Betul-betul hutan batu di depan sana
Dekat dan jauh
Jauh dan dekat
Hotel Renaissance melengkung memberi tabik kepada KLCC
Hotel Concorde yang bersegi
Hotel yang belum siap
Kondo yang belum siap
Hotel Imperial di sebelah UniKL
Menara KL mencekau awan bagaikan berkata - Akulah Ketua.
Simbol status manusia masakini
Manusia berpusu-pusu di jalan tinggi
Dan di jalan rendah
Mengejar apa ya?
Ku pandang ke bawah
Sebuah sekolah berbumbung oren
Bersih dan tersusun
Sekolah China tetapi ada seorang pelajar perempuan bertudung
Ku pandang ke kiri
Bas rapidKL menjalari di Jalan Ampang
Zouq untuk sofi dan sofiah yang terpedaya
Ku pandang ke kanan
Pusara-pusara mini dipagari kotak empat segi putih
Direndangi pepohon hijau
Indah dan tenang
Itulah tempat kekal abadi
Manusia mengejar apa ya?
Abu Adam
Hotel Maya KL
30/7/2008
Wednesday, July 30, 2008
SAJAK: Dari jendela Bilik 1516
Laluan monorel di bawah sana
Lalu hilang di sebalik bangunan merah bata
Skrin besar di simpang empat
Bangunan tinggal juga di simpang empat
Di simpang itu
Lampu merah, hijau dan kuning menjadi raja.
Beri perintah kepada manusia
Dalam kereta dan di luar kereta
Atas motor dan dalam bas
Manusia patuh kesemuanya
Shaw Parade dikejauhan.
Tidak tahu apa di sana.
Tentu ceria.
Memandang ke dalam
Suratkhabar percuma -- "We've met three times-PM"
Beg hitam yang terburai
Katil cadar putih
Sofa merah
Dinding cermin
TV Panasonic QuintrixF
Di belakang jejaring kayu
Jamban tiada paip air
Sempit tapi selesa
Sesuai dengan bintangnya
AKu terus menunggu jam 7ptg.
Abu Adam
Hotel ParkRoyal KL
21/7/2008 @ 3:30pm
Lalu hilang di sebalik bangunan merah bata
Skrin besar di simpang empat
Bangunan tinggal juga di simpang empat
Di simpang itu
Lampu merah, hijau dan kuning menjadi raja.
Beri perintah kepada manusia
Dalam kereta dan di luar kereta
Atas motor dan dalam bas
Manusia patuh kesemuanya
Shaw Parade dikejauhan.
Tidak tahu apa di sana.
Tentu ceria.
Memandang ke dalam
Suratkhabar percuma -- "We've met three times-PM"
Beg hitam yang terburai
Katil cadar putih
Sofa merah
Dinding cermin
TV Panasonic QuintrixF
Di belakang jejaring kayu
Jamban tiada paip air
Sempit tapi selesa
Sesuai dengan bintangnya
AKu terus menunggu jam 7ptg.
Abu Adam
Hotel ParkRoyal KL
21/7/2008 @ 3:30pm
SAJAK: Dari jendela Bilik 2460
Berombak-ombak bumbung KL Sentral di bawah sana
Keretapi pendek 2 katam keluar dan masuk dan menghilang
Manusia di dalam tidak kelihatan tetapi mesti gembira kerana dapat
pulang ke rumah selepas sehari di perintah bos
ATau tidak gembira pulang kerana di rumah ada bos baru menanti
AKu tidak kisah
Kondo putih berjiran dengan YMCA
Jalan Brickfield penuh dengan manusia hitam dan putih dan kelabu
Terminal MOnorail memuntahkan manusia baru turun
Terasa lega selepas berada dalam tin sardin sejuk
Tapi kemana mereka selepas ituAku tidak kisah
Di horizon bukit bukau memagari Lembah Klang
Rumah-rumah dan apartment-apartment tersusun indah tapi kaku
Laksana tempat tingal kaum Aad
Kondo disebelah kanan sebelah Plaza Sentral
Tentu ratusan ribu RM dan aku tidak mampu
Kolam mandi dibarisi pepohon ru hijau
Syurga dunia menggamit aku
Tiba-tiba teringat Adam dan Afiq dan pelampung oren mereka
Azan kedengaran sayup-sayup tenggelam dan timbul
Tetapi tidak tahu dari musolla mana
Semua itu tidak penting lagi bagi penghuni tin sardin sejuk
Siapa peduli?
Hari makin kelam
Gigitan terakhir sandwich Subway menu no. 6
Kad jemputan Starwood Prefered Guest utk majlis cocktail di Tingkat 8 terjatuh ke lantai
Dan terus ke bakul sampah
Abu Adam
Hotel Le Meridien KL
9/7/2008 @ 7:30pm
Keretapi pendek 2 katam keluar dan masuk dan menghilang
Manusia di dalam tidak kelihatan tetapi mesti gembira kerana dapat
pulang ke rumah selepas sehari di perintah bos
ATau tidak gembira pulang kerana di rumah ada bos baru menanti
AKu tidak kisah
Kondo putih berjiran dengan YMCA
Jalan Brickfield penuh dengan manusia hitam dan putih dan kelabu
Terminal MOnorail memuntahkan manusia baru turun
Terasa lega selepas berada dalam tin sardin sejuk
Tapi kemana mereka selepas ituAku tidak kisah
Di horizon bukit bukau memagari Lembah Klang
Rumah-rumah dan apartment-apartment tersusun indah tapi kaku
Laksana tempat tingal kaum Aad
Kondo disebelah kanan sebelah Plaza Sentral
Tentu ratusan ribu RM dan aku tidak mampu
Kolam mandi dibarisi pepohon ru hijau
Syurga dunia menggamit aku
Tiba-tiba teringat Adam dan Afiq dan pelampung oren mereka
Azan kedengaran sayup-sayup tenggelam dan timbul
Tetapi tidak tahu dari musolla mana
Semua itu tidak penting lagi bagi penghuni tin sardin sejuk
Siapa peduli?
Hari makin kelam
Gigitan terakhir sandwich Subway menu no. 6
Kad jemputan Starwood Prefered Guest utk majlis cocktail di Tingkat 8 terjatuh ke lantai
Dan terus ke bakul sampah
Abu Adam
Hotel Le Meridien KL
9/7/2008 @ 7:30pm
OLD FRIEND CHANGING HOBBY
While cycling in the neighborhood -- part of my weekend routine, for
healthy lifestyle, so to speak -- I bumped into an old friend. Hj Ahmad is an
experienced eletrical supervisor, with interest in computers. His PC skills reached an 'expert' level. He knew how to assemble a PC and travel a distance to source for PC parts. We talked and I was suprised to see 2 big bikes in his collection. To be exact, a 130 cc bike and
two 250cc bikes. The big bike are Naza and Kawasaki ZZR, respectively. He was at
the retiring age already and sudden switch in interest surprised me. He said he was too tired to keep up-to-date with IT. Leave IT to the young. I was sad inside.
healthy lifestyle, so to speak -- I bumped into an old friend. Hj Ahmad is an
experienced eletrical supervisor, with interest in computers. His PC skills reached an 'expert' level. He knew how to assemble a PC and travel a distance to source for PC parts. We talked and I was suprised to see 2 big bikes in his collection. To be exact, a 130 cc bike and
two 250cc bikes. The big bike are Naza and Kawasaki ZZR, respectively. He was at
the retiring age already and sudden switch in interest surprised me. He said he was too tired to keep up-to-date with IT. Leave IT to the young. I was sad inside.
REVIEWING WORK PRIOR TO SUBMISSION
One of my staff Azura was requested to prepare an appreciation paper
for 2 female interns. As in the past, what she did was retrieve
similar memo and changed the names. The original memo was meant for a
guy. Little did she realize that the work is more that copying or cut
and paste. She changed name but forgot to change the pronouns like
"his" which should have been "hers". There are many occurences like this in the memo.
She didn't review it fully. Once I figured it out, she ammended it and passed back to me for my signature. Then I found another mistake. She ammended it and passed back to me. Then I found another mistake. She ammended it and passed back to me. Then I found another mistake. She ammended it and passed back to me. So it ended up that I was the one who did all the review. This was too much, I said to myself. I took her into my room and gave her a coaching session.
Lesson learnt: A lot of time and energy is required to coach staff.
for 2 female interns. As in the past, what she did was retrieve
similar memo and changed the names. The original memo was meant for a
guy. Little did she realize that the work is more that copying or cut
and paste. She changed name but forgot to change the pronouns like
"his" which should have been "hers". There are many occurences like this in the memo.
She didn't review it fully. Once I figured it out, she ammended it and passed back to me for my signature. Then I found another mistake. She ammended it and passed back to me. Then I found another mistake. She ammended it and passed back to me. Then I found another mistake. She ammended it and passed back to me. So it ended up that I was the one who did all the review. This was too much, I said to myself. I took her into my room and gave her a coaching session.
Lesson learnt: A lot of time and energy is required to coach staff.
WITHDRAWAL OF RESIGNATION TENDER NOTICE
May 2008
An executive staff tendering resignation would like to withdraw it
within tender notice. Is it possible? This is new situation to me as
an HR Manager. My executive staff in charge of IR is very new -- only
3 months in position -- and she is of no help either. Networking did
it. I called my seasoned HR friend. I consulted with my manpower
planning executive who happened to have vast experience in Industrial
Relation matters from her previous position. She is very resourceful
and sweet I must say. (I write about her later -- remind me). I made
reference to an IR Guide I got from attending an HR seminar couple
years ago). So can he withdraw his resignation? The answer is YES but
subject to the management's agreement. It is the management
prerogative. If the management wants him badly they will agree for
him to stay, else off he goes.
I consulted CEO and he agreed to take him back. We felt the key
reason for leaving is not that he is not loyal to the Company or
something like that, but because of other personal matters.
Lesson Learnt: It is an employee right to tender resignation, but in
case of withdrawal of notice of resignation, it is the management
prerogative. We talk about a contract here where two parties agree on
something.
An executive staff tendering resignation would like to withdraw it
within tender notice. Is it possible? This is new situation to me as
an HR Manager. My executive staff in charge of IR is very new -- only
3 months in position -- and she is of no help either. Networking did
it. I called my seasoned HR friend. I consulted with my manpower
planning executive who happened to have vast experience in Industrial
Relation matters from her previous position. She is very resourceful
and sweet I must say. (I write about her later -- remind me). I made
reference to an IR Guide I got from attending an HR seminar couple
years ago). So can he withdraw his resignation? The answer is YES but
subject to the management's agreement. It is the management
prerogative. If the management wants him badly they will agree for
him to stay, else off he goes.
I consulted CEO and he agreed to take him back. We felt the key
reason for leaving is not that he is not loyal to the Company or
something like that, but because of other personal matters.
Lesson Learnt: It is an employee right to tender resignation, but in
case of withdrawal of notice of resignation, it is the management
prerogative. We talk about a contract here where two parties agree on
something.
When a 'good' man dies
3/5/2008:
Yesterday one of Malaysian most successful entrepreneurs died in Los
Angeles succumbing to lung cancer. I didn't know why the news touched
my heart so much. I didn't know him much except from newspaper. To me
he is good man. He started from scratch, from RM80000 and 5 APs. He
went to Japan and brought back 5 used Japanese cars and within 3
months sold all those cars. He seemed humble and hardworking. Man of
action and less talking. He donated a lot too. There were news about
him in the newspaper too - that he got those AP thru political
connection and unscruplous dealings. But I am a fact-based guy so I
paid no heed to such unverified news.
Lesson Learnt: When a good man died I found myself asking myself when
is my turn. Judge a person at face value. Leave the rest to God Almighty.
Yesterday one of Malaysian most successful entrepreneurs died in Los
Angeles succumbing to lung cancer. I didn't know why the news touched
my heart so much. I didn't know him much except from newspaper. To me
he is good man. He started from scratch, from RM80000 and 5 APs. He
went to Japan and brought back 5 used Japanese cars and within 3
months sold all those cars. He seemed humble and hardworking. Man of
action and less talking. He donated a lot too. There were news about
him in the newspaper too - that he got those AP thru political
connection and unscruplous dealings. But I am a fact-based guy so I
paid no heed to such unverified news.
Lesson Learnt: When a good man died I found myself asking myself when
is my turn. Judge a person at face value. Leave the rest to God Almighty.
Compensating discrepancies via better performance rating
This company operates in an unionized work environment, which means
our plant operators and technicians are members of the Company-
approved employee union. We had Collective Agreement that spells out
term and condition for union members. This CA is revised every 3
years and the latest revision was implemented last year in July.
Among new item added is new salary adjustment. Somehow during the
latest revision issue surfaced as not all operators benefited from
the adjustment. Some were considered not eligible.Salary people in HQ said anomalies were inevitable in big population
and the approach adopted is the one with less adverse impact. And
this resulted in some junior operators left out. They came compaining
to the management and CEO promised he would do something. CEO asked
HR to look into the matter. I said salary is one of the policy
matters managed by the HQ not by the branch HR manager. What the
affected staff could do is work extra hard to catch up with their
colleagues. Working harder normally translates into better
performance rating. Better rating in turn translates into higher
annual increment. HR and CEO met the affected staff during breakfast
meeting. We explained the process and calculation and everything we
wanted them to know. They bought in. Subsequently HR examined their
performance ratings, check with their superiors and where justifiable push
one notch higher so that they will enjoy higher salary increment.
Lesson learnts: Anomalies do happen in any salary revision
implementation. Use less damaging approach. Arrange for engagement
session. Explain. Don't apologize.
our plant operators and technicians are members of the Company-
approved employee union. We had Collective Agreement that spells out
term and condition for union members. This CA is revised every 3
years and the latest revision was implemented last year in July.
Among new item added is new salary adjustment. Somehow during the
latest revision issue surfaced as not all operators benefited from
the adjustment. Some were considered not eligible.Salary people in HQ said anomalies were inevitable in big population
and the approach adopted is the one with less adverse impact. And
this resulted in some junior operators left out. They came compaining
to the management and CEO promised he would do something. CEO asked
HR to look into the matter. I said salary is one of the policy
matters managed by the HQ not by the branch HR manager. What the
affected staff could do is work extra hard to catch up with their
colleagues. Working harder normally translates into better
performance rating. Better rating in turn translates into higher
annual increment. HR and CEO met the affected staff during breakfast
meeting. We explained the process and calculation and everything we
wanted them to know. They bought in. Subsequently HR examined their
performance ratings, check with their superiors and where justifiable push
one notch higher so that they will enjoy higher salary increment.
Lesson learnts: Anomalies do happen in any salary revision
implementation. Use less damaging approach. Arrange for engagement
session. Explain. Don't apologize.
Mobility finally got me!
In this organization, employees are moved from one company to another in the Group after meeting certain criteria. One of them is number of years at present company. Mobility is compulsory for executives but not for non-executives and is done bone fid, in a good faith. The primary reason they move is for the sake of career development, so said the management. As an HR person I must believe in this and uphold this policy. Mobility is dreaded by family men -- those who are deeply rooted at wherever they are, welcomed by the young and restless. Mobility can happen within the company i.e. you are moved from one dept to another. We call it intra-company. It also can happen inter-company, i.e. you are moved from one company to another, within the same location or 1000 miles away. It is not easy to uproot the employee already in his comfort zone. You not only move the employee, but the wife and childrens. Children change school. The wife changes job. New neighbors and neighborhood. New house. New culture? Yes -- if you are posted overseas. So you see mobility is not easy. But for the discomfort and hardship, the employee is compensated well.
Finally my time has come. In the name of development, I was moved from this company to another plant in the same region. This happened in February 2008. My superior -- HR senior manager -- said I need some experience as a Management Committee member. This new outfit provides me this opportunity whereby I report direct to CEO. The good news is I get new working experience but the bad news is the new company is much smaller and not as profitable as the current one.
Finally my time has come. In the name of development, I was moved from this company to another plant in the same region. This happened in February 2008. My superior -- HR senior manager -- said I need some experience as a Management Committee member. This new outfit provides me this opportunity whereby I report direct to CEO. The good news is I get new working experience but the bad news is the new company is much smaller and not as profitable as the current one.
Wednesday, February 06, 2008
Performance Appraisal enhanced again!!!
In this organization, people are rewarded on performance and leadership behaviors. Performance are measured on agreed KPI and leadership is measured based on 360 degree behavioral feedbacks. These two dimensions are measured objectively annually thru performance management system. The system has been in place for quite sometimes and it is evolving for the better from year to year. The management is strong believer in differentiating high performers from poor performers. Mr Jack Welch had really got into them with his theory on people and performance. His differentiation theory says that people fall into 3 categories - 20% high performers, 70% average performers and 10% poor performers. His books, his lectures on videos, his sayings are quoted in management forums and other Company's events. This year the new enhancements are the behavioral feedbacks must be supported with evidence. Not only you assign rating, you must also write instances where they have demonstrated the leadership behaviors. The instances are real life examples complete with SITUATION or TASK. ACTION taken and RESULT achieved. Without examples you can give average rating only. While we call it STAR, other organizations may call it SBO for SITUATION, BEHAVIOR and OUTCOME. They are the are the same things. When my staff presented this new requirement to all executives, the response was mixed. Some simply nodded in compliance. Some said the management is no longer honest in rewarding people, now more difficult to get better rating. Some said the trust is eroding.
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