6 mystarjob.com, saturday 11 October 2014 mystarjob.com, saturday 11 October 2014 7

Winners of the Life At Work AWArd 2014 “the Life At Work AWArd highLights best prACtiCes to Life At Work enCourAge more empLoyers to promote Work-Life integrAtion And pArent-friendLy Working environment. this is With the Aim to inCreAse the pArtiCipAtion of Women in the WorkforCe And to promote A diverse And inCLusive AWArd 2014 Working environment. i hope their best prACtiCes WiLL enAbLe you to mAke greAt reCommendAtions to your oWn CeLebrAting Work-Life prACtiCes orgAnisAtions on striking Work-Life bALAnCe.” - Datuk Seri Rohani Abdul Karim N the war for talent, more and more l CEO Champion, which recognises the CEO’s Women, Family and Community Development Minister organisations are recognising the need to leadership and commitment to the organisa- retain their employees by addressing their tion’s D&I initiatives needs at different stages of their career With the enhanced judging criteria, six Iand life cycle. organisations which participated in the Life At With its inaugural launch in 2013, the Life Work Award 2014 emerged winners in the fol- at Work Award recognises and celebrates lowing categories: organisations with leading workplace strate- l Malaysian Organisation. Women represent 33% of company’s gies which enable employees to achieve better l International Organisation. board of directors and 41% of senior and mid- Maternity leave can be extended for an success at work and in their personal lives by l Lean Organisation management levels. (From left) Prakash Chandran, president and CEO, Siemens Malaysia; Lily Rozita Mohd Khairi, head of legal, Shell Malaysia; Amanda Oh, director, additional month by working from home to promoting diversity and inclusion (D&I), work- (less than 500 headcount). human resources, BASF Asia-Pacific Service Centre; Datuk Sabariah Hassan, secretary-general, Ministry of Women, Family and Community Employees are given an option of additional allow new mothers to ease into work. life integration and work-life practices. l New Initiative. Development Malaysia (MoWFCD); Nora Abdul Manaf, group chief human capital officer, Maybank Group; Datuk Seri Rohani Abdul Karim, Minister, 30 days of paid maternity leave as well as up to 50% of IHS Malaysia’s workforce are This will undoubtedly lead to higher employ- l Making a Difference. 72% of top management positions are held by MoWFCD; Tan Sri Muhyiddin Yassin, Deputy Prime Minister; Puan Sri Noorainee Abdul Rahman, wife of Deputy Prime Minister; Datuk Azizah Mohd Dun, seven days of paid paternity leave. women, with a retention rate of 90% among ee engagement, a more diverse workforce and l CEO Champion. women. Deputy Minister, MoWFCD; Johan Mahmood Merican, CEO, Talent Corp; Sridharan Nair, managing director, PwC Malaysia; Yap Hsu Yi, senior HR women employees. ultimately resulting in better productivity and “Teleworking” allows employees the option manager, Organisation Capability Asia Pacific, PepsiCo Malaysia; Rahima Ibrahim, senior vice-president, head of HR, Siemens Malaysia Option for flexi hours, staggered hours and business performance. Women’s Mentoring Circle is a development to work away from the office, initiated telecommuting for all employees. This year, the award was enhanced by since 2010. programme for women at senior manager level to rise and advance in their career. highLights of key initiAtives analysing improving trends of women repre- sentation in decision-making roles and women- Flexible working arrangements such as friendly policies as well as work-life practices. flexi hours and telecommuting focusing In addition, the judging criteria gave recogni- Malaysia Women’s Interest Network on results rather than how, when tion to the following areas: provides support to women employees or where the work gets Winner Winner l Best New Initiative, which is awarded to through education and networking. done. Malaysian Organisation New Initiative the company that has the best implemented new initiative “Modified Work Week” programme provides l Female representation stood at 15% in 2009 and has since grown l Flexibility@Work allows flexible choices including arriv- l Making a Difference, awarded to the com- flexibility to work on a modified schedule in the to 31% of women in senior management positions in 2013, result- ing at work anytime between 7am and 10am and working pany that has implemented a work-life practice office, maintaining total normal hours of work. ant of an enabling work climate and “people dashboard” discipline from home. that has significantly impacted its employees “Adaptable Workplace” programme Improvement in gender ratio for board level. monitoring. l Top management gender diversity ratio increased to over allows employees to work from home up to l Flexible work arrangements availed on a case-to-case basis prior to 60% since 2011. Allows for part-time work for translator, prescribed maximum number of days newsreader, radio announcer. 2013, since formally adopted as a policy and communicated group- l Analytics used to understand demographics of promotees. More per week. wide covering fixed flexible schedule, flextime, flexible work loca- than 50% of promotes in the second quarter of 2014 are women. Conducted “City Survival Skills” training, GE Malaysia is a pilot location for internship tion and conversion to part-time employment. l Job sharing pilot implementation has led to the recruitment attended by 160 women. Diversity and inclusion measures are programme for Women in Aviation sector. l Women Mentor Women Programme (WMW) support platform suc- of seven women returnees. tracked, including new hires at managerial Employee assistance programme available to cessfully launched for women leaders to accelerate their develop- l Qualified people who voluntarily leave their careers for a level, promotions, succession planning and help women grow, with access to support on ment and growth. period of time are encouraged to re-enter the workforce. leadership development programme. wellness and career, funded by company. l 52% of participants from all the leadership development pro- Daycare claims of up to RM2,400 per year for Dell’s Connected Workplace allows Training programme developed with the grammes from junior to the very senior levels are women. Winner those who are entitled under the Flexi-Benefit employees to choose where and when to work, needs of women in mind, encouraging l Maybank Tiger Cubs Childcare Centre, the first of its kind to operate Making a Difference plans. on purely emergency basis in Malaysia, catering to a wider commu- which allows them to be most productive. women to speak, learn and encourage Option of additional three months each other. nity of staff. l Globally, Siemens established Global Leadership Dell Malaysia has an Executive Sponsor for unpaid maternity leave after 90 Organisation of Women (GLOW) to increase the proportion Diversity and Inclusion. EY “5 at 5” encourages employees to leave of women holding management and leadership positions. work earlier on the last Friday of the month for days of paid maternity leave. l In Malaysia, Siemens launched the “PRIDE@Siemens” pro- WISE (Women in Search of Excellence) better work-life balance. gramme, with its key initiative – “Work from Home” – to champions interest of Dell women and Little Blue Planet childcare centre in the city promote employee engagement and improve retention represents women leadership voice. EY Flexitime allows fluctuating start and end Winner equipped with library, learning centre and activity rates. times to cater for lifestyle and commuting International Organisation area. l Through the Diversity Ambassador Network, Siemens needs. l Shell in Malaysia has recruitment targets to hire females in technical appoints Diversity Ambassadors to firmly anchor diversity Women employees can be granted up to two and commercial skillpool which is in line with global targets. awareness as part of company culture. years of sabbatical leave to look after critical l Senior Women Connect (SWC) is a global Shell network to help sen- l Attrition rate dropped from 14% in 2011 to 8% in 2013. family matters. ior women support each other with gender specific leadership chal- lenges. 43% of women on board with 38% women l Option of virtual work arrangements for new parents can be dis- in top management and a woman CEO at the cussed with line managers. pAneL of judges “Bring Your Difference” Talent Brand helm. l A private room for nursing mothers with multiple cubicles, equipped embeds the importance of diversity, with breast pump, steriliser, refrigerator, wash basins and lockers. Winner beyond just gender and nationalities. Child Development Centre in PLUS compound l Career break between three months and three years for personal CEO Champion with 10 Early Childhood Environment (ECE) “Women in Leadership” programme development or family needs, with continuous contractual relation- sridharan Nair qualified teachers and 76 children, with is a key diversity pillar, focusing on ship with the company. classroom environment assessed using ECE accelerating performance, unlocking rating scale. full career potential and enhancing l Ensures women are represented in PwC executive board, leadership behaviour. appointed a woman leader for largest business unit. Winner l Drives diversity and inclusion agenda for PwC Malaysia and Lean Organisation increased people engagement index by 7% in the last two years. l Current general manager (GM) is the first local woman GM for l As head of PwC Malaysia’s Talent Development Council, he Malaysia. ensures female talents are well represented, which is cur- l Advancement of women jointly driven by both female and male rently 47% of the firm’s key talent pool. Tan sri sharifah Hapsah Clare Muhiudeen Tengku Azian shahriman Dr Anjli Doshi Johan Mahmood Merican Organised by In collaboration with leaders who hold KPIs which include diversity and inclusion targets. l Enhanced flexible work arrangements by introducing Flex- President, Managing director, Director, Deputy director-general (Policy), CEO, l “One Simple Thing” programme encourages employees to request Space, Flex-Benefits and Flex-Wear (jeans on Fridays). National Council of Women’s Talent and Rewards, Asia-Pacific, Education and SRI human capital National population and family TalentCorp Malaysia for simple arrangements that would make work-life easier, which is l Increased maternity leave to three months and paternity Organisations (NCWO) Towers Watson development, performance development board, Women, linked to the manager’s performance ratings. leave to three days. management and delivery unit Family and Community l Online cultural awareness training and cultural calculator tool for l Introduced Back2Work programme with a flexible work Good example of a Malaysian with (PEMANDU) Development Ministry employees to build their own cultural profile. arrangements package to opt for 2.5 days to four days work a leadership role at a regional level l Annual people planning process identifies female bench strength for week. but still contributing back to key roles, development plans and critical experiences required. l Pioneered The (W)omentum Programme to support poten- Malaysia while based abroad tial women talents progressing to directorship. For more information on the Life at Work Award, please visit www.flexWorkLife.my 4 mystarjob.com, saturday 11 October 2014

maybank winner maLaysian orGanisation paVinG the way forward “femaLe representation in senior manaGement CreatinG an inCLusiVe and equitabLe work enVironment positions in 2009 stood at 15% and has sinCe Grown AYBANK, winner of into the Future the Best Malaysian Moving forward, Maybank to 31% in 2013, reCordinG Organisation cat- expects to improve the 7% more than the GLobaL egory of the Life at facilities over time and aims MWork Award 2014 Nora Abdul to focus on identifying issues aVeraGe of 24% in the at the 12th Women’s Summit, was Manaf, group related to women and initiate 2013 Grant thornton recognised for its programmes and chief human change efforts, integrating initiatives in creating a family-friendly capital officer, diversity with Maybank’s core internationaL business workplace. Maybank Group, values to ultimately create an Nora Abdul Manaf, group chief and mentor of inclusive, high performance report.” human capital officer of Maybank Women in and equitable work environ- - nora abduL manaf Group says, “Women currently form Leadership ment. 58% of our workforce and have Malaysia played an important role in the pro- receiving the gress and development of Maybank.” award from Furthermore, Nora adds, “To date, Deputy Prime Fee assistance and incentives w? we have 46% female representation Minister Tan Sri you For establishing childcare

at the senior and middle manage- Muhyiddin did centre in the workplace ment, and 29% at the top manage- Yassin. kno ment level. (a) ParentS “It is clear that they are increas- l Fee assistance for low income families of up ingly shouldering the challenge of to RM300/month, granted on a sliding-scale leadership roles in the group. basis based on household income, number of “We continuously focus on iden- dependants, and special needs of child tifying issues related to women agement, Maybank’s key retention Cubs Childcare Centre (MT3C) facil- l Fee-paying parents exempted from and sustaining efforts to create an rate is currently at an impressive ity exemplifies Maybank’s focus on tax up to RM2,400/year inclusive and equitable work environ- 85%, a significant increase from 52% productivity improvement, employee ment.” in 2008. morale and reduced turnover or (b) CoMPanieS/eMPLoyerS absenteeism. l Double tax deduction for provision and Flexible work being an The initiative also targets women maintenance of childcare centre arrangements employer oF choice returning to work after mater- l Double tax deduction for childcare allowance Maybank has implemented an Diversity and inclusion is a key nity leave to support their transi- (employees given tax exemption up to RM2,400/ integrated approach of flexible work priority for Maybank as it assists with tion back to work. It will support year) arrangements (FWA) to ensure it is closing the talent gap and ensuring Maybank in growing women leaders l Industrial building allowance at 10% annually inclusive and beneficial across gender the organisation culture cares about by enabling them to have work-life and demographics. the needs of diverse employees and integration. (c) ChiLdCare Centre oPeratorS The FWA include flexible schedule, women employees. As a family-friendly employer, l Tax exemption on statutory income for five years flextime, flexible work location and Research on the availability of such Maybank aims to strengthen its l Industrial building allowance at 10% annually conversion to part-time employment. facilities in the workplace links it with employer value proposition and posi- As a result of the people trans- improved productivity. tion the company as an employer of For more information, please visit formative efforts driven by top man- Thus, having the Maybank Tiger choice. http://flexworklife.my/tax-incentive/

maybank tiGer Let’s hear it from the parents at maybank Cubs ChiLdCare Centre TRAILBLAZING their way in their diversity and inclusion agenda is the establishment of Maybank Tiger Cubs Childcare Centre (MT3C) on Jan 6 this year, believed to be the first of its kind to operate on a purely emergency basis in Malaysia. Parents who face unforeseen challenges when it comes to securing childcare services can utilise the facilities in this drop- “It is indeed a great relief to have an “Words cannot express how grateful I am to “I am glad and thankful to in childcare facility with ease of emergency childcare centre like MT3C have a childcare centre like MT3C at my work- Maybank for setting up an emergency minds and hearts for a tempo- to mind my child when the babysitter is place. It is such a relief to have MT3C to turn to childcare centre here. It would defi- rary period while they source not available. I am satisfied with MT3C’s for emergency help whenever our babysitter is nitely be of great help to us, working alternative childcare services. physical set-up. The environment is also not available. mothers who are in urgent need of Having an in-house emer- safe and conducive for children. Now, no more taking emergency leave for me. the services. gency childcare facility sup- I really appreciate that all of my son’s I can focus better at work as I am relieved that I feel safe that my child is being ports Maybank’s focus on daily activities such as his meals, diaper my daughters are in good hands at MT3C. taken care of by MT3C’s well-trained productivity improvement, as change and learning are all recorded for In addition, healthy interaction with the caregivers. Overall, the service is com- it addresses the productivity my reference. professional caregivers and other children has mendable. I will surely recommend loss when an employee does MT3C is definitely a great help for helped my daughters acquire basic social skills MT3C to my colleagues.” not turn up for work, and the working parents like myself to balance like sharing and taking turns when at play. I will – Chew Lai Peng added loss when others are family and career needs.” definitely recommend MT3C to my colleagues.” redeployed last minute to – S. Loganathan – nur haSyareena haSSan cover the employee’s workload.

For more information on Maybank’s initiative, please visit www.flexWorkLife.my

Brought to you by TalentCorp mystarjob.com, saturday 11 October 2014 5

shell malaysia winner linking diversity and inclusion international organisation to business performance

HELL Malaysia won the acclaimed International Organisation category of the Life at Work Award 2014 at the 12th SWomen Summit. The company has been consistently receiving recognition as an employer of choice with its wide range of benefits for employees for the last few years. Shell implemented flexible work arrangements which caters to the needs of its employees as it strongly believes in providing a healthy balance between work and personal life. It has implemented a diversity and inclusion (D&I) policy that links diversity to business performance while focusing on diverse talents as a source of potential contribution to the business.

The objectives of the D&I policy are: stated in the contract of employment. ParT-TIme Work l attraction and retention of top tal- Flexible working hours is dependent on 6 This allows employees to manage ent each work group and nature of job. their work and personal work-life bal- l increased productivity ance, while also giving them employment l stronger customer/market focus HalF-Pay leave opportunities if they are not able to work 3 This benefit is available to on a full-time basis. Work-Life initiatives employees who require leave of absence In order to achieve its aim, a project to fulfill personal or family obligations, team which works to oversee the pro- under two situations, which are caring gramme development and implemen- for immediate family members and as recruitment has a very specific tation has been assembled by Shell. an extension of maternity leave beyond The following are among some of the 60-day standard leave provided. d&i target to hire women in “My career in Shell has been very much a part of my the options provided by Shell for its the technical and commercial life. I started my journey as a Shell scholar and I have employees, in terms of providing a leave Bank skillpool. every leader is also had an exciting career with the organisation for work-life integration. 4 Employees are given the option required to set kpis to ensure 18 years, with 7 different roles in various locations to store their additional leave days that their business or function – local and abroad. Years ago, I was one of the Career Break which they were unable to take due to pioneer committee members of Shell Malaysia’s first 1 Employees are allowed to apply business or work-related matters and d&i plans are achieved annually. women’s network and we put forward proposals on for a long-term career break with no carry them forward to the following we establish annual diversity flexible working practices. Shell’s flexible working pay, should they require a leave of year. and inclusion (d&i) plans, goals policy has helped me a lot in managing work-life absence between three months and and targets for improvement; balance; especially the flexibility to work from home three years because of family needs or Co-sHare Programme and we regularly review and when I need to attend to my family, and when I personal development. 5 This is where two employees return from a business trip.” share a same full-time role, and they report progress which appears FlexIBle WorkIng Hours can take turns, where one of them in our annual report. – rafidah Jumal, cluster finance manager, 2 All employees have an expected works twice a week and the other three south-east asia-global Commercial number of hours of work each week as times a week.

The percentage of our women in manage- Bandan rejoined us in 2012 and it was simon ong, rial and leadership positions is steadily on a seamless integration back into Shell. The managIng DIreCTor oF the rise. We have targeted career develop- company supported her throughout her jour- sHell gloBal soluTIons ment programmes and women’s networks ney and enabled her to return to work on a to support, guide and inspire our women full-time basis. What is the impact you have observed employees. since the introduction of the flexible Do you have any advice for malaysian work arrangements in line with shell’s Could you cite an example of a companies interested in introducing D&I policy? colleague who has been impacted flexible work programmes? Through our Shell people survey, an internal on a personal level? The world is changing, and the work key measurement, a large percentage of Shell’s flexible work policies include working environment is changing with it. Companies our employees are proud to work for Shell part-time and the option to apply for career need diverse groups of people to allow the and would recommend Shell as a good breaks. business to grow, and in exchange companies employer. As an example, Perpetua Bandan, currently must offer wider life experiences. The work-life balance indicator also the team leader of Flow Assurance Systems As a manager, listening to your employees shows improvement with a vast majority for Shell Projects and Technology in Asia- is important. Find the time to engage with pany’s philosophy and belief. Understand indicating positively that they are able to Pacific, is a mother of three young children. them and understand the challenges that your community as a start through staff balance work and life. Managers and team She was one of the few Malaysians who they are facing. engagements. leaders are fully supportive of the work poli- was selected to be part of the pioneer group Offer win-win solutions for both the When you have the policies in place, moni- cies and the D&I initiatives that we have that received deep water development expo- company and the employees. Your human tor the practices – only then you will know if put in place. sure in Houston from 2001 to 2005. resources department should gain insights these policies are the ones you need to attract Shell ’s attrition rate is well below the Bandan was able to work on a part-time on some of the best practices and benchmark and retain talent. industry’s average. We strive to create a work basis from a remote location when her chil- against other companies as one of the key For success to happen, leaders must be environment that makes Shell a great place dren were younger. In 2010, she took a career measurements. supportive and committed to implementing to work. break for two years. Develop policies that enhance your com- and sustaining the work policies.

For more information, please visit www.flexWorkLife.my

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siemens malaysia winner making a difference retaining talent through workplace flexibility attrition rate for siemens malaysia 20 NOTHER organisation that stands receiving constructive feedback from them. 18 16% proud for breaking conven- The “Work from Home” pilot campaign industry 16 tional work practices is Siemens was established to allow employees the 14% attrition Malaysia, which walked away choice to work in their preferred setting, 14 rate

Awith the award for “Making A which has enabled them to give more focus (%) 12 11% Tan Sri Muhyiddin Yassin (left) presenting the te 10

Difference” category in the Life at Work Award on their responsibilities and tasks. The pol- ra award to Prakash Chandran, president and 8% 2014 at the 12th Women’s Summit. icy allowed employees to work from home 8 Established in 1972, Siemens Malaysia one day a week. CEO, Siemens Malaysia trition 6

appreciates the diversity in all employees as Another key element was to ensure that There was no drop in productivity or At 4 this fosters a culture of creativity and inno- employees who worked remotely were quality of work. There was a healthy rise 2 vation, an essence to its business. A total of equipped with the necessary technology to in engagement as employees could spend Year 40.5% of the employees in Siemens Malaysia do their work. That comprises of a laptop, more quality time with their families. Even 2011 2012 2013 are women. remote access to SharePoint or shared fold- managers were able to handle their teams ers, and efficient connectivity. better. engaging and In terms of connectivity, Siemens With all these positive outcomes, the Today, 13% of the workforce utilises the Retaining talent Malaysia provided employees with Internet “Work from Home” policy was fully imple- “Work from Home” benefit. The attrition In tandem with promoting a sense of access subsidies which allowed them to mented in Siemens Malaysia in 2013. rate has dropped progressively from 14% in work-life balance to enhance engagement claim 50% of their home Internet connec- 2011 to 11% in 2012 and to 8% in 2013, far and retention of employees, Siemens tivity packages. in malaysia, siemens launched the below the industry attrition rate of 16%. Malaysia launched a “Work from Home” Towards the end of the “Work from “pride@siemens” programme, with More importantly, Siemens Malaysia pilot campaign as part of its PRIDE@ Home” pilot campaign, about 60 employ- their key initiative - “work from home” believes that it has successfully retained Siemens initiative in 2012. ees from across the business had partici- - to promote employee engagement and key talent and maintained a positive The campaign was introduced after hav- pated, and positive feedback was reported employee engagement score. ing two-way dialogues with employees and by both managers and staff. improve retention rates.

“flexible work programmes not only benefit women in the workplace. men at pepsico also benefit from these programmes by utilising our flextime and flexplace initiatives, winner such as adjusting working lean organisation hours to align with childcare responsibilities.” - jocelyn ng

PepsiCo Malaysia general manager Jocelyn Ng pepsico malaysia Performance with Purpose (PWP) is PepsiCo’s promise to deliver top tier financial performance by running a responsible, sustainable and inclusive business. women at the helm PWP is driven by three pillars: human sustainabil- ity, environment sustainability and talent sustain- WINNER in the Lean Organisation category at Programmes help women associates to recog- ability. Talent sustainability means providing a safe the recently held 12th Women’s Summit, PepsiCo nise and maximise their potential to develop and inclusive workplace globally and respecting, was the first multinational company to welcome leadership qualities. supporting and investing in the local communities a woman, actress Joan Crawford to sit on its where we operate. board of directors, back in 1959. l The Asian Leadership Programme focuses on A key component of this is our formal and infor- Today, this successful establishment is run by providing support to Asian talent in adapt- mal flexible working arrangements. “We’re trying for Indra Nooyi, a dynamic woman who holds the ing towards becoming authentic leaders in a flexibility to be ‘embedded’ into our culture, and an position of chairman and CEO. western MNC (multinational company). essential component of this is to set the tone from Women made up 31% of the board of direc- the top and ensure that the senior leadership team tors in PepsiCo. In fact, the current general l Asia-Pacific Inclusive Mentoring Programme are aligned.” manager of PepsiCo Malaysia is Jocelyn Ng, the helps match a pool of diverse, high-potential Flexible work programmes not only benefit first woman and local general manager for the talent with the 14 members of the Asia-Pacific women in the workplace. Men at PepsiCo also ben- company in Malaysia. executive committee. efit from these programmes by utilising our FlexTime This clearly depicts PepsiCo’s commitment and FlexPlace initiatives, such as adjusting working towards creating opportunities for women to l Various events and career forums are hosted hours to align with childcare responsibilities. take the lead on a global level and to develop in local offices to celebrate International women in corporate leadership. Women’s Day and World Day for Cultural Here, the amalgamation of culture, emotional Diversity. PepsiCo Malaysia insights manager Alison Chang and business intelligence is seen as an essential Following the birth of her daughter, Ava, Chang factor that results in successful achievements for PepsiCo is fully aware of the challenges faced utilised a number of different options from our leaders. PepsiCo believes that the advancement by women in terms of flexibility and mobility flexible working toolkit. She extended her three- of women in its organisation is driven by both when it comes to accepting international career month maternity leave to five months and when the men and women leaders. experiences. she returned to work she entered into an agreement To this end, the organisation provides flexible with her manager that she would work from home Retaining women talent working hours and work from home arrange- once a week to take care of her baby. To retain its top talent and to encourage its ments through initiatives such as FlexTime, She also uses the lactation room that is avail- women employees in reaching the top, PepsiCo FlexPlace, part-time work arrangements, sum- able in the office building. “I am grateful for the has invested in various programmes to develop mer hours and birthday leave. flexibility that PepsiCo has provided me following and nurture leadership qualities as well as for Another initiative, One Simple Thing is a com- the birth of my first child. Under PepsiCo’s flexible career advancement purposes in their women mitment between the manager and employee working arrangements, I have been able to balance talent. to improve employee’s work-life balance. One my work and family responsibilities and I know that Simple Thing encourages employees to request this hasn’t negatively impacted my career with the Here are some of the programmes: simple arrangements that would make work-life company,” says Chang. l Powerful Woman, Diamond Edge and OPAL easier, which is in turn linked to the manager’s (On the Path to Authentic Leadership) performance ratings. For more information, please visit www.flexWorkLife.my

Brought to you by TalentCorp mystarjob.com, saturday 11 October 2014 9

basf asia-pacific winner service centre new initiative hiring women on career breaks

N line with the company’s strategic The strong commitment to improving principle to form the best team, BASF the quality of life among its employ- Job sharing @ basf asia pacific service centre Asia-Pacific Service Centre Sdn Bhd is ees is evident through the company’s focused on providing its employees Flexibility@Work practices which include Job Sharing Iwith career development opportuni- Flexi-work Hours, Work from Home and Pilot ties while ensuring work-life balance is a newly implemented job sharing pro- What is job sharing? Programme achievable among them. gramme. Part-time work where two employees KP Lau, the Managing Director of the Job Sharing Pilot company, is a firm believer of creating JOB SHARING PROGRAMME share the responsibility and similar between April-June a sustainable working environment for BASF pilot job sharing programme has compensation for a full-time position 2014 employees at the Shared Service Centre. led to the world’s leading chemical compa- Lau believes that the “Diversity + ny being selected the winner for the “New Example of job sharing schedule Piloted in few core Inclusion” business principle within BASF Initiative” category at the Life at Work functions within the Group promotes a corporate culture that Award 2014 in the 12th Women’s Summit. Number of working hours organisation embraces diversity through adopting prac- This award depicts the efforts taken by the tices that promote trust and respect for company to tap on a wider talent pool in Days Hours Mon Tues Wed Thurs Fri As of June 2014, 7 people with different needs, and enable line with its strategy to cultivate a diverse women returnees Partner A 8.30am-12.30pm 4 4 4 4 4 flexibility as well as sustainability. workforce. hired, 6 on job “At the Shared Service Centre, one The job sharing programme which Partner B 1.30pm-5.30pm 4 4 4 4 4 sharing basis of our key focuses in driving workforce kicked off in January 2014 is a work engagement is creating opportunities arrangement that adopts the concept of a for work-life integration whereby more full-time job being tasked to two employ- diversity is encouraged in the workplace, ees on a part-time basis. enabling employees to fulfil their personal This concept encourages individuals individuals to work only for half of the breaks. It can be a good starting point commitments which vary between indi- who are keen to return to employment but total working hours of a full-time employ- before heading back full-time into the viduals. unable to work full-time to get back into ee. workforce. BASF’s job sharing programme “Hence, we fully endorse and support the working world. The flexibility allows This programme displays BASF’s initia- has attracted and tapped into a new talent the hiring of off-rampers in line with the them to manage their personal commit- tives to promote workforce diversity by pool which is women on a career break national agenda to bring individuals on ments while having the opportunity to adopting practices that respect and cater who want to ease back into the working career break back to the workforce. This continue being employed. to individuals with different needs. It also world. provides opportunities to the likes of As of June 2014, this programme has shows the company’s aim to maintain sus- With this programme, BASF has man- mothers with children and those who are successfully filled three full-time vacancies tainability through flexibility. aged to recruit seven women returnees, ready to return to the workforce to devel- with six job sharers. The job sharing programme is a good out of which six of them are in the job op their careers with BASF,” said Lau. The job sharing programme requires option for women who are on career sharing programme.

“Companies should consider providing her second child arrived, she found it more TalentCorp which she subsequently flexi-work and training opportunities to difficult to cope and hence, decided to attended and landed a HR services women returnees so it would make it easi- then go on a full-time break to focus on role in BASF. er for them to re-enter the workforce after her children. Pauline’s determination and will- being away for some time,” says Pauline, “As my children grew older, I began ingness to learn is key to her being who works on a four hour a day shift. thinking about returning to the workforce able to adapt to the working world Pauline was in the workforce for eight but it was not an easy decision because it so quickly and effectively. “Although years before taking a seven year career requires me to thoroughly think through I have no experience in this role but break. She decided to take a break when the support structure needed to be able I am eager to try it out as I know she discovered that her son required fre- to balance both work and family. The jour- most jobs will be different now from quent therapy sessions. During her time- ney is not easy as not many companies in what it was seven years ago,” says off, she took courses in graphic design Malaysia offer such flexible opportunity,” Pauline. Her team’s unquestioning as an additional skill to be added to her says Pauline. Luck was however on her support and willingness to share portfolio as she believes that women side when she first heard about the Career and impart their knowledge boosted should continue to stay relevant. When Comeback Networking event organised by her morale. Pauline Teo, analyst, HR services

Rosilah Hasan, an accounts payable analyst DID YOU KNOW? with BASF, who is also employed under the job sharing programme is thankful for the learning l Employers can refer to flexWorkLife.my opportunity given to her at BASF. portal to apply for tax incentives for: Prior to returning to the workforce, Rosilah > hiring and training women who made arrangements for her mother and children returned to the workforce to ensure that they were well taken care of. The > consultancy and training cost flexibility of working four hours a day has helped to implement Flexible Work her focus on work as her attention is not divided Arrangements (FWA) between work and family. With a greater work- life balance, she finds herself able to perform her l flexWorkLife.my portal also offers work more efficiently and effectively. free job posting through myStarjob.com “Very frequently family priorities cause for employers who provide flexible work women to sacrifice their career. Hence, women arrangements, family friendly facilities and initiatives carried out by organisations such as work-life benefits in their workplace BASF are highly relevant to women,” concludes Rosilah Hasan, analyst, Rosilah. accounts payable For more information, please visit www.flexWorkLife.my

Brought to you by TalentCorp 10 mystarjob.com, saturday 11 October 2014

Leading the way on ceo champion diversity and incLusion winner ceo champion ridharan Nair, managing partner a week, she chose to stay for seven more facilitate personal and professional of PwC Malaysia recently won years. growth as well as quality time with fam- as head of pwc the Life at Work award as the In recognition of FWA being a good ily. “CEO Champion”. retention strategy, PwC started with a “PwC has introduced mentoring, spon- maLaysia’s taLent S “PwC Malaysia recognises that FWA policy in the early 2000s for working soring and development programmes deveLopment retaining qualified women professionals is mothers with good performance ratings, for high potential women talent who are counciL, sri ensures a critical business imperative and there is paving the way for more women to take partnered with leaders of the firm with femaLe taLents are Sridharan a need to provide flexibility for women to up FWA. As interest increased due to the view of developing a larger pool of weLL represented, balance work and family commitments,” changing demands of the workforce as women who can take on these leadership Nair, said Sri. well as the advent of enabling technology, roles. which is currentLy managing More than a decade ago, PwC Malaysia an enhanced FWA policy was launched in In the past the challenge was convinc- 47% of the firm’s partner, first considered implementing flexible 2012, which is open to both women and ing fellow partners that FWA are work- key taLent pooL and PwC work arrangements (FWA) to retain a key men. able, but today most have bought into Malaysia ensures women are awarded female talent who announced her deci- The Work Life Plus Programme (WLPP) it. At the same time, we must convince represented in pwc sion to leave due to family commitments. enables employees to spend their time employees that the FWA are workable CEO Given the option to work a few days in participating in engaging activities that propositions,” says Sri. executive board. Champion

The Work-life Plus otal role in the increase of great chaMpion leading the way ducing FWA, Chin advises, Programme (WLPP) engagement scores by 7% in “PwC On the role of PwC “FWA isn’t a human New initiatives include the last two years. provides me Malaysia in initiating resources (HR) practice ‘Flex space’, where manag- work-life FWA, Chin Suit Fang that caters exclusively for ers may choose to work The WLPP also offers: balance by says the firm has been women, but cuts across remotely in an environment Flexible Work allowing me supportive in giving col- the board and is increas- they feel comfortable in. Arrangements (FWA) to take on a leagues the trust and ingly gender neutral. The The ‘Back2work pro- Employees from all levels FWA where I flexibility they need to CEO needs to lead the gramme’, which allows may opt to apply for a 2.5- work four out bring out the best in conversation on FWA experienced managers to day, three-day or four- of five days them, taking into account programmes, instead of rejoin the workforce after day work week. in a week. the different circum- delegating this responsi- having taken time off for a This way, I stances at each stage of bility to HR which is often career break. The Time can still do their lives. the case.” Out programme what I’m pas- Florence Tan, corporate “The FWA has worked Chin Suit Fang, markets Echoing what Sri him- oBJectives Allows employees to sionate about, responsibility manager well for my colleagues, and diversity leader self said, Chin suggests, The WLPP was developed plan in advance for addi- which is CR, demonstrating that “Start with small steps – to create a flexible work tional time off beyond the and spend time with my two children. It focused outcomes and was head of PwC’s finan- get the staff/ leaders used environment that enables annual leave entitlement. also means that I don’t have to put my deliverables are better cial services sector (before to it – and learn from it. PwC Malaysia to respond in career on hold. measures of performance, becoming managing Encourage team leaders the most agile way to the Career Break “Sri has been a great champion. He compared to face time. partner), he supported his to regularly engage with demands of their clients, Gives employees started implementing these initiatives The FWA has been one manager, who was the their teams to get their as well as attract the best the flexibility to apply seven to eight years ago – before most of the key reasons some first from client service pulse on how they adapt talent. for one continuous companies. He has made FWA available have stayed on after to take up FWA as a new to a team member on month or up to three for all, not just working moms at PwC. starting a family,” says mother. Today she has FWA. There is no cookie outcoMe months in a year for per- “Sri looks out for the people in the Chin. three children and contin- cutter approach. You need In PwC Malaysia, the sonal and professional firm – he challenges you to do some- “Sri’s leadership reflects ues to benefit from FWA.” to tailor FWA to fit your WLPP has played a piv- development. thing you may not believe you can,” his values on diversity For Malaysian compa- business and workforce.” Tan says. and inclusion. When he nies interested in intro- why shouLd corporate maLaysia care about diversity and incLusion? ‘diversity’ is what you have, ‘incLusion’ is what you do with it

By LIM CHIN HAN business. the biggest block to implementation Explicit policies and programmes [email protected] HR (human resources) plays a key in their business. create the infrastructure for such an role in diversity management to create More than one-fifth felt the biggest environment. Senior leadership and RAPID technological change, globalisa- and empower an organisational cul- barrier to diversity is down to a range middle management set the example, tion, the demand for skills and educa- ture that fosters a respectful, inclusive, of misconceptions, such as the view while clear expectations for behaviour tion, and greater inclusion of women knowledge-based environment where that diversity can lead to impaired and actions help all employees to and Generation Y in the workforce each employee has the opportunity to organisational effectiveness, that “walk the talk” on a daily basis. have forever changed the employment learn, grow and meaningfully contrib- some groups lack commitment, or Over time these efforts result in an landscape in Malaysia. ute to the organisation’s success. that it may drive up the overall cost of inclusive culture recognised internally Managing director of Towers The definition of diversity and inclu- There are, though, still barriers to employment. and externally (see graphic). Watson Malaysia, Lim Chin Han sion now extends well beyond the implementing diversity in practice. Forward thinking companies are traditional view that was once focused At a recent Engagement Network fostering diversity taking a leadership role to maximise “Towers Watson research of primarily on gender and race. seminar run by Towers Watson, more and inclusion in the the benefits of a diverse workforce. high performing companies It’s all about creating an environ- than half of HR specialists (57%) felt workplace An effective diversity and inclusion has shown that Diversity and ment that maximises the potential of traditional structures – including fac- An inclusive culture occurs when strategy results in motivated and Inclusion is one of the key drivers all employees. tors such as a fear of change and an differences are valued, people are engaged employees that power crea- for employee attraction, engage- It’s about encouraging and enabling unconscious tendency for those in the treated fairly and feel accepted and tivity and innovation. ment and retention resulting in all employees to draw on their talents, majority to surround themselves with respected, and opportunities are open It leads to a better understanding of improved business performance. skills, and experience for the benefit of people of a similar background – were to all. the different needs of customers, bet- This can also play a key role ter marketing strategies and improved in winning the war for talent, sales performance. reduce brain drain and contribute It enhances the employer brand to the success of the Economic Valuing differences Inclusive Diversity Explicit attracting high quality talent. It also Transformation Programme and company policies & leads to reduced reputational, legal turn Malaysia into a high income culture Acceptance & respect programmes and financial risk. economy by 2020. All of these combine to deliver a We are privileged to partner strong competitive business advan- TalentCorp to conduct the Life Interpersonal relationships Implicit tage. at Work Award 2014, which is a timely initiative to encourage sr. leadership, behaviours & Company managers, colleagues actions reputation n Lim Chin Han is managing director Malaysia-based companies to Equal opportunity of Towers Watson Malaysia. To connect lead with workplace strategies with Lim please email editor@leadero- to further the diversity and inclu- nomics.com sion agenda.”

Brought to you by TalentCorp mystarjob.com, saturday 11 October 2014 3

HE landscape of work in Malaysia is Re-inventing Work in rapidly changing in comparison to a ASEAN, these shifts are decade ago. Developments in technol- not only seen in Malaysia Is your ogy have not only facilitated innovation but across ASEAN. Tand efficiency in the workplace but has As ASEAN becomes increas- also given birth to highly mobile and digital- ingly diversified in the work- savvy workers. place, this will require business With the increase of Gen-Ys or Millennials leaders, policymakers and education in the workforce, both public and private sec- institutions to review their approach to talent organIsatIon tors in Malaysia are experiencing shifts in the management in order to seize opportunities. workplace from workers traditionally focused on job stability and linear career progression to an WORKPLACE TRENDS IN ASEAN increased demand for customised careers and Accenture’s research identifies five major work-life practices such as flexible work arrange- shifts that are reshaping work in ASEAN which ments. are in line with some of the initiatives launched future-ready? In Accenture’s 2014 report, Building the by Malaysian companies and national pro- Future-Ready Organization in Southeast Asia: grammes. 5 Major shIfts that are reshapIng Work In asean

WorkplaCe trends

Highly customised work Multi-generational and High levels of digital Leaner, less hierarchical Flexible approaches experiences to address diverse workforce that includes competencies organisation structures with to sourcing talent the desire for meaningful, previously untapped talent as well and a mindset of collaborative groups of leaders with increased leverage of flexible work and continuous as the need to have more women collaboration. leading to flatter organisation freelancers and partnerships development. in the workforce. structures and lines of reporting. with external players.

leadIng the Way In MalaysIa

TalentCorp promotes the adoption of flexible All public listed companies on Bursa Malaysia In Penang, a Northern Women’s Network Career progression and Malaysia is oDesk’s work arrangements by Malaysian employers must disclose diversity policies covering was formed in Jun 2014, led by Dell Malaysia, leadership pathways are not 7th fastest growing by providing best practices, tax incentives, gender, ethnicity and age for board and Intel Malaysia, Agilent Malaysia and AMD linked to experience or age, but market, where the and implementation support. As one of the workforce for annual reports issued on or after Malaysia in collaboration with TalentCorp. The instead to capabilities; which company connects best practices showcased on flexWorkLife. Jan 2, 2015. Companies such as Sunway Group objective of the network is to drive programmes leads to a more meritocratic more than 4.5 million my, Agilent Technologies’ Malaysian have already started disclosing their workforce that will enhance the participation of women in approach. “For us, if you’re freelancers with operations offers several options to help diversity demographics. the workforce focusing on three areas: good enough, you’re old 900,000 clients. employees balance work and personal life, flexWorkLife.my has examples of diversity l Developing leaders enough,” says a human including flexible work schedules, part-time disclosure from leading organisations, as well l Sharing best practices resource director of a Malaysian work and working from home. as other best practices. l Establishing family-friendly facilities, e.g. regional company. childcare facilities

Develop Build a Evolve differentiated Tap into an flexible the right talent extended operating management “As work is trans- management workforce reCoMMendatIons model mindset forming rapidly both strategies locally and region- for BusInesses ally, companies must proactively to BeCoMe plan and adjust to the significant shifts future-ready Employers should invest in Companies that come out ahead A flexible structure enabling a ‘buy, Leaders and management in worker’s expecta- building ‘job-ready’ workers will be those that find a way to borrow, build, move’ talent model teams will need to welcome and tions and skills. by reaching out to potential constantly source the right workers will help build agile organisations invest in an extended workforce. Building a diverse AS companies prepare for candidates while they are still in at the right time. For example, that draw on diverse talent Companies will also need to and collaborative the future of work, some school. operational or administrative tasks pools, internally or externally. create champions for change — workforce utilising Malaysian companies are can be done by contract workers Organisation structures will also leaders who embrace change, technology will be taking the lead through their (e.g. women on career break), or need to evolve to become flatter. collaboration and innovation. key in helping com- innovative programmes to even volunteers. panies at all stages promote diversity and inclu- of maturity navi- sion (D&I), flexible work gate through these Examples of Initiatives that are Future Ready arrangements (e.g. work changes and grasp from home), family-friendly The FasTrack programme BASF Asia-Pacific Service Centre Shell Malaysia PwC Malaysia the opportunities facilities (e.g. childcare cen- by TalentCorp is creating a pool of Job Sharing Pilot Gender Diversity D&I Champions generated by these tre) and work-life benefits industry-ready talent in the electrical The pilot converted selected full-time The Malaysian operation has The company’s leadership team drives shifts in work.” (e.g. extended maternity and electronics (E&E) industry in positions into two part-time job sharing recruitment targets to hire females in D&I in Malaysia which is reflected leave). Penang. Public and private-led positions to attract a wider pool of technical and commercial skill pool and in their employee programmes. For — Janet Yap, country These work-life practices collaborations between TalentCorp and talent. The pilot targets women who sets targets for percentage of women in example, the Talent Development managing director, aim to retain and attract MNCs (multinational companies) such have previously been on a career break. senior leadership, which is in line with Council ensures that the talent pool is Accenture Malaysia the best talent by building as Intel and Motorola provide problem- its global targets. well represented by female talent. a flexible and customised solving, digital and R&D (research and work environment. development) relevant competencies. For the full report, please visit www.accenture.com/reinventing-work-malaysia

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