Professional Documents
Culture Documents
2
”S
HR Transformation
It is their experience, skills and competencies that constitute the foundation of good
governance. Therefore, it is of little surprise that the expectations entrusted on today’s civil
servants are more challenging than those placed on them a decade or two ago. That is to
say, civil servants today are expected to be high-performing, competent, reliable and
trustworthy. They are not only equipped with the competencies to meet the needs of the
present but must be able to master the relevant competencies for the future.
The Sarawak Civil Service recognizes the importance of having the right people to perform the
right jobs in order to ensure excellent service delivery, increased productivity, superior results
and better customer satisfaction.
The various components of excellence that contribute to competencies amongst civil servants
must be developed from the day they are recruited. They must carry the values in them as civil
servant as a life time value. I am happy to note that the civil service have inculcate the values
and made it part of the SCS transformation. I am also delighted that one of the key components
”
of competencies is integrity.
YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji Satem
Chief Minister of Sarawak
Excerpt from speech during Sarawak Civil Service Day 2014
3
”W
HR Transformation
e are approaching a
critical period for the
state and especially
for the Civil Service as
we prepare for the 11th
Malaysia Plan, the last plan for Malaysia
to achieve Vision 2020 and join the
ranks of developed nations. We are fully
conscious of the formidable task and
the difficult challenges that lie ahead
especially for the Sarawak Civil Service.
Although we are increasingly facing
resource constraints, the expectations
and the demands from our rakyat keep
escalating. To accelerate the pace of
Sarawak’s development and meet the
exacting aspirations and expectations
of our people, our implementing
machineries and delivery mechanisms
must be world class.
Therefore, it is imperative that all our civil servants are very competent in accomplishing their
tasks and responsibilities, which is “Service Excellence Through Competent Workforce” or
“Penjawat Awam Kompeten Tonggak Perkhidmatan Cemerlang.”
Apart from integrity, all the six shared values should form the foundation of our behaviour as
civil servants and become a significant part of our competency. Everything that we do must be
guided by these values. We must constantly practice them and should any one of us act in
conflict with these values, we need to remind them and guide them back so that ultimately these
values will be embedded in how each one of us behave and define our corporate culture.
I look forward to the day when all Sarawak civil servants, irrespective of their job title or salary
grade will be described as being highly competent because they have high level of integrity,
are kind and caring, have strong sense of urgency and belongingness, are highly professional,
”
and very result oriented.
YB Tan Sri Datuk Amar Haji Mohamad Morshidi bin Abdul Ghani
Sarawak State Secretary
Excerpt from speech during Sarawak Civil Service Day 2014
4
”W
HR Transformation
For the past 30 days we have been truly focused in driving the
change in our HR Transformation Initiatives as it has been our key
areas in SCS 10-20 Action Plan. We have covered tremendous
ground in crafting HR Unit’s new direction, vision and mission for
this quest to lead in transforming our human capital through:
On this note, we would like to acknowledge the commitment and participation of all our strategic
partners, PSC team, State HR Panels, CMM team, JPA, Head of Departments from state and federal
agencies, Institutes of Higher Learning nationwide and Public Governance International (PGI).
We owe special thanks to YB Tan Sri State Secretary for his invaluable advice and guidance in this
publication and his continuous support in moving forward our HR Transformation.
”
“Together we drive the workforce in the Civil Service to be world class”
CONTENTS
7 HR Transformation in new
initiatives
14 HR Transformational Shift
15 - 16 Key Initiatives
21 HR Governance
22 - 23 Contributions
27 Publication Team
Sarawak Civil Service Landscape
NUM. OF NUM. OF !
AGENCY!
AGENCIES! OFFICERS!
Ministries! 12! 907!
6
HR Transformation
HR
ininitiatives
Transformation
new
Positioning HR
for a World Class
Civil Service
7
HR Transformation
The HR
Transformation
Journey
2016
2015
HR
Transformational
shift in focus
2014
2013
Career
Progression
5-Phases Framework
Recruitment
2010
Development
OD Framework of SCS-HRA
Competencies
Profiling and
2012 Mentoring
The mull of HR
Transformation 2011 HR Focus:
Dissolution of • HR Planning & Policy review
HRP Unit Merging of
HRM & HRP • HR more strategic and align to
HR with HRDQ organizational outcome
Management
Lab
• Structured development of
talent pool & SCS leaders
through continuity planning
framework and Leadership Devel-
opment Program
• Structured career development
pathways
• Integrated HR systems (GEMS)
and solutions
• Comprehensive and reliable
HR database
• Improve HR processes, speed &
response time
• More engaged HR Unit
• Strengthned HR capacity through
smart partnership
• Internalization on shared
values
8
HR Transformation
Why
Human Resource
Transformation
• Shifting from transactional
to Strategic HR
• Re-alignment of an
integrated HR functions
• To develop State
organizational capacity
holistically
• To provide excellent
service delivery
9
HR Transformation
The Deliverables
of Human
Resource
Transformation
”
To realize SCS transformation :
• High Income economy
• Excellent service delivery
• Quality of life for our Rakyat
10
HR Transformation
KPI
SO
HR SCORECARD
26 February 2015
UP
a s u r i n g
Me
11
HR
HR Transformation
Scorecard
Vision
To lead in
Human Capital
Transformation
Mission
Together we drive the workforce in
the civil service to be
world class
Strategic Themes
12
HR
HR Transformation
Scorecard
13
HR
HR Transformation
Transformational
Shift
HR Unit communication
Employee
Assistance
Division
2015 Talent
Management
Division
Oversee & Manage Oversee the
personnel development and
assistance management of
programs and talents in SCS
culture change in
SCS
14
HR Transformation
Key Initiatives
SCS Talent
Management
Framework
RECRUITMENT
RECRUITMENT
Recruitment
& Selection
Excellence
Four-pronged Strategy:
• Recruitment & Selection
Management
Performance
Excellence
Excellence
Continuity
• Performance Management
Planning
”
These are inter-connected
HR systems that must
converge to give talent
management a deliberate,
focused and self-directed
flow of high quality human
capital to deliver world class
”
performance.
15
HR Transformation
Key Initiatives
HR
System
• IMPIAN will be replaced by the Government Employees Management System (GEMS). It is
a state-wide interconnected enterprise solution that will harmonise and standardise the
human resource management procedures of the Sarawak State Government.
• GEMS will improve and streamline the current business processes in human resource
management and provide an integrated process-driven solution. It will automate all the
major processes in the HR management cycle, from Post Management, Recruitment,
Onboarding, Performance Management, Training & Development, Career Management,
Benefits & Facilities and Exit.
• All these processes will take from and feed into an integrated HR database, with the ultimate
aim of making it a comprehensive central repository of HR data. This will not only be used
for operational management but also support HR planning and decision making through an
Executive Information System (EIS).
Recruitment
Employee
Self Service
Employee Data
Benefits Performance
16
Activities & HR Transformation
Programmes
Growing &
Nurturing
Talent
The SCS Induction Program covering vital topics
SCS Induction Program under SCS 10-20, CSR Projects, Biro TataNegara;
that gives the participants the exposure,
understanding and application of what is expected
of them as a Sarawak Civil Servant contributing
towards a World Class Civil Service.
Mentoring Program
3-4 February 2015
R&DO Kapit 17
HR Transformation
Bengkel Pemurnian Perintah Am dan Pekeliling The Understanding and Assisting the Oniomania Programme
Perkhidmatan Awam 11 March 2015
26 - 28 January 2015
Managing
Culture
Change
To ensure the 6 Shared Values are
inculcated in SCS
18
HR Transformation
Building
HR
Capacity
SCS Competency Based Interview Workshop
26 February 2015
Pullman Hotel
HR Scorecard
February & March 2015
Toastmaster Program
13-15 February 2015
CMD
Strategic
Engagement
Looking for innovative approach and solution in mitigating issues and to ensure the
new HR direction meet the expectation of our customers and stakeholders.
Governance
Structure
To determine
policies and resolve To determine
issues on governance policies and direction on state
organizational capacity building
Working committee
to the State Integrity To formulate
To determine State Organisational policies for the
policies and resolve and Governance
committee Development recruitment
issues on integrity Committee & selection,
promotion
and placement
State Integrity
Talent
HR
and Governance
Management To determine
Committee
Committee policies and
To select recipients standard
for the exemplary examinations
Award based on the GOVERNANCE syllabi,
established criteria rules and
and discretion STRUCTURE instructions
of the panel State Exemplary State Examination
Officers Award Board
Committee
To determine
To select nominees
policies,
for the State Award
implementation and
based on the
monitor training
established criteria
programs
21
HR Transformation
Contributions
SCS
Shared Values
L ive our lives with INTEGRITY,
Execute our power with great responsibility,
Walk our talk, although no one sees,
Say no to corruption, an honest officer we must be.
S CS SHARED VALUES
Embrace it we must, with our action and attitude,
An Honour to Serve for SCS Vision to come true,
A World Class SCS depends on me and you.
22
HR Transformation
The six classic challenges for HR Professionals outlined by Ulrich (1997) are listed and
described as below:
Challenge 1: HR Theory - HR Professionals must master the theory behind HR work. Theories of
learning, motivation, and organizational change should lay the foundation.
Challenge 3 : HR Capabilities - The new HR capabilities should include, in addition to the tradition-
al ones, the following :
Challenge 4 : HR Value Propositions - The HR investments in the future must focus on the
value creation and developing a value equation for HR services and products. HR practices affect
employees in terms of their morale, commitment, competence, and retention; customers in terms
of their retention, satisfaction, and commitment; and investors in terms of profitability, cost, growth,
cash flow, and margin.
Challenge 6 : HR Careers - HR professionals may work in one of four locations : site (plant);
business unit (product line or country); corporate HR; or outside the HR function. They may be
specialists or generalists, and they may function as individual contributors (working alone),
integrators (coordinating the work of others, or strategists (directing policies and procedures).
23
HR Transformation
Driving
Change
24
HR Transformation
HR Unit
Management Team
Integrity Section
Training and Development Section
Siti Ramah binti Haji Shariff
sitirahs@sarawak.gov.my Adrian Chung Weng Siang
082-445210 adriacws@sarawak.gov.my
082-311998
25
HR Transformation
Real
Feedback
by our
Talent Management Talent Management
Committee Committee
“...my humble yet honest
“With hr transformation,
clients
opinion is its very good
as it gives opportunity for we manage to come
departmental heads to also to the agreement to
bring up their problems where expedite J41 promotion.
State Secretary can give Now I can see the light
immediate advice/decision (as at the end of the tunnel”
was the case with us)...proof of
how much the bosses missed
the opportunity to air their
problem was when both Wong
and Datu Lai acknowledged
this in their opening remarks...” Rusmaliza Mat Darus
Ir Haji Zuraimi bin Haji Sabki
Administrative Officer
Datu Sajeli bin Kipli Director
Sarawak Forestry
Director Public Works Department,
Department
Land and Survey, Sarawak Sarawak
26
HR Transformation
Publication
Team
Advisor
YB Tan Sri Datuk Amar Haji Mohamad Morshidi Bin Abdul Ghani
Sarawak State Secretary
Chief Editor
Dr. Sabariah Putit
Director of HR Unit, Chief Minister’s Department
Members
Sharifah Rohana Binti Datu Wan Alwi ● Salmah Binti Jobeli ● Zulkipli Bin Ismail ●
Dayang Hajah Joanita Azizah Binti Abang Haji Morshidi ●
Desmond Anak Douglas Jerukan ● Fathi Bin Haji Hambali ●
Adrian Chung Weng Siang ● Riziandy Bin Nawawi ● Siti Ramah Binti Haji Shariff ●
Mohamad Bin Haji Arsat ● Mahra Bin Salleh ● Tay Nguan Hua ●
Mohamad Hazrie Bin Siri ● Roni Anak Ah Hin ● Elvy Alfisa Binti Jamadi
27
HUMAN RESOURCE UNIT
CHIEF MINISTER’S DEPARTMENT
WISMA BAPA MALAYSIA
PETRA JAYA
KUCHING