HR FOR

NON-HR LEADERS
INTEGRATED SCHOOL NETWORK
SPEAKERS
HAJJAH S.FAUZIAH JAMALUDDIN
&
PUAN MARISA AMIRUDIN
20TH JULY & 21ST JULY 2023

VENUE: LITTLE CALIPH CYBERJAYA

 CONCLUSION

01 Human Resource – Definition & Perspective

Employee Engagement – happy, loyal and productive

02 staff

03 Talent Acquisition & Manpower Planning –

recruitment and retaining talent

04 HR Strategies & Development – Planning HR&

Strategic Partner for other department

05 Employment Law & Grievance MIHRM

Procedure – Notes
Mr. Raj Lecture
maternitand paternity leaves and DI procedures
Succession planning is a deliberate and systematic effort by an organisation to
ensure leadership continuity in key positions, retain and develop intellectual
and knowledge capital for the future, and encourage individual advancement
(Rothwell, 2001).

Succession planning can also be defined as, a process which ensures the
continued effective performance of an organisation by establishing a process
to develop and replace key staff over time (King, 2005).
 WHY DO BUSINESSES NEED SUCCESSION PLANNING ?
The benefit of succession planning is to make sure a company always has the right leaders in place should a change
happen quickly. By failing to create an orderly plan for succession, your company may not get a second chance if it
doesn’t adapt immediately after a key player leaves the company.

CREATES STRUCTURE
DISASTER PROOF
FOR TRAINING &
YOUR BUSINESS
DEVELOPMENT

IDENTIFIES MOST
QUALIFIED FUTURE
LEADERS

MAINTAINS BRAND HELPS THE COMPANY

IDENTITY PLAN LONG TERM
by Adyna Akins Manager, Performance
4
ImprovementDallas, Texas
We need to create an environment
that attracts committed employees
and encourages them to stay

Barbara Schaerer, CHRO, Swiss Federal Government,

Switzerland
This Photo by Unknown Author is licensed under CC BY-SA-NC
SUCCESSION PLANNING DEVELOPMENT FRAMEWORK
Selection of
Talent Identify
Maximum
Talent
3 for each
Departmt Committee/
Yearly Head
Monitor Design /
recommend
Evaluation and Create System Analyze &
Measure Identify
Training & Resources Approval
Development SPD To be
approved by
Address gaps Board/
by training/ Prepare Organization
Management
deployment Implementation

Result viewed
and Interview/ Test
deliberated by /Evaluation
Managemt/
Board
Adapted from: Best Practices for Succession Planning, Editors: Mark R. Sabol,
Phil Harkeins & Terence Conley, 2007
 WHY EVALUATION IS REQUIRED ?
“We have discovered there are key behaviours that a strong succession
candidate will possess. The candidate will clearly understand the goals and
objectives of the company’s and translate those goals into their goals for
execution.This means the ability to take what they are thinking and translate it
to their audience in way that it is accepted and executed at the level expected
Is respected by both family and non family members. This includes keeping
ones word, showing up on time and following through on commitments Has
both the capability and capacity to focus on the future not “just get through the
day”

Jonathan Greaghan
 TALENT MATRIX
 HIGH PROFESSIONAL
• High performer with low potential (low
ambitions).
• Loves their job but the position has no
High
more room for growth.
• Specialized or expert talent that has
reached maximum career potential
• Retain, reward and help to develop
others
• Salary should typically fall at the
midpoint of the pay scale/range
 SOLID PROFESSIONAL
• Moderate performer with low potential
Medium
• Little ambition
• Meets basic requirements
PERFORMANCE
• Same job same role forever
• Engage and focus on them to motivate
• Salary below the midpoint of the pay range
 LOW PERFORMER
• Low performer with low potential
• A non – achiever with little value to the
organisation
Low
• To be put on performance improvement
plan (PIP)
• Exit if no improvement within targeted
months
• Salary position at bottom of the pay range
• Not to receive any increment
Low
 HIGH PROFESSIONAL PLUS  CONSISTENT STAR
• High performer with moderate potential • High potential and high performer – best
• Requires development and needs greater for senior succession
challenge • Top Talent
• Expand their interest • Strong candidate for promotion
• Exceeds target • Include them in strategic initiatives
• To give “stretch target” • Very valuable to organization and must be
• Positioned between the midpoint and the fast tracked in terms of development
maximum of the range • Paid at upper end of the market
 KEY PERFORMER  FUTURE STAR
• Moderate performer with moderate • A moderate performer with high potential
potential • Demonstrates lots of potential – likely
• Meets all targets given candidate for promotion
• To provide training & development • Develop & Coach
opportunities • Position at midpoint of pay range
• Position below the midpoint of the pay
range
• Motivate, engage and reward
 INCONSISTENT PERFORMER  DIAMOND IN THE ROUGH
• A low performer with moderate potential • A low performer with high potential
• Likely to be in wrong role • Needs to be motivated
• Challenge is necessary as they are under • High potential to advance although
performing underperforming
• To provide coaching • Maybe in wrong job/wrong manager
• Position at the bottom of the pay range • Needs intervention
• Either change role or will lose this person
Medium High
POTENTIAL Based on Leading and Managing Talent,
Performance vs Potential Matrix, (Korn/Ferry 2012 )
 NOMINATION OF SUCCESSORS
Succession Position Nomination Completed Date

Candidate Names Candidate Position Readiness – Now, 1,2,3 years Comments

www. Sigmasuccession.com
 NO OF SUCCESSORS
2010 2011 2012 2013 2014 2015

ALLIED SUPPORT ALLIED SUPPORT ALLIED SUPPORT ALLIED SUPPORT ALLIED SUPPORT ALLIED SUPPORT
SERVICES NURSING HEALTH SERVICE NURSING HEALTH SERVICE NURSING HEALTH SERVICE NURSING HEALTH SERVICE NURSING HEALTH SERVICE NURSING HEALTH SERVICE

R0 30 7 10 32 11 13 51 21 13 33 19 16 49 16 20 75 16 14
R1 101 26 23 115 23 28 106 37 32 116 22 32 157 41 56 156 57 51
R2 206 63 95 121 40 57 146 44 75 146 52 66 172 45 71 203 73 85
NA 1 5 8 5 8 12 7 6 9 2 1 3 7 18 24 15 9 16
NR 16 15 9 43 39 71 8 11 25 37 4 16 23 6 10 21 15 20
NQ 0 0 0 0 0 0 11 0 0 0 1 2 0 2 4 5 1 5
354 116 145 316 121 181 329 119 154 334 99 135 408 128 185 475 171 191
GRAND
TOTAL
615 618 602 568 721 837

Readiness
R0 – Qualified to move now
R1 – Within one to two years
R2 – Within two to four years
NA - Current level appropriate
NR – Not Ready
NQ –Not Qualified
 DEVELOPMENT OF E-
TALENT
• The talent profile is
easily viewed in the
system detailing all SA MPLE
of the employee’s
work experience,
further qualification A M PLE
S
as well as readiness
index.
• Successors are
reviewed yearly.
 COMPETENCY GAP FOR TALENT POOL

Head of
Total Customer
Department Successor Leadership Qualification Courtesy Skill Service Mobility Technical
Positions
Finance 23 23 9 12 10 4 1 13
Depts 475 382 244 74 160 62 63 144
Depts 148 125 29 38 57 25 25 37
Depts 191 167 67 45 104 22 8 76
Total 837 697 349 169 331 113 97 270
Percentage (%) 83% 42% 20% 40% 14% 12% 32%
Ranking 1 2 5 3 6 7 4
PREPARING THE
SUCCESSORS
TRAINING NEEDS ANALYSIS
• TNA is the process of identifying the gap in employee
training and related training needs

• It is an objective method to determine the type of

training programmes that an employee need to undergo
in order to further develop their career or enhance their
knowledge

• TNA is an individual assessment done by Head of

Services with input from their subordinates and/or other
Services
 Competency Model
Competency Based Training
Develop Job
description & Job
Identify
Have all the No competency gaps
competencies
competency gaps been
closed?
Review
Develop
competencies
competency
Yes profile

Proposed to enter Training

into Succession Evaluate
Performance
Needs Individual TNA
pool or proposed Analysis assessment
for promotion (if
other criteria are
fulfilled)

Individual plan
Develop
Monitor Group plan
Training Plan
Performance

Up to 3 – 6 months Deliver
post training training
Aa AND
This Photo by Unknown Author is licensed under CC BY-NC-ND
 COACHING & MENTORING
• Develop framework
and structure for the
Mentoring-Coaching
programme HR to monitor
• *Assign Mentee (to implementation and
Mentors and/or review progress
Conduct training Coaches

Step
programme for Coaches
and Mentors

Step Three
Step Two
One *Note: Mentee may request preferred Mentor
TRACKING THE TALENT POOL

This Photo by Unknown Author is licensed under CC BY-SA

 TALENT POOL MOVEMENT

NEW MAINTAIN AT
PROMOTION CURRENT RESIGNED PASS AWAY TRANSFER
STAFF SUCCESSOR
POSITION
MOVEMENT
N AH SS N AH SS N AH SS N AH SS N AH SS N AH SS

102 20 36 28 10 20 226 89 117 28 11 15 1 0 1 7 3 7

2014
(Movement year 2015)
158 58 432 54 2 17

2013 30 9 16 38 9 21 248 62 85 21 11 6 1 0 0 3 6 2
(Movement year 2014)
55 68 395 38 1 11

2012 35 13 10 44 9 32 201 87 127 19 9 11 0 0 0 2 0 3

(Movement year 2013)
58 85 415 39 0 5

2011 37 11 12 52 11 16 214 94 123 23 4 16 0 0 0 3 0 2

(Movement year 2012)
60 79 431 43 0 5

2010 37 11 12 52 11 16 204 94 133 23 4 16 0 0 0 2 0 0

(Movement year 2011)
60 79 431 43 0 2
 THE SUCCESSION SUCCESS
STORIES

This Photo by Unknown Author is licensed under CC BY-SA-NC

 EVIDENCE BASED
SUCCESSION PLANNING

Tan Sri Siti Sa’diah Sheikh Bakir, Dato’ Amiruddin Abdul Satar,
Managing Director KPJHB President/Managing Director KPJHB
1981 - 2012 2013 - 2020
"KPJ is committed to ‘Transforming Ordinary
Individuals into Extraordinary
High Performers’ ledby KPJ’s transformational
leaders. Even if I am not in, the people we have
will be able to run the hospitals. I've trained
many. My management team is superb."

The Star, 14 June 2012

YB DATIN PADUKA SITI SA’DIAH SHEIKH BAKIR
MANAGING DIRECTOR & CEO
KPJ HEALTHCARE BERHAD
OPERATION MANAGERS CHIEF EXECUTIVE
OFFICERS
TM Appoints Huzzaimi As New CEO Replacing Datuk Imri
By Editor - July 7, 2023
• Telekom Malaysia has announced a change in its executive
leadership effective 1 August 2023. The change sees Amar
Huzaimi Md Deris as the new Managing Director / Group CEO
of TM, succeeding Datuk Imri Mokhtar, who completes his 3-
year term on 31 July 2023.
Speaking about his upcoming role, Amar said, “Datuk Imri has set the
right path for TM, with the strengthened foundation from the
turnaround and pursuit of new growth areas – charting the shift from a
Telco to a TechCo. I am proud to have been part of that journey; and
now, I am enthusiastic to follow through and lead TM to the next
level.”
Datuk Imri expressed his confidence in Amar’s appointment, saying,
“Amar is an exceptional TM-grown leader with a proven ability to
navigate the business and deliver results. I have full confidence that
TM shall attain greater success under Amar’s leadership. I extend my
best wishes to Amar, the leadership team and Warga TM as they
embark on the next chapter of TM’s growth journey.”
THE FAMILY BUSINESS

THE CHILDREN :-
1. CEO OF
CHICODOTOMY
2. ARGO FARM
3. CEO SENTAP PRESS
4. MANAGENT IN
LITTLE CALIPH
 ● Date Registered:
6th of January 2010

● Branch (HQ):
45 Branches including Medan and
Jakarta
Little Caliphs Seksyen 7, Shah
● Branch (Operator):
Alam Little Caliphs Excellence 452 Branches
Centre
● Planning to expand:
1) Bangkok
2) Philipine
Annual Employee Re- 3) Indonesia (Kalimantan & Padang)
Orientation (AERO) 2022
“LET US GET PROFESSIONALS TO MANAGE THE
BUSINESS WE ARE EXPANDING OVERSEAS ”

Board Little Caliph

"Successful and unsuccessful people do not
vary greatly in their abilities. They vary in
their desires to reach their potential."
John Maxwell
What is your perspective of HR 2.0?