Javier Lorente now leads the public workers within the Generalitat under the new Council led by Carlos Mazón. A nationally certified civil servant, he has served as deputy director across several ministries since 2020. He steps into the role with the challenging task of cutting temporary contracts and driving generational renewal, while strengthening the new training and selection processes introduced by Botànic.
The Council is focusing on Botànic’s legacy. How would you describe the current state of his area?
The core legacy is a glaring lack of digitalization. There is no HR plan and no digital strategy in place, and that constraint shapes everything they want to accomplish.
They recently announced a public employment offer of nearly 1,200 positions for 2024. What level of temporary contracts do they aim to drop to by year-end?
It fits into an extraordinary plan to reduce temporary contracts. The target is to reach 8 percent by December 31, 2024. Given the historical base, they expect to reach between 13 and 15 percent this year. This would reduce the share of temporary posts from around 45 to 50 percent to roughly 13 percent this year, and by 2025 they aim to stay below 8 percent. In that timeframe, more than 2,000 positions will be opened through open competition as part of a strategic HR plan.
What does that plan entail?
The key principle is to align all Public Function policies with planning and anticipating future challenges. The plan rests on three core pillars: selection, with less memorization-oriented tests and new capabilities and competencies reflecting evolving societal needs; a generational shift to introduce fresh profiles with ICT, leadership, and decisive capabilities, complemented by stronger training; and finally, a drive to revitalize public services so that staff focus on service delivery rather than merely processing files.
How many vacancies will be offered through open competition?
In this OPE, there are two routes. The ordinary track is subject to a state-replenishment rate, which should be eliminated. It maintains the law’s division of 40 percent internal promotion and 60 percent open competition. This could be adjusted toward 50-50 depending on legislation, but the extraordinary route must be open competition due to its purpose: bringing in new personnel to reduce temporary contracts rather than advancing careers.
Should the career progression system be eliminated?
Not entirely. A strong professional track remains important, but in a different scale. Once temporary contracts drop below 8 percent, the focus can turn to professional development for civil servants. For this extraordinary year, however, an exceptional path of open competition is necessary.
Would the Valencian Public Function School, once scrapped by Mazón, have been useful?
The value of the idea is acknowledged, but creating an autonomous body was unnecessary. The responsibilities can be shouldered by Public Function, with the core aim of boosting training for civil servants and improving access for candidates being central to policies.
Do they favor less-memorizable exams?
Yes. This is central to the model. A pilot project is underway to assess candidates on competencies, abilities, and capabilities rather than memorized content. An agreement with Idocal, the University of Valencia’s Institute of Psychology, brings psychologists to evaluate abilities and competencies beyond memory. The program also includes four-month practicals for candidates.
The workforce currently has a mean age of 57. Are there plans to adapt older staff to new technologies?
Two main efforts are in motion. First, they plan to train current civil servants in digital skills, given the aging workforce. Second, they aim for a generational shift through planned vacancies so that renewal happens concurrently with upskilling the existing staff.
Are public employees fairly compensated after recent pay adjustments?
Compensation is competitive, especially when compared to the private sector, but there is room for salary improvements in both sectors.
Is there any movement toward a 35-hour workweek?
Negotiations with unions are exploring the feasibility of a 35-hour week, provided budgetary conditions permit and service levels remain intact. It’s a topic under study with careful consideration of financial and service implications.
What about teleworking plans?
Telework presents challenges in measurement and performance tracking. There is ongoing exploration of metrics to assess how roles perform remotely and what agreements would look like with unions. The focus remains on planning and managing public services, because service quality drives decisions about telework. If service delivery improves, telework becomes a more realistic option.