Saturday 21 November 2015
YOUR ULTIMATE CAREER
& TALENT RESOURCE
Do what you love
T: 03 7966 8388
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BEING
THE BEST
WHAT MAKES YOU AN
EMPLOYER OF CHOICE?
PAGES 6-7
Organisational
success
Managing people towards a better
workforce and nation
Pg 03
Pg 08
Pg 10–11
Pg 12
END CREDITS
FILLING THE BLANKS
MATURE TEEN
Do you work with a
credit hog who just
loves the limelight?
Building a talent pipeline
between employers and
graduates
Raising and nurturing
an independent
teenager
2
Leaderonomics.com, Saturday 21 November 2015
ian Says
Are YOU
employer-of-choice
material?
BECOMING an employer of choice is both a long and treacherous journey, as it takes far more than just a cohesive
branding strategy and savvy social media team. Buy-in from
numerous stakeholders is crucial, and having the right leaders in the right places even more critical.
The war for talent is real, and organisations very quickly
realised that there was an urgent need to be set apart – to
be viewed as unique and “cool”, with an effective brand of
leadership, and embodying an engaging culture. A survey
executed by Accenture among CEOs showed that 60%
of them are kept awake at night, being concerned about
attracting and retaining the best people.
In this week’s pullout, we will begin by looking at four
ways that companies can use to attract great talent,
addressing some of the concerns of CEOs that keep them
awake at night. Creating a clear value proposition being one,
and rocking social media being the other.
Moving on, we’d like to celebrate and highlight a few
organisations who have invested a significant amount of
time and resources in the journey of becoming an employer
of choice, and what sets them apart from the rest.
The centrespread dives deep into the world of the
employer of choice, and a global study by Hewitt Associates
revealed that becoming a top employer yielded the following benefits: higher engagement, reduced turnover, larger
talent pools, and positive business results. Interestingly,
contrary to what many of us might have perceived, the top
attraction and retention drivers are primarily consistent for
employees of all ages.
Next, Marshall Goldsmith describes the credit hog –
someone who withholds recognition of your contribution to
the team/organisation. To make it worse, it could be someone who steals your ideas and makes it their own, and takes
all the credit for it. Towards the end, there is a very useful
self-regulating tool that helps us with gaining the right, balanced perspective.
We conclude with our regular column, Starting Young.
There are a number of insightful ways as to how parents
can “ride out the storm” and raise a “perfectly independent
teen”. Above and beyond these steps, are the crucial values
of trust, respect and compromise – ingredients critical to a
family’s well-being.
May the pages ahead be as insightful, compelling and
inspiring to you, as they have been for me.
Carpe diem,
IAN LEE
Editor
Leaderonomics.com
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IAN LEE
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By KARIN HURT
[email protected]
THERE are four main reasons my MBA
students give me for wanting to work for
the big guys versus a smaller company:
prestige, salary/benefits, room for upward
mobility, and security. Tough factors for the
small guys to compete with for sure.
Interestingly, those conversations have
been juxtaposed with interviews I’ve been
doing for a mid-sized client, as we’re looking to take their social media strategy to
the next level. Guess who’s applying? Rock
stars from the big guys. Yup, even MBAs.
When I ask these candidates, “Why
would you consider leaving ______ [insert
prestigious, high-paying, great benefits,
relatively secure company name here ]?” the
answer is they want a place where they
can move faster (less bureaucracy) and be
more creative.
They want to work for folks who have
a strong vision, but are wide open to new
ideas (ahh… the sweet smell of confident
humility as a competitive weapon).
Of course smaller doesn’t always equate
to faster, more creative, or a culture of confident humility, but in this case that’s the
value proposition. And it’s working. Score
one for the underdogs.
a Clear
Value Proposition
1 Create
Most smaller companies work this
backward, reactively trying to piece
together a competitive offer, or packaging
their recruiting story so it looks good
on paper. To truly attract and retain the
best talent in your industry, you’ll need a
deliberate plan.
Start with your vision: What’s most
important to your ideal candidates? What
do you want to be known for as an employer? Then do realistic assessment of your
current state.
Nothing’s worse than telling candidates
you’re fast and creative, if you’re slow and
stodgy. The only way to develop a genuine
and lasting value proposition is to have a
realistic understanding of your gaps.
2 Sell Your ‘Why’
Simon Sinek’s golden circle isn’t
just about leadership and marketing,
it’s vital in the talent wars. The best and
brightest are looking for a “why” that matters. Be sure you can articulate yours.
3 Engage Your Team
The 360 interview process is working great for my client because the candidates get to talk to a lot of fired-up people.
If your team’s fired up, get them involved
to help interview.
If they’re remote, video interviews are
a great option. Plus, your team will bring
different perspectives and be a good gauge
of cultural fit. Of course, if your team’s not
fired up, you’ve got bigger issues.
4 Rock Social Media
Go hang out where the talent is.
Most of the folks you really want are not
looking on job boards. Showing up strong
is an easy way to attract the attention of
great people who might not otherwise be
looking.
Your turn. What are some of the best
ways smaller companies can attract great
talent?
n Karin Hurt is a keynote speaker, leadership
consultant, and MBA professor. She has
decades of experience in sales, customer
service, and HR which she uses to help
clients turn around results through deeper
engagement. She knows the stillness of a
yogi, the reflection of a marathoner, and
the joy of being a mom raising emerging
leaders.
The opinions expressed in this leadership guide are those of the writers
or the people they quoted and not necessarily those of Leaderonomics.
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often think shouting or speaking in a
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In this Learn From video series, Cynthia
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Leaderonomics.com, Saturday 21 November 2015
Brought to you by HRDF
3
Minister of Human Resources, Dato’ Sri Richard Riot Anak Jaem and chief executive of Human Resources Development Fund (HRDF), CM Vignaesvaran A/L Jeyandran with the winners of the 2014 HRD Awards.
MANAGING PEOPLE IN THE PATHWAY
TO ORGANISATIONAL SUCCESS
HRDF’s efforts to inspire the workforce and develop the nation
By PRETHIBA ESVARY
[email protected]
N
EWS reports over the
years have brought alight
the fact that Malaysia
lacks a skilled workforce.
As a country that is
heading towards achieving a highincome nation status by 2020, this is
not an issue to be taken lightly as the
strength of the human capital affects
the country’s economic progress.
Aware of this matter, the Ministry
of Human Resources Malaysia thus
established an agency under it known
as Human Resources Development
Fund (HRDF) or Pembangunan Sumber
Manusia Bhd (PSMB) in 1993.
With an aim of fulfilling Malaysia’s
aspiration to attain the status of a
developed country by the year 2020,
HRDF envisions to be the driving force
in training and development of the
country’s workforce, with a mission
to enhance the knowledge, skills and
capabilities of the workforce through
effective management of its fund.
This entails encouraging employers covered under the Pembangunan
Sumber Manusia Berhad Act, 2001 to
retrain and upgrade the skills of their
employees, apprentices and trainees in
line with their business needs and the
development strategy of the country.
People Management
An important element of people
management is developing a symbiotic relationship between employers
and employees.
How does this help in taking an
organisation to success?
According to the chief executive of
Human Resources Development Fund
(HRDF) Yang Berbahagia Dato’ CM
Vignaesvaran A/L Jeyandran, symbiosis is critical to human resource development, and employers will reap huge
benefits in the form of increased productivity if they continually improve
their employees’ skills.
“Increased productivity will then
lead to higher revenue, translating it
Delegates from the previous HRDF Conference and Exhibition.
to higher wages for employees.
“This in turn would increase household spending power which would
help businesses grow; thereby creating a positive feedback cycle.
“The concept is a simple one to
grasp and HRDF’s role is to advance
employees’ skills, so as to sow the
seeds for this household-business
cycle.”
Malaysia chairs
Asean 2015
With the advent of the Asean
Economic Community (AEC) to foster economic integration among its
member countries by 2015, comes
increased competition in the marketplace than ever before.
Human resource management
(HRM) will thus become a pillar on
which businesses can rely upon on its
quest for success.
HRD Awards 2015
Apart from aiding in people management, HRDF has taken to providing
recognition to deserving organisations
by hosting an annual HRD Awards
ceremony.
“The purpose of the awards is to
recognise the tireless contribution of
industry players, specifically employers
and training providers who are registered with HRDF, says Vignaesvaran.
“The HRD Awards is the highest
national recognition in the field of
Human Resources Development,
awarded by PSMB under the Ministry
of Human Resources and has since its
inception in 2001 grown to become
recognised as the most prestigious HR
Award in the country.”
The criteria of eligibility include:
to
Employers:
1 Recognition
l
l
Who have contributed significantly
in the field of human resource
development in their organisations
Who have promoted enculturation of learning and development
environment to enhance the competencies of their employees
to
Training Providers:
2 Recognition
l
l
Who have consistently provided
and delivered quality training programmes to HRDF and non-HRDF
registered employers
Who have adopted systematic
methods of developing training
curriculum and programmes
The winners of the award will be
recognised as national top achievers
in the human resource field where
the names of their organisation will
be advertised in mainstream newspapers as well as featured in the HRDF
website.
As part of the recognition activities,
the winners will also be invited to
be guest speakers at PSMB’s Annual
Presentation by a HRDF Conference speaker.
Conference, HRD CEO Talk Series, HR
Clubs, Peer Mentoring Sessions and
other related programmes.
This year’s HRD Awards ceremony
will take place at Grand Hyatt Kuala
Lumpur on Dec 8, 2015. This will take
place during the HRDF Conference
and Exhibition, which will commence
on the 8th to the 9th of December at
the Kuala Lumpur Convention Centre
(KLCC).
This year’s conference will feature
a selection of speakers with expertise
in the field of human resource such
as Maybank Bhd group chief human
capital officer Nora Abd Manaf, Datuk
Wira Dr. Hj Ameer Ali bin Mydin, managing director of Mydin Mohamed
Holdings Bhd and Dato’ Raiha Azni
Abd Rahman, senior vice president of
Group Human Resource Management,
PETRONAS, to name a few.
HRDF Conference and
Exhibition 2015
Concluding thoughts
According to Vignaesvaran, this is
one of the major events planned in
Malaysia in 2015, which is meant to
address the implications of this major
shift in economic environment.
“With the theme of ‘People,
Prowess, Progress’, the conference this
year reflects our commitment in supporting the Government’s aspirations
of accelerating the growth of human
capital and simultaneously uplift the
nation’s economy,” he explains.
Targeted to HR practitioners,
the conference will feature discussions surrounding topics related to
Malaysia’s human capital potential
– from recognising the advantage of
multi-generational talent to leveraging on synergies and nurturing new
skills; from managing a diverse workforce with various ethnic, cultural and
social backgrounds to enabling cross
border movements for optimising
resources.
In regards to the aforementioned
initiatives, Vignaesvaran says, “We
hope through the conference and
awards, we will be able to inspire
others to develop their talent in
order to improve the quality of the
workforce and life of the nation as a
whole.
“HR practitioners, employers and
trainers will be able to gain valuable
insights that will help drive a collective
mutually beneficial collaboration to
build a globally competitive workforce
that will drive the AEC.”
As a custodian and authoritative
institution well positioned to offer
robust and prudent solutions, HRDF
continues to engage with multiple
stakeholders of the industry to continuously expand its role as well as
opportunities to build the nation’s
human capital resources.
n For further information, log on to
www.hrdfconference.com.my
4
Leaderonomics.com, Saturday 21 November 2015
Hartalega driving the forefront
of people excellence
A winning start to many more accolades to come
By LIM LAY HSUAN
[email protected]
H
OW does a
local glove
manufacturer
grow from
a humble
establishment in 1988
to getting listed in 2008,
asserting itself as the
largest and most innovative
producer of nitrile gloves in
the world?
Beyond its investment
in engineering and
product innovations,
which drives its unrivalled
process efficiencies and
quality gloves, there is
something more about the
company’s success that is
worth sharing – its solid
foundation centred around
company values and its
people, also known as
Hartanians: a workforce of
5,000 people across seven
facilities around Malaysia.
This is Hartalega’s story.
Agents Of SHIELD
At the pulse of Hartalega’s
core business are six values
articulated by its leadership
as a moral compass to drive
the company forward.
They are constantly communicated to all Hartanians
so that they ‘live and breathe’
these values in their work
and all decision-making.
Kuan (fifth from left) with his dedicated team of recruiters at the M100 Awards gala.
Attracting Young
Graduates
Using the acronym SHIELD, they comprise:
Synergy
Excellence in
quality
Hartanians working
together to accomplish
organisational goals.
Excellence in all aspects of
work and product quality.
Honesty
Truthfulness and sincerity in
everything Hartanians do.
Innovativeness
Hartanians are always looking
out for anything new,
creative and inventive.
Learning
A desire to continuously
acquire and share knowledge.
Dedication
Hartanians going beyond the
call of duty.
n
ed
i
c
a
tio
D
l
e
a
r
n
ing
excellence in
Quality
iveness
innovat
At the recently concluded Malaysia’s
100 Leading Graduate Employers
Awards (M100), Hartalega emerged
as winner of the Manufacturing –
Chemical and Heavy Industries category,
further sealing its position as among
the best employer to work for in the
country.
Even though Hartalega has received
numerous accolades and recognition
throughout the years, including HR Asia
Best Employers to Work for, this M100
win is probably Hartalega’s sweetest
win, as it was voted by students and
graduates.
Kuan Vin Seung, Hartalega’s human
resources director says, “We are on a
RM2.2bil expansion programme called
the Next Generation Complex or NGC,
and we need to hire a lot of talent to
support our growth. We realised we
needed to share our Hartalega story
while our potential talent are still at
universities.
“Upon our leadership’s challenge for
us to get into the M100 list, we decided
to proactively engage with graduates
through extensive campus recruitment
drives and career talks.
“With this award, it’s a testament
that these young talent are more
aware of Hartalega as a company
that they’ll consider working for
after their studies.”
esty
Hon
Synergy
SHIELD
Core Values
Equipping Talent
With Strong GRIP
To create a conducive real work
experience for interns at Hartalega,
the organisation has formalised its
internship programme known as GRIP,
or Graduate Readiness Internship
Programme.
Hartanians
volunteering
in orang asli
medical
outreach
programme.
GRIP provides a wealth of practical
skills training in a structured manner to
help kick-start interns’ career and leadership development.
Interns are assigned supervisors or
mentors to work on specific projects or
tasks until they complete their learning
programmes.
In enriching their internship experience
and make it more meaningful, they also
get to participate in Hartalega’s different
corporate responsibility (CR) initiatives.
Interns who do well at the end of
their internship will be offered to join
the Hartalega family as full-fledged
Hartanians.
A Company With Heart
A company’s existence is guided by a
strong sense of mission and purpose. For
Hartalega, to be recognised as a caring
company to the community and environment is embedded in their corporate
vision.
With such solid business philosophy,
Hartalega has a long history in reaching
out to create a positive and sustainable
impact in these four areas:
l
l
l
l
Community
Environment
Marketplace
Workplace
Among some of Hartalega’s commendable CR initiatives include school
adoption programmes, recycling campaigns, medical outreach programmes
for orang asli community, humanitarian
assistance for shelter homes, health and
safety campaigns and incorporation of
green energy for their facilities.
Into The Future
As a proponent of continual excellence and learning, Hartalega is not
resting on its own laurels yet.
Says Kuan, “There is much more to
do before we are on par with other
multinational companies in terms of
HR practices and talent management.
This award will motivate us to ‘glove
on’ with our efforts to support business
growth.”
Indeed, it is Hartalega’s aspiration
that every Hartanian is able to learn,
grow and prosper with the company.
n To grow your career with Hartalega, visit www.hartalega.com.my to find out more.
Hartalega trivia
Inventor of the
world’s first
lightweight
nitrile glove in
2002.
Number of
Hartanians
(as of 2015):
5,000.
Winner of Forbes
Asia Best Under A
Billion award for 4
consecutive years
(2010–2013).
HR Asia Best
Employers to Work
for award for 2
consecutive years
(2013–2014).
RM2.2bil
investment in
upcoming NGC,
encompassing 112
acres in Sepang.
Leaderonomics.com, Saturday 21 November 2015
By LLOYD GREEN
[email protected]
W
HEN it comes to the
most popular graduate recruiters in the
fast-moving consumer goods (FMCG)
industry in Malaysia, there’s one name
that stands on top, the Nestlé Group.
Almost 150 years, they’ve set the
benchmark for employee satisfaction
across the globe, and now, are ready
to set the bar even higher.
5
nestlé DOING IT BEST
so what makes nestlé a great place to work?
Winners
Malaysia’s 100 Leading Graduate
Employers (M100) Awards 2015
Nestlé Malaysia – Most
Popular Graduate
Employer in FMCG 2015,
2014, 2013
Knowing your
employees
Nestlé realises that talent is everything, and as such, goes to all lengths
to ensure their staff are best prepared
Nestlé new hires taking the opportunity to engage with region head of Nestlé Malaysia, Singapore & Brunei, Alois Hofbauer over breakfast.
for work each day.
Since 2009, the “Nestlé & I” survey has been a globally consistent,
business-relevant tool aimed at collecting feedback from all employees
worldwide in a pursuit to improve
their standards.
The “Nestlé & I” Malaysia survey in
2014 particularly highlighted how comfortable the workers
“A Survey That
were with their
Works: 95% of
working environemployees took the
ment, but how
‘Nestlé & I’ Malaysia
inspired they were
survey. That’s 6,769
to regulate the
people!”
performance of the
company.
Winners of the “I’m The Next International” competition.
what our employees say
Consumer Focus:
81
%
80
%
Agreed with Nestlé’s
approach towards
product quality and
consumer needs.
Strategy &
Alignment:
Felt aligned with
Nestlé’s strategies and
understand the larger
picture.
Engagement:
80%
Felt engaged to
Nestlé’s cause and
fully support Nestle’s
values, leadership and
managerial style.
“ My company supports gender
differences.”
“ I am proud to work with
Nestlé sales that advocates good
values (Trust, Respect,
Involvement, Pride,
Commitment).”
Creating The ‘Nestlé Way’
Whilst diversity and employee welfare have only just reached the top of
most corporate agendas, the food and
beverage giant has been pioneering
its “Nestlé Way” for years, championing simple strategies to develop and
sustain conducive working environments, strong leadership and winning
cultures.
Diversity
l Advocacy of Gender
Balance
l Greater Support For
Mothers
l Leadership Development
Programmes
l Flexible Hours
Well-Being
Lunch ‘N’ Learn
l Nursing Room
l Chill-out Areas
l Reaching Out to
Community Kids (ROCKS)
Programme
l
Health
l Fruit day
l Fitness Programme
l Healthy Canteen
l Health Talks & Health
Screenings
What has made the “Nestlé Way”
continuously successful is a high
performance culture supported
by differentiated rewards and
development, which is key to the
delivery of individual and business
objectives.
In Nestlé’s case, it’s been their
ability to ensure that employees are
aware of how their work impacts the
company.
Talent Management
Hofbauer (left) with the farmers of Nestlé Paddy Club.
attraction, retainment and engagement.
‘I’M THE NEXT
INTERNATIONAL’
COMPETITION
ment and build their authencity and
drive.
Employees are encouraged to
innovate solutions and establish an
implementation process designed to
address issues pertaining to:
This competition has
been particularly popuModel For Talent
“Currently, 23
Rewards and
lar, with high perDevelopment
Nestlé
Malaysia
Recognition
forming employees
employees are
gaining the chance to
expatriates in other
win postings to other
70% Experience
Personal
Nestlé markets.”
l On-the-job
Nestlé markets such
Growth and
as Switzerland, United
development
Development
l Relocation within
Kingdom, Japan or the
Philippines.
and outside
Candidates are given assessments
market
Efficiency
l Cross-functional
that challenge them to act and think
under pressure, whilst also empower
assignments
them to display critical thinking and
leadership skills.
20% Relationship
Work-Life
l Ongoing feedback
Expatriation of team members
Environment
l Coaching
to countries around the world helps
l Cross functional
deepen their expertise and develop
leadership by getting international
assignments
l Networking
experience.
Corporate Mentoring and
The Bigger Picture
International Training Programmes
10% Education
It is Nestlé’s forward thinking and
l Classroom training
are also designed to accelerate talent
clear passion for serving their employl Conferences
development through relationshipees that have seen them maintain
l E-learning
based support, transfer of experitheir mantle as the most popular
ence and insights as well as
graduate recruiters in the FMCG
exposure beyond the curindustry in the country.
This can be
rent role.
With Malaysia’s economic climate
measured through
set to grow rapidly over the next five
A Total Rewards
their; Attrition
years, Nestlé Malaysia’s reputation as
Policy is implemented,
Transform To
rate of 5.4%
the nation’s No. 1 choice for underWin
aiming to establish
compared to the
graduates and recent school-leavers has
value and trust via
The aim? To inspire
market benchmark
Fixed Pay, Variable Pay,
employees to create inno- them in a very strong position.
of 7.2%.
Benefits, Personal Growth
vative solutions to improve
n Interested to know more? Log on to
& Development and Work-Life
operational practices. This
www.nestle.com.my
Environment, so as to increase its
also helps fast track their develop-
6
Leaderonomics.com, Saturday 21 November 2015
Leaderonomics.com, Saturday 21 November 2015
WHAT MAKES
YOU AN
EMPLOYER
OF CHOICE?
By LILY CHEAH
[email protected]
E
MPLOYER of choice. Just tune
in to the employer chatter
landscape for a short time and
chances are that you’ll hear
these three words.
It’s a term that describes what many
companies aspire to be, and the kind
of establishments employees want
to work for. In a nutshell, this human
resource buzzword refers to companies
that are great employers.
Why are companies bothering about
their reputation as an employer? With
ongoing fierce competition for top talent, there is heightened awareness of
the need to both attract and retain the
best people.
At the same time, a global study by
Hewitt Associates on the best ranking employers reveals the following
additional benefits of being a top
employer:
l Higher engagement – Top employers demonstrate higher employee
engagement scores.
l Reduced turnover – They experience lower levels of employee turnover,
by as much as 40% in Asia.
l Larger talent pools – They receive
almost double the amount of applications per employee.
l Business results – Organisations
with high engagement scores are 78%
more productive and 40% more profitable.
Of course, the term shouldn’t be
taken without its limits, because an
employer of “choice” for Tom may not
necessarily be an employer that Dick
and Harry would “choose” to work for.
Attributes of companies like industry,
company structure, roles and culture
will inevitably attract their specific segment of people.
However, observe good employers,
and similar characteristics do appear.
Scan the numerous top employer lists
and reports, and we do see consistencies in attributes.
So What Do Top
Employers Have In
Common?
Though every list will be worded
differently, top employer attribute lists
generally describe a company with
an environment positioned for high
employee satisfaction and performance.
Aon Hewitt’s 2015 Best Employers
in Asia-Pacific study identifies four key
criteria of the best employers.
These are:
l High employee engagement –
Staff of these companies are motivated
to go the extra mile to meet business
Figure 1: Top attraction and retention drivers by age
< 30
30 – 39
40 – 49
50+
1
Base pay/salary
Base pay/salary
Base pay/salary
Base pay/salary
2
Job security
Job security
Job security
Job security
Career advancement
opportunities
Career advancement
opportunities
Career advancement
opportunities
Trust/confidence in
senior leadership
Career advancement
opportunities
Career advancement
opportunities
Career advancement
opportunities
Challenging work
Length of commute
Trust/confidence in
senior leadership
Trust/confidence in
senior leadership
Career advancement
opportunities
Learning and
development
opportunities
Learning and
development
opportunities
Organisation’s
reputation as good
employer
Organisation’s
reputation as good
employer
Manage/limit
work-related stress
Relationship with
supervisor/manager
Job security
Job security
Organisation’s
reputation as good
employer
Challenging work
Challenging work
Career advancement
opportunities
Trust/confidence in
senior leadership
Length of commute
Relationship with
supervisor/manager
Relationship with
supervisor/manager
3
4
objectives, they speak highly of the
company and intend to stay on.
l Compelling employer brand
– These organisations have a good
reputation as employers, and their perceived reputation is matched by actual
employee experience. They deliver on
promises made, and employees can
clearly explain the distinguishing factors of their employer.
l Effective leadership – Leaders of
these companies provide clear vision,
and regard employees as assets.
Employees, in turn, believe that leaders
are able to make sound business decisions and communicate with employees in an open and honest way.
l High-performance culture –
Employees have access to career progression and learning opportunities.
They are aware of how their individual
objectives link to company goals, and
they share in the overall organisational
success.
Glassdoor also found the following five characteristics in employers
that were most highly ranked on their
site, as elaborated by Sara Pollock of
ClearCompany:
l People matter – Employees are
willing and excited to be their employer’s brand ambassadors. As a result,
they naturally attract other great talent
to the company through the people
they know. This is crucial because
potential candidates place a high
degree of trust in current employee
feedback and reviews.
l People feel heard – Beyond just
doing employee feedback surveys,
great places to work are quick to act
on feedback that they receive and integrate these points into business strategy. At the same time, they are swift to
provide employees with feedback on
their growth and performance.
l People can grow – Employees are
provided with opportunities to grow
in their careers. Glassdoor cites career
growth opportunities as the second
most popular reason that employees
leave a company to accept another
role. Growth is also the second most
important to employees, after salary.
l Leaders matter – In these workplaces, leaders are confident and wellinformed, and consequently, they are
able to make decisions soundly and
firmly. They are also connected to and
clearly understand the goals and values
of the company. As a result, employees
are clear on their roles, can communicate with leaders and know how to
fulfil expectations.
l People feel appreciated –
Employees feel valued and appreciated,
and there is a strong performance
management system that keeps leaders informed of successes and problems in the workplace. In this way,
leaders are able to react in a timely
7
5
Attraction driver
Retention driver
Source: Towers Watson 2014 Global Workforce Study
1
Career advancement
opportunities
Base pay/salary
2
Base pay/salary
Job security
3
Challenging work
Career advancement
opportunities
Essentially, organisations should take
the time to understand and respond
to employee needs the same way that
staff are expected to understand and
respond to the needs of customers.
This would address scenarios such
as the disconnect referred to earlier
between what employees see as key
retention drivers and what employers
think their staff want.
4
Organisation’s reputation
as good employer
Learning and development
opportunities
Concluding Thoughts
5
Organisation’s mission/
vision/values
Challenging work
6
Learning and development
opportunities
Organisation’s reputation as
good employer
7
Job security
Vacation/paid time off
Figure 3: Top attraction drivers – Employer versus employee view
EMPLOYER VIEW
TALENT MANAGEMENT
AND REWARDS STUDY
EMPLOYEE VIEW
GLOBAL
WORKFORCE STUDY
Source: Towers Watson 2014 Global Workforce Study
Figure 4: Top retention drivers – employer versus employee view
manner and employees can be rewarded and recognised.
Though Glassdoor has selected more
people-centric terms in their attribute
descriptions, both Glassdoor and Aon
Hewitt’s factors pick up on key terms
such as engagement, leadership and
growth.
Does Age Matter?
One question that arises is whether
the age of employees matters in all of
this. That is to say, do the criteria for
top employers cater only to the attraction and retention of Gen-Y and Gen-Z
employees, generally regarded as more
demanding generations?
Interestingly, data from Towers
Watson’s 2014 Global Workforce Study
reveals that the top attraction and
retention drivers are mostly consistent
for employees across ages (see Figure
1):
Regardless of age, base pay/salary
and job security come in as the top
factors in attracting employees. Career
advancement opportunities, trust in
senior leadership all make appearances
in the five most important retention
factors for all age groups.
So it seems that generational differences do not come into major play
when it comes to what attracts and
keeps individuals in companies.
Furthermore, the data affirms the
key characteristics of great employers, by highlighting the importance
employees place on career growth and
learning, and the relationship between
leaders and employees.
These attraction and retention drivers have also remained consistent in
Malaysia since 2012, namely base
pay/salary, job security, and learning
and development for attraction, and
base pay/salary, career advancement
opportunities, and relationship with
supervisor/manager when it comes to
retention.
As far as engagement is concerned,
the Malaysian data reveals similar
keywords to the lists elaborated on earlier. The top five drivers of sustainable
engagement are identified as empowerment, goals and objectives, workload
and work-life, image and their relationship with the supervisor/manager (see
Figure 2).
Are Employers And
Employees On The Same
Page?
Towers Watson also collected data to
compare attraction and retention factors from the employer point of view
and the employee perspective.
Figure 2
Engagement
Empower
Goal and
Objectives
Workload and
work-life
Image
Relationship
with supervisor
manager
Source: Towers Watson 2014 Global
Workforce Study – Malaysia
Both employer and employee
are largely of the same opinions on
attraction drivers, with six out of
the seven top factors cited by both
parties being consistent with one
another (see Figure 3).
The factors vary in priority
according to the two different points
of view, but base pay/salary and
career advancement opportunities
are acknowledged by both sides to
be in the top three.
However, this general correlation
is less evident when it comes to
retention factors.
Although both employers and
employees agree on base pay/
salary and career advancement
opportunities as the top two
drivers, three out of the employee’s
list of seven don’t appear on the
priority radar of employers (trust/
confidence in senior leadership, job
security and length of commute).
This difference in perspective is an
area for employers to address (see
Figure 4).
Priority Areas For
Employers To Address
For organisations that are current
or aspiring employers of choice, the
data does illuminate key areas they
can channel their attention towards.
As a result of its 2014 Global
Workforce Study, Towers Watson
advises focusing on several spheres,
including:
l Base salary, opportunities for
career advancement and job security
– Since these three drivers are cited as
top attraction and retention factors,
or in simpler terms, key areas that are
important to employees, companies
should remain competitive where
these are concerned.
“Even though companies cannot
guarantee job security, they can focus
on creating a stable work environment through communication of
business strategy, goals and results as
well as effective leaders and managers, and clear expectations” writes the
report.
Moreover, as these are factors that
matter most to employees, these will
inevitably influence the extent to
which employees function as employer
brand ambassadors and how they
speak of the company.
l Development of senior leaders
– As confidence and trust in senior
leadership are crucial in retaining
employees, companies should
prioritise the development of senior
leaders to ensure they are able to
lead in a way that inspires the trust of
employees.
EMPLOYER VIEW
TALENT MANAGEMENT
AND REWARDS STUDY
EMPLOYEE VIEW
GLOBAL
WORKFORCE STUDY
1
Base pay/salary
Base pay/salary
2
Career advancement
opportunities
Career advancement
opportunities
3
Relationship with
supervisor/manager
Trust/confidence in senior
leadership
4
Manage/limit work-related
stress
Job security
5
Learning and development
opportunities
Length of commute
6
Short-term incentives
Relationship with supervisor/
manager
7
Challenging work
Manage/limit work-related stress
Source: Towers Watson 2014 Global Workforce Study
A starting point is to develop a
model of leadership that includes “performance components aligned with
their strategic priorities, values and
culture”.
l Improvement of manager effectiveness – Companies can invest in
building the competencies of managers to ensure they are being effective in
their roles.
Surveys show that from the employee’s point of view, the main factor
determining manager effectiveness
is “consistency between word and
actions”. In other words, managers
must walk their talk.
On top of this, employees see an
effective manager as someone who
can “remove obstacles to success”,
“differentiate between high and low
performers”, “treat all workers with
respect” and “clearly communicate
goals”.
l Increase in engagement levels – In
order to increase levels of engagement,
Towers Watson advises the offering
of a “consumer-like experience” to
employees.
As technology and the Internet
has enabled greater access to information, this has empowered the
employee with a greater degree of
choice when it comes to selecting
employers.
Online platforms provide spaces
where people can discuss and rank
companies as employers. Furthermore,
with increased ease in travel and
mobility, individuals are no longer
restricted to finding jobs where they
are from.
This casts greater pressure on companies to stand out as employers, as
they are scrutinised at completely new
levels in this internet-driven world,
not merely in their internal initiatives,
but also in their external branding
(how they are perceived by the general
public).
Being an employer of choice is
then not only imperative to attract
and retain the best people, it is also a
greater challenge.
However, access to information
for employees also means access to
information for employers. Valuable
data is available to organisations
who want to commit to being great
employers.
Moreover, with numerous
awards providing recognition to
companies that are getting it right,
there are helpful comparisons
and best practices to model after,
and organisations that rise to the
challenge stand to reap immense
benefits from their efforts.
n For more interesting Consulting
Corners articles, log on to www.
leaderonomics.com. If you missed out
this week’s print, go to leaderonomics.
com/publications to download for free.
8
Leaderonomics.com, Saturday 21 November 2015
By MARSHALL GOLDSMITH
[email protected]
Y
OU know, someone who withholds recognition of your contribution to the team or organisation’s success?
Even worse, do you work with
or for someone who steals your ideas or
takes credit for the performance of your
products or projects?
If you do, you probably feel unjustly
treated and deprived, as this person
claims credit he/she doesn’t deserve. It’s
theft!
Do You Work with
a Credit Hog?
coming up with a big idea for a client to
showing up on time for a meeting, to
dashing off a clever note to a colleague.
There’s nothing wrong with these private thoughts. This pleasure in our own
performance is what keeps us motivated,
especially on long, arduous days.
You’ve made your list. Now, take apart
each episode and ask yourself if it’s in any
way possible that someone else might
deserve the credit for “your” achievement.
Workplace Crime
When someone you work with steals
the credit for a success that you created,
he/she is committing the most rageinducing interpersonal “crime” in the
workplace.
(This is the interpersonal flaw that
produces more negative emotions than
any other in my feedback interviews with
the stakeholders of my coaching clients.)
And, it creates a bitterness that’s hard
to forget. You might be able to forgive
someone for not recognising your stellar
performance. But it’s really hard to
forgive someone for recognising it and
brazenly claiming it as his/her own!
Are You The Perpetrator?
n Marshall
Goldsmith (www.
MarshallGoldsmith.
com) is the author
of 35 books, which
have sold over two
million copies and
have been translated
into 30 languages.
Email us your thoughts
on belief triggers at
editor@leaderonomics.
com. If you missed
today’s print, go to
leaderonomics.com/
publications for a free
download.
Let’s turn the tables.
Imagine you’re the perpetrator rather
than the victim. Have you ever claimed
credit that you didn’t deserve? Most of us
have, to at least a slight degree.
When it comes to determining exactly
who came up with a winning phrase in
a meeting or exactly who on the team
was responsible for holding an important
client relationship together during a
rocky phase, the evidence gets fuzzy. It’s
hard to say exactly who deserves the
credit.
Given the choice between grasping
the credit for ourselves or leaving it for
someone else to claim, many of us
will claim more credit than
we have earned, and slowly
begin to believe it!
All the while, the victims of our injustice are
seething. You know
how you feel as a
victim, and you should know how people
feel about you for doing the same.
Sharing Is Caring
There’s no telling what a group can
achieve when no one cares who gets the
credit. We know this in our bones.
We know it because we remember
how good we felt about our colleagues
when they accorded us the credit we
deserved.
So, why don’t some people reciprocate when someone else
deserves the credit? I’m
not sure.
It could be their
upbringing, their
need to win, their
need to be right. It
doesn’t really matter.
In life, the best thing to do is be the
person that you want to be in the world.
If you feel the urge to retaliate with hogging the credit, do the opposite. Share
the wealth.
Self-Reflection
Not sure if you have the credit-hogging
bug? Start with this simple drill.
For one day, make a mental note of
every time you privately congratulate
yourself on an achievement, large or
small. Then write it down.
If you’re like me, you’ll find that you
pat yourself on the back quite a lot!
For me, I celebrate for everything, from
If you showed up on time for a
meeting across town, is it because
you are heroically punctual and
thoughtful?
Or is it because someone or
something reminded you about the
meeting?
If you came up with a good idea
in a meeting, did it spring unbidden
from your imagination?
Or was it inspired by an insightful
comment from someone else in the
room? And so on…
As you go through your list, consider this make-or-break question:
If any of the other people involved
in your episodes were looking at the
situation, would they accord you as
much credit as you are claiming for
yourself?
Or would they hand it out to
someone else, perhaps even themselves?
Every one of us has a strong bias to
remember events in a light that is most
favourable to us. This drill exposes that
bias and makes us consider the possibility
that someone else’s perspective is closer
to the truth.
Leaderonomics.com, Saturday 21 November 2015
Live
Learn
Work
Play
Caring for
the society
Conducive work
environment
T
O be a top employer of choice
requires an all-inclusive
approach to building a work
environment in which employees are constantly engaged
and committed to the well-being of the
business.
At S P Setia, such culture has been set
and embedded into the work environment beginning with the company’s
vision “To be the best in all we do”. With
that, a culture of excellence has been set
and all employees strive to be the best
they can deliver to the success of the
business.
LiveLearnWorkPlay
Philosophy
To create such work environment,
the S P Setia development philosophy
of LiveLearnWorkPlay also applies to
employees of S P Setia, who are fondly
known as Team Setia. The company promotes learning and growth by providing
a multitude of trainings and workshops
for employees to improve their skills and
hence perform better, identification of
successors for organisation sustainability
and various talent growth opportunities.
S P Setia’s annual dinner, annual charity dinner and family day is an annual
event where Team Setia comes together
to simply let their hair down and enjoy
bonding time with their colleagues.
Such activities foster closer relationship
between colleagues from various business units, some of which are located
in overseas projects such as Vietnam,
Singapore, Australia or the United
Kingdom.
Instead of hiring entertainment for
these events, Team Setia participates in a
creative performance competition during
the annual dinner to form the entertainment for the evening, after having
trained with professional choreographers
for months. The purpose is to set a platform where new recruits gather, get to
know each other and train as a team to
Brought to you by S P Setia
9
Ample learning
and growth
opportunities
Creative staff
performance
S P Setia: Creating
a Highly Engaged
Workforce
Guided by a wholesome
philosophy
win the competition while having plenty
of fun. It forms the “Play” culture within
the company.
Aligning human resources’ best practices with the company goals, activities
such as “Health Month”, festive celebration activities, recycling activities, corporate responsibility activities and voluntary
services in the Setia Foundation Caring
School Programme defines the “Live” portion of the renowned LiveLearnWorkPlay
philosophy.
Team Setia is encouraged to participate
in activities that enhances the well-being
of themselves as well as the surrounding
community, creating a more fulfilling and
holistic lifestyle.
And at the base of it, S P Setia creates
a work environment where Team Setia
can flourish in. Besides a Green Building
Index (GBI) Platinum Rating Corporate
Headquarters to mark its commitment to
sustainability, S P Setia’s sales galleries and
welcome centres are also developed in such
a manner that they are not only green but
where sustainable practices such as recycling, turning off unused lights and using
the stairs are encouraged and practised.
Open concept office space also encourages
interaction between colleagues.
Ultimately, it is the Setia work culture
of being a “team player”, helping those
in need and creating a sense of pride and
work ownership which creates a great
Team Setia. This is also in line with S P
Setia’s community charter “Creating a
Sustainable Lifestyle for All”.
Key Factor to
Employee Engagement
To create an engaged workforce, good
communication flow is crucial. Besides
daily updates on S P Setia’s internal news
portal, senior management is also actively involved in the communication process.
Senior management inspires Team Setia
by being personally involved in developing top talent and communicating with
employees the direction where the company is headed to.
Ongoing mentoring sessions with
talents, bi-annually chief executive
officer’s (CEO) dialogue where the CEO
goes from one business unit to another
to communicate to all employees on
the company’s current performance and
future plans shows the employees that
the management is sincere in reaching
out to everyone regardless of ranks and
titles.
Besides good communication flow, the
management also empowers employees
by entrusting them with tasks and holding them accountable for results delivery.
Celebrations and recognition of employees’ achievements are common occasions
in S P Setia. It creates pride of ownership
among employees and in return, they are
more committed to go the extra mile to
perform to their best ability.
With these good practices in place and
setting the right work culture for Team
Setia, Setia staff is committed to “Stay,
Say and Strive”. A highly engaged team
leads to highly loyal and committed
team who are also responsible, while a
team who feels pride for the company in
which they work for are more inclined to
promote the brand and be proud to call
themselves Team Setia. These are also
employees who will strive through thick
and thin and ride through any challenges
with the company to produce the best
results.
With a strong foundation set plus a
culture of excellence within the organisation, Team Setia can look forward to
growing alongside the company with
continuously enhanced activities and programmes for a sustainable career growth.
n Looking for
challenges and
an opportunity to
build a rewarding
career with S P
Setia? For more
information, visit
www.spsetia.com.
my/corporate/joinour-team.asp
10
Leaderonomics.com, Saturday 21 November 2015
gradmalaysia T
GRADUATE
RECRUITMENT
AWARD 2015
HE gradmalaysia Graduate Recruitment
Awards (GRA), which took place during the recent Malaysia’s 100 Leading
Graduate Employers Awards Night 2015,
is supported by Talent Corp Malaysia
(TalentCorp) as part of its graduate employability
agenda.
An initiative by GTI Media, the GRA recognises
and applauds the excellence of recruiters who
break new ground in the way they attract and hire
graduates in today’s global war for talent.
Categories within this initiative focuses on a
specific element in the recruitment process. This
year, the GRA increased its roster to celebrate six
award categories.
Best Management Trainee/Graduate Programme [ WINNER ]
FARIHAH FAHMY
Joined Teach for
Malaysia in 2013
Farihah graduated
from McGill University,
Canada with a bachelor
of arts in political science
and international development studies. As a Fellow, she taught in a
school in Perak for two years.
Her students, who sat in the lowest classes,
often asked: “Why do you bother showing
up? Don’t you know we don’t have a future?
Everybody calls us stupid.”
Farihah knew her students needed more
than kelas tambahan – they needed to rethink
the way they thought of themselves, to swap
“stupid” for “success”.
Things didn’t change overnight. Many of
them continued to fail. But slowly, they began
WINNER
FINALISTS
Best Management
Trainee/Graduate Programme
Teach For Malaysia
Alliance Bank Malaysia Bhd
Maybank
Best Internship Experience
Alliance Bank
Malaysia Bhd
EY
Taylor’s Education Group
Best Social Media Usage
Maybank
EY
PwC Malaysia
Best Innovation on Campus
Maybank
GE
Unilever
Best Career Development
Centre – PUBLIC UNIVERSITY
Universiti Malaysia
Sabah
Universiti Teknologi Malaysia
Universiti Malaya
Best Career Development
Centre – PRIVATE UNIVERSITY
Taylor’s University
INTI International University
Universiti Teknologi PETRONAS
Alliance Bank Malaysia Bhd
is open to Malaysian citizens below the age of
35 years who are graduate-degree holders (in
any field except education) with proficiency in
English and Bahasa Malaysia.
Over the last four years, TFM has placed over
220 Fellows in eight states, impacting over
33,000 students nationwide.
Lives are often transformed. Fellows become
leaders in the classroom and in the community,
as they become part of the solution to one of our
nation’s most important challenges.
FINALISTS
Alliance Bank Malaysia Bhd
Maybank
to believe in themselves.
Two years later, when it was almost time for
SPM, these same students were helping their
peers in the last class. Seeing their tears of
happiness on results day was the best moment
of Farihah’s teaching career. All of them had
passed.
On Teacher’s Day this year, Farihah received
this text message from a student: “Happy
Teacher’s Day, Miss Farihah. You are my inspiration.” This student is now studying to become
a teacher.
“When I think of the students she will
teach, the lives she will touch, I’m pretty sure
that there will be a day when all students in
Malaysia will have the opportunity to attain an
excellent education,” says Farihah.
n Farihah is pursuing a Master’s in
Development Studies and leading the student
vision roundtable at TFM.
Best Social Media Usage [ WINNER ]
The Structured Internship Programme (SIP) at
Alliance Bank Malaysia Bhd (ABMB) is the springboard that has launched many bright young
hopefuls into a career in banking. It is also one of
the most popular internships around – attracting
and grooming undergraduates into well-rounded
and work-ready individuals since 2010.
The programme, which is endorsed by
TalentCorp, addresses the issue of skills gap
among those entering the workforce after university.
Undergraduates enrolled in this 10-week
programme are led through a specially
designed learning pathway within the various
functions and building blocks of the bank. This
includes on-the-job training, hands-on working
experience and access to real working environments.
Interns are
hired!
Fifty interns were
offered permanent
employment with the
bank upon completing
the SIP since 2010.
Their selections
were based on rigorous assessments and
recommendations
from the respective
host managers.
There has been a
consistent increment
of interns absorbed
from year 2010 to
2014.
ABMB’s programme is highly regarded by its
industry partners because of the way it dramatically improves a graduate’s employability.
Participants are not only taught how to develop
practical skills sets, but also become more
engaged and intuitive through early exposure to
their career interest.
Annual intakes are open to students interested to pursue careers in the financial services
industry. Those who can prove their mettle
within the programme are then accorded the
opportunity to audition for ABMB’s management
trainee programmes, or to be absorbed as a permanent employee of the bank.
FINALISTS
EY
Taylor’s Education Group
120
100
80
60
40
20
0
Y2011
Y2010
Intern
Y2012
Y2013
Y2014
Converted to permanent
Best Innovation on Campus [ WINNER ]
Maybank
Maybank
MAYBANK’S SOCIAL MEDIA STRATEGY
Mapping out its social media
FOR RECRUITMENT IS:
universe has made Maybank the
frontrunner in the recruitment race to
capture preferences of the emerging,
and hyper-connected target audience
leveraging on current and diverse platREAL
ProvideTIME
forms, specifically electronic channels.
access a platform
Today, Maybank’s array of online
seamleible, updated that is easily
ssly lin
tools, specialty apps and clever social
ked in real-time a
BORD
nd
campaigns dot the highway
Create ERLESS
that connects its massive
reward seamless an
update ing experien d borderless
online empire.
c
s
u
nified from all ov e by having
Its social media traffic
in the loplatform thaer the region
t keeps
in
op
is impressive: 1.28 million
everyo a
FUN &
ne
followers on Facebook, 9.8
D
Y
Encour NAMIC
million views on YouTube
posting age Maybank
the fun s of their life ers to share
and 103,000 followers on
c
ulture and dynamis at work, featu
Twitter.
m of th
e Maybring
E
NGAG
By shifting into the preferred
ank
Use hig ING
territory of today’s graduates,
apps a hly interacti
Maybank maintains a direct feed
engagend activities tove user-gene
rated
ment le
social media traffic
into the job market – staying convels sustain
GOES B
E
Y
OND
Overco
nected on a very personal level
1.28 mil
activitiemes the limit
with candidates through their
webiso s by convers ation of offli
followers
ne
des
ion onli
devices.
n
e throu
gh
FINALISTS
EY
PwC Malaysia
AWARD
Best Internship Experience [ WINNER ]
Teach For Malaysia
Teach for Malaysia (TFM) is a non-profit organisation focused on ending education inequity in
the country. Its winning leadership development
programme, the Teach For Malaysia Fellowship,
recruits outstanding graduates and places them
in high-need schools in order to help drive education transformation.
Participants in this programme, called Fellows,
receive rigorous training which equips them
with the skills, mindset and experience to work
towards breaking the link between a child’s
background and his or her education and life
outcomes.
The Teach for Malaysia Fellowship is a fulltime and fully paid two-year commitment that
The GRA honour roll at a glance
Maybank reaches out to graduates through
Maybank GO Ahead. Challenge (MGAC) of over 100
nationalities at campus level that stretches across
27 institutions of higher learning in 13 countries.
The international case competition is also a
recruiting platform for young professionals to enter
the Global Maybank Apprentice Programme.
It’s interesting to note that the entire MGAC
journey is online from application to finals,
and it has garnered thousands of likes, views,
tweets, shares and #s!
For example, the “live” feeds on social
media generated over 2,500 hashtags, 500,000
YouTube views and 4,900 followers on the
MGAC Facebook page – hence contributing to the
buzz amongst the students and graduates.
Aside from MGAC, over half of entry-level
recruitment is done via social media. Young
professionals are recruited using social media
platforms, namely Facebook page, Facebook
group, Instagram account, YouTube channel
and LinkedIn account.
FINALISTS
GE
Unilever
103,000
followers
9.8 mil
views
Nora Abd Manaf, Maybank’s group chief human capital officer (sixth from right) with the winning teams
of Maybank Go Ahead. Challenge.
Leaderonomics.com, Saturday 21 November 2015
11
TalentCorp works with leading employers who are passionate about investing in young graduates through:
Raising awareness of employer branding AMONG
students, particularly in IPTAs*
Connecting employers to select group of students
for internship and recruitment purposes
Enhancing student participation for employer
initiatives, especially by IPTA students
CIMB ASEAN Stock Challenge
2015 – 1,578
2014 – 1,395
2013 – 911
Industry Engagement Zone (Ind-E-Zone)
l Designed to be a dedicated area within university campuses, Ind-E-Zone is a one-stop career information centre
which will connect students to industry-relevant content and
educate them on internship and career opportunities within
Malaysia’s key industries.
l The centre also offers a range of activities such as industry engagements, networking sessions, career talks (C-Talks)
and sharing sessions to help young Malaysian talent secure a
career of choice.
Universities with Ind-E-Zones in 2015
MY ASEAN Internship
l A collaboration between the Ministry of International
Trade and Industry and TalentCorp to increase awareness of
Asean among youth in Malaysia.
l High achieving Malaysian students in public and private
universities in Malaysia and abroad will get the opportunity
to do internships with leading Malaysian employers at various
Asean locations, while Asean students in Malaysian universities will be able to intern in Malaysia.
2012 – 280
2011 – 83
2010 – 16
Participating companies IN 2015
l TalentCorp has been partnering with CIMB since 2013
and has seen an increase in participation every year.
l The CIMB ASEAN Stock Challenge is a regional stock
trading competition organised annually to give university
students from Malaysia, Indonesia, Singapore, Thailand and
Cambodia the “hands-on” experience with cross-border trading in four major Asean stock exchanges.
Sector Focused Career Fair (SFCF)
Innovate Malaysia Design Competition
Semester Break Programmes
– Breakfast With CEO Series
(Above) Students are enthralled by Alois Hofbauer, managing
director of Nestlé Malaysia.
l Targeted at high-achieving Malaysian undergraduates
studying abroad and locally, TalentCorp’s semester break programmes run twice a year in Malaysia, between the months
of June and August, as well as December and February.
l During the Breakfast with CEO Series, students are given
the opportunity to engage and learn via question and answer
sessions with some of the nation’s most influential corporate
leaders.
l A collaborative effort between TalentCorp and local
universities, the SFCF is an industry-specific career fair, which
focuses on employment and internship opportunities in
Malaysia’s top economic sectors.
l Both participating companies and universities gain from
SFCFs as these fairs provide opportunities for employers to
reach out to undergraduates from specific sectors across various campus.
Participating companies
l Innovate Malaysia Design Competition is a multi-discipline engineering design competition open to all final year
undergraduate engineering or computer science students in
Malaysia.
l Over 400 students participated in 2015.
Participating companies
*IPTA – Institusi Pengajian Tinggi Awam
Reach out to us at [email protected] or visit www.talentcorp.com.my to see how we can partner with you to meet your talent needs.
Best Career Development Centre (Public University) [ WINNER ]
Universiti Malaysia Sabah
Universiti Malaysia Sabah (UMS) tops the list
for a public university with the best career development centre because of the way it engages
with employers through prolific partnerships
that benefit both parties.
As a comprehensive university that strives to
give its students the best learning experience
as well as early exposure to the careers of their
choice, UMS is the overall benchmark in the IPTA
sphere when it comes to placement of students for
industrial training, staff attachments, community
engagement initiatives and campus recruitment.
The structured career development programmes at UMS strengthen its long-standing
relationships with the various industries involved
by ensuring a talent pipeline – students are able
to connect and form a bond with their industry
of choice, even before they finish their studies.
By matching the right talent to the right
industry, UMS stays ahead of the rest when
it comes to developing human capital for the
nation as well as mobilising intellectuals of the
university to bring an efficient and progressive
impact to their communities.
FINALISTS
Universiti Teknologi Malaysia
Universiti Malaya
Best Career Development Centre (Private University) [ WINNER ]
Taylor’s University
understanding, international relations and chamGraduates of Taylor’s University emerge with
pion diversity at the workplace.
more than just a scroll in hand. They come out
Taylor’s conduct talks and briefings by interwork-ready and highly attuned to the needs of
national employers and agencies, organise free
the job market, thanks to the talent development
weekly consultations for students with internship
programmes run by the university to give them a
providers, install an “International Pavilion” during
flying start in their careers.
the annual career fair, and run an Inspiring Speaker
Taylor’s Career Services Centre, which provides
Series Showcase with former alumni who have
these programmes, plays an integral role in supporting the University’s mission to produce gradu- carved successful global careers, former interns
with global internship experience, and Taylor’s perates with strong employability skills, who are
sonnel with extensive multicultural experience.
highly sought-after by top employers.
The three-day Jom Masuk Ladang programme at
In 2015, close to 500 students underwent
Towards this end, Career Services organises
Hafiz Farm Sdn Bhd exposes students to cattle
global internships in more than 42 countries, with
numerous events and provides various services to
farming and oil palm plantation management.
popular internship destinations being France,
help students enhance their own employability,
New Zealand, China, Indonesia, Singapore, United
using a three-pronged approach: by firstly helpArab Emirates, Taiwan, Maldives, Thailand and
ing them to discover their career interests and
Kazakhstan.
strengths; secondly, preparing them, and finally,
connecting them to their employFINALISTS
ers of choice.
Employability
INTI International University
Emphasis is put on global
rate within
Universiti Teknologi PETRONAS
internships, so graduates
six months of
can promote cross-cultural
graduation ranges
from 94%–100%
1 . Taylor’s Career and Employment Fair (TCEF)
SPECIAL
depending on
2 . Student-Employer Engagement Day (SEED)
EVENTS ONLY
school.
At IJM Plantations, students learn about the oil
3. Industrial Training Interview Day (ITID)
AT TAYLOR’S
palm industry from both technical and
4. Internship and Career Market Day (ICMD)
management perspectives.
5. Global Internship and Career Showcase (GICS)
12
Leaderonomics.com, Saturday 21 November 2015
Do you want to raise an
independent teenager?
They can be mature… if you let them.
By JEAN SELVAM
[email protected]
A
few weeks ago, while
conducting a parenting
workshop, I had a conversation
with a group of parents
regarding the importance of
having good communication skills in
order to have a closer relationship with
their teenagers.
For some parents, the only form of
communication was yelling or nagging.
One mom said, “Every day I yell at my
teen to wake up in the morning, to pick
up dirty clothes, to turn off the computer,
to come down for meals and to sleep
early!”
Other parents in the room agreed;
nagging or yelling also diminished their
energy to have conversations about other
things.
The discussion continued on about
independence and the importance for
teenagers to take care of themselves.
It became obvious to me that the real
intent behind the nagging was that parents wanted their teens to show responsibility and be independent.
WAKE-UP CALL
n Interested to find
out more about
DIODE Camps?
Write to diode@
leaderonomics.
com. To get more
information on
upcoming parent
workshops, please
email jean.selvam@
leaderonomics.com
Times have changed and in many
families, the way children are raised has
also changed. The rules and values in
families have shifted to adapt to the current world, which I believe is influenced
by economic forces, technological innovations, popular culture and of course, marriages itself.
On my drive home, I began reflecting
on the discussion about raising an independent teenager and wondering about
the positive or negative effects of the
world on the younger generation.
My mind soon drifted to the teenagers whom I met at the DIODE Youth
Leadership Camps. I clearly recall how
these teens started off by being extremely quiet and clueless at camp, but by day
two, they had gotten into the swing of
things by observing and learning from
the facilitators.
During my first camp, I was pleasantly surprised to see that most of the
teens woke up early, washed their own
dishes, served each other food during
meal times, watched out for one another
and ultimately managed themselves
extremely well.
When camp was over, I explained to
parents what I saw and their immediate
response was shock, followed by “Why
can’t they do these at home?”
ACCEPTING NEW ROLES
I am certain that parents want their
teenagers to be independent. But what
does that really mean?
“Independent” in terms of caring for
themselves by doing household chores
and managing their basic needs or
“independent” in decision-making, and
in developing their own principles and
beliefs?
A realistic, healthy, and developmentally appropriate way to view independence is to see it as the parent and the
teen figuring out the boundaries of a
new relationship – one that is based on
the teen becoming more mature.
It means that teens still stay connected
to their parents (but in different ways)
and allowing parents and teens to learn
to relate to each other on new terms.
RIDING OUT THE STORM
How do parents, educators and the
community raise a “perfectly independent teen”?
Here are some simple things that
grown-ups can do.
1
Discuss issues and
ideas with your teen
Encourage their thinking but don’t criticise their ideas. Just say, “Tell me more
about how you came to that conclusion.” This will allow them to share their
thoughts without the fear of judgement
and push them to think creatively.
2
Model respect in your
discussions with teens
Modeling goes a long way in encouraging respectful conversations and behaviours. Remember that they are constantly
learning from the people around them,
mainly parents and educators.
3
Help teens seek out individual
strengths and talents
It is always advised to guide your
teens towards looking at the positive
side of themselves. The teenage years
are the identity-forming years and is
a crucial phase for teens to gain selfconfidence.
4
Ask teens to take on added responsibilities in the home based on
their strengths and talents
For example, the teen who is good
at writing can put together a note
for grandparents or extended family.
Although typically household chores
are not done based on strengths or
talents, it is the responsibility and
accountability that will be taken into
account which makes a difference.
It can be a battle to get teenagers
to complete household chores, but
some compromise, discussion and
appreciation for the work could ease
the process.
5
Consider relaxing the rules as
your teens show that they are
increasingly responsible
It could be valuable to explain to
your teens how and why they have
earned your trust. Therefore, in order
to show your appreciation and provide them with opportunities to earn
more trust, you could relax or change
some of the house rules.
CONCLUDING THOUGHTS
These are just some ideas to guide
your teens towards becoming more
independent. As you can see, these ideas
involves a lot of communication, trust,
respect and compromise – exactly what
are needed in a family.
The process of teaching your teens to
be more independent requires all these
and more. Achieving independence is an
essential part of your teen’s journey to
adulthood.
To make this journey successful, they
need freedom to try new things, along
with your guidance and unerring support.
THIS MAY BE FOR YOU!
HRDF CONFERENCE AND
EXHIBITION 2015
Dec 8–9, 2015
8am–5pm
Kuala Lumpur Convention Centre
The HRDF Conference and
Exhibition 2015 is organised as a
platform to shape the debate on
Malaysia’s human capital potential. This year’s theme is People,
Prowess, Progress. You can find
more information here at www.
hrdfconference.com.my
Also next week
Malaysia
HR Awards
appreciates the best
This Leadership
Guide Is Powered By
‘Me’
‘We’
A
goal vs a
goal
A story of an
occupational
safety consultant
Schwarzenegger:
an
thought
inspiring
leader
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