Mohd Ikzalhadim Mat Zin (Ikzal)

I partnered with the Chief Technology Officer of Amway Malaysia to effectively manage the human resources needs of our 300 technology employees. By proactively addressing transactional issues and activities, I facilitated the development of a strategic people agenda explicitly tailored for our technology team, which supports Amway Global in 82 countries. The following outlines my key deliverables and the competencies I leveraged to accomplish these goals.

Relationship Building & Stakeholder Management

Strengthening relationships with the Chief Technology Officer, key leaders, counterparts in the USA and other regions, and remote working employees, as well as championing the Return to Office initiatives for technology personnel.

Action

• Biweekly HR updates with the Chief Technology Officer(CTO)
• Monthly HR slot in Technology Malaysia Senior Leadership Management Meeting, where key HR updates, strategic discussions, and alignment of HR initiatives with the company's mission and vision are presented.
• Monthly engagement with key technology leaders to discuss trends in skills and competencies, address challenges, and facilitate open forums on team development.
• Organized a quarterly town hall for all technology employees, providing a platform for open dialogue, sharing HR updates, and fostering a sense of community among the technology team.

Achievement

Our efforts have yielded a 2% improvement in the employee culture survey, specifically in overall engagement and the support provided by HR, as of September 2024. This positive trend is a testament to our collective dedication and sets a promising trajectory for the future.

We have witnessed a significant increase in the participation rate of technology employees in Amway Malaysia Employee Experience activities, from 17% to 35%. This increase clearly indicates our employees' growing enthusiasm and commitment to our initiatives.

In June 2024, we successfully established a comprehensive Return to Office arrangement, guidelines, and smooth operations. This achievement has provided our employees with a clear road map and instilled confidence in our ability to navigate the transition effectively.

Champion Employee Experience Amway Malaysia

We believe in enhancing the employee experience by prioritizing workforce feedback and refining our people management practices in partnership with HR experts. Our focus is on building a supportive and inclusive environment. The Employee Experience strategic framework was launched in 2023, and I am responsible for translating it into operational implementation. Spearheaded the Employee Experience task force and implemented the 3-year journey initiatives (familiarize, internalize & capitalize) into action through:

Action

• We developed a comprehensive set of guidelines designed to enhance employee communication throughout the organization. This involved a thorough review of all communication channels, including emails, team meetings, and internal newsletters. Our goal was to standardize the design and tone of these communications to ensure they are consistent and aligned with Amway's Employee Experience framework. By doing so, we aim to foster a more precise, more engaging, and cohesive communication environment that enhances employee understanding and collaboration.
• Familiarize yourself with the concept and meaning of each Employee Experience pillar by infusing and reviewing each event and activity that encapsulates the essence of Employee Experience through its messaging, campaign, and event itself.

Workforce Strategy & Organizational Development

Develop strategies to optimize the divisional workforce in alignment with the organization's mission. Collaborate with line managers and the Technology Global team to forecast skill needs and guide resource planning and the organization's effectiveness. Support the organization in achieving its goals efficiently and lead employee engagement initiatives to evaluate the impact of development changes, securing the support of senior management.

Action

• Identifying learning and development needs, providing coaching, evaluating performance management practices, conducting talent review sessions, promoting real-time learning, and creating a talent management framework.
• Formulating career pathways tailored to the profiles of technology employees, charting their career progression, devising knowledge transfer strategies, and assisting with succession planning.

Achievement

Develop a framework of Job Architecture, skill set competencies, and learning road map for Technology Malaysia

Employee Relations

Effective labor relations management is crucial to fostering workplace harmony and achieving organizational objectives. To uphold a favorable organizational image, it is vital to guide line managers in managing voluntary employee exits.

Action

• Ensuring awareness and adherence to prevailing labor policies, employment laws, and regulations, especially concerning misconduct and disciplinary procedures through ER refresher brown bag sessions and E-learning
• Conducting exit interviews to enhance employee retention by analyzing feedback, identifying patterns, and examining HR practices regarding workplace laws is necessary to implement safeguards against regulatory infractions.

Achievement

Good understanding and feedback were provided in the employee culture survey.

During my time at OCBC Bank Malaysia, I led the implementation of the Workforce Transformation Initiative (WTI). This project involved identifying critical roles within the organization, evaluating workforce data, and recommending optimizations to the bank's workforce structure. I also collaborated with Group OD Singapore to design and oversee management and improvement initiatives, ensuring they were aligned with the bank's operational effectiveness. Additionally, I played a key role in providing strategic input for people planning and workforce rationalization to support the bank's business objectives.

Workforce Transformation Initiatives

From 2019 to 2022, I led and championed the implementation of the Workforce Transformation Initiative (WTI) at OCBC Bank Malaysia. This involved developing analysis approaches, applications, and tools to create a high-performing workforce.

I provided strategic input and advice on people planning and workforce rationalization, ensuring alignment with the business objectives of our partners, key business leaders, and C-suite executives. This process involved identifying critical roles, prioritizing roles for transformation, assessing competencies, and developing action plans and learning roadmaps to achieve the desired transformation outcomes.

Additionally, I managed projects to foster collaboration among HR business partners, key business leaders, and C-suite executives, focusing on the same goals of identifying critical roles, assessing competencies, and designing effective action plans and learning pathways for transformation.

I also evaluated workforce data and trends to recommend optimizations for the bank's workforce structure based on the findings from the analytical study and the detailed WTI analysis.

Performance Management

• In 2020, I co-designed and implemented a new performance management framework, system, and change management program for OCBC Bank Malaysia, in collaboration with the Group OD team in Singapore.
• I oversaw and managed all activities related to the performance management cycle, ensuring effective communication, sensitization, and monitoring of the process to meet the business's needs.
• I led and coordinated performance management and improvement initiatives, such as focus groups and sensing sessions, to enhance the bank's operational effectiveness and assess the impact of these initiatives on overall organizational performance.
• Additionally, I delivered 112 training sessions, educating 4,600 OCBC Malaysia employees on the new performance management framework, its mechanics, and the process flow.
• I also conducted an organizational-level analysis of performance management and its relationship to various segments within the bank.

Partnering with Head Branch Distribution and Premier Banking team to deliver strategic people agenda for 1400 employees of Branch Distribution and Premier Banking

• Partnering with line managers in configuring and deploying people policies, products, and processes to drive engagement, thereby driving business performance

• Facilitate and monitor robust talent pipeline to meet the future needs of the functions through managers identifying, developing, and appropriately stretching talent at every level

• Manage all employee relations concerns are dealt with promptly, in line with relevant regulations and policy or guidance

• Manage the annual performance and compensation review for an area of responsibility while ensuring financial discipline, driving performance differentiation, and cascading critical messages

• Collaborate with Business HR colleagues across all products, such as Engagement and Talent Management, to align on stakeholder engagement, and to drive functional strategies, processes, and messaging.

Support the continuous review of their business operating model for alignment to the business strategy using all available data to assess effectiveness and demonstrate proactivity in surfacing and securing resolution to points of misalignment

• Manage and monitor the Organizational Development (OD) department, which comprises organizational design & structure, job architecture, job description, job evaluation, and grading within PETRONAS ICT.
• Lead and manage job analysis and evaluation to determine the appropriate salary grade or level assignment for the newly created position or the current position role with the expanded scope of responsibilities.
• Monitor organization structures to ensure the structure and number of jobs are updated and reflect current workforce needs
• Manage the workforce planning and deliver yearly workforce planning updates and analysis.
• Conduct an organizational vitality exercise to assess structures and reporting relationships, span, layer, and manager-employee ratios for the Management Committee to support the organization's business objectives and directions, and provide inputs to employee promotion and talent development.
• Develop a comprehensive and sustainable employee engagement strategy.
• Establish an effective communication plan and provide content for various communication vehicles.
• Design and deliver employee events to create and sustain dialogue around engagement
• Facilitate and collaborate with senior management to develop strategies and demonstrate links between engagement and their strategic goals.
• Partnering with respective stakeholders to design, deploy, and evaluate an effective and efficient engagement survey action plan
• Conduct focus groups to deep dive, further sensing, and complement engagement surveys.

I am tasked with offering high-level strategic and operational HR guidance, focusing on interpreting HR policies, employment legislation, recruitment strategies, talent management, workforce planning, employee retention, culture and engagement, grievances and dispute resolution, performance management, and various other HR services.

• Assess and anticipate related needs, provide ideas, and challenge management teams. Act as a catalyst for change and, through collaborative partnerships across the organization, deliver value-added services to management and employees that reflect the organization's business objectives.

• Work with cross-functional teams to identify division/location needs while balancing the overall purpose and requirements of the employee engagement strategy.

• Lead, coach & motivate business leaders in the development of building ownership and engagement at all levels of the business unit in identifying talent development needs, executing plans, and rolling out talent development and management initiatives

• Collaborate with Compensation and Benefits specialists in engaging the business units in developing, implementing, and evolving performance management and rewards, working to embed a strategic and integrated approach across the organization

• Key HR personnel in integration projects (merging and acquisition) with ING Takaful and Takaful single license. Accountable for reviewing and implementing the benefits harmonization and seeking Shariah Board buy-in on the new AIA Public Takaful structure.

• Ensure a robust talent pipeline to meet the business's future needs by having managers identify, develop, and appropriately stretch talent at every level.

• Play a key role in HR services such as designing work positions, hiring, reward, recognition, strategic pay, performance development and appraisal systems, career and succession planning, and employee development.

During the 18-month in-house Management Trainee program as a Banking Apprentice at SCB, I gained exposure to the Consumer Banking sector. I was a pioneer of the HR Relationship model and took on the responsibility of driving the strategic people agenda as a catalyst for change. SCB played a significant role in shaping my work ethic and style. Over eight years, I gained experience by collaborating as a strategic partner with the SME Banking division, Marketing and Product Development, and Branch & Premier Banking, Market Insights, and Customer Experience to master Consumer Banking. My key responsibilities included:

• Develop and establish consensus on a Strategic People Agenda that aligns with the business or functional strategy. Thus, through organizational design and sustained attention to the elements that foster engagement and talent development, performance is enhanced.
• Ensure a robust talent pipeline to meet the business's future needs by having managers identify, develop, and appropriately stretch talent at every level.
• Play a key role in HR services such as designing work positions, hiring, reward and recognition, strategic pay, performance development and appraisal systems, career and succession planning, and employee development.
• Drives the Bank's culture in creating a preferred workplace for SCB employees and fosters an environment where employee behavior is aligned with SCB values
• Champion the country's employee engagement, diversity and inclusion agenda, and Corporate Social Responsibility initiatives.
• Conducted comprehensive relationship reviews to understand and develop solutions for client needs, partnering with specialists to resolve specific issues