The document provides details about an HR leader's background and experience. It includes: 1) A summary of the HR leader's roles and achievements over 15+ years in various industries including electrical construction, solar energy, online payments, and more. 2) Education background and 5 regional working experiences. 3) Roles and responsibilities in their current role as Head of HR at an electrical construction company including managing HR employees and being a member of the senior leadership team. 4) Examples of business sustainability models the HR leader has implemented at previous companies focused on areas like strategy, execution, culture, talent, leadership and innovation. 5) Appendices including HR event achievements, leadership training effectiveness, and

1. HR Leadership
MiHRM 2017
1

2. 2

3. 3
Education
Background

4. Co. Industry Year Roles Achievements
Dexon Electrical
Construction
2016 -
Present
Head of HR Align Corporate Strategies
Business Process Reengineering
Improve Event Coordination 8.9/10
AMC Training 2013-2016 Training Consultant OD and HR Consultation
Leadership Training & Coaching
First
Solar
Solar Panel
Manufacturer
2012-2013 Senior Training and OD
Manager of APAC
Developed Leadership Programs
Set up Training Council
PayPal Online Payment 2011-2012 Senior Learning & OD
Manger of APAC
Implemented Global Career Development
Deployed Global Cultural Communication
Scored 96% for Leadership Essential
Carsem Semiconductor 2007-2011 Senior HR Development
Manager
Developed 36 Managers
Improved 25% Output through Lean
Pfizer Pharmaceutical 2006 Training Manager Team Alignment in Legal, Marketing, IT
Department Leadership Crisis in Sales
Mydin FMCG 2004-2006 Senior Training Exe. Improved Customer Service Training
Supervisor Training
Komag Hard Disk Media 1997-2004 Senior Training Exe. Managed Komag College
Managed Leadership Development

5. 5
Regional Working
Experience

6. HR Awards

7. Reporting Structure
Report to Managing Director
Senior Leadership Team Member
Two HR Employees: Manager and
Executive
Roles and
Responsibilities

8. PROJECT
DEPARTMENT
Senior Project Manager
Project Manager
Project Engineer
Project Executive
Site Supervisor
Draughtsman
CONTRACT
DEPARTMENT
Contract Manager
Contract Executive
Contract Assistant
FINANCE DEPARTMENT
Finance Manager
Senior Account Executive
Account Executive
Purchasing Executive
BUSINESS
DEVELOPMENT
DEPARTMENT
BD Manager
Marketing Executive
Sales Executive
QUALITY DEPARTMENT
Management
Representative
Quality Coordinator
HR & ADMIN
DEPARTMENT
Head of HR
Asst. HR & Admin
Manager
HR & Admin Executive
General Clerk/Receptionist
Despatch
Company Driver
Cleaner Security Guard
CHAIRMAN
MANAGING DIRECTOR PROJECT DIRECTOR
Personal
Assistant
Technical
Advisor

9. Business
Sustainability
Model
9
Appendix 1

10. Results
943% (Winners) vs 62% (losers)
413% (Winners) vs 83% (losers)
326% (Winners) vs 22% (losers)
+5.45% (Winners) vs -8.52% (losers)
Prof Nirtin Nohria from Harvard
Business School has pointed out
that companies which
consistently follow this formula
have a 90% chance of sustaining
superior business performance.

11. Strategy
Balanced Scorecard – Corporate KPI
Execution
Business Process Reengineering, Lean Construction
Performance Culture
Performance Appraisal Conversation, Corporate Values
Structure
Functional Focus for Project Department
 Talent
Succession Planning, Talent Development
 Leadership
Strategy Summit, Strategic Reward
Innovation
Lean Construction
M&A
Solar Power
Business
Sustainability
Model

12. Strategy
Structure Tree– Corporate KPI
Execution
Lean Manufacturing
Performance Culture
Team Bonding, Plant-WideTeam Building
Structure
Restructure HR Development Department (100 Staff)
 Talent
Talent Management for 36 High Performance Managers
 Leadership
Benchmarking, Leadership Training by COO
Innovation
Lean Manufacturing
M&A
None
Business
Sustainability
Model

13. Strategy
Global HQ Deployment
Execution
None
Performance Culture
Coaching, Mentoring, Global Cultural
Communication
Structure
Asia Job Title Change
 Talent
Talent Management for High Potential Senior
Executives,
Career Development
 Leadership
Leadership Essential
Innovation
None
M&A
Global HQ
Business
Sustainability
Model

14. 14

15. Strategy Management
Achievements No Measurement Target Champion
1
1.1 Increase Revenues RM 85 Million KG
1.2 Increase Sales RM 85 Million Dexter, Yap
1.3 Reduce COGS 2.50% Phoon
1.4 Reduces Overhead 10% Phoon and Lee
1.5 Variation Order 5% KG
2 Customer: Business Expansion
2.1 Government Initiatives 1 Bumiputra partners for JV and Tender 5 Gov Projects Dexter
2.2 Diversity of Business Enter 1 New Market Dexter
2.3 Secure New Clients Secure 5 New Clients Dexter
2.4 Retention of Existing Clients 5 Current Clients Dexter
2.5 Secure Tenders Average 9.5M per project Yap
3 Process: Efficient Business Process
3.1 Material Tracking Streamline Material Tracking Process Paul and Phoon
3.2 Labour Tracking Review and Improve Labor (40%) Paul
3.3 ISO 9001 Certification Obtain ISO 9001:2015 Paul
3.4 Process Improvement Review 40 business processes annually Paul
3.5 Lean Construction Reduction of 30% waste Paul and Laurence
3.6 TNB Process TNB Data Revision KG and Paul
3.7 Efficiency of Tender 11% Success rate Yap
3.8 Overhead Efficiency Establishes and maintains Process Flow Phoon
4 People: Continuous Improvement
4.1 Employee Satisfaction Survey 75% score Laurence
4.2 Critical Organization Learning: Oil and
Gas, Hospital and Highway
Rating 7 out of 10 Laurence
Dexon Stratetgy Plan 2017
Finance: Improve Profitability

16. Achievements
Lean Construction

17. Achievements
Business Process Improvement
Appendix 2

18. Achievements
Performance Management

19. Corporate Culture
Achievement
CODE OF HONOR

20. Achievements
Collaboration of HR Events
Appendix 3

21. Asia Leadership Training EffectivenessAchievements
Asia Job Title Change for Retention
Asia Talent ManagementGlobal Career Development

22. Training EffectivenessAchievements
Business Process Effectiveness
Leadership DevelopmentPeople Management
Strategy Management
Facilitating and Reviewing Corporate Strategies:
partnership with CEO, COO, VP, Directors and
Senior Managers (Carsem and PayPal)

23. HR Community
Speaking Engagement

24. HR Community
Speaking Engagement

25. 25
Social Media
Linkedin
7000 Connections

26. Does Your Onboarding Process Lead to
Employee Engagement?
CEO, HRD & Business Leaders need more
than Training Needs Analysis
4 Learning Habits to Create Values to Your
Organization
Application of Action Learning
Onboarding Impacts on Retention
Instruction Design
Learning & Development Competency
Model
Training Effectiveness Results- Exceeded
Expectations
7 Areas of Survey of the Effectiveness of
Learning & Development
Alternate & Colorful Training Room Setup
(Pictures)
26
Sharing of HR Practices
in SlideShare
Appendix 4

27. Linkedin
PULSE
HR Driven Business Sustainability Model
from Harvard Business School
CEO, HRD & Business Leaders need more
than Training Needs Analysis
65% of Employees Leave because of Bad
Bosses
Does Your Onboarding Process Lead to
Employee Engagement?
How Do You Manage the Performance of
Your Employees?
3 Strategic Corporate Learning Approaches
4 Learning Habits to Create Values to
Your Organization
Leadership Development Programs and
Social Learning Theory
Corporate Culture 101 for CEO and HRD
8 Ways to Motivate Yourself as a People
Manager
Training Strategies -190,000 Viewers and
still growing

28. Corporate Social
Responsibilities
CEO Talk
2008-2011
PSMB
Judge of Brandon Hall
Excellence in Learning
Awards, US 2008
Malaysia HRD Best
Practices Seminars
2008-2009
Maxis & PSMB
Trained 600 trainees
of National Service
Program on Diversity
Workforce Planning Committee by
Human Resource Department

29. Endorsement

30. Norita Wan-Mat, HR Director, First Solar, Asia Pacific
See Appendix 5 for more
recommendations
Recommendation

31. Lisa Chua Lay Ming
Senior Pharmacist
Fatimah Hospital
Personal Life

32. Neal Creative | click & Learn moreNeal Creative ©
THANK YOU

33. 33

34.  Strategy Make Your Strategy Clear and Narrowly Focused
 Execution Execute Flawlessly
 Performance Culture Build a Performance Based Culture
 Structure Make Your Organization Fast and Flat
 Talent Make Talent Stick Around and Develop More
 Leadership Make Your Leaders Committed to Your Business
 Innovation Make Industry-Transforming Innovations
 M&A Make Growth Happen With Mergers and Partnerships
Business
Sustainability
Model
Appendix 1

35. 35
KEY PROCESSES SUB-PROCESSES ACTION
IMPROVEMENT
OPPORTUNITY
SOLUTIONS PARKING LOT REMARK CLARIFICATION DURATION PROCOM MARKETING CONTRACT PROJECT
PRE-CONTRACT
Potential Clients
(Leads)
X
Selection Criteria on Client
To identify the criteria of
client selection (client
rating -client analysis and
classification)
X O
Approach Client X
Follow up X
Receive Invitation Letter X O
Selection Criteria on
the Invitation Letter
O X
Tender Exercise B
Increase the efficiency to
handle more tenders
Bottleneck X
Increase staff
Follow up on
Tender
X O
simplified
process
Submit tender O X
outsource
Follow up on
Tender
X O
Tender
interview
X O
Appendix 2

36. 36
Section 1 Team Evaluation
Business Forum
by two ex-Toyota
employees to
share about Lean
practices from
Japan
21 Oct 2016 HR, Marcom,
Project
Departmen
9.6/10
Mega Career Fair
KLCC
5th Dec 2016 HR, Marcom,
Project
Department
8.4/10
Section 2 Participant Evaluation
UTAR Student
Visit to Office
11 March 2017 HR, Marcom,
Project
8.9/10
Town Hall
Meeting
13 May 2017 HR,Marcom 8.6/10
Total Score 8.9/10
Note: Appendix 1. Details of Evaluation Reports
Appendix 3

37. 37
Appendix 4

38. Malini Tharumalingam, SENIOR HR DIRECTOR APAC, PFIZER
Appendix 5
Recommendation

39. Iain Meikle (Business Leader), V.P. Of Manufacturing, Carsem
(Malaysia)
Appendix 5
Recommendation

40. Steve Teoh (Colleague), HRBP, PayPal (Malaysia)Appendix 5
Recommendation

41. Matthew Dills Global HR VP of Talent, Training and OD ,
First Solar (US)
TEL: 419-819-9338 EMAIL: matthewadills@gmail.com
Appendix 5
Recommendation