accomplished through formal education and lifelong learning to achieve its aspiration in order to be a developed country. To realise the aspiration, therefore, requires holistic transformation, alignment, and support from all government agencies and relevant stakeholders. Secondly, the constant change in the environment is one of the primary push forces for organizational change. Public constant demand and high expectations, internationalization, explosion of data, and advanced technology push public service to deliver a high standard of performance. Delivering quality service is considered an essential strategy for success in the public sector, hence requires the provision and upgrading of skills, knowledge, and competencies to support change in work processes and initiatives.The existence of continuous professional development policies such as 100 hours of training policy and the implementation process of PSCDF are another strength and successful factor of the HRD strategy formulation in Brunei civil service. Human capital development initiatives will be stronger and supported if implemented in tandem. Other factors supporting human capital development initiatives include civil servants’ readiness to adapt to change and awareness of the need for change. Organizational transformation will be easier if all civil servants understand the requirement for change both for their career progression and organizational performance. Last but not least is IPA’s prominent role in developing human capital and its persistence to progress, to ensure its mission is achieved and alignment with national objectives, further contributing to the success of the HRD initiatives. The adoption of a strategic management process guided IPA to implement its initiatives and activities systematically. Throughout the development and improvement process, IPA consistently monitors the structure of the development model to support its HR initiatives and use of competencies across the human resource functions. This is also insisted by previous research that organizations should ensure that the competence of organizational members is assessed, maintained, demonstrated, and continually improved (Rabiah et al. 2007; Smith & Robertson 1992).However, challenges in implementing change initiatives in the area of HRD are inevitable. The COVID-19 pandemic is a perfect example of how quickly the world can change and how quickly businesses need to and can respond. The education sector was heavily affected causing most planned programs to be aborted and instant solutions demanded. Organizations, like people, are often highly resistant to change, even when they know it is necessary. Successfully adopting a new strategy with a change initiative, regardless of how incremental or radical, is usually difficult and often messy. And the consequences of a poorly managed organizational transformation can be devastating. Thus, as the way forward, understanding some of the most common reasons why strategies for change fail can help to prevent an organizational disaster and lead to a successful change initiative. More than ever, firstly, organizations need leaders with the knowledge and skills to plan and manage change successfully. Secondly, having a systematic approach to change through a sound strategic management approach is also critical. For example, the initiatives for HRD such as implementing PSCDF 355�0: ConclusionThe service industry increasingly plays a significant role in the economies of many countries. In many well-developed countries, the service sectors generate economic growth by exporting expertise and knowledge-based services. Developing public servants is no doubt very crucial because their capability can contribute to the sound economic expansion of the economy. More attention is increasingly given to developing new capabilities for public servants and transforming work culture to improve the high standard of delivery services. More organizations are also increasingly attuned not only to focus on monetary gains but also on developing and strengthening their intangibles or human assets. To stay competitive in today’s rapidly changing business environment, organizations must be willing and able to constantly adapt and evolve their business strategy. In practice, civil servants are supposed to demonstrate integrity in delivery services, and thus they are expected to be capable and proficient in providing public services.
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