has analytical tools which gives an opportunity to analyse all states of recruitment process (identification of vacancies, development of job descriptions and requirements, announcements, testing, interview and appointment, reserve staff. CSC conducts comparative study of all competetions on different aspects (general, gender, age, education level and directions etc.) and developes and applies policies on eliminating shortcomings. CSC also has online platform where citizens share their opinion on civil service issues, including recruitment process. Taking into account the results of surveys, statistical information and proposals by stakeholders, CSC works on improvement of recruitment system.
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| 9. What were the main obstacles encountered and how were they overcome?
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One of the great obstacles which had to be overcome was the very low trust which citizens had into the transparency and fairness of the civil service recruitment process. Some citizens even did not know that such process existed. In order to make the civil service attractive for qualified applicants this trust had to be earned through a transparent, continuous and reliable recruitment process. Therefore, awareness raising campaigns were organized, e.g. meetings with students, participation in trade fairs in Azerbaijan, etc. Survey polls were created on the website of the CSC to animate people to participate in the processes.
From the recipient side, among many state bodies there was also great skepticism that the recruiting through the CSC would result in a good selection of candidates. In the beginning the institutions were very hesitant to give up their former independent recruitment procedures. Their doubts and wish to cling to old behaviors had to be overcome as well. The support of the Presidential Administration as well as the proven quality of the selection results helped to gain the support the state institutions. Today, more than 120 state bodies fill their vacancies through the CSC.
Another obstacle was the fact that the legislation in the field of civil service, while adopted, was not implemented at a desired level. So, trainings were delivered for representatives of state bodies on HRM, legislation, etc.
Setting up their own requirements on education, working experience and required minimal skills for holding positions state agencies put obstacles in the way of graduating students. Relevant actions were undertaken to determine general requirements for citizens willing to apply to vacant positions in civil service. The obstacle was removed by a General Requirements of holding of vacant positions which was approved by decision of the Cabinet of Ministers
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