One of my colleagues, Arman*, who has over 10 years of experience in Kazakhstan’s civil service, often shares his reflections on professional development. Despite his drive for career advancement and desire to enhance his qualifications, he faces several obstacles: a lack of meaningful training opportunities, opaque career processes, and a sense that his efforts go unnoticed.
Another serious issue he notes is the low salary, which does not align with the high level of responsibility required by his job. Additionally, there is the problem of the quality of training programs, which often turn out to be irrelevant and not aligned with his real needs.
These difficulties are not exceptions but rather common challenges faced by many Kazakh civil servants. Against this backdrop, a recent survey I conducted among Kazakhstan’s civil servants sheds light on the challenges and opportunities they face regarding professional development. The results of the survey, which had 556 respondents, provide valuable insights into the current state of the country’s public sector and its potential for growth.
The survey reveals that some of Kazakhstan’s civil servants find current training programs inadequate, and most only rate their accessibility as merely “satisfactory.” Specifically, 4.3 percent of respondents rated the accessibility of training programs as “very low,” 8.6 percent responded “low,” and 57.5 percent said “satisfactory,” while 23.7 percent and 5.7 percent rated them as high and very high, respectively.
This highlights an urgent need for more comprehensive and up-to-date educational programs that align with the evolving demands of the civil service.
These findings are consistent with a recent study, which notes that in some government bodies, the share of civil servants who have undergone training is less than 20 percent, further underscoring the need for a more systematic approach to staff development.
Another important finding is the perceived weak connection between education and career advancement. Many respondents expressed frustration over the lack of clear career pathways linked to their educational achievements. This gap is reflected in responses to a question about the alignment of career development opportunities with expectations: 36.7 percent of respondents felt that the career development system fully met their expectations, 50.2 percent felt it partially met their expectations, and 14.6 percent felt it did not meet their expectations at all.
This disconnect not only diminishes motivation but also adversely affects the overall effectiveness of public administration, as inadequately trained or underutilized employees fail to meet the demands of their roles. Similar issues regarding low motivation and unclear career pathways are highlighted in other research, which discusses the ongoing need for modernization of motivational mechanisms in Kazakhstan’s civil service. In her study, Kamila Kenzhebaeva found that despite various initiatives, the level of motivation remains insufficient, partly due to dissatisfaction with career prospects and the lack of non-material incentives.
Additionally, financial compensation plays a critical role in the motivation of civil servants. Survey data indicate that 45.5 percent of respondents consider salary and compensation to be the most significant factors affecting their job satisfaction. This finding aligns with broader observations found in previous studies. It has been argued that material motivators such as salary, social benefits, and bonuses are essential for effective motivation. The research underscores that a fair and competitive pay system is crucial for enhancing the quality of public services. Specifically, analysis by T.A. Shaymerdenova and M.K. Zhetpisbaeva shows that a 1 percent increase in the average monthly salary is associated with a 0.871 percent increase in the volume of government services provided. This correlation highlights the importance of addressing salary concerns to improve overall service delivery.
Moreover, recent proposals by regional officials, such as those by Ermek Alpyssov, deputy mayor of Karaganda Region, emphasize the need for increased salaries and bonuses for civil servants. Alpyssov noted that current salaries are significantly lower compared to those in the private sector, leading to high turnover rates. He has proposed raising salaries to match the national average and increasing the number of performance bonuses, aiming to address the issues of employee retention and motivation.
The survey also highlighted a strong desire among civil servants for greater access to international educational resources and exchange programs. It is important to note that this was an open-ended and voluntary question, and not all 556 respondents answered it. Among those who did respond to the open-ended question about suggestions for improving the civil service system, 15 individuals emphasized the importance of international training for enhancing their qualifications and broadening their career prospects. One respondent stated, “International exchange programs are necessary for improving knowledge levels and implementing best practices.”
These opinions complement broader issues such as the need for increased salaries and improved financial compensation (a concern raised by 31 respondents), as well as better working conditions (mentioned by 12 respondents). This finding underscores the importance of integrating international experience into Kazakhstan’s civil service development strategy. Incorporating such international exposure could bridge the gap between local practices and global standards, ultimately contributing to more effective and motivated civil service professionals.
In addition to these insights, it is essential to recognize the broader implications for Kazakhstan’s civil service reform. The survey results not only reveal gaps in training and career development but also suggest that fostering international collaboration could play a critical role in addressing these challenges. By creating opportunities for civil servants to engage with global networks and gain exposure to international best practices, Kazakhstan can enhance its public sector’s adaptability and effectiveness. This approach could serve as a catalyst for systemic change, leading to more innovative and responsive governance.
Moreover, developing international partnerships and educational opportunities can provide Kazakh civil servants with a more comprehensive perspective on global trends and practices. This exposure can help them better address the complex challenges facing their country, ultimately leading to improved public administration. It is crucial for policymakers to prioritize these international engagements as part of a broader strategy to modernize the civil service and ensure its alignment with global standards.
The survey results provide a clear roadmap for policymakers. Addressing gaps in education and training, and creating a more structured and merit-based career growth system, will empower Kazakhstan’s civil servants to drive meaningful change. Additionally, developing international partnerships and educational opportunities will be a key factor in modernizing the country’s public sector and preparing it for future challenges.
Kazakhstan stands at the brink of significant civil service reforms. The voices of its civil servants, captured in this survey, provide valuable insights that can guide the development of a more effective and adaptable public administration. Specifically, on July 17, Kazakh President Kassym-Jomart Tokayev signed Decree No. 602, which approved a concept for the development of the civil service for 2024-2029. This concept includes measures to enhance career progression, expand professional development opportunities, and increase job satisfaction among civil servants. Integrating these planned reforms with the needs and suggestions identified in the survey will enable Kazakhstan to build a more robust and effective government structure.
Reforms in the civil service sector will not only enhance the quality of civil service work but also strengthen public trust in governmental institutions, ensuring the sustainable development of Kazakhstan’s civil service.
*Name changed to protect the individual’s privacy.