Harnessing the best for Sarawak’s civil service

BY NURA VALENTIANA LORNA & NEVILLE TIMOTHY SANDERS

IN 2023, Datuk Dr Sabariah Putit created history by becoming the inaugural female Chairman of the Sarawak Public Service Commission (PSC), leveraging over thirty years of expertise in research, woman development, public administration, human capital cultivation, and institutional restructuring. Prior to her current role, she was also the first woman to hold the deputy state secretary.

For the first time since its establishment, the Commission now operates at full constitutional strength, with nine appointed members representing diverse ethnicities and professional backgrounds.

With a doctorate in human resource development, a master’s in business administration from Ohio University and bachelors in science microbiology and molecular genetics from Universiti Malaya and a long track record of leading civil service transformation, she is now focused on aligning PSC’s core functions with Sarawak’s Post-COVID-19 Development Strategy (PCDS) 2030. 

Under her leadership, PSC is enhancing recruitment practices, promoting meritocracy, embracing digitalisation, and strengthening governance — all to ensure a high-performing, future-ready Sarawak Civil Service (SCS).

ST: What is the current capacity of PSC Sarawak?

Sabariah: Article 35 (1) of the Constitution stipulates the establishment of a Public Service Commission for Sarawak, composed of a chairman, a deputy chairman, and a minimum of four to a maximum of nine other members, each appointed by the Yang di-Pertua Negeri Sarawak upon the Premier’s advice.

For the first time in its 60-year history, the Public Service Commission (PSC) has achieved its full complement of nine members, representing diverse ethnicities and professional backgrounds, predominantly comprising former department heads and academicians. Currently, there are 44 civil servants employed under the PSC, overseen by the Secretary of the PSC, tasked with implementing transformative initiatives to realise the Commission’s Vision of being an exemplary body and its Mission of ensuring the State Civil Service and Local Authorities possess quality human capital to support PCDS 2030.

Despite the common notion that the Commission’s role is primarily interview-based, it is crucial to delve deeper into its responsibilities as outlined in Article 36 (1) of the Sarawak Constitution. The Commission is entrusted with appointing, confirming, promoting, transferring, and exercising disciplinary control over Public Service members. Furthermore, the Commission operates under the general oversight of the Head of State, particularly regarding scholarships as specified in Article 39 (3) of the Sarawak Constitution.

Effective July 1, 2000, beyond its constitutional functions, the Commission has been granted additional powers and responsibilities through the Public Service Commission (Additional Functions) Ordinance, 2001, enabling it to appoint, confirm, promote, and oversee officers and employees of local authorities.

Considering the PSC’s strategic plan for 2023–2025, what measures are being taken to ensure a professional and quality public service?

In its Strategic Plan for 2023–2025, the Public Service Commission (PSC) has identified two primary objectives: ensuring high-quality human capital for the Sarawak Civil Service (SCS) and Local Authorities in support of the PCDS 2030, and establishing an efficient and effective recruitment and promotion system for both sectors.

The Sarawak Digital Economy Blueprint 2030 and the Green Economy Strategy are poised to introduce a new era of development and growth in the state, creating job opportunities for youth in both urban and rural areas while transforming daily life and business practices.

Sarawak’s digital economy strategy is rooted in the state’s commitment to reducing the socio-economic divide, fostering business and employment opportunities through key economic sectors and enablers, and implementing strategic actions.

By 2030, Sarawak aims to emerge as a leading digital economy and society.

To achieve this, the PSC plays a crucial role in empowering the SCS with the right talent by recruiting top candidates and promoting capable civil servants to appropriate leadership positions, advancing the state government’s agenda.

To facilitate this, it is essential for the PSC to ensure that recruitment assessments are conducted effectively and that officers receive adequate training and development, as mandated by the State Secretary. This will enable them to demonstrate their leadership potential and qualify for promotion to leadership roles within the SCS, according to Article 38A of the State Constitution.

Could you explain your strategy for strengthening civil service leadership and competencies, along with the measures taken by the PSC to uphold transparency, accountability, and good governance?

These are roles undertaken by and under the authority of the Sarawak State Secretary and the Human Resource Development and Management Unit (HRDM). 

To ensure transparency, accountability and good governance, PSC members are of high calibre comprising former heads of department and academicians of diverse ethnicities tasked to interview candidates at various locations throughout Sarawak.  

This is to ensure the inclusivity of those candidates in the various localities throughout Sarawak. The panels will also present at a regular PSC meeting to endorse the results before the decision is finalised. 

Besides, we are now enhancing our digital platform and we hope to have an advanced digital platform which is artificial intelligence (AI) driven which will reduce subjectivity, and biases while increasing efficiency, transparency and good governance.

How will the PSC contribute towards achieving Sarawak’s Post-COVID-19 Development Strategy (PCDS) 2030?

As we already know, the PCDS 2030 is a long-term strategy that has been introduced by Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg. 

The Sarawak government looks forward to 2030. Sarawak will be a thriving society driven by data and innovation where everyone enjoys economic prosperity, social inclusivity, and a sustainable environment.

For PSC Sarawak, with the Vision of “An Exemplary Public Service Commission” and the Mission of “To Ensure the State Public Service and Local Authorities with Quality Human Capital to Support PCDS 2030”, we aim to transform the Sarawak public service to deliver efficient, effective and reliable services in facilitating the implementation of PCDS 2030. 

Members of the Commission as an independent body play an important role in ensuring aspirations are achieved.

The ecosystem to align PSC’s role with PCDS 2030 needs to be strengthened as in developed countries such as Singapore and New South Wales, Australia. 

This ecosystem requires a whole-of-government approach (WOG) and with the mandate and support of PSC, it can be ensured that the appointment of civil servants is based on meritocracy according to the right Attitude, Skills and Knowledge (ASK) criteria, making sure that the Sarawak Public Service is “now and future-ready”. 

This requires special attention and focus, elevating service quality of the state’s public service in achieving the Sarawak government’s aspirations.

Apart from that, scholarships from August 1, 2023, are also given to candidates pursuing studies in diplomas and degrees prioritising the six economic sectors (manufacturing, agriculture, tourism, forestry, mining, services) and seven enablers (digital transformation, innovation, education & human capital, basic infrastructure, utilities, transport and renewable energy) of PCDS 2030.  

However, this role was handed over to Yayasan Sarawak in June 2025.

How does the PSC plan to further develop Sarawak’s civil service sector into a driving force for the state’s development, as mentioned by Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg?

Aspects of meritocracy, integrity, ownership and transparency are always emphasised to improve work processes related to the core functions of Sarawak PSC. 

Greater cooperation, engagement, synergy and co-creation especially with the Sarawak Public Service agencies, cooperation and support from all stakeholders would be pivotal for the PSC to function efficiently and effectively in accordance with the mandate given to the PSC.

How is the commission planning to address the challenges that arise from the rapid change in the environment and technological advancement?

We are proactive and forward-looking in our approaches. We embrace the current technology and encourage innovation in our service delivery as well as keep up with the latest trends and developments in the industry. 

Through digitalisation, for example, e-recruitment enhancements; it is the digitalisation of PSC core functions that enable us to address challenges arising from rapid changes in the environment and technology advancements. 

Finally, would you like to share some insights about the plans of the PSC Sarawak for sustaining the effectiveness of public services?

The starting point for good government is to ensure a constant supply of good people with ability, integrity and honesty, a high commitment to public service and compassion to deliver for the public interest. 

Public servant leaders having clarity of purpose is key.

Inculcating the Culture of Meritocracy performance-based and good governance across SCS; performance standards that are definite and easy to understand are the foundation of a meritocratic culture. 

Ensuring civil servants’ awareness of expectations and performance evaluation procedures is also crucial. 

They will benefit from this clarity as it will help them understand exactly what they need to focus on in order to deliver and achieve intended results, and most importantly to sustain their performances for the efficiency and effectiveness of public service delivery amidst global challenges.