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Showing posts with label Talents Management. Show all posts
Showing posts with label Talents Management. Show all posts

Tuesday 19 November 2013

Singapore wooing the best minds back to home

 
Singaporean at heart: Cardiologist Carolyn Lam returned from Mayo Clinic in the United States to practise and do research at the National University Hospital, where she focuses on women’s heart health. — The Straits Times / Asia News Network

Many top Singaporean researchers work abroad. What will bring them home — and at the same time help retain scientists who stayed on in the republic?

FOUR decades ago, armed with a newly minted doctorate from Cambridge University, a young Malaysian neuro-anatomy researcher arrived to work at the then University of Singapore.

Having come back to South-East Asia to be closer to his family, Prof Ling Eng Ang found a research landscape “like a Third World country”. Research funding was scarce; the lab had to buy and breed its own rats for studies, and there was no budget to publish papers in top journals that sought fees from researchers.

When the university began hiring scientists from the rich West who had lengthy publication records, “how could we compete?” he recalled.

Singaporean researchers left for countries with a more developed culture of science and richer funding. Later, others went and stayed, seeking to grow their careers.

Now, Singapore wants to woo this diaspora home, particularly those who have excelled in their fields.

Once they are headhunted by universities and research institutes in the island-state, scientists who are Singapore citizens will get up to five years of research funding.

This comes out of the S$16.5bil (RM41.2bil) pot earmarked for R&D between 2011 and 2015, while their salaries are paid by the institute that employs them.

“By doing so, we hope to anchor the research capabilities and grow the Singapore core,” Prime Minister Lee Hsien Loong said last month when he announced the scheme.

Lee explained it was “worthwhile to make an extra effort”.

“These are the people who might not be otherwise thinking of coming back,” he said.

“They have already set up their careers, settled in and have challenging and exciting jobs. wherever they are in the world. We say: come back, we would like to have this link with you, either come back to visit or come back to relocate.” This seems like a good idea in principle.

As the popular narrative goes, Singapore has very deliberately been bootstrapping itself up to the head of the class in engineering, physical and biomedical sciences over the past two decades, a process jump-started by importing big-name scientists from the West.

Now, it’s time to groom Singaporeans – who presumably will have a vision for science in the republic – to take up leadership positions. That is the core idea. But how effective will it be?


Singaporean stars

The National Research Foundation (NRF) does not keep tabs on how many Singapore scientists are abroad, but it said it was building a database of those overseas.

However, it is known that some are outstanding in their fields. For example, Prof Peh Li-Shiuan of the Massachusetts Institute of Technology’s electrical engineering and computer science department studies ways to boost the computing power of computer chips.

Assoc Prof Wong Chee Wei at Columbia University manipulates light to study tiny nanostructures. Last month, he was named a Fellow of the Optical Society of America.

Another Singaporean, Dr Desney Tan, is a principal researcher at Microsoft’s research division, where he studies human-computer interaction, mobile computing and healthcare applications.

Even if Singapore could track all its expatriate scientists down, drawing them back is a different matter. Choosing where to live and work are very personal decisions.

Singapore presents itself as a vibrant, well-funded destination for science research. If this is the case, why do Singaporean scientists need an extra carrot to come home?

In some fields, the opportunities elsewhere are richer.

Assoc Prof Leonard Lee of Columbia Business School, whose PhD in marketing was from MIT, said the opportunity to learn from his field’s best minds was “too great to miss”. But he keeps a foot in each country, giving seminars at the National University of Singapore (NUS) and other Singapore universities.

And Microsoft’s Dr Tan said the firm offered him support to build a “dream team”. He was also drawn by the chance to “conduct scientific research with the very best and then to translate that research into commercial products that get used by millions of people”.

Over time, many put down roots overseas. Some have married non-Singaporeans and live in their spouse’s home country. Some like the economies of scale in the research environment at, say, Harvard.

The truth is, people sometimes leave because they are simply dissatisfied with the level of bureaucracy or pressure for quick results. The latter has also been known to turn off some of the big names lured from overseas.

NRF might be more successful if it understood what draws Singaporeans home.

Family is a major reason: Nanyang Technological University (NTU) mathematician Chua Chek Beng gave up a tenure-track post at the University of Waterloo in Canada in 2006 because he and his wife wanted to be closer to their parents in Singapore.

It helped that he was offered the chance to work at NTU’s brand-new school of physical and mathematical sciences, too.

Assoc Prof Too Heng-Phon of NUS’ biochemistry department, who is Malaysian and a permanent resident here but whose wife and son are Singaporean, said he came back to the region to be closer to family as well.

Grants can help. When she received a Clinician Scientist Award grant from the National Medical Research Council, cardiologist Carolyn Lam returned from Mayo Clinic in the United States to practise and do research at the National University Hospital (NUH), where she focuses on women’s heart health.


Equal treatment

Great teachers are another draw. NUS’ Prof Ling said that while the conditions were spartan back in the 1970s, the late Prof Ragunathar Kanagasuntheram was a great mentor. He also stayed in Singapore out of a sense of duty. “We were almost like the ‘pioneers’ and we helped build up this place both in teaching and research. If we don’t, who else?”

As Singapore builds up its research ecosystem and draws other leading minds, those who come home may themselves become a draw for younger academics looking for mentors.

Prof Ling, for instance, has trained generations of medical students. And collaborations like the Singapore-MIT Alliance for Research and Technology allow those like Prof Peh to guide younger scientists in both Singapore and their home university.

While Singapore draws its own home and attracts foreign researchers, it also ought to recognise those who have long served here. It should treat equally those who have gone abroad and those who have stayed. Researchers like Prof Ling, Prof Lee and NTU dean of science Prof Ling San agreed on this point. The NRF carrot could help to retain outstanding Singaporean scientists, too.

At the same time, the move to woo back Singaporean scientists can also be seen as an exhortation to young scientists to go forth, grow their careers wherever they wish, then come home. They will not be considered quitters, but valuable returnees.

Dr Wilhelm Krull, secretary- general of Germany’s private Volkswagen Foundation and a member of Singapore’s high-level Research, Innovation and Enterprise Council, suggested it was “time to think more in terms of circulation rather than brain drain or brain gain”.

Dr Tan of Microsoft noted that the new scheme signalled a strong commitment to top local talent, a change from previous years.

When he completed his PhD in 2004, he felt Singapore favoured foreign hires with more attention and fat relocation packages. To draw him home, Singapore would have to replicate the “excitement, unfettered support and commitment” of his current conditions.

“There is no cookie cutter formula for this. What will work for one domain and individual, may not work for another ... But if done right, I believe top talent will choose to jump back in from their presumably fulfilling positions outside of Singapore and to embrace the challenge.

“In general, I think many Singaporeans would love to return home and serve the country, and I’m excited to see conditions swinging in favour of this,” he added.

Contributed by  Grace Chua The Straits Times/Asia News Network (ANN)

Friday 7 June 2013

Telcos and Maxis need to reinvent

Maxis has not been paying much attention to its young local talent, resulting in some of these talents making its competitors look good instead.

IT has been an interesting week for the telecommunications sector locally.

Axiata Group Bhd got pre-qualified to bid for a mobile licence in Myanmar, Packet One Networks (M) Sdn Bhd head honcho Michael Lai quit the company and Maxis Bhd saw some staff departures.

Why Lai left is a mystery. Hopefully, he will show up at another telco because he knows the marketing game well.

At Maxis, several personnel have left, with more expected to head for the exit door. Most senior, and some middle-level executives, may also bid their adieus. Those whose contracts are up for renewal may leave because Maxis is on a massive clean-up mode.

Some call it a clean-up, while others say it is a reorganisation. Essentially, it is re-shaping itself to respond better to market demands in view of the challenging times ahead. The consumer is discerning and its competitors have cleaned up their acts.

It might be the biggest company by revenue and subscriber base, but it has competitors who are nimble and agile.

Surprisingly, Maxis has not been paying much attention to its young local talent, resulting in some of these talents making its competitors look good instead. Indeed, Celcom Axiata is looking attractive, and DiGi.Com Bhd, savvy.

What Maxis is facing is a battle both within and without the company.

It has no chief executive officer (CEO), a bloated workforce of 3,500, 24 units/divisions, a seemingly lack of young talent at the top, operational and cost inefficiencies, and it could do better in some market segments by lowering prices and bringing to market more innovation.

“It is hard to find a unit with large numbers of people below 30,” said a person familiar with the company.
The clean-up is the first step in addressing the problem, but is it skin-deep or merely surface-scratching?

Still, all is not lost.It has a great brand, brand loyalty, a wide network - although some hard decisions could have been made - a huge subscriber base, much to the envy of its rivals, and a multitude of products and services.

It also enjoys pole position in the market place.

The key now is to sharpen its focus, reinvent itself, harness its local talent and move forward fully energised. This may take anything from six to nine months, but worth every second in its bid to transform itself.

Next week, the new organisation structure will be out, although the search for a CEO is still on. Succession planning should be considered because at some point of time, the CEO will have to be homegrown. That gives hope to the team.

The future is about a real convergence of mobile and fixed networks, resulting in greater convenience for customers, with portals that can be accessed with all devices, independent of the technology used, says a report.

Making that right call on technology is, therefore, critical, as networks of the future will need a high degree of reliability whilst cleaning up, and at the same time, keeping costs under control, which is vital.

Friday Reflections by B.K. Sidhu

*Business editor (news) B K Sidhu says improve the call quality and there will be happier and loyal customers.

Tuesday 27 March 2012

Don't have experience to lead, appoint a British?

Don’t kill your talent, take a chance on inexperienced people 

SOON after India obtained independence, Prime Minister Jawahar Nehru chaired a meeting to discuss appointing a chief general for the Indian Army. As key leaders discussed candidates and options, Nehru disappointingly claimed: “I think we should appoint a British officer as the general as we don't have anyone with enough experience to lead.” Everybody nodded their heads in support and they started discussing possible British candidates.

This same conversation Nehru had with his leaders half a century ago is the same conversation taking place in many global organisations today. There are always big vacancies to fill yet no one experienced enough to fill them. And most leaders look outside their organisation and even outside the country for that perfect “experienced” person. Nehru's story though, ends differently.

One of Nehru's officers abruptly interrupted Nehru as he started contemplating which British “expat” to bring in: “I have one point, sir. Can I interrupt?”

Nehru nodded: “Yes, gentleman. Speak.”

The officer responded: “Sir, we don't have enough experience to lead a nation, too, so shouldn't we appoint a British person as the first Prime Minister of India too?”

The meeting hall suddenly went silent. Nehru had an “aha” moment and later decided against appointing an “experienced” general but a high potential local.

Almost every business leader I meet complains to me about the same issue they don't have enough good talented people to take their businesses to the next level. According to McKinsey's “War for Talent” study, the most important corporate resource over the next 20 years will be talent. It's also the resource in shortest supply. In fact, the search for the best and the brightest has become a constant, costly battle, with no end in sight. Talent has become the prime source of competitive advantage.

Yet, most of us unknowingly “kill” our talented people. How are we “killing” our talent? By not allowing our people to fulfil their potential. And we do this by curtailing their experiences.

Real learning 

Talent can only be developed through experiences and failure. You cannot send a person to a three-day classroom programme on swimming and expect them to become great swimmers. To learn to swim, you need to practice in the pool. No matter how much you listen, read or watch about swimming, without pool practice, you won't be able to swim. Real learning happens when applied in the workplace. Nehru learnt to become Prime Minister of India through the school of hard knocks and experience. Even if he was sent to a “Prime Minister School” (if that existed!), his learning would still ultimately come from doing the job. But when you block your people from the roles they crave, because of their lack of experience, we thereby ensure they never learn.

I recall going through succession planning reviews with a number of senior business leaders in my capacity as a HR leader. Each year, these business leaders would highlight specific talent they had in their teams. But much to my dismay, every single year, those highlighted were deemed “not ready” to take on bigger roles, claiming they needed a few more years to become “ready.” Four years later, the same excuses rang. The story never changed or ever will. As long as we hoard our best talent and never allow them to grow through new experiences, they will never be ready.

Thomas Edison correctly stated that “genius is 1% inspiration and 99% perspiration.” Based on research done by Anders Ericsson, we now know just how much “perspiration” is required to become a genius apparently three years at a job or 10,000 hours. Ericsson's research indicates that if you are at your job for about two to three years (depending on how many hours you put into your work), you will master the role. But once you have mastered it, your learning subsides. And for you to keep growing, you need to learn something new.

The most talented people have figured this out and so if you do not give challenging work to them, they leave. They may claim they leave for money or other reasons, but in reality, if you truly give them challenging work which forces them to learn, they hardly leave. (It may be also because they are so busy being challenged, they have no time to do up their resume!)

However, the less talented employees, who love being in their zone of comfort, will stay on (maybe forever). The job becomes easy making it “wise” to continue in this zone of comfort. The real talents, however, know that if they don't keep getting new experiences and developing themselves, they may never achieve their dream. And so they pack their bags to gain new experiences, if you don't provide them.

Final thoughts

I am not at all advocating that experience has no place in our business. In fact, experience is necessary for big roles where failure should be minimised. However, one cannot attain that experience unless someone gives these people a break. We cannot gain experiences unless given a shot at the big stage.

What I want to emphasise is that this “talent disease” which is plaguing our nation can somewhat be curtailed if we build in talent development as part of our business agenda. So, what are some practical things you can do:

1. Demonstrate your commitment to employees by preferring to develop from within versus hiring from the outside. Give your “inexperienced” people a chance. Sure they may take some time to “learn” the job, but in the long term, it will be better for your business.

2. Keep pushing your people outside their comfort zone. They need experiences. Give them projects outside their silos. And when they fail (which they will!), help them get up and learn from their failures

3. Empower your employees make them partners in their own development. Make sure they understand the importance of hard work, learning and pain.

As my three-year-old son always says: “No pain, no gain.” The same goes for all of us.

We need to go through the pain and struggle of new experiences to keep growing. And business leaders need to go through the pain of pushing their best people out to new roles and to take chances on the less experienced. Someone after all took a chance on you previously. Nehru took a chance on his general. So can you.

Roshan Thiran is a firm believer that talent is developed and not genetic, and has made it his mission to build leaders in Malaysia through his social enterprise, Leaderonomics.  

Related posts:
 Malaysian big GLCs headed by foreigners, how dismay! 
War for Talent! How to win it for Malaysia? 
Talents on the move 
Reversing the brain drain, innovate to compete! 
How can Malaysia stem the tide of talent migration? 
Recognise talent and help others to soar

Sunday 15 January 2012

War for Talent! How to win it for Malaysia?

 

Winning the war for talent

By LIM WEY WEN wwen@thestar.com.my

Are hefty paychecks and good career prospects the only aspects talents look for in a base country? The answers may be the key to a country's success in bringing its best brains home.



THERE is a global war being waged as companies and countries struggle to keep their best within their borders while they try to woo the world's brightest.

And if salary perks and benefits offered by countries like Qatar, China, Singapore and Malaysia for returning experts and expatriates are anything to go by, the “War for Talent”, a term coined by research giant McKinsey & Company in 1997, is still going strong despite the global economic slowdown.

But 13 years after the term was coined, the landscape of the war has greatly changed. Most notably, the “weapons” used to attract talents have changed.

While salary packages and fringe benefits used to be one of the most powerful magnets for talent, it may not be enough in the current human resource climate.

Dr Tan: ‘When you have the brains or energy, you want to go to the best place to learn from the best’ >>
 
David Lee, author of the Insights: The Journal of the Northeast HR Association article titled “Becoming a Talent Magnet: How to Attract and Retain Great Employees”, says that competitive pay and a good benefits package although important are not enough to attract and retain “the best of the best”.

Quoting a study by another US consulting firm Kepner-Tregoe of Princeton, Lee, an executive coach and founder of US consulting and training firm HumanNature@Work, points out that 40% of the employees surveyed felt that increased salaries and financial rewards were ineffective in reducing turnover.

Hence, the vital question for most human resource managers and national talent development organisations is “What are the world's best looking for?”

Lee says the proverbial carrot lies in the intangible, such as pride in where they work and what they do, appreciation from their managers, opportunities to learn and grow as well as respect.

Interviews with Malaysian diasporas and experts who have returned seem to support the trend.

Although many of them acknowledge that salary packages and career prospects matter, it is often not a deal breaker when it comes to their decision to remain abroad or return home.

Wong: ‘If Malaysia wants to attract talents, it must be able to provide a conducive environment’ >>
 
One of the main attractions for talents is the environment for them to develop and excel in their fields of interest.

When Kuala Lumpur-born consultant psychiatrist and analytic psychotherapist Dr Tan Eng-Kong left for a sabbatical in Australia in 1976, he knew he would get to work with some of the best psychiatrists in the world.

“At that time, Australia invited the best of American and British psychiatrists to its country, and I was lucky to be able to take a sabbatical from lecturing in Sydney,” says Dr Tan, who was in Kuala Lumpur recently.

As he found greater opportunities to practise his field of interest psychotherapy in Australia, he chose to stay there and build his career.

“In those days, the field of psychotherapy was not developed yet in Malaysia. So, I had to stay back in Australia just to practise,” says Dr Tan, who has now spent over 30 years building a successful career in Sydney.

While psychotherapy is currently gaining popularity among local mental health professionals, Dr Tan still feels it is more popular and better received in the West.



“When you have the brains or energy, you want to go to the best place to learn from the best,” says Dr Tan, who still visits Malaysia regularly to share his expertise with local mental health professionals.

Dr Lam Wei-Haur, who has just come back under the returning experts programme (REP) after spending six years in Britain and two years in China doing research in ocean renewable energy, shares a similar experience.

“Funding for research at a post-graduate level was limited when I finished my undergraduate studies in 2001. I was lucky to obtain a scholarship to further my studies in the UK,” says Lam, who is now an associate professor in Universiti Malaya's department of civil engineering.

 
Although the tax cuts and benefits made the transition back to Malaysia easier, I came back because I felt I could contribute more to my field of research back home. - DR LAM WEI-HAUR >>

“However, after six years of research in the UK, I wanted to learn about the system of research and development in China,” he adds.

Lam, who is in his 30s, says he came back because he felt he would be able to contribute more to the field of ocean energy in Malaysia.

“Although the tax cuts and benefits such as a permanent residentship offer for my spouse made the transition back to Malaysia easier, the reason I came back is because I felt that I could contribute more to my field of research here, back home,” he explains.

There may be more established research institutions and teams overseas but having the opportunity to work with researchers in a developing nation such as Malaysia is like “sketching on a white piece of paper” for him.

On worries that Malaysia may not have sufficient funding and infrastructure for research, Dr Lam says researchers have to look for opportunities themselves.

“Our Government is now very supportive of scientific research and there are a number of sources researchers can go to for grants. We must understand that opportunities do not come to us if we do not make an effort to ask or look for it,” he stresses.

While Dr Hood Azlan Mohd Thabit, 35, is determined to return to Malaysia to continue his research in endocrinology (specifically in diabetes) after his post-graduate research in Cambridge, he agrees that the base country of a scientist or researcher is of marginally less importance compared to the research network and collaborations he could forge with other researchers around the world.

“It is very difficult for an individual or group to do research on its own, not just because the world is more globalised now, but because it is so easy to collaborate through the Internet, they have no excuse not to,” he says.

While certain countries have established infrastructure for research, others have the human resource and expertise, he adds.

“Personally, it is really for the satisfaction of doing what you do. And coming home, for most people, is about whether they can continue their work in a meaningful way,” says Dr Hood.

For corporate social responsibility (CSR) consultant Wong Lai Yong, who hails from Penang, the location of her base country does not matter as long as she is able to contribute to society from where she is.

Since she first volunteered to read to the blind in primary school, community service has been in her blood. Today, she continues to serve the people around her by spreading her knowledge on childcare development and social entrepreneurship based on her experiences in Japan.

“I've always realised that education is the best way to bring people out of poverty, so I think about the ways I can help bring education to people who have no access to primary education. That is why I have never confined my contributions to Malaysia alone,” says the cheerful 39-year-old.

She does not plan to return to Malaysia in the near future but even so, she visits regularly to share her knowledge.

“If Malaysia wants to attract talents, it must be able to provide a supportive and conducive environment for these talents to perform and contribute,” she says.

“We might not be able to compete with many developed nations in terms of salary and benefits, but we can offer Malaysian diasporas the comfort of home and the company of their family members.”

Malaysian transplant

Carol Lamb calls herself a transplanted Malaysian, having settled down in the United States in the 1980s. Lamb, who now runs communication firm Fantastic International Inc in Atlanta, says she is often asked in social circles where she is from.

“How do I convey that I am from a country surrounded by glistening islands with white sandy beaches, tropical rainforests with unique animal and plant life, cool mountain ranges with quaint villages, tall skyscrapers with world-class shopping, a fusion of Asia and British rule? I decided to build my own website and affiliate with one of the biggest online travel booking engines on the Internet, Hotels.com,” she tells.

With the help of Tourism Malaysia and its New York office, she travelled back to Malaysia and wrote about exciting tourist attractions and sites. The concept of medical tourism caught her attention and she is now helping to promote Malaysia as a health tourism destination among Americans.

“The number of Americans going to Malaysia is small. This is the reason why I created the Global Marketing Network'. I promote medical facilities that are in Malaysia at exhibitions around the US.

“Malaysian medical facilities need to be seen. Malaysia also needs to be on the lips and minds of people thinking about having surgery abroad. What better way to do this than participating in exhibitions?

“Additionally, most Americans do not know that Malaysia used to be a British colony. They are also unaware that English is widely spoken, the country has great infrastructure, fantastic beaches, awesome hotels, scrumptious food and is multi-racial and multi-cultural.

“Who better to explain all this face-to-face than a Malaysian who knows the country well?”

 Weaving a win-win web

BUILDING a global Malaysian diaspora network might seem like a colossal task but after the encouraging response entrepreneur Winston Choe received for the first diaspora meetup he planned in Silicon Valley, he is convinced that it may not be as difficult as it seems.

He had put out the word on the meetup he planned to link Malaysian technology companies with professionals and investors in the US in December, and was pleasantly surprised when he found over 80 Malaysians in the San Fransisco Bay Area, many of whom he had not met during the years he lived there.

“What I did was send the word out over the Internet through Facebook pages, LinkedIn groups and e-mail lists about the meetup. Within two weeks, we had to increase our initial cap of 30 people to 50,” said Choe, a Petaling-Jaya born CEO of his own business networking software company in Silicon Valley.

In fact, the meetup sponsored by Talent Corporation Malaysia (TalentCorp) that features the topic “Malaysian Tech Sector Opportunities” has attracted 80 interested participants, but Choe had to limit his audience to ensure quality interaction.

“I am greatly encouraged by the initial feedback and am confident that the next one will easily attract at least 100 people,” he said via Skype.

The idea of a meetup in Silicon Valley came up when Choe was in Malaysia in October for a workshop organised by TalentCorp.

“This meetup is a follow-up to the workshop we did in Kuala Lumpur in October,” said Choe, who is passionate about helping other entrepreneurs build their businesses.

“My goal is to allow professionals (in Silicon Valley) to explore cross border opportunities between the United States and Asia,” he added.

Before the meetup, held at the Intel Santa Clara campus, Choe had selected four MSC companies and coached them to make a 15-minute business presentation to Silicon Valley professionals and investors. At the meetup, he also presented a win-win model for Malaysian diasporas to contribute to various sectors in Malaysia.

“After the workshop in Kuala Lumpur, we realised that what Malaysian start-ups need most are funding, market access and global partners,” said Choe.

The win-win model he suggested is focused on enhancing these three aspects for Malaysian companies as well as professionals and investors abroad.

In terms of funding, Malaysian diaspora with successful business ventures can introduce Malaysian companies to investors in the West, and Malaysian companies can reciprocate by introducing them to investors in Asia.

“While Malaysian diaspora can help Malaysian companies access the US market, Malaysian companies can serve as a gateway for them to access the Asian market.

“What we are trying to do now is to build a global (Malaysian) diaspora network with physical meetups, workshops and also online social tools, and our objective is to accelerate various sectors in Malaysia, starting with infotech,” he said.

As a result of the meetup, Choe made eight qualified introductions between professionals at the workshop and three MSC companies that presented that day.

A LinkedIn group has also been set up to connect participants of the workshop.

“A few participants have expressed interest in helping me organise more of such meetups,” said Choe.

With their help, Choe's goal in 2012 is to organise similar meetups across the world in cities such as New York, Toronto, London, Sydney, Melbourne and even Singapore.

“This represents about 80% of the Malaysian diaspora population, and we hope that they can take this platform and replicate it,” said Choe.

Related stories:More professionals return home

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