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HUMAN RESOURCE EXCELLENCE AWARDS 2015
Submission by Leaderonomics
Category: Small Employer of the Year
QUICK FACTS ABOUT
LEADERONOMICS
• Established: 2008
• No of employees: 58
• Vision: Growing people into leaders,
building ...
Leaderonomers volunteering at a Somalian refuge community.
Our goal in HR is to create platforms where each Leaderonomer c...
Part Two:
IMPLEMENTATIONLeaderonomics has continued to grow our HR support and offerings
over the years, with particular f...
Cultural beliefs discussion with Leaderonomers to nail down
the cultural essence of the organisation
Leaderonomers embody ...
2. Continuous Learning and Growing Together
In line with our vision of “Growing People into Leaders”, we take responsibili...
We believe in experiential learning and Leaderonomers often participate in challenging learning simulations.
Last year, we...
Leaderonomers having discussions in our pantry area in a common sight. Low dividers and an open concept encourages
team co...
Colourful and vibrant discussion areas in our Johor office.
Chalkboard walls encourage creativity amongst Leaderonomers
an...
Leaderonomers together with Eduardo Peña, a Hollywood concept artist after
an enlightening session about his journey makin...
We care for each other and acknowledge each individual’s career journey in a holistic manner rather than in isolation from...
Activities and learning sessions at DropZone Youth Inspiration Centre.
Leaderonomers actively participate in Youth camps a...
Leaderonomers pushing their limits and comfort zones: at District 21 Indoor Extreme Park;
completing the Viper Challenge; ...
7 active “Go Beyond Projects”
engaging 40% of Leaderonomers in
cross-functional areas and initiatives.
12 Learning Friday ...
Additionally, 14 internal workshops and simulations have been
conducted since January 2015. These include Silega simulatio...
Reach
Youth community programmes and impact.
9 Leaderonomics
clubs in Klang Valley
and 1 in Penang
16 special projects
run...
“Working with Leaderonomics has been a pleasure from
the very start! We have been working with them for
several training p...
Testimonials from Employees
Being primarily involved in serving corporate
organisations, getting the opportunity to spend
...
Part Four:
EFFORTS FOR CONTINUAL IMPROVEMENTS
2015 has been a year of expansion for us and we have many plans for further ...
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Why Leaderonomics is a Great SME?

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Leaderonomics is a small organisation with big dream and ambitions. Although we may have only about 100 employees today, we are a small employer with a BIG heart and BIG goals and dream. REad on what we do with our employees to engage, excite and ensure they are committed to the cause.

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Why Leaderonomics is a Great SME?

  1. 1. HUMAN RESOURCE EXCELLENCE AWARDS 2015 Submission by Leaderonomics Category: Small Employer of the Year
  2. 2. QUICK FACTS ABOUT LEADERONOMICS • Established: 2008 • No of employees: 58 • Vision: Growing people into leaders, building communities of love, transforming the nations • Overview: Leaderonomics is a social enterprise dedicated to transforming developing nations through leadership development. Why leadership? We believe that leaders can profoundly affect the social, economic and spiritual health of the individuals and communities that they influence. Our hope is that as we help individuals to grow in their leadership capacity and experience, they will be able to “build communities of love” as they lead and manage different teams. We hope that these multiple “communities of love” will then go on to “transform nations”. Our 58 employees (“Leaderonomers”) make up the following teams: Youth: Developing 7–19 year olds via DIODE camps, clubs in school and DropZone (a youth inspiration centre) Campus: Developing university students via camps, clubs and programmes Do Good: Developing leaders of non-profit organisations via workshops and an online portal Corporate Services: Developing employees of companies at all levels TV: Producing and distributing leadership content in video form Leaderonomics.com: Publishing leadership articles online and weekly in The Star Part One: VISION AND GOALS Leaderonomics is a social enterprise passionate about people. We believe that every individual can be a leader and can make a positive difference in the communities they are in. Such is the fervor of our belief that we take intentional care to grow strong leaders with great attitudes not just in our external impact programmes, but even more so internally from within our organisation. Our people (affectionally known as ‘Leaderonomers’) are our history makers and nation builders, as such, our aim is to equip and empower them to be agents of change and influencers in their respective community touch points. We are heavily invested in ensuring that Leaderonomers remain constantly engaged and happy in the workplace by focusing on these key areas: (i) Cultivating a culture at work that is fun, empowering and contributes towards the growth and development of each Leaderonomer. (ii) Maintaining an open door policy in HR (human resources) whereby communication channels are kept open and Leaderonomers feel safe and encouraged to have authentic conversations about their career and development. In fact, all Leaderonomers are highly empowered to seek out additional exposure and experiences within the organisation. (iii) Team leaders and senior Leaderonomers play an important role in partnering with HR as their input and recommendations are often consulted and taken into consideration especially in areas such as staff movements, new hires, and Leaderonomers’ welfare. (iv) Staying consistent with our values and organisational vision and always delivering the same message across the board regardless of individual Leaderonomers’ background or experience.
  3. 3. Leaderonomers volunteering at a Somalian refuge community. Our goal in HR is to create platforms where each Leaderonomer can fully embrace and demostrate our 5 values at work: Empowering Every Leaderonomer has a voice and access to a platform to make a difference. Each one can do something to better our world. 1 Leaderonomers having fun welcoming newbies into the family. Relationships Leaderonomers treasure relationships with one another, the people we interact with, our community and God. 2 Leaderonomers are active in providing leadership development to many youth communities. Giving Leaderonomers serve people passionately and generously. We believe in giving and investing value into communities we want to impact. 4 Leaderonomer Amanda teaching children about their feelings in our DIODE Kids programme. Building the Future Leaderonomers play an active part in moulding the future by challenging preconceptions to build a just, free and caring world. 5 Leaderonomers on a visit to Dialogue in The Dark, deepening understanding for the larger community around us. Growth Leaderonomers see growth is a personal responsibility. We are passionate about lifelong learning and continuously push ourselves out of our comfort zone. 3
  4. 4. Part Two: IMPLEMENTATIONLeaderonomics has continued to grow our HR support and offerings over the years, with particular focus on the following 5 areas: 1. A Common Culture: Cultural beliefs that drive our work and interaction with each other Together with key leaders of the organisation, we developed 5 cultural belief statements that encompass the attitude and mindset of a Leaderonomer at work. Doing so allows expectations to be consistent across the board and decreases misalignment within teams. Our cultural belief statements are: BE ACCOUNTABLE I take personal ownership to deliver on all expectations entrusted to me BE EXCELLENT I accept challenges and exceed expectations in all that I do BE SYNERGISTIC I actively seek out and lead collaborative opportunities BE COURAGEOUS I am open to honest and authentic conversations and feedback BE AGILE I find opportunity in all circumstances and will adapt myself to thrive in them 1 2 3 4 5 Engaging in 5 crucial conversations a year with respective team leads. Monthly recognition awards for Leaderonomers who have demonstrated and embodied the cultural beliefs. Monthly sessions with CEO to discuss issues and challenges. Forming of “Go Beyond Projects” with cross division teams that tackle different areas of need and expansion within the organisation. Bi-monthly cross-departmental meetings to share ideas and encourage deeper collaboration. Each of these beliefs are underpinned by a tangible experience that Leaderonomers can relate to and anchor upon. Go Beyond Projects 2015 - Design training video for corporate programme launches - Increase views for each of our YouTube videos to 10,000 - Organise Do Good campaign for Leaderonomers - Design E-Learning module - New corporate services kit & learning courses catalogue - Set up guidelines for Leaderonomics ambassadors - Develop an experiential "orientation" simulation - A Day in the Life of a Leaderonomer - Incorporate "Campus" simulation into learning modules
  5. 5. Cultural beliefs discussion with Leaderonomers to nail down the cultural essence of the organisation Leaderonomers embody our cultural beliefs to go beyond expectations in all deliverables.
  6. 6. 2. Continuous Learning and Growing Together In line with our vision of “Growing People into Leaders”, we take responsibility for the growth and development of Leaderonomers such that learning becomes a part of our organisational DNA. Since 2012, we’ve allocated scholarships and subsidies for Leaderonomers who are interested in furthering their studies in relevant subjects. In 2014-2015 we have 4 Leaderonomers who are pursuing their masters in various Psychology-related fields, 1 pursuing ACCA certification, 1 more a Coaching certification and another a HR diploma. We also encourage Leaderonomers to upskill and they can apply for sabbaticals to pursue an area of interest. Every Leaderonomer also goes through a strengths-based assessment which helps them to further understand themselves and how they work best. This also empowers us to place people in job scopes that best align with their strengths. We want Leaderonomers to also be able to learn and grow wherever they are and they are enabled to do so via our online learning platforms whether in article form or in video. We often feature prominent individuals from various backgrounds and industries. Leaderonomers have to opportunity to meet and great many of these leaders and learn directly from their musings. Leaderonomers with Jamie Andrew, a quadruple amputee and seasoned mountaineer. Award winning singer, Sheila Majid on The Leaderonomics Show.
  7. 7. We believe in experiential learning and Leaderonomers often participate in challenging learning simulations. Last year, we ran an organisation-wide “CEO Simulation” where Leaderonomers were tasked to form teams and present ideas and strategies they would employ if they were the CEO (chief executive officer) of Leaderonomics. Leaderonomer Hui Ming briefing the CEO simulation teams on their next challenge. Leaderonomers engaged in the “Cold War” simulation about team alignment and collaboration
  8. 8. Leaderonomers having discussions in our pantry area in a common sight. Low dividers and an open concept encourages team collaboration and communication. Discussions often take on a quirky quality as we marry work and play in the office. 3. Inspiring Work Spaces and a People-Centric Work Culture When we started the organisation, we knew that we wanted to create a setup that promoted a fun and play-oriented attitude towards learning and growth. Hence, we are partial towards bright and happy colours with movable furniture pieces and open workspaces. Our offices are designed to encourage play and relationship-building amongst Leaderonomers. Our workspaces are mostly kept open (without cubicles and towering dividers) and encourage collaboration and dialogue amongst team members. Meeting rooms and senior management offices are also mostly glass to give a sense of space and to foster accountability and transparency. Employees are free to move around and find their preferred spot for the day in any of the unoccupied work spaces. This also means that employees are trusted to work remotely or from home with due reasons. Our cosy reception area in our Johor office which features our values wall, emphasising the motivations of what we do.
  9. 9. Colourful and vibrant discussion areas in our Johor office. Chalkboard walls encourage creativity amongst Leaderonomers and allows them to unleash their inner Da Vinci. Our new work space in our Johor office continues the trend of openness and collaboration. These amenities and workplace concepts are replicated in our newest offices established in Petaling Jaya and Johor this year. Even though those spaces are still a work-in-progress, Leaderonomers have already settled in and made themselves at home. Meanwhile, we are also working hard to nail down the best partners for our latest acquired space in order to take our ethos of learning and play to the next level.
  10. 10. Leaderonomers together with Eduardo Peña, a Hollywood concept artist after an enlightening session about his journey making movie magic. Welcoming newbies into the Leaderonomics family during a Learning Friday session. FAB Friday appreciation of the TV team behind our many video productions. Leaderonomers Lily, James and Dinesh enjoying a moment during a bonding activity 4.Deepening Relationships through Rituals and Experiences At Leaderonomics, we make time to deepen friendships with one another. An example of this would be Fridays@ Leaderonomics, where Leaderonomers will gather together to learn from each other (Learning Fridays), appreciate one another (FAB Fridays) or to let their hair down and showcase their hidden shower singing skills and bust out a dance move or two (Live at the Pantry). These sessions encourage Leaderonomers to break out from their silos and interact with the larger Leaderonomics family. For many Leaderonomers who are often out of the office and making a difference in the field, Fridays are the time they can reconnect and catch up with what’s going on.
  11. 11. We care for each other and acknowledge each individual’s career journey in a holistic manner rather than in isolation from other areas of their life. As such, we not only celebrate work-related milestones (e.g. giving a special award to Leaderonomers who have reached their 3-year mark at work) but also life events such as weddings and births. At the same time, we show compassion and empathy towards Leaderonomers during difficult times in their lives and readily give them space and support. We are extremely flexible in negotiating work roles and responsibilities in accordance to the life stage needs of each Leaderonomer. Baby shower organised for Leaderonomer Hui Ming. Leaderonomers spending time with the children visiting our office. Leaderonomer Adeline’s brother Jireh, 2nd from right participates in our DIODE School Leavers Camp in December 2014. Leaderonomics company retreat together with our spouses and children to Krabi in 2014. Families are important to us and one way we demon- strate this by allowing Leaderonomers to bring their children to work. Spouses and children are also very much welcomed to be a part of our company celebrations, dinners and retreats. Families are covered under our company medical care policies and enjoy special discounts when attending any of our public youth programmes.
  12. 12. Activities and learning sessions at DropZone Youth Inspiration Centre. Leaderonomers actively participate in Youth camps and Leadership Clubs. 5.Community Initiatives are Intrinsic in the Life of a Leaderonomer Every Leaderonomer contributes and plays a part in our community initiatives especially in our youth development programmes. This is at the heartbeat of our social mission as the quality and character of our young people will dictate Malaysia’s future. Leaderonomers volunteer time on top of their respective job roles to invest into the lives of young people through our camps, clubs, youth centre and special projects. Many return from their time refreshed and energised, with inspiring stories and renewed passion for the work that they do.
  13. 13. Leaderonomers pushing their limits and comfort zones: at District 21 Indoor Extreme Park; completing the Viper Challenge; Paragliding together Leaderonomers celebrating together: Hari Raya open house; bridal shower. Leaderonomers celebrating together: weddings and newborns. We’re all a little crazy here and not afraid to show it! Part Three: IMPACTWe measure our impact based on 4 “Rs” – Relationship, Robustness, Reach and Revenue Relationship Depth and strength of relationships and bonds amongst Leaderonomers. It’s a little subjective to measure this, but we have the following criteria as a guide during feedback and performance review sessions: • We are open to have authentic conversations and open to feedback to help each other grow and achieve their personal goals • We genuinely care for our customers, partners, associates and participants development, sincerely being their friend and partner in their Leadership journey • Leaderonomers genuinely enjoy spending time with each other and plan many activities and get-togethers outside (and sometimes inside!) of the office. • We journey and share major life events with each other. • We aren’t afraid to be somewhat crazy and kooky at work.
  14. 14. 7 active “Go Beyond Projects” engaging 40% of Leaderonomers in cross-functional areas and initiatives. 12 Learning Friday sessions in 2015 and 10 of these sessions were conducted by Leaderonomers (some of whom were interns!) Go Beyond Projects 2015 - Design training video for corporate programme launches - Organise Do Good campaign for Leaderonomers - Design E-Learning module - New Corporate Services Kit & Learning Courses Catalogue - Set up guidelines for Leaderonomics ambassadors - Develop an experiential "orientation" simulation - A Day in the Life of a Leaderonomer - Incorporate "Campus" simulation into Learning modules 1 2 Learning Friday sessions this year: - Swing Dance - French & English Phonetics - Introduction to Greek Mythology - The Shift of Employer Branding - Learning Arches – Planning and Facilitation Technique - Make Up for Ladies - Learning Korean - What I Have Learnt From Cats, Dogs & Social Enterprises - Speaking Spanish - Yoga - How To Build A Career That Brings You To 65 Countries. Upcoming sessions: - Influencing Skills - Tech & Tools - Designing Simulations - The Will To Write Your Will - Close Quarter Self-Defense - The Posterior Chain & Office Ergonomics Robustness Employee led growth and learning initiatives organised and actively running in the organisation.
  15. 15. Additionally, 14 internal workshops and simulations have been conducted since January 2015. These include Silega simulations – Cold War, Expedition and Commander; strategic decision making; special upskilling workshops for interns as well as sessions on parenting and working with children. 3 3 FAB Friday appreciation sessions has taken place where each team has continuously outdone the previous team. There are 6 more FAB Friday sessions upcoming for 2015. 4 75% of Leaderonomers have been actively involved in our youth initiatives accounting for 49% of facilitation needs at DIODE Leadership Camps, 65% of volunteers at DropZone Youth Centre, 72% of facilitators for special projects and 100% of club facilitation requirements. These Leaderonomers represent all the divisions in Leaderonomics, making it 100% involvement from all our teams. 5 +14 FAB FRIDAYinternal workshops & simulations
  16. 16. Reach Youth community programmes and impact. 9 Leaderonomics clubs in Klang Valley and 1 in Penang 16 special projects run to date from 2014 8 DIODE camps organised since 2014 to date and 5 more planned for the rest of 2015 4 new offices established in 2015 PJ (March 2015), Johor (April 2015), Sarawak & Cambodia (July 2015) 32 returning corporate clients over the last 7 years and 26 new clients in 2015 34 activities and events conducted at DropZone since 2014 17 youth-led projects concluded since 2014 by the youth in our leadership clubs 82 MAD Agents from our alumni who return and volunteer for upcoming programmes MAD stands for Making A Difference) 2462 youth impacted from 2014 through our various youth community initiatives Revenue and Returns Happy employees lead to high performing employees. An increase in customer satisfaction and company revenues year-on-year is a testimony of employee commitment and contribution to the organisations’ growth. This has also fueled our expansion plans: +37% By empowering Leaderonomers to work in accordance to their strengths, our solutions team has churned out a whopping 364 proposals since October 2014, increasing their output by 37%.
  17. 17. “Working with Leaderonomics has been a pleasure from the very start! We have been working with them for several training programmes in our organisation and recently also completed an Assessment Centre with their help. Feedback from our participants has been outstanding. When we were faced with challenges, they had solid recommendations for us. We really admire their professionalism, experience, reliability and efficiency. We highly recommend Leaderonomics to anyone who is considering them.” - See Ju Vin, Nestlé Products Sdn Bhd "Today I attended a 2-day 'Effective Communication' course, I learned alot of things from the engaging trainer by getting everyone involved in the activities and getting to know each other, build trust and encourage teamwork. Personally what I learned the most from the 2-day course was how to manage bosses, how to speak to them so that they will listen and accept our ideas. Communicating the right way helps to have a more productive way to reach an end result. Overall, I learned that you need trust and be open to each other as well." - Participant from The Star "I usuallly do not give good ratings unless I really learn and truly agree and believe in the training. This blew my mind. Every single topic touched had a lot of value. I am sorry for not specifying but I am dead serious. You can't get any better than this. Thank you for showing us a different way of seeing things." - Anthon Jermayne, American Express "Leaderonomics took the time to understand the organisational needs in terms of training. They were quick to set the tone and pace at the start of the training and facilitated the session effectively. Because the training product Silega Cold War is innovative and encouraged high participation and teamwork within and across teams, the training was interesting and impactful throughout. At the end of the Cold War simulation, the trainer was able to guide participants to relate back to real life challenges faced by the organisation and initial action plans to address those challenges were suggested for further follow-up. It was a truly engaging and enjoyable session.” - David Chin, Head of ACCA Malaysia Customer Testimonials:
  18. 18. Testimonials from Employees Being primarily involved in serving corporate organisations, getting the opportunity to spend some time with our nation's youth in last year’s YLC was an experience I will always cherish. Connecting directly with young, energetic youth and encouraging them in their leadership journey was a wonderful privilege. – Hui Yi-Wen, Head, Products & Publicity, Learning & Acceleration Being able to volunteer as a Facilitator at YLC was the highlight of my year, as it reminds me of the purpose of Leaderonomics - to transform the nation through leadership development. The young people taught and inspired me far beyond my wildest expectations, showing me that there is much hope for our beloved Malaysia. – Ian Lee, Head, Organisational Diagnostic & Growth, Learning & Acceleration I’ve been admiring the great work of my colleagues in the social space since I joined Leaderonomics. Last year, I volunteered for SPARK Programme as I saw it as a chance to get involved in making an impact. During camp, I didn't realise what a signifi- cant difference I had made until I received so many words of encouragement and appreciation from campers and colleagues. I knew then that I am very lucky to be able to work where I’m working now. – Rahilah Najumudeen, Finance Executive When I joined Leaderonomics, I was bought over by their vision of transforming the nation through leadership development. DIODE YLC is where I truly see this mission being carried out as I see potential future leaders being developed at a young age, setting their values and beliefs in the right path early. What I enjoy most in the camps is watching kids from different backgrounds work together and help each other to achieve their goals as a team. Every time i return from camps I am truly re-energised knowing that we are grooming great future leaders for our nation. – Rishen Philip, Growth Partner, Development & Programme Management, Learning & Acceleration Working with youth has always been a passion of mine so when I heard Leaderonomics encouraged time off to work in their Community arm, I jumped at the chance. Volunteering in camp and working with the Youth team has given me a chance to grow in unexpected ways. Simple things like remembering a camper's name and sharing small moments with them become such valuable lessons to take back to my role in sales. I am constantly grateful for the opportunity to be part of a team inspiring change in the young. – Ameera Hussain, AVP, Business Development, Leaderonomics Media Speaking to the kids during a CSR programme organised by the Youth division of Leaderonomics enabled me to reflect upon Leaderonomics’ core principle of cradle to grave leadership. The session empowered the kids to learn and practise the heart of leadership, which is to handle adversities in all situations, strive to achieve excellence and to embrace the period of painful growth. – Dinesh Dorai Raj, Talent Partner, Organisational Diagnostic & Growth, Learning & Acceleration
  19. 19. Part Four: EFFORTS FOR CONTINUAL IMPROVEMENTS 2015 has been a year of expansion for us and we have many plans for further growth and development. These efforts include: • Streamlining the experiences of each Leaderonomer and providing further opportunities for job rotations (within Malaysia and regionally in Asia Pacific) and work exposure. • Ensuring the organisational cultural practices and expectations are aligned across our associate companies in Thailand, Cambodia, Johor and Sarawak. • Increasing the number of Leaderonomer-led projects and learning activities. It is our aim that every Leaderonomer will be part of a Go Beyond Project or will lead a Learning Friday session. • Upgrading our work facilities to suit the needs of Leaderonomers. Example, ensuring our washrooms are wheelchair and handicap friendly. • To have 100% of Leaderonomers involved in our community and youth initiatives. • Continuing to increase the frequency and locations of our community initiatives in order to impact more young people. • Developing a framework for 5 crucial conversations for employees and team leads to have more intentional and focused personal development and career pathing. Our team constantly strives to ensure our HR goals are relevant and aligned to the needs of Leaderonomers. Receiving the award in 2014 was a great privilege and we viewed it as an acknowledgment that we were headed in the right direction. We believe that our holistic and distinctive approach towards talent development and employee engagement contributes significantly towards our staff satisfaction and well-being. As such, we will not cease in our efforts to grow and support our employees and will continue to take an active role in growing Leaderonomers into leaders, building a community of love in Leaderonomics, and going forth to transform the nation in our little way. Click on the link to watch our video: https://youtu.be/X8ZlPWrIc68

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