The Impact of CAF Self-Assessment on HRM Processes and the Development of a Public Service HRM Excellence Model, Considering International Practice

Abstract

This study investigates the effect of the Common Assessment Framework (CAF) self-assessment process on the development of human resource management (HRM) in the public sector. The qualitative methodology involves analysing domestic CAF materials and strategic HR documents and comparing the CAF content with four international HRM excellence models (ECQ, OECD, UN and UNESCO). Additionally, case studies were used to analyse four advanced public service systems (Singapore, New Zealand, the United Kingdom and Canada). Another source of data was the KDZ 2021 survey, which contained feedback from 59 ‘Effective CAF User’ organisations. Based on the results, the impact of the CAF is realised through three main mechanisms: 1. structuring and standardising HR processes, 2. strengthening management and employee involvement, and 3. institutionalising results-oriented operations based on the PDCA cycle. According to KDZ data, 63% of organisations reported improved measurability, 61% reported strengthening organisational culture and 58% of development plans included HR development measures. The study shows that CAF content aligns well with international competency frameworks and indicator systems, laying the groundwork for developing a CAF-based public service HRM excellence model. The main limitation of the research is its reliance on document analysis and benchmarking. In the absence of longitudinal primary data, further empirical research is required to verify the long-term effects. The study recommends introducing a uniform public sector survey and indicator system in the short term, launching a central labour database and pilot projects in the medium term, and developing central talent management mechanisms in the long term.