Fayez Al-Nahar, head of the Public Service and Administration Authority (formerly the Civil Service Bureau), emphasized that transforming the bureau into an “Authority” aims to shift from an executive role to a regulatory and supervisory one. He stated that an entity tasked with overseeing executive functions cannot also be part of those functions, as that would weaken its accountability and follow-up capabilities.
اضافة اعلان
In an interview with Al-Ghad, Al-Nahar explained that in Jordan’s second century, the state launched three integrated reform tracks—political, economic, and administrative. Under administrative reform, the roadmap for public sector modernization outlined seven core components, including modernizing public-sector human resources. Given the rapid global shifts—both technological and competency-driven—it became essential to reassess HR management mechanisms.
New Components Covering Services
Previously, the bureau held a centralized executive role. The modernization roadmap, however, introduced new aspects: services, organizational structures, institutional culture, leadership, shared services, and decision‑making—leading to the establishment of a new institutional incubator.
Transitioning to Competency-Based HR
The transition involved two main shifts: expanding authority beyond HR and moving from traditional HR management to a competency-based system, requiring a new regulatory structure. The Authority now operates on a “7×3” model—seven functional domains, each with three primary roles: policymaking and standard-setting, technical support, and compliance monitoring.
For example, in recruitment, the Authority sets job announcement standards—descriptions, pricing—trains government bodies, and monitors compliance. Execution is decentralized, while planning and oversight remain centralized.
Correcting Unlawful Decisions
Amendments last year (May 15) granted the Authority’s head the power to request correction of any improper decision by the competent authority within two weeks; if uncorrected, the decision is suspended and escalated to the Prime Minister. These powers, previously limited to HR issues, now span all Authority domains. Its oversight is reformative and collaborative—focused on correction and support rather than punishment. Issues identified due to procedural weakness or the need for capacity-building are addressed directly with agencies, which have largely cooperated without escalation.
Addressing the Hiring Backlog
Al-Nahar noted that the previous system relied on competitive ranking based on degree, high school GPA, graduation date, and application date. This led to a backlog of over 465,000 applicants, posing a challenge for both the state and young people. He pointed out that some applicants graduated 20 years ago without updating their skills—how can they teach modern subjects?
Investing in Employee Development
Improving public-sector employees is a key pillar of the Authority’s broader vision, he said. “The employee is the real driver of any reform,” emphasising that institutional efficiency cannot be achieved without investing in staff capabilities.
The Authority has adopted a structured approach to strategic planning and continuous institutional improvement—building clear performance evaluation systems, redefining roles based on required competencies, and linking career progression to achievement indicators and accountability—not seniority alone. Its philosophy is administrative empowerment through trust, a supportive environment for creativity and innovation, and motivating professional development.
Post-Hiring Follow-Up
Al-Nahar confirmed that the Authority monitors employees even post-hiring—in promotions, training, evaluations, grievances, and disciplinary issues—all under its oversight to ensure fairness, transparency, and tangible impact.
“The Authority doesn’t just monitor who gets hired, but how they’re managed, evaluated, and given the chance to grow,” he said. Employee development encompasses technical, behavioral, leadership, and communication skills. To support this, detailed job descriptions are specified—including technical, language, and personal skills—as references for government agencies to identify training needs.
Strengthening Training Infrastructure
He stressed a strong emphasis on training based on real needs, not perfunctory approaches. Training frameworks have been developed, with programs based on performance analysis and feedback from institutions. The new system relies on “institutional empowerment”: providing sufficient support for employees to perform effectively and regularly monitoring performance improvement.
Developing Government Leadership
The Authority prioritizes preparing government leaders, considering them the cornerstone of any institution’s success or failure. Specialized programs assess and develop leadership competencies to ensure selections based on merit and professional standards.
The entity seeks to build an institutional culture based on performance, motivation, and accountability—away from bureaucracy and rigidity. It works to bridge the gap between individual ambition and institutional frameworks by offering a flexible administrative environment, precise performance indicators, and clear career paths.
Al-Nahar noted that the seniority-based appointment system (the traditional “turn” system) has harmed both the state and job seekers, as many public-sector employees are over 40—61.5%, a figure misaligned with the country’s youthful demographic. Most countries have long abandoned the “turn” system in favor of “open announcements,” allowing qualified people to apply regardless of seniority. In Jordan, open-announcement hiring began in 2020 at 10%, increased to 70% last year, and will reach 100% by 2027.
Handling the Existing Applicant Database
Regarding the existing applicant backlog, he clarified it will remain as a national database useful for statistical and analytical purposes, but will no longer be used for appointments after 2027. Applicants in the backlog have been given two options—hire by ranking or apply via open announcements—so none have lost out. Notably, 40% of those registered have social security work records, and 72% of applicants are women.
A Comprehensive Reform Project
Al-Nahar emphasized that the Authority is part of a broad reform initiative; its oversight aims at achieving developmental indicators, not just detecting violations. Even if an agency fails to reach a target (e.g., 90% satisfaction), support is provided to improve performance, not punish staff.
The recently inaugurated Competency Assessment Center is a strategic move to measure merit. Fully digital, it can process up to 2,500 applicants daily, using computerized scientific tests tailored to each job. The process is highly transparent and unmanned. Recruitment begins with defined positions in formation lists, electronically announced, then applications are made via the Authority’s platform, linked to official records for data accuracy. After screening, qualified candidates proceed to the Competency Assessment Center.
The computerized test yields immediate results and the top seven candidates are invited to audio-video recorded interviews, which are reviewed by the Authority. Any breach of interview rules triggers a full re-run.
Finally, Al-Nahar noted that the Authority is developing a new platform in cooperation with the Ministry of Economy and the Digital Transformation Unit, powered by AI to reduce human involvement in screening and assessment, enhancing transparency and equal opportunity.
