Intan Shahira Mohd Shahru

Accountabilities:

• Working with the Group CEO and CEOs to plan and navigate the Talent and People Landscape focusing on performance and fostering a culture of excellence and innovation.
• Lead the adoption of new technologies and methodologies in human capital management - enhancing employee engagement, optimizing HR operations, and contributing significantly to your organization’s efficiency and business outcomes.
• Drive the Board's Agenda and provide advise on navigating and balancing the business ecosystem, and to continuously reinventing their strategic approach to HR and talent management.

Achievements:

• Restructuring of the entire Capital A group of companies and the the de-merger of the Aviation business. Completed the full restructuring of the Aviation Group across 7 countries focusing on the regulated and the non regulated roles.
• Promoted a culture of performance and continuous improvement with Allstars at the heart of the organisation.
• Established robust succession planning frameworks to secure long-term stability for key executive positions within the organization.
• Improved leadership capabilities across the organization through the development and execution of specialized training programs for technical roles and for succession/Hi potential pool.
• Supported organizational growth by designing integrated human capital strategies that aligned with business objectives.
• Optimized and led the workforce planning processes to align with changing business needs, leading to increased agility, reduction in headcount within the organization.
• Streamlined HR operations for improved efficiency through the implementation of modern technology platforms and tools - integration of a talent market place, phenom, workday, courserra and internal LMS - outclass
• Enhanced employee engagement and employee branding by implementing innovative talent development programs and initiatives and winning awards in 2024 (Employer Top Branding Award, Top Employer Award, Top Recruitment, Top Graduate Choice, Minister HR award, CHRO Trailblazer Award)

Head the HR function for the Airlines across the region - Malaysia, Thailand, Indonesia, Philippines, China (15k employees) to strategically drive the People and Culture agenda, frameworks and processes to ensure clear alignment with the group.

Responsibilities:

• Provide leadership, thought process and work closely with Strategic Business Partners and People Services towards driving People Strategy agenda and initiatives at the respective countries (AOCs)
• Act as an adviser to BOD, senior management, CEOs and business leaders at the respective countries (AOCs)
• Lead the cost containment initiatives and work closely with the CEOs and CFOs to ensure successful implementation of the initiatives
• Provide oversight on the day to day operational issues on the ground to ensure minimal disturbance to the airline operations

Achievements:

• Clear alignment on Group Business priorities and AOCs on the 5 year business plan
• Developed HR strategy and road map for the AOCs
• Successfully launched the PPV and inoculated allstars in Malaysia. Worked collaboratively with the Ministry of Transportation, MOSTI, CITF and ProtectHeath to ensure the PPV is well managed and executed with the 3 days time frame.
• Alignment between Group Finance and HR on the budgeting process, framework and payroll process for the AOCs

Leading the COE on the Organisational Design, Performance Management, Learning & Development and Rewards function for the Group. My role focuses on aligning Talent Management strategies & practices across all 6 countries through the digital transformation of the People & Culture (PAC) function fundamentally changing how the overall function operate and deliver value to Allstars.

Responsibilities:

• Provide regional & thought leadership in collaboration with Strategic Business Partners and People Services towards driving People Strategy agenda and initiatives.
• Act as an adviser to senior management, CEOs and business leaders.
• Lead the Regional COE team to focus on HR digital innovation and transformation, focusing on end-to-end business process re-engineering initiatives as part of an effort to streamline HR policies, framework and processes affecting entire employee life cycle providing a consistent employee experience across the Group.
• Develop HR & Talent management strategies and plans to suit business requirements and align with Business Leaders to ensure effective implementation to business and talent growth.
• Drive and facilitate discussion on organization design aligned to the department/business strategies.
• Lead the design, delivery and implementation of the overall learning & development strategy and digital learning initiatives aligned to the Corporate Culture and 6 Corporate Values.
• Lead the compensation & rewards function to ensure alignment to current/future business drivers.
• Responsible for leading market benchmarking & annual remuneration cycle(s) across the Group.
• Understanding of current/future business drivers and ensuring changes arising from the business process re-engineering activities.
• Consult business/HR leaders in contributing towards the achievement of business objectives.
• Create awareness of rewards processes, policies and programs among stakeholders.
• Lead new country expansions/acquisitions (organisational design and compensation) for AirAsia Digital across the region.
• Lead the design and administration of compensation programs (annual, mid-year, off-cycle, and promotions)
• Lead the cost containment exercise from Phase 1 to Phase 8 (March 2020 onward) through restructuring of operating model and organisational structure across the entire group focusing on centralization of corporate and airline operation functions.

Achievements:

• Provide thought leadership and expertise to manage the successful regional roll-out of Workday HCM modules (calibration, goal setting, mid-year review, bonus and increment) across the Group in 8 months that includes major business process definition, rigorous testing of functionalities, data conversion & migration and management of change management plan.
• Developed a Job architecture to manage structure, jobs, headcount, cost centre to ensure alignment with other HR frameworks and budgeting process.
• Launched LinkedIn Learning across the Group aligned to AirAsia's Omni Learning Framework focusing on blended learning, gamification and bite-size learning.
• Developed & established HR frameworks, policies and processes - Compensation, promotion, progression, Performance Management with alignment and integration into Workday HCM modules.
• Designed/implemented market & organization relevant competitive reward programs to augment the growth of business in the AirAsia Digital companies across the region (Long Term Incentive Plan, Cash Incentives, Differentiated Pay).
• Established AASEA entity to centralize all the corporate & airline operation functions across the group and worked with the transformation team on the SLAs for each function.
• Reduced manpower and payroll cost by 60% across the entire group through the cost containment exercise.
• Reduced Headcount by 30% across the entire group through the cost containment exercise.
• Successfully led the harmonization of jobs and rewards structure for Gojek & Airasia.Com merger, Airasia Ride, Teleport expansion.

Headed the Strategic Human Capital Department to strategically lead and drive the resources to ensure the Bank puts in place Human capital Imperatives that are aligned to the Business Plan ensuring game changing talent strategy in an evolving and complex regulatory landscape. Accountable for the operating efficiency of the Bank’s affiliates i.e. AIF (Asia Institute of Finance), FAA (Finance Accreditation Agency), ICLIF Leadership and Governance Centre, INCEIF (Global university of Islamic Finance), SEACEN (South East Asia Central Banking Research and Training Centre)

Responsibilities:

• Leading and driving HR initiatives and other strategic activities to ensure both HR strategies and operations are implemented effectively across the Bank.
• Advising Management Committee on matters pertaining to HR to drive the Bank’s initiatives and strategy in order to garner support from the MC and business lines.
• Advising the Assistant Governor of the Organisational Development Sector on matters pertaining to Human Capital Management work pillars.
• Designing and developing innovative and cutting edge HR solutions in order to address bank-wide issues.

Headed the profiling, progression, succession and development team in managing the Mission Critical Talent and Corporate Talent in the Bank with the aim of continuously strengthening the Bank’s bench strength, managing operational risk of Mission Critical job vacancies and developing talent for incrementally challenging roles to ensure greater job person fit and healthy succession and feeder pool for Mission Critical Positions.

Responsibilities:

Overseeing the OAC (organizational arrangements & capabilities) initiatives to re-align current talent management & people initiatives to the revised Business Plan.

• Jobs Audit – Reviewing structure & MCPs for growth areas in the Business Plan 2015-2017.
• Rewards Review – Review top executive compensation and overall remuneration philosophy for the different job families in the Bank.
• Technical Competencies Implementation – Integrate the technical competencies into the talent management framework and processes (i.e. profiling, progression and development)
• Structured Technical Curriculum Design - Develop structured technical curriculum targeted at achieving the technical competencies.
• LDP Redesign – Redesign the Leadership Development Blueprint for BNM.

Achievements:

• Developed the framework, approach and guidelines for succession planning for Mission Critical Positions to systematically assess/monitor/develop talents towards fostering a mid to long term healthy talent pipeline for all mission critical positions in the Bank.
• Developed the implementation plan for succession planning based on analysis and key trends and focusing on development interventions aligned to the retention risk strategy for Mission Critical Talent to ensure retention of top talent in the Bank.
• Reviewed and enhanced the current talent review (sourcing & profiling of talent for Mission Critical Positions) process to incorporate and integrate the succession planning outcomes to further strengthen proposed/identified talent for Mission Critical Positions.
• Implemented Corporate Talent Development Program including 100% Individual Development Plan (IDP) completion rate, targeted development intervention and mentoring for Corporate Talents in the Bank.
• Launched the Mentoring Programme and the up-skilling session for Mentors in terms of providing feedback and communication pack, matching of mentors & mentees, structure of mentoring event and developed a specific booklet for the mentors & mentees.
• Reviewed the Leadership Profiling Centre (LPC) that led to cost saving to the Bank of RM 2million in LPC where MAP-D assessment previously conducted by consultants, is replaced by Role Fit Assessments and Feedback sessions internally done by herself and her team.

Responsible for managing the team under the Talent Demand and Rewards & Performance Management Team to design, implement and socialize the new job management system and the proposed integrated talent and reward strategy for the Bank. Responsible for integrating the newly designed job management system & rewards philosophy with the other talent management initiatives in the Bank. i.e. career progression framework, behavioral competency framework that addresses the different job families in the Bank.

Responsibilities:

Design, develop and implement Job Family framework for the whole Bank differentiating roles to attract, retain and motivate the right talent within the respective job families with; competitive and relevant remuneration, clearly defined career paths and opportunities.

Design and implement progression framework, rules and guidelines for the different job families incorporating elements of technical and behavioral competencies aligned to the performance criteria in the Bank.

Design and implement overall rewards philosophy for the Bank with differentiated salary ranges for the different job families.

Work with the performance team to review the Performance Appraisal Forms and guidelines on policies relating to promotional increment, upgrading, transfer covering and acting allowance.

Achievements:

Developed and implemented executive compensation and benefits for the Management Committee aligned to the overall rewards philosophy of the Bank.

Developed and implemented reward structure for the Job Families based on value contribution and continuity in earning potential to attract, motivate and retain talent in achieving Bank’s goals and strategies.

Developed and implemented migration strategies to migrate employees into the new salary structures using agreed guiding principles.

Started off as a Research Associate and my last position was a Senior Consultant with Hay Group based in Kuala Lumpur, Malaysia. Partnered with senior executives and line leaders to understand their operational and business issues, develop insightful solutions that would help the organization to achieve their business goals through its people. She specialises in the area of executive rewards, performance-linked reward systems, performance management, competency-based modelling and leadership effectiveness programs. She works with client across multi disciplines, responsible for ensuring the delivery of projects including designing the infrastructure, program and framework to meet the clients’ expectation. 

Selected Achievements:

Organization and Remuneration Review & Implementation

Project Director for a development financial institution from 2006 to 2011. Involved in reviewing the Bank’s remuneration strategy and framework for the past 5 years during the merger and the de-merger of the bank. The current project involves reviewing the Bank’s current remuneration strategy and philosophy and recommend and integrated talent & reward strategy that is aligned to the business demands and the current business environment. 

Project Director for a newly start up institution under the Islamic Financial Services Board. The project involved developing a remuneration philosophy and structure that meets its business charter and mandate. The project focused on developing a remuneration philosophy and employee value proposition that attracts and retains the right talent globally. The significant achievements under this project were:

• Developed a robust management framework that accommodates the newly designed operating model and organizational structure
• Designed a salary structure that is competitive externally and equitable internally which can support talent attraction and retention strategies.
• Ensured that the benefits offered are aligned to the market offering as well as to motivate the workforce to maximize their performance (i.e. commitment and productivity).
• Developed an expatriate framework & remuneration package that ensured fair compensation during expatriation whilst managing the internal equity with local hires in similar position. The model/framework addressed the need for central control whilst addressing the increasing diversification of the organization.