How to win in the workplace

 

EMPLOYEES today are more aware of their options and are in a better position to decide on roles that align with their interests, values, and priorities.

Our 2022/23 Malaysia Salary & Employment Outlook notes that younger employees tend to prioritise career progression opportunities and a healthy work-life balance compared to employees from other age groups.

Therefore, in the post-pandemic world of work, it is important for employers to engage with employees to address challenges and shape solutions together. It is a process that needs to be carried out effectively and continuously.

With the integration of Artificial Intelligence (AI), among other technological developments, new opportunities and challenges have arisen. One primary example is the high demand across key economic sectors for talents skilled in digital fields.

With the prevalence of all things digital, accelerated further during the movement control order, contactless payments such as e-wallets and mobile banking have seen a spike in consumer adoption. In tandem with this demand, the Malaysian government has introduced multiple initiatives to drive the fintech boom and encourage more Malaysians to hop onto the growing digital economy.

As the industry continues to transform, the roles and requisite skills will evolve in tandem. Taking this into consideration, employers must look beyond hiring simply to fill roles. Instead, they must invest in upskilling programmes to ensure talents are available to take on the evolving responsibilities at every level of the organisation. Individuals with cross-functional skillsets across finance and tech will be in especially high demand.

Specialised roles, such as product development, product management life cycle, and data analysts, are some of the hot jobs to look out for. In the post-pandemic business world, many organisations have since undertaken their own digital transformation, leading to rising demand for skilled IT talents.

On the flip side, this creates a highly competitive job market as organisations are expected to adopt a more aggressive approach in hiring the best talents. This means employers who have an existing IT talent pool would also need to step up their retention strategies to avoid losing their talents.

Fierce competition within the industry also serves as a reminder for the workforce to regularly reskill and upskill themselves to stay relevant. In 2020, with the onset of the pandemic, e-commerce experienced a boom when Malaysians, young and old, became regular online shoppers due to the movement restriction orders.

Today, prospects remain strong for careers in the supply chain field as online shopping habits have become part of the new normal.

As the economy strengthens, businesses will need to re-evaluate their strategy and remain on top of supply chain trends to fulfil customer satisfaction while staying profitable. Therefore, there is a growing demand for both white and blue collar workers who have the skills to meet the physical and technological demands of today’s supply chain and logistics careers.

In the post-pandemic world of work, industries have transformed, roles have evolved, and expectations have changed. With this, organisations that engage employees in shaping solutions and addressing challenges will continue to thrive.

The employment market has shown a strong rebound since the country began its transition into the endemic phase of Covid-19. As our economy recovers against new global challenges, ensuring the resilience of the workforce is the way to go if businesses are to thrive.

To win in the marketplace, employers must first ensure they win in the workplace.

BRIAN SIM Country head and managing director PERSOLKELLY Malaysia 

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Employees believe Huawei will survive widespread bans in West with ‘Wolf spirit’ culture

A true multinational - Newspaper headline:

A Huawei Technologies Co logo sits on display inside an electronic goods store in Berlin on December 17. Photo: VCG

Former Huawei employee in US laments government's 'endless assaults on the company'

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○ Huawei's so-called 'wolf culture' helped it become successful in foreign countries

○ The top global telecom equipment provider has been going through a tough year in 2018

○ Chinese and foreign employees hold different views on Huawei's rapid expansion and aggressive corporate strategy

When Jason Li was assigned to the Mobile World Congress at the beginning of 2011, shortly after he joined China's Huawei Technologies, he impressed Ren Zhengfei, the former military officer who founded the company in 1987, with a presentation about the company's products in English.

"He [Ren] came to the company's stand the day before the congress kicked off and asked me where I studied before joining the company. I said New Zealand," Li said, noting that Ren immediately suggested that this newly recruited employee should fly to the UK office and help build a local talent center as part of Huawei's global expansion.

The Shenzhen-based company has experienced a rapid expansion over the past 30 years, and has footprints in more than 170 countries and regions. However, it has been under the spotlight recently as Meng Wanzhou - its chief financial officer - was arrested by the Canadian authorities in Vancouver on December 1 at the request of the US on suspicion of violating US trade sanctions.

Under pressure from the US, more governments in the West have been considering blocking Huawei's core products over security concerns, which is considered as a major setback in its development into a multinational giant.

Former employees of Huawei like Li spent years working overseas, and describe Huawei's corporate culture as a "wolf culture" that helped it become successful.

However, this "wolf culture" also sparked controversy, and might have harmed its current operations.

Arduous journey

When Li started working at Huawei's London office, he started everything from zero. From 2012 to 2014, he had traveled to over 20 countries and spent most of his days in countless hotels and airports, sacrificing much of his spare time to reach out to more foreign telecom carriers and companies.

"As soon as I left Egypt after a business trip to Cairo years ago, the country plunged into civil conflict, and some of my former coworkers were stuck in the hotel. And one time in Nigeria, we were exposed to yellow fever," he told the Global Times, referring to those days at Huawei as an unforgettable memory.

Long working hours on challenging projects with constant business trips to remote areas are common descriptions of the workplace culture at the world's largest telecoms equipment maker.

"Employees at Chinese telecom companies such as Huawei and ZTE endured hardships in an earlier stage of global expansion," Xiang Ligang, a veteran industry analyst close to Huawei, told the Global Times in a recent interview.

Ren, the founder of Huawei, is considered one of the most successful Chinese executives during the country's reform and opening-up. He was influenced by the military theories of Mao Zedong, according to a book on Huawei's development published in April.

Like Mao's military theories, which advocated taking small and medium cities and extensive rural areas first as part of a revolution, Ren started from remote and less developed areas to avoid fierce competition with foreign rivals.

"In some countries in Africa and South America, telecom operators could not afford expensive products. They also lacked staff members for maintenance and operations. This gave more room for companies like Huawei and ZTE, which continuously assigned staff to those areas, to grow," Xiang said.

Huawei beat Ericsson and Nokia in the global mobile infrastructure market in 2017, as the Chinese company took 28 percent of the market share and became the largest mobile infrastructure provider worldwide, according to the latest industry report from IHS.

"In the early days, Huawei assigned most of its senior executives to the overseas market to explore business opportunities," Xiang said, noting that accepting these assignments later became an unwritten rule.

Lingering conflicts

Huawei's corporate culture has a long-lasting influence on its staff. An former employee who worked as a programmer at Huawei's then headquarters in Nanshan district, Shenzhen in the early 2000s said that he worked for Huawei for about one year and a half shortly after he graduated from college but the short experience there has instilled a lasting impact on his future career. He learned to be hardworking, persistent and low-key.

Even after he left Huawei, he sometimes, as if he had been brainwashed, still would read aloud the internal letters written by Ren Zhengfei circulated online to his then-girlfriend-now-wife, partly as a way to woo and impress her, and partly as a way to draw inspiration and strength for himself.

The employee in his early 40s who only spoke on condition of anonymity said he worked long hours from about 10 am to 10 pm every working day at Huawei. When he was tired, he would sleep on the mattress under his desk. "All co-workers did the same, especially the managers," he said. "When a new project kicked in, we would work overnight."

This so-called wolf spirit - a high-pressure workplace - is also known as a "mattress culture," as many of its engineers work so hard that they use blankets and mattresses to sleep at the office. And this military-style management was sometimes rejected by its foreign staff overseas, which led to deeper culture clashes.

"As far as I know about this so-called military style management, it's implementing the corporate policy in the most efficient way," Li said.

For example, when he worked at the company's London office, all the staff there were required to punch in and out every day, following strict discipline.

"Sometimes, foreign employees preferred more flexible working hours, especially when it was bad weather. But the headquarters rejected this request," he said, noting that localizing its business in foreign markets was a bumpy road over some similar daily issues.

For some foreign employees, being part of a growing Chinese company is still remarkable experience.

"I have great respect for what the company has achieved… Huawei's growth and expansion have been amazingly impressive. It was exciting to be a part of that," William Plummer, the company's former US vice president of external affairs, told the Global Times.

Plummer, who is considered an eight-year veteran bridging the Chinese company with the US government, was reportedly laid off by Huawei in April amid rising tension between China and the US.

He noted that the experience with Huawei was sometimes frustrating both "due to the US government's endless assaults on the company, and the company's inability to trust and listen to non-Chinese experts in dealing with such matters."

The company has been going through a tough year in 2018. In January, major US carrier AT&T suspended potential cooperation with Huawei in its mobile business over security concerns.

And the "Five Eyes" nations (Australia, Canada, New Zealand, UK, US) decided to take aim at all Chinese telecoms equipment companies. Australia slashed its use of Chinese-made products in August, followed by New Zealand and the UK.

In particular, the US government targeted Huawei for years, as American counterintelligence agents and prosecutors began exploring possible cases against its leadership back in 2010, according to the New York Times.

Focus on own work

After Meng's arrest, several of Huawei's Chinese employees shared posts on their social media accounts to support each other, claiming that the company can definitely get through this difficult time.

"It will survive widespread bans in Western countries … and we should focus on our own work," a current employee at the company told the Global Times.

Some observers suggested that Huawei's foreign and Chinese staff, who often hold different attitudes in the workplace, may see its struggles in a different light.

Many Chinese staff work very hard overseas because of Huawei's incentive stock options. "Three years after I joined Huawei, I earned about 300,000 yuan ($43,500) a year, and my bonus was almost the same as my basic salary," said a former Chinese employee "Eric," who worked at Huawei from 2009 to 2013 and spent a year in Mumbai, India.

Working long hours is driven by growing business. Many employees understand that the better financial performance Huawei has, the more profits its employees could share in accordance to employee stock ownership plans.

However, to become a true global tech firm, Huawei will need to diversify its leadership, Plummer suggested.

As the case of Meng has entered the judicial system, some believe that Huawei's situation will get worse, even though there is no proof for the US allegations.

Looking into this dilemma, the company's aggressive and customer-centered business strategies might have helped its take over as much market share as possible.

"But in the long run, as a private company that insists on not going public, its opaque financial status also raises questions over its sustainability," Eric said.

By Chen Qingqing Source:Global Times

Newspaper headline: A true multinational

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Chinese diplomacy defeats US interference

China should be confident in this: As long as China maintains steady peripheral diplomacy, the US can do nothing to China and Beijing will gain the initiative in diplomacy toward Washington.

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Corruption has no place in any culture

LATELY, we have been seeing many photographs and a lot of video footage of handcuffed men and women in orange T-shirts bearing the words “Lokap SPRM”.

These are people who have been arrested by the Malaysian Anti-Corruption Commission (MACC) in connection with its investigations. Lokap SPRM is the Bahasa Malaysia term for the MACC lock-up.

Some of these men and women have been or will be charged in court for offences such as offering or soliciting bribes and abuse of power. If they are guilty, they will be punished.


But what if the wrongdoing is partly to do with how the private sector operates?

If businessmen believe that greasing someone’s palm is an acceptable way to get ahead of the competition, and if a company’s culture tolerates or even encourages corrupt practices, why should the employees be the only ones held accountable when the authorities enforce the law?

It is not easy, however, to prove that a company has criminal intent.

This will matter less if there are provisions in the law that deem companies responsible if employees commit certain offences in the course of their work.

This concept of corporate liability for the crimes of employees has been introduced in countries such as the United States, Britain and Australia.

Malaysia has long talked about introducing such provisions.

In July 2013, for example, Minister in the Prime Minister’s Department Datuk Paul Low said the Government wanted to introduce a “corporate liability law”.

The idea is to hold boards of directors and CEOs of companies responsible for bribes given by their employees unless it is proven that there are measures in place within the organisation to prevent corruption.

Since then, Low and senior MACC officers have several times brought up this matter.

It appears that the plan is to either amend the MACC Act or to come up with a fresh piece of legislation.

At one point, Low said the Bill would be tabled by March this year and that the new provisions would come into effect in 2018.

However, the draft legislation has yet to reach Parliament.

The latest update was from MACC deputy chief commissioner (operations) Datuk Azam Baki, who was quoted in a Sin Chew Daily report this week saying that the Cabinet had approved the Bill for the Corporate Liability Act and that it would be tabled in October.

It is understandable if the business community is less than enthusiastic about this.

There is always the fear that an employer will be unfairly blamed for an employee’s lack of integrity.

There is also the well-worn argument that complying with additional rules and regulations will increase costs amid already challenging conditions.

It is likely, however, that the new provisions are applicable only if the companies cannot demonstrate that they have done all they can to prevent the offences, or if they are negligent in addressing the risks of such offences being committed.

We will have to wait and see.

Meanwhile, businesses should examine their practices and procedures.

It is definitely in the best interest of a company to ensure that its employees understand well that corruption is not part of its corporate culture.

For that matter, corruption should not be part of any culture.

- Sunday Star Says

Amend MACC Act to give it more bite

TRANSPARENCY International Malaysia (TI-M) hails the call by the Malaysian Anti-Corruption Commission (MACC) to amend Section 23 of the MACC Act 2009 to give it greater clarity so that corrupt practices and other related offences could be better tackled especially in state-owned enterprises (SOEs).

As stated by MACC deputy commissioner (Operations) Datuk Azam Baki, MACC needs more bite to act against corrupt public officials including ministers, assemblymen and politicians.

TI-M also supports MACC on the recently proposed new law known as “Misconduct for Civil Service Act”, where civil servants who caused substantial financial losses to the Government due to negligent acts or non-compliance with official policies or procedures would face criminal charges under this proposed new Act.

TI-M has been advocating for these amendments to the existing MACC Act for the past several years and hopes to finally see the light at the end of the tunnel.

Section 23 of the MACC Act 2009 prohibits “an officer of a public body” or public officials from abusing their power for any gratification for themselves or for their relatives. TI-M shares Azam’s opinion that many politicians are being appointed into SOEs and public interest entities (PIEs).

In addition, TI-M is also looking forward to the inclusion of the corporate liability provisions into the MACC Act 2009, which will ultimately hold companies accountable for corruption cases involving their employees.

Currently, when an employee is caught for corruption or bribery, he or she will face the consequences and can be charged individually. The company which the respective employee works for is not held liable for its employees’ acts, as in law the company not being a human person is not capable of having criminal intent.

With the introduction of the corporate liability provisions, companies can be held accountable for their employees’ involvement in corruption or bribery if they are found to have failed to take adequate steps to prevent such corrupt acts by their employees.

When this becomes a reality, employers in the private sector would have no choice but to initiate anti-corruption programmes in their companies/organisations to mitigate and eventually eradicate corrupt practices.

TI-M, meanwhile, has been encouraging companies in the private sector to adopt the ISO 37001 Anti Bribery Management System as an initiative to put in place all the preventive controls and systems while simultaneously getting the top management to commit to the elimination of any form of bribery in their organisations.

On the proposed Misconduct for Civil Service Act, any effort or law to address misconduct which results in loss of taxpayers’ money should be lauded.

However, we would like to raise the issue of whether the proposed law should only apply to civil servants. What about instances where orders or instructions come from politicians or persons in elected positions? Should they not also be held liable if proven to be involved?

Any proposed law should fairly apply to everyone involved in the decision-making process, and that includes politicians.

Azam has been reported saying that each year, the AuditorGeneral’s Report reveals a litany of malpractices among government departments and agencies, some of which are outrageous, for which the civil servants responsible should be charged with criminal offences instead of just disciplinary action under the domestic rules applicable to them.

TI-M supports these new measures proposed by the MACC and hopes that the Government will give due consideration and also fully support the same by effecting the necessary changes in the law. This would ensure that we plug the existing loopholes in our anti-corruption laws.

DATUK AKHBAR SATAR President Transparency International Malaysia


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Reporting an offence is not defamation

Bosses prefer Multi-skilled workers with the digital technologies, Global Randstad Workmonitor Report

PETALING JAYA: Malaysian employees expect their jobs to be more demanding with the increasing influence of digital technologies in the workplace and more bosses preferring to hire multi-skilled workers.

The latest survey by a global recruitment and human resource services firm showed that nine out of 10 Malaysian workers expected their jobs to be more challenging over the next five years.

According to the latest Randstad Workmonitor Report, greater workplace expectations were higher in Malaysia compared with respondents in Singapore (80%), Hong Kong (73%), Australia (73%) and New Zealand (82%).

The survey, based on 405 respondents, also found that 95% of the Malaysian workers were willing to develop their skills to meet the changes.

Randstad Malaysia director Jasmin Kaur said employers have increased the emphasis on education, experience, social and digital skills.

“With organisations becoming leaner, employees are now expected to be not only high performing, but to be able to put on several hats,” she said.

Jasmin said the figures were reflective of Malaysia’s aim to become a high-income nation by 2020.

Malaysian Employers Federation’s (MEF) executive director Shamsuddin Bardan concurred with the report’s findings

“Like it or not, this is the definite trend due to the demands of business,” he said, adding that even older employees had to adapt to the digital trend of being wired and contactable.

Jasmin said the survey also found that most of the respondents believed that their employers placed greater importance on digital skills than they did five years ago.

“With social media being a part of today’s business environment, being comfortable with using tools such as Twitter and LinkedIn could help an employee keep connected and abreast of what is happening in the industry.

“Different companies have different expectations of their workers. Employees who are client-facing may be expected to be on call outside of standard office hours to respond to clients as required,” she said.

Shamsuddin echoed similar views, saying that it was now a necessity for employees to be reachable anytime of the day, whether it was outside work hours on while they were on holiday.

However, he said employers recognised that there had to be a work-life balance for their staff, adding: “Being contactable is not the same thing as working 24/7.”

Burnt out: Employees face stressful days at home and at the workplace if a work-life balance is not struck.

He said employers also knew that happy employees were more productive.

MTUC secretary-general Abdul Halim Mansor said the umbrella organisation for unions was against the culture of employees being at the beck and call of bosses beyond working hours.

He said the Malaysian Employment Act specified rest days which workers were entitled to.

“Notwithstanding the demands of the job, the rights of employees to get adequate rest should be respected,” he said.

Abdul Halim said such a working culture could have negative impacts on families and communities.

Company managers, who spoke to The Star, said the nature of a job and position would determine if an employee had to be on call.

“For those in management, there is no escape,” said the human resources manager of a multinational company in Kuala Lumpur

Another manager, who also declined to be named, said being on call 24 hours a day was already a norm.

“The company provides employees with smartphones so they can be reached anytime,” she said.

The survey, conducted between July 17 and Aug 5, also found that 77% of Malaysians were satisfied with their current employer compared with 56% in Singapore, 47% in Hong Kong and 44% in Japan.

Jasmin said a pleasant working environment, effective leadership and career development training were the reasons why Malaysian employees remained satisfied.

The quantitative study was conducted via an online questionnaire. The respondents were between 18 and 65-years old, working a minimum of 24 hours a week in a paid job.

Randstad issues its survey report four times a year.

- Contributed by  by p. Aruna, Neville Spykerman, and D. Kanyakumari, The Star/Asia News Netowrk

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How to ask for a pay rise and get a bonus?

Successful ways to get an increment or bonus - Do not be boastful about your achievements or downplay the role of your colleagues

IT'S now December and year-end is just round the corner. It's also time for reflection about what you have achieved in your current job and what your plans are for next year in terms of your career path.

Taking some time to make such plans is a great way to ensure that you have set yourself in the right direction and how a well-crafted road map can lead you to your outcomes or objectives.

As with every plan, you need to give yourself some private time to set your thoughts in the right direction. Start with choosing a quiet place and give yourself ample time to relax and focus on how the current year has been and what lies ahead that you wish to see happening. Let's look at how you can successfully ask for a pay rise from your bosses if you had met and exceeded your targets and agreed KPIs.

• >Current year reflection is a measure of your achievements

You will need to execute a list which contains information (in bullet points may be sufficient) of the scope of work that you have done during this year and what were the results.

• >Crafting the list of achievements for the year

Start on a monthly overview e.g. January before you proceed to February. That way, you will not miss out any important information for that list. Have the list in a format which details the following in its respective columns:

• >Month

a. From January till November or December if you can already predict the results or outcome.

• >Projects and assignment

a. Note that it cannot be your daily task of following up on calls to clients but must be a sales lead that translated to an actual sales win
b. It can be a group project or one which you did individually

• >People involved

a. If it was a group project, list down the names of your colleagues for clarity
b. List down your role in the project e.g. principal driver or customer liaison person, risk analyst planner (your actual role in the group)

• >Timelines/cost involved

a. Duration from start to completion of project or assignment e.g. weeks or months
b. It could even be completed in a few days time
c. If there were cost investment required which is beyond the time spent on carrying out this programme, place the cost into the column e.g. marketing budget of RM12,000.

• >Objective of the project and assignment

a. What needed to be achieved from this project before it was kick-started
b. What were the challenges or issues that were required to be resolved?
c. What was the sales target in terms of revenue that needed to be realised?

• >Outcome/results achieved

a. The return-on-investment is critical in this column
b. List down the measurable results to be effective e.g.
i. If time was an essence, completion within or earlier than the duration expected or given
ii. If revenue was the outcome, place the amount/value into your outcomes
iii. If cost savings was involved, list down the amount /value saved

• >Conclusion

Chart a simple graph to show your progress on a month-to-month basis based on the agreed KPIs and where you are at now. If you have been with the company for more than two years, create a comparison analysis on your year-to-year progress to showcase your growth. Charts or graphs are easier to read and it gives a clear overview of the results quickly.

What is very important is that the information in that list must be real and a true reflection of what was achieved. Do not list down information which you cannot prove or which is untrue. Be mindful that it's not about having a long grocery list but a list which is impactful in terms of outcomes and results. If there was nothing significant in that month, go to the next month and only list the effective and efficient details in your list.

If your company does not have a performance review/appraisal fixed for year-end, set an appointment with your immediate boss to have that discussion. Be proactive in your approach.

During the discussion, have an open mind that your list may be challenged. Approach your discussion with your boss on a professional manner and never argue your points.

Be diplomatic and highlight the points that you have in your list. Reaffirm your points with facts and in some cases, walk your boss through how it was achieved and the process that was involved.

You may not be the only subordinate your boss has, so, he may not recall each and every project of all his subordinates or the results attached to it. It is advisable to have the discussion with a state of mind that you are showcasing your achievements and not out to prove your boss wrong or to boast of your achievements.

If you know that you have achieved many milestones and have been a star performer, always be humble in your demeanour. Do not be boastful about your achievements or downplay the role of your colleagues on any group projects.

Group projects are always achievable as a result of teamwork no matter how small a role someone else plays. It would be good to share credit on some of the successes by naming some colleagues who had played a critical part in your project list. This reflects your maturity and openness to share credit where it's due. It also shows that you have leadership qualities and values teamwork.

When you ask for a pay rise, you also need to be mindful of the company's performance for the year. Ask yourself if the company has achieved better performance results compared to last year as a benchmark or if your company has achieved the performance results/profits that was targeted at the start of the year based on your CEO/management's direction for the year.

Look internally at your achievement and do a quick Conclusion (as per the list requirements above) on your progress month on month and if possible, compare that with last year's progress. If your company has suffered losses this year, generally it is advisable not to ask for a pay rise. Employees who show loyalty to a company during challenging times will be valued and there are also other ways to measure how the company and its management treat you beyond the pay rise; rewards and recognition (extra annual leave, awards),
good health plan, training and development programme which provided upskilling and personal growth.

Do some research on salary ranges before asking for a pay rise as your pay rise needs to be realistic and based on market rate. Never ask for a pay rise that is unreasonable or which you know the company cannot agree to. Be willing to accept a compromise during the discussion and open yourself to different solutions offered by the company.

As much as we wish to have what our heart desires, there are times we have to face the reality of rejection. If you are successful in getting that pay rise, congratulations but to those who are not successful, do not accept it as a failure or an end to a means.

Things happen for a reason and it may be a call for you to take charge of your own achievements, on your skill sets and, at times, it may be reasons beyond your control such as the company's poor performance as a whole.

Talking HR with Melissa Norman

 Melissa feels that those who invest in their careers do not view salary as the only priority but the job satisfaction and meaningful friendships forged with colleagues and bosses as critical aspects for long-term career fulfilment.