|1. General approach to HRM
|2. Organizational arrangement
|3. Information management
|5. Recruitment and selection of personnel
|6. Performance management
|7. Training and development
|8. Job analysis and classification of jobs in the civil service
|10. Total Quality Management
Revised Action Plan 1 in this area begins with the definition of the human resources development policy in public administration structures in Bosnia and Herzegovina. Also, in the sub-chapter entitled “general approach to HRM”, attention is also paid to issues of ethics in public administration, where it is necessary to affirm the ethical codes of civil servants, while eliminating the risk of conflicts of interest.
The second sub-chapter in the HRM refers to the organizational arrangement of human resources management. All heads of administrative bodies and organizations, as well as all heads (managers) of organizational units, are responsible for human resources management.
The third subchapter (“information management”) is intended for the information system for human resources management. The information system will serve as a support for human resource management processes (recruitment, performance evaluation, promotion, training, wages and employment rights, annual interviews, etc.) and as a database to support managerial decision-making.
The fourth subchapter refers to human resources planning (HRM planning). Planning must be introduced at the level of each government, that is, the Council of Ministers of Bosnia and Herzegovina for the complete civil service at a certain level of government, as well as at the level of each individual institution.
The fifth sub-chapter talks about the recruitment and selection of personnel. The first goal refers to the quality and objectivity of the selection, where the establishment of uniform criteria for the selection of candidates and the affirmation of the concept of selection based on “competencies” is foreseen. The development of the competency model is not only important for the selection of candidates, but also for the management of work performance and for the career development of civil servants. The need for promotion of the civil service in order to attract quality candidates was highlighted here.