ResponsibilityPSD, PMOMinistries/DepartmentIPA, PMOImplementation StageImplementedIn the processIn the processLeadershipCompetencyCore CompetencyFunctionalCompetencysuccession plans. This leadership competency is identified by the Public Service Department (PSD) under the Prime Minister’s Office (PMO). The PSCDF comprises 11 core competencies under four capabilities. This includes Strategic Direction; People Engagement; Performance culture; and Organization capability. Each of these capabilities has generic competencies that are relevant to all departments in all ministries. The core competencies are as below: ⁄Strategic Direction Capability: Champion Vision and Values; Drive Change; Business Acumen; Business Development; ⁄People Engagement Capability: Communicate with Influence; and Collaborate and Engage ⁄Performance Culture Capability: Outcome-Oriented Results; and Continuous Improvement ⁄Organization Capability: Organizational Development; and Building Capability Throughout the process of development, PSCDF went through the testing phases by conducting several initial workshops to pilot the measurement to various levels of users and make revisions for improvement. Buying-in to get support for the initiative was conducted to all ministries, and at the same time to align with their new strategic objective. After revision, training for HR officers and departmental assessors in all ministries was conducted. The objective of the training was to impart the objective of PSCDF and to guide users on the assessment method before the implementation stage. These processes are crucial to ensure this framework can be implemented successfully and effectively.4�0: Case Analysis: Challenges and OpportunitiesThis section will analyse the strength of factors and systems supporting the successful implementation and the progression of strategic initiatives. Firstly, is the government’s strategic objective and initiative. The consistent progression in the development of the training unit over the last four decades is the essence and the starting point for the development of human capital in Brunei civil service. Understanding future needs resulted in developing strategies for the most valuable asset which is the people. It is also noted that the significant missions of the civil service are not only providing vital public services to its people, but also driving national and social development, administering public resources responsibly, anticipating future changes, and managing the evolving relationship between the government and the people. The strong support from the government along with its strategic intervention, is the ultimate ingredient to the successful implementation of any organization. In this case, the Brunei Government and the Prime Minister’s Office have a strong emphasis on the development of the economy through the development and strengthening of the capability of human capital. Brunei Wawasan 2035 has made very clear its first goal which is the virtue of investing in its nation to be educated, highly skilled, and 34and Knowledge CapitalFigure 2: Types of Competencies adopted and departmental responsibilities
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