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Sacked senior civil servants pull high salaries: report

Seven senior civil servants who left their positions prematurely are now working with various investigative assignments in government offices, pocketing monthly salaries of between 65,000 and 123,000 kronor ($9,500-18,000).

Sacked senior civil servants pull high salaries: report

Despite generous salaries, their tasks are unclear or non-existent, writes daily newspaper Dagens Nyheter (DN).

The newspaper has tried to contact the directors, most of whom were unwilling to comment on the situation, or did not return calls. Aud Sjökvist was the only former director general willing to speak to the newspaper. She confirmed that she was lacking work duties.

“I’m sitting at the ministry of social affairs, waiting to be given something to do. We’re discussing it, I hope that some decision will be made soon,” said Sjökvist, now employed by the ministry, to DN.

She was previously the head of the Medical Responsibility Board (Hälso- och sjukvårdens personalansvarsnämnd – HSAN), until a reorganisation rendered her position superfluous.

A director general forced to leave his or her position retains the same salary until the appointment, usually lasting six years, expires. This system has been criticised, and last autumn an investigation was initiated, expected to be finished later this year.

“It’s strange that it should take such a long time,” said the Riksdag’s second vice speaker Ulf Holm to DN. Holm has been one of the system’s harshest critics.

Stefan Attefall, minister of public administration, told DN that it’s a “tricky” question.

“There are good sides and bad. There’s a lack of employment security for authority heads that has to be handled, at the same time we can’t be too generous. It has to seem reasonable from the tax payers’ perspective,” he said.

Seven senior civil servants who left their positions prematurely are now working with various investigative assignments in government offices, pocketing monthly salaries of between 65,000 and 123,000 kronor ($9,500-18,000).

Despite generous salaries, their tasks are unclear or non-existent, writes daily newspaper Dagens Nyheter (DN).

The newspaper has tried to contact the directors, most of whom were unwilling to comment on the situation, or did not return calls. Aud Sjökvist was the only former director general willing to speak to the newspaper. She confirmed that she was lacking work duties.

“I’m sitting at the ministry of social affairs, waiting to be given something to do. We’re discussing it, I hope that some decision will be made soon,” said Sjökvist, now employed by the ministry, to DN.

She was previously the head of the Medical Responsibility Board (Hälso- och sjukvårdens personalansvarsnämnd – HSAN), until a reorganisation rendered her position superfluous.

A director general forced to leave his or her position retains the same salary until the appointment, usually lasting six years, expires. This system has been criticised, and last autumn an investigation was initiated, expected to be finished later this year.

“It’s strange that it should take such a long time,” said the Riksdag’s second vice speaker Ulf Holm to DN. Holm has been one of the system’s harshest critics.

Stefan Attefall, minister of public administration, told DN that it’s a “tricky” question.

“There are good sides and bad. There’s a lack of employment security for authority heads that has to be handled, at the same time we can’t be too generous. It has to seem reasonable from the tax payers’ perspective,” he said.

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WORKING IN SWEDEN

INTERVIEW: Does Sweden have a distinct management style?

The Local's Paul O'Mahony interviewed Pernilla Petrelius Karlberg, lecturer at Stockholm School of Economics and researcher at the Center for Responsible Leadership about the Swedish style of leadership.

INTERVIEW: Does Sweden have a distinct management style?

Does Sweden have a distinctive management style?

The Swedish style of leadership is often said to be characterised by so-called flat hierarchies, where everyone is able to – and expected to – contribute their ideas and input to tasks, regardless of whether they are in a leadership role or not.

Pernilla Petrelius Karlberg told The Local that there are a number of different aspects which can influence management style, although Sweden does have a distinct style.

“I think that there’s definitely an idea that there is a specific Swedish or Scandinavian management style,” she said. “But I think from a research perspective, it’s much more complex, because we tend to generalise or stereotype.”

“It’s got a lot to do with the company culture and the culture of the country,” Karlberg said, “There’s definitely an idea of Scandinavian leadership, I think we have a common idea of what that is, but then, is it actually practiced everywhere in Scandinavia or in Sweden? That’s another issue.”

“In many of our organisations we talk about Scandinavian leadership where the leadership is very international, it’s a mix of different people from different cultures.”

Sweden is a very individualist society, which is also reflected in Swedish business.

“I think the core of what we talk about when we talk about Swedish leadership is the fact that leaders and managers also call on co-workers to take ownership on the task and individualism comes into business,” Karlberg said.

“It’s even expected, and co-workers take that ownership, and they engage and they take responsibility for the outcome and the result. So it’s the total opposite of micro-management in that sense.”

This culture of ownership and engagement also applies to managers, Karlberg explained.

“To generalise, in a Swedish setting, if there’s a meeting with the boss, the co-workers will expect to be listened to, and to be involved in a conversation and give their opinion on things. And that’s also a way to motivate people, in a Swedish sense.”

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Can lead to cultural clashes

This expectation in Swedish workplaces can lead to clashes if employees from other countries are used to a different system, Karlberg said.

“In another culture, say Finland, for example – I’m just generalising – you go to a meeting with your boss and you expect the boss to motivate you and to tell you what to do. So if you had a Finnish manager in a Swedish context, Swedish co-workers would probably feel neglected or frustrated for not being involved. ‘No-one asked my opinion, I want to share my opinion, my opinion matters'”.

This can also happen in situations where a Swedish manager is managing a group of employees from a different culture or country.

“A Finnish crowd with a Swedish manager might be very frustrated if the manager just asks questions and doesn’t seem to have a direction of their own. There’s just different expectations”.

However, there is also a collective aspect to Swedish workplaces, which foreigners working in the country often pick up on.

“When I work with international crowds, they tend to notice that Swedish co-workers and managers are very collective, they want to have consensus, they have to discuss everything, and it takes forever and it can be very frustrating.”

Swedish co-workers aren’t afraid to speak up though, if they feel that the decision their manager is making is wrong.

“But there are a lot of behaviours where Swedish co-workers will not accept a decision. For example, if they feel that the idea that their manager is bringing is wrong, it will actually be their duty to speak up, not in a confrontational way, but to say ‘Hmm, you know, this idea about doing it this way, it’s probably not a good idea.'”

“And non-Swedish managers might not always appreciate that kind of reaction. And if it continues, and the manager says that this is the way we’re gonna do it, the typical Swedish coworker will insist that this is the best way, and then there is a clash – again, they expect to be listened to and taken into consideration.”

How do you know when a decision has been taken in a Swedish workplace?

This need to feel informed and included in decision-making can in some cases make it difficult to understand at exactly what point a decision has been taken in a Swedish workplace.

“It’s a different process,” Karlberg said. “It often involves a calculated plan for taking the time to introduce the decision, discuss it, and make people feel that they have been informed.”

This aspect of the Swedish workplace culture caused issues during the pandemic, when many employees began to work from home.

“Decisions are taken in a much more informal way, and it can be difficult to pinpoint exactly when something was decided. And we also saw that during the pandemic, that the typical Swedish organisation – which is very non-hierarchical – suffered a lot, because a lot of leadership is practiced in an informal work environment.”

“So when people were taken away from that environment – because suddenly they were working from home – it was sort of, you know, ‘how do we practice leadership now?’, whereas in an organisation with a much clearer hierarchy, it was never an issue where decisions were made or how leadership was practiced, because it was done in a different way.”

“And in the more informal, flatter organisations, we had to find a different way to do that, to translate into the virtual room.”

Despite this, Karlberg does believe that Sweden’s leadership style is effective.

“I would say that it is, yes. We stand out pretty well as a nation when it comes to different types of national measurements of competitiveness. We score quite high on that. Of course, there’s also a drawback, if people don’t want to take that responsibility and ownership, because then it’s not typical that the manager would step up and change the leadership style. So it depends on whether you actually share the same expectation.”

Where does the Swedish leadership style come from?

Sweden’s collaborative leadership style is perhaps a product of Sweden’s history, Karlberg said.

“We have always been a small country, very dependent on export. And that means that we had to adapt to the rest of the world and to other markets, but also having to collaborate – we’re too small to quarrel or fight.”

“This has been a way to bring people together in the same direction – it’s a little bit like how we work with the unions with much more of a collaborative focus instead of being confrontative, because it’s simply not rational for a small country like us.”

There’s also a strong tradition of independence in Sweden, Karlberg explained.

“There’s a genuine tradition of independence in the sense of mutual respect. And of course, a lot happened during the 20th century with the development of equality and the whole idea of individualist thinking. Where we’re individualistic with regard to family, with regard to gender, with regard to our roles in society.”

“I think that plays a part as well, with equality and also that everyone matters in that sense.”

You can hear Paul O’Mahony’s interview with Karlberg in our Sweden in Focus podcast where we discuss all aspects of life in Sweden and shed light on the latest Swedish news. Listen and subscribe.

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