The workforce of the public administration is of paramount importance to the effective functioning of public services. In particular, paragraph 1 of Article 103 of our country’s Constitution stipulates that civil servants are the executors of the will of the State, serve the people, and owe allegiance to the Constitution and devotion to the Fatherland. In this sense, civil servants have certain responsibilities which are carried out under specific conditions. These conditions are loyalty to the Constitution, devotion to the Fatherland and the service of the public interest. Civil servants deal with distinct matters and, consequently, must act in accordance with specific requirements. Consequently, individuals appointed to public office must be selected on the basis of criteria that promote the effective functioning of public administration.

The human factor is one of the key reasons for the good performance of all types of bodies and organisations – private, public and non-governmental. Indeed, a specific field of study concerning the management of organisations has developed, namely human resource management. The principles and practices relating to human resource management spread rapidly within businesses and were gradually adopted by public organisations, in view of the need for them to operate more effectively. In this context, the aim is to enhance the quality of staff with a view to increasing their productivity and enabling them to carry out their duties in the most effective manner. It is not enough for employees merely to be employed by the organisation and remunerated by it; they are required to manage all matters relating to the responsibilities assigned to them and to be in a position to achieve the operational objectives.

The importance of enhancing the quality of the civil service as a means of improving the effectiveness of public services was highlighted by specialist experts who had been tasked with studying the structure, organised and operated, and to formulate proposals for the modernisation of the public sector. Indeed, the first study to focus on the human factor in public administration was that of Georgios Maragopoulos. This report dealt with the methods of selecting and training civil servants. In particular, issues relating to the recruitment of senior staff in public administration had, from time to time, preoccupied prominent political figures such as Charilaos Trikoupis and Eleftherios Venizelos, as they had recognised the negative consequences of party-based appointments. The administrative apparatus had been regarded as political spoils for the party that won the elections, and public posts were distributed amongst party supporters. As a result, the public interest tended to be sidelined.

The practice of clientelism continued even though the negative consequences of party politics on the administration of the state had already become apparent. It is worth noting in this regard that from 1950 to 1998 a series of reports such as the one mentioned above were submitted, which repeatedly highlighted administrative shortcomings and proposed reforms, amongst other things, regarding the recruitment, appraisal and career progression of public administration officials. The adoption of objective procedures and adherence to the principle of meritocracy constituted the main recommendation for achieving administrative modernisation. Ultimately, the establishment of the Supreme Council for Personnel Selection as an independent authority was the first and most significant step in this direction.

The establishment of the Supreme Council for Personnel Selection (ASEP) as an independent authority in 1994, which was enshrined in the Constitution in 2001, was linked the fundamental organisational principles of transparency, objectivity/impartiality and meritocracy/suitability. ASEP was tasked with organising and overseeing the recruitment of staff in the public administration. It is worth assessing the selection method applied by ASEP. Particular emphasis is placed on the development of selection procedures and the criteria used to assess candidates, including the extent to which these procedures strike a balance between formal qualifications, professional competence and the broader concept of suitability for public service.