Najib umum pembaharuan...bakat swasta boleh dilantik ke perkhidmatan awam

Perdana Menteri Datuk Seri Mohd Najib hari Selasa mencadangkan pembaharuan sektor perkhidmatan awam dengan memperkenalkan dasar terbuka dengan membenarkan jawatan-jawatan utama sektor itu dibuka kepada bakat-bakat daripada sektor swasta. Malah katanya, jawatan utama kerajaan juga harus dibuka kepada pegawai-pegawai perkhidmatan lain dan bukan hanya daripada Perkhidmatan Tadbir Diplomatik (PTD). 

“Dari segi pembaharuan structural, pertamanya saya ingin mencadangkan kaedah sistem kemasukan pelbagai peringkat’ ke dalam perkhidmatan awam. Di bawah konsep ini kita akan dapat memanfaatkan proses cross fertilization di antara bakat-bakat sektor awam dan sektor swasta,” katanya semasa berucap pada Majlis Perdana Perkhidmatan Awam Ke-10 di Putrajaya. Selain cadangan tersebut, Najib turut mengutarakan gagasan agar pegawai-pegawai awam boleh dipinjamkan ke syarikat berkaitan kerajaan (GLC) dan pegawai GLC dipinjamkan ke sektor awam. 

"Dengan cara ini pegawai perkhidmatan awam boleh didedahkan kepada keperluan sektor swasta yang merupakan peneraju utama pertumbuhan negara," ujarnya. Beliau turut mahukan perkhidmatan awam mempunyai pelan pembangunan dan pencarian bakat kerana pengenalpastian bakat yang mantap akan menjadikan sesebuah organisasi hebat. 

Sistem tersebut kini dilaksanakan oleh PETRONAS, Permodalan Nasional Berhad (PNB) dan Bank Negara. 

Dalam ucapannya juga menggariskan empat anjakan dalam proses modenisasi paradigma perkhidmatan awam agar sektor tersebut sesuai dengan pencapaian kejayaan pada alaf baru. 

“Apa yang saya maksudkan dengan anjakan paradigma adalah pertamanya anjakan dariapda ketegaran kepada keanjalan. Anggota perkhidmatan awam seharusnya menyedari bahawa kerajaan tiak mencipta kekayaan. 

“Peranan ini dimainkan oleh sektor swasta yang mencipta kekayaan, dari kekayaan yang dicipta pihak swasta, kerajaan mempunyai saham yang dikutip di dalam bentuk cukai,” jelasnya. 

Anjakan kedua katanya, ialah beralih dariapda budaya ‘output’ dan perbelanjaan atau kesan nyata semata-mata kepada mementingkan aspek ‘outcome’ atau dampak keberhasilan secara holistik. 

Ketiganya, beliau mahu anjakan dibuat dariapda birokrasi yang menyukarkan kepaa birokrasi yang memudahkan. 

Manakala keempat pula ialah anjakan dariapda produktiviti samata-mata kepada gabungan produktiviti, kreativiti dan inovasi. Dalam ucapan sulungnya bertemu dengan pegawai-pegawai kanan perkhidmatan awam tersebut, Najib menegaskan usaha modernisasi perkhidamtan awam bukanlah usaha yang “hangat-hangat tahi ayam”. 

“Saya tidak mahu mengambil sikap hangat-hangat tahi ayam di dalam usaha pembaharuan ini. Saya mahu mengatakan kepada anggota perkhidmatan awam bahawa apa yang saya katakana hari ini, apa yang saya janjikan hari ini. akan berkesinambungan dengan tindakan susulan. “Selepas ini kita tidak mahu sekadar memanterakan slogan yang muluk-muluk tetapi kosong. Apa yang mustahak, kerja mesti dijalankan,” kata beliau. Najib juga mengingatkan kewujudan perkhidmatan awam adalah untuk berkhidmat kepada rakyat. 

“Ini kerana sebab musabab kepaa kewujudan perkhidmatan awam itu sendiri adalah untuk mengkhidmati rakyat. Kepuasan hati rakyat adalah tanda aras utama kejayaan sektor awam. “Bertoalk dari situ, pada hemat saya juga, jika kita benar-benar ingin berkhidmat untuk rakyat, kita perlu mengetahui rintihan massa. Kita eprlu fahami setiap masalah, kekangan dan kesulitan yang dihadapi oleh rakyat, barulah kita mampu untuk mengambil langkah-langkah sewajarnya bagi mengatasi masalah,” tambah beliau. – 28/4/2009

Ucapan penuh Datuk Seri Mohd Najib pada Majlis Perdana Perkhidmatan Awam : 

TEKS UCAPAN

Y.A.B. DATO’ SRI HJ. MOHD NAJIB BIN TUN ABDUL RAZAK

PERDANA MENTERI MALAYSIA

DI MAJLIS PERDANA PERKHIDMATAN AWAM KESEPULUH (MAPPA X)

PADA 28 APRIL 2009 (SELASA), JAM 9.30 PAGI

DI PUSAT KONVENSYEN ANTARABANGSA PUTRAJAYA

TEMA :

SATU MALAYSIA:

RAKYAT DIDAHULUKAN, PENCAPAIAN DIUTAMAKAN

Bismillahirahmanirrahim

Assalammualaikum Warahmatullahi Wabarakatuh dan salam sejahtera.

Y.A.B. Tan Sri Muhyiddin bin Mohd Yassin,

Timbalan Perdana Menteri Malaysia,

Y.B. Menteri-Menteri, Timbalan-timbalan Menteri,

Y.Bhg. Tan Sri Mohd Sidek bin Hj. Hassan,

Ketua Setiausaha Negara,

Y.Bhg. Tan Sri Ismail Adam,

Ketua Pengarah Perkhidmatan Awam,

Y.Bhg. Tan Sri Dr Wan Abdul Aziz Bin Wan Abdullah

Ketua Setiausaha Perbendaharaan,

Y.Bhg. Tan Sri-Tan Sri, Dato’ Seri-Dato’ Seri,Dato’-Dato’, Datin- Datin, Dif-dif Kehormat,

Tuan-tuan dan puan-puan para hadirin yang saya hormati sekalian,

1. Alhamdulillah, saya mengucapkan rasa syukur setingginya ke hadrat Allah SWT kerana dengan izin dan kurnia-Nya jua satu proses peralihan kuasa yang tertib, licin dan sempurna telah berlangsung pada 3hb April yang lalu. Terima kasih yang tidak terhingga saya rakamkan kepada YABhg Tun Abdullah Hj Ahmad Badawi yang telah memungkinkan peralihan tersebut berjalan dengan begitu baik. Justeru, saya berasa amat sukacita kerana inilah julung kali saya bertemu dengan tuan-tuan dan puan-puan dalam Majlis Amanat Perdana Perkhidmatan Awam (MAPPA) kali ke sepuluh atas kapasiti sebagai Perdana Menteri Malaysia yang baru.

2. Saya majukan ucapan terima kasih kepada Y.Bhg. Tan Sri Mohd. Sidek Hj. Hassan, Ketua Setiausaha Negara dan juga kepada Y.Bhg. Tan Sri Ismail Adam selaku Ketua Pengarah Perkhidmatan Awam dan juga kepada Institut Tadbiran Awam Negara (INTAN) atas perencanaan dan pengaturan majlis ini bagi saya menyampaikan gagasan, hasrat dan harapan secara langsung kepada tuan-tuan dan puan-puan sekalian.

3. Kehadiran tuan-tuan dan puan-puan dari seluruh pelosok negara menjadi manifestasi komitmen dan iltizam tuan-tuan dan puan-puan kepada perkhidmatan awam yang telah lebih lima dekad menjadi tunjang dan nadi kepada pembangunan negara. Sungguhpun inilah kali pertama saya bercakap sebagai ketua kerajaan, hakikatnya saya telah lama kenal sebilangan besar tuan-tuan dan puan-puan sepanjang perjalanan kepimpinan dan politik, lebih 33 tahun.

4. Mengimbau sejarah, kira-kira empat puluh tahun yang lalu, Allahyarham ayahanda saya telah diamanahkan sebagai Pengarah MAGERAN. Pada saat dan ketika itu, perpaduan kaum ibarat retak seribu dan rakyat Malaysia sudah hampir hilang harapan. Selaku Pengarah MAGERAN, ayahanda saya telah berjaya memulihkan demokrasi serta harapan rakyat Malaysia dengan dibantu oleh anggota perkhidmatan awam yang amat berintegriti, berkebolehan, berwibawa dan berdedikasi. Pendek kata, ramai daripada pendahulu-pendahulu tuan-tuan dan puan-puan adalah mereka yang berada di barisan hadapan dan sangat instrumental dalam usaha memulihkan negara pasca episod hitam 13 Mei 1969.

5. Sekali air bah sekali pantai berubah. Salah satu hakikat zaman adalah perubahan; Untuk maju manusia perlu sentiasa berada di hadapan keluk perubahan manakala untuk kekal di hadapan manusia perlu menerajui perubahan, sebaliknya jika hanya bernostalgia dengan sejarah kejayaan lampau tanpa gigih mencari kejayaan-kejayaan baru akan menyebabkan gejala jumud dan beku membudaya. Oleh itu setiap generasi penjawat awam perlu membuktikan kerelevanan mereka kepada rakyat dengan mencipta semula peranan mereka sesuai dengan masa. Melalui kaedah ini barulah mereka boleh memainkan peranan secara berkesan sebagai pemelihara kepentingan awam.

6. Satu ketika dahulu penjawat awam Malaysia mempunyai reputasi yang amat cemerlang bukan sahaja di kalangan rakyat tempatan tetapi juga di peringkat rantau dan antarabangsa. Bukan maksud saya untuk mengatakan bahawa perkhidmatan awam Malaysia hari ini tidak secemerlang dahulu kerana telah terbukti bahawa perkhidmatan awam Malaysia telah memainkan peranan yang pro-aktif di dalam proses transformasi negara dari sebuah negara pertanian kepada sebuah negara perindustrian. Namun kayu ukur dan tanda aras hari ini telah berubah akibat proses globalisasi, ledakan maklumat dan peningkatan taraf sosio ekonomi rakyat. Sesungguhnya penambahbaikan yang ingin saya lakukan adalah satu kesinambungan kepada transformasi berterusan sektor awam yang telah dimulakan sejak lama dahulu.

PENJAWAT AWAM : DALAM KONTEKS MENDEPANI CABARAN EKONOMI

Tuan-tuan dan puan-puan,

7. Hakikatnya, hari ini kita berhadapan dengan dua cabaran monumental. Pertamanya cabaran jangka pendek dan keduanya cabaran jangka panjang. Di bawah cabaran jangka pendek ini terdapat tiga cabaran berkaitan. Cabaran jangka pendek pertama ialah untuk memastikan negara akan mengalami impak yang seminima mungkin kesan kegawatan kewangan dan ekonomi global yang sedang berlaku. Cabaran jangka pendek kedua ialah untuk keluar dari kemelut ekonomi dan kewangan yang ada, dengan kadar paling pantas. Cabaran jangka pendek ketiga ialah untuk membantu rakyat Malaysia bagi menangani keperitan hidup yang dialami.

8. Manakala cabaran jangka panjang pula ialah untuk melakukan pembaharuan dan perubahan struktural kepada ekonomi Malaysia berasaskan kepada satu model yang baru berteraskan kreativiti dan innovasi. Di bawah model baru ekonomi ini kerajaan akan membangunkan sektor perkhidmatan bagi menjadi peneraju pertumbuhan dan pembentukan kekayaan baru pada masa yang sama menggalakkan sektor pembuatan untuk bergerak ke rantaian nilai yang lebih tinggi.

9. Langkah-langkah ini diharapkan agar dapat menyelesaikan secara tuntas kemelut yang dialami negara selama ini dari segi ekonomi iaitu “of being neither here nor there” yakni, sementara kita bukan lagi boleh dianggap sebagai pusat sektor pengeluaran berkos rendah, kita juga belum berupaya melonjakkan negara ke peringkat lebih tinggi dalam rantaian nilai sektor yang sama.

10. Model baru ekonomi ini juga diharapkan akan menjadi pemangkin kepada Malaysia untuk meningkatkan statusnya dari sebuah negara “upper middle income” kepada negara “high income” dan dalam masa terdekat meletakkan kita kembali di landasan yang betul bagi merealisasikan Wawasan 2020 untuk menjadi sebuah negara maju.

11. Saya yakin dan percaya bahawa sektor perkhidmatan awam akan terus mampu memainkan peranan bagi menangani cabaran-cabaran ini kerana sejarah telah membuktikan bahawa tuan-tuan dan puan-puan telah berjaya membantu dalam proses transformasi Malaysia daripada sebuah negara pertanian berubah menjadi sebuah negara perindustrian moden sehingga Malaysia muncul di kalangan 20 negara perdagangan terbesar di dunia.

SATU MALAYSIA

Tuan-tuan dan puan-puan,

12. Apabila saya mengambil alih kepimpinan negara, saya telah mengutarakan konsep Satu Malaysia, rakyat didahulukan, pencapaian diutamakan. Konsep ini bukanlah sesuatu yang baru. Ia sebenarnya adalah kesinambungan kepada apa yang diperjuangkan semenjak Almarhum Tunku Abdul Rahman. Selama ini pun, Malaysia berjaya kerana kita menjadikan kemajmukan rakyat yang ada sebagai sumber kekuatan walaupun kita telah menyaksikan banyak negara didunia telah hancur dek faktor kemajmukan. Malah kita juga telah merasai sedikit sebanyak bagaimana kemajmukan yang tidak diurus dengan betul telah hampir meranapkan negara seperti mana yang telah dialami semasa tragedi 13 Mei.

13. Maka yang demikian, suka atau tidak suka, kita mesti mengakui kemajmukan yang wujud adalah realiti yang harus di terima. Inilah merupakan teras kepada konsep Satu Malaysia, mengakui realiti yang ada dan menjadikannya sebagai platform untuk mencapai kejayaan demi kejayaan. Konsep ini tidak sekali-kali lari daripada apa yang telah dimaktub dan dimuafakatkan melalui undang-undang tertinggi negara iaitu Perlembagaan Persekutuan dan prinsip prinsip Rukun Negara.

14. Di bawah Konsep Satu Malaysia ini setiap rakyat Malaysia yang berkelayakan dan memerlukan bantuan serta pertolongan akan kita bantu. Tidak akan ada mana-mana pihak yang akan dicicirkan. Sesungguhnya lagi janganlah mana-mana pihak menganggap mereka adalah warganegara kelas dua di negara tercinta ini, kerana setiap anak Malaysia adalah potensi modal insan yang penting kepada negara, setiap mereka perlu dimanfaatkan sebaiknya.

15. Ketahuilah, setiap warganegara mempunyai hak dan tanggungjawab masing-masing sepertimana yang telah digariskan oleh Perlembagaan Persekutuan. Kewarganegaraan bukan sahaja menggariskan hak tetapi juga menuntut tanggungjawab. Janganlah mana-mana pihak terlalu taksub terhadap tuntutan hak dan melupakan tanggungjawab mereka sebagai warganegara.

16. Di bawah Konsep Satu Malaysia kita perlu memastikan tiada rakyat Malaysia yang terpinggir daripada mendapat perhatian kerajaan. Bagi kerajaan, meritokrasi bukan bermakna kesaksamaan yang membuta. Malah kesaksamaan bermaksud meletakkan sesuatu pada tempatnya yang hak. Dari itu, seorang anak yang datang dari keluarga miskin tidak kira dari bandar atau luar bandar walau dari etnik manapun, tetapi ternyata mempunyai potensi sememangnya berhak mendapat bantuan kerajaan berbanding anak-anak golongan berada yang sudah tentu mempunyai peluang pendidikan yang terbaik.

17. Maknanya, kita boleh menawarkan akses pemula dengan menyediakan datar permainan yang adil tetapi kita sebagai kerajaan tidak berkemampuan memastikan ‘outcome’ yang sama. Dalam kata lain, kerajaan tidak boleh memainkan peranan ibubapa, keluarga atau masyarakat setempat, kerajaan juga bukanlah galang yang boleh mengganti kehendak, kemahuan, usaha serta iltizam seorang pelajar atau peniaga juga usahawan untuk berjaya. Apa yang kerajaan boleh buat seperti yang saya katakan tadi, adalah menyediakan garis permulaan yang adil. Pendek kata, antara prinsip-prinsip utama yang mendasari Satu Malaysia adalah kebersamaan (togetherness) dan kekitaan (sense of belonging) dalam satu keluarga besar.

PENJAWAT AWAM : DALAM KONTEKS MENDEPANI CABARAN PENTADBIRAN

MODENISASI SEKTOR AWAM

Tuan-tuan dan puan-puan,

18. Bagi menjayakan segala perubahan yang diperlukan negara dalam perjalanan kita untuk memastikan Malaysia terus aman, maju dan makmur pada abad ke-21, kita memerlukan sebuah persekitaran yang kondusif untuk semua rakyat Malaysia mengoptimakan potensi mereka. Di sini peranan sebuah perkhidmatan awam yang cekap, berkesan, responsif, luwes dan berani berubah adalah amat mustahak. Saya amat gembira kerana dalam melaksanakan inisiatif modernisasi ini saya telah mendapat sokongan dan kerjasama padu daripada barisan kepimpinan tertinggi perkhidmatan awam, khususnya Ketua Setiausaha Negara, Ketua Pengarah Perkhidmatan Awam dan Ketua Setiausaha Perbendaharaan. Sesungguhnya pembaharuan yang akan dilakukan ini bukanlah bersifat ‘top down’ tetapi sebaliknya melibatkan gabungjalin semua segmen perkhidmatan awam bermula dengan pimpinan atasan.

19. Usaha ini memerlukan proses modenisasi menyeluruh yang melibatkan bukan sahaja modenisasi paradigma tetapi juga struktural. Kita memerlukan perkhidmatan awam yang sesuai dengan pencapaian kejayaan pada alaf baru ini. Apa yang saya maksudkan dengan anjakan paradigma adalah pertamanya anjakan daripada ketegaran kepada keanjalan. Anggota perkhidmatan awam seharusnya menyedari bahawa kerajaan tidak mencipta kekayaan. Peranan ini dimainkan oleh sektor swasta yang mencipta kekayaan, dari kekayaan yang dicipta pihak swasta, kerajaan mempunyai saham yang dikutip di dalam bentuk cukai korporat. Hasil ini seterusnya digunakan bagi membangunkan negara dan untuk membayar gaji kakitangan awam.

20. Keanjalan ini penting bagi menghadapi cabaran untuk berjaya di dalam ekonomi baru yang ditandai oleh proses globalisasi. Kita harus mengubah kerangka minda, strategi dan kaedah bekerja jika kita ingin memanfaatkan fenomena yang ada. Sesungguhnya “extraordinary times requires extraordinary measures”. Sektor awam perlu menjadi pemudah cara kepada penciptaan kekayaan tanpa mengenepikan peranan mereka sebagai pemelihara kepentingan awam. Penjawat awam sekali-kali tidak boleh menjadi penghindar proses penciptaan kekayaan ini kerana jika mereka berbuat demikian, yang akan rugi pada analisa akhirnya adalah rakyat.

21. Anjakan paradigma kedua ialah beralih daripada budaya output dan perbelanjaan atau kesan nyata semata-mata kepada mementingkan aspek outcome atau dampak keberhasilan secara holistik. Perkhidmatan awam harus menganjak paradigma daripada menilai kejayaan yang berasaskan ‘output’ kepada kejayaan yang berasaskan ‘outcome’. Misalnya dalam bidang pelajaran, bukan sahaja jumlah sekolah atau makmal yang mencukupi harus diberi penekanan tetapi perhatian yang utama harus diberikan kepada soal kejayaan menyeluruh termasuk kebajikan dan moral pelajar. Begitu juga dalam hal menangani gejala penagihan najis dadah, perhitungan kita bukan hanya berapa kepada berapa banyak pusat serenti yang mampu dibina, akan tetapi berapa ramai penagih yang berjaya kita pulihkan. Contoh lain pula ialah penekanan kita bukan pada bilangan mesyuarat yang diadakan atau kekerapan lawatan ke luar negeri tetapi kepada apakah hasil yang tercapai daripada mesyuarat dan lawatan yang telah dibuat.

22. Anjakan paradigma ketiga adalah anjakan daripada birokrasi yang menyukarkan kepada birokrasi yang memudah cara dan menyenangkan rakyat. Kita memperakui sistem birokrasi yang ada di Malaysia telah membawa pembangunan ke seluruh penjuru negara sejak lima puluh tahun yang lalu, namun hari ini terdapat tanggapan bahawa pentadbiran awam berada di belakang keluk perubahan negara mahupun global. Jika diteliti perbelanjaan emolumen untuk pembiayaan sektor awam ianya terus meningkat saban tahun. Hakikatnya kerajaan membelanjakan satu perempat daripada perbelanjaan pengurusan setiap tahun untuk emolumen sektor awam. Pada tahun 2007 kerajaan telah mengumumkan kenaikan gaji asas kakitangan awam dari 7.5 peratus sehingga 35 peratus. Dari segi peruntukan, kerajaan telah pun membelanjakan jumlah yang besar untuk membiayai emolumen sektor awam pada tahun 2006 dengan sejumlah RM 28 billion untuk tujuan ini. Angka ini telah meningkat kepadaRM 32 billion pada tahun 2007 dan kepada RM 41 billion pada tahun 2008. Persoalannya, dibenak rakyat tertanya-tanya, adakah perbelanjaan ini berbaloi. “Are the rakyat getting value for their tax dollars?”.

23. Lantas, untuk melakukan proses anjakan dan pembaharuan, kita memerlukan sektor awam yang bukan sahaja memahami realiti semasa tetapi mempunyai kemahuan dan berani membuat perubahan. “We do not need mere seat warmers, we need actual doers”. Di sudut yang lain pula, kenapa kita harus secara operasionalnya terus-terusan mengamal tatacara kerja yang usang, menyulitkan lagi melambatkan jikalau ia dapat dilaksanakan atau disiapkan dalam masa yang cepat. Perkara ini boleh dilaksanakan jika ada kemahuan, usaha dan tekad, ia tidak mustahil. Suatu masa dahulu untuk membuat atau memperbaharui pasport antarabangsa baru mengambil jangka masa yang panjang namun kini ianya boleh disiapkan dalam masa beberapa jam sahaja.

24. Dalam konteks ini juga, salah satu perkara yang sentiasa menjadi rungutan orang ramai ialah khidmat kaunter yang lambat. Rakyat mengeluh kerana walaupun jumlah kaunter dilihat begitu banyak namun kebanyakan waktu jumlah kaunter yang dibuka pada waktu puncak tidak pada jumlah yang optima yang dapat menangani jumlah pelanggan. Begitu juga jika rakyat menelefon jabatan-jabatan kerajaan pegawai atau kakitangan tidak menjawab atau jikapun mereka menjawab mereka mengatakan tidak tahu. Walaupun bukan semua yang terbabit akan tetapi hal ini telah menyebabkan tanggapan buruk rakyat terhadap perkhidmatan awam sebagai penyusah bukannya sebagai pemudah cara. Justeru kenapa masih memegang teguh kepada birokrasi yang menyusahkan, beranjaklah kepada birokrasi yang bersifat memudah cara. Saya lihat, salah satu langkah terbaik ialah Lembaga Hasil Dalam Negeri dengan kaedah e-filingnya yang merupakan pendekatan yang memudahkan penuh kreativiti dan innovasi.

25. Anjakan paradigma yang keempat pula daripada produktiviti semata-mata kepada gabungan produktiviti, kreativiti dan innovasi. Kalau selama ini kita mengukur pencapaian dari segi produktiviti, hari ini ukuran ini perlu ditambah baik melalui kreativiti dan innovasi. Ukuran produktiviti secara konvensional hanya memberikan kita penambahbaikan secara bertokok (incremental), manakala jika digabungkan produktiviti dengan kreativiti dan inovasi, ia akan memberikan kita penambahbaikan secara anjakan berganda (quantum leap).

26. Jelasnya, produktiviti yang digabungkan bersama kreativiti dan innovasi mampu melonjakkan kecekapan dan keberkesanan perkhidmatan awam Malaysia. Tanggapan bahawa setiap masalah boleh diselesaikan dengan menubuhkan jabatan/agensi baru atau menambah kakitangan adalah pandangan yang tidak tepat. Dengan kemajuan teknologi maklumat produktiviti setiap pegawai dan kakitangan boleh dioptimakan. Kita perlu mengawal saiz kerajaan kerana kerajaan tidak tahu semuanya atau mempunyai penyelesaian kepada setiap permasalahan. Realitinya, era kerajaan besar dan kerajaan mengetahui segalanya sudah berakhir.

27. Semua jabatan dan agensi kerajaan harus memaksimumkan aplikasi kreativiti dan inovasi ini. Matlamat utamanya adalah untuk meningkatkan kepuasan hati klien sektor awam yang utama iaitu rakyat. Idea-idea baru tidak harus dilihat dengan penuh syak wasangka atau dibakulsampahkan hanya semata-mata ianya tidak konvensional. Untuk menjadikan perkhidmatan awam Malaysia sebagai tanda aras kecemerlangan peringkat global maka budaya pemikiran diluar kotak kebiasaan perlu menjadi norma harian dan rutin bukannya kepelikkan. Barulah nanti wujud persekitaran kerja yang dinamik lagi bertenaga dan berdaya saing.

Tuan-tuan dan puan-puan,

28. Dari segi pembaharuan struktural, pertamanya saya ingin mencadangkan kaedah ‘sistem kemasukan pelbagai peringkat’ ke dalam perkhidmatan awam. Di bawah konsep ini kita akan akan dapat memanfaatkan proses ‘cross fertilization’ di antara bakat-bakat sektor awam dan sektor swasta. Sudah tiba masanya kini jawatan-jawatan utama sektor awam dibuka kepada bakat-bakat daripada sektor swasta dan dari perkhidmatan selain perkhidmatan tadbir dan diplomatik. Kita tidak boleh lagi terlalu dogmatik, kita perlu mendapatkan bakat yang terpilih, terbaik dan tersaring demi kepentingan rakyat.

29. Keduanya saya juga mencadangkan satu dasar pintu terbuka di mana pegawai-pegawai perkhidmatan awam boleh dipinjamkan ke syarikat berkaitan kerajaan (GLC) dan pegawai GLC dipinjamkan pula ke perkhidmatan awam untuk saling menimba pengalaman. Dengan cara ini pegawai perkhidmatan awam boleh didedahkan kepada keperluan sektor swasta yang merupakan peneraju utama pertumbuhan negara.

30. Oleh itu ketiganya bagi mendapatkan bakat yang terbaik, perkhidmatan awam perlu mencontohi pelan pembangunan kerjaya dan pencarian bakat yang diamalkan seperti Petronas, Permodalan Nasional Berhad dan Bank Negara yang mempunyai sistem pengenalpastian bakat yang mantap serta telah menjadikan mereka organisasi yang hebat. Kita akan menghantar yang terbaik dikalangan penjawat awam untuk menimba ilmu di beberapa institusi tersohor di dunia seperti Kennedy School of Government, di Universiti Harvard, dan Wharton Business School di Universiti Pennsylvania.

Tuan-tuan dan puan-puan,

PENCAPAIAN DIUTAMAKAN

31. Dalam menterjemahkan aspirasi ini, saya komited bagi memastikan perkhidmatan awam Malaysia akan dianggotai anak-anak Malaysia yang terbaik. Saya mencabar generasi muda yang hari ini mengkritik sektor awam untuk bersama-sama kita menambah baik sistem dari dalam. Marilah bersama menyertai perkhidmatan awam, mempersembah kudrat dan pemikiran saudara saudari demi pertiwi. Kita sedar buat masa ini kita tidak boleh menandingi kelumayanan yang ditawarkan oleh sektor swasta kepada saudara saudari tetapi apa yang kita boleh tawarkan adalah rasa kepuasan berkhidmat demi rakyat dan negara. Walau apapun, kita sedang berusaha untuk menyemak dan menambahbaik skim-skim perkhidmatan yang kritikal agar pengorbanan saudara dan saudari dihargai.

32. Di atas segalanya, saya amat maklum bahawa mengurus sebuah negara yang kompleks seperti Malaysia memerlukan kerjasama semua pihak. Paling utama harus ada kesefahaman diantara anggota pentadbiran sebagai pengubal dasar dan anggota perkhidmatan awam sebagai jentera pelaksana dasar. Ini kerana, sebaik manapun dasar yang telah digubal tanpa mekanisma pelaksanaan yang cekap maka matlamat dasar tidak akan mampu direalisasikan.

33. Lantaran itu, baru-baru ini, semasa mengumumkan anggota kabinet, saya telah menggariskan jangkaan terhadap pencapaian mereka. Saya telah mengamanahkan mereka untuk bekerja tanpa mengenal penat lelah bagi kepentingan rakyat. Sehubungan itu saya turut mengumumkan satu sistem petunjuk utama prestasi (KPI) yang akan dirangka bagi mengukur pencapaian mereka.

34. Namun, semboyan berkhidmat ini tidak terhenti setakat para anggota kabinet, anggota perkhidmatan awam adalah merupakan rakan kongsi utama kepada anggota pentadbiran untuk menunaikan komitmen kita kepada rakyat Malaysia dalam memberikan khidmat yang terbaik. Justeru, saya berdiri di sini pada hari ini, bagi mengulangi seruan kepada tuan-tuan dan puan-puan agar menumpah khidmat kepada rakyat dengan sepenuhnya.

35. Saya yakin dan percaya dengan pelaksanaan sistem pengurusan yang berteraskan pengiktirafan perkongsian antara anggota pentadbiran dan penjawat awam merupakan satu-satunya jalan untuk kita menempa kejayaan pembaharuan yang besar. Perubahan tidak datang hanya dengan pengumuman atau berucap mengenainya. Ia terhasil daripada dedikasi dan kerja keras sepasukan manusia yang diikat oleh apa yang disebut dalam istilah bahasa Arab sebagai wa’ad dan bai’ah yakni satu tautan persetiaan dan perkongsian komitmen yang padu antara penjawat awam dan pentadbiran.

Tuan-tuan dan puan-puan,

36. Kepimpinan tidak akan bermakna jika ia tidak berpaksikan kepada pencapaian. Bila rakyat menilai kepimpinan sektor awam dan politik, apa yang ingin diukur oleh mereka ialah pencapaian. Kepimpinan berteraskan pencapaian adalah kemuncak penilaian kepada kepimpinan. Sebab itulah saya telah merangka KPI kerana piawai kepada pencapaian itu perlu ada. Ini akan membolehkan perkhidmatan awam dinilai secara holistik merangkumi penilaian kuantitatif dan kualitatif. KPI ini bukan alat atau kaedah untuk menghukum atau mendera kakitangan awam tetapi sebagai kayu ukur yang objektif terhadap tahap penyampaian. Ingatlah bahawa setiap sen dan ringgit yang kita terima akan dipertanggungjawabkan bukan sahaja didunia ini tetapi juga di akhirat.

37. Sesungguhnya, modenisasi sektor awam adalah suatu usaha murni yang besar dan berterusan. Saya tidak mahu mengambil sikap hangat-hangat tahi ayam didalam usaha pembaharuan ini. Saya mahu mengatakan kepada anggota perkhidmatan awam bahawa apa yang saya katakan hari ini, apa yang saya janjikan hari ini, akan berkesinambungan

NewsFocus on KPI: Setting meaningful targets key to making it work

The men and women of the civil service will ultimately determine whether a ruling party’s policies succeed or fail.

Key performance indicators are metrics designed to evaluate how well an organisation performs in meeting its stated goals. Launching his '1Malaysia, People First, Performance Now' agenda, Prime Minister Datuk Seri Najib Razak announced that KPIs would be instituted for Cabinet-level positions as well as the civil service they command. YONG HUEY JIUN and SHERIDAN MAHAVERA examine the promise and potential pitfalls of KPIs in that context.

PRIME Minister Datuk Seri Najib Razak's ambitious agenda to measure the performance of cabinet ministers with key performance indicators (KPIs) will require adaptability, resoluteness, a focused strategy and a steely determination to see it through. The idea was greeted with "cautious optimism" at best, and cynicism at worst.  The Prime Minister's Department, appointed to oversee the formulation of these KPIs, is expected to face a series of challenges from the start.

Omar Mustapha, managing partner of consulting firm Ethos & Co, notes that "in business, it is pretty straightforward: as your stakeholders are the shareholders of the company, we can assume that shareholders are interested in the long-term financial success of the company". But it's different with governments: "We need to start by understanding what is important for the country as well as the rakyat.  "Overall, this should be about making Malaysia a competitive and prosperous country that provides the rakyat with a high quality living environment, i.e. safe from crime, good healthcare access, etc.

"Various documents -- Vision 2020, the National Mission statement -- should be the guide for understanding national aspirations." The government's KPIs, he says, "need to measure those metrics that have the most leverage in terms of impacting the identified national aspirations". If, for example, the objective is to provide the rakyat with a quality living environment, what constitutes "quality" to the rakyat?  "It may be about improving public safety, better transport infrastructure, more affordable housing, better healthcare or cleaner environment." The outcome KPI, therefore, must apply to the minister and government agencies concerned with this particular objective. Omar cautions that there must not be too many KPIs, with a balance between near- and long-term goals, and between what is important for national competitiveness and what the rakyat wants. Getting the KPIs right, he warns, depends on setting meaningful targets. "The worst thing that can happen is that the government publishes data that show that they have met their targets, but the rakyat knows this is incongruent with what is actually being experienced on the ground." Critical to success, he says, is ensuring substance over form. 

Omar itemises six criteria in this regard:

- Selecting KPIs that really matter;

- Setting targets for each KPI that is tied to national aspirations, as opposed to what is comfortable for the ministry to achieve;

- Supporting the KPIs with clear action plans;

- Ensuring integrity in performance reporting;

- Having clear consequences for non-performance; and,

- Developing clear communication and buy-in.

"Generally, you start from the top and then cascade down. 

"This is the only way to have KPIs that are truly strategic and focused on key priorities."

He recommends that top management itself, i.e. ministers, deputies and secretaries-general, be involved in KPI development. "The prime minister must be personally engaged in this process to ensure focus and attention is given to the priorities that truly matter, to how the government as a whole, will be measured and evaluated by the rakyat at the next general election."

At the mercy of civil servants 

BELOW are true stories in dealing with the civil service.

* An Immigration Department officer openly contradicts official policy by refusing re-entry to a foreign maid because she had gone home during a 2004 amnesty for foreign workers. When her employer tells the officer that the home minister had publicly guaranteed that workers like her could come back to work in Malaysia, the officer replies: "What the minister said is one thing but I have not received any new directives, so we will continue with the old policy." * An illiterate man from Taiping tries to apply for a birth certificate and is shoved to Ipoh and Putrajaya, only to be told that he has to go back to get a sworn statement from his village head. The man seeks help from his member of parliament, who tried in vain to get the document in time for the general election. The MP is then blamed for being inept.

* A man turns up at the Housing and Local Government Ministry's headquarters with a bag of garbage, dumps it in the foyer and stomps off. He tells the shocked security guards that he is disgusted with not being able to get garbage collection services despite numerous complaints to the ministry. In all these cases, asks former deputy minister in the Prime Minister's Department  Datuk M. Kayveas, who do you think gets blamed at the end of the day?  "The Barisan Nasional, even though we as ministers and deputies tried our best to make dealing with the government as people-friendly as possible." The relationship between the civil service and political appointees such as ministers is complex. So, when it comes to instituting KPIs on ministers and deputy ministers, Kayveas bluntly says it misses the point.

"A minister and his deputies' performance are very much dependent on the senior government officers and the civil servants below them. "A minister can come up with brilliant ideas but if the implementers under him refuse to cooperate, those ideas will only remain as ideas. "So how do you fairly rate a minister's performance? What kind of measures do you use that takes all this into consideration?" And implementers can throw up a thousand and one barriers if they want to hamstring a minister. Relating his experience, Kayveas tells of how a plan could not get off the ground quickly because the officer in charge was away on course.  When the officer returned, months were spent on getting a proper working paper drawn up.  More months passed before the necessary approvals were received. "By the time we could really move ahead with it, the general election was already called." The number one reason why great ideas do not get translated into working policies is because there is a yawning chasm in motivation and incentive between political appointees and civil servants. Political appointees have to do their best because they can get dropped from the cabinet, they go through the mother of all assessments -- the general election.

In contrast, civil servants jobs are for the most part secure and effectively free of public scrutiny and appraisal. This, Kayveas says, has turned the civil service's senior managers -- directors and secretaries-general -- into an exclusive cabal. "There is a common saying among them: 'A minister comes and goes every five years but we stay forever.' "There are brilliant officers but they are not given a chance to shine.  "They are often sidelined by either their superiors whose positions are threatened, or by their colleagues who fear that their performance would reflect badly on them." In his opinion, the only way to ensure that the machinery performs is to replace directors and secretaries-general with elected politicians.  "At present, the elected party does not run the government. We allow civil servants to run it but it is the politician who has to face the people when there is a fire, a flood or when someone cannot get documents."

A KPI for political appointees may help the prime minister choose his cabinet, but it has little impact on the common folk who have to deal with the government every day. Another set of KPI for the civil service's senior managers would also be pointless. Kayveas cites an example of how even the most derelict and scandalous officers are shielded from action by the "cabal".

"If you want improvement in how the government functions, put the politicians in charge."

NewsFocus on KPI: Cuepacs wants 'two-way' evaluation system

from the NSTOnline 26/4/2009

CUEPACS, the umbrella body of low-ranking workers in public-sector unions, wants the KPI for senior government officers such as directors, secretaries-general and their deputies to be based on how well they get along with their subordinates.

It is these officers, who rank from "Grade 41 to the Chief Secretary", that can motivate the clerks, drivers, technicians and assistants, who made up the bulk of the government's machinery, to work well. Ultimately, it will also determine whether ministers or deputy ministers can achieve their own KPI. "If clerks in a department do not give a 100 per cent in their jobs, the department does not perform at 100 per cent and the minister's KPI will not be attained," said Cuepacs president Omar Osman. To get the most out of the 950,000 staffers in the civil service, it is crucial that senior officers get along well with their subordinates, and the KPIs for these officers must recognise this. Relations are easily soured when senior officers refuse to give their staff salary increments.  Omar claims that there are about 50,000 union members who have never been promoted despite working in the same office for 30 years.

In the public mind, it is these people who represent the listless civil servant showing up late for work because he runs a burger stall at night, and allows the stacks of application forms to pile up on his desk. But what is seldom recognised is that these are also the people who were passed over and over again for pay rise and promotion by senior officers, who are intent on rewarding those whom they liked.

"It is a welfare issue between the worker and the employer. If a worker does not get enough from his primary job, he may have to go out and find a supplementary income. 

"The worker's welfare is determined by the senior officer because the person who decides whether an employee gets an increment is this officer," said Omar. It is discouraging when senior officers neglect to hold the intra-departmental council meetings (majlis bersama jabatan) with their staff.  Everything, from overtime schedules to training courses and disciplinary problems is meant to be discussed at the meetings, which were supposed to be held four times a year.

The MBJ is compulsory, yet there are senior officers getting away with not holding them at all. The problem, Omar said, is the absence of supervision on the performance of senior officers, unlike for union members who are assessed by their superiors. It can even be argued that ministers and deputy ministers are also assessed by an independent entity -- the voters -- who judge them every five years in a general election.

 "So when it comes to KPIs for these senior officers, the congress is urging the prime minister to include officer-subordinate relations as a component to ensure that they foster good working relationships with their staff, and that they hold the MBJs and act on their recommendations," said Omar.

"Most importantly, action must be taken against senior officers who fail in these areas."

KPI is S.I.M.P.L.E

No organization can prosper without having the right people in place doing the right things at the right time. However, in today's fast-paced business world, more and more employees are expected to perform a variety of tasks, wear many different hats, and think outside the box. As a result, the lines of responsibility and accountability have become blurred.

Managers and business leaders often assume employees know what is expected of them. They are then surprised when the work doesn't get done as planned; fingers are pointed and blame is placed (often misplaced).

As a manager or business leader, it's your responsibility to set your employees up for success. You need to define your expectations and then hold your employees accountable for those results. But how do you do this?

Actually, it's simple. Follow these six SIMPLE steps with your employees and start to realize the results you've always wanted.

S=Set Expectations

The success of any organization comes down to one thing: how well it organizes its members to focus on and work toward the same purpose. Your employees need to know what is expected of them before you can hold them accountable for anything. You can't assume they know what is supposed to be done, when, and to what quality level. The more clearly you set expectations and goals up front, the less time you will waste later clarifying - or worse, arguing about - what was really expected.

I=Invite Commitment

Just because your employees know what to do doesn't mean they will do it. After goals and expectations are set, employees need to commit to achieving them. Employees are more likely to do this when they understand two things: how the goals will benefit them personally, and how the goals will help move the organization forward. Once this connection is made they are more likely to buy into the goals, and actually welcome you holding them accountable for the results.

M=Measure Progress

You need information to hold your employees accountable. You must measure their ongoing performance and gauge whether or not they meet the goals and expectations to which they had previously committed.

Goals are only measurable when they are quantified. Measure the results and compare them to your employees' goals to discover the gaps that require further attention. 

P=Provide Feedback

Share the information you gather with your employees. Feedback won't solve problems by itself, but it will open the door for problem-solving discussions and follow-up actions. Your employees need feedback to do a good job and improve in areas where performance is falling short of expectations. Most of the time, giving objective, behavioral feedback is all it takes. Setting expectations followed by quality feedback is the backbone of holding someone accountable for results. 

A note about the way in which you provide feedback: 

True feedback is a gift. To be effective, the feedback you offer must come from a sincere desire on your part to help or support your employee, not to merely fixhim or her. If you can't come at it from this perspective, you may fail, no matter what words you choose or methods you use. Intent is more important than technique.

L=Link to Consequences

Sometimes employees need a little external motivation to live up to their commitments. When they struggle to reach their goals, you can help them by administering appropriate consequences. Do not confuse consequences with punishments. Punishments are those things inflicted on employees that make them pay for their shortcomings. They do not contribute to a solution. Consequences, however, will guide and focus employees' behavior and encourage them to take their commitments more seriously.

E=Evaluate Effectiveness

Once your employees have committed to the expectations you set and you have provided constructive feedback and support along the way, it is time to evaluate your results. Look at the quantifiable goals you set forth and determine if you were successful at holding your employees accountable for reaching those goals. Also, review how you handled the process. Find ways to be more effective at applying the principles of accountability and hold yourself accountable for holding others accountable.

Employee accountability is a big factor in business success. Sure you're busy, but don't make the mistake of hoping your employees will figure out what they should do on their own. Help them achieve success for themselves and for your business by setting expectations, inviting commitment, measuring progress, providing feedback, linking to consequences, and evaluating effectiveness.

Put a systematic and consistent method in place and you'll find that when people are held accountable for the work that must get done, it gets done – and then some! 

---

Grading by KPI - A measure of Serving the people ?

KEY performance indicators — does the civil service use them and have they helped? More importantly, will they ensure that we get a good and civil service? ANIZA DAMIS speaks to the civil service’s top man, Chief Secretary to the Government Tan Sri Sidek Hassan.

Tan Sri Sidek Hassan at his office in Putrajaya.

Q: Is the civil service cooperative of the leadership's directives? 

A: Yes. How else do you think we are where we are? How did we manage to develop in terms of infrastructure which is "first world" and in terms of where we are now as a nation?  Look at our neighbours: How do we fare, in relation to some of them? Even with the current economic situation, I think we are faring very well, relative to the world.  How did we do it? Because the public service has responded to what the government wants us to do.  We're not perfect, and we'll keep on harping on this issue of integrity, efficiency, customer-centric issues.  But, I am unequivocal in saying that the civil service has been very responsive to the wishes of the government and the wishes of the people. 

Q: So, the outcome of the 2008 general election is not a reflection on the civil service? Is it just a reflection of the government's political failures? 

A: I don't know whether that was a "failure", but that's up to the electorate. 

Q: And the decision of the electorate is not based on the performance of the civil service? 

A: It is, in some ways. You cannot divorce the civil service from the government, as if we are entirely oblivious to what the government is doing. 

Q: So, if the electorate says, "This government is lousy; it doesn't collect my rubbish", is that a reflection of the political party or the civil service? 

A: That is the problem of each and every one of us. It is a very close symbiotic relationship. 

Who collects the rubbish? It's the local authorities. Who runs the local authorities? Not all of this is the prime minister's job; some of them will be part of my job. So, if the prime minister were to ask me to do something and I don't, would you blame the PM for that?  When I became the KSN (Ketua Setiausaha Negara or Chief Secretary), I tried to address major areas where we could carry out improvements in terms of public service delivery.  It's okay now, but we can improve further.  The role of the local authorities is quite simple in my mind. It is the SLR (sampah, longkang dan rumput -- rubbish, drains and grass).  I'm a rakyat, too. Imagine if they don't collect my sampah, and they don't clean my longkang, and they don't cut my rumput. And then, the lampu (streetlight) near my road is missing, and the jalan (road) is a mess.  But is that the problem of the prime minister or menteri besar? It's not.If it's in Kuala Lumpur , that's the problem of the mayor. But you cannot expect the mayor to make sure all the SLR is done. He expects his Number Two and Number Three to work.  But, beyond the SLR, there are other things that the local authorities have got to do.  For instance, if I want to build a house, I want to make sure that my plan is approved fast -- not like 20 years from now.  Therefore, it's about addressing the core business.  You blame the prime minister because he's the leader. But if you start blaming the prime minister, people should also start blaming themselves.  Because, in some ways, you allow that to happen. If, for example, I see my longkang not being cleaned, why didn't I complain? I have allowed it to continue. 

Q: So, people should complain if they are unhappy with the services provided? 

A: Yes, of course. But they cannot at the same time always say: "This is the PM's and minister's fault." You can't.  Secondly, when you have generated rubbish (when in public), do you put it in your pocket until you can throw it away in a proper place? Or do you throw it away carelessly? 

I always see people throwing it around.  It's not about the government; it's about us. 

Q: Does the civil service have KPIs and what are they? 

A: It depends on how you define "KPIs".  In January, every one of us is evaluated on how we performed the previous year, through the LMPT (Laporan Penilaian Prestasi Tahunan -- annual performance assessment report). They are evaluated based on their SKT (Sasaran Kerja Tahunan -- annual work target).  But if you talk about KPIs in the formal sense, then only the 38 people at the top of the civil service will be involved. That includes me, all the secretary-generals, the director-general of the Public Service Department, the Attorney-General, the Inspector-General of Police and the chief of the Armed Forces. 

Q: Does what is expected of each individual vary between ministries? 

A: Of course. It has to be unique to the person because each person's portfolio and responsibility is different. 

Q: How do you assess them? Is it through exams? 

A: The assessment for the purpose of evaluation (LMPT) is done at two levels: one is by your immediate supervising officer and his immediate supervising officer.  They will judge whether you have fulfilled what you promised to do in your SKT. There will also be a judgment on your integrity, how well you relate to others, communication skills, etc.  The other form of evaluation is for the purpose of promotion. Most people would go to Intan (Institut Tadbiran Awam Negara or National Institute of Public Administration), where they are evaluated on the course they took, the papers they wrote and class participation. There is also the facilitator's assessment and a peer assessment. 

Q: How effective or realistic are these assessments? 

A: I've been trying to convert many people to this "religion" of being objective and honest. 

The grading is done in numerics, with "1" being the worst, and "10" the best.  Out of 100 points, if you get 90 and above, that is melintang . If you get 80 to 89.9, that is menegak, and that's still very good. If you get below 79.9, that's not very good.  Supervisors should be marking their people along those lines. But if you were to grade everyone at 95 per cent throughout, then either he or she is lucky to have so many good officials or there's something wrong with the marking.  Therefore, how realistic it is depends on how these supervisors do it. 

Q: Are there any ministries or departments that do this? 

A: I think there are some, but more and more now, we are telling them the value of being honest. 

Q: How effective is an assessment by your boss? For instance, if you're someone who always stands your ground for good reason, which may inconvenience your boss, how will that person be assessed? 

A: I'd give very good marks. He or she would be promoted. The civil service is all about merit.  In the civil service, that is the "religion" the prime minister is talking about, and it is also the "religion" the former prime minister espoused. 

Q: What is the public service's role in promoting 1Malaysia? 

A: Everything. The role of the civil service is about everything that the government wants to do. 

It's very critical for all of us to appreciate the importance, the pivotal role that we, the 1.2 million civil servants, have.  Imagine if the civil service didn't deliver? The two huge stimulus packages, or the budget, or any programme that the government has come up with would be affected. Therefore, it's a question of implementation; of carrying out the policies, projects and programmes of the government.  The prime minister came up with the 1Malaysia concept but do you think the whole thing can move if the civil service doesn't move? Impossible. 

Q: The prime minister has asked the cabinet to come up with KPIs for themselves. What are your KPIs? 

A: Very simple - to improve public service delivery.  What do you think of the public delivery service?  Is it that when you complain about your drain, that I look into it? Is it when you complain your light is faulty, I come straight away? 

A good public delivery service goes far beyond that -- it means that you don't have to complain.  Why should you complain that your drain has not been cleaned, or your rubbish has not been collected, or your streetlight bulb has not been changed when it is expected that all this is supposed to work properly? 

Even so, if, occasionally, you do have reason to complain, then the problem should be rectified immediately.  We want to have such a good public delivery service that people have no reason to complain.  And if they do have complaints, then it's going to be attended to very quickly.  So, I suppose my KPIs are that the public service delivery should be what people want. 

Q: And how were your KPI performance for 2008? 

A: I didn't check the number. 

Q: You're not bothered? 

A: The KPIs now are a 360-degree model.  They are moving around now and asking what my bosses think of me. They are asking my colleagues and secretaries-general what they think of me and how I perform.  I'm not going to ask how I fared, but if you're talking about integrity, then, deep in my heart, I have been honestly trying to deliver on my promise. And that is the biggest KPIs anyone should have. 

Q: You said there's this group of 38 very senior management people. How are they assessed? 

A: The KPIs are assessed by their boss, their peers and by their subordinates -- it's 360 degrees. 

Q: Should senior management have external assessors instead? 

A: You can. But for the ministers, they also have a lot of external assessors.  Every four or five years, they have the external assessors (meaning the electorate). 

Q: Yes, that is the ultimate assessment for politicians. But should the top management in the civil service have external assessment? 

A: But what would be the outcome? 

Q: Perhaps it would be more neutral? 

A: For what? 

Q: For instance, if you have to work with a secretary-general, and you have to work together whether you like it or not. So, you're not going to give a bad assessment of this person, are you? Have you ever given a bad assessment of a brother senior manager? 

A: How do you define "bad assessment"? 

Q: Let's say if that person's not performing... 

A: Do you think I've given everyone 100 per cent? 

Q: What's the worst? 

A: 46 per cent. 

Q: What happened to that person? 

A: I don't know where that person is now.  Sometimes, people who are not performing are just taken out of their positions and put in the pool. And they stay there.  What is the reason for having external assessors? 

Q: To have a neutral force. 

A: Who defines neutrality? 

If a secretary-general is being assessed, he is assessed by the director-general of the Public Service Department and I am the counter-signee. Then, there'll also be assessments by his peers -- the other secretaries-general.  Are you questioning the integrity of Sidek Hassan, the Chief Secretary of the Government?  Do you doubt my integrity? You think it's better to trust someone out there instead? 

Q: How much input do subordinates have on their bosses? 

A: Now, not so much. Except for the 38 top people. 

Q: What is the weightage of the assessment by the managed on the manager? 

A: At the moment, not much. 

Q: Would you say that that input is important? 

A: That's why we are going for 360 degrees. We have done that for the 38. For the rest, hopefully, it will be applied within this one year or so.  Right now, we are also working on the level below the 38 -- the deputy secretary-generals and deputy director-generals.  This is where people have to take very seriously the evaluation. I am truthful to myself and take this very seriously. I've always made sure the assessments I made were photocopied. Then, the person being assessed puts down the marks he feels he deserves.  When he comes to me with it, I look at the original assessment and we negotiate.  But what is actually important is the mentoring. It's not about a once-a-year affair. It's about continuously improving.  Many people think they should wait only once a year. Some use it to take their revenge on a subordinate. But this is not the right attitude. Human resource is the most important thing.  I go to Intan and talk to new recruits, or soon-to-be promoted senior managers, telling them what my expectations are. I also speak to the bosses and tell them what to do -- the mentoring part.  People always take the LMPT as the main indicator of improvement. But it shouldn't be. That is purely after you mentor them the whole year and try to improve them.  Talk about public service delivery. Speak about efficiency, doing it now, so that your customer is happy. If you have done that, the LMPT is only to put the mark. But it should be a continuous process. And all of us must behave like that. It's very important. 

Q: The PM, when he was talking about KPIs for his cabinet, mentioned loyalty. What is your idea of what loyalty is in the civil service? 

A: Loyalty means 1Malaysia, "People First, Performance Now". It's about being loyal to what I'm supposed to do. Call it loyalty, integrity or whatever. Loyalty is doing what you're expected to do. 

Q: And what are you expected to do? Service to nation? 

A: Yes. 

Q: If people are really unhappy with the civil service, they shouldn't give the prime minister the chop. They should just give civil servants the chop. 

A: They should tell the prime minister and the prime minister will give the civil servant the chop. 

I would give them the chop. 

Q: So, if people do give the prime minister or any minister the chop, it's actually because of the lack of leadership? 

A: Of course. Like the Americans say: "The buck stops here." So, of course the buck stops there! But you cannot be blaming the president of the United States for everything that goes wrong. 

Q: What is the penalty if a civil servant doesn't perform? 

A: Depends on what was agreed upon. We cannot sack a person at the drop of a pin. But there has to be some sort of penalty. 

Q: Are civil servants too secure in the idea that they can't get sacked? 

A: Even secretary-generals cannot be so sure.  If everybody takes care of his own area of responsibility, then we'll live happily ever after. It might be conceptual, but it works.  I believe in punishing people. The punishing part is something that not many of us like to do.  But, if you know that you are responsible for meting out punishment and you have not done it, then action should be taken against you.  And that is something that we are doing. For instance, why is it that sometimes people are "hanged"? And why do they hang them in public or chop off their heads in public?  One reason is to get rid of the offending person. The other is to make sure there are no other intended offenders.  And that, sometimes, is more important than getting rid of the offender.

from the NSTOnline 26/4/2009