Talent Management in the Public Sector: A comparative study of Singapore, Malaysia, and Thailand

Abstract

This article investigates public sector talent management schemes in Thailand, Malaysia, and Singapore. It offers a framework to make such comparisons, which allow for better understanding of the values and contextual factors related to talent management. The three countries are found to have comparable names of talent management schemes. They are such as scholarship schemes, training schemes for high-potential officers, and special pay scale for those identified as a talent. A close look at these schemes reveals that there are also many differences. We identify some key factors that can possibly explain the variations. They are such as: the differing definitions of talent, the structure and scope of authority of the responsible agencies, the level of flexibility of incentive systems, and the differing performance appraisal systems in each country. The three cases illustrate the need for policy-makers to be fully aware of the value they are hoping to enhance for the public service and the governance structures that they are operating in. At the end, this article offers a spectrum of exclusive and inclusive approaches to talent management that governments can use as guidance.

Key words:

• Talent management
• leadership training
• civil service
• war for talent

ACKNOWLEDGEMENT

The article is part of an ongoing research agenda on talent management in Asia, which is funded by the National University of Singapore.

Notes

¹ In this article, the word ‘scheme’ is used in a neutral way. Similar words are ‘strategy’, ‘plan’ and ‘programme’.

² A-levels is a British model that refers to the last 2 years of secondary education prior to university. Countries that adopt the British system would have A-level examinations administered across the country on annual bases.