Department of Information and Tourism, Taipei City Government

The Department of Personnel has consistently upheld the Mayor’s policy vision and goals, adhered to the central government’s personnel system and relevant regulations, and responded to future development needs by promoting diverse talent recruitment measures, adjusting the administrative structure, ensuring rational personnel allocation, exploring fair compensation policies, improving workplace bullying response mechanisms, enhancing professional knowledge in sexual harassment and workplace bullying prevention, and optimizing information system functions—all in pursuit of a service-oriented municipal administration team. Below is an overview of key personnel initiatives and accomplishments in 2024:

I. Actively Recruiting Talent

(I) Diversified recruitment channels: In 2024, 1,762 applications were submitted for various national examinations. Additionally, 339 specialized technical personnel were encouraged to transfer or were hired through reserved vacancies.

(II) Enhancing organizational functionality: To improve administrative execution, organizational restructuring proposals were submitted for the Public Works Department, Geotechnical Engineering Office, Construction Management Office, Police Department, and Fire Department. A shared staffing table for all land administration offices was also established, streamlining administrative processes and increasing flexibility in cross-agency staffing.

(III) Proposing fair recruitment conditions: In August 2024 and January 2025, recommendations were submitted to the central government to factor in regional allowances based on the unique characteristics of the capital. In December 2024, a proposal was made to relax the approval threshold for overtime pay exceeding the cap.

(IV) Promoting the employment of individuals with disabilities and indigenous peoples: A total of 3,364 individuals with disabilities were employed, exceeding the legally required 1,994 by 1,370—an overemployment rate of 168.71%. Similarly, 622 indigenous employees were hired, surpassing the required 289 and hired 336—an overemployment rate of 215.22%.

II. Rewarding Excellence and Promoting Accountability: 

Recognized outstanding and model employees and conducted performance evaluations and rewards strictly in accordance with the law.

III. Fostering a Friendly Workplace and Enhancing Employee Well-being

(I) Regulations and training for sexual harassment and workplace bullying prevention were enhanced. Managers and supervisors received specialized training to strengthen their capacity to handle bullying cases, making complaint channels more accessible. In 2024, two special lectures on sexual harassment prevention were held (466 participants), along with two on workplace bullying prevention (313 participants).

(II) Supporting mental health through assistance programs: The TPCG provides employee counseling rooms and a dedicated counseling hotline. Professional counselors offer both individual and group sessions. In 2024, 488 individual sessions were requested, resulting in 1,351 service sessions. Group counseling was conducted 28 times for 21 agencies, serving a total of 286 participants.

(III) Enhancing childcare services for employees’ children: The city’s one-stop childcare services have received top honors for two consecutive years in evaluations by the Directorate-General of Personnel Administration, Executive Yuan—earning the “Excellence Award” in the workplace infant care center category and the “Merit Award” in the nonprofit kindergarten category.

IV. Rigorous Management of Retirement and Benefits, Active Promotion of the New Pension System: 

In 2024, there were 1,273 retirees and 34 beneficiaries receiving pensions. The TPCG also distributed holiday consolation payments to 3,940 individuals and seasonal care subsidies to 203 recipients.

V. Leveraging Digital Tools to Enhance Personnel Services

(I) Personnel service information was compiled into a knowledge base, and as of November 2024, testing of a new language model and generative response system began.

(II) Enhanced mobile capabilities of the HR information system by integrating with the TAIPEION push notification service to ensure timely delivery of various system alerts and reminders.

(III) Expanded online declaration services, streamlining employee onboarding and periodic form submissions to significantly reduce paper usage and physical storage needs.