There is a conference in Paris on 23-24 September this year. I do not want to go for several reasons.
How do you say "no" to your boss and it means "yes" to him
Sunday, August 22, 2010
Saturday, August 21, 2010
I watched Julie & Julia last night. It was quite entertaining considering the film is an adaption from two books.
It makes me realized that I did not have short term goals for the last three years. I need to do some listing. Then I will come out from this doldrum
Wednesday, May 6, 2009
Sunday, March 8, 2009
Four scenario presented:
- EE with generic knowledge or low startegic importance leaves to join competitors - defensive maneuvers such as improving the benefits to retain them. Reason: hamper over all productivity
- EE with low strategic importance knowledge departs to join cooperators - relational action such as formation of alumni program. Reason: administrative & human-capital costs vs. social-capital benefits. New biz opportunity may be generated
- EE with high strategic importance knowledge leaves to take jobs with competitors - retaliatory action such as non-solicitation clause + defensive maneuvers (for the crucial contributors). Reason: The most damaging of turnover
- EE with high strategic importance knowledge leaves to join cooperators - hybrid appes such as maintaining positive relationship with the departing ee, strong incentive to reduce turnover, expand the social capital & networking.
Monday, April 14, 2008
One of the trends in current best practices is to incorporate the knowledge management philosophy within the human capital purview - as a part of people management framework.
What is knowledge management?
But, some of my colleagues may not totally disagree with this:
Monday, March 24, 2008
Saturday, February 23, 2008
Whenever you are promoted, there shall always be several discontented voices - especially from staff members who think that they deserved (entitled to) such promotion rather than yourself. (kind of conflict-of-interest?). If you are unlucky, just like me, I have bypassed several other candidates. Candidates who have stayed there for umpteenth years. As a result, they are resentful, incensed with me – figuratively speaking.
I will be playing Mr.-Nice-Guy for the next quarter or so. Let them get over of the self-denial phase.
After that, you will see the truth-o-meter…
Someone may get burned.
Friday, February 8, 2008
Sunday, February 3, 2008
As in most MNCs, the easiest way of ensuring constant supply of talents is via young professional program (YPP) or management trainee program (MTP).
These young turks who has MBA with CGPA of 3.8 and above (magna cumlaude) will undergo rigorous assessments and evaluation processes. In my organization, it shall involve a two-day residential arrangement with the final technical and selection interview at the end. I will share our assessment center arrangement under a different posting in the future.
They essentially good and brainy people. However, there are occasions when I hate myself for managing these YPs. Why?
- They are the best among the best - the cream of the cream. So, rather than showing and demonstrating the desired behaviors of those elites, they use the privilege to whine on every aspects of the organization. They think the world evolves around them.
- They have the "I-know-it-all" attitude. Most of them are smart - no doubt about it. But you can't Google for 30 minutes and suddenly become an subject matter expert on 360 performance evaluation or sukuk requirements in GCC. Please, give me a break!
- They think that organization is responsible 100 percent on their development. HR must develop me. And me, and me. And most of the development program equal to going on a mission overseas (in the meridian longitudes)
At times, I would give them dosages of bitter tonic on productivity and developing own career path.
In a short term basis, a 60km/hr Ferrari is less valuable than a 120km/hr Camry.
Saturday, October 20, 2007
- Heading the people & competence area in a REFORM/Transformation project
- A member of a task force to determine the future of 50 staff members (read: people will hate me)
- SAP live date has been confirmed
Sunday, September 30, 2007
Wednesday, September 19, 2007
Please read here.
The ProfileXT intrument is measuring an overall job match index (in percentage). It is mesured by combining of three dimensions:
- Thinking Style i.e. aptitude tests on both verbal and numerical (in skill and reasoning). In fact, the composite of these four aptitude tests became the Learning Index - a measure on one capacity in adapting/learning. Please note that there is a job match percentage based on the thinking style as well.
- Behavioral Traits i.e. the pschometric assessment itself. It consists of nine traits i.e. Energy, Assertiveness, Sociability, Manageability, Attitude, Decisiveness, Accomodating, Independence, and Objective Thinking. Please note that there is a job match percentage based on these traits as well.
- Occupational Interests i.e. ranking interest of six areas: Enterprising, Financial/Admninistrative, People Service, Technical, Mechanical, Creative
Friday, September 7, 2007
Full Budget 2008 text here
There are several serious implications on the recruitment & talent management philosophy in any PLCs that I can think of. Cuma tak sure either it is for better or worse.
Wednesday, August 29, 2007
Tuesday, August 14, 2007
- Understanding & Managing People
- Invest in the Next HR Professionals
- Master the New Role
- Adapt Culture to Business Conditions
- Organization as Capabilities not Structure
- HR Decision - Craft, Science, Art
- Social Expectation, Public Policy and Ethics
- Global Life, Local Act
Sunday, August 12, 2007
Wednesday, August 8, 2007
- A suite of questionnaire designed to assess the typical or preferred behavior of individuals in a way that is relevant to the world of work
- Variety of applications mainly for selection, development, team-building and counseling
OPQ32i forces people to make a choice between most and least preferred aspects of their personalities
- Controlling distortion due to response bias
The 32 dimensions measure the followings:
Relationship with People
1. Influence - Persuasive, Controlling, Outspoken, & Independent Mind
2. Sociability - Outgoing, Affiliative, & Socially Confident
3. Empathy - Modest, Democratic, & Caring
4. Analysis - Data Rational, Evaluative, & Behavioral
5. Creativity & Change - Conventional, Conceptual, Innovative, Variety Seeking, & Adaptable
6. Structure - Forward Thinking, Detail Conscious, Conscientious, & Rule Following
Feelings and Emotions
7. Emotion - Relax, Worrying, Tough Minded, Optimistic, Trusting, & Emotionally Controlled
8. Dynamism - Vigorous, Competitive, Achieving, & Decisive
Wednesday, July 25, 2007
- Your organization's top management has created a 15-year-blueprint. The new direction setting has redefined your organization's existing vision, mission, and strategies
- Next action item is to operationalize those long-term strategies. Realignment to the line of sight. Convert the abstracts into measurable milestones. In the meantime, your organization may need to transform the current structure, process, system, policy, and people (cannot use the old presumptions, anymore)
- Unfortunately, your organization does not possess internal capability to spearhead such transformation from within. Credibility (of the HR Department) is also an issue. Thus, the top management has created a Request for Proposal (RfP) and invited seven world-class transformation consulting firm to participate in the project. In the end, only four firms submitted the final proposal
- A technical evaluation committee (TEC) is entrusted to review and evaluate the proposals. Besides teh normal criteria, it is also an option for the TEC to reject all proposals, if none deems fit the requirements
- You are appointed as one of the members of TEC. You are also supposed to provide your 'subject-matter-expert' on the "people and competence" aspect of the proposal
Upon the review and evaluation of the consulting firms, you find out that only two organizations worth to be considered. Shortlisted process began. Final recommendation on one firm was made and submitted to the approving body.
The approving body requested TEC to reconsider the other two proposals that have not been shortlisted in the first place.
Do you agree with the approving body?
Tuesday, July 10, 2007
Sunday, June 24, 2007
The Manager of the Human Resources and Administration Department wishes to personally express his remorse and sincere regret and unreservedly apologize...
- Why is the HR Manager has to personally apologize on behalf of the Company? Should the Company, as a corporate entity, apologize?
- Should the Company extend such apology to all women in Malaysia well? The ad also segregates gender by preferring only male candidates
- Why can't the HR Manager learn to draft a proper job specification from the job description (after the job analysis exercise)?
- Can a Company make a pure assumption based on religion, race (or whatever superficial prejudices) in their hiring practices? e.g. all Muslims will not be interested to work in "pork-retail-facility"? Or, all Hindus will not be interested in serving beefy Big Mac? Or, all Manchus are against eating dog meat? Or, all Jains are vegetarians?
- And the big Q - How about the statement "Bumiputra are encouraged to apply"?
Where is the line?
Thursday, June 21, 2007
Next week, I will take a whole month break for my summer vacation.
And, I will buy that blackberry...
Monday, June 18, 2007
Then, they failed.
Failed. And failed again.
Just like corrupted unionists.
Now they want to pass the burden of their "curse" to us.
Thursday, June 14, 2007
Monday, June 11, 2007
At least in my organization. The magnitude has mounting tremendously yesterday. This week is a prize-giving week to the lucky ones. Thus, everybody is talking about it - the weight-loss-diet-program introduced by GM.
"I lost 5 kg within a week. I feel good about myself..." said Mrs. Datin, who, in my humble opinion, remains exactly the same in size 20 as of last month.
"It is good for cleansing toxic from your body!" proclaimed Mr. Topper from the Operations Department. The problem is, Mr. Topper smokes like a dragon. Not as angry dragon, though. No pun intended ya. He is my kind of guy i.e. accidentally-left-your-lighter-somewhere-else kind of guy. He is my man... (different story nanti)
Only one way to determine the truth. I will enter the contest myself for the September drawing.
And, if it works, I will have a six pact & a good chance of winning that SPA trip. If not, business as usual...
Wednesday, June 6, 2007
When I listened to Pak Lah during his budget presentation that Friday, I felt 'terpanggil' to do my national service. Sort of ‘giving something back’, in a less honorable manner.
After all, his administration appears to believe in individual’s true capability rather than the mere clocking years of service. Everyone is mentioning Oxford graduates, towering personalities, Ethos Consulting, Azman Mokhtar, young & bright, all – if possible, in a same sentence. So, yours truly sent three letters detailing my intention to work for them and offering my so-called “competent services” to:
- PMO’s Office. – Attention to Pak Lah for the obvious reason. I wanted to work at the fourth floor, or at least at the NEAC secretariat with Tok Pa at that time. For one, I am an avid fan of the West Wing; and my ambition is to be a Josh Lyman!
- Khazanah Nasional. – Being entrusted to spearhead Malaysian national coffer, AMOK is a good role model to all young & restless like me. I was inspired to work with the ‘world-class’ employees – managing their careers would be my ultimate challenge and dreams.
- XX – Dato’ Z is my role model since 1992. I was assigned at the Chase Manhattan building – opposite of SHELL House. To be a successful employee in a multinational oil & gas Company is a daunting task, to say the least. For a simple reason: it is an engineering-dominant working environment. I knew this because I used to work in American Oil Company (AMOCO) before. Being a woman like her (with legal background) and be appointed as a Deputy Chairman, you ought to multiply her adversities by 100 (on a fair day).
So the hunting began…
The Setiausaha Politik Kanan to Pak Lah replied to my request, promptly via a standard letter. I reckoned Pak Lah is receiving tons of such letters. The setpol is politely suggested that I should send my application to SPA who manages all recruitment exercise on behalf of government. Hey, I knew that. I studied the whole JPA structure remembered?
There is no reply from Khazanah Nasional. Shame on them.
Out-of-the-blue, I received a call from a true gentleman named Kula. He asked me to come over the XX to have a chat with him. Wow, so efficient and focus. The interview process went quite well. Kula is a very good listener, asking all tough questions and answering all my stupid inquiries.
Then, within a week, came the big day – a meeting with Dato’ herself. She went beyond all my expectations – from professional and leadership perspectives. She asked direct but difficult HR questions from strategic perspectives. She asked me on my expectations. She asked me on my motivations. She was focused on the HR deliveries and key performance indicators. She understood HR well.
I got this opportunity to meet Dato' Z again. This time under a different scenario - although not yet an equal footing.
A bit awkward, but all in all it is a positive development.
Wednesday, May 30, 2007
Everyone is talking about religion today – freedom of religion that is.
Generally, I didn’t see other people through their faith, race or gender. But, I have seen others who have inner core perspectives that are derived from these axis. I am not saying that they are wrong, and I have a moral superiority over them. What I am saying is that there is a serious lack of statutory equality bodies in providing guidance, information and codes of practice among the Malaysians.
Many organizations in Malaysia do not have any equality or diversity policy. So forget about a wider issue – other than ‘race-and-religion’: which is a synonymous (double-whammy) issue in the Malaysian context. Thus, we conveniently overlook other sensitive issues such as age, gender, nationality, disability, sexual orientation, political association, medical records, trade union association, criminal convictions etc. We will not appreciate at the “hate-incident” ratio as critical as we grasp the “near-missed” or “lost-time-injury” in safety & health.
So, let us focus ONLY on ‘race-and-religion’ issue.
Do we capture the information pertaining to our Staff’s race and religion? Most organization will say that they collected sensitive information as part of employment data. The information will be analyzed and used to inform current and future decision-making so that one can contribute to an improved employment environment and service delivery for the Company.
Is it fair to ask Staff’s proficiency in certain languages e.g.: Arabic, Urdu, Hokkien or Mandarin to reflect their ethnicity?
Lain kali kita cerita lah
Monday, May 28, 2007
Monday, May 21, 2007
Friday, May 18, 2007
- Coach & Develop for Results
Leaders get work done through others. The ability to effectively coach for success and for improvement is critical to getting work group results. Developing others through training and targeted experiences is one of a leader's most important contributions to the organization.
- Drive Performance
Leaders are responsible for getting results personally and from their work groups. Setting performance expectations and holding people accountable are critical for getting results.
- Inspire for Loyalty & Trust
Retaining talented staff is the leader's job, and staff satisfaction is the key to retention. Good leaders create an environment where staff can maximize their talents and perform at or above expectations.
- Manage Work
Resources, time, and budget need to be deployed effectively for leaders to meet their work groups' objectives.
- Partner Within and Across Teams
Whether it's a formal team or an informal group that needs close teamwork, in order to be effective, creating and maintaining a high-performing team and cross-boundary partnerships is a key leadership role.
- Influence Through Personal Power
Leaders need to get things done without using position power, either because it's inappropriate or they're leading people who are peers or who are not direct reports.
- Select Talent
Identifying, evaluating, and selecting internal and external talent are essential skills for most leaders.
Saturday, May 12, 2007
Saturday, April 28, 2007
- Personality & Motivation
There are various types of instruments that measure our personality and motivation. They are designed with specific objectives and these tools can be very useful in identifying our individual inner feeling and thinking.
Some of my favorites are:
- Myers Briggs Type Indicator (MBTI) by CPP. More than 2 million annually have benefited from this instrument. It is an useful instrument to learn your preferences for a lifelong growth and development. Key word - understand self & others. Four dichotomies: Extraversion-Introversion; Sensing-iNtuition; Thinking-Feeling; Judging-Perceiving.
- Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) by CPP. Identify the key motivators that drive behaviors and help transform a group of individuals into a cohesive team. A powerful instrument to discover our need for participation, influence, and closeness. Must-have instrument for mentoring & coaching.
- Occupational Personality Questionnaires (OPQ32) by SHL. SHL provides over 250 assessment tools of various instruments. One of the instruments i.e. OPQ32 provides valuable information on individuals preferred behaviour on 32 personality characteristics. The dimensions are grouped into three areas: relationship with people, thinking styles, and feelings & emotions. You will love it once you mapped the 32 dimensions into your own competency framework.
- Personal Profile Analysis (PPA) by Thomas International aka DiSC: Dominance -Influence - Steadiness - Compliance. High on each D-i-S-C meant that the person likes to be around people, loves to complete one task at a time, cautious in decision making, and lives a challenge & taking charge.
I will explain later on the individual instrument - the advantages & disadvantages & how to cheat on it.
Wednesday, April 18, 2007
"... is highly dedicated staff who adapted to work culture well. He learned and understood the detailed procedures of the division within a very short period.... He started contributing to the assigned tasks in almost immediately. ... his contributions are highly noted and appreciated. Therefore, I strongly recommend him for a confirmation with an outstanding rating..."
Duh... it is a lousy assessment. Does not even deserve a B-
Sometime good enough is not enough.
No... good enough is never enough.
Thursday, April 12, 2007
How Do You Measure Your Potential?
Before that, there are few ground rules:
- Acceptability of the result. Suck up and take it like a BIG boy. Accept that the fact that the truth sometime hurts (I-always-think-that-I-am-a-big-fish-in-a-big-pond attitude). Often times the truth tastes bitter (sesekali ajer it tastes that sweet).
- Potential is always innate. Exceptional leaders are born - they are not made (kecuali plastic leaders). It is in their genes. So, if you are not born with great leader potential, it is okay. There is only one Muhammad Ali in this world. NO matter how much money & time you spent & develop, you won't be able to replicate another Muhammad Ali true potential. PERIOD.
- For less-than-mortal people, you must learn to be a person who is able to influence other people efficiently (efficacy?) & effectively. These are the attributes that you must seek. Know your limitations and work around it. Know your strengths and capitalize in it.
These are the fundamentals in measuring the estimation of individual potential.
The framework is based eight main dimension as per the following diagram. More definitions and teh instruments are coming.
Wednesday, April 4, 2007
I was on the 18th floor when it happened. A gentleman with a red arm band and a loudhailer interrupted my meeting and requested me to leave immediately through specific escape routes. Well the overall situation was not that chaotic anyway. So, I took my time as I had to walk through the staircase all the way down - together with my notebook. I can't left my precious information "burnt" just like that ok.
One the ground floor, leading to the assembly areas, surprisingly that there were two big long tables on both sides. One was with bottles of ice-cool mineral water and another was with air kotak perisa orange.
Hmm... I am truly delighted.
Monday, April 2, 2007
It has also created of job opportunities in the US as well as around the world. It explains the phenomena why more muslims choose to migrate to America. Afterall, FBI needs ordinary muslims to translate the religion. CIA needs to differentiate specific culture influence in the global terror network. This is the alternative to intelligence gathering; apart from SME and academia usual suspects. Well, it is a bit of outside-the-box strategy.
On the other side, TERRORIST is a new job family. Lots of vacant generic positions are available - for example Jihadists. Please don't ask on their compensation package as the definition on Jihad is still out there there there there. To the end, I reckon, it would be difficult for a HR practitioner to write a good job description for a Jihadist.
But, if you have a sample, please share.
For more information on designing job based on Mintberg's model, go here, here, and here.
Sunday, April 1, 2007
ATD is one of the top three dimensions required for all HR professionals. You will need this competency in all roles of HR - consultative & expert advisor, catalyst of change, value-adding partner, balanced arbitrator. Any reliable & valid personality instrument will show your tendency towards ATD. But that is not conclusive as it only measure your overall preference as far as ATD. Take a specific aptitude test or assessment center which specifically measured the ATD dimension. Then, work around your strengths & weaknesses.
Why you must be meticulous? What does attention-to-detail mean? Will elaborate later but in essence:
- small things make up to a big picture. So when the small things are well taken care of, the big thing will fall through in an orderly fashioned
- But remember to apply this dimension with the 80-20 principle...
Friday, March 30, 2007
I will take the certification examination at 1:00 pm today.
Hope the premiums akan bertambah...
Note to self:
- Any test or accreditation is a difficult task. All of them.
- Do not ever underestimate anything.
Wednesday, March 28, 2007
HR plays a role in environmental scanning i.e. identifying and analyzing external opportunities and threats that may be crucial to the Company’s success. HR is to supply competitive intelligence that may be useful in the strategic planning process - again SWOT&C is relevant here.
HR practitioners need to understand and know how to measure the monetary impact of their actions. Understand our products and services. HR can only become strategic partners when we participate in the process of defining business strategy, when we design HR practices that align with the business strategy.
So today, we have been accorded "Observer Status" at the United Nation General Assembly. It is quite an achievement for all of us.
Now, I need to create a job specification for that position at New York. I know one canddiate that fits my requirements. Ha ha ha
Sunday, February 25, 2007
- What is the tangible outcome & objective from it? What is the main agenda? Is there any thematics or thrusts of issues?
- Who is the facilitator(s)?
- Who are the participants?
This is the first time I experienced a HR Retreat Session in two parts. The first is a bottom-up approach on HR expectations and SWOT. The second part is a Voice of Customer - mostly from managers & other head of departments.
As expected, HR is being criticized and thumped from every corner.
Monday, February 19, 2007
Finally we managed to reach 76 percent of response rate. A very successful SOS.
One of the most controversial questions is Question 73. It asks the respondents to rate the overall "trust and confidence" that they have in each the President, Vice Presidents (collectively), Specific Vice President, head of division, head of department, and finally the immediate supervisor.
Some people will get nasty, while others may switch to defensive mode.
After the presentation to all necessary stakeholders & all Staff, we will handover the findings & recommendations to the Action Planning & Implementation Team.
Conducting the survey is easy; implementing the recommendations is totally different game.
Good luck, dudes!
Sunday, January 28, 2007
It is an on-line, in three different languages & directly link to the Consultant website in UK (for confidentiality purpose). After series of bold teasers (depending on who you talk to), our communication "campaign" is ultimately paid off. I did the FAQs.
As at 5:00 pm - we are at 22 percent completed the survey, 12 percent started but yet to complete.
Well done team. Our target is 7o percent.
Friday, December 1, 2006
This is due to improvement in their standard of living (Malaysia’s per capita GDP at PPP).
But no. 61 of all countries?
Check it out yourself here and here.
Wednesday, November 29, 2006
Because I think I will only do a mediocre job – with all the efforts and my wishful thinking. To the end, I am an average Joe. I am QUITE certain about this.
Thus, almost in all evaluations and appraisals, I will definitely fall short of my super high expectations. It is guaranteed & the only question is the margin of the gap. But, that is okay with me. After all, I will die sooner compared to my other compatriots. Seriously, I akan mati lebih awal from the average Joe of my batch.
For this efforts & deliverables – it is only a C-
So no bonus for you this year.
Saturday, November 18, 2006
In charting your career path, you ought to develop ‘allies’ within the organization. Allies are few trusted inner-circled associates in strategic position within several departments whom you nurture over the moons.
These allies will lend you some unparalleled advices, vital inside information, and specific do’s & don’ts.I will not named it as an office politic though. It is more of your own ‘diplomatic-envoys’ in managing your long term career.
However, please note that allies may be a double-edge sword. Just like mutual protection alliance between sovereign countries, you do not want your allies to be your liability, one way or another. Thus, few golden rules to be observed:
- Your chosen one must share a common goal as far as career is concerned. Verified their past career movement. Understand their motives. You do not want to choose your potential rivals.
- Choose your allies carefully. Never put your trust blindly. Spread it out well within the organization. Never put all your eggs in a basket.
- Prefer allies with high potential in moving to higher level. Higher level is a relative connotation. Do not exclude driver, tea-lady, secretary, committee from sports & recreation or Khairat Kematian etc.
- Allies must be at least a proven average performer within the organization. Nobody wants to be associated with the pariahs
- Allies must enjoy sufficient amount of “visibility” in the eyes of senior management level. I will explain more on visibility in different blog entry
- Always have a safe and sound escape plan to get out from the alliance. Watch survivor or apprentice series to learn more
Support your allies well and make them oblige to return your favor – when you need it. When the time is ready, use your allies as wild card. Be it a promotion, transfer, bonus payment, special assignment, etc whatever your interest serves you.
Believe me, in a rat race, you must work hard to climb the corporate ladder. It would be even faster if someone push you up as well.
Thursday, October 12, 2006
Wait until the first round settled. The game is more exciting towards the quarterfinals
- Take a stick of Marlboro (not the menthol or light version ya...)
- Soak it in a glass of warm water for about 15 minutes.
- Rinse your eyes – pleased ensure full contact with your eyeballs (please note that you will feel a mild prickly stinging sensation. Your eye will turn into half-reddish. No worry though – that is the price you pay for cheating your employer)
- Wait for ½ hour
- See your least favorite panel of physician during early hour
- Complain about the burning sensation on your eyes
- Sign the claim form – if applicable
- Collect your MC chit
Caution: Proceed at Your Own Risk
Tuesday, September 12, 2006
Saturday, July 15, 2006
- They sleep less hours than ordinary Joe
- They read, read and read. Considered it as an obscene act of reading.
What are the observable attributes that differentiate Gates, Rowling, Powell, Fuller, and Buffet? Tutu, Lama, and Ibn Sina? Roosevelt, Mahathir Mohamed, and Mandela? How do you identify these rare talents as early as possible? Hopefully, they will do same research on them soon.
As an HR practitioner, finding a less-than-mortal talent is a mountain to move by itself. You can’t find them by sifting through those glossy resumes. Talent is not hereditary, unfortunately. Upon extensive assessments, interviews, profiling, reference checking etc, there are three observable behaviors that matter:
- ATTENTION TO DETAIL
- HIGH PACE