Page 285 - Proceeding 2015

MANOLE Cristina FAMP
HUMAN RESOURCES POLICIES AND STRATEGIES IN THE LIGHT OF ROMANIAN PUBLIC CCASP
ADMINISTRATION

with long term risk of imbalances between supply and demand of the workforce. For example, regarding
public administration, there are the following :
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a) The structure by age of the civil servants shows a high degree of aging, the age group over 50
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
years representing 35.5% of all civil servants. Simultaneously, another concern related to this
issue is the distribution of the other age group in the public sector: 35.2% of civil servants are
aged between 40-50 years old, the age group 30-40 years old 25.55% fall within this category,

while only 3.75% of civil servants are under 30 years old. The result is noticeable, especially
having a significant impact on adaptability and transformation of the administrative system.

b) Concentration of executive staff in public administration in higher professional ranks, mainly that:

50% represent higher grade public positions, 25.2% primary level public functions and only
24.8% level and junior assistant public positions. This situation is aggravated by the fact that

53.24% of executive civil servants have reached the maximum professional level, higher
education, with implications for professional performances to decrease when compared to their
30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest c) Today, salaries are not established according to the framework of Law no. 284/2010 using the
motivation, while only 87.25% of the public functions at the level of professional debutant are

vacant;

coefficients of hierarchy and the reference value, the determination of basic salaries is the same

as the one set prior the enforcement of the above law, namely that since December 2009, which
led to some discrepancies in wages.

Concluding this part of the study, it can be said that implementing a performance management in the

Romanian public administration is needed a simultaneously strategic approach of all mentioned
deficiencies.

5. STRATETGIC OBJECTIVES, PRIORITY ACTIONS AND POLICIES’ RESULTS OF HUMAN

RESOURCES IN THE ROMANIAN PUBLIC ADMINISTRATION

From the perspective of achieving a performant management in the Romanian administration (in 2014-
2020), the current program of government targets the adaptation of policies and the entire human
resources system to the goals of a modern administration. Thus, some of the strategic objectives,

7 The data and information presented were taken from the Socio-economic Analysis conducted at the level the
Thematic Advisory Board and Good Governance in 2013, which represents the situation actually recorded in the
year of 2012 (See Strategy to Strengthen Public Administration 2014-2020)

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