IP IN SH ST ER IT D U A T E E L
S A E 6 R 1 C A 20 I W SINCE V R AK E CIVIL S
Copyright Leadership Institute Published by:
Leadership Institute of Sarawak Civil Service Sdn. Bhd. KM 20, Jalan Kuching-Serian, Semenggok, 93250 Kuching, Sarawak
Tel: 082-625 166 / 625 266 Fax: 082-625 766 / 625 966
Email: [email protected] Website: http://www.leadinstitute.com.my
2016 ALL RIGHTS RESERVED. © Leadership Institute of Sarawak Civil Service Sdn. Bhd. First Published: December 2016
No part of this publication may be reproduced or transmitted in any form by any means: electronic, mechanical, photocopying, recording or otherwise without permission of the Publisher. This book was published based on information and data available at the time of printing.
Leadership Institute of Sarawak Civil Service ISBN 978-967-12644-1-6
Printed by Lee Ming Press Sdn. Bhd., Kuching
Copyright Leadership Institute LEADERSHIP INSTITUTE An effcient and effective public service is essential to support the various State transformation initiatives. The State is committed to transform the public service by becoming more rakyat-centric, enhancing the productivity through a talented work force and effciency in systems and processes.
YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan Bin Haji Satem Chief Minister of Sarawak 21 November 2016
Copyright Leadership Institute LEADERSHIP INSTITUTE TABLE OF CONTENTS
Copyright Leadership Institute LEADERSHIP INSTITUTE Chapter 4: Core Programmes and Services 02 Foreword by the Chief Minister • High Performance Leadership (HPL) 40 Programmes • Competency for Career Development (CFCD) Message by the Chairman Programmes 03 • Assessment Centre • An Eco-friendly Infrastructure • The Institute City Campus (ICC) 04 Preface by the Executive Director
Board of Directors Chapter 5: Strategic Partnerships 05 • Partners of the Institutes 58 • Partner Profles 06 Panel of Advisors
Chapter 1: The Institute Journey • A New Beginning Chapter 6: Signifcant Milestones 08 • Linkages to SCS 10-20 Action Plan • The Parliamentary Discourse • SCS Transformation 72 • The HPL Programme Launch • Future Trends and Challenges in • Executive Leadership Talk by Prof. Dave Leadership Development Ulrich • High Performance Team (HPT) Retreat 2016 • CAPAM Award • Performance Management Seminar for Chapter 2: Charting New Directions ADUNS 18 • Vision • Paving a Brighter Future for Sarawak • Mission • Leadership Institute Logo • Objectives of the Leadership Institute • Corporate Structure 89 Acknowledgements
Chapter 3: The Institute’s Scorecard 28 • Corporate Values • Strategic Themes • Strategic Maps Copyright• Initiatives Leadership Institute LEADERSHIP INSTITUTE YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan Bin Haji Satem Copyright Leadership Institute 1 LEADERSHIP INSTITUTE Foreword BY the CHIEF MINISTER OF SARAWAK YAB dATUK PATINGGI TAN SRI (dr) HAJI ADENAN BIN HAJI SATEM
It gives me great pleasure to say a few words in this inaugural In this respect the reorganisation of Centre for Modern publication of Leadership Institute of Sarawak Civil Service. Management to become Leadership Institute of Sarawak I have been associated with Centre for Modern Management Civil Service is a step in the right direction in building and now rebranded as the Leadership Institute for a long time current and future leaders to serve the needs of the State. in my capacity as Chairman of Yayasan Sarawak, its holding The Institute is now entrusted to conduct training for company. As such I am excited to see the development of this State civil servants in leadership, competency and technical institution into a world-class training institution with a state-of- training in consonance with the needs of the State the-art campus to be located in Rampangi in a couple of years’ Government. time. This is indeed a far cry from the days when training for state civil servants was managed by the Secretariat, now known Let me conclude by congratulating the people involved in as the Chief Minister’s Department. this publication, especially the State Secretary and his team. The commitment and hard work put in by the publication The training scenario in the Sarawak Civil Service has expanded team are also to be acknowledged and lauded. greatly from a mere function of skills training at the workplace to one that embraces the development of competent leaders for Finally, let me wish the Leadership Institute a bright and the service. Developing competent and effective leadership is s ess l t re n ts en ea o r to lfll t e s on o t e t e r t a or ar to ar s lfll n t e o e t es o t e civil service to develop world-class civil servants in Sarawak. State transformation agenda.
The challenges we face in today’s world demand that civil servants play a more important and key role in helping the country to grow and meet the expectation of the rakyat. Therefore, the government is entrusted by the rakyat to carry out its mandate and responsibility to ensure that these e e tat ons are lflle an ser es el ere as e e te
Copyright Leadership Institute 2 LEADERSHIP INSTITUTE MESSAGE by the STATE SECRETARY OF SARAWAK YB TAN SRI DATUK AMAR HAJI MOHAMAD MORSHIDI BIN ABDUL GHANI
I am pleased to be given this opportunity to write down a few both the global and national economies. It is therefore words in this inaugural publication. I have been deeply involved essential for the State Civil Service to develop leaders in the Leadership Institute for quite some time, initially as a Board for the next phase of development who can provide Member and subsequently as Chairman, of Centre for Modern leadership of the highest calibre and who can take full Management, the predecessor of the Leadership Institute. charge.
The timely setting up of the Institute is an important drive of our They must have the initiative and sense of responsibility transformation initiative in the Sarawak Civil Service to propel the to take control of the situation and do what is necessary training of civil servants in the State to a greater height on par with to resolve the issues and problems on their own. In this global standards and trends. way, these leaders can make things happen instead of waiting for things to happen before taking action. Consistent with this objective, the Leadership Institute has been realigned fully to play the vital role as the sole training agency of To conclude, I would like to congratulate the production the State Civil Service. Towards this end, the planning and priority team under the Deputy State Secretary (Performance and for all Civil Service training programmes are now strategised Service Delivery Transformation), for their commitment centrally by the Chief Minister’s Department in accordance with and hard work in coming up with a publication of high the needs of the State. quality and value.
One of the key thrusts towards achieving world a class standard Finally, I would like to wish the Leadership Institute a is the capacity building of our civil servants to deliver excellent bright and successful future in the years ahead. performance through high performance leadership and teamwork. This task has become more challenging with the uncertainties in Copyright Leadership Institute 3 LEADERSHIP INSTITUTE preface by the executive director yBhg datu dr.sabariah putit It is indeed a pleasant honour for me to write a message for this service to gain exposure and understanding on the latest Leadership Institute publication. This inaugural issue is a very global trends in training, education and learning. It is a never praiseworthy project for the Institute to undertake towards ending journey of learning, relearning and unlearning. promoting its image and brand as a transformed organisation. To all heads of departments and agencies, thank you all for As the Executive Director of this Institute, I am greatly pleased playing a vital role in supporting our High Leadership and that a work of this nature has been produced for posterity and other training programmes and for your active participation future reference to add on to our body of knowledge on civil in their activities. To quote Dave Ulrich “Being an effective service training and development.. leader is enormously complex. It requires vision to see the future, dedication to make things happen, sensitivity to people The transformation to a new organisation is induced o are r at t es an ersonal onf en e t o t by the changing times and the volatile trends in human arrogance”. capital development, training and education. Under the Transformation Plan of the Sarawak Civil Service, commonly Special mention of thanks to YAB Chief Minister and YB known as SCS 2010-2020 Action Plan, greater emphasis is State Secretary for their continuous support and contribution given to talent management, high performing leadership and to this publication and our other activities. strategic competencies of the workforce. Hence, training has to be targeted to those areas of competencies to enable In conclusion, I would like to convey my deep appreciation the workforce to be on par with world class standards and to the dedicated team responsible for the production of this produce leaders of global standing. document. At the same time, to wish the Leadership Institute many productive and bright years ahead in the coming years. In line with this objective, a number of High performance Leadership (HPL) programmes have been planned and le ente Copyright as el erate tra n n or sen or Leadershipo f ers n t e Institute 4 LEADERSHIP INSTITUTE Board of Directors
Seated (left to right): Datu Haji Ismawi Haji Ismuni, Tan Sri Datuk Amar Haji Mohamad Morshidi Abdul Ghani (Chairman), Datu Jaul Samion Back Row: Datu Haji Mohamad Abu Bakar Marzuki, Datu Dr. Sabariah Putit (Board Member / Executive Director), Talat Mahmood Abdul Rashid, Datu Laura Lee Ngien Hion, William Patrick Nyigor
Copyright Leadership Institute 5 LEADERSHIP INSTITUTE Panel of Advisors
Professor Dato’ Dr. Professor Dato Dr. Jamil bin Mohamad Kadim bin Haji Hamali Suhaidi Campus Rector, Universiti Vice Chancellor, Universiti Teknologi MARA (UiTM), Malaysia Sarawak (UNIMAS) Kota Samarahan
Honourable Jocelyne Bourgon President, Public Governance International
Leslie Hayward Anselm Chu Vice President, HR Shell Director, International Singapore & Asia Oceania Development, Singapore Operations Institute of Management
Copyright Leadership Institute 6 LEADERSHIP INSTITUTE Copyright Leadership Institute 7 LEADERSHIP INSTITUTE CHAPTER 1 CHAPTER 2
THE INSTITUTE JOURNEY
Copyright Leadership Institute A NEW BEGINNING - THE LEADERSHIP INSTITUTE, ITS HISTORY and RELEVANCE
a n tra ne ore t an state l o f ers n ar o s o eten areas ea ers nst t te ara a l er e s also ro n a lat or or as r n o f ers to en an e t e r areer e elo ent t ro ert f ates an asters le el ro ra es t re ta le lo al an nternat onal learn n nst t t ons n ee so e o t ese o f ers a e no ass e sen or os t ons n t e an are a t el ontr t n to t e tate rans or at on a en a
t a stor o e n a tate tra n n e art ent e ore or orat sat on t a also n er te so e o t e al es an nor s o t e tra t onal l ser e er t e ears s ess e s a e la e t e r art n s a n t e or lt re an re t on o t e or an at on to at t s to a e llar o t e or an at on s stren t re a ns ts an a tal an so e o ts or or e to a are t e or an sat on s oneers
ere as a nee or to al n tsel t t e strate re t on o t e t on Plan t ere ore t ere as a nee to trans or t ro st e n a tra n n ro er to e n a ore strate artner n s ear ea n t e an a tal a en a o t e n or er to a e e t e ara a o o ono rans or at on Pro ra e P ro to Copyright Leadership Institute 9 o a e e t e P a en a o t e state t ere s a nee or trans or at on t n t e l ser e tsel n t e or s o t e ono ra le tate e retar rans or at on s reall a o t eo le e n en o ra e to an e ot an e or an e s sa e t re o n s n o r otent al to o e t so et n etter e nst t te as to o s on ea ers a n ar e tra n n n t s re ar t e Per or n ea ers P Pro ra s ere en orse t e tate o ern ent ere also la n e r n t e P on t e o e er
e ran n to ea ers nst t te s a trans or at on o rne n tsel n t e or s o nston r ll t s not t e e nn n o t e en t erel t e en o t e e nn n t starte t ntro n t e ore ener s ll ro ra es ere ran se ro t e at onal Pro t t oar ase n n a ore na el t e ore lls or e t eness an an e ro ra
e ea ers nst t te as ntro e a ne learn n a roa ase on t e o el s a roa e ten s e on t e tra t onal lassroo tra n n an n l es a ar et o non lassroo a t t es
CopyrightSCS 10-20 Action Plan : Transformation Leadership and Innovation Initiatives for SarawakInstitute Civil Service 10 LINKAGE TO SCS 10-20 ACTION PLAN
Customer Financial Service Governance
• Build and improve the brand of the • Enhance budget utiilisation by Leadership Institute making sure activities operate within the • Presence of physical, virtual brand and allocated budget service brand, incorporating quality, staff engagement and expertise SARAWAK LEADERSHIP STRATEGIC OBJECTIVE
Processes, Projects & Patnership Program Service Delivery & Engagement
• Involve in a wide-ranging overhaul • Establish strategic patnerships in of training programmes to be 2016 as well as regular close links provided under the institute Organisation with organisations and government • The new High Performance Capacity agencies Leadership (HPL) programmes for Sarawak Civil Service starting since June 2016 • Manage new job responsibilities and functions, terms and conditions of employment for staff • Inculcate six shared core values among all staff members through continuous training and development Copyright Leadership Institute 11 The 5-year Roadmap
ll oo lans a e a t e ra e an t e ea ers nst t te s no e e t on s e an see elo t e ne t f e ears ro are o n to e er e t n ones or t e ea ers nst t te t e en o t e nst t te ll a e e elo e an le ente ts ne o eten ase Per or an e ea ers e elo ent P Pro ra es ll e o ere to all tate l ser ants as art o t e r areer ro ress on ra e or
lso ll see a n er o strate artners s t reno ne nst t tes s as t e a a ool o o ern ent an n l ne t t s ll e t e esta l s ent o ello s s an s e t atter e erts n areas s as n l s an o n at on fnan e an la nall t e en o t e ear s o l see t e en an e or an at onal a a t an a a l t lans an t e le entat on o t e nst t te ore ar to allo or e e t e strate lann n
2020 2019 2018 • To be an 2017 internationally 2016 • ptimisation in recognised Institute ICT utilisation in Leadership • Completion of new infrastructure • Continuous • Certi cation to and facilities upgrading of the IS 1 02 Standard • evelopment at ampangi, ICT facilities for Training System implementation Santubong applications (HPL Program) ccreditation • Improvement of • eview of • To be a • Partnership with existing processes leadership certi cation body renowned Institutes procedures via programs, recognised by the IS Certi cations frameworks, • Enhancing State overnment function systems organisational • Incorporation of • Synchronisation capacity cross-fertili ation • eview of of Leadership capability policy between Scorecard Institute system with SCS private the overnment • Establishment sectors of ellowship Employee Subject matter Management experts System (GEMS)
• Implementation of Scorecard Copyright Leadership Institute 12 the future is bright
e are a n or a t re n all l ser ants n t e tate o ara a are tra ne to t e est stan ar s e are a n or a t re n state l ser ants an a e e sel a t al sat on o tt n to a er e s re o n se to e orl lass
n e are a n or a t re n t e ara a l er e as lea ers o an arr t e tate or ar n er t e ol t al re t on o t e o ern ent an t e ll o t e Peo le
ll o t s s o s s t at t e t re or t e ea ers nst t te o t e ara a l er e s r t e ea ers nst t te o ara a l er e s rea to ta e s to t e t re et s o
Copyright Leadership Institute 13 Future TrendS and Challenges in Leadership Development n t e ast t e or ontal tra n n e elo ent re ers to t e a n o ore no le e s lls an o eten es or ontal e elo ent s a o t trans err n n or at on to t e lea er ert al e elo ent s a o t trans or at on o t e lea er
e ne tren o ert al e elo ent re ers to t e a an e ent n a erson s t n n a a l t an t e o t o e o ert al sta e e elo ent s t e a l t to t n n ore o le strate an nter e en ent a s t s a o t o t e o n t n e er n t n t e tate l er e t n e an eas re t ro sta e e elo ent nter e s an s r e s s e elo ent eans enr n a lea er t s lls o strate t n n lea n an e ana n on t an lea n a ross o n ar es
Vertical leadership evolves executives from conformers to achievers and collaborators to become independent and lon ter t n ers e e elo t e t not n t e a e se to e tren s n t e tra n n o l ser e e lo ee o ses ore on e ra n t e real t t at e elo ent tra n n an or are nse ara le e ea ers nst t te str es to a e lea ers e elo ent a ro ess not an e ent
Copyright Leadership Institute 14 not er ortant tren an e elo ent o t e lo al lea ers s ene s t e r se o t e llenn als o ll no o ta n ore lea ers os t ons t le el res ons l t es Talent Management llenn als are enerall es r e as tea la ers an a e ers e are n e en ent t l e to ollo r les t e are onf ent t tr st a t or t
e are t e enerat on t at as ro n erse n te nolo so t s onl nat ral t at t e r lea ers st le ll e o letel erent
n t e near t re l ser e e lo ees ll nee Professional to learn o to t ate t e enerat onal eren es Competency et er t e are t e llenn als or an o t e ost ar enerat ons
rrent tren s n ate t at n t ere ll e a o e to ar s s ort tra n n o rses an tra n n on t e o e so e lo ees an nto ro ra es en an ere t s ts t e Continuity Planning lso n reas n l so st ate a f at on te n es ll el oost learner en a e ent n tra n n ro ra es a n learn n ore n an enterta n n
o le learn n s al ost an ator n all or an sat ons as t e te nolo sa e lo ees relate to tal learn n t t e r l est les Culture Rating s ore o s o e a a ro t e tra t onal o f e ase lt re o le learn n s a n n not onl a e tan e t a o ate an Copyright Leadership Institute 15 t eo le or n e le o rs a ross a n er or a ersonal se learn n e er en e e s ee at of locations, spending a lot of time on the move, the to s are resente to on or to t e learner s a a la l t o learn n ro ra es on o le e es nee s s re ar a le a n se o ore or less eans t e an o t e r tra n n at a t e an la e t at re et t on to re n or e learn n an r n n a s ts t e ontent t at learners s o ea ness n
s a roa a es se o tools an te n es a t n ontent el er n t s a el s learners rooted in an understanding of human behaviour, that is, tra n at t e r o n a e an reta n t e n or at on ot at on an en a e ent ore e e t el e nternet an t s te nolo es s a ess to t e orl s est talent n tra n n an Common areas in the gaming scene that interests the e elo ent tra n n an e elo ent n str n l e oal sett n the creation of a competitive atmosphere and the giving e nolo trans en s or ers a n learn n o ee a an re ar s a ess le to ore eo le re ar less o t e one an lo at on n ert nent area to note s t e ortan e o lan a es or s ness s nesses ll ont n e to re o n se nl ne an rt al learn n en ron ents an ro e t e nee or lan a e s lls to el t e e lo all al t ontent r en ell al fe tea ers an o et t e an a e s lls are r t al or ntera t on t tors t t e l s l ers an artners n a ran e o lan a es Pr ate or ro t tor n sess ons an e el ere online, giving learners access to the best tutoring, on sales tea s lan a e s lls el ro e re ar less o lo at on customer satisfaction and across diverse teams, it helps ntra o an o n at on s an e art larl al a le or lan a e learn n ere a ess to a t tor o s a nat e s ea er o t e ort o rses or so e all t te s e learn n n lan a e an t e o ort n t to ra t e t l e to a s tal a e o ra ons t on o n or at on ntera t on an el l onf en e are a n n o lar t as learner attent on s ans are s ort earn n o les nee to a a t to s t t e ast s s t e essen e o t e ea ers nst t te e ot onall a e orl e l e n an t e nee to e a a la le at an so et es l terall trans ort n t e tate l o e at or an on t e o er e on a o rne ro one la e to anot er ns r n t e to el e e n at t e an a e e an o t at e ea ers nst t te a e seen t at e le tra n n a e e ent ll a e a eren e to o r o n t approaches and online learning programmes are ideal an so et Copyright Leadership Institute 16 Copyright Leadership Institute CHAPTER 2 CHAPTER 2
cHARTING nEW dIRECTIONS
Copyright Leadership Institute VISION Building Leaders To Make A Diference To Our Society And Country MISSION Producing Highly Competent And Talented Civil Servants, Capable Of Providing World-Class Service
Copyright Leadership Institute 19 LEADERSHIP INSTITUTE LOGO
Copyright Leadership Institute 20 Globe
An Institute with a global reach.
Ring around the globe
Holistic development of people.
Five-pointed Stars Building high-quality leadership through a 5-Star Institute.
Dark Blue Connotes an ocean of knowledge and technology.
Green Sustainability of our environment and the perseverance of the staf members of the Institute.
Red Location of the Institute in its Copyright globalLeadership context. Institute 21 OBJECTIVES OF THE LEADERSHIP INSTITUTE
At the Leadership Institute, we adhere to stringent high-standard expectations and requirements, placing emphasis on participation, accountability, transparency, responsiveness, efectiveness, efciency, equity and inclusiveness in practicing good corporate governance.
Our vision aims towards “Building Leaders to Make a Diference to Our Society and Country” through which the Leadership Institute actively explores, develops, produces and polishes our human resources at all levels, from the management to the implementing groups.
Te High Performing Leaders Program seeks to enable learners to share the responsibility for their own learning and assessment, setting goals that stretch and challenge their competency to its limits. Te HPL program is a long term investment in the people of Sarawak
Qualitatively diferent approaches to management and leadership development have arisen in practice in ensuring that continuous self-improvement is easily available and accessible in parallel with our embrace of the web and its technology. Copyright Leadership Institute 22 CORPORATE STRUCTURE Te Leadership Institute under the governance of the Board of Directors has developed three niche areas of operational structure, that is the Centre for Leadership Development, the Centre for Assessment and Examination and the Centre for Corporate Services.
Professional standards are set across the three sections, each of which are of equal importance in interlinking and supporting the other sections.
LEADERSHIP INSTITUTE OF SARAWAK CIVIL SERVICE
BOARD OF DIRECTORS
EXECUTIVE DIRECTOR
GENERAL MANAGER
Centre for Leadership Centre for Assessment & Corporate Services Development Examination
Assessment Administration Program Development & Corporate & Examination Commmunication
Program & Event Management
Facilities Management Copyright Leadership InstituteOperation 23 Te Corporate Structure comprises three key portfolios: t$FOUSFGPS-FBEFSTIJQ%FWFMPQNFOU t$FOUSFGPS"TTFTTNFOUBOE&YBNJOBUJPO t$PSQPSBUF4FSWJDFT%JWJTJPO
Centre for Leadership Development
Te Centre commits itself to the development of leadership programs to instil exemplary leadership skills, based on standards set by the vision of becoming a World Class Civil Service.Tis is guided by core values in the spirit of continuously maintaining and updating knowledge.
CFCD HPL (Competencies for (High Performance Career Team) Development)
Centre for Leadership Development Copyright Leadership Institute 24 Centre for Assessment & examination
Te Centre for Assessment and Examination has consistently and successfully implemented various assessment methods and tools, guided by its larger State Civil Service Talent Recruitment Framework, in carrying out valuation in a responsible and holistic manner.
Career Onboarding Progression
Centre for Assessment & Examination
Assessment & Evaluation Copyright Leadership Institute 25 Corporate Services
Actively oversees, conducts and directs the management of the business and afairs of the Leadership Institute in enhancing corporate afuence and accountability with the ultimate objective of realising long term shareholder value and safeguarding the interests of stakeholders. Corporate Services contributes to improving departmental performance by ensuring appropriate governance arrangements are in place and implemented.
Corporate Governance
Corporate Services
Stakeholder Performance Management Management Copyright Leadership Institute 26 Copyright Leadership Institute 27 CHAPTER 3 CHAPTER 2
tHE iNSTITUTE’S sCORECARD
Copyright Leadership Institute Copyright Leadership Institute 29 INtroduction
Te Sarawak State Government is the only state government in Malaysia, that has implemented the ‘Balanced Scorecard’ (BSC) or the SCS Scorecard methodology in its civil service. It has attained reasonable success in getting about 93.51% of its agencies (Ministries, Resident and District Ofces, JKM Units, Departments and Local Authorities) to adopt the BSC system to manage agency performance.
It has been proven that a structured approach to manage the civil service is implementable, though, the civil service does not provide performance-based incentives as in the private sector. Te BSC was introduced as a performance management system in the Sarawak Civil Services (SCS) in May 2013. It is diferent from other quality initiatives in the private sector, such as ISO, TQM, 5S, ICC, Six Sigma, BPR (KFA), JIT etc. It is an overreaching strategic framework that focuses on strategy to achieve better organizational performance.
Copyright Leadership Institute 30 It stresses the fact that quality initiatives such as ISO, KFA, TQM etc. alone without linking to a strategy would be insufcient to achieve breakthrough results. Prior to introducing the BSC, the civil service had introduced a number of quality initiatives as mentioned above, and civil service agencies were implementing them without consciously linking them to their agencies’ strategy, vision and mission.
Hence the BSC was introduced in 2013 in the Sarawak Civil Service to assist agencies to link their quality initiatives to agency strategies to achieve the Civil Service’s vision to become world class.
In the Sarawak Civil Service, the BSC was implemented in 2 Phases;
First Phase: (2013 – 2014) Second Phase (2015 – 2016)
Tis phase represented basic understanding of the Tis is an important phase where it requires BSC methodology, introduction of some measures agencies to link their operations with agencies’ of performance indicators mainly to get agencies strategic directions. During this stage, agencies are and executives to plan their work in a more required to make sure they clearly identify their focused, organized manner and to report agency strategies, develop proper strategic plans, identify performance in a disciplined way. the right initiatives and develop appropriate KPIs that will enable agencies to measure the progress During this phase, little attention was given to of their strategies. strategies and largely organizations continued to rely on local, tactical systems such as budget for During these two phases it is obvious that in the civil managing fnances, management-by-objectives service, most agencies do not have these processes (MBO), KFA, ICC, ISO, 5S and other quality in place to support their BSC implementation. initiatives. Distinctly, during this phase SCS Tis explains the reasons why agencies fnd it agencies did not link strategies with daily difcult to make BSC a daily practice or culture. operations. It is stressed, at this stage of BSC implementation, that in order to make a quantum leap in performance as opposed to incremental performance, operational process must be strategically linked to agencies’ strategies and visions. Copyright Leadership Institute 31 “You can have the best processes in the world. If your Governance processes don’t provide the direction to achieve your goal, success is a matter of luck” - Robert Kaplan
FINANCE
BALANCED CUSTOMERS SCORECARD PROCESSES
LEARNING & GROWTH
Holistic View of Balanced Scorecard Copyright Leadership Institute 32 VISION, MISSION & CORPORATE VALUES
VISION, MISSION & CORPORATE VALUES
VISION Building Leaders To Make A Diference To Country and Society
Civil service is the main engine of growth and development therefore leadership at all levels of the civil service is vital to realize the State Government’s Development Agenda.
In this regard civil service leadership must play the quintessential role in driving the development agenda hence; the Leadership Institute undertakes the great responsibility to transform the state civil service leadership to play this vital role to make a diference to our society and country.
Copyright Leadership Institute 33 MISSION Producing Highly Competent And Talented Civil Service Capable Of Providing World Class Service.
Te Institute’s Mission in short is to be at the forefront in capability to produce competent and talented civil servants capable of shouldering the responsibility of the state to bring about balanced development to the state.
In this regard each and every employee of the civil service needs to undergo leadership program with the focus of internalizing the need to serve with honor and commitment to commit their best while they are in service to accelerate the progress of Sarawak. Developing the state and providing the best service to the people is not an option but a necessity and therefore they have to deliver the best service to the state.
Copyright Leadership Institute 34 CORPORATE VALUES
Kind & Caring
Intergrity Professionalism
Shared values
Result-Oriented Sense of Urgency & Ownership
Teamwork
Copyright Leadership Institute 35 STRATEGIC themes Te three main strategic themes of the Institute represent the strategies of the Institute to translate the Institute’s Mission and Vision to produce world class civil servants. Te three main themes are:
Strategic Partnering Programing and training Operational Excellence Delivery Excellence Te Institute needs to leverage To position as a world class on both internal and external Besides expertise and domain Institute capable of making a expertise in leadership knowledge in leadership diference in the civil service development. Te Institute needs development, the Institute leadership it is incumbent on to extensively network among will constantly upgrade its the Institute to provide the best local and international academic program delivery technology by service to its customers and stake institutions, leadership research leveraging on state-of-the-art holders. Te Institute should institutions as well as individual delivery facilities. Tis includes balance between efective cost subject matter experts to provide the extensive use of multimedia, management and providing frst the Institute with the capacity eLearning as well other forms of class service to its stakeholders. and capabilities to position itself similar innovations in program as the fag bearer of leadership delivery. development for the State Civil Service.Copyright Leadership Institute 36 STRATEGIC MAP
OC1: OC2: OC3: Organisational Enhance Training & Strengthen Work Leverage on ICT Capacity Development Culture
IP1: IP3: Processes IP2: IP4: Continuous Leverage Enhance and Service Enhance Improve on Strategic Program Branding Delivery Operations Patnerships Training Delivery
F1: F2: Finance Enhance Budget Strengthen Utilization Financial Governance
CS1: Customers Enhance CS1: Stakeholder Enhance Satisfaction Brand Image
Copyright Leadership Institute 37 INITIATIVES
Visionary Case For Change Robust Communications Campaign Strong Leadership Support An Intergrated Success Project/ Factors Change Plan
Stakeholder Engagement Support For Managers
Copyright Leadership Institute 38 Copyright Leadership Institute 39 CHAPTER 4 CHAPTER 2
core programmes & services
Copyright Leadership Institute core programmes
With the new inception of the Leadership Institute, the strategic drivers to bring about the desired change and achieve its mission in developing world-class leaders lies within the core programmes.
The core programmes are deliberate initiatives which are developed and designed accordingly to the SCS human capital development framework and action plan. The programmes are implemented by the resource team within the Centre of Leadership Development (CLD) and Centre of Assessment and Examination (CAE) department of the Institute.
The following are the portfolios of the three core programmes:
HP L
1 2 Competency for Career 3 High Performance Assessment Centre and Developmental (CFCD) Leadership (HPL) programme Examination Programs
The High Performance Leadership (HPL) Programme Significance
The High Performance Leadership (HPL) programmes Adenan Haji Satem, Chief Minister of Sarawak on 18 is catered for the training needs and compendium November 2015 in conjunction with Civil Service Day competencies of the professional and managerial group (HPA) 2015. The HPA theme which was “Leadership ra e o f ers e ro ra as la n e t e and Taking Charge-Make a Difference”. Right Honourable Datuk Patinggi Tan Sri (Dr) Haji Copyright Leadership Institute 41 “As civil servants we must be people who make things happen...... We want individuals who can be masters of the situation in which they operate and can make a difference in the situation. We must have initiative and sense of responsibility to take control of the situation and to do what is necessary to resolve the issue or problems.This is what our theme for this year’s HPA ‘Leadership and Taking Charge-Make a Difference’means.”
State Secretary of Sarawak during Civil Service Day 2015 18 November 2015 Copyright Leadership Institute 42 Embodying into this mission statement of the The Institute is now be in a better position to effectively Institute, the HPL programmes are specially designed implement a new learning approach. This new learning to produce competent world-class leaders for the approach of the HPL programme extends beyond the State. As such the setting up of Leadership Institute traditional classroom, by focusing more on a variety of and HPL programmes demonstrate that the State non-classroom activities such as on-the-job training at Government is serious in making training a key the workplace. The developmental programmes will be component for the SCS workforce. As such, the HPL designed based on the “70:20:10” developmental approach s a a s ro ra e o t e nst t te t s also which consists of the following: a strategic enabler for the SCS to cultivate a higher work performance within the civil service. • Experiental Learning (70%) • Coaching and Mentoring (20%) Through the HPL programmes, the SCS can move • Workshops and Seminars (10%) forward and bring more development to the State as a whole. The Chairman of the Institute opined that l ser e o f ers o to a nee to a e a lot o knowledge.
“With this kind of investment through the Leadership Institute, I am very confdent there will be a change in State Civil Service of Sarawak”.
As such the state aims to equip all civil servants with the necessary knowledge, skills and competencies to carry out their jobs effectively and strategically.
Copyright Leadership Institute 43 SCS-HPL Framework
The on-the-job training is most important and it is a leaders to see themselves as not just leaders but also concept that recognises that people learn best through resource persons, as well. Thus making the HPL doing. It is the workplace and not the classroom that programmes unique. The HPL framework also recognises leaders show their true potential. the importance of more formal learning, training and skills development. Having this framework in place will Therefore mentoring by heads of department (HODs) ensure excellence in executing managerial tasks, which within the SCS is paramount. It is essential for these also contributes to building overall leadership capacity.
Copyright Leadership Institute 44 The HPL programmes were developed through engagements and contributions of various departments within the SCS namely : • State Human Resource Unit • tate nan al e retar s f e • State Attorney-General’s Chambers • State Planning Unit • Public Works Department • Ministry of Infrastructure Development and Transportation Sarawak • tate Proto ol an P l elat ons f e
By adopting a high performance team approach, several lab sessions on the programmes were conducted within a 10-month time frame.
Series of HPL Labs Accross various SCS departments and agencies
By tapping into the knowledge and expertise within respective agencies, each cluster group was able to develop ro ra es s e f all atere or ea competency domain. The programmes were grouped into three main levels of rof en an a ross all t ree ra e levels within the professional and managerial group of the SCS.
Copyright Leadership Institute 45 SCS-HPL Programme Clusters
The programme portfolio incorporates a total of 43 wealth of knowledge into experiential learning content programmes (as seen HPL Framework) featuring key s n fes t e P ro ra es as a a s ran o elements within each program designed according to the Institute. In order to develop and invest in its talent the HPL Competencies Framework, namely on the pool of future leaders for the betterment of the State. following domains: The Leadership Institute would like to express sincere gratitude to the dedicated teams of the SCS who have • Core (example Leadership) been instrumental in producing the HPL programmes. • Functional (example, Financial Management) • Behavioural (example Stakeholder Engagement) In the words of Abraham Lincoln, “the best way to predict the future is to create it”, so let’s be on this The continuous efforts in capturing the knowledge of journey and embark on the High Performance the SCS processes and governance and translating a Leadership programme through the SCS way! Copyright Leadership Institute 46 HPL PROGRAMME: STRATEGIC THINKING
SCORECARD to employees of the SCS to the latest development in the area of transformational leadership and management The Sarawak Government is the only state e ert se n a a s ro ra e t e government in Malaysia, perhaps in the region, that Performance Leadership (HPL) was launched and a total has boldly implemented the Balanced Scorecard, o le el l ser e o f ers a e een tra ne which is a scorecard-based organisation performance in strategic management skills, based on the SCS management system or better known as the ‘SCS Scorecard 9 steps methodology. The programme is scorecard’ in the Sarawak Civil Service. As of 2016, o se on s t n t e t n n ara o o f ers many state government agencies including ministries, from day-to-day operational thinking to strategic departments, local authorities and government-linked thinking. This is founded on the premise that companies (GLCs) have implemented with reasonable improvement in thinking process is a critical level of success. determinant of quality learning outcomes.
The participants demonstrated praiseworthy Leadership Institute’s Strategic Journey improvements as evidence shows them increasing their analytical and strategic skills, as examined through case The establishment of the Leadership Institute is a studies. strategic move on the part of the state’s civil service leadership, in line with the State’s transformation agenda. The Institute undertakes the responsibility to develop highly competent and capable workforce; a workforce that is effectively trained both in operational and strategic skills, capable of transforming the SCS into a powerhouse of leadership excellence. Consistent with the Institute’s mission to build leaders who can make a difference in society and the country, the Institute, through strategic collaborations with local and regional higher learning institutions as well as distinctive, reputable international leadership development centers, provides continuous exposure alan e ore ar or s o or o f ers o e n ster s e art ent Copyright Leadership Institute 47 HPL Programme: WORKPLACE COMMUNICATION
The Sarawak Civil Service (SCS) has a stated desire to improve the standard of English and communication s lls a on ts t o san s o o f ers an sta throughout the State. To meet this need, the Leadership Institute has begun to conduct a series of High Performance Leadership (HPL) courses in Communication at the Workplace. These training programmes focus on improving English language communication skills among participants.
The HPL courses in Workplace Communication include sessions on English language, leadership, presentation skills and communication skills in the workplace such as listening, writing and reading.
All courses last for at least two days and are facilitated by a team of dedicated and highly experienced trainers who bring expertise from the worlds of academia, language education and corporate training.
The programme is intended to promote workplace learning, to help participants to gain skills while they are doing their jobs, with a small amount of input from traditional classroom lessons.
In 2016, the Workplace English sessions took place in Kuching, Sibu, Bintulu and Miri, and were attended by o f ers an s ort sta s ro ra ll also or la e n l s ro ra e on te or an an r e o f ers e o ere to sen or ra e o f ers ra es an Grades 54-JUSA) in the near future. Copyright Leadership Institute 48 HPL Programme: Design Thinking and Innovation Strategies
In November, the Leadership Institute and the State Human Resource Unit together with the support of Human Resource Development Fund (HRDF) invited two distinguished speakers from the European School of Management and Technology (ESMT) to conduct a two-day Masterclass Series for the participants, consisting of government o f ers an also ot ers ro t e r ate se tor e sess on o se on nno at e s lls an s n t e et o coined in the 1990's by David Kelley and Tim Brown of IDEO – an organisation pioneering in human-centered design. Participants were also exposed to three essential elements of successful design thinking: multi-disciplinary teams, variable space and putting to practice the design thinking process.. Participants were exposed to three essential elements of successful Design Thinking; Multi- disciplinary teams, variable space and of course, the design thinking process itself.
Group photo during the HPL programme on Design Thinking & Innovative Strategies with trainers from the European School of Management and Technology (ESMT), Berlin. Copyright Leadership Institute 49 By the end of the programme, participants reached the ‘prototype’ phase of the 6 Steps Design Thinking process. The participants had to create a prototype of any form: be it in sketch or a model. Once the prototype is completed, participants would need to do a short pitch to convince the audience of the. Some of the prototypes produced by the participants are as below:
Prototype: “ Your Toilet, My Toilet ” 1 Description: Providing clean toilets in public areas where it is now a rare sight.
Prototype: “ Rural Wifi ” 2
Description: ree f to r ral areas e at lon o ses
Prototype: “School Shuttle” 3 Description: n s n tra f ere t e s ool an ro e shuttle services for pick-up of students within the school vicinity.
Prototype: “Modern Honey BEE FACTORY” 4 Description: “Madu kelulut” as the new tourist attraction in Sarawak, similar to Manuka Honey in New Copyright LeadershipZealand. Institute 50 Competency for Career Development (CFCD) Programmes
The other integral programme of the Institute is known as the CFCD. In creating a world-class SCS workforce, the SCS HR Transformation plan understands the necessary inclusion and the value of the support staff (Grade 1-40) in this equation. This group takes the dominant 90% of the total SCS workforce. Upon hindsight, the implementing group is one of the primary cornerstones when building a culture of excellence in SCS service delivery.
The SCS training and development plans ensure that Vehicle Maintenance and Defensive Driving course all implementing groups are able to access appropriate training that supports their task, roles, services and their career progression routes. The CFCD training ranges from competency-based, technical, administrative and skilled-based that ensures their capacity are enhanced to support the transformation initiatives that are carried out by their departments.
CFCD programme aims to impart real-work application Entrepreneurship and Retirement Preparedness course modules that will help implementers perform better in their day-to-day work tasks. Besides, the CFCD programmes also help civil servants identify areas of competencies that require improvement. Some examples of training covered in the programmes are namely Culture Change; Managing Customer Needs; Innovation & Creativity; Project & Programme Delivery Excellence; nan al ana e ent ana n fles an e or s Microsoft Excel and Powerpoint; Communication skills; Protocol and Emceeing; Event Management and others. Copyright LeadershipBreeding Plant Material Institute Technology course 51 Assessment Centre
Beginning December 2013, the State Civil Service syllabus to ensure that it is relevant to the new policies initiated the development of the SCS Career Progression and strategic direction of the State Government. SCS Framework. It is a comprehensive career progression examinations are conducted twice in a year and are open exercise that involves multiple methods and tools in order to all SCS or relevant agencies. Application forms to to identify the best candidate for promotion. sit for the examination and related information can be found at www.exams.sarawaknet.gov.my or www.shru. It consists of 4 phases namely (i) Candidate Search, (ii) sarawak.gov.my. Career Progression Portfolio (iii) Assessment Centre, and (iv) Interview. The main objective is to ensure that only t e ost s ta le an al fe an ates are ent fe and developed for the various levels of leadership.
During the early stage of implementation, there were some challenges in preparing the SCS Career Progression Portfolio (CPP) and attending the Assessment Centre. o e er ee n n n t e nee to e e le an adaptive, all these challenges were dealt with satisfactorily. t s ort not n t at t e n er o o f ers s tt n the SCS-CPP has increased over time, especially when they see their colleagues getting promoted.
Examination
The word Examination is noun of the word ‘examine’. t s a or al test o a erson s no le e or rof en in a particular subject or skill. The provision of Examination in the contexts of Sarawak Civil Service (SCS) means examination for the purposes of onfr at on n ser e or as one o t e r ter a or promotion for certain grade and scheme of service.
The SCS Examination is intended as a method to achieve an effective, rational public administration on a merit system.Lead by a team of evaluators and assessors, Civil Servants going through an assessment centre exercise the Copyright Leadership Institute periodically review Leadership the exam Institute 52 An Eco-Friendly infrastructure ( by Quarter 4, 2018 )
a s s o l re e t a o t ent to al t an e e ate to ro n a ost on e en ron ent for civil servants to be trained and carry out learning in the most conducive manner. The Rampangi Campus is an innovative concept in its design approach to stimulate a process of modernisation of a learning centre that is perfect for training and professional development. The planning concept attempts to create two horizontal themes:
- An activity space for social interaction, communication and recreation - A secure and comfortable space for participants accommodation
Copyright Leadership Institute 53 Another feature of the new campus is also utilising the “activity terrain” for planned and spontaneous training activities, sports and recreational activities.
Notwithstanding other sustainable approaches to the new campus, the concept also encapsulates the following eco-design features:
lower stratum sculpted space, invoking a sense of exploration and adventure
The hostels An Eco-Friendly are organised into three main tiers woven together, active combination of wind and shade offers or n a lar e r an rella t at oats o er t e an eco-friendly, conduct learning and a t t terra n l erat n t e ent re oor area training-related activities. beneath while providing it with a shade and shelter.
Copyright Leadership Institute 54 Water conservation Bio retention swales from rainwater harvesting at ground level
Design for optimal wall to Vertical greeneries window ratio
Usage of renewable energy Usage of energy and water (PV cell) on roofing efficient systems
Copyright Leadership Institute 55 The Institute City Campus (ICC) ( by Quarter 1, 2017 )
The Leadership Institute City Campus is a one-stop educational facilities for the State Civil Service. The design of this campus is inspired by the Institute’s main objective, that is to provide information, while incorporating modern technologies and most of all create an awareness of the Government’s emphasis in investing in people.
The design aims to create a conducive learning environment that is inspiring and motivating with a dash of modern contemporary design. Institute City Campus at Yayasan Building of Merdeka Square
Copyright Leadership Institute 56 Copyright Leadership Institute 57 CHAPTER 5 CHAPTER 2
strategic partnershipS
Copyright Leadership Institute PARTNERSHIP EXCELLENCE
In tandem with the Institute’s aspiration towards developing world class standards, the need to leverage on strategic partnership becomes imperative. The Institute will embark on forging new partnerships with both local and international reputable organizations in the areas of human capital development and program development.
es ne as t e a s ro ra e o t e nst t te t e Per or an e ea ers P ro ra e as el eratel e elo e to n l e inputs from renowned subject matter experts from the Institutes’ partners as invited speakers via workshops or knowledge sharing sessions.
It is through developing strategic partnership that network excellence can be achieved to source the best of minds and practioners in the areas of public service around the globe. This initiative becomes part and parcel of branding the Leadership Institute to position itself as a world class learning organization. Copyright Leadership Institute 59 Partner Profiles
The Institute’s strategic partners comprises of varsities, institutes and learning organisations that have strong track-record in human capital development, either as its core business or practices in its working environment.
Copyright Leadership Institute 60 Human Resource Development FUND (HRDF)
ele at on ro ea ers nst t te a s a o rtes s t to at s a P ala r
an eso r e e elo ent o n l as ll on n to ll on n s an esta l s e n t t e a o e elo n al t n rease o human capital and world-class workforce in order to a e e a n o e e ono ase no le e an also str es to n rease t e n er o s lle innovation. or or e ro to ear s e ort s also n l ne t t e ns res to s ll s s as n or orate on a to the current workforce, in particular those from the ro ote reater o erat onal e l t to ena le etter otto o o se ol s a o ont n o s responsiveness to its customers and stakeholders. training and education. s ss on s to ss ear ea t e an a tal learning and development through strategic interventions Among its achievements include being awarded the t at lfl t e rrent an t re nee s o t e n str ala s an lo er o o e an t e ellen e ar s n o ensat on enefts As such the organization had expanded the coverage of trate t e P t so as to ro e a er a ess to tra n n n ere t e n er o e lo ees t at ll e el le or tra n n n er ll n rease ro Copyright Leadership Institute 61 Shell Malaysia
tate o ern ent ele ates s t to enara ell n ala r or en ar n s t
ell as een a artner n ell n ala s a s ro ress or ell s stron reta l net or els t e o rne s o ll ons o er ears as at r o rne t t e nat on o ala s an otor sts e er a n a t ell s e en s ntert ne n as as ell as la e a role n able to offer one of the most differentiated fuel and ro n t e o ntr s ener se tor ala s a as also lubricant products, some of which were pioneered right la e a s n f ant role n t e o an s ro ress ere n t e o ntr
r s ness as ers fe ro a o est erosene ell ont n es to e one o t e to e lo ers n ala s a ent re to a ro o o an es en a e n e er t t o san s e lo e n o r strea strea as e t o t e o ern o l an as s ness o a ell and downstream businesses, as well as in our service and a nta ns a stron lt a ete resen e n t e o ntr support functions. through our longer-term investments, innovation-sharing, and strategic social impacts to local communities. an eso r es at ell s a erse s l ne ro n s ort to an e ana e ent efn n an ell as een el n oneer ala s a s o l an delivering team development programs; leading projects in as n str an elle ts ro t ell s o ere sta lann n an ro ot n ers t an n l s eness ala s a s frst o l ons ore t en too t e n str t ro o t t e er ell o n t o ers o s ore an ost re entl nto t e te n all the chance to gain international exposure and begin a challengingCopyright depths of Deepwater. Leadershipre ar n areer n t e ener n str Institute 62 Razak School Of Government (RSOG)
tate ele at on atten n t e o n ea ers olo o ntl or an se a a ool o o ern ent an P l er e tate o ern ent s s t to a a ool o o ern ent e art ent P
s a n e e at onal an tra n n nst t t on lt on t e o ra e to lea n ersonal an ro ess onal e elo ent s an ate to roo t e t re l se tor lea ers a ross all ser e se tors n ala s a as res to e t e lea n entre n lea ers e elo ent resear an no le e s ar n lat or or t e public sector.
o n e n s r ar o s s to trans or l se tor lea ers n str n or e ellen e an to e a o nt o re eren e an a lea n a t or t on l se tor lea ers an ol
Its deliverables include customised knowledge skills development programmes for leaders and the publication of re eree o rnals an ot er l at ons also ro es an ortant lat or or alo e no le e s ar n an s ner st olla orat on
Copyright Leadership Institute 63 Razak School Of Government (RSOG) The International Institute of Public Policy and Management (INPUMA)
P re resentat es le e t e re tor sso ate Pro essor olla orat on et een n ers t ala a an e n ster s f e on n t at e r a a al se on le t re e e t e en or ana er o ea ers nst t te r sleena a el entre
P as esta l s e tsel as one o t e lea n o le ol ss es an re are t e or a an e entre o e ellen e or l ol n o t east careers within government and non-governmental Asia. In keeping with its vision and mission to be the settings. atal st or an s ner o an e or t e lo al o n t P ont n es to o er a s e tr o P s a a l t e elo ent ro ra es niche programmes targeting global citizens to nurture rt er ro e tra n n n areas o a a t l n innovative leaders for public service. lt lt ral ana e ent an on t resol t on or ol a ers ro e elo n o ntr es ta n er t e ears P as a t el ontr te n o n san e ro ala s a s n e e elo ental intellectual discourses through its multitude of research, experiences and issues. consultancies, publications, forums, conferences, public lectures and outreach programmes on topical leadership, P n ar a l a ts as an ntelle t al la orator ol a n l ana e ent an o ernan e tests o t t e est oss le n ts or l ol ss es lo all a n tar et n not onl l o f als t also t e r ate se tor e an an l so et s ross P s aster o P l Pol PP e o ers ert l sat on as el e la e P as one o t e t re lea ers t r t al an anal t al s lls to sol eCopyright Leadership st n s e l ol nst t t ons n t e re on Institute 64 asters o Pol en e r entat on Pro ra e CURTIN UNIVERSITY, SARAWAK
rt n ara a s lo ate n r s t e lar est n olla orat on t t e ea ers nst t te rt n nternat onal a s o rt n n ers t n estern ara a as r n ost ra ate ro ra es n ro e t Australia. Established in 1999 in partnership with the ana e ent an ol s en es or ara a l ara a tate o ern ent t s fr l o tte to er e ersonnel the development of skilled and educated human capital to s ort ara a s e ono ro t as ell as ro t e ears t as also on te o ern ent engaging communities and changing lives for the better funded training programmes to meet the manpower and t ro o n t or tea n an resear te n al nee s o t e ara a orr or o ene a le ner t o er st ents ro o er It offers undergraduate and postgraduate courses in o ntr es t s one o ala s a s ost nternat onall engineering and related sciences, business and humanities n e tert ar nst t t ons l al fe a a e identical to those at the parent campus, as well as staff from some 15 nations further strengthen its o rses at re n ers t le el t at ee re tl nto ts international outlook. undergraduate programmes.
Copyright Leadership Institute 65 aster o an eso r e ana e ent Pro ra e Swinburne University of Technology Sarawak n rne n ers t o e nolo ara a a s e se on o ort o t e o en es st es n rne ara a s t e nternat onal ran a s n a n rne ara a la s a s n f ant o n rne n ers t o e nolo el o rne role in the educational development of human stral a e ara a a s o ene n n t e a tal n ara a o ss n on l lea ers an a tal t o t e ala s an state o ara a n to management, strategic innovation and design thinking, s ort ara a s oal o n reas n t e te n al an an an reso r e anal t s business competences of its workforce.
n olla orat on t t e ea ers nst t te or erl t e entre o o ern ana e ent an n ons ltat on t t e ara a tate ra n n an an eso r e e elo ent o ttee t e aster o an eso r e ana e ent o rse as e elo e n to al n t t e ara a l er e transformation plan.
Copyright Leadership Institute 66 o ntr e resentat e r o ro ats oto ala s a f e ats oto t r le t a s a o rtes s t to t e a r an o t e ea ers nst t te o rt le t on e e er Japan International Coorperation Agency (JICA) sta l s e as an n or orate n strat e en environmental protection, equal education and working n er t e t o t e n or orate n strat e en o ort n t es an rote t on o t e so all lnera le a an nternat onal oo erat on en a s to still remain to be tackled. contribute to the promotion of international cooperation as well as the sound development of Japanese and global s ala s a as res to o e to ar s e o n a e ono s ort n t e so oe ono e elo ent n o e nat on t ere are t ree area ent fe re o er or e ono sta l t o e elo n re ons an ontr te to t e o rne or ala s a to ea to ar s achieving that goal. e o n n t s or s to stren t en t e strate aspect and comprehensiveness of its cooperation. n ala s a s oo erat on s o se on t ree oreo er ala s a as een ent fe as a s ess ase r or t areas a on o ntr es or a n a e re ar a le ort n a alan e e elo ent to ar a an es o e ono ro t t s ner es a ne ala s a e o n a n o e nat on from development assistance, trade and investment from es onse to o on ss es n ast s an re on Japan. and e a an ala s a e elo ent Partners le ala s a as res to e o e a n o e e on t e ast s an re on o ntr ss es s as trans or at on nto a al e a e e ono Copyright ar on sat on o e elo ent Leadership an Institute 67 UniversitI Malaysia Sarawak (UNIMAS)
n ers t ala s a ara a ala s a s e t n ers t as o f all n or orate on e e er n ers t t at s onte orar in character and forward-looking in outlook, it is committed in providing the nation with leaders, managers, scientists and technical specialists as well as thoughtful citizens who are capable of handling the complex challenges of our common future - onf entl o etentl an reat el P etreat e es lt rea or al t o at on an an a tal lea Pro ato r o a a a n t a o t a a e sta t e n ers t a e an ellor o ene ts oors to t e frst at o st ents on st e st ents ere as een s ess l n t e a s t on o re stere n t e t o oneer n a lt es t e a lt research grants, coming up with publications and useful o o al en e an t e a lt o eso r e en e s ent f fn n s e n ers t s nst t te o ealt an e nolo o a a e s ort entres ere an o n t e ne as s ess ll e elo e a also esta l s e t e entre or l e earn n an candidate vaccine for dengue through collaboration with lt e a an t e entre or a e n or at on an nternat onal o an a ar an or er es t onall t e a lt o eso r e en e an as on t e Pre ere n or at on e nolo as s ess ll e elo e a ro ess to e nolo ar ro t e ala s an o ern ent convert sago starch to lactic acid for the production of t e r n t e tal e ate or o s en ron entall r en l last e s a ar t as also on t e n str nno ators ar or ste e elo ent an l at on ro e no le e s o er n t at es at are t e ase o et o atell te Pro ess onals re se artl on t e ealt o nat ral reso r es an nternat onal P or ts s ess n sett n a erse so o lt ral a e o t e tate o ara a tele entre n t e re ote o n t o ar o ara a le s stron n o ers t st t s an to ass st t e o n t n o n at on e at on ost o ot er resear a t t es at t s n ers t are e-commerce, health and government services. fr l ase on onte orar te nolo es Copyright Leadership Institute 68 universiti teknologi Mara (UiTM)
n ers t e nolo s ala s a s largest institution of higher learning in terms of size and population. It has experienced phenomenal growth s n e ts n e t on n an t s st ll ro n es e t e a n a s n a la t e n ers t as e an e nat on e t state a ses satell te a ses n a la state satell te a ses an a fl ate olle es
t t s ast net or an a or or e o t e n ers t o ers ore t an academic programmes in a conducive and vibrant environment. It is also home to some st ents lt o st ll a e l n o are to ot er ore s lan to stren t en t e o ernan e o t e esta l s e n ers t es n t e o ntr as earne n ers t res lte n t e esta l s ent o a s ste a re tat on as e n one o ala s a s nno at e an alle n ers t ste ase on t s entrepreneurial universities, as it has formed linkages s ste as a ro e t e oar o re tors t n ero s an erse n str al se tors en e n t ere s an an or n ers t an state its relationships with the industries have enriched its universities. research and innovation as well as its entrepreneurial culture. t t e ne s ste o o ernan e t e n ers t is able to optimise the use of its resources to enhance o a ra s stren t ro t e n t at es o e ellen e n resear te nolo an learn n as ell its founding fathers, exploring and mastering various as o n t ser e frontiers of knowledge as it works towards reaching greater heights and celebrating more accomplishments e n ers t s o tte to el n tera at o e an a roa e lt ate s to t on st ents a e e t e est s olarl le el an to the world map. prepare them for careers in public and professional ra t e n ar o s fel s Copyright Leadership Institute 69 Public Governance International (PGI)
ono ra le o el ne o r on Pres ent o P l o ernan e nternat onal ono ra le o el ne o r on r t t t e tate e retar n a resentat on r n t e P etreat r n t e P etreat n
P s e ate to l n t e a a t o l P s o tte to s ort n ra t t oners ol t al organisations and public institutions to face the and professional leaders in their work to create allen es o ser n n t e st ent r len n o ern ent t at s ft or t e t e P or s t a academic research, learning through experience ar et o nternat onal artners n l n lt lateral an ra t al a e P la s a e role n el n organisations, and private and public organisations. or an sat ons e lore ne a s o a ress n t e Delivering vast practical experiences and drawing insights o le allen es a n o ern ent to a from international collaborations to assist leaders facing t e allen es o ser n n t e st ent r
Copyright Leadership Institute 70 Police Training Centre (PULAPOL) kuching
tate o f als en a r efn at t e P P fr n ran e rear s tra n n t tate e r t n t e n ster s e art ent
e s on o P P n s to ro ote o ern t ate at P n a orneo t e P P n s a ol n t ro orl lass an na tra n n ser e or ente n t ose r ar n t on s to ro e al t tra n n or ol e re r ts an also tra n n o Its mission is to function as a training provider to produce o f ers ro ot er a en es l e t e orest e art ent or a orl lass or or e as nte r t no le ea le en or e ent an also t e tate e r t n t e an l o etent n a n ala s a a sa e se re n ster s e art ent n a t on to ens r n o l an e and prosperous. The motto is training ensures excellence. t re re state an ate tra n n nstr t on o ere P P s an nte rate tra n n enter t at o ses on P P n l es as re r t tra n n frear s tra n n eight core areas of training. an ot er s al tra n n Copyright Leadership Institute 71 CHAPTER 6 CHAPTER 2
significant milestones
Copyright Leadership Institute SIGNIFICANT MILESTONES
e nst t te a a e e se eral s n f ant lestones n t e ast t o ears on e elo n an on t n ro ra s an ontent na el t e Parl a entar s o rse or o ern ent a en ers la n o t e Per or an e ea ers ro ra e an t e e t e ea ers al reno ne r Pro essor a e lr
ese lestones o l not a e een oss le t o t t e e ers o t e nst t te o n to et er as a er or an e tea to el er
ese ro ra s ere el erate n es n ore so ea t e e o t e ro ra s ere art late to a ress t e rrent ss es an allo e net or e olla orat ons n ro n nno at e sol t ons to ar s an a tal e elo ents or t e tate e ollo n are s ar es as a re a o t e e e ents or t e nst t te Copyright Leadership Institute 73 The Parliamentary Discourse: Devolution of Powers
stor as n t e a n en t e nst t te as en t e ono r to ost e t Parl a entar s o rse Pro ra e on to er e a ro ra as le ente n olla orat on t t e e an n an an e er o f e e n ster at Pat n an r r a enan a ate o f ate t e ro ra e e t e e as on t e e ol t on o Po ers P a to lose to t e earts o t e ra at n e o ara a s earl s ss on t t e e eral o ern ent on e o er n t e tate on ert nent areas n a n strat e stat tor an e e t e o ers
e ro ra o se on re s t n t e o t e ara a onst t t on e eral le al an onst t t onal s e t atter e erts ro lo al an nternat onal nst t t ons ere n te to t e ro ra to el erate on t e r ers e t es on t e to o P
Copyright Leadership Institute 74 Parl a entar s o rse on e ol t on o Po er to er
total o t o n re art ants atten e t e ro ra e ons ste o t e o ern ent a en ers an ea s o e art ents o t e t as t e frst o ts n to en o ra e reater ntera t ons an no le e e an e on a atter o s n f ant ortan e or t e stea a an e ent o ara a
e ro ra e as t e t n o nt n real s n t e s on o t e nst t te to ro e orl lass lea ers nl t ro s na en a e ents an o ra er an a er or an e el er lt re e nst lle to a e e a n o e tate
Copyright Leadership Institute 75 The HPL Programme Launch: Leadership and Taking Charge – Make a Difference
Sarawak Civil Service Day (HPA) celebration in 2015
Copyright Leadership Institute 76 n an en ea o r to trans or t e nst t te as ere on te ot res ent ro ra e s e al st e elo e ts er o n n e ran a t e o t e nst t te an nternat onal s e t atter e erts Per or an e ea ers P ro ra e a ro learn n or an at ons s as r o n ers t ro ra e s es ne to el eratel a ress t e stral a t e ro ean ool o ana e ent an re re o eten le els o t e ro ess onal an e nolo erl n an ranfel n ers t ana er al o f ers t n t e ese ran e t n ese olla orat ons ere a e oss le t s ort t e an s ra e o an ro sa ro t e an eso r e e elo ent n ser es o la s on t e P ro ra s ere on te n er t e r e o t e n str o an eso r e n l e t e n t an olla orat on ro ar o s a en es an n str es e en res lt sa ser es o a t e e t e tal s ere also el a P Port ol o ons ste o ort t ree a nl on trans or at onal lea ers rrent l ro ra es a ross s l sters a nl on se tor fnan al ana e ent ss es an Post at onal et • ea ers • nan al ana e ent o ate a total o o f ers ro erent an • Pro e t ana e ent ra es a atten e t e P ro ra e ser es e • a roe ono s an e tor al Plann n a t on ret rn o no le e n este o • tat tor an e al o l an e t e ro ra es s st ll et to e seen as t e ear • ent ana e ent as a lot ase o e er ea ro ra es a een e al ate ase on ontent an e e te el era les ese ro ra s ll e atten e an o f er t ro o t t e r ole areer s an t n t e to erall a or t o t e ro ra e re e e os t e ens re a ol st e elo ent at ee a an o ents ro t e art ants t s t earnestl t at t e nst t te s all ont n e to s o eten es o ea ro ra e are a e ro e t ese ser es o P ro ra es an rt er to at t e ro n e an s an nee s o t e r ro e on ts o le e elo ent el er an n t ons an tas s e al ate ts e e t eness ea ear
s o l se eral ro ra es o t e l sters a een le ente t ro o t t e tate Pro ra es
Copyright Leadership Institute 77 Executive Leadership Talk by Prof Dave Ulrich: HR Value Creation
e s ea er s ran e er ne a on t e ost n ent al nternat onal o t ea er n a a ne n e also oasts ot er a ola es a on t e t e et e e e ent ar ro a a ne n or e n t e at er o o ern an eso r es
lr s also t e o o n er o ro a ons lt n fr o se on el n or an sat ons an lea ers el er al e
Pro a e lr ntera ts t art ants r n t e tal
Copyright Leadership Institute 78 STATE GOVT SHOWS SERIOUSNESS IN ENHANCING CIVIL SERVICE THROUGH HR SEMINAR May 31, 2016, Tuesday (Borneo Post)
KUCHING: A seminar on human resources (HR) held yesterday served as proof of government’s commitment and seriousness in developing the future leaders of its civil service. State Secretary Tan Sri Datuk Amar Mohamad Morshidi Abdul Ghani further emphasised that the session was an opportunity for the exchange of ideas between the public and private sector. “Such exchange aims to infuse new ways of doing things amongst HR professionals,” he said in his opening speech, prior to the resentation by world-renown expert on HR, Prof Dave Ulrich.
The programme was hosted by the Leadership Institute and funded by the Human Resources Development Fund (HRDF) under the federal Ministry of Human Resources. It was a rare opportunity for some 350 personnel from both the public and private sectors to have an audience with Ulrich, who is the Rensis Likert professor at Ross School of Business in University of Michigan.
His presentation yesterday was themed ‘Human Resource Value Creation: Perspective, Outcomes, Transformation’ in which, he emphasised that the new trend in HR was creating value from the outside in and connecting with key stakeholders of the organisation and the community at large.
“The concept of ‘outside in’ is by building an outside in — customer focus perspective. As such, the focus is on developing the right customer value proposition signifcant to organisational context and development,” Ulrich said. In his recent published book ‘The Leadership Capital Index’, the professor highlighted that investors would analyse three key factors before making any investment decision — fnancial performances, intangible performances and leadership capital.
Copyright Leadership Institute 79 Pro a e lr ntera t n t art ants r n t e e t e al
le t e o es eas er to ant al at on on tan le assets t e allen e l es on o o n estors real se t e ar et al e o lea ers
ro an o ts e n ers e t e t s ro ess an s ste s to reate al e r n s a o t an e ol t on n n est ent t n n an n eter n n t e a l t or t re earn n s e sa lr on l e t at essent all as not solel a o t e o t o e o al e reat on s n re o n s n ts ortan e n l n talents an lea ers o eten es an e nst lle to ar s a es re lt re e sa Copyright Leadership Institute 80 High Performance Team (HPT) Retreat-Johor
P oto all t all t e ele ates r n t e P etreat n o or
e P etreat as a t ree a la sess ons a on • o o ono rans or at on ea s o e art ents Per anent e retar es o • ral rans or at on n sters an es ents o t e P l er e el ea • Per or an e er e el er rans or at on ear n ee n t t e e n ster s s on P t e t e e or t e retreat as o ar s a Pro ress e an Pros ero s ara a an as el n o or e ro t e retreat ere en orse n t e a net an set t e at a or t e n ntens n • e ar o s la sess ons late nto t e t e rans or at on en a o s n on a t or lat on on e teen e es lts rea or so o e ono ro e ts ro ra s an n t at es t e tate e s res e t n t e ort ol os o t e ne t ree a net o ttee s n ea na el t e
Copyright Leadership Institute 81 Copyright Leadership Institute 82 18 Key Result Areas (KRAs )
PROGRESSIVE and PROSPEROUS SARAWAK
PERFORMANCE AND SERVICE DELIVERY SOCIO ECONOMIC TRANSFORMATION RURAL TRANSFORMATION TRANSFORMATION ( SET ) ( RT ) (PSDT )
Rural Basic Increasing Increasing Insfratructure Investment in Investment in Broadband Devolution of Power Quality of Education (RBI) Industrial Industrial Connectivity and Empowerment and Human Capital (roads, electricity& Sector Sector water
Modernising and Increasing Societal Commercialising Rural Service Delivery & Participation Flood Migration Well-being The Agriculture Schools Scorecard In Entrepreneur-ship Sector
Creating New Communities State Public Sarawak as a Enviromental Rural Health Growth In the Affected Relations Sports Development Services Service Sector by Dam Project Strategy Powerhouse
s an n te a l tator to P sess ons n t e onora le o el ne r eon or er ea o tate o ana a on e o ne t at ara a s at ar t e orts o a e elo e nat on state an t ere ore t s an e t n t e to e n o ern ent o ens re t ese tate tar ets are et e er or an e n ators P as een set or ea n str e art ents an a en t t e or er o t e a n ens r n t e al n ent o oals an le era e o reso r es to a e e e f en an e e t eness
Copyright Leadership Institute 83 CAPAM Award
e P ar nners t an r r l a sa t r le t Pres ent o P an t e e e retar to t e o ern ent o ala s a an aroness Patr a otlan P e retar eneral o t e o on ealt o at ons
e an n er o P ar s to t e e n ster o ara a on t st
e ara a l er e s re o n se as one o e t o nno at on ro e ts ro ara a t at a e t t e oneers n a on n nno at eness an reat t as fnal sts ere reate an nno ate a e a eren e en t o es to ro n o ern ent ser es el er tor o o r o rne n nno at on ate or an e ara a l er e t on t e a e one o t e tate s reatest a e e ent en Plan n nno at on n P l er e ana e ent t e e n ster s e art ent as e lare o nt ate or nner t n a n t e nno at on ate or at t e o on ealt sso at on or o on ealt ara a s tte a total o t ree nno at on ro e ts sso at on or P l n strat on an ana e ent or t e P enn al on eren e el ro P nternat onal nno at on ar s to st at P tra a a nternat onal on ent on entre P e on eren e t e e nno at on o n t s a ar oes to s o t e tate s e orts n P l er e erat e sa t e atten an e o ore a e n a orl lass l ser e s not t o t s ess t an ele ates an ests ro o on ealt t a a or a o l s ent or t e e er o ntr es Copyright Leadership Institute 84 e a ar s e nto o r a or ate or es ele at on le t e tate e retar resente t e fnal sts a e een s ortl ste n ea ate or ro a ar to at Pat n an r a enan n se fnal sts e o r a or ate or es ere ate t e e n ster o ara a at s o f e n nno at on ate or nno at on n P l er e n ana e ent ate or t en o se nno at on ate or an nno at on n at on ate or e P as esta l s e n to a l tate t e s ar n a ar s are a e to en o ra e l ser e nno ators o n or at on an est ra t es et een l to ont n e e lor n reat n an le ent n ne a n strat ons o o on ealt o ntr es n a t on eas or t e etter ent o t ens o n t es an to ro ot n oo o ernan e n t e o ern ent nat ons at lar e s a lea n or an sat on t at a ons or l e a t on lan o ses on e t e areas na el lt ral a n strat on e ellen e an oo o ernan e ra t es an e ana e ent an reso r es s ll ana e ent P as een re o n s n an ele rat n t e s r t nno at on an reat t an l n o l ents nee s o nno at on n t e l ser e resent n t e e o ern ent ro e t an ro ra e e e t on nternat onal nno at ons ar s to or an sat ons e ellen e fnan al ana e ent trans or at on an t at a e a e s n f ant ontr t ons to ro n ara a le al ser es a n strat e e ellen e o ernan e an ser es n t e l se tor
e nners o t e P ar s ere anno n e r n t e P Pres ent s nner an t e a ar s ere resente an r r l a sa t e Pres ent o P o s also t e e e retar to t e o ern ent o ala s a
e nner a ar or t e nno at on ate or as a e te an r at ar a o a a ors n l an ara a tate e retar
at r a ar a to et er t r ll a Patr or Copyright Leadership Institute 85 Parliamentarian Training: Performance Management Seminar for BN ADUNS
Per or an e ana e ent e nar s o se on a e o e t es o t e ro ra e as o se on sto e ore ar as a o re ens e lann n en an n t e s lls an no le e on an ana e ent s ste to ens re a strate al n ent Per or an e ana e ent n relat on to t es et een t e e er or an e n ators P s o n a ress n ss es o t e a erta n n to t e r t e n str es an t e tate s e elo ent oals an onst t en e on l to re n or e t e n erstan n o e t es o art ant on t e ne re re o eten es le el re re or a e n trans aren ro ot n e one a se nar as one n olla orat on t art at on an e an n o trea to en an e ser e t e e an n an an e er ara a an t e e el er to t e rakyat. n ster f e e tate a net a a ro e t e P s e tra n n ro ra as a start to ar s as a ser es an ore ar n t at e e e n ster s f e o lea ers e elo ent ro ra s or t e l e an n er tate le entat on on tor n n t n an an e er ara a on t e as s o ft as tas e to e elo on a sto e s ore ar or t e or r ose an os t onal roles t n t e o ern ent tate Parl a entar ans as a o re ens e lann n an n strat on ana e ent s ste e s ste as es ne to ens re a strate al n ent et een t e e er or an e s tra n n s ee e as t e t l ster t n t e n ators P s o t e n str es an t e tate s Per or an e ea ers P ro ra e o e elo ent oals an o e t es t e nst t te e r t al a tor e n t e e elo ent o a talent ool o ol t al asters n t e ont n o s lann n or tate t re lea ers
Copyright Leadership Institute 86 oto all t all t e e ers o t e tate e slat e sse l r n t e tra n n sess on
e orn n sess on o t e ro ra e e an t a el o n s ee ro t e onora le s ea er at ar a o a a sfa n an asar o l te on t e s n f an e o ot tan le an non tan le e Parl a entar an Per or an e n ators
e e as se t at Parl a entar an ra n n s t el n t e e o t e an n ol t al an e ono s enar os o t e tate e e note s ee as el ere t e e t e n ster at ar an a l a an o ar n n an a en e e t e n ster o also o f ate t e ro ra e re terate t e s n f an e o t e ore ar an t at t e e n ster s an a o ate o P to en an e el er o ser es to t e ra at e also e as se t e nee to reate a er or an e el er lt re or ot t e o ern ent a en es an t e
Copyright Leadership Institute 87 Paving a Brighter Future for Sarawak
e ro ra es le ente t e nst t te n are a t n es n as n roa s to a e a r ter t re or t e tate l er e e nst t te ll ont n o sl str e to ro e on t e al t an stan ar s o t re ro ra s to e elo orl lass lea ers or t e tate n t e lon a l o n s n t s e t n o rne
Per or an e ea o ea ers nst t te
Building Leaders of Excellence Copyright Leadership Institute 88 Acknowledgements
Advisor an r at ar a o a a ors n l an
Chief Editor at r a ar a P t t
Project Lead r sleena a el
Contributors o a a l a an e aren r a r on otle r an n osen e r n a son an ana ar a a el a el ne an l an a enan
Artwork & Design a ar n o a a a on ana roon rose r ra
and all or an sat ons an n als n ol e re tl an n re tl n t e s ess l l at on o “Leadership Institute – Sarawak Civil Service”.
Copyright Leadership Institute 89 Copyright Leadership Institute Contact Us
www.leadinstitute.com.my
ISBN 978-967-12644-1-6
9 789671 264416 Copyright Leadership Institute