24th September 2024,
IIUM Senate Hall,
2.00pm – 5.00pm
The IIUM Leadership Centre, in collaboration with the Higher Education Leadership Academy (AKEPT) under the Ministry of Higher Education (MOHE), organised a roundtable discussion on “Talent Management and Succession Planning Practices in Higher Learning Institutions in Malaysia, Southeast Asia, and Beyond.” This event gathered insights from distinguished Subject Matter Experts to explore key processes in talent management and succession planning within higher education institutions (HEIs). These discussions aimed to highlight the importance of sustainable leadership and continuity to meet the evolving challenges in higher education across the region.
Succession planning is a critical process for higher education institutions (HEIs) to ensure continuity, sustainability, and effective leadership development. This project aims at observing various succession planning practices in higher education institutions mainly in Malaysia, Southeast Asia and beyond. The primary objective of this study is to gather comprehensive data, analyse current practices, and identify best practices. Information of practices at public HEIs on succession planning was compiled for analysis. Among the main features that were gathered to be observed in HEIs for sustainable succession planning includes having
- Good Governance;
- Dedicated Leadership Centre;
- Pool of Talent for Successors; and
- Succession Planning Assessment Instrument.
Resolutions from the Roundtable Discussion on Talent Management and Succession Planning in HEIs
Enhanced Succession Planning and Talent Development Initiatives
HEIs should implement structured, long-term succession planning to ensure a sustainable leadership pipeline. This includes identifying and grooming internal candidates for top management roles, supplemented by targeted leadership development programs to address gaps in readiness.
Encourage HEIs to invest in programs similar to the “Transformation Accelerator” by Tenaga Nasional, which systematically identifies and develops potential leaders within the institution.
Balanced Approach to Candidate Selection (Internal vs. External)
Candidate selection for top management should be flexible, considering both internal and external candidates based on the institution’s age, needs, and development stage.
HEIs are urged to evaluate the appropriateness of academic versus non-academic leadership backgrounds, tailored to the institution’s strategic goals and challenges.
Ensure that candidates are chosen based on vision, capability, and strategic alignment, with a focus on leadership qualities rather than popularity or political influence.
Minimising Political Influence in Appointments
Develop a transparent governance framework for leadership appointments that prioritizes merit and minimises undue political influence.
Encourage collaboration with relevant bodies, such as the Higher Education Leadership Academy (AKEPT), to support fair and merit-based leadership appointments, fostering institutional autonomy and integrity.
Establish clearer criteria for the appointment of leadership roles, ensuring alignment with the HEI’s long-term vision and mission, while preserving its educational philosophy and sustainable values.
Implementing Performance-Based Leadership Accountability
Link leadership performance evaluations with specific, measurable Key Performance Indicators (KPIs) that are aligned with government-mandated Outcome-Based Budgeting and national goals.
Develop a central, real-time dashboard accessible to Board members for ongoing tracking of leadership performance, ensuring data-driven transparency and accountability.
Regularly reassess KPIs to maintain their relevance and flexibility, allowing leaders to adapt to evolving institutional needs while upholding high performance standards.
Strengthened Governance and Integrity Mechanisms
Reinforce governance structures to enhance transparency in decision-making processes and minimise the risk of bias or external influence. This includes implementing regular audits or reviews to identify and address gaps.
The Bursar and Legal Advisor roles should offer unbiased guidance to the Board, ensuring adherence to governance rules and regulations for financial and operational transparency.
HEIs are encouraged to uphold the principles of accountability, ethical governance, and impartiality to build public trust and confidence in leadership decisions.
Collaborative Leadership Assessment and Development by AKEPT
AKEPT should take a proactive role in the periodic assessment of potential leaders within HEIs, providing tailored developmental opportunities based on competency needs.
HEIs should partner with AKEPT to create a more comprehensive leadership rotation system that ensures diverse exposure among academic and administrative leaders, fostering a dynamic, resilient leadership ecosystem.
Public Engagement and Transparency in Governance
HEIs are urged to enhance public transparency by engaging stakeholders in discussions about leadership accountability and governance practices.
Foster an open dialogue on political influence in HEIs to reinforce the value of governance structures that support fair and merit-based leadership decisions, with clear checks and balances.