Proposals aimed at improving the remuneration system for civil servants reviewed

In recent years, large-scale reforms have been implemented to improve the system for selecting, recruiting, and incentivizing civil service personnel.

A separate law was adopted that defines the rights, responsibilities, and fundamental principles governing the activities of state civil servants. The authorized number of managerial personnel in government bodies was reduced from 73,000 in 2016 to 54,000.

During the presentation, the imbalances that persist in the current remuneration system were analyzed.

Currently, the base salary accounts for no more than 15 percent of a civil servant’s total remuneration. Up to 70 percent of the payroll fund consists of allowances, bonuses, and incentive payments that are not tied to an employee’s specific performance.

As a result, a significant pay gap has emerged among employees in the same positions performing similar functions. It was noted that the principle of equal pay is not observed when comparing the salaries of employees in the territorial divisions of certain ministries and agencies with those of staff in comparable positions in regional, district, and city hokimiyats.

There is no single legal document that regulates the remuneration system. In most government bodies, more than 50 separate regulatory documents govern remuneration conditions.

It was proposed to establish a unified, transparent, and performance-based pay system for state civil servants.

The new system is expected to cover 54,000 civil servants. Government bodies will be organized into national, republican, regional, district, and city levels, while employees will be classified into administrative management, core operations, and support groups based on their functions.

Based on international experience, it was proposed to introduce a new pay scale with 11 grades and 6 steps. More than ten types of allowances and bonuses will be replaced by three main types of incentive payments.

In particular, allowances are intended for qualification level and key performance indicators (KPIs), assessed based on the employee’s fulfillment of functional duties, executive and labor discipline, and initiative.

In addition, bonuses are expected at the end of the reporting period for employees who have completed important and complex tasks, introduced innovative approaches, and achieved strong results.

It will be established that the salaries of employees of territorial departments must not exceed the remuneration of staff in comparable positions within the relevant hokimiyats. When determining salary levels and staffing numbers in districts and cities, the size of the population and the specific characteristics of the territory will be taken into account.

Most importantly, every civil servant will know in advance how their salary is calculated and which results may qualify them for allowances or bonuses. This will help improve employees’ efficiency, initiative, and accountability.

The Head of State emphasized the importance of ensuring fairness and transparency in the remuneration system and of linking salary levels to employees’ qualifications, responsibilities, and performance.

It was also determined that bonuses will be paid based on specific criteria, such as employees’ mastery of advanced information technologies, including artificial intelligence, acquisition of modern knowledge and skills, accumulation of experience, and professional development.