在法国公共服务中发展具有弹性的人力资源职能：应对数字、生态和管理变革

Developing a Resilient HR Functionin the French Public Service Addressing Digital, Ecological and Managerial Change Developing a Resilient HRFunction in the FrenchPublic Service ADDRESSING DIGITAL, ECOLOGICALAND MANAGERIAL CHANGE This work was approved and declassified by the OECD Public Governance Committee on 27 March 2026. This document was produced with the financial assistance of the European Union. The views expressed herein can inno way be taken to reflect the official opinion of the European Union. This document, as well as any data and map included herein, are without prejudice to the status of or sovereignty overany territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. The statistical data for Israel are supplied by and under the responsibility of the relevant Israeli authorities. The use ofsuch data by the OECD is without prejudice to the status of the Golan Heights, East Jerusalem and Israeli settlements inthe West Bank under the terms of international law. Please cite this publication as: OECD (2026),Developing a Resilient HR Function in the French Public Service: Addressing Digital, Ecological and ManagerialChange, OECD Public Governance Reviews, OECD Publishing, Paris,https://doi.org/10.1787/a6bf832b-en. ISBN 978-92-64-97259-9 (print)ISBN 978-92-64-92426-0 (PDF)ISBN 978-92-64-80774-7 (HTML) OECD Public Governance ReviewsISSN 2219-0406 (print)ISSN 2219-0414 (online) Photo credits:Cover © Wipspict/Shutterstock.com. Attribution 4.0 International (CC BY 4.0) This work is made available under the Creative Commons Attribution 4.0 International licence. By using this work, you accept to be bound by the terms of this licence(https://creativecommons.org/licenses/by/4.0/).Attribution– you must cite the work.Translations– you must cite the original work, identify changes to the original and add the following text:In the event of any discrepancy between the original work and thetranslation, only the text of the original work should be considered valid.Adaptations– you must cite the original work and add the following text:This is an adaptation of an original work by the OECD. The opinions expressed and arguments employed inthis adaptation should not be reported as representing the official views of the OECD or of its Member countries.Third-party material– the licence does not apply to third-party material in the work. If using such material, you are responsible for obtaining permission from the third party and forany claims of infringement.You must not use the OECD logo, visual identity or cover image without express permission or suggest the OECD endorses your use of the work.Any dispute arising under this licence shall be settled by arbitration in accordance with the Permanent Court of Arbitration (PCA) Arbitration Rules 2012. The seat of arbitration shallbe Paris (France). The number of arbitrators shall be one. Foreword Several transitions–digital,green and managerial–are reshaping the public service. They aretransforming the nature of work, the skills required of the public workforce, and the way the public serviceoperates. The human resource (HR) function plays a central role in enabling these changes: it is bothaffected by these transitions and responsible for managing their impact across the public service. In thiscontext, the HR function is a strategic lever for public workforce transformation. Its capacity to anticipateworkforce needs, manage change and support organisational transformation is critical to ensuringresilience and continuity in the public service. The first section of this report clarifies the scope of the HR function in the French public service andidentifies the tasks most affected by these transitions. The second section analyses how these transitionsare reshaping the public service and its workforce, and reviews the measures and policies adopted inFrance to address them. The final section outlines how to strengthen the resilience and strategic capacityof the HR function, drawing on practices implemented across European Union and OECD Membercountries. The report was prepared by the OECD Public Governance Directorate (GOV) under the leadership of ElsaPilichowski, Director. It was drafted by François Villeneuve and Dónal Mulligan, Analysts, under thesupervision of Daniel Gerson, Senior Policy Analyst, in GOV’s Public Management and Budgeting Division.Jón Blöndal, Head of Division, provided strategic oversight. Meral Gedik prepared the report for publication.The OECD would like to express its sincere gratitude to the Directorate General for Administration and thePublic Service (DGAFP), and more particularly Faustine Bentaberry, Pauline Martin, and the Departmentof European and International Cooperation, Partnerships, and Foresight at the DGAFP, as well as LedriHysenaj and Eloise Perche from the European Commission (SG REFORM), for their excellent co-operationand engagement throughout the 18 months