3�2: Development of Public Service Capability Framework�Developing professional competencies is a critical activity in an organization in order to achieve excellent competitive advantage. Improvement of employee competencies has also been found to produce significant organizational performance, namely organizational profits, productivity, and an increase in employee engagement as well as career development. Employees’ performance requires strategic attention which otherwise will lead to misalignment in the human resource management. Under the Prime Minister’s Office’s Civil Service Framework, one of its strategic initiatives toward public service excellence was the development of a capability development framework and its measurement for civil servants, known as the Public Service Capability Development Framework (PSCDF). IPA has been tasked to design and develop this framework for civil servants focusing on core competencies. The objective was to enable organizations to measure the capabilities of their workforces in implementing strategies and initiatives of their respective organizations. This framework will also identify the workforce’s level of competencies and prepare individual development plans through a designed measurement for individual performance evaluation.institutes and is actively involved in the ASEAN Cooperation on Civil Service Matters (ACCSM+3) work plan, a platform for collaboration with ASEAN Member States to exchange information, for innovations, best practices in civil service management and development, and future set skills. Basically, to achieve its transformation goals since its establishment and to be a centre of excellence, all initiatives, programs, and activities conducted and initiated replicate the process of strategic management approach and HRD framework which is as illustrated in Figure 1. Such that the vision and mission guided IPA to set its priorities and goals through its five-year strategic plan (refer to goal setting stage a). Analyses of the external environment and internal organization are required (refer to stage b) to avoid misalignment with the organization’s set goals. At this stage, the strength of its internal capabilities including physical resources (such as straining venues, learning equipment, and facilities) and intangible resources (such as work processes, systems, and trainers’ competencies) was analyzed and assessed. Despite being a government entity, IPA is also impacted by VUCA external environment including the COVID-19 pandemic, changes in government directions, and/or ministries and departments’ goals, all demand urgency in changes in the human resources capabilities. The performance of other RTOs or training agencies and institutions is also benchmarked against IPA’s performance requiring IPA to be more agile and resilient. To adapt to the changing situation, the next stage is the formulation of strategies or options to implement its strategy and initiatives (refer to strategy formulation stage c). This is where several strategies or potential solutions, programs, and actions are identified and developed. This is followed by the implementation staged where planned strategies are implemented. To ensure implementation is successful and effective, the availability of resources, clear organizational structure, favorable work climate, learning organization work culture, systematic work process, sufficient budget, competent employees, and good leadership practices are in place.At the final stage (refer to performance), initiatives, actions, and programs offered require monitoring and evaluation to identify the success and level of performance of IPA and its clients. The post-training evaluation was conducted to identify trainers’ quality, course, and content relevancy. An impact study was also conducted to observe participants’ standard performance through improved capabilities which eventually improved their organization’s performance. Nevertheless, throughout the process, analysis, decision-making, and action happen at all stages. This gave flexibility to IPA to adapt to the dynamic and complexity of the environment.Figure 2 shows the three levels of competencies: core competency, functional competency, and leadership competency. The core competency is the set of competencies that are adaptable to all staff and officers in all departments and ministries. Functional competency is the competencies specific to the task of the individual in departments or units. This is prepared by their respective department in their ministries. Leadership Competency is designed for officers identified for leadership 33
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