Department of Information and Tourism, Taipei City Government

    The Department of Personnel has upheld the Mayor’s policy vision, adhered to the central government’s personnel system and regulatory framework, and responded to future development needs by advancing talent attraction and retention initiatives and fostering a friendly workplace environment, with the aim of building a service-oriented municipal administration team. Below is an overview of key personnel initiatives and major tasks in 2025:

1.Strengthening Talent Attraction and Retention through Proactive Measures

(1)In light of the Examination Yuan’s resolution on October 23, 2025 approving adjustments to position classifications for local government agencies, to be implemented from February 1, 2026, corresponding measures have been undertaken. These include across-the-board upward adjustments to the position classifications of division heads in second-level agencies under municipal governments; revisions to the classification levels for senior systems analysts and systems analysts in first- and second-level agencies; and increases to the upper limits of position classifications for the Director, Deputy Director, Social Work Supervisor, and Division Chief of the Taipei City Center for Prevention of Domestic Violence and Sexual Assault. In addition, one Chief Secretary position at the recommended Rank 9 level has been newly established for the Center. A total of 94 agencies, including the Secretariat of the TPCG, have completed organizational restructuring in accordance with the above adjustments, involving revisions to a total of 569 authorized staffing positions.

(2)Enhancing Recruitment Efficiency through Flexible and Diversified Channels

The Department of Personnel has actively assisted agencies in reviewing their human resource status and, in response to municipal governance needs, has conducted forward-looking assessments of anticipated vacancies resulting from retirements and separations in civil service positions. The number of vacancies submitted for civil service examinations has been estimated with greater flexibility to streamline administrative procedures and increase the number of candidates allocated upon passing the examinations. For vacant civil service positions, agencies are required to promptly adopt appropriate staffing measures, including internal promotion, external recruitment, or application for examination-based appointments. In addition, relevant regulations governing the transfer of specialized technical personnel into civil service roles are utilized to recruit qualified professionals and broaden talent sourcing channels.

(3)Strengthening Incentive Mechanisms to Retain Professional Talent

 In response to increasing competition for professional talent and the challenges in filling vacancies in engineering-related agencies, the TPCG has formulated the Incentive Program for Major Project Implementation by Engineering Agencies, in accordance with the Executive Yuan’s guidelines on rewards for major project execution. Through the establishment of a clear and structured incentive mechanism, rewards are granted based on actual performance and contributions, thereby strengthening the retention of professional personnel.

2.Advancing a Friendly Workplace and Safeguarding Employee Well-Being 

(1)Enhancing Workplace Safety and Protection Mechanisms

Following the implementation of new occupational safety and health regulations for the public sector on July 1, 2025, the TPCG has continued to advance related improvement measures. These include conducting random safety inspections, regularly reviewing the adequacy of workplace safety facilities and risk identification mechanisms, and the implementation of measures to prevent workplace violence and other unlawful conduct. Identified deficiencies are addressed through concrete recommendations and follow-up mechanisms to ensure the effective operation of workplace safety management systems.

(2)Providing Diverse Employee Assistance Programs 

The TPCG has continued to promote diversified employee support measures, strengthening managerial competencies in communication, coordination, counseling, and emotional management. These efforts enhance the ability to identify workplace risks at an early stage and provide appropriate support, while reinforcing care, assistance, and support mechanisms for complainants in workplace bullying and sexual harassment cases. In addition, tailored support initiatives have been developed to address the needs of different employee groups, including new hires, employees with disabilities, and those with long-term caregiving responsibilities. These initiatives include support groups, thematic workshops, and related counseling and advisory services, providing targeted care and resource connections through diversified approaches.

(3)Improving Compensation for Professional and High-Risk Positions to Boost Morale 

In recent years, the TPCG has actively sought to improve compensation conditions for positions characterized by high levels of specialization, risk, or workload. Through ongoing engagement with the central government, efforts have been made to enhance remuneration for such roles, thereby strengthening employee retention and boosting overall morale.