Vol. 34 Nos. 3-4 (July-December 2013)
Key officials discuss
leadership... (From page 10)
program aims to contribute to the Vision 2020 of the
Government of Malaysia through the development of
human capital essential for nation building.
Dr. Hamid pointed
out a number of issues
and challenges in
recruiting, retaining
and
developing
young professionals
in public service:
1)
lack
of
collaboration with
different ministries
and agencies; 2)
competition
with
the private sector;
3) different perspectives on acceleration (promotion
vs. exposure and experiences; and 4) perceptions that
young professionals are a potential “threat” to the status
quo in the government.
The TAPS Program
aims to contribute
to the Vision 2020
of the Government
of Malaysia through
the development
of human capital
essential for nation
building.
Nonetheless, Dr. Hamid sees TAPS as an avenue for
future human resource development in Malaysian
public service. He envisioned wider and more frequent
stakeholder participation; balanced expectations
between the program implementers and stakeholders;
and program graduates who are well-focused and
prepared to handle assigned roles and responsibilities
in government service. In quoting Michael Jordan as
saying, “Talent wins games; it is the teamwork and
intelligence that wins championships”, Dr. Hamid
implied that a more systematic and efficient human
resource development system is needed to better prepare
the youth for public service.
Mr. Seong Tae Jeon, Director General of the
Organizational Policy Bureau, Ministry of Security and
Public Administration, Korea, related his discussion
with Korea’s vision to transform its current government
into a “Government 3.0”. His presentation hinged from
what was discussed by Professor Pan Suk Kim in his
reflection of the conference theme.
EROPA Bulletin
11
Mr. Jeon first highlighted Korea’s transformation into
a highly industrialized country with a democratic
government. He then noted that while this transformation
did a lot for the growth and development of the nation, it
also led to more complex social and political problems.
To address these issues, the Korean government sought
to operate using the “Government 3.0” approach.
This is characterized by the delivery of more custommade, individual-oriented public services, and the
use of telecommunication technologies to make the
government more accessible to people.
According to Mr. Jeon, the “Government 3.0” system
operates on the principles of transparent, serviceoriented and competent government, hinged upon
openness, sharing, communication and collaboration.
Former Japanese lawmaker Makoto Taki talked
about best practices in administrative leadership in
his home country: 1) numbering system for basic
resident registration system; 2) unconventional,
innovative ideas
The “Government
developed as a
3.0” is characterized
form of emergency
by the delivery of
response; 3)
political messages
more custom-made,
that were received
individual-oriented
well; and 4)
public services,
national policies
and the use of
promoted based on
telecommunication
proposals given by
local governments. technologies to make
the government more
accesible to people.
Mr. Taki related
that his 1988
proposal for the
basic resident registration system was met with a
number of hurdles before it was enacted into a law
in 1999. Resident registration numbers were then
distributed in 2002, and by December of the same
year, the legislature passed an Act on Certification
Business of Local Government in Relation to
Electronic Signatures. This prompted Mr. Taki to take
the registration system online. In 2003, registration
cards containing identification numbers for each
resident were issued. Mr. Taki’s dream of an online
identification system was finally realized, first in 2004,