Table 1.1: Service circular of career development in the public serviceThe Malaysian government issued Service Circular No. 3, 2006, The Guidelines for Setting Up Search Committee, and Succession Planning Implementation Process outlining the principles to establish search committee and succession planning implementation in the public sector. The importance of setting up search committee and 77 the implementation of succession planning is to ensure that only competent officers fill the strategic positions in public organisation to meet the requirement of public organisation and stakeholders. Long-term organisational goals, human capital development needs, trends and predictions in human capital management increase transparency in the recruitment and selection process, successors, and job placement as the decisions are made collectively by the designated committee. Besides, setting up search committees and implementation of succession planning is to strengthen the organisational structure of ministries and agencies, at the same time to ensure that public service is still relevant to the public and nation. The succession planning process consists of five execution stages: identification, assessment, development, implementation, effectiveness and improvement study. The first stage in the succession planning process is identification. In this process, public agencies should perform a thorough study, including determining department demographic factors such as the available promotion positions, a list of officers by grade and seniority, a relevant service plan, and the service tenure of the officers. The organisation direction is then identified, such as (i) department goals and missions, (ii) future competencies and skills required, and (iii) established talent requirements and critical roles.During the assessment stage, ministries and agencies should strengthen the process of identifying high performers by developing a strong approach and evaluation tools, performance management and a fair selection procedure. Aside from that, the skill set belongs to the public employees should be assessed together with the comparison between skill set needed now and the skill set needed in the future. Following that, the department should be prepared to develop officers by identifying high performers and low performers, a list of critical positions, promotion and career development, an emphasis on the top potential officers, and the readiness of officers to fill the position based on the gap between officers’ skills and abilities and the skillset required in the future. To develop future officers, ministries and agencies should identify the officers’ educational level and provide appropriate training, mentor system, job rotation, employment experience, project execution possibilities, and opportunities for self-development.To implement succession planning into action, the management team should identify the best method to communicate with potential candidates. The implementation of succession planning should involve selection and recruitment methods based on the skills and competencies required for the position, performance management that focuses on the competencies to fulfil the requirements of the position, training and development to fulfil the requirements and competencies required by the department, better perks, compensation, emolument and benefits. Departments should also consider potential candidates from outside the organisation. Next, to assess the effectiveness of the succession planning that has been developed and implemented, the search committee should collect data, analyse the data, and draw conclusions based on the findings to assess the effectiveness of communication of succession planning and the succession planning development implementation. The research should be conducted on a regular basis or as required.In 2016, the Malaysian public service introduced career path development for fast-track officers and subject matter experts (SME) 103
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