Slaid pembentangan YBhg Tan Sri Datuk Academician Ir. Dr. Ahmad Zaidee Laidin, FASc, Pengerusi Majlis Lembaga Pengarah Universiti Awam (LPU) merangkap Ahli Lembaga Penasihat AKEPT semasa Konvensyen Pentadbir Universiti Awam 2016 di AKEPT pada 20 Ogos 2016.

1. TRANSFORMING PUBLIC
UNIVERSITIES IN
21st CENTURY
Ahmad Zaidee Laidin
Majlis Lembaga Pengarah Universiti Awam
20 August 2016
AKEPT
1

2. 2
Contents
Role of Adminstrators in Universities
QS and Ranking of Universities
Vision 2020 & Transformation Process
Innovations in ITM
Gathering Ideas for Change
Training & Development
Lessons from Icons
2

3. Administrative Roles-1Key broad administrative responsibilities (and thus
administrative units) in academic institutions include:
REGISTRARS, LIBRARIANS, BURSARS, MEDICAL,
SECURITY, RELIGIOUS, COUNSELLING, IT, BUILDING
SERVICES, etc. generally, the non-academic staff.
Admissions
Supervision of academic affairs such as hiring, promotion,
tenure, and evaluation (with faculty input where
appropriate);
Maintenance of official records (typically supervised by a
registrar in the US - In the UK not all institutions have a
Registrar, who would have varying responsibilities for non
academic matters depending on the organisation);
Maintenance and audit of FINANCIAL flows and records.3

4. Administrative Roles-2
Security of people and property on the campus (often organized as an
office of public safety or campus police);
Maintenance and construction
Supervision and support of campus computers and network (information
technology).
Fundraising from private individuals and foundations ("development" or
"advancement")
Research administration (including grants and contract administration, and
institutional compliance with federal and state regulations)
Public affairs (including relations with the media, the community, and local,
state, and federal governments)
Student /staff services such as MEDICAL services, career counselling and
library staff.
4

5. Introduction
“Everyone WANTS A WORLD CLASS
UNIVERSITY.. NO ONE KNOWS WHAT A WORLD-
CLASS UNIVERSITY IS, AND NO ONE HAS
FIGURED OUT HOW TO GET ONE”
- Altbach, 2004
Ratio of Academics: Non-Academics is about 1:1
5

6. CHARACTERISTICS OF TOP 200
UNIVERSITIES (QS)
1.Has a total annual income of $751,139 per academic (compared with $606,345 for a top 400
university)
2.Has a student-to-staff ratio of 11.7:1 (compared with 12.5:1 for a top 400 university)
3.Hires 20 per cent of its staff from abroad (compared with 18 per cent for a top 400 university)
4.Has a total research income of $229,109 per academic (compared with $168,739 for a top 400
university)
5.Publishes 43 per cent of all its research papers with at least one international co-author (compared
with 42 per cent at a top 400 university)
6.Has a student body made up of 19 per cent international students (compared with 16 per cent at a
top 400 university
6

7. QS WORLD RANKING OF
UNIVERSITIES
Employer reputation (20%)
Faculty/student ratio (15%)
Citations per paper (10%) and papers per
faculty (10%)
Staff with a PhD (5%)
Proportion of international faculty (2.5%) and
proportion of international students (2.5%)
Proportion of inbound exchange students
(2.5%) and proportion of outbound exchange
students (2.5%) exchange students (2.5%)
WHERE ARE THE ROLES OF
THE ADMINISTRATORS?
7

8. VISION 2020
Malaysia can be a united nation
with a confident Malaysian
society
We should aim for is a Malaysia
that is a fully developed country
by the year 2020.
We should be a
developed country in
our own mould.
8

9. 9

10. 10

11. 11

12. Innovations in ITM
Business Management,
Insurance, Institute of
Transport
Chartered Institute of
Secretaries
Institute of Bankers
(Banking)
Computer Science
ACCA, CIMA, ICWA,
ICSA
12

13. Further Innovations in ITM
Law (LLB Lon.)
Architecture & Quantity Surveyor
,Valuation
Plantation Management
Diploma in Science
Art & Design
Textile
Electrical, Mechanical, Civil
Engineering
ARSHAD WAS A MENTOR &
ADMINISTRATOR
13

14. Gathering Ideas
Exposure to Education (Local & Foreign)
Exposure for Training (Local & Foreign)
Attachment Local & Foreign Consultants if
possible
TS ARSHAD IS A GREAT & CURIOUS TRAVELLER
14

15. Attachment- Historical
Development
General Electric Company
Northwestern Electricity
Board
Central Electricity
Generating Board
Research Division
ILO Training Centre
TURIN
Japanese Union of
Scientists and Engineers
15

16. Courses
EDF for special
Programme for
Director of Training
Centre LLN
INSEAD-Transfer of
Technology
Karlsruhe Nuclear
Research Centre
(IAEA)
16

17. Visits: Projects-based
Mitsubishi Electric
Japan
Florida Power & Light
Perusahaan Listrik
Negara Indonesia
EGAT Thailand
MIRALCO Philippines
Public Works
Department Singapore
17

18. Old Style Mentoring-Still
Relevant
Management is Husband and Wife
Team-TS Abu Zarim & Puan Sri
Zaidah
Welfare of ladies looked after by
Puan Sri Zaidah. She started
Pelitawanis (1976) adopted by
Government as BAKTI (1977)
Tan Sri introduced me to the role of
Unions, IEM, manners, way to
address Ambassadors. Etc
TS ABU ZARIM WAS DEPUTY
GM (ADMINISTRATION) & MY
MENTOR
AL FATIHAH
18

19. TNB Vice President Human
Resources
DATO’ MUHAMMAD RAZIF BIN ABDUL
RAHMAN
Meets Group’s objectives by linking its human
resource activities to business strategies and
acting as a Business Partner.
FINANCIALLY accountable for the Division’s
cost effective operations.
PROVIDES human resource services to the
Group, such as human resource planning &
development, human resource management
and human resource internal affairs.
ENSURES that HR policies, procedures &
practices are in line with the Group’s Business
Strategy and Core Values.
Deals with industrial relations, staff welfare &
administration, and managerial &
leadershipTRAINING.
19

20. TNB Talent Management
Azman Zakaria
Chief Talent Officer
answerable directly to the
CEO
Presentations,
Performance
Development, Attached to
an Australian University
In charge of Yayasan
Tenaga Nasional
20

21. Talent Management
Talent management practice of Tenaga Nasional
Berhad (TNB). -how the company selects and
develops future leaders to ensure a smooth
succession for important positions through creation
of a talent pool consisting of high performance-high
potential managers.
Members of the talent pool are groomed for
succession to key leadership positions at the
corporate level and critical positions at the divisional
level. Selection for TNB's talent pool is open for
managers and engineers who have served at least 8
years in the company.
Members of the talent pool undergo a systematic
and rigorous program of talent development. This
includes the Accelerated Development Program for
preparing managers for succession to the C suite
positions (i.e., positions at the Vice President and
Chief Financial Officer, Chief Information Officer and
Chief Procurement Officer).
The PROSEM and PROGEM are talent
development programs for those nominated for the
Senior Manager and General Manager positions. .
21

22. Transform from ITM to UiTM
RESEARCH
GRADUATE SCHOOL
UPGRADING
QUALIFICATIONS OF
LECTURERS & STAFF
EXTERNAL EXAMINERS
PROFESSIONAL
ACCREDITATIONS
(INTERNAL
&INTERNATIONAL)
22

23. Transform from ITM to UiTM
IMAGE -logo,
"CHOKMAR", robes,
furniture,
2nd Amendments to
ITM ACT OF
PARLIAMENT
Diploma to Degree
(1996
AMENDMENT)
23

24. UiTM Institute of Leadership And
Development (ILD)
Basic Teaching &
Learning
Talent Accelerated
Leadership Excellent
Series (TALES)
PhD on Time POT,
Research Methodology
MANAGEMENT OF
CHANGE OF
MINDSETS
24

25. Training & Development
Induction Training
On the job Training.
Upgrading Training
Where appropriate,
Academic Training
KNOWLEDGE, SKILLS,
ATTITUDE
25

26. Develop Talent Management
(Knowledge, Skills, Attitude)
A newly diverse
workforce. Critical talent
shortages.
Leadership gaps. And
under-engaged
employees.
It’s time to move forward
on all these fronts—or risk
falling behind.
26

27. Responsibility for T&D
The Organisation
The Individual
The Government- Quality, Blue Ocean, ETP
etc.
ALL HAVE TO WORK IN UNISON
27

28. Execution & Measurement
“Measurement is the first step that leads to
control and eventually to improvement. If you
can’t measure something, you can’t
understand it. If you can’t understand it, you
can’t control it. If you can’t control it, you can’t
improve it.”-James A. Harrison
28

29. 29

30. Lessons from ICONS
Think Big, Start Small, Move
Fast.
Put together a wealth of expert
analysis, (D. R. Liggett), (P.A.
Management Consultants) etc.
Research insights, and
Sound recommendations.
Check Exactly what you need
to shape fresh strategies,
cherry-pick the best tools, and
take bold action.
30

31. Contents
Role of Adminstrators in Universities
QS and Ranking of Universities
Vision 2020 & Transformation Process
Innovations in ITM
Gathering Ideas for Change
Training & Development
Lessons from Icons
31

32. 32

33. THANK YOU
33