HR Lecture Series presents:
Talk 1: How to be A World Class Player by En Zaharan (and some added words by me)
- Differentiation - differentiation is an action taken for us to be unique. and why should we be unique? it is important to be unique, so as people will see us differently. But the key question here is How? for HR, it's through exceptional customer service, and good branding.
- Focus - the inability to focus is the ability to self-destruct. to achieve the target, one must focus on the end state, and the means to reach there. as how the ability to focus is very important to sharpshooters, golfers, keglers and race drivers; HR practitioners need to focus on what do we want to be, and are the things we are doing now supporting that path?
- Think and Act Global - this is in line with the glocal mindset. PETRONAS is able to become a global Oil and Gas company because it thinks and acts as a global player. For HR to be able to support and become PETRONAS' business partner, we have to be at the same level with the Business and Operation are. For HR practitioners, being global is to serve PETRONAS' presence around the world.
- Perpetual Spirit of Innovation - to be a world class player, one must have the spirit of Kaizen a.k.a continuous improvement. Be it in HR processes or policies. Stagnant is a one way road to be the last in the race.
- Sensitive Radar System - HR practitioners should be sensitive to the business landscape and environment, as how the market analyst is sensitive to market movement. Changes in economic landscape might cause surplus of talent, or worse, high attrition caused by massive resignation due to better job prospects at competitors. HR practitioners, with focus, should be able to detect changes and make necessary strategy re-evaluation should the situation requires so.
- Retention of Talent - World class football team has world class players. The same thing applies to any organisation. for PETRONAS to maintain its status as Fortune 500 companies, HR needs to ensure that the organisation consists of world class talents. Thus, talent retention within PETRONAS is important in ensuring the sustainability of our Operations.
- Social and Environmental Responsibilities - apart from good business performance history, company's reputation is important in getting that lucrative contracts. and this is where we need to be seen as actively involved. HR practitioners need to take this opportunity to be part of this area, for this is indeed a good platform for HR to be seen among the staffs and have good rapport.
(in my note there is one more item, no.8. En Zaharan mentioned about 5x10x10 rules. Unfortunately i cannot recall and relate what it is all about. Perhaps it's more like "Pay-it-forward" or "the snowball effect" perhaps)
4 comments:
from what i see, below is my comment on our current status:
point 1: we're definitely different. we manage to distinguish ourselves among other player. and i say that without no amount of sarcasm, not even a bit. we're known for our good G2G relationship. proof? we get lots of contract in Iraq and other african countries. that's our competitive edge.
point 2: we quite not excel in this. we want to be champion in so many ways which ended up we couldn't focus on which one we should approach and selectively excel at.
point 3: i have to agree on this point and we definitely there. we have global operations around the world and still sustain our root.
point 4: we have GTS to help us at that. may not be at their best yet but let just say they could do wonder given time to mature the potential. also, we should allows the young mind to open up new path hence the opportunity for our voice to be heard.
point 5: we're still a conservative organization after all which take conservative measure every now and then though others in other industry might value us as being already aggressive.thus, we're more being a follower than an inventor. not to mention, standard recruitment rate taking at least 4 month to complete. i think we have to tackle this if we want to cope with fast ballgame of the industry.
point 6: World class player scout by world class scout who have the eyes and ears for good talent. hence, our recruiter should equip themselves with technical knowledge to at least evaluate the potential employee. in the services field, to be the subject matter expert at least at the surface is important. the rest of polishing the talent could be done at technical department.
point 7: we're also good at it. what we need to do is to leverage it to become our edge in competing with other player.
:)
thanks for the input.
as for the recruitment part, we are going as fast as we can. but everyone has to play their role perfectly. but coming from Recruitment background, the delay happens when we are preparing their remuneration package. you just cant pick the numbers out of air like that. susah beb. nak maintain internal equity lagi..
anyway, good point coming from business point. Care to share what have you learned throughout your admin days, and coming days as business planner? :P
admin days: i came from the bottom of food chain which means life sucked the most down there. anything that people up of the chain not desired about, it will be push down. and being the bottom most, i couldn't push it any further except to face it.
in admin, you could see the organization as a whole, structure wise and procedure wise. you could see how procurement contracting, purchasing, contractor management etc etc. also, i could get involved with HR planning, HR recruitment, HR services, HR Industrial relations etc. I have 16 MSCs staff at grade 10, 3 permanent staff at grade 10 and 2 permanent staff at grade 12. headache? you tell me. also, being in services fields, you definitely get in good terms with fellow services personnel hence juicy gossip is always your dish. always, you're the first one to know and the first to decide on things before other know about it. not to mentioned, gossip bout people here and there, how their life could be, their marriage and stuff. pretty much, you could know lots of thing if you pay attention. being the bottom most of the food chain, you tend to see how people underestimated and throw you off the windows (metaphorically of course) and not respecting you just because you're supposed to serve them then you know; who ever they are, they ain't good people even for most people view them as respectable and strategic and powerful people in the organization. it's like you know that a guy who doesn't treat the waitress/waiter well will not be a good boyfriend.
you could see that carigali is so fast moving, it's spinning your head. 6 month before, it's still a department, the next it's already a division. one time, it's a department of 30 people suddenly it became a department with 160 people. It's almost overnight. Structure wise, we change hands for about 4 departments within 3 years. HR, Finance and Business Information Management. FInally, rest under COrporate Affair. We twice reorganize our structure yet nobody was really sure what they should do hence they stick to the way they know to do things. Alignment, syndication of job and roles and responsibilities being done thoroughly but with the economics condition that doesn't permit people to spend time on this kind of thing (we do lots of firefighting), the realignment and syndication remains neglected.
from business planner point of view, you could see the organization business wise and financial wise. Which department holding the most budget, which field produce the most, what's the most exciting new field coming up, what's the most awaited PSC that we will get, how we fare compare to our partners (or other players in Malaysian water at least), how much we don't spend our money carefully, how flawed our planning process could be, how much miscommunication due to realignment that yet to be settled with region and HQ. the list could go on and on. at the top of the food chain, you could see how much power you hold and how you could influence things and you could also see how much people screwed up in their life. you could see how much your management value whether they're just all talk or brilliant strategist. you could also see how management being send to hell in front of his/her colleague, how mad it could be in the closed door of meeting room. in here, you could know the latest things about business, the policies, the business direction, things that people only know later than you and then they realize why management make such decision due to circumstances that follows. you have more power to hold people accountable cause at the end of the day, you'll be accountable to the big picture. before they gets to you, it would be better if you gets to them first. you tend to make decision on behalf of management which you deemed best to the organization though you might just be an entry level executive.
all in all, it's benefited the most when you could view things from both side whereby you could see why people do react to certain decision made by management and why management forced to make such decision. you could understand further the culture and see how things going to be.
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