6. This recruitment practice cascades down the structure at Airasia Grocer, which is
the company’s latest and current brand. Being a subsidiary, Airasia Grocer enjoys
significant autonomy in recruiting its employees. While the final decision still rests
with Capital A, Airasia Grocer is in charge of identifying and recommending
suitable candidates for Capital A’s consideration. This practice allows Airasia
Grocer to set its own selection criteria and pick the talents best suited to its
requirements. The CEO and COO handpicked the people to head the various
departments, and the Heads in turn picked their team.
7. Furthermore, like its parent group, Airasia Grocer also practices promotion from
within. Existing employees will be considered first for vacancies within the
company. External recruitment will only be carried out if there are no suitable
candidate from existing employees. This results positively in attitude and
productivity among the employees, since they are aware that good performance
is being rewarded by the company.
8. With the team built from well-rounded and motivated employees, Airasia Grocer
weathered the challenges and was able to adjust and adapt to the current business
environment. In the past 10 months, Airasia Grocer had twice adjusted its business
model. From these adjustments, some positions became irrelevant to the
company. In its effort to keep the retrenchment number low, the company
repurposed the roles of the affected employees to fill up the new responsibilities
that were created by the adjustments. These repurposements can only be
achieved if the employees themselves possess a positive attitude towards
professional growth and role adjustments. The right recruitment process can help
identify this attitude from the start.
9. In the two years since its establishment, Airasia Grocer grew. From a team of less
than 10, Airasia Grocer now employs close to 50 people. The company showed
enough result and potential for Airasia (now known as Capital A) to invest in a
11,000 square feet warehouse in Petaling Jaya, which they moved into in February
2022.
10. The progress at Airasia Grocer owes a lot to the dynamic team at the company.
This is a good example of recruitment done right, and a testament of the
recognition of recruitment as the first step in talent management at Capital A.
D. Conclusion
1. Should Airasia Grocer’s Recruitment Practices be Incorporated in the Public
Sector?
(i) Getting recruitment right has allowed Airasia Grocer to hire those who are
highly compatible with its value, culture and ethos. As a result, the company
spends less time and resources to foster synergy in their workforce. This is
particularly important to a profit-oriented company.
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(ii) However, it has to be considered that these practices are possible due to
the fact that Airasia Grocer is a small company with only a few administrative
layers in its structure. Every position is closely related to each other, and the
close interaction makes it possible to form a strong team with like-minded
people, and this in turn makes it easier to identify new recruits who would
suit the team, and vice versa.
(iii) Due to the sheer size of the public sector, recruitment is placed under
several different commissions, rather than put under the responsibility of the
Public Service Department (JPA), which is in charge of talent management
policy. After recruitment, high importance is placed on the development of
the officers to suit the public service’s requirements.
(iv) At agency level, the work culture is normally top-down in nature. A head of
agency would influence his subordinates with his own style, and this
influence would trickle down the agency’s structure. However, with the ever-
revolving nature of the top positions, it is hard to instil a long-term culture at
the workplace.
(v) Existing recruitment practices in the public sector suits its environment and
culture the best, at the moment. Changing, or even adjusting these practices
would require extensive deliberations and will take some time. However, if
a change is ever needed, perhaps we should first find a way to foster a work
culture that is less people-centric, and shape our recruitment practices to
find the best people that fit that culture.
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Nurturing Talent Through Strategic Core
Values |
Continuous Improvement
Approach
By:
FAUZIAH IBRAHIM
Malaysia Airports Holdings Berhad (MAHB)
A. Introduction
1. In the world of fast changing economy, flexibility of organisations is growing ever
more important. Within this context organisation have started to realise even on a
greater scale how important is to have the right people on the right places. Kenny
(1994) proposed that just like every human community has its own value system,
every organisation has its own value system.
2. Mesner Andolšek (1995) has established a relationship between individuals’
values and organisational values, where she said that values of organisation have
grown from values of individuals that have shaped the organisational culture, and
since organisational values are one of fundamentals of organisational culture this
makes organisational values grow from individual values. According to Musek
Lešnik (2006), organisations can be successful when organisational goals are
aligned with organisational values and those are aligned with personal values of
people who are this same organisation.
3. According to Gorenak and Suzana (2012) the importance of organisational values
for organisations is shown even strongly now in the time of economic uncertainty
then even before. Organisational values are integrated into personality of a
company, hence when discussing the importance of organisational values for
organisation it is also important to present how these organisational values
influence employee performance.
4. Berkhout and Rowlands (2007) have made a research on personal and
organisational values among employees of organisations that specialise in
alternative energy sources, (solar electricity, wind electricity, smaller hydro-
electrical plants, etc.), they have determined, that those organisations that focus
their selection procedure on matching personal values with organisational values
tend to be significantly more successful in their work because of the fact that
employees have a higher level of job satisfaction.
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5. Kaye and Jordan-Evans (2009) in their study have determined that some
individuals even perceive the importance of a good match between organisational
and personal values to be more important than the income paid to them.
B. Linked of core values and employee’s performance in an organisation
1. According to David Astoria (2021), no matter where you are located or the service
you are providing, a strong, well-defined set of company values can attract more
employees, keep your current workers happy and increase overall workplace
productivity.
2. Employees who understand and believe in company’s core values should be able
to:
(i) Have a clearer understanding of their own role;
(ii) Understand what the company is trying to achieve, and how they can
contribute to achieve the targets;
(iii) Understand the values and attitudes they need to adopt to perform at their
best; and
(iv) Embrace company’s core values to guide their actions in new or difficult
situations.
3. As a result, when employees live the values that are most important to the
business, significantly their performance is improved. According to Ferguson and
Milliman (2008) core values have been viewed as an important way that both
private and public sector institutions can improve organisational effectiveness and
enhance employee attitudes and behaviours.
C. Impact of Core Values to an Organisation
1. It is no doubt the core values have been able to increase employee’s performance
and inspired a long-term commitment to an organisation. In many organisations,
core values have been successfully proven increased employee’s motivation.
2. Specifically, core values encouraged strong engagement and self-belonging within
the company to achieve company’s aspiration and success. Below are impact of
adopting core values in private and public organisations:
(i) Employee Engagement - inspired and encouraged strong engagement as
well as self-belonging within an organisation;
(ii) Talent Acquisition - Attractive core values can attract top talent
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(iii) Employee/Talent Retention - strong core value offers specific/strategic
values which provides long term stability, motivation, happiness and
togetherness to employees;
(iv) Branding and Image – strong and attractive values become a pillar to the
successful organisation. Internally, it creates positive culture and conducive
working environment which then become a branding to an organisation to
attract and retain top talent.
(v) Customer Satisfaction – The main pillar to a success in an organisation is
putting customer as a priority, regardless it is a private or public organisation.
Incorporating customer satisfaction and continuous improvement as part of
organisation’s core values will create a path to a greater success.
D. Talent Management Issues in Public Service in Malaysia
1. Talent management practices have evolved over the years to cater to people-
specific trends much like all other aspects of work, and have changed in fast
strides over the last few years. Strategic talent management is a necessity in
today’s hyper-change environment. Global trends in talent and human capital
management have led to a renaissance of the work-worker-workplace equation.
2. Public sector organisations are confronted with the intensifying competition for
talent and suffer from a chronic shortage of talented people. (Thunnissen and
Buttiens 2017). According to Christensen, Lægreid, Roness, and Røvik (2007),
talent management in the public sector context is complex due to significant impact
of institutional mechanisms. Talent management is important for country such as
Malaysia that is moving towards being a developed country (Vaiman et al., 2012),
whereby the government pays serious attention to increasing human capital
through talent development (Tymon et al., 2010; Vaiman et al., 2012).
3. It has been noted that great emphasis has been given to the public sector of
Malaysia on the aspects of talent management and yet there is an on-going debate
on creating and cultivating talents within the nation, especially in the public sector
(EPU, 2016).
4. The public sector is responsible for designing and monitoring policies practices
(Taylor & Wright, 2004), including being responsible for the governmental duties
and regulations (Sandhu et al., 2011). Decisions that are carried out in the public
sector have an impact on entire people and credibility of government itself.
Therefore, it is vital to develop key potential talented public servants with the
relevant key competencies to ensure efficient public service delivery. Studies and
researchers have shown that Malaysia is struggling to retain talent (Nasir et al,
2012; EPU, 2016).
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5. Talent management is the key success of any organisations to sustain and remain
competitive, similarly, at the public sector, it is vital to ensure that the talent is
managed appropriately, as it resembles and portraits the country as a whole
(Collings & Mellahi, 2009). According to the CIPD survey (2012), only 6% of
organisations consider that they have talent management systems to be effective.
Thunnissen et al. (2013) claim that talent management if often than otherwise is
overlooked, although organisations have pool of talent, but it is not going to
success if the talent is unable to retain and develop. In order for the public sector
in Malaysia to strengthen, the human capital is vital to identify, analyse and
evaluate the existing issues of talent within the sector.
6. The main key issues under the talent management in the public sector of
Malaysia are as follows:
(i) lack of advancement in technology, well-educated and trained public
servants across the government bodies with the strength of networking
towards achieving a developed nation and to be able to create sustainable
development of skilful resources (OECD, 2013);
(ii) lack of potential employees with the right expertise and employability skills,
including transferability skills (PwC, 2013);
(iii) talent mismatched – between skills demand and supply in job market
(OECD, 2013);
(iv) weak productivity growth due to shortage of creativity and innovation in
producing work and rely more on unprofessional workers (National
Economic Advisory Council, 2010);
(v) inability to attract talent has led to low innovation (NEAC, 2010).
7. These issues are impediments to the Government in nurturing the right talent for
the public sectors. As we are aware, talent management is a constant process that
involves attracting and retaining high-quality employees, developing their
skills, and continuously motivating them to improve their performance. The
primary purpose of talent management is to create a motivated workforce who
will stay within the company in the long run and be able to deliver their
performance to meet company/customer expectation.
E. Background of Malaysia Airport Holdings Berhad (MAHB)
Malaysia Airports Holdings Berhad (MAHB) is a Malaysian airport company that
manages most of the airports in Malaysia. Starting airport operation since 1991, MAHB
operates a total of 39 airports, including 5 international ones. The company serves in
transportation of 1 million tons of cargo and provides more than 100 connections to 44
million passengers and 47 airways.
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1. Quality Culture as Company’s Core Value: Creating Quality Culture Within an
Organisation: Case of MAHB
(i) Many companies today are engaged in what is known as a continuous
improvement process. This is simply a continuing attempt to reliably
enhance an organisation's profitability, efficiency and productivity by using a
proven process known as the Plan, Do, Check, Action (PDCA cycle).
(ii) Not only focusing on the process-based activity, continuous improvement
process could create synergy in nurturing top talent within an organisation
and cultivate quality culture at every level of management. Quality culture
and continuous improvement approach will increase organisational
performance by focusing on customer satisfaction, improvement in process
work flow, cost saving in daily process and operation, reduce waste and
unnecessary burden within the organisation particularly among the
employees.
(iii) A continuous improvement culture is a shared value system that promotes
the belief that what is good enough today is not good enough for tomorrow.
It aims to create healthy cultures through a strong communication skill and
importantly, trust between managers and team members. Continuous
improvement allows all parties to contribute to ideas, implement the ideas in
the form of project and enjoy the positive impact particularly in the form of
cost saving, reduce waste and reduce unnecessary burden.
(iv) Malaysia Airports Holdings Berhad (MAHB) embedded quality culture and
continuous improvement culture aggressively beginning 2018. A division
known as Operational Excellence & Guest Experience (OEGX) has been
established to promote quality and continuous improvement in MAHB and
its subsidiaries. The underlying principle of Quality and CI in MAHB is
focusing on resource optimisation and operational perfection. Employees
deliverables are to ensure customer’s satisfaction as an outcome in the
context of “better and faster” experience, services, high value, response and
delivery. Internally, employees should be able to cultivate quality culture by
being able to ‘operate, process and maintain’ the customer’s satisfaction.
Both quality and CI culture have been implemented by ensuring all
employees understand the strategic core values through the application of 5
vital behaviours (DRIVE) as indicated below:
(a) Desire to Improve
(b) Results Oriented
(c) Innovative Thinking
(d) Value Driven
(e) Embrace Scientific Thinking and Approach
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(v) OEGX has been mandated to promote and ensure the adoption of CI and
quality culture through the implementation of Operational Excellence Drive
Culture Programme. Refer diagram below.
2. Nurturing Talent and Skilled Employees Through the Continuous Improvement
and Agile Thinking Approach at the MAHB: KPI No 2
(i) Continuous improvement is an ongoing effort to improve all elements of an
organisation including talent. It rests on the belief that a steady stream of
improvements, diligently executed, will have transformational results.
(ii) The main focus of OE Drive Culture Programme is to achieve customer
satisfaction through the 3 main elements:
(a) Better - services, process, experience, value
(b) Faster – services, response, process, delivery
(c) Leaner – to operate, process, to maintain
(iii) There are 3 main KPIs set under the OE Drive Programme which:
(a) KPI 1 - Number of quality initiatives implemented by divisions
(b) KPI 2 – Number of people/talents developed from this programme
(c) KPI 3 – Cost saving targets/achieved by divisions
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(vi) OE Drive Programme has been accepted by various level of people in the
MAHB and well supported by the high-level management of MAHB. The
continuous improvement programme (OE Drive Culture Programme) was
examined and evaluated by a group of experts in that area. Under KPI2,
OEGX on annual basis, will continue to identify the right talent to be trained
and certified as an expert in areas of continuous improvement. The training
process is not limited within MAHB HQ only, but has been extended to all
subsidiaries to ensure optimum level of motivation among the selected
talent.
F. Discussion
1. Continuous improvement promotes quality culture and continuous perfection in
many areas such as technical knowledge, innovation, technology, services,
financial and cost, leadership, human resource and talent.
2. Continuous improvement approach was broadly adopted in multinational
companies and private sectors. However, the implementation of continuous is still
lacking in the public sectors particularly at the ministry level probably due to the
nature of services provided by the public sector. Continuous improvement may
adopt various methodology such as Lean Six Sigma, Design Thinking and Agile
Way of Thinking based on the need, issues and problem encountered within the
respective ministries.
3. It is acknowledged that the implementation may face several challenges
particularly in the context of holistic approach (top management level to the
subordinate), however optimum impact such as long-term cost saving, long term
capacity building in various discipline and pool of top talent within the ministry
should be a priority in considering the implementation.
4. Continuous improvement will be able to predict and identify optimum need of each
organisation such as volume of works, available resources at present, future
expectation, optimisation of technology and innovation and public/customer
priority using various method of improvement. MAHB enjoyed significant impact of
cost saving through continuous improvement and quality culture core value,
increase number of skilled employees, attracting top talent to work with the
company, low level of turn over by retaining the right talent at the right position and
reduce unnecessary burden among the employees. Adopting the latest technology
in broader context within the organisation have also convinced various customers
(top management, executives and staff) that continuous improvement culture is
beneficial to the organisation holistically.
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G. Recommendation and Conclusion
1. Based on the literature review, it is proven that core values in organisation is
importance to ensure the long-term performance and sustainability. Attractive and
strategic core value in an organisation (either private and public sectors) are
crucial as it is among the factors to attract right talent for the strategic position and
responsibilities.
2. Core values provides insight on the nature of work within the organisation as well
as the management approach adopted in that organisation. Core values are
important as it will encourage the positive way of doing things, increase capacity
building, broaden level of knowledge, develop more expert, increase level of
engagement by the employees, increase willingness and readiness to contribute
toward the company’s success.
3. Core values have been able to provide significant impacts and benefits to the
company in the short and long terms. Attractive and strong core values will be able
to attract excellent employees, top level talent and retain skilled employees and
experts to growth together. Attractive salary and remuneration can attract large
number of talents to work in an organisation, however may be difficult to retain
them within the organisation for a longer period.
4. Continuous improvement promotes healthy and positive culture to an organisation
which broadly adopted as part of company’s core values. Observing from the
implementation of continuous improvement in MAHB, I am of the view that this
approach is one of the significant strategies to be considered by the Government
(public sector) to overcome several issues such as shortage of manpower, lack of
appropriate talent management strategy, financial and remuneration issues and
optimisation of resources within the ministry.
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Talent Development/Management |
Cargo Services
Fundamentals for
Future Policymakers in
The Transport Sector
By:
HARU RAMA THEVER A/L SUPPIAH
Executive PCF
Ground Red Team (GTR)/ AirAsia Group
A. Introduction
1. Ground Red Team (GTR) is a ground handling service provider certified by the
Civil Aviation Authority of Malaysia (CAAM) and Malaysia Aviation Commission
(MAVCOM) and commenced operations on 1 November 2017. GTR currently has
16 airport locations in Malaysia, handled 200,000 flights, 30miilion passengers,
and 70,000 tons of cargo annually. GTR aims to be ASEAN First Choice Handling
Service Provider.
2. GTR has two air freight terminals capable of handling approximately 250,000 tons
annually. GTR Air Cargo Hub in KLIA Air Cargo Terminal 1 (KACT1) is equipped
with a purpose-built cold chain facility for specialised handling of perishables and
pharmaceutical products, while its e-commerce hub caters to growing e-
commerce shipment demand.
3. The Cainiao Aeropolis eWTP Hub is a joint venture between Malaysian Airports
and Alibaba is located inside the KLIA FCZ area and is the first Alibaba Group's
first electronic World Trade Platform (eWTP) outside China.
4. GTR cargo services is a member of Transported Asset Protection Association
(TAPA), and its air cargo hub is certified with EU Aviation Security Validated
Regulated Agents (EU RA3).
5. TAPA is the world's leading supply chain resilience and security association. It
aims to ensure the integrity and resilience of global supply chains, enabling
sustainable supply chain risk management and loss prevention through the
adoption of proven security standards, the gathering, and sharing of threat and
loss intelligence, training, networking, and collaboration with all the stakeholders
to ensure the secure movement and supply of goods for business and consumers.
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6. TAPA’s certification includes an audit of elements across your business, including
access control, employee checks, and perimeter security.
B. Air Freight Operation
1. Air cargo also contributes to global economic development and creates millions of
jobs. The global economy depends on the ability to deliver high-quality products
at a competitive price to consumers worldwide. Airfreight transport accumulates
over USD 6 trillion worth of goods, accounting for approximately 35% of world
trade by value.
2. Air freight is, without doubt, the fastest transport alternative compared to ocean,
road, or rail transport. Because of its speed, air freight is especially effective for
shipping goods over longer distances. Cargo aircraft generally cruise at speeds of
approximately 900 kilometres per hour. Shipping goods by air from one continent
to another often takes just a few hours.
3. Apart from that, air freight shipment is a very secure approach if you want to
transport your valuable cargo safely. Air freight is always considered for high-value
shipments, goods shipped by air undergo minimal handling which makes it one of
the safest shipping alternatives. At the airport, safety controls over cargo are tightly
managed and most goods are cleared within a matter of hours. This reduces the
risk of both damage and theft.
4. Most customers will prefer to use air freight because it is easy to track. Customers
or clients can easily track their shipments by monitoring the flight number and
information about when the flight takes off and when it lands. Many freight
forwarders will provide web applications to track your goods. This means you can
able to monitor the status of your cargo from departure to arrival to stay constantly
updated.
5. When it comes to reducing our ecological footprint, sea transport almost wins the
battle over air transport. That's why you should pick the right transportation mode
wisely based on what type of goods you need to ship, to and from what
destinations and your priorities are. If you have high-value and low-volume
goods that need to be moved quickly to a remote destination, air transport is
probably your best option. However, if you have low-value and high-volume
goods that are not very time-critical and trade lanes that call the port directly, sea
transport is most likely the best alternative.
6. Cargo handling is performed by thousands of airports all over the world by
hundreds of companies, posing a high potential risk for deviations in the quality of
handling. Cargo handling is the segment of the supply chain which processes
goods in the cargo facilities.
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7. Air Freight Supply Chain is a system that moves freight between its point of origin
and its end of destination. It is a very complex ecosystem that deals with several
parties such as carrier/client, freight forwarder, agent, customs, cargo terminal
operators/ground handler, and airlines. Following the GTR ecosystem, the client
or carrier will engage with the forwarder to send a shipment. Then the forwarder
will engage with an agent called a General Sales Agent (GSA) or the airline to
book the flight booking, and cargo space and moves the items to the cargo.
8. The airlines usually will appoint a representative/agent/GSA that sells cargo space
to the forwarder. Foreign airlines will usually prefer to use this approach as they
have no permanent staff based in foreign countries.
9. The relationship between the forwarder and GSA/airlines can be vice versa. The
forwarder that has cargo will engage with GSA/airlines to book the cargo space
and GSA/airlines will engage with the forwarder with cargo to buy their cargo
space.
10. After the forwarder finished consolidating, documentation, clearing the customs,
and transporting the cargo to the cargo terminal operators; which starts the
process of cargo handling in the Cargo Terminal Operation (CTO). The cargo will
go through weighting, X-ray, finalised Master Airway Bill, and payment before
passing through the ramp team to take over the cargo and load it into the aircraft.
This ends the process of the export/outbound operations.
11. The task of the ramp team is to unload the aircraft of passenger baggage, and
cargo and transfer them to the terminal to pick up. Apart from it, they also perform
aircraft cleaning, service aircraft water, lavatory system, etc.
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12. Once the cargo arrived at its destination, it will unload from the aircraft and will be
sent to the CTO. From there, cargo staff will check Master Airway Bill (MAWB) and
emailed the forwarder that their cargo has arrived. The cargo will be checked in
terms of contents, and security before handing over to the forwarder. Finally, the
cargo will be sent to the consignee. This ends the process of the import/inbound
operations.
13. Basic terminology on the cargo freight such as:
(i) Tonnage – Measure the cargo-carrying capacity of an aircraft
(ii) General Sales Agent (CSA) – Sales representative for an airline that sells
cargo space.
(iii) Freight Forwarder – An intermediary between the company that makes the
shipment and final destination of the goods.
(iv) Consignee – Recipient of the goods being shipped, also can be customer
or client.
(v) Outbound/Export – Shipping out of finished products to customers from a
warehouse/distribution centre.
(vi) Import/Inbound – Receiving of goods and raw materials from suppliers to
business/consignee.
(vii) Transhipment – Unloading goods from one aircraft to another before
completing their journey.
C. Cargo Export Operations
1. GTR divides its operations into 2 section which is cargo export and cargo import.
Cargo export which called an outbound process/shipping out of finished
products to customers from a warehouse/distribution centre. Air cargo
operations are done at Free Commercial Zone (FCZ) in KLIA. A free zone is a
designated, secure area in which commercial and industrial activities are carried
out. It was mainly designed to promote entrepot trade and any goods and services
may be brought into, produced, manufactured, or provided in a free zone without
payment of any customs duty, excise duty, sales tax, or service tax.
2. Under Part XV of the GST Act 2014, FCZ is regarded as a place outside the
Principal Customs Area (PCA). FCZ is a place where any supply of goods made
within FCZ is not subject to GST unless the Minister prescribed by order published
in the Gazette. The activities that are being conducted in FCZ are such as trading
(excluding retail trade), break-bulking, grading, relabelling, repacking, and other
value-added activities.
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3. General Sales Agent (GSA) is the sales representative for an airline that sells
cargo space. Cargo booking starts when the carrier/client engages with Freight
Forwarder to send the shipment. Then, the forwarder will engage with airlines or
GSA to make a booking for the shipment cargo space. The airlines will issue
Master Airway Bill (MAWB) to the freight forwarder, then Airway Bill (AWB) will
be sent to the client for record purposes.
Return cargo
4. The forwarder will need to complete the documentation and cleared the customs
check-up before coming to the CTO. The forwarder will submit Master Airway Bill
(MAWB) to CTO before going through the warehouse. GTR’s staff will check the
incoming cargo in an aircraft by getting Flight Booking List (FBL) from the
airlines.
5. FBL is a very important document issued by airlines to the CTO upon receiving a
list of shipment bookings to be delivered to a named location as agreed in shipping
terms. FBL needs to be given to CTO by the airlines 48 hours before the flight
departs and arrives.
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6. The Cargo export acceptance process starts at CTO when MAWB fulfils all the
requirements. The cargo will undergo weight chit which is a dimensional weight
used to calculate the correct postage for the shipment to be delivered. After that,
it needs to go through cargo scanning/X-ray. Cargo scanning plays a critical part
in the non-interfering inspection of import, export, and security controls. After the
cargo safely passes through the scanner, CTO/GTR can issue a receipt of
finalised MAWB and request payment. All this acceptance process of the cargo is
being done in the cargo warehouse in the export part. After that, cargo has to be
inspected, it needs to be built up and towed to the aircraft.
7. GTR also offer a cold chain facility for clients who wished to store their cargo earlier
than departure time based on their needs. The charges for keeping the cargo as
explained in the table below:
8. There are three (3) types of cold storage facilities in GTR which is:
D. Cargo Import Operations
1. Import operations are called inbound process/shipping of finished products to
consignee from a cargo terminal operation. Freight Forwarders will be arriving
at the CTO to collect their shipment by providing AWB's and necessary
documents. They are already well aware of when their shipment will be arriving by
checking the flight arrival of the aircraft. Then cargo staff will check the AWBs and
other documents provided by freight forwarders. Apart from that, they will check
forwarder identity in the system and print delivery order (DO) and request the
consignee to make last payments if there are.
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2. Time plays an important time in picking up the delivery of shipment because some
shipments need to be shipped out immediately as CTO can only contain the
shipments for 36 hours once the aircraft arrived. GTR will charge on the shipment
if they are not being picked up by their freight forwarder. The charge for the storage
would be around:
3. GTR has a cold chain facility for their client who wished to store their shipment
during the export and import process. Sometimes the client like to store the
storage earlier before departure time and pick up the storage later after arrival
time.
4. The cargo team will also check other security requirements such as does the
shipment has AVI (Live Animals), prohibited by carrier/country, approval of
clearance permit, and others. Once all the required documents are in order, the
shipments will be verified up to piece details according to the AWB details to
ensure goods are ready to be delivered.
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5. The final check before giving it to
the consignee is where the
security will come abroad. They
will endorse the shipment; cargo
team finally will sign the delivery
order and ensure the consignee
acknowledges the pieces and
condition of the cargo. Finally,
the cargo team will release the
goods to the consignee and
retain copies of DO, AWB, and
supporting documents for filing
with the Flight Service Report.
E. Transhipment
1. The process of transhipment for air freight is a process where containers from one
(1) aircraft to another (1) aircraft at one location, before being shipped off to their
intended destination. Fuelled by growth in global trade through the years,
transhipment plays a vital role in the global supply chain today, allowing cargo to
reach the different paths of the world. In layman's terms transit is the transport of
goods through a territory where the goods remain on board the original means of
transport.
2. It offers logistics players a high level of flexibility that can bring significant cost
benefits. A supply chain manager, for instance, can look at consolidating several
small shipments to fill a large cargo or break a large shipment into the small
shipment to be shipped off to the various location. He or she can also choose to
change the mode of transport or route of shipment, depending on his/or her needs.
3. In layman's terms transit is the transport of goods through a territory where the
goods remain on board the original means of transport.
4. As a transhipment cargo point, the airport is responsible for the following aspects:
(i) Safety, security, and adequate space of goods during warehousing and
storage.
(ii) Smooth processing of goods in customs.
(iii) Security clearance and implementation of dangerous goods protocol.
(iv) Package validation.
(v) Cargo operations.
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5. For these operations, airports need extensive ground support vehicles, not only
for the cargo but also for servicing the aircraft and shuttle vehicles for the
passengers. To efficiently handle cargo, airports need to have adequate facilities:
terminals should facilitate fast intermodal freight transfers, while warehouses must
be able to protect and store cargo.
F. Critical Factors in the Cargo Air Freight
1. Resources
(i) One of the important factors that I identified and discussed with the Head of
the Cargo Department is resource allocation. Cargo Department operates
24 hours daily, money counts as time starts ticking to ensure delivery has
arrived on time. Working in the Cargo Department is highly demanding
because of its shorter transit time as the cargo need to move quickly to the
airport. Based on my understanding and learning, cargo operations depend
on several factors such as custom clearance procedures, cargo inspection
procedures, the efficiency of cargo handlers, and the layout of storage
facilities. For example, GTR needs 6 hours ahead to receive, inspect and
deliver the aircraft before departure. The cut-off time GTR needs to send the
cargo to the runway is a maximum of 3 hours to 1-hour minimum.
(ii) It also applied for the same as the shipment arrived and need to be delivered
to the consignee. Freight forwarders will be arriving on the CTO by the time
the aircraft touches down. The cargo will ensure the cargo fulfils all the
requirements such as AWBs, clearing security check, and consignee
acknowledging the pieces and conditions of cargo. Resources need to be
arranged adequately to meet the demand of shipment arrived and delivered
out so that there is no delay.
(iii) Apart from that, the cargo industry is bounded by the Cargo Handling Manual
(CHM) that was set by the Civil Aviation Authority of Malaysia to ensure
ground handling services must be carried out, as applicable following the
procedures, standards, and training guidelines.
2. Planning
Planning plays a crucial part in cargo operations. Punctual turnarounds have been
identified as a critical factor for airline operations; ground handlers often play a
vital part in that process. In the cargo industry, forecasting is a crucial element that
managers need to identify the peak hours of cargo shipment on daily basis. To
oversee it, weekly tonnage forecasts are being reviewed and yearly timetables
were given so that the staff can plan.
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3. External and Internal Environment
As we are going to fast pace and technology-driven world, the air freight
ecosystem is affected as well. Cargo Manager needs to be more alert and aware
of the current issues that are happening all over the world. Situations such as
infectious diseases, natural
disasters, high-risk accidents,
fire incidents, civil disturbance,
and others will affect the
economy of the cargo industry
and also the mode of transport.
Cargo managers have to face
this kind of challenge, analyse
this situation, and providing
with solutions to meet the
demand of the cargo industry
in the highly challenging
ecosystem.
G. Challenges Faced in Cargo Air Freight
1. The market for air cargo freight is developing at a very fast pace. The impact of
COVID-19 is noticeable in almost every sector and this will continue over some
time. GTR is facing fluctuation in the timing of shipment arrived to be exported and
imported. There is a period of peak hours and non-peak hours where the
resources can’t able to meet the demand of the shipment in a certain period. This
situation is affecting the cargo operations, resource allocation, and planning of the
work schedule.
2. Cargo Managers are having a tough time managing this time shipping fluctuation
to meet the demand of the clients. To overcome this situation, constant
engagement with the clients plays an important part in reducing the time fluctuation
of the shipment. Cargo Managers need to negotiate or persuade the customers to
change their pickup time from peak hours to non-peak hours. This method will
allow the cargo manager to distribute the shipment export and import in a
distributing manner so that cargo terminal operators can able to manage their
operations, resources, and work schedule efficiently. Cargo managers need to
have good negotiation skills to persuade their clients to change the delivery or
pickup schedule to reduce the time fluctuation of the shipment.
3. The cargo terminal operator expects to meet the compliances, regulations, and
demands from the governing bodies. Cargo Managers are facing challenges
where they need to comply with the regulations, technical requirements, rules, and
others when dealing with the Civil Aviation Authority of Malaysia (CAAM), Royal
Malaysian Customs Department, Royal Malaysian Police, and other relevant
government agencies where the policies of the Government keep on changing.
Apart from that, certain agencies will be engaging with the cargo terminal
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operators over the same matter. From the industry perspective, cargo managers
are highlighting the lack of cohesive or collection direction from Government
agencies is affecting the air freight industry in terms of economy, operations,
technical requirements, safety measures, and financial commitments. What is
needed to revitalise the air freight industry is constant engagement with all relevant
agencies as a collective unit, to identify what is needed and implementation to
revive the air freight industry for the nation’s development.
H. Key Takeaways
1. There were a lot of key takeaways that I learned, understood, experienced, and
observed during my stint in the Cargo Department.
2. The first, learning about the dynamics of the air freight transport ecosystem. It is a
complex system that involves various parties in the system and brings a crucial
element to our airline industry economy. I am glad to know each role of parties
involved in the air freight ecosystem and this type of knowledge is very important
for future policymakers like us to ponder, analyse and come up with a good policy
planning for the nation's development.
3. Apart from that, I also observed the hurdles that the private sector faced when
dealing with Government agencies on various issues such as regulations, safety
requirements, operations, and others. Government agencies need to be more
proactive on current issues in the industry and more attentive, constantly
engaging, and tech-solution to meet the demands of industry players for the
nation’s benefit and development.
4. Early forecasting, analysing the world's affairs, and providing solutions are other
key takeaways that I learned and observed in the Cargo Department. Working in
the private sector is always been profit-oriented; time is money. Cargo Managers
keep on checking on the cargo shipment in the export and import sector to ensure
their resources are sufficient to cater to the delivery.
5. Lastly, negotiation skills are another element that I gained which is considered to
be precious takeaways. Negotiation in the private sector is a different experience
where both parties are engaging on a profit-oriented platform. Cargo Managers
need to find a subtle point where service providers and clients can agree to a
certain point in their business.
6. Air Freight Industry is a very dynamic ecosystem in the airline industry. I started to
appreciate more on the ground’s handler role in the airlines which I don’t see
before this. I am starting to understand more and thankful that I was given a
chance to be a part of the Cargo Department in GTR.
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Talent Development |
Developing Innovation
Capabilities in The
Public Sector
By:
MOHD IZZAT FAHMIZAN BIN MANSOR
Manager
PETRONAS Leadership Centre (PLC), PETRONAS
A. Purpose
1. This is the second quarterly report prepared for Jabatan Perkhidmatan Awam
(“JPA”) as part of the requirement for Program Cross Fertilization (“PCF”)
2021/2022 participants. The key theme of this report is Talent Management, which
would specifically focus on the creation of innovation capabilities in the public
sector.
2. This report would first articulate the rationale for this notion, and subsequently
proposing the success factors and strategies needed to achieve the desired
outcome. This will be discussed by referring to the implementation of Innovation
Engine at Petroliam Nasional Berhad (“PETRONAS”) as a case study, followed by
some thoughts on the way forward.
B. Introduction
1. Constantly in the modern times we get to witness the occurrence of disruptions in
how we live. The disruptions come in all sorts and sizes, whether incremental (like
broadband width, which tends to double every few years) or profound world-
changing occurrence (like COVID-19).
2. As a result, the disruptions, along with the advancement in technology, transform
the behaviour and expectation of society in an everchanging manner.
Subsequently, the constant shift in public behaviour and create an uncertain and
challenging future particularly for the public sector whose directive is to serve the
needs of the public.
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3. Thus, to fulfil this directive, the onus falls on the public sector leadership to ensure
that the civil service remain resilient in the face of future challenges and
uncertainty. This can be achieved by training and indoctrinating members of the
public service in the necessary business methodologies and skillsets. Among the
various business methodologies and skillsets available, it is a well-documented
fact in both the industry and academia that innovation capabilities brought by the
innovation methodologies and tools would be a transformational mechanism that
would serve the public purpose.
C. Why Innovation Is Crucial for The Public Sector
1. There are several academic definitions of innovation that differ based on what
school of thought one is prescribed to. A widely accepted definition of innovation
is that of Schumpeter’s, that could be paraphrased as “using new technologies
and using new ways of thinking to add value to a current product or idea and thus
contribute to significant changes in society”.
2. The benefits of innovation to the public sector can be categorised into three major
themes namely, to meet the organisational purpose, increasing operational
excellence and capacity building.
3. First and most important, innovating would help the organisation to achieve its
purpose. Done right, innovation guarantees solutions and initiatives undertaken
by the government truly addresses the needs and alleviates the pain points of the
customers of the public service, which constitutes of the rakyat. It is important to
innovate the right way from the customer's lens so the public sector can innovate
on behalf of the rakyat and achieve product-market fit solutions that are not just
usable, but also lovable.
4. Secondly, innovation is a great tool to achieve operational excellence. Innovation
would enable the government to align its solutions and initiatives to the purpose
and strategic direction of the civil service. Thus, the leadership can ensure that all
efforts undertaken are directed towards achieving the mission and vision of the
organisation. This reason is also crucial to maximise value of the government
resources, particularly in the present economic situation where public resources
are dwindling and under increasing public scrutiny.
5. Thirdly, innovation when practised and implemented holistically would enable
capacity building throughout the organisation. Innovation skillset would permit
personal growth among the personnel, as it boosts creativity and confidence.
Innovation also would drive the civil service to explore new opportunities and
become more entrepreneurial. By building capacity, the public sector leadership
will undoubtedly future proof the civil service.
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D. Critical Success Factors: How PETRONAS Fosters Innovation
1. Based on my experience and research while undergoing secondment at
PETRONAS, there are several key success factors to ensure the creation of
innovation capabilities in the organisation. In this section, I would elaborate those
success factors by drawing the case in PETRONAS to illustrate my arguments.
2. In the face of impending challenges such as climate change, more restrictive ESG
requirements and diminishing natural assets, PETRONAS has thus far shown
considerable success in expanding its business in diversifying its portfolio into non-
traditional ventures, away from its core competencies of oil and gas businesses.
These new streams of revenue include e-wallet (Setel), logistics (Setel Express),
renewable energy (Gentari) and merchandising (Prysm).
3. The most crucial factor for creation culture and capabilities within the organisation
is the buy-in from the Top Management. A profound initiative that is deemed to
bring significant changes to the organisation must be driven by the leaders in order
to crate staying power. In PETRONAS’s case, the innovation cause is championed
by the President himself, along with the whole Executive Leadership Team. For
this purpose, PETRONAS has set up a special division/project team named
Innovation Engine, which is positioned under Group Corporate, therefore directly
reporting to the Top Management, to spearhead the effort of cultivating innovation
capabilities within PETRONAS.
4. Secondly, in order to create innovation culture that is cohesive and accepted
throughout the organisation, standardised philosophy, methodologies and toolkits
must be employed. The organisation, from top to bottom, must learn and practice
a common language and toolkit for innovating to ensure there will be efficiency
and clarity in communication. For example, PETRONAS employs the PETRONAS
Working Backwards methodology for innovation that is enforced Group wide. By
utilising a single innovation methodology across businesses, pitching of ideas and
solutions development have become seamless across the organisation, whether
vertically or horizontally.
5. Another key success factor in the inculcation of innovation capabilities in an
organisation is the creation of a supporting culture, which should allow risk-taking
and experimentation. Organisation should empower its people to conceptualise
solutions that contribute to the organisation and have a bigger appetite towards
risk brought by the proposed solutions. The organisational mindset should be
shifted whereby failures should be treated as an opportunity for learning and a vital
part of the solutioning process. In my opinion, PETRONAS has embraced this
philosophy quite well. As an example, PETRONAS has a dedicated Venture Build
division whose responsibility is to help develop new start-up ventures/ spin off
companies, which has the potential to create new revenue streams for the
organisation.
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6. Finally, it is a widely recognised fact that in the IR4.0 Age, digitalisation would
greatly leverage innovation efforts in organisations. Thus, another factor to ensure
success in developing innovation is the establishment of a unified organisational
platform that serves as the fundamental upon which all innovation efforts are
orchestrated. In other words, the management must deploy a robust platform
which consists of the necessary processes, structures and technology that
supports the creation and communication of ideas/solutions across the
organisation. These processes, structures and technology in turn must be fine-
tuned to support the creation of workflow and culture where innovation is the norm.
In PETRONAS for example, digitalisation and digital transformation are being
performed at a fast pace. This is made possible by assigning a specific division,
Group Digital, whose role is to plan and implement transition towards digital within
PETRONAS and its subsidiaries.
E. Strategy and Implementation for Innovation Development
1. To develop innovation capabilities, it is necessary for an organisation to take into
consideration the critical success factors as discussed in the previous section.
Subsequently, the organisation shall develop a strategic framework as the
foundation of all innovation initiatives to be undertaken. This framework should be
standardised across all business units of the organisation to enable conformity
and synchronicity.
2. As purpose, needs and state of organisations differ from one another greatly, there
can never exist a “one size fits all” innovation development strategy. Hence, the
organisation should tailor its innovation strategy based on its current needs,
desired future state and existing gaps to achieve that.
3. To achieve this successfully, the organisation should formulate its innovation
development strategy in a position that is aligned with and would enhance its
current strategic framework. As an example, PETRONAS has developed its own
unified innovation development strategy out of the company’s necessity to create
new opportunities, increase revenue and drive down costs.
4. This strategic endeavour, called Innovation Engine, is a holistic program with the
goal to build a "Sustainable Culture of Innovation" across PETRONAS. This
strategy aims to empower every employee with the right tools, support, and
structure required to enhance conceptual thinking, experiment with novel and
breakthrough ideas and later drive them into production through a customer-
obsessed lens.
5. The Innovation Engine strategy is aligned with PETRONAS strategic goal, Moving
Forward Together (MFT 50.30.0), which has the purpose to establish PETRONAS
as a superior organisation, by focusing on Value, Growth and Sustainability. In
order to achieve this, the Innovation Engine framework prioritises PETRONAS’s
innovation development such that it would be able to bring return in the three focus
areas.
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6. After a thorough innovation development strategy are in place, the organisation
should implement initiatives or programs that would foster innovation capabilities
of its employees. Several examples of the initiative/ programs that have been
successfully run within various organisations including PETRONAS are detailed
below.
(i) Conducting innovation training widely across the organisation to develop
awareness (Level 1), skillset (Level 2) and expertise (Level 3). Some of
skillsets that can be imparted include persona building, problem validation,
business validation, and so on.
(ii) Developing innovation agents of change throughout the organisation who
are at least trained at Level 3 of the innovation training. These agents of
change oversee and enable the propagation innovation knowhow and
mindset to employees at every level of the organisation.
(iii) Conduct innovation workshops and hackathons at the enterprise level to
quickly develop ideas for new products and processes. These workshops
and hackathons are facilitated by the innovation agents of change who act
as coaches and bar raisers.
(iv) Funnel viable ideas developed during the workshops/ hackathons into
incubation mode. Set up cross-functional, cross-discipline teams to ideate,
experiment and drive the innovation ideas into production. This set up would
require redeployment or long-term secondment if deemed as necessary.
(v) Practice open innovation methodologies within the organisation. Conduct
more engagement between the employees and external parties including
customers, suppliers and regulators who have different perspectives on
business challenges.
(vi) Shift the talent development paradigm by putting focus on hiring people with
innovative mindset and are eager to change and challenge the norm. Build
teams and divisions around creative thinkers with diverse backgrounds.
(vii) Identify the processes, structures or technologies that could be either
changed or created to naturally push people toward the practices of
innovation.
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F. The Way Forward
1. In order to develop innovation capabilities in the public sector, the leadership
should consider the success factors, strategy and implementation that has been
discussed previously. A properly planned and executed innovation development
framework will assuredly bring about returns to the organisation.
2. In addition, developing innovation capabilities is a long-term commitment, which
should be properly managed to make the initiative more sustainable. To ensure
the longevity of initiative, the public servants need to be motivated to innovate.
Sustaining the motivation can be achieved by giving teams the autonomy and
ownership of their ideas, allow them to be more engaged to customers and give
them the empowerment to make decisions.
3. Another key aspect towards ensuring success is to promote balance in the
innovation process. The champions of the innovation capabilities development
should place extra care in balancing the admittedly chaotic ideation process, which
tends to be more intuitive, with a set of rigorous, data-driven methods for
evaluating ideas, which relies more on the analytical capability.
4. As a final thought, the public sector already has the advantage of having a diverse
workforce with vast collective experiences and expertise, which has the potential
to be tapped upon in order to push for greater agility and innovative new ideas.
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Talent Development
Through Coaching
By:
RADIATON NIZAR BINTI MUHAMMAD JAPRI
Manager
PETRONAS Leadership Centre (PLC), PETRONAS
A. Introduction
1. Petroliam Nasional Berhad (PETRONAS) is a Malaysian oil and gas company. It
is wholly owned by the Government of Malaysia and responsible on developing
and adding value to oil and gas resources in Malaysia. PETRONAS has been an
integrated international oil and gas company with business interests in over 35
countries since its incorporation.
2. As a pandemic COVID-19 hits the world and all businesses are affected due to
the pandemic, PETRONAS strives to explore new opportunities and drive growth
for the business driven by a clear agenda and guided by the four sustainability
lenses (see box).
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3. PETRONAS also introduced the Bigger Agenda, as follows:
(i) Moving Forward Together (MFT) 50. 30. 0
PETRONAS new aspiration is to achieve Net Zero Carbon Emissions by
2050. The 50. 30. 0 can be summarised into 50% improved cash flow by
2025, 30% of new sources from non-traditional revenue by 2030 and getting
to net zero carbon by 2050.
(ii) Ensure resilience, growth and sustainability
With MFT 50.30.0, PETRONAS progressing with resilience, growth and
sustainability amid this shifting global landscape.
(iii) Retooling human capital equation
For PETRONAS to build new types of capabilities which are outside our
traditional strengths by enhancing talents strategies and redefined workforce
ecosystem for talents to create value and innovate.
(iv) New Ways of Working (NWOW)
Involved transformative process which required a high-level of strong, self-
driven ownership – now embodies talents for further empowerment.
(v) Leveraging on technology and transformed way of working
PETRONAS positions their Group of HR Service (GHRS) in leadership to
leverage technological transformation to drive an agile workforce of
tomorrow.
B. Background
1. PETRONAS discovers critical experience for coaching through pain points,
moments that matters that consolidated from emb.arc persona, performance
management and Learning & Development (L&D) episode. Result from emb.arc,
performance management and L&D episode, talents highlighted that they are not
confident and equipped to coach that led to bad coaching experience.
2. Coaching Cadence been setup to address these pain points and moments that
matter. They covered all the strategy and implementation plan towards pervasive
coaching culture in PETRONAS.
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C. Coaching Strategy in PETRONAS
1. Coaching in PETRONAS
(i) The changes in business area and the new ways of working need to
embrace agility and innovation. Talents need to enhance and develop new
capabilities to meet PETRONAS aspiration of MFT 50.30.0. With not more
than 49,000 employees around the world, PETRONAS need to strategise
their talent development.
(ii) In transforming PETRONAS Human Resource, their focused now is to
accelerate the development of talent through coaching. PETRONAS
realised that coaching can be a strategic talent development approach to
enable cultural shift and transformation in delivering MFT 50.30.0. Based on
the industry practices, coaching emerged as an important tool to further drive
corporate transformation and innovation.
(iii) Industry practices also conclude that most corporates turn to coaching for
development and performance. International Coaching Federation (ICF)
stated that there are three (3) purposes of doing coaching – 55% leadership
development, 51% talent development and 49% performance management.
Ergo, coaching is a new skillset required among next generation of leaders.
(iv) Based on the Culture Maturity Model, PETRONAS aims to instil coaching
culture by 2023 in order to drive values and support continuous
improvements. PETRONAS realised that coaching is central to the
organisation and started to have a system to manage coaching.
(v) Currently, PETRONAS has 77 Certified Solution Focused Coaches (CSFC)
and Ontological Coaches.
2. Coaching Strategy
(i) PETRONAS developed the Coaching Capability Framework to address the
needs of specific talent persona. This talent persona is categorised based
on their coaching experience and practice. namely Apprentice, Practitioner
and Expert. Apprentice is a beginner, who is new to coaching culture. The
Practitioner is a talent with experience and actively practising coaching.
Meanwhile, the Practitioner is assigned as a coach in specialised areas with
the targeted outcome. An expert is a talent who chooses coaching as a
profession and mastery in coaching and resource development.
(ii) Each of these three (3) talent persona have their own upskilling solution in a
targeted manner. For example, coaching solution for the Apprentice is to
enhance foundation of coaching. While coaching solution for the Practitioner
focuses on coaching for performance and development (non-certification
programme). Meanwhile, the Expert may wish to choose any certification
programme offered.
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(iii) In addition to the strategy to upskill talent with coaching skills and
methodologies, PETRONAS established the Coaching Academy as one
stop centre to drive coaching excellence. Main role of the Coaching
Academy is to upskill talent through various type of coaching programme
and certify talent through coaching in the area of Solution-Focused,
Ontology, Health, Innovation, Agile and Leadership Performance Coaching.
The Academy is also responsible to provide coaching opportunity and
services (e.g., assigned coach to identified coachee/ self-driven coachee,
appoint coach to facilitate coaching programme) in the area of skill,
performance, development and transformational.
(iv) PETRONAS also offers coaching programme through myLearningX, an
internal online training system.
D. How Coaching Culture Can Be Implemented in the Public Service
1. Coaching culture in the Malaysian Public Service
(i) In the Malaysian Public Service, we are more familiar with mentoring rather
than coaching. Even though there are several similarities, differences avail
in terms of approaches and application. Mentor is an experienced role model
who shares experiences, knowledge and best practices to help one grows.
Meanwhile, a Coach is someone who provides guidance based on one’s
goal and helps realise and reach potentials.
(ii) At present, based on my observation and knowledge, the Malaysian Public
Service is relatively new to the coaching approach. INTAN has begun
exploring coaching solutions by conducting programmes such as Coaching
for Leader and Coaching Circle Seminar. Nonetheless, adoption of coaching
method across ministries and agencies requires more advocacy and
promotion.
(iii) The Malaysian Public Service has limited number of Certified Coaches.
Based on my desktop research, several officers who are members of the
Malaysian Association of Certified Coaches (MACC) in 2018 were attached
at the Razak School of Government (RSOG).
(iv) The ultimate goal of coaching is to explore and develop self progressively.
Coaching needs safe environment to be practiced. From PETRONAS
experience, coaching can take place during career conversation and
performance appraisal. Safe environment is created between Coach and
Coachee to share their thoughts, experiences and hurdles. This coaching
experience is supported by the PETRONAS Culture Belief. When Coachee
is comfortable with their Coach, coaching conversation will be successfully
done. This may differ in the Public Service as it lacks understanding and
support required to form a safe environment for coaching to take place
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effectively. Thus, an unsafe environment would hinder both Coach and
Coachee to speak openly and receive feedback in a professional manner.
(v) In the perspective of the Malaysian Public Service, career conversation
usually takes place during the performance appraisal period. While some
supervisors discussed the performance and career development prior to
evaluation process, some simply opted to complete the evaluation process
through online platform without any engagement. The lack of transparency
can affect the subordinates’ progress in understanding their weaknesses
and areas of improvement.
(vi) In summary, coaching culture in the Malaysian Public Service is still in the
infant stage. Moving forward, the Public Service requires paradigm shift in
mindset and behaviour with strong advocacy from top leaders in order to
create coaching culture that will support the delivery of the desired
outcomes.
2. How coaching culture can be implemented in the Malaysian Public Service
(i) Experience Shift
(a) The Malaysian Public Service may consider to adopt and adapt the
coaching approach. Current practice for talent development in Public
Service is a one-way communication whereby the Head of Department
or supervisor recommend their subordinates for development. This
experience and practices need to be changed and shifted.
(b) From the perspective of coaching for talent in Malaysian Public
Service, public servants are uncertain about their career development
goal and who should they connect to if they need help to develop skills
and knowledges. They have to shift this experience to proactively seek
for coaching so that they can self-drive their own performance and
development.
(c) Managers should develop coaching skills. The mantra “Leader as a
coach” indirectly put the role as a coach to any position that lead a
team or junior officers. Coaching can be part of their daily task and
considered as important skill for any leader to unleash the team’s
potential and drive performance.
(d) Leaders should equip themselves with fundamental coaching
principles and methodologies to ensure effective shift to coaching
culture in the Public Service. As a result, this would eventually promote
safe environment for honest, open and transparent conversation.
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(ii) Strategy and implementation plan
To create effective coaching culture in the Malaysian Public Service, we
need to strategise and plan effectively. Based on PETRONAS experience,
three (3) dimensions that need to be focused on are namely people,
ecosystem and practices.
(a) People
• Talent needs to be capable and competent in performing
coaching. For that, coaching capability needs to be improved,
numbers of coaches needs to be increased. Coaching capability
will determine the level of coaching for the talent.
• Besides coaching capability, the talent behaviour needs to be
nudged. This is important to consider especially when we want
to shift the experience. The talent needs to be ready for
behavioural change.
(b) Ecosystem
• The ecosystem for coaching practices must be setup to drive
and sustain the implementation. So that the user feels safe and
trust the organisation that will lead to active and effective
coaching practices.
(c) Practices
• To ensure coaching approach is practiced in the government
institutions, coaching maturity need to be measured and
evaluated in a timely manner. Clear guidelines have to be
developed for Coach and Coachee to assure safe environment.
In addition, to assure coaching is practiced accordingly, the
Coaches need to be upskilled gradually. For that, the coaching
solutions need to be designed and developed to ensure it meet
with capability of the coaching persona.
E. Challenges in Creating Effective Coaching Culture
1. Change Management
Shift in behaviour and mindset of people requires an effective change
management plan. At PETRONAS, a change management team was formed to
facilitate any change process. They upskilled the team with right skills and
competencies. This team will nudge everyone in the organisations to change their
behaviour, mindset and ways of working with their own pace.
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2. Resources
(i) Second challenge is the resources. To make coaching as a culture, we need
the right and effective resources. These includes human resources, financial
resources and technologies. Coaches must be certified to ensure they are
credential to coach others. They at least have to attend any coaching
solutions to upskill their capability in coaching.
(ii) To have a certain number of certified coaches, it requires high investment.
As Public Service is a non-profit organisation, it will be a challenge for
government to invest in producing number of certified coaches among civil
servant compared to a profit-oriented organisation such as PETRONAS,.
3. Commitments
(i) The third challenge is the commitments from the coaches and management.
Without commitments, coaching cannot actively be practiced. Commitment
from coaches is needed to establish coaching relationship. They have to
spend a maximum coaching hour to assure their coachee is able to reach
their potential and achieve their goals.
(ii) Commitment is also needed from the management in terms of providing
facilities and resources to assure coaching environment is safe.
F. Conclusion
1. Coaching is an approach to enable cultural shift and transformation. Different
organisation needs require different coaching capability to address the key
dimension of coaching – People, Ecosystem and Practices. To establish an
effective coaching culture, multiple interdependent variables need to be in place.
2. Coaching must be considered as important tool to assist organization and talent
to achieve a long-term solution. Repeated conversations should take place in
order to form a good habit. Good habit indirectly brought good result. With
coaching, talent has the opportunity to explore and grow further.
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Talent Management |
Matching Talent with The
Organisation Needs
By:
ROSAZLIZA BINTI AZMAN
Recruitment Manager
Lotuss Store (M) Sdn Bhd
A. Objective
1. Recruitment is a process in which an organisation planned its employment hiring
to ensuring responsible recruitment of colleagues through a transparency process
and in accordance with all rules and regulation as stipulated under the Law.
2. In order to ensure the survival of an organisation, it depends on the quality of its
manpower capability to drive the organisation’s vision and mission. Therefore,
identifying and selecting the right personnel is crucial through effective recruitment
process.
B. Recruitment Process
1. In any organisation a set of guidelines is required in order to ensure for an
accountable recruitment reference is in place and in tandem with the principles of
non-discrimination, respect for human rights and labour rights as well as health
and safety. There are few steps the recruitment process.
2. Hence, based on the experience gain via the Cross-Fertilization Program (PCF),
it is noted that in any organisation there’s a guideline internally to ensure the
company has an accountable recruitment reference in tandem with the principles
of non-discrimination, respect for human rights and labour rights as well as health
and safety.
C. Intake Procedure
1. In an organisation, its Human Resource Management (HRM) usually will be stand
guided by the common process and internal intake guideline to ensure the
recruitment process is in accordance to the on-going rules and regulations.
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2. Proper and well-planned intake is crucial in which focus on the recruitment of new
employees which will bring skills and knowledge and value added to an
organisation. Undoubtedly, with technological advances bring the opportunity to
streamline and simplify activities that previously have had to be carried out by
traditional manual method.
3. Based on the interview with one of Lotuss recruitment manager, below are the
process flow of the hiring process in the organisation.
D. Hiring Tool – Multichannel medium
1. The rapid development on globalization and vast usage of technology has greatly
influence organisation big and small to embrace the use of modern technology in
hiring process. During the recent COVID-19 pandemic period, organisations must
stay up to date in order to be competitive and remain resilience. Hence, method
of hiring has evolved and supporting with the advancement of technology. There
are many types of channels used by organisations such as:
(i) Direct advertisement through company’s website
(a) In Lotuss, the human resources management also use direct hiring
method through advertisement in its own website and physical
recruitment announcement banner outside of every store outlet. By
doing so, it gives the opportunity to reach out more to the potential
candidates for the available vacant position.
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(b) In addition, other methods used by the organisation include distribution
of flyers, bunting and banners which help to reach out more to the
masses.
(ii) Recruitment agencies
Besides that, like any other organisation, Lotuss also practices using
services from other recruitment agencies to facilitate and speed up the
recruitment process. The agency will be given details of the vacant position,
job description and the specific requirement (tertiary and technical
background) by the organisation. Subsequently, the agency will start the
recruitment process as per the agreed terms and condition including
shortlisting of candidates, interview arrangement and handing over to the
organisation for employment.
(iii) Social media platform
(a) Taking into the latest trends and evolution in the modern technology
era, the method of sourcing has also changed over time. Rather than
just depending on traditional method for recruitment, the usage of
available alternative medium and platform such as social media has
given rise as part of the platform used to recruit new talents. In the
recent years, it has proven that organisations nowadays also opted to
use various channel of social media to do hiring. Small or big
organisation nowadays also uses the social media for branding and
reach out more to make their presence known to the public at mass.
Digitalisation have helped many organisations in expending their
business in the new norm of e-commerce.
(b) Many of people are connected to social media for updates including
those from previous generation including the current new generation
(Gen-Z) hence, the emergence of platforms such as Twitter, WhatApp,
Telegram, Facebook, Linkedin etc has made the world with avenue to
advertise not just for business purpose, corporate social responsibility
activities but also for recruitment purposes.
(iv) Collaboration with Government body – Career Fair events/websites
(a) Based on the feedback received from colleagues in Lotuss the
recruitment team has always appreciate collaboration and
participation in various government and agencies events in which the
organisation will take the opportunity not only as means for rebranding,
advertise its presence in the market but also act as a continuous effort
to promote and advertised any available job vacancies with the
organisation.
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(b) Engagement with selected universities also has helped for the
organisation introduction and rebranding ever since the management
change taken place from Tesco to Lotuss. Based on the experience
gained throughout my attachment at the HR department, it shows that
by having engagement with agencies and universities provide
opportunity for the organisation to explore and gain more wider
coverage in terms of recruiting experienced and new talents.
2. Finding the right candidate – Qualification Vs Experience
(i) According to the experience gained with the recruitment team here at Lotuss
the way candidates were short listed are based on the requirement set out
by respective line manager’s requirement. The selection also is done
according to the relevant tertiary qualifications and numbers of years of
experience in the job market. Besides that, candidates also will be assessed
their locations.
(ii) In the retail sectors certain position does not required specific academic
qualification but the organisation do value the potential candidates based on
their experience and to certain extend relevant experience in the slightly
similar industry may be consider for further evaluation and interview.
3. Meeting the Organisation expectation
(i) Any organisation will have its own expectation in order to ensure the right
candidate match the overall objective. Obtaining good working employees
will drive towards the success of a company. Hence, the role of the
recruitment team is to endure sustainability of intakes, matching talents to
the organisation need.
(ii) Retaining talents in an organisation, it was noted that it will be coupled with
an attractive remuneration package. It will be negotiated between the
candidate and the respective hiring managers based on allowable budget
set by the company.
(iii) At Lotuss there are constantly keep track of its recruitment to ensure it is at
par and follows the current market trend. The company refer its hiring based
on the latest market trend and report done by consulting company like
Mercer Singapore.
E. Performance Monitoring
1. Training/Capacity Building
(i) Based on the feedback received from the training manager, it is noted that
at Lotuss every colleague will be given equal opportunity to enhance their
knowledge and upskill themselves via various type of relevant trainings.
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(ii) Some of the courses attended by the employees are claimable under the
HRDF fund.
2. Career Development Plan
(i) In Lotuss, the average turnover ratio vs new intake is at 1:1 basis.
(ii) Based on discussion done, it was mentioned that because of better benefit
received here at Lotuss has been the main factor of its personnel to remain
loyal to the organisation.
(iii) In addition, due to dynamic working environment and opportunity given to
explore other possibility to expand their knowledge in the business, this has
been one of the pull factors for its employee to remain in the company.
(iv) The management also recognises high potential employee and provides
them with career development program. It is a year on job training and there
also assurance of career leap as part of the organisation succession plan in
long run.
F. Challenges
1. Prior and during COVID-19
(i) In normal circumstances, recruitment activities have been as usual and
hiring talents process quite similar for any positions in the company.
Nonetheless, the usage of technology has made the processes smooth
sailing. In Lotuss, prior to pandemic recruitment division able to manage any
available vacant positions in the company as movement of talent nationwide
was feasible.
(ii) During the peak of the outbreak, Lotuss as the main retail chain store
manage to sustain its operation thus the challenges face amid the movement
control order which was in place. The company has invested more into
human capital including the use of latest technology in terms of managing
its own people, day-today operation and delivery of goods to the market.
2. Recruitment post COVID-19
(i) Due to the spreading of COVID-19 for the past 2 years, the current working
climate has tremendously change. The work culture shifted from physical to
virtual environment. This is in line with the authority’s directive under various
level of Movement Control Order and Standard Operating Procedures.
(ii) Talent Mismatch – often said that during and post pandemic it happens issue
with talent mismatch which led to rapid turnover. Based on the interview
done with a recruitment manager which mentioned should such situation
arise the recruitment process will restart.
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(iii) Because of COVID-19, most talents nowadays have started to demand on
having the opportunity to work in an environment which allows more flexible
working hours, room for hybrid working condition and better paying job.
(iv) Current situation has changed the landscape of people’s need and demand.
As for operation level, we can see young talents chances their way of
searching for job nowadays. Post pandemic have given rise for self-employ
entrepreneurs due to previous experience being laid off or retrench due to
many companies downsizes due to Covid outbreak.
(v) Younger and even experience talents recently seeking flexibility in working
including choosing to work tailored to one needs and convenience. For
example, many available talents prefer or opted to do e-hailing services or
food/groceries rider as they can manage their need for work freely. Hence
this situation has poses as a challenge for company to hire new employees.
G. Facilitation and Incentives
1. Utilizing incentives given by Government
(i) Work Based Learning (WBL)
(a) Here at Lotuss they also done a WBL program in which is a form of
educational method that involve students in the workplace, prompting
them to learn about the environment in which they’ll be working, and
to complete typical tasks for the company. It offers practical work and
a real-life experience. It gives the opportunity for students to better
prepare themselves prior to face challenging world of employment.
(b) The company enjoy double tax deduction incentive under Talent
Corporation.
(ii) Other incentives utilised by the organisation amongst are as follows:
(a) Internship – The organisation also takes in internship student and
utilise the incentive provided by the government through agency like
Human Resources Development Fund (HRDF). Under this incentive
employer can claim up to RM900 per candidate hired for a duration 6
month starting from 1 January up to 30 June 2022.
(b) Management Trainee intake – For example Lotuss have a
collaboration with institution such as Politeknik for its students to
experience hands on job training as part of their requirement prior to
their completion in various fields of studies there are in.
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(c) JaminKerja – A hiring incentive reimbursable claims which allow the
company to apply for each eligible hiring made subject to the specific
criteria set by the competent Authority.
(d) HRDF – The company also registered with HRDF and utilised all
relevant HRDF funds for each training sessions attended by all its
employees.
H. Conclusion
1. Indeed, it is a challenging task in managing human capital. Movement of natural
person has given more opportunities to potential talents to explore new working
environment which served individual preference needs and expectation.
Nonetheless companies similar to Lotuss has always remain resilience in ensuring
its sustainability in retaining and maintaining talents in its organisation.
2. Despite the dynamic current economic background and amidst of the overall
endemic situation due to COVID-19, here at Lotuss its human resources
management activities remain resilience. The organisation try to upkeep with the
use of technology and ensuring attractive packages are in place in order to attract
great talents and compete with its competitors in the market. In addition, the role
of the recruitment team is always challenging in ensuring hiring meet the
organisation’s needs and expectation.
3. Talent appreciation relies greatly on good working culture, good welfare and
benefits offers will always be the pull factors for potential candidate in determining
their loyalty to the organisation. Besides that, career development and room for
career growth are equally important for potential talents/employees. Hence the
role of recruitment management is crucial to ensure compliance with regulation,
managing performance of its overall human capital, promoting employee well-
being, ensuring pay equity and managing rapid turnover and the management
expectation are well managed.
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Talent Development and Management |
Embedding Personality
Archetype
By:
SAIFUL EZANE BIN MAZLAN
Manager (Career & Competency Management)
Petroliam Nasional Berhad (PETRONAS)
A. Introduction
1. The right talent development and management should incorporate the elements
of personality profiling within its ranks. This brief report will look at how
PETRONAS is developing its personality personas as well as embedding and
utilizing personality profiling as data points in talent development and
management.
2. Personality is a combination of the emotions, motives, self-concept, beliefs and
traits that provides deeper understanding on human behaviour.
3. The use of personality assessment began with military use in the 1920’s. Since
then, they have expanded influenced, developed in number and grown in
application, used in practically every industry for all key decisions involving people,
to improve collaboration, and for organisational diagnosis. The truth remains,
personalities shape much of the outcomes of events, from teams, to organisations,
to nations and therefore understanding personalities and their behavioural
manifests in decision making, interpersonal interaction, job performance,
leadership style etc lies at the heart of understanding events and the world around
us.
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4. Personality is a complex latent construct represented by a combination of
interconnecting qualities and characteristics. The field of personality research has
worked to formalise the factors make up personalities for over 70 years (Ferguson
2018). While diagnosing Personalities it is important to remember they are not
static, they are evolving and transitive (Chauhan 2001), around the stable features
or the core element also referred to the General Factor Personality or the big one
(Allport 1937).
5. Understanding these core and evolving elements is important, as they give an
insight to the way we deal with different situations, what environments in which we
are comfortable, why some things come easily to us and other things do not.
Learning about other personalities helps us communicate better with them and
understand the conditions in which they function most effectively. These insights
lead to better relationships, better synergy and more acceptance and understand
people's behaviours that are different from ours. These insights are extremely
powerful and useful to us as individuals (Chauhan 2001).
6. Personality, as defined by the American Psychological Association, refers to
individual differences in characteristic patterns of thinking, feeling and behaving.
7. Researchers in the 1990’s have reached a somewhat broad consensus on
personality dimensions with the five-factor model as the agreed upon structure of
personality for all future research (Conscientiousness, Agreeableness, Emotional
Stability, Openness to Experience, and Extraversion) (Digman 1990, Goldberg
1990). While the General Factor personality sits on the top of the personality
hierarchy, the five (or six as per (Michael C. Ashton 2007) factors of personality
occupy the next level of understanding (or complexity) and then more specific
factors at the lowest level (Mõttus 2017).
8. There are a host of other tests that are based on the five-factor model, like the
NEO Personality Inventory and Hogan Personality Inventory. Drawing on the
works of Carl Jung, is one of the most widely used assessment tool, the Myers-
Briggs Type Indicator which classifies personality types based on their modes of
perception (sensing or intuition) and judgment (thinking or feeling) as well as
attitudes about how they build energy (extroversion or introversion) and their
orientation to the outer world (judging or perceiving). A variation of MBTI was
developed by (Champagne 1980) called Personal Style Inventory to analyse
individual behaviour which was also based on the work of Carl Jung but measures
how people prefer to behave.
9. These preferences combine to form 16 personality types. Another well reputed
assessment test is the Strengths finder, which is based on the ‘Positive
Psychology’ of assessing and leveraging on top strengths.
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B. What Is A Personality Archetype?
1. The personality factors are grouped into archetypes, which are universal models
of behaviours or personalities, which describe an innate instinct for displaying
certain behaviours. They were first introduced by Carl Jung, who suggested these
are forms of innate knowledge encoded in our DNA derived from the collective
experience of humankind serving as the base on which the personality is built
(APA Dictionary of Psychology).
2. In his own words, “An archetype is an internal mental model of a typical, generic
story character to which an observer might resonate emotionally” (Jung, Four
Archetypes: mother, /rebirth/ Spirit/trickster 1964). The personal unconscious is
derived from the collective unconscious or universally shared fundamental
characteristics of humanity what he refers to as the Archetype (Jung, Archetypes
and the collective unconscious. 1959).
3. The personality archetype is therefore how our own experiences and environment
interacts with this primordial knowledge to produce a characteristic pattern of
thinking and behaving.
4. Given the enormous diversity in archetypes and corresponding personality factor
and impact they have on the function of teams and organisations, tools that
measure them are immensely useful. Your personality tells you how you work most
effectively and efficiently with others, and with the least stress (Chauhan 2001).
Personality assessment contributes to better knowledge of individual and can
make accurate predictions of job performance (GUION 2006) since different jobs
demand different personality profiles (Holland 2003).
5. They help organisations plan their resources and allocate them according to their
individual strengths and weaknesses of their personality. They give useful insights
into which kinds of people work together and who would benefit from working
alone. It helps organisations identify the right person for any situation.
C. Identifying Personality Archetypes
1. Personality archetypes were identified basis the existing results of
CliftonStrengths administered on new or early career Managers at PETRONAS.
CliftonStrengths was developed by Don Clifton and it uncovers the unique rank
order of 34 CliftonStrengths themes which are the talent DNA.
2. They explain the ways one most naturally think, feel and behave. In the context of
PETRONAS, this was administered as a part of the managerial development
program to uncover the top strengths in the personality and how talent can further
leverage them to be effective at their work.
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3. PETRONAS accessed the personality results of 256 talent who undertook the
assessment in 2019-20. CliftonStrengths categorises 34 strengths into Executing,
Influencing, Relationship building and Strategic Thinking (refer table below for their
definitions). The report further identifies the top 5 dominant strengths in the talent
which was considered for further statistical analysis.
Themes Definition Dominant
Executing Strengths
Leaders with dominant strength in the Executing Achiever,
domain know how to make things happen. Arranger,
When you need someone to implement a
solution, these are the people who will work Belief,
tirelessly to get it done. Leaders with a strength Consistency,
to execute have the ability to "catch" an idea and Deliberative,
make it a reality. Discipline, Focus,
Responsibility,
Restorative,
Influencing Those who lead by Influencing help their team Activator,
reach a much broader audience. People with Command,
strength in this domain are always selling the Communication,
team's ideas inside and outside the Competition,
organization. When you need someone to take Maximizer,
charge, speak up, and make sure your group is Self-Assurance,
heard, look to someone with the strength to Significance,
influence.
Woo,
Relationship Relationship Those who lead through Adaptability,
Building Relationship Building are the essential glue that Connectedness,
holds a team together. Without these strengths
on a team, in many cases, the group is simply a Developer,
composite of individuals. In contrast, leaders Empathy,
with exceptional Relationship Building strength Harmony,
have the unique ability to create groups and Includer,
organizations that are much greater than the Individualization,
sum of their parts. Positivity,
Relator,
Strategic Leaders with great Strategic Thinking strengths Context,
thinking are the ones who keep us all focused on What Futuristic,
could be. They are constantly absorbing and Ideation,
analyzing information and helping the team
make better decisions. People with strength in Input,
this domain continually stretch our thinking for Intellection,
the future.
Learner,
Strategic,
Table 1: CliftonStrengths 34 Themes
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D. Personality Persona Development Process
The CliftonStrengths provided information on the top 5 personality strengths of the talent
who were assessed. Basis these top 5 strengths, we carried out clustering analysis
which helped us in the forming the archetypes. The steps in defining the archetypes are
detailed below:
(i) Step 1 - Identify archetypes of personality that behave and act in a similar
manner.
(ii) Step 2 - Identify personality factors that define the archetypes.
(iii) Step 3 – Validate each archetype and the personality factors included in the
archetype basis the research. This ensured that clustering analysis is
backed by research.
(iv) Steps 4 – Brainstorm the names that can be given to each archetype. This
will ease the communication and understanding of the archetypes.
(v) Step 5 – Carry out face validity of the names and the archetypes with a cross
section of stakeholders. This helped in ensuring that the archetype names
and their characteristics are understood in the same manner.
(vi) Step 6 – Test the archetype definitions and characteristics with a globally
established tool. In this case, it was MBTI as the team was trained in
interpreting MBTI personality types.
E. Four Personality Quadrants
1. In general, there are 10 Personality Archetypes defined by PETRONAS upon
researching based on their business and competencies needs, which are:
(i) Problem Solver
(ii) Mastermind
(iii) Designer
(iv) Service Oriented
(v) Collaborator
(vi) Optimist
(vii) Scientist
(viii) Auditor
(ix) Peacemaker
(x) Coach
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2. The 10 Personality Archetypes can be represented into the 4 quadrants based on
KEY personality dimensions. The archetypes are being located randomly without
any particular order with intent only to identify which quadrant they belong to:
(i) Dynamic-Logic (D-L) consists of Problem Solver, Mastermind and Designer
(ii) Dynamic-People (D-P) consists of The Service Oriented, The Collaborator
and The Optimist
(iii) Logic-Methodical (L-M) consists of The Scientist and The Auditor
(iv) People-Methodical (P-M) consists of The Peacemaker and The Coach
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F. HOW IS PERSONALITY ARCHETYPES BEING USED?
In general, these are a few examples how PETRONAS is utilizing personality archetypes
/ profiling as data points in talent development and management:
(i) Personality Archetypes provides additional data point for job-talent
matching:
(ii) Archetypes provide a basis for identifying top talent matching for the critical
positions. By using the quadrants, we can match talents to specific job
requirement:
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Talent Management in Exploration |
Upstream Business,
PETRONAS
By:
NORSUHADA BINTI SAHEDAN
Executive - Mobility
HRM - Exploration (Upstream Division)
Petroliam Nasional Berhad (PETRONAS)
A. Talent Development PETRONAS
PETRONAS has complete guidelines on the career development of its employees.
PETRONAS also established a career path for each employee to focus on the
development of the staff’s skills according to the position and subsequently closing the
gap for them. To ensure that all employees are able to grow in their career path,
PETRONAS provides various platforms to expand their capabilities in their respective
directions. This can be seen from the preparation of learning centres, trainings, courses
and so on such as myLearningX and Harvard Manage Mentor.
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1. Employee Performance Management (EPM)
Executive annual performance is managed through PETRONAS Employee
Performance Management Framework which consist of:
(i) Goal Setting & Alignment
• During the Goal Setting phase, Executive and immediate superior shall
discuss and agree on the objectives and deliverables for the year
supporting the department/division/OPU’s business strategies and
initiatives. In delivering their performance objectives, Executive is
expected to demonstrate the behaviour and competency aligned with
PETRONAS Shared Values.
(ii) Coaching, Review & Feedback
• Executive is required to conduct periodic performance review with their
immediate superior to obtain timely coaching and feedback on their
performance. This will allow both Executive and immediate superior to
address job challenges and review the deliverables and targets according
to business requirements.
(iii) Appraisal
(a) Executives will be appraised based on the following during Year End
Performance Review (YEPR):
• Deliverables against their performance objectives and;
• Demonstration of behaviours and competency aligned with
PETRONAS Shared Values.
(b) Final Rating will be assigned to indicate Executive’s performance
either exceed, meet or below expectation.
(iv) Reward & Consequence
(a) Executive who performs meet or exceed expectation may be rewarded
in line with the relevant provision and guidelines.
(b) Executive who performs below expectation i.e. Rating 4 during YEPR
shall be subjected to consequence management via Performance
Improvement Plan (PIP); a structured and focused six months’
performance improvement plan targeted for Executive with a Final
Rating of ‘4’ to improve his overall performance to at least a rating of
‘3S’.
(c) Executive who fails to improve their performance during PIP may be
subjected to termination.
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