UP Magazine|Vol 1|No 3|2015|Muhammad Imran MDEC

VOL1 NO. 3 / 2015 / RM10

HRDF CONFERENCE AND EXHIBITION 2015 WAN YON SHAHIMA COO HRDF

MDeC: DEVELOPING SUSTAINABLE ICT TALENT

MUHAMMAD IMRAN DIRECTOR, TALENT DIVISION, MDeC

SAP LEARNING HUB LAUNCH 27 OCTOBER 2015

“Polytechnic graduates are the real drivers of the Malaysian economy.”

DATUK HJ. MOHLIS BIN JAAFAR, DIRECTOR GENERAL, DEPARTMENT OF POLYTECHNIC EDUCATION, MOHE

KDN NO: PP18646/10/2014 (034058)

ISSN 2289-8832

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CREATING A HIGHLY – SKILLED NATION

PUBLISHER S.T. Rubaneswaran SENIOR MANAGER Cheong Hom Tai

T

he year is nearly coming to a close and I am happy to present the third issue of UP Magazine that coincides with the HRDF Conference and Exhibition 2015. Thus far, the magazine has received positive feedback from various parties on the relevance of articles presented coupled with comprehensive information on how to further upgrade skills and talents of the Malaysian human resource.

All in all, I believe the magazine has achieved what it was set out to do.

However, we will not rest on our laurels but continue to strive to make the magazine even better in the coming issues.

I’m delighted to present in this issue, our cover story on the Future of Polytechnics. Director General of the Department of Polytechnic Education in the Ministry of Education Malaysia, Datuk Mohlis Bin Jaafar is a fierce supporter of Polytechnics and has been in the Polytechnics sector since his early days. In the cover story, he describes the future plans of Polytechnics to further increase enrolment and produce quality TVET graduates. Find out why Datuk Mohlis defines Polytechnic graduates the real drivers of the Malaysian economy. Also in this issue, you will be able to read about MDeC, MATPA and other relevant stories on the latest happenings in the industry.

To continue serving you better, we are keen to receive any feedback from you, our readers. You can send your letters to our Editor at editor@ gsp.my. We’ll be happy to hear from you!

Last but not least, I would like to thank everyone who made this latest issue of UP Magazine a success and I would like to personally wish you all a Very Merry Christmas and a Happy New Year 2016!

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CONTENTS PSMB NEWS HRDF: Strengthening The Nation’s Human Capital Towards 2020 HRDF Is Moving Full-Throttle Towards 2020 HRDF Conference & Exhibition 2015Enhancing Malaysian Human Capital A Malaysia For All Malaysians

10 14 16 20

IN FOCUS MDeC: Taking The Malaysian Economy From Great To Greater Getting To Know MATPA

22 26

FEATURES

Job Seekers Voice Search Frustrations

38 39 48 50 54

Talent Ecosystem: A New & Fresh Approach To Talent Supply Chain Management

56

Leave A Legacy You Can Be Proud Of Upskilling Made Easy With Quorse.com The Problem With e-Learning Protection Is Key

10

LIFESTYLE The Tale of The Big Rajah Fun On The Green And Beyond

42 45

The Future is in Polytechnics

INDUSTRY INSIGHT Managing People = Managing Computers

44

Do Your Employees Take Their Heart, Mind And Soul To Work Everyday?

46

PERSPECTIVE Groom Your Brand With Style Why Project Management Is A Must-Have Skill Learn To Look Foolish How Are You Playing Your Inner Game?

02 | UP MAGAZINE

COVER STORY

58 60 62 64

06

30 DEPARTMENTS The New Frontier: SAP Launch

30

HRDF Contributor Tells All – Beacon International Specialist Centre HRDF Contributor Tells All – Leo Burnett Training Venues Gadget Guide

34 36 40 52

42

52

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I COVER STORY I

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The Future Is In Polytechnics Find out how the Malaysian Department of Polytechnic Education are well on their way to achieving increased student enrolment and producing quality Polytechnic graduates contributing significantly to Malaysia’s highly skilled work force.

“P

olytechnic graduates are the real drivers of the Malaysian economy,” Director General, Department of Polytechnic Education, YBhg. Datuk Hj Mohlis Bin Jaafar says confidently. “Often misunderstood as being a second option educational path, what people fail to realise is, a polytechnic education gives you handson experience within a dynamic and progressive learning environment, while creating a highly skilled individual for niche industries.”

The main deliverable of the Department of Polytechnic Education is to generate innovative human capital through transformational education and training as well as a creative learning environment. UP magazine had an opportunity to sit down with Director General, YBhg. Datuk Hj Mohlis Bin Jaafar as well as his two colleagues, Deputy Director General of Operations, Hj. Mohd Ghaus Bin Abdul Kadir and Divisional Director for Industry Collaboration, Tung Chee Kuan.

All three are on the same page when it comes to driving Polytechnics with each of them coming from very experienced and highly skilled backgrounds while exuding the same passion for Polytechnics. Datuk Hj Mohlis was born in Selangor and

graduated from the UK with a national diploma in technology and then continued his education and obtained an engineering degree. “I started my career as a lecturer involved in the first Polytechnic in Malaysia in {1980} and I’ve been hands on ever since.” Datuk Hj Mohlis has been the Director General of the Department of Polytechnic Education under the Ministry of Higher Education since 23 March 2013. “I’m passionate about Polytechnics and it is my aspiration to see Polytechnics become an industry of its own.” When asked about why Polytechnics play such an important role in nation building, he replies, “As Malaysia aspires to move up the value chain to become a high income economy, skilled workforce is critical to achieve this goal.” Datuk Hj Mohlis quotes Dato’ Raiha Azni Senior VicePresident of Group Human Resource Management at Petroliam Nasional Berhad (PETRONAS), as saying Petronas would not be able to function without their capable Polytechnic graduates.

“Consequently, it is important to increase the enrolment of students in Technical and Vocational Education and Training (TVET) related fields and raise the overall training quality,” says Datuk Hj Mohlis. He confirms that the increase of student enrolment is an immediate focus for the department.

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THE POLYTECHNIC TRANSFORMATION Traditionally, labour demand and supply have been growing annually at 2%.

With the introduction of National Key Economic Areas, demand is expected to outgrow supply. By 2020, the nation requires 3.3 million workforces of which 1.5 million workers are needed in TVET related fields. Out of this figure, 680,000 skilled workforces with diplomas including 580,000 workers in TVET are needed by the year 2020.

“To cater for this demand in 2020, the Polytechnics aim to produce 400,000 graduates in NKEA related fields. The Polytechnics is well ahead achieving its 85% employability targeted year 2020.”

Datuk Hj Mohlis says.

Currently, the Polytechnics is the largest producers of TVET workers in Malaysia. The Boston Consulting Group report in 2011 on “Rationalising the Implementation of Technical Education and Vocational Training (TEVT)” clearly stated that 55% of the TVET workers in Malaysia were produced by the Polytechnics. To be sustainable in the TVET ecosystem, the Department of Polytechnic Education has strategically developed a plan called Polytechnic Transformation that will not only support the nation’s agenda but also meet the demands of the stakeholders. The Polytechnic Transformation is aligned with the Government Transformation Programme (GTP) and Economic Transformation Programme (ETP).

“….it is important to increase the enrolment of students in Technical and Vocational Education and Training (TVET) related fields and raise the overall training quality.” ~ Datuk Hj Mohlis.

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“Polytechnic Transformation was formally officiated on 25th February 2010. It is planned to be executed in four phases: the Quick Wins and Institutional Transformation phase- from 2010 to 2012; the Leveling Up phasefrom 2013 to 2015; the Strengthening phase in 2016; and the last phase is the Excellence phase- beyond 2020,” explains Datuk Hj Mohlis.

THE FUTURE OF POLYTECHNICS “Transformation is laid out from 2010 until 2020, and within these phases a few initiatives have become our priorities in order to achieve our long term goals,” says Hj. Mohd Ghaus. He confirms that at the end of phase one, a few achievements have been recorded.

In the previous phase, the department had implemented the polytechnic rating system, the PolyRate, and ranked three Polytechnics as Premier Polytechnics (Ungku Omar Polytechnic (PUO), Sultan Salahuddin Abdul Aziz Shah Polytechnic (PSA), and Ibrahim Sultan Polytechnic (PIS)). At these Polytechnics, the Centres of Technology (CoT) are developed according to their niche areas.

At PUO, there are the Centre of Marine Engineering (CTME) and the Centre of Air-conditioning & Refrigeration (CARe), at PSA, there is the Centre of Medical Electronic Engineering (CMET) and at PIS, the Centre of Design and Visual Communication (CIDEC).

Chee Kuan added that initiatives include enhancing industry collaboration in students industry attachment, staff industry secondment, industry fellowship, advisory, curriculum, applied research and Work Based Learning. This ensure program relevancy and meeting industry demands.

They have started to strategise towards strengthening Premier Polytechnics in order to be at par with universities while obtaining Self Accreditation status from Malaysian Qualification Agency (MQA). The first phase of Polytechnic Transformation was designed to achieve seven intended outcomes: the setting

1

2 3

3 1. CEO Faculty, Department of Polytechnic Education.

2. YBhg. Tan Sri Dato’ Azman Shah Dato’ Seri Haron, Chairman of Industry Advisory Council, Department of Polytechnic Education.

3. YBhg. Tan Sri Dato’ Sri Sufri Mohd Zin, Industry Advisory Council & CEO Faculty, Department of Polytechnic Education.

4. YBhg. Datuk Ir. Mohd Adnan, Mdm. Chuah Mei Lin, YBhg. Dato’ Dr. Hafsah Hashim, YBhg. Tan Sri Dato’ Azman Shah Dato’ Seri Haron, YB Dato’ Seri Idris Jusoh.

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“The first intended outcome relates to identifying and developing niche areas and CoTs in relevant areas, the mile stones set in phase one,” ~ Hj. Mohd Ghaus

“Polytechnic graduates are the real drivers of the Malaysian economy.” ~Datuk Hj Mohlis

of polytechnic new direction, the new roles being embraced by the Polytechnics personnel, wider access of quality education, the placing of education programmes and niche areas according to the strength of the Polytechnics, the planning of academic staff’s career development based on criteria of excellence, the adoption of excellent work culture, and the development of new and excellent image.

The Transformation Phase Two was launched on 19 March 2013 by the Minister of Higher Education.

“There are four thrusts in Polytechnic Transformation: Enhancing the Polytechnics so that they become dynamic and able to attain the status of preferred choice- at par and equivalent to universities, developing the education programmes in niche areas based on the strengths of the Polytechnics, recruiting and grooming the staff to become competent teaching force, as well as knowledgeable and skilled personnel, and finally, developing a reputable image and inculcating an excellent work culture,” says Datuk Hj Mohlis.

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He goes on to explain that Polytechnic Transformation aims to achieve three Key Success Indicators (KSI) that are the recognition attainment of at least one polytechnic as the flagship of TVET at the regional level; the achievement of 85% of graduate employability rate including those who further their studies within six months of studies completion; and the ability to attract 50% of qualified Malaysian Education Certificate or Sijil Pelajaran Malaysia (SPM) holders to choose polytechnic as their first choice of higher education institution to further their studies.

“The Polytechnic Education Department has outlined Strategic Objectives (SO) which will propel Polytechnic Transformation towards achieving its goals,” explains Chee Kuan. “There are six strategic objectives altogether,” he adds.

Hj. Mohd Ghaus explains that the initiatives in phase two are designed in such a way so that six intended outcomes are achieved. “The first intended outcome relates to identifying and developing niche areas and CoTs in

“The Polytechnic Education Department has outlined Strategic Objectives (SO) which will propel Polytechnic Transformation towards achieving its goals,” ~ Chee Kuan.

relevant areas, the mile stones set in phase one,” he says.

In this phase, the CoTs at Premier Polytechnics have developed into fullfledged CoTs that perform effectively according to the established criteria. In order to achieve this, all the activities are implemented efficiently according to the action plan and time line. Chee Kuan explains that the second intended outcome is that the programmes at Polytechnics should be based on NKEA in order to ensure relevancy and responsiveness to meet the demands of the industry. “The ultimate goal is to enhance the quality of education and training at Polytechnics that can be achieved when Polytechnics work towards ensuring that their institutions are equipped with basic necessities and resources such as space, lecturers, infrastructures and equipment. The third intended outcome relates to the first key success indicator of Polytechnic Transformation that is the recognition attainment of at least one Polytechnics as the flagship of TVET at the regional level.”

THE SIX STRATEGIC OBJECTIVES:

1

Elevate polytechnic as a flagship institution in Technical and Vocational Education and Training (TVET).

Strengthen the relevancy and responsiveness of polytechnic programmes to the nation’s economic development.

Spearhead the niche areas and relevant technologies at each polytechnic that will increase polytechnic’s capacity to produce quality graduates who are enterprising, competitive and highly employable/marketable.

Develop the reputation and branding that will enable polytechnics to be positioned among the best of the nation’s higher education institutions.

Diversify and widen the access to quality programmes which will attract students to further their studies at polytechnics.

Promote Flexi learning for all by increasing the access and infrastructures in order to implement Life Long Learning through Time Sector Privatisation Programmes (TSP).

2 3 4 5 6

“We are determined to achieve quality graduates, and the Polytechnic Transformation will successfully achieve this outcome,” says Datuk Hj Mohlis.

BRANDING POLYTECHNICS Datuk Hj Mohlis agrees that people need to be educated on what Polytechnics really is and how important it is for the economics of the country.

Therefore, in the second phase, there are plans to implement academic and non-academic activities to elevate the image of Polytechnics regionally.

The fourth intended outcome is that by the end of the phase, transformational leadership has been established at all levels. “For that to be realised,

Polytechnic staff should be planning for the development of their careers in tandem with the Human Capital Development Plan and Succession Planning that have been conceptualised and initiated by the department,” explains Hj. Mohd Ghaus.

The fifth intended outcome is that by the end of the phase, the Curriculum Standards for Polytechnics (CSP) are being referred to by outsiders nationally or internationally and Polytechnics are able to share their expertise in related areas. The final intended outcome is that by the end of the phase, Polytechnics will be able to produce high-performing graduates who excel holistically in both academic and non-academic undertakings as envisioned by the vision and mission of the Department of Polytechnic Education and demanded by the industries.

THE MALAYSIAN EDUCATION BLUEPRINT FOR HIGHER EDUCATION OR PPPM (PT) 2015 marks the new beginning in Malaysia education system when the Prime Minister launched The Malaysian Education Blueprint for Higher Education or PPPM (PT) which plays a major role in improving the quality of graduates produced by public tertiary institutions.

The PPPM (PT) introduced 10 shifts which focus on: producing holistic, enterprising and balanced graduates; talent excellence; embracing lifelong learning; graduates of technical and vocational education training (TVET); financial sustainability; governance empowerment; providing eco-system for innovation; global excellence; globalized online learning; and the transformation of higher education delivery. “The blueprint is important in improving the quality of graduates to ensure they could meet the market needs, so as to take the country to a higher level of development,” Chee Kuan says.

Spurred by launching of The Malaysian Education Blueprint for Higher Education or PPPM (PT), the Department of Polytechnic Education has laid out the strategies and initiatives

to achieve the goals and objectives of the new blueprint. Under the Fourth Shift, in developing quality TVET graduates, the Department of Polytechnic Education keeps a close relationship with the industries counterpart by having Industry Advisory Council (IAC) since 2007 where it focuses more in developing Polytechnics curriculum according to the industrial needs in order to elevate TVET graduates enrolment from 250 000 in 2012 to 650 000 enrolment by 2025 without compromising the quality and level of graduates.

SOUND COLLABORATIONS With the launching of the new blueprint, under the Second Shift, Talent Excellence, Department of Polytechnic Education launched the CEO Faculty Program where the program encourages the involvement of industries in providing work experience to students and having industry leaders visiting Polytechnics to give lectures and to engage more with the institutions. Besides having Industry Lead Bodies and leading corporate leaders engaged in the Industry Advisory and CEO Faculty programmes, the Department of Polytechnic Education foster close relationships with our Industry Partners such as Western Digital, Faber, United Technologies Corp, Keysight Technologies, PKT Logistics and many others.

“I am confident that the plans that we have set in place, coupled with the plans that are already being executed, Polytechnics are well on their way to paving solid inroads towards helping Malaysia reach Vision 2020,” says Datuk Hj Mohlis.

The recent achievement of 5 golds, 4 silvers and 6 bronzes in the FIRA (Federation of International RobotSoccer Association) competition in Korea and the accreditation of Gold status to 6 Polytechnics by APACC (Asia Pacific Accreditation and Certification Commission) is a testimony of the Department’s road to excellence.

“The future is indeed in our hands,” he concludes.

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HRDF: Strengthening The Nation’s Human Capital Towards 2020 Chief Executive of HRDF, Dato’ CM Vignaesvaran shares how Eleventh Malaysia Plan (11th MP) will help tap the potential of our human capital, helping Malaysia achieve a high-income nation status by 2020.

W

ith just 4 more years to 2020, Chief Executive of Human Resources Development Fund (HRDF), Dato’ CM Vignaesvaran says that there is a concern about the quality of Malaysia’s human capital, especially in reference to the skill-sets and competency levels. “There is a need to promote upskilling and reskilling of our human resource, for the country to achieve global competitiveness,” says Dato’ Vicks.

ANCHORING GROWTH ON PEOPLE The Eleventh Malaysia Plan, 2016-2020, (11 MP) is the final leg in the journey towards realising Vision 2020. Launched in 1991, By the year 2020, Malaysia aspires to emerge as a fully developed country - economically, politically, socially, spiritually, psychologically, and culturally. Dato’ Vicks says that the general disposition towards Vision 2020 is positive, with a sense of responsibility towards the desired change or transformation, which will accelerate our journey towards the set goals. The 11 MP provides a critical framework for the country to make vital policy shifts and invent new approaches to address the current and emerging challenges.

It cannot be business as usual if Malaysia has to transition to a knowledge-intensive, innovation driven, advanced economy and an inclusive nation in the next five years.

“The rakyat needs to see and believe the opportunities that will come our way with the globalizing marketplace.

With it, also arises the need for new skill set and for the rakyat to acknowledge the challenge to stay relevant in the workforce,” explains Chief Executive of HRDF, Dato’ CM Vignaesvaran. “The Eleventh Malaysia Plan, with its various focus areas that encourage a highly- skilled nation, has set the path for us to move full throttle ahead,” he adds. He is confident that the plan encompasses all areas necessary to achieve 2020.

THE GAME CHANGER: INCREASING PRODUCTIVITY “The budget this year touched upon the unemployment rates of the nation,” highlighted Vicks. The unemployment 10 | UP MAGAZINE

rate rose 0.1% to 3.2% in February 2015 from 3.1%,” he adds.

He says the reason for this is not the lack of jobs but the lack of skills amongst potential employees.

To address this concern, Malaysia’s approach to productivity will include Government-driven initiatives at national level alongside targeted action plans or programs across the public sector, industry, and individual enterprises. At the national level, productivity-linked incentives will be introduced and regulatory reforms will be accelerated. On the other hand, industry champions will spearhead sector-specific productivity initiatives. Similarly, at enterprise level, incentives and upskilling programmes will be provided. Collectively, these strategies will produce significant results.

Under Focus A, Strategy A3 of the plan suggests the need to improve management of foreign workers. “Currently, over 250,000 professional passes are given out annually to expatriates. Why don’t we reduce it by half and fill the gap with Malaysian employees?” asserts Dato’ Vicks. “Also, we should be looking at replacing foreign workers with Malaysians, which can only be done by equipping them with proper skill sets necessary for such jobs.”

Human capital development is a critical enabler for driving and sustaining Malaysia’s economic growth. The availability of skilled workforce is necessary to support the transition of all economic sectors towards knowledge-intensive activities, drive labour productivity gains, and attract investments into Malaysia.

According to Focus Area A, Strategy A2 of the Plan, there is merit in raising female participation in the workforce, which is also about social inclusiveness, promoted through targeted programs such as Azam Niaga, Women Entrepreneurial Incubator, and 1Nita. “Currently, we are losing high potential talent, the female resources after marriage or bearing children.

Career and work responsibilities or employer terms seem to be daunting while tyring to fulfill their role as housewives or mothers.” Dato’ Vicks says he is pleased that there is a keen focus on this, with recommendations on bringing the latent workforce into the mainstream employment market.

CREATING MORE HIGH- SKILLED JOBS Accordingly to Strategy A1 of 11 MP, skilled workers are projected to comprise 35% of the workforce by 2020. So, existing industries will be encouraged to move up the value chain by investing in high value added activities that require skilled workers. Additionally, the Government will be more selective in attracting new investments, favouring those with knowledge-intensive activities.

Part of HRDF’s contribution towards this would include the 1Malaysia Outplacement Centre. “We will provide an evaluation process that will determine specific skill sets required for specific jobs posted by employers.” “The job will then be matched to the potential employee.” He also explains that this will especially help Malaysians, who may

have been retrenched and are looking for work. “Also, we will be working on a job portal that will have practical features such as text messaging applications for jobs, making it hassle- free and convenient.”

UPSKILLING THE WORKFORCE THROUGH LIFELONG LEARNING Under the Tenth Malaysia Plan, lifelong learning focused on skills upgrading and continuous professional development for employees. The provisions of the Skills Development Fund (SDF) were expanded in 2011 to offer loans to employees for skills upgrading, which benefited 3,424 employees during the period 2011 to 2014. In addition, skills upgrading programmes for employees of small and medium enterprises (SMEs) have benefited 32,850 employees as of 2014. The PhD Industry Programme is an industrial based research alternative to the conventional PhD. To date, 177 candidates from 30 industries have benefited from this full-time postgraduate programme, with candidates spending most of their research time in their respective industry- based organisations. The Human Resources Development Fund (HRDF) Act, 2001, encourages employers to retrain and upgrade the skills of their employees, apprentices and trainees based on their business needs.

The fund was expanded to additional subsectors, thereby increasing its coverage from 1.68 million employees in 2010 to 1.77 million in 2014.

To support the RMK11 objectives and targets, according to Dato’ Vicks, HRDF is moving away from just funding. “It is definitely time for us to move away from our comfort zone and take a macro-view on upskilling the nation.” In addition, he admits that there is a battle with the micro-view of some employers that do not see the importance of sending their employees for training. “Some employers don’t see training as an investment. There needs to be a paradigm shift with employers where they encourage their employees by spurring creativity and self-betterment through trainings.” “The truth is, training can help Malaysians to not only upgrade their skills, but also gain new confidence to positively contribute to productivity,” he adds.

“In addition to implementing the plan effectively, I hope there will also be a mindset change amongst Malaysians, so that the vision is not only met by achieving a highly-skilled nation, but a nation that can rely on its rich pool of forward and innovative thinkers.”

The Eleventh Malaysia Plan (11MP) 2016- 2020, reinforces that an efficient and effective labour market is necessary not just for global competitiveness but also for regional and local effectiveness – which in return will attract investments into Malaysia towards inclusive economic growth.

“With various focus areas and implementation measures under 11 MP, we are definitely on the right track towards achieving our goal for 2020. However, it is crucial for all parties concerned to work together to make this goal a reality.”

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FOCUS AREA: IMPROVING LABOUR MARKET An efficient and flexible labour market is critical to ensure that the supply of talent matches industry demand, to minimise underutilisation of skills, and enable inclusive and sustainable growth. In view of this, the Government has devised three strategies, which will help improve the efficiency and operations of the labour market.

A1

STRATEGY

A2

STRATEGY

Improving Labour Market Information For Informed Decision-Making (LMIDW)

Improving labour productivity and wages by focusing on high-skilled jobs. Key measures include wider adoption of the Productivity Linked Wage System (PLWS), the shift from low to high-skilled jobs, and the reduction of existing wage gaps.

Labour productivity refers to the total output per worker and is an important measure of the effectiveness and efficiency of nation’s workforce and economy.

Labour productivity is targeted to grow at 3.7% per annum by the end of the Eleventh Malaysia Plan, compared to 2.3%, which was achieved under the Tenth Malaysia Plan. The services and manufacturing sectors are targeted to register the highest productivity growth at 4.1% and 3.0% respectively.

To complement this growth, the Government will further encourage implementation of performance-related pay schemes through wider industry implementation of the Productivity-Linked Wage System (PLWS). PLWS ensures that any increase in wages is commensurate with higher productivity, enhancing competitiveness at the firm-level. By the end of the Plan, 85,000 employers are expected to adopt PLWS as compared to 76,000 in 2013, which will benefit about 3.7 million employees. In addition, continuous upskilling and reskilling of the existing workforce will contribute to productivity growth.

Reducing Wage Gaps to Improve Equity The Government aims to increase the contribution of employees to GDP from 33.6% in 2013 to 40% in 2020 i.e. to achieve the same level as other middle and high-income countries. Contribution of employees is expected to increase following greater compliance with minimum wage requirements, upward revisions in minimum wages linked to improved productivity, and enhanced recognition of prior learning (RPL).The recognition of technologists as professionals through the establishment of the Malaysia Board of Technologists (MBOT) will also improve wages of TVET graduates. These measures are expected to contribute to an increase in the monthly median wage from RM1,575 in 2014 to RM2,500 in 2020.

The Government will establish a National Wage Index (NWI) that will serve as a guide and benchmark for employers in determining the right wage level for employees, in accordance with their qualifications, skills, and productivity.

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Enhancing labour market operations to maximise efficiency and effectiveness.

Measures include regulatory reforms, more integrated information to enhance decision making, better alignment or synergy with the industry, and targeted programmes for youth and women.

The LMIDW will be updated to include more demand- based information such as job openings, employment projections, and salaries to provide better insights on the industry demand. The functionality and user friendliness of LMIDW will also be enhanced. For example, users will be able to generate in-depth and visual analytics of the labour market from the data. These enhancements will provide insightful analysis of labour market trends and emerging human capital issues, which will improve human capital planning and effective policy formulation.

Minimising Mismatch In The Labour Market An Industry Skills Committee (ISC) will be established to serve as a platform for coordinated engagement of industry players, primarily to gather information on the requirements of the industry.

The Committee will be jointly chaired by the Ministry of International Trade and Industry (MITI) and an identified, reputable industry captain. To support the ISC, Industry Working Groups (IWG) will be formed to identify specific human capital requirements across 11 key economic sectors. The Critical Skills Gap Committee under the joint purview of Talent Corporation and ILMIA will also be established to assist the ISC in identifying critical skills gaps, particularly in strategic sectors, for future human capital planning. Industry Centres of Excellence (ICoE) and Academia- Industry Graduate

EFFICIENCY TO ACCELERATE ECONOMIC GROWTH Development Centres (AIGDC) in universities will also help address mismatches in the labour market. Lessons from ICoE’s and AIGDC’s collaboration with industry will be used for the development of industry-relevant curricula. Currently, there are 10 ICoEs that focus on strategic sectors such as automotive, biotechnology and health services.

A3

STRATEGY

Improving management of foreign workers by reducing the nation’s reliance on low-skilled foreign workers and streamlining recruitment as well as immigration processes.

Addressing Youth Unemployment Although youth unemployment remains lower than ASEAN and world averages, the Government will continue to ensure all youth have access to training opportunities before joining the labour market. Youth in the labour market will also be given opportunities for upskilling, to equip them with better skills, and enable them to command higher salaries. Youth of schooling age, particularly those in upper secondary, will be encouraged to complete tertiary education before joining the labour force. Efforts to prepare youth for employment and secure job placements will be intensified through programmes such as SKK1M, NDTS and 1Malaysia Skills Training and Enhancement for the Rakyat (1MASTER).

Raising Female Participation For Social Inclusiveness Female participation in the labour market will be further increased through more family-friendly employment strategies. These include providing better access to quality childcare facilities, flexible working hours, work-from-home options, and employment re-entry opportunities. For example, the Government will widen access to jobs through the 1Malaysia Support for Housewives and Flexiworklife programmes. Women will also be encouraged to become entrepreneurs through programmes such as Azam Niaga, Women Entrepreneurial Incubator, and 1Nita.

Enhancing Legislation To Meet Labour Market Requirements The MoHR will amend labour-related legislation such as the Employment Act, 1955, Trade Unions Act, 1959, and the Industrial Relations Act, 1967. These amendments will address the rigidity of existing dismissal processes, resolve overlapping and contradicting provisions, as well as increase flexibility in working hours and registration of trade union membership.

A comprehensive immigration and employment policy for foreign workers will be formulated, taking into account the requirements of industry and the welfare of foreign workers.

Heavy reliance on low-skilled foreign workers, particularly in labour-intensive activities will be addressed. The proportion of foreign workers in the workforce is capped at 15% of total workforce in 2020. Greater automation especially in labourintensive activities, as well as migration to knowledgeintensive activities will be encouraged in all sectors of the economy, particularly in the agriculture, manufacturing, and construction sectors, which currently employ more than 30% of foreign workers.

The levy system will also be improved to better regulate the entry of low-skilled foreign workers. This levy will be borne by employers and based on the ratio of foreign workers to total workers in a firm and the duration of employment. The levy will be increased gradually over time to increase its effectiveness.

Streamlining the Recruitment Process For Foreign Workers The Government will streamline the recruitment of foreign workers by placing it under a single administration.The MoHR will assume a lead role in policy-making for foreign workers’ management. The Government will also streamline recruitment processes at the One-stop Centre (OSC). The OSC will be responsible for determining the requirement of foreign workers by sector; verifying and approving applications for recruitment of foreign workers; monitoring and responding to all matters related to the welfare of foreign workers; and ensuring that foreign workers are employed in the approved sectors and firms. With the streamlining of OSC operations, the role of outsourcing companies and intermediaries will be eliminated. The Government will introduce a strict liability concept whereby employers of foreign workers are fully responsible for their recruitment processes. In addition, the Government will address the issue of illegal foreign workers through better management and effective enforcement initiatives.

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HRDF Is Moving Full – Throttle Towards 2020 In line with the government’s Vision 2020, Lim Kah Cheng, Chief Corporate Services at HRDF speaks about their commitment to help Malaysians reach their full human resource potential.

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laying a pivotal role towards achieving the government’s national agenda of a highly skilled, knowledgeable and innovative workforce, the Human Resources Development Fund (HRDF) has evolved as a purpose-driven institution. Since its establishment in 1992, HRDF’s primary role has been to collect levy from employers as well as disburse training grants. Today, HRDF assumes greater responsibility of upskilling and reskilling the workforce of Malaysia, building their competencies and competitiveness in the globalising marketplace. In other words, through upskilling and training interventions, HRDF contributes to strategic human capital development, especially in priority industries and sectors.

To illustrate, in 2005, HRDF was appointed by the National SME Development Council (NSDC) to be the coordinating body for all SME trainings. “Latest economic indicators suggest strengthened exports and increased private sector activity, mainly contributed or driven by the SMEs,” explains Lim. Lim had spent 12 years with several multinational corporations before joining HRDF as its Research and Development manager at the Training Resources Division. “I then had the opportunity to set up the SME division in the capacity of General Manager, working closely with the NSDC on the SME agenda for upskilling,” Lim explains. In 2010, he led the Corporate Affairs and Human Resources (HR) division where he strategised to transform and expand HRDF’s coverage to include an additional 19 industries from the existing 44. “Today, as Chief Corporate Services, I make sure the different divisions and departments within HRDF function support the mandate of Pembangunan Sumber Manusia Berhad (PSMB) Act 2011 through policy alignment, procedures and best practices.”

“I believe that as an authority on all aspects of human capital development, we will foster economic development of Malaysia through various valueadded interventions and initiatives, building a competent workforce necessary to meet our Vision 2020.”

STRENGTH IN NUMBERS The shortage of skilled workers in the Malaysian workforce has been of grave concern to the business community.

Therefore, HRDF is actively identifying key industrial needs, which will subsequently be matched with qualified training providers, locally and abroad.

“We are also monitoring the quality of registered training providers to ensure training certifications are of the highest standards,” Lim says. “As more and more employers and employees in Malaysia are recognising that HR is instrumental in engaging the right talent to deliver and achieve organisational goals and objectives with better speed and precision, HR certification programmes are fast gaining traction.” According to Lim, there is a gradual positive shift in the image of HR function – from being an operational entity to a strategic partner in many large organisations.

“This change in mindset is crucial to relevant employees in near future.”

THE HRD AWARD AND HRDF CONFERENCE AND EXHIBITION 2015 Since 2001, HRD Award is the highest national recognition in the field of HR development, awarded by HRDF under the Ministry of Human Resources.

“These awards are recognised by the movers and shakers of the industry to be a prestigious and highly- coveted award,” Lim says. The award ceremony serves to acknowledge employers and

Congratulations HRDF!

Winner of a Silver award for Excellence in Mature Workforce Practices and the bronze award for Excellence in Compensation and Benefits Strategy of the HR Excellence Awards

by Human Resources, a publication of Lighthouse Independent Media.

training providers ensure an increased number of dynamic and the HRD Award The HRDF are invited to be guest speakers at Conference and HRDF’s Annual Conference, HRDF’s Exhibition 2015, took CEO Talk Series, HR Clubs, peer place on Dec 8-9 at the Kuala mentoring series, and other related Lumpur Convention Centre. programmes. “It is our hope that Themed “People, Prowess, Progress”, initiatives such as the HRD Awards the conference focused on the will encourage more human potential of the Malaysian workforce, resource development initiatives on how their competencies and in organisations on a bigger scale.” abilities can contribute to uplift Lim says. He adds, “When more Malaysia’s economy towards the and more employers will join our aspirations of the ASEAN efforts to upskill and train employees Economic Community. because they recognise the benefits, only then will we have succeeded in what we have set out to do.”

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HRDF CONFERENCE & EXHIBITION 2015:

Enhancing Malaysian Human Capital

Chief Operating Officer of HRDF, Wan Yon Shahima Bt Wan Othman speaks to UP Magazine about the upcoming HRDF Conference & Exhibition and HRD Awards 2015.

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a l a y s i a ’s human capital potential will be explored at the HRDF Conference & Exhibition 2015 set to be held at the Kuala Lumpur Convention Centre from the 8-9 December 2015.The main idea of the event will be to recognise the advantage of multi-generational talent for 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. UP Magazine had an opportunity to sit down with Chief Operating Officer of HRDF, WanYon Shahima bt Wan Othman to explore the many possibilities the conference and exhibition will open for Malaysian human capital, while uplifting the nation’s economy.

What is your role in the HRDF Conference and Exhibition 2015?

As the Chairperson of the Committee on HRDF Conference and Exhibition 2015, my priority is to ensure effective governance of the event based on consultation and shared decisionmaking of the elected committee members. I am actively involved in all areas, right from setting the appropriate theme; goals and learning objectives of the Conference; to reaching out to the right number and quality of target audiences and

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participants to include. HR thought leaders, CEOs, policymakers, regulators and practitioners who are genuinely interested in the issues and planned discussions on human resources development in Malaysia.

People, Prowess and Progress – why is this the ideal theme for this year’s Conference?

2015 is a year of great significance as we assume the Chairmanship of ASEAN. And, we believe that HRDF will play a crucial role in catalysing the reskilling and up-skilling of Malaysian workforce, to fulfill the aspirations of the ASEAN Economic Community (AEC).

This year’s Conference will focus on the Malaysian talent-at-work and how their competencies and skills can contribute and uplift the nation’s economy. In a nutshell, the theme of the Conference this year reflects our commitment to support the Government agenda of human capital development i.e. to target 35 per cent increase in the skilled workforce by 2020. We hope to inspire others to develop their talent in order to improve the quality of life and thereby progress of the nation.

The conference aims to provide participants with an unparalleled opportunity to nurture pragmatic HR solutions and outcomes that will help improve labour market efficiency, which will accelerate economic growth. What are some of the sessions/activities lined up during the conference to achieve this aim?

The Conference will provide a platform to more than 15 industry experts – local and international – to deliberate on various aspects of human resource development. The event, which aims to attract over 1,800 participants for its 19 highly interactive and contentrich sessions this year, will focus on diversified discussions related to Malaysia’s human capital potential – from recognising the advantage of

a multi-generational workforce; and leveraging on synergies of a workforce that cuts across various ethnic, cultural and social backgrounds; to cross border movements for optimisation of resources and the nurturing of new skills, amongst a host of others.

One popular topic during the conference will be addressing the brain drain problem in Malaysia. What is your opinion on this topic? How can we retain our talents?

Allow me to present some data which will help you understand the gravity of the current situation.

The World Bank in a 2011 report titled “Malaysia Economic Monitor: Brain Drain”, said that that the number of skilled Malaysians living abroad has tripled in the last two decades.

Between 2000 and 2010, one million Malaysian citizens from a population of less than 30 million, migrated. From the said one million, one-third who left were professionals.

There are several key factors contributing to this alarming trend: i. Less attractive salary and benefits offered in the country especially in highskill technology sector. ii. Lack of career prospects and unavailability of opportunities in specific fields. For instance, Malaysia’s economy is predominantly based on production and manufacturing which consequently offers more opportunities for semi-skilled labour, resulting in lack of skilled job opportunities. iii. Another commonly acknowledged key contributing factor is the close proximity between Malaysia and Singapore, with the latter being far more attractive to the younger Malaysian talent since Singapore offers a more competitive and rewarding environment. This is further encouraged by the fact that there is already an existing extensive network of Malaysians working and living in Singapore which makes it easier for skilled Malaysians to migrate.

Part of AEC’s aspiration is to build a region of skilled workers.

Apart from the annual HRDF Conference, what other ways has HRDF exercised their power to help the Malaysian workforce achieve this recently?

HRDF has been given the mandate, through an allocated budget by the Malaysian Government, to ensure that our workforce from all levels are reskilled and up-skilled to achieve the national agenda of a 35 per cent skilled Malaysian workforce by 2020.

The HRDF related initiatives towards this are: I. FUTURE WORKERS TRAINING (FWT) SCHEME • Objective: Enabling employers to obtain the financial assistance in terms of skills training and increase the knowledge of their future workers under the pre-employment training programme. As of December 2014, applications for financial assistance and training places increased by more than 100 per cent from year 2011.

II. APPRENTICESHIP SCHEME • Objective: To increase the supply of skilled workers to the industry; jointly determined by HRDF and the industry concerned. Eighty per cent of apprentices were employed within 6 months after completion of training and apprentices received an average starting salary of RM1,202 III. HOUSEWIVES ENHANCEMENT AND REACTIVATE TALENT SCHEME (HEARTS) • Objective: To educate housewives in the latent workforce in specialised fields that would enable them to work from home or under flexible working arrangements. There were approximately 700 applicants in 2014.

There are 9 programmes offered under HEARTS : o Translation o Consultancy o Social Media Management o Simplified Internet Banking UP MAGAZINE | 17

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“The theme of the Conference this year reflects our commitment to support the Government’s agenda of human capital development i.e. a 35 per cent increase in the skilled workforce by 2020.” o Halal Guaranteed Investment Certificates (GIC) o Halal Assurance Quality Level (AQL) o Website Development o Graphic Design o Application Development System Tell us a bit about the HRD Awards and what it aims to achieve? In your opinion, will reward and recognition breed more inspiration?

The purpose of the HRD Awards is to recognise the tireless contribution of industry players, specifically employers and training providers who are registered with HRDF, with the following objectives: I. RECOGNITION TO EMPLOYERS: • Who have contributed significantly in the field of human resource development in their organisations • Who have promoted enculturation of 18 | UP MAGAZINE

learning and development environment to enhance the competencies of their employees II. RECOGNITION TO TRAINING PROVIDERS: • 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 FOUR AWARD CATEGORIES: i. Human Resources Minister Award; ii. Pembangunan Sumber Manusia Berhad (PSMB) Award; iii. Innovation & Creativity Award and iv. Pearl Award What would be the key takeaways for the participants from the conference?

i. To gather valuable insights from the presentations from a stellar line-up of leading experts, key personalities and decision-makers in the local and international HR space ii. To embrace diversified perspectives on human capital development for long-term progress of the nation iii. To initiate debates and make the conference a meeting of minds to better understand human capital development in Malaysia and to exchange talent and resource ideas iv. To uncover business, people and talent investment opportunities v. To establish a networking platform amongst high-calibre HR practitioners across the nation For more details on the HRDF Conference & Exhibition and HRD Awards, log on to http://www. hrdfconference.com.my/

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A ‘Malaysia’ for all ‘Malaysians’ HRDF celebrated Hari Merdeka and Hari Malaysia with members of staff at HRDF headquarters with a united front.

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his year the Hari Merdeka and Hari Malaysia celebrations at HRDF were organised at its HQ in keeping with the spirit of 1Malaysia, 1Team, 1HRDF. Chief Executive of HRDF, Dato’ CM Vignaesvaran, in his speech for both occasions, stressed the importance of a united nation to move forward successfully towards 2020.

“In our opinion, we can not realise our dream of achieving a developed nation status until the day when Rakyat collectively distinguishes itself as ‘Bangsa Malaysia’ through the pursuit of excellence; with every single Malaysian

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being fully aware of our potential and when we command respect from people of other nations,” he says. He adds, “One of the most effective ways to foster and develop a mature and democratic society is through inspiring citizens to be innovative and forwardlooking, who will one day be a significant contributor to the world’s scientific and technological civilization.”

HRDF employees marked both occasions with pomp and fanfare, celebrating their Malaysian identity, while embracing the diversity of Malaysia with their multi-cultural colleagues and friends.

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MDeC:

Developing Sustainable ICT Talent from Great to Greater Director of Talent Division, Talent Division, Multimedia Development Corporation (MDeC) Muhammad Imran Kunalan Abdullah

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he Malaysian economic transformation journey since the early 1990’s has shifted from a resource-driven economy towards a knowledge-led economy. One of the most significant initiatives in this transformation was the setting up of Multimedia Development Corporation (MDeC) in 1996 and the

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Multimedia Super Corridor (MSC) initiative which focuses on transforming Malaysia into an advanced nation by 2020. General Manager, Talent Division, Multimedia Development Corporation (MDeC) Muhammad Imran Kunalan Abdullah outlines the plans Mdec has set in place to make Malaysia a significant global ICT player.

THE ICT INDUSTRY “The industry focus within the ambit of MDeC is spread within the 3 cluster of ICT services activities known as information technology(Infotech), creative multimedia and the global business services (GBS) formerly known as the shared services and Outsourcing clusters,” says Muhammad Imran Kunalan Abdullah General Manager, Talent Division, Multimedia Development Corporation (MDeC).

He explains that the development of the ICT industry in general has evolved and received significant support in progression with the 5 yearly Malaysia Plans. “During the Tenth Malaysia Plan (Tenth Plan), 2011-2015, several ICT initiatives continued to be implemented to transform the nation into an innovative digital economy.” The national digital transformation agenda was primarily driven by the Strategic ICT Roadmap and the Digital Malaysia initiative which MDeC plays isn’t merely the advocacy role but also as a driver in realising the goals set.

Most recently, the Eleventh Malaysia Plan (Eleventh Plan), 20162020, emphasises on driving ICT in the knowledge economy through

innovation and productivity to enhance competitiveness and wealth creation.

“MDeC is focusing and aligning its efforts to strengthen MSC Malaysia’s industry development via deepening existing niches such as strengthening the global business services footprint, making Malaysia a regional hub for games as well as a global hub for cloud and content services. New avenues of the industry are also being developed, focusing on big data analytics, better known as BDA, e-commerce and the internet of things or IoT, all offering massive growth potential,” says Imran.

He adds, “The growth of the ICT industry will, in turn, drive the demand for robust digital infrastructure, fundamental to Malaysia’s competitiveness. In addition, accessibility and affordability are equally critical in uplifting the economy and narrowing the socio-economic gap through the provision of digital opportunities to the have-nots.” Imran also strongly believes that central to the knowledge economy is a highly skilled and capable workforce to drive innovation, creativity and productivity.

“It is important to equip the workforce with specialised skills to facilitate growth in the various sectors, including R&D of ICT products and services. This will ensure the nation not only benefits from but also contributes, to global ICT advancements.”

BIGGER AND BETTER The ICT industry expanded by 6.8% per annum in 2011-2015 and its share to gross domestic product (GDP) is estimated to be 16.8% (RM192.6 billion in current prices) from 15.8% (RM129.7 billion) in 2010. The contribution of the ICT services, and content and media subsectors to GDP is estimated to increase from 5.2% (RM43.1 billion) in 2010 to 5.5% (RM63.9 billion) in 2015.

Imran notes that in the same period, the ICT manufacturing subsector contribution is estimated to decrease from 4.6% (RM37.7 billion) in 2010 to 3.9% (RM45.6 billion) in 2015, reflecting the transition of the ICT industry from

“One of the key component that enables the growth of the ICT industry is talent.”

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manufacturing towards higher valueadded services.

“In 2014, MSC Malaysia ICT companies reported total revenue of RM38.52 billion, representing an 11% growth against 2013, and also significantly higher than the 3% growth and 5% growth recorded in 2012 and 2013, respectively. The MSC status companies have collectively created more than 147,000 jobs to date,” he confirms.

TALENT DEVELOPMENT FOR THE ICT SECTOR BY MDeC “One of the key component that enables the growth of the ICT industry is talent.”

However, Imran explains that there are challenges in relation to talent supply and human capital development in the ICT industry. “These include limited access to ICT education in schools,

outdated ICT curriculum in schools and institutions of higher learnings, shortage of industry-ready ICT graduates in the market, and insufficient opportunities for ICT professionals in SMEs to diversify and broaden their knowledge.”

This would explain why the MSC Malaysia Talent Supply-Demand Study 2013-2017 by MDeC indicates that intake for ICT courses for the period 2010 to 2013 registered a decline of about 4% per annum. In addition, the study showed that there will be a shortage of 5,000 to 7,000 ICT graduates from 2014 to 2017.

Imran says that he recognises the fast changing nature of the ICT industry which poses constraints in meeting current talent requirements.

“From a supply perspective, changes to the ICT curriculum in institutions of higher learnings are not in tandem with evolving global industry trends. The educators’ capability in terms of their industrial technology knowledge and their awareness on the industry’s rapid progression, is an area that needs to be addressed.” However, he also admits that there are challenges from the demand perspective. “Industry involvement to work together in addressing the skills gap in the ICT industry needs to be aggressively boosted.”

The MSC Malaysia Talent SupplyDemand Study 2013-2017, also indicates that a majority of companies set aside a minimal budget on talent development.

This directly results in lack of upskilling and impacts productivity and eventually leads to low competitiveness of Malaysian talent. The recently released

IMD Global Talent Competiveness report in Nov 2015 has seen Malaysian ranking dropping 10 notches from the 5th place in 2014 to the 15th place in 2015. “This is not positive news and will have serious implications on investment and growth of the industry in Malaysia.” He also believes that the lack of commitment by the ICT industry in talent development may also be due to the fact that the HRDF Act does not cover the wide spectrum of the industry.

Thus, MDec – through its Talent Division - works with the various talent development ecosystem that exists in the country to drive the ICT talent development agenda. Significant strategies have been identified to address these challenges, ranging from: addressing ICT curriculum issues at the school level, enhancing the ICT curriculum at tertiary level, strengthening the industry academia collaboration on ICT skills development, to the upskilling of professionals within the industry with industry collaboration.

“We have a sustainable end-toend ICT Talent development model to address the talent challenges.”

AT THE GRASSROOTS In line with the aspiration of the Malaysia Education Blueprint 2013-2025 “to increase the enrolment of students in Science, Technology, Engineering and Mathematics”, ICT will be offered as a compulsory subject at the lower secondary level, and as an elective subject at the upper secondary level.

Outdated aspects of the curriculum will be eliminated and computational

“We believe that with the strategies which have been carved, and with the right execution, we can position the country as significant global ICT player.”

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thinking will be integrated into the learning modules in schools. Imran says, “This includes higher order thinking skills, algorithmic thinking, creativity, innovation and problem solving skills.

In line with this, the ICT curriculum will be strengthened to cover areas such as programming languages, hardware and software design, database and information retrieval.” They believe that this will provide the preliminary critical knowledge for the students as foundation for their pursuit at tertiary level.

ENHANCING INSTITUTIONS OF HIGHER LEARNING “MDeC will work closely with the Ministry of Higher Education (MOHE) to address the skill gap among ICT graduates,” says Imran. He believes that this will ensure graduates produced by institutions of higher learning are in line with the dynamism of the ICT industry.

“Efforts to enhance employability will be undertaken through intensifying industr y-academia collaboration, introducing a structured apprenticeship programme, and promoting scholarship programmes in niche areas.”

There are also plans to have an industry-academia collaboration in ICT curriculum development and integration of industry certification in ICT courses will also be intensified. “MDeC in partnership with the ICT Deans Council

will spearhead this initiative,” Imran confirms. He elaborates that in addition to that, the fundamentals in the ICT curriculum will be strengthened and aligned with a certified curriculum which is credible and recognised by professional bodies. “Collaboration between the industry and academia will be further improved to focus on demanddriven R&D for industry solutions. This way, the industry will be encouraged to provide facilities for IHEs to support teaching and hands-on training.”

A structured apprenticeship programme will be introduced for all ICT students beginning from the second year. This will be carried out on a pilot basis at ICT faculties in research universities. There are plans set in place to institutionalise a mechanism to enable the industry to provide information on human capital needs based on project requirements, that will be matched with relevant apprenticeship programmes at universities. Students can look forward to scholarship programmes in niche areas such as software development and testing, data science, and cyber security will be offered to produce the necessary pool of talent to support the public sector and the ICT industry.

DRIVING THE INDUSTRY The talent division of MDeC has formulated an innovative approach to drive the skills development at the

industry level. “One of the key challenges in the industry is supporting their existing workforce through upskilling efforts.” However, Imran believes that MDeC has found a solution to this problem, by introducing a certification programme for ICT professionals known as MyProCert. “Through this programme, ICT professionals can pursue internationally accredited certification courses offered at lower cost and matching subsidy. Hence companies can also send their existing employees for upskilling at a much reduced cost.” According to Imran, this programme has seen significant traction and complements the needs of industry for professionals with the right skills.

MDeC works closely with the talent ecosystem partners primarily: MOE, MOHE, MOHR, HRDF, JPK, EPU and Talent Corporation and is recognised as the industry’s leading body on ICT talent.

“In our journey to strengthen the ICT talent competiveness, we at MDeC also take the lead a few strategic projects, such as: conducting detailed ICT Talent Supply-Demand Study on a regular basis, development of ICT Skills Competency Matrix, and being the conduit between the industry and academia. We believe that with the strategies which have been carved, and with the right execution, we can position the country as significant global ICT player.”

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Getting to know MATPA – Malaysia Training Providers Association MATPA Founder & President, RA Thiagaraja, gives UP Magazine an introduction on who they are and how their members have set Malaysia on the right track to becoming a high income nation by 2020.

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ATPA was formed with the specific task of being an ideal platform for all training providers to have one voice, strengthening their industry and together bringing the industry the recognition it duly deserves. RA Thiagaraja, Founder and President, speaks to UP Magazine about the association and its achievements thus far.

Who is MATPA? MATPA, which stands for Malaysia Training Providers Assocation, is officially registered with the Registrar of Societies in accordance with lawful provisions for associations in Malaysia. Our aim is to unite training providers (TPs), and to act on behalf, and represent them in their endeavours. The association crafts standards, methodologies and disciplines for all its members (be it individuals or companies) in compliance with various rules and regulations that are set in line with government, industry and international training provider requirements as stipulated by various professional training bodies.

I felt compelled to establish MATPA as an avenue for all qualified and certified Malaysian training providers to share their best practice and contribute further to the training industry; and

also in response to our Government’s aspirations of becoming a high income nation by the year 2020.

These initiatives will naturally lead to overall increased productivity and subsequently, increased wages as well.

Is the nation in line with becoming a skilled and high income nation by year 2020?

Yes, we are definitely in line with the goals of becoming a high income nation by year 2020. The Government has developed various plans in developing the Malaysian human capital further to meet this target, as human capital and talent development has been identified as one of the Strategic Reformative Initiatives (SRIs) in the New Economic Model (NEM). The overall Malaysian workforce considered equipped with skills stood at 28% of the 13.5 million employed citizens, as published by the Malaysian Labour Force Statistics last year. Simplifying these statistics, that means the remaining 72% employed talent are not properly skilled; hence, the exhaustive initiatives introduced by the Government – such as MyProCert, ASET, GRIP and more, have been introduced. This keeps us on track in meeting the targeted 35% of skilled workforce by the year 2020, as the Human Resources Development Fund (HRDF) continues its role as the driving force in achieving the national agenda.

How has MATPA helped the government achieve this?

MATPA members have expertise in extensive skill areas and are very much leaders in their own, expert disciplines. Such qualified and certified TPs will bring forward the certificates and qualifications that are needed to help the government achieve this. By virtue of what MATPA stands for, and how it represents TPs in the country, we are confident in our ability to assist the Government in achieving a high income nation status by the year 2020.

We do so by providing relevant skills and certification training that is not only industry-relevant and recognised, but also internationally-recognised qualifications; as this benchmarks our talent pool against global skill standards.

Our members understand the nation’s needs and part of our focus now is to zoom in on the 12 main National Key Economic Areas (NKEAs) that have been identified by the Government as high-growth sectors. In which we are offering training to contribute towards the national GDP that gives positive impact to these sectors; among them are Financial services, Wholesale & Retail, Business services, Communications content & infrastructure, and Education.

“Our aim is to unite training providers (TPs), and to act on behalf, and represent them in their endeavours.”

– MATPA Founder & President, RA Thiagaraja Picture by: Top 10 Malaysia

Malaysian training providers should be up to date with new methodology in trainings.

How does MATPA ensure their members are always equipped with the latest in training methodology?

MATPA advocates regular networking and best practices sharing among its members. The association also works closely with HRDF in maintaining and upgrading the local TP talent.

We recently participated in the HRDF Trainers’ Conference 2015, where we presented and moderated a discussion on the basic requirements needed in UP MAGAZINE | 27

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MISSION

VISION

• Continuous effort to develop knowledgeable workforce and keep the members informed about the changes that happen globally.

• Inculcate professionalism.

• Enhance productive and quality workforce.

• To complement and supplement the Government, in achieving 2020 vision as developed nation status.

• To be a global player in the industry.

• To achieve professionalism.

TPs to help streamline the delivery of training programmes against the changes in methodologies, and also the evolving expectations of training programme participants. MATPA encourages TPs to take responsibility of their own Continuous Professional Development (CPD), mainly in keeping themselves abreast with developments in the training sector and that includes acquiring skills in new methodologies.

In view of this, we will be introducing CPD programmes for our members to maintain their membership. The framework is being put in place as we speak and it won’t be long before we make it a part of the required competency for MATPA members.

How do you become a member of MATPA? What are the benefits?

MATPA welcomes any registered training entity of organisation in Malaysia as members. The registration fee is RM200 and with an annual membership of RM500.

As MATPA’s main function is to serve its members as the voice for TPs, this would be one of the main benefits. MATPA works closely with the Human Resources Development Fund (HRDF) in fulfilling its mission to enhance the Malaysian workforce’s knowledge and skills through effective fund management; this requires the services and manpower that contribute 28 | UP MAGAZINE

to the training processes of Malaysian employees, and we help by providing TPs the customer base they need.

What are the weaknesses in the Malaysian training industry and what can be done to rectify?

I would have to say that we have yet to cultivate the required “learning culture” that is the greatest weakness in the Malaysian training industry. All trainers and TPs must embrace lifelong learning.

When we reach a certain height in our skill set, it doesn’t mean that there is nothing more we can learn. There are lessons everywhere around us, yet we somehow overlook the need to continually learn – even from the highest positions we are in, we need to learn.

From MATPA’s perspective, the only way to rectify such weakness is to sift for truly qualified trainers and TPs via proper certification; this applies to the employees of TPs as well, where the organisation will need to invest in getting their workforce professional training management qualifications.

The training industry in Malaysia is not one that is highly regulated. There are many trainers and TPs who take the Train-the-Trainer (TTT) programme and think they are ready; but in reality, this isn’t the case as many of them conduct programmes on a transactional basis with limited thought being put into the contributing factors that they are

accountable for – the responsibilities are great as trainers and TPs are the bridge between the country’s deliverables and the country’s workforce – making us a direct contributor to the nation’s talent growth and development. We need to introduce quality control measures on delivery, materials, knowledge; all of which will have a positive bearing on the overall governance of our training industry. This may be done in various ways which include introducing Master Trainer qualifications, alongside the implementation of CPD programmes, for each trainer and TP to chart their own skills expansion, professional growth and contribution.

We need to regulate to ensure standards of quality and professionalism for training providers are met and maintained at all times.

For more information on becoming a member of MATPA, please contact : Malaysia Training Providers Association (MATPA) Suite C-13-6, 13th Floor, Wisma Goshen, Bangsar Trade Centre 59200 Kuala Lumpur.

Tel : 603 22844 148 Fax : 603 22844175 www.mymatpa.org

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Studio SAP | 42111enUS (15/12) © 2015 SAP SE or an SAP affiliate company. All rights reserved. Information herein subject to change without notice.

Where do SAP® S/4HANA, SAP SuccessFactors® solutions, and the SAP Cloud for Customer solution meet?

SAP Learning Hub.

LEARN BETTER

I EVENTS I

: r e i t n o r F w e N The h c n u a L b u H g P Learnin

SA

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Held on 27 October 2015 at Capri, Bangsar South, KnowledgeCom, together with selected local universities, officiated the soft launch of SAP Learning Hub. Present were education faculty members who wished to embark on a journey to bring industry training and certification into their educational blueprint. During the launch, KnowledgeCom and SAP Malaysia showcased the power of Cloud via SAP Success Factor technology. The SAP Learning Hub – Student Edition offers unparalleled resources for universities to forge ahead of the competitors. The launch ended with delicious high-tea and networking.

FROM THE LEFT TO RIGHT: Tan Soon Leong (Education Account Manager); Ameer Bin Shaik Mydin (Group MD. Censof); Dr. Hiew Pang Leang (Dean. Taylor’s University); Emeritus Professor Dato’ Dr Visweswaran Navaratnam (Pro Vice-Chancellor – Postgraduates, Research & Strategic Development); Zulkiflee Othman (Bursar of UPM); S.T. Rubaneswaran (CEO, Knowledgecom); Mohd Azmi Haron (Head of Department, Faculty of Business); Ang Hsin Hsien (Executive Director, Censof) & Rohitbhalla (Head – Channel and Individual Business, Asia Pacific & Japan).

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Muhammad Imran, MDeC. UP MAGAZINE | 33

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HRDF CONTRIBUTOR TELLS ALL – BEACON INTERNATIONAL SPECIALIST CENTRE SDN BHD

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ocated strategically in Petaling Jaya, Beacon International Specialist Centre opened its doors in 2005. The medical centre expanded from its humble beginnings to a 60-bed inpatient facility that it is today. This facility is supported by highend operating theatres and intensive care facilities as well as a comfortable daycare ward coupled with preventive health screening facilities.

facing shortage of clinical and leadership talent to fill up the available vacancies. As this report reveals, healthcare providers are stepping up to close the skills gap by focusing on employer-sponsored training in upskilling of existing talents.

2013 and 2014, BISC had achieved adequate returns of human capital investment, including labour savings of 40%, increase in productivity by a rate not less than 85%, and lower staff turnover not exceeding 3% annually.

What are the measures taken to address these problems?

As a contributor to HRDF, share with us how this has benefited your company in terms of training and upskilling the employees.

What are some of the challenges the organisation faces in attracting, growing and retaining talent- key factors necessary for the growth of the organisation?

In order to be competitive and ensure patient safety, Beacon International Specialist Centre Sdn Bhd (BISC) continuously provides on-going training for the employees to keep abreast with the latest clinical management techniques and technologies. BISC believes that upskilling is vital in this respect for growth and development of business, plus maintaining competitiveness in the market place. As a HRDF contributor, BISC has obtained great rewards and solutions to many of our employee’s work competency issues by organising specific programmes to address key areas of concern in the organisation. In the years

Employee-competency mismatches continue to challenge employers who want to achieve sustainable competitive advantage in this volatile market, especially in the healthcare industry. Job vacancy rates remain high and yet we are

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There is no denying that a quality training program assures our employees have the tools and skills they need to succeed in their job. There is also no denying that every organisation has challenges on managing training effectiveness, namely: time constraints, high rate of turnover, overwhelming in-housing training, inexperienced employees, and the uniqueness of each employee. In order to counteract these challenges, BISC has incorporated training as part of the organisational culture and we implement both training and performance evaluation into the reward system. This will motivate employees and result in more knowledgeable workers, and opening new doors for professional development in BISC.

A 4-star resort hotel offering 183 spacious guest rooms and suites with full amenities five F&B outlets with one ballroom and 13 meeting rooms to cater to your business requirement or even for a weekend ascapade. Perfect destination for:

We are a certified Leadership & Training Program provider approved by Ministry of Human Resources and claimable under HRDF

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I FEATURE I

HRDF CONTRIBUTOR TELLS ALL – LEO BURNETT GROUP MALAYSIA

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eo Burnett Malaysia is an award-winning and celebrated advertising agency incorporated in Malaysia in 1992. The Leo Burnett Malaysia Group of companies consists of Leo Burnett, Arc Worldwide and ALPHA 245. Arc Worldwide was launched in 2005, to officially provide marketing communication services such as Digital, Interactive, CRM, Shopper & Retail Marketing, Events & Activation, Public Relations and Design. Alpha 245 was formally incorporated as a separate legal entity in early 2012 to manage conflicting accounts to Leo Burnett.

Collectively, Leo Burnett has won 5 Cannes Gold Lions including winning Malaysia’s first ever Cannes Gold in Film in 1999. Also, they have won 4A’s Agency of the Year three-times and have over 400 other international and local awards to their name. Their philosophy is to focus on humankind, to be the best creator of ideas that truly moves people, creating brands with purpose while being a true agent of change, transforming the way people think, feel or act.

As a contributor to HRDF, share with us how this has benefited your company in terms of training and upskilling the employees.

Surveys show that employees who receive poor job training leave their positions within the first year. They cite the lack of skills training and development as the principal reason for moving on. In addition, current employees will have to pick up the pieces and work longer hours causing workflow to be affected. Morale may suffer. To find a replacement, you spend time screening and interviewing applicants. Once you hire someone, you need to train that person. Figures vary, but it can cost as much as RM3000 depending on the position, to replace a frontline employee, which means turnover costs are high. That is a hefty price to pay for not training staff.

In our experience, training is also used as a recruiting tool. Today’s young workers want more than a pay cheque.

They are geared towards seeking employment that allows them to learn new skills. You are more likely to attract

and keep good employees if you can offer development opportunities because it promotes job satisfaction. Nurturing employees to develop more rounded skill sets will help them contribute to the company. Which in turn, makes training the most effective retention tool.

Learning and upgrading employee skills makes business sense. It’s a continuous effort. Granted, it may take some time to see ROI, but the long-term gains associated with employee training makes a difference.

What are some of the challenges the organisation faces in attracting, growing and retaining talent which are key factors necessary for the growth of the organisation?

Professional development and a pay disconnect stand out as two trends that Malaysian companies need to address, in spite of a strong bonus reward culture.

Money and professional development are two consistent factors affecting talent’s decisions to stay or job hop. Rather than deal with unhappy employees when it’s too late, there is a need to put talent management measures in place.

This involves proper targets that show a vested interest in development and career growth.

What are the measures taken to address these problems?

At Leo Burnett, our focus is on building a more strategic work force. Our interview process plays a very important part to ensure that we hire the right employee for the right job, optimising on talent and skill sets. A positive attitude and assimilation into our corporate culture are also crucial areas of our selection process, ensuring the continuity of our branding while staying true to who we are, upholding people and purpose.

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I FEATURE I

Leave A Legacy You Can Be Proud Of

Hollywood action super-star and former governor of California, Arnold Schwarzenegger delivered his speech, ‘Discipline of Action’ during the second day of the Global Transformation Forum at Kuala Lumpur Convention Centre last month.

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orn in Austria and living most of his life in the United States, Arnold Schwarzenegger had a dream and he fulfilled it. Today, Schwarzenegger has earned a name for himself as an actor, former professional bodybuilder, producer, director, model, activist, philanthropist, businessman, investor, writer and politician. He believes in pushing boundaries and striving to live life being somebody that makes a difference.

During his keynote speech at the forum, Schwarzenegger focused on his key six leadership messages: VISION “If you do not have a vision, then everything you do just becomes a job. You have to live, not just exist.”

Schwarzenegger had a plan and he knew exactly where he was and where he wanted to end up. At 15 years old in Austria, Schwarzenegger explained that he was groomed to enter into the police force just like his father. But his thoughts were elsewhere and he was especially intrigued by Reg Park, the bodybuilder well known as Mr. Universe in the 1950s to 1970s and the lead actor Mr. Hercules. He wanted to be like his idol and was determined to follow his dream. In everything that he did, he visualised his success turning that vision into a reality. He set his mind to training and perfecting his body endlessly, with the goal of lifting the trophy above his head. At age 20, he set the record on being the youngest Mr. Universe ever. His single-minded dedication never failed him and he made sure that whether he was playing

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the role of Conan the Barbarian or The Terminator, he remained focused on seeing through the part. To him, movie results were permanent, while injuries and scratches sustained during the film shooting were temporary.

“Follow your vision and the rest would follow.”

THINK BIG AND AIM FOR THE STARS It wasn’t about being just a bodybuilder, an actor, or a politician, there was no limit to his vision. He wanted to be the greatest bodybuilder of all time. And, his perseverance paid off when he won the Mr. Olympia title.

In showbiz, Schwarzenegger didn’t just want to be in movies. He aimed for the lead role. Even in politics, he sought to be the governor; not just having a minor political role. And California is undisputedly one of the largest states in the United States. Don’t forget, he wasn’t even born in America.

‘NO’ TO N AY S AY E R S Schwarzenegger says NO to Negativity. “Get the negativity out; both in your mindset and in your vocabulary. Throw out the “Cannot”, “No”, “Impossible” and “Can’t be done,” he says.

At one p oint in his life, Schwarzenegger was told that he had no chance. Casting agents said that his body was “too weird”, his accent was funny, and his name was too long. To downplay the negativity, he disciplined himself by training harder and even took English lessons and classes to improve his “accent”.

“Do not be influenced by the negativity and naysayers.”

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FORGET PLAN B He says one of the most dangerous anyone can do is to derail yourself from your dreams, goals and vision.

“You need to keep your sights 100% on your main plan,” says Schwarzenegger. “Like in sports, for example golfing, one cannot let your sight off the ball or you would miss it. It is a sign that you have doubts within yourself.”

However, he does say that one should never be afraid of failure.

“The difference between a winner and loser is how you pick yourself up after the fall.”

WORK YOUR BUTT OFF There is no success without hard work, here, Schwarzenegger shared a story about Muhammad Ali. “At the height of his career, Ali was asked how many situps he does. He simply answered that he does not count. No pain, no gain.”

“Simply enough, stop creating excuses. Use every ounce of your time to improve yourself and be better.”

GIVE BACK Giving back is an important part of Schwarzenegger’s life. “No matter who you are, give something back to your country or community. Get involved in causes greater than yourselves,” he says. The most gratifying part in Schwarzenegger’s life is philanthropy. Schwarzenegger donated his governor’s salary to charity.

At the end of the keynote address, Schwarzenegger stressed that every one of us had the power to change.

“Work on ‘we’, not ‘me’. Make your mark and leave a legacy to be proud of.”

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I FEATURE I

Upskilling Made Easy With Quorse.Com A single platform to find any e-learning course for self-improvement is at hand.

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elf-improvement has never been easier with the launch of Quorse.com- an online marketplace that aims to list every type of learning course available in a single website. From IT-related certifications to personal grooming classes, along with thousands of other professional and personal development courses-Quorse.com is making it possible to search for classes with just a few clicks of a button.

Quorsé (pronounced cour-say), is a free-to-use website for learners to acquire the knowledge of their choosing from educators who provide it. This platform provides access to the public to search for any classes that teach the conventional to the esoteric.

Many of the courses being offered right now include global accredited programs for professionals such as

Microsoft or ITIL to soft skill learning courses. Most professional courses offered will be HRDF – approved, allowing even corporations to utilise Quorsé as a platform to find programs to retrain and upgrade their employees’ skills.

Quorsé features registered training solution partners such as Info Trek, Training.com Asia, Instep Learning, and many more. The website will continually add to its assets by offering a complete waiver of their subscription fee for early partners- any individual and organization offering training programs or classes may sign up with Quorsé as a learning provider to advertise their courses for free. With this open platform, anyone from piano teachers and personal trainers to established training centers may list their services to the public.

The website allows users to search for courses, read reviews and research

educators on the marketplace. This will provide for easy comparison of similar courses between different providers.

Quorsé promotes complete consumer transparency with a reputation review system where learners can rate trainers and courses they’ve attended.

Additionally, all the courses offered will be verified by a dedicated panel to ensure only the best experience for every user.

Providing easy access to learning and self-improvement is the propelling force of Quorsé’s ultimate business objectives, says Kevin Boey, Quorsé’s Head of Business Operations. By creating this single platform as the definitive source for learning, Mr. Boey hopes that it will drive the training solutions industry to deliver better performance and greater quality of service.

Visit quorse.com to start learning now.

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I TRAINING VENUES I

DOUBLETREE BY HILTON KUALA LUMPUR The critically-acclaimed DoubleTree by Hilton in Kuala Lumpur is in a class of luxury on its own. Nestled within the discernible Golden Triangle district at Intermark 348, DoubleTree by Hilton offers the best location, the latest state-of-the-art audio visual equipment, and a full range of secretarial, support services, across more than an impressive 37,000 sq. ft. of easily-configurable space across a Grand Ballroom, ten meeting rooms, and four new meeting spaces.

THE ROYALE CHULAN KUALA LUMPUR A traditionally inspired hotel with a superior 5-star standard of service, The Royale Chulan at Jalan Conlay is more than capable of hosting MICE events. The 2,000 guest capacity venues can princely host guests in its pre-function space, pillar-less Grand Ballroom (12,768 sq ft), open-space courtyard conservatory, and 13 meeting rooms – topping at 3,367 sq ft per room. The Royale Chulan’s conference venues are also well-appointed as they are spacious.

PACIFIC REGENCY HOTEL SUITES Somewhere amidst the idyllic Bukit Nanas Forest Reserve, radiating with class and trendy appeal is Pacific Regency Hotel Suites, a first-pick for many functions formal and informal alike. Dedicated to accommodating as many as 450 persons for sit-down banquets and 350 more for standing receptions, the atmosphere within the 7,241 sq ft Pacific Regency Grand Ballroom is enlivened with the employing of its well-equipped audio visuals facilities and attentive and top-notch service staff. Now that’s ‘Reinventing Hospitality’.

JW MARRIOTT HOTEL KUALA LUMPUR JW Marriott is world-renowned, an eminent name in the hotel industry. Part of its rapidly expanding portfolio, JW Marriott Hotel Kuala Lumpur is strategically located in Bukit Bintang, with an emphasis on upscale hospitality. With over 30,000 sq ft of event space distributed over 20 event rooms, the largest event space in the hotel fits up to 1,000 people. Offering unique dining experiences, luxury spas and chic fitness amenities, JW Marriott Hotel Kuala Lumpur is unparalleled when it comes to provisioning for its guests’ well-being.

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SHERATON IMPERIAL KUALA LUMPUR HOTEL Sheraton Imperial Kuala Lumpur Hotel is famed for being ‘one of Kuala Lumpur’s most stately and prestigious hotels’. The hotel offers a selection of 13 event rooms, 23,000 sq ft in total. Besides the usual wedding banquet, these event rooms can be tailored to host corporate meetings and training programmes, and is a favourite business event destination notwithstanding. An evening in Sheraton Imperial Kuala Lumpur Hotel is an evening with style.

SHANGRI-LA HOTEL KUALA LUMPUR The Shangri-La Hotel Kuala Lumpur is all too famous to require another introduction. Despite the familiarity, inside this tranquil paradise of a hotel is also all the facilities and amenities a travelling businessman needs. For those interested in launching an event, this fabled location has the Grand Ballroom, which seats up to 1,800 people, 15 other function rooms, and a Business Centre made up of two conference rooms, three executive meeting rooms, and workstations with Internet connectivity.

HOTEL PULLMAN KUALA LUMPUR CITY CENTRE HOTEL AND RESIDENCES Hotel Pullman Kuala Lumpur at Jalan Conlay is a seasoned venue to countless meetings, seminars and events. Sporting an MICE-compatible Grand Ballroom that can host up to 800 guests, the hotel delivers impeccable service and utilizes highend technology to make the perfect occasion happen. Interested parties can also employ any of its 9 function rooms to arrange for meetings and training events.

THE RITZ-CARLTON, KUALA LUMPUR “The king of hoteliers, and hotelier to kings”,The Ritz-Carlton commands an international presence, and is a popular destination for intimate corporate meetings, business events and seminars. Now closer to home, The Ritz-Carlton, Kuala Lumpur offers a staggering 30,000 sq ft of venue space, over an exclusive selection of 25 meeting rooms (including a banquet hall). Each room is fitted with a comprehensive set of equipment, and can also be customized themselves, in accordance to the occasion.

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I LIFESTYLE I

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or Malaysians in the Klang valley, any big event is not complete without the sumptuous meal offered by The Big Rajah caterers. The familiar taste and aroma compliments any occasion with guests going home complimenting the Host. With a clientele base of more than forty thousand and having served more than 2,000,000 plates, The Big Rajah has become synonymous for a Banquet fit for the Rajah’s.

“The catering business is in my genes”, says CEO of Big Rajah, Dato’ Dr John William Xavier. A legacy inherited from his late father Mr. John

Joseph Xavier who was bestowed the pioneer “Founding Father of Food Catering” by MICA. His father had the idea for The Big Rajah on 1980 after many years of being in the catering industry himself.

THE BEGINNING OF AN EMPIRE Then in 1999, the dream became a reality when The Big Rajah started out at a modest bungalow in SS2. “We had a small crew of five people who multitasked and did all that was required of them. My mother was the chief cook. Back in the day, even I cooked and drove the catering lorries as well.”

The Tale of The Big Rajah CEO of popular Malaysian catering giant, The Big Rajah, Dato’ Dr John William Xavier, is intent on maintaining their hold as a master catering house.

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Dato’ Dr John said that after three years they were breaking even and the business wasn’t expanding. “So I started working in event planning to supplement the family income and to infuse fresh money into the business.”

Slowly, The Big Rajah expanded their culinary reach and became a household name. “Today, we have a full service 24 hour kitchen and about 10 food trucks to transport our food across the Klang Valley and beyond.”

Dato’ Dr John admits that the road was rough and paved with challenges.

“It was a humble journey and a lot of learning knocks and curves along the way but we persevered.”

THE PEOPLE BEHIND THE BIG RAJAH The team at Big Rajah are 45 people strong with up to 150 part-timers in the mix. “In line with our vision to have uncompromised culinary standards, we ensure that our employees are well

“Today, we have a full service 24 hour kitchen and about 10 food trucks to transport our food across the Klang Valley and beyond.” ~Dato’ Dr John William Xavier trained in the relevant fields to ensure our processes run smooth without any glitches.” He explains that when a new employee comes on board, he or she is buddied with a senior employee so that they learn the ropes. “They then start a mentoring process of learning the trade of which they have been employed for by shadowing a more experienced member of staff in their relevant field.”

“Our chefs are also exposed to expert cooking classes done by master chefs of different cuisines so that we can be relevant to the Malaysian market and our diversified cultures.

We also train them in modern cooking equipment and catering sciences.”

However, he also explains that one of the biggest challenges he faces is finding good, reliable employees. “One of the biggest challenges of the business is the human resource,” says Dato’ Dr John.

He says that it can get frustrating when getting foreign workers is a problem because the government freezes permits for entry. “It is my experience that

Malaysians are not too keen on working long hours with high labour intensity, so we are forced to hire foreign help to keep the business going.” Therefore, he hopes that this problem can be seriously looked at and dealt with by the relevant authorities to ensure the sustainability of small and medium enterprises in the country, such as The Big Rajah.

THE FUTURE After 17 years in the industry, for Big Rajah, the future is clear, they are intent on being a master catering house, providing good food and service at affordable prices. “Although we’ve been a p p r o a ch e d t o participate in other F & B ve n tu r e s , we have politely declined and are determined not to lose our focus.” Any expansion plans will only include more employees

to meet the needs of the business. “I would like our expansion to reflect on hiring more professional staffing to make the company better equipped to function to its calling,” he says.

Dato’ Dr John William Xavier explains that his father’s vision of service excellence and uncompromising culinary standards live on today as The Big Rajah continues to make inroads in the art and science of catering and event management to make every function, truly memorable.

“I am confident that my father’s legacy lives on here, at the heart of The Big Rajah.”l

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I INDUSTRY INSIGHT I

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Managing People Managing Computers 3 E.T. Khor, Culture Transformation Expert explains the complexities of managing human resource.

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efore moving into the world of ‘People Management’, I spent 5 years in the IT industry in the UK and in Malaysia as a Technical Manager. I have personally managed both people and computers.

Today, this is my first question to clients:

IS IT EASIER TO MANAGE PEOPLE OR COMPUTERS? The answer is ALWAYS the latter. Even technical people.

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COMPUTERS HAVE EMOTICONS – NOT EMOTIONS Very simply, computers are predictable.

They do not have feelings or mood

swings. This is how computers work – you input data, and you can expect the output. Or as they say, GIGO (engineers will know what this means). While computers may hang and software can be defective, the source is usually identifiable and fixable.

People are complex beings with a mosaic of history, emotions and issues which make us unique. Along with that comes unlimited human potential and capabilities. It is up to us leaders to create the right environment for our employees to excel in their jobs.

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THERE IS NO S.O.P IN MANAGING PEOPLE

Computers always come with a manual.

Manufacturing processes have Standard Operating Procedures (SOPs). With people, there is no Quick Start Guide or Troubleshooting Wizard. There is no secret formula. As a leader you need to invest your time to understand your people, know what drives them, know how they like to be led and know how to create synergy with them. That is why more and more leaders are turning to

strategic tools and technology, such as psychometric profiles to facilitate this.

LOOK IN THE MIRROR

When a computer is too slow or not working, the solution is cheap and easy - just throw it away and replace it.

However, what if your employee is not performing up to your expectations?

This is where you, as a leader, should look in the mirror. Are you providing the leadership and support needed; thereby positioning your team to achieve their KPIs? This is more than just remunerating them. Effective leaders need to wear many hats: coach, mentor, counsellor, communicator and chief motivator!

GOOD ENGINEERS = GOOD MANAGERS? NOT NECESSARILY. When you reason critically on the statement above, you will realise that it is true for almost all jobs.

The most successful companies underst and that leadership development and coaching is critical. Leadership is a journey filled with ever-changing learning, self-reflection and constant improvement. Leaders who embrace this will find the path to success inspiring, rewarding and fulfilling.

E.T. KHOR (Khor Eng Tat) • Culture Transformation Expert • Certified PEAKS Psychometric Profiling Consultant • Certified Professional Trainer (HRDF/PSMB & Western Kentucky University) • Writer and Speaker H/P : +6012-390 6772 E-mail : et@etkhor.com Website: www.apacconsultancy.com E.T. Khor is a Culture Transformation Expert and uses PEAKS psychometric technology to develop leaders and high potential staff to peak perform in their jobs. He has 10 years of experience in HR consultancy, specialising in leadership development, corporate culture transformation and mindset change. His programs are able to impact people, change behaviours and are trackable and measurable. ET has worked, trained and spoken in Malaysia, China, Singapore, Brunei and the United Kingdom.

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I LIFESTYLE I

FUN ON THE GREEN AND BEYOND

Nilai Springs Resort Hotel and Golf Club will make your next visit an exciting and fruitful event.

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ilai Springs Resort Hotel and Golf Club compromising 27hole Championship Golf Course with 183 Guestrooms and Suites, 5 Food and Beverage Outlets, 1 Ballroom, 13 Meeting Rooms and extensive teambuilding circuit to offer you a myriad of teambuilding program.

Located only 15 minutes away from the Kuala Lumpur International Airport and 35 minutes from Kuala Lumpur City Centre, it is an interesting destination for rest and relaxation. This urbanised getaway destination twinset the business travelers and holiday makers alike.

The Sports and Recreation area offers a comprehensive range of activities and facilities. All centralised around the swimming pool, they cater to the whole family and sports enthusiasts alike. Conveniences encompass the Swimming Pool, Children’s Pool and Play area, Gymnasium, Tennis Court, Aseana Foot Reflexology & Body Massage, Sauna and Jacuzzi.

Teambuilding Fun!

The teambuilding circuit comprises the most challenging high ropes and flying fox, abseiling, spider web, minefield crossing, bomb removal, 12ft wall, jungle trail, trust fall, orienteering and dynamic obstacles. Their dynamic obstacles are divided into three obstacles, ie, dynamic obstacles 1 which comprises of stepping stone, wormhole, swinging bridge, commando crawl and giant pole, whereas the dynamic obstacle 2 includes checkers solution and laser zone. The Dynamic Obstacle 3 comprises hurdle crossing, Vertigo Net, cowboy ride, seasaw bridge, komodo nest and electric

cable. Adding to the list is the Amazing Race, which can be arranged either during daytime or for those who are into a more challenging teambuilding activity, Night Amazing Race is an experience not to be missed. The teambuilding package is priced from RM380nett per person inclusive of 2D/1N accommodation with breakfast, lunch, dinner and two coffee/ tea breaks. Non-residential teambuilding package is also available. Nilai Springs is a certified Leadership and Training program provider approved by the Ministry of Human Resources. All our leadership and training programs are claimable under the Human Resources Development Fund (HRDF).The elegant Rajah Brooke Ballroom and the other 13 cosier meeting rooms are awaiting bookings ranging 12- 800 persons.

The Nilai Springs Golf & Country Club, adjacent to the hotel is ever ready to welcome you for a special arrangement to tee-off in between your seminar. Tired of traditional dinner in a coffee house or function room can be easily change to outdoor theme dinner or a relaxed BBQ, overlooking the stunning fairways and greens of our 27 holes championship

golf course. This is an idyllic venue for meetings, seminars, workshops, wedding banquet and corporate dinners.

The Residential Seminar Package include 2 days/1 night stay in our Superior room, Coffee/tea break with snacks, lunch, dinner and breakfast. Special packages tailored for the government sector are available and non- residential seminar package is also available be it a full day or half a day seminar.

Contact them at 06-850 2288, sales@nilaisprings.com.my or visit their website at www.nilaisprings.com.my for more information.

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I INDUSTRY INSIGHT I

Do Your Employees Take Their Heart, Mind and Soul To Work Everyday?

Farhani Lee explains why there is a greater need for a spirited workforce for businesses to ride through tough times and thrive.

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Farhani Lee is a Personal Brand Strategist, Entrepreneur & Author of “How To Market Like Lady Gaga”. She is also Founder of Karl Consult Sdn Bhd, a business consulting firm that focuses on entrepreneurial development systems, enhancements of brand and marketing processes for business stakeholders, SMEs and scalable corporations. Find out more at www.FarhaniLee.com or give the writer your feedback at info@farhanilee.com

r Ken Oehler, highlighted an interesting fact under the Aon Hewitt’s ‘Trends I n G l o b a l E m p l oye e Engagement’ study. The report represented over 9 million employees in over 1,000 companies in 164 countries.

He stated that even though employees are engaged at work, however, if they are not empowered, they are more likely to get frustrated, burned out and become ‘disengaged’ eventually.

While top key drivers such as career opportunities and benefits continue to attract employees to work, the report shows that nearly half of the global population is dissatisfied over 3 key areas: 1. Employees feeling devalued at the workplace; 2. Customer and people focus are severely lacking while their needs are not listed as the organisation’s concern; 3. Lack of enabling tools, resources

and programs which allow employee engagement and empowerment to materialise.

While organisations strive to ride through tough times, these pressing facts should not be swept under the carpet thus, remaining status quo. As Dr. Ken mentioned, “We must see more organisations putting in effort to make greater investments in their people for more inclusive business results, and even more so during tough times.“ So, in the end, everyone creates a piece of that win-win engagement factor. For the employer, they become the desired employer brand that takes the extra mile to ensure the livelihood and sustainability of everyone on board with them. If this happens, rest assured employees too win, as they now look forward to go to work, wearing a bright shiny smile on their faces every single day!

Here are 3 key elements so leaders can start creating cornerstone engagement with their employees.

#1

REKINDLE THE POWER OF THE DEFINITION OF COMMUNICATION. Communication must be built on clarity, consistency and transparency, not just transfer of messages. Let this be the core in fostering great trust and stronger relationship across all hierarchies. As engagement comes from top down, employer must accept the mantra of success, as the saying goes “treat people the way you want to be treated”.

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#2

CREATE AN INSPIRATIONAL CULTURE INSTEAD. By nature, human beings crave for motivational stimulus in order to grow.

Motivating employees is a normal thing in companies. However, it is not self-sustaining for long-term growth.

Therefore, a more inspiring work culture has to exist. Instead of leaders doing the motivating role, let the employee’s build a community environment where they can inspire, flourish and motivate each other in their best.

#3

CULTIVATE AN OPEN FEEDBACK MECHANISM. Employees appreciate when their voice is heard, their work is seen and their effort is acknowledged truthfully.

Most companies reward outstanding achievers, to further motivate them.

However, this is not always sustainable either. Leaders should maximise this avenue wisely by ‘listening’ and ‘bridging’ across to employees as if they are the organisation’s pulse and heartbeat wherever possible, to spur greater impact for future growth.

Human Capital Development &

Management UP Magazine is the first of its kind to incorporate human resources management with development and training – with greater emphasis on efficiency and creation of value for the organization.

The value created is for anyone who want to advance their career and also for professionals who lead and mentor others.

Gone are the days where Human Resources (HR) is solely concern on maximizing employee performance in line with the employer’s strategic objectives. In the current global work environment, most companies are now focusing on training, development and retaining the talent and knowledge workforce.

UP Magazine aims to inform, update, educate and introduce latest in human capital development and management through in depth analysis of industry news and events, exclusive insights and interviews with emerging key players and meaningful insights and awareness of relevant practices.

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I FEATURE I

The problem with

eLearning

Thomas Ng, founder of Genashtim explores why eLearning hasn’t picked up its pace in Malaysia.

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MISUNDERSTANDING OF WHAT eLEARNING IS

Thomas Ng • Founder of www.genashtim.com.

• Partner for eCornell in Asia.

• Been in eLearning industry since 2004.

• eLearning Solutionist with the Institute for Adult Learning, under the Workforce Development Authority of Singapore.

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doption of eLearning in Malaysia has been lagging behind the West and also behind some other countries in the region. There are a number of reasons for this:-

eLearning has been around for decades, and for most people, their understanding of eLearning is rather dated. This is not a surprise as many eLearning offerings today are still merely access to online content. They might claim “interactivity” but it is interaction with a platform, not with an instructor/facilitator, or other learners. This one-way delivery of knowledge, which is learning-inisolation, tends to be less engaging and hence less sustainable. I call this eLearning 1.0.

Many people think that MOOCs (massive open online courses) is THE current eLearning platform. But MOOCs

can be also static one-way delivery courses, with traditional course materials like filmed lectures, readings, and online exercises. I would refer to these as eLearning 1.0 platforms. eLearning 2.0 is when you add interactive user forums (often called discussion boards) to support community interactions bet ween learners, instructors or facilitators, teaching assistants, to forge a collaborative learning environment. But this will mean that every course will have a set start and end date. But during this time, there is flexibility on when and how often you access the learning. The discussion boards are asynchronous. So there is no set time that you need to be present.

DISTANCE LEARNING – ONLINE LEARNING – VIRTUAL LEARNING

80’s Computer Based Training (CBT) Floppy disks Interactive tutorials CDs, DVDs

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90’s Web-Based Training elearning 1.0 One-way delivery Learning in isolation Access to online content

2000’s Social Networking elearning 2.0 Leveraging Web 2.0 Internet as a comm. Platform Real faculty, real classmates.

Virtual classroom

Today Mobile Education

Apps Smart phones, tablets

In my 11 years in trying to promote eLearning, these are some of the objections that I have come across:“Our people are too busy to do this.”

Meaning no time to have any training and development at all?

“Our people lack the discipline for self-learning.”

Meaning lack of discipline is part of your corporate culture?

“Our people are not tech-savvy.”

If you can use a smart phone, you can do this.

“We have tried and it failed.”

How would the future of your business be if you only try anything once? Furthermore, eLearning has evolved. You perhaps tried eLearning 1.0.

“Not everything can be learnt by eLearning.”

Totally agree, but it does not mean nothing can be learnt by eLearning.

“eLearning will not work in Malaysia; people here are more face-to-face.”

I like this one the most. Look at the table below…..

Global Social Network Penetration 80% 70%

% Active Online Users

60% 50% 40% 30% 20% 10% 0%

l d e es esia ysia razi ssia ndia ico ong or an I n B la ap Pol Mex g K Ru do Ma ng n In Si Ho

2

CUSTODIANS OF CONVENTION

This is a quote from Dr. Gary P. Hamel, who lectures at Harvard and London School of Economics. He is described

by Fortune Magazine as “the world’s’ leading expert on business strategy”.

“We are living in a world wherein we are shaken by change, not just stirred.

Organisations begin to lose their impact when the rate of their internal change is slower and lags behind the rate of external changes. Many businesses cannot do much because their key people are prisoners or precedents, locked and jailed by their custodians of convention.”

3

A da hina ines ge US era ana p C C Av ilip al Ph b lo

pin

ilip

Ph

NOT REALISING THE RELEVANCE AND IMPACT

A. Practicality – business gets i n c r e a s i n g l y c o m p e t i t i ve a n d international. Your future leaders are in

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UK and l er th Ne

ly

Ita

ain

Sp

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nc

a Fr

a y n an ore apa K J h ut o S

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the most critical parts of your business, serving your customers across time zones. Can you really afford to have them away at fixed times for days?

B. Logistics – road traffic is not getting better. Why not have your learners learn from where they are. For in-house programs, you will not need to worry about things like availability of training room, availability of the trainer. Then there are other variables like illnesses, the weather, acts of God, etc.

C. Speed – with eLearning you can roll out training programs to large numbers of participants, some of whom may be scattered across different locations, very quickly.

D. The Learner – the Generation Y (aged 16 to 35 in 2015), is a multi-tasking animal, who grew up with the internet. Sitting in a room full of people is probably not their preferred learning environment. I

was once questioned why would anyone attend a conference with a speaker in a hotel ballroom with 200 people – “have they not heard of Youtube?”

4

LACK OF AWARENESS ON RETURN ON INVESTMENT (ROI) A. Cost – however you look at it, there are significant cost savings for moving to eLearning. There are hidden costs that are often not taken into consideration such as commuting costs, opportunity costs and infrastructure costs. Just because you have a training room in your office, does not mean that there is no cost.

B. Outcome – in an eLearning 2.0 environment, learners are required to post on discussion boards, which would gauge if they had understood the topic.

They also contribute their experiences in relation to the topic, thus internalising and contextualising the learning.

Every learner can also ask questions on every topic. This collaborative learning environment encourages user generated content (internationally), and creates an invaluable knowledge base.

This would not be possible in a classroom environment. In any case, does anyone actually check the outcome of sending someone for a classroombased training? It has actually been suggested to me that this eLearning 2.0 is too stressful, and that learners prefer to spend a few days in a 5 star hotel, away from the hustle and bustle of work, and enjoy fine catering and a relaxed environment. I think this is well and good if that is what you and your stakeholders want.

The reality is that the world is moving forward with eLearning. In Singapore, in trying to accelerate things, the government has mandated that all government accredited training organisations must have 15% of their programs with blended learning by 2016, and 70% by 2020. And they are providing grants and subsidies for training organisations and companies to do this.

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I FEATURE I

Protection Is Key Sivakumar M.Mahathevan, General Manager of ICT Asia Sdn Bhd, helps you learn more about the Data Leak Protection & Prevention (DLP) system for protecting SME businesses and their owners.

F

ifteen years ago everything in security used to be based on keeping the thieves out and that’s why firewalls and antiviruses were used. Now the problem is coping with how to protect confidential and business data – whether it’s customer’s data, intellectual property, and/or business know-how.

The Big Challenge – And That’s A Huge Challenge It’s a big business challenge because when there is a leak, you may have to disclose the breach, track it down, and further act on it! So there’s an urgent need for your business to make sure that the data stays secure wherever it is stored and that as it moves around the corporate network, there are controls in place to make sure it doesn’t escape in an unauthorised manner by unauthorised personnel. That is where a DLP System (DLP) comes in.

DLP is a strategy to ensure end users do not send confidential/critical information outside the corporate network. It also describes software products that help an organization

REALITY CHECK…

1

Do you know (with proof) if information has been leaked/ stolen from inside your company?

2

Can you quantify the productivity level of your business?

control what data end users can transfer. The DLP System is practically the only information security tool that can resolve exclusively various business tasks, not just specific information and security issues. A DLP System looks at data flowing out of your network and analyzes, “Is this data something I care about? Is it confidential?”

Sending confidential email using Gmail, downloading corporate files to a flash drive, or printing sensitive documents, a DLP System with policy would deny

3

Can you track the movement of information from your corporate network, historical or current?

4

Do you have an “eye” on your business?

(Do you know what information goes out daily and can you track it?)

the employee permission from doing all of it.

Organisations, regardless of size, are mainly exposed to strategic, operational and legal risks that affect the company’s reputation. Add that to the exposure, the exposure to social media and the growth of digital data, amplifies the risk. A good DLP System should enable an organisation to identify and manage these risks without having the need to pay hundreds of thousands in consultation fees alone!

TYPES OF ORGANISATIONAL RISKS TO MANAGE STRATEGIC RISKS

OPERATIONAL RISKS

LEGAL RISKS

• Intellectual property

• Illegal distribution of corporate information

• Regulatory compliance e.g. PDPA, HIPAA

• Client’s personal data

• Tender process

• Identification on source of leaks – hardware & user

• Business know-how

• Industrial Espionage

• Criminal Breach of Trust

• Unethical employee behavior

• Insider dealings

• Collective mood among personnel

• Productivity, KPI

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• Establishing a legally admissible evidence base by securing procedurally correct evidence

B.I.Z.N.I.STM

for SME B.I.Z.N.I.STM – Business Information Zoning in a Network Integrated Solution is the first of its kind appliance based on the DLP System in South East Asia scaled to meet the needs of SME business. Conventional DLP Systems that were mainly exclusive for large enterprises have now been reengineered, repackaged and repositioned to specifically cater to businesses from 10 to 350 employees.

B.I.Z.N.I.S TM makes the cost of deploying a full-fledged DLP System not only affordable but reduces the actual cost of owning one reduced by 70%!!!

ICT Asia is dedicated to providing high customer satisfaction by rendering the industry’s leading quality DLP solution services to all sector of organisations. The vision is to bring a sophisticated yet simplified security solution that is cost effective – with the ultimate aim of providing value to business owners, stakeholders and management. Our belief is that all businesses that exchange information of any kind must have a DLP System in place. Hence, our mission is to help every business secure their data while increasing business intelligence.

INCIDENT INVESTIGATION

The fundamental features of B.I.Z.N.I.STM is in one package that provides a holistic benefit for SME’s. It just got simpler!

B.I.Z.N.I.STM

BENEFITS OF TM

1. Network Traffic Monitor – monitoring network data transmission channel, i.e. what goes out.

i. Helps businesses to be; confident that all valuable & confidential data is safe – confidential information protection.

B.I.Z.N.I.S

FUNDAMENTAL FEATURES

FOR SME

2. Device Monitor – protection of workstations, monitors, printing and copying of documents onto external devices, and control over ports and removable devices.

3. Forensic Storage – specialised repository containing an archive of all of the organisation’s information out-flows, including violations of security policy and instances of confidential information leaks; provides legally admissible evidence base for incident investigations and legal proceedings.

ii. Provides an invaluable understanding of all internal & outgoing information flow within the of business network – Investigation of incidents. iii. Enables activities within the organisation to be traced and identified for both historical (past activities) and present – risk management with regulatory compliance (where applicable) iv. Provides invaluable business intelligence by monitoring all activities within the company – business process optimisation.

FORENSIC DATABASE Internet

BYOD or Mobile User

TRAFFIC MONITOR

B.I.Z.N.I.S

IS Officer and Web Console

Allowed Traffic

Shadow Copies

WORKSTATION MONITOR End Point Control

B.I.Z.N.I.S

Decision: Allow or Blocked

GATEWAY

Workstation Monitoring Agent is installed on all Dekstops / BYOD / Mobile Users

Mr. Sivakumar Mahathevan, MTM, provides businesses with expert consultation on DLP System & B.I.Z.N.I.STM. He can be contacted at 012-3262672 (0327761350) or email cva@ict-asia.com. To find out more about B.I.Z.N.I.STM visit www.ict-asia.com UP MAGAZINE | 51

I GADGET I

BELLABEAT LEAF: ESPECIALLY FOR WOMEN Built specifically with women in mind, the Bellabeat Leaf is an elegantly designed pendant that helps monitor your activity, sleep quality, stress levels, and menstrual cycle. Each Leaf is unique, combining form and function into a beautiful little package.

Made of ash wood and stainless steel, this accessory is one of the most versatile pieces of smart jewelry as it can be worn as a necklace, bracelet or clip. There’s also a special edition dark bogwood one with either gold or rose gold.

PEBBLE TIME ROUND: THINNEST AND LIGHTEST SMARTWATCH The Pebble Time Round is a smartwatch with a circular display and is the perfect companion for those who like their wearable tech a bit more incognito.

Measuring 7.5mm thick and weighing a mere 28 grams, it is designed to appeal to smaller wrists and particularly women.

It has an all-metal casing which is available in black and silver, and comes in two different watchband sizes, i.e. 20mm and 14mm. There’s also a specialedition rose gold finish exclusively for the 14mm band size. The Pebble Time Round works with iOS and Android devices.

GADGET GUIDE FUJIFILM’S INSTAX MINI 70: SELFIE-FRIENDLY INSTANT CAMERA Fujifilm has added a new model to its ‘instax mini’ series of instant cameras.

The instax mini 70 features an Auto Exposure Control Function to capture both the main subject and background in natural brightness.

As for the newly added ‘Selfie’ mode, the camera comes with a Selfie mirror next to the lens so users can check their framing before clicking shoot. There’s also a selftimer function designed for group shots. It comes in 3 new colours including Canary Yellow, Island Blue and Moon White.

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SAMSUNG GEAR S2: MODERN VS CLASSIC The Gear S2 features a stainless steel body and is Samsung’s first model that comes with a round face for a more stylish appearance. The key differences between the Gear S2 and its Classic variant is the appearance and the choice of straps.

The Gear S2 has a simple and modern look while the Gear S2 Classic features a ridged bezel. Gently turn the Bezel to scroll through long emails, zoom into a map and play the next track. The Gear S2 3G version allows voice calling from the watch.

STELLE AUDIO MINI-CLUTCH: A CLASSY MINI-SPEAKER The Stelle Audio mini-clutch is a functional clutch that has a pocket for daily essentials yet is packed with the audio capacity to start your own party. It comes with a powerful 6-watt stereo digital amplifier, stereo speaker system with two 1-inch full range drivers and bass radiator.

It effortlessly pairs with any Bluetooth®-enabled device, has a builtin speakerphone for hands-free calls, and can connect to non-Bluetooth devices via aux-in jack. The clutch has a removable chain link strap to wear as a shoulder bag or cross-body purse and bracelet.

JABRA ECLIPSE: LIGHTEST BLUETOOTH HEADSET At only 5.5 grams, this is Jabra’s lightest wireless headset. It combines an unrivalled sound quality with sleek design and ultimate comfort. The snugfitting and comfortable EarGels are designed to block out background noise.

The headset comes with a carry case that doubles up as a portable charger that allows you to charge on-thego. It offers up to 10 hours of talk time with the charging case and up to 7 days of standby time. The Jabra Eclipse is available in Black and White editions.

XIAOMI MI PAD 2: POWERED BY INTEL The Mi Pad 2 is Xiaomi’s first Intelpowered device with a 14nm 64-bit Atom X5-8500 processor with 2GB of RAM. Offering the same compact 7.9 size with an all metal body, the tablet is 18% thinner at 6.95mm and is 11% lighter at 322g.

New improvements include a Reading Mode that cuts down on harmful blue light and a button lock feature that deactivates the capacitive home, menu and back buttons when the tablet is held in landscape. There are 3 variants, the standard 16GB and 64GB version, as well as a Windows 10 64GB edition.

HUAWEI MATE 8: BIG AND POWERFUL Huawei’s biggest and most powerful phablet to date boasts a 6-inch screen with a 1920 x 1080 resolution, and features 2.5D curved glass from edge to edge all around the display. The device is also equipped with a fingerprint scanner on its back, a 16 MP main camera, and an 8 MP selfie cam.

Inside, the Mate 8 features a Kirin 950 systemon-chip, has 3 GB and 4 GB RAM variants, and comes with 32 / 64 / 128 GB of expandable storage.

It is available in 4 colours, namely Champagne Gold, Moonlight Silver, Space Grey and Mocha Brown.

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I FEATURE I

Job Seekers Voice Search Frustrations Lack of feedback from employers among list of peeves according to recent survey by JobStreet.com

E

mployment is a two-way street and job seekers want employers to know that. In general, employment seekers are unhappy about the job hunting process with 73% saying that they do not get any response from the companies they apply to.

About 40% also stated that the job advertisements do not provide sufficient information on the companies and their work environments. “Candidates often find themselves in a state of anticipation and sometimes frustrated when they get no feedback from employers. Unfortunately, some employers are not considerate enough

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to respond while some are genuinely busy, regardless of the situation, candidates should continue to apply for jobs during the processing period to avoid disappointments and to create more career options for themselves,� said Chook Yuh Yng, Country Manager of JobStreet.com.

As for problems they encountered during interviews, 43% said that the interviewer did not seem interested in hiring them, but was fishing for information about their previous or current employer. Another 31% believed that interviewers did not spend enough time in probing about their experiences, capabilities and potentials.

The survey also delved into the factors that would prevent candidates from applying to certain companies. The findings suggest that 38% of candidates avoid job advertisements that withhold the name of the company. Apart from that, 19% of them also refrain from applying to jobs that require them to work on weekends.

For candidates to be enticed to apply for a particular job advertisement, 28% said they must be able to view detailed information on the job responsibilities and background of the company. As salaries are often perceived to be a determining factor when choosing a job, 17% of candidates wish to see salary

For candidates to be enticed to apply for a particular job advertisement, 28% said they must be able to view detailed information on the job responsibilities and background of the company.

information in the job advertisement.

To ensure interviews are a more pleasant experience for candidates, 34% of the respondents suggested that employers should be more approachable and friendly during the interviews, while 24% suggested that the interviewers should be more prepared for the interview by reading their resumes beforehand and asking the right questions.

JobStreet.com offers employers products and services designed to simplify application processes. “The SiVa recruitment system allows employers to send out an automated

‘Acknowledgement Letter’ and ‘Reject Letter’ to inform candidates on their application statuses. It also helps them organise their administrative procedures,” said Chook.

A total of 921 respondents across various positions and industries participated in this survey conducted in September 2015. JobStreet.com is a leading online job board presently covering the employment markets in Malaysia, Singapore, Philippines, Indonesia and Vietnam. The Group currently ser vices over 230,000 corporate customers and over 15 million jobseekers in its database.

73%

of candidates get no response from the companies they apply to.

WHY EMPLOYEES WOULD NOT APPLY

38%

19%

13%

12%

9%

9%

The job ad does not provide the company name.

The job ad states that employees are required to work on weekends.

The job ad does not offer sufficient information about the company.

The job ad has a long and complicated job description.

The job ad displays no salary information.

The job ad has a vague or imcomplete job description.

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I INSIGHT I

Talent Ecosystem:

A New & Fresh Approach To Talent Supply Chain Management Traditional talent marketplace has evolved into talent ecosystem as a key emerging talent management strategy

A

key emerging t alent management strategy is the notion of a talent ecosystem, one in which everything is connected – attracting and acquiring talent, managing and developing talent, understanding and planning talent, as well as extending talent.

Talent Supply Chain Management (TSCM) involves having a talent pool that is available to any business as an extended, dynamic and evolving network of relationships, instead of as a single, static pool. It reflects the disparate and multi-layered market for talent that has become the norm for many firms, particularly those with rapidly changing skills requirements, those in cyclical industries or where talent may move fluidly across regions or countries.

Kelly Outsourcing & Consulting Group (KellyOCG), the outsourcing and consulting group of Kelly Services, believes that organisations need to adopt a new approach to TSCM. “In a talent ecosystem, workers can move between roles, places, and categories as they desire or according to an employer’s needs. This means that companies need to maintain a holistic view of the talent ecosystem and in whatevermanner workers can best be employed in order to meet the organisation’s objectives in the most riskfree and cost-effective manner possible,” said Anthony Raja Devadoss, KellyOCG’s Vice President for Asia Pacific.

“Only by taking a holistic and agile view of the talent ecosystem will companies be able to create a sustainable talent management strategy,” he added.

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Benefits Of A Talent Ecosystem

The findings from KellyOCG’s Executive Outlook Report 2015/2016 indicate that in an expanding economy, businesses have the opportunity to enhance their competitive edge by cost-effectively tapping into their talent ecosystems to simultaneously benefit business goals and human capital.

A talent ecosystem also has the potential to enhance flexibility, efficiency and adaptability. It builds wider relationships and skills communities that can be tapped into as needed. It also supports a learning culture and an environment that is conducive to lifelong development of skills.

It links closely with the concept of sustainability, since there is an emphasis on talent development, evolution and renewal that is sometimes overlooked in traditional talent models. According to the survey, 49% of the respondents

cited sustainability followed by socio economic systems (32%), talent (14%) and natural resources (6%) as the key connection between economics and ecosystems. (Graph 1) The survey also showed that 73% of business treat talent ecosystems and talent sustainability as an important element in their business operations and planning. (Graph 2) There is also a powerful flow-on benefit that is likely to accrue as a result of measures to integrate talent ecosystems and economics into business planning. The survey showed that a total of 88% expect to derive “significant” (50%) and “marginally significant” (38%) revenue benefits from talent ecosystems. (Graph 3) As such organisations must think about the entire talent ecosystem and not just the talent they own today or they want in the future. “Tailoring resourcing strategies to specific talent

GRAPH 1: Which Of These In Your Opinion Best Describes The Key Connection Between Economics And Ecosystems?

49% 32% 14% 6%

Talent

Natural Resources

Sustainability

Socio-economic Systems

GRAPH 2: How Important Are Talent Ecosystems And Sustainability To Your Business And Industry?

38% 35% 15% 7% 4% 2%

Very Important

It’s In Our Business Planning

Quite Important

Neutral

Haven’t Thought About It

Not Very Important

GRAPH 3: What level of profitability and revenue do you think your organization would be enjoying if economics and talent ecosystems become an integral part of your business planning, development and decisions at all times? (%)

50% 38% 7% 4%

Marginally Significant

Unchanged

Traditional Talent Models vs. Talent Ecosystem

While traditional talent approaches are being put under pressure by global trends, a talent ecosystem helps reframe the thinking and approach to talent management.

A talent ecosystem reflects a borderless world of talent acquisition and management with multiple sources of acquiring people. It consists

~ Anthony Raja Devadoss, KellyOCG’s Vice President for Asia Pacific.

Significant

Marginal Decline

segments, jobs and locations is crucial in order to close global talent gaps in a talent ecosystem.” added Devadoss.

“To be able to make truly optimal business decisions, HR strategists must have domain expertise, enterprise-level perspective and knowledge of local markets. Simply put, optimising global strengths and local capabilities are keys for a sustainable talent ecosystem.”

of an extended and evolving series of relationships that goes beyond a traditional talent pool and conventional employee-employer arrangements. It can include: • Borrowed talent: employees in outsourced support functions or roles, • Partnership talent: workers linked via a joint venture or partnership, • Freelance talent: contractors, freelancers and free agents, and • Open source or crowdsourced talent: workers recruited through online networks and communities.

The KellyOCG’s Executive Outlook

Report 2015/2016 revealed that business leaders recognise the importance of building a talent ecosystem that is viable and adaptable in meeting the changing needs of the enterprise.

“Organisations must cultivate a new way of thinking by applying talent supply chain management principles at talent strategies across organisational boundaries: in the company, the extended enterprise and beyond the enterprise,” Devadoss stated.

KellyOCG’s Executive Outlook Report 2015/2016 was undertaken by BTI Consultants, a leading global consulting firm specialising in retained executive search, leadership consulting, and management assessment & organisational effectiveness with a 30 year track record.

The survey was conducted with 219 Chairs, Presidents, Managing Directors, Vice Presidents and Directors worldwide covering a wide range of organisational types, sectors, sizes and locations. About 80% were based in Asia Pacific, with 10% from the US and 9% from Europe.

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I PERSPECTIVE I

Groom Your Brand With Style Evelyn Ch’ng, International Certified Image Consultant of AICI FLC, gives her insight on choosing the best corporate uniform for your brand.

1

Create authentic designs to bring out your corporate identity instead of just getting it off the rack from the uniform supplier. Lots of corporates request for existing designs instead of going through the hassle of creating a new design. I would recommend that HR invest in the design or get a professional supplier that incorporates uniform designs.

Look into the material for the comfort factor. Is the material suitable for the weather here, is the material comfortable or made with cutting edge technology like ‘dry fit’ – if your employees do have to wear it under hot sun? The cost might be slightly higher but you can compare with a few suppliers to make the best choice.

Check the cutting and size from the sample properly. Sometimes visual design might be different when it’s manufactured. Thus it’s crucial to get the sample after confirming the design.

Ask your model to wear it to test out the fitting and the cutting to ensure it’s a good cut. This is extremely important for jackets and suits.

Choose the right colour to bring out your corporate identity.

You must get as close as possible to

2

3

T

he corporate uniform holds a very important role in the corporate world. It should help to project a sense of belonging, pride and comfort when employees wear their uniforms. I have faced some challenges during my corporate training when employees were critical about their company’s uniforms. Some of them were not happy with the conservative design and others weren’t happy with the comfort and fit of the material. Well, it’s really a combination of art and science when you need to strike a balance to make the best choice. Now, I would like to share some tips on designing your corporate uniform based on my fashion and corporate grooming expertise.

For more information, please visit www.emagestyle.com or www. facebook.com/Emagestyle

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4

Bank of China corporate uniform training.

your corporate colour so it represents your brand accurately. The shades and style should complement each other.

Choosing a vibrant colour should energise your employees and enhance their productivity!

Lastly it’s to create the total look of the uniform, what kind of hairstyling, make up matches the uniform? What are the accessories do’s and don’t? Do you want to standardise it? You would probably have to conduct a grooming session to launch your new uniform and to teach your employees how to wear their new uniform with pride!

A uniform is not complete without the proper standard of grooming and how employees should carry themselves when they are in their uniform. Conducting training is crucial to educate your employees and is the perfect time for team building – to instill a sense of pride and belonging. Discuss your corporate uniform choice with your corporate image consultant as they will be able to help you make an informed decision. Then, create your own unique style and your employees will be proud to tell the world “I love my uniform and my job!”

5

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I PERSPECTIVE I

Why Project Management Is a Must-Have Skill Are you feeling “stuck” in your job? While an all-out career change may be a good choice for some, you don’t need to make such a drastic move to breathe new life into your current position, writes MICHELLE LABROSSE, author of the Cheetah Success Series.

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D

eveloping skills in Project Management – even if you’re not a Project Manager – empowers you to make the most of your abilities and deliver greater value to your organisation, setting you apart from the crowd. According to the US Equal Employment Opportunity Commission (EEOC), the typical person is only working at 50% of his or her potential.

Even making a modest improvement in how you do projects in your job can help you quickly rise above the mediocrity. In nearly every industry and job type, Project Management has become a must-have skill for anyone looking to advance in their career.

CREATING MORE VALUE FOR YOUR ORGANISATION W it h k n ow l e d g e o f Pr o j e c t Ma n a g e m e n t p r i n c i p l e s a n d processes, you can complete projects (any temporary endeavour undertaken to produce a unique outcome, with a clearly defined beginning and end) in less time and to a higher standard of quality. The key word here is completion. By being able to complete projects – fast – employees with PM skills deliver tremendous value to their organisation.

In a recent edition of the Project Management Institute’s (PMI) annual publication, Pulse of the Profession ®, the report’s authors find that “highperforming organisations successfully complete 89% of their projects, while low performers complete only 36% successfully. This difference in success results in high-performing organisations wasting nearly 12 times less than low performers.”

Employees with PM skills – which include the ability to manage time effectively, delegate responsibilities, manage risks, negotiate for resources, and adhere to a project budget and timeline – have the know-how to successfully bring their projects to completion.

LEVERAGE TO ADVOCATE FOR ADVANCING YOUR POSITION PMI’s 2013 salary survey found that Project Management salaries in the US are consistently high, and will likely stay that way. The survey reports that the median annual salary for Project Managers in the US was $108,000; even PMs with three or fewer years of experience had a median annual salary of $70,000. Additionally, 74% of PMs responding to the survey reported that their compensation had increased in the past 12 months and 75% of respondents indicated that they expected their compensation to increase further in the next year.

The detailed survey shows median salaries above $100,000 for all industries (including construction, engineering, R&D, and many others), across all sizes of organisations, and for all project team sizes. Our point is: Project Management is a lucrative field, and even those just starting out can expect to be compensated generously.

Many successful Project Managers advance to their positions from other career tracks within their organisation; 46% of the salary survey respondents reported that they followesd an“informal” PM career path in their organisation, and only 25% of respondents followed a PM career path that was “clearly defined in writing”. So even if you’re not formally a “Project Manager” in your organisation, developing PM skills – and earning credentials to prove it – is one of the smartest steps you can take to advance your career.

PROJECT MANAGEMENT SKILLS ARE TRANSFERABLE ACROSS MANY JOB TYPES AND INDUSTRIES In today’s world, there is an expectation that as a functioning professional in any industry, you know the basics of getting things done (aka, Project Management).

And more so, it is an exploding career field, with people holding PMI’s Project

Management Professional credential being some of the highest paid middlelevel managers in organisations worldwide. Check out a few of the larger online employment websites; do a search for “Project Manager” and you will find many employers seeking various credentials in Project Management. Check back routinely and you will find that the number grows almost daily.

ABOUT THE WRITER The writer is an entrepreneurial powerhouse with a penchant for making success easy, fun, and fast. She is the founder of Cheetah Learning, the author of the Cheetah Success Series, and a prolific blogger whose mission is to bring Project Management to the masses.

Cheetah Learning is a virtual company with 100 employees, contractors, and licensees worldwide.

Honoured by the Project Management Institute (PMI®), Cheetah Learning was named Professional Development Provider of the Year at the 2008 PMI® Global Congress. A dynamic keynote speaker and industry thought leader, Labrosse is recognised by PMI as one of the 25 Most Influential Women in Project Management in the world.

Labrosse’s articles have appeared in more than 100 publications and websites around the world. Her monthly column, the Know How Network, is carried by over 400 publications.

She is a graduate of the Harvard Business School’s Owner/ President Management (OPM) programme and holds engineering degrees from Syracuse University and the University of Dayton.

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I PERSPECTIVE I

Learn

To Look

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Foolish

By Kavita Subramaniam

W

hen i made the shift back to corporate after 8 years of managing my own consulting firm, where the work-life balance always leaned towards the ‘life’ equation, switching back to corporate where punch cards and four walls kept me working in a perimeter, my biggest challenge wasn’t that the working culture was vastly different from what I was used to. My challenge was the learning.

And I struggled. I was adjusting to reporting to someone, something I haven’t done in the last eight years.

Shame had but a foot in, I was so busy in the first couple of weeks that I literally didn’t have the time to think about it.

Then it hit me. Here I was, oldest in my Gen Y office, asking for help.

Seeking clarifications.

Saying “could you explain to me ....”

Having to admit that I didn’t know how.

How do i tell the people around who expect me to lead and manage; that I didn’t know how to do certain things or didn’t understand certain areas of my work? How could I inspire confidence in what I did by telling them I had no idea what I was doing? I was in a quandary, my self-confidence taking quite a wallop, relying on junior staff to guide me. I found myself needing assistance on things such as connecting a printer, the server system, the SOPs. It was egocrushing! I felt utterly useless on some days and on others, slightly proud that I had figured it out on the fourth try.

Just days into my new work environment, during my first meeting with my client, I was as quiet as a mouse because I had no idea what the discussion was all about. It was a continuation of previous meetings and after we concluded, everyone walked out towards the left, through a maze-like corridor and partition and there I was headed to the right, totally lost in direction! That reflected how disoriented and muddled up I was! Now I would laugh

out loud remembering the incident and the puzzled looks on their faces; but at that time I cringed inwardly as we took a silent ride down the elevator.

But, I needed to learn. I wanted to. I was dying to.

And so I did.

By telling the truth.

By admitting that I didn’t know everything. By saying I was willing to learn. By accepting the fact that I might look foolish. And boy, did I look foolish on some days! It was easy to tell on those foolish days, when raised eyebrows and framed, quizzical eyes stared back at you, when the room suddenly went ...silent. When I wished the earth would just open up and swallowed me whole.

Or when I wished I had overextended lower limbs that could kick myself in my derriere.

So, I ignored the feeling of how foolish I looked and went about seeking.

It was not easy, I tell you. When you have seen many moons in your lifetime, you want to be able to know stuff. Things that show you are capable. That, reflect you.

But then again, I thought to myself, we cannot know everything. We are not walking encyclopedias, or better said, I am not a walking encyclopedia.

Yes, I didn’t know anything much about publishing except for editing. I didn’t know about the industry except for bits.

And once I declared that I didn’t know

“When you have seen many moons in your lifetime, you want to be able to know stuff.

Things that show you are capable. That, reflects you.”

much and was willing to learn, there came the teachers, in many forms. Colleagues, friends, strangers, cafe servers and even the dude selling gourmet burgers at the roadside. All willing to teach. And they were willing to allow me to be as involved as I could, hands-on practical as well. I was also involved in other work experiences which gave me a chance to gather even more knowledge along the way. A know-how. A how-to.

Anything - that piqued my interest. And interestingly, sometimes, the teachers learnt as well, not necessarily from me, but in the lesson itself. The involvement of both was learning as much as we were giving into the lesson.

And through the lessons, I continued looking foolish. But I didn’t care. I was learning, leaps and bounds, absorbing as much as I could. Time wasn’t on my side, so I had to push and cram the learning in as fast and as much as I could. Learning isn’t that simple. It takes time for it to sink in and be comprehended. It takes time for all the pieces to mold together.

It takes patience to wait it out and see the big picture.

But it was worth the foolishness.

It was worth the frustration of not understanding every link of the chain.

Once I pushed through the steep learning curves ahead of me, the ride down was enjoyable. Mostly, I enjoyed not knowing and the curiosity of understanding something new. I enjoyed the light bulbs going off in my head. I had fodder to feed my hungry mind.

And in the end, no one cared if I looked foolish. Heck, they didn’t even remember it. I realised it didn’t matter after all. You see, looking foolish – it only happened in my mind. It was what my mind created to stop me from learning. And when I pushed that thought aside, it made my learning, part of my living.

The capacity in a person to learn is a gift. The ability to learn, is a skill. But the willingness to learn, that is a choice.

I made my choice, have you made yours?

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64 | UP MAGAZINE

How Are You

Playing Your Inner

?

Game

By Rowena Morais

T

im Gallwey, a best-selling author, who created a methodology for coaching and the development of personal and professional excellence, discusses how we can become more successful by increasing our awareness of the full experience by being fully present and quieting self-interference.

Did you realise, in anything you do, that you undergo two parallel experiences? In his seminal book, The Inner Game of Tennis, which was first published in 1974, Tim Gallwey, first spoke about the inner and outer game.

At the time, these thoughts were viewed as creating a revolutionary way of learning – and they apply today, more so than ever before.

Based in Kuala Lumpur, Rowena Morais is an entrepreneur, publisher, writer and editor.

Formerly a lawyer, she now works in the education and publishing line.

As Editor of VerticalDistinct.com, she helps bridge great content with an audience that matters through the production and curation of podcasts, videos, news and articles on a range of topics for both Human Resource and Technology professionals.

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The inner game is a question of identifying where potential is located and the role that interference plays throughout. It is concerned with your internal goals and obstacles whereas the outer game is concerned with external goals and obstacles.

UNDERSTAND THAT INTERFERENCE WITHIN AFFECTS YOUR INNER GAME The outer game is the one that takes place outside your skin. It is the one where you can see and hear and it occurs in the external arena. The inner game, however, is the one that happens inside you. It is about your thoughts, your emotions, the type of obstacles you face and the ferocity of the struggle. The inner game is a question of identifying where potential is located and the role that interference plays throughout. It is concerned with your internal goals and obstacles whereas the outer game is concerned with external goals and obstacles.

The sushi chef is working on himself while doing his job excellently, he is being present. He is busy slicing the fish but it doesn’t mean that it tastes or looks better. It is not the job that requires your full attention, it is you that requires it.

“Both games need to be played.

While the games are different, they relate to each other. The goals are independent. You could be a failure at the outer game yet happy as a clam.

You could live in a shack yet enjoy every minute of it,” Tim shares.

This way of thinking about your experiences as two different games was not an intentional exercise on Tim’s part – it evolved. In his early days, one 66 | UP MAGAZINE

of the first few jobs he held was as a tennis coach. He was an educator, but between jobs, Tim started instructing tennis.

THE TRADITIONAL METHODS OF TEACHING WERE NOT WORKING “I was a tournament player as a kid and captain of the Harvard University team. I had the skill and could teach.

I taught the way I was taught which is to tell people what they should do and what they shouldn’t do to get the desired results. One afternoon, it was just one more person with a bad habit with their backhand. Instead of starting with instructions, I just threw the balls and I was shocked when I saw the backhand changing itself. The voice in my head was self - critical: I missed my chance. I should have taught him first and then, he would have given me the credit. If he was going to learn without me teaching, this was going to upset the tennis teaching economy… and that was really, the beginning of the inner game,” said Tim. A realisation began to kick in, and questions he never thought to ask before, started to bubble up: What was going on inside the head of the student while the ball is coming at them? What were they thinking, feeling, wanting?

It started to become instantly and embarrassingly obvious. They doubted

themselves. They doubted that they could put it all together. There was judgement about how badly they were doing. This was a state of mind fostered by traditional teaching, this was not the state of mind of an Olympic champion. They were not thinking that they were focused.

Tim began to see that the traditional methods were creating doubt and students were getting used to it and went along with it. So began his process of assisting students to learn through the experience itself.

I stopped teaching, I stopped judging and things changed He stopped instructing. He began to facilitate and help these students to make sense of the experience itself.

“I stopped teaching. It took a while just not judging, instructing, sewing doubt but they got better. I learnt how to help. The ball was the teacher. I have to be aware of my action and of the result – that is what teaches me. My job was to help the person increase their awareness of what was happening. It was not a series of shoulds and should nots. I asked, “Where did the ball hit on the racket? I would say don’t hit it in the middle, just notice where it hits,” he clarified.

What Tim began to realise was that students didn’t need his feedback and him telling them that they were doing a good job. The best way to do things was to approach it the way a child learns to walk, talk or ride a bike. It was about increasing the awareness of the student to what was happening.

Tim is guided by the strong belief that people have more potential than they think they do because he sees the gap between their performance at its usual, worst and at its best.

Be present.

It requires your full attention.

“There’s a big gap in some things more than others. What proves it is that when I didn’t teach, I stopped judging and when I stopped, so did they. There was no more fear because there was no judgement. It was with the subtraction of something that I came to the realisation that there was more in there,” Tim said.

“It is the result of interference. It is parents, the school, it’s the wrong answer, and before you know it, you don’t put your hand up anymore. The CEO asks everyone whether things are clear. Are there questions? There are none because we have learnt that the goal is to look good, not to understand what he has said.”

OUR DESIRE TO OVER-CONTROL Responding to this effectively is about reducing the fear of not knowing. How do you do that? It’s the same as how it’s done on the tennis court. The problem we face is that we spend time trying to understand, trying to hit the ball. But we shouldn’t try to understand – we should just be aware. For then, we are no longer being judged as to whether we understand or not.

Which leads me to question why it is that we have such a strong desire to over-control and how can we deal with this. Tim feels that over-control is about trying to manage those things you don’t control, such as other people. And overcontrol comes from doubt.

Talking to Tim, you slowly come to realise that you have learnt very effectively how to get in the way of what you really want.

THE INNER GAME AT THE WORKPLACE All of this has the potential for real impact at the workplace. The inner and outer games are just as relevant

here as it is in our personal lives. The question I asked is how could you help reduce self-interference in leaders – the critical step in ensuring the evolution of the workplace. To which Tim posed these questions : • Isn’t wanting to look like a leader, an interference to lead?

• Is a leader allowed to say I don’t know?

• Who or what leads the leader?

• Is it always clarity that leads him? Or him wanting what’s best? Or is it fear?

• Can it be doubt which leads to over-control or is it, instead, many assumptions? Is it doing it as it was done before?

The point Tim makes is that efficiency can be taught and it goes on like so until someone says “we did it like that 20 years ago and it needs to change”. An effective leader needs, firstly, to be free and to be in charge of his own life, to get his job and the position he seeks.

It makes it, then, his choices and his responsibilities. Which leads to the point that every single person, in charge of his own life, is a leader in his own life.

WHEN YOU TAKE THIS POINT FURTHER, YOU CAN OPEN UP ENTIRELY NEW QUESTIONS LIKE: • Does a leader of a corporation lead a more demanding job than a leader of his own life?

• What would happen if people were treated as the leaders they are indeed?

• Would they start to think differently, make different choices and recognising that, start to be responsible for their own life?

TAPPING INTO OUR NATURAL POTENTIAL How do we tap into our natural potential for learning, performance, and enjoyment?

How do we approach anything so that regardless of how long we’ve been doing it or how little we know, it becomes an opportunity for betterment and fun? Well, according to Tim, that calls for the redefinition of work.

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“Work means doing. If you step back, you will see that while work is taking place, some other things are taking place as well, things that are not recognised as work like evolving, learning, or the opposite. When you become less like a human, you become more confused.

Any time you take action, you are either learning or the opposite of that. You are moving either between misery or ecstasy. You are either terrified, scared or angry or you are fulfilled, joyous, satisfied. And you need to see that knowing beats believing. You know by direct experience, by awareness. You need to know what is going on with you, while you pay attention to what is happening outside and you can learn how to increase awareness and thereby, increase the clarity of your choice.”

If you take the time to gain awareness of what is happening inside, you will then gain awareness of what is happening in others. Your roadmap to success must, therefore, include 68 | UP MAGAZINE

“You need to know what is going on with you, while you pay attention to what is happening outside and you can learn how to increase awareness and thereby, increase the clarity of your choice.” a recognition and a plan around the two different games we play, in the experiences we face.

DO YOU KNOW HOW YOUR INNER GAME IS AFFECTING YOUR OUTER GAME TODAY? Timothy Gallwey is the Founder of the Inner Game and is widely acknowledged as the godfather of the current coaching movement. He developed The Inner Game in the mid-1970s and has spent three decades inspiring successful

organisations including long-term clients Apple, AT&T, The Coca Cola Company and Rolls Royce with whom he shared The Inner Game of leadership, sales, change management and teamwork.

His bestselling Inner Game series of books set forth a new methodology for coaching and the development of personal and professional excellence in a variety of fields. His books have led many to realise that the Inner Game holds the key to the outer game of their lives.

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