THE NATIONAL HUMAN RESOURCES SUMMIT 2004.....I was the moderator for the three speakers where the late Dr Liew Boon-Horng, Managing Principal, Ethos Consulting was the first speaker. May his soul rest in peace!

THE NATIONAL HUMAN RESOURCES SUMMIT 2004


“Rethinking HR in the Epoch of Change and Discontinuity”

16-17 August 2004 ~ Renaissance Hotel, Kuala Lumpur1

THE NATIONAL

HUMAN RESOURCES

SUMMIT 2004

“Rethinking HR in the Epoch of Change and Discontinuity”

16-17 August 2004 ~ Renaissance Hotel, Kuala Lumpur

Organised by:

DAY ONE MONDAY, 16 August 2004

Arrival & registration of participants

8.00am – 9.00am

INTRODUCTORY REMARKS

David Wong

Summit Convenor / Director, Centre for Knowledge & Business Leadership, Asian Strategy & Leadership Institute (ASLI)

9.00am – 9.05am

THE 5th ANNUAL NATIONAL HUMAN RESOURCES SUMMIT SPECIAL KEYNOTE

John W. Allison

Vice-President, Human Resources, Asia Pacific Division, Federal Express

9.05am – 9.55am

WELCOMING REMARKS

Dato’ Dr Michael Yeoh

Chief Executive Officer / Director, Asian Strategy & Leadership Institute (ASLI)

10.00am – 10.10am

OFFICIAL OPENING & MINISTERIAL KEYNOTE ADDRESS

“Rethinking HR in the Epoch of Change and Discontinuity”

YB Datuk Dr Fong Chan Onn

Minister of Human Resources, Malaysia

10.10am – 10.40am

Morning refreshments and informal business networking

10.40am – 11.00am

11.00am – 1.00pm

Moderator-Discussant:

Dr Ismail Ab. Jamal

Principal Consultant, e-

Profiles Sdn Bhd

Improving Performance Management in Government-Linked

Companies and Public Sector Organisations

􀂃 Key performance indicators (KPIs) critical for GLCs and public sector organisations – why

is there a need for KPIs and performance-linked compensation in GLCs?

􀂃 How KPIs for GLCs and public sector organisations differ from those commonly adopted by

private sector organisations? Quantifying the costs of national/social agenda.

􀂃 Common performance gaps identified in GLCs and public sector organisations.

􀂃 The challenge for HR – linking corporate goals to individual objectives.

􀂃 Translating corporate measurement processes into individual performance management.

􀂃 Defining the criteria and standards to determine and measure performance, and making

THE NATIONAL HUMAN RESOURCES SUMMIT 2004

“Rethinking HR in the Epoch of Change and Discontinuity”

16-17 August 2004 ~ Renaissance Hotel, Kuala Lumpur

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the metrics actionable.

􀂃 Gaining senior executive and middle management buy-in for a performance management

system. Dealing with non-aligned executives and managers.

􀂃 Uses and misuses of performance management tools including the Balanced Scorecard

and the Six Sigma framework.

􀂃 What are the most common impediments in improving performance management in GLCs

and public sector organisations, and how to overcome them?

􀂃 Challenges in instilling a performance mindset and change management in GLCs.

􀂃 Putting in place an effective performance consequence framework.

Dr Liew Boon-Horng

Managing Principal, Ethos Consulting

Critical Success Factors in Creating a Culture of Performance

􀂃 What are some key performance measures critical for success in today’s organisations?

􀂃 The importance of introducing systems to ensure clarity and focus on the key factors that

will drive the sustainable success of the business, and the effective measures aligned with

those.

􀂃 Why are some companies dissatisfied with the time taken for these measures to produce

tangible results?

􀂃 Mapping the failure points: Are the measures chosen ineffective? Are there substantial

defects in communication? Are there significant gaps in execution?

􀂃 Addressing a probable root cause – the lack of desire in people and a performance-centric

culture to make it happen.

􀂃 Critical factors to effectively create a culture of performance at reasonable speed.

􀂃 The roles of various stakeholders in the organisation and how to help them deal with their

individual fears and concerns.

Alan Parker

Country Manager (Malaysia) & Asia Pacific Regional Practice Leader, Hewitt Associates

A Case Study on Performance Management: Proton

Mastura Mansor

Head of Human Resources, Perusahaan Otomobil Nasional (PROTON) Bhd

Luncheon

1.00pm – 2.00pm

2.00pm – 3.40pm

Moderator-Discussant:

David Wong

Director, Centre for

Knowledge & Business

Leadership, Asian Strategy

& Leadership Institute (ASLI)

When East Meets West – Local HR Practices vs Western

Concepts: What Works, What Won’t

􀂃 What are some typical Malaysian HR practices and how effective are they?

􀂃 What are some typical Western HR concepts and how widely-practised are they in

Malaysia?

􀂃 What are the distinct differences between local HR practices and Western concepts?

􀂃 Are Malaysian HR practices inferior vis-à-vis Western concepts? Have Malaysians been

increasingly Western in the adoption of HR practices? Does this augur well?

􀂃 Where are the potential (and even actual) flashpoints when East meets West?

􀂃 What are the key Western concepts that work or may work in the local setting, and what

will not?

􀂃 Is there a middle path? Creating a ‘third culture’ or a fusion of local-Western HR practices.

􀂃 The takeaway: what does this imply for HR professionals?

Adzhar Ibrahim

Group Human Resources Officer, Sime Darby Bhd

‘Discriminate’ to Retain Your Best Employees

􀂃 Why is the retention of best employees critical to the effectiveness of any organisation?

􀂃 What do organisations gain from having loyal and quality employees?

􀂃 Is employee loyalty a thing of the past? Are loyalty-rewarding programmes still relevant in

today’s employment and business environment?

THE NATIONAL HUMAN RESOURCES SUMMIT 2004

“Rethinking HR in the Epoch of Change and Discontinuity”

16-17 August 2004 ~ Renaissance Hotel, Kuala Lumpur

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􀂃 Facts about turnover in organisations and the costs of employee turnover.

􀂃 What do quality performers want from the workplace?

􀂃 What makes your best people want to stick around (and what makes them want to leave)?

􀂃 What can companies do to reduce turnover?

􀂃 Creating an employee retention culture – weaving engagement and retention deep into the

organisation.

Heera Singh

Chief Executive, HEERA Training & Management Consultancy

3.40pm – 5.00pm

Moderator-Discussant:

Marie Lam

Country Manager, Adecco

Personnel Sdn Bhd

Going International – Implications for HR in Malaysia

􀂃 Key global pressures affecting human resource management practices in Malaysian firms

currently and for the projected future.

􀂃 In dealing with global pressures and the aspiration to go international, what are the level

and substance of knowledge about HR issues that HR professionals should possess?

􀂃 What should be the acceptable level of international knowledge needed by entry-level

professionals in human resource management in Malaysian organisations?

􀂃 What are some leading edge HR practices adopted by Malaysian organisations going

international and how effective are they?

􀂃 Imperatives on recruitment and selection, performance management, succession planning,

cross-cultural adaptation and competence, expatriate orientation, and employee motivation

in managing operations abroad.

􀂃 Individual and cultural competencies required by Malaysians going international.

􀂃 Critical pitfalls to avoid when managing a foreign workforce.

􀂃 A snapshot of current challenges facing HR using cases of companies going abroad.

Dr Asma Abdullah

Consultant & Facilitator, Culture Matters / HRD Specialist

Sharifah Maria Alfah

Head, Group HR & Administration, Ranhill Bhd

End of Day One

Afternoon refreshments and informal business networking

DAY TWO TUESDAY, 17 August 2004

9.00am – 10.20am

Moderator-Discussant:

Dato’ Dr Michael Yeoh

Chief Executive Officer /

Director, Asian Strategy &

Leadership Institute (ASLI)

The Strategic HR Dialogue

What are some of the recent key Government policies on human resources and what are the

implications they bring to employers and employees? What are the future directions envisaged

by the Human Resources Ministry with regard to the country’s workforce and specific issues

such as manpower requirements, industrial and labour relations, occupational safety standards,

and training? What roles does the Ministry of Higher Education play in creating a pool of skilled

and highly competent workforce? How will the higher education system be reshaped to better

address the issue of job-skill mismatch among graduates? What roles does the Human

Resource Development Bhd play in the development of our human resource? How can

companies benefit from its initiatives and programmes? What are the key issues pertaining to

SOCSO? These are among some of the issues that will be discussed in a special dialogue with:

Datuk Dr P. Manogran

Secretary-General, Ministry of Human Resources, Malaysia

Dato’ Dr Mohd Yahya Nordin

Secretary-General, Ministry of Higher Education, Malaysia

Datuk Ng Teck

Chief Executive, Social Security Organisation (SOCSO)

Morning refreshments and informal business networking

10.20am – 10.40am

THE NATIONAL HUMAN RESOURCES SUMMIT 2004

“Rethinking HR in the Epoch of Change and Discontinuity”

16-17 August 2004 ~ Renaissance Hotel, Kuala Lumpur

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10.40am – 12.20pm

Moderator-Discussant:

M. Neela Mehan

Vice-President, Malaysian

Institute of Human Resource

Management / Lecturer,

Faculty of Economics &

Management, Universiti

Putra Malaysia

Competency-based Practices for Effective Human Capital

Management in the New Economy

􀂃 Categories of competence in human capital management.

􀂃 Developing competency models and measuring competency.

􀂃 Are behavioural competencies more predictive of performance than aptitude, skills or

experience?

􀂃 Identifying and closing the competency gap.

􀂃 The use of behavioural competencies to drive cultural transformation.

􀂃 Critical issues in deploying competency-based HR practices – selection, performance

management, human capital development.

􀂃 Using competencies to hire and retain high performing people.

􀂃 Which competencies matter most to different types of people in the organisation and what

are the key HR leadership competencies necessary for HR managers?

􀂃 The devil is in the details – implementing competency-based HR practices.

􀂃 The benefits of competency-based best practices.

Jon Randall

Practice Leader, Human Capital Group, Watson Wyatt Malaysia & Singapore

What’s the Fuss About Training? Rethinking Training in an

Environment of Rapidly Changing Human Capital Needs

􀂃 Rethinking training: integrating training and human capital needs into strategic business

objectives and core values.

􀂃 Delivering training programmes that gain trainee buy-in and deliver desired results – the inthings

and the outdated (and old-fashioned) training programmes.

􀂃 Building training into the corporate culture – the challenge for HR professionals.

􀂃 How to develop a culture of continuous learning and foster skills development for

productivity and employability?

􀂃 Training needs assessment: identifying what type of training is needed, who needs it, and

when it is needed.

􀂃 Improving training strategy, approach and practices – key factors towards creating

substantial ROI for training programmes.

􀂃 Appraising and measuring training programmes – how to construct an appropriate

scorecard?

􀂃 Does the accelerated learning model enhance organisational ability to learn?

􀂃 What are some key learning technologies in training today’s workforce?

Dr Mohd Kamal Khir

Deputy President, Malaysian Society for Training & Development

Luncheon

12.20pm – 1.25pm

1.25pm – 3.05pm

Moderator-Discussant:

John Zinkin

Associate Professor,

Nottingham University

Business School, Malaysia

Campus

Remunerating Gen-Y: What Makes Them Tick?

􀂃 Who are they – the Generation Ys?

􀂃 How do they differ in their outlook, needs and aspirations relative to the baby boomers and

Gen-X?

􀂃 How do you motivate Gen-Y? What do they look for?

􀂃 What are the issues and dilemmas in retaining and rewarding Gen-Y?

􀂃 Global trends and best practices in remunerating Gen-Y?

Sunny Khoo

Senior Manager, HRM Business Consulting

THE NATIONAL HUMAN RESOURCES SUMMIT 2004

“Rethinking HR in the Epoch of Change and Discontinuity”

16-17 August 2004 ~ Renaissance Hotel, Kuala Lumpur

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How Can HR Add Value to Governance and Social

Responsibility?

􀂃 In the light of the growing awareness on corporate governance and social responsibility,

what are some fresh challenges that HR will have to face?

􀂃 The pivotal role HR plays in facilitating the process of governance and social responsibility

through its employment policies, practices, education, and performance measures.

􀂃 What has been the response from HR thus far, where does HR’s credibility lie in this

process, and where does HR stand?

􀂃 What are the impediments preventing HR from playing a key role in this process and what

has to be done to overcome them?

􀂃 What are the new skills needed by HR professionals in taking on the challenges of

governance and social responsibility?

􀂃 How can the impact of HR’s role in aiding and strengthening corporate governance be

measured?

􀂃 HR adding value to governance and social responsibility – practical experiences and best

practices.

􀂃 The net effect and the bottom line: pains or gains?

Tay Kay Luan

Head, ACCA Malaysia

SPECIAL CASE STUDY

“Best Practices in Human Capital Management: The Case of Western Digital”

Fauzi Che Rus

Senior Director, Asia Human Resources, Western Digital (M) Sdn Bhd

3.05pm – 3.45pm

3.45pm – 5.00pm

Moderator-Discussant:

Dato’ Mohd Yusof Hitam

Vice-President, Malaysian

Employers Federation

The Special CEO Panel: What’s Bothering the CEO? Key Human

Capital Issues on the CEO’s Agenda

Jean-Jacques Kiefer

Group General Manager, Sunway Lagoon Resort Hotel

Bjorn Lynggaard Olesen

Managing Director, Dumex (Malaysia) Sdn Bhd

Nazneen A. Rahim

Principal, Organization Renewal Inc.

CONCLUDING REMARKS

David Wong

Summit Convenor / Director, Centre for Knowledge & Business Leadership, Asian Strategy & Leadership Institute (ASLI)

5.00pm – 5.10pm

End of Summit

Afternoon refreshments and informal business networking

Note: ** Subject to Confirmation

The organiser reserves the right to amend the programme in the best interest of the Summit.

© Copyright Asian Strategy & Leadership Institute (ASLI) 2004.