Office of the
Civil Service Commission
REALIZED
IT.
IDENTIFYING AND DEVELOPING
HIGH POTENTIALS
PREPARING THE NEXT GENERATION
OF CIVIL SERVANTS
ABOUT OCSC
> Thailand’s Office of the
Civil Service Commission
(OCSC) is a government
agency under the Prime
Minister’s Office, and serves
as the central agency in
charge of advising public
sectors in managing human
resources.
> There are approximately
400,000 civil servants in
Thailand serving in 19
ministries and 149 affiliate
OFFICE OF THE CIVIL SERVICE COMMISSION
departments.
The rapid rate of change in Thailand’s economy,
coupled with the increasing number of entrepreneurs in the country, have both private and public
sectors aggressively recruiting talented people.
This war for talent, as well as attrition due to an
aging workforce and voluntary turnover, have
further heightened the need to find, develop, and
retain talented officers to serve in the civil service.
As the HR advisory to the government, the
Office of the Civil Service Commission (OCSC)
prides itself in its mission to develop and set up
a public human resource management system
that will build and develop the competence of
civil service officials, ensure the implementation
of a merit system in the civil service, and instill
the values of honesty and transparency to
benefit the nation.
“It’s our mission to take care of all civil servants,”
says Dr. Piyawat Sivaraks, director of the Civil
Service Training Institute at OCSC. “We also
have to ensure and guarantee that the civil
service has talented people so we need to
attract and groom qualified people.”
In 2003, OCSC designed the High Potential
Performance System (HiPPS) program with a
three-fold objective to: 1) attract, maintain, and
motivate high potentials within the civil service;
2) continuously and systematically develop
them; and 3) prepare a sufficient number of
highly qualified, experienced, and well-rounded
leaders for senior levels. The program focused
primarily on improving and implementing a
system for selecting high potentials (who are also
called HiPPS Individuals) and for creating the
Experience Accumulation Framework, a roadmap
of cross-functional work assignments and milestones to support career growth and acceleration.
The ultimate aim of the HiPPS program is to
prepare and develop civil servants to become
the nation’s next generation of senior officials.
In 2006, with the Cabinet’s approval to extend
the HiPPS program to all civil service departments, OCSC expanded the program to include
training, specifically developing key leadership
skills, as well as coaching skills for the mentors
assigned to each HiPPS individual. OCSC
needed a partner with the experience and
expertise in talent management to start and help
design the training and development component.
THE BEST
TALENT TO BECOME
TOMORROW’S LEADERS
BUILDING AN EFFECTIVE TALENT
MANAGEMENT PROCESS
“WE HAVE BEEN
VERY HAPPY WITH
THE TRAINING. . .
All the courses were
rated positively and the
managers of the HiPPS
are very satisfied with the
techniques they learned—
it’s a professional way of
managing people.”
D R . P I YAWAT S I VA R A K S ,
D I R E C TO R O F T H E
C I V I L S E RV I C E
TRAINING INSTITUTE,
OCSC
Together with DDI, OCSC reviewed the leadership
competency model and the roles and requirements
not just of the HiPPS individuals, but also of their
immediate managers responsible for coaching them
and ensuring the successful completion of their
performance and development plan. Feedback
was also gathered through regular meetings and
discussions with key stakeholders. After gathering
and reviewing the data, OCSC implemented a
curriculum of several DDI courses, including
Communicating and Listening, Working as a
Team, Resolving Conflict, and Leading Change
for the HiPPS individuals; and Coaching for
Success, Developing Others, Setting Performance
Expectations, and Reviewing Performance
Progress for their managers and mentors.
DDI conducted the initial training sessions on
coaching skills and received positive feedback
from the participants—they asked that the courses
be taught to all other supervisors and managers.
“We have been very happy with the training from
DDI,” says Dr. Sivaraks. “All the courses were
rated positively and the managers of the HiPPS
are very satisfied with the techniques they
learned—it’s a professional way of managing people.” With more managers and HiPPS individuals
set to attend the training programs, OCSC decided
to have several trainers from their training institute
certified to deliver the DDI programs to more than
300 civil servants. Customized case studies were
prepared and incorporated into the training so that
learners could practice the new skills they acquired
during the training.
“When the trainers ran into any kind of difficult
questions, they called DDI and asked for help,”
says Personnel Analyst Kamonwan Sattayayut.
OCSC trainers requested that DDI consultants
observe and give them specific feedback for
improvement during their pilot runs. Several
discussions were also held to review and provide
feedback on the customized case studies. “Thanks
to DDI’s help, my team is now more confident to
be trainers,” says Sattayayut.
Today, the HiPPS system is an effective and transparent talent management process, developing the
next generation of leaders in the civil service
through challenging job rotations and assignments
outlined by the comprehensive Experience
Accumulation Framework (EAF). Development
techniques include scholarships and leadership
training programs, individual development plans,
and close coaching and mentoring. By early 2009,
more than 200 high-potential individuals from
78 departments had joined the HiPPS program.
“GOOD FEEDBACK” AND A PROMISING
FUTURE
“We’ve been happy with DDI and we see a good
future for the HiPPS system based on the good
feedback,” says Dr. Sivaraks. He also indicates
that participants who experienced the leadership
development courses have said that the content
was helpful and useful, particularly the positive
video models and the customized cases that
reflect relevant scenarios. “DDI can translate
complicated concepts into a practical and simple
formula like the Assess-Acquire-Apply approach
in the Developing Others course,” says one of
the leaders who attended. “Not only is it easy
to remember, but it’s also easy to apply.” The
positive feedback comes from the high-potential
individuals themselves, as well as their managers
and other heads of departments who recognize the
value and positive impact of the HiPPS system.
“THANKS TO DDI’S
HELP, my team is more
confident to be trainers.”
K A M O N WA N S AT TAYAY U T,
P E R S O N A L A N A LY S T,
OCSC
“Executives in various departments know their
manpower needs and that they will face attrition in
the next 10 years, so many of them worry about
how to prepare their staff to meet the challenges of
the future,” says Dr. Sivaraks. “They see HiPPS as
one of the solutions.” Division heads are constantly
discussing possible projects and assignments to
be included in the EAF. Human resource professionals applaud the EAF for being the first written
career map to help with career planning. Several
other public sector departments have invited
OCSC professionals to talk about their approach
to talent management and share their experience
with HiPPS so that they can set up a similar process.
“We had a few HiPPS individuals tell us that before
they joined the program, they were planning to
leave the civil service because they were not
happy with their work—they saw no future, and got
better offers from private companies,” Dr. Sivaraks
says. “But after they found out about HiPPS, they
decided to stay and turn down the other offers.
I was very pleased to hear that.”
For the remainder of 2009, OCSC is anticipating
approximately 100 new officials to join the HiPPS
program. With the expansion of the program,
OCSC continues to promote a culture of high
standards and performance in the Thai civil
service, preparing the way for the nation’s future
public servant leaders.
ABOUT DEVELOPMENT DIMENSIONS INTERNATIONAL:
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the gap between where their businesses need to go and the talent required to take them there.
Our areas of expertise span every level, from individual contributors to the executive suite:
• Success Profile Management
• Selection & Assessment
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• Succession Management
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DDI’s comprehensive, yet practical approach to talent management starts by ensuring a close connection
of our solutions to your business strategies, and ends only when we produce the results you require.
You’ll find that DDI is an essential partner wherever you are on your journey to building extraordinary talent.
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