The countdown is on for Malaysia’s Vision 2020 ambition of achieving developed economy status. The mission was first voiced over 25 years ago, but – as HRM Asia learns – there are still plenty of skills-related hurdles blocking the path
The traditional and stable world of work as we know it is slowly but surely displaced by unambiguity and disruption, characterised by short-term contracts and independent “gigs”. In this special feature, HRM Asia unravels the complexities of the gig economy and investigates it from an HR standpoint.
In the face of an ongoing talent crunch, companies are compelled to adopt multiple recruitment platforms to bring in talent. HRM Asia considers the traction that online recruitment specifically is having in 2017.
As food distributor Teck Sang strives to reconfigure its business operations to meet today’s demands, it is equally vigilant of safeguarding its cherished values and practices which have struck a chord with its workforce.
Real-time web platforms have enabled businesses to tap directly into a diverse pool of independent, short-term “gig” contractors on an as-needed basis. HRM Asia speaks to Asian app makers about the advantages of “on-demand” labour outsourcing.
Employers sometimes need to fill job positions quickly, but this always increases the risk of a hiring error. HRM learns how HR departments should approach the selection process to have a better impact on their workforces.
You may have that one manager who constantly spouts ideas and methods of execution. Their creativity in finding solution-oriented actions is often impressive, and it is not always easy to keep pace with all of their ideas. Although their initiative is great, there comes a point when this hyper-creativity becomes counter-productive. Limited financial and/or human resources can hinder timely execution, and there is also a tendency for idea generators to adapt their ideas along the way.
Cutting off these ‘idea machine’ managers would stop them being creative. However, without focus, they will drown your team in hundreds of unfinished projects.
Try this three step solution:
Firstly, welcome these ideas by giving your manager time and space to brainstorm on a consistent basis. It is important to provide a space where the ‘idea machine’ feels they are being listened to. After hearing them out, explain what you need and come to an agreement on a few ideas to proceed with. Then, consult your execution team on the feasibility. This way, there is ownership at all three levels.
Secondly, keep an ideas list from the brainstorming meetings. This way, potential projects will always be on hand, which creates a cycle of ongoing activity, keeping the workplace energy revving away.
Finally, focus the attention on a maximum of three projects at a time. That way, everyone involved is re-energised by the successfully completed project and will be ready to repeat the cycle.