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KOICA Long Term Training Program (My Story)

WIQAR AHMAD DIRECTOR (COMPLEMENTARY INITIATIVES)  BENAZIR INCOME SUPPORT PROGRAMME

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Program Training Program: KOICA–SNU  Capacity Building  				                   of  Public  Administration (2015) Degree Program: Master of International Studies 				                  (Development Cooperation Policy Program) University: Seoul National University Duration: August 2015 to December 2016 My Introduction       Wiqar  Ahmad MBA from University of Peshawar Basically Director (HR/Admin), Pakistan Agricultural Research Council Currently: Director  (COMPLEMENTARY INITIATIVES)  BENAZIR  INCOME SUPPORT  PROGRAMME

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Although you are facilitated through out your stay at Korea but after all you are a student. Being  a condensed program, you have to be on your toes all the time. Meeting your assignments deadline and preparing for the exams. But it is worth it.

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Halal  f ood   was not available on campus. Self cooking as the only solution Resumption of studies after a gap of 13 years Adapting not only to Korean culture but also to several others Accommodation on sharing basis

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Pakistan’s p osition in the global economy The gap between education standard of Pakistan and Korea-the academia-industry-research triangle International relations are primarily driven by international  t rade  Development is only possible through cooperation-regional cooperation is the key to success No development policy can yield results if not home grown

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Learning Experience Best Courses of the Program

International Business Relations      By Prof. Hwy-Chang Moon Theories of Public Organizations     By Prof. Tobin  Im

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International Business Relations   By Prof. Hwy-Chang Moon

THE STRATEGY FOR
KOREA'S
ECONOMIC
SUCCESS
HWY-CHANG MOON

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In his book “The Strategy for Korea’s Economic Success” Prof.  Hwy-Chang  Moon introduces a new model for business competitiveness titled “The ABCD Model” which can be used for gauging the business competitiveness of a company/firm, industry or even a country.  ABCD stands for Agility, Benchmarking, Convergence and Dedication beautifully explained in the book with a touch of Korean culture.  Agility: Explained with the example of “ Palli   Palli ” culture in Korean society meaning “Hurry up Hurry up”.  E.g  early birds catch the worm Convergence:  Explained with the example of  “ Bibimbap ”  i.e  mixed rice, a traditional Korean dish to illustrate creation of synergy.  The Book analyses various Korean regimes and their strategies as how to tackle not only the challenges they were up to but also capitalize on the opportunities they were sensing. This analysis presents a good lesson to learn for all the developing countries.

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Theories of Public Organizations By Prof. Tobin  Im

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In his Book “Public Organizations in Asia” Prof. Tobin  Im  introduces  students to the fundamental theories of organizations and teaches them how to analyze different types of public organizations in East and Southeast Asia. Moving away from traditional Western theory and examples, this  book  provides numerous case studies of Asian organizations where different ideologies, administrative tradition, and social circumstances prevail.

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Center for Government Competitiveness: The  Center for Government  Competitiveness, hosted at GSPA (Seoul National  Univerity )  aims to be a global thought leader in the field of public administration by focusing on three key areas: research, application, and impact. The Center endeavors to provide accurate, meaningful, and actionable advice for governments to enhance their competitiveness . The Centre runs under the able guidance of Professor Tobin  Im   as its Chief Researcher. http://gccenter.net/map/map.jsp What is Government Competitiveness? “Government competitiveness is defined as the power of government to, based on its given limits, take resources from in and outside of the country and improve social, economic and cultural conditions of the nation and to enhance the social quality and bring the future to more desirable ways.”

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GC Performances by Countries
Worl d
Economy
Sa fety
Infrastructure
Disaster
Management
Culture&Touri sm
Governance
Education
Health&Welfare
FotXi&AgricuIture
Environment

GC Performancr?s by Countries
India
57th
42 th
30
vernance
67th
Erwironment
Education
53 rd
Heal
34
19th

GC Performancx:s by Countries
Safety
61st
nfra
79 th
Environment
Pakistan
73 rd
Education
75 th
He t tl&WeIfare
43rd
Food&Ag re
67 th

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Certificate of
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Scanned by CamScan

2016 Ce
'Oevetoprnent C.cxype r
at Studie

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Title     The  impact of pay rise on motivation and behavior of employees. The case of  Pakistan Agricultural Research Council Research Questions Whether this rise in pay sparked any positive change with regard to motivation? Besides this, the major cause for this rise was employees’ turnover and dissatisfaction, so was it successful in overcoming those issues? How much did this help attract new talent?  Hypotheses The hypotheses  were  as follows; Pay rise cannot maintain high level of motivation for a longer period of time. Pay rise helps decrease dissatisfaction. Pay rise helps reduce employees turnover and attract new talent.

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Motivation Level  The impact of SPS on motivation level was sought through 7 questions in this section.   All  these   questions  were directly and solely related to SPS. Hence, any impact caused can easily be attributed to SPS.  In  6 out of 7 questions, the impact  was  positive and  significant. From  this  it was concluded  that in enhancing the motivation level, though in most cases indirectly, SPS  was  still playing its role.  This nullified  our first hypothesis that pay rise cannot maintain high level of motivation for  a longer  period of time.  Satisfaction Level The impact of SPS on satisfaction level was discovered in 6 questions in this section. Except the last question, all others were directly and solely related to SPS, hence any impact witnessed therein can be attributed to SPS.  In  the last 3 out of total 6 questions, the impact  was  positive and significant for being more than 50%.   From  this we can conclude that SPS  was successful  in decreasing the dissatisfaction level of employees. This  validated  our second hypothesis that Pay rise helps decrease dissatisfaction.

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Retention The impact of SPS on retention was explored through 8 questions in this section. Except question 2 and 3, all others were directly and solely related to SPS, hence any impact witnessed therein can be attributed to SPS.  Except the first factor, the rest, in combination, present a positive relationship between “SPS” and retention, hence we can say that this validates the first part of our third hypothesis that pay rise helps reduce turnover of employees.   Attracting New Talent The impact of SPS on attracting new employees was determined in 4 questions in this section.  2  questions were directly related to SPS, hence any impact witnessed therein can be attributed to SPS.  Empirical evidence showed that only  8.5% left their previous jobs because of attractive pay package in PARC. 64% of them got better ranked positions in PARC so the element of pay, in their joining PARC, cannot be measured. For 67% however, the main attraction in joining PARC is its “Pay Package ”.  From this we can conclude that  there  is proof of only 8.5% new entrants joining due to SPS. Hence, we cannot confidently say that the second part of our third hypothesis, that pay rise helps attract new talent, is validated. This is subject to further research.

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Conclusion From the findings, it can be transpired that the package of Special Pay Scales   ( SPS) has maintained high level of motivation even after 9 years of its introduction. There is little more which this study has divulged that it is not necessary that public servants are driven primarily by intrinsic motivators and that extrinsic motivators may crowd out their intrinsic motives. In fact, extrinsic incentive  i.e  SPS in this case, has instilled a sense of responsibility which is an intrinsic motivator. SPS was also helpful in decreasing pay related dissatisfaction and in retaining employees. New entrants also find SPS as the most attractive feature of PARC job, however there was little imperative evidence that it helped in actually attracting them.

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Typical Challenges Resistance to accepting change Redtapism Responsibility  aversion Lack of clarity  Vague distribution of work High and unrealistic expectations

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Jack  of all trades, but a master of none Theorists will hate you for not  grokking  every last detail and reference Practitioners will argue that you don’t do enough useful things They both find ‘flaws’ but you are awesome Someone explaining complicated theory stuff, hold onto them closely-they are rare “In theory, there is no difference between theory and  practice. But, in practice, there is” - Yogi Berra

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SNU-KOICA Evaluation Conference (2018) Selected  as one of the outstanding cases  and was invited as Guest Speaker to  share  my experiences  at the  “SNU GSIS-KOICA  DCPP Evaluation Conference: Effective  Development  Cooperation on Higher  Education” held at Seoul National University in February 2018. Presented two presentations on  “The  Missing Link Between Theory  and  Practice” and “ Issues  and Problems of Higher Education  Development  in  Pakistan”.

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KOICA Best Essay Competition (2018) My  e ssay titled  “Challenging Task of Putting Theory to Practice in the Public Sector of a  Developing  Country ” won fourth place and was published  in the “Collection of Best Essays on KOICA’s Scholarship Program(2018 )”

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Practice in the Public Sector Of a Developing
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KOICA-MS Wing (Establishment Division)’s Workshop on Capacity Building of the Human Resource/ Resource Development with Pakistan-Korean Experiences (2019) Delivered two lectures titled “How Power Drives Organizations” and “How to Motivate Bureaucrats” to an audience of 25 senior government officers in BPS-17 to BPS-19 as the sole resource person.

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Embarking on a New Horizon     In a quest to fully employ the learning from the KOICA program (development cooperation policy program) and to diversify my experience, I have switched from HR to development field. This will not only prepare me for shouldering higher positions but also equip me for multifarious responsibilities. BISP’s mission is eradication of poverty and elevating the status of marginalized and under privileged sections of society, especially women, through establishment of comprehensive Social Protection Net. 	Capitalizing on this opportunity, I am committed to becoming a development specialist and bringing a positive change in the society on a mass scale.

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CCT Achievements

 Center for Government Competitiveness: The  Center for Government  Competitiveness, hosted at GSPA (Seoul National  Univerity )  aims to be a global thought leader in the field of public administration by focusing on three key areas: research, application, and impact. The Center endeavors to provide accurate, meaningful, and actionable advice for governments to enhance their competitiveness . The Centre runs under the able guidance of Professor Tobin  Im   as its Chief Researcher. http://gccenter.net/map/map.jsp What is Government Competitiveness? “Government competitiveness is defined as the power of government to, based on its given limits, take resources from in and outside of the country and improve social, economic and cultural conditions of the nation and to enhance the social quality and bring the future to more desirable ways.”

CCT Achievements

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