Synergy & High Performance Delivery - Abdul Razib bin Hj. Shahuddin Pendaftar UTM - Jabatan Pendaftar
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Synergy & High
Performance Delivery
Abdul Razib bin Hj. Shahuddin
Pendaftar UTM
abdrazib@utm.my
Siri Kuliah Bersiri HPD-ISESS 2.0 Siri 6
Faculty of Social Sciences and Humanities, UTM
26 OGOS 2021
OUTLINE: Synergy and High Performance Delivery 1 Synergy and HPD by Definition 2 What makes it a Synergy? 3 How Synergy Benefit the organization? 4 Implementation of High Performance Delivery 5 Change & Awareness 6 Make It A Culture 7 What Makes It A Team 8 High Performance Delivery by Good Governance 9 High Performance Delivery Framework 10 High Performance Delivery Support 11 Conclusion
1. Definition of Synergy
Cambridge Dictionary
• The combined power of a group of things when they are working together that is greater
than total power achieved by each other working separately.
Merriam-Webster
• Combined action or operation
Dictionary.com
• the interaction of elements that when combined produce a total effect that is greater than
the sum of the individual elements, contributions, etc.
Investopedia
• concept that the combined value and performance of two companies will be greater than the
sum of the separate individual parts. Synergy is a term that is most commonly used in the
context of mergers and acquisitions (M&A).
1. Definition of High Performance Delivery
Merriam-Webster
• better, faster, or more efficient than others
tmap.net
• approach that enables cross-functional teams to continuously improve the products, process and
people that are required to deliver value to the end users.
Quantumworkplace.com
• composed of individuals with specialized expertise and complementary skills who are goal-
oriented and hyper-focused on achieving clear, outstanding results. Together they collaborate and
innovate to produce work at the highest levels
Toolbox.com
• process of continuous feedback and communication between managers and their employees to
ensure the achievement of the strategic objectives of the organization.
2. What makes it a Synergy?
Project &
Program
Deployment of good
project disciplines to
01
ensure reliable Workforce
delivery Delivering the organizational,
Governance 06 02 skill and personal capability at
Practice the right time
Decision-making,
oversight and clarity of
accountabilities Resources
05 03 The organization, scheduling,
Portfolio 04 deployment and adequacy of
Management resources to meet priorities
Doing more of the “right”
things to achieve strategy Financial
and policy objectives while Budgeting, financial tracking
balancing risk, return and and forecasting to ensure
resource constraints adequate funding for projects in
the portfolio
3. How Synergy gives benefit to organization?
Revisit UTM Synergy 4.0
People Physical Facilities
Faculty resources can be
Relieving academician & shared & optimized, with
empower PPP to elevate
administration job to focused
1 2
overlapping to be merge and
rationalized.
more on teaching & research.
Performance
Program & product Delivery
6
Transform & innovate T&L
Synergy IR 4.0 technologies, online
through new intra, inter &
transdisciplinary, hybrid of
3 system, digital management
platforms, data analytics
academic & research program increased human resource
Promotion & 5 efficiency
Partnership 4 Purpose
Expand, extend & synergy A total commitment to become
partnership opportunities premier global institution in
across displine under broad academic & research through
based faculty platform. Science, technology &
Engineering Education
4.Implementation of High Performance Delivery
Stage 1 Stage 2 Stage 3 Stage 4
Awareness Change Culture Team
Idea Examination Development Test Reinforce
Skill & Evaluate & Continues
New approach Gain Knowledge
Performance measurement Commitment
5. Why the need of Change & Awareness?
• Understand need for change
• Understand nature of change Highly Cohesive Team
Awareness
• Support the change
• Participate and engage
Desire
Increase Self-Esteem
• How to change
Knowledge • Implement new skills and behaviors
Increase Morale
Ability • Implement the change
• Demonstrate performance
Reinforcement
• Sustain the change Increase Performance
• Build a culture and competence
around change
6. Make It A Culture
Determination of how and why things
Set of behaviours and norms that WHAT IS get to be done by develop influence
practices an organization to achieve
and demonstrate courage.
excellent outcome
HIGH
Impactful action/project to all aspect Pro-Active to accommodate and
PERFOR
in organization to further increase MANCE
aligned with organizational goals,
engagement, productivity and employee priorities and stakeholder
outcomes. needs.
CULTURE?6. Make It A Culture How to Make It A Culture?
Collaboration: cooperate, share, and work well together.
Innovation: encourages new ideas, and individuals are able to move
ideas through the organization.
Agility: responds and adapts to opportunities
Communication: send, receive, and understand the necessary information.
Support: provide each other with the resources and guidance they
need to be successful. They’re confident in company
High leadership.
Performance Wellness: policies and resources to help people maintain physical and
Culture mental health.
Work Environment: comfortable workplace where people have the resources to
be effective in their work.
Responsibility: accountable for their actions and have the independence to
make decisions regarding their work.
Performance Focus: know what determines success in their role, and they are
rewarded or recognized for achievements.
Mission and Value know, understand, and believe in the company’s mission and
Alignment: values.7. What Makes It A Team?
1 2 3 4 5
15
LEADERSHIP SHARED VISION TIME CULTURE OF SEAMLESS
ORIENTED ACCOUNTABILITY COMMUNICATION
CHARACTERISTICS
OF HIGH
6 7 8 9 10
PERFORMANCE COMFORT ECOSYSTEM NOT PROPER ACTION REVIEWS HIGH
TEAM ZONE HIERARCHIES PLANNING CHECK AND PARTICIPATION
EXPANSION BALANCE
11 12 13 14 15
SELF-MANAGE TRUST AND GUIDING CELEBRATE CONTINUES
MANAGE PRINCIPLE SUCCESS AND LEARNING
APPRECIATION CULTURE7. Why Team Works?
Teams provide a unique social
A group of individuals brings
1 3
dimension that enhances the
complementary skills and experience
procedures and administrative
that exceed the abilities of a single
aspects of work.
individual
Teams support real-time problem- High-performance teams generally
2 solving and are more flexible and
responsive to changing demands. 4 have more fun at work than low-
achieving teams or individuals.8. HIGH PERFORMANCE DELIVERY
WITH GOOD GOVERNANCE
Competency
Establishing
Based Talent
UTM Quality
Management
Management
(CBTM)
System
(SPK)
Focus Group
to lead
Strengthening HIGH PERFORMANCE managing
change
University HR
Governance
DELIVERY ENFORCED
BY EFFECTIVE
GOVERNANCE
SYSTEM
Office Automation
Creating UTM
/Process
Flexible Scheme
improvement
(Contract)
Increase IT
capacity for
efficient
delivery8. HIGH PERFORMANCE DELIVERY WITH GOOD GOVERNANCE
40% Policies Development
60% Procedures & Guidelines Development
2021 2022 2023 2024 2025
COMPREHENSIVE UNIVERSITY DOCUMENT POLICY
GOOD GOVERNANCE ACCOUNTABLE TRANSPARENT RESPONSIVE
EQUITABLE AND
INCLUSIVE
EFFECTIVE AND
EFFICIENT
FOLLOWS THE
RULE OF LAW
PARTICIPATORY
CONSENSUS
ORIENTED
COMPREHENSIVE UNIVERSITY GOVERNANCE STRUCTURE
2021 2021 - 2023 2024
Main University Governance 7 University Governance Focus Complete & Comprehensive University
Structure updates Governance StructureCOMPLETE POLICY DOCUMENTS BY 2025 STATUS AS OF
AUG 2021
15 identified policy to be
developed and seek for the
approval through the related
25% 9 Policies
procedures/guidelines to be
committees developed under the
25%
approved policies 25
procedures/guidelines to be 5 engagements to targeted Procedures
develop under the approved PTJ’s
15 policies in 2021
1 monitoring program for
2021 5 engagements to targeted
PTJ’s
2023 incomplete policy document
as structured. 2025
15 identified policy to be 25% 25%
developed and seek for the
approval through the related
2022 procedures/guidelines to be
developed under the
2024 procedures/guidelines to be
developed under the
committees approved policies approved policies
5 engagements to targeted 10 engagements to all main 5 engagements to targeted
PTJ’s PTJ’s PTJ’s
1 complete document 1 monitoring program for
policies structure incomplete policy document
as structured.
1 monitoring program for
incomplete policy document
as structured.STRENGTHENING UNIVERSITY GOVERNANCE STRUCTURE
1 2 2 2 1
University University University University Comprehensive
Governance Governance Governance Governance Focus University
Structure Focus Focus • Finance Governance
update • LPU • R&I Governance Structure
Governance Governance • Service Delivery & • HR Governance
• Academic • Development Q Governance (Review)
Governance Governance
2021 2021 2022 2023 2024
2025
COMPREHENSIVE GOVERNANCE STRUCTURESTRENGTHENING UNIVERSITY GOVERNANCE STRUCTURE
2021
UNIVERSITY Pembangunan Templat TOR
GOVERNANCE Jan 2021
STRUCTURE
UPDATES
2/2 Pengemaskinian TOR oleh
Urusetia
• 2 Committees in
Legislative Level Feb - Sep 2021
• 15 Committees in 81%
Executive Level15/18 Penyelarasan TOR dan
• 22 Committees in Pembentangan JPU
Operational Level Okt 2021
17/22
Dokumentasi dan Kemaskini
Web
JABATAN, FAKULTI , INSTITUT, PUSAT, AKADEMI, SEKOLAH (UTM JOHOR BAHRU/ UTM KUALA LUMPUR/ UTM PAGOH) Nov 2021STRENGTHENING UNIVERSITY GOVERNANCE STRUCTURE 2021
7 UNIVERSITY GOVERNANCE FOCUSES Governance Task Force – JKPUA & JKSMUA
• LPU Governance
• Academic Governance 2021
• Research & Innovation Governance
• Development Governance
• Finance Governance
• Service Delivery & Quality Governance
• Human Resource Governance
31 Mac 2021 30 April 2021 Sept 2021 Okt 2021
Mesyuarat JK Keutuhan Mesyuarat JK Keutuhan Bengkel Pembangunan Dokumen Pembangunan Struktur Governan
Governan UA Bil. 1/2021 Governan UA Bil. 2/2021 Tadbir Urus LPU dan Senat LPU dan Akademik UTMUNIVERSITY GOOD GOVERNANCE ECOSYSTEM
Legislative & Policy Valuable Insight
Documents assist • Descriptive
the University not • Diagnostic
only with decision • Predictive
LPU • Prescriptive
making and risk
management, the
are also critical Interactive
enablers of the Dashboard
Envision 2025 GOOD
GOVERNANCE Impact &
ECOSYSTEM Effectiveness
Measurement
Internal Quality
Assurance / Sistem
Pengurusan Kualiti
• Process Audit
• Policy Document Audit9. UTM - HIGH PERFORMANCE DELIVERY FRAMEWORK
HIGH PERFORMANCE DELIVERY FRAMEWORK
PDCA & CQI
INPUT PROCESS OUTPUT OUTCOME
Identify customers’ Approach/Method/Tools : • Quality service
needs/requirements • QMS (compliance to MS • Customer-friendly CUSTOMERS’ SATISFACTION
ISO 9001) – Process Service & Facilities
• On-time delivery Indicators :
External approach
• CSI • Standard People Practice • Zero defect
1. CSI 85 – 90%
• Customers’ • 5S
Feedback/Complaints • Lean Management 1. Zero Recurrence of issues
• Do it right the first time from Customers’
Internal • System & Applications Feedback/Complaints
HR (Happy & Well trained • Traditional 1. Quality Objectives by PTJ
workforce), successfully achieved
Programmes/Activities
Financial ,
• Training & Workshops
Facilities/Infra/Environment, • Awareness Programmes 1. Findings of Mystery Shopping
Governance • Audit & Mystery Shopping (0 NCR)
(Policy/Procedure/
Guidelines)
PDCA & CQI9. UTM - HIGH PERFORMANCE DELIVERY FRAMEWORK
TADBIR URUS HPD
Check Do Plan
PASUKAN AUDIT
JK Pengurusan Task Force HPD PENGURUSAN
• Internal/ JK PEMUDAH
External Audit (PTJ/Fakulti) UTM UNIVERSITI
• Mystery
Shopping
ActionPROGRESS REPORT for 2021
HIGH PERFORMANCE DELIVERY (HPD)
AKTIVITI AKTIVITI AKTIVITI AKTIVITI/
PENCAPAIAN
• Pembangunan Kerangka HPD • Penyediaan/Pembentangan deraf
Perbincangan Penubuhan SSC
• Pembentangan deraf 1 2 & 3 Kerangka HPD (15 & 25
(7 Julai 2021)
Apr)
Kerangka HPD (11 Mac)
• Pembentangan Kerangka HPD di
Pra Bengkel TF HPD (11 Julai
JPPU ( 2 Mei 2021)
2021)
-
• Perbincangan dengan SMO (4
Apr & 15 Apr)
• Perbincangan dengan Fasilitator Bengkel TF HPD (12 Ogos 2021)
PM Dr. Siti Aishah bt Panatik dan
Dr Norashikin bt Mahmud, (20
Apr & 10 Mei) -
• Pembentukan Task Force HPD (1
Jun 2021)
• Semakan Dokumen Polisi HPD (6
Jun 2021)
• Mesyuarat JK PEMUDAH bil
2/2021 (17 Jun 2021)
• Mesyuarat TF bil 1/2021 (20 Jun
2021)
QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4
(Feb-Mar) (Apr-June) (Jul-Sept) (Oct-Dec)TERMA RUJUKAN TASK FORCE HPD
OBJEKTIF TERMA RUJUKAN
• Medium bagi membangunkan strategi dan Pelan • Menentukan indicator bagi HPD
Tindakan High Performance Delivery.
• Menetapkan sasaran atau objektif kualiti bagi output/outcome penyampaian perkhidmatan
• Mencadang dan merancang program/inisiatif bagi utama. -
mencapai HPD.
• Merancang dan mencadangkan pelan tindakan /inisiatif/aktiviti bagi mencapai
-
• Membincangkan bagi mencari jalan penyelesaian bagi output/outcome tersebut.
isu-isu berkaitan yang menjadi halangan dan kekangan
kepada HPD Universiti . • Menyelaras aktiviti atau tindakan yang perlu dilaksanakan oleh semua PTJ secara sinergi dan
berstruktur.
• Mencadangkan/membangun soalan kajian bagi mengukur impak/keberkesanan
TUMPUAN UTAMA program/tindakan terhadap HPD.
• Mencari kaedah amalan terbaik yang boleh dirujuk dan • Menghadiri bengkel, mesyuarat dan sesi HPD bagi menilai keberkesanan tindakan yang telah
digunapakai bersama untuk penambahbaikan HPD di
diambil oleh PTJ dan mencadangkan tindakan penambahbaikan
setiap PTJ.
• Menyedia dan menyelaras input-input yang diperlukan untuk membuat penambahbaikan
• Mengenalpasti aspek dan fokus utama untuk dibuat berterusan melalui kaedah PDCA.
penambahbaikan.
• Memberi kerjasama dan komitmen terhadap program yang dianjurkan yang berkaitan
• Membentuk pasukan Skuad Pemantau bagi
dengan HPD.
melaksanakan aktiviti “Mystery Shopping”
• Lain-lain peranan yang berkaitan mengikut keperluan dari semasa ke semasa.
• Membangunkan KAI bagi mencapai HPD Universiti.10. High Performance Delivery Support
• Recruiting • Evaluation
• Training • Measurement
• Courses • Planning
• Empowerment
• Appraisal • Performance
• Upskilling • KAI, Balance score Card
• Multi Skilling
HR Leadership
Technical Financial
• IT Support & System • Incentives
• Artificial Intelligence & • Budget Allocations
Business Intelligence • Expenses
• Instrument • Procurement
• Gadget11. Conclusion
Synergy Versus High Performance Delivery
It weakens destructive
Better Attitude
relationships while strengthens
productive ones
It helps to avoid conflicts of Better Coorporation inside and
interest outside organization
Effective, Efficient and
It minimizes energy losses Responsive Organization
3
It helps to retain employees &
Better Financial Results
best talent
It helps to speed up development
of knowledge & skill 3 Competitive Advantage
It increases organization’s output —
Increased Satisfaction and
higher employee morale and job 1 Outcomes
satisfaction, higher profitability, etc.TERIMA KASIH abdrazib@utm.my
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