Chapter 11
The Public Sector
Global overview
The Public sector has a great variety of functions and operates in a large array of domains, from the
collection of taxes to the production and delivery of energy to private households and enterprises, to
the delivery of compulsory education to children in a given age group. Also, the relative size and
political, economic and social weight of the Public sector vary immensely from region to region and
country to country.
In 2000, the resolution of the 24th Special Session of UN assembly mentioned the importance of
stronger public institutions “to provide an effective framework to ensure an equitable provision of
basic social services for all and recognises that an effective and accountable Public sector is vital to
ensuring the provision of social services’’.
However, the Public sector throughout the world has undergone changes, in some cases radical, in the
last decade. Apart from a few exceptions, unions have been unable to stop the ideological thrust to
reduce the role of the state and many jobs have disappeared in those countries where changes occurred.
Review of National Human Resource Development Plan
2007-2010
The Public sector is the part of economic and administrative life that deals with the delivery of goods
and services by and for the Government, whether national, regional or local/municipal. The conditions
of globalisation, including economic integration, fiscal discipline, introduction of information
communication technologies and democratic governance, have increasingly forced economies to
redefine their role in public management and to reform the public administration system.
Traditional Public Administration
Traditional Civil Service systems were rule and procedure-based. The tendency was to rely on
seniority rather than appraisal of relative efficiency in decisions on staff promotion. Most countries
adopted traditional Civil Service systems.
The past two decades have called for policy shift in the Public sector especially in its role and size.
During the 1980s and the 1990s, the view prevailed that the smaller the government the better.
Although all countries aspire to improve the effectiveness of Public Service delivery, the challenges
they face in pursuing this objective vary greatly according to the prevailing social and economic
conditions. In developed market economies the focus tends to be on delivering existing services more
efficiently, while developing countries are often preoccupied with finding the means to expand the
scale and scope of coverage and the economies in transition are confronted with the difficult task of
remaking their social sectors in a changed political and economic environment.
However, there is growing realisation amongst decision makers that policy and institutional reform
will not be sufficient to revitalise the Public sector. Major strengthening of the knowledge, skills,
values, attitudes and leadership abilities of human capital are also needed to transform the Public
sector, particularly in developing countries and countries with economies in transition.
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Public Service
Traditional public administration was associated with the emergence of Civil Service systems in
countries undergoing industrialisation in the second half of the nineteenth century. These systems
embodied a set of rules about merit-based recruitment and promotion, for example, the use of
competitive examinations. Two major aspects were job security and the payment of a decent, fixed
salary, usually determined by job-related criteria rather than by market value. The important
principle was also established that the Civil Service was an impartial but obedient instrument of the
State. Its relation to the public was also that of a detached, impartial interpreter and implementer of
the laws and the policies of the day. Thus, the Civil Service came to enjoy the status of an impartial
protector of the public interest and became a symbol of stability and continuity.
In fact, there are also heartening signs in some countries that the people are now more aware of the dire
implications of what has been happening to their Public Services. Public sector unions in many countries are
learning to develop new strategies to deal more effectively with a world that has changed dramatically. Public
Services can only be defended successfully when the public themselves identify strongly with those services.
New Public Management
From the late nineteenth century, the example of business management has had a strong hold on the minds
of Public sector reformers. This continued to be the case in the development of the modern Civil Service.
The traditional public administration paradigm was quite distinct in important respects from that which
prevailed in the private sector. For example, it was much less common for private sector management to
offer security of tenure although some large companies did have a career planning system (e.g., in Japan).
Practices that developed in the private sector were the main source of the public management model. The
public management paradigm has no rigid rules, formal procedures and uniform systems such as those that
prevail in the traditional Civil Service. It emphasises the hands-on skills of the manager and the need for
managers at all levels to exercise initiative.The new public management paradigm is best characterised
not by any particular doctrine or set of practices but by its non-adherence to the one-size-fits-all approach
of the traditional Civil Service.
Responsive Governance
While public management originated in an admiration for businesslike efficiency, more recently a new
model has evolved that focuses on “creating public value”. This view counters the bottom-line mentality
derived from many business models and emphasises a focus on the management of multiple stakeholders
and conflicting values in an overtly political or public-interest context. An important objective of governing
institutions is to promote constructive interaction between the State, the Private sector and civil society.
The governance model emphasises a government that is open and responsive to civil society, more
accountable and better regulated by external watchdogs and the law. Governance models thus tend to
focus more on incorporating and including citizens in all their stakeholder roles rather than simply
satisfying customers, a theme that echoes the notion of “creating public value”.Traditional public
administration focused on hierarchical accountability within the Civil Service and further upward to
political leaders. Public management also brought into play professional accountability of the kind that
the manager in the Public sector acquires through training and experience. Responsive governance depicts
diverse, complex forms of 360-degree accountability in which there are multiple stakeholders in both
government and society, all of whom have a claim to be heard and answered.
Openness and transparency are thus part of this emerging model. Accountability in the responsive
governance model calls for new forms of skills and leadership on the part of civil servants, requiring that
they be politically impartial and socially responsible yet also politically aware and sensitive. The responsive
governance model is also emerging from a set of developments in thinking and in practice, namely, the
potential impact of information and communication technologies (ICTs) on public administration. Hence,
the combination of new governance and the information revolution creates a vision of public policy and
administration that requires new combinations of expertise, accountability and responsiveness.
Trends
Many states in East Asia institutionalised most elements of traditional public administration, but they
have been somewhat cautious about New Public Management reforms. Some prime examples of relatively
high-performing bureaucracies, such as Malaysia and Singapore, have been enthusiastic borrowers of
business management concepts such as TQM but less attracted to marketisation of New Public
Management-style.
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Old age, new challenges—China
China is facing new challenges as the result of an ageing workforce. This situation is triggered by
two fundamental demographics: a declining fertility rate and increasing longevity. Furthermore,
considering that state employees are generally both older and ageing at a more rapid pace than
their private-sector counterparts, this issue is becoming a major HRM challenge. First, the demand
for skilled employees continues to grow, and the Public sector faces fiercer competition with the
private sector for talent.
Second, the increased number of retirees in the Public sector will deprive the Government of
valuable institutional memory. Recognising the potential implications of an ageing workforce for
the Civil Service, the Government has initiated specific strategies to address this emerging situation.
Public reform has persisted for a sufficient length of time in several countries. Australia and New
Zealand are both early and long-term reforming countries that display distinctive features as well as
being Anglophone countries identified with new public management.
The New Zealand model was by far the most clearly articulated reform model in the world. Further,
while it did incorporate elements of what came to be known as neoconservative views, the model
itself could be applied within a variety of idea sets. The most interesting thing about the New Zealand
model was the way in which it drew together so many of the new elements in global thinking.
In applying the model all Government ministries and agencies were broken into three groups
depending on their customers and market positions.
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2007-2010
The seeds of the responsive governance model can be found in the United States, with its long
traditions of decentralisation, self-help and grass-roots democracy. Many countries, however, have
yet to institutionalise traditional public administration. This is most obviously the case in poor
countries, including many in Africa. Often, extreme instability and war has put the process of
bureaucratic modernisation into reverse, the most striking contemporary example being Somalia.
More generally, economic and political strains associated with dependency and under-development
has resulted in the decline of many Civil Service systems.
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1. Contestable markets: Agencies supplying good or services to external markets for a market
determined price were turned into state owned enterprises and ultimately sold.
3. Government as customer: Where the Government was the sole purchaser, then the ministry or
agency became a service provider with a single customer. In theory, this separation allowed
Government to consider alternative purchases, introducing a degree of potential competition. For
example, New Zealand might choose to outsource defence in whole or part to Australia, paying
Australia for the service. Or buy economic advice from sources other than the New Zealand Treasury.
There are close links between Australia and New Zealand, and the New Zealand experiment had a
significant Australian impact. In addition, because New Zealand itself was part of a broader global
movement, it can be hard to distinguish between New Zealand and broader global impacts. As a
simple mechanical example, ministers were meant to agree their performance objectives with the
Premier. Then the various departmental CEO's had to agree their performance objectives with the
Premier's Department.
Public Service
2. External service provision: Agencies supplying services, regulation of aviation for example,
remained in Government ownership but became stand-alone entities and charged for their service
so as to recover costs plus a return on capital. This was meant to be fully transparent to those being
charged. In practice some element of subsidisation might still be required because of externalities.
In this event, the subsidy in fact represented a Government purchase from the agency.
Again, as in the New Zealand case, we can see the way the application of the model was driven by the
Government's ideological stance.
Pension reform for a sustainable future - Brazil
Brazil is the latest major country in Latin America to reform its pension system. In recent years, the cost
of the country’s public pension system had exceeded the financial capacity of the Government. Given the
demographic change with an ageing population, the system became fiscally unsustainable.
Turning brain drain into brain gain - Philippines
When it comes to labour migration, the experience of the Philippines is undoubtedly unique. Having
initially failed to prevent emigration by adopting coercive policies, the Government has instead launched
a number of measures to maximise the benefits from labour migration. The results of the Philippines’
experiment have been encouraging, attracting growing attention from other developing countries as a
potential model in this area.
Stemming the brain drain - South Africa
The brain drain in the public health sector in South Africa derives from a combination of push-and-pull
factors.Push factors include low salaries and benefits, unsafe working conditions, degraded health care
infrastructure and inadequate opportunities for career development. Pull factors include the high
transferability of medical qualifications, active foreign recruitment, higher remuneration and the
shortages of health professionals in destination countries. The brain drain has undermined the
Government’s efforts to improve the quality of public health, especially at a time when the HIV/AIDS
epidemic is seriously increasing the demands on the health system. It has also wasted substantial public
training budgets.
To address this growing problem, the Government of South Africa recently introduced a series of
measures to retain professionals and to encourage the immigration of foreigners as well as the return of
nationals working abroad.
Outsourcing Public Services:
The National Health Service - United Kingdom
Globally, the United Kingdom has been a leader in the application of outsourcing in the Public sector.
Initially, the use of outsourcing was limited mainly to administrative and information technology (IT)
related “back-office” functions, but more recently, it has been expanded into other “front-line” services
as well. This includes catering and the delivery of health services.
The Public Service Modernisation Act - Canada
The principles of non-partisanship and merit have always been fundamental to the vision of the Canadian
Public Service. Merit is the basis for all appointments in the Public Service. However, the term has never
been articulated in legislation and has therefore been defined mainly through case law and precedent. This
lack of a clear definition of what constitutes merit has resulted in a very cumbersome, process-driven
appointment regime, which has inhibited the ability of the Public Service to recruit and promote staff
effectively.
The Public Service in Canada, as elsewhere, is facing many human resource management (HRM)
challenges, including an increasingly competitive labour market; demographic changes in terms of both
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Rightsizing the right way - Uruguay
Uruguay is a welfare state whose citizens enjoy one of the highest standards of living outside the
industrialised world. The country’s Public sector is faced with numerous challenges, including a
disproportionately large Civil Service. Since the Constitution makes it very hard to dismiss a civil
servant, downsizing of the Public Service had become a very tenuous proposition. Things were further
complicated as public employees were often hired based on political connections, which led to the
constant creation of new public agencies and divisions, often with little regard for the cost
implications. Owing to the oversized Public Service, the salaries of professionals were also very low,
resulting in many qualified employees working only a few hours a day in the public office and
spending the rest in a private sector job to supplement their income.
Developing a shared vision - Germany
The Federal Office for Migration and Refugees (BAMF) in Germany has recently gone through a
change process, where its mission was redefined from that of an asylum authority to a government
migration policy centre. Prior to 2002, the work of the Federal Office was limited mainly to dealing
with asylum applications, but it has since been expanded to include a more comprehensive set of
services relating to migration, integration and return of refugees.
To be able to deliver on the new policy, BAMF had to undertake an internal consultative process to
redesign its organisational vision and strategy. An important part of this exercise was to discuss its
impact on HRM policies, systems and practices in the organisation. The process of developing the
vision was guided by the following principles:
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age and representation; the growing need to invest in staff development, to improve labourmanagement relations and to sharpen accountability lines; and the gradual deterioration in the image
of Public sector employment, which has made it more difficult for managers to recruit and retain
talent.
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Opportunity for all employees to participate;
Voluntary participation;
Transparency and comprehensibility of the process; and
Support by management and the staff council.
Characteristics of Public sector employment - UK
The proportion of men in employment who are employed in the Public sector has decreased slightly
since 1995, while the proportion of women has increased slightly more than the decrease in men. The
vast majority of Public sector workers were in the 35 to 50 and 50 and over age groups.
The Public sector historically has employed a larger percentage of its staff on a part-time basis
compared with the private sector. The workers in the Public sector are more likely to work 16 to 30
hours per week than their private sector counterparts. Public sector workers are also less likely to
work long hours than workers in the private sector. The proportion of Public sector workers who
have stayed with the same employer for five years or more has been higher than that for the private
1 World Public sector Report (2005) Unlocking the Human Potential for Public sector Performance
Public Service
A career in the Public Service is more attractive in low income countries. For non-African countries,
the attractiveness of a career in the Public Service suffers from bribes, yet for African countries bribes
are not a deterrent. Entrance examinations combined with university credentials enhance the prestige
of a career in the Public Service.1
sector since 1995. However, the proportion of workers who have spent five to nine years with their
current employer in the Public sector has decreased in recent years and is now equal to that for the
Private sector.
Employment growth - Canada
Public sector employment continues to grow at a steady pace. In 2007, Public sector employment grew
1.9 percent from the previous year to reach an average of 3.2 million. After years of decline throughout
the 1990s due to government cutbacks, Public sector employment has been increasing at a similar pace
to the overall economy since 2000. This is reflected in the proportion of Public sector workers among
the total employed in the labour force, which has remained stable at about 18 percent since 2000, well
below the peak of 23 percent in 1992.2
Box 1: Fluctuations in employment in the Public sector in UK, 2004 - 2008
Thousands
40
30
20
10
0
-10
-20
2008 Q1
2007 Q4
2007 Q3
2007 Q2
2007 Q1
2006 Q4
2006 Q3
2006 Q2
2006 Q1
2005 Q4
2005 Q3
2005 Q2
2005 Q1
2004 Q4
2004 Q3
2004 Q2
2004 Q1
-30
Quarterly changes in Public Sector Employment, United Kingdom, Seasonally Adjusted
Source: Office for National Statistics; Defence Analytical Services Agency, Ministry of Defence; Cabinet Office; Home
Office, Local Government Authorities; NHS Health and Social Care Information Centre; Welsh
Assembly Government; Scottish Government; Department of Enterprise, Trade and Investment.
Public Sector employment decreased by 20 000 (seasonally adjusted) in the first quarter of 2008 to
5 758 million.
Employment by public corporations decreased by 12 000.
In local government employment decreased by 8 000 while in central government it was unchanged.
The number of employees in the Civil Service decreased by 7 000.
2 The Daily, Canada (May 2008)
704
2 662 563
Canada
-
-
-
-
1 670 146
Germany
Greece
Hungary
Italy
Japan
USA
-
-
1 713 039
15 401
-
1 693 879
17 602
-
1 863 027
-
1 816 116
-
229 300
-
-
227 240
-
1 983 258
236 000
-
241 000
-
1 891 279
-
-
-
-
1926651
-
288 260
224 020
2 32 150
16 309
15938
15 714
785 075
1 734 314
1 732 512
1 728 707
-
-
-
-
-
-
-
-
-
-
-
4 702 300
-
531 094
4 801 300
-
518 291
527 334
-
-
-
-
5 060 300 4 932 800
-
-
5 229 500
-
2 578 503
2 648 908
2 679 069
83 106
1 951 302
-
232 000
2 010 085
-
219 050
805 040
16 690
1 732 918
3 107 131
814 027
271 505
4 611 700
4 581 700
541 386
239 378
2 530 832
82 872
1 484 100
1997
199
1 974 260
3 0741
228 000
2 047 645
-
222 560
817 028
1 7249
1 725 000
3 107 549
822 615
270 897
4 527 600
4 651 970
541 086
239 131
2518 900
82 996
1 473 400
1998
199
2 118 748
3 1307
227 000
2 101 724
132 210
230 090
828 033
17 778
1 718 244
3108 803
799 722
-
4 433 600
4 704 087
536 632
256 089
2 513 016
83 768
1 464 200
1999
199
32 353
222 000
2 009 206
133 536
220 170
846 257
18 316
1 713 665
-
79 1436
-
4 347 300
-
539 334
-
2524 790
85 227
1 466 000
2000
200
33 791
215 000
2 136 788
-
227 220
-
18 934
1 698 725
-
788 654
-
-
-
542 078
-
2 552 613
-
1 485 800
2001
200
-
-
2 711 895
2 724 780
83 511
81 461
1 585 400
1 603 000
1 588 300
1996
199
1995
199
1994
17 766 044 17 848 240 18 043 375 18 190 397 1 8433 889 18 586 615 18 693 500 18 875 169 19 101 053 19 424 607 19 869 558
-
Turkey
35 389
81 627
82 902
528 728
1 675 100
1 697 900
557 497
1993
199
1992
199
-
-
Switzerland
1 809 511
-
238 810
-
17 157
1 680 108
-
-
-
5 275 300
-
577 527
-
2 705 852
-
1 731 400
1991
199
2 197 152
-
Sweden
-
Norway
1 801 006
-
New Zealand
Spain
-
Netherlands
16 819
-
France
Luxembourg
580 487
Finland
-
-
Belgium
Czech Rep .
1 746 100
Austr alia
1990
199
Table 11.1: Total Public employment in OECD countries 1990 – 2001
Public Service
From the Table 11.1, it is noticed that the number of employees in the Public sector in OECD
countries between 1991 and 2001 had a diverse trend in terms of the number of people it employed.
Among the 20 countries cited in Table 11.1, in seven countries, the number of employees decreased.
These countries included Australia and New Zealand, Finland, Sweden, Germany, Hungary and
Review of National Human Resource Development Plan
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Source: Adapted from OECD (2001)
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Canada. In nine countries, the number of employment in the Public sector increased for the same period.
USA and Spain were among these countries. It was also noticed that in four countries, namely Greece,
Japan, Italy and Norway, the number of employees remained relatively stable.
Local Overview
The origin of the Mauritian Civil Service goes back to the period of French Colonial rule (1715 –1810),
with the establishment of a Provincial Council with the Governor as Head and a few employees of the
French East India Company assisting in the administration of the island. The real development of the
island, with the creation of the harbour, roads, bridges, hospitals, schools, courts, prisons and forts started
at that time.
The Mauritian Public sector has been undergoing substantial changes over the years, in an effort to
increase its efficiency and the quality of its services to the public. Greater emphasis is being placed on
training and information technology. The different budgets emphasised the need to keep pace with the
new world economic conditions and with greater openness to the outside world.
With the growing need for improving the quality of Public Services, the government has put the concept
of “putting people first” whereby with the empowerment of the people, delivery of services would be
better. The Public Service need to re-invent itself to face the new emerging requirements of the modern
world. The Public Service will have to move from status quo to a dynamic sector. The Government is
focusing increasingly on achieving a better performing Public sector which is less costly and which can
offer higher quality of services. The Public Service today must not only cater to meet the fundamental
needs of the citizens but must also strive to deliver the highest standards of service to everyone.
A paradigm shift in the way of doing business in the Civil Service should be achieved, referring to a
fundamental shift from a rule bound by bureaucratic tradition to one that is more mission-oriented,
proactive, responsive and market-oriented.
International benchmarking awards Mauritius Public sector with comparatively good grades.In
recognising the need to set realistic goals, simplify and streamline procedures, find more efficient ways
of achieving social objectives and intervene, where necessary, in a less burdensome way, Mauritius is
following in the footsteps of the US, Britain, Australia, New Zealand and many other countries in Eastern
Europe, Latin America and elsewhere. Like these countries, Mauritius is moving towards
a ‘post-regulatory state’, which relies less on direct provision and heavy doses of government authority
and more on lighter, more selective instruments, including a preference for self-regulation and
partnerships with non-governmental institutions.” (UN 2005)
In Mauritius, as in most countries, Civil Service reform has featured elements of both these approaches.
In 2001, the Ministry of Civil Service Affairs and Administrative Reforms (MCSAAR) put forward a
strategy to modernise the Public Service. The action plan for the years 2001-2003 ‘Toward the
Modernisation of the Public Service’ focused on five major areas:
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Introduction of a results-oriented performance management system
Modernisation of human resource management aimed at improving conditions of service and building
capacity
Streamlining administrative and institutional structures, and redefining the roles and responsibilities
of the public and the private sectors
Improving service delivery with a customer-oriented Total Quality Management (TQM) framework
and Citizens’ Charters
Modernisation of public financial management with improved budget preparation, execution and
monitoring utilising results-based management principles centered on introducing modern technology
for delivery of Public Services.
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Public Service Commission
The Public Service Commission with its power firmly entrenched in the constitution has been able
to ensure that the philosophy of merit and equity and the principle of independence and fearlessness
are scrupulously maintained while achieving a high level of gender and ethnic representation its
members have demonstrated an appreciable level of technical competence and an appreciation of
the requirements of modern governance.
A series of initiatives were taken to improve Public sector management. A number of structures were
set up with a view to modernising the service:
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The National Computer Board was established for the development of national policies in
informatics.
The Central Informatics Bureau was established with responsibility for coordinating the
computerisation in the Civil Service.
The State Informatics Ltd was established with responsibility for software development for the
Public sector.
The Central Information Systems Division
The Modern Civil Service
In the new millennium a complex system of administration has come into existence in order to meet
the needs of the people and the objectives of government. Industrial firms, trade unions, societies of
various kinds, welfare organisations and other bodies abound and require the efforts of civil servants.
The Prime Minister’s Office is at the heart of the whole system. It is therefore necessary to review
occasionally the machinery of government and determine the units in each ministry that could
advantageously be transferred to another ministry.
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Public Service
Several Ministries and Departments have computerised their systems to improve administrative
efficiency. The Setting up of Work Improvement Teams, and measures to enhance the quality of
service to customers through ISO 9000 Standards have shown promise of prompt improvement of
service in particular sectors. Steps are taken for bringing about changes in the provision of better
health for all citizens of Mauritius, Rodrigues and Agalega through a decentralised management of
operational health services. A review of the Police Department, in collaboration with a British Expert
was carried out with the aim of making proposals for a more efficient and effective Police Force with
greater emphasis on Community Police. A National Information Communication Technology
Strategy Plan of Action (NICTSP) is being implemented on a phased basis with the aim of enabling
the service sector to grow and develop into a business hub to enhance the competitiveness of
Mauritius in the global context.
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One of the remarkable characteristics about the Civil Service in Mauritius was the establishment of
an Independent Public Service Commission which guarantees that a fair deal is accorded to persons
from all groups in the society, when it comes to matters of recruitment, promotion, disciplinary action
and issues of Human Resource Development generally. Section 88 of the Mauritius Constitutional
Order, provides for the establishment of a Public Service Commission made up of a Chairman and four
other members appointed by the President of the Republic after consultation with the Prime Minister
and the Leader of the opposition. The way of appointment of the Public Service Commission is an
attempt to ensure that the various groups within the society who align themselves either alongside
the Government or the opposition will have cause for satisfaction that their interests will not be
disregarded or that no bias will be shown by the Commission.
Citizens’ Charter
In line with government policy of making appropriate Public Services available to the people, the
providers of such services like hospitals, schools, town halls and district councils, the police and prisons,
the Accountant-General’s Office, the Central Electricity Board, the Central Water Authority, the
Telecommunications Service and banks are being encouraged to formulate citizens’ charters with regard
to the services they offer. In these Charters the respective service agencies have to commit themselves
to providing prompt, efficient, courteous, honest and fair service. The model of a Citizens’ Charter is
found in the White Paper, The Citizens’ Charter, issued in 1991 by the British Prime Minister’s Office.
“It seeks to achieve: published standards of service; consultative arrangements with the public; clear
information; courtesy and efficiency from named staff; user-friendly complaints procedures and
independent validation of performance”. The very existence and enforcement of citizens’ charters is a
guarantee that all citizens of the State are placed on the same footing and need to receive the same
attention from public authorities.
Pay Reseach Bureau and its recent report
The Pay Research Bureau (PRB) undertakes a general pay review for the Public sector, as per current
practice and Government policy, normally once every five years. A recent PRB Report has been published
in May 2008. It is with an approach and philosophy befitting the churning economic environment that
the 2008 PRB Report has been designed, developed, drafted and delivered.
In the 2003 PRB Report, there were flatter structures for improved performance and effectiveness.
However, the extent to which this could be done was limited by both cost constraints and employee
resistance. Hence the 2008 PRB report re-examined all hierarchies thoroughly to do away, as far as
possible, with overlapping functions, reduced the number of levels, provided for polyvalent grades,
clarified role/responsibility and came up with fit-for-purpose structures. This exercise has the advantage
of trading off multilayers for longer salary scales so that absence of career prospects is compensated
through improvement of career earnings.
A survey on the pay structure carried out by PRB in collaboration with the Central Statistics Office
revealed that at the upper echelon and near the top, the pay of employees in the Private sector leads pay
of corresponding or comparable positions in the Public sector manifold. There are also wide gaps in the
benefits and other perks that are provided. At the middle management levels, though graduates and
professionals in the Private sector, at the initial stage of their career, draw lower salaries than their
counterparts in the Public sector, after a few years of experience their absolute levels of pay generally
catch up with and exceed pay levels in the Public sector. At the lower levels, however, the Public sector
has generally a pay leading over the Private sector.
Challenges facing the Civil Service
According to PRB (2008), the challenges facing the Civil Service are:
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Organisational Development;
Process and Systems Application;
Human Resource Strategies;
Pay Reforms; Customer Responsiveness; and
and E-Government Services.
Salient features of the PRB 2008 report
Pension Reforms
In line with Government’s policy as announced in the 2006-2007 Budget for the introduction of
a single modified Defined Benefit (DB) Pension Scheme applicable to all employees in the Public
sector as from 1 July 2008, a new contributory pension scheme has been designed. Employees are
being required to contribute 6 percent of their pensionable emoluments towards their pensions.
The present retiring age i.e. 60 years would be increased by one month every two months starting
August 2008 to reach 65 years in 2018.
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Duty-Free Car Scheme
The duty deferred facilities on cars, which form an important component of the total reward
package for professionals, senior officers and field officers using their cars in the performance of
the duties have been reviewed. Eligible officers have been given additional options to induce them
to defer the renewal of their car. With this measure, it is expected that the number of duty
deferred cars would reduce over time, as officers opt to postpone their purchases as long as their
cars are still in good running condition. This may contribute to diminish the rate of increase in
the fleet of vehicles.
N
Part-Time Employment
In keeping with the trend worldwide, appropriate recommendations have been made to favour
part-time employment which is currently almost inexistent in the Civil Service. Chief Executives
have been empowered, subject to the approval of the relevant authorities, to resort to part-time
employment where the work does not demand employment on a full-time basis. Provisions have
also been made to facilitate public officers aged 50 or more holding substantive appointment to opt
for part-time employment in order to balance their professional activities and family
responsibilities. Such working arrangement is expected to have a positive impact on the
development of a sound and healthy society.
N
PAGE
709
Home working
Safety, Health and Welfare
Appropriate measures have been recommended for the safety and well-being of employees at
work. All Ministries/Departments have been recommended to operate in conformity with Safety
and Health Regulations and to carry out a Risk Assessment exercise to identify adverse working
environment and place the employees who are exposed to unfavourable conditions under Health
Surveillance. Further, where risks are inherent in the job, the provision of appropriate protective
devices has been recommended. Additionally, flexibility in the grant of leaves will be provided
to cater for a range of personal and family commitments and welfare.
Public Service
The concept of home working has been introduced i.e. an arrangement involving people
undertaking work primarily from their homes. This arrangement can have a positive impact on
productivity as it involves a shift from a controlling to a facilitating management style and more
worker self management. Chief Executives of Ministries/Departments/Organisations are being
empowered, for assignments that are project-based with verifiable performance indicators, to allow
certain categories of officers to work from home on certain assignments where demand exists and
resources permit.
N
Review of National Human Resource Development Plan
2007-2010
N
N
New Salary Scale
A new Master Salary Scale has been designed absorbing the quanta of cost of living allowances paid
since July 2004.
N
Recruitment, Training and Development
For the Public Service to be responsive, employees need to be competent and have the required attitude
and mindset to serve courteously and effectively in a timely manner. It is, therefore, essential to recruit
candidates of the right profile, provide them with the appropriate training and reward them
adequately. Schemes of service have to be revisited to incorporate technical and behavioural
competencies as well as the desirable mindset and attitude. Recruiting agencies would need to be
equipped with the required tools and expertise for selecting the appropriate candidates. Appropriate
recommendations have been made in this regard in the PRB 2008 report. It has also laid emphasis on
the strategic importance of training in organisational efforts to build the required skills and
competencies for employees to excel within their roles in meeting the set objectives and in quality
service delivery.
N
Leadership Capability Profile
Leadership being one of the most important drivers of excellence, it is essential that selection to
management or technical management positions be made judiciously. In this context, the report has
come up, based on foreign experience, with a Leadership Capability Profile outlining the requirements
for potential leaders i.e. they are expected to have the required mindset, attitude and soft skills; have
acquired relevant experience through varied pathways; must possess leadership and management skills;
and have the capability to deliver outcomes. The Leadership Capability Profile is expected to serve as
a guideline for potential leaders, for training of future leaders and for recruiting agencies of the Public
Service in the selection of a diverse pool of talents.
N
Parastatal Bodies
Changes in organisation structures and certain specific conditions of employment to enable them to
fulfil their mandate successfully have been recommended. Certain structures have been streamlined
and harmonised and a number of additional levels and new posts have been recommended to be filled
on needs basis. However, the report has refrained from reviewing organisation structures of certain
institutions, which are presently subject to re-engineering under Government policy.
N
Local Authorities
The process of harmonising and streamlining the organisation structures of all the Local Authorities,
both Municipal Councils and District Councils which started in the 2003 PRB Report will continue.
However this has not been covered in our survey.
N
Rodrigues Regional Assembly
In order to establish clear line of accountability, the structures of the Rodrigues Regional Assembly has
been strengthened with a new grade of Officer-in-Charge to be accountable to the Executive Head of
the different Commissions for the delivery of services in certain departments/units e.g. Tourism, Civil
Status, Transport, Consumer Protection, Education (Primary) and Library Services. This part has been
covered under the chapter on Rodrigues in the plan.3
3 PRB Report (2008)
710
Performance Management System
Improved performances of civil servants coupled with a better understanding of civil society are key
elements for success of budget reform and improving the delivery of Public Services. There is need
to sensitise Heads of Ministries and Departments as well as other stakeholders including the media
about the Public sector Reform Programme being implemented with emphasis on the link between
Performance Budgeting and Performance Management for better delivery of Public Service.
The PRB Report 2008 has laid emphasis on the need to improve performance and productivity at all
levels, and highlighted the importance and expediency of introducing Performance Management in
all Public sector organisations. At present, two landmark programmes: the Performance Management
System (PMS) and the Programme Based Budgeting (PBB) are being implemented under the Public
sector Reforms initiatives. One is complementary to the other in the sense that both systems are
results oriented and emphasise a performance oriented culture; facilitate national development
planning and budgeting processes; and are linked to delivery of national vision goals. These two
systems also aim at focusing resources to the results rather than inputs. They are thus moving the
Public Service from an input based system and linking expenditure to outputs and outcomes.
Synergising both systems and make them work becomes therefore imperative.
It has recommended that Performance Management System needs to be mainstreamed together with
Programme Based Budgeting so that both reinforce and support each other with their common focus
on improving performance, transparency, accountability and the efficient achievement of planned
results.
PAGE
711
Public Service
The Performance Management System (PMS) which is at the heart of the New Public Management is
poised to emerge as the driving force for broader Public sector reforms in Africa. The implementation
of PMS was started in 2006 and to date some 35 public organisations have embarked on this important
reform initiative. There is need to develop strategic objectives in the Public sector institutions that are
aligned to national visions and goals and to set performance objectives, measures, targets and initiatives
to support attainment of strategic objectives in the Public Service, while using tools such as the Balance
Score Card. Performance should be monitored and measured as well as capacity requirements to
support and sustain performance planning and measurement.
Review of National Human Resource Development Plan
2007-2010
The implementation of the Performance Management
System (PMS) is being steered by the Ministry of Civil The introduction of the system in the
Service and Administrative Reforms (MCSAR). It is a Public Sector is gaining ground with
means to redirect managerial effort from conformance to some 35 organisations already impleperformance and seek value for public money. This is menting it. The indications are that the
necessitating several changes in the ways Public sector system will be rolled out across the
organisations work. As in several other countries the PMS whole Civil Service by December 2009.
is poised to emerge as the driving force for broader Public The challenge, over the coming years, is
sector reforms serving the dual purpose of improving to sustain the system and make it deliver
efficiency and effectiveness and ensuring value for public on its promises for a performance culture
money. It should dictate a new organisational structure to take root and to last in the Civil
with clear line of responsibility and accountability and can Service.
guarantee, if sustained, the emergence of a performance
culture. It should reveal competency gaps essential for training and development interventions. It should
also become an essential part of ‘normal’ management ensuring that supportive and constructive
relationships are built between managers and the employees with management by control replaced by
management by contract or self management. In the medium term, if properly implemented, the PMS
is expected to also serve as a basis for recognition, reward and promotion.
Programme Based Budgeting
The PBB is spearheaded by the Ministry of Finance and Economic Empowerment (MOFEE). It is an
innovative approach of budgeting where funds are allocated for strategic programme objectives while
the budget document emphasises on information regarding intended outputs and results. The aim is to
shift the budget focus among policy makers and managers from inputs to outputs and outcomes.
This approach uses statements of mission, goals and objectives to explain why money is being spent and
the way resources including Human Resource (HR) are allocated to achieve specific objectives based on
programme goals and measurable results. It links expenditure with targets and enhances transparency
and accountability. Understandably, the MOFEE is moving cautiously and in a planned manner for
implementation. Alongside the traditional line Budget, the MOFEE has presented an indicative PBB for
the period 2007-2008 to 2009-2010 and this has set the stage for a full movement to PBB for year
2008-2009. The Budget implementation and monitoring for year 2007-2008 was geared towards
facilitating this transition to PBB.4
We recommend the setting up of a Monitoring Committee on PMS and PBB under the co-chairmanship
of MCSAR and MOFEE and comprising representatives of the Management Audit Bureau and such
staff with expertise in the domain with the following terms of reference:
(a)to review twice yearly the status of PMS in Public Sector Organisations: Ministries/Departments,
Parastatal Bodies and Local Authorities, and recommend course of action to address shortcomings and
deal with impediments;
(b)recommend, as from 2010, for approval to the Standing Committee on Remuneration the payment
of an annual bonus every year to all concerned staff in an organisation that has successfully
implemented the PMS and deliver the targets under PBB for a continuous period of two years; and
(c)ensure that organisations utilise performance information for continuous improvement, which can
be through, inter alia, updating of goals and measures; re-engineering of process; or reallocation of
resources.
PRB Report 2008
Employment
The General Government sector comprises the Central Government, Regional Government and the Local
Government. The Central Government covers the Budgetary Central Government (ministries and
departments) and Extra Budgetary Units (agencies operating under the authority of the Central
Government and responsible for the performance of specialised governmental functions). The Regional
Government comprises the Regional Assembly of Rodrigues while the Local Government is made up of
Municipalities and District Councils.
According to Central Statistical Office, employment in the General Government Sector decreased by
about 500 from 74 300 (52,100 males, 22,200 females) in March 2006 to about 73 800 (51 200 males,
22 600 females) in March 2007. Decrease in employment was noted in Central Government (-700) and
in Regional Government (-100) while an increase was registered in Local Government (+300).
Male employment decreased by 900 while female employment increased by 400. Analysis by industrial
group showed that the major increase in employment was registered in ‘Health and social work’ (+300)
while a decline was observed in ‘Public administration and defence’ (-400) and in ‘Agriculture” (-200).5
According to census data, nearly one employee in five worked for the Public sector in 2000, three quarters
of these for general government and one quarter for Public sector corporations.
4 PRB Report (2008); Budget speech (2008-2009); MCSAR, Govt of Mtius website.
5 Economic Memorandum (2007) World Bank
712
Activities of Public administration and defence; compulsory social security registered a low growth
of 0.5 percent after the 4.0 percent growth in 2006.
Public sector investment decreased by 18.7 percent in nominal terms to Rs 12 909 million in 2007
from Rs 15 871 million in 2006. In real terms, the growth rate worked out to -24.7 percent in 2007
compared to 28.3 percent in 2006. The negative growth in 2007 is explained by lower investment in
aircraft in 2007 (Rs 2 515 million) than in 2006 (Rs 5 675 million), partly offset by higher investment
in machinery and equipment by some parastatal bodies. Excluding aircraft, the real growth of Public
sector investment was -7.4 percent in 2007 compared to -17.5 percent in 2006. Between March 2006
and March 2007, ‘Public administration and defence’ registered a loss of 400 jobs.
Table 11.2: Employment by Ministry/Department and gender in the
General Government, March 2007
Government Services
1.
Total General Government (except Regional Government)
Source: CSO (March 2007) Survey of employment and earnings in large establishments
6 CSO (2002) Census of economic activities
Female
Total
37 367
503
12 465
1 120
157
220
4 039
16 975
245
1,033
1 011
169
242
428
54 342
748
13 498
2 131
326
462
4 467
1 790
5 765
6 006
1 603
300
305
5 811
5 197
87
109
2 095
11 576
11 203
1 690
409
568
329
305
99
151
817
276
276
139
608
87
72
170
118
189
233
82
110
1 176
416
377
269
269
1 006
509
358
249
101
65
273
5 345
6 188
4 272
1 916
120
108
441
3 948
1 122
772
350
221
173
714
9 293
7 310
5 044
2 266
48 900
22 045
70 945
PAGE
713
Public Service
2.
3.
Budgetary Central Government
Office of the President, Judicial and National Assembly
Prime Minister's Office
Deputy Prime Minister's Office and Ministry of Finance & Economic Empowerment
Ministry of Foreign Affairs, International Trade
Audit, Public & Police Service Commissions and Ombudsman's office
Ministry of Agro Industry and Fisheries
Deputy Prime Minister's Office, Ministry of Public Infrastructure and
Land Transport and Shipping
Ministry of Education, Culture and Human Resources
Ministry of Health & Quality of life
Ministry of Local Government
Ministry of Housing and Lands
Ministry of Social Security & National Solidarity & Senior Citizen Welfare
& Reform Institutions
Ministry of Youth and Sports
Ministry of Public Utilities
Ministry of Information Technology and Telecommunications
Ministry of Industry, Small and Medium Enterprises, Commerce and Co-operatives
Ministry of Environment and National Development Unit
Ministry of Labour, Industrial Relations and Employment
Deputy Prime Minister's Office, Ministry of Tourism and External Communications
Ministry of Arts And Culture
Ministry of Women's Rights, Child Development , Family Welfare
and consumer protection
Attorney General and Ministry of Justice & Human Rights
Ministry of Civil Service Affairs and Administrative Reforms
Extra Budgetary Units
Local Government
Municipalities
District Councils
Male
Review of National Human Resource Development Plan
2007-2010
Three out of four persons employed in General Government were males. Male workers were
predominant in all activity groups, except in “Real estate, renting and business services” where the
female employees accounted for 66 percent of the total employment in the activity. It is to be noted
that female employment in “Public administration and defence; compulsory social security”,
“Education” and “Health and social work” together accounted for around 96 percent of total female
employment in General Government.6
Table 11.3: Employment and wages & salaries* in the Public sector, 2003/2004 - 2006/2007
2003/2004
Public institutions
No of
employees
(Sep 2003)
Budgetary central government3
53 774
Rodrigues regional government
2004/2005
Wages,
salaries
(R million)
2005/2006
2
1
2005/2006
No of
employees
(Sep 2004)
Wages,
salaries
(R million)
No of
employees
(Sep 2005)
Wages,
salaries
(R million)
No of
employees
(Sep 2006)
Wages,
salaries
(R million)
9 620
52 601
10 315
53 274
10 875
51 694
10 682
3 241
413
3 130
450
3 019
454
3 914
452
12
1 374
2 443
13 275
2 673
13 646
2,863
15 329
3 521
of which PSSA-Private Schools
5 223
1 080
5 782
1 193
6 050
1,285
6 287
1 355
Local government
6 410
768
6 594
830
6 763
857
6 822
917
18 169
4 564
19 201
4 736
19 186
4,933
18 425
5 109
2 011
659
2 390
677
2 514
4 933
18 425
5 109
95 976
18 467
97 191
19 681
98 402
20 720
97 771
21 456
Extra budgetary units
Non financial public enterprises
Public financial instutions
TOTAL
1 Revised
2 Provisional
3 No of employees for budgetary central government excludes those with nil salaries and those paid on manual paysheets
* Basic wages and salaries, overtime, bonuses, salary compensation & allowances paid
Source: CSO (March 2007) Survey of employment and earnings in large establishments
N
N
N
N
Budgetary Central Government includes all ministries and departments;
Rodrigues Regional Government consists of the administration of Rodrigues;
Extra Budgetary Units are agencies responsible for the performance of specialised governmental
functions in such areas as health, education, social welfare, construction and so on, under the authority
of Central Government (e.g. Mahatma Gandhi Institute, Mauritius Examinations Syndicate, Mauritius
College of the Air, University of Mauritius, etc.);
Local Government consists of municipalities and district councils/village councils exercising an
independent competence as government units;
Infact, the Public sector consists of the general Government sector, non-financial public corporations
and public financial corporations.
An institution is considered as public if it is entirely or mainly owned and/or controlled by government
itself or by some other public institutions.
‘Own' is meant having all or a majority of the shares or other forms of capital participation.
'Control’ implies having an effective influence in the main aspects of management.
Non-Financial Public Corporations are government-owned or government-controlled units selling goods
and services to the public on a large scale.
Public Financial Corporations are government-owned or government-controlled institutions primarily
engaged in both incurring liabilities and acquiring financial assets in the market.
However for the purpose of this survey, the following comprise the sample frame:
N
N
714
Budgetary Central Government and
Extra Budgetary Units
HRDC Manpower Planning Survey 2007-2010 for the Civil Service
Figure 11.1: Our education system will meet the requirements of the labour market
Agree
27%
Disagree
33%
Neither
disagree
nor agree
40%
Our education system needs to be reviewed in relation to the changing social and economic
configurations of the economy. The Government has to ensure that the education provided to the
students harmonises with the requirements of the labour market.
Our education system is rather academic and based on traditional fields of study and it is worth noting
that our education system plays a central role in supplying labour to both the Public sector and the
Private Sector. We note that around 27 percent of respondents were confident about the Mauritian
Education System while 33 percent disagreed that it would meet the requirements of the labour
market. The 2008-2009 budget has provided Rs 1 billion for a Human Resource Development,
Knowledge and Arts Fund under the Ministry of Education, Culture and Human Resources to help
better the education system.
Review of National Human Resource Development Plan
2007-2010
Question 5
How far do you agree with the following statements in relation to the developments occurring
in the Public sector during the next three years?
PAGE
715
Figure 11.2: Our training system will meet the requirements of the labour market
Not Applicable
2%
Neither
disagree
nor agree
37%
As concerns training of employees, 53 percent of respondents were confident that our training system
would meet the requirements of the labour market. Very few disagreed with this statement
(8 percent) as shown in Figure 11.2. The percentage of those respondents agreeing showed that
employers were satisfied with the training system. The government was also providing training
support in both the formal and informal sector to create an adaptable multiskilled workforce.
It is quite alarming to note that 37 percent of respondents neither agreed nor disagreed. However, it
is worth noting that the PRB Report 2008 recommended that Head of Organisations should ensure that
their staff be provided with a minimum number of hours of relevant work related training
annually and ensure that training is based on needs identified and take into account outputs and
accomplishments that have to be delivered in line with goals and to meet objectives. To meet the
challenges emerging from globalisation, the Public sector would need to modernise for improved
delivery of services, strategic thinking and planning, assessment of training needs and implementation
of continuous training programmes.
Public Service
Agree
53%
Disagree
8%
Figure 11.3: The number of employment will increase
Not Applicable
2%
Disagree
12%
Neither
disagree
nor agree
31%
Agree
55%
In our survey, we saw that 55 percent of respondents were confident that the number of employment
would increase. Only 12 percent disagreed with this statement as depicted in Figure 11.3. The Public
sector employs, around 18 percent of the total workforce of the country. The total number of
employees as at 30 June 2007 according to our survey was 53 474.
The Empowerment Programme has trained 4 000 retrenched workers to improve their chances of a job.
It has placed more than 3000 in employment in the private sector according to 2008-2009 budget.
However with the recent PRB Report 2008, a number of posts have been abolished and it is a common
practice nowadays in the Public Service not to fill certain vacancies. Human resources have always
remained at the centre of every development, be it economic or social. Given that Mauritius does not have
many natural resources, we have no choice but to rely on our human capital.
Figure 11.4: Your own organisation will be recruiting more skilled/educated employees
Not Applicable
6%
Disagree
10%
Neither
disagree
nor agree
8%
Agree
76%
In order to be productive and competitive on the national and especially on the international front, we
need a pool of human resources with the right skills and competencies. The ability of a nation to pursue
and manage its development rests on the capacity of its people and institutions within a prevailing
enabling environment. Sustainable development and growth require national capacity with the ability to
diagnose problems followed by formulating and implementing relevant solutions. The irony of the
Mauritian scenario is that despite the fact that we have a reservoir of skilled unemployed people, their
profiles do not match the requirements of the labour market. There is a mismatch between those learning
in our education system and those required in the world of work. Hence it is a good sign that 76 percent
of respondents agreed that the Public sector would be recruiting more skilled/educated employees. In this
situation career guidance services have a vital role to play in guiding youngsters in proper fields in both
Private and Public sector.
716
Figure 11.5: Your employees will have to be more creative and innovative
Disagree
8%
Neither
disagree
nor agree
2%
Agree
88%
88 percent of respondents agreed that employees would have to be more creative and innovative in
the Public Service. These skills are vital to have an efficient Civil Service focused on the need for
provision of high quality services to the public. Encouraging creativity and innovation through Staff
Suggestion Scheme and innovative idea bank should be encouraged. The buzzword of the day is to
think out of the box, be creative, and have critical analysis skills.
Figure 11.6: Your employees will have to be ICT proficient
Not Applicable
2%
Neither
Agree
nor Disagree
4%
Agree
94%
Review of National Human Resource Development Plan
2007-2010
Not Applicable
2%
PAGE
717
Public Service
When it comes to the ICT skills of employees to perform their jobs (Figure 11.6), more than 94 percent
of respondents agreed that their employees would have to be ICT proficient. Information and
Communication Technologies are becoming key enablers of modern life though they are not
accessible to all. The 2008-2009 budget provides for the setting-up of a National e-Inclusion
Foundation on a joint Public Private Partnership with an objective to facilitate access to ICT tools and
raise awareness on their economic and social benefits, train users and trainers, and collaborate with
NGOs to reach the poor and those at the margin of the digital society. Some budgetary measures like
Development of hotspots for educational institutions and public places and expansion of IT school
programme by the Ministry of Education and Human Resources in collaboration with Mauritius
Telecom would make new entrants in the labour force more IT proficient. The MCSAR has also
organised a series of workshops and courses to enable public servants to become more ICT literate.
The e-government programme is also a step in this direction.
Question 6
How has training been beneficial to your Ministry/Department
Table 11.4: Benefits of training to your Ministry/Department
Benefits of Training
718
In Percentage
Improved performance
28.6
More skills have been acquired
26.5
More efficiency
20.4
It has enhanced knowledge of staff
12.2
Better services are provided
8.2
Officers are more creative
8.2
More effectiveness
6.1
The level of competencies have increased
6.1
It has helped to modify behaviour and attitude of employees
6.1
More discipline
4.1
More expertise have been acquired
4.1
It has motivated employees to achieve organisational goals
4.1
It has motivated employees to improve their performance at work
4.1
Training is helping officers to provide better and quality service to the public
2.0
Helped uplift the standard of work as per required established regulations
2.0
Has helped to enforce the new policies of the government
2.0
Training has helped promote capacity building so that the department can look forward and to orient
towards new concepts, new development and new projects
2.0
More knowledge gained by staff in specialised fields
2.0
New techniques for insect control have been learned and implemented
2.0
Staff have been equipped with new technologies to perform their work
2.0
Improvement in performance of employees in terms of quality
2.0
Enabled staff to enrich their knowledge of how to be more productive
2.0
Enabled timely delivery of services
2.0
More awareness about goals and objectives
2.0
It has fostered a learning organisation
2.0
Officers are more innovative
2.0
Officers are more results oriented
2.0
It has helped officers to update with current trends needed to achieve organisational objectives
2.0
It has enhanced the capacity of employees
2.0
It has been beneficial for record keeping, quick data access and enhanced presentation skills
2.0
It has helped the organisation in achieving empowerment of its employees
2.0
It has helped in maintaining focus on customer in view of serving them better
2.0
It has helped in developing an atmosphere of problem solving
2.0
It has helped employees to deliver services according to expected standards
2.0
Officers are more job oriented
2.0
Enabled employees to use computer properly
2.0
No training
2.0
Table 11.5: Field(s) in which it is difficult to recruit people for your Ministry/Department
Field(s)
Job Title(s)
Qualifications required
Agricultural treatment/analysis/reporting
Information Scientist
Phd Agriculture
Air Traffic Services
Aeronautical Informatio n Services
HSC Maths and physics
Analytical Chemist
Research & Development Officer
BSc Chemistry with analytical
chemistry as specialisation
Archiving
Director, Deputy Director
BA History and languages
Conservator
BA Chemistry plus certificate in
Conservation
BA History and languages
BA History and languages plus certificate
in records management
Archivist
Certificate in records management
Bacteriology
Research and Development Officer
MSc Bacteriology
Bio Medical Engineering
Medical Engineer
BSc Micro Biology
BioSecurity
Research & Development Officer
MSc Biosecurity
Fishing Gear Technology
Gear Technologist
BSc Food Technology
Chemistry
Chemist
BSc Chemistry
Classical Dance
Education Officer
Degree
Coaching
Swimming coach
Brevet d'etat de cadre sportif
Coaching
Swimming coach
Brevet d'etat de cadre sportif
Marathi
Education Officer
Degree
Operational Health and Safety
Review of National Human Resource Development Plan
2007-2010
Question 8
Please state the field(s) in which it is difficult to recruit people for your
Ministry/Department
PAGE
719
Diploma in Operational Health
and Safety
Executive Officer
Diploma in Park Management
Driving
Driver HMU
Driving license
Engineering
Project Officer
Registered Professional Engineer
(Civil Engineering)
Agricultural Engineer
B Eng(Civil)
Project Assistant
Diploma in Civil Engineering or
Quantity Surveying
Technical Officer
Diploma in Building & Civil Engineering
Public Service
Registry
Field(s)
Job Title(s)
Qualifications required
Entomology
Entomologist
MSc Entomology
Food Engineering
Food Engineer
BSc
Forestry
Assistant Conservator of forest
BSc Forestry or related field
Health and Safety
Health and Safety Officer
Diploma Health and Safety
Industrial Property Matters
Industrial Property Officers
LLB
Inspectorate
Assistant Inspector
Ordinary Technician Diploma in
Building & Civil Engineering or
Technician Diploma in
Construction or Brevet de
Technician in Civil Engineering or
in Building Construction
Islet Restoration and Management
Agronomist
BSc Biology or Nature conservation
Library
Parliamentary Librarian
BSc Library
Livestock system analysis/database
monitoring
Livestock System Analyst
PhD System Analysis/Design with
emphasis on database maintenance
Maintenance Engineering
Maintenance Engineer
BSc Mechanical Engineering
Marathi
Education Officer
Diploma
Medical
Medical Officer
Medical Specialist
BSc Medical
Metrology
Technical Officer
Micrology
Research and Development
Officer
MSc in Mycology
Micro biology
Micro biologist
BSc Micro Biology
Modern Chinese
Education Officer
Diploma
Research and Development Officer
Nematology
MSc Virology
Music(Western)
Education Officer
Degree
Nematology
Research and Development Officer
MSc Nematology
Nursery
Nurseryman
Senior Nurseryman
CPE
Pilot
720
Diploma in Mechanical or
electrical engineering
CPE
Job Title(s)
Qualifications required
Planning
Planning Officer
BSc Town and Country Planning
Plant taxonomy
Agronomist
BSc Biology or Nature conservation
Registry
Executive Officer
Confidential Secretary
HSC
Regulatory
Air worthiness inspector
Aeronautical engineering
Seed Pathology
Research and Development Officer
MSc Seed Pathology
Solid Waste Management
Project Officer
Registered Civil Engineer
Solid Waste Management
Project Officer
Registered Civil Engineer
Sports
Senior Coach(Swimming)
Brevet d'Etat de Cadre Sportif with
specialisation in swimming
Sports Medical Officer
Medical Degree and full
registration as Medical Practitioner
& Certificat D'Etudes Speciales
Sugar industry
Sugar Engineer
Sugar Technologist
BSc Sugar Engineering
BSc Chemical Engineering(Option sugar)
Tamil
Education Officer
Diploma
Mandarin in primary school
Trainee Teacher
HSC
Mandarin in primary school
Trainee Teacher
HSC
Technical and Scientific
Meteorological Technicians
HSC science
Meteorologists
BSc Maths or Physics + formal
course in meteorology
Telegu
Education Officer
Diploma
Valuation
Government Valuer
Fellow of the Royal Institute of
chartered surveyors
Veterinary services
Veterinary Officer
BSc Veterinary
Review of National Human Resource Development Plan
2007-2010
Field(s)
PAGE
721
Public Service
Question 9
State the field(s) in which to train your employees for the next three years
Table 11.6: Fields in which you wish to train your employees for the next three years
Field of study (e.g.
Public
Administration)
Course Level
(e.g. MSc
Public
Administration)
Accreditation
Certificate
Administration
Diploma Public
Administration
1
Agricultural
Economics and Trade
MSc
2
Agricultural Information
BSc/MSc
4
Agriculture
Diploma
2
Air Traffic Services
Area Control Course
20
Analytical Chemistry
Basic
10
Aquaculture
Diploma/Degree
Archives
Certificate in
record management
Certificate in
Archive Administration
Number of
employees
32
15
15
Auditing
Basic
Bio Medical Engineering
BSc Engineering
3
Bio Technology/Molecular Biology
BSc and MSc
3
Communication Skills
Basic
Certificate
Conservation
60
300
60
Short course
200
Courses run by International
Civil Aviation Organisation
18
Diploma
24
Certificate in care and conservation
6
of manuscript
722
Counseling
Short course
62
Court Administration
Basic
15
Crop Protection
Diploma
Customs
Basic
13
Farm Waste Management
MSc or Post
Graduate Diploma
2
1
Course Level
(e.g. MSc
Public
Administration)
Finance
Diploma Public Finance
Fisheries Management
Diploma/Degree
Fisheries Research
Diploma/Degree
Food Processing/Engineering
BSc and MSc
Number of
employees
3
3
Health and Safety
BSc
Human Resource Management
Diploma
ICT
Basic
104
Certificate
163
IC 3
Industrial Management
1
55
32
Diploma
50
Diploma IT
10
Diploma in Computer Studies
3
MSc Industrial Management
3
with specialisation in sugar
International conventions
MSc
3
Law
LLB
15
Leadership
Basic
100
Legal Studies
Basic
MSc or MBA
15
5
Diploma in Communications
12
Diploma in interpersonal skills
15
Management
Review of National Human Resource Development Plan
2007-2010
Field of study (e.g.
Public
Administration)
PAGE
Meteorology
MSc Meteorology
6
MSc Applied Meteorology in
Agriculture, Hydrology,
Marine science
6
MSc Climatology
6
723
Public Service
Field of study
(e.g. Public
Administration)
Course Level
(e.g. MSc Public
Administration)
Modern Techniques of
Crop Production
MSc
2
Molecular Genetics
Diploma
2
Performance Management
Basic
Plant Breeding
MSc
2
Project Management
Basic
7
Public Administration
MSc Public Administration
Number of
employees
223
40
Diploma
6
Public Sector Financial
Management
Diploma
10
Refrigeration &
Air Conditioning
MSc or Post Graduate
2
Regulatory
Courses run by International
5
Civil Aviation Organisation
Remote Sensing & GIS
MSc or Post Graduate
2
Research in sugar
MSc Sugar Engineering
7
Security
Courses run by International
5
Civil Aviation Organisation
Social work
Diploma
Specialised
Post Graduate
Discipline of Psychopathology
Certificate/Diploma
Taxonomy
Diploma
2
Transport
Diploma
50
Treasury Accounting System
Certificate
15
Word Processing
Certificate
55
and Computer Application
724
5
60
Table 11.7: Measures taken to have a critical mass of human resources with the right skills and
competencies that can be readily absorbed by our labour market
Measures taken to have a critical mass of human resources
Percentage
Make a forecast of the needs of the labour market and formulate training plan accordingly
18.4
Provide training/courses that match with the demand of the labour market
14.3
Training
10.2
Review of National Human Resource Development Plan
2007-2010
Question 10
Measures to have a critical mass of human resources with the right skills and competencies
that can be readily absorbed by our labour market
8.2
Use retired professionals and those still in service to train our human resources beyond
normal working hours
4.1
A survey should be carried out to identify the training needs of the different departments
or ministries. Training programmes should then be formulated to cater for these needs
4.1
Adequate training in properly identified fields
4.1
Training in appropriate field where there is a lack of human skill
4.1
Reforms in education system
2.0
Ready made training
2.0
Incentive/scheme should change
2.0
Salary should be attractive
2.0
A continuous intensive labour market needs analysis survey is to be maintained
2.0
Courses should be more oriented towards specialised field
2.0
Concentrate on IVTB courses
2.0
PAGE
Job oriented courses
2.0
Meritocracy
2.0
725
Train professionals with broad range of competencies
2.0
Respect talent and give it a meritocratic environment
2.0
Organisations to work in close collaboration with educational institution about the
requirements in terms of skilled labour, qualified employees
2.0
Forecast the requirements of competencies according to development plan and start
training the personnel 2 - 3 years before in order to have the right skills at the right time
2.0
Avoid brain drain
2.0
Remunerate or reward outstanding officers
2.0
A suitable career guidance programme at the secondary school or tertiary level
2.0
Education
2.0
Continuous personal and professional development
2.0
Need to find innovative techniques to analyse the labour market requirements like for
instance job fairs and business process outsourcing
2.0
Our education system should be in line with our economic orientation
2.0
Public Service
Change the mindset of people
Measures taken to have a critical mass of human resources
We should lay emphasis on productivity and adopt performance and reward management at work place
2.0
Seminars and sensitization programmes need to be continuous
2.0
Universities will have to carry out a yearly survey to determine the demand for human resources and skills required
2.0
Encourage on the job training
2.0
Create a culture for research sponsorship of training
2.0
The workforce should be reshuffled and specific training be made available to satisfy the market demand
2.0
Improve the working environment
2.0
Organise specialised training related to particular jobs available in the local market
2.0
Greater interest of the government in the development of its human resources
2.0
Synchronise our education system with the skills and competencies of our future requirements
2.0
Review the school curricula so as to integrate the teaching of subjects that are in demand
2.0
Adequate financial resources should be made available for training
2.0
Government should lay much more emphasis on training and empowerment programmes
726
Percentage
2.0
A proper investigation of the requirements of the labour market is imperative
2.0
Mass production of graduates in a haphazard manner should stop
2.0
Organise career guidance workshops whereby unemployed are informed of sectors where there are employment
opportunities so that they can decide on their field of specialisation/expertise
2.0
There should be a close networking between organisations seeking to fill vacant posts
and training institutions so as to ensure consistency between demand and supply
2.0
Training institution should identify facilitators/trainers in the relevant fields to dispense
training courses which are tailored to the needs of the country
2.0
Render access to university easier
2.0
Having free tertiary education even for those doing part time study or distance learning
2.0
Implementing distance learning at UTM and UOM
2.0
Carry out a survey to know the competencies needed on the labour market and provide
training in the identified fields
2.0
Table 11.8: Ways to tackle the present situation of under-employment
Ways to tackle the presentt situation of underr - employment
More training should be provided
Percentage
26.6
Review of National Human Resource Development Plan
2007-2010
Question 11
Ways to tackle the present situation of under-employment (not utilising the full potential of
the employees)
8.2
Encourage employees to work with more competency
8.2
Motivate people to work
4.1
Create more areas of development
4.1
Redefine and upgrade scheme of duties of employees so as to take into account the highest qualification
and specialised skills of the same
4.1
Increase incentives
4.1
Assign job according to employee's capability
4.1
Empowerment programme
4.1
Increase pay package
4.1
More employment should be created
2.0
Training provided should be work based
2.0
Encourage people to study other languages. E.g. German, Spanish
2.0
Human resource plan should be updated
2.0
Optimum use of available resources
2.0
Encourage the labour force to become multi-skilled and polyvalent
2.0
Improve the employability of the under-employed by employers
2.0
PAGE
Develop further the understanding approach of the employers regarding the under-employed potential availabilities
2.0
727
Core programs for both employer and under-employed to be set up as informative
2.0
Recruit more officers of lower grades
2.0
Have sincere people at the top of the organisation
2.0
Select people with proven track records, vision and commitment
2.0
Through staff appraisal system
2.0
Should be more strict on professionalism
2.0
Streamlining of the work processes
2.0
Proper selection and recruitment
2.0
Nothing
6.1
Public Service
Match duties with abilities
Ways to tackle the present situation of underr-employment
728
Percentage
By creating opportunities locally so as to make full use of the potential of employees
2.0
Need to restructure the economy
2.0
Create an awareness of independency among human resources
2.0
Access to more opportunities in non traditional sectors
2.0
Encourage private universities to specialise in specific fields, like management and marketing
2.0
Encourage private vocational schools to open up
2.0
Propose new posts
2.0
Ease mobility within the labour market should be promoted
2.0
HRDC should play a more predominant role in providing the necessary guidance and support
2.0
Organisations should take greater interest in the training and development of its employees
2.0
Organisations should review continuously their human resource management policies
2.0
Empowerment of employees so that they come up with their own departmental strategies
2.0
Review of regulatory framework
2.0
Identify skills and competencies of those who are under-employed and give them opportunities
to exercise their competencies
2.0
Organise career guidance workshops whereby unemployed
- are informed of sectors where there are employment
opportunities so that they can decide on their field of specialisation/expertise
2.0
There should be a close networking between organisations seeking to fill vacant posts and training institutions
so as to ensure consistency between demand and supply
2.0
Training institution should identify facilitators/trainers in the relevant fields to dispense training courses
which are tailored to the needs of the country
2.0
Give new incentive
2.0
Opportunities should be given to foreigners to invest in Mauritius toopen new industries where
there is under employment
2.0
Use the competencies of the employee towards enhancing the overall organisational effectiveness and efficiency
2.0
There should not be unplanned mass production of graduates
2.0
Career planning and promotion at organisational level
2.0
Recruitment in the private sector based on meritocracy rather than ethnicity
2.0
Improve the growth rate of the economy
2.0
Small entrepreneur scheme should be more encouraged
2.0
Allowing an officer greater freedom to take leave without pay for the purpose of taking employment elsewhere
2.0
Create jobs where the full potential of employees can be fully utilised
2.0
Create awareness programmes on job career plan as from secondary schools
2.0
Carry out a survey to know how many under employed people there are, to have a database of their skills
and competencies, try to know why they are under employed and try to identify corrective measures
2.0
Question 12(a)
Is there a Performance Appraisal System in your organisation?
No
59%
Yes
41%
Performance is measured with SMART objectives, that is, specific, measurable, realistic, achievable
and timely. The PRB 2008 report also prescribes performance rather that conformance. One major
reform being undertaken in the Public Service is the development of a Performance Management
System. Its primary aim is to improve performance by focusing on key areas of activity of the
Ministry/ Department. It purports to ensure good governance and getting the best results from the
Ministry/ Department, teams and individuals through an agreed framework of planned goals,
objectives and standards. It would enhance the capacity of Government agencies in results-based
policy making, planning, performance management and Public Service delivery. It is quite alarming
to note that less than 50 percent of respondents had a performance appraisal system when so much
is being done in this direction.
Question 12(b)
What methods do you use to appraise your employees?
Table 11.9: Methods used to appraise your employees
Methods used to appraise your employees
Confidential Report
Performance Appraisal System
Review of National Human Resource Development Plan
2007-2010
Figure 11.7: Performance Appraisal System in your organisation
Percent
PAGE
68.2
729
9.1
Assessment every six months
4.5
By evaluating performance indicators like professional and personal behaviour, responsibility, accountability,
responsiveness, honesty, loyalty, attendance, respect for other officers, abiding to rules and regulation,
integrity, impartiality, professionalism, number of effective hours per day
4.5
Work objectives are set, agreed upon and measured according to key performance indicators
4.5
Personalised assessment sheet
4.5
Question 13
Do you have a career plan for all your employees once they are recruited by your
organisation?
Figure 11.8: Career Plan for your employees
No
57%
Yes
43%
57 percent of respondents said that their organisations did not have a career plan for their employees.
This is contrary to the different suggestions made regarding staff development plan for the Public
sector. Table 11.10 shows the reasons for implementing career plans which exist in the Public sector.
Public Service
Efficiency, performance and output to cope and meet the required target
4.5
Table 11.10: Reasons for implementing career plans in your organisation
Reasons for implementing career plans in yourr organisation
Percentage
Promotion
26.5
Promotion by way of seniority and selection
10.2
Officers can aspire to be promoted with the required years of service
2.0
Promotion according to qualifications prescribed in the Scheme of Service
2.0
Others (as per scheme of service)
2.0
None
57.1
Question 14
What are the Scheme(s)/incentive(s)/support that would motivate you to train your employees?
Table 11.11: Scheme(s)/incentive(s)/support that would motivate you to train your employees
Scheme(s)/incentive(s)/support that would
motivate you to train your employees
More budget/funds/Provide financial support in the form of sponsorship
730
Percentage
16
Promotion after training
4
Training in supervision/leadership skills
3
Availability of training courses that can suit the needs of organisations
4
Incremental credit for additional qualification
3
Training of trainers
3
Release facilities to attend courses
3
Allowance for best performance, additional qualification and skills acquired
3
Training for staff in financial matters
1
Management support /Necessary equipment/Training room
3
Rapid promotion/Good salary
2
Training in new technologies
1
Training in new areas with the enforcement of new legislation such as
the New Procurement Act
1
Cash incentive given to officers after successful completion of a course
1
Value honesty and integrity
1
Some sort of recognition
1
Promotion to be made by selection rather than on seniority basis
1
Short local and overseas programmes to enhance skills and knowledge
1
Employees should be given leave with pay to enable them to embark on training
1
1
A training manager qualified in the field of HRM should be appointed and should
be given the adequate resources and administrative support
1
Encourage employees to come with their own personal development plan
1
Training should be in line with particular job responsibilities
1
Any scheme related to human resource development and quality management
1
To satisfy certain requirements that are essential for recognition like satisfying
international standards like ISO 17025
1
A proper, transparent training scheme
1
Political and administrative will
1
Officers should be given higher responsibilities after being trained
1
Discourage mobility of trainees
1
Strict compliance to implement/sustain the training knowledge acquired by trainees
1
Performance appraisal leading to promotion or increment
1
Time off for studies
1
Technical assistance from abroad
1
Leave without pay should be allowed to both self financing as well as sponsored candidate
1
Nothing
19
Review of National Human Resource Development Plan
2007-2010
Retention scheme
PAGE
731
Public Service
HRDC Manpower Planning Survey 2007-2010 for the Parastatal Bodies
Parastatal Bodies form part of Public sector institutions. They are established under local enactments as
legal entities, which are autonomous or semi-autonomous and provide services on a full or partial
self-financing basis and in which the Government participates by way of representation in their decisionmaking structure.
These Parastatal Bodies are expected to act as instruments of national policy and are called upon to
discharge a variety of obligations that may be summarised as follows:
N
To function as instruments and act as implementation arms of government for national development
and in steering its social policies and projects;
N
For better and rapid delivery of service away from the bureaucratic processes inherent in the Civil
Service;
N
To take over certain essential services from the private sector where massive financial investment was
required for re-invigorating the relevant sectors with a view to providing such services to the whole
nation; and also
N
To ensure the supply of essential commodities to the population.
Each parastatal body operates under the aegis of a Ministry and has its own goals and objectives. These
parastatal bodies by the nature of their functions and objectives may be classified into various groups
such as Utilities, Commercial, Economic, Educational, Welfare, Social and Cultural.
102 organisations were surveyed and 82 responded and the analysis below gives an indication of what
parastatal bodies are doing and plan to do in terms of manpower.
732
Question 4
Developments occurring in the Parastatal Bodies during the next three years
Neither
disagree
nor agree
11%
Disagree
5%
Not Applicable
22%
Agree
62%
Figure 1 depicts that 62 percent of respondents agreed that the contribution to the National Growth
would rise. 11 percent were neutral while only 5 percent disagreed with this statement.
Clearly, this shows a degree of confidence among Parastatal bodies.
Figure 11.10: The rate of unemployment will decline
Not Applicable
12%
Disagree
6%
Neither
disagree
nor agree
21%
Review of National Human Resource Development Plan
2007-2010
Figure 11.9: Contribution to the national economic growth will rise
PAGE
733
Agree
61%
Figure 11.11: Our educational system will meet the requirements of the labour market
Not Applicable
6%
Disagree
10%
Neither
disagree
nor agree
23%
Agree
61%
Almost two out of every three respondents agreed that our educational system would meet the
requirements of the labour market. However, 23 percent neither disagreed nor agreed on this issue.
Public Service
We note that 61 percent of respondents were confident that the rate of unemployment will be
reduced while 6 percent were pessimistic about it.
Figure 11.12: Our training system will meet the requirements of the labour market
Not Applicable
6%
Disagree
9%
Neither
disagree
nor agree
22%
Agree
61%
Figure 11.12 clearly indicates that the majority of respondents (63 percent) agreed that our training system
would meet the requirements of the labour market.
Figure 11.13: The number of employment will increase
Neither
disagree
nor agree
16%
Disagree
6%
Not Applicable
11%
Agree
67%
Based on the responses obtained, 67 percent agreed that the number of employment would increase
during the next three years. 16 percent of respondents were neutral while only 6 percent disagreed with
that statement. This indicates that more people would be needed in the Parastatal bodies.
Figure 11.14: Your organisation will be recruiting more skilled/educated employees
Not
Applicable
2%
Disagree
18%
Neither
disagree
nor agree
Agree
18%
62%
62 percent of respondents agreed to recruit more skilled/educated employees. Only 18 percent did not
agree with this statement. This shows that Parastatal organisations would require more skilled people in
order to offer better product and services in future.
734
Figure 11.15: Your organisation will be recruiting expatriates to sustain its growth
Not Applicable
18%
Disagree
51%
Neither
disagree
nor agree
26%
Over half of the respondents surveyed disagreed with the idea of recruiting expatriates to sustain
organisational growth. Only 5 percent agreed to this statement while 26 percent were neutral about it.
Thus the need to employ expatriates barely arises in the Parastatal bodies.
Figure 11.16: Your organisation will continue to expand in terms of investment and turnover
Disagree
6%
Not Applicable
29%
Neither
disagree
nor agree
24%
Review of National Human Resource Development Plan
2007-2010
Agree
5%
PAGE
Agree
41%
735
Only 41 percent of respondents were optimistic about their organisations’ growth in the future while
6 percent disagreed. Based on the responses, it can be observed that some Parastatal organisations
have future plans for expansion.
Public Service
Question 5
Level of satisfaction of employers
Figure 11.17: The ability of your employees to create and innovate
76
Percentage of respondents
80
70
60
50
40
30
20
16
10
4
5
0
Dissatisfied
Neither satisfied
nor dissatisfied
Satisfied
Not Applicable
Level of satisfaction
From the responses obtained, three out of every four employers were satisfied with their employees’
ability to create and innovate while 16 percent were neutral. Only 4 percent were not satisfied. This
shows that most employers could rely on their employees to introduce new ways of doing things and
perform their task correctly.
Figure 11.18: The ICT skills of your employees to perform their jobs
Percentage of respondents
100
87
90
80
70
60
50
40
30
20
10
10
2
1
0
Dissatisfied
Neither satisfied
nor dissatisfied
Satisfied
Not Applicable
Level of satisfaction
Nowadays ICT skills are becoming more and more important. 87 percent of respondents were satisfied
with their employees’ potential to master IT in their job. Only 2 percent were not satisfied.
736
Figure 11.19: The knowledge of basic science of your employees to perform their jobs
80
76
Percentage of respondents
60
50
40
30
20
15
9
10
1
0
Dissatisfied
Satisfied
Neither satisfied
nor dissatisfied
Not Applicable
Level of satisfaction
In most workplaces the knowledge of basic science has become essential. Failure to continuously
strengthen employees’ knowledge base will result in a declining ability to provide for the needs and
wants of people.
This statement treats the knowledge of basic science of employees to perform their jobs. 76 percent
of respondents were satisfied with this statement while only 1 percent was not satisfied. This high
level of satisfaction was a good sign for the Parastatal bodies.
Review of National Human Resource Development Plan
2007-2010
70
Figure 11.20: Numeracy skills of your employees to perform their jobs
Percentage of respondents
100
PAGE
88
90
737
80
70
60
50
40
30
20
2
6
4
0
Dissatisfied
Neither satisfied
nor dissatisfied
Satisfied
Not Applicable
Level of satisfaction
It is good to note that above 85 percent of respondents were satisfied with their employees’ basic
skills, both literacy and numeracy as these are vital for employees to increase their chance of getting
promotion and also help them become more confident.
Public Service
10
Figure 11.21: Literacy skills of your employees to perform their jobs
Percentage of respondents
100
90
90
80
70
60
50
40
30
20
10
1
7
1
0
Dissatisfied
Neither satisfied
nor dissatisfied
Satisfied
Not Applicable
Level of satisfaction
Figure 11.22: The ability of your employees to communicate with customers
Percentage of respondents
100
91
90
80
70
60
50
40
30
20
10
0
7
1
Dissatisfied
Neither satisfied
nor dissatisfied
Satisfied
Level of satisfaction
Figure 11.22 clearly indicates that the majority of the respondents, 91 percent, were satisfied with their
employees’ ability to communicate with customers. This shows that communication skills of employees
towards customers remain equally important in these organisations and are being rightly addressed.
738
Figure 11.23: The ability of your employees to understand the needs of your customers
88
90
80
70
60
50
40
30
20
9
10
4
0
Dissatisfied
Neither satisfied
nor dissatisfied
Not Applicable
Level of satisfaction
88 percent of respondents were satisfied with their employees’ ability to understand the needs of
customers. This high level of satisfaction is good as it is vital to ensure an acceptable level of customer
satisfaction.
Figure 11.24: The ability of your employees to work in team
Percentage of respondents
100
94
90
80
Review of National Human Resource Development Plan
2007-2010
Percentage of respondents
100
70
60
PAGE
50
739
40
30
20
10
0
2
Dissatisfied
4
Neither satisfied
nor dissatisfied
Satisfied
94 percent of respondents were satisfied with the ability of their employees to work in team. This is
a very encouraging sign as in a team-oriented environment, everyone contributes to the overall
success of the organisation.
Public Service
Level of satisfaction
Question 6
Challenges that your organisation is currently facing. Kindly mention what you are doing/planning to do
to overcome them.
Most of the challenges in Parastatals were overcome by providing training to workers. On-the-job
training has been found to be the most popular form of training among employers.
Table 11.12: Challenge:Lack of qualified employees
Currently
doing
(%)
Planning
to do
(%)
Give employees training
30.0
37.5
Provide on-the - job training
Sending employees to follow courses in
established institutions
10.0
25.0
10.0
12.5
Recruit qualified employees
20.0
-
Employ on contract basis
10.0
-
No recruitment
10.0
-
Continue to advertise
10.0
-
Outsource certain services
-
12.5
Change scheme of service
-
12.5
Table 11.13: Challenge:Lack of trained employees
Currently
doing
(%)
Planning
to do
(%)
33.3
33.3
Recruit already trained people
8.3
11.1
Limit production capacity
8.3
-
Encourage employees to follow courses
8.3
-
Provide on-the -job training
25.0
22.2
Manage with what we have
8.3
-
Ongoing training
Sending employees to follow courses in
established institutions
8.3
-
-
11.1
Design tailor-made training
-
11.1
Training needs analysis
-
11.1
Give employees training
740
Table 11.14: Challenge:Technological Change
Planning to do
(%)
Give employees training
11.1
20.0
Provide internet facility to employees
11.1
20.0
Improve quality of service
Research and development programs to find new production
methods
11.1
20.0
11.1
20.0
Take advantage of IC3
11.1
20.0
Invest in new equipment and technologies
22.2
-
Improving skills of employees by training them in new areas
11.1
-
Recruit staff who are computer literate
11.1
-
Table 11.15: Challenge:Competition (local/international)
Currently doing
(%)
Planning to do
(%)
Provide lower interest rate
25.0
-
Improve quality of service
25.0
-
Aggressive publicity is made
25.0
-
Alternative actually studied
Sending employees to follow courses in established
institutions
25.0
-
-
50.0
Review of National Human Resource Development Plan
2007-2010
Currently doing
(%)
PAGE
741
To overcome the challenge of local and international competition, Parastatals were providing better
facilities and improved the quality of service. They also intended to send employees to follow courses
in established institutions.
Public Service
Table 11.16: Challenge:Access to finance
Currently doing
(%)
Planning to do
(%)
Make appeal to public to donate funds
22.2
-
Request to Government to subsidise
11.1
-
Looking for sponsors
11.1
16.7
Look for financial assistance from Government
11.1
16.7
Reduce cost of operation
11.1
16.7
Occurring expenses within the budget
11.1
-
Request funds from Ministry of Finance
11.1
-
Develop cost effective measures
11.1
-
Increase fees or charge fees for services
-
16.7
Request for additional funds
-
16.7
Undertake projects schemes of most importance in
order of priority
-
16.7
Give employees training
-
100.0
Parastatals made an appeal to the public to donate funds and requested the Government to subsidise and
look for sponsors. They also seeked for financial assistance from the Government to reduce the cost of
operation.
Table 11.17: Other Challenges
Currently
doing
(%)
Looking for legal solutions
Employees resistance to perform odd hours
100.0
-
98.8
-
Among other challenges, Parastatal bodies sought for legal solutions.
742
Planning
to do
(%)
The table 11.18 shows the number of employees in 82 Parastatal Organisations included in the survey
Table 11.18: The total number of local employees you had in your organisation
as at 30 June 2007 as per their occupational group
Number of Employees
No of employees
as at 30 June 07
Occupational group
2007/08
Recruitment
2008/09
Retirement
Recruitment
2009/10
Retirement
Recruitment
Retirement
Senior officials and managers
345
14
3
1
0
0
3
Professionals
934
30
6
8
8
5
2
Associate Professionals
3 353
65
9
33
12
1
1
Clerk
1 240
20
2
10
5
3
9
Service Workers and Sales Workers
1 583
73
75
2
0
5
0
Skilled Agricultural and Fisheries Workers
54
0
0
0
1
0
1
Craft and Related Trade Workers
809
18
4
5
11
0
11
Plant and Machine Operators & Assemblers
1 232
112
125
1
1
0
1
Elementary Occupations
1 999
19
2
11
2
13
5
Total
11 548
351
226
71
40
27
33
Review of National Human Resource Development Plan
2007-2010
Question 7
The total number of local employees you had in your organisation as at 30 June 2007 as per
their occupational group
PAGE
743
Figure 11.25: Distribution of employees by occupational group as at 30 June 2007
Plant and Machine
Operators & Assemblers
11%
Elementary Occupations
17%
Senior Officials and
Managers
Professionals
3%
8%
Skilled Agricultural and
Fisheries Workers
0%
Associate Professionals
29%
Clerks
29%
Service Workers and
Sales Workers
14%
According to the survey, as at June 2007, Associate Professionals represented 29 percent of the
working community in Parastatal organisations, the most common category of employees. Employers
at Elementary Occupation level represented 17 percent of the group.
Summarily, only a one percent rise is projected in employment from June 2007 to 2009/10. Three
percent rise in the recruitment of Senior Officials & Managers and Professionals is anticipated.
However, a reduction of 4 percent is expected in the employment of Skilled Agricultural and Fisheries
Workers. The number of Service Workers & Sales Workers and Craft & Related Trade Workers is
expected to stagnate.
Public Service
Craft and Related Trade
Workers
7%
Question 8
The total number of employees you have in your organisation as at 30 June 2007 as per their
educational background
Table 11.19 shows the number of employees in 82 Parastatal Organisations included in the survey.
Table 11.19: The total number of employees you have in your organisation
as at 30 June 2007 as per their highest educational qualification
No off employee
ees
No of
employees
ees
as att 30
Jun
une 200
2007
Loca
Lo
cal
Postgraduate
366
12
0
0
0
0
0
Degree
1207
22
0
16
0
5
0
Vocational/HND
709
7
0
0
0
0
0
Higher School Certificate
1759
44
0
13
0
0
0
School Certificate
1154
29
0
13
0
3
0
Incomplete Secondary
62
10
0
0
0
0
0
Pre -Vocational
563
0
0
0
0
0
0
CPE Passed
2744
183
0
0
0
0
0
Incomplete Primary
1204
4
0
0
0
0
0
No formal education
7
0
0
0
0
0
0
NAD*
1773
40
29
19
Total
To
1154
11548
35
351
71
27
High
ghes
estt Edu
duca
cati
tion
onal
Qualifi
lifica
cati
tion
2008 / 09
200
2007 / 08
200
Expatriates
2009/10
200
9/10
Loca
Lo
cal Expatriates
Loca
Lo
cal
Expatriates
*Not Adequately Defined
Figure 11.26: Distribution of employees by highest education qualification as at 30 June 2007
Postgraduatae
4%
Degree
12%
No formal education
0%
Incomplete Primary
12%
Vocational/HND
7%
CPE Passed
28%
Higher School Certificate
18%
Pre-Vocational
6%
School Certificate
12%
Incomplete Secondary
1%
CPE passed employees represented 28 percent of the workers followed by 18 percent possessing an HSC.
Fewer number of workers possessed an SC (12 percent), 12 percent had degree level. Parastatal Organisations
did not recruit expatriates in 2007/08 and did not plan to recruit any in the following two years.
744
Question 9
Reasons for training employees. How important are these reasons for you?
Unimportant
(%)
N
N
N
N
N
Neither
unimportant
nor important
(%)
Important
(%)
To remain competitive
10
15
76
To use new technology or
machinery
5
5
90
Empower new recruits
2
10
88
Improve quality of
services/products
2
2
95
To comply with new standards and
specifications
4
4
93
To comply with labour and
environmental standards
5
6
89
76 percent of Parastatal organisations trained their staff to remain competitive.
90 percent provided training to make use of new technology/machinery.
88 percent did so to empower their new recruits.
95 percent looked forward to improve the quality of services/products after providing training to
their staff.
Others (89 percent) intended to comply with labour and environmental standards.
Question 10
State the number of employees trained/to be trained by occupational group.
Review of National Human Resource Development Plan
2007-2010
Table 11.20: Reasons for training employees
PAGE
745
It is worth noting here that this question attracted very few respondents. It can therefore be deduced
that there is a lack of planning in terms of training in the Parastatal Bodies too. In this respect, heads
of Parastatal Bodies should be trained in the importance of an HR strategy within an organisation to
maintain motivation of staff and thus ensure their retention.
Senior Officials & Managers
Training Institution
On -the -Job
Abroad
07/08
08/09
09/10
(11.0%)
(2.4%)
(1.2%)
46.6%
68.8%
61.5%
(0%)
(0%)
(0.0%)
0%
0%
0.0%
(4.9%)
(2.4%)
(1.2%)
12.9%
38.9%
23.1%
Professionals
Training Institution
On -the -Job
Abroad
(12.2%)
(1.2%)
(1.2%)
29.9%
10 %
10%
(1.2%)
(0%)
(0%)
50 %
0%
0%
(4.9%)
(1.2%)
(1.2%)
2.5%
10%
10 %
Public Service
Table 11.21: Percentage of employees trained/to be trained by occupational group
Technicians & Associate Professionals
Training Institution
On -the -Job
Abroad
(14.6%)
(3.7%)
(2.4%)
46.9%
7.0%
4.6%
(6.1%)
(0%)
(0%)
40.5%
0%
0%
(1.2%)
(1.2%)
(0%)
1.3%
1.3%
0%
Clerks
Training Institution
On -the -Job
Abroad
(8.5%)
(3.7%)
(0%)
35.2%
6.2%
0%
(6.1%)
(1.2%)
(1.2%)
48.8%
33.3%
33.3%
(0%)
(0%)
(0%)
0%
0%
0%
From the data available, it has been found that top management level staff, that is Senior Officials and
Managers have been trained at established training institutions in 2007/08 and this number would grow
to around 69 percent in 2008/09. On-the-job training was inexistent among this category of workers.
Table 11.21 depicts that on-the-job training were mostly provided to workers at the lower level of the
hierarchy, might be more applicable to manual workers.
Across all workers, above 80 percent of organisations did not provide any training.
A few top management staff went abroad for training in 2007/08 where it is expected that this figure too
would rise to around 39 percent in 2008/09. However, the figure decreases gradually down the hierarchy.
Table 11.22: Duration of training of Senior Officials & Managers
Percent
Senior Officials
and Managers
2007/2008
2008/2009
2009/2010
No training
82.4
95.6
98.5
1-3 hours
1.5
-
-
4-6 hours
1.5
-
-
7-12 hours
1.5
-
-
13 -40 hours
1.5
-
41 -80 hours
2.9
2.9
81 -160 hours
161 hours
onwards
1.5
7.4
1.5
-
1.5
-
Above 80 percent of the Senior Officials and Managers did not receive any training in 2007/08 and
unfortunately this figure would increase to reach around 99 percent in 2009/10. 7.4 percent of top
management staff were provided with training for duration of more than 160 hours.
746
Table 11.23: Duration of training of Professionals
2007/2008
Percent
2008/2009
2009/2010
75.4
98.2
98.2
1-3 hours
-
-
-
4-6 hours
7-12 hours
1.8
-
-
13 -40 hours
3.5
-
-
41 -80 hours
5.3
-
-
81 -160 hours
14.0
1.8
1.8
No training
161 hours onwards
Around 3 out of every 4 Professionals did not receive any training in 2007/08. 14 percent were trained
for a duration of more than 160 hours.
Table 11.24 : Duration of training of Technicians & Associate Professionals
Technicians &
Associate
Professionals
Percent
2007/2008
2008/2009
2009/2010
82.4
-
94.6
97.3
1 -3 hours
4.1
-
-
-
4 -6 hours
-
-
-
-
7 -12 hours
13 -40 hours
1.4
-
1.4
-
41 -80 hours
5.4
-
1.4
1.4
81 -160 hours
6.8
2.7
-
1.4
No training
161 hours onwards
-
Review of National Human Resource Development Plan
2007-2010
Professionals
-
PAGE
Again among technical level workers, above 80 percent of organisations did not provide any training.
In 2007/08, 6.8 percent were provided with training for more than 160 hours duration.
747
In 2007/08, 2.6 percent of organisations provided training to Clerks for duration of 13-40 hours and
same pattern is expected in 2008/09.
Only 1.4 percent of organisations provided training to workers at Elementary Occupations for more
than 160 hours in 2008/09 and same figure is expected to remain in 2009/10.
Public Service
5 percent of organisations provided training to Service Workers and this figure is expected to double
in 2008/09.
Question 11
In case you have to re-skill your employees, which of the following will you use?
Figure 11.27: Re-skilling options
68.3%
59.8%
26.8%
22.0%
6.1%
Training needs
analysis
In-house training
programmes
Seeking help from
the Government
Resort to private
training institutions
Other
Re-skilling options
68.3 percent of organisations conducted TNA. Around 60 percent of organisations sought the help of the
Government. Only 26.8 percent of organisations resorted to private training institutions and 22 percent
chose in-house training programmes.
748
Question 12
How has the training been beneficial to your organisation?
Increase effectiveness on the job
2%
Better planning of work
2%
Quality of products have improved
2%
Job is being done better
2%
Benefits of training
Employees have become more creative
Never had any training activity
Others
Improved performance of employees
Employees are well acquainted with new system & technologies
Improved productivity
Improvement in skill
4%
5%
6%
9%
10%
11%
15%
Better service is being provided
17%
23%
Employees have acquired more knowledge
Review of National Human Resource Development Plan
2007-2010
Figure 11.28: Benefits of Training
Percentage of respondents
A number of benefits had been reported by employers after providing training to their employees.
24 percent of organisations had reported an increase in efficiency after employees have followed
training.23 percent had found that employees had acquired more knowledge.
PAGE
749
Public Service
Question 13
What are the difficulties you usually encounter when you plan to train your employees?
The difficulties encountered when planning training are summarised in Figure 11.29
Figure 11.29: Difficulties you usually encounter when you plan to train your employees?
Percentage of respondents
48%
High cost
34%
Nothing
Can’t release due to limited number of staff
29%
Difficulties
Lack of trainers
21%
Inappropriate and irrelevant training programmes
12%
Employees tend to quit after being trained
11%
10%
Training too theoritical
6%
Employees tend to quit after being trained
5%
Teaching not up to your desired level
Innappropriate location
2%
Language used in training too difficult
2%
Various difficulties have been experienced by employers when planning training among which high cost
ranks highest. 29 percent reported that they could not release staff due to its limited number.
750
Question 14
What methods do you prefer to train your employees?
100
Review of National Human Resource Development Plan
2007-2010
Not Applicable
PAGE
Figure 11.30: Preferred methods of training
7
5
Audiovisuals/Multimedia
87
1
7
2
Mentoring
85
Prefered methods of training
5
2
13
Sharing of knowledge with more experienced colleagues
4
84
13
Formal qualifications (Diploma, certificates etc)
82
1
18
2
Apprenticeship
70
10
22
Case study
68
10
5
32
Practical sessions in workshops
2
63
33
Lecture
61
4
33
1
Job rotation
55
11
0
10
20
30
40
50
60
70
80
90
Percentage of respondents
Not Preferred
Prefer
Above 80 percent of respondents preferred training through
N
Audiovisuals/Multimedia
N
Mentoring
N
Sharing of knowledge with more experience colleagues
N
Acquiring formal qualifications.
Most Preferred
751
Public Service
Question 15
How would you prefer your future training programmes to be?
Figure 11.31: Training programmes
Content
Language
Less theorical
35%
More hands-on
48%
Less theorical
17%
Location
Accessible
83%
Creole
12%
French
17%
English
71%
Evening
13%
Central
17%
Timing
Morning
49%
Afternoon
38%
Views of respondents were sought with regard to their preference on
N
content
N
language
N
location
N
timing of training
48 percent of respondents chose more hands-on practice rather than theoretical content. 71 percent
preferred English as the medium of training. 83 percent chose an accessible location for training. Around
50 percent preferred classes to conducted in the morning.
752
Question 16
During the last recruitment made, have you been able to employ candidates with the required:
Skills
Qualifications
No
9%
No
16%
Yes
84%
Yes
9%
Work experience
No
27%
Yes
73%
Above 70 percent of respondents were able to recruit people with the required
N
Skills
N
Qualifications
N
Work experience.
Review of National Human Resource Development Plan
2007-2010
Figure 11.32: Recruitment of candidates with the required skills, qualifications and experience
PAGE
It might be inferred that the Public Service has been able to obtain the pool of staff with the required
skills and competencies to perform.
753
Question 17
Does your organisation have an in-house training centre?
Yes
18%
Yes
82%
Only 18 percent of the Parastatal Organisations had an in-house training institution. This
arrangement might be a formal one with a proper classroom and trainers or mostly on-the-job training
might be conducted by higher level staff.
Public Service
Figure 11.33: Percentage of organisations having an in-house Training Centre
Does your organisation have an in-house training manager?
Figure 11.34: Percentage of organisations having an in-house Training Manager
Yes
27%
No
73%
27 percent of Parastatal organisations had an in-house training officer/manager. This shows the level of
commitment towards training of staff, having dedicated people to look after the training aspect.
Question 18
State the number of employees who resigned from your organisation in the month of July 2007
Table 11. 25: Number of employees who resigned in July 2007
Number of employees
yees who
ho
res
esign
gned in
i the mon
onth of July
200
2007
Perce
cent
0
87.8
1
8.5
2
4
2.4
1.2
87.8 percent of employers reported that no employees resigned in the month of July 2007. Employees in
the Public Service enjoy a higher level of job security than the private sector.
754
Figure 11.35: Obtaining the right skills and competencies
that can be readily absorbed by our labour market
30%
Percentage of respondents
26.5%
25%
20%
15%
11.0%
98.0%
10%
7.3%
6.1%
4.9%
5%
4.9%
3.7%
3.7%
3.7%
A train need
analysis should
be done
Career guidance
should be
implemented in
schools
By empowering
people
0%
Provide training
facilities
Provide training
accordint to
demand of labour
market
Review our
education
system to meet
the needs of the
labour market
Training and Govt must inform Intensive training
courses should
guidance should population in
which sector
be made
be given to
available to
students so as there is shortage
people
to get a balanced of labour and
encourage
labour market
training in the
particular sector
Train
unemployed
people
Review of National Human Resource Development Plan
2007-2010
Question 19
In the absence of natural resources, Mauritius has no choice but to rely on its human
resources. According to you, what can be done to have a critical mass of human resources
with the right skills and competencies that can be readily absorbed by our labour market?
PAGE
Opinions
N
N
25.6 percent of respondents agreed that providing training facilities would help to have a pool of
skilled human resources.
A number of employers also opined that career guidance service has an important role to play to
reduce the mismatch between demand and supply of manpower.
The following have been proposed as solutions by Parastatals to tackle the problem of unemployment
and details are listed below:
N Training
N Motivation
N Entrepreneurship
N Counseling
Training
Provide appropriate training
Create more job opportunities
Employees must be trained in more than one field in order to be multi-skilled
Provide full training
Public Service
Question 20
In what ways can the present situation of underemployment (not utilising the full potential
of the employees) be tackled?
•
•
•
•
755
Motivation
• Motivate employees to work
• Provide motivating salary package
• Introduce awards for best performing employees in all organisations
Entrepreneurship
• Create small enterprises
• Encourage self employment
Counseling
• Research work and surveys must be carried out to find out fields in which people can work, train them
and give them such work so as to make maximum use of their potential
• Set up a registered pool of under employed
• Appoint candidates according to their qualifications
• Employers must see to it that qualified employees are posted to the right job
Others
•
•
•
•
Working for longer hours of work
Encourage skill development program
Change of mindset
Create good working environment
Question 21 (a)
Is there a performance appraisal system in your organisation?
Figure 11.36: Performance appraisal system
No
62%
Yes
38%
Despite the recommendations of the PRB Report 2003, only 38 percent of the Parastatal Organisations
surveyed had a performance appraisal system in place. The PRB Report 2008 has reiterated the
recommendation to put in place a proper performance appraisal system.
756
(b) If yes, what method(s) do you use to appraise your employees?
35%
29%
Percentage of respondents
30%
25%
20%
16%
15%
10%
10%
6%
6%
Employees
are accountable
for their job
Confidential
report
5%
0%
Work objectives
are set, agreed
upon and
measured
according to key
performance
indicators
Monitor
productivity
and competencies
Employee’s
performance is
assessed yearly
Appraisal Methods
Out of those Parastatals that had a performance appraisal system in place, 29 percent had set agreed
objectives measured by KPIs. 16 percent monitored productivity and competencies. 6 percent still
used the method of having confidential report which is not a 360 degree method and does not
necessarily develop the employee to meet the organisation’s and personal objectives.
Question 22
Do you have a career plan for your employees once they are recruited by your organisation?
If yes, give a brief explanation
Review of National Human Resource Development Plan
2007-2010
Figure 11.37: Methods of Appraisal
PAGE
757
78 percent of Parastatal Bodies surveyed did not have a career plan in place despite the prescribed
career path in PRB Reports.
Table 11.26: Career plans
Perce
cent
Employees can move to superior grades
66.7
Employees can move to higher grades all depending on their
performance
11.1
Assign additional responsibilities
5.6
A well defined career path, based on performance appraisal
system, is presented to candidates at time of interview
5.6
Only for office staff and professionals. They can apply for
senior posts
5.6
Employees are promoted after accomplishment of the
necessary years of service and based on qualification
5.6
Out of those organisations that had a career plan, around 67 percent indicated that their employees
could move to superior grades. A few planned for employees to climb the hierarchical ladder
depending on their performance. This scheme will be more applicable after establishment of a formal
performance appraisal system.
Public Service
Explanati
tion
Question 23
Assuming there is a crisis situation where your organisation has to close down, do you have a
program/scheme to redeploy your workers? If yes, give a brief explanation.
Table 11.27: Redeployment Program/Scheme in case of crisis situation
Percent
Redeploy in other Government Departments
42.9
To redeploy within the group
28.6
Redeploy employees in sister company
14.3
To redeploy to the parent Ministry
7.1
Some will be deployed to another company with which we have
good working relationship
7.1
82.9 percent of Parastatal bodies did not have any redeployment strategies.
Among those which had it, around 43 percent had planned to redeploy in other Government departments.
However, generally such policies are decided at the top level of the Government.
758
Percentage of respondents
Figure 11.38: Schemes for Motivation
25%
21%
20%
15%
10%
10%
6%
5%
5%
2%
0%
None
Financial
assistance should
be provided by
established
institutions or
government
Lower cost of
training programs
Refund of training
cost
Provide free
training
programmes
Increase in
budget
Suggestions
It is interesting to note that all the schemes/incentives that could motivate Parastatal Bodies to train
their staff were geared towards financial assistance. The sum dedicated for training in such
organisations forming part of the Public Service might be limited and they have to do with the limited
budget. Also such organisations, by law, do not contribute to the Training Grant Fund and therefore
do not obtain any refund after any training.
Review of National Human Resource Development Plan
2007-2010
Question 24
Kindly suggest any scheme(s) / incentive(s) / support that would motivate you to train your
employees
PAGE
759
Question 25
Do you employ expatriates in your organisation?
Yes
15%
No
85%
Very few Parastatal Bodies employed expatriates as at June 2007. Such organisations were able to
recruit locally. However, it should be noted that the procedure for recruitment of expatriates,
especially, for Governmental organisations.
Public Service
Figure 11.39:Expatriates Employment
Question 26
For each occupational group, rate the following skills/competencies according
to their importance while recruiting people in your organisation. Unimportant = U; Neither
unimportant nor important = N; Important = I
Table 11.28: Skills/competencies according to their importance while recruiting
people in your organisation
Managerial
760
Work Experience
Technical Capabilities
Educational Qualifications
U
N
I
U
N
I
U
N
I
U
N
N
I
Senior Officials & Managers (87%)
-
-
100.0
-
4.2
95.8
-
8.5
91.5
-
-
100.0
-
2.8
97.2
Professionals (82%)
-
9.0
91.0
-
1.5
98.5
-
4.5
95.5
-
-
100.0
-
1.5
98.5
Technicians & Associate Professionals (93%)
1.3
28.9
69.7
-
2.6
97.4
1.3
3.9
94.7
-
98.7
-
2.6
97.4
Clerk (98%)
28.8
38.8
32.5
3.8
28.8
67.5
11.3
27.5
61.3
-
-
100.0
-
5.0
95.0
Service Workers & Sales Workers (33%)
48.1
29.6
22.2
-
18.5
81.5
14.8
29.6
55.6
-
29.6
70.4
-
-
100.0
Skilled Agricultural & Fisheries Workers (23%)
63.2
5.3
31.6
-
15.8
84.2
31.6
68.4
10.5
47.4
42.1
-
5.3
94.7
Craft & Related Trade Workers (41%)
38.2
29.4
32.4
-
17.6
82.4
17.6
82.4
2.9
44.1
52.9
-
8.8
91.2
Plant & Machine Operators & Assemblers (61%)
46.0
42.0
12.0
10.0
32.0
58.0
10.0
38.0
52.0
4.0
56.0
40.0
6.0
14.0
80.0
Elementary Occupations (91%)
58.7
34.7
6.7
25.3
52.0
22.7
29.3
50.7
20.0
21.3
53.3
25.3
2.7
17.3
80.0
1.3
I
Generic Skills
U
Question 27
Please state the field(s) in which it is difficult to recruit people for your organisation.
Field(s)
Job Title(s)
Qualifications required
Administrative
Fund Raiser
BSc Finance
Anesthesia
Aesthesis
Specialist
Bus Repair
Tradesman/Mechanic/Tyreman
NTC 3
Cardiology
Cardiologist/Cardiac Surgeon
Specialist in Cardiology
Customer Care
Receptionist
HSC
Education
Educator
HSC plus Teacher's Certificate
Educational Administration
Assistant Lecturer/Lecturer
MSc
Electrical Engineering
Electrical Engineer
BSc Engineering
Engineering
Civil Engineer/Technician
(Engineering)/Mechanical
Engineer/Engineer
Diploma in Civil Engineering/
Diploma in Mechanical
Engineering/BSc
Finance
Accounts Clerk/Accountant
ACCA level 1/ACCA Final
Financial Investigative Analysis
Senior Financial Intelligence Analyst
Degree Finance
Geology
Research Scientist
BSc Geology
Health
Physiotherapist/Occupational
Therapist/Psychologist/Speech Therapist
Health & Safety
Health & Safety Officer
BSc Physiotherapist/BSc
Occupational Health/BSc
Psychology/BSc
Diploma in Occupational Health &
Safety
BSc IT
System Administrator
Asst Inspector of Works
Diploma in Building and civil
Engineering
Jewellery
Training Officer
Laboratory
Materials Testing Technician
Maintenance
Technician
BSc
Diploma in Building and civil
Engineering
NTC2
Mechanical Engineering
Mechanical Engineer
BSc Engineering
Media Regulatory Framework
Media Specialist
Media Regulatory Studies
Music
Carnatic Tutor
Degree in Karnatic Music
Physical Education
Assistant Lecturer/Lecturer
MSc
Physical Oceanography
Research Scientist
BSc Physical Oceanography
Pleasure craft
Examiner
Master Class 1
Qualification evaluation and
standard setting
Programme Officer
Postgraduate
Quality Assurance
Programme Officer
BSc Quality Assurance
Recognition of prior learning
Programme Officer
Postgraduate
Risk Management
Risk Manager
ACCA Final
Store Management
Head of Stores
Teaching
Music Tutor
Degree in Engineering/Store
Management
BSc Music
Technical
Draughtsman/Archeologist/Inspectors
Technical Officer/Historian/Technical Officer
Tourism
Manager
Traffic Management
Traffic Manager
Diploma in Draughtsmanship/BSc
Archeology/Diploma in Town &
Country Planning/BSc Agriculture/
BSc Social Studies/
Diploma Civil Engineering
MSc Management
Masters in Traffic
Management/Planning
PAGE
761
Public Service
ICT
Inspectorate
Review of National Human Resource Development Plan
2007-2010
Table 11.29: Field(s) in which it is difficult to recruit people for your organisation
Question 28
State the fields in which you wish to train your employees for the next three years.
Table 11.30: Field(s) in which you wish to train your employees for the next three years.
762
FIELD OF STUDY
COURSE LEVEL
NUMBER OF
EMPLOYEES
ACCA
Level 2/Level 3
5
Administration
Degree
5
Agricultural Economics
Postgraduate
1
Communication skills
Certificate
20
Computer Auditing
Basic
100
Computer Awareness
Level 2 & 3
1500
Custom Broker
Basic
2
Customer Care
Basic/Level 2
2027
Finance
Basic
1
Geology
Masters
2
Human Resource Management
Basic
1
ICT
Advanced/Level 2
70
IT
Basic/Certificate/Diploma
26
Language (Mandarin)
Basic
6
Maintenance
Basic/Certificate
102
Management
Diploma/Post graduate
8
Marketing
Basic
5
Media Regulatory
Final
3
Mobility & Orientation
Basic
3
Music
Degree
6
Office Administration
Certificate
5
Pedagogy
Degree
5
Physical Oceanography
Masters
2
Project Management
Postgraduate
3
Quality Assurance
Degree
8
Secretariat
Degree
2
Sign Language
Diploma
2
Social Studies
Diploma
2
Question 29
Please state area(s) in which it is difficult to find local trainers for your employees.
Karnatic Music
Electronic Ticketing
Geology
Media in general
Physical Oceanography
Qualification Evaluation and standard
Quality Assurance
Recognition of prior learning
Repair of air-conditioning buses
Social Work
Software Application
Technical
Tourism Marketing
Review of National Human Resource Development Plan
2007-2010
No availability of qualified trainers was the main impediment to training. The main areas where it
was difficult to find local trainers are listed below:
PAGE
763
Public Service
Question 30
State the number of unfilled vacancies (up to June 2007) in your organisation.
Table 11.31: The number of unfilled vacancies (up to June 2007) in your organisation
Job Title
itle
Accountant
3
Qualification required
ACCA Final / Degree
Administrative Assistant
2
Degree plus 2 years experience
Administrative Clerk
2
SC/HSC/ Diploma/Degree
Administrative Secretary
3
BSc Management & Administration
Assistant Lecturer
2
Graduate
Assistant Computer Analyst
1
Degree in IT
Assistant Inspector of Works
5
Diploma in Building and civil Engineering
Assistant Manager
3
BSc
Assistant Visual Audio
1
SC
Accounting Technician
2
Level 2 ACCA
Attendant
1
CPE
Caretaker/Gardener
27
CPE
Chief Inspector of Works
3
Diploma in Building and civil Engineering
Child Protection Officer
3
Diploma in Child Protection
Clerical Officer
7
SC/ HSC
Clerk
5
SC/HSC
Clerk/Word Processing Operator
22
SC
Community Development officer
10
Diploma social work
Community Welfare Assistant
29
SC
Computer Support Officer
Coordinator
1
14
HSC
HSC/Degree
Craft Motivator
3
CPE
Deputy Director
3
BSc / MSc
Director
3
MSc Management / Post Graduate
Divisional Managers
2
MSc or MBA
SC + Certificate in Dress Making
Dress Making Teacher
3
Driver
3
Driving License/CPE
Electrical Engineer
1
BSc Engineering
Evaluation Officer
1
Degree in Communication
Executive Assistant
1
Diploma
Executive Officer
5
HSC/SC plus 4 years experience as Clerical Officer
Finance Officer
4
HSC/ ACCA level 1
General Manager
1
BSc Public Administration
General Worker
164
CPE
10
CPE
Handy worker
Head Educational Services
764
No of Unfilled
Vacancies
2
Masters Degree in
Communication/Education Information
Health & Safety Officer
3
Diploma in Occupational Health & Safety
Higher Executive Officer
2
HSC
Internal Auditor
1
ACCA
Internal Controller
2
ACCA
Lecturer
10
Library Clerk
2
MSc
Certificate in Library Studies/
HSC
Job Title
No of Unfilled
Vacancies
Qualification required
1
Marketing Manager
1
BSc
Materials Testing Technician
2
Diploma in Building and Civil Engineering
Mechanic
13
Medical Records Assistant
5
SC/HSC
Motivator
2
CPE + Experience in social work
Nursing Aid
10
HSC
Nursing Officer
10
Qualified nurse
Organiser
1
Degree in social Work
Orientation and Mobility Instructor
1
SC
Out Reach Officer
2
SC
Personnel Officer
2
Diploma in HR
Public Relations Officer
3
BSc / Diploma in social work
Program Officer
2
BSc Quality Management
Program Welfare Officer
1
Degree in Social Science
Purchasing & Marketing Assistant
1
SC
Quality Officer
2
Diploma
Research Coordinator
2
D egree
Risk Manager
2
ACCA Final
Secretary
3
BSc Management/Diploma in Secretarial Studies
Degree ICSA
Senior Accountant Technician
1
ACCA
Senior Cartier
1
Senior Coordinator
1
Degree plus 5 years experience as Coordinator
Senior Financial Intelligence Analyst
1
Degree Finance
Senior Inspector of Works
3
Diploma in Building and Civil Engineering
Senior Internal Controller
1
ACCA 1
Review of National Human Resource Development Plan
2007-2010
Lorry Helper
PAGE
Senior Project Manager
1
BSc Management + Experience
Social Worker
1
HSC
CPE
Stores Attendant
3
System Administrator
3
Degree in IT
Technical Staff
6
ACCA
BSc Tourism
1
1
Training Officer
11
Trimmer
Tyreman
BSc
1
1
Warden/ TV Operator
31
CPE
Watchman
31
CPE
1
HSC
Welfare Development Officer
Public Service
Tourism Promotion Manager
Traffic Manager
765
Manpower Projections for the Public sector: 2007-2010
A projection of the number of employees was carried out for the Public sector. For that purpose a Multiple
Linear Regression (MLR) analysis was run on a number of variables as listed in Table 11.32 data for these
variables were obtained from the National Accounts of the CSO.
Table 11.32: List of variables used for developing the model
to predict employment in the Public sector
Variables
GDP at basic prices
GDP at market prices
Employment in General Government Services
Gross Domestic Fixed Capital Formation (Public sector )
Annual growth rate of Public sector investment
Public sector investment as a percent of GDP at market prices
Public sector investment as a percent of GDFCF
Value added for General Government
Compensation of employees paid by general Government
Final consumption expenditure-General Government
The MLR revealed that two variables, “Value added for General Government” and “Public sector
investment as a percent of GDFCF”, explained very well for the prediction in number of employees in the
Public sector. In fact, a regression value of over 95 percent was obtained, with “Value added for General
Government” alone accounting for almost 86 percent of variation in employment. However, since “Public
sector investment as a percent of GDFCF” contributed significantly in explaining for employment
prediction it was included in the model.
Figure 11.40 : Trends in employment in the Public sector, 2000-2010
6
31
73
31
5
72
34
3
74000
4
91
73
36
06
73
9
83
748
73
1
74
32
6
76000
71
68
23
6
70000
59
0
68000
65
Number of employees
72000
66000
62000
61
67
6
64000
60000
2000
2001
2002
2003
2004
2005
2006
2007
2008*
2009*
2010*
Year
* Estimated by HRDC
As can be observed from Figure 11.40, the number of employment almost reached a turning point in
2006 with 74 326 employees and the following year 0.7 percent fall in number of employees was noted.
According to the HRDC model, the year 2008 would witness a rise of about 1.3 percent to reach 74 808
employees before again taking a downward trend up till 2010. In fact, a 2 percent fall in number of
employees would be noted from 2008 to 2010.
766
Conclusion and Strategies
In our survey, we saw that 55 percent of respondents were confident that the number of employment
would increase in the Civil Service. However with the recent PRB Report 2008, a number of posts
have been abolished and it is a common practice nowadays in the Public Service not to fill certain
vacancies.
88 percent of respondents in the Civil Service agreed that employees would have to be more creative
and innovative in the Public Service. These skills are vital to have an efficient Civil Service focused
on the need for provision of high quality services to the public. The survey also revealed that more
than 80 percent of respondents in the Public sector agreed that their employees would have to be ICT
proficient.
There are certain key areas in the Civil Service where it is difficult to recruit people like archiving,
analytical chemist, Indian dance, oriental languages, food engineering, entomology, metrology, air
traffic, micro biology, agronomist, engineering, seed pathology, valuation among others.
The Civil Service planned training their employees in different fields for the next three years. These
comprise Modern Techniques of Crop Production, Breeding Molecular, Generics, Security, Specialised
discipline of Psychopathology. Treasury Accounting System, Meteorology, Fisheries Management among
others.
Our survey showed that 62 percent of respondents agreed that the contribution of Parastatals to the
National Growth would rise. Almost two out of every three respondents agreed that our educational
system will meet the requirements of the labour market. The majority of respondents (63 percent)
agreed that our training system would meet the requirements of the labour market. Based on the
responses, it could be observed that some Parastatal organisations have future plans for expansion.
Most of the challenges in Parastatals were overcome by providing training to workers. On-the-job
training has been found to the most popular form of training among employers. Employers also
provided internet facility to employees and invested in new equipment and technologies.
To overcome the challenge of local and international competition, Parastatals were providing lower
interest rates and improved the quality of service. They also intended to send employees to follow
courses in established institutions.
PAGE
767
Public Service
One major reform being undertaken in the Public Service is the development of a Performance
Management System. It is quite alarming to note that less than 50 percent of respondents had a
performance appraisal system despite the recommendations of the PRB Report 2003. The most common
method used in the Public Service to measure performance is the Confidential Report which is not a 360
degree method and does not necessarily develop the employee to meet the organisation’s and personal
objectives.
Review of National Human Resource Development Plan
2007-2010
The HRDC Manpower Planning Survey 2007-10 confirmed the fact that the Public sector is a vital
component of the economy contributing to development. Our education system plays a central role
in supplying labour to both the Public sector and the Private Sector. Around 27 percent of
respondents were confident about the Mauritian Education System while 53 percent of respondents
agreed that our training system would meet the requirements of the labour market. To meet the
challenges emerging from globalisation, the Public sector would need to modernise for improved
delivery of services, strategic thinking and planning, assessment of training needs and implementation
of continuous training programmes.
68.3 percent of Parastatal organisations conducted TNA during the survey period. Various difficulties
have been experienced by employers when planning training among which high cost ranks highest.
As concerns labour turnover, 87.8 percent of employers reported that no employees resigned in the month
of July 2007. Employees in the Public Service enjoy a higher level of job security than the private sector.
78 percent of Parastatal Bodies surveyed did not have a career plan in place despite the prescribed career
path in PRB Reports. Out of those organisations that had a career plan, around 67 percent had it for
employees to move to superior grades. A few planned for employees to climb the hierarchical ladder
depending on their performance. This scheme will be more applicable after establishment of a formal
performance appraisal system.
Strategies
Performance Management
There is a need to instill greater performance orientation among public servants. It is important to set
objectives that relate to the overall goals of the Public sector, monitoring the performance of staff and
giving them support, feedback and the opportunity to develop. There is also the need to focus on
improving performance, transparency, accountability and the efficient achievement of planned results.
It is important to align HR practices – recruitment, selection, rewards, training and development – with
performance. A shift should be made from a multi-layered structure to flatter structures to improve
accountability and facilitate decision taking while maintaining a balance between career prospects and
career earnings according to PRB report 2008. This also leads to empowerment of staff.
Performance-related pay
A pay package is very important in improving and sustaining the motivation, performance and integrity
of public servants. Public servants should be paid enough to attract and retain competent people while
providing sufficient incentives for staff to maintain a high level of performance.
The present pay system does not allow discrimination between low performing and high performing
organisations, teams and individuals. To induce desired behaviour and attitude for improved performance,
a reward mechanism and an institutional framework to link pay to results and to motivate organisations
to embrace and implement change has been introduced. Performance related bonuses should be
encouraged. There is a need to introduce a reward mechanism and institutional framework to link pay
to results and to motivate organisations to embrace and implement change.
Dissemination of information
Quality data on employment and wages in the Public sector, particularly in developing countries and
economies in transition, makes it difficult to measure the actual cost and contribution of staff to the
overall performance of the Public sector.
Outsourcing
It is important for the Public sector to outsource certain functions. Improving efficiency is one of the
claimed benefits of outsourcing, with new market-like constraints and incentives.
Meritocracy
A merit-oriented and career based Civil Service is decisive in explaining differences in the performance
of Public Service in terms of the quality of services and the absence of corruption. There is a need to
establish a merit-based career Civil Service to improve and maintain the prestige of Public sector
employment.
768
Labour Migration
Survey on Public sector characteristics
There is a need to have a well defined database on training programmes and the pool of human capital
to help policy makers. Training and development should be provided to equip employees with the
right competencies and attitudes at different levels.
Culture change
Technical staff could share their skills and competence through exchange programmes and temporary
transfers among Ministries. This will help to incorporate or reinvigorate desirable values, such as
impartiality, integrity and dedication to Public Service, while at the same time promoting
management innovations and efficiency improvements. Make the Public Service impartial,
professional and responsive that portrays the highest levels of neutral competence, efficiency and
performance orientation in every respect.
Review of National Human Resource Development Plan
2007-2010
The departure of a skilled migrant signifies a loss of investment in previous education and training
for Mauritius as well as a loss of skills and experience that would otherwise provide future
contributions to development. It is important that this phenomenon be counterbalanced by “earn,
learn and return” strategies to take advantage of the enhanced skills and experience of the expatriate
population, with programmes to facilitate remittances and encourage migrants to return.
Proper Recruitment
“My creed is that Public Service must be more than doing a
job efficiently and honestly. It must be a complete
dedication to the people and to the nation with full
recognition that every human being is entitled to courtesy
and consideration, that constructive criticism is not only to
be expected but sought, that smears are not only to be
expected but fought, that honor is to be earned, not bought.”
(American Senator, 1897-1995)
PAGE
769
Public Service
There is a need to ensure that the Public sector is staffed with the right people in the right place
through proper recruitment and selection criteria. Leadership being one of the most important drivers
of excellence, it is essential that selection to management or technical management positions be made
judiciously. In this context, the PRB report 2008 has come up, based on foreign experience, with a
Leadership Capability Profile outlining the requirements for potential leaders i.e. they are expected
to have the required mindset, attitude and soft skills; have acquired relevant experience through
varied pathways; must possess leadership and management skills; and have the capability to deliver
outcomes. The Leadership Capability Profile is expected to serve as a guideline for potential leaders,
for training of future leaders and for recruiting agencies of the Public Service in the selection of a
diverse pool of talents.
Brief on estimated number of employees in the Public Sector, 2007-2010
Civil Service:
Main observations from Table 11.33 with respect to employment in the Civil Service are as follows:
N
Police Constables were most common representing 16 percent of the jobs in the Civil Service followed
by General Workers that represented 8 percent in June 2007.
N
Teachers/Senior Teachers represented 7 percent of the Civil Servants.
N
Education Officers represented 5 percent in June 2007 and Nursing Officers represented 5 percent.
N
Hospital Servants represented 4 percent. Police Sergeants represented 2 percent and School Caretakers
represented 2 percent.
Table 11.33 : Number of employees in the Civil Service as at 30 June 2007
Job Title
ADA
Administrative Manager, NTA
Administrative Secretary
Administrator
Adviser
Aerodrome Licensing Inspector
Aerodrome Licensing Officer
Aeronautical Information Officer
Agricultural Clerk
Agricultural Clerk (Personal)
Agricultural Clerk Assistant
Agricultural Confidential Secretary
Agricultural Engineer
Agricultural Executive Assistant
Agricultural Handyman
Agricultural Implement Operator
Agricultural Superintendant
Agricultural Supervisor
Agricultural Technician
Aids Education Nurse
Aids Physician
Air Traffic Control Assistant
Air Traffic Control Officer
Air Traffic Control Supervisor
Air Traffic Services Standards Inspector
Air Traffic Services Standards Officer
Airworthiness Inspector
Airworthiness Surveyor
Ambassador
Ambulance Attendant (on shift)
Ambulance Driver (on shift)
Apicultural Officer
Archives Officer
Archivist
Area Superintendent
Artificer
Assistant Health Information, Education and Communication Officer
Assistant Catering Officer
Assistant Citizen's Advice Bureau Co-ordinator
Assistant Commercial Officer
Assistant Commissioner of Police
Assistant Commissioner, Probation and After Care
Assistant Commissioner, Social Security
Assistant Conservator of Forests
Assistant Controller, Fisheries Protection Service
Assistant Director (Primary)
Assistant Director of Youth Affairs
Assistant Director, Labour and Industrial Relations
770
No. of employees as at 30 June 2007
3
1
1
14
1
0
0
5
55
3
5
1
4
13
2
6
9
1
2
8
2
16
32
10
0
0
1
0
15
122
151
2
8
1
4
1
10
21
2
0
22
3
7
2
4
1
0
5
Job Title
No. of employees as at 30 June 2007
PAGE
771
Public Service
1
1
4
1
5
4
2
1
25
15
3
15
0
1
1
57
1
1
1
3
98
1
1
48
5
1
1
7
2
4
2
10
10
8
0
24
0
1
5
74
4
4
10
1
1
1
3
10
4
16
14
1
1
0
3
0
45
3
18
44
13
1
13
36
29
1
1
1
395
284
11
19
3
10
1
1
1
1
Review of National Human Resource Development Plan
2007-2010
Assistant Finance Officer
Assistant Fumigation Supervisor
Assistant Housing Officer
Assistant Inspector
Assistant Instrument Curator
Assistant Master Tailor
Assistant Mate
Assistant Mechanical Officer (Personal)
Assistant Medical Laboratory Technician
Assistant Medical Records Officer
Assistant Medical Records Organiser
Assistant Orthopaedic Technician
Assistant Park Ranger
Assistant Parliamentary Counsel
Assistant Regional Development Officer
Assistant Secretary
Assistant Secretary, National Planning & Development Commission
Assistant Secretary, Planning Appeals Tribunal
Assistant Secretary, Public and Disciplined Forces
Assistant Solicitor-General
Assistant Superintendent of Police
Assistant Superintendent of Police Band
Assistant Superintendent, Rehabilitation Youth Centre
Assistant Supervisor (Oriental Languages)
Assistant Supervisor (The Arts)
Assistant Transport Planner
Assistant Vulcaniser
Assistant Director
Assistant Manager
Attaché (Administration)
Attendant (Haemodialysis)
Attendant (Nursing School) (Personal)
Audio typist
Automobile Electrician
Aviation Clerk
Aviation Patrolman
Aviation Security/Facilitation Inspector
Aviation Security/Facilitation Officer
Ayurvedic Medical Officer
Band Constable
Band Corporal
Band Inspector
Band Sergeant
Band Sub-Inspector
Bandmaster
Binder
Bio-Medical Engineer (Health)
Bio-Medical Technician
Blacksmith
Blood Bank Assistant
Blood Bank Officer
Blood Donor Organiser
Boatman
Boatswain (Sea-going Vessel)
Boiler Operator
Boiler Operator (on roster)
Cabinet Maker
Careers Officer
Caretaker (on roster)
Carpenter
Cartographer
Catering Manager
Catering Officer
Catering Supervisor
Chainman
Chairman
Chairman, Public and Disciplined Forces Service
Chairperson, Planning Appeals Tribunal
Charge Nurse (Female)
Charge Nurse (Male)
Charge Nurse (Psychiatric) (Female)
Charge Nurse (Psychiatric) (Male)
Chemical Laboratory Assistant/Senior Chemical Laboratory Assistant
Chemical Laboratory Technician
Chief Archives Officer
Chief Blacksmith
Chief Cartographer
Chief Catering Administrator
Job Title
Chief Clinical Scientist
Chief Court Officer
Chief Court Usher
Chief ElectronicTechnician
Chief Employment Officer
Chief Executive Officer
Chief Female Officer, Rehabilitation Youth Centre
Chief Fisheries Officer
Chief Government Analyst
Chief Government Valuer
Chief Government Whip
Chief Health Inspector
Chief Health Statistician
Chief Hospital Administrator
Chief Hospital Supplies Officer
Chief Housing Development Officer
Chief Inspector
Chief Inspector of Police
Chief Inspector of Police Band
Chief justice
Chief Legal Assistant
Chief Mason
Chief Mechanic
Chief Medical Laboratory Technician
Chief Medical Officer
Chief Meteorological Technician
Chief Motor Mechanic
Chief Nursing Officer
Chief Nutritionist
Chief Occupational Safety and Health Inspector
Chief Occupational Therapist
Chief Officer
Chief Officer (Aviation Security/Facilitation)
Chief Officer, Rehabilitation Youth Centre
Chief Panel Beater
Chief Pharmacy Dispenser
Chief Physiotherapist
Chief Planning Inspector
Chief Police Medical Officer
Chief Procurement Officer
Chief Radiographer
Chief Regional Development Officer
Chief Registrar
Chief Reporter and Editor
Chief Road Transport Inspector
Chief Sanitary Engineer
Chief Speech Therapist and Audiologist
Chief State Attorney
Chief Surveyor
Chief Technical Officer
Chief Town and Country Planning Draughtsman
Chief Town and Country Planning Officer
Chief Trade Analyst
Chief Tradesman
Chief Valuation Technician
Chief Vehicle Examiner
Chief Welder
Child Welfare Officer (Personal)
Citizen's Advice Bureau Co-ordinator
Citizen's Advice Bureau Organiser
Civil Status Officer
Clerical Officer
Clerical Officer/ Higher Clerical Officer
Clerk (Planning)
Clerk Assistant
Clerk of the National Assembly
Clinical Assistant
Clinical Psychologist
Clinical Scientist (Bio Chemistry)
Clinical Scientist (Virology)
Cloakroom Attendant
Clerical Officer/Higher Clerical Officer
Clerical Officer/Higher Clerical Officer/Senior Clerical Officer
Coach
Coach (Swimming)
Coach Painter
Commanding Officer
Commercial Examiner
772
No. of employees as at 30 June 2007
1
20
2
1
4
1
1
1
1
1
1
1
1
1
1
1
2
133
2
1
1
1
1
1
1
1
1
1
1
3
1
4
0
2
0
1
2
1
1
0
1
1
1
1
2
1
1
1
1
1
1
0
1
11
4
0
1
3
1
28
55
39
1528
0
97
1
2
5
5
4
48
20
20
19
12
9
1
0
Job Title
PAGE
773
Public Service
1
1
1
1
1
2
11
245
1
74
111
94
58
69
5
202
0
1
1
53
1
1
21
1
230
3
19
8
0
95
17
49
3
19
1
1
0
2
1
59
52
1
19
1
1
2
1
1
1
3
1
1
3
1
1
6
1
2
1
3
4
1
1
1
1
2
1
0
7
820
6
180
1
1
43
1
1
1
Review of National Human Resource Development Plan
2007-2010
Commercial Officer
Commissioner of Police
Commissioner of Probation and After Care
Commissioner, Social Security
Communication Officer
Communication, Navigation and Surveillance Officer
Community Health Development Motivator
Community Health Care Officer
Community Health Development Organiser
Community Health Nursing Officer
Community Health Rehabilitation Officer
Community Midwife
Community Physician
Computer Laboratory Attendant
Computer Technician
Confidential Secretary
Confidential Secretary (Planning)
Conservator
Conservator of Forests
Consultant
Consultant (Oral Surgery)
Consultant (Orthodontics)
Consumer Protection Officer
Controller, Fisheries Protection Service
Cook (on Roster)
Cooperative Development Officer
Cooperative Officer
Co-ordinator
Coordinator(Health & Anti drug)
Court Officer
Court Service care Officer
Court Usher
Coxswain
Confidential Secretary
Curator of Vacant Estates
Cutter
Dean
Deckhand/Fisherman
Demographer
Dental Assistant
Dental Surgeon/Senior Dental Surgeon
Dental Technician
Deputy Assistant Superintendent of Police
Deputy Bandmaster
Deputy Chairman of Committees
Deputy Chairman, Public Service Commission
Deputy Chairperson, Planning Appeals Tribunal
Deputy Chief Government Valuer
Deputy Chief Government Whip
Deputy Chief Health Inspector
Deputy Chief Hospital Administrator
Deputy Chief Nursing Officer
Deputy Chief Surveyor
Deputy Chief Town and Country Planning Officer
Deputy Clerk
Deputy Commissioner of Police
Deputy Commissioner, Probation and After Care
Deputy Commissioner, Social Security
Deputy Conservator of Forests
Deputy Controller, Fisheries Protection Service
Deputy Director
Deputy Director General, NSS
Deputy Director of Civil Aviation
Deputy Director, Employment Service
Deputy Director, Legal Metrology Services
Deputy Director, Meteorological Services
Deputy Director, National Parks and Conservation
Deputy Director, Strategic Planning and Implementation Unit
Deputy Forest Ranger
Deputy Head Teacher
Deputy Head Teacher (Aided Schools)
Deputy Head Teacher (Oriental Languages)
Deputy Master & Registrar
Deputy Project Manager (Ministry of Environment)
Deputy Rector
Deputy Registrar
Deputy Registrar of Associations
Deputy Registrar of Civil Status
No. of employees as at 30 June 2007
Job Title
Deputy Road Transport Commissioner
Deputy Secretary for Foreign Affairs
Deputy Secretary, Central Tender Board
Deputy Social Welfare Commissioner
Deputy Speaker
Deputy, General Manager
Development Control Officer
Director
Director General, ADSU
Director General, NSS
Director of Civil Aviation
Director of Court Services
Director of Public Prosecutions
Director of Sports
Director of Youth Affairs
Director, Emergency Services
Director, Employment Service
Director, Human Resource Development
Director, Labour and Industrial Relations
Director, Legal Metrology Services
Director, Medical Unit
Director, Meteorological Services
Director, National Parks and Conservation Service
Director, Occupational Safety and Health
Director, Office of Fair Trading
Director, Pharmaceutical Services
Director, Solid Waste Management Division
Director, Strategic Planning and Implementation Unit
Disability Officer
Divisional Cooperative Officer
Divisional Environment Officer
Divisional Forest Assistant
Divisional Head
Divisional Meteorologist
Divisional Scientific Officer
Divisional Scientific Officer (Fisheries)
Draughtsman's Assistant
Draughtsman
Driver
Driver (Bibliobus)
Driver (Heavy vehicles above 5 tons)
Driver (Mechanical Unit)
Driver (on roster - day & night)
Driver (on roster)
Driver (on shift)
Driver (Ordinary Vehicles up to 5 tons)
Driver (Planning)
Driver Heavy Vehicle
Driver Mechanical Unit
ECG Technician
Edu. Psychologist
Education Officer
Education Officer(Physical Education)
Education(Prevoc)
EEG Assistant Technician
EEG Technician
Electrician
Electrician (on shift)
Electronic Technician
Emergency Physician
Employment Officer
Environment Enforcement Assistant
Environment Officer
Executive Assistant
Executive Assistant (Housing)
Executive Officer
Executive Officer (Health Services)
Factory Operative
Factory Operative Assistant
Family Counselling Officer
Family Protection Officer (Personal)
Family Welfare and Protection Officer
Female Assistant Superintendent, Rehabilitation Youth Centre
Female Officer, Rehabilitation Youth Centre
Field Assistant (Personal)
First Secretary
Fisheries Protection Officer
Fitter
774
No. of employees as at 30 June 2007
1
1
1
2
1
1
6
13
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
1
0
1
1
0
5
4
6
2
3
3
1
8
2
1
343
3
36
6
10
8
52
44
0
1
14
28
11
2548
81
0
2
1
10
4
4
35
42
12
37
2
1
302
87
0
2
0
4
23
1
1
4
23
132
8
Job Title
No. of employees as at 30 June 2007
PAGE
775
Public Service
4
0
20
3
60
8
38
2
1
96
1
16
240
79
6
2
4 418
13
7
1
4
1
2
5
13
0
2
1
1
232
200
2
6
0
11
1
10
65
60
3
30
1
223
2
1
0
1
1
1
1
1
1
0
41
1 301
1
1
11
5
97
1
3
111
1
0
7
115
192
7
1
18
9
299
0
3
1 872
2
3
Review of National Human Resource Development Plan
2007-2010
Fitter (on shift)
Flight Operations Inspector
Foreman
Foreman (General)
Forest Guard
Forest Ranger
Forester
Fumigation Attendant
Fumigation Supervisor
Gangman
Gangman (on roster)
Gardener
Gardener/Nurseryman
Gatekeeper (Health)
Gatekeeper (on shift)
Gateman
General Worker
General Assistant
General Development Worker
General Manager
General Worker (Casual)
General Worker (on shift)
General Worker
Government Analyst
Government Valuer
Graphic Artist
Gun Fitter
Haemodialysis Officer
Haemodialysis Supervisor
Handy Worker
Handy Worker ( Special Class)
Hatchery Operator
Head Cook
Head Family welfare and Protection unit
Head Gardener/Nurseryman
Head Library Cadre
Head Nurseryman (Fisheries) (on roster)
Head office attd/ Office attd
Head Office Attendant
Head Poler
Head Police Attendant
Head Remuneration Analyst
Head Teacher/Senior Head Teacher
Head Teacher/Senior Head Teacher (Aided Schools)
Head, Child Development Unit
Head, Consumer Protection Unit
Head, Disability Unit
Head, Occupational Health Unit
Head, School for Subnormal Children
Head, School for the Blind
Head, School for the Deaf
Head, Vector Biology and Control Division
Head, Women's Unit
Health & Physical Education Instructor
Health Care Assistant (General)
Health Care Assistant (Haemodialysis)
Health Economist
Health Engineering Assistant
Health Information, Education and Communication Officer
Health Inspector
Health Promotion Co-ordinator
Health Statistician
Health Surveillance Officer
Heavy Vehicle/Mechanical Driver
Helper
High Commissioner
Higher Executive Officer
Higher Social Security Officer
Home Economics Officer
Home Economics Organiser/Senior Home Economics
Hospital Administrative Assistant
Hospital Administrator
Hospital Attendant (on shift)
Hospital Executive Assistant
Hospital Physicist
Hospital Servant (on shift)
Housing Attendant
Housing Clerk
Job Title
Housing Development Cadet
Housing Development Officer
Housing Officer
Human Resource Analyst
Incinerator Operator
Insecticide Sprayerman
Insecticide Sprayerman (Health)
Inspector
Inspector (Pre-Vocational)
Inspector of Associations
Inspector of Police
Inspector of Works
Instructor (Personal)
Instructor/Instructress School for the Blind
Instructor/Instructress School for the Deaf
Instructor/Instructress School for the Subnormal
Instrument Curator
Irrigation Operator
Job Analyst
Job Analyst's Assistant
Judge in Bankruptcy
Laboratory Attendant
Labour and Industrial Relations Officer
Launch Driver
Launch Driver (Shift)
Laundry Attendant (on roster)
Law Librarian
Law Library asst
Law Library Officer
Leader of the Opposition
Leading Hand
Leather Worker
Legal Assistant
Legal Metrologist
Legal research Asst
Legal Secretary
Leisure Officer
Liaison Officer
Librarian
Library Attendant
Library Clerk
Library Officer
Library Officer/Senior LO
Licensing/Registration Officer
Liftman
Linen Officer
Linen Room Assistant
Local Government Binder's Asst
Local Government Cabinet Maker
Local Government Cadastral Assistant
Local Government Chemical Sprayerman
Local Government Clerk
Local Government Drainman
Local Government Enforcement Officer
Local Government Executive Assistant
Local Government Gardener/Nurseryman
Local Government Groundsman
Local Government Mason
Local Government Painter
Local Government Road Mender
Local Government Telephone Operator
Local Government Tradesman's Assistant
Local Government Welder
Local Government Word Processing Operator
Lorry Loader
Machine Minder
Machine Minder (Bindery)
Machine Minder (Bindery) (On Roster)
Magistrate/Senior Magistrate
Maintenance Assistant
Maintenance Handy Worker
Maintenance Handy Worker (Personal)
Maintenance Officer
Maintenance Officer (Communication, Navigation & Surveillance)
Maintenance Superintendent
Maintenance Supervisor (Communication, Navigation & Surveillance)
Manager
Manager, Recreation Centre
776
No. of employees as at 30 June 2007
5
1
1
12
7
89
100
10
7
14
378
4
8
2
2
2
6
4
3
0
1
380
40
1
5
60
1
4
1
1
187
17
6
2
13
1
3
10
4
70
69
68
7
10
2
53
3
1
2
1
1
7
4
5
2
6
4
2
3
8
1
17
1
2
111
7
7
21
50
37
7
3
5
12
0
4
1
2
Job Title
PAGE
777
Public Service
0
1
1
0
84
1
1
4
489
155
1
265
195
14
1
11
6
59
50
0
23
7
124
4
9
17
2
8
62
7
2
1
1
4
17
5
7
28
9
9
2 439
67
36
41
15
8
3
23
9
15
3
455
0
1
36
26
1
0
2
1
2
5
1
1
2
2
21
18
12
2
55
40
23
3
1
5
16
10
Review of National Human Resource Development Plan
2007-2010
Mandatory Occurrence Reporting Officer
Marine Electronic/Electrical Technician
Marine Engineering Assistant
Marital Counsellor
Mason
Master Tailor
Matron
Medical Superintendent
Medical and Health Officer/Senior Medical and Health Officer
Medical Laboratory Technician
Medical Physics Technician
Medical Records Assistant
Medical Records Clerk
Medical Records Officer
Medical Records Organiser
Medical Social Worker
Medical Superintendent
Members of Parliament
Mentor
Mentor (Aided Schools)
Meteorological Technician
Meteorologist
Midwife
Midwife Educator
Minister Counsellor/Deputy High Commissioner
Mortuary Attendant (on roster)
Motivator
Motor Diesel Mechanic
Motor Mechanic
Motor/Diesel Mechanic
Music Organiser
National Aids Coordinator
Nightsoilman
Nuclear Medicine Technologist
Nurse Educator
Nurse Educator (Female)
Nurse Educator (Male)
Nurseryman (Fisheries) (on roster)
Nursing Administrator (Female)
Nursing Administrator (Male)
Nursing Officer
Nursing Officer (Psychiatric)
Nursing Supervisor (Female)
Nursing Supervisor (Male)
Nutritionist
Occupational Health Physician
Occupational Safety and Health Engineer
Occupational Safety and Health Inspector
Occupational Therapist
Occupational Therapy Assistant
Office Assistant
Office Attendant
Office Attendant (Planning)
Office Helper
Office Supervisor
Officer, Rehabilitation Youth Centre
Officer-in-charge (National Identity Card Unit)
Officer-in-Charge, Import Division
Official Receiver
Ombudsman
Operator Waste Water Pumping Station (on shift)
Operator Pumping Station
Operator Waste Water Pumping Station (on shift)
Opposition Whip
Organising Officer, Recreation Centre
Organising Officer, Women's Centre
Orthopaedic Appliance Maker (Leather)
Orthopaedic Appliance Maker (Metal)
Orthopaedic Appliance Maker (Wood)
Orthopaedic Technician
Packing Assistant
Painter
Panel Beater
Park Ranger
Parliamentary Counsel
Parliamentary Private Secretary
Pathological Laboratory Assistant
Pedagogical Inspector (Personal)
No. of employees as at 30 June 2007
Job Title
Perfusionist
Permanencier
Permanent Secretary
Personnel Licensing Assistant
Personnel Licensing Officer
Pharmacist
Pharmacy Dispenser
Pharmacy Stores Manager
Physical Education Instructor
Physical Education Organiser
Physiotherapist
Physiotherapy Assistant
Plan Printing Operator
Planner
Planning Assistant
Planning Inspector
Plans and Records Officer
Plant & Equipment Operator
Plant Mechanic
Plant Room Operator (on shift)
Plumber and Pipe Fitter
Podiatrist
Poler
Police Attendant
Police Constable
Police Constable (Security/Driver)
Police Corporal
Police Dental Surgeon/Senior Police Dental Surgeon
Police Medical Officer/Senior Police Medical Officer
Police Sergeant
Pre-reg Trainee Agricultural Engineer
President (court)
President, Permanent Arbitration Tribunal
Primary School Inspector
Principal Agricultural Engineer
Principal Archives Officer
Principal Assistant Secretary
Principal Bio-Medical Technician
Principal Careers Officer
Principal Cartographer
Principal Chemical Laboratory Technician
Principal Civil Status Officer
Principal Community Health Care Officer
Principal Community Health Nursing Officer
Principal Community Midwife
Principal Consumer Protection Officer
Principal Court Officer
Principal Court Usher
Principal Demographer
Principal Dental Assistant
Principal Dental Surgeon
Principal Electronic Technician
Principal Female Officer, Rehabilitation Youth Centre
Principal Fisheries Officer
Principal Fisheries Protection Officer
Principal Government Valuer
Principal Health Engineering Assistant
Principal Health Information, Education and Communication Officer
Principal Health Inspector
Principal Health Surveillance Officer
Principal Hospital Physicist
Principal Human Resource Analyst
Principal Inspector of Associations (Personal)
Principal Job Analyst
Principal Labour and Industrial Relations Officer
Principal Legal Assistant
Principal Licensing/Registration Officer
Principal Local Government Enforcement Officer
Principal Medical Laboratory Technician
Principal Medical Officer
Principal Meteorological Technician
Principal Nurse Educator
Principal Nutritionist
Principal Occupational Safety and Health Inspector
Principal Officer, Rehabilitation Youth Centre
Principal Pathological Laboratory Assistant
Principal Pharmacist
Principal Pharmacy Dispenser
778
No. of employees as at 30 June 2007
3
15
17
0
0
17
148
13
38
3
15
43
3
7
11
6
1
5
1
9
22
0
14
270
8 365
100
1 275
1
6
1 192
2
3
0
48
1
1
29
1
1
2
1
4
1
1
1
2
28
8
1
1
1
4
1
3
25
3
2
1
17
1
1
1
2
3
7
2
2
1
14
4
10
1
2
5
5
1
1
16
Job Title
No. of employees as at 30 June 2007
PAGE
779
Public Service
1
4
2
8
10
1
1
7
5
2
5
4
1
22
8
2
7
1
1
1
11
1
2
2
2
1
4
1
23
1
2
10
2
37
9
18
1
2
1
8
3
11
1
92
14
63
3
1
4
10
53
1
50
294
2
16
5
5
5
7
1
1
1
0
1
1
2
3
18
2
0
1
9
1
37
2
13
1
Review of National Human Resource Development Plan
2007-2010
Principal Physical Education Organiser
Principal Planner
Principal Police Medical Officer
Principal Primary School Inspector
Principal Probation Officer
Principal Procurement Officer
Principal Protocol Assistant
Principal Radiographer
Principal Radiographic Assistant
Principal Regional Development Officer
Principal Research and Development Officer
Principal Road Transport Inspector
Principal Sanitary Engineer
Principal Social Security Officer
Principal Social Welfare Officer
Principal State Attorney
Principal State Counsel
Principal Statistician
Principal Supervisor (Female), Family Planning (Personal)
Principal Surveying and Mapping Assistant
Principal Surveyor
Principal Technical Officer (Fisheries)
Principal Technician (Electrical)
Principal Test Chemist
Principal Tourism Planner
Principal Town and Country Planning Draughtsman
Principal Town and Country Planning Officer
Principal Trade Analyst
Principal Valuation Technician
Principal Vector Biology and Control Laboratory Technician
Principal Vehicle Examiner
Principal Youth Officer
Printing Machine Operator
Probation Officer
Procurement Officer
Principal Cooperative Officer
Project Co-ordinator (AIDS)
Project Manager
Protocol Assistant
Psychologist
Publicity Assistant
Puisne Judge
Quality Control Pharmacist/Chemist
Radiographer
Radiographic Assistant (on shift)
Radiographic Assistant (Personal)
Range Warden
Rattaner
Receptionist
Receptionist (Health Services)
Receptionist/Telephone Operator
Record Manager
Rector
Refuse Collector
Regional Court administrator
Regional Development Officer
Regional Health Director
Regional Health Services Administrator
Regional Nursing Administrator
Regional Public Health Superintendent
Registrar Dangerous Chemical Control Board
Registrar of Associations
Registrar of Civil Status
Registrar, Cooperative Societies
Registrar, Public and Disciplined Forces Service Commission
Remuneration Analyst
Reporter
Reprographic Operator
Research and Development Officer
Research and Development Officer (Wildlife)
Research Officer NAEC
Resource Centre Attendant
Rigger
Road Transport Commissioner
Road Transport Inspector
Rodent Control Assistant Supervisor
Rodent Control Attendant
Rodent Control Supervisor
Job Title
Sail-maker
Sampler
Sanitary Attendant
Sanitary Attendant (on shift)
Sanitary Engineer
School Caretaker
School Clerk
Scientific Officer
Scientific Officer (Fisheries)
Scientific Officer, Vector Biology and Control Division
Scientific Officer, Vector Biology and Control Division (Personal)
Seamstress
Second Secretary
Secondary School Inspector
Secretary (Enironment Appeal tribunal)
Secretary (Pay Research Bureau)
Secretary /Chief Justice
Secretary /Registrar
Secretary for Cooperative Development
Secretary for Foreign Affairs
Secretary for Trade Development
Secretary NAEC
Secretary, Central Tender Board
Secretary, Morcellement Board
Secretary, National Planning & Development Commission
Secretary, NTA Board
Secretary, Ombudsman's Office
Secretary, Planning Appeals Tribunal
Secretary, Public and Disciplined Forces Service Commissions
Senior Aeronautical Information Officer
Senior Agricultural Engineer
Senior Archives Officer
Senior Area Superintendent
Senior Attaché
Senior Aviation Patrolman
Senior Bio-Medical Technician
Senior Blood Bank Officer
Senior Careers Officer
Senior Cartographer
Senior Chemical Laboratory Technician
Senior Child Welfare Officer (Personal)
Senior Civil Status Officer
Senior Clinical Scientist
Senior Coach
Senior Coach (Swimming)
Senior Commercial Officer
Senior Community Health Care Officer
Senior Community Health Nursing Officer
Senior Community Midwife
Senior Computer Laboratory Attendant
Senior Consumer Protection Officer
Senior Cook
Senior Cooperative Development Officer
Senior Cooperative Officer
Senior Court Officer
Senior Court Usher
Senior Dental Assistant
Senior Development Control Officer
Senior ECG Technician
Senior Educational Psychologist
Senior Education Officer (Administration)
Senior Education Officer (Administration) (Personal)
Senior Electronic Technician
Senior Employment Officer
Senior Environment Officer
Senior Family Welfare & Protection Officer
Senior Female Officer, Rehabilitation Youth Centre
Senior Field Assistant (Personal)
Senior Fisheries Protection Officer
Senior Gangman
Senior Gardener/Nurseryman
Senior Government Analyst
Senior Government Valuer
Senior Health Engineering Assistant
Senior Health Information, Education and Communication Officer
Senior Health Inspector
Senior Health Statistician
Senior Health Surveillance Officer
780
No. of employees as at 30 June 2007
1
163
38
4
2
822
277
7
14
1
1
5
46
28
1
1
1
1
1
1
0
0
1
1
1
1
1
1
1
1
1
4
1
4
0
3
1
1
4
2
1
12
1
4
1
1
10
6
20
1
3
14
3
24
60
14
14
1
5
1
1
5
8
14
1
0
1
2
57
4
27
1
5
5
1
30
1
18
Job Title
No. of employees as at 30 June 2007
PAGE
781
Public Service
1
2
5
5
61
2
27
14
4
0
3
1
16
3
4
11
2
2
10
57
25
1
32
1
4
1
8
3
4
4
12
2
0
0
1
4
67
1
3
6
4
2
3
1
12
18
0
1
1
39
7
4
3
6
1
7
12
5
84
1
1
6
2
75
26
1
6
1
4
42
5
4
7
1
9
10
7
53
Review of National Human Resource Development Plan
2007-2010
Senior Home Economics Officer
Senior Human Resource Analyst
Senior Inspector
Senior Inspector of Associations
Senior Laboratory Attendant
Senior Laboratory Technologist
Senior Labour and Industrial Relations Officer
Senior Leading Hand
Senior Legal Assistant
Senior Liaison Officer
Senior Librarian
Senior Library Attendant
Senior Library Clerk
Senior Library Officer
Senior Licensing/Registration Officer
Senior Linen Officer
Senior Local Government Enforcement Officer
Senior maintenance asst
Senior Maintenance Officer (Communication, N & S)
Senior Medical Laboratory Technician
Senior Medical Records Clerk
Senior Medical Social Worker
Senior Meteorological Technician
Senior Midwife Educator
Senior Nurse Educator
Senior Occupational Health Physician
Senior Occupational Safety and Health Inspector
Senior Occupational Therapist
Senior Occupational Therapy Assistant
Senior Office Attendant
Senior Officer, Rehabilitation Youth Centre
Senior Organising Officer, Recreation Centre
Senior Organising Officer, Women's Centre
Senior Park Ranger
Senior Pathological Laboratory Assistant
Senior Pharmacist
Senior Pharmacy Dispenser
Senior Physical Education Organiser
Senior Physiotherapist
Senior Physiotherapy Assistant
Senior Planner
Senior Planning Assistant
Senior Planning Inspector
Senior Police Attendant
Senior Primary School Inspector
Senior Probation Officer
Senior Procurement Officer
Senior Protocol Assistant
Senior Puisne Judge
Senior Radiographer
Senior Radiographic Assistant
Senior Regional Development Officer
Senior Registrar
Senior Reporter and Editor
Senior Research & Development Officer (Wildlife)
Senior Research and Development Officer
Senior Road Transport Inspector
Senior Sampler
Senior School Clerk
Senior Scientific Officer (Environment)
Senior Scientific Officer (Fisheries)
Senior Secondary School Inspector
Senior Shorthand Writer
Senior Social Security Officer
Senior Social Welfare Officer
Senior Speech Therapist and Audiologist
Senior Sports Officer
Senior State Attorney
Senior State Counsel
Senior Statistical Officer
Senior Statistician
Senior Stockman
Senior Supervisor of Oriental Languages
Senior Survey & Demograhic Officer
Senior Surveying and Mapping Assistant
Senior Surveyor
Senior Technical Assistant
Senior Technical Officer
Job Title
Senior Technical Officer (Fisheries)
Senior Technical Officer (Legal Metrology)
Senior Technician (Electrical)
Senior Technician (Mechanical)
Senior Test Chemist
Senior Tourism Planner
Senior Town and Country Planning Draughtsman
Senior Town and Country Planning Officer
Senior Trade Analyst
Senior Trade Information Officer
Senior Traffic Warden
Senior Valuation Technician
Senior Vector Biology and Control Laboratory Technician
Senior Vehicle Examiner
Senior Word Processing Officer
Senior Word Processing Operator
Senior Youth Officer
Senior/Head School Caretaker
Senior/Head Workshop Assistant
Senior/Principal Health Economist
Shorthand Writer
Social Facilitator
Social Security Attendant
Social Security Officer
Social Welfare Commissioner
Social Welfare Officer
Social Worker
Sociologist/Planner
Solicitor-General
Speaker
Special Clerical Officer
Specialist (Dental Services)
Specialist/Senior Specialist
Speech and Hearing Therapy Assistant
Speech Therapist and Audiologist
Sports Medical Officer
Sports Nursing Officer
Sports Officer
Sprayerman
State Attorney
State Counsel
Station Master
Station Officer
Statistical Officer
Statistician
Statistician/Systems Coordinator
Steward
Stockman
Store Officer
Storeman
Stores Attendant
Sub-Inspector of Police
Sugar Technologist
Superintendent (Central Sterile Supply Department)
Superintendent of Police
Superintendent of Police (Engineer Squadron)
Superintendent, Orthopaedic Appliances Workshop
Superintendent, Rehabilitation Youth Centre
Superintendent, Specialised Schools
Superintendent, Surgical Technology Workshop
Superintending Dental Surgeon
Supervisor (Central Sterile Supply Department)
Supervisor (The Arts)
Supervisor Community Health Rehabilitation Officer
Supervisor of Oriental Languages
Supervisor of Works
Supervisor, Central Sterile Supply Department
Supervisor, Community Health Rehabilitation Officer
Supervisor/Senior Supervisor (Female ) (FP) (Personal)
Survey & Demographic Officer
Survey Officer
Surveying and Mapping Assistant
Surveyor
Swimming Pool Attendant
Swimming Pool Attendant (on roster )
Automobile Electrician
Carpenter
Motor Mechanic
782
No. of employees as at 30 June 2007
6
1
0
1
27
2
3
4
1
1
7
42
1
3
1
13
17
95
1
1
6
1
40
194
2
42
15
1
1
1
9
9
241
12
3
1
2
11
1
5
31
18
1
97
27
1
28
79
1
2
153
90
3
2
58
1
1
1
1
1
4
2
2
2
8
3
4
3
10
5
11
27
30
5
7
1
1
0
Job Title
PAGE
783
Public Service
1
1
2
27
0
3 846
35
1 838
30
2
51
28
8
0
3
0
2
1
1
99
11
3
9
1
15
1
2
6
11
1
1
3
5
2
1
2
207
8
35
1
4
7
3
17
1
2
1
1
1
5
2
5
59
58
35
2
18
3
1
5
71
130
78
1
1
18
18
179
58
16
12
8
1
1
1
2
6
475
Review of National Human Resource Development Plan
2007-2010
Painter
Plumber & Pipe Fitter
Welder
Tailor
Teacher(Secondary, Prevoc)
Teacher/Senior Teacher
Teacher/Senior Teacher (Aided Schools)
Teacher/Senior Teacher (Oriental Languages)
Technical Assistant
Technical Manager
Technical Officer
Technical Officer (Fisheries)
Technical Officer (Legal Metrology)
Technical Officer/Senior Technical Officer (Wildlife)
Technician (Communication, Navigation & Surveillance)
Technician (Electrical)
Technician (Youth & Sports)
Telephone Operator/Receptionist
Telephone Supervisor
Telephonist
Temporary Youth Officer
Test Chemist
Theatre Attendant (on shift)
Third Secretary
Time Keeper (Health)
Timekeeper Transport Division
Toolskeeper
Tourism Planner
Town and Country Planning Draughtsman
Town and Country Planning Officer
Trade Analyst
Trade Information Officer
Tradesman
Tradesman Carpenter
Tradesman Mason
Tradesman Motor Mechanic
Tradesman's Assistant
Tradesman's Assistant (Seamstress)
Traffic Warden
Trainee Draughtsman
Trainee Legal Assistant
Trainee Meteorological Technician
Trainee Meteorologist
Trainee Surveyor
Transport and Workshop Manager
Transport Controller
Transport Officer
Transport Planner
Transport Superintendent
Transport Supervisor
Turner and Machinist
Upholsterer
Usher/Senior Usher (Education) (Female)
Usher/Senior Usher (Education) (Male)
Valuation Technician
Vector Biology and Control Laboratory Technician
Vehicle Examiner
Vice President (court)
Vice-President
Vulcaniser
Ward Manager (Male)
Ward Assistant (Male and Female)
Ward Manager (Female)
Ward Manager (Psychiatric) (Female)
Ward Manager (Psychiatric) (Male)
Wardress/Attendant (on roster)
Waste Water Pipe Cleaner (on roster)
Watchman
Watchman (on shift)
Welder
Welfare Assistant
Welfare Assistant (Psychiatry)
Welfare Officer, Rehabilitation Youth Centre
Woman Assistant Commissioner of Police
Woman Deputy Commissioner of Police
Woman Police Assistant Superintendent
Woman Police Chief Inspector
Woman Police Constable
No. of employees as at 30 June 2007
Job Title
No. of employees as at 30 June 2007
Woman Police Corporal
Woman Police Deputy Assistant Superintendent
Woman Police Inspector
Woman Police Sergeant
Woman Police Superintendent
Woman Sub-Inspector of Police
Woodcutter
Word processing operator
Word Processing Operator (Oriental Language)
Word Processing Operator (Planning)
Workshop Assistant
Workshop Assistant (on shift)
Workshop Supervisor
Word Processing Operator
X- Ray Attendant
Youth Officer
Total employment in Civil Service
25
1
17
60
2
10
30
544
3
0
96
2
3
54
3
17
53 474
Parastatals:
Main observations from Table 11.34 with respect to employment trend in Parastatals are as follows:
N
N
N
N
N
N
N
N
N
N
An 8 percent increase would occur among Accountants from June 2007 to year 2010.
Among Accounts Officers/Senior Accounts Officers, a 13 percent increase is anticipated.
33 percent increase is expected among Administrative Professionals.
A 20 percent increase is expected among Assistant Secretaries.
An 18 percent decrease is anticipated among Associate Professors.
A 13 percent increase is expected among Caretakers.
An 11 percent increase is expected among Chairmen.
A 12 percent decrease is projected among Coach Repairer.
Drivers represented 8 percent of workers in Parastatals, the most common job.
Conductors represented 6 percent of the Parastatal workers and General Workers represented
5 percent and Teachers represented 4 percent.
Table 11.34 :Estimated number of employees in Parastatals, 2007-2010
Job Title
Accountant
Accounting And Administrative Assistant
Accounting Assistant
Accounting Technician
Accounts Clerk
Accounts Manager
Accounts Officer
Accounts Officer/Senior Accounts Officer
Acting Senior Dressmaking Teacher
Administrative and Financial Manager
Administrative Assistant
Administrative Clerk
Administrative Manager
Administrative Officer
Administrative Professional
Administrative Secretary
Adult Literacy Instructress
Agricultural Clerk
Agricultural Executive Assistant
Agricultural Marketing Officer
Ambulance Driver
Analyst Programmer
App. Mechanic
Archives Officer
Arts Gallery Conservator
Assistant Audio Visual and Documentation Officer
Assistant Commercial Manager
Assistant Director
Assistant Documentation Officer
Assistant Editor
Assistant Executive Clerk
784
as at 30 June 2007
25
2
29
27
14
1
2
24
2
3
16
3
14
8
15
13
8
2
1
5
1
1
24
1
1
1
1
3
6
1
19
Number of employees
2007/08 2008/09 2009/10
26
3
29
27
14
1
2
25
2
6
16
4
15
8
15
14
8
2
1
5
1
1
24
1
1
1
1
3
6
1
19
27
4
29
27
14
1
2
27
2
6
17
4
15
8
15
14
8
2
1
5
1
1
24
1
1
1
1
3
6
1
19
27
4
29
27
14
1
2
27
2
6
17
4
15
8
20
14
8
2
1
5
1
1
24
1
1
1
1
3
6
1
19
Job Title
11
7
2
14
1
2
8
1
191
1
21
3
2
4
10
5
24
3
32
1
3
16
1
1
1
1
1
65
1
7
41
5
1
9
2
11
4
1
1
8
1
2
1
1
1
240
16
30
10
6
1
1
1
6
1
1
1
1
1
0
1
1
1
7
6
1
7
3
59
347
28
7
175
1
4
39
1
11
7
2
14
1
2
8
1
195
1
21
3
2
4
11
5
24
3
32
1
3
14
1
1
1
1
1
65
1
7
41
4
1
9
2
11
4
1
1
8
1
2
1
1
1
250
16
30
10
6
1
1
1
6
1
1
1
1
1
0
1
1
1
7
6
1
7
3
59
352
28
7
177
1
4
36
1
11
7
2
14
1
2
8
1
194
1
21
3
2
4
11
6
24
3
32
1
3
14
1
1
1
1
1
65
1
7
41
3
1
9
2
11
4
1
1
8
1
2
1
1
1
263
16
30
10
6
1
1
1
6
1
1
1
1
1
0
0
1
1
7
6
1
7
3
59
353
28
7
177
1
4
36
1
PAGE
785
Public Service
11
7
2
14
1
2
8
1
189
1
21
3
1
4
5
5
24
3
33
1
3
17
1
1
1
1
1
61
1
5
40
5
1
9
2
11
4
1
1
8
1
2
1
1
1
232
16
30
9
6
1
1
1
6
1
1
1
1
1
1
1
1
1
7
6
1
7
3
59
337
28
7
172
1
4
41
1
Number of employees
2007/08 2008/09 2009/10
Review of National Human Resource Development Plan
2007-2010
Assistant Executive
Assistant Finance Officer
Assistant Financial Intelligence Analyst
Assistant Financial Officer
Assistant General Manager
Assistant Human Resource Manager
Assistant Instructor
Assistant IT Manager
Assistant Lecturer/Lecturer
Assistant Librarian
Assistant Manager
Assistant Printing Officer
Assistant Purchasing and Supply Officer
Assistant Registrar
Assistant Research Scientist
Assistant Secretary
Assistant Stores Officer
Assistant Supervisor, Women’s Association
Assistant Technician
Assistant to CEO
Assistant Tradesman
Associate Professor
Asst Director - Revenue
Asst Handicraft Promotion Officer
Asst Secretary(Contract)
Asst System Analyst
Asst System/Network Administrator
Attendant
Attendant (Workshop)
Attendant/Cleaner
Attendant/Driver
Auxiliary Driver
BA/System Administrator
Baby Care Staff
Binder
Blacksmith
Board Member
Boatman
Bursar
Business Development Officer
Cabinet Maker
Cardiac Anaesthetist
Cardiac Surgeon
Cardiologist
Carer
Caretaker
Carpenter
Cashier
Chairman
Charge hand
Chief Administrative Assistant
Chief Carpenter
Chief Cashier
Chief Executive Officer
Chief Finance Officer
Chief Manager Finance
Chief Mason
Chief Planning Inspector
Chief Social Worker
Chief Specialised Nursing Superintendent
Chief Technician
Chief Tradesman
Child Care Asst
Child Care Giver
Claims Officer
Cleaner
Cleaner (Full Time)
Clerical Assistant
Clerical Officer
Clerical Officer/Higher Clerical Officer
Clerk
Clerk, NWC
Clerk/Word Processing Operator
Coach
Coach Painter
Coach Repairer
Commercial Executive
as at 30 June 2007
Job Title
as at 30 June 2007
Commercial Officer
Communication and Public Relations Manager
Community Development Commissioner
Community Development Officer
Community Service Extra Asst
Community Welfare Asst
Computer /Network Technician
Computer Analyst/Senior Computer Analyst
Computer Laboratory Attendant
Computer Officer
Computer Operations Controller
Computer Operator
Computer Programmer
Computer Support Officer
Computer Technician
Conductor (Employed)
Confidential Secretary
Construction Manager
Control Clerk
Cook
Coordinator
Copy Editor
Council Member
Craft And Related Trade Worker
Craft Worker
Cultural Advisor
Curator
Curriculum Officer
Customs Officer 1
Customs Officer 2
Data Entry Supervisor
Data Input Clerk
Depot Manager
Deputy Director
Deputy Executive Director
Deputy General Manager
Deputy Rector
Deputy Registrar
Deputy Specialised Nursing Superintendent
Designer
Development Officer
Director
Director Cardiac Services
Director General
Dispenser
Distance Learning Officer
Divisional Manager
Doctor
Documentalist
Documentation and Research Officer(Oriental Languages)
Documentation Officer
Dog Catcher
Draughtsman
Dressmaking Teacher
Driver
Driver/Messenger
Driver/Office Attendant
Education Officer
Educational Data Asst
Educator
Electrical Engineer
Electrician
Elementary Occupation
Engineer
Engineering Superintendent
Evaluation Officer
Events Manager
Events Officer
Examiner
Executive Assistant
Executive Clerk
Executive Director
Executive Officer
Executive Secretary
Extension Officer
Factory Operator
Factory Worker
786
5
1
1
21
31
153
4
2
2
1
1
1
2
2
15
665
118
1
4
5
38
3
18
7
86
1
4
2
278
224
1
17
7
13
1
4
8
1
2
1
1
43
1
1
4
1
13
5
2
1
5
10
2
3
870
1
1
285
1
70
2
46
9
9
6
1
3
2
1
11
25
2
95
1
8
3
99
Number of employees
2007/08 2008/09 2009/10
5
1
1
21
31
153
4
2
2
1
1
1
2
2
15
655
118
1
4
5
38
5
18
7
86
1
4
2
278
224
1
17
6
14
1
4
8
1
2
1
1
48
1
1
4
1
13
5
2
1
5
10
2
3
856
1
1
285
1
70
2
45
9
9
6
1
3
3
1
12
25
2
99
1
8
3
99
5
1
1
21
31
153
4
2
2
1
1
1
2
2
15
655
116
1
4
5
38
5
18
7
86
1
4
2
278
224
1
16
6
14
1
4
8
1
2
1
1
48
1
1
4
1
13
5
2
1
5
10
2
3
857
1
1
285
1
70
2
44
9
9
6
1
3
3
1
12
25
2
100
1
8
3
99
5
1
1
21
31
153
4
2
2
1
1
1
2
2
15
655
113
1
4
5
38
5
18
7
86
1
4
2
278
224
0
14
6
13
1
4
8
1
2
1
1
47
1
1
4
1
13
5
2
1
5
10
2
3
857
1
1
285
1
70
2
42
9
9
6
1
3
3
1
12
25
2
100
1
8
3
99
Job Title
105
3
72
17
6
44
7
6
3
5
10
8
15
1
38
14
35
4
55
2
1
11
2
1
1
589
5
3
1
1
1
1
28
1
25
114
95
2
1
1
1
2
1
1
15
1
1
5
0
6
1
1
1
7
27
1
1
41
2
15
1
26
1
6
1
3
2
1
1
1
1
1
6
65
1
13
3
105
3
72
17
6
45
7
6
3
5
10
8
15
1
38
14
34
4
55
2
1
11
2
1
1
589
5
3
1
1
1
1
33
1
25
114
95
2
1
1
1
2
1
1
15
1
1
5
1
6
1
1
1
8
27
1
1
41
2
14
1
26
1
6
1
3
2
1
1
1
1
1
6
65
1
13
4
105
3
72
17
6
45
7
6
3
5
10
8
15
1
38
14
34
4
55
2
1
11
2
1
1
588
5
3
1
1
1
1
33
1
25
114
95
1
1
1
1
2
1
1
15
1
1
5
1
6
1
1
1
8
27
1
1
41
2
14
1
26
1
6
1
3
2
1
1
1
1
1
6
65
1
13
4
PAGE
787
Public Service
105
3
72
17
6
38
1
6
2
5
10
8
15
1
38
14
35
4
55
2
1
10
2
1
1
589
6
4
1
1
1
1
23
1
25
103
95
2
1
1
1
2
1
1
15
1
1
5
0
6
1
1
1
6
28
1
1
41
2
15
1
26
1
6
1
3
2
1
1
1
1
1
6
65
1
13
2
Number of employees
2007/08 2008/09 2009/10
Review of National Human Resource Development Plan
2007-2010
Family Support Officer
Field Intelligence Officer
Field Officer
Finance Clerk
Finance Manager
Finance Officer
Financial Analyst
Financial Controller
Financial Intelligence Analyst
Fitter
Foreman
Forklift Driver
Fuel Attendant
Fund Raiser
Gangman
Gardener/Nurseryman
Gardeners
Gateman
General Assistant
General Clerk
General Field Worker
General Manager
General Manager's Personal Driver
General Office/Premises Worker
General Purpose Handy Worker
General Worker
Graphics Artist
Graphics Officer
Group Human Resource Manager
Hadj/Programme Officer
Hairdresser
Handicraft Teacher
Handy worker
Handy Worker (Skilled)
Handy Worker(Special class)
Handyman
Handyman/Tradesman
Head Engineering Department
Head Engineering Services
Head Gandhian Basic School
Head Lay Services
Head Librarian
Head Library and Archives
Head National Resource Centre
Head of Department/Department Manager
Head of Finance
Head of Graphics, Printing And Photography
Head of School
Head of Stores
Head Office Attendant
Head Operations and Maintenance Attendant
Head Publishing and Printing Department
Head Registry
Health & Safety Officer
Helper
Heritage Protection Officer
Higher Executive Assist
Higher Executive Officer
Higher Purchasing & Supply Officer
Higher Stores Officer
HIV Prevention Officer
Home Economics Instructress (on sessional basis)
Housing Inspector
Human Resouce Assistant
Human Resource Manager
Human Resource Officer
Industrial Relations Officer
Information & Documentation Officer
Information Control Officer
Information Security Analyst
Information Technology Officer
Insecticide Sprayerman
Inspector
Instructor
Insurance Clerk
Internal Auditor
Internal Controller
as at 30 June 2007
Job Title
Investigator
Investment Advisor
Irrigation Manager
Irrigueur
IT Administrator/Analyst
IT Assistant
IT Manager
IT Officer
IT Officer/Technician
IT Security Officer
IT Technical Officer
IT Technician
Laboratory Attendant
Labourer
Laundry Worker
Legal Advisor
Legal Counsel
Legal Officer
Legal Research Assistant
Legal Research Officer
Legal Specialist
Liaison Officer
Librarian
Library Attendant
Library Clerk
Library Officer
Lift Operator
Linen Worker
Lorry Driver
Lorry Helper
Lubricator
Maintainance Officer
Management Executive
Manager
Manager ( Business Development & Promotion)
Manager (Personal)
Manager, Planning, Research & Development
Manager, Quality Assurance Services
Managing Director
Managing Secretary
Manual Worker
Marketing Assistant
Marketing Officer
Mason
Masseur
Matron
Meat Loader/Lorry Helper
Mechanic
Mechanical Engineer
Mechanical Engineer/Senior Mechanical Engineer
Medical Record assistant
Messenger/Driver
Motivator
Music Tutor
Nurse
Nursery Attendant
Nursing Aid
Nursing Officer
Office Attendant
Office Attendant/Driver
Office Attendant/Messenger
Office Clerk
Office Secretary
Office Superintendent
Office Supervisor
Officer
Officer In Charge
Operations And Maintenance Attendant
Operations And Maintenance Manager
Operations Officer
Operations/Maintenance Technician(Mechanical)
Operator Pumping Station
Overseer
Painter
Parking Assistant
Parking Cashier
Parking Supervisor
788
as at 30 June 2007
2
9
1
118
2
1
2
4
9
4
21
1
31
179
2
1
1
2
0
0
1
8
4
9
19
14
1
2
4
4
7
16
1
41
7
1
2
2
3
1
17
1
5
22
8
1
7
191
1
1
0
7
47
8
2
1
27
1
189
17
36
3
5
6
3
106
3
22
1
14
15
2
1
16
35
8
10
Number of employees
2007/08 2008/09 2009/10
2
9
1
118
3
2
2
4
9
4
21
1
31
179
2
1
1
2
0
0
1
8
4
9
19
14
1
2
4
5
7
16
1
41
7
1
2
2
3
1
17
1
6
22
8
1
7
191
1
1
5
7
47
8
2
1
32
1
188
17
36
3
5
6
3
106
3
22
1
14
15
2
1
15
35
8
10
2
9
1
118
3
2
2
5
9
4
21
1
31
179
2
1
1
2
1
3
1
8
4
9
20
14
1
2
4
5
7
16
1
41
7
1
2
2
3
1
17
1
6
22
8
1
7
186
1
1
5
7
47
8
2
1
37
1
189
17
36
3
5
6
3
106
3
22
1
14
15
2
1
14
35
8
10
2
9
1
118
3
2
2
5
9
4
21
1
31
179
2
1
1
2
1
3
1
8
4
9
20
14
1
2
4
5
7
16
1
41
7
1
2
2
3
1
17
1
6
22
8
1
7
178
1
1
5
7
47
8
2
1
37
1
189
17
36
3
5
6
3
106
3
22
1
14
15
2
1
14
35
8
10
Job Title
as at 30 June 2007
28
7
2
11
1
1
3
3
1
1
2
2
1
5
2
2
3
0
3
1
1
1
3
2
1
2
19
1
1
16
3
8
2
2
11
2
43
0
2
1
11
32
1
5
3
339
294
3
1
3
2
3
3
1
1
22
3
1
1
3
3
1
7
1
23
4
1
2
4
24
2
9
2
2
2
17
1
28
7
2
11
1
1
3
3
1
1
2
2
1
5
2
2
3
1
3
1
0
1
3
2
1
2
19
1
1
18
3
8
2
2
11
2
45
1
2
2
11
32
1
5
3
339
294
3
1
3
2
3
3
1
1
22
3
1
1
3
3
1
7
1
23
4
1
2
4
24
2
9
2
2
2
18
1
28
7
2
11
1
1
3
3
1
1
2
2
1
5
2
2
3
1
3
1
0
1
3
2
1
2
19
1
1
18
3
8
2
2
11
2
45
1
2
2
11
32
1
5
3
339
294
3
1
3
2
3
3
1
1
22
3
1
1
3
3
1
7
1
23
4
1
2
4
24
2
9
2
2
1
17
1
PAGE
789
Public Service
28
7
2
9
1
1
3
3
1
1
2
2
1
5
2
2
3
0
3
1
1
1
3
2
1
2
19
1
1
16
3
8
2
2
8
2
44
0
2
1
11
32
1
5
3
339
294
3
0
1
2
3
3
1
1
22
3
1
1
3
3
1
7
1
23
4
1
2
4
24
2
9
2
2
2
17
1
Review of National Human Resource Development Plan
2007-2010
Part Time Music Tutor
Performing Artist
Personal Secretary
Personnel Officer
Physiotherapist
Physiotherapy Officer
Pipe Fitter
Planning Inspector
Planning Manager
Planning Officer
Plumber And Pipe Fitter
Preprimary Teacher
Principal Accounts & Procurement Officer
Principal Community Development Officer
Principal Draughtsman
Principal Executive Assistant
Principal Finance Officer
Principal Legal Research Officer
Principal Purchasing And Supply Officer
Principal Social Welfare Officer
Principal Stores Officer
Printing and Publishing Officer
Printing Assistant
Printing Officer
Printing Operator
Production/Curriculum Assistant
Professional
Professor
Programme Coordinator
Programme Officer
Project Coordinator
Project Officer
Project Worker
Psychologist
Public Relations Officer
Pump Operator
Purchasing And Supply Officer
Purchasing Officer
Quality Assurance Officer
Quality Inspector
Receptionist
Receptionist/Telephonist
Recruitment Officer
Rector
Registrar
Relief Conductor
Relief Driver
Research Analyst
Research Assistant
Research Coordinator
Research Intelligence Officer
Research Officer
Research Officer/Senior Research Officer
Resident Manager
Resource Officer
Resource Person
Resource Person (on sessional basis)
Retail Manager
Retread Plant Superintendent
Safety And Health/Senior Safety And Health/Welfare Offic
Sales and Marketing Officer
Sales Assistant
Salesman/Salesperson
Sanitary Attendant
Secretary
Secretary To The Board
Secretary -Treasurer
Secretary/Receptionist
Secretary-General
Section Head
Senior Accounts Clerk
Senior Accounts Officer
Senior Administrative Assistant
Senior Assistant Editor
Senior Binder
Senior Cashier
Senior Clerk
Number of employees
2007/08 2008/09 2009/10
Job Title
Senior Clerk/WPO
Senior Community Development Officer
Senior Computer Operator
Senior Coordinator
Senior Executive Assistant
Senior Executive Officer
Senior Extension Officer
Senior Finance Officer
Senior Gangman
Senior Gangman/Nurseryman
Senior Gardener
Senior General Assistant
Senior Head Office Attendant
Senior Housing Inspector
Senior Instructor
Senior Insurance Clerk
Senior Internal Controller
Senior Investment Advisor
Senior Laboratory Attendant
Senior Lecturer
Senior Legal Research Officer
Senior Librarian
Senior Library Attendant
Senior Library Clerk
Senior Office Attendant
Senior Officials/Managers
Senior Performing Artist
Senior Planning Inspector
Senior Printing Officer
Senior Purchasing And Supply Officer
Senior Social Welfare Officer
Senior Specialised Perfusionist
Senior Store Keeper
Senior Stores Officer
Senior Technical Assistant
Senior Technical Executive
Senior Technical Officer
Senior Technician
Senior Terminal Operator(Civil)
Senior Terminal Operator(Electrical)
Senior Terminal Operator(Mechanical)
Senior Tobacco Officer
Senior Tourism Enforcement Officer
Senior Traffic Controller
Senior Trainer
Senior WPO
Senior/Head Office Attendant
Shop Assistant
Shop Keeper
Site Supervisor
Slaughterer
Social Facilitator
Social Worker
Social Worker/Employment Officer
Specialised Head Nurse
Specialised Nursing Officer
Specialised Nursing Superintendent
Specialised Perfusionist
Specialised Registered Medical Officer
Sports and Welfare Officer
Statistical and Marketing Officer
Statistical Officer
Statistician
Stock Clerk
Stockman
Store Manager(Inventory)
Store Manager(Purchasing & Supply)
Store Officer
Store/Library Clerk
Storekeeper
Storeman
Stores Attendant
Stores Officer
Substance Abuse Prevention Officer
Supervising Attendant
Supervisor, Women’s Association
790
as at 30 June 2007
1
9
2
5
1
10
1
13
1
2
4
7
9
1
3
1
0
6
7
54
0
1
1
2
5
11
2
1
1
3
6
1
9
2
22
2
4
15
6
14
8
4
0
9
3
16
3
10
2
1
10
4
1
2
13
45
1
2
3
1
1
1
1
1
3
1
1
1
1
5
1
26
13
3
1
1
Number of employees
2007/08 2008/09 2009/10
1
9
2
4
1
10
1
13
1
2
4
7
9
1
1
1
1
6
7
51
0
1
1
2
5
11
2
1
1
3
6
1
8
2
22
2
4
13
6
14
8
4
2
9
3
16
3
10
2
1
10
4
1
3
13
45
1
2
3
1
1
1
1
1
3
1
1
1
1
5
1
26
13
3
1
1
1
9
2
4
1
10
1
13
1
2
4
7
8
1
1
1
1
6
7
46
1
1
1
2
5
11
2
1
1
3
6
1
7
2
22
1
4
13
6
14
8
4
2
9
3
16
3
10
2
1
10
4
1
3
13
45
0
2
3
1
1
1
1
1
3
1
1
1
1
5
1
26
13
3
1
1
1
9
2
4
1
10
1
13
1
2
3
7
7
1
1
1
1
6
7
45
1
1
1
2
5
11
2
1
1
3
6
1
6
2
22
1
4
13
6
14
8
4
2
9
3
16
3
10
2
1
10
4
1
3
13
45
0
2
3
1
1
1
1
1
3
1
1
1
1
5
1
25
13
3
1
1
Job Title
as at 30 June 2007
19
4
51
2
4
4
1
1
1
29
43
56
427
95
1
111
45
2
25
1
3
1
8
3
223
12
1
1
1
26
1
5
6
3
4
6
5
6
8
10
4
5
3
18
2
2
116
1
51
20
55
6
4
1
9
3
3
1
23
6
13
1
1
1
194
1
54
1
2
24
5
2
69
9
21
1
28
11 673
19
4
51
2
4
4
1
1
1
295
43
56
427
95
1
113
45
2
25
1
3
1
8
3
223
13
1
1
1
26
1
5
6
3
4
6
4
6
8
10
4
5
3
18
2
2
108
1
51
25
55
6
4
1
9
3
3
1
23
6
13
1
1
1
196
1
54
1
2
23
5
2
69
9
21
1
28
11 704
19
4
51
2
4
4
1
1
1
29
43
56
428
95
1
113
45
2
24
1
3
1
8
3
223
13
1
1
1
26
1
5
6
3
4
6
4
6
8
10
4
5
3
18
2
2
108
1
51
25
55
6
4
1
9
3
3
1
23
5
13
1
1
1
201
1
54
1
2
23
5
2
69
9
21
1
28
11 698
PAGE
791
Public Service
19
4
51
2
2
4
1
1
1
29
43
56
416
95
1
111
45
2
25
1
3
1
8
3
223
12
1
1
1
26
1
5
6
3
4
5
5
6
6
4
4
3
0
18
2
2
106
1
51
15
55
6
4
1
8
3
3
1
21
5
13
1
1
1
189
1
54
1
2
23
4
2
69
9
21
1
28
11 548
Review of National Human Resource Development Plan
2007-2010
Supervisor/Senior Supervisor
Support 1
Support 2
Support Officer
System Administrator
System Analyst
System Analyst(Contract)
Systems Supervisor
Teacher
Teacher on contract
Teacher/Educator/Supervisor
Teacher-Contractual
Teacher-Permanent
Team Leader
Technical Advisor
Technical And Mechanical Officer
Technical Assistant
Technical Assistant (Electrical)
Technical Attendant
Technical Consultant
Technical Executive
Technical Executive (Engineering Services)
Technical Executive (Operations)
Technical Manager
Technical Officer
Technical Officer (Civil)
Technical Officer (Electrical)
Technical Officer(Building & Civil Engineering-Contract)
Technical Officer/Senior Technical Officer
Technician
Technician (Engineering Services)
Technician Operations
Telephone Operator
Telephonist
Terminal Attendant/Gardener
Test Bench Operator
Theatre Attendant
Ticket Issuing Machine Repairer
Tourism Enforcement Officer
Tourism Information Officer
Tourism Promotion Manager
Tourism Promotion Officer
Tourist Warden
Tradesman Assistant
Tradesman/Senior Tradesman(Electronics)
Traffic Controller
Traffic Officer
Traffic Planner(Contract)
Traffic Supervisor
Trainee Specialised Nursing Officer
Trainer
Training Centre Manager
Training Officer
Treasurer(Financial Officer)
Trimmer/Upholsterer
Turner Machinist
Typist/Receptionist
Tyre Retreading Superintendent
Tyreman
Tyreman Supervisor
Usher
Vehicle Controller
Vice Chairman
Vulganisor
Warden/TV Operator
Warehouse Manager
Watchman
Weighbridge Attendant
Weighbridge Operator
Welder
Welfare Development Officer
Woodcutter
Word Processing Operator
Word Processing Operator/Receptionist
Workshop Assistant
Workshop Superintendent
Workshop Supervisor
TOTAL
Number of employees
2007/08 2008/09 2009/10