Many EMBs rely on public service staffing for their secretariats. This may be required in governmental EMBs and in other models where this is government policy. Independent EMBs which have their own employment rules may find it difficult to offer their staff good career prospects, due to the small number and specialized nature of many of the secretariat positions, and thus may find it more effective to rely on public service staff. Such reliance on the public service does not by itself inhibit the development of professionalism. An example is the Election Commission of India, which co-opts large numbers of public servants to assist with election preparation, and runs a professional electoral management system. Allowing an EMB to set its own rules for its secretariat staff who are public servants is beneficial. These rules could prohibit transfers from the EMB at specified periods, and could also provide conditions of service appropriate to the high-pressure environment of electoral events.
In any case, EMBs will at some point have to deal with the mobility of any public service staff assigned to the EMB. Staff who have gained electoral experience move on to other government positions, leaving a skill and experience gap. For those public service staff in governmental EMBs under the Governmental and Mixed Models who remain available for electoral tasks, there is a long period between elections when they do work which can be of a completely different nature. Regular development measures such as refresher courses, and the archiving of electoral materials so that they are easily accessible, can assist in maintaining electoral skill levels.
