ROYAL MALAYSIA POLICE

207
is

RECOGNITION RMP AS A
SPECIAL SERVICE

years

1807 - 2014

PERUBAHAN PERANAN PDRM

1948 1960
(Era Pengganas
Komunis)
PERTANIAN

TRADITIONAL POLICING
Para - Military

1960 an 2009
(Era Pembangunan
Negara)

2010 dan Seterusnya

(Era Perkhidmatan kepada
Masyarakat)

PERINDUSTRIAN

K-EKONOMI

CONVENTIONAL POLICING
Enforcement

MODERN POLICING
WORLD CLASS POLICING
Service Oriented

VISION 2020
hyperlink
Sektor Awam
memainkan
peranan utama

High Income
Targets US$15,000 20,000
Per capita
By 2020

Enables all
Communities to
Fully benefit from
The wealth of the
country

Inclusiveness

Pemeliharaan
Kesefahaman dan
Keharmonian
berbagai kaum

1MALAYSIA
Rakyat
Didahulukan,
Pencapaian
Diutamakan

April 2009

Keberkesanan Sistem
Penyampaian
Perkhidmatan
Kerajaan

Rakyat
Quality
of Life

Meets present
Needs without
Comprising
Future
generations

Sustainability

Model Ekonomi
Baru Negara
Berpendapatan
Tinggi

Program
Transformasi
Kerajaan (GTP)

Program
Transformasi
Ekonomi(ETP)

6 National Key
Result Areas
(NKRAs)

8 Strategic
Reform Initiatives
(SRIs)

JENAYAH- 1st
PRIORITY

March 2010

January 2010

Pelaksanaan ProjekProjek Secara

Terancang

RMK 10
Sasaran
Pertumbuhan
Ekonomi Makro
dan Peruntukan
Perbelanjaanya
June 2010

Menggerakan
transformasi
Negara menuju
wawasan 2020
Critical
factor :

success

K-worker
The Right Man at
the right place
Right Talent for the
Right Job

THE CASE FOR TRANSFORMATION

6

EXTERNAL DRIVERS FOR CHANGE

STAKEHOLDERS

CUSTOMERS

INTERNATIONAL

GTP, NKRA expectations

Stakeholders regards on PDRM

Governments future pronouncements

Public perception

Changing customers expectations

International ranking

Globalisation and borderless world

THE CASE FOR TRANSFORMATION

7

INTERNAL DRIVERS FOR CHANGE

SHIFT OF ROLES

CURRENT STATE
OF READINESS

INTERNAL
RESOURCES

Redefining the role of a policeman in the society

Redefining the role of PDRM as the lead enforcement
agency
Erosion of roles by other agencies

Readiness of PDRM in the changing socio-economic

climate
Readiness in critical situations
Readiness against increasing crime sophistication

Alignment and coordination of direction and efforts

HR capabilities strength and competency
Rewards and remuneration

MEMELIHARA UNDANG
UNDANG DAN
KETENTERAMAN AWAM

MENGEKALKAN
KEAMANAN DAN
KESELAMATAN MALAYSIA

MENCEGAH DAN
MENGESAN JENAYAH

MENANGKAP DAN
MENDAKWA PESALAH

MENGUMPUL RISIKAN
KESELAMATAN

FROM ENFORCEMENT OF LAW AND ORDER

TO ADDRESS THE DEMAND FOR THE
CREATION OF CONDITIONS IN THE NATION
FOR SAFETY, SECURITY AND WELL BEING OF
SOCIETY
8

THE CHANGING ROLE OF PDRM

CHANGING ROLE OF PDRM

TINDAKAN PDRM

SAFETY

SECURITY

WELL BEING OF SOCIETY

GTP 2.0 : NKRA

REDUCING CRIME

EXPECTATION OF POLICING

The Expectation Of Policing Has Also Changed

Law enforcer

Law enforcer
+
Community oriented

Regimented
Interactive and approachable
To solve cases
Proactive engagement
To prevent crime
Customer oriented
Strict
Stern but emphatic
Policing we want to see, is not policing done to people but its policing done with people

Dimensi Perubahan Organisasi - PDRM

Masa Dahulu

Masa Kini/Sekarang

Mengikut arahan dengan betul (Doing things right)

Mematuhi prinsip-prinsip, standard dan tatakerja yang
ditetapkan

Membetulkan tugasan yang dijalankan (Doing the right

things)- menilai keberkesanan organisasi, mengkaji
semula cara operasi dan menilai sistem prosedur untuk
memastikan pencapaian misi

Centralised and Input Management- Perancangan,

menyusun, mengarah dan mengawal secara berpusat

Outcome based managementMendefinasikan semula tujuan organisasi,menyusun

semula untuk memberi tumpuan serius kepada
keberhasilan dan tujuan sosial organisasi di semua
peringkat

Penyelesaian Masalah:- (Problem Solving-Reactive)

Menghasilkan keputusan dengan responsif, analitikal dan
tegas.

Meramalkan Masalah:-(Problem Seeking-Proactive)

Mewujudkan penyelesaian masalah secara proaktif
dengan pemikiran konseptual dan sikap bersaksama

Need-to-know basic
Melindungi masyarakat dari kebimbingan yang tidak wajar
tentang ketenteraman dan keselamatan

Open Management
Mendapatkan penglibatan orang awam dan membuat
keputusan yang adil dan telus terbuka dalam mengurus
dan tertakluk kepada penelitian terbuka dari golongan
berkepentingan

Perubahan-perubahan ini memerlukan perubahan dalam tatakerja, pemikiran,

teknologi baru, perasaan dan sikap untuk menjalankan tugasa

Transformasi PDRM
Utamakan penghasilan kerja
Perkhidmatan yang Fit For Purpose
Memperolehi jumlah dan kualiti tenaga manusia
yang kompeten
Membangunkan sumber manusia berkemahiran
tinggi dan anjal
PDRM sebagai majikan pilihan

Pangkat / Jawatan
Rancangan Keberhasilan
Kebebasan untuk
penyelesaian masalah
Kebebasan untuk
Bertindak

Struktur
/Jawatan

Strategi

Budaya Kerja
Berprestasi
Tinggi

Budaya
Anggota

Pengetahuan
Kemahiran
Sikap

Meningkatkan keselamatan dan

ketenteraman awam
Memelihara dan memupuk undang
undang
Pengurusan sumber manusia dinamik dan
modal insan berkualiti

Kompetensi

Proses

Tatacara, Teknik (cara kerja berdasarkan

kekompetenan)
Pengukuran Pelbagai (KPIs)
Kerja berpasukan & Empowerment
Teknologi dan Infrastruktur

PDRM ROAD MAP TO EXCELLENCE

PS5T PDRM

VISI
AGENSI PENERAJU DALAM MENJADIKAN MALAYSIA
NEGARA SELAMAT, AMAN DAN SEJAHTERA

KEAMANAN DAN
KESELAMATAN AWAM

PENCEGAHAN
JENAYAH

TERAS 4

PENGUATKUASAAN
UNDANG-UNDANG

TERAS 3

Memberi Perkhidmatan Profesional dan Berkualiti Dalam melindungi Negara Dan Menjamin
Persekitaran yang Selamat Bagi Masyarakat

TERAS 2

TERAS 1

MISI:

SIASATAN DAN
PENDAKWAAN

TERAS 5

PENGUKUHAN ORGANISASI
URUSTADBIR /INTEGRITI

KEMANTAPAN LOGISTIK
KEUPAYAAN SUMBER MANUSIA

QUADRANT /PILLARS OF EXCELLENCE

POLICE TRANSFORMATION
The policing environment is continuously evolving and has become much
more complex. The role of police in a modern, multicultural nation places
the officers in many critical and extremely sensitive situations during their
work. With the current economic environment, there is a greater need for
police forces improve efficiency and effectiveness.

There is a clear need to rebuild trust and confidence in policing and give communities
the assurance of a community centric and proportionate response. Focusing
particularly the cultural, structural and systemic issues that make is difficult for such
organisations to implement sustainable improvement programmes.

To develop and implement sustainable efficiency and

effectiveness initiatives that are aligned to the environment and
cultural context.

16

POLICE TRANSFORMATION
To develop an organisational approach that encourages proactive
leadership, understands customer and stakeholder demand, designs and
implements demand-led end-to-end processes and adopts a culture of
continuous learning and change.
Moving away from the silo based process improvements initiatives and move towards
a more holistic approach to policing. explore and expose interdependencies and the
interconnectedness of the whole end-to-end process that may include receiving a
telephone call, deploying officers, making an arrest, completing a crime report, taking
a statement, interviewing a witness or suspect and building a case file.

To deliver Strategic and Operational Excellence for the

organisation and ensure that create organisational agility that will
allow meet the dynamic and evolving needs of the community
and key stakeholders.

17

DESIRED FUTURE STATE

18

THE NEW POLICEMAN HAS TO BE A SOCIAL SCIENTIST WHOSE MAJOR CONCERN

SAFETY, SECURITY AND WELL BEING OF SOCIETY WHERE BY RMP NEED TO BE
LOOK DIFFERENTLY AND COMPENSATED AND MOTIVATED UNDER A SPECIAL
SERVICE
Culture
Structure

Policies
Organisation

Procedures
Methodologies

Capabilities

Processes

Technology
Tools and Equipment
Infrastructure

Strength
Human
Resources

Competency
Performance
Values and Behaviours

RMP AS A SPECIAL SERVICE

Bringing the best of world class
practices to Malaysia

Transforming the
way we work

Enhancing
omnipresence
initiatives

World Class
Policing

Building pride in
the badge

Strengthening
community
engagement and
volunteerism

| 19

Dipacu oleh Prestasi

Prestasi
Pelindung
Proaktif

Dinamik

Organisasi Berilmu

Bertaraf Dunia

Integriti
Profesional
Berilmu

Mesra Rakyat

Kompeten

Peralatan
Kompetensi
Dasar
Metodologi
Infrastruktur
Teknologi

Masyarakat
Pihak
Berkepentingan
Agensi Sahabat

K-POLIS

Modal Insan dan Pengurusan Bakat

Program Pembangunan Kenaikan Pangkat secara istimewa (FAST TRACK)
Mengenal pasti 5% daripada kakitangan yang berprestasi tinggi dalam Kontinjen Kuala
Lumpur dan menawarkan peluang-peluang untuk pembangunan kerjaya yang lebih pantas
Memastikan proses pemilihan yang ketat, yang disesuaikan dengan pembangunan
profesional
Mewujudkan Budaya Berprestasi Tinggi (HIGH PERFORMANCE CULTIURE)
Melaksanakan sistem faedah yang jelas bagi yang berprestasi dan akibat untuk yang tidak
berprestasi
Menempatkan semula ~ 300 pencapai prestasi cemerlang di seluruh 15 jawatan paling
kritikal
Menubuhkan Unit Kompetensi Profesional
Membangun Organisasi yang sesuai untuk keperluan (FIT FOR PURPOSE)
Membangunkan organisasi yang sesuai dan struktur pangkat untuk KL
Melantik pegawai Awam sebagai pakar secara kontrak
Sistem faedah yang menarik bakat terbaik ke KL (BENEFIT MANAGEMENT)
Memperkenalkan Elaun Bandaraya untuk mencerminkan kos sara hidup yang lebih tinggi dan
kompleks polis di KL
Mengedarkan Kit KL dengan peralatan yang berkaitan, contohnya, lampu suluh, cota, vest
patulan cahaya
Meningkatkan perlindungan insurans untuk semua kakitangan Kuala Lumpur
Memastikan persekitaran kerja yang kondusif bagi kakitangan

MODEL PENGKELASAN 5 BIDANG PENGKHUSUSAN PDRM

Kepolisan Komuniti
KP
KPD
KPB

Kluster
Pencegahan Jenayah
Pengurusan
Sumber Manusia &
Organisasi

Pengurusan
Logistik

KDN/KA
PGA
PSP
PGM
Pengangkutan
Persenjatan
Komunikasi
ICT

Kluster
KEPOLISAN AM

Kluster
KESELAMATAN &
KETENTERAMAN AWAM

Kluster
SIASATAN
PERUNDANGAN/
PENDAKWAAN

Kluster
RISIKAN KESELAMATAN

JSJ
JSJK
JSJN

CAWANGAN KHAS

Hubungan
Antarabangsa &
Hal-Ehwal Luar
Negara
22

PENGGILIRAN TUGAS
SB KEKAL TIADA
PENGILIRIAN
RISIKAN
KESELAMATAN

TALENT SPOT

3 KE 6 THN
KESELAMATAN &
KETENTERAMAN AWAM

3 KE 6 THN
SIASATAN/PERUNDANGAN
PENDAKWAAN

PELATIH

3 KE 6 THN
KEPOLISAN AM
PENCEGAHAN JENAYAH

Tempoh Perkhidmatan tidak melebehi 6 tahun

3
0
BAGI MEMASTIKAN SESEORANG PEGAWAI MEMPUNYAI PENGALAMAN YANG MENYELURUH MENGENAI SESUATU
OPERASI DALAM ORGANISASI
SEORANG KAKITANGAN AKAN DIGILIRKAN DI 3 BIDANG PENGKHUSUSAN ANTARA 3 HINGGA 6 TAHUN
PENGGILIRAN DI PELBAGAI JABATAN BOLEH MEMASTIKAN SESEORANG YANG BAKAL DINAIKAN KE TINGKAT JAWATAN
YANG LEBIH TINGGI MEMPUNYAI PEMAHAMAN YANG MENYELURUH DALAM OPERASI-OPERASI ASAS SESEBUAH
ORGANISASI

SATU RANGKA KERJA HOLISTIK DAN BERSEPADU AKAN DILAKSANAKAN UNTUK

MEMASTIKAN KEJAYAAN TRANSFORMASI PDRM

Strategi

(Pembangunan
Kerjaya/Pengurusan
Bakat/ Pelan Penggantian
Model Kompetensi)

Modal Insan

(Halatuju Strategik /Dasar /Prosedur)

- Pelan Transformasi PDRM
- Pelan Transformasi PSM

Sinergi
(Pengstrukturan Semula
Penjanamaan)

Organisasi

Mewujudkan Pelan Induk Transformasi yang mempunyai

Kompetensi dan program pembangunan Modal Insan

Model

KESEJAJARAN STRUKTUR ORGANISASI, PERANAN DAN INTERVENSI PENGURUSAN

SUMBER
MANUSIA KE
ARAHagar
PERANCANGAN
STRATEGIK
PDRM perkhidmatan
1. Untuk
mentransformasikan
kerajaan
menjadi lebih efektif
dalam penyampaian

Pelan Strategik
Pengurusan Modal
Insan

Strategi

Memahami Implikasi
Hala Tuju masa
depan mengenai
Profil Pekerjaan dan
Kompentensi

Jajar

Jajar

dan bertanggungjawab atas keberhasilan yang menjadi keutamaan kepada rakyat;

2. Memacu Malaysia ke arah melahirkan masyarakat yang maju, bersatu-padu dan saksama dengan
standard kehidupan yang tinggi untuk semua. Ini sejajar dengan misi nasional ke arah mencapai
Objektif
Wawasan 2020 untuk Malaysia mencapai status negara maju sepenuhnya.

HRMIS

Struktur Organisasi
Pelan Halatuju Startegik HR
Perkhidmatan Awam

Jajar
Job Spec.
Profil Pekerjaan
Nyatakan dan menilai kompetensi
yang diperlukan

Pekerjaan (PERMINTAAN)
Right Talent for the Right Job

Men Spec.
Penilaian untuk menentukan jurang
didalam Organisasi

Manusia (PENGELUARAN)

Rangka Kerja Transformasi PSM PDRM

Teras PDRM

Pelan Strategik Pengurusan Sumber Manusia PDRM

Latihan dan
Pembangunan /
Training and
Development

Pembangunan
Sumber Manusia
berasaskan
kompetensi

Perancangan
Penggantian /
Succession
Planning

Skim
Perkhidmatan

World Class Policing

Keupayaan
Institusi

Pengurusan
Strategik

1.Pengurangan kadar
jenayah jalanan
2.Meningkatkan Kepuasan
Awam

Keupayaan
Institusi

Visi Negara

Agensi Peneraju dalam

Mencapai Status

menjadikan Malaysia
negara yang Selamat, Aman
dan Sejahtera

Negara Maju
Menjelang Tahun
2020

Meningkatkan
keselamatan dan
keamanaan awam

3.Pengurangan kadar indeks

jenayah
4.Pengurangan
kebimbangan awam
terhadap menjadi mangsa
jenayah
5.Tingkatkan Kadar
Pendakwaan

Outcome

Siasatan Dan
Pendakwaan

Pengiktirafan &
Ganjaran /
Recognition and
Rewarding

Pengurusan
Sumber Manusia
berasaskan
kompetensi

Inovasi dan
Minda Kelas
Pertama

Pencegahan Jenayah

Pengurusan
Prestasi /
Performance
Management

Perancangan Sumber
Manusia berasaskan
kompetensi

Keamanan Dan
Keselamatan Awam

Pemilihan /
Selection

Penguatkuasan
Undang-undang

Pengambilan/
Recruitment

Visi PDRM

Output
Kecapaian

Kemakmuran
Negara

Memupuk dan
Memelihara
undang undang
dan
ketenteraman
awam

Daya Saing
Negara

NKRA
Hasil Utama

Visi Negara

Di mana modal insan dibangunkan dan diuruskan

sebagai knowledge worker, untuk berfungsi dalam
knowledge organisation
Di mana peranan pengurus modal insan telah
dipertingkatkan menjadi rakan strategik organisasi

Di mana fokus PSM diarahkan kepada kecekapan

operasi di dalam menguruskan sumber manusia

Di mana fungsi utama ialah menyelenggara rekod

personel

Penilaian Kompetensi

Pengurusan Kerjaya

Pengurusan Prestasi
Pembangunan (latihan)

(Performance
management)

Pengurusan Rekod
Peribadi

Perolehan Sumber
Manusia

Data Perjawatan

DESIRED FUTURE STATE OF PDRMS HUMAN RESOURCES

- Superior Performers (Competency Base)

STRENGTH

VALUES &
CULTURE

PDRM is manned by the right people, in the right

number, with the right capabilities, doing the right
job, at the right time

COMPETENCY

PDRM is firmly guided by a strong moral

compass
where
courage,
unity,
professionalism, integrity and customer service
are the values upheld by all

Competency becomes the

denominator that drives HR
making

PERFORMANCE

common
decision-

PDRMs human resources are constantly

performing at it highest level
29

FRAMEWORK TRANSFORMASI PENGURUSAN SUMBER

MANUSIA
Establishing solid HR
frameworks as foundation
for enhanced HR practices

Superior Performers
( Competency base)

Incorporating best-practices
into HR processes

DESIRED HR FUTURE
STATE

Leveraging on technology to
enhance HR effectiveness
and efficiency (HRMIS)
KEKUKUHAN
RANGKA KERJA
PSM

KEMANTAPAN
PROSES PSM

KEUPAYAAN
TEKNOLOGI

ORGANISASI PSM YANG DIPERKUKUH

Strengthening of HR
organisation. Realignment of
HR structure (Bahagian
Dasar Sumber Manusia)

PENGURUS PSM YANG KOMPETEN

Transformasi PSM dipacu oleh 3 teras strategik

dan 2 pemboleh strategik

Continuous enhancement of
HR practitioners
competencies
30

INISIATIF STRATEGIK PENGURUSAN SUMBER MANUSIA

KEKUKUHAN
RANGKA KERJA
PSM

KEMANTAPAN
PROSES PSM

KEUPAYAAN
TEKNOLOGI

ORGANISASI PSM YANG

DIPERKUKUH

PENGURUS PSM YANG

KOMPETEN

Pengesahan dan Perluasan Job Description

Pembangunan Model Kompetensi
Pembangunan Kompetensi Fungsian
Pembangunan Kaedah Penilaian Kompetensi (assessment centre)
Pembangunan Rangka Kerja Pengurusan Kerjaya

Penambahbaikan proses dan amalan Pengambilan

Penambahbaikan proses dan amalan Penempatan
Penambahbaikan proses dan amalan Pengurusan Prestasi
Penambahbaikan proses dan amalan Pembangunan Kompetensi
Penambahbaikan Skim Saraan dan Ganjaran

Peningkatan dan perluasan penggunaan HRMIS

Peningkatan keupayaan analisis maklumat sumber manusia menerusi kaedah
Business Intelligence

Penubuhan Bahagian Dasar

Peningkatan kompetensi Pengurus-pengurus Sumber Manusia

31

HUMAN RESOURCE TRANSFORMATION

Manpower
Planning
Recruitment

COMPETENCY
(capability)

Placement

PERFORMANCE
(motivasion)

VALUES & CULTURE

(outcome)

HR PLANNING

Performance
Mgmt
Rewards &
Recognition

HR MANAGEMENT

Competency
Development

HR DEVELOPMENT

COMPETENT,
HIGHPERFORMING &
VALUE-DRIVEN
HUMAN
RESOURCES

Career Mgmt
Continuous Evolution Of The Strategic Role Of HR In
Achieving Organisational Objectives
RECORD MGMT

OPERATIONAL
PERSONNEL MGMT

STRATEGIC HR
MGMT

KNOWLEDGEBASED MGMT

PEMBANGUNAN JOB DESCRIPTION (JD) DAN

KEPERLUAN KOMPETENSI UNTUK SETIAP
PERJAWATAN STRATEGIK DAN KRITIKAL PDRM

PENGURUSAN SUMBER MANUSIA

BERTERASKAN KOMPETENSI

PENSTRUKTURAN SEMULA ORGANISASI

PDRM

PENAMBAHBAIKAN SKIM PERKHIDMATAN

DAN STRUKTUR PENGGAJIAN

PEMANTAPAN PENGURUSAN KERJAYA

THE
RIGHT
MAN, WITH THE
RIGHT VALUES
AND
COMPETENCIES,
DOING
THE
RIGHT JOB AT
THE
RIGHT
TIME
AND
PLACE, DOING
THE
RIGHT
THINGS, RIGHT.

Issues Analysis

The Motivation of Frontlines Supervisors

(OCPD & OCS)
The motive profile of 294 frontline supervisory officers was measured

High on I can do better

High Achievement

High on I have to be
concerned about other
peoples feelings

High Affiliation

High Power
(Personal power)

High on I want to get others to

follow what I say

(Socialized power)

High on I have to get others to

do what is right

High Power

Polis DiRaja Malaysia

34

Issues Analysis
Opinions of 294 frontline supervisory officers
Less than 5% of
the sample are
superior
performers

Opinion of Different Categories of Employees

100.0%
90.0%
80.0%
70.0%

10 officers

60.0%

180 officers

50.0%

38 officers

40.0%

66 officers
productivity <70%

30.0%
Organization
Energy

Performance
Orientation

Communication

Supervision Style

Decision Making

Clarity of Goals

Opinion of High Achiement Profile Employees

Employees who estimate their productivity to be 80% or higher
Employees who estimate their productivity to be 70% or lower
High Affiliation profile employees
Polis DiRaja Malaysia

Management
Development

Rationale on
Compensation

35

Issues Analysis

The Motive Profile of All Subjects

Generally, there are
more officers who are
concerned about
relationships then there
are officers who are
concerned about doing
better

Motive Profile of PDRM

14

12

10

More than 75% of the

population of PDRM are
High relationship profile
officers average
performers.

Ach

Achievement

Aff (Rel)

Pow

Affiliation
Polis DiRaja Malaysia

Power
36

FOMULASI KEPERLUAN JAWATAN

JAWATAN

DISKRIPSI TUGAS
KRA

MSA

KPI

Tugas dan
kewajipan yang
dilakukan pada
sesuatu kerja

DISKRIPSI
TUGAS

KRITERIA

LATIHAN YANG
PERLU

KOMPETENSI
YANG PERLU
SPEKSIFIKASI TUGAS
KNOWLED
GE

SKIL
L

ATITUT
E

Kelayakan yang
diperlukan untuk
melaksanakan tugas.

PELAKSANAAN PENILAIAN BEHAVIOUR EVENT INTERVIEW (BEI)

BERDASARKAN KOMPETENSI
Self
Management

Problem
Solving

Managing
for result
Job Competency Profile

Team
Management

Customer
Orientation

DSP

14

12

Profil
Pangkat

10

Profil
Personel

0
Ach

Achievement
drive
I can do better

Aff (Rel)

Affiliation
Concerned about
Relationship

Pow

Power
To convince, to influence and
to lead

KENGUNAAN KOMPETENSI DALAM SEMUA ASPEK MODAL INSAN

HRMIS PDRM
MODEL
KOMPETENSI

THE SYSTEM WILL SUGGEST THE RIGHT MAN FOR THE RIGHT JOB INCLUDING PROMOTION

Padanan Kerja (Job

Grouping)

Jawatan
Standard,Sebenar,
Strategik dan Kritikal

Keterangan Peranan
& Tanggungjawab

Diskripsi Tugas

Pengenalpastian
Kecekapan
Diperlukan

SpesifikasiTugas
Knowledge, Skill
Attitude and Others
(KSAO)

Keterangan Tahap
Kompetensi dan
Kompetensi
Kamus Kompetensi

MELATIH PENILAI ASSESSOR

PERASMIAN KURSUS ASSESSOR KOMPETENSI PDRM
26 27 JULAI 2012 DI AUDITORIUM PDRM BUKIT AMAN

Overall Project Framework

Competency Framework,
Dictionary, Gap Analysis,
Individual Development Plan
to be implemented in HR
practices

1
COMPETENCY
FRAMEWORK
Data on Competency
Framework, Dictionary, Gap
Analysis, Individual
Development Plan

2A.
HR PRACTICE &
PROCESS
ENHANCEMENT
Enhanced HR
Processes & Practices
Competencyenabled HRMIS

2B.
HRMIS ENHANCEMENT

New HR practices, impact analysis

and gap assessment, potential
barriers and enablers to change

3.
CHANGE
MANAGEMENT

Automation of HR
processes, competency
embedded in HR functions

41

Holistic Competency Framework

By Jawatan Standard
By Bidang Kepolisan
By level in organisation
BEHAVIOURAL

CORE COMPETENCIES
COMPETENCIES

Common across PDRM

Holistic Competency Framework

COMPETENCY
CATEGORY

DESCRIPTION

EXAMPLES OF GROUPING

Behavioural
Competency

Competencies that indicate

behaviours that are common
across PDRM. Must be
possessed by everyone in the
force

Self management
Managing for results

Generic Job
Competencies

Generic competencies required

at positions defined by its level
in organisation

Pengarah level
Timbalan Pengarah level

Policing
Competencies

Competencies that are related

to the 4 Bidang Kepolisan.

Siasatan dan Perundangan

Pencegahan Jenayah dan
Kepolisan Am
Risikan Keselamatan
Keselamatan Dalam Negeri dan
Ketenteraman Awam

Functional Job
Competencies

Competencies that are related

to specific job functions

Pegawai Penyiasat
Ketua Polis Balai

MODEL KOMPETENSI PDRM

Right Person In The Right Job
Knowledge/Experience/Skills

Knowledge/Experience/Skills
Values

Values
Behaviors

Behaviors

Critical Connections

Relationships

Key Result
Areas

KETUA POLIS DAERAH

Define Job Profile

JOB

Expectations/
Results

Build Candidate Profile

FIT vs. GAP

PERSON

Evaluate andFUCTIONAL
Decide COMPETENCY
BEHAVIORS COMPETENCY

HRMIS EXECUTIVE DASHBOARD :

SIMULATION AND PLANNING

THE WAY FORWARD

HARAPAN YB MENTERI DALAM NEGERI

MEMENUHI EKSPEKTASI (RISE TO THE EXPECTATION OF
STAKEHOLDER)
PDRM SEBAGAI INSTITUSI BERPRESTASI CEMERLANG
(RMP TO BE A SUPERIOR PERFORMANCE INSTITUTION);
MENGHAYATI TOTAL SECURITY MERANGKUMI MODERN
POLICING DAN WORLD CLASS POLICING; DAN
MENTERI DALAM NEGERI DAN KEMENTERIAN DALAM
NEGERI AKAN MENYOKONG SERTA MENDUKUNG
KEPERLUAN PDRM

THE WAY FORWARD

AMANAT KETUA POLIS NEGARA
PDRM MESTI BERUBAH UNTUK KEKAL RELEVAN (PDRM
MUST CHANGE TO REMAIN RELEVANT) ;
BEKERJA SEBAGAI SATU PASUKAN DALAM
MEMFORMULASIKAN HALATUJU BAHARU PDRM
(TEAMWORK TO FORMULATE PDRM FUTURE
DIRECTION); DAN

PEMBANGUNAN MODAL INSAN SEBAGAI FAKTOR

KEJAYAAN KRITIKAL (HUMAN CAPITAL DEVELOPMENT
AS A CRITICAL SUCCESS FACTOR)

Modern policing requires strategies to address a number of threats and challenges of

the future
Modern policing needs to be able to
address a number of threats and
challenges over time
How to prevent these threats?
NKRA Year 1: Focus on omnipresence

When they happen, how best

to respond?
NKRA Year 2: Right people
in the right roles

How to continue sustaining performance

over time?
NKRA Year 3: Institutionalise and sustain
performance over time

Priority areas for PDRM

Traditional crimes, e.g., petty theft, house

break-ins, robberies

Primary touch-point for the public biggest

opportunity to directly impact perception and
fear of crime

Narcotics

Triads/organised crime
Commercial crime
IT/cyber crimes
Transnational crimes, e.g., people-smuggling,
counter-terrorism

Raise capability of PDRM over time to

proactively manage these challenges
| 48

What can happen when thinking, feeling and behaviours are not in
alignment with declared purpose of PDRM
The declared
mission of PDRM

VISSION MISSION

VISSION MISSION

VISSION MISSION

Is this the
discrepancy the
public can sees?

Ethical thinking, feeling and behaviour

Trying To Build a House From The Roof Down When The Foundation is Weak!
49

Amongst all the threats that the country faces, we have identified 1 threat that has led
to a divide between society and its domestic peace keepers

Public Perception
All Time Low
Public Confidence
All Time Low
Public Support
All Time Low
Public Engagement
All Time Low

Key Question to Ask:

How to we rebuild the bridge between the

Force and Society ?
Not How do we counter these facts ?

R o y a l

M a l a y s i a n

P o l i c e

AGENDA PROGRAM TRANSFORMASI KERAJAAN (GTP) - PENJAJARAN

SEMULA ( ALIGNMENT )- KEATAS PELAKSANA DASAR ( WARGA PDRMPENJAWAT AWAM ) DALAM PEMBANGUNAN MODAL INSAN SEBAGAI
KOMPONEN PENTING UNTUK :*MENENTUKAN KREDIBILITI / KEUPAYAAN MODAL INSAN KOMPETEN
DIKENALPASTI BAGI MEMACU PROGRAM TRANSFORMASI

*MEMANTAPKAN FUNGSI PENGURUSAN SUMBER MANUSIA DALAM

MENJAYAKAN PROGRAM /INISIATIF TRANSFORMASI

THE WAY FORWARD

HRMIS SEBAGAI PEMANGKIN PENGURUSAN SUMBER MANUSIA

Struktur Perjawatan

The Right Size /Outcome Based

/Penubuhan Bahagian Dasar

Pengurusan Kerjaya

The Right Man with The Right Job with

The Right Competency

Pengurusan Prestasi

Pencapaian Kpi/ Assessment Centre

Pengurusan Kompetensi

DOT/Kamus Kompetensi
52

52

MEWUJUDKAN BUDAYA ORGANISASI CEMERLANG

Pelanggan
Persaingan

Kualiti

ORGANISASI
BERTARAF DUNIA

Krisis
Kos

Produktiviti

Transformasi dengan menjadikan ICT sebagai

enabler dalam perkhidmatan dan pengurusan
PDRM.
PENGURUSAN PERUBAHAN
(CHANGE MANAGEMENT)

Berfikir

Bersikap

Bertindak

Kreatif
Inovatif

Positif

Berkesan
Cekap