Topic 4 Public Personnel Management Part 2

8/12/2019 Topic 4 Public Personnel Management Part 2

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Topic 4 Public Personnel

Management part 2


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Strategic Human Resource Management in the Public

Sector Human capitalthe most important asset in the public

sector Public service challenges: meeting the challenges justify

the use for strategic human resources management(SHRM), a HRM that is attuned to the changing context,transform the workplace, and align the organization to

the public service goals and agenda (Xavier, 2013: 51). Enhancing national competitiveness (challenges from

emerging economies),

managing growth with equity, unlocking human capital to

enhance public sector performance High performing public service: sustaining transformation

Professionalism and good governance: the challenges ofmaintaining politicization and professionalism, careerismand competition


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Meeting stakeholder and customer expectations:increased expectations, public service needs to be muchmore relevant

Information-ization of governance and commerce: therising important of ICT

Fiscal discipline and integrity: unique responsibility ofsafeguarding the national and public interests, prudencein the use of public funds and delivery of public service,

increased transparency and integrity Managing diversity: workforce diversity in terms of skills,

knowledge, values, beliefs, attitudes, etc.

All these challenges point to the necessity of strategic

and visionary leadership, and HRM policies, practices,and strategies need to be aligned with the strategicdirection of the organization.


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Six Strategic Thrusts


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Strategic Thrust 1: Setting Strategic Direction

Strategic Goal: HRM integrated with the

agencies strategic planning process and alignedto vision, mission and goals of agencies

Focus Area: Planning at the leadership level

Actions and Initiatives: Alignment of HRM withorganizations SP, top management

accountability, communication of organization

and HR strategies, placement and continued

development of HR personnel, Establishment ofHR units, Enhancing HR capacity, capability,

skills, technology


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Strategic Thrust 2: Ensuring Organizational

Capacity

Strategic Goal: Develop sufficient capacity and capabilityin terms of structures, schemes of service, systems and

work processes to meet challenges

Focus Area: organizational structure, scheme, procedure

Actions and initiatives: review of agency role, structure,staffing, review and reclassification of schemes,

leveraging of technology, reorganization of structure,

formulation of new schemes, classification of critical

schemes, system and process improvement, ICT

utilization, performance measurements


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Strategic Thrust 3: Implementing Quality Staffing

Strategic Goal: to attract, acquire and retrain desired

talents through implementation of systematic recruitmentprocess, proper placement to ensure job matching and

planned career development

Focus Areas: recruitment, selection, placement, career

management; right talents are prerequisite for creatingvalues and outcomes

Actions and Initiatives: systematic recruitment, selection,

placement, based on competencies, job rotation,

succession planning, networking to share the bestpractices, reassessment and forecast of talent needs

based on strategic direction, development of consistent

hire criteria, appropriate orientation and support,

succession planning strategies, HRMIS (HRM

Information System)


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Strategic Thrust 4: Building Workforce Competence

Strategic goal: develop necessary skills, knowledge, and

work ethics through systematic, comprehensive need-

based training programmes.

Focus areas: leadership development, continuous

learning, knowledge management

Actions and initiatives: develop leadership competency

profile and relevant programmes, mentoring/coaching,

knowledge and intellectual resources, pre-service and in-

service scholarships, Training Policy, public-private

cross-fertilization program, PRISMA (Public Sector

Human Resource Knowledge Repository Database)


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Strategic Thrust 5: Managing Performance, Recognition

and Reward

Strategic goal: motivate high performance by

establishing performance expectations, evaluate results,

hold people accountable and provide rewards and

recognition based on performance

Focus areas: performance management

Actions and initiatives: determination of performance

appraisal goals and measurements, enhancement of

performance feedback, appropriate grievance handling,

communication of strategic goals and targets, MRS,

KPIs, annual excellence award, employer-employeeconsultation, merit-based promotions


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Strategic Thrust 6: Shaping a high-performance work

culture

Strategic Goal: Build a work culture that is customer-

oriented, focused on results and outcomes and infusedwith positive ethics and values and establish a working

environment that allows employees to improve

performance.

Focus Areas: Ethics and Values, customer-focusedservice, employer-employee relations, conducive

working environment

Actions and initiatives: Client Charter, National Integrity

Plan, code of conduct, ensuring customer satisfaction,etc.


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Strategic HRM Innovations

HRMISintegrated, technology-enabled system incorporating

best HR practices, linking all government departmentselectronically about HR practices

PRISMArepository of knowledgepapers, documents,

government circulars, government directory with updated staff

information

MRSpay for performance reforms

Total Quality Managementcustomer orientation and client

charter

ISOdocumentation of processes

Benchmarking: emulating the best practices locally and

abroad, setting very high standards

KPIs for Senior Executives

GTP, PEMANDU and NKRAsMinisterial KPIs


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KPIs for Senior Executives Accountability: accountable for their personal leadership

effectiveness and organizational performance

Collective responsibility: for national development, GDP

growth, national competitiveness, etc.

Uniformity: uniform set of KPIsrating by Auditor

General and MAMPU, compliance rate of clients charter,

same set of survey questionnaires (but to different

respondents)

Four dimensions: National competitiveness (common for

all jobholders); public service delivery and effectiveness

(agency specific); governance and accountability (rating

by Auditor General and MAMPU); civil service

transformational leadership (measure leadership

effectiveness and ability to create an environment that

fosters a climate of high performance)


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Incorporation of past and current practices

Focus on outcomes and output qualityStandards: below targets, on target, exceed target, and

significantly exceed target

Scoring system: total weightage of 100 points based on

the four dimensionsPotential for fixed-term contracts, fixing of performance-

related bonus payout

Achievable yet ambitious targetsjoint negotiations on

KPIs between steering committee and jobholdersPerformance feedback


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Assessment of Malaysias Public Sector SHRM

Over centralization and rigidity of HR functions

Inadequate supportive infrastructure Mismatching organizational and individual KPIs

Inflexibility of tenure

Productivity and Output measurement versusoutcome evaluation (program evaluation): the

lack of sufficient program evaluation

Best practicesuniversal everywhere? Really

need the reforms or mere compulsion to followthat is the best?


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Annual measurement versus long-term

impact

Impatient political leadership expectingquick fix and quick result (I had to achieve

big results fast!)

Number crunching and data massage

Appearance vs. Substance

Sustainability

Relationship between overall political

reforms and administrative reforms

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