Workforce Planning & Grading
How the civil service determines how many posts exist, at what grades, and at what cost — the annual budget bilateral process, job evaluation, the Management Services Division's role, and why uncontrolled grading leads to 'grade drift.'
Chapter 11 of the PPM covers the strategic dimension of civil service management. Workforce planning determines post numbers, grading, cost, and required skills — it requires coordination across all organisational functions. The annual process begins with a Call Circular from the Ministry of Finance, issued between May and July. Departments submit staffing requirements to the PMO, which assesses whether new posts are justified. HR sections must: (1) frame proposals within their organisation's short-to-medium-term development plans, (2) justify any new posts needed, (3) provide detailed job descriptions, (4) indicate revised organisational structures, and (5) indicate whether staff offsetting will maintain overall civil service size. The Management Services Division (MSD) of the PMO handles all grading using three tools: a job evaluation scheme designed for the civil service, grading guidance in the integrated pay structure, and Schemes of Service. The PPM warns explicitly about 'grade drift' — without systematic grading, there will be inconsistency, increased staff costs, distorted organisational structures, unnecessary expansion, and staff discontent from perceived unfairness.