To find out more about the role of any cluster, click on the cluster name in the organisation chart.
Capability Development aims to maximise employee and workforce performance, as well as build capabilities for people development for the Civil Service. We do this through the development of effective training and development policies, frameworks and curricula to enable capability building for a high performing organisation. We also develop effective performance management policies and processes to facilitate fair and rigorous assessment as the basis for development and rewards and recognition, so that capable and experienced talents are equipped, retained and motivated to perform. We also set out conduct policies to guide officers in conducting themselves in a way that upholds the integrity of the Service and public confidence.
Career Development & Management
Career Development & Management provides thought leadership on strategies to support talent acquisition. It puts in place frameworks and policies to enable career development and management of public officers. It also seeks to advance work-life practices and flexible work arragements in the Public Service. It takes the lead on public sector union management matters to ensure harmonious labour management relations.
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.
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. Our statutory functions focus on appointing and promoting top talent in the Civil Service. We also administer the rules and regulations governing the code of conduct to ensure that a high standard of conduct is upheld among our public officers. One significant non-statutory role of the PSC is the award of PSC scholarships for undergraduate studies. We identify and groom 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, we help to manage and develop the scholars during their university studies.
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.
The Strategic Development cluster comprises three units: Strategic Planning & Research; Strategic Workforce Planning; Analytics and Data Office.
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 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.
The Data Office works with partner agencies to ensure the availability, quality and timeliness of HR data for analysis, planning and decision-making across the Public Service. It serves as a data clearing house for workforce data.
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.
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.
Our Singapore Programme Office
The “Our Singapore” programme office is responsible for co-ordinating the national conversation exercise and staffing the “Our Singapore” Committee. This is a public engagement effort that extends across different platforms, both online and offline, to bring together Singaporeans from different walks of life to chart a common vision around our shared future, and co-create policy directions to support the vision.
Communications & Strategic Relations
The Communications & Strategic Relations Cluster manages external communications and relations with PSD's customers, partners and counterparts to raise the profile of PSD and the Public Service, as well as position the Public Service as a choice employer. We achieve this through a consultative approach and clear communication of PSD's policy rationale and intent, leveraging on platforms such as the traditional and social media, careers and corporate portals, and internship and stakeholders programmes. The cluster also spearheads PSD's international relations efforts, working closely with the Civil Service College and other government agencies.
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. We 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.
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. We also oversees organisational excellence and staff engagement efforts. With one of PSD’s roles being the central HR agency for the Civil Service, we are also involved in the designing, development and piloting of new HR initiatives for the Civil Service.
The increasingly complex and demanding environment poses new challenges for human capital management and organisational development. PSD needs to constantly change and improve the way we work, and our HR policies and programmes need to be more forward-looking, flexible and adaptive. The Transformation Office works towards this by catalysing, driving and managing transformation efforts within PSD, in collaboration with other clusters with the ultimate aim of ensuring the achievement of PSD's goals and priorities.
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.
Human Resource Management Information & Systems
We manage the central HR system for the Civil Service, known as the Human Resource Management System (HRMS) in partnership with Civil Service stakeholders. We work closely with the policy clusters in PSD and our users to translate HR policy requirements and processes into system requirements and to ensure effective and efficient delivery of HR services to our employees.
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.
Civil Service College (statutory board under PSD)
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.
Last updated on 29/10/2012