PRESS STATEMENT BY DATUK SERI DR. CHUA SOI LEK

ON REPATRIATION AND RETENTION OF MALAYSIAN HUMAN CAPITAL:POLICY CONSIDERATIONS

INTRODUCTION

Human capital is an important resource that must be valued and managed effectively as a means to lift the Malaysian economy to the next level of development in order for the country to achieve the vision and aspirations of a fully developed nation. Hence, it is imperative to prevent the loss of this crucial factor of production and focus on how to attract and hold onto skilled labour.

It cannot be denied that a large amount of this human capital has been lost through brain-drain. It is estimated that there are about 900, 000 Malaysians working overseas.

THE NEED TO ATTRACT AND RETAIN HUMAN CAPITAL

According to the Asian Development Bank (ADB), in Malaysia, the constraint is as much quantity as quality. The report also noted that Malaysian graduates tend to have weak skills in precisely those areas most needed by the type of knowledge-based economy to which Malaysia is directing its efforts to becoming.

The importance attached to human capital development by the Malaysian Government is shown in its 2009 budget which allocated a total of RM47.7 billion or about 23% of the total budget for education and training. In 2008 alone, the government sponsored 17,000 students in universities overseas. Government programmes are also complemented by the private sector.

BRAIN DRAIN

There is a global competition for talent and human capital. Hence, efforts must be made to retain Malaysians with skills and expertise and those who are working overseas must be encouraged to return.

There is no systematic human capital retention programmes in terms of job placement and career development. Very often these students, including post-graduate students at the masters and doctoral degree levels, feel frustrated and disappointed with their job-postings. Such frustrations and disappointments are driving factors for brain drain. These policies and programmes must be based on rational criteria.

There must be clarity in the formulation of human resource policies. Implementation must be consistent with the spirit and intentions of policies. Many government-sponsored overseas students are allowed to work overseas upon graduation. The longer they stay overseas, the less likely for them to return. In some cases, the spouse, who is a professional is posted away from where the family is residing. Apathy among desk officers to the problems faced by the returning expert and his family may give a negative impression.

The converse phenomenon is Brain Gain. Although no data exist on brain gain, it may be deduced that Malaysia has not attracted any significant number of foreign experts.

Therefore, the Malaysian Government must take a serious look at its current policies and programmes for bringing back Malaysians as well as retaining those with the skills and knowledge that are needed by the country.

Current Repatriation Programmes:

Currently, there are two main programmes targeting the repatriation of human capital.

1) Program to Encourage Malaysian Citizens with Expertise Residing Overseas to Return to Malaysia:

Currently, the Ministry of Human Resources administers a repatriation programme under its “Program to Encourage Malaysian Citizens with Expertise Residing Overseas to Return to Malaysia” (refer to Appendix). This is a broad-based programme which covers a wide spectrum of expertise, targeting Malaysians all over the world. The programme offers three main incentives to encourage Malaysian citizens with certain expertise residing overseas to return home to Malaysia, that is, (i) tax exemption for personal effects, (ii) tax exemption for two cars, and (iii) permanent residence for non-Malaysian spouse and children. As of the beginning of 2007, there were only 985 applications, of which 485 were approved. Of the 485 approvals, 330 have returned.[1] The statistics indicated that only, on average, each year about 50 Malaysians have returned to work in Malaysia. The effectiveness of the programme is hampered by some observed weaknesses:

• The programme does not address the fundamental reasons that cause these workers not to return. Tax exemption for personal effects and cars, may not be strong enough an attraction for repatriation;



• The package of incentives must focus not only on the worker but also on his family as well. It must be realised that Malaysians working overseas may have families. The decision to return involves the family as well. If the family’s needs are not met, the worker will not return. Family needs, among other things include residential location, employment opportunities for working spouses, and schooling for children;



• The current programme does not provide a special ‘green lane’ for the passage of repatriation. The successful applicants have to go through the normal bureaucratic procedures to apply for tax exemption and permanent residence for their non-Malaysian spouse and children. The process can take longer than six months;



• Under the current programme, the worker and his family bear all the risks.

2) MOSTI (Ministry of Science, Technology and Innovation)’S BRAIN GAIN PROGRAMME:

Among the goals of MOSTI is to increase the critical mass of researchers, scientist and engineers (RSE) in the country to achieve a ratio of 50 RSE:10,000 labour force of priority areas by 2010. In this context MOSTI launched its Brain Gain Malaysia (BGM) programme in December 2006. Nevertheless, this programme suffered from similar weaknesses as mentioned above.

• Malaysian scientists working in developed countries expected salaries five times the pay here. Such expectations should be expected, taking into account the differential salary and remuneration systems as well as the foreign exchange factor. It is understandable for the returning Malaysian scientist or expert to want to at least maintain his standard of living and quality of life.



• There is a lack of sophisticated scientific facilities in Malaysia. Highly skilled scientists and researchers will be attracted to the availability of state-of-the-art equipment,, laboratories and facilities.



• Bureaucratic problems such as delays in obtaining immigration clearance.

RETAINING HUMAN CAPITAL IN THE COUNTRY

1) No Job Satisfaction:

Determining factors for human capital retention are related to opportunities for career advancement, intellectual fulfilment in the generation of knowledge and skills sophistication. The programmes for retention of skilled people must address both economic and non-economic factors.

2) More Economic Liberalisation:

An open economy with investor and business-friendly policies are more likely to attract the return of migrants.

3) Work with the Malaysian Diaspora:

Efforts should be made to tap the Malaysian academic and scientific Diaspora and entrepreneur networks to capture benefits and know-how from emigrants overseas through legislative and tax rules that encourage remittances and investment from Malaysians abroad.

4) Establish World-class Research Centres/Universities Free of Bureaucratic Controls:

The research and scientific professionals must be separated from the public service remuneration and scheme of service and be allowed to work based on a culture of knowledge creation and invention.

5) Administrative and Bureaucratic Commitment:

Very often, good ideas and plans are rendered ineffective because of poor implementation. The following administrative and bureaucratic measures are necessary:

a. Increase the salaries of post-doctorates and increase funding for the hiring of university professors to retain talent.

b. The procedures and process must be simplified in order to break down bureaucratic delays.

6) A Distinct Holistic and Attractive Package of Incentives:

Instead of just targeting the worker, the package of incentives must target the worker and his family. The incentives must be attractive enough. In this respect, it may be worthwhile to make benchmark comparisons with the kind of incentives provided by other countries. The package of incentives should also provide assistance:

c. For job-search

d. For business start-ups

e. For family re-location

Malaysia is a resource-rich country, nevertheless, countries that are poor in such resources such as South Korea, Japan, Taiwan and smaller economies like Singapore and Hong Kong have shown that a rational and effective utilisation of their human resources can achieve economic development and join the family of developed nations. In fact, people make the difference. Therefore, Malaysia cannot afford to continue to waste and lose the precious human capital that we have. Promotion should be based on merit. There should be no political inteference. Skills and talents are coloured blind.

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[1] These figures were announced by the then Deputy Minister of Human resources, YB Datuk Abdul Rahman Bakar (NST, 8/2/2007)

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人力资源对国家前途和推动国家经济是一项重要的资源，必须加以重视和有效管理，善用人才以提升我国未来的经济发展水平，加速落实大马成为进步国家的愿景和目标。因此，当务之急政府必须的人力资源政策必须要遏制资源流失，把重点放在如何吸引和留住知识型和技术型人才。
无可否认，我国已经大量流失有经济价值的技术专才，初步估计我国有90万人外国外工作。尽管政府多番努力吸引国人回流及留住国内专才，但结果并不理想。人才外流让我国损失却让他国得益，因为散居国外的不乏一些顶尖和优秀的大马专才。而在国内，政府和私人机构同样求才若渴，人力资源的竞争愈加激烈。
为何急需吸引和留住人才？
亚洲发展银行（ADB）报告指出，马来西亚发展受限的原因是同时面对人才质与量的匮乏。大马一直无法及时栽培技术人力来应付市场需求，原因包括本地的大专毕业生人数低。即使有，也很少具有混合技能的人才。该银行的报告也说，大马的大学生缺乏一些专业方面的学识和技能，但这些正是要朝向知识型经济发展的马来西亚所需要的。
在刚公布的2009年财政预算案里，政府将拨出总额477亿令吉或23％作为教育和培训用途。这展示政府相当重视人力资源发展。此外，一些政府机构也赞助不少学子留学海外。仅在2008年，政府就赞助了1万7千名学生到国外求学。
人才外流
全球化的人力资源竞争和跨国挖角，使不少大马专才外流到其他国家或外国公司。因此，我们要努力留住在本地服务的专才，并且设法吸引国外的大马专才回流。就这个议题，我大略归纳了几点进行探讨：
我国没有完善的人力资源招留系统，包括工作安排和就业发展方案。这让许多硕士和博士研究生对他们就业前景感到悲观和失望，而成为人才外流的导因。
政府必须要制定明确的人力资源政策，执行要一致避免偏差，并要符合政策的目的和精神。许多政府赞助的海外留学生毕业后都获准在国外工作一段时期。在这段时期他们累积了国外的工作经验和知识，也适应了当地的薪金回酬制度，相比起本地的薪价，我国的确缺乏吸引他们回流的条件。当他们在逗留国外越久，回国的意愿则越弱。也有一些个案，由于其中一伴侣被公司派遣他国任职，而必须离开我国。这些都是加剧人才外流的因素。此外，政府官员漠不关心的工作态度，也让许多回流的专才及其家人留下很坏的印象。
我国无法遏制国人外流，相反的也无法吸引国外专才移居大马。虽然没有数据，但我相信我国实行的吸引国外专才计划并不成功。
所以，政府的确要认真地、全面地检讨现有的人力资源政策，特别是招留专才的措施。
目前，我国有两项招留专才计划：

1． 鼓励海外的大马专才回流计划
这项计划由人力资源部负责游说和鼓励散居世界各地的大马专才返回我国服务。此计划提供3大奖掖：
i) 海外携带回国的个人资产免税
ii) 豁免两辆由国外运回国汽车的入口税
iii) 非大马公民的伴侣和孩子可成为大马永久居民
根据人力资源部副部长拿督阿都拉曼于2007年2月8日发表的言论，截至2007年初，该部只接获985项回流大马的申请，其中只有485项获批准。而当中，只有330项申请的人士回国。这表示，平均每年只有约50人回国。
我国每年有逾前人出国深造，还不包括获外国公司聘请的人数，相比之前，平均50人回国的人数的确不值得我们高兴。问题出在哪里？

• 
  
  
  当局不了解有关计划失败的真正原因。税务优惠已经缺乏吸引力



• 
  
  
  有关奖掖不仅要照顾申请者，也要照顾申请者家人的需求，包括居所、伴侣的就业机会及孩子的教育。



• 
  
  
  此计划没有提供特别管道处理相关的事项。当申请者回国后，他们必须经过一般的程序处理免税和永久居民证的申请，面对繁文缛节这些申请可能耗时长达6个月。



• 
  
  
  申请者和家人须自行承担这项计划的风险。申请者取得人力资源部的批准，一切后续工作皆由本身处理。当局并没有引导申请者寻找工作或安排就业，也没有提供任何援助。严格来说，申请者回国后久完全不受理了。

2． 科学、技术及革兴部（MOSTI）吸引外国专才计划
科技部在2006年推介上述计划，目的是吸引更多科研领域的科学家、研究员及工程师，以期在2010年为我国增至50专才对10000劳工的比例。不过，迄今该计划也未见成效，其中的弱点包括：

• 在进步国家工作的大马科学家，期望回国后能获得5倍的工资。这种期望是可预料的，因为我们必须考虑不同国家的工资、薪酬制度和外汇因素。回流的专才和科学家都希望返回大马后能维持生活的素质。



• 大马严缺尖端科学设施。高级科学家和研究员无不对有先进科研器材、实验室和设施的国家趋之若骛。



• 官僚作风，如延误发出移民准政等。
  

综合以上论点，我认为要留住本地和外国专才，必须要考虑以下几点：

1． 工作成就感
就业发展、知识研究和技术精研机会决定人力资源的去留（尤其是科研人员及知识型员工）。任何吸引人才的计划都要概括经济和非经济考量。

2． 开方经济政策
落实更友好的投资政策，实行经济开放，才能吸引外资和移民。

3． 结合及善用国内外大马学术和科研家的网络，获取如何通过立法和税规资讯，来鼓励和增进海外的大马移民在我国的投资。

4． 设立非官方控制的世界级的研究中心/大学
科研专才的薪酬福利制应和公共服务制度分开，并允许和接纳他们以知识创造和发明为工作基础文化。

5． 行政和官方承诺
这也许是确保任何政策获得考虑的最关键因素。很多时候，好的想法和计划因为执行欠佳可告吹。要促成有关计划，我觉得以下措施是必要的：
i) 调涨博士级专才的薪酬，同时增加对大学聘请教授的赞助金，这样不仅可留住现有人才，也可吸引国外的大马教授回国
ii) 简化所有相关程序和手续

6． 采取更具吸引力的奖掖配套
奖掖配套要顾及专才和家人，要为申请者及家人提供就业机会、创业启营和居所安置等援助。


总结是，马来西亚是一个得天独厚，拥有丰富资源的国家，但我们所见，许多天然资源匮乏的领国如韩国、日本和台湾，甚至地形小于大马的经济国新加坡和香港，这些国家都显示了善用人力资源的本领，目前所取得的发展远远超过大马，加入进步国家的行列。事实是，人为可改变。因此，大马不能再继续流失宝贵的人力资产，我们必须以绩效擢升人才，而用人之策不该有政治干预，技术和才华也不该有种族区别。