HR Manager is a management position. He is a member of management committee. There are many management level committees --- or better known as steering committee -- in this organization, one for each critical function in the Company. Apart from Management Committee (MC), there are HR Planning committee, tender committee, Health and Safety committee, and others.
HR Manager is member to all such committees. Attending meetings is the order of the day especially when the CEO is in town.
Today’s tender committee meeting, we discussed about whether or not to award this one particular bid to this one particular bidder. The bid was about the supply vessel to support the shutdown of our platform off Andaman Sea. I was no technical guy but I could contribute to the meeting by offering views from business or HR perspectives. I was IT Manager last time. I was HR Manager from downstream last time. When I was transferred to upstream, I need to learn a lot about upstream and E&P business. The management expects me to ‘run’ immediately at the new job. By the virtue of being a member of this committee member, I manage to reduce the learning curve.
Lesson Learnt:
Learning about the business is made simpler if you join many high level meetings. No matter how technical the subject matter is, at this level, it all boils down to business decision.
Tuesday, February 03, 2009
Networking dinner in Yangon
December 2008
Yangon was not a bad place after all. Not what like Americans and Westerners had described in their one-sided media or Lonely Planet guide book who maintained a chapter on whether or not to visit Myanmar. Those were politically-motivated rubbish.
Halal food is important criteria for principle-hardened individual like me. Halal food outlets are many here, if not abundant, in this city of 6 millions.
Today I got a call HR Manager from PTTEP, our partner in Yetagun project in Myanmar. He wanted to meet me over dinner to get to know the new HR Manager from a partner company. I responded in affirmative as I was also at the receiving end. I was new in this country, in this city and a need to establish network with other multinational companies operating in Myanmar was of paramount importance.
We set the date on the phone. Followed up later with the venue via email. We met a week after that at Mai Thai Restaurant, a halal outlet, on Kaba Aye Pagoda Road. Mr Sarapong was accompanied by his Finance Manager, a lady in early 40’s who spent 3 years in Jakarta before her assignment in Yangon Office. She talked in Bahasa Indonesia quite fluently. I was accompanied by my colleague from INSTEP who happened to be in Yangon on business matter on the same day.
They ordered food before we arrived – prawn spring rolls, fried fish in chili, tomyam goong --- yes their national dishes – bean sprouts and of course rice. We talked about so many things that night. Over Thai dishes in a Thai restaurant, the topic of main interest was not surprisingly on Thais and Thailand . Thais just got the new Prime Minister Mr Abishit after existing PM was driven out of office by yellow-shirted Thaksin followers. They did not bank high hope either on this Obama-like young prime minister, for the same reason Obama was initially rejected by Democrat Hillary Clinton’s supporters.
I managed to ask on how PTTEP outsourced their non-core functions. Not much info I got as PTTEP is relatively newer oil and gas player in Myanmar compared to my organization. Their track record was not proven as yet.
After the dinner, I walked up the hill to my apartment from the restaurant. At 9pm, Kaba Aye Pagoda Road was busy as usual. And dusty as usual.
Lesson Learnt:
You may have some agenda in mind during networking session but remember the other party also has theirs. It is more appropriate to let the host complete their agenda first. Don’t worry you will have enough time to cover yours.
Yangon was not a bad place after all. Not what like Americans and Westerners had described in their one-sided media or Lonely Planet guide book who maintained a chapter on whether or not to visit Myanmar. Those were politically-motivated rubbish.
Halal food is important criteria for principle-hardened individual like me. Halal food outlets are many here, if not abundant, in this city of 6 millions.
Today I got a call HR Manager from PTTEP, our partner in Yetagun project in Myanmar. He wanted to meet me over dinner to get to know the new HR Manager from a partner company. I responded in affirmative as I was also at the receiving end. I was new in this country, in this city and a need to establish network with other multinational companies operating in Myanmar was of paramount importance.
We set the date on the phone. Followed up later with the venue via email. We met a week after that at Mai Thai Restaurant, a halal outlet, on Kaba Aye Pagoda Road. Mr Sarapong was accompanied by his Finance Manager, a lady in early 40’s who spent 3 years in Jakarta before her assignment in Yangon Office. She talked in Bahasa Indonesia quite fluently. I was accompanied by my colleague from INSTEP who happened to be in Yangon on business matter on the same day.
They ordered food before we arrived – prawn spring rolls, fried fish in chili, tomyam goong --- yes their national dishes – bean sprouts and of course rice. We talked about so many things that night. Over Thai dishes in a Thai restaurant, the topic of main interest was not surprisingly on Thais and Thailand . Thais just got the new Prime Minister Mr Abishit after existing PM was driven out of office by yellow-shirted Thaksin followers. They did not bank high hope either on this Obama-like young prime minister, for the same reason Obama was initially rejected by Democrat Hillary Clinton’s supporters.
I managed to ask on how PTTEP outsourced their non-core functions. Not much info I got as PTTEP is relatively newer oil and gas player in Myanmar compared to my organization. Their track record was not proven as yet.
After the dinner, I walked up the hill to my apartment from the restaurant. At 9pm, Kaba Aye Pagoda Road was busy as usual. And dusty as usual.
Lesson Learnt:
You may have some agenda in mind during networking session but remember the other party also has theirs. It is more appropriate to let the host complete their agenda first. Don’t worry you will have enough time to cover yours.
Myanmar - land of pious people
To say Myanmar is a land of gold is half correct. It is also a land of human resource, abundant in supply, indeed. You can see them in their lungyis ("sarong") everywhere -- at the airport, on the streets, in offices, on the open pickups, etc. The people are polite and soft-spoken, humble and pious. They welcome foreigners as if welcoming a saviour to take them to a better future.
People are still the best asset for this military-run country. Seen in this photo are the young and ambitious who just graduated from University of Yangon. They are ready to enter Myanmar labor market. (Dec 2008)
Their ladies are not exceptional. Ladies make good HR personnel, everywhere, in Malaysia or overseas, because of their caring and loving and maternal instinct. That statement is correct even in Myanmar. I have four lady executives under me in Yangon, taking charge of four core HR functions respectively namely HR Planning, HR Development, Training and Employee Relations.
These are local Burmese ladies with fairly high degree of commitment to work. Three of them are working moms. One is still single. They are my staff and I have to get to know them in order to understand them. They are important to me during performance appraisal as they provide me the feedbacks on me to my superior. I will describe each and every one of them in more details in future posting, God willing.
But I must say pronouncing and thereafter remembering their names is a struggle for me.
Their ladies are not exceptional. Ladies make good HR personnel, everywhere, in Malaysia or overseas, because of their caring and loving and maternal instinct. That statement is correct even in Myanmar. I have four lady executives under me in Yangon, taking charge of four core HR functions respectively namely HR Planning, HR Development, Training and Employee Relations.
These are local Burmese ladies with fairly high degree of commitment to work. Three of them are working moms. One is still single. They are my staff and I have to get to know them in order to understand them. They are important to me during performance appraisal as they provide me the feedbacks on me to my superior. I will describe each and every one of them in more details in future posting, God willing.
But I must say pronouncing and thereafter remembering their names is a struggle for me.
Yangon, here I come
The next entries on this blog will be about my experience as HR Manager assigned at Yangon Office, Myanmar.
Myanmar is also known as the Golden Land, probably because of golds are everywhere in every pagodas in this low-key country.
You may want to refer to this travelogue www.bumisepi.com for info on Myanmar or in particular Yangon. I noted that most entries in this website are in Bahasa Melayu. The webmaster told me it is his policy to uphold the national language of Malaysia in his website. I could not agree more. Well, get somebody to translate them to BM. They are some cool stuff there.
Myanmar is also known as the Golden Land, probably because of golds are everywhere in every pagodas in this low-key country.
You may want to refer to this travelogue www.bumisepi.com for info on Myanmar or in particular Yangon. I noted that most entries in this website are in Bahasa Melayu. The webmaster told me it is his policy to uphold the national language of Malaysia in his website. I could not agree more. Well, get somebody to translate them to BM. They are some cool stuff there.
Moving on
November 2008
In this organization at the corporate level, subsidiaries are clustered together by the product types or simply known as ‘business’. At the current subsidiary I am currently attached which is under petrochemical business, we produced vinyl chloride, a specialty chemical used to produce PVC pipes and other end-user polymer products.
I was not here long, only for about 8 months. The company didn’t make tons of money like my previous OPU. The morale of the staff was low. The management tried hard including bending some HR rules and throwing away parties to please staff so that they don’t leave the company and go to the middle east. A small feat by any rate was celebrated in a grand scale.
I left the company on mid October 2008 after my application for an international posting was accepted, not without much hurdles.
It is still a transfer within the parent company, not really a resignation, unlike those lured away by the middle east syndrome who has to tender resignation.
By mid November 2008 I was entrusted to take charge of the HR Dept of the Exploration and Production (E&P) outfit, based in Yangon, Myanmar, after my predecessor there completed his term and left. This was my first experience working overseas. And I look forward to it. Moving to upstream must be fun.
Lesson learnt:
Never stay too long in the same position. Once complacency creeps in, creativity dies. As a rule of thumb, more than 6 years is considered too long. Discuss with your HR to find out the the available opportunity which suits your talent and experience. Discuss with your boss also. You must initiate this discussion, not waiting for your ever-busy HR people.
In this organization at the corporate level, subsidiaries are clustered together by the product types or simply known as ‘business’. At the current subsidiary I am currently attached which is under petrochemical business, we produced vinyl chloride, a specialty chemical used to produce PVC pipes and other end-user polymer products.
I was not here long, only for about 8 months. The company didn’t make tons of money like my previous OPU. The morale of the staff was low. The management tried hard including bending some HR rules and throwing away parties to please staff so that they don’t leave the company and go to the middle east. A small feat by any rate was celebrated in a grand scale.
I left the company on mid October 2008 after my application for an international posting was accepted, not without much hurdles.
It is still a transfer within the parent company, not really a resignation, unlike those lured away by the middle east syndrome who has to tender resignation.
By mid November 2008 I was entrusted to take charge of the HR Dept of the Exploration and Production (E&P) outfit, based in Yangon, Myanmar, after my predecessor there completed his term and left. This was my first experience working overseas. And I look forward to it. Moving to upstream must be fun.
Lesson learnt:
Never stay too long in the same position. Once complacency creeps in, creativity dies. As a rule of thumb, more than 6 years is considered too long. Discuss with your HR to find out the the available opportunity which suits your talent and experience. Discuss with your boss also. You must initiate this discussion, not waiting for your ever-busy HR people.
Celebrating an accomplishment
October 2008
In this organization, having financial figures in red is a norm. Year in and year out the management and staff are used to it. So having one small profitable year is welcomed by everybody in a big way. It is not about incompetency but more about the higher feedstock price, escalating production cost and low selling price. But I know the management could do more than what they are doing now rather than blaming the market alone. They should have looked into getting rid of stocks quickly and improving plants reliability. Removing blood clots in business world could enhance cashflow in a way.
We threw a dinner party to all staff and their family members to celebrate a successful plant shutdown and since it fell in Syawal, there was nothing wrong in including Raya celebration as well – 2 in 1. It saved cost. Really.
The event was a huge success with plenty of foods and shows from staff, expatriates and management team alike. No highly-paid performers or celebrity was invited. Only home-grown talents among technicians and operators on their offday. One of the process technician got the grand prize lucky draw --- i.e a plasma TV. The climax of the night was a performance by the MC members. Yes, we sang our newly-created company song to a tune of P Ramli’s Madu 3 song.
Lesson Learnt:
If you are running a losing company, not even breaking even, celebration is even more important in order to keep staff’s morale high. Cut cost by having internal performance – by department. You’ll be surprised at what they could actually do. But the food must be good – place order from the nearby hotel. Never cut cost on food.
In this organization, having financial figures in red is a norm. Year in and year out the management and staff are used to it. So having one small profitable year is welcomed by everybody in a big way. It is not about incompetency but more about the higher feedstock price, escalating production cost and low selling price. But I know the management could do more than what they are doing now rather than blaming the market alone. They should have looked into getting rid of stocks quickly and improving plants reliability. Removing blood clots in business world could enhance cashflow in a way.
We threw a dinner party to all staff and their family members to celebrate a successful plant shutdown and since it fell in Syawal, there was nothing wrong in including Raya celebration as well – 2 in 1. It saved cost. Really.
The event was a huge success with plenty of foods and shows from staff, expatriates and management team alike. No highly-paid performers or celebrity was invited. Only home-grown talents among technicians and operators on their offday. One of the process technician got the grand prize lucky draw --- i.e a plasma TV. The climax of the night was a performance by the MC members. Yes, we sang our newly-created company song to a tune of P Ramli’s Madu 3 song.
Lesson Learnt:
If you are running a losing company, not even breaking even, celebration is even more important in order to keep staff’s morale high. Cut cost by having internal performance – by department. You’ll be surprised at what they could actually do. But the food must be good – place order from the nearby hotel. Never cut cost on food.
Wednesday, July 30, 2008
SAJAK -- Dari jendela Bilik 2111
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
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
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.
Wednesday, December 05, 2007
Middle Managers Forum
Remember my previous blog entry on this species of staff in my organization. Yes, the issues have not settled yet. The upper management still focuses on what they do miserably rather than their strenghts. All middle managers met at the 5-star hotel in Kuala Lumpur to discuss on middle managers' roles in achieving the Group Corporate Agenda. An old leader presented on leadership and his expectatio. He said if the middle managers could do this two things, the entire company will be better off. They are: MANAGE THEIR STAFF WORK PERFORMANCE and START DEVELOPING THEIR YOUNG EXECUTIVES. Well, it is easier said than done.
Assessment again – for panelmen this time!!!
In this organization, assessment is the most important tool in people development. Why assessment? Staff is assessed to check their current competency level and secondly and in fact more importantly is for promotion to the higher job grade. Passing judgement and making decision are part of HR Manager’s life, again I say. They are people assessors. They must observe people. They must listen to their stories actively. Stories about how they solve problems at work. Stories about how they manage difficult subordinates. Stories about how they react during plant emergency. Stories about how they react when their ideas are rejected. So on and so forth. HR Managers must listen to all this before determining their competency level.
Today I flew 1600 km from KLIA to another sister company who is running a methanol plant with the capacity of about 2000 metric tonnes per day, to listen to more stories, more than I could put in this blog.
Today’s assessees should have been senior plant operators and technicians, as I was informed initially by the organizer at the HQ. However, but those turning up for the interview was from all level of job grades – from the most junior to most senior and also couple of executives performance shift superintendent function. Another sin committed by HR peoples --- miscommunication ! Nevertheless I obediently did what I am supposed to do.
Most of our senior operators are performing panelmen function. They operate the process units (DEF: many process units make up a plant) by making changes and monitoring a computerized system called DCS (Distributed Control System). Data on plant performance are available to panelmen via DCS screens. If they need to physically check on something on site, they will radio the field operator who will go to the site and gather the data. SO you see panelmen are the most sought after people in oil and gas industry.
Operators and technicians are backbone to our operation and are trained to perform multi-tasks, vis-à-vis they are doing other task besides their core task. For example, an operator who does field work (or field operator) is also required to take samples for testing by laboratory technician. Samples are taken from products tank and tested for compliance to certain parameters before they (products) can be released to customers. Another example is mechanical technician. He also must know some aspect of electrical or instrument of the key equipments.
Back to my interview session. It is a competency-based interview where candidates must cite examples of actual experience to support the competency level achieved. Most senior operators had many evidences to share but not so for the junior ones. It is understood as experiences come with time. One senior operator, when asked “what is his biggest achievement this year”, said it was when he completed Company-sanctioned supervisory program which is mandatory for him to complete in order to get promoted to the higher grade. I was quite surprised by the response as I was expecting something technical and plant-related. So now I knew why operators are not good at paperwork. Everything on plant matters are all on their heads, rarely got documented elsewhere. But one thing for sure is that all my operators are very skillful and passionate about their job.
Today I flew 1600 km from KLIA to another sister company who is running a methanol plant with the capacity of about 2000 metric tonnes per day, to listen to more stories, more than I could put in this blog.
Today’s assessees should have been senior plant operators and technicians, as I was informed initially by the organizer at the HQ. However, but those turning up for the interview was from all level of job grades – from the most junior to most senior and also couple of executives performance shift superintendent function. Another sin committed by HR peoples --- miscommunication ! Nevertheless I obediently did what I am supposed to do.
Most of our senior operators are performing panelmen function. They operate the process units (DEF: many process units make up a plant) by making changes and monitoring a computerized system called DCS (Distributed Control System). Data on plant performance are available to panelmen via DCS screens. If they need to physically check on something on site, they will radio the field operator who will go to the site and gather the data. SO you see panelmen are the most sought after people in oil and gas industry.
Operators and technicians are backbone to our operation and are trained to perform multi-tasks, vis-à-vis they are doing other task besides their core task. For example, an operator who does field work (or field operator) is also required to take samples for testing by laboratory technician. Samples are taken from products tank and tested for compliance to certain parameters before they (products) can be released to customers. Another example is mechanical technician. He also must know some aspect of electrical or instrument of the key equipments.
Back to my interview session. It is a competency-based interview where candidates must cite examples of actual experience to support the competency level achieved. Most senior operators had many evidences to share but not so for the junior ones. It is understood as experiences come with time. One senior operator, when asked “what is his biggest achievement this year”, said it was when he completed Company-sanctioned supervisory program which is mandatory for him to complete in order to get promoted to the higher grade. I was quite surprised by the response as I was expecting something technical and plant-related. So now I knew why operators are not good at paperwork. Everything on plant matters are all on their heads, rarely got documented elsewhere. But one thing for sure is that all my operators are very skillful and passionate about their job.
Tuesday, August 07, 2007
KPI Setting and Cascading
In this organization, every single move is driven by key performance indicator or popularly known by its acronym, KPI. KPI is so sacred, that new entrants could be forgiven for thinking that KPI is next to the Holy Koran. Everything you do here should draw you closer to your work or personal goals, which make up your KPIs. CEO keeps reminding all executives at every opportunity to avoid 'rocking-chair' syndrome. He says we might be embroiled in day-to-day activities that we cannot see the forest for the trees. But never lose sight of where are you going. The importance of KPI is very obvious and known to all. During year-end performance apprisal, superior will review the agreed KPI of their and asign the performance rating. The magnitude of rewards will solely be determined by the rating. Very obvious indeed.
KPI must be set and later cascaded. These are done in a series of workshops at Company level followed by Department or Section levels. CEO will cascade down his KPIs to his direct report.for instance, CEO holds the Net Profit KPI. Upon cascading down, one of his direct reports Operation Manager holds the Production Volume KPI. Another direct Engineering Manager carries Plant Reliability KPI. You see KPI cascading is very crucial in realizing the top-most business objectives.
In the workshops, KPIs are cascaded and owned. Targets are agreed. Duplication and ambiguity are removed. Priority is set. The agreed KPIs are then documented in a so-called Individual Performance Contract or IPC. Eventually all CEO direct reports will have one IPC each. IPC, as the name implies, is a contract or a promise to your superior that you'll deliver what have been agreed. These contract is then signed off between CEO and his direct ports in a ceremony attended by all staff. We called it a KPI Signing Off ceremony, celebrated with lavish food and drink, to mark that responsibilities and accountabilities have been accepted and promises are to be delivered.
I'll more about this later, God willing.
KPI must be set and later cascaded. These are done in a series of workshops at Company level followed by Department or Section levels. CEO will cascade down his KPIs to his direct report.for instance, CEO holds the Net Profit KPI. Upon cascading down, one of his direct reports Operation Manager holds the Production Volume KPI. Another direct Engineering Manager carries Plant Reliability KPI. You see KPI cascading is very crucial in realizing the top-most business objectives.
In the workshops, KPIs are cascaded and owned. Targets are agreed. Duplication and ambiguity are removed. Priority is set. The agreed KPIs are then documented in a so-called Individual Performance Contract or IPC. Eventually all CEO direct reports will have one IPC each. IPC, as the name implies, is a contract or a promise to your superior that you'll deliver what have been agreed. These contract is then signed off between CEO and his direct ports in a ceremony attended by all staff. We called it a KPI Signing Off ceremony, celebrated with lavish food and drink, to mark that responsibilities and accountabilities have been accepted and promises are to be delivered.
I'll more about this later, God willing.
Doa (Invocation)
There are many God-fearing & pious workers in this
organization. They perform their duties as if they will
live for the next 1000 years and they pray to God as if
they will die tomorrow. What the extremes you may think,
but that is the teaching of the Prophet Mohammad, peace
be upon him.
Every morning at 8am, an assigned staff will read a doa
(an invocation to God Almighty) over public address
system. The PA system is well connected through out the
entire plant covering every single building where there
is a workplace.
The message in the doa is quite simple. May God bless our
operation for the day. Make us better as days go by, in
term of performance and behavior.
The recital of the doa is a form of surrender to Allah
Almighty that men alone cannot ensure safety to this
extremely hazardous petrochemical plant, despite all the
safety measures taken, despite that SAFETY, SAFETY and
SAFETY are the top three priorities by the management.
And it reminds me that the biggest safety is when one is
saved from the Hell Fire.
organization. They perform their duties as if they will
live for the next 1000 years and they pray to God as if
they will die tomorrow. What the extremes you may think,
but that is the teaching of the Prophet Mohammad, peace
be upon him.
Every morning at 8am, an assigned staff will read a doa
(an invocation to God Almighty) over public address
system. The PA system is well connected through out the
entire plant covering every single building where there
is a workplace.
The message in the doa is quite simple. May God bless our
operation for the day. Make us better as days go by, in
term of performance and behavior.
The recital of the doa is a form of surrender to Allah
Almighty that men alone cannot ensure safety to this
extremely hazardous petrochemical plant, despite all the
safety measures taken, despite that SAFETY, SAFETY and
SAFETY are the top three priorities by the management.
And it reminds me that the biggest safety is when one is
saved from the Hell Fire.
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