DIREKTORI PROGRAM PEMBELAJARAN DAN PEMBANGUNAN LEARNING AND DEVELOPMENT PROGRAM DIRECTORY INSTITUT PERKHIDMATAN AWAM (IPA) JABATAN PERDANA MENTERI ...
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DIREKTORI PROGRAM
PEMBELAJARAN DAN PEMBANGUNAN
-----------------------------------------------------------------------
LEARNING AND DEVELOPMENT
PROGRAM DIRECTORY
INSTITUT PERKHIDMATAN AWAM (IPA)
JABATAN PERDANA MENTERI
Governance & Leadership Human Resource & Management Communication & Customer Service Innovation & Info-Communication Technology
PROGRAMS LIST
Governance & Leadership Human Resource & Management
Urustadbir & Kepimpinan Sumber Manusia & Pengurusan
SD1101 Managing Strategy PC3103 Effective Project Management
SD1102 Policy Monitoring And Evaluation PC3106 Minda Harmoni
SD1105 Applying Strategic Thinking PC3108 Coaching And Mentoring At The Workplace
SD1107 Strategic Planning And Thinking [NEW]
SD1108 Strategy Implementation For Leaders PC3203 Using Key Performance Indicators To
SD1109 Introduction To Public Policy [NEW] Measure Organisational Performance
SD1201 Women In Leadership PC3205 Kemahiran Penyeliaan
SD1202 Enhancing Self-Leadership PC3206 Secretarial Skills
SD1203 Strategic Leadership PC3207 Induksi Perkhidmatan Awam
SD1204 Frontline Leadership PC3208 Persediaan Persaraan
SD1205 Resilient Leadership PC3211 Meraih Jalan Kejayaan
SD1206 Leading With Strategic Intelligence PC3214S Pensijilan Perkeranian
SD1301 Introduction To Cost Benefit Analysis PC3215 Pembantu Pejabat
In Policy Making OC4105 Productivity Improvement
SD1401 Foresight And Horizon Scanning OC4111 Human Resource Management [NEW]
PSE5001 Rukun Akhlak Dan Etika Kerja OC4201 Achieving Learning Organisation
Perkhidmatan Awam OC4209 Competency Development [NEW]
PSE5002 Bimbingan Penggerak Negara Zikir OC4210 Training Of Trainers [NEW]
PSE5003 Penerapan Etika Melalui Kepimpinan
Organisasi [NEW]
Innovation &
Communication & Customer Service
Komunikasi & Perkhidmatan Info-Communication Technology
Inovasi & Teknologi Info-Komunikasi
Pelanggan
PE2101 Power Of Negotiation SD1402 Data Analysis And Decision Making With
PE2103 Komunikasi Berkesan Microsoft Excel [UPDATED]
PE2104 Penyampaian Berkesan SD1502 Data Analytics For Public Sector [UPDATED]
PE2106 Tatacara Persuratan Rasmi PC3104 Developing Database Using Microsoft Access
PE2108 Corporate Communication And With Visual Basic
Branding [UPDATED] PC3107 Project Management Using Microsoft Project
PE2109 Preparing Report And Working Paper SD1503 IT Security Awareness For End Users [NEW]
Made Easy [UPDATED] PC3109 Penyediaan Dokumen Melalui Mailmerge
PE2202 Effective Stakeholder Engagement [NEW]
PE2205 Kerja Berpasukan PC3201 Business Process Analysis With Business
OC4103 Pengurusan Perkhidmatan Pelanggan Process Reengineering
Yang Cemerlang PC3202 Kumpulan Kerja Cemerlang ‘Team-Based’
OC4104 Perkhidmatan Pelanggan Yang Berkualiti – PC3210 Menangani Perubahan
Frontliners OC4101 Strategic Organisational Development
And Transformation
OC4108 Design Thinking
OC4109 Break The Pattern
OC4110 Blue Ocean Strategy
OC4112 Critical Thinking, Problem Solving And
Decision Making [NEW]
OC4202 Ignite Your Creativity And Innovation
OC4206 Leading Innovation
OC4207 Towards Innovative Culture And Mindset
OC4208 Applying 4IR In Organisation [NEW]
Governance & Leadership
SD1101 MANAGING STRATEGY
Duration - 3 Days (19.5 Hours)
Overview
Formulating the strategy is just the beginning and 13-Step Process:
is simple – deploying the strategy to the front line is • Leadership
tough trying and requires outstanding leadership • Reporting/Resources
persistence. We often strategise superbly but • Teams
implement pathetically. Leaders can improve Strategic • Strategy
Performance by focusing on Implementation – not the • Feedback
grandstanding “motivate the troops” sloganism, • Refinement
focusing on a few prioritised goals and building • Launch
momentum, willingness and success. The core of this
• Project Management
Strategy Implementation is the Speed of
• Persistence
Implementation, Efficiency of Implementation and the
• Passion
Effectiveness of Implementation.
• Analysis
Key Objectives • Celebration and Recognition
• Learning and Other Tools
At the end of this course, the participant will:
• Understand the detailed structure and systems Target Level
of Process Map for implementation of strategic
plan to achieve the desired goals Superscale & Group
• Enhance and apply proficiency in using a
Competency Focus
number of important tools to implement the
strategic plan to engineer changes and
STRATEGIC DIRECTION:
spearhead development of strategies
Champion Vision and Values
• Understand and practise the elements of Plan –
Do – Check – Act in relation to Strategic
Implementation and ensure its alignment to Superscale
organisational goals • Provide the structure and systems to achieve
the desired goals and create a shared sense of
Methodology purpose
• Lecture • Direct and oversee the execution of strategic
plans to achieve organisational vision and values
• Discussion
• Case Study
Group
• Interaction
• Engineer changes and spearhead the
• Work Groups
development of strategies to accomplish
Modules organisational goal
• Align organisational goals and objectives in line
4 Key Components: with organisational vision and values
• Theory Academic Research
• Critical Success Factors
• Tools for Implementation Language
• Practice Using the Tools
English/Malay
Pre-Requisite
If applicable 4
Back to Glossary
SD1102 POLICY MONITORING AND EVALUATION
Duration - 4 Days (26 Hours)
Overview
Policy deployment is a process to capture and bolster • The Policy Deployment steps or process:
strategic goals as well as assert the vision of future o Establish the Vision
insights and to develop the means to bring these o Developing the Plan
goals and vision into reality. Excellence in policy o Setting Objectives
deployment can be achieved when it is properly o Deploying to the relevant Units
planned and strategically executed. The best practice o Implementing the Plan
for the deployment is to model a proper mechanism o Reviewing the Progress
to align a company’s resources to vital tasks for o Annualising the Review
quality policy deployment or strategy deployment. • Evaluation/Review
o Analysing whether existing policy is still
This workshop is implemented based on the approved relevant, accurate and legal
resource plans of the government of His Majesty o Identify if any laws and regulations has
Sultan of Brunei Darussalam where as a basis the changed since the policy was created. If so,
what are the implications?
workshop will provide leaders with necessary
o Taking account into technologies and
knowledge on various frameworks, techniques processes changed since the policy was
especially in policy deployment and evaluation to created and its implications they have on risk
achieve distinction aligned to His Majesty’s Titah. o Identifying new risks that policies should
address
Key Objectives
Target Level
By the end of this program, participants will be able to:
• Discover, understand and utilise the various Division I & II
techniques & strategy in effective policy
deployment and ensure the policies align with Competency Focus
organisational goals and objectives
STRATEGIC DIRECTION:
• Review and amend existing policy to prepare for
policy evaluation Champion Vision and Values
• Apply monitoring techniques as means of policy
evaluation Division I
• Apply correct analysis techniques to identify & • Engineer changes and spearhead the
address new issue development of strategies to accomplish
organisational goal
Methodology • Align organisational goals and objectives in line
with organisational vision and values
• Lecture
Division II
• Discussion
• Translate strategic organisational goals,
• Case Study objectives, initiatives into plan of actions
• Practical Activities • Develop and communicate plan of actions
accordingly to the set timeline and priorities
Modules
Language
• Workshop's purpose?
• Policy Deployment Definition English
• Policy Deployment Process
• Key Elements of Policy Deployment 5
• Benefits of Policy Deployment Back to Glossary
SD1105 APPLYING STRATEGIC THINKING
Duration - 2 Days (13 Hours)
Overview Competency Focus
In this program, we explore the concept of strategic STRATEGIC DIRECTION:
thinking from a number of different perspectives, and Champion Vision and Values
we argue that strategic thinking plays a far greater
role in our individual success and effectiveness, Division II
whether at home or in the workplace, than is • Translate strategic organisational goals,
commonly acknowledged. objectives, initiatives into plan of actions
• Develop and communicate plan of actions
The program provides participants with a wide range according to the set timeline and priorities
of practical tools and techniques that they can take Language
back to their workplaces and use to help themselves
and their teams be more strategic and develop more English
effective long-term strategies.
Key Objectives
At the end of the program, participants will be able to:
• Define strategy and strategic thinking, including
key principles, and a structured approach
• Clarify outcomes and developing a better
understanding of the current operating
environment
• Undertake stakeholder/client analysis
• Manage blocks and barriers to strategic thinking
• Develop innovative strategy options and
evaluating them to bring about change
Modules
• Thinking Strategically
• Operating Strategically
• Leading Strategically
• Communicating Strategically
Methodology
• Lecture
• Discussion
• Case Study
• Group Activity
Target Level
Division II
6
Back to Glossary
SD1107 STRATEGIC PLANNING AND THINKING
Duration - 2 Days (13 Hours)
Overview Target Level
This programme will equip Senior Managers with the Superscale & Group
skills to scan the environment, understand customer
buying factors, formulate and execute strategies that Competency Focus
drives results. This would involve formulating strategy, STRATEGIC DIRECTION:
performing competitive analysis and making Champion Vision and Values
investment decisions that will drive success in their
respective businesses. The experiential, risk-free Superscale
hands-on approach to learning will reduce the time • Provide the structure and systems to achieve
taken to build strategic thinking and planning skills. the desired goals and create a shared sense of
purpose
Key Objectives • Direct and oversee the execution of strategic
plans to achieve organisational vision and values
At the end of the program, participants will be able to:
• Leverage on information gathering such as
• Understand the importance of business strategy specialist financial or economic advice in
and identify strategies for your respective formulating and translate change initiatives into
business areas practical strategies that effectively support
• Practise building a strategic business plan business outcomes
• Apply techniques to facilitate strategy • Translate effective strategies approaches to
formulation and planning productivity and service delivery according to
• Understand the trade-offs and implications in legal/regulatory environment, financial
developing and implementing strategies procedures and how it impacts the economic
• Develop a strategy and make decisions business landscape
consistent with that strategy
• Link business unit goals and objectives to Group
corporate goals and objectives • Engineer changes and spearhead the
development of strategies to accomplish
Modules organisational goal
• Strategic Planning/Managing • Align organisational goals and objectives in line
• Business Planning Tool with organisational vision and values
• Business Simulation • Business Acumen
• Market Structure Analysis • Assess current trends and remedy variances
from project plans or frameworks by monitoring
• Strategy Formulation project performance
• Core Competencies • Monitor and evaluate project/programs within
• Measures of Business Performance the boundaries of legal/regulatory
environments and financial processes and how
Methodology it impacts the organisation
• Lecture
• Discussion
• Case Study Language
• Group Activity
English
7
Back to GlossarySD1108 STRATEGY IMPLEMENTATION FOR LEADERS
Duration - 1 Day (6.5 Hours)
Overview
• Competency Focus
Organisations worldwide recognise that there is a STRATEGIC DIRECTION:
strategy implementation skills gap. When leaders are Champion Vision and Values
asked to execute the strategy, they often lack the
requisite know-how or tools to guide their efforts. It is Superscale
essential that they are equipped with the relevant • Provide the structure and systems to achieve
knowledge and framework to deliver. the desired goals and create a shared sense of
purpose
Key Objectives • Direct and oversee the execution of strategic
plans to achieve organisational vision and values
At the end of this course the participant will:
• Understand why change management does not
work for implementing strategy Group
• Assess your company’s implementation • Engineer changes and spearhead the
capabilities development of strategies to accomplish
organisational goal
• Understand how people respond to
implementation and how to lead them • Align organisational goals and objectives in line
with organisational vision and values
• Appreciate the impact of business disruption
• Learn best practices and tips for success from
both local and international insights Language
Modules English
• Why most implementations fail
• Understand why implementation is a
competitive business differentiator
• Understand why most people do not resist
change
Methodology
• Lecture
• Discussion
• Case Study
• Group Activity
Target Level
Superscale & Group
8
Back to GlossarySD1109 INTRODUCTION TO PUBLIC POLICY [NEW]
Duration - 2 Days (13 Hours)
Overview
• Target Level
Enacting the correct public policies is an integral Division I & II
part of government action towards delivering good
governance. The correct policies will have beneficial Competency Focus
impact to the public while minimising unintended STRATEGIC DIRECTION:
consequences. Policies that have not been well Champion Vision and Values
thought-out or researched on, can have negative
outcomes that far outweigh the intended benefits. Division I
Therefore, it is imperative that civil servants who • Engineer changes and spearhead the
deal with laws, regulations and decision making that development of strategies to accomplish
involves the public, should have the basic knowledge organisational goal
and understanding of how to analyse and formulate • Align organisational goals and objectives in line
with organisational vision and values
policies. This course will help civil servants who are
new to the field of public policy to understand what
Division II
public policy is and introduce tools to help in
• Translate strategic organisational goals,
formulating effective policies.
objectives, initiatives into plan of actions
Key Objectives • Develop and communicate plan of actions
accordingly to the set timeline and priorities
By the end of this program, the participants will be
able to: Language
• Define what is an effective public policy
English
• Understand the steps in analysing and
formulating effective public policies
• Align policies to the need of clients and
stakeholders
Modules
• Understanding Wawasan Brunei 2035
• What is Public Policy?
• Policy Lifecycle: Comparing how public policies
are enacted around the world
• Sources of Public Policy in Brunei Darussalam
• The Eightfold Path to Policy Analysis (Eugene
Bardach)
Methodology
• Lecture
• Discussion “A public policy is a deliberate
• Case Study and carefully studied decision that
• Practical Activities provides guidance
for addressing selected public
concerns” (Civicus).
9
Back to GlossarySD1201 WOMEN IN LEADERSHIP
Duration - 5 Days (32.5 Hours)
5 Phases / 4 Dimensions of Leadership / 1 Month Extended Learning / 2 Formal Sessions
Overview
• Key Objectives
While there is no one formula for being an effective By the end of this course, participants will be able
leader, regardless of gender, leadership potential for to:
women can be additionally complicated by the • Understand their personal strengths and
infamous glass ceiling. Research conducted by Center barriers for being a successful and authentic
for Creative Leadership, prove that men and women leader
are equally capable of effective leadership but also • Learn how to lead with authenticity
strikingly different in how they promote their unique • Gain clarity on how others perceive you as a
leader versus your aspiration
strengths and talents. To be successful, organisations
• Develop transactional and transformational
need to leverage this diversity of leadership: to
leadership practices
improve the quality of decision-making, provide
• Develop behaviours that align with and support
inspiration and role modeling, and tap into diverse leadership brand and career direction
points of view. • Exert greater influence over the choices you
This specialised and multi-phased experiential make
learning program provides participant with the • Navigate complex relationships
insights needed to make purposeful choices to expand • Increase ability to negotiate their own success
their individual impact on the organisation. and create value for the organisation
Participants will be guided through contemporary • Build and leverage networks in which you
ideas on leadership, career planning, negotiation and engage authentically
management and are encouraged to develop a • Implement your personal leadership strategy
greater understanding of themselves and their • Recognise woman’s role in Islamic perspectives
impact on others. They will explore the choices and Modules
trade-offs that they face to juggle their personal and
professional lives and equip them with the skills and Transformative Leadership Experience through:
knowledge and support they need to succeed and Phase 1: PREPARE
contribute added value in their roles with confidence • Self-Study Material
as corporate leaders. • Self-Assessment
This program also focuses on the specific needs and
capabilities of women to overcome barriers that can Phase 2: ENGAGE
exist in the workplace that may hinder professional • Developing your leadership identity
growth. • Women Leadership from Islamic perspective
• Setting personal and professional goals
Learning Materials • Values and ethics in leaders
• Makeover Kit / Leadership Essential Kit • Develop personal networks
• Books • Design your leadership strategy
• Manual • Explore dimensions of leadership
• Videos • Creating a balanced lifestyle to support your
success
• Assessment
• Techniques to enable thinking creatively, solving
problems and make decisions effectively
10
Back to GlossaryMethodology
Phase 3: APPLY • Behaviour Modelling
• Execute on phase 1 goals • In-Basket Techniques
• Try out new behaviours/approaches • Self-Directed Learning
• Peer-to-peer support • Case Based Learning
• Extend development through online learning, videos • Projects
and articles
• Storytelling
• Identify key issues for Phase 4
• Experiential Exercise
• Gamification
Phase 4: ENGAGE
• Makeover Kit
• Explore navigating complex relationships
• Self-Assessment
• Analysis of your leadership philosophy
• Adventure Learning
• Finalise personal leadership strategy
• Flipped classroom
• Development of new or updated goals
• Mastering your leadership role Target Level
• Leadership engagement essentials
Division II
• Establishing empowering beliefs
• Who want to have more impact and influence on
• Effective communication the health and success of their organisation
• Altering the balance of power during negotiation • Challenges women to understand and capitalise on
• Influencing others to create positive change their most powerful resource: the whole truth of
who they are, what they value, and where they
Phase 5: APPLY want to go
• Access additional learning resources to support and
Competency Focus
sustain development
• Third level evaluation STRATEGIC DIRECTION:
Champion Vision and Values
Division II
• Translate strategic organisational goals,
objectives, initiatives into plan of actions
• Develop and communicate plan of actions
accordingly to the set timeline and priorities
Language
English/Malay
11
Back to GlossarySD1202 ENHANCING SELF-LEADERSHIP
Duration - 3 Days (19.5 Hours)
Overview Methodology
Self-leadership can be defined as "the process" of • Lecture
influencing oneself to establish the self-direction and • Discussion
self-motivation needed to perform. Self-leadership • Case Study
encompasses the capability to "leading oneself" via • Role Play
the utilisation of both behavioural and mental
techniques.
Target Level
Division II & Division III (C3)
These include self-observation, self-goal-setting,
management of past’s behaviour, modification of
Competency Focus
consequents to behaviour and the finding of natural STRATEGIC DIRECTION:
rewards in tasks performed. These techniques also Drive Change
involve the examination and alteration of self-
dialogue, beliefs and assumptions, mental imagery, Division II
and habits in one’s thinking. • Design and establish systems to measure
accountability and consequences
Key Objectives • Assign responsibilities for follow-up and follow
through functions to sustain momentum
By the end of this course, participants will be able to:
• Understand their own work values and Division III (C3)
behaviours
• Organise and prioritise task and efficiently use
• Design and establish their own system in self resources
direction and self-motivation to measure their
accountability and consequences in their • Execute plans of actions, responsibly and
everyday life dutifully
• Enable them to apply self-leadership Language
techniques, organise, prioritise and efficiently
use resources in their work setting English/Malay
• Contribute better capability in executing plan of
actions responsibly and dutifully Pre-Requisite
If applicable
Modules
• What is self-leadership?
• Understanding one’s own work values and
behaviors
• What is your own purpose of work?
• Self-leadership techniques
• Utilisation of mental techniques
Self-observation
Self-goal setting
Self-modification
• Managing self-dialogue
• Developing Self-Leadership Action Plan
12
Back to GlossarySD1203 STRATEGIC LEADERSHIP
Duration - 3 Days (19.5 Hours)
Overview • Develop a more proactive, forward-thinking
A strategic leader is responsible to ensure approach to leadership
its organisation is moving towards the right direction. • Understanding strategic creativity
• Approach strategy from both short- and long-
Executives and high-level managers must have the term perspectives
practical insight necessary to address competitive • Adopt the core values and principles of a
business challenges. Each segment of this strategic leader
program is designed to impart simple, but powerful • Shaping corporate culture
• Creating organisations that work
lessons that will equip participants to engage more • Facilitating strategic decisions
in strategic discussions, ask pertinent • The leader's role in creating effective strategies
questions, facilitate critical decisions and shape high • Leading strategic change
performing organisations. • Lessons of history for strategic leaders
• Developing a leadership profile
• The key functions of strategic leadership
This program also provides a personal leadership • Building the top team
profile that illustrates strengths and potential • Identifying tomorrow’s leaders
limitations. Participative exercises assist emerging
executives with practical and effective methods of Methodology
gaining organisational credibility and avoiding common • Lecture
errors in strategic leadership. • Discussion
• Case Study
• Role Play
This program offers you the practical tools and
techniques you need to plan for the organisation’s
Target Level
future and deliver strategic outcomes. From visioning
to business plan execution, you will learn how to
Division I & II
create realistic yet ambitious plans that support the
growth and sustainability of your organisation.
Competency Focus
Key Objectives
STRATEGIC DIRECTION:
By the end of this course, participants will be able to: Drive Change
• Describe the role and responsibilities of strategic
leadership Division I
• Design and establish system to manage the • Review and validate the effective systems for
critical factors that drive the success and failure the measurement of accountability
of business strategies by measuring • Monitor and assess changing trends and
accountability and consequences development
• Anticipate the longer-term impact of strategic
initiatives Division II
• Select the most effective approaches when • Design and establish systems to measure
framing strategic decisions accountability and consequences
• Develop an effective strategy to achieve business • Assign responsibilities for follow-up and follow
goals through functions to sustain momentum
• Think strategically and systemically when
planning organisational change by monitoring Language
and assessing changing trends and development
• Influence the emergence of a more positive and English/Malay
functional corporate culture
• Manage the strengths and limitations of their
leadership style Pre-Requisite
• Develop a more dynamic approach through
enhanced strategic creativity N/A
• Learn the key functions of strategic leadership
Modules
• Introduction to strategic leadership
• Qualities and capabilities of strategic leaders
capability 13
Back to GlossarySD1204 FRONTLINE LEADERSHIP
Duration - 2 Days (13 Hours)
Overview Methodology
The Frontline Leadership program provides an • Lecture
introduction to people leadership in the context of • Discussion
frontline teams. Exploring critical success factors in • Case Study
establishing credibility as a frontline leader, it will • Role Play
assist you to identify and develop your unique • Group Activity
leadership style. The program is designed so that
participants do leadership with their teams. Over the Target Level
program’s duration, participants implement the skills, Division II & III (C3)
tools and templates that are required for success:
their own and their team. It is not the “be all and end Competency Focus
all” in leadership. It does one thing exceptionally well. STRATEGIC DIRECTION:
It helps participants make the difficult transition from Drive Change
individual contributor to frontline leader.
Division II
Key Objectives
• Design and establish systems to measure
By the end of this course, participants will be able to: accountability and consequences
• Identify your leadership style and adapt your • Assign responsibilities for follow-up and follow
approach to suit different situations and team through functions to sustain momentum
needs
• Use your strengths for advantage in leading the Division III (C3)
team • Organise and prioritise task and efficiently use
• Apply leadership behaviours that motivate and resources
inspire • Execute plans of actions, responsibly and
• Translate organisational vision into meaningful dutifully
team goals
• Collaborate with team members in the decision
Language
making process English/Malay
Modules
Pre-Requisite
• Exploring leadership N/A
• Managing priorities & achieving results
• Developing teams and individuals
• Mobilising a team & managing talent
• Coaching & mentoring future leaders
• Implementing effective workplace relationships
• Promoting team effectiveness
• Ensuring workplace safety
• Implementing continuous improvement
• Identifying risk and apply risk management
processes
• Managing projects
• Facilitating and capitalise on change and
14
innovation
Back to GlossarySD1205 RESILIENT LEADERSHIP
Duration - 3 Days (19.5 hours)
Overview Personal reflection and
Resilient Leadership equips you • Maintain performance and resilience action planning
stamina during periods of high What have we learned
with practical tools and strategies demand and be able to think today?
to successfully guide your clearly and logically under
immense pressure Identifying priority actions
organisation through difficult times.
You will be able to recognise • To develop the ability to stay
neurobiological responses to stress, motivated and focused while Methodology
using resilient leadership
understand how thoughts affect strategies to maintain morale • Lecture
emotional reactions and develop in others • Discussion and Work Groups
key coping strategies for yourself
• Case Study
and others. Modules • Group Activity
Islamic views on resilience
Research shows that resilience is leadership
key for success and satisfaction in Target Level
Appreciating Prophet
life. It used to be thought that Muhammad’s (PBUH)
resilience leadership Division II & III (C3)
people were born with resilient
attributes; we now know that Values of an inspiring leader
anyone can improve their resilience How resilience, stress and Competency Focus
through effective training and pressure relate to each other
development. As a resilient, Resilience vs Resistance STRATEGIC DIRECTION:
inspiring leader, you will handle Internal and external loci of Drive Change
control
adversity with greater skill, reduce
The importance of personal
stress across your organisation and boundaries Division II
unite your team. Assessing individual resilience • Design and establish systems
strengths and weaknesses to measure accountability
Key Objectives
Completing the resilience and consequences
At the end of the session, questionnaire
participants will be able to: Reviewing the basic resilience • Assign responsibilities for
• Apprehend crucial factors in skills follow-up and follow through
resilience The importance of resilience functions to sustain
• Improve the ability to for managers and their teams momentum
understand and solve The basic resilience skills
problems creatively and Realistic optimism/Emotional
remain optimistic under awareness/Empathy/Problem Division III (C3)
pressure solving/Self-efficacy/Impulse • Organise and prioritise task
• Regard setbacks and change control/Relationship building and efficiently use resources
as challenges that will offer Developing team resilience
opportunities and help • Execute plans of actions,
Pressure profiling tool
managers to bounce back responsibly and dutifully
from adversity more quickly Applying the resilient skills to
your team
• Understand the importance Language
of self-care during periods of Management techniques for
high demands and pressure strengthening resilience in
others English
• Acquire a stronger sense of
being in control when faced 7 Steps to help managers to
with adversity and manage change effectively
uncertainty through increased Building a Resilience
flexibility and confidence Development Plan
• Learn the importance of
building strong, supportive
relationships with colleagues
and members of their teams,
realising when and where to
ask for help 15
Back to GlossarySD1206 LEADING WITH STRATEGIC INTELLIGENCE
Duration - 2 Days (13 Hours)
Overview Methodology
The program is built around the concept of Strategic • Lecture
Intelligence (SI) and argues that strategic thinking and • Discussion
behaviour play a far greater role in our individual • Case Study
success and effectiveness. It also includes
communicating and 'selling' the strategy and ensuring • Group Activity
that it is successfully implemented. • Pre-Reading Materials
Target level
The capacity to think, plan and act strategically is a
core capability for public sector managers. The Superscale & Group
challenge is to gain the ability to move from the
specifics of day to day public service operational Competency Focus
service delivery and policy work to the much bigger
picture overview required in the strategic dimension STRATEGIC DIRECTION:
of our work. This wider ability to think, communicate Champion Vision and Values
and implement strategy is what we term Strategic
Intelligence. Superscale
• Provide the structure and systems to achieve
Key Objectives the desired goals and create a shared sense of
At the end of the program, participants will be able to: purpose
• Demonstrate skills to help defining strategy and • Direct and oversee the execution of strategic
strategic thinking plans to achieve organisational vision and values
• Understand the current strategic operating
environment Group
• Have the ability to demonstrate nous, common • Engineer changes and spearhead the
sense and political awareness development of strategies to accomplish
• Understand how to effectively use traditional organisational goals
strategic planning tools, such as Scenario • Align organisational goals and objectives in line
Planning, SWOT Analysis, etc with organisational vision and values
• Understand mobility and career strategies to
help develop strategic capabilities
Language
Modules
English
• Strategy and strategic thinking process
• Strategic thinking tools – system thinking,
analogical thinking, enquiry, dialogue, framing
and reflection
• Strategic Intelligence and capabilities
• Different types of strategic planning tools
(Scenario Planning, SWOT, etc)
• 360 Strategic Intelligence Profile
• Case studies of strategic and unstrategic
behaviour
16
Back to GlossarySD1301 INTRODUCTION TO COST BENEFIT ANALYSIS
IN POLICY MAKING
Duration - 3 Days (19.5 Hours)
Overview Target Level
Any decision, whether it is a government policy that Division I & II
involves the public or a business decision on a new
product, a Cost Benefit Analysis (CBA) can help Competency Focus
provide a structured approach to quantify the positive
STRATEGIC DIRECTION:
and negative impacts as well as how to account for
financial risks. CBA also provides a methodology to list Business Acumen
out assumptions, risks and potential benefits to help Business Development
make a final resolution on a complex policy or Knowledge Capital
decision. This course is designed for individuals who
want to understand and apply cost-benefit analysis to
Division I
support decision-making in their organisations.
• Assess current trends and remedy variances
Key Objectives from project plans or frameworks by monitoring
project performance
At the end of the program, participants will be able to: • Recognise and assess several likely causes or
• Describe the purpose of CBA and how they can ways of interpreting available information
be applied in decision making • Build on information and knowledge of financial
• Discuss the perspectives of different principles and academic models/concepts that
stakeholders that could be affected leads to effective policy making and business
• Apply different methods for measuring and processes
quantifying monetary and non-monetary costs
and benefits, including intangible benefits Division II
• Examine the concepts of non-market valuation, • Manage resources and transitions between
sensitivity and risk analysis, and how they can project stages through information sharing,
improve the comprehensiveness of the CBA communication and collaboration across the
organisation
Modules
• Analyse and synthesise information using
• Cost-Benefit Analysis defined relevant methodology and techniques
• Basic steps in CBA accurately
• Concepts of CBA • Collate and analyse data to explore range of
possibilities and create effective alternatives
• Identifying Costs and Benefits: Valuation, Direct
actions during the implementation process
Vs. Indirect, Internal Vs. External
• Investment Decision Criteria: Future Value &
Language
Present Value, Calculating the Net Present Value
NPV English
• Discount Rate
• Sensitivity Analysis Pre-Requisite
• Uncertainty and risk • Basic knowledge on using MS Excel
• Participants are required to bring their own
Methodology laptop
• Lecture
• Discussions
• Case Studies
• Practical
17
Back to GlossarySD1401 FORESIGHT AND HORIZON SCANNING
Duration - 3 Days (19.5 Hours)
Overview Target Level
• Engineer changes by
The world is experiencing great generating creative solutions Superscale, Division I & II
uncertainties be it economic crisis, from the application of
pandemic and their aftershocks. foresight methodologies to
Many countries, industries and spearhead the development of
public services face challenging strategies to accomplish Competency Focus
futures ahead where the quest for STRATEGIC DIRECTION:
organisational goal
opportunities is increasingly • Apply foresight to navigate the STRATEGIC DIRECTION :
competitive. Economic discontent challenges of change and plan
combined with existing political Champion Vision and Values
stresses have caught many for alternative and suggest
institutions – and countries - solutions leading to preferred
unaware. Meanwhile, globalisation, futures which aligns Superscale
migration, environmental, political organisational goals and
objectives • Provide the structure and
and technological trends are systems to achieve the
reshaping the rules of the game.
This calls for critical reflections on Modules desired goals and create a
existing assumptions, plans and shared sense of purpose
strategies for the long-term future. Module 1
• Direct and oversee the
Perspective - Emergent trends and
issues in business and society execution of strategic plans
The course explores ways in which to achieve organisational
decision-makers can address such • Introduction to Foresight
uncertainties and how to produce • Environmental Scanning vision and values
sound and forward looking • Trend Awareness
outcomes, by covering three broad • Global Challenges
areas of focus: Perspective, Division I & II
Foresight and Insight. • Dynamics of Change • Engineer changes and
• Foresight Intelligence spearhead the development
Gathering
of strategies to accomplish
Key Objectives
organisational goal
By the end of this course, Module 2
Foresight - Trend Analysis, • Align organisational goals
participants will be able to:
Forecasting & Alternative Future and objectives in line with
• Identify the foresight tools Scenarios
and techniques to help them organisational vision and
direct and oversee the • Evidence-Based Foresight values
execution of strategic • Trend Analysis and Forecasting • Design and establish systems
decision making, planning Methods and tools
and forecasting to achieve to measure accountability
• Introduction to Scenarios
organisational vision and and consequences
values • Scenario Development
Methods • Assign responsibilities for
• Demonstrate an awareness follow-up and follow through
of important issues, trends
and uncertainties affecting Module 3 functions to sustain
business Insight - Implication Assessment, momentum
• Sharpen strategic thinking Response Strategies and Planning
skills in addressing complex • Implication Assessment Language
problems • Innovation Based Response
• Recognise and interpret • Strategic Response English/Malay
possible future changes • Visioning
involving social, technological Pre-requisite
and environmental and their • Road-Mapping
interdependencies N/A
Methodology
• Lecture
• Discussion
• Case Study
• Role Play
18
Back to GlossaryPSE5001 RUKUN AKHLAK ETIKA KERJA
PERKHIDMATAN AWAM
Jangkamasa - 3 Hari (19.5 Jam)
Pengenalan Sasaran Peserta
Warga Perkhidmatan Awam memainkan peranan Bahagian II, III, IV & V
utama dalam merealisasikan aspirasi dan Wawasan
Brunei 2035. Ke arah tujuan itu, sebagai warga Fokus Kompetensi
Perkhidmatan Awam adalah penting bagi setiap Program ini mendokong kluster ‘Public Service Ethos’
individu mempunyai serta menerapkan nilai-nilai iaitu merupakan prinsip dan nilai utama yang
murni dan positif dalam melaksanakan tugas dan membimbing keupayaan Perkhidmatan Awam. Kluster
tanggungjawab seharian. Oleh yang demikian, ini ialah ‘crux’ atau titik penentu/elemen paling
mempunyai akhlak mulia dan etika kerja yang betul penting bagi menjayakan pembangunan keempat
akan dapat mendokong ke arah pencapaian sebuah kluster keupayaan (Strategic Direction, People
organisasi dan sumber tenaga manusia yang Engagement, Performance Culture and Organisation
cemerlang dan terbilang. Capability) dengan kompetensi masing-masing.
Objektif Kursus Bahasa
Di akhir kursus, peserta akan dapat: Melayu
• Meningkatkan kesedaran akan kepentingan
berakhlak mulia dan etika kerja positif dalam
melaksanakan tugas dan tanggungjawab harian
• Memahami hubungkait Rukun Akhlak dan Etika
Kerja dalam pemberian perkhidmatan yang
cemerlang
• Mengetahui dan memahami ciri-ciri Rukun
Akhlak dan Etika Kerja sebagai contoh nilai-nilai
seorang pemimpin yang cemerlang, keutamaan
ilmu dalam melaksanakan tugas dan sebagainya
• Memberi kesan dan pengetahuan akan
kepentingan bekerja secara berpasukan dalam
meningkatkan produktiviti Perkhidmatan Awam
Modul
• Ciri-ciri Rukun Akhlak dan Etika Kerja
• Keberkesanan perkhidmatan
• Membina pasukan cemerlang
• Prinsip komunikasi berkesan
• Halangan dan cabaran Perkhidmatan Awam
cemerlang
• Nilai-nilai pemimpin cemerlang
Metodologi
• Ceramah
• Demonstrasi
• Perbincangan
• Latihan Amali
• Kajian Kes 19
Back to GlossaryPSE5002 BIMBINGAN PENGGERAK NEGARA ZIKIR
Jangkamasa - 3 Hari (19.5 Jam)
Pengenalan Sasaran Peserta
Dalam usaha membentuk dan menjana warga Bahagian II, III, IV & V
Perkhidmatan Awam ke arah kecemerlangan diri
dengan menjadikan Negara Brunei Darussalam Fokus Kompetensi
sebagai sebuah “Negara Zikir” sebagaimana hasrat Program ini mendokong kluster ‘Public Service Ethos’
Kebawah Duli Yang Maha Mulia Paduka Seri Baginda iaitu merupakan prinsip dan nilai utama yang
Sultan dan Yang Di-Pertuan Negara Brunei membimbing keupayaan Perkhidmatan Awam. Kluster
Darussalam, warga Perkhidmatan Awam adalah nadi ini ialah ‘crux’ atau titik penentu/elemen paling
jentera penggerak yang mendukung hasrat tersebut penting bagi menjayakan pembangunan keempat
dengan mengamalkan dan menghayati ciri-ciri zikir kluster keupayaan (Strategic Direction, People
sewaktu melaksanakan tugas dan kewajipan di dalam Engagement, Performance Culture and Organisation
Perkhidmatan Awam. Capability) dengan kompetensi masing-masing.
Objektif Kursus Bahasa
Di akhir kursus ini, peserta akan dapat: Melayu
• Meningkatkan penghayatan negara zikir
• Memupuk peningkatan pemahaman terhadap
pengajaran Al-Quran dalam menguruskan
pekerjaan
• Menyerapkan pengajaran-pengajaran yang
diperolehi daripada Al-Quran dan Sunnah ke
dalam pekerjaan seharian
Modul
• Pengenalan kepada Ummul Kitab
• Bimbingan bacaan Ummul Kitab
• Bimbingan bacaan ayat-ayat Al-Quran Pilihan
• Pengenalan kepada pengurusan mengikut Al-
Quran
• Memimpin diri dan organisasi dengan lunas-
lunas Al-Quran dan Sunnah
• Teori Pengurusan Islam dan Kepimpinan Diri
• Bimbingan Amalan Doa dan Zikir Pilihan
• Bimbingan Selawat Pilihan
Metodologi
• Tasmiq
• Ceramah
• Perbincangan dan Amali
• Kerja Kumpulan
20
Back to GlossaryPSE5003 PENERAPAN ETIKA MELALUI
KEPIMPINAN ORGANISASI [NEW]
Jangkamasa - 2 Hari (13 Jam)
Pengenalan Sasaran Peserta
Rukun Akhlak & Etika Kerja Perkhidmatan Awam Bahagian I & II
(RAEK) mula diperkenalkan pada 1996 dan
huraian 11 ciri dibukukan menjadi satu panduan
akhlak dan tingkah laku bagi warga Fokus Kompetensi
perkhidmatan awam. Program ini akan memberi
tumpuan kepada para pemimpin dalam Program ini mendokong kluster ‘Public Service Ethos’
menerapkan ciri-ciri RAEK berkenaan ke dalam iaitu merupakan prinsip dan nilai utama yang
diri sendiri dan juga ke dalam pegawai dan membimbing keupayaan Perkhidmatan Awam. Kluster
kakitangan di bawah kepimpinan mereka. ini ialah ‘crux’ atau titik penentu/elemen paling
Pemimpin akan didedahkan kepada rangka kerja
yang merumuskan 11 ciri RAEK dalam penting bagi menjayakan pembangunan keempat
mengukuhkan lagi integriti serta etika kerja di kluster keupayaan (Strategic Direction, People
organisasi masing-masing. Engagement, Performance Culture and Organisation
Capability) dengan kompetensi masing-masing.
Objektif Kursus
Di akhir kursus ini, peserta akan dapat:
Bahasa
• Mengongsikan kedudukan RAEK dalam Kerajaan
Negara Brunei. Melayu
• Menekankan kepentingan RAEK di kalangan
pemimpin.
• Menengahkan ilmu dan kaedah kepimpinan
selaras dengan RAEK dalam menerapkan ciri-ciri
di dalam organisasi.
Modul
• Pengertian Etika Kerja
• Pengenalan terhadap Rukun Akhlak & Etika
Kerja Perkhidmatan Awam (RAEK)
• Kedudukan RAEK dalam pentadbiran dan
pengurusan perkhidmatan awam
• Rankga Kerja RAEK Bagi Pemimpin
Module 1: Self Leadership
Module 2: Organisational Development
Module 3: Decision Making
Module 4: Organisational Processes
Metodologi
• Ceramah
• Perbincangan dan Amali
• Kerja Kumpulan
Back to GlossaryHuman Resource & Management
PC3103 EFFECTIVE PROJECT MANAGEMENT
Duration - 5 Days (32.5 Hours)
Overview Target Level
This course covers the Project Management where a Division II & III (C3)
successful Project Manager must simultaneously
manage the five basic elements of a project: planning, Competency Focus
resources, time, money, and most importantly, scope. PERFORMANCE CULTURE :
All these elements are interrelated. Each must be Outcome-Oriented Results
managed effectively. All must be managed together if
the project, and the Project Manager, is to be a Division II
success. • Develop priorities, team/units goals, strategies
and plans
Key Objectives
• Conduct research and analyse information
By the end of this program, the participants will be • Execute the delivery of intended outcome.
able to apply project management practices and
utilise project management tools in order to drive Division III (C3)
performance by focusing on the outcome by: • Understand the team/unit objectives and align
• Preparing appropriate project documentation operational activities accordingly
• Understanding risk and quality management • Gather resources needed to complete tasks
• Using appropriate change control procedures • Assist and identify budgets, timeframes and
• Using key project management tools standards
• Describing the importance of handover and
Language
closure
• Understanding the need for a post-project English/Malay
review
Pre-Requisite
Modules
• Involved in project
• Thinking “Project” • Able to use computer desktop application
• Setting Up a Project
• Managing Resources
• Managing Work in Progress
• Going Live
• Using Microsoft Project as a Project
Management Tool
Methodology
• Instructor-Led Training
• Case Study
• Team Activities
• Group Discussion
• Practical/Hands-On
22
Back to GlossaryPC3106 MINDA HARMONI
Jangkamasa - 3 Hari (19.5 Jam)
Pengenalan Modul
Setiap tekanan atau stres yang berlaku merupakan • Apakah yang dimaksudkan dengan stres?
rahmat dari Allah SWT dan boleh membawa kesan • Stres di tempat kerja
positif atau negatif. Jika stres tidak dapat ditangani • Kemahiran menangani stres
dengan baik, ianya akan menjatuhkan semangat, • Tahap mengawal stres
prestasi dan produktiviti seseorang individu dan • Tanda-tanda dan kesan-kesan stres
memberi impak negatif kepada organisasi. Kursus ini • Punca-punca stres
boleh membantu melengkapkan individu dengan • Petua-petua berkesan menangani stres
kemahiran menangani stres dengan berkesan. • Melindungi diri dari stres
• Metodologi menangani stress
Kursus 3 hari ini juga akan membantu menangani • Prinsip asas kemahiran interpersonal
konflik dan memperkenalkan kemahiran untuk • Langkah-langkah untuk meningkatkan
mengurangkan, menguruskan dan merundingkan kemahiran interpersonal
konflik dengan kemahiran interpersonal yang baik • Mengenalpasti kemahiran anda dan mengenali
yang perlu mereka sedar sepanjang masa mereka pelbagai ego
berkomunikasi dengan semua orang. Dengan
kesedaran ini orang ramai akan mempunyai gambaran • Menubuhkan hubungan yang berkesan
yang lebih baik dari semua kakitangan kerajaan yang • Mengenal pasti konflik
mereka hubungi untuk pelbagai kerja. • Menangani konflik
Metodologi
Objektif Kursus • Ceramah
Di akhir kursus, peserta-peserta akan dapat: • Perbincangan
• Memahami punca-punca yang menyebabkan • Latihan Amali
stres • Demonstrasi
• Menangani stres di tempat kerja
• Meningkatkan kemahiran mengawal stress Sasaran Peserta
• Memahami kepentingan kemahiran Bahagian II, III, IV & V
interpersonal
• Dapat bekerja dengan orang yang sukar dalam Fokus Kompetensi
situasi yang sukar
PERFORMANCE CULTURE :
• Mengenal pasti faktor-faktor yang mewujudkan
konflik di tempat kerja Outcome-Oriented Results
• Memahami tingkah laku seseorang dan
Bahasa
bagaimana ia boleh mempengaruhi orang lain
• Menggunakan kemahiran interpersonal yang Melayu
akan membantu mengendalikan situasi yang
sukar
23
Back to GlossaryPC3108 COACHING AND MENTORING AT
THE WORKPLACE [NEW]
Duration - 3 Days (19.5 Hours)
Overview Methodology
This program is a skill-based program exploring the • Lectures
essential skills coaches and mentors need. The • Group Discussion
participants will learn how to coach and mentor using • Demonstration
various tools and techniques which assures any • Role Plays
session is remarkably effective and productive to • Games/Quiz
meet current and future expectation within the • Activities & Sharing approach & Action Plans
workplace. It also includes knowledge of ethical • Practical Example
guidelines in handling difficult coaching and • Case Study
mentoring situations. • Video
Key Objectives Target Level
By the end of the course, the participants will be Division I, II & III (C3)
able to:
Competency Focus
• Identify the basic elements necessary to
produce productive session results PERFORMANCE CULTURE :
• Develop coaching and mentoring steps Outcome-Oriented Results
• Use coaching and mentoring models in the
workplace Division I
• Discover how to coach and mentor different • Translate priorities and ensure business plan
personality types and building trust goals are aligned to organisational objectives
outcome through innovation and creativity
• Develop practical coaching and mentoring skills
• Facilitate critical analysis to identify causal
and tools and how to use them factors, the symptoms of the problems and
• Practise various coaching and mentoring recommend effective, creative and innovative
techniques solutions
• Get familiar with various coaching and • Oversee the delivery of intended outcome or
mentoring methodologies solutions
Modules Division II
• Develop priorities, team/units goals, strategies
• The differences of coaching and mentoring and plans in creativity and innovation
• The steps to coaching • Conduct research and analyse information
• Coaching tools and methods • Execute the delivery of intended outcome
• Using effective coaching models and techniques
• Developing coaching conversation and building Division III (C3)
relationship • Understand the team/unit objectives and align
operational activities accordingly
• The steps to mentoring
• Gather resources needed to complete tasks
• Mentoring tools and methods
• Assist and identify budgets, timeframes and
• Using effective mentoring models and standards
techniques
• Developing mentoring conversation and Language
building relationship
English
• Ethical Guidelines and Professional Standards
• Positive psychology in coaching and mentoring
• Task-based coaching
• Coaching and mentoring for different
personality types
• Identifying issues and setting realistic goals
• How to give and receive feedback 24
Back to GlossaryPC3203 USING KEY PERFORMANCE INDICATORS TO
MEASURE ORGANISATIONAL PERFORMANCE [KPI]
Duration - 2 Days (13 Hours)
Overview Methodology
“If you can’t measure it, you can’t manage it” is a • Discussions
famous quote by Peter Drucker which still holds true • Lectures
today. Many struggle to develop and manage • Demonstrations
measures such as Key Performance Indicators (KPIs) • Role Play
to make better decisions. This 2-day program will help • Case Studies
participants to identify meaningful KPIs, align • Group Exercises
measures to strategy, and use measures to drive
Target Level
improvement towards fulfilling objectives.
Division II & III (C3)
Key Objectives
Competency Focus
At the end of this course, participants will be able to:
• Define measures, metrics and KPIs and the role PERFORMANCE CULTURE :
they play in measuring organisational and Continuous Improvement
individual performance
• Differentiate between objectives and KPIs Division II
• Understand KPI selection in different contexts • Execute continuous improvement plan or work
• Apply best practice techniques to KPI selection tasks to agreed budgets, timeframes and
• Document KPIs in a standardised template standards
• Align KPIs to organisational strategy and • Challenge others appropriately where they see
cascading objectives room for improvement and continually improve
work processes
Modules
• Key Performance Indicators (KPIs) Division III (C3)
• The Importance of Measuring • Assist in the improvement of work tasks within
• Measures, Metrics and KPIs: The Main set budgets, timeframes and standards
Differences • Participate in and contribute to team/unit
• Characteristics of Smart KPIs initiatives to resolve common issues or barriers
to effectiveness
• Types of KPIs: Quantitative
• Categories of KPI: Input, Process, Efficiency, Language
Output and Outcome
• Align KPIs with the Organisation’s Strategic Plan English/Malay
• Working with Targets Pre-Requisite
• Data Collection Methods
• Identifying Properly Documenting KPIs • Senior Management
• Identifying KPI Ownership • Middle Management
• Performance Feedback through KPIs • Supervisors
• Cascade KPIs within Organisations
“If you can’t
measure it,
you can’t manage it”
- Peter Drucker
25
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