Human Resources Manager


Last Updated: 26th August 2018 (over 4 years ago)

Address
Malaysia

E-mail
Locked

Phone Number
Locked

Gender
Male

Age Range
45 to 54

Qualification Level
Degree

Languages
English, Indonesian, Malay

Summary

23 years of HR Development experience with diversified industries such as aviation, manufacturing, plantation, construction, oil & gas and financial institution.
Abundance hands-on experiences formulating HRD strategies and seamless execution of HRD operational that includes strategic talent sourcing, talent development, talent evaluation and talent management, employee engagement, employee capabilities enhancement, HR generalist responsibilities plus leading continuous improvement & change management initiatives/projects.
Has proven expertise in setting up & leading aligned overall HR Development functions such as deploying talent development strategies, talent development, succession management implementation, championing need analysis, performance management & coaching, development programmes facilitation, effectiveness evaluation and employee engagement initiatives.
Unlimited hands-on capabilities in designing and implementing procedures, processes and tools for HRD operational activities plus highly passionate about nurturing human capabilities. Currently spearheading the recruitment and training team for an aviation industry. In a short span, have introduced many talents sourcing initiatives and actively implementing human development interventions for the organization.

Education

Itec Educational Consultant, Kuala Lumpur, Malaysia
Certificate in E-Commerce

   Jan 2004
— Jun 2004

University Science Malaysia
Bachelor of Management

   Apr 1991
— Jun 1995

Experience

Aviation
Recruitment and Training Manager

   Dec 2016
— Current

Full spectrum of recruitment and ad-hoc training activities

Goodhope Asia Holdings
Learning and Development Manager

   Jun 2014
— Jun 2016

Key responsibilities were full spectrum of L&D and Employee Engagement initiatives. Major achievements are as stated below:
1. 43% saving through designing & delivery of in-house team collaboration programmes
2. 100% readiness of mid-level talent pool
3. Leadership Talent pool (13 pax). Completed almost 90% of development interventions. 40% upgraded to next suitable roles
4. Completed designing of 8 Core Agricultural Programmes modules within 1.5 years
5. Conducted (60% completion) leadership mandatory programmes for selected employees based on their job functions
6. Reduced 50% external training cost by selecting right employee for the right programme
7. Coach Line Manager to participate in post training action plans implementation and behavioral improvements assessment. 100% completion
8. Anchoring operations parameters improvement initiatives by partnering with operation. E.g. Yield improvements and cost reduction projects. Completed 2 projects – reduced accidents, costs and improved yield for 2 estates

Glenmarie Properties
Senior Learning & Development Manager

   Mar 2011
— Apr 2014

Key responsibilities were full spectrum of L&D, plan & implement Employee Engagement initiatives and Customer Experience improvement project. Major accomplishments are as stipulated below.
1. Championed the entire division’s employee engagement activities. Initiatives implemented are such as Coffee with Head Of Company, Family Day, Festival Togetherness, Quarterly departmental gathering, inter-department and department based sports competitions
2. Senior management team development via shorts talks and networking sessions
3. Introduced Employee Referral and Training Bond policies, procedures & tools
4. Implemented Talent Management initiatives. 100% completion for 3 years.
5. Customization & implementation of team building sessions for 4 entities. 100% completion.
6. Conducted Mini Workshop series. Covered 40% of headcount. Started from 2013.
7. Championed Customer Experience improvement project. Benchmarked and created Customer Expectation, SLAs, capabilities development for management and front-liners.

SCOPE International
L&D Manager

   Feb 2010
— Mar 2011

Key responsibility was L&D operationally. Major achievements are as mentioned below:
1. Implementation of group mandatory programmes. 85% of manager’s headcount covered.
2. 100% execution of Talent Management activities.
3. 100% completion of all mandatory e-learning modules for all new recruits within 3 months.
4. Employee performance and appraisal coaching. 100% completion on yearly basis
5. 100% completion of mandatory e-learning modules by positions. Done within 1 year.
6. Yearly Need Analysis & Training Calendar with 70% of development programmes executed.

Weatherford Solutions
Regional L&D Specialist & HR Advisor

   Jan 2007
— Feb 2010

1. Promoted to Regional L&D Specialist in 1 year (2009) & to HR Advisor in eight months (2007)
2. Doing 100% Human Resources role from Jan 2007 till Mar 2008 as HR Advisor.
2.1. Implemented online recruitment tools (TALEO) for SEA branches. 100% completion.
3. Introduced Employee Referral & Recruitment and Educational Assistances policies
4. Conducted Safe Start & Manual Handling programmes across Asia Pacific. 100% completion
5. Designed Training requisition (reduced cost 20%), training bond policies (reduced 3%-5% attrition rate)

UEM Group
Assistant Training Manager

   Aug 2004
— Jan 2007

Key responsibilities were L&D business development and consultation. Key contributions are:
1. Sales revenue of RM2.1M (91%) for 2005 and RM2.7M (90%) for 2006
2. Promoted from Senior Executive to Assistant Manager in 1 year
3. Consultation services for group of companies – i.e., Competency Gap Analysis & development recommendation. Completed 5 projects

Solectron Technologies
Assistant Training Manager

   Feb 2000
— Dec 2003

Key responsibilities for both organizations were similar. They were operational L&D and production improvements projects. Contributions are as spelled below:
1. Introduced Education Assistance Program for operators and techniques level. Mechatronic Program for operators and BTech Program for Technicians. Done 2 batches (5 each)
2. Successfully conducted yearly Training Need Analysis and developed Training Calendar for exempt staffs. Implemented 80% of identified development programmes.
3. Developed and executed Leadership Development Program (LDP) for Senior Officer’s and Manager’s level and Officer Development Program (ODP) for Officer’s level. Done 3 batches.
4. Successfully implementation of General Improvement teams (continuous improvement team at production floor) development programmes – done for all 10 teams
5. Championed production processes improvement initiatives. For example Soldering techniques and Quality Inspection methods
6. Started off Quantum Resource Centre (Library). Embarked on self-learning culture initiative.
7. Constructed Skills Training Center (hands-on production skills training). Reduced production down time for training purposes.
8. Created user-friendly and self-explanatory training aids. Faster learning time.
9. Originated and implemented multi-tasking program (1 to 3/4 certifications) for production staffs and trainers. Effective substitution during staff’s absenteeism.

Quantum Peripherals
Senior Training Officer

   Jun 1995
— Feb 2000

Key responsibilities for both organizations were similar. They were operational L&D and production improvements projects. Contributions are as spelled below:
1. Introduced Education Assistance Program for operators and techniques level. Mechatronic Program for operators and BTech Program for Technicians. Done 2 batches (5 each)
2. Successfully conducted yearly Training Need Analysis and developed Training Calendar for exempt staffs. Implemented 80% of identified development programmes.
3. Developed and executed Leadership Development Program (LDP) for Senior Officer’s and Manager’s level and Officer Development Program (ODP) for Officer’s level. Done 3 batches.
4. Successfully implementation of General Improvement teams (continuous improvement team at production floor) development programmes – done for all 10 teams
5. Championed production processes improvement initiatives. For example Soldering techniques and Quality Inspection methods
6. Started off Quantum Resource Centre (Library). Embarked on self-learning culture initiative.
7. Constructed Skills Training Center (hands-on production skills training). Reduced production down time for training purposes.
8. Created user-friendly and self-explanatory training aids. Faster learning time.
9. Originated and implemented multi-tasking program (1 to 3/4 certifications) for production staffs and trainers. Effective substitution during staff’s absenteeism.

Quantum Peripherals
Senior Training Officer

   Jun 1995
— Feb 2000

Key responsibilities for both organizations were similar. They were operational L&D and production improvements projects. Contributions are as spelled below:
1. Introduced Education Assistance Program for operators and techniques level. Mechatronic Program for operators and BTech Program for Technicians. Done 2 batches (5 each)
2. Successfully conducted yearly Training Need Analysis and developed Training Calendar for exempt staffs. Implemented 80% of identified development programmes.
3. Developed and executed Leadership Development Program (LDP) for Senior Officer’s and Manager’s level and Officer Development Program (ODP) for Officer’s level. Done 3 batches.
4. Successfully implementation of General Improvement teams (continuous improvement team at production floor) development programmes – done for all 10 teams
5. Championed production processes improvement initiatives. For example Soldering techniques and Quality Inspection methods
6. Started off Quantum Resource Centre (Library). Embarked on self-learning culture initiative.
7. Constructed Skills Training Center (hands-on production skills training). Reduced production down time for training purposes.
8. Created user-friendly and self-explanatory training aids. Faster learning time.
9. Originated and implemented multi-tasking program (1 to 3/4 certifications) for production staffs and trainers. Effective substitution during staff’s absenteeism.

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