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Developing POCS
Interventions
Venue: Pantai Meeting Room, Plant 1, PC Methanol Sdn Bhd 7 Nov, 2012

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1. To reflect on past and future (yet to be
implemented) POCS interventions

2. To share the Influencer Framework and how it
can help in developing more effective
interventions
Context Setting
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Time Topics
Ice Breaker
8.10am- 8.40am
(30mins )
12.15pm 1.30pm (1 hour ); Break for lunch/ prayer
8.00am- 8.10am
(10mins )
1.30pm 4.00pm
(2hr 30min )
Using Influencer Framework to reflect on POCS Intervention
10-00am-10.15am(15mins); Break

8.40-9.10am
(30 mins)
Sharing on the POCS Intervention and Its Progress
10.15am -12.15
( 2 hrs)


Using Influencer Framework to reflect on POCS Intervention
9.10am -10.00am
( 50mins)


Presentation on Influencer Framework by En Iftikhar
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Discover
Issues
Identify Root-
Cause
Develop
Intervention
9
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Discover
Issues
Identify
Root-Cause
Develop
Intervention
Use Influencer
technique to
develop
interventions for
identified root-
cause
Activity list and
timeline for the
intervention
Validate status
and issues
Consolidate
issues
Prioritise
issues
Use idea cards
Consolidate &
summarize
collection of
root-causes
Prioritize top
3 root-causes

Deep Structured Interview
*
No Open Issues Root Causes
1 Commitment , Engagement and Trust
factor are relatively low in PCML.
Incompetence manager and slow
decision making.

2 Relationship gap between
management and non executives
resulted in low motivation towards
works.

3 Poor execution of overall Capability
Development Management .


30 minutes
*
Discover
Issues
Identify Root-
Cause
Develop
Intervention
*
30 minutes
Item Detail
Issue 1 Commitment , Engagement and Trust factor are relatively low
in PCML. Incompetence manager and slow decision making.

Root Cause
Objective
Current
Intervention
Leadership Transformation Program for Executives and Non
Executives

Reviewed
Intervention



* Intervention Development Issue 1
INTERVENTION
PERSONAL MOTIVATION
Principal Ideas:


Actionable Items:


PERSONAL ABILITY
Principal Ideas:


Actionable Items:

SOCIAL MOTIVATION
Principal Ideas:


Actionable Items:


SOCIAL ABILITY
Principal Ideas:


Actionable Items:

STRUCTURAL MOTIVATION
Principal Ideas:


Actionable Items:
STRUCTURAL ABILITY
Principal Ideas:


Actionable Items:

Issue Statement: Commitment , Engagement and Trust factor are relatively low in PCML.
Incompetence manager and slow decision making.
Root Cause(WHY): ???
Objective (using SMART):
Is it worth it?
Can I/We do it?
*
*Hint:
Consolidate the actionable item to create synergy
Prioritise the action for quick win and impact
Develop timeline to execute the activities

30 minutes
*
Discover
Issues
Identify Root-
Cause
Develop
Intervention
*
30 minutes
Item Detail
Issue 2 Relationship gap between management and non executives
resulted in low motivation towards works

Root Cause
Objective
Current
Intervention
Existing Intervention:
Integrated CSI
Recreational Activities
Reviewed
Intervention




* Intervention Development Issue 2
INTERVENTION
PERSONAL MOTIVATION
Principal Ideas:


Actionable Items:

PERSONAL ABILITY
Principal Ideas:


Actionable Items:


SOCIAL MOTIVATION
Principal Ideas:


Actionable Items:

SOCIAL ABILITY
Principal Ideas:


Actionable Items:

STRUCTURAL MOTIVATION
Principal Ideas:


Actionable Items:


STRUCTURAL ABILITY
Principal Ideas:


Actionable Items:

Issue Statement: Relationship gap between management and non executives resulted in
low motivation towards works
Root Cause(WHY): ???
Objective (using SMART):
Is it worth it?
Can I/We do it?
*
*Hint:
Consolidate the actionable item to create synergy
Prioritise the action for quick win and impact
Develop timeline to execute the activities

30 minutes
*
Discover
Issues
Identify Root-
Cause
Develop
Intervention
*
30 minutes
Item Detail
Issue 3 Poor execution of overall Capability Development
Management

Root Cause
Objective
Current
Intervention
Structured capability Framework for executives and non
executives

Reviewed
Intervention




* Intervention Development Issue 3
INTERVENTION
PERSONAL MOTIVATION
Principal Ideas:


Actionable Items:


PERSONAL ABILITY
Principal Ideas:


Actionable Items:

SOCIAL MOTIVATION
Principal Ideas:


Actionable Items:


SOCIAL ABILITY
Principal Ideas:


Actionable Items:

STRUCTURAL MOTIVATION
Principal Ideas:


Actionable Items:
STRUCTURAL ABILITY
Principal Ideas:


Actionable Items:

Issue Statement: Poor execution of overall Capability Development Management .

Root Cause(WHY): ???
Objective (using SMART):
Is it worth it?
Can I/We do it?
*
*Hint:
Consolidate the actionable item to create synergy
Prioritise the action for quick win and impact
Develop timeline to execute the activities

30 minutes
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OPEN
OPEN
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OPEN
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Monday, October 27,
2014
2011 OPI, PETRONAS Methanol (Labuan) Sdn. Bhd.
All rights reserved. No part of this document may be reproduced, stored in
a retrieval system or transmitted in any form or by any means (electronic,
mechanical, photocopying, recording or otherwise) without the permission of
the copyright owner.
PM(L)SB doesnt
provides enough
facility and
platform for staff
to perform healthy
& recreational
lifestyle.
Q
1
My management
doesnt cares and
is responsive
to the issues of
most importance to
me.
Q
2
My management
doesnt
demonstrates
PETRONAS 5
Quality Principles.
Q
3
The environment
in PM(L)SB doesnt
supports
a balance between
work & personal
life
Q
4
My job does not
cause unreasonable
amount of stress in
my life.
Q
5
Not everybody is
treated fairly in
PM(L)SB.
Q
6
Implemente
d
67%
Open
33%
Status of Interventions
N
o
Intervention Action By Status
1.
MC Members to champion
dedicated sport
All MC Members &
HRMA
Open
2.
To organize Inter-House
Sport Carnival
HRMA/KSRP Implemented
3.
To subsidies sport fees such
Gym, Pool, Bowling, Futsal,
Lawn Bowl and etc through
establishment of PA
HRMA Implemented
4.
To continue with current
hiring of external coaches
for BG preparation
HRMA Implemented
5. MC Walkabout Quarterly OPI Implemented
6. PM(L)SB Team building OPI Implemented
No Intervention Action By Status
7.
To track and monitor all
Issues and Action Items
discussed between
Management & Staff during
engagement sessions
OPI Implemented
8. Coaching Training HRMA Implemented
9. Mentor Protg Program HRMA & OPI Implemented
10
Minimize meeting after
working hours
All MCs & Managers Implemented
11
To enhance Teamwork
between OPN, ENG, SCM, &
HSE through Breakthrough
Workshop (Setting
Expectations)
OPI Open
12
Leave & training schedule to
be developed early and
agreed by staff & immediate
superior
All MCs & Managers Implemented
N
o
Intervention Action By Status
13
To have Team building between
JBA, PMLSB, PCSB, Murphy to
enhance working relationship in
order to improve gas, water
supply issues
OPI, OPN, & FPD Open
14
LOA Review to address issues of
delay in getting AA approval.
Example : Risk Assessment, PTW
& etc.
HSE Open
15 Revive initiative Management FPD Open
16
To continue with structured
capability building program for
E1s
HRMA Open
17
To manage resources more
effectively
All MCs &
Managers
Implemented
18
To determine high performer,
YEPR Pre-HRPC and HRPC should
focus on core function and value
creation as in KPIs
HRPC Members &
HRMA
Implemented
No Intervention Action By Status
19
To determine non
performer/forced ranking, a set
of criteria should be established.
HRPC Members &
HRMA
Open
20
Pre HRPC /HRPC during YEPR
shall be discussed thoroughly and
if necessary to extend the
duration.
HRPC Members &
HRMA
Implemented
21 Involvement in CSI Activities
All MCs, Managers,
& HRMA
Open
22
Emphasize CMOV to all level of
staffs during engagement
sessions
All MCs, Managers,
& OPI
Implemented
23
To address issues on managers
competencies such as decision
making by having interview,
assessment, coaching & training
HRMA & OPI Implemented
24
Implementation and
enforcement of OMOC for
Manpower Optimization
HRMA & HRPC Implemented
No Intervention Action By Status
1.
PM(L)SB Appreciation Dinner
2011
OPI new
2. PM(L)SB War Room Session OPI new
3.
PETRONAS Organizational Culture
Survey 2011
OPI new
4. PM(L)SB Music Room HRMA new