8 Reasons for Boosting Your Recruitment & Hiring Activities During Lockdown in Malaysia​With current the lockdown in Malaysia, some might think that it is the wrong time to recruit and hire new staff.​Yet talent scarcity is not going to stop just because of Covid-19 and companies who are delaying interviews because they can’t meet candidates face to face will be missing out!​Our Country Manager Sam Haggag shares this view:"Forward looking companies are not letting the lockdown get in the way of selecting talent, they’re using Skype / Teams & Zoom to conduct interviews and making hiring decisions. Some of them are even hiring despite the fact that staff cannot be physically in the office.  There’s a new era of looking at attracting and retaining talent and companies that are not moving with the times are going to miss out.”​Here is a list of 8 advantages you could get from boosting your talent acquisition activities right now:​1. Faster candidates’ turnaround​Since everyone in Malaysia is required to stay at home, many people are no longer required to deliver on certain commitments. We generally have more free time now. ​Therefore, candidates are likely to be available for interviews and recruitment procedures quicker than usual. ​2. Higher candidates’ commitment​Candidates understand that companies right now might be selective. Therefore, they are likely to treat every opportunity more seriously. ​They will keep in mind that available vacancies could be strategic in nature and consequently showcase higher commitment to the recruitment process. ​3. Streamlined processes​Because many of us are working from home, organizations had to put in place policies to facilitate operations despite this condition. ​In most cases decisions are made faster, with less reliance on paper work and with speed that technology enables us to have. ​As a result, your recruitment process and hiring decisions are likely to be streamlined and provide a better experience for candidates and hiring managers.​4. Lower competition for in-demand talent​Since some companies might reconsider their hiring plans, you can on the other hand use this to your advantage. With the temporary reduced competition for in demand talent, your organization could use this time to get the crème talent from the market. ​5. Strong employer branding opportunity​If you see a company hiring during these difficult times, chances are you will develop a positive image of their employer branding. ​Combine that with lower competition for in demand talent, and your organization will have a very good foothold to attract candidates now and also post COVID-19. ​You want to outpace competition for building you recruitment pipeline because once things settle down, other employers might go for a hiring spree. ​6. Internal morale booster ​In the times when many articles are painting a gloomy picture, showcasing to your staff that the future is bright and that you are building for consistent growth, can be a very strong morale booster.​Demonstrating that your company is recruiting talent in these challenging times is a sign of stability and growth. This fact could serve as a strong morale booster for your existing team.​7. Back fill vacant positions​Some people in your company have undoubtedly been assigned with higher responsibilities due to the COVID outbreak. They might be deserving promotions at this point but what about the responsibilities they were handling prior to the outbreak? ​Who will be executing on those operations now that the role has evolved?​Recruiting new joiners might be the right approach to address this issue. That will also showcase strong leadership and appreciation for existing staff who have gone beyond their preassigned responsibilities to support the organization in these unprecedented times. ​8. Competitive price for recruitment services​As an active member of the community, we understand the challenges that employers are going through right now.​To support you we are open for free consultations on your workforce needs and for developing custom workforce solutions at a competitive rate. ​Fill up the form below and our experts will be in touch with you in 24 hours:​​27 March 2020Posted by: Nitin Anthony - Head of Delivery & Experis Mohammad Kashif - Senior Marketing Executive​

​7 Tips to Collaborate Effectively When Your Team Is Remote [COVID-19 Outbreak]​The COVID-19 outbreak has triggered an accelerated trial run for remote work at a previously unthinkable scale. ​What we learn in the next few months could help shape the future of work and drive innovation across a range of business functions and industries. ​However, while much of the focus has been on whether technology and infrastructure can handle the surge in demand, what’s often not considered are the communication nuances crucial to productivity. ​The digital era has ushered in a revolution in communication that’s equivalent to the one surrounding the invention of the printing press. ​It’s changing how we speak — often in bullet points. And it’s affecting what we hear, as the jumble of information coming at us can lead to frequent misunderstandings and confusion.​People who work on remote teams face these challenges consistently. Today with the Movement Restriction Order in Malaysia, the large majority of employees are working remotely. ​​​This continuing shift calls for a new range of behaviors and skills.​Why do remote teams demand new collaboration skills? What’s missing from our texts, emails, conference calls, and other digital communications? Body language.​Even when we’re co-located, the tone of a text or the formality of an email is left wide open to interpretation, to the point that even our closest friends get confused. ​These misinterpretations create an anxiety that can become costly, affecting morale, engagement, productivity, and innovation.​Remote communication can distort the normal pace of our conversations. The delay between our messages can often postpone or hide emotional reactions to our comments. ​How many times have you written an email and, immediately after hitting send, felt concerned about how it would land? ​Would your boss see your late-night email and consider it to be an intrusion on their private time? Would they tell you if it was? ​While we may have become used to these types of asynchronous interactions, they can still conflict with our normal rules for social interaction. Lacking an immediate response, we can become distracted, second-guess ourselves, or even grow frustrated with our teams.​To perform at the highest levels, remote teams have to find new and better ways to operate. Here are our 7 tips to collaborate effectively when your team is remote:​1. Consider the three kinds of distance in remote collaboration​There are three kinds of remote collaboration: physical (place and time), operational (team size, bandwidth and skill levels) and affinity (values, trust, and interdependency). The best way for managers to drive team performance is by focusing on reducing affinity distance. Try switching most remote communication to regular video calls, which are a much better vehicle for establishing rapport and creating empathy than either e-mails or voice calls. And design virtual team-building rituals that give people the opportunity to interact regularly and experience their collaboration skills in action.​2. Don’t conflate brief communications and clear communications​In our efforts to be efficient, we sometimes use fewer words to communicate. But such brevity can mean that the rest of the team wastes time trying to interpret your messages (and then misinterpret them anyway). Don’t assume that others understand your cues and shorthand. Spend the time to communicate with the intention of being ultra clear, no matter the medium. Indeed, you can never be too clear, but it is too easy to be less clear than you should.3. Don’t bombard your team with messages​Do you follow up on a task by email, text and phone? Do you tend to ask people if they got your previous message?Abusing those access points can be a form of digital dominance, a relentless and uncomfortable form of harassment. The medium you choose creates different demands on the time of the receiver. Using all of them for the same message is ineffective (as well as annoying). Choose your digital volume wisely.4. Establish communication norms​Remote teams need to create new norms that establish clarity in communication.Companies such as Merck have created acronyms for their digital communications like “Four Hour Response (4HR)” and “No Need to Respond (NNTR)” that bring predictability and certainty to virtual conversations. Individual teams can also establish their own norms — e.g., to use or not use Teams, Slack, Google Docs, or WhatsApp groups.And norms can also exist on an individual level, such as people’s preferred response time, writing style and tone. For example, some individuals prefer short and quick messages, while others favor lengthy and detailed responses; people also differ in their preference and tolerance for humor and informality.5. Leverage on human predictability ​While we often tend to regard human predictability as a defect, few qualities are more sought-after at work, especially in virtual collaborations. We are all unique, but our consistent behaviors help others predict what we do and, in turn, help them to understand us — we all benefit from being understood. You can make that easier for others by establishing a clear personal etiquette and sticking to it consistently.​6. See the hidden opportunities in written communications​Being behind a screen can create new opportunities for certain team members, making space for those who might be less inclined to speak out in groups. Text-based communication places less importance on interpersonal skills and physical appearance, offering an effective way to share power and decision-making. Research shows that introverted individuals are less inhibited in online versus offline interactions. However, you need to watch out for virtual unconscious bias, where punctuation, grammar and word choice might reveal prejudiced attitudes towards certain groups.7. Create intentional space for celebration​Old school birthday cakes are still important for remote teams. Creating virtual spaces and rituals for celebrations and socializing can strengthen relationships and lay the foundation for future collaboration. Find ways to shorten the affinity distance. One company we worked with celebrated new talent by creating a personal emoji for each employee who had been there for six months. You can find your own unique way to create team spaces for social connection. How you do it is less important than whether you do.​As more and more of our interactions happen digitally, we will continue to experience new forms of miscommunication and misunderstanding. The solution will not come from new technologies (although, no doubt, developers will keep trying to bridge that gap). Instead, the solution is in understanding the new rules of engagement; in building a communication skill set that reflects the demands of our digitally-driven age.​If you are looking for consultations on setting up remote teams, drop us a message here and we will be delighted to provide a free consultation: ​​​​​

​It’s Flexibility, If You Want To Attract and Retain Gen Y In The Workforce​Most of the generations are driven by pay, especially Gen Z that hungry for cash. Gen Y are also driven by pay but they place more priority on flexibility. For women and men in Gen Y, they want flexibility and challenging work. ​In the 2018 Malaysian Labour Force Survey shows that 60.2% of women are not seeking for work because of housework, which includes family responsibilities that include child and elderly care. It’s a common problem raised by women as it’s the reason why they can’t take heavier responsibilities or leadership roles in the workforce. ​To retain and attract Gen Y in the workforce, flexibility is a very important criterion for women and men in Gen Y.For Gen Y, they understand that they have a career ultra marathon ahead of them and want to achieve One Life balance for the long run. As for women though, for them to participate in the workforce and pursue challenging work, it must come with flexibility. ​So what are the factors that contributing to the lower rate of women participation in the workforce compared to men?​I asked my colleague, she's married and she said "as a millennial women that married and have children to take care of, lack of day care facilities are one of the factors". A lot of women can’t return to the workforce after a career break because of absence of support or training.​The other factors that are frequently addressed are no options for flexible working hours and also lack of gender diversity policies in the workplace. Flexibility Can Be a Win-Win Situation for Both​Flexible work environment benefits everyone. A new father might want to spend quality time with his children. A new mother might want to have time with her new-born. A son and daughter might want to help to take care of their aging parents. ​Dean of Harvard Kennedy School said that “millennial men's interest in having a fuller life out of work than their predecessors may accelerate gender equality, but only if they are also interested in caring for children”.​We need to move away from a perception where we cannot be productive when we out from our desk. We can work flexibly as today’s workforce allows us to plug-in and work from anywhere. Employers Should Support Workplace Flexibility​63% of enrollment in public university are women, and it shows that Malaysia has done well in achieving gender parity in education. However, large number of them tend to leave workforce due to personal or family commitments.​Employers should foster a more flexible work culture throughout the organization. Employers can leverage on Talent Corporation’s (TalentCorp) Future of Work initiative, to consider flexible working arrangements to retain talents especially millennial or Gen Y.​Managers should understand the importance of family as being able to recognize that working Gen Y have the same needs to take care of their children and provide support for each other for the development of the children. For her, to be a good mother to children and also good daughter to the aging parents, the access to flexibility for parenting and care-giving is very important. ​Nowadays, in the current workforce, we can see that women as a leader as employers now realized the important of work flexibility to attract and retain talent. ​Although it seems that flexibility is critical for millennial women than millennial men, we still need to give opportunities for men to find out what it would feel like to be a more available dad or care-giver and they can also share in the burden of the work at home. So, flexibility is critical for her and still a nice to have for him.​Read more on specific generational needs here​

​What Workers Around The World Want? [Malaysian Trends Included]​If you are a Talent Leader, you must have come across articles titled something like “War for Talent Is Raging”, or “How to Survive in a Tight Talent Market”. With talent shortages around the world, and in APAC region specifically, it is becoming more and more difficult for you to attract and retain the right talent.​What Workers Want?Pay Always MattersPersonalizationVariety is the Spice of Work LifeFlexibility and Well-being CombinedGet The Full Report Here​In our Talent Shortage Survey 2018, 56% of companies in APAC say they can’t find the skills they need. ​Automation and digitization are increasingly creating new jobs and it is becoming ever more important for employers to know what workers need to attract and retain top talent.​To find out What Workers Want, we surveyed 14,000 individuals across 15 countries to understand what attracts them to an organization, what keeps them there and how that varies by geography, gender and at different stages of their career.​The findings helped us realize that workers have their own hierarchy of needs.​​1. No Spoiler Alert Necessary: Pay Always Matters – But How It’s Delivered Matters More​Pay is the top attraction and retention factor for all workers regardless of gender and age. ​Globally wages are growing half as quickly as they were 10 years ago especially for lower earners. In Malaysia for example the average salary is around RM3,000 and average salary increase for 2020 is predicted to be 2.9% after inflation.​Averages can of course be deceiving. Globally skills matter: workers with in-demand skills – cybersecurity, cloud computing, front end developers, solutions architects, healthcare and more – have seen salary increases of over 10% in the same time period.​Companies have to get creative to enhance compensation beyond cash to differentiate and attract talent. Popcorn and ping pong are not the answer.​Think personalization: autonomous working and flexibility, parental leave and unlimited time-off/unplug policies to cultivate sought after well-being and improved lifestyle. ​Add attractive financial incentives and goodwill gestures that reward loyalty, learning and development like tuition reimbursement and student loan repayments – companies will be more likely to attract and retain the best talent.​2. Workers Want Personalization: People Strategy Must Be Both a Science and an Art​In an increasingly data driven world where algorithms in fridges know what items are missing and AI is suggesting you buy them, people expect the same from work. ​They want assignments that test their abilities, projects that demand the best from them and recommendations on the next role. ​They want insight and advice on fit today and potential tomorrow. This is where assessment comes in – critical for understanding human potential. ​It allow you to better match and motivate people while helping individuals to get to know even more about themselves. Assessment can remove bias and over-reliance on Applicant Tracking Systems (ATS) that automatically filter suitable candidates out.​You will be able to fish from a more diverse talent pool, selecting people not on past experience but on the basis of future potential.​Like all consumers, workers also want a great user experience. They want personalized insight to understand their strengths and potential – as personalized as their Amazon Prime. ​For this they need assessment short, gamified and scientifically validated and they expect something in exchange for their data. They want career conversations and coaching to set goals, manage their development and control their career.​Ask yourself, when was the last time you had a career conversation with your employees?​When only 49% of workers globally have been assessed, it really is time to let the data do the talking – 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not.​So if you are considering an assessment tool, here is useful article from SHRM that will get you started with the basics of pre-employment testing.​3. Variety is the Spice of Work Life: Workers Want Education, Experience, Exposure​Challenge is a top five priority for workers of all ages and means a multitude of things. ​Education and training, yes, but more than that: stretch opportunities; rotational assignments; on-the-job learning and apprenticeships; stimulating projects and agile work across various teams and functions; applying fresh skills in new roles; thinking harder; feeling more tested; being on a clear career pathway from this job to next.​In Malaysia, it was reported that 1 out 3 job seekers are looking to switch their career due to lack of growth opportunities in their current industry. ​Your people want portfolio work that offers variety, broadens their experience and builds knowledge and skills. They want the opportunity to develop and to earn more. They are realizing they need a long shelf life in this fast-changing, career-marathon world of work.​To deliver challenge and opportunities so people succeed and stick around, you got to understand skills, potential and desires. With assessment, insight and a culture of learnability you can coach individuals so they thrive in a supportive environment. ​A sink-or-swim approach, without support, can result in procrastination paralysis or even burnout. The eager entry-level graduate seeking stretch will need different support compared to the mid-career emerging leader. ​As a leader, seek coaching skills. They will help you guide people to choreograph career conversations that pace their own career mobility, embrace new experiences and welcome the exposure that drives personal and business success.​4. Flexibility and Well-being Combined Are Priceless: Productivity Beats Presenteeism​Workers are prioritizing balance and choice and it’s non-negotiable. Your people want to choose where, when and how they work, and that doesn’t mean millennials logging on in coffee shops. ​They want the social aspect of work with the flexibility to accommodate the demands of One Life, the sharing of caring and the desire to boost their well-being.​It was found that 75% of Malaysian mothers quit their jobs due to a lack of flexibility. ​People want flexibility — and that means all things to all women and men so you might want to consider loosen up. Nontraditional work hours with flexible start and end times that counter the rush hour and control the commute.​Work from Home (WFH) and Work from Wherever (WFW). Time to hustle and enjoy side gigs to nurture entrepreneurialism and boost pensions. ​Condensed four-day work weeks or five-hour workdays that peak productivity and preserve the weekend, and parental leave that balance family and care and can be worth more than pay.​To tap the whole talent pool and retain a well workforce, employers must strike the balance of flexibility and reward productivity over presenteeism. ​Your company culture must promote it and leaders must model it and the consequence of workplace equality may well kick in too as a result. Happiness off the job can be key to happiness on the job.​You can certainly see that skills needs and job roles are changing faster than ever. The defining challenge of our time continues to be the “Skills Revolution”. ​Even though our world is enabled by technology, people are in demand. You need to know what workers want if you want to find, build and sustain the best talent while others are trying to do the same.​Shift your workforce demands closer to match the needs and desires of in-demand talent and expand the pool from which you source that talent.​Read more on specific generational needs here:​​What Workers Want 2020 [Generational Perspective] from Mohammad Kashif​​​To get the full whitepaper on workers needs, fill the form below:​​​​​​

How To Write a Proper Job Application Email? Applying for a job can be a difficult and a daunting task for anybody especially for those who are young and have just graduated. Some say the most daunting thing about applying for a job is actually sending in the resume. ​You probably can relate to the little panic attack that you got after hitting the ‘send’ button when you’ve already emailed your resume to a potential employer.Nowadays, in this era of digital transformation, nobody uses traditional mail anymore to send in their job applications (although sometimes it might be a good differentiator form other candidates). The rise of new technologies has changed the way how candidates communicate with employers. Social media, job hunting websites, and not to forget the use of email as a standard of sending job applications. So, because on a daily basis we receive many applications, we decided to share a few tips to help you with your next application email.​What is job application email?​It’s an email that provides complete information about your experience and skills to a recruiter or a hiring manager in a quick or simplified manner. It is a unique way to convey your interest in a particular job in an organisation. ​How to make your email stand out from the crowd?​​Hiring managers receive a ton of emails every day. Many job application emails are so terribly written that hiring managers do not even bother opening any attachments. So here are a few suggestions to improve your next application email:​1.   Proper email subject line​To make your email appeal to the eyes of the hiring manager, include your name and the job title you are applying for in the email subject line. They receive so many emails and by doing this, you make their work easier.​2.   Correct salutation​Address your email to the specific person who can be determined by reviewing the company’s website, LinkedIn pages or calling the front office to ask whom should you address in the email. If for some reason you cannot determine the ideal receiver of your application you may generalize the salutation by saying, “Dear Hiring Manager” or “Dear Recruiting Manager” or “Dear Human Resources Manager”.​3.   Keep it short and simple​Keep it brief and just write relevant content about you and why the job is suitable for you. Nobody wants to read a lengthy email with irrelevant content.​4.   Correct format​Neat and organised job application email significantly increases the chances of it being read by the employer. Do not forget to leave proper space between paragraphs and make sure it’s free from grammatical errors.​A job application email might be the first thing for an employer to build an image of you and proceed to look at your resume. It explains to the hiring manager what makes you a potential candidate for the job vacancy. It also gives an insight into why are you interested in the job vacancy, your career summary and how you are keen for the job.

​How To Stay Sane In a Toxic Work Environment? In one huge study published in Harvard Business Review, analysts gathered information from meetings and studies of around 14,000 individuals to understand how common is incivility at work. Research has shown that it is almost impossible to be untouched by incivility during one’s career. ​Common examples of incivility include taking credit for other’s efforts, passing blame for our own mistakes, talking down to others, belittling others and many more. Bad behaving employees promote bad work culture. Some people like their job but their co-workers or managers drive them crazy! It’s a sign to leave if you cannot endure such an environment but it might be worth hanging a little longer in certain circumstances. Here are the few tips to stay sane in a toxic workplace.  Create a Positive Workspace for Yourself​Hang posters that are relaxing to you. Put up pictures of your loved ones at your working station. If that is not your thing, you can consider motivational quotes instead of photos. You got to surround yourself with things that will create a positive aura around you. After all, positivity is a mental state which can be motivated with certain cues.  Communicate and Clear Up Any Misunderstandings​Do not allow issues to rot. On the off chance that something should be talked about, address it promptly at that point of time. Avoid sweeping concerns under the carpet as they may transform into something you never expected to. Communication is of the utmost importance just like in any relationship. Sometimes it all it takes is a few minutes conversation to address a long term grudge.  Stay Away From Drama​Don’t get caught up in gossip or drama. Do you want to be drama free? Don’t mingle with the gossiping co-workers. Of course, you still want to be friendly with your colleagues, but you can do that by talking to them one-on-one or chatting with them during the course of your workday without joining a gossip group. You also need to differentiate which conversations are part of the job and which are only opportunities to gripe. In any toxic workplace, there will be employees behaving badly toward one another. It will be harmful to the work culture when people start talking bad about each other. "Drama" is also bound to happen in any workplace. Everyone will get caught up in it at some point. Stay positive, focus on work, productivity and results.

​How Do I Make My Mark When I’m New at Work?​“First impressions make long-term lasting impression,” as said by Brandi Britton, district president for Office Team in an article by FairyGodBoss. She also explained "If you make a great first impression and you make mistakes down the road, people are more likely to forgive you. It is harder to overcome when you start off on the wrong foot and then make yourself look better later on.”​You got the job after going through rounds of interviews. You’ve signed the papers and yay! As you’re a new employee, all eyes will be set on you. But how do you want to make your mark when you’re the new guy/gal at work? 1. Meet People You Wouldn’t Normally Meet Getting to know co-workers outside of your department will help you understand the organisation more and its culture clearly. Introduce yourself to colleagues you haven’t officially met. Be respectful and friendly. Your goal is not only to gain knowledge about the firm but also make progress in building your personal network. If you run across someone in the pantry or hallway, start a small talk. The pantry is a particularly good place to socialize, since it's a rather casual environment where people probably will be more open for a chat because they're not focused on work. 2. Become an Expert on Company Processes The absence of real work means you have time to learn systems, get your inbox in order and prepare for what surely to come. See if there is research and reading you can do for the first assignment that lands on your desk. Your ability to do your work effectively will come down to how well you understand the processes and how organised you are.It is also important to understand how different the new environment is from the ones that you experienced before. Be attentive and listen carefully to what the current company challenges and objectives are. Remember, not everything that worked well in your previous job will fit into new frameworks. ​3. Be Proactive ​Challenge yourself and get involved in project that can highlight your skills on the field. After all onw of the best ways to learn is by doing. Whether you can help your manager or a member of your team can position you as an expert in a certain area. Set aspiring objectives for yourself, move in the direction of achieving those objectives by taking initiative upon consulting key stakeholders. You do not want to make certain actions prior to talking to your boss since he or she will probably have a more holistic view of the project at hand.​It is a new journey! You need to get a feel for your new organisation and its culture to fit in the new workplace. In the first month, you can allocate your time to learn about company's systems, processes by reading collateral and building connections with as many people as possible. Getting to know people and making friends with colleagues will help you understand more about "how the things get done around here". Start getting your hands dirty by taking the initiative of contributing to certain projects. That will help you build your image and will have a big role on the first impression you make on all project stakeholders.

How To Write A Cover Letter? A Good Cover Letter​You might be overwhelmed to write one killer cover letter when you had to browse hundreds of samples online. You night start considering, why do you need to write these? Does anyone really read them? Wouldn’t it be so much easier if hiring managers just read my resume?​A cover letter is a single-page letter that you include with your job application. Actually, a cover letter will add advantage to a resume. This is because, a resume is of a limited value to the hiring managers without a cover letter for context. Cover letters are significant because they tell hiring managers or future employers the sort of position you’re chasing – and precisely how you’re qualified for it. Your cover letter can likewise clarify things that your resume can’t. Each cover letter ought to be custom-made to the individual job application. You don't need to begin from scratch every time, yet you got to modify the content of the cover letter to best reflect what makes you a perfect contender for the current situation where you are in a wrestling ring with many other contenders that want to win the title.​Fresh cover letter for each job that you apply for​Creating a custom letter for each job position would make your cover letter more interesting to the employer as it shows your excitement towards the specific position and company that you've applied for. It’s okay to recycle a few strong sentences and phrases from one cover letter or next but please don’t send a 100% generic letter. It is a red flag for hiring managers that you’re resume-bombing every job listing in town. If possible, include the hiring manager's name​Salutations like “To Whom It May Concern” or “Dear Sir or Madam” are too generic. The cover letter need to customized and if you can’t figure out the specific hiring managers’ name, try addressing the cover letter to the head of department for the role you’re applying for.Spend some time on LinkedIn to find out who might be your hiring manager or the HR manager of the company you are applying for. You could consider sending them a connection request and tailor make the cover letter to fir their interests or past experiences. Don’t repeat the points on the resume​Don’t simply copy and paste what's already available in your CV. As example: “I was in charge of documentation and filing of invoices.” Rather, develop those visual cues to portray your encounters and achievements, and hotshot for what reason you'd be ideal for the job and the company.Cover letters do get read. To some employers, it is one of the key parts of your job application. It serves as a hook to get prospect employers read your CV. Use cover letters to tell prospective employers what your key skills are, feature why they should procure you, and stand apart over the various candidates.

​3 Prerequisites to Boost Your Next Change Initiative [Lessons from The Human Age Forum]​If you are a business professional, you would probably agree that very often companies fail at implementing change in certain departments or functions. One of the reasons I believe this occurs is because companies forget to look whether their foundations are ready to be tested with a transformational project.​I was fortunate to organize the Human Age Forum last week, listen to wonderful keynotes and moderate a very insightful panel session, all of which revolved around talent, HR, and transformation related topics.​Listening to experts from the industry allowed me to realize the importance of the following 3 prerequisites to give your next change initiative a significant boost:​1- Change makers who possess CRC traits​This point was shared by Mr. Jeremy Lee who was stressing the importance of:Care, Resilience, and Curiosity as fundamental traits in facing uncertain future.​You need people who who “Care”. They are the ones who have a strong passion for something. They possess a sense of purpose and take responsibility for meeting goals. You also need those who are “Resilient”. ​Those who are committed and systematically overcome challenges without giving up. Being “Curious” allows growth and can help with unforeseen developments. ​Your team should have hunger to learn, understand why things are as they are and not otherwise, and question the status quo for innovation to take place.​These traits by the way mirror my views on the work values that will stand the test of time.​2- Brand’s personal and human connection​We tend to be significantly more involved when we feel that we are deeply connected to a person. This is why many NGOs share stories of a single individual or a family rather than discuss overall statistics in their marketing campaigns. Therefore, it is important for your brand to have a face. ​An ambassador who will personify what your company stands for, reflect its values, and build personal connections with stakeholders including internal teams.​Having this strong personal connection between those who are impacted by the change and the brand, will make them much more inclined to connect their personal interests with the ones of the company.​This point was highlighted by Dr. Aj Minai in his talk about attracting and retaining young people to your organization. He stressed that for young people it is important to develop a human connection with the company rather than merely an employer – employee relationship.​3- Solid understanding the current state​This prerequisite is more technical in nature. A very valuable evaluation model was presented by Ms. Dalia Alkatiri.​This model allows to look at the current state from 4 dimensions. Organizational Agility refers to the overall ability of the company to move quickly and adapt to changing conditions. ​Digital Savviness refers to the levels of comfort that employees have when it comes to digital tools. Process Readiness is about evaluating whether processes at hand are understood and standardized well enough to be digitized. ​Lastly, Stakeholders' Engagement is about the levels of urgency that impacted stakeholders posses to be motivated for making necessary changes.​All these factors determine your approach and strategy in driving improvement and innovation at your company.​Overall, from my experience, any change initiative will require much more than these 3 prerequisites. ​However, I find them to be a very good starting point for a constructive thought process and will serve as effective boosters to make a long lasting and a quicker transformation. ​Originally posted on LinkedIn​​

​The Future of Workforce In Your Factory [Mapping Skills That Will Power Manufacturing]​One of the challenges that The National Policy on Industry 4.0 in Malaysia mentions is the limited understanding of manufacturing firms of required future skills and expertise. To find practical solutions to this question and address acute talent shortages, ManpowerGroup and MxD convened more than 30 academic, government and industry partners to create an industry-recognized taxonomy that defines digital manufacturing roles of the future.​National Policy on Industry 4.0​As you probably have heard, In Malaysia, the government unveiled a plan in October 2018 to boost its manufacturing sector through technology, hoping to attract investment in high-tech industries to counter slowing economic growth.​The National Policy on Industry 4.0, named Industry4WRD, will support industry's efforts to rely more on technology and less on capital and labor, to increase productivity.​The policy envisions Malaysia as a strategic partner for smart manufacturing, primary destination for high-tech industries and total solution provider for the manufacturing sector and services in the region.​Among the key objectives of the plan is the increase of of the manufacturing sector contribution to the economy from RM254 billion, which is around 22% of GDP, to RM392 billion in 2025. It also aims at increasing the number of high-skilled workers in the manufacturing sector from 18% to 35% in the same time frame. ​Yet, one of the challenges that the paper mentions is the limited understanding of manufacturing firms of required future skills and expertise. ​The Future of Manufacturing Skills​Our collaboration with MxD found that almost half of all roles in manufacturing (49 percent) will need to change within the next three to five years as the industry transitions to become fully digital. ​More than a quarter of roles of the factory floor will disappear. At the same time, we identified 165 new roles. Most of the new functions, such as a ‘collaborative robot specialist’, couldn’t have been imagined a decade ago.​We created a taxonomy of a future manufacturing enterprise, mapping out the seven key areas of a typical organization - we called them domains - and forecast the future functional needs of each. ​While the domains apply to the impact on an organization, workers themselves will be impacted differently by the manufacturing shift. ​Within the seven domains, specific roles can be mapped by the impact they make on the organization and the way they connect to each other.​​Digital Leaders in The Manufacturing Sector​Our study also found that technology alone won’t be enough to deliver corporate resilience. ​Organizations will also need to develop a ‘D-Suite’ – a community of digital-ready analytically minded and connected leaders dedicated to creating the necessary culture and capability within the organization to unlock opportunities and drive successful digital transformation. ​We identified that D-suite leadership is enabled by three new capabilities: Building a company culture that encourages ongoing career development Championing cross-cultural collaboration to accelerate performance against near term strategiesFostering innovation by taking risks and managing courageous decisions The good news is leading through digital transformation in all industries, including manufacturing, does not mean a complete replacement of the makeup of strong leadership. Instead, the 80/20 rule applies.​ Foundational leadership skills like endurance and adaptability continue to be critical. Yet in the digital age, effective leaders must also nurture the additional 20 percent — unleashing talent, daring to lead, and at times failing, fast — all to accelerate performance.​Removing The Guesswork from Our Employment Futures​All of these skills are coachable for people with the right mindset, which involves being open to learning and prepared to change course quickly to optimize opportunities. ​Granted, this is not an exact science. But going through an exercise of this kind demonstrates that we know a lot more about the shape of our future workforce than we might have realized. ​Companies are already drafting sophisticated three to five-year financial plans, each of which is built upon complex operational assumptions.​It’s natural to fear the unknown. By dissecting an industry and developing a future playbook for each of the functions which that industry needs to perform, we are removing the guesswork from our employment futures. ​To get access to our Future of Factory Report, fill in the form below:​​To know more about the developments in the manufacturing industry visit: https://workforce-resources.manpowergroup.com/home/the-future-factory​

How To Tackle Talent Shortage?​In the past decade, you must’ve noticed, technology has transformed how work gets done, created new roles that require new skills. At the same time, organizations are increasing headcount in many countries making markets near full employment. ​As a result, talent shortages are more acute than they have been for decades. Employers just like you are struggling to fill open jobs. 56% percent in APAC say they can’t find the skills they need, and for large organizations (250+ employees) it’s even higher, with 66% reporting talent shortages in 2018.​No matter which industry you are at, you must have felt the impact. From manufacturing to mining, transport to trade, employers cannot find the people they need with the right blend of technical skills and human strengths. ​Keeping pace in this Skills Revolution demands faster, more targeted upskilling and talent management than ever before. It’s time for a new approach to the big talent problem: it’s time to build, buy, borrow and bridge to ensure we have the in-demand skills for today and tomorrow.​​1. BuildInvest in learning and development to grow your talent pipeline​Enabled with technologies and tools such as AI, psychometric assessments and predictive performance analytics you can map and upskill your current and future workforce like never before. ​You have to remember that although continuous learning is critical for your company to develop the talent you are short of, continuous learning is a two-way deal. Employees need to know that unless they upskill, they are gambling with their future employability. ​Identifying future potential, driving a culture of learnability through the organization and providing accelerated training programs will be critical to success in the digital age.​2. BuyGo to external market to find the best talent that cannot be built in-house in the timeframe required​With strong market competition for skilled talent, employers which have and consistently communicate strong value proposition, attractive culture and clear purpose, have the upper hand in the battle for talent. ​Not all companies however have the capability of doing so and if that is your case, you got to be prepared to bear the costs of premium salary packages and other perks. ​3. Borrow Cultivate communities of talent outside the organization, including part-time, freelance, contract and temporary workers to complement existing skills​Traditionally companies relied on permanent employees to get the work done. However, in today’s digital world, new work models have emerged. ​When you need to complement existing skills, fill gaps for short term projects, or quickly find expertise you do not have, it’s time to tap NextGen talent outside the company, including part-time, contingent, contract, freelance or temporary work.​4. Bridge Help people move on and move up to new roles inside or outside the organization​With the rapid changes the business world is experiencing today, you will undoubtedly find some people in your current workforce whose skills are no longer needed. ​As a leader, you have the responsibility to find pathways for those individuals to bridge them into new roles inside or outside of your organization. Remember to treat people with respect and dignity regardless of where their future employment lies, and help them transition smoothly. ​So, to win in the digital age an effective talent strategy should have four parts: build, buy, borrow and bridge. Build your talent pipeline, buy skills where necessary, borrow from external talent sources and bridge people with adjacent skills from one role to another to complement existing skills.​To know more about Talent Shortage around the world, click here: https://go.manpowergroup.com/talent-shortage​

Press Release | Candidates Preferences in Malaysia, Add to Cart: Candidates are Consumers, Too ​Contact:Name: Mohammad Kashif Phone: +60 3 2087 0132 Email mohammad.kashif@manpower.com.my Happy candidates make happy consumers: experience during the recruitment process directly impacts the bottom line, finds new research from ManpowerGroup solutionsThe experience people have through the application and interview process directly impacts purchasing behavior, irrespective of whether they secure the job.​​Kuala Lumpur (12 September 2018) – Employers have the opportunity to develop loyal consumers during the recruitment process finds new research from ManpowerGroup Solutions [NYSE:MAN]. Close to two thirds of Malaysian candidates (63%) say candidate experience directly influences whether they choose to buy a company’s products or services according to ManpowerGroup Solutions latest survey of nearly 18,000 candidates in 24 markets. "Job seekers are increasingly measuring their experiences against the same standards they use for buying products and services online,” said Sam Haggag Country Manager Malaysia and Indonesia. "Developing a robust strategy to ensure candidates have a great candidate experience at every touch point is critical to attracting the brightest and best and nurturing existing or future consumers. Transparent job descriptions, clear values and offering a good interview experience all contribute to the experience, and ultimately to both whether a candidate accepts an offered position or chooses your products and services.” Showcasing a clear mission, attractive company culture and demonstrating commitment to social responsibility are valued by candidates. Poor salary transparency or a lack of response to an application submission is cited at as the type of experience most likely to negatively impact consumer purchasing intent – more so than rejection after an interview.The report makes a number of practical recommendations on how companies can enhance the experience including assessing the end-to-end recruitment process from a candidate perspective, improving transparency and speed of response at every touch point and developing an attractive employer brand aligned to the consumer brand. ​To download the Malaysian Add to Cart: Candidates are Consumers Too Report, please fill this form:​​For information on global candidate preferences or to download the global report, Add to Cart: Candidates are Consumers, Too – The Impact of Candidate Experience on Buying Behaviors, visit https://www.manpowergroupsolutions.com/candidatepreferences About ManpowerGroupManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower®, Experis®, Right Management® and ManpowerGroup® Solutions – creates substantially more value for candidates and clients across 80 countries and territories and has done so for over 70 years. In 2019, ManpowerGroup was named one of Fortune's Most Admired Companies for the seventeenth year and one of the World's Most Ethical Companies for the tenth year, confirming our position as the most trusted brand in the industry. See how ManpowerGroup is powering the future of work: www.manpowergroup.com.

Press Release | Candidates Preferences in Malaysia, Siri Find Me a New Job ​Contact:Name: Mohammad Kashif Phone: +60 3 2087 0132 Email mohammad.kashif@manpower.com.my High-Tech Connections Combined with High-Touch Experiences are the Best Blend for Jobseekers, Finds New Report from ManpowerGroup Solutions in MalaysiaWorkers say social media ads, smartphone apps, virtual job fairs and employer webchats or skills assessments are key to finding opportunities online Yet despite growing confidence in tech-driven hiring tools, 26% of candidates globally and 30% of candidates in Malaysia still select in-person interviews as their number one choice to interact with a new employerKuala Lumpur (30 July 2018) – Technology can provide a better experience for today’s job-seekers, provided it is tailored to candidates and combined with an in-person approach, finds new research from ManpowerGroup Solutions [NYSE:MAN]. APAC talent shortages have reached a 12-year high, with 56% of employers struggling to fill open positions. Skilled workers are in the driver's seat and employers need to work hard to find and attract candidates. To understand the experience people want when applying for new roles, ManpowerGroup surveyed 18,000 individuals aged 18-65 from 24 countries."We asked what candidates want from their job search and they told us they expect to find a job in the same way they consume other services, with a personalized, yet tech-centered approach.” said Kate Donovan, Senior Vice President of ManpowerGroup Solutions and Global RPO President. Sam Haggag, Director MSP Malaysia and Indonesia added “Matching the technology to the candidate is key. The bulk of junior-to mid-level roles are almost exclusively advertised through online media. That rarely occurs for senior-level positions which are mostly referrals or third-party recruitment”The best organizations are using predictive algorithms to serve ads based on a user’s browsing history and articles read. Personalizing ads to fit an individual’s skills and interests leads to greater efficiency and accuracy. The report finds delivering a personalized and tailored message is key: 26% of candidates globally and 30% in Malaysia say in-person interviews are their number one choice of interaction with a new employer. When culture and purpose are key priorities for candidates in choosing their next role, the face-to-face meeting is as valuable as ever. For more details on candidates preferences around the world, visit https://www.manpowergroupsolutions.com/candidatepreferences/About ManpowerGroupManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower®, Experis®, Right Management® and ManpowerGroup® Solutions – creates substantially more value for candidates and clients across 80 countries and territories and has done so for over 70 years. In 2019, ManpowerGroup was named one of Fortune's Most Admired Companies for the seventeenth year and one of the World's Most Ethical Companies for the tenth year, confirming our position as the most trusted brand in the industry. See how ManpowerGroup is powering the future of work: www.manpowergroup.com.​​

​Press Release | Talent Shortage Survey 2018​Contact:Name: Mohammad Kashif Phone: +60 3 2087 0132 Email mohammad.kashif@manpower.com.my 45% employers globally report difficulty filling positions as employers struggle to find workers with the right balance of soft and hard skills. This is even higher in the APAC region where 56% of employers are having this challenge. ​56 percent of employers struggling to fill open positions in APAC. Lack of applicants, lack of experience, and lack of either hard skills or human strengths are key reasons employers struggle to fill vacancies.Sales representatives, are hardest to find in APAC followed by engineers and drivers. ​Kuala Lumpur (26 June 2018) – 56 percent of APAC employers report difficulty filling jobs, according to the ManpowerGroup (NYSE: MAN) 2018 Talent Shortage Survey of more than 39,000 employers in 43 countries and territories. At a time when there are more jobs than skilled workers in APAC, businesses are struggling to fill open positions with sales representatives engineers and drivers most in demand. Most of the jobs where demand is growing are mid-skilled roles that require post-secondary training, yet not always a full university degree. Globally more than half of the companies surveyed are investing in learning platforms and development tools to build their talent pipeline, an increase of 20 percent from 2016. In APAC the percentage is slightly lower, but relatively consistent through the last years with 42 percent of employers in 2016, and 41 percent in 2018 that are investing in learning platforms and development tools.Globally 30 percent of employers are also changing their existing work models, and 23 percent are offering flexible work arrangements. In contrast, 22 percent of APAC employers are changing their existing work models, and 19 percent are offering flexible or remote working options. Companies are reaching new talent pools to attract people from the sidelines – 33 percent are looking at different demographics, age ranges or geographies to tap talent including boomerang retirees, long-term unemployed or returning parents and part-timers. In APAC 29 percent of employers are reporting the same. “We continue to see increasing demand for skilled workers across all sectors of the Malaysian economy from manufacturing to business process outsourcing," said Sam Haggag – Country Manager Malaysia and Indonesia. "Employers cannot find the people they need with the right blend of technical skills and human strengths. It's time for a new approach to attract, recruit and retain talent. Employers need to buy skills where necessary, borrow from external sources and help people with adjacent skills bridge from one role to another. We need to value potential over performance. Above all, we need to be builders of talent, rather than consumers of work to create a workforce with the skills companies and individuals need to thrive today and tomorrow." ​Solutions to Build, Buy, Borrow, Bridge: BUILD. Invest in learning and development to grow the talent pipeline and upskill the existing and potential workforce. BUY. In a tight labor market, go to the external market to find the best talent that cannot be build in-house in the timeframe required to fill immediate openings.BORROW. Cultivate communities of talent inside and outside the organization including part-time, freelance, contract and temporary workers to complement existing workforce.BRIDGE. Help people move on and move up to new roles inside or outside the organization.For more details on the talent shortages around the world, including an interactive data explorer tool, visit www.manpowergroup.com/talentshortage.About ManpowerGroupManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower®, Experis®, Right Management® and ManpowerGroup® Solutions – creates substantially more value for candidates and clients across 80 countries and territories and has done so for over 70 years. In 2019, ManpowerGroup was named one of Fortune's Most Admired Companies for the seventeenth year and one of the World's Most Ethical Companies for the tenth year, confirming our position as the most trusted brand in the industry. See how ManpowerGroup is powering the future of work: www.manpowergroup.com.