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one has the desire and willpower, one can become an effective leader. In grooming good leaders, it is crucial that they learn to lead by building
Good leaders also are committed to developing those around them,
to develop a succession plan that will see the organisation through
subsequent transformation demands.
As such, talent management should be at the pinnacle of fostering a
culture of performance in the public service. To do so, as the Honourable
Prime Minister mentioned during the launching of Invest Malaysia 2013,
we must better manage talent; attracting and retaining people in an ever
more competitive global environment if we want to put Malaysia at
the heart of the 21st century global economy. The quality of service is
determined by the quality of its people.
In the effort to attract and retain the most suitable talent, I sincerely believe
in the need for flexibility in recruitment, promotion and deployment of
public officers. A new system of recruitment and rewards is extremely
wanting in order to attract the high performing individuals to join the
public service – to re-brand the public service as an employer of choice.
From my observations after being in the public service for more than
30 years, as PTD Officers and Heads of Departments, we should further
refine our human resource management at our office or department. I
believe that we need to fulfil the three important goals at the work place,
namely:
01 Equity: to have skills and efforts acknowledged and fairly
rewarded through wages, benefits and job security;
02 Achievement: to be proud of one’s job, to seek improvement and
accomplishment in accordance to world-class standards; and
03 Camaraderie: to have good, productive relationships with fellow
officers and staff made up of a diverse and inclusive workforce.
36 Humanising The Public Service : A Compilation of Speeches by the Chief Secretary to the Government
relationships with senior leaders who have served as coaches, mentors
and teachers. Young leaders tend to learn to lead better from tacit rather
than from cognitive knowledge, as apprentices of exemplary leaders.
In closing, I must acknowledge that although the public service has
achieved many victories, the journey is still not complete. Together. we
have to continue to drive the transformation agenda, which requires
every PTD officer to bring about paradigm changes in delivering a high
standard of services to the rakyat. I am confident that we can achieve this
objective. I wish to stress again that the rakyat are constantly evaluating
our efforts, and we should not allow a situation where we will be judged
for failures due to our own shortcomings.
We must take cognisance of the many inhibitions and constraints that will
impact the public service in rendering the services to the rakyat. Change
is difficult. It is a process that must be sustained over time. It is a battle
of hearts and minds. As leaders and administrators, we must have the
conviction that what we are doing is the right thing to do, with the best
intentions at heart.
I stand confident that PTD Boleh and if we move forward as one team
(1PTD) in the same direction, Insha-Allah, we will be able to successfully
execute, and realise the Government’s Transformation Agenda, as well as
to achieve more for the betterment of our country.
Programme with Members of the Administrative and Diplomatic Service Association (PPTD) “PTD: Taking Charge of the
Government Transformation Agenda”. 14 June 2013, Putrajaya International Convention Centre.
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