Too many holidays in Malaysia?

Are workers getting too many holidays?

Question Time By P. GUNASEGARAM

Instead of griping about days off, employers should focus on improving productivity – and benefits.

Click on graphic for larger view.

ASK any person who employs other people and they will say their workers get too many days off and public holidays. Ask the workers and their answers will be exactly the opposite.

That was the scenario played out recently when employers and their associations clamoured for less public holidays while workers and their representatives demurred strongly.

Objectively, it is simply too much to expect public holidays to be reduced, especially when many private sector employers are remiss when it comes to giving workers decent pay and benefits, including leave. A few examples will illustrate this well.

Take the five-day working week. The Government has adopted this for some years now but there are many firms in Malaysia, particularly those which are Malaysian-owned, which do not practise this.

This is despite the fact that it is easy to make up the hours for a Saturday half day by working just half an hour to 45 minutes more on the other working days.

Why many private firms continue to do this when they can so easily make up for the hours lost is a mystery and just shows plain unwillingness to grant workers better benefits even when it costs the company nothing.

The number of public holidays in Malaysia is about 18, not counting state holidays which may account for one or two more. But those who don’t work a five-day week work 26 days more in a year.


The Government should just mandate a five-day week for everyone like it is done in many other countries.


Next, guess who is opposing vehemently a current proposal to raise the retirement age to 60 and which may be legislated this year if all goes well. Yes, private sector employers.

The life expectancy over the last half century has increased by over 20 years to 75 but the retirement age still stays at 55.

Many countries already have a retirement age of 65 and some don’t even have a retirement age and here we are baulking because of employer opposition.

Why is the private sector behaving like that? It wants to get rid of staff and get new ones at lower pay or retain the old ones on yearly contracts and with reduced benefits, saving costs.

The broader interest will be served by increasing the retirement age so that the useful lives of all citizens can be extended, they are better able to take care of their needs in older age and their accumulated knowledge and expertise used.

If we look at the way employers treat foreign workers, it is appalling to say the least.

The construction industry, for instance, is almost entirely dependent on foreign workers. Often they are paid a daily rate and they get no pay when there is no work. Is that any way to treat a worker?

Imagine how much the wages for local labour is depressed because of the cheap availability of foreign labour, often illegal.

For a long time, even local plantation workers never got a monthly salary, only being paid when they went out to work. They were forced to take lower salaries when prices of rubber and palm oil dipped but had little benefit when prices rose. They remained abjectly poor despite the manyfold increase in commodity prices over the years.

If you ever wondered why our currency is weak – and therefore we pay high prices for all manner of products with imported content – look again at export manufacturers and how they lobby strongly to keep their costs down, including asking the Government to keep the currency at “competitive levels” and encourage cheap imported labour.

It seems like the rest of us have to keep on subsidising the exporters through a weak currency and lower wages so that they can make money.

The question is why can’t the employers raise productivity so that everyone can contribute and earn more and thereby do their bit towards becoming a high-income nation and making all our lives, instead of a few, better.

If management thinks 10 days of annual leave is too much for workers, ask how much top management gets – the norm is 30 days, but of course they will argue that they work all the time. Anyway, don’t some workers too?

Any which way you look at it, Malaysian employers are mollycoddled. They want wages to be low, the currency to be weak, employees to take less leave, imported cheap labour to be plentiful, the retirement age to be low and workers to work long hours.

But they do very little to be more productive – spend a bit more in terms of training and equipment to produce more with less and in less time.

Germany is moving to a four-and-a-half-day week, France has a seven-hour work day, Australians value their leisure as do many others. How come they are all so much more productive than Malaysia?

And, finally, the most ironic part. Many workers actually employ people – yes, maids.

And what do a good proportion of them think when it comes to their own servants. No leave! They will get into mischief if they get out of the house. And so one strata of society exploits the next and the next the ones below and it goes all the way down to the lowest economic strata.

No wonder there’s such a scramble to get to the top and do all the exploiting!

If only everybody thought of others as themselves and focused on giving decent wages for good work done and not making enormous profits at somebody else’s expense, we all can have a good life together.

Ever wonder why developed countries are developed and everyone who wants to work has a place under the sun and moral values – in its true sense – are much higher in these places?

> P. Gunasegaram enjoys his holiday as much as the next person and wishes there were more of them even if he knows there is a limit to it.

Employers to feel the brunt with workers taking long festive breaks

By P. ARUNA and ISABELLE LAI newsdesk@thestar.com.my  Jan 5, 2012

 PETALING JAYA: The year-end holiday season may be over worldwide but not in Malaysia where the festive mood continues as a second wave of public holidays looms.

Employers are bracing for a hit in productivity as huge numbers of workers are expected to take long breaks in January and February.

Malaysians enjoy over 50 national, school and state holidays a year and ranks in the top 10 countries with the most public holidays. This is apart from the minimum of 14 days of annual leave a worker is entitled to.

Worse for employers this year, various state and national holidays come on the heels of Chinese New Year, which falls on Jan 23.

These include Federal Territory Day (Feb 1), Prophet Muhammad's birthday (Feb 5) and Thaipusam (Feb 7).

Also, it is a common practice among Malaysian workers to take their annual leave, before and after a festival, to enjoy an even longer break.

Federation of Malaysian Manufacturers small and medium industries committee chairman Tan Sri Soong Siew Hoong said the many public holidays affect the ability to remain competitive in business and “make employers cry”.

“I think there are too many paid public holidays for the private sector. And yet various sectors still want to lobby for more holidays,” he said.

Soong also expressed his unhappiness that public holidays were brought forward to weekdays if they fell on weekends, deeming this unnecessary.

He suggested that religious holidays be declared a personal choice so employees could celebrate on their own while colleagues of other faiths work as usual.

Malaysian Employers Federation executive director Shamsuddin Bardan said productivity would be affected during the holiday period with working days in between.

He said companies would not be able to operate at optimum levels as many workers would be taking leave.

“The alternative is for them to declare a shutdown through the whole period as the overhead costs will be very high. If they can't stop work, then they have to absorb the impact,” he added.

Shamsuddin said the Special Task Force to Facilitate Business had suggested that MEF and the Malaysian Trades Union Congress come up with a formula for employers to “buy back” annual leave days, adding that discussions were ongoing.

Federation of Chinese Associations Malaysia economic research committee chairman Kerk Loong Sing said the large number of public holidays would “naturally result” in higher production costs.

“Of course, too many holidays are bad. It will affect productivity, especially for industries which cannot afford to stop production. Employers also need to pay higher wages during public holidays,” he said.

However, MTUC vice-president Mohd Roszali Majid strongly disagreed that the number of public holidays be trimmed down as “employees deserve their holidays”.

“It doesn't affect productivity because they can work on public holidays if they want to. Employers can also convert their unused annual leave to cash and increase their income,” he said.

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MPC: Don't misuse public holidays to take long breaks

Diversity Vital For Innovation!

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Why Is Diversity Vital For Innovation?

Steve Denning, Contributor

The recent Stoos gathering identified diversity as one of the pillars of the organization of the future. Why?

It’s an appropriate question to ask on the holiday honoring Martin Luther King Jr. at a time when the country has come a long way towards becoming color blind and realizing his dream that his “four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.”

At the same time, the Stoos gathering recognized that it’s also good to celebrate difference. Why? In his wonderful book, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies, (Princeton, 2007) Scott Page shows in detail and with considerable intellectual rigor when diversity does lead to better outcomes and how and why, as well as when it doesn’t.
His short answer is that in some circumstances diversity doesn’t lead to better outcomes:

“… if a loved one requires open-heart surgery, we do not want a collection of butchers, bakers and candlestick makers carving open the chest cavity. We’d much prefer a trained heart surgeon, and for good reason.”

But in other circumstances, particularly complex problems, such as constructing a welfare policy, cracking a secret code or evaluating post-heart attack treatment, diversity not only merits equal standing with ability.

Diversity Trumps Ability?

Page goes beyond the conventional wisdom that other things being equal, diversity trumps like-mindedness. Page makes the startling claim that diversity often trumps ability. In some situations, a group of ordinary people who are diverse can defeat a group of like-minded experts. Page backs up his claim with detailed arguments and evidence.

The prediction markets also show the power of diversity in their ability to make better predictions about the outcome of presidential elections than the experts.

When are two heads better than one? When do too many cooks spoil the broth? Clearly all great restaurants have many cooks. So having lots of cooks won’t spoil the broth, if they are all following the same recipes. The chaos comes if they start to follow different recipes at the same time. In fact, having lots of cooks is essential to running a great restaurant. And when it comes to solving a difficult problem, like coming up with a better way to make coq au vin, having cooks with different points of view will usually help.

Unpacking the idea of diversity

One of the useful things Page does in The Difference is to unpack the notion of diversity. He focuses on cognitive differences between people, not identity differences like race, gender, ethnicity or religion. He suggests that cognitive diversity has four dimensions: perspectives, interpretations, heuristics, predictive models.

• Diverse perspectives: people have different ways of representing situations and problems; they who see or envision the set of possibilities confronting them differently.
• Diverse interpretations: people put things into different categories and classifications. To some people, I might be someone who worked at the World Bank. To others, I might be an leadership storyteller. To others, I might be an author about radical management. All are true. They are different interpretations of the world.
• Diverse heuristics: People have different ways of generating solutions to problems. Some people like to talk through their thinking about problems; others prefer to write out his solutions first and then talk
• Diverse predictive models: Some people analyze the situation. Others may look for the story)

This enables Page to explore exactly how these kinds of diversity might help to solve difficult problems or make better predictions.

Why is diversity vital for innovation?

A second thing about the book is the simile that he uses in comparing the solving of problems with climbing rugged landscapes. If our object is to climb as high as possible, our chances of accomplishing that depend on which mountain we decide to climb. If we climb a local hill, we might consider yourselves doing well, because we have never seen the Rockies, let alone Mount Everest. While we’re climbing up one mountain, often we can’t really see how high it is, or how it compares with other neighboring mountains, until we’ve already climbed it. Climbing the highest mountain may entail descending the mountain we are on, and moving to a completely different mountain range.

The image of what it’s like to solve a difficult problem is illuminating in showing how and why having people with different perspectives might enable a group of diverse people to do better than a group of like-minded experts who think they know they are on climbing the highest mountain.

Cognitive vs identity diversity

A third virtue of the book is his summary of the evidence as to whether diversity leads to benefits, including comparisons of cognitive diversity and identity diversity. Cognitive diversity doesn’t improve performance when it comes to routine tasks, like flipping burgers. But when we are dealing with complex tasks like engineering problems, or tasks requiring creativity and innovation, or managerial issues, cognitive diversity is a key explanatory variable in levels of performance.

By comparison, the impact of identity diversity is mixed. One part of this is due to the fact that routine tasks are better done by individuals. A second part of it is due to the fact that identity diversity doesn’t necessarily lead to cognitive diversity. The whole idea of medical training, for instance, is to get medical students thinking alike, i.e. like doctors. It shouldn’t be surprising, then, that doctors who are diverse in identity terms are cognitively alike, and hence may do no better than doctors who are not diverse in identity terms. A third part is due to the fact that getting the benefits of diversity depends people being able to work together. We would expect that some people who are diverse in identity terms find it difficult to work together effectively.

Diversity offers “super-additivity”

The fourth good quality of the book is when Page goes on the offensive and addresses the question of: so what? Given what we have learned, what should we do differently? Page points out that diversity offers not merely the advantage of a diverse stock portfolio where different stocks do better in different conditions, adding up to an overall average that does reasonably in all conditions.

Diversity in teams offers what he calls super-additivity. When a collection of people work together, and one person makes an improvement, the others can often improve on this new solution even further: improvements build on improvements. Diverse perspectives and iverse hueruistics apply sequentially: one gets applied after the other and in combination. As a result, one plus one often exceeds two.

What does this imply? Page has several suggestions that bear on the issue of creating high-performance teams:

• Bring in outsiders with different, relevant perspectives. But be careful! Outsiders don’t stay outsiders for long. If outsiders become insiders, they will cease to think differently. And be careful of brining in “highly paid consultants in fancy suits to add credibility to decisions that directors have already made—‘Look, McKinsey agrees with me!’” And the diversity must be relevant to the task at hand: you don’t ask villagers from Papua New Guinea to advise on the implementation of Sarbanes-Oxley.
• Encourage inter-disciplinary efforts: When faced with difficult problems, requiring innovation and creativity, the advantages of having cognitively diverse people working on them are overwhelming.
• Diverse preferences can be beneficial: If we agree on the goal then disagreements about different ways to reach the goal can be helpful in expanding the array of solutions. But diversity in terms of fundamental preferences can also help. Although solving problems of fundamental differences will often require compromise, diversity in terms of fundamental differences may lead to improvements: Gwen and Tess may disagree on goals, but if Gwen and Tess are cognitively diverse, Gwen may find a solution that Tess improves on, which they both like better.
• Diversity needs to be a factor in recruiting: If the work is mainly done by individuals or is routine, cognitive diversity is unlikely to lead to improved performance, although it might be pursued for other reasons. But where people have to work together on difficult problems, cognitive diversity should be very important in hiring. Page praises Google [GOOG] for trying to hire people with diverse interests and skills while also requiring that the recruits have basics skills in fields relevant to Google, i.e. computer science and mathematics.

• Recruiters should assess the cognitive aspects of diversity: Identity diversity correlates to a certain degree with cognitive diversity. Since it is easier to assess identity diversity, that may be a first rough approximation of cognitive diversity. But it is also possible to test for cognitive diversity directly, and Page encourages firms to do so.

Overall, this is a terrific book—one of the best management books I’ve read. It takes a complex subject, moves beyond metaphor and mysticism and politics and places the claims of diversity’s benefits on a solid intellectual foundation. Using precise definitions, rigorous analysis and clear conclusions, Page tells you everything you need to know about this subject. His book is well-written and has many interesting apercus and examples, although, given the effort to be rigorously, it’s not always an easy read. Yet it’s a book that tries hard to make us think clearly and what more can we ask than that?

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7 Ways to Avoid a Poor First Impression in Business

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Martin Zwilling, Contributor

I provide pragmatic advice and services to entrepreneurs and startups.

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Illustration By Paul Gilligan from Getty Images >>

Entrepreneurs are all about firsts, and the most important is you making a great first impression – on investors, customers, new team members, and strategic partners. Poor first impressions can be avoided, but I’m amazed at the number of unnecessary mistakes I see at those critical first introductions, presentations, and meetings.

The key message here is “preparation.” People who think they can always “wing it,” bluff their way past tough questions, or expect the other party to bridge all the gaps, sadly often find that what they think is a win, is actually a loss which can never be regained.

We’ve all met people that we instantly like because of a great first impression, and want to do business with. Here are some common sense things that they do and you can do to maximize the first impression that you impart in any business environment or discussion:

1. Dress appropriately from the perspective of the person you are trying to impress. This one is so obvious that I hesitate to mention it, except for the fact that I see it ignored so often. Maybe you love wearing Hawaiian shirts to work, but when you visit a traditional banker to close on a loan, it will be worth your time to put on a solid shirt and jacket.
2. Always research the person online before a first meeting. In today’s world of LinkedIn and Facebook, there is no excuse for not recognizing a person as you meet them for the first time, and knowing their accomplishments, if not their interests and academic background.
3. Google the organization and the role they represent. It’s polite to ask a professional you just met about their company affiliation, but it’s much smarter to ask them about a current issue, making it clear that you already know a good bit about their company, and their role in that company.
4. Find a common business link or friend to warm up the connection. The best introduction to a new customer, or potential angel investor, is a warm introduction from a common friend, rather than a cold call. In my opinion, this approach will double or triple your probability for success, no matter what the transaction.
5. Be prepared to concisely state your key objective. Before the other party has to ask, you should look for an opportunity to net out what you are here to accomplish, and even have a couple of questions in mind that you would like to get answered. Think of it as not forgetting to ask for the order.
6. Know a lot, but don’t flaunt it. Some people do all the right legwork, but then kill themselves by appearing arrogant or obsequious in the way that they can’t stop talking about everything that they know. When you meet someone new who is important, your first words after “Hello” should be a question rather than a long personal dissertation.
7. Be positive, courteous, on time, and attentive. We have all met people who, when asked “How are you?” provide a long litany of their latest woes, or a diatribe on current political issues. Obviously, being late to your own meeting, or appearing distracted or uninterested, will also leave a bad first impression. Smile and relax.

All of the common first impression mistakes are avoidable, and elements of the right approach are easily learned. Most entrepreneurs have spent months, and hours of hard work, preparing the necessary business plans, executive presentations, and financial models to impress investors. Just apply the same diligence in preparing yourself for all those “first” opportunities.

That image of you that you first present usually lasts longer and has more impact that any document you can prepare. In the book “You Are the Message,” media executive Roger Ailes wrote that your first impression will be solidified in the first seven seconds. Use them wisely.

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Innovation can start from home

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BUSINESS UNUSUAL By Dr KAMAL JIT SINGH

‘Rinnovating’ your home to be greener and cheaper to maintain can sometimes be just a matter of choice of colour or materials, and the result is an improved quality of life.



INNOVATION, contrary to popular belief, is not exclusive to scientists, inventors and tech companies. It isn’t an alien concept that will overwhelm the average Joe or some complicated formula that becomes a magic potion for big problems.

More often than not, innovation is simplifying complicated things, whether it’s a product or a process. Innovative products or processes may result in new wealth being created, increased productivity and efficiency and so on.

The bottom line is, innovation is something we all can do by challenging conventions, asking the right questions and thinking outside the box. And the result is an improved quality of life.

And what better place to start living innovatively than right at home?

In the context of our homes, innovation can be applied to improve not only the livability and comfort of the house, but also security, safety, and health levels, environmental impact and maintenance costs, in addition to prolonging the lifespan of the structure and its contents.

When we talk about a home being comfortable and livable, the most immediate requirement that comes to mind will be space maximisation and optimisation.

With home-owning costs skyrocketing, most of us have had to pay more for less space, especially in urban areas like the Klang Valley.

With things only getting tougher for the next generation, the first innovative ideas involve picking fixtures, furniture and accessories that are not only functional and aesthetically pleasing, but also don’t take up too much space, are multi-taskable, expandable or collapsible.

Reorganise your storage areas and utilise unused space (wall mounted shelves are a good example).

There are many innovative products out there that can make your dwelling a 21st century home, but understandably, getting them will probably set you back quite a bit.

Innovating your home doesn’t have to cost a bomb. In fact, innovatively renovating (“rinnovating”, perhaps?) your home to be greener, cheaper to maintain can be DIY (do-it-yourself), and sometimes it’s a matter of choice of colour or materials that make the difference.

Allow more natural lighting into the house by either having more windows or picking lighter coloured curtains, furniture and paint. Put up mirrors to reflect lights around the house — they also help to give the illusion of space.

Use energy-saving bulbs and low-energy appliances, solar-powered outdoor appliances and heaters, in addition to collecting rainwater for general washing purposes.

Check the pipes and cables, ensuring they are maintained to prevent leakages. These choices not only save you money, but help save the environment, too.

Encourage occupants to live better or adopt better and healthier lifestyles, like separating recyclable wastes, recycling old products and used packages, repurposing them and extending their lifespan.

Stick reminders to inculcate the habit in everyone in the household to switch off appliances and lights when not in use. Encourage the family to exercise by placing things that naturally go together in different rooms or on different floors.

If you absolutely must get a video game console for your children, go for wii, which requires gamers to move more muscles in their bodies than just their fingers to enjoy the games.

Better yet, get your kids sports gear or bicycles and devise an innovative way to chase them out of their rooms and play outside every evening!

Plant certain herbs like citronella, horsemint or marigold that repel mosquitoes. That way, you avoid using harmful chemical-based insecticides and save, too, in addition to having a lovely garden.

Needless to say, there are millions of ways to innovate your home and the household, according to your taste, budget and needs. The point is for you to be constantly excited about truly improving your home.

After all, who says smart buildings are only the modern skyscrapers?

> Datuk Dr Kamal Jit Singh is the CEO of Agensi Inovasi Malaysia (AIM). It is the vanguard of innovation in Malaysia. Established by the Government through an Act of Parliament, AIM will be the driving force behind Malaysia’s push towards establishing an innovation economy.

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A house built on smart ideas with earning power

The quest for inner growth

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WORKABLE TIPS By PAUL KAM

The desire to learn and bring about improvements within, is what makes a young job-seeker employable.

THE QUEST for self- improvement is a quality that needs to be nurtured long before one embarks on a task. Every other day I receive resumès in my e-mail asking for a chance at an interesting career. After opening the mail, I usually scroll down to look for anything, that makes me want to read further and usually it would be the section on hobbies and other activities.

I must admit that I am particularly drawn to those who have excelled in sports and activities that are not work related. Besides this, conferences, meets or expeditions be it a scout jamboree or leadership training programme will help the resumè stand out too.

During one team-building programme I conducted for young executives of a company, I had an interesting conversation with a participant who talked about his college days and how he and his friends used the great outdoors to their benefit while living on a tight budget.

“We would go camping, trekking and fishing during college break. We wanted to go to Sabah but had no money, so we took up part time work in a fabric shop and even set up a roadside stall selling fruits we bought from the wholesale market!

Up in the air: The group unable to contain their joy and excitement as they wave their hands.

“Finally, we raised enough money to get to Sepilok, Sabah. We also managed to climb Gunung Kinabalu,” he said adding that he and his friends would try to make a yearly trip just to be together.

When I left, I was thinking of how I could fit him into my company. Although he did not have the relevant experience, I was willing to train him as a trainee facilitator because I was encouraged by his attitude.

A quick assessment told me he was creative (from the way he went about raising the money for his trip) and curious in his quest to seek information. He also had self-motivation (the limited funds did not deter him from being adventurous) and was a team player (he made a collective effort in raising funds and wanted to keep in touch with his friends).

There is one quality that is immediately obvious from a resumè that includes a list of extra-curricular activities and that is the writer’s quest for knowledge and self improvement. There are also some things that will never change with time, regardless of which day and age we are in, and that is the desire for growth.



If we dwell further into this topic we will also find that it is not about the conferences or the number of training programmes that one has attended. In fact, it is about the attitude towards learning. The desire to question and the keeness to know about whatever that’s happening around him. It is about wanting to be better. Despite the rapid changes in the training milieu, employers still want and need the same thing — an individual who takes it upon himself to grow and does it with a great attitude.

My corporate contemporaries have complained about sales employees who would not go any further to reach out to a bigger market because they cannot speak a different dialect or language as a reason for not venturing out. My contemporaries are disturbed that their employees are not taking the initiative to learn a language or dialect on their own and instead expect their employers to formally hire speicalists to teach languages.

Employees cannot demand to get training as training is not a right. An employee is expected to constantly improve himself and keep up with trends in the market place because being paid a salary would mean they are expected to add value to the company.

On my first job, that was exactly what I was told. Being young and fresh, I was naive to think that I would be given the opportunity to learn and be an asset to the company.

How shocked I was when my boss took me into his room and told me that he was cutting my pay because I was learning too much at the firm! “If I pay you to learn then you are gaining more than me, so I should not pay you so much.”

He highlighted the reality that organisations pay for talent. The more talented you are and add value to the business, the more you will be paid. You are not paid to learn in the company. You are paid to apply what you have learnt. So, before one can apply his knowledge he must first acquire it even before he sends out his resumès.

This takes the discussion back to extra-curricular activities while in school and colleges.

To make these activities work for you during the interviews, always relate it to how it can help you perform better. For instance, tell them you were a King Scout in school and that has taught you to lead and keep a group of people with different personalities together. Talk about the challenges that you have learnt from all your activities that were not course-related and how you have learnt to network with others.

Also remember not to overdo the focus on extra-curricular activities. This may lead the employer to think that you will be distracted and that you will not put the job as priority.

Extra-curricular activities are meant to help you at the interview, so chart it carefully for a winning number.
Paul Kam is a lawyer by training. He has worked with private and public sector leaders and has designed and led several transformation, alignment and strategic change initiatives. With his understanding of market conditions in various industries, he is passionate about shifting and aligning mindsets and behaviours of leaders and employees. He is a member of the Malaysian Institute of Management and is also a certified team profiler and a life and wealth coach.

War for Talent! How to win it for Malaysia?

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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.

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I Recognise You! But How Did I Do It? How local Chinese see faces?

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ScienceDaily (Jan. 13, 2012) — Are you someone who easily recognises everyone you've ever met? Or maybe you struggle, even with familiar faces? It is already known that we are better at recognising faces from our own race but researchers have only recently questioned how we assimilate the information we use to recognise people.

---

New research by the University of Nottingham Malaysia Campus has shown that when it comes to recognising people the Malaysian Chinese have adapted their facial recognition techniques to cope with living in a multicultural environment.

The study 'You Look Familiar: How Malaysian Chinese Recognise Faces' was led by Chrystalle B.Y. Tan, a PhD student at the University of Nottingham Malaysia Campus. The results have been published online in the scientific journal PLoS One, This research is the first PhD student publication for Nottingham's School of Psychology in Malaysia.

Chrystalle Tan said: "Our research has shown that Malaysian Chinese adopt a unique looking pattern which differed from both Westerners and Mainland Chinese, possibly due to the multicultural nature of the country."

The ability to recognise different faces may have social and evolutionary advantages. Human faces provide vital information about a person's identity and characteristics such as gender, age, health and attractiveness. Although we all have the same basic features we have our own distinguishing features and there is evidence that the brain has a specialised mental module dedicated to face processing.



Recognition techniques

Previous research by a group at Glasgow University in Scotland showed that Asians from mainland China use more holistic recognition techniques to recognise faces than Westerners.

• Chinese focus on the centre of the face in the nose area
• Westerners focus on a triangular area between the eyes and mouth
• British born Chinese use both techniques fixating predominantly around either the eyes and mouth, or the nose

Chrystalle said: "The traditional view is that people recognise faces by looking in turn at each eye and then the mouth. This previous research showed us that some Asian groups actually focus on the centre of the face, in the nose area. While Westerners are learning what each separate part of the face looks like -- a strategy that could be useful in populations where hair and eye colour vary dramatically, mainland Chinese use a more global strategy, using information about how the features are arranged. Meanwhile British born Chinese use a mixture of both techniques suggesting an increased familiarity with other-race faces which enhances their recognition abilities."

Eye tracking technology

The study by the School of Psychology at the University of Nottingham Malaysia Campus set out to investigate whether exposure and familiarity with other cultures affects our recognition accuracy and eye movement strategies.

The team used specialised eye tracking technology to investigate the visual strategies used to recognise photographs of faces. They recruited 22 Malaysian Chinese student volunteers from across Nottingham's Malaysia campus. The results showed that Malaysian Chinese used a unique mixed strategy by focusing on the eyes and nose more than the mouth.

Chrystalle said: "We have shown that Malaysian Chinese adopt a unique looking pattern which differed from both Westerners and mainland Chinese. This combination of Eastern and Western looking patterns proved advantageous for Malaysian Chinese to accurately recognise Chinese and Caucasian faces."

The study was supervised by Dr Ian Stephen, an expert on face processing and Dr Elizabeth Sheppard, an expert in eye tracking. Dr Stephen said: "We think that people learn how to recognise faces from the faces that they encounter. Although Malaysia is an East Asian country its ethnic composition is highly diverse. The intermediate looking strategy that Malaysian Chinese use allows them to recognise Western faces just as well as Asians."

How local Chinese see faces?

A study shows that Malaysian Chinese have their own distinct way of identifying faces compared to Caucasians and those from mainland China.

NEW research by the University of Nottingham Malaysia Campus has shown that when it comes to recognising people, the Malaysian Chinese have adapted their facial recognition techniques to cope with living in a multicultural environment.

The study was led by Chrystalle B.Y. Tan, a PhD student at the Nottingham Malaysia campus.

The results have been published online in the scientific journal PloS One. This research is the first PhD student publication for Nottingham’s School of Psychology in Malaysia.

The study had established that we were already better at recognising faces from our own race. However, researchers had only recently questioned how we assimilated such information to recognise people.

The images (from left) show locations where Malaysian Chinese participants focus on when recognising faces; in contrast the Caucasians focus on the eyes and mouth, while the emphasis for Mainland Chinese and Japanese is around the nose.

 

“Our research has shown that Malaysian Chinese adopt a unique looking pattern which differed from both Westerners and Mainland Chinese, possibly due to the multicultural nature of the country,” says Tan.

The ability to recognise different faces may have social and evolutionary advantages.

Human faces provide vital information about a person’s identity and characteristics such as gender, age, health and attractiveness. Although we all have the same basic features we also have other distinguishing features, and there is evidence that the brain has a specialised mental module dedicated to face processing.

Previous research by a group at Glasgow University in Scotland showed that Asians from mainland China use more holistic recognition techniques to recognise faces compared to Westerners.

“The traditional view is that people recognise faces by looking at each eye and then the mouth. This previous research showed us that some Asian groups actually focus on the centre of the face, around the nose area.

“While Westerners are learning what each separate part of the face looks like — a strategy that could be useful in populations where hair and eye colour vary dramatically, mainland Chinese use a more global strategy, using information about how the features are arranged.

“Meanwhile British-born Chinese use a mixture of both techniques suggesting an increased familiarity with the faces of other races which in turn enhances their recognition abilities,” Tan explains.

The study by the School of Psychology at the University of Nottingham Malaysia campus sets out to investigate whether exposure and familiarity with other cultures affect our recognition accuracy and eye movement strategies.

The team adopted specialised eye-tracking technology to investigate the visual strategies used to recognise photographs of faces.

They recruited 22 Malaysian Chinese student volunteers from across the Nottingham Malaysia campus. The results showed that Malaysian Chinese used a unique mixed strategy by focusing on the eyes and nose more than the mouth.

“We have shown that Malaysian Chinese adopt a unique looking pattern which differed from both Westerners and mainland Chinese. This combination of Eastern and Western looking patterns proved advantageous for Malaysian Chinese to accurately recognise Chinese and Caucasian faces,” Tan adds.

The study was supervised by Dr. Ian Stephen, an expert on face processing and Dr. Elizabeth Sheppard, an expert in eye-tracking. They are both Assistant Professors at the School of Psychology at the university. “We think that people learn how to recognise faces from the faces that they usually encounter. Although Malaysia is an East Asian country its ethnic composition is highly diverse. The intermediate looking strategy that Malaysian Chinese use allows them to recognise Western faces just as well as Asians,” says Dr. Stephen.

Related post:

I Recognise You! But How Did I Do It? How local Chinese see faces?

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