Senior Management Accountability for Workplace Culture and Leadership Succession Metrics in Ministries and Statutory Boards
Ministry of FinanceSpeakers
Summary
This question concerns the accountability of senior management in Ministries and Statutory Boards for workplace culture, staff well-being, and retention outcomes, as raised by Ms Elysa Chen. Minister Chan Chun Sing, responding for the Prime Minister, stated that leaders are evaluated holistically across organisational health, people outcomes, and their ability to deliver policies effectively. These indicators are incorporated into performance assessments as essential leadership competencies demanded within the Public Sector. Regarding succession planning, the Public Service Division considers individual strengths, dispositions, and agency needs to develop leadership teams with complementary capabilities. The system emphasizes continuous professional development to ensure that public officers serve with purpose and achieve high-performance impact for Singaporeans.
Transcript
1 Ms Elysa Chen asked the Prime Minister and Minister for Finance (a) how senior management in Ministries and Statutory Boards are held accountable for staff well-being, workplace culture and retention outcomes; and (b) whether the Public Service Division incorporates culture and management related indicators into performance assessments and succession planning for senior leaders.
Mr Chan Chun Sing (for the Prime Minister): Staff well-being, workplace culture and good retention are important priorities for the Public Service, as they are in many other leading organisations. These are factors that ensure our public officers serve with purpose and deliver effectively for Singaporeans and Singapore.
Our Public Sector leaders are accountable not only for delivering on the agency's mission but also for organisational health and workforce outcomes. We take a holistic approach to assessing leadership performance and succession planning. Our leaders are evaluated across organisational and people outcomes and their abilities to deliver effectively on policies and programmes. These aspects are all essential competencies demanded of our leaders in the Public Sector.
When planning for succession, we consider their dispositions, strengths, experience and the specific needs of the agency. We recognise that not all leaders can be equally strong in all competencies. Our system therefore places strong emphasis on developing our leaders throughout their careers while also developing leadership teams where individuals complement each other's strengths to achieve high performance and meaningful impact.