Use of separate human resources management practices for senior civil servants

Abstract

Senior civil servants (ScS) are located at a critical junction between policy making and delivery. they must display leadership capabilities to execute challenging policy agendas quickly and draw from institutional expertise and the experience of the civil service to contribute to evidencebased decision making. ScS are expected to be politically responsive, have a deep understanding of the citizens they serve, and be effective managers capable of steering high-performing public sector organisations. Improving governmental performance, agility and efficiency therefore rests partly on the quality and capacity of the senior civil service.