Strategies for 2024 and Beyond
Efficiency. Transparency .Effectiveness
“My ultimate hope for Malaysia is a nation where every citizen has the opportunity to thrive, contribute to the economy, and enjoy a fulfilling life.” – YB Steven Sim Chee Keong, Minister of Human Resources
66 years ago when our nation was formed, a very pivotal part of the country’s growth was formed together with our young nation – The Ministry of Human Resources (MOHR). It had an extremely important task. The MOHR had to future-proof the nation with citizens who could compete and win at an international level playing field. The Ministry held its ground on what it needed to do and build Malaysia to where it is today, a successful modern country attracting hundreds of multinational companies to set up offices here because of the highly skilled workforce and our ability to think, speak and act internationally. We have done very well as a nation. Today the new team at the Ministry, helmed by the dynamic Minister YB Steven Sim Chee Keong, are upping the bar even further. The Ministry is aiming for the best possible years ahead with progressive strategies that are aligned with the times, while having the rakyat’s best interests at heart.
They are taking into account skills developments, occupational safety and health, trade unions, industrial relations, industrial court and maintaining the overall wellbeing of all working class heroes of Malaysia. Be it the sweaty boys in blue collars or the management roles and higher ups, MOHR is there to protect and assist us all to face the ever changing economic landscape of the world. International Business Review spoke to The Minister, Deputy Minister, Deputy Secretary General of Operations, Deputy Secretary General of Policy & International and various Director Generals of the many departments within the Ministry on how our appointed custodians are steering the course of human resources under the Malaysia MADANI spirit. We aim to understand the strategies and policies by the Ministry in making Malaysia a thriving and successful country – serving both nation and people simultaneously. We are confident the nation is in the right track, based on the brilliant initiatives taken and the unwavering passion shown by the leaders in the Ministry.
“Every citizen must have the opportunity to thrive and enjoy a life that is fulfilling and makes them feel complete. When the happiness index of this country rises, the nation prospers alongside the wellbeing of the people.”
The official visit of YB Steven Sim Chee Keong, Minister (third from the left) and Deputy Minister of Human Resources, Dato’ Sri Abdul Rahman Mohamad (first from the left) to Skills Development Fund Corporation (PTPK).
I take on a huge responsibility. It is one that I intend to honour in ensuring Malaysians have access to quality education, skills training, and fair employment opportunities, as a very fundamental base of all our endeavours. I have made it my top priority to tackle unemployment rates by focusing on job creation. The way to do this is by fostering industry growth, promoting entrepreneurship, and upskilling the workforce, but it is easier said than done because an important element in this is tackling job mismatch. It’s a monumental task that has been talked about before many times in the past, but I intend to address this by improving career guidance, providing relevant skills training, and encouraging collaboration between education and industry.
Foreign Workers
Minimising dependence on foreign workers is something that needs to be tread on very carefully. We have to manage the expectations of employers and be fair to those who have invested huge resources to get foreign workers because of the need and difficulty to get Malaysian workers. If we cut off the supply, businesses will perish, or they will uproot and go elsewhere where it will be easier to find a dependable workforce. This will affect Malaysians too. We will have to find that balance in prioritising local talent development, addressing wage disparities and also improving working conditions so that more Malaysians will be absorbed into the general workforce.
Perceptions & Purposes
It is crucial that government and rakyat work together to achieve end objectives. For our Ministry to be successful in its end objectives of collaboration, we have to build trust. We really need to be inclusive, and engage wholeheartedly with all stakeholders .Once we achieve this, everything else can be managed. Streamlining processes, fostering agility, implementing effective programs, circumventing challenges on budgetary constraints – this will all be secondary because we are focusing on goals and not challenges. We will cross that bridge when we get there.
Plans & Targets
A few core structures that will be set in place to help lead the Ministry in all its objectives will be as follows:
Data-driven decision-making: We will base policies on accurate and relevant data. Transparency and accountability: Regular progress reports and open communication will be key.
Collaboration and partnerships:
Working with stakeholders like employers, educational institutions, and NGOs will be vital. With regards to Malaysia’s target to increase female labour participation from 55 percent in 2021 to 59 percent by 2025, we need to work hand in hand with employers to promote flexible work arrangements and part-time opportunities.
A Balancing Act
Of course, we cannot infringe into the rights of an employer on how to manage their resources but we can, as a complementary entity, provide affordable and accessible childcare and eldercare facilities to make it easier for women in the workforce.
We can work together with organisations to address unconscious bias and workplace discrimination and strengthen maternity and paternity policies, but it has to be understood by the rakyat that we don’t own these companies, and we cannot force policies on them as they are individual wealth generators, with their own set of problems. We can only work together with them for the betterment of all parties.
It would take time for the public to see the outcome of our approach, which is why I urge my ministry to be as transparent as possible when measuring the data and regularly publish progress reports to the public. An honest open discourse with the people that we are serving, is the only way to be more effective in all administrations. After all, we are here to serve the people.
The official visit of YB Steven Sim Chee Keong, Minister of Human Resources (second from the left) to National Institute of Occupational Safety and Health (NIOSH) Headquarters in Bangi, Selangor.
Deputy Minister in the Ministry of Human Resources
YB Dato’ Seri Abdul Rahman Mohamad
My motivation to support the goals set forth by the Minister stems from a deep desire to see every Malaysian reach their full potential, contribute to the nation’s growth, and enjoy a high quality of life.
To accomplish this vision, I have strategised key methods to help enhance the skills of our local talents that includes better collaboration between industries to identify and address the skills gaps, promoting apprenticeship programs and on-the-job training to a wider audience, providing financial incentives to get them to develop their skills further and, of course, ensuring the quality of our vocational and technical education by strengthening it.
I believe a fair minimum wage is essential for ensuring decent living standards. However, it must be implemented within a holistic framework considering its impact on businesses and job creation. To achieve middle-income status, we need to focus on productivity improvements, technological advancements, and fostering innovation. Investing in human capital is crucial in this endeavour.
This is why, MOHR has to be even more efficient and effective throughout the coming years. We need to improve our policy implementation by establishing clear communication channels and encourage inter-agency collaborations. Certain processes should be streamlined to reduce the bureaucracy through better investments in technologies. Faster service is crucial to prioritise customer satisfaction. Stronger teamwork is also needed through establishing joint task forces for key initiatives. Regular meetings and discussions will be held to be more cohesive in our mission to build a stronger Malaysia.
YB Dato’ Seri Abdul Rahman Mohamad, Deputy Minister (in the background) discussing and strategising a masterplan for the future of Malaysia’s Labour Market with Chief Executive Mohd Fathullah Mustafa, Skills Development Fund Corporation.
Deputy Secretary General – Operations, Ministry of Human Resources
YB Dato’ Hajah Norison Ramli
My role primarily focuses on finance and administrative matters within the ministry such as overseeing the financial management, budgeting, procurement and general administrative functions of the ministry.
By effectively managing these I contribute to the smooth functioning of the ministry and support its goals and objectives to be in line with the Malaysia MADANI national initiative.
I am pleased to be able to play a role in embracing the principles of Malaysia MADANI because I see this as a noble ambition. Enhancing the efficiency, transparency and effectiveness of our operations, reduces costs. Adopting digital tools and platforms that facilitate seamless communication, collaboration and data management within the ministry, brings us closer to the rakyat, and helps us understand their needs better.
The sense of purpose in serving the needs of our stakeholders while contributing to the overall objectives of the national initiative, is the core driving force in all what I do in the position I have been entrusted with.
“By embracing the principles of Malaysia MADANI, we aim to enhance the efficiency, transparency and effectiveness of our operations. This involves adopting digital tools and platforms that facilitate seamless communication, collaboration and data management within the ministry.”
Deputy Secretary General – Policy & International, Ministry of Human Resources
YB Dato’ Amran Ahmad
The “Policy” part of my role points to my responsibility in formulating and implementing policies which involves conducting research, analysing data and consulting with stakeholders to develop effective policies that promote the well-being and development of the Malaysian workforce. These policies aim to address issues such as skills development, employment opportunities and workplace safety. By formulating effective policies, we have been able to create a conducive environment for workers and employers alike.
Meanwhile, the “International” side of my role as the Deputy Secretary General is the engagement with international organisations to strengthen international collaborations and partnerships. We do this through our participation in conferences and forums while promoting Malaysia’s interests and initiatives on the global stage. These exchanges of knowledge with other countries are pivotal to the advancement of the local labour market.
The collaborative efforts of the Ministry’s dedicated team and the support of the MADANI government will definitely set our nation on an upword trajectory in the next few years.
“We remain committed to further advancing the field of human resources in Malaysia by developing policies that are in line with international standards and thereby contributing to the overall development of the nation.”
The Divisions of MOHR
The very fabric of the modern world is undergoing transformation with the increased adoption of automatons, challenging the traditional pace of office clerks with the swift minds of machines. Those who grasp the potential within this digital revolution are seizing the opportunity to fortify their businesses, navigating the economic storms of a transitioning era.
The Ministry of Human Resources is actively working to stabilise the Malaysian labor market and upscaling the skillsets of the workers, fostering confidence among foreign investors and creating a more conducive workplace ecosystem at the homefront.
6 out of the 14 departments within Ministry of Human Resource (MOHR) lead the strategies for the upcoming year. Let’s hear it for the Super Six.
Shakid Ahmad Shakir, Director General for the Department of Human Resources (middle in dark blue shirt), at the final project presentation by the Diploma students of Printing Technology with Kian Joo Can Factory Sdn Bhd on 14 December 2023.
Department of Human Resources (JTM)
“In an era of challenging transitions, we need adaptable synergies and ‘future-proof’ skills. We need strategies to deal with current and future changes, almost simultaneously”– Shakib Ahmad Shakir, Director General, Department of Human Resources
This department ensures that skill programs are synchronised and synergised with the need of the moment and employers.
Competence of the teaching staff is thereby a major focus. For the year 2024, the department aims for a total of 128 teaching staff to obtain competency and professional certification, and 55 percent of students to pass professional certification.
In its drive to develop human potential, this department forges a strong relationship with entrepreneurs and manufacturers so that it can run the Skills Training Institutions according to international standards.
The department’s vision is to make the ILJTM (Human Resources Department’s Training Institution) the primary choice for SPM graduates or those who have lost their jobs. The department helps them to obtain other skills, support career transitions, or continue an interest that has been interrupted. To ensure that it is on par with international levels, JTM also plans to obtain 3 international recognitions and certifications by the end of 2024.
Director General of the Department of Skills Development (KPPK), Zuleah Darsong (front row, fourth from the left) at the The Prime Minister’s Golden Hand Award (Anugerah Tangan Emas Perdana Menteri) in November 2023.
Department of Skills Development (KPPK)
With determination and commitment, we can achieve excellence in the development of national skills. I invite all parties to join hands in this effort, to build a quality workforce that is able to compete at the global level.– Zuleah Darsong,Director General for the Department of Skills Development
Collaboration with industries will be accelerated to place greater emphasis on practical training in the workplace like the industry-driven NDTS (National Dual Training System) where 70 – 80 percent of learning happens at the workplace, while only 20 – 30 percent are theory, creating a proliferation of K-Workers who will then have both technical and social adaptation skills besides methodology and learning skills.
TVET (Technical Vocational Education Training) will remain a mainstay and will be connected closer to industry through Academy In Industry (AiL) which prioritizes placement and training. Integration of big data infrastructure to expand the TVET database will be a focus too.
Micro-credential program certifications will play a more important role this year. These digital certifications give individuals the flexibility to upgrade their skills incrementally and supports the rapidly changing needs of the industry.
Director General of the Department of Industrial Relations (JPPM), Khalid Jali (second from left) officiating the Signing Ceremony of the Joint Agreement between RHB Bank Berhad and the Executive Union of RHB Bank Berhad (KEEPERS).
Department of Industrial Relations (JPPM)
“The success of this department is driven by the strength and determination of all JPPM members at the headquarters and state offices who have joined hands to successfully implement effective programs in line with the allocated financial commitments.– Khalid Jali,
the Director General of the Department of Industrial Relations”
This division is dedicated to maintaining good will between the employer and employee. Preventing disputes and implementing a culture of collaborative values is the key objective.
For the year 2024, the department aims to be the agent of change and preemptively tackle any industrial contentions. This can be done by channeling consultations into a common platform in the hopes to find innovative solutions. In order for the practice of togetherness to be embedded within the hearts of the department JPP members, Jali aims to mold competent and knowledgeable officers through “Leadership by Example.”
Director General for the Department of Labour of Peninsular Malaysia, Kamal Pardi (in the cap) in the thick of the on the ground actions the grounds during an enforcement operation in Ipoh, Perak.
Department of Trade Union Affairs (JHEKS)
“In the spirit of harmony and welfare for all workers, JHEKS will continue to bolster the power of unions through 2024.– Mohd Abdul Wahab, Director General of Department of Trade Union Affairs”
JHEKS aims for a target of 60,000 new union members by providing support via the department’s various initiatives in order to reach the goal. One of these initiatives is the Trade Union Outreach Program. By ensuring mutual understanding between the government body and union members across industries, all parties will have more clarity and knowledge of each other’s perspectives.
Through the Trade Union Affairs Program, JHEKS will be providing grants to eligible trade unions in order to better train and upskill their members, while ensuring they continue to uphold their members’ values and champion their rights.
Dato Wan Jefferey Kassim, the President of the Malaysian Industrial Court (second from the left) leads the Consultative Committee on Industrial Law (CCIL) meeting with the representatives from Malaysian Trades Union Congress (MTUC), Malaysian Employers Federation (MEF), Bar Council Industrial and Employment Law Committee (BCIELC), Malaysian Bar Association, Sabah Law Society and the Advocates Association of Sarawak. It was also attended by the representatives of all the 14 departments under MOHR on
7 November 2023.
Malaysian Industrial Court
“Our goal is simple: to ensure affected parties get their just dues fairly, swiftly and efficiently.”– Dato’ Wan Jeffrey Kassim, President of the Malaysian Industrial Court
When things escalate between a claimant and a company, the Malaysian Industrial Court steps in. However, court processes can often be lengthy, even for something seemingly simple as a ‘unfair dismissal’. However, it’s anything but, especially when it involves the livelihood of an individual.
Acknowledging the difficulty of maneuvering the legal system, the Malaysian Industrial Court has a number of key objectives for 2024. This starts with the improvement of facilities at the Industrial Court. The Industrial Court has already begun moving away from handwriting. An Example Digital Recording System (SPD) and associated Automated Speech Recognition (ASR) will allow for more accurate transcripts, and thus, arbitration.
The department also strives to create a seamless transition from start to finish. Upgrading the e-System is meant to improve service quality besides also being in line with the government’s digitalisation efforts. With increased efficiency, taking less time for court processes will allow the involved parties more freedom to take their next steps.
It’s in the collective interest of all stakeholders to help the Ministry of Human Resources fulfill its mission in 2024, ushering in a wave of committed people ready to navigate the challenges of the new digital frontiers. The vision is
clear – a harmonious and thriving landscape where innovation and education converge to shape a prosperous future for all Malaysians.
