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To find out more about the role of any cluster, click on the cluster name in the organisation chart.
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Functional Clusters
Capability Development
Capability Development aims to maximise employee and workforce performance for the Civil Service. It will do this through the development of effective training and development policies, frameworks and curricula to enable capability building for a high performing organisation. It will also develop effective performance management policies and processes to facilitate fair and rigorous assessment, as the basis for development (including career pathing and succession planning), rewards and recognition, so that capable and experienced talent are equipped, retained and motivated to perform. |
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Careers & Attraction
Careers & Attraction provides thought leadership on strategies to support talent acquisition and continuous career management. It is also responsible for leveraging on branding platforms like Careers@Gov, to position the Public Service as a choice employer. It also takes the lead on Public Sector union management matters to ensure harmonious labour management relations. |
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Leadership Development
Leadership Development drives talent development initiatives across the Public Service and ensures that the Service has a corps of strong and bold public sector leaders. This includes identifying, developing and managing the pipeline of public sector leaders, as well as overseeing the development of high potential officers. Leadership Development also promotes the exchange of best practices in talent development among government agencies, so as to deepen this capability in the Service. |
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Public Service Commission Secretariat
The Public Service Commission (PSC) was constituted in 1951 as an independent organ of state to appoint, promote, transfer, dismiss and exercise disciplinary control over public officers. Its statutory functions focus on appointing and promoting top talent in the Civil Service. It also administers the rules and regulations governing the code of conduct to ensure that a high standard of conduct is upheld among its public officers. One significant non-statutory role of the PSC is the award of PSC scholarships for undergraduate studies. It identifies and grooms the best and the brightest as potential leaders of the Civil Service.
The PSC Secretariat provides secretariat support to the PSC. The Secretariat also assists in the formulation of scholarship policies as well as the branding and marketing of PSC scholarships. In addition, it helps to manage and develop the scholars during their university studies. |
Rewards & Recognition
Rewards & Recognition ensures that salaries, benefits, and other forms of recognition in the Civil Service are competitive and meet the needs of the Service. This includes monitoring and reviewing salaries, strengthening market-based and performance-based rewards, and formulating policies on leave, medical, travel and resorts benefits. Rewards & Recognition also assesses and reviews the job grades and staff structures of Ministries to ensure effective organisation design. |
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Strategic Development
The Strategic Development cluster comprises three units: Strategic Planning & Research; Strategic Workforce Planning; and Analytics.
The Strategic Planning & Research Unit helps to strengthen understanding and forward thinking on issues relevant to the Public Service and catalyse strategic initiatives. In particular, it identifies and analyses whole-of-government human capital issues, trends, challenges and opportunities.
The Strategic Workforce Planning Unit helps to build a future-ready Public Service by identifying and addressing workforce capability gaps at the whole-of-government level. It promotes and supports the development of strategic workforce planning capabilities across the Public Service.
The Analytics Unit has two key roles. Firstly, it undertakes analytics to support planning and decision-making. It promotes and supports the development of analytics capabilities and is an advocate for evidence-based HR management in the Public Service. Secondly, it works with partner agencies to ensure the availability, quality and timeliness of HR data for analysis, planning and decision-making across the Public Service. |
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PS21 Office
PS21 Office is in charge of driving the Public Service for the 21st Century (PS21) movement, which was started in 1995 to build the capacity of the Public Service to anticipate, welcome and execute change efficiently and effectively. PS21 is a bottoms-up movement to promote the spirit of innovation and change-readiness in the public sector. The focus is on empowering public officers so that they feel confident to make decisions and motivated to do their jobs more efficiently, effectively and innovatively, which is fundamental to good governance. The PS21 Office also oversees service excellence in the Public Service, and building pride and identity of Public Officers. |
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Strategic Policy Office
The Strategic Policy Office (SPO), which includes the Centre for Strategic Futures (CSF), contributes towards building a progressive and forward-looking Public Service by developing strategic planning capabilities across the Public Service and helping to shape whole-of-government policy to manage challenges in an increasingly complex environment. SPO and CSF undertake futures work and strategy work. |
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Corporate Clusters
Communications & International Relations
The Communications and International Relations Cluster manages external communications with PSD's customers and counterparts. This is achieved through a consultative approach and clear communication of PSD's policy rationale and intent. The cluster also spearheads PSD's international relations efforts, working closely with the Civil Service College and other government agencies. |
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Corporate Services
Corporate Services provides the operating framework for effective use of resources in the areas of finance, office management and general administration, including the development and maintenance of sound knowledge management practices in PSD. They ensure that PSD practises financial discipline and maintain effective processes and workflow. Corporate Services plays an instrumental role in creating a physical workplace that facilitates the optimisation of synergy between the clusters in PSD. |
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Human Capital
Human Capital works closely with other clusters in PSD to plan, formulate and implement human capital policies and organisational development initiatives so as to build and foster a motivated workforce that would help achieve PSD’s mission and strategic goals. It also oversees organisational excellence and staff engagement efforts.
With one of PSD’s roles being the central HR agency for the Civil Service, it is also involved in the designing, development and piloting of new HR initiatives for the Civil Service. |
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Information Technology
Information Technology strives to streamline processes and improve work flow by delivering first class IT infrastructure and applications, as well as synergising technology components, systems and information within PSD. In doing so, PSD clusters may harness IT to enhance convenience, efficiency and overall effectiveness. |
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HR Management Clusters
Human Resource Management Information & Systems
Human Resource Management Information & Systems manages People Matters Management System (PM2S) – the Civil Service central HR system, and leads the development of the new Human Resource Management System (HRMS), in partnership with Civil Service stakeholders.
Replacing PM2S in December 2011, HRMS will meet the emerging needs of employees, HR and management, and serve as a strategic platform that enables HR to value-add as a business partner to stakeholders, and help supervisors to become more effective people managers. |
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HR Solutions
HR Solutions partners agencies to co-create solutions that address key HR and Organisation Development issues. The work of HR Solutions is instrumental in PSD’s service delivery to public agencies. Officers in HR Solutions develop a good understanding of the business needs of the agencies, and draw resources from the relevant Functional Clusters in order to deliver policies and services that work. |
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Special Projects
Transformation Office
The Civil Service operates within an increasingly complex and demanding environment that poses new challenges for human capital management and organisational development in the Civil Service. As such, the HR operating model in the Civil Service needs to be re-designed to focus on higher value-adding areas such as strategic workforce planning, capability development and maximisation of workforce performance. HR policies and programmes need to be more forward-looking, flexible and adaptive to help the Civil Service attract, develop and retain talent. Change management will become increasingly important.
PSD is reviewing how HR is performed today in the Civil Service, with the aim of making HR functions in Ministries more strategic. It will also study how to better manage change. The Transformation Office in PSD will catalyse transformation efforts first within PSD itself and then across the Civil Service. This includes developing new HR capability across Ministries, thereby ensuring that all Ministries benefit from the new human capital strategy. |
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Civil Service College
The Civil Service College (CSC) plays a unique role in developing strategic and leadership capacity for the Singapore Public Service. It is a Statutory Board under the Public Service Division (PSD), Prime Minister's Office.
CSC partners the Public Service Division and other government agencies to deliver practitioner-focused programmes which build core public sector competencies. Our vision reinforces our identity as a key central agency and speaks of our role to serve as a catalyst for thought leadership in the business of government.
We aim to build leadership and skills, nurture shared ethos and perspectives that are in sync with the emerging developments and trends. We seek to enhance the capacity of Public Service officers by exploring new opportunities for development. CSC continues to forge a tightly-knit partnership with Ministries and other agencies as part of a networked government. |
