KUCHING: How efficient and effective the services provided by the Sarawak Civil Service (SCS) agencies depend on the capabilities of their staff. Leadership and capability building requires a systematic management approach as an integral part of workforce learning and development.
Leadership Institute of Sarawak Civil Service (Institute) – a state-owned training provider for the Sarawak Civil Service (SCS) – continues to make strides in building leaders for the service.
A programme entitled ‘Discovering New Public Passion: Unearthing the Hidden Resource of Intrinsic Motivation in your Organisation’ held at a local hotel since Tuesday saw an attendance of over 20 government officers, made up of mid-level managers to heads of departments.
“The importance of leadership development is recognised across the SCS and Leadership Institute play a key role in supporting the Sarawak Government to make progress on equipping current leaders and future leaders in SCS,” said Segaren, Chief Operating Officer of Leadership Institute.
The two-day training programme uncovered new insights and ideas for potential partnerships aimed to assist the Government and other key players to improve the provision of public services.
One of the aims of the programme was also to enable supervisors identify and tap into the resource that is often already present within them. It also allowed strategic managers the possibility of using an additional lever to build stronger organisational and systemic foundations.
“This programme examines the importance of intrinsic motivation for achieving results and is central to organisational performance in the public service. “Participants also had a chance to discuss key challenges in implementing public services, with one of the main issues was the need to break the silos of operation and work in more integrated ways to solve complex issues,” said Dr. Nigel Goh of United Nations Development Programme (UNDP), the trainer for the programme.
A key message emphasised during the programme is the need to manage national standards of service through decentralised systems, whilst at the same time empowering civil servants to implement policy and provide services most effectively for the needs of all citizens.
One of the highlights of this programme is the sharing of information by the facilitators on transforming the Singapore prison approach towards changing the inmates into people of value to society.
This provides incredible insights as to how civil servants are resourceful and creative and provide value to the society. The training programme also provided an interactive platform to explore issues and challenges related to limited resources coupled with increasing public expectations for effective delivery of public services. “Participants were also exposed to conceptual frameworks and practical strategies to effect change within the public service.
The SCS often deals with complex and demanding work that require skilful leadership and good decision-making,” added Dr. Nigel. On other training courses by the Institute, Segaren also mentioned that there is a need to offer more need-based training in building digital champions to support the State Government’s direction in digital economy.
“Participants who complete our courses will be able to internalise and use what they have learnt in their daily job. Essentially the Leadership Institute trainings are focused on empowering the workforce of the civil service to take charge of the things they’re doing, and deliver what is required of them – making Sarawak Civil Service one of the best in the region,” said Segaren.
Leadership Institute of Sarawak Civil Service Leadership Institute is a training provider for the Sarawak Civil Service that has a long history in providing training for building leaders of excellence, and producing workforce capable of world class service delivery – making a difference to the society and the State.
This programme is one of the high-performing leadership (HPL) programme – a flagship programme by the Leadership Institute for leadership development.
