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 HR Transformation

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2
 ”S
HR Transformation

arawak Civil Service is

vigorously undergoing a
journey of transformation
towards a world-class
government. The overall
objective is basically changing the way
the government operates in order to
deliver excellent services to its
customers, and the rakyat where and
when they are needed most and the

nit
approach in the development of the
country. To be a world class in your
service must be honest, sincere and
fully committed about its transformation

eU
and changing its culture when
delivering service to the rakyat.

To realize these expectations, the

c
Civil Service needs a workforce that is
well-equipped with the relevant

ur
competencies in various fields of
expertise.
so
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
Re
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
an

right jobs in order to ensure excellent service delivery, increased productivity, superior results
and better customer satisfaction.
um

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

”
eH

of competencies is integrity.
at

YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji Satem
Chief Minister of Sarawak
St

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

nit
the difficult challenges that lie ahead
especially for the Sarawak Civil Service.
Although we are increasingly facing
resource constraints, the expectations

eU
and the demands from our rakyat keep
escalating. To accelerate the pace of
Sarawak’s development and meet the
exacting aspirations and expectations

c
of our people, our implementing

ur
machineries and delivery mechanisms
must be world class.
so
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.”
Re
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
an

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,
um

are kind and caring, have strong sense of urgency and belongingness, are highly professional,

”
and very result oriented.
eH
at

YB Tan Sri Datuk Amar Haji Mohamad Morshidi bin Abdul Ghani
Sarawak State Secretary
St

Excerpt from speech during Sarawak Civil Service Day 2014

4
 ”W
HR Transformation

elcome to the inaugural publication of HR with U

which serves as a platform for dissemination of
current news information and knowledge on HR. It
will also feature agencies & personalities on their
HR Initiatives. It also complements our HR with U
initiative or ‘Turun Padang’ with agencies which aims to enhance
our engagement with customers and stakeholders.

We sought to make this publication ‘interesting to read’ magazine for

HR.

nit
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

eU
this quest to lead in transforming our human capital through:

• providing development opportunities for all

• programmes that are designed and developed for growing and nurturing talents

c
• building SCS leaders through a structured talent and leadership development programs
• structured career development pathways

ur
• comprehensive human capital planning
• adopt best practices on Talent Management
• humanizing our services through a more engaged HR Unit
• improved HR services through improving HR processes and response time
•
so
improved our HR governance by activating all the State HR Panels
• looking for innovative approach and solutions in mitigating issues and challenges
• developed comprehensive and reliable data by having integrated HR system and central database
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• smart partnership with our State Stakeholders and Customers

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).
an

“Your commitment and participation will make a difference.”

We owe special thanks to YB Tan Sri State Secretary for his invaluable advice and guidance in this
um

publication and his continuous support in moving forward our HR Transformation.

”
“Together we drive the workforce in the Civil Service to be world class”
eH

A true HR transformation is an Dr Sabariah Putit

integrated, aligned, innovative Director
at

Human Resource Unit,

and outcome-focused approach Chief Minister’s Department
to redefining how HR work is
St

done within an organization so

that it helps the organization
deliver on promises made to
customers, investors and other
stakeholders.
Dave Ulrich
(HR Transformation:
Building Human Resources from the Outside In)
5
 HR Transformation

CONTENTS
7 HR Transformation in new
initiatives

nit
8 The HR Transformation Journey

14

eU
HR Transformational Shift

15 - 16 Key Initiatives

c
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17 - 20 Activities and Programmes so
21 HR Governance
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22 - 23 Contributions

25
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HR Unit Management Team

26
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Real feedback by our clients

27 Publication Team
eH

Sarawak Civil Service Landscape

NUM. OF NUM. OF !
at

AGENCY!
AGENCIES! OFFICERS!
Ministries! 12! 907!

Departments! 17! 12,897!

St

Divisional Administrative! 11! 1,227!

Local Authorities! 24! 3,598!

State Statutory Bodies! 21! 5,883!

GLCs! 13! 6,172!

Total! 98! 30,684!

Statistic of PANS as at 02 Mac 2015

Statistic of Local Authorities as at 11 November 2014
Statistic of Statutory Bodies as at 10 Mac 2015
Statistic of GLCs as at 05 Mac 2014

6
 HR Transformation

HR

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ininitiatives
Transformation

new

c eU
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so
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Positioning HR
for a World Class
Civil Service
at
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7
 HR Transformation

The HR
Transformation
Journey

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2016
2015

c
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HR
Transformational
shift in focus

2014
so
2013
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Career
Progression
5-Phases Framework
Recruitment
2010
Development
OD Framework of SCS-HRA
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Competencies
Profiling and
2012 Mentoring
The mull of HR
Transformation 2011 HR Focus:
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Dissolution of • HR Planning & Policy review

HRP Unit Merging of
HRM & HRP • HR more strategic and align to
HR with HRDQ organizational outcome
Management
• Structured development of
eH

Lab
talent pool & SCS leaders
through continuity planning
framework and Leadership Devel-
opment Program
at

• Structured career development

pathways
• Integrated HR systems (GEMS)
St

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

nit
c eU
• Shifting from transactional

ur
to Strategic HR
so
• Re-alignment of an
integrated HR functions
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• To develop best practices
in Talent Management
an

• To develop State
um

organizational capacity
holistically
eH

• To provide excellent
service delivery
at

• To realize and achieve

SCS Vision
St

9
 HR Transformation

The Deliverables
of Human
Resource

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Transformation

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”
eH

World Class Workforce, Efficient and Effective

”
Organization, Strategic HR Functions
at
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To realize SCS transformation :

• High Income economy
• Excellent service delivery
• Quality of life for our Rakyat

10
 HR Transformation

KPI

nit
SO

HR SCORECARD

eU
26 February 2015

c
ur
SCS SCS SCS
Reporting Clinics Portal
System so
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an
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UP
at

g
St

e a s u r i n
M
11
 HR
HR Transformation

Scorecard

nit
eU
Vision
To lead in

c
Human Capital

ur
Transformation

Mission
so
Together we drive the workforce in
the civil service to be
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world class

Strategic Themes
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Organizational Talent Performance Customer

Development Development Excellence Service
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Excellence Excellence Excellence

• State • Inductions & • Managing Culture • HR System

eH

Organizational Examinations Change initiatives Integration

Capacity Building • In-Service Training • SCS Mentoring • R&D activities
• R&Do Capacity • Recruitment & • Counseling & • Policy Review
Building Selection Motivation • Process
at

• Ministry Capacity • Career Progression • SCS Personnel Improvement

Building • Competency Based Support Program • Engagement
• CMD Capacity Training/In-situ • Institutionalising • Cascading
Building Training Integrity Program • Communication
St

• Key agencies • Strategic Skills • Total Wellness • HRwU Publication

Capacity Building • Leadership • Performance • Manuals
Development Measurement guidelines and tool
Program initiatives kit
• Award and • Managing
Recognitions Customer Service
• Medical benefit and
privileges

12
HR
HR Transformation

Scorecard

nit
c eU
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so
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at
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13
 HR
HR Transformation

Transformational

nit
c eU
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so
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an

Shift
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Organizational Policy & HR

Development Communication
Division Division
eH

Oversee & Manage Oversee & Manage

the organizational HR planning,
development in SCS policy,
transformation &

HR Unit
at

communication

Employee
2015 Talent
St

Assistance Management
Division 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

nit
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RECRUITMENT
RECRUITMENT
Recruitment

c
& Selection
Excellence

ur
Four-pronged Strategy:
• Recruitment & Selection
Management
Performance

Excellence

so
Excellence
Continuity

• Performance Management
Planning

• Training, Education &

Development
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• Continuity Planning
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”
um

These are inter-connected

eH

HR systems that must

converge to give talent
at

management a deliberate,
focused and self-directed
St

flow of high quality human

capital to deliver world class

”
performance.

15
 HR Transformation

Key Initiatives

HR
System

nit
eU
• 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.

c
• GEMS will improve and streamline the current business processes in human resource

ur
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.
so
• 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
Re
for operational management but also support HR planning and decision making through an
Executive Information System (EIS).
an

Recruitment
Employee
Self Service
um

Employee Self Service

Employee Travel Asset Loan

Leave Claims Payslip
Profile Request Declaration Application
eH

Employee Data

HR Career Management Development

Management
at

Acting/ Training Exams

Temporary
Confirmation Transfer Promotion Covering Contract Induction
Appointment Competency
Duty Course
St

Personal
Loan Insurance Attachment Termination Retirement
Records

Benefits Performance

Post Leave Allowance & Performance

Insurance Medical Privileges Disciplinary
Management Management Incentives Appraisal

16

Activities & HR Transformation

Programmes
Growing &
Nurturing
Talent

nit
The SCS Induction Program covering vital topics
SCS Induction Program under SCS 10-20, CSR Projects, Biro TataNegara;
that gives the participants the exposure,

eU
understanding and application of what is expected
of them as a Sarawak Civil Servant contributing
towards a World Class Civil Service.

c
ur
Other programs organized include SCS Mentoring
Program & Competency-Based training.
so
Masters of HRM and Masters of Policy Science
are conducted in collaboration with Swinburne
Re
University of Technology Sarawak and Curtin
CSR Projects University respectively.
an
um
eH

SCS Masters Program Engagement Session with YB State Secretary

8 March 2015
at

Pullman Hotel
St

Mentoring Program
3-4 February 2015
R&DO Kapit 17
 HR Transformation

Financial Wellness Program

10 March 2015

nit
Bengkel Pemurnian Perintah Am dan Pekeliling The Understanding and Assisting the Oniomania Programme
Perkhidmatan Awam 11 March 2015
26 - 28 January 2015

c eU
ur
so
Managing
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Culture
an

Change
um
eH

To ensure the 6 Shared Values are

inculcated in SCS
at

SCS Personnel Assistance Program

3 - 5 March 2015
St

18
 HR Transformation

Building
HR
Capacity
SCS Competency Based Interview Workshop
26 February 2015

nit
Pullman Hotel

eU
To continuously improve the
competency level of our
strategic partners and internal staff

c
by conducting HR Scorecard, SCS
Competency Based Interview Workshop

ur
so and Culture Change Program.
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HR Scorecard
February & March 2015
an
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eH

Toastmaster Program
at

13-15 February 2015

CMD
St

Culture Change Program CPP Assessment Centre

9 March 2015 10 March 2015
19
IRC Wisma Bapa Malaysia
 Engagement with Mahkamah Bumiputera SMART Partnership
HR Transformation 2 March 2015
• Ministries
• State Dept
Public
Service
• R&DO
YBs/Politician
Commission • PBTs
• PGI
• CAPAM
Community of SCS
• UNDP Practice (COP) Agencies
• Singapore
HR
Transformation

IPTA / IPTS JPA,

INTAN
• UiTM
• UNIMAS NSW,
Singapore Civil SCS Institute
• CURTIN Service (CMM)
• Swinburne

nit
Strategic

eU
Engagement
c
ur
Looking for innovative approach and solution in mitigating issues and to ensure the
so
new HR direction meet the expectation of our customers and stakeholders.
Re
an
um
eH

Talent Management Committee Meeting

11 March 2015
at
St

Discussion with 5 Technical Departments Training and Development Committee

20 3 March 2015
 HR
HR Transformation

Governance

nit
Structure

c eU
To determine

ur
policies and resolve To determine
issues on governance policies and direction on state
organizational capacity building

Working committee
so
to the State Integrity To formulate
To determine State Organisational policies for the
Re
policies and resolve and Governance
committee Development recruitment
issues on integrity Committee & selection,
promotion
and placement
an

State Integrity
Talent

HR
and Governance
Management To determine
Committee
Committee policies and
um

To select recipients standard

for the exemplary examinations
Award based on the GOVERNANCE syllabi,
established criteria rules and
STRUCTURE
eH

and discretion instructions

of the panel State Exemplary State Examination
Officers Award Board
Committee
at

State Award State Training

Committee and Development
St

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

nit
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.

eU
R emember to be KIND AND CARING
We have to respect our customers’ feelings,
Civil servants are compassionate beings,

c
We are courteous and polite in our dealings.

P
ur
ractice PROFESSIONALISM in and out of office,
Serve the people with sense of fairness and justice,
Uphold all rules and regulations for excellent service,
Never compromise our values and ethics.
so
S
Re
ENSE OF URGENCY AND OWNERSHIP,
Service with actions not just with our lips,
Be punctual, be timely, be quick on our feet,
Our promise of Excellence Delivery we must keep.
an

T EAMWORK AND TEAMSPIRIT,

BERSATU, BERUSAHA, BERBAKTI,
um

We will achieve the plans of SCS 10-20,

Espirit de corps, we are one big family.

W ORK S.M.A.R.T AND BE RESULT-ORIENTED,

eH

Zero delays in our projects implemented,

Plan and execute, we will prove our effectiveness,
Be customer focused, serving the Rakyat as first.
at

S CS SHARED VALUES
Embrace it we must, with our action and attitude,
An Honour to Serve for SCS Vision to come true,
St

A World Class SCS depends on me and you.

Written by Adrian Chung Weng Siang

22
 HR Transformation

The Six Classic Challenges for HR Professionals

[Extract from article Building Convergence Between Human Resource Management and OD by
William J. Rothwell in Rothwell et.al. (eds) (2010). Practicing Organization Development : A Guide
for Leading Change. San Francisco: Preiffer.]

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

nit
learning, motivation, and organizational change should lay the foundation.

Challenge 2 : HR Tools - Improvements must continue in HR core technologies such as

executive development, recruiting and staffing, training and education, rewards and recognition,
performance management, employee relations, labor relations, and diversity. Five HR tools will

eU
become critical for the future : (1) global HR (focusing in the ramifications for HR of global business
strategy); (2) leadership depth (defining and creating leaders for the future); (3) knowledge transfer
(creating systems that will transfer knowledge throughout the organization to reduce the cycle time
and increase innovations and quality decisions); (4) cultural change; and (5) customer-focused HR.

c
Challenge 3 : HR Capabilities - The new HR capabilities should include, in addition to the tradition-

ur
al ones, the following :

• Speed : Doing HR work quickly without sacrificing quality;

• Implementation : Turning ideas into actions;
•
•
Innovation : Thinking creatively about problems; and
so
Integration : Linking customer goals, strategic plans, and employee needs.

Challenge 4 : HR Value Propositions - The HR investments in the future must focus on the
Re
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.
an

Challenge 5 : HR Governance - HR professionals must improve how work is coordinated. They

should also move away from transaction work, focused on routine processes, and move toward a
more strategic focus in partnership with managers.
um

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).
eH

Key HR competencies include the following :

• Knowledge of the business (financial capability, strategic capability, technologies capability);

• Knowledge of HR practices (staffing, development, appraisal, rewards, organizational
at

planning, communication, and so forth);

• Management of change (creating meaning, problem solving, innovation and transformation,
relationship influence, and role influence);
• Business mastery (knowing the unique nature of one business and the financial, strategic,
St

technological, and organizational capabilities of the organization);

• Human resource mastery;
• Change and change process mastery; and
• Personal capabilities (accuracy in all HR work; consistency or being predictable; meeting
commitments or doing what is promised on time and within budget; being personally
comfortable with colleagues, subordinates, and supervisors; confronting appropriately;
integrity; thinking outside the box; confidentiality; and listening to and focusing in the
executive problems.

by Sharifah Rohana Binti Datu Wan Alwi

23
 HR Transformation

We are truly focus in

Driving
Change

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at
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24

HR Unit
Management Team
Policy & HR
Communication Division
System and Database Section
Zulkipli Bin Ismail
zulkipi1@sarawak.gov.my
082-446236
Re
HR Communication Section
Desmond ak. Douglas Jerukan
an
desmondj@sarawak.gov.my
082-313240
um
HR Transformation & Innovation Section
Kamaruddin Mohamad
kamarum2@sarawak.gov.my
eH
082-449304
at
Employee Assistance Division
Riziandy bin Nawawi
riziandyn@sarawak.gov.my
St
082-441895
Integrity Section
Siti Ramah binti Haji Shariff
sitirahs@sarawak.gov.my
082-445210
HR Transformation
nit
c eU
Organizational
ur
Development Division
Sharifah Rohana
so Binti Datu Wan Alwi
sharirrr@sarawak.gov.my
082-313124
Talent Management Division
Recruitment Section
Salmah Jobeli
salmahj@sarawak.gov.my
082-447636/319579
Career Development Section
Dyg Joanita Azizah binti
Abg Morshidi
joanitam@sarawak.gov.my
082-446408
Privileges & Award Section
Fathi bin Haji Hambali
fathinh@sarawak.gov.my
082-443211
Training and Development Section
Adrian Chung Weng Siang
adriacws@sarawak.gov.my
082-311998
25
 HR Transformation
Real
Feedback
by our
clients
eH
Talent Management
Committee
at
“It is a very good initiative.
It’ll drive us to a clear
direction on how to
manage and work out
St
issues pertaining HR.”
Rusmaliza Mat Darus
Administrative Officer
Sarawak Forestry Department
26
an
um
New Recruitment
“It is imperative that skills
in public speaking and
event management be
developed and nurtured to
enhance the confidence
and leadership qualities
in producing the World
Class Civil Servants
that the Sarawak State
Government aims for.”
Rezuan bin Abdul Rashid
Assistant Secretary
Ministry of Land
Development, Sarawak
Talent Management
Committee
“...my humble yet honest
opinion is its very good
as it gives opportunity for
departmental heads to also
c
bring up their problems where
State Secretary can give
ur
immediate advice/decision (as
was the case with us)...proof of
how much the bosses missed
the opportunity to air their
so
problem was when both Wong
and Datu Lai acknowledged
this in their opening remarks...”
Datu Sajeli bin Kipli
Re
Director
Land and Survey, Sarawak
JBC Policy
... I can feel that much
consideration is being
given to the improvement
of the policies and
processes on JBC post
endorsed by the panel
recently.
Tan Chee Kang
Assistant Director
ICTu,
Chief Minister’s Department
nit
Talent Management
eU
Committee
“With hr transformation,
we manage to come
to the agreement to
expedite J41 promotion.
Now I can see the light
at the end of the tunnel”
Rusmaliza Mat Darus
Ir Haji Zuraimi bin Haji Sabki
Administrative Officer
Director
Sarawak Forestry
Public Works Department,
Department
Sarawak
Response Time
“Kelulusan tuan yang
begitu cepat saya terima
amatlah bermakna dan
sangat-sangat dihargai.”
Raji bin Rambli
Pensioner
Ex-Samarahan District Officer
 HR Transformation

Publication
Team

nit
Advisor

eU
YB Tan Sri Datuk Amar Haji Mohamad Morshidi Bin Abdul Ghani
Sarawak State Secretary

c
ur
Chief Editor
Dr. Sabariah Putit
so
Director of HR Unit, Chief Minister’s Department
Re
Members
an

Sharifah Rohana Binti Datu Wan Alwi ● Salmah Binti Jobeli ● Zulkipli Bin Ismail ●
Dayang Hajah Joanita Azizah Binti Abang Haji Morshidi ●
um

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 ●
eH

Mohamad Hazrie Bin Siri ● Roni Anak Ah Hin ● Elvy Alfisa Binti Jamadi
at

Artwork & Design

St

Kamaruddin Bin Mohammad ● Dolhadi Bin Marzuki (UPPQ) ●

Mardiah Binti Mardan (UPPQ) ● Awang Ismail Bin Awang Hambali (UPPQ)

27
 nit
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so
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HUMAN RESOURCE UNIT
CHIEF MINISTER’S DEPARTMENT
an

WISMA BAPA MALAYSIA

PETRA JAYA
KUCHING
um
eH
at
St