Good Human Resource Practices at the Work place

The key factor for organisations to be competitive and successful is the human capital.

Systematically trained employees are more innovative and make better planning, execute processes more efficiently and generate superior results. As such, the emphasis on innovation in human resource management should be geared towards encouraging Malaysian companies to develop creative and innovative human resources strategies by adapting and implementing human resource best practices that will improve business performance. Many human resource awards are being organised by both the Government and associations to recognise good practices at the workplace. Award winning companies serve as good benchmarks in various areas for human resource management, development and planning for others to adapt and adopt.

In this context, the Malaysia Productivity Corporation had published a case book on Human Resource Best Practices documenting innovative human practices of Human Resource Excellence Award Recipients. Selected framework and models of award winning companies had been abstracted from this case book and will serve as reference points or benchmark for human resources practitioners.

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4.2.1 Aligning Human Resource Structure and Strategic Priorities

The HR structure enables its HR professionals to create strong partnerships with line managers and build in accountability at the respective levels for implementing effective people practices while providing cost effective traditional HR services. The HR function is made up of the following disciplines: HR relationship management which oversees the day to day non-operational HR needs and accountability for executing business or functions; HR service delivery to drive provision of HR technical knowledge to both HR relationship management and the employees; and HR operations to provide services such as payroll processing, employee data management, recruitment support and other processes. It is important for organisations to align the human resource structure and processes to the vision and mission as reflected in the Strategic HR Model adopted by a Malaysian Financial Institution.

4.2.2 Aligning Business Strategy to People

Core values drive the success of organisations and set them apart from competitors. It is of utmost importance that there exists strategic alignment between business strategy and how people are managed. Progressive Malaysian organisations, which undertake a genuine effort to adopt practices that align business strategy to people has recognised

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the strategic importance of the HR Department, evolving from a focus on employee welfare to one that emphasises both human development and optimal productivity. The core values of human and knowledge capital management is stated in the mission statement which is to create values for customers, employees and stakeholders. Human resource policies pertaining to learning and development, employee services and recruitment had been developed.

Strategic

Intent Leading the way in Asia, Africa and the Middle East Brand

Promise The Right Partner – Leading by Example

Values  Responsive

 International  Trustworthy

 Courageous  Creative

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Priorities

Deliver superior financial performance

Continuously improve the way we work

Massively multiply our

leadership capabilities Strengthen

our right partnership with regulators and communities

Reinforce the brand

4.2.3 Eight Pillars of Human Capital Development

A framework for human capital development: core values and pillars. Core values drive the success of organisation and set them apart of competitors. It is their utmost work force needs/requirement (career growth), competitive remuneration package and benefit, rewards/recognition and incentive, Training and development, flexible work environment/hours, graduate attachment/internship programmes, care for our people and community, open communication/feedback channel.

4.2.4 Supporting Employees through HR Pillars

This people oriented human resource inclination of the company provides a holistic approach to both the development of its employees and organisation performance. The emphasis is growing people by providing career advancement as well as personal development, benchmarking salary and rewarding good performance, taking care of employees welfare, ensuring two-way communication to enhance teamwork, continuously improving performance and living by its values had contributed to the

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company receiving numerous awards and accolades.

Source: Best Practice in the Work Place 04_bestpractice.pdf

4.2.5 Learning and Development Focus: Knowledge Management

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The practice of knowledge management assists the organisation to significantly enhance the impact of the organisation functions and key corporate projects/objectives by transforming human capital to be more self-driven, proactive, collaborative and innovative; migrating from people-directed management philosophy to the practice of self-driven knowledge management.

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4.2.6 HR Initiatives: People Agenda

The HR initiatives and solutions which were roll-out are very much aligned with the overall strategic priorities to drive business results. The company leverages on systems and technologies to improve the way HR performs its functions, keeping it simple, scalable and sustainable. Supported by its single HR technology platform, a high level of ‘self-service’ is made available for employees where almost 70% of the HR processes are automated and directly initiated. A snapshot of HR best practices and achievements which encapsulates the People Agenda in alignment with the Strategic Priorities is set out as follows:

4.2.7 Human Resource Development Policy

”Achieves Business Goals via enhancing organisational effectiveness and efficiency, and ameliorate organisational climate with the facilitation of the learning process of employees” is the training and development policy of this HR excellence award winner.

The core of the training programme is the learning process that each employee is expected to follow through. Its training and development objectives are to ensure:

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 quality training and education being accessible to all employees;

 provide and support employees with the resources and skills necessary to interface more effectively at the workplace;

 promote organisational change which encompasses a value-based culture to integrate people, process, structure and systems; and

 develop individual employee and team to achieve business goals.

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4.2.8 Targeted Talent Interventions

A common platform for the development of leadership and functional capabilities cutting across all levels, business and individual exists to realise its strategy of building a pipeline of leaders with capabilities. Senior management’s commitment to talent programmes is crucial and leadership involvement needs to be at every stage from talent identification, development, to engagement. A suite of core development programmes and interventions was developed to ensure acceleration of the learning and build relevant leadership capabilities for the future.

Approach Entry Transitioning Deepening

Thematic

Great Manager Programme Online Development Resources Specific Functional Capabilities Customised Development

Right Start

Professional Development

4.2.9 Work-Life Balance (www.mpc.gov.my/agilentworklifebalance.pdf)

Reconciling work and family life has been an issue of growing importance over the past decade. Employees are now not solely looking to get more income but also for better quality of life through work-life balance. Work-life balance is about employees having a measure of control over when, where and how they work while at the same time, helping company to gain a competitive edge in an ever-changing environment. As the world became more competitive, employers start to build-up a supportive and healthy work environment culture which will enable their employees to have a balance between work and personal responsibilities in order to be more productive and happy. On the other hand, a poor work-life balance can result in unhealthy level of stress and unhappiness

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and ultimately, increase the employee turnover rate. A recent HR Grand Winner who also won 12 sub-categories including excellence in work-place wellbeing from the Human Resource Excellence Award 2013, had successfully implemented work-life balance comprising eight core initiatives which has proven that the operating and productivity costs, absenteeism and insurance claims had reduced while employees punctuality commitment and performance are growing every year.

Conclusion

The biggest impact of the HR strategy on financial performance will not be direct and immediate. Improvements will more likely occur incrementally and indirectly and over time, realised through the investment effects on intermediate outcomes like productivity, quality and customer satisfaction. HR professionals should continue to integrate its people policies and practices in support of the corporate strategy. The sharing of human resource practices and systems by award winning companies will go a long way in guiding SMEs towards developing and implementing better human resources processes.