• Principle 4. Ensure that procurement officials meet high professional standards of knowledge, skills and integrity. Recognising officials who work in the area of public procurement as a profession is critical to enhancing resistance to mismanagement, waste and corruption. Governments should invest in public procurement accordingly and provide adequate incentives to attract highly qualified officials. They should also update officials’ knowledge and skills on a regular basis to reflect regulatory, management and technological evolutions. Public officials should be aware of integrity standards and able to identify potential conflict between their private interests and public duties that could influence public decision making. Principle 5. Put mechanisms in place to prevent risks to integrity in public procurement. Governments should provide institutional or procedural frameworks that help protect officials in public procurement against undue influence from politicians or higher level officials. Governments should ensure that the selection and appointment of officials involved in public procurement are based on values and principles, in particular integrity and merit. In addition, they should identify risks to integrity for job positions, activities, or projects that are potentially vulnerable. Governments should prevent these risks through preventative mechanisms that foster a culture of integrity in the public service such as integrity training, asset declarations, as well as the disclosure and management of conflict of interest.

• Element 1.7: Personnel and Professional Development A procurement policy manual should outline: technical and professional qualifications for management and professional staff; orientation and training requirements for new employees, and those that will be involved in the procurement process; certification and educational requirements of professional staff.

• P. 31-35: HUMAN CAPITAL People are assets whose value can be enhanced through investment. Leading organizations understand that the success of an organization and its ability to satisfy customers is dependent on the contributions of its people. Human capital policies and practices should support an organization’s overall missions and performance goals. Human capital permeates virtually every effort within an agency, including successfully acquiring goods and services and executing and monitoring contracts. Effective human capital management ensures that an agency has the right staff in the right numbers applying skills where needed to accomplish the mission effectively. Creating an acquisition workforce with the right skills and capabilities can be a challenge, given changes to acquisition processes, the introduction or expansion of alternative contracting approaches, and increased reliance on services provided by the private sector. In addition, agencies are facing a growing number of employees who are eligible for retirement, which could create an imbalance with regard to acquisition experience and skill sets. (…) Role of the Human Capital Function The human capital function should incorporate a strategic approach for accomplishing the agency’s missions and program goals. This requires the agency to elevate the role of human capital professionals from paperwork processors to trusted advisors and partners of senior leaders and acquisition managers. To accomplish this, agency leaders need to ensure that human capital professionals have the appropriate authority, competencies, and experience. (…) Strategic Human Capital Planning By focusing on recruiting, hiring, training, and professional development, strategic workforce planning outlines ways to help the agency fill gaps in knowledge, skills, and abilities. (…) Acquiring, Developing, and Retaining Talent Recent trends in hiring and retirements in the federal government will leave many agencies with workforce imbalances in terms of skills, knowledge, and experience. Without sufficient attention given to acquiring, developing, and retaining talent, federal agencies could lose a significant portion of their contracting knowledge base.

• Art. 5º São diretrizes para a seleção, o ingresso e a lotação de servidores: VI – prover cargos em comissão e funções de confiança mediante o atendimento a critérios previamente estabelecidos, orientados pelas necessidades do órgão, pela competência exigida pelo cargo ou função e pelo reconhecimento do mérito, promovendo, sempre que possível, processo seletivo transparente e acessível.

• Art. 2º São critérios gerais para a ocupação de DAS ou de FCPE: I - idoneidade moral e reputação ilibada; II - perfil profissional ou formação acadêmica compatível com o cargo ou a função para o qual tenha sido indicado; e III - não enquadramento nas hipóteses de inelegibilidade previstas no inciso I do caput do art. 1º da Lei Complementar nº 64, de 18 de maio de 1990. Art. 10.  As ações de capacitação e desenvolvimento de pessoal necessárias à ocupação dos cargos em comissão e das funções de confiança de que trata este Decreto constarão do plano de capacitação dos órgãos e das entidades de que trata o Decreto nº 5.707, de 23 de fevereiro de 2006 , a partir da análise das necessidades de treinamento, aperfeiçoamento ou desenvolvimento de conhecimentos, habilidades e competências.