Can a Perm Sec be a non-grad?

Jan 07, 2017 12.00PM |
 

by Daniel Yap

IT USED to define a person, this “graduate” label. Especially so in the civil service, which until Jan 1 classified all staff under Divisions I, II, III and IV, with Division I being graduates, and the other divisions being lesser mortals without degrees and with stunted pay scales, promotion prospects and a clearly numbered class divide.

When I finished my diploma, I knew that I could not take to joining the civil service as a second-class employee, and I had no intention of pursuing a degree course that simply repeated what I learned in polytechnic, albeit with expanded theory. If I had graduated today, I would have seriously considered the civil service: I had confidence that my skills and potential were at least equal to a uni grad’s.

Now that system has been done away with and civil servants will only be classified according to their grade, which reflects their responsibilities and remuneration. This dismantling of an outmoded system was announced in 2014 and was put into practice gradually since 2015, with uniformed services and the civil service beginning the practice of hiring non-graduates into graduate career schemes.

What will these changes bring about in reality?

 

A different way to get ahead

Now, a polytechnic diploma holder will typically have a two or three-year career head start over a degree holder. This is a huge boost for those pursuing non-specialist management roles.

Although there’s still practically no way for someone to “become” an accountant or maritime engineer just by plugging away at work, some management roles can be trained up easily on the job. Employees should ask their supervisors which skills they need to work on and take the feedback seriously by asking about short courses that would help.

With the glass ceiling removed, everyone is incentivised to perform better and even innovate, if no other bureaucratic constraints come in to squash new ideas.

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Slow mindset change?

Today, those with the will and the skills need not feel that there is a bureaucratic barrier holding them back from rising up the ranks. But certainly some vestige of the old way of thinking will still be left inside and certainly outside the civil service. Some people do cherish their often hard-earned status as a “graduate”, even if it means little in practice.

Habits die hard and worldviews die even harder. If someone has spent their life preaching (and hearing mother preach) that a degree is THE path to success, they will be loathe to change their bearing, even when the tide is against them.

It will be the middle and top managers with this dated mindset that will be a drag on culture change. They could potentially hold back thousands of capable individuals and trigger a loss of confidence that the civil service really wants to change. The organization will be accused of hypocrisy and reform will be grindingly slow.

 

Private sector change

Surely, one of the hoped-for effects of the civil service change will be for the private sector to embrace a skills-based future and tone down on paper-chase hiring practices.

But Singapore’s largest employer will probably have a more robust assessment and review system and good HR practices, compared to many smaller companies. Their promoting managers are going to be guess-timating level of performance and, sad to say, guess-timation often regresses to the lowest common denominator – that piece of paper earned 10 years ago.

But for small companies, simple solutions like having an annual or bi-annual review checklist will help greatly. Ask questions such as whether the employee enhances his team’s performance, whether his attitude is positive and productive, and make a list of skills that he has and a list of skills that he needs to improve on. Then plan what new responsibilities he will have to take on in the coming year and when (and how) you expect him to pick up the skills for the new responsibility.

When hiring, look for a culture fit, chat about the industry and administer a simple (and practical) knowledge test. Even outsourcing part of the hiring process can be financially prudent, relative to the cost of hiring (and the cost of hiring a poor fit for the job). If you have no HR experience, there are short courses that are available via ASME, SNEF and public and private institutions. You could search the SkillsFuture course directory too.

 

Education must offer more

I’m not talking about the fact that the salary structures for grad and non-grad teachers have merged since October 2015. If and when skills, knowledge and gumption become the hardest currency in the career game, then education will have no choice but to evolve to produce students with exactly those characteristics.

Education and career guidance will help sharpen students’ skills development pathways even when they are still in school, and with such centres already in every polytechnic and ITE, students will be better equipped to meet employer and industry skill demand right out of the box.

Universities, both private and public, would have to justify that two or three year delay to starting a career by imparting skills and knowledge that puts their students four years ahead of the curve. Is it even possible?

Let’s answer the question with another question: do graduates succeed because they are intrinsically talented, or because they used their talents to earn a degree?

 

From flipping burgers to the corner office

I’d love to see the day when some gutsy post-secondary school dropout climbs from an operations support role into management (like they sometimes do at companies like McDonald’s). It would signal that on the job training is very strong in the civil service and that any person in the system has a chance of realising their full potential, even if they had a bad start.

Can a dropout beat a scholar? In Silicon Valley they can. Will a “nobody” rise through the ranks and join the Admin Service? Become a Perm Sec? Or are the paths of PSC scholars still closely guarded, and excluded to everyone else?

 

This article is part of a series on SkillsFuture, in collaboration with MOE and SSG. Read the other pieces here:

 

Featured image from Pixabay user Pexels. (CC0 1.0)

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