The recent civil service pay raises, while necessary and welcomed, have triggered a deeper challenge facing the public sector.
How might excellence in public service be upheld while safeguarding the mental well-being of those who serve the nation?
This question coincides with the revelation from the Public Service Department (PSD) last month on a crisis brewing beneath the surface: more than 40,000 civil servants are grappling with psychological health issues.
The traditional "keep calm and carry on" mentality that once defined Malaysia's civil service is no longer applicable for today's greatly transformed landscape of public service.
Digital connectivity that assumes employees to be ready to receive any instructions 24/7 has erased the boundaries between work and personal life, while hierarchical structures continue to create barriers to open communication and support-seeking behaviour.
The success stories in various departments across Malaysia often mask the human cost behind achievements made. Graveyard shift as well as loss of personal and family time are among stories that are not unheard of.
Improved efficiency metrics and faster response times, while commendable, have frequently come at the expense of staff well-being. The current system often rewards (not necessarily financial wise) visibility over sustainability, presence over productivity.
Thus, the present challenge requires an innovative approach to be taken that could harmonise compensation, productivity and mental well-being in public service.
Global examples offer valuable insights into possible solutions.
Sweden's six-hour workday experiment demonstrated that shortened work hours with fair pay not only enhanced service delivery — with nursing staff conducting 80 per cent more patient activities compared to traditional eight-hour shifts — but also sparked national dialogue on evidence-based work-life reforms, despite high implementation costs.
Singapore's public sector illustrates another successful model, where competitive salaries complement robust mental health support and systematic job rotations to prevent burnout.
However, while international examples offer valuable insights, resolve and solutions must be tailored to Malaysia's unique cultural context.
Thus, the Chief Secretary to the Government's instruction for the PSD to issue a circular on fostering a joyful work environment in the public sector came at the most opportune time.
Three critical areas require immediate attention.
First, the need to reassess and redefine success metrics. The civil service needs performance indicators that measure sustainable excellence, not just short-term achievements.
Clear workload parameters must be defined, and ideal performance metrics must be developed.
At the same time, government departments could also consider incorporating well-being metrics such as sick days, productivity levels, overtime and employee feedback into departmental evaluations and recognising the value of preventive mental health measures.
Second, balancing work and wellness support. The prevalent culture of constant availability needs to be dismantled by implementing clear boundaries between work and personal time towards improving overall productivity while reducing stress levels.
Government departments could, for example, introduce practical flexibility in how and where work gets done — whether through remote working options or adjustable hours — while also building support systems that help staff manage their mental health.
At this juncture, it is also pertinent to emphasise that transformation of workplace culture requires more than policy changes, it requires realisation from the top to carry out the transformation sincerely.
It demands a shift in how we view the relationship between productivity and well-being as well as a culture of openness about mental health that starts with the leadership, within an environment where seeking help is normal.
Third, a great communication plan that helps inform public perception evolve to acknowledge that civil servants, despite their dedication, operate within natural human limitations.
The path forward requires creating sustainable conditions for maintaining high standards over the long term. There needs to be a balance between enhanced service delivery and sustainable work practices.
This balance represents a fundamental necessity for the long-term vitality of civil service with the objective of fostering excellence and well-being in tandem, ensuring that those who serve the nation can continue to do so effectively and sustainably for years to come.
* The writer is Senior Training Consultant, Public Policy, Project Management and Governance Studies Centre at the National Institute of Public Administration (INTAN). She can be reached at treesna@intanbk.intan.my