1

Decentralisation and Reorganisation of the Croatian Employment Services (CES)

EuropeAid/119446/C/SV/HR

Croatian Employment Service

Human Resources Strategy

2007 - 2009

Dumitru Sorin Dumitru

ABU Consultants

Zagreb, November 2006

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
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Human Resources Strategy 2007-2009

Foreword

CES is a dynamic organisation and they must change in order to respond to the needs of their
operating environment.
Therefore, if the CES is to realise its published vision, it must have in place a Human Resources
Strategy that is comprehensive and forward looking.
Such a strategy must address all of the elements of the human resources function. It must create the
conditions in which excellence and dedication will be recognised and rewarded; it must place high
value on rare skills; it must establish a neutral working environment in which each member of staff is
respected, irrespective of gender, age, education, it must help staff to meet the challenges of change
through tailored staff development programmes.
The Human Resources Strategy that is set out in the following pages has been developed
with this in mind. It recognises that employment service is about people, about staff and the wider
community.
The Human Resources Strategy does not and cannot exist in isolation. It is part of an integrated
approach to the management and governance of the CES, and it is informed by and is irrevocably
linked with the strategic approach and policies that govern all the other areas of activity.

Introduction

The Human Resource Strategy is founded on the premise that CES staff are the most important and
valuable asset and that their appointment, development, participation, motivation, promotion, reward
and welfare are critical to the success of the CES.
The CES, through its strategic vision and leadership, will follow the HR values:
 providing outstanding services by recruiting and developing high-quality staff;
 valuing its staff for their knowledge, skills, talents, service orientation, flexibility, commitment
and creativity;
 treating its staff with fairness, respect and dignity at all times.

The CES's HR Strategy needs to be at the heart of its future development and should integrate fully
with CES’s Mission and Corporate Strategy. To this end, the CES will focus on attracting and retaining
high-quality staff, who will be part of an organisation in which the sharing of information and a
consultative management approach will characterise the environment in which staff will be expected
to work and communicate.

Process

The document is based on earlier drafted organisational review report and my interviews with
representatives of the management team of RO and CES. This document should be correlated with the
early organizational review report actually this document come to complete the first one.
In devoloping the H.R. Strategy an initial analysis of baseline data was undertaken which can
subsequently be used to measure future progress. I recognise that more analysis needs to be

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 3

undertaken in certain areas and has built this into its identified targets where appropriate. Also because
of the time constraints and budget issue it was not possible to form a group/task force for HR strategy.
Organisational Development

CES should commit to encourage and enable staff to realise their potential through the provision of
opportunities for all staff to gain valuable skills, knowledge and experience which will enhance their
contribution towards the achievement of the CES’s wider organisational aims as well as supporting
their own career progression. The CES recognises the need to prepare all staff for current and future
change and to promote the need to invest in the continuous professional development of all staff. This
will be achieved through a combination of opportunities offered locally and from the centre.
The CES will also seek to embed equality and diversity training in all corporate staff development
provision, including leadership development, induction, appraisal and performance management. All
new staff will continue to receive equality and diversity awareness training as part of their Induction
and specific equal opportunities awareness training will be offered for front-line staff in response to
demand from specific service areas.

CES Expectations from the Staff

 Accept new responsibilities and participate in activities aimed at making systems more efficient
and processes more streamlined, effective and valuable.
 Participate in developmental opportunities in order to maintain and improve one’s skills,
competences and knowledge in line with the needs of the CES and the wider sector.

Some lessons to be learnt

The process of developing an explicit HR Strategy has a period of learning.

In this sense there should be a recognition on:
 The importance of seeing the HR Strategy as organic and developing and identified the
potential benefits of reviewing it annually.
 The need for the HR Strategy to be coherent both in terms of internal consistency of actions
taken but also in terms of the support the Strategy offered to the achievement of overall CES
Strategic goals.
 The benefits to be gained from the identification of the major themes evident in the Strategy.
 The importance of an effective infrastructure, in terms of data and evidence on which to base
policy development, and in terms of effective structures and staffing arrangements to provide
the capability to ensure delivery.

Constraints and challenges

In terms of developing a HR Strategy and related HR policies, CES can only do so within the concept
of a unified civil service, where pay and conditions are determined centrally, where recruitment is
carried out largely at central level and where certain HR procedures are determined for the civil
service as a whole.

Performance indicators and review/monitoring

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official opinion of the European Union.
 4

The extent to which the range of actions identified in the HR Strategy are implemented will be an
important measure of performance. In addition, performance indicators for individual HR areas will be
identified as these areas are developed in accordance with the HR Strategy. Staff attitudes, a key
indicator of performance, will also be monitored as part of the ongoing evaluation and monitoring of
the strategy and action plan and will be reported. In terms of the development of individual HR policy
areas e.g. flexibility, promotion etc, staff will be given further opportunities to contribute views as part
of an partnership process.

Critical success factors

There are a number of factors which will play a critical role in the CES's ability to successfully
implement the HR Strategy. These include:
 Commitment/leadership of some managers on HR issues
 Effective relationships between line managers and job-holders, including in relation to
performance management
 Staff contribution, both collectively and individually
 Good internal communications
 Supportive organizational relations climate
 Availability of staff resources to drive and input to implementation/policy development
process.

Links to other CES’s strategies

The H.R. Strategy forms part of the CES’s Strategic Plan and helps the CES to achieve the business
objectives identified within it. As the Strategic Plan is currently being in the finalizing process, the
HR Strategy will be integrated within the finalised version as it will be. Other strategies also form the
strategic plan, ie the Marketing Strategy. Therefore the H.R. Strategy cannot be viewed in isolation as
it aims to support the H.R. activities from all these interlinked strategies. A CES Task Force
Development Strategy is now developing and its key elements will be incorporated into the H.R.
Strategy. The Human Resources Department will monitor and evaluate the H.R strategy and ensure
that it links to the overall mission of the CES and its strategic plan.

Drivers for Change

The CES faces many pressures, both external and internal. Financial pressure is a constant feature. In
the production of its Strategic Plan the CES has analysed such external and internal pressures together
with the opportunities available and the existing strengths of the CES upon which to capitalise. The
CES will need to develop a risk management procedure which develops the processes to assess the
risks and opportunities associated with new and/or existing initiatives. This will form part of the
strategic planning process.

Implementation, monitoring, evaluation and reviewing

The Human Resource Strategy will be reviewed in the light of the good practice guidelines.
Furthermore, it will be reviewed annually in the light of other changes, both internal and external to
the CES.

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 5

Each target identified in the strategy need to have an identified responsible to take responsibility for
the implementation of the target. Each target has an individual implementation plan with timescales,
which can be monitored. An H.R Strategy should be formed in order to meet regularly to review
progress. This group will ask for reports on progress from the individuals with lead responsibility for
each target. The H R strategy group will review whether the performance indicators established for
each target have been achieved within the agreed timescale.
The HR strategy will be available to all staff and will be published on the website. There will be
ongoing consultation with the Trades Unions regarding the implementation of the Strategy.

Human Resources Management in the CES

Croatian Employment Service functions on three levels: Central Office, Regional Offices and Local
Offices.

Central Office Regional Offices Local Offices

o First level in the structure
of   the   CES   (See   the
structure in Annex)
o Is in charge for creating a
unique   methodology   for
a   professional   and
operational
implementation   of   the
procedures from the field
of the CES activities
o Implements   and   designs
national   employment
policy.  (See   the   structure   in
o Central   Office   provides
guidelines   for   the   work
in   the   Regional   and
Local Offices through its
logistical   support   from
all the activities, such as:
vocational   guidance,   job
mediation,   information,
publishing,   analysis   and
data   processing,   legal,
personnel   and   financial
o Second   level   within   the o Third   level   in   this
CES   structure   are   22 structure   are   94  Local
Regional   Offices  in   20 Offices 
counties,   and   there   are o CES   priority   aims   and
two   offices   in   two functions   are   achieved
counties.  by   their   presence   and
o The structure of regional activity   throughout
offices are different, and Croatia. 
depend   on   area   they
cover   and   coverage   of
business.   In   Zagreb,
Split,   Osijek   and   Rijeka
Annex)  regional   offices
there are departments for
preparation   for
employment,   department
for   active   policy,
department   for
professional   orientation
and   education,
department   for   analytics
and   statistics,   IT
department,   department

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official opinion of the European Union.
 6

administration and other.  of   financing   and

accountancy.
o Other regional offices in
their  structure  also  have
some   of   those
departments.
o Perform professional and
work  activities  from  the
CES   priority   functions,
as   well   as   provide
support   for   them   via
monitoring   and   analysis
of employment trends, in
other   words   of
unemployment   in   their
counties. 

HR services and activities

HR function is under Legal affairs, personnel and general administration sector. The Personnel and
general administration Department currently provides the following services:
 Planning and organising of human resources
 Activities related to employment and to dismissal of working contracts
 Monitors and developes procedures related to human potentials at Croatian Employment
Service
 Recommendation of strategy, policy, procedure and standards for human resources
management
 Activities related to housing and business funds of Croatian Employment Service, and
activities related to property insurance
 Investment activities and investment maintenance of Croatian Employment Service business
fund
 Implementation of fire protection measures and of labour protection measures
 Activities related to utilization of working time, vacations, payed and unpayed leave
 Activities of transcription, duplication
 Activities related to preparation and shipping of packages…
 Conducts and implements projects in cooperation with other structural units within Croatian
Employment Service

Under the new systematization project it was established the Development and employee education
department:

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official opinion of the European Union.
 7

 planing, organising and developing improvements of skills and professional knowlege of

employees on intermediation jobs
 coordinating working processes in regional offices
 initating improvements of working processes – customer care
 organising and conducting education in regional officess
 analysing skills and professional knowlege of employees on intermediation jobs
 Conducts and implements projects in cooperation with other structural units within Croatian
Employment Service and with other relevant institutions.

SWOT on CES human resources

Weaknesses  Strong points:

 Dimensioning the number of personnel is not accordingly  New   added   experience   and   expertise,

to   the   number   of   served   clients   /   service   beneficiary’s increasing   continually   by   different   practices
ratio (registered unemployed persons, persons seeking for and experiences from EU PES, received from
a job, employers)   different EU TA Projects;
 Fort certain type (areas) of activities there is not enough    System   with   coefficients   of   complexity   of
specialized   personnel   yet.   (It   has   a  limited   capacity   to work put in place
elaborate analysis and prognosis regarding the long and  Data base with overview of employees
medium  term  labor  market,  The services  offered focus
primarily on the unemployed persons, disfavoring those
offered for the employers.)
 The   unequal   and   insufficient   training   of   the   own
personnel   regarding   the   implementation   of   the   specific
requests that are part of the European Integration process.
 Job descriptions not enough developed: no job objectives,
not   enough   information   about   operational   area,   key
competences and knowledge. The information regarding
job descriptions and job classification are on the word
format on paper and are difficult to update
 No individual action learning plan.
 Not   well   developed   staff   assessment   instruments   and
methodology.
 Lack of personnel for ALMP
 Lack of personnel for services related to employers
 Lack of consistency and in the planning and
organizational process
 Low monitoring the organizational structure at the
regional level

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 8

 The file of the candidates is analysed in relation to a

position not in the relation with several vacancies if the
necessary conditions are met
 Inconsistent implementation of the evaluation procedure.
 Low monitoring of contestations, grievances and
misconducts
 Low usage of timesheets
 The impossibility of visualizing the consolidated reports
Opportunities  Threats

 The   newly   tasks   for   some   departments   and   functions  Insufficient motivation of the personnel.

related   to   human   resources   issues   added   based   on   the  Personnel fluctuation.
systematization project.

CES staff

The staff of CES and of ROs is the most valuable resource of the organisations. A large majority of
staff  is  employed  at regional  offices  headquarters.  On 31.12.2005. in CES  was  1.189 employees.
40,1% of CES’s employees work in four regional offices (Zagreb – 175, Split – 137, Rijeka – 81,
Osijek – 84).

It is known that they face a difficult profession. In hard times of change management they have to
render high amount of engagement, professionalism and dedication by considerably low current salary
structure of the civil service. Weakness in this area, which is generalised in the public administration,
stems from difficulties in recruitment, due to low salaries. Therefore it is advisable to enlarge their
own professional capacity by involving them in specific training programmes.
However, the number of posts attributed to each department seems to be sufficient for the time being.
More than half of staff are devoted to managing services activities.  
The Croatian Employment Service has following educational profiles: 
o 47.5 per cent with university and post­graduate degree, 
o 18.2 per cent with non­university degree, 
o 28.1 per cent with secondary school background,
o 6.2 per cent are highly skilled and skilled workers and those with primary school background. 

I didn’t  see that the costs related to operational expenditures of the CES (including regional and local
offices) should be limited to a maximum of x % of the Unemployment Fund or something similar. 

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official opinion of the European Union.
 9

This limitation as a result of this financial constraint,  can have some problem in planning the number
of staff, but in the same time can keep control on efficiency and effectiveness in the absence of a
business plan. 

The majority of staff in the county agencies is in occasional (or even regular) contact with jobseekers,
they provide usually additional services (or aspects of services). Taking into account the staff whose
main job it is to provide services to jobseekers, the number of unemployed per counsellor is often
much higher than the average of registered unemployed per staff member in modern PES (180). In the
regions that were visited in preparation of the Monograph in December 2002, the estimated rate of
unemployed per job counsellor ranged from 497 (Varazdin) to 591 (in Zagreb). 

Tasks  and responsibilities  of staff employed  with Regional Offices  are easily identifiable  through

organisation charts, specialisation. It is evident that in the some small local offices with only few
people employed, these are generalists, delivering only basic services. In the larger regional offices,
specialisation by activity, target group, market side or by other pattern is in a way solved. However,
these   specialisations   were   not   difficult   to   be   identified   special   because   of   the   Systematisation   of
working positions  with coefficients of complexity of work.  

Total staff in Regional Offices Zagreb, Rijeka, Split and Osijek

200
150
100
50
0
Zagreb Rijeka Split Osijek Average number
of staff in RO
(all except Za,
Ri, Sp, Os)

Level of specialization for Mediation and Preparation for Employment Division of RO Za, Ri,
Sp, Os

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official opinion of the European Union.
 10

Head of division for Em ploym ent

30
25 Higher expert advisor
20
15 Expert advisor

10
Assistant for em ploym ent
5
0 Head of division for adm inistration
Zagreb Rijeka Split Osijek and com m unication
Adm inistrative officer

Good   structure   in   the   specialization   level   for   Zagreb   but   not   to   good   for   Ri   and   Os   for   the   Mediation
Department. 

The ratio between the staff for mediation and staff for the work with
emplolyers

Total staff for the w ork w ith

100
em ployers
80
Total staff for Mediation and
60
Employment Division
40
Total staff involved in APE
20
0
Zagreb Rijeka Split Osijek Total staff in Analytical, Statistical
Department

Level of specialization for Work with Employer Division of RO Za, Ri, Sp, Os

2
Head of division for the w ork w ith
1.5 em ployers
Higher expert advisor
1
Expert advisor
0.5
Administrative officer
0
Zagreb Rijeka Split Osijek

Level of specialization for Active Policy for Employment Division of RO Za, Ri, Sp, Os

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official opinion of the European Union.
 11

3
2.5
2 Head of division for APE
1.5 Higher expert advisor
1 Expert advisor

0.5 Administrative officer

0
Zagreb Rijeka Split Osijek

Level of specialization for Analytical, Statistical Department of RO Za, Ri, Sp, Os

2 Head of division for Analytical and

Statistical Department
1.5
Higher expert advisor
1
Expert advisor
0.5

0 Administrative officer
Zagreb Rijeka Split Osijek

Human Resources in RO s (all except Zagreb, Rijeka, Split and Osijek)

Total staff in regional ofiices (all except Zagreb, Rijeka, Split and Osijek)
60
50
40
30 Total staff in RO
(all except Za,
20 Ri, Sp and Os)

10
0
BJ ČK DU GS KA KR KŽ KT PŽ PU SI SB ŠI VŽ VK VT VU ZD

The average staff per all 18 regional offices is 38.

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 12

Staff structure in regional offices (all except Zagreb, Rijeka, Split and
3%
9% Osijek)
Department for Mediation and Preparation for
Employment
Division for Development and Education of CES
Employees
Division for Active Policy of Employment
23% 47%
Division for Professional Guidance and
Education
Analytical, Statistical and Information
Department
6% Department for Legal Matters, Human
Resources and General Business
7%
4% 1% Department for Finances and Accounting

Department for Implementation of Internat.

Projects

We can observe a small percentage of people special in some key areas like: Division for active policy
of employment, Analytical, Statistical and Information Department and of course in the Departement 
for Mediation. The administrative staff percentage is quite high in report with the percentage of those  
who are in charge with service delivery. Not too many persons and specialists that are in charge with 
internal HR development.

Number Working positions for Department of Mediation and Preparation for Employment per
each RO(all except Za, Ri, Sp, Os)

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official opinion of the European Union.
 13

ZD

VU

VT

VK

VŽ

ŠI
Administrative officer

SB
Head of Division for administration -
communication III kind
SI
Head of Division for administration -
communication
PU
Assistant for employment
PŽ
Expert advisor for employment
KT
Higher expert advisor for employment
KŽ
Head of Department for Mediation and
KR Preparation for Employment

KA

GS

DU

ČK

BJ

0 2 4 6 8 10 12 14

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official opinion of the European Union.
 14

Working positions for Department of Mediation and Preparation for Employment in

RO(all except Za, Ri, Sp, Os)
Head of Department for Mediation and
13% 6% Preparation for Employment
2% Higher expert advisor for employment
4% 19%
Expert advisor for employment

Assistant for employment

Head of Division for administration -

communication
25% Head of Division for administration -
communication III kind
31%
Administrative officer

We can observe a good structure of specialists  for this department taking in consideration the 
experience and the degree of the specialization.
Working positions for ALMP Divisions
Head of Division for Active Policy
8% of Employment
8%
Higher expert advisor for
employment
45%
Expert advisor for employment

Assistant for employment

35%
Administrative officer
4%

Not too many experts or high level of specialization.

Level of specialization for ALMP Division of RO (all except Za, Ri, Sp, Os)

0.8 Head of division for APE

0.6 Higher expert advisor
0.4 Expert advisor
Administrative officer
0.2
Assistant
0
Bj Ck Du Gs Ka Kr Kz Kt Pz Pu Si Sb Si Vz Vk Vt Vu Zd

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official opinion of the European Union.
 15

From the table above we can observ that there is a real problem regarding human resources for ALMP 
in RO with a small dimension. Six of the RO doesn’t have head of division (BJ, CK, GS, PZ, VZ, VT) 
and also more than half of RO have only one person in charge with the ALMP implementation. In fact 
a conclusion can appear , that they are much more focused on mediation and preparation for 
employment  than on ALMP.

Level of specialization for Analytical, Statistical and Information Department of RO (all except
Za, Ri, Sp, Os)

0.8 Head of division for APE

0.6 Higher expert advisor
0.4 Expert advisor
Information officer
0.2
Assistant
0
Bj Ck Du Gs Ka Kr Kz Kt Pz Pu Si Sb Si Vz Vk Vt Vu Zd

And here in the above table we can observ the limited number of staff, but a good thing is that all the 
offices has in place head of department. But the structure for the level of specialization show some 
gaps for some RO(KR, SI, ZD)  they have to many high qualified persons and not too many for low 
level of execution. 

Ratio between employees working on Department for Legal Matters, HR and

General Business and total employees

60
54 Department for
50 49 Legal Matters,
47
43 44 42 43 44 Human Resources
40 40 38
and General
Business
33 34 34 33 Total
30 31
29 28
23
20
12
10 9 9 9 10 9 9 10 9 9
8 7 7
5 5 5 6 5
0
BJ ČK DU GS KA KR KŽ KT PŽ PU SI SB ŠI VŽ VK VT VU ZD

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official opinion of the European Union.
 16

Normally the report oscilating beetwen   15% ( in RO CK si VU)  si 24 % (in RO DU si VZ) tacking in

consideration that there is lack of personnel as HR specialists (HR development, training), only RO (KA and
VU) have personnel in  Division for Development and Education of CES Employees.

Leadership: top and medium managers
During my interviews I observed that CES has good top and middle managers. This and their departments can
give dynamism to the organisation. 

Leadership allocated for each RO (all except Za, Ri, Sp, Os)
We can observ in the table below marked with gray the deficitary sectors, not covered with head of
Department or Division.

Leadership in the Regional Offices (all except Za, Ri, Sp, Os)

15%

Total staff
Leadership

85%

CES's and HR Principles for a Modern Organisation

Human resource management in the CES should be a responsibility at all levels of the organisation and
within the remit of all staff with supervisory responsibilities. In their conduct of human resource
management and activities, management/supervisors should be guided by four principles:
 Quality: To work against clear measurable standards of practice
 Staff Focus: To work with staff in a way that is collegial, flexible and responsive
 Equity: To apply principles of natural justice, fairness and merit to all human resource issues
 Accountability: To work to clear purposes and defined outcomes within defined resource
parameters
Therefore, these principles must operate within the context of the CES’s core values, which should be:
 excellence
 adaptability and innovation
 ethical standards
 evaluation and review
 decision-making and accountability

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 17

In order to be a modern organization and in special

 To develop and maintain strategies and policies that support creative, flexible, high-
performance staff.
 To develop a total reward strategy that gives staff increased choice and provides a range of
reward alternatives that meet the differing needs of staff.
 To develop and maintain a culture of teamwork, trust and open communication.
 To encourage staff to be creative, take informed risks and generate fresh ideas and innovative
practices that enhance the CES's ability to deal with external factors.

Longer term aims of the HR function according to the corporate strategy

The HR Department together with the Senior Management and the RO and Central Departments will
be responsible for the implementation of the HR Strategy. The HR Department has a key role to play
therefore in supporting the RO and Departments in this and in helping the CES to achieve its overall
vision and core strategies.
The five key goals identified, that require implementation to achieve CES vision and ensure the
success of the HR Strategy ared presented below:

 Alignment: The CES needs to ensure the goals and behaviours of individual employees are
aligned with the CES and RO/Dept goals.
 Commitment: The CES needs to introduce commitment to CES and RO/Dept goals and values.
 Competence: The CES needs to ensure it has the knowledge, skills and abilities to accomplish
current and future plans and goals.
 Versatility: The CES needs to ensure that its employees can adapt to meet changing needs.
 Well-being: The CES needs to ensure that it is an attractive employer for current and potential
employees.

Proposals of HR Mission for CES

Proposal 1
“We value our staff as the key resource of the CES and we recognise that the achievement of the
mission and goals of the CES is critically dependent on the commitment, effectiveness and hard
work of staff at all levels.”

Proposal 2
“
 We will motivate and develop our staff to achieve high quality service and efficiency in
labour market field and all our staff to achieve high quality practice in support of our
Mission
 Have appropriate and effective Mechanisms for Reviewing, Managing and Rewarding
Staff Performance
 Ensure that all managers and staff have the necessary Training and Competencies to
operate performance management mechanisms effectively.”

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 18

Vision

This mission cannot be achieved unless the CES has motivated and skilled staff. The H.R. Strategy
aims to create and maintain a workforce which is committed to and able to achieve the CES’s mission.
Diversity is a theme underpinning the H.R. Strategy not only in terms of activity, but in terms of the
staff who undertake such activity as traditional roles and functions will need to change to meet the
demands of the 21st Century. The H.R. Strategy aims to develop staff to be able to undertake diverse
and changing roles which focus on their skills and abilities. The strategy aims to create a diverse
workforce not only in terms of job roles but also in the composition of its staff.

Purpose

The purpose of the H.R. Strategy is to provide a framework for current and future initiatives which
will support the CES’s mission by the provision of high quality, well-trained and motivated staff and
will create and maintain a stimulating working environment in which staff feel they are valued and
treated in a fair and reasonable manner.

Themes

The HR Strategy is organized around 10 themes for 4 pillars.

Pillar 1: Effective HR planning to ensure that CES have the HR information needed to plan and
manage in a targeted and cost effective way the organisation’s staffing resources, recruitment and
retention issues.
Pillar 2: Effective training and development, including management development, to ensure:
 CES staff continually improve knowledge, skills and understanding in order to raise CES
service standards to customers, and to adapt more successfully to the demands of change.
 CES improve and maintain staff motivation through improved support for effective career
development.
Pillar 3: Effective performance management to ensure closer alignment of corporate, departmental and
individual staff objectives, which, in turn, will improve CES ability to raise levels of performance and
to meet CES aims.
Pillar 4: Reward and recognition management to improve staff motivation, encourage and reward high
performance enterprise and innovation, improve job satisfaction and help to reward and retain staff.

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the
official opinion of the European Union.
 19

Human Resources Strategy Model

CES Strategies/Business Objectives CES Corporate Plan/Culture/Values Government Policy/Initiatives/Legislation

HR STRATEGY

HR Planning Training & Development Performance Reward & Recognition

Management
•Contractual development •Training for all •Pay structures
•Recruitment and selection •Leadership •Culture/values •Consistency
•Retention and re-deployment •Training Framework •Establish Framework •Market reflections
•Change management •Build expertise •Accountability •Job evaluation
•Workforce planning\ •Personal/career development •Sound policies & procedures •Recognising achievement
•Workforce management •Evaluation •Competencies •Financial & non-financial
•Maximise attendance •Organisational learning •Objectives rewards
•Develop stakeholder culture •Evaluation/assesment •Staff Benefits
•Development •Terms and conditions

CES Operational Activities

Develop potential Communication Performance Quality Accountability

Consistency
Motivating Staff, and Improving Staff Experience

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
 20

CES Human Resources Strategy 2007 - 2009

Aim Objective Actions Time Resp.

HR Planing
To support an integrated service development To develop an HR planning and Development of HR planning expertise 2007
planning framework which enables Senior resourcing framework within the Human Resources Department
Management and Divisions/Departments
Directors to improve planning outcomes and Develop workload-planning framework
management of staff, in particular: reflective of services activity
 Anticipation and proactive
management of staffing requirements 2007
 Meeting changing skills needs
 Recruitment and selection
 Retention and redeployment
 Workload management
 Sickness/absence rates
 Turnover rates
To conduct an annual review of staffing needs Personnel Department to present with Ongoing review administrative 2007
in order to inform CES and departmental accurate, regular, benchmarked data organisation and staffing 2008
planning and budgetary processes. relating to staff recruitment, promotions 2009
and regrading, turnover, sickness absence,
etc.;

To introduce and to assess the impact of HRMS developed

an Management Systems, and to make
recommendations; 2007

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
 21

To ensure that the CES continues to recruit To maintain and improve the programmes Correlation with staff assessment and 2007
and retain good calibre staff. already in place for offering additional performance management 2008
rewards to all staff groups in order to 2009
recognize exceptional contributions;

To ensure that Heads of Departments Model for plans.

contribute to the development of human
resources strategies that include 2007
consideration of staffing profiles, and
plans for retention of top-quality staff.
To ensure that CES employment policies are To develop new policies and amend Reviewing recent news from EU 2007
up-to-date, compliant with legislation, and existing policies to take account of recent Regulations.
accessible. and forthcoming EU Regulations;
Provide CES-wide guidance, training and 2007
support for their implementation;

To publicize policies to all staff in a 2008

variety of forms, including the web.
Staff Training and Development

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
 22

To improve institutional performance through To establish an effective management Develop/implement training and 2007
development of the knowledge, skills, development framework development programme to ensure 2008
understanding and careers management for objectives are delivered 2009
staff To ensure that through effective planning,
delivery and monitoring, investment in Develop/deliver/evaluate senior/middle 2007
training and development activity management training programme
contributes effectively to the CES
achieving its corporate objectives Training staff on Communication and 2007
Marketing and to use IT effectively

Identify training and development activity 2007

to support professional development, 2008
succession planning and career 2009
management for all staff

Management and leadership development

To provide structured development To provide a range of opportunities To Identify and promote good management 2007
opportunities, based on identified needs, for promote strategic, tactical and operational practice within the CES and to benchmark 2008
staff and managers at all levels within the management awareness, appropriate to the against best practice and against relevant 2009
CES, to enable them to deliver the CES's individual; quality standards;
corporate strategy effectively . 2007
To provide generic and tailored leadership Support management initiative and action; 2008
and management development 2009
programmes to enhance relevant
knowledge and skills; Enable leaders and managers to respond 2007
positively to the challenging and changing
environment.
Induction

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
 23

To improve the coherence, relevance and
quality of induction in order to ensure that it
contributes to the effectiveness of the CES
and to the assimilation of new employees into
their jobs .
To ensure that there is an induction
process, whose precise nature and form of
delivery is appropriate to the various roles
in the CES, and which will assist
individuals to adapt rapidly to a new work
environment,
To become effective in their jobs as
quickly as possible and to demonstrate
core competency within any probationary
period;
Ensure that the time devoted to induction
is appropriate and proportionate to the
role;
Ensure that within two months of starting
employment with the CES every new
member of staff has had the opportunity
and has been encouraged to attend a CES 2007
induction session; 2008
2009
Ensure that alternative methods of
induction are available to suit different
needs, e.g. on-line induction;

Assure the relevance of induction

programmes through a process of
continuous improvement based on
feedback and dialogue with managers
throughout the CES.

Continuing professional development

To support the continuing professional
development of all staff, within a policy
framework which includes Performance
Review and career and development planning
and which aims to achieve a balance between
individual plans and aspirations and CES
priorities.
To meet the diverse needs and Enable staff to acquire or update specific
expectations of all staff through the professional qualifications;
provision of relevant training and 2007
development opportunities, underpinned Enable staff to undertake refresher 2008
by regular Performance Review; training in specific aspects of their jobs; 2009
Enable staff to keep abreast of new
developments in their field.
Support roles and functions

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.

To ensure that all staff fulfilling support roles
in the CES are equipped with the requisite
knowledge and skills to perform effectively
and to keep up to date in their respective
fields.
To ensure that all staff are equipped with the
confidence and skills to use ICT tools
effectively in their work; and to ensure that
training and development are designed to
enable staff to exploit the tools to optimum
effect .
This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
To value and enable staff in support roles
to acquire appropriate professional
qualifications;
To encourage informal learning through
coaching, mentoring, secondments,
exchanges and participation in relevant
networks and conferences;
To target the development of project and
change management skills;
ICT
To offer bespoke and generic training
courses open to all staff with an identified
need to acquire particular ICT skills;
To raise progressively the threshold level
of ICT skills across the CES;
Respond to ICT needs identified through 2008
Performance Review;
Maximizing potential in the work place
24
Identify the training and development 2007
needs of those in support roles at the
outset of any new initiative and ensure
that they are met as an integral part of the
project;
Keep new and emerging needs under
review as part of ongoing project planning 2007
and through Performance Review;
Develope of high level ICT skills in 2008
devising individual, team and
departmental training and development
plans.
Provide access to accredited ICT 2007
qualifications where appropriate;
Define and recognise appropriate levels of 2007
ICT competence in the recruitment of new
staff;
Identify new and emerging ICT training 2007
and development needs and respond to
demand from users;
 25

To treat all staff with fairness, respect and
dignity at all times, and to continue actively
to encourage a culture characterized by
openness and mutual trust.
To ensure that the commitment to treat
all staff with fairness, respect and
dignity at all times is restated in all
relevant strategies and policies;
Ensure that all categories of staff are 2007
aware of their right to be treated with
dignity at work and of the remedies
available, e.g., CES code on harassment,
to support this;

Reduce work-induced stress and support 2007

work-life balance policies, in order to 2008
avoid harassment arising from pressure of 2009
work.
To maintain and develop good internal To increase efficiency of the internal Develop the CES's web strategy, including 2007
communications among all staff groups, communications; the expansion of the intranet;
between managers and staff, and between and
within departments. Review internal departmental
communications;

Implementing measures to ensure that 2007

managers and those in positions of 2008
responsibility communicate effectively 2009
with all their staff;
Enhancing the effectiveness of the two-
way communication embedded in
performance review;

Ensuring that official communications are

comprehensible to all.
Performance Management

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
 26

Achievement of business objectives through To develop an objective performance Development of performance 2007
closer alignment of management framework management policy
organisation/department/individual values and
objectives, and improved management of staff To develop an agreed set of institutional 2007
values

PM and professional development 2008

framework for staff

Align recruitment/selection/induction 2008

processes with role profiles and
PM/professional competency framework
Reward and Recognition
To support achievement of the CES objectives To establish a broad-based, open, Develop and implement a revised salary 2008
by helping to attract and retain high caliber transparent and flexible system, which model taking account of market pay data, 2009
staff seeks to review exceptional performance and by using broadband and job family
and address, equal pay/equal value issues systems, including implementation of
by integrating role analysis, performance financial/non-financial benefits package
management and reward. This system
must ensure pay and benefits are Review of additional payments structure 2007
competitive and applied fairly. to ensure key balance maintained between
control of expenditure, equity for all staff,
and incentive for staff who make greater
than average contribution to achieving
business objectives

This document has been produced with the financial assistance of the European Union. The views expressed herein can in no way be taken to reflect the official opinion of the European Union.
Recommendations:

Staff Development and Training

The CES's should achieve an effective balance between corporate, departmental and individual
training and development needs, all geared to enhancing quality and performance and with the
development of people at the heart of the overall HR strategy. The CES recognises that all of its staff
need opportunities to acquire and develop the relevant skills and competencies to enable them to
perform their roles effectively and to a high standard. To this end staff development and training is
viewed as an investment rather than a cost and requires excellent planning and coordination if the
CES's investment in its people is to be fulfilled.

Recruitment and Retention

The recruitment and retention strategy will be integrated with the CES's total reward strategy, so that
they can complement one another and ensure the best possible allocation of resources to meet
business and workforce planning needs of each service area.
Feedback from a number of sources indicates that staff leave because of a lack of career
opportunities. Is a need for addressing these issues by introducing career mapping and redesigning
grading structures to support the career progression of this important body of staff.

Reviews of staffing needs

The CES need to place a high priority on ensuring that reliable and analytical management
information is available to RO and Departments to review their staffing profile and to enable and
plan future human resource needs. In this sense there is a need to provide HR Leading Indicator
reports on a termly basis on a wide range of statistical indicators on HR performance across the
organisation. Centrally and locally, the provision of accurate and up to date management information
will enable managers to make informed decisions about human resource planning linked to business
planning.

Performance Management and Rewards

The CES regards it as a priority to rationalise the various different arrangements that currently exist
for rewarding performance for different groups of staff.
CES should introduce effective policies for the management of discipline, grievance and capability.
This will serve to address the proliferation of procedures which currently exist for each of the CES’s
different employee groups and will help to streamline the CES’s approach to managing poor
performance and dealing with staff complaints.
Monitoring, Evaluation and Review

The implementation of the Human Resource Strategy will be closely monitored and evaluated
throughout the planning period.

Objective
Put in place at RO and at the Appropriate programmes to be identified
National level a division and and developed in line with institutional
responsibles with communication strategy.
and public relation.
Supporting staff involved in
marketing of the institution.
Increasing the capacity for
delivering AEP.
Increasing the capacity for working
with employers.
The development of the training
policies based on the training needs
and the evaluation of the courses as
well as of the benefits of attending s
courses (ROI, return of investment)
Job descriptions and job
classification to be updated
Review the staff assessment
methodology
Operational Plan for 2007
Actions Outcomes Timeline Resp.
Range of programmes articulated with Performance Feb 2007
measures built in for evaluation of impact on institution
improvements.
Evidenced also in Stakeholder surveys
Redesign and reorganize in order to Staff changing focus of role to meet personal and March 2007
develop the department for AEP. organisational objectives.
Develop flexible arrangements with staff
to meet changing requirements.
Redesign and reorganize in order to New responsibilities and tasks allocated. March 2007
develop the department for the work with
employers.
The analysis of the following elements: Training Plan for 2008. 2nd
Job description, objectives and plans for Semester
individual, individual assessments, 2007
training needs, training evaluation, cost of
courses, cost of logistics and travels.
Updating Job descriptions with: job New and efficientjob description. 2nd
objectives, operational area, key Semester
competences and knowledge and
individual action learning plan  for   each 2007
operational   area   with   specific   area   for
personal development
Updating the evaluation forms. New and efficient evaluation forms. 2nd
Semester
Develop general appraisal areas and All employees subject to appraisal and especially new staff 2007
performance agreements with outcomes understand and respond
for each operational area for each positively to appraisal processes via Staff Opinion Survey
position.
All staff know performance measures and outcomes
Establish clear performance measures and associated with their post.
 expected outcomes for employees within
Departments and communicate
All staff receive annual Appraise staff annually. All staff are appraised annually 2nd
performance feedback Semester
following appraisal 2007
Supporting managers in New appraisal training for staff involved All staff involved, trained. 1st
addressing performance in appraising staff and in setting Semester
issues performance targets at individual. 2007

Train all managers including in dealing

with under performance.
To provide guidance on managing Design guidance and procedure. Performance issues managed in accordance with agreed 2nd
performance problems. guidance. Semester
Develop and deliver Training programme. 2007
Reduction in number of formal disciplinary cases related to
performance as issues are dealt with immediately
To develop the CES’s provision of Design HR MIS and put in place. Accurate Management information provided on routine and 2nd
management information through as agreed basis. Semester
the development of the MIS 2007
The human resources processes should be Annual review of staffing produced including profile of
automated in order to ensure a quicker current staff and how this fits with the CES objectives.
and more efficient response. Information to include staff development activity.
Review discussed with RO/Departments as part of annual
planning exercise

Staff will have access to the information for which they are
hierarchically or organizationally responsible (their own data
and data of subordinates)
The existence of an electronic archive regarding the reasons
for terminating the employment

Job description can be visualized on line by the authorized

personnel

The electronic forms of evaluation can be stored in the

system and visualized by the authorized personnel.

On line access to the competencies framework required by

 each position and the calculation of the appraisal rates.
Supporting staff in the context of a To provide on-line training for staff X% staff attended 2 nd
changing IT environment: new data Semester
base, self service 2007
Efficient workload system and Develop and introducing timesheet Automatic collection of timesheets.
monitoring of individuals activity. models.
Automatic interface with the salaries.
Connection with HR MIS.
Supporting the more effective Complete a tailored Corporate Stakeholders surveys completed in line with May 2007
communication of appropriate Communications survey Staff Opinion survey.
information and knowledge to all
members of staff in a timely and Action Plans in place. Supporting the establishment
appropriate way.
Supporting the establishment Complete a tailored Employee Opinion First survey completed. 1 st
and dissemination of survey Semester
institutional core values Action plan in place. 2007

Staff and line managers perceive new induction programme

aids staff to reach acceptable performance standards.
To ensure staff are aware of Human Produce and launch a revised version of Handbook launched. 2nd
Resources policies and procedures the Human Resources Policies, HR Managers/Responsibles to follow up launch by Semester
Regulations and Procedures Handbook to discussion of key policies with Heads of Departments. 2007
Heads of Departments, to be supported by
training and development activities for Staff aware of all policies, procedures and other relevant
Heads of Departments information.
 Annex 1
CROATIAN EMPLOYMENT SERVICE

KEY STRATEGIES AND RESULTS AREAS FOR HUMAN RESOURCES

The role of the HR Department to contribute to the development of the CES as a high quality institution through the development and
implementation of human resource policies and programmes aimed at enhancing both individual and organizational effectiveness.
HR staff should offer a professional service to the CES in accordance with three key strategies:

Service Provision

To provide staffing programmes responsive to the needs

of the CES and delivered to the highest possible
standards of quality.
Service provision
Personnel and Employee Staff Development
Services Programmes

System Management Quality Assurance

To provide human resource infrastructure, planning and To ensure that the CES fulfils its statutory and audit
consultancy support throughout the CES to help achieve requirements and has in place, means to monitor
organizational improvement. performance.

Strategic Policy, Planning Consultancy, advice and System monitoring Performance

and Co- ordination Support management of staff
 Annex 2
Central Level Structure

DIRE CTO R G EN ER AL OF FI CE O F
D IR ECTOR
G ENER AL
O ffi c e Mana ger

EMPLOYMENT LEGAL AFFAIRS, ECONOMIC, DEPARTMENT OF

PLACEMENT AND PERSONNEL AND FINANCIAL AND DEVELOPMENT AND
PREPARATION GENERAL ACCOUNTING APPLICATION
SECTOR ADMINISTRATION AFFAIRS AND ASSET SUPPORT Head of
Assistant to Director SECTOR MANAGEMENT Department
General' Assistant to Director SECTOR
General' Assistant to Director
General'

DEPARTMENT OF IT
PLACEMENT AND AND NETWORK
MATERIAL AND COMMUNICATION
ALMP DEPARTMENT
LEGAL PROTECTION SUPPORT
Head of Department FINANCE AND
DEPARTMENT Head of Department
ACCOUNTING
Head of Department
DEPARTMENT
Head of Department
ANALYSIS
DEPARTMENT
EMPLOYMENT LEGAL AFFAIRS Head of Department
PREPARATION DEPARTMENT
DEPARTMENT Head of Department
Head of Department PROCUREMENT
AND ASSET
MANAGEMENT STATISTICS
DEPARTMENT DEPARTMENT
Head of Department Head of Department
PERSONNEL AND
PLACEMENT ABROAD GENERAL
DEPARTMENT ADMINISTRATION
Head of Department DEPARTMENT
Head of Department PUBLIC RELATIONS
AND INTERNATIONAL
COOPERATION
DEPARTMENT
Head of Department

FINANCIAL INTERNAL AUDIT DEVELOPMENT AND DEPARTMENT FOR

MANAGEMENT AND DEPARTMENT EMPLOYEE THE
CONTROL Head of Department EDUCATION IMPLEMENTATION OF
DEPARTMENT DEPARTMENT INTERNATIONAL
Head of Department Head of Department PROJECTS
Head of Department
 Annex 3
Regional Offices  Zagreb, Rijeka, Split and Osijek Structure
ANALYSIS AND STATISTICS
DEPARTMENT
Head of Department

REGIONAL OFFICES
Zagreb, Rijeka, Split and IT DEPARTMENT
Osijek
Head of Department
Regional Director

DEPARTMENT FOR THE

IMPLEMENTATION OF
INTERNATIONAL PROJECTS
Head of Department

EMPLOYMENT LEGAL AFFAIRS, FINANCE AND

PLACEMENT AND PERSONNEL AND ACCOUNTING
PREPARATION GENERAL DEPARTMENT
DEPARTMENT ADMINISTRATION
Head of Department DEPARTMENT Head of Department

Head of Department

Develop Vocationa Divisio Material Legal

Placeme ment ALMP l n and Affairs,
LOCAL
nt and Divisio Guidance Legal Personnel
for OFFICE
and
Divisio Employ n and Employ Protectio
General
n ee Training ers n Administr
Educati Division Local Departm ation
Head of on Head of Head of Head of Direc ent Departmen
Divisio Divisio Divisio Divisio Divisio
n n
tor t
n n n Head of
Division Head of
Head of
 n

ANALYSIS, STATISTICS
AND IT DEPARTMENT

Head of Department
REGIONAL OFFICES
ALL EXCEPT ZG, RI, ST
AND OS
Annex 4
Regional Director
Regional Offices (all except  Zagreb, Rijeka, Split and Osijek)DEPARTMENT
Structure FOR THE
IMPLEMENTATION OF
INTERNATIONAL
PROJECTS
Head of Department

Head of Department

LEGAL AFFAIRS,
EMPLOYMENT PERSONNEL AND FINANCE AND
PLACEMENT AND GENERAL ACCOUNTING
PREPARATION ADMINISTRATION DEPARTMENT
DEPARTMENT DEPARTMENT
Head of Department Head of Department
Head of Department

Vocation LOC
Develop al
ment ALMP
Guidanc AL
Division
and e and OFFI
Employe Training CE
e Division
Head of
Educatio
Division
n Head of Local
Division Division Direct
Head of or
Division
REGIONAL SERVICE:
Zagreb, Rijeka, Split, Osijek Zagreb Rijeka Split Osijek
Subtotal

Head of Regional Service 1 1 1 1

Department for Mediation and Preparation for Employment
Head of Department for Mediation and Preparation for
Employment 1 1 1 1
Head of Division for administration -
communication III kind 1 1 1 1
8
Division for Mediation and Preparation for Employment
Head of Division for Mediation and Preparation for
Employment 1 1 1 1 4
Subtotal 84 33 64 43 224
Division for the work with employers

Head of Division for the work with employers 1 1 1 1 4

Subtotal 5 3 4 3 15
Division for Development and Education of CES Employees
Head of Division for Development and Education of CES
Employees 1 1 1 3
Subtotal 2 1 2 5
Division for Active Policy of Employment

Head of Division for Active Policy of Employment 1 1 1 1 4

Subtotal 6 2 4 4 16
Division for Professional Guidance and Education
Head of Division for Professional Guidance and Education 1 1 1 1 4
Subtotal 11 4 8 5 28
Analytical, Statistical Department
Head of Analytical, Statistical Department 1 1 1 1 4
Subtotal 4 2 3 2 11
Information Technology Department
Head of Information Technology Department 1 1 1 1 4
Subtotal 4 2 3 1 10
Department for Legal Matters, Human Resources and General Business
Head of Department for Legal Matters, Human Resources and
General Business 1 1 1 1 4

Head of Division for administration III kind 1 1 1 1 4

Subtotal 2 2 2 2 8
Division for material-legal protection

Head of Division for material-legal protection 1 1 1 1 4

Subtotal 8 3 6 4 21
Division for Legal Matters, Human Resources and General Business
Head of Division for Legal Matters, Human Resources and
General Business 1 1 1 1 4
Subtotal 29 11 17 11 68
Department for Finances and Accounting

Head of Department for Finances and Accounting 1 1 1 1 4

Subtotal 9 6 8 6 29
Department for Implementation of International Projects
Head of Department for Implementation of International
Projects 1 1 1 1 4
Subtotal 2 2 2 2 8
Total 176 83 137 93 489

Annex 5
 Annex 6
Leadership allocated for each RO (all except Za, Ri, Sp, Os)

Name of the working position BJ ČK DU GS KA KR KŽ KT PŽ PU SI SB ŠI VŽ VK VT VU

Head of Regional Service 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Head of Department for
Mediation and Preparation for
Employment 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Head of Division for
Development and Education of
CES Employees 1 1
Head of Division for Active
Policy of Employment 1 1 1 1 1 1 1 1 1 1 1
Head of Division for
Professional Guidance and
Education 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Head of Analytical, Statistical
and Information Department 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Head of Department for Legal
Matters, Human Resources and
General Business 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Head of Department for
Finances and Accounting 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Head of Department for Int. Prj.
 Annex 7
Staff level of specialization for each RO (all except Za, Ri, Sp, Os), for Department for
Mediation and Preparation for Employment

Department for BJ ČK DU KA KR KŽ KT PŽ PU SI SB ŠI VŽ VK VT VU ZD
Mediation and
Preparation for
Employment
Subtotal

Head of
Department for
Mediation and
Preparation for
Employment 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 18

Higher expert
advisor for
employment 2 2 3 1 2 2 1 5 3 4 9 4 3 3 1 10 55

Expert advisor for

employment 4 5 7 4 5 2 3 2 3 5 13 8 5 9 6 3 5 2 91

Assistant for
employment 6 6 3 1 10 2 5 2 5 3 6 5 2 2 8 4 3 2 75

Head of Division
for administration -
communication 1 1 2 2 1 1 1 1 1 1 1 13

Head of Division
for administration -
communication III
kind 1 1 1 1 1 5

Administrative
officer 2 1 1 3 1 2 1 2 6 2 2 2 2 3 2 4 2 38

Total
16 16 15 9 22 9 15 7 11 21 25 21 21 18 22 14 15 18 295