Really wonderful -see and listen to young kids singing memorable hits of yesterdays-bring back fond memories not to Ramli only but maybe to all of you above 60s and 70s..and maybe 80s++

Ref: YouTube videos

 

Learning from Corporate Universities around the World -Are YOUR Talents Just Good Enough or Too Good and Are Leaders Reaping the Profits in the Marketplace!See these World Class Corp Us Best Practices…

Made available at CorpUtvs Channel at YouTube:

MAS is like a “Heavyweight” category and AirAsia is like a “Flyweight” category and mixing them up can become meaningless because is just like mixing with a durian and ciku since both have different tastes and customers also have their preference!Maybe its better to get the Right Top Talent or Team of Professionals to lead,to solve all these poor performances and prepare for a great takeoff(improve profitability and share price increase) and having the world’s best people in the world’s best airline!This mix up of Mas&AirAsia is not the best solution if its just for the extra capital,thats what Ramli think!

More news report on whats happening at Mas and AirAsia:

Tuesday August 9, 2011

Rivals MAS and AirAsia to become allies

By ANITA GABRIEL and JEEVA ARULANPALAM
starbiz@thestar.com.my

PETALING JAYA: National carrier Malaysia Airlines and low-cost carrierAirAsia Bhd‘s major shareholders Khazanah Nasional Bhd and Tune Air Sdn Bhd will today announce a landmark share swap deal worth just over RM2bil which will turn the long-time bitter rivals into collaborating partners.

According to sources, under the share swap deal, Khazanah will acquire a 10% stake in AirAsia from Tune Air, a private vehicle controlled by Tan Sri Tony Fernandes and Datuk Kamarudin Meranun.

As at July 6, 2011, Tune Air owned a 26% stake in AirAsia. Sources also said Khazanah was in talks to acquire a 10% stake in long haul low cost carrier AirAsia X but this would be announced at a later date.

As part of the agreement, a source said MAS would issue new shares to Tune Air which would end up with a 20% stake in the national carrier. Khazanah, which has a controlling stake of 69% in MAS, will continue to remain the single largest shareholder in the national airline after the exercise.

The source added that MAS, which was in dire need for fresh capital, would also make a rights issue very soon.

The valuation of the swap will be based on the recent share price of both companies as the exercise involves non-controlling stakes. Trading in both counters are suspended until today for two days pending a material announcement. MAS and AirAsia were last traded at RM1.60 and RM3.95 respectively.

“There is really little that’s innovative about all of this. The reality is that if you look at the big players in the industry, they have a low cost arm and a premium arm. If anything, MAS is just playing catch up only now,” said an observer.

A special executive committee comprising three to five members including MAS newly-appointed chairman Tan Sri Md Nor Yusof anddirector Mohammed Rashdan Yusof as well as Tony and/or Kamarudin will be set up to run the daily operations of the carrier in the interim while the search for a new chief executive officer will commence soon.

The source said MAS CEO Tengku Datuk Azmil Zahruddin would step down from his post to make way for these changes while Rashdan, who is Khazanah’s executive director of investments, would likely play a more active role in the airline until a CEO is identified.

“The exco will be a subset of the board, which will take over the running and management of the airline in the interim. The main decision maker at the airline will be Md Nor,” said the source.

CIMB Investment Bank Bhd has been appointed advisor for the share swap deal representing both parties.

“If you stand back and look at this deal, you can see the value it will bring to a full-service carrier (FSC) like MAS. The trend among FSCs is that they are gradually deriving a bulk of their revenue less from the airline operations and more from ancillary services such as maintenance, repair, operations (MRO) services and so forth. These services are huge profit centres. Currently, AirAsia outsources these services. With this partnership, MAS can be the outsourcing agent,” said an analyst.

“This way, MAS which has a staff strength of 20,000 can use its people more productively. There won’t be a need to lay off staff as both airlines will be run separately,” said the source.

The deal’s defendants say this deal marks a “great opportunity to create Malaysia as an airline hub”. “The whole idea is not for Tony to run MAS. It is to realign both airlines’ interests to allow them to grow with a more clear business model MAS in premium segment and AirAsia in budget segment as opposed to being in each other’s way,” said an analyst.

A source said this deal “has been cooking for so long but in the absence of a structure that could work and concerns over a clash of cultures, it had failed to take off.”

Great Talents (like what u see in this photo of Ramli’s Friends at Affin Bank) comes from Great Leaders,Knowledge and Passion to be the Preferred Bank -Contact Ramli if you are in this photo or ur dad or mum is in this Great Moment of PAB many years ago..Ramli is also in but can you find him?

My great moment at Perwira Affin Bank now known as Affin Bank Berhad.

Where are my banker friends now?

What are their positions?

Are they Leaders or Followers?

Contact Ramli Abu Hassan (ex-TQM Head at PAB from 1993 to 1996) +6-019-2537165 or email: ramlipromoter@yahoo.com

The Malaysian Skills- a scramble for them..read on..

Saturday February 12, 2011

The scramble for skills

By Jagdev Singh Sidhu
jagdev@thestar.com.my

Who doesn’t have a relative or friend who has packed up and left Malaysia for “greener” pastures? And who doesn’t know of someone who has plans or aspirations to do exactly that? Chances are, most of us do.

It would seem that over the years, the compulsion to leave the country in search of opportunities has grown beyond pure economics. Dissatisfaction over the quality of education, personal safety and for some, the political future of the country where sabre-rattling seems to have become common place have served as push factors for many Malaysians to pack their bags and leave the country.

While it could have been relatively easier to shrug off the consequences of that in the past, it is a “luxury” the country can ill-afford today, in this era of heightened competition where economies are scrambling to woo the best to stay ahead of the game and for many, to survive and prosper.

Malaysia has to retain and attract top talent to climb the global per capita income ladder.

»It is no longer a question of salary but the whole environment «TAN SRI RAMON NAVARATNAM

“We have the right ideas. Unless we implement those fast, we will create a credibility gap,” says ASLI Centre of Public Policy Studies chairman Tan Sri Ramon Navaratnam, adding that “it is no longer a question of salary but the whole environment from social to the way of life that must be looked at holistically.”

The unique Malaysian worker

There is a commonly held belief that the Malaysian employee is able to assimilate and adapt well to any environment. In this context, environment would mean country. Indeed, that’s a valuable trait to possess. That may partly stem from the multi-cultural nature of the Malaysian society which has carved a solid bed for the mingling among different races, religions and cultures.

Another oft-described trait of Malaysians, as highlighted by foreign employers, is that they are smart and hard working and this goes beyond the fact that the country has a large pool of straight-A scorers in public examinations. It has a great deal more to do with the employability of Malaysians.

Hence, every time a Malaysian goes abroad to study, the country faces the threat of them not returning to their country.

“The existing pool of 700,000 Malaysians working overseas is an indication of the capabilities of Malaysians overseas,” says Kelly Services (Malaysia) Sdn Bhd managing director Melissa Norman.

But what makes the Malaysian worker unique is also their linguistic capability.

“Malaysian talent is on par with regional and even global talent, especially those who have a good command of English as well as an additional language such as Mandarin or Bahasa Malaysia. Going forward, there is a need to improve the standard of the English Language and the technical competencies of the Malaysian labour force in order to remain competitive,” says Randstad regional director of Singapore & Malaysia Karin Clarke.

But the country that has benefited the most from migrating Malaysians is Singapore. As Singapore is a high income economy Malaysia aspires to become, the island republic has attracted 300,000 Malaysians, a large number of whom comprise skilled talent.

»700,000 Malaysians are working overseas« MELISSA NORMAN

A mammoth task

An agency has now been set up to closely scrutinise this dilemma and fill the gap. Indeed, the newly-set up Talent Corporation Malaysia Bhd appears to have a Herculean task ahead.

The agency is headed by Johan Mahmood Merican and his mandate is to overcome the talent shortage situation in Malaysia. Naturally, sceptics abound as this is not the first time the administration has talked about the need to woo Malaysians from abroad and reverse the brain drain. Instead, over that period, the drain could have become more pronounced.

“We definitely see a wider pool of candidates being more open to looking at what is on offer, particularly in the educated professional fields and the sectors that are most highly in demand (abroad),” says Clarke.

Sadly for Talent Corp, there is no single magic bullet to stem the tide and grow the talent pool in the country. The weak links are aplenty but fortunately, there is the appeal of promise – that the Government, this time around, has the political will to make the necessary changes, armed with a massive handbook called the Economic Transformation Programme.

According to Johan, Talent Corp has a three-pronged approach – analyse the Malaysian diaspora and see how best they can contribute to nation building, either by coming home or from where they are.

The other is to woo foreign talent and sort out the hurdles of them settling here while the third is to put a lid on the outflow of human capital.

In the process, Talent Corp will need to engage companies and businesses to ascertain what is needed to widen the talent pool and how government policies and procedures can be streamlined towards this end.

“We aspire to be a bridge between industry’s requirement and the Government,” says Johan.

Talent Corp started with a launch grant of RM30mil from the Government and Johan feels that its maximum staff strength should be no more than 50. Of course, he has been given a set of key performance indicators to match up to.

“I need to address the talent need and address the gap,” says Johan, who started on this journey on the first day of the new year.

“The bulk of my time has been spent engaging with stakeholders…there are a lot of people in the country who are passionate and knowledgeable. Having a practical knowledge of what’s happening in the country and a sense of what needs to be done is important,” he says.

Up the value chain

At heart of what Talent Corp wants to achieve is fulfilling the labour requirements of the ETP. The ETP is envisaged to create 3.3 million new jobs but many of those jobs are higher skills in nature.

»Malaysian talent is on par with regional and even global talent«KARIN CLARKE

The announcement in January where 35,000 new jobs would be generated from new investments totalling RM67bil shows that labour intensive jobs are on the wane and higher skills are in vogue.

As a country moves up the value chain towards a high income nation, which is what the ETP is meant to do, the type of skills required will be different but the freedom of labour movement, and the lack of soft skills, is causing a lot of problems for employers of high skilled labour.

“Malaysia has a high graduate population. However, many lack the soft skills deemed necessary for many high skilled job placements.

“We hope that the initiation of the Talent Corporation will assist in addressing some of these issues. Human capital is an asset to our economic growth and an importance has to be placed on proactively developing our workforce,” says Norman.

According to Kelly Services, the top five skills in demand are communication skills, problem solving, ability to participate in decision making, people management and strategic thinking.

“Overcoming these skills shortage will include investing in existing talent to ensure that they are well-versed in not only the theoretical knowledge but also the soft skills,” says Norman.

She says meeting labour demands will depend on the collaboration of different factions.

“High salaries and attractive benefits are not the only factors that will assist in attracting the right talent. As Malaysia has a significant ageing workforce and a growing young population, a multi-generational strategy is crucial,” she adds.

To ensure Malaysian human capital is capable of meeting the standards and demands of the workforce, Norman says educational institutions need to be equipped with the tools and capabilities to teach students relevant in-demand skills while fresh graduates need to be nurtured to ensure they meet the demand of future employers through work placements and internships.

The Talent crunch

Malaysia is a country that’s just a nudge away from full employment.

But possessing a university degree is no longer a guarantee for employment as the scrolls are not always relevant to the skills needed.

Kelly Services notes that every year, 250,000 Malaysians complete their studies at higher education institutions locally and overseas.

“There are now about 25 private universities and 20 university colleges in Malaysia, and student enrolment in private higher education institutions has increased by over 54% within a short span of time from 2005 to 2008,” says Norman.

“As globalisation of work and workers continues, so will the need for higher education institutions to re-examine required skills in the new knowledge-based economy and how they can produce more thinking’ students, who are competitive, have the relevant technical and behavioral competencies.”

With competition for skilled IT talent in Malaysia at an all time high, especially in IT outsourcing and shared ervices, there is a shortage in that sector; Malaysia’s shared services and outsourcing SSO sector created 32,500 jobs in 2007 and is growing at about 30% per annum and has the potential to hit RM6.4bil by 2012.

The rollout of high speed broadband has provided strong demand for talent in both the cellular and broadband segments in the telecommunications industry. In engineering, new development projects and industrial parks such as the Tanjung Agas Industrial Park, the Northern and Southern corridors have created job opportunities across the country.

“Within the commercial and business sectors, candidates with strength in market research, product and brand knowledge are also in demand,” says Norman. “These are sectors that face a constant demand for talent with specialised skill-sets and experience.”

Even though more than quarter of a million people graduate from institutions of higher learning annually, Clarke says there is still a huge number of jobs that are not filled.

»At such levels, Singapore is 21% cheaper than Malaysia« SHAMSUDDIN BARDAN

“Latest statistics reveal that there are 100,000 jobs available but no graduate takers,” she says.

The skill crunch is particularly acute in major hubs.

Three most notable markets where skill shortage persists, according to Randstad 2010’s World of Work report, are KL, for white collar professionals, Penang for specialists in the semiconductor and manufacturing sectors and Johor Baru, particularly for infrastructure roles, such as healthcare and education.

The low down

Wages are often a strong cause for labour migration. Malaysian Employers Federation executive director Shamsuddin Bardan however, disagrees that wages in Malaysia are too low citing that even a foreign worker, based on MEF estimates, should be earning a take home pay of RM1,500 a month based on the amount of remittances from Malaysia.

Another factor is productivity. Shamsuddin points out that a worker in Singapore is paid 2.5 to three times that of an equivalent skill in Malaysia but their productivity is 3.8 times higher than a Malaysian worker.

“At such levels, Singapore is 21% cheaper than Malaysia,” he notes.

But the relative static pace of wage inflation has been a source of frustration for many, and is high up in the reasons for departure.

Malaysia has yet to experience a significant change in wages and there are numbers to prove it. The country’s average annual salary increase has been relatively small at 2% to 6% over the past decade.

The Kelly Employment Outlook and Salary Guide 2010/11 indicated a 4% to 5% increase in salaries across all sectors.

“There are calls to implement a minimum wage system as the Human Resource Ministry revealed that 34% of our workforce earns below the national poverty line of RM720,” she adds.

Clarke points out that wages in Malaysia are reasonably consistent based on individual currencies with other countries in the region but the challenge for Malaysia is that there are countries in the region that have stronger currencies.

“For example, a Malaysia-based Priority banker earns the same in ringgit as a Singapore priority banker earns in Singapore dollars. However the currency conversion would see the Singapore banker earn over double that which they would in Malaysia,” she says.

That is yet, another factor that could keep Malaysian talents rooted abroad.

Another story on Malaysia’s Talent Management and the people at Talent Corporation:

Saturday February 12, 2011 (Ref:The Star Online)

Malaysia’s got talent

“I had never contemplated staying abroad … Malaysia is home (to me),” says the affable Johan Mahmood Merican (pic). In so many ways, the 37-year-old is the ideal person to be tasked with retaining and drawing talent back to Malaysia. As the recently-appointed head of Talent Corp Malaysia Bhd, that is exactly his mandate.

The chartered accountant by qualification is a Cambridge graduate, who returned and worked with several large companies and an accounting firm, before he joined the Government in 2004. In an interview withStarBizWeek’s JAGDEV SINGH SIDHU and JEEVA ARULAMPALAM, he talks about plans to overcome the protracted and critical issue of brain drain and drawing talent back home.

SBW: What has been the feedback you have received so far?

There is no shortage of advice. The amazing thing is that you meet so many people who are so passionate about this. Sometimes you think Malaysia is the typical Asian country, where people are out to make money. But when you talk about the education of human capital, it’s amazing how passionate people are. You meet various people who go out of their way to do good in this space.

I am at this early stage of trying to address policy impediments and see what can be done to better enable this process. The response has been quite overwhelming.

What has Talent Corp been up to?

A key enabler to achieve the ambition to transform into a higher income economy is talent. Clearly, the Malaysian diaspora is an important part of the equation; we have many Malaysians all over the world and many are successful. We want them to help Malaysia in the transformation. But Talent Corp’s mandate has to go beyond bringing back the diaspora.

We have to accept that many people have left the country for a variety of reasons. Many of these reasons will not be immediately remediable. At the same time, we should be doing a better job of engaging with Malaysians overseas and convincing them of the opportunities here.

I strongly believe there are many ways that Malaysians can contribute without necessarily returning.

For example, Prof Danny Quah, who is head of economics at LSE. There is really no proposition for him to come home. To be fair, it would not be optimising him to come home. He now has a platform to contribute to the country. He is a member of the NEAC, which was influential in coming up with the New Economic Model and he regularly comes to Malaysia as part of his work.

There are others too, like Jimmy Choo who belongs in the global fashion capital. Now we see him coming back more often and setting up the shoe institute. There are others in the Silicon Valley or leading finance experts in New York. That is where they are optimised professionally.

There are other ways we can leverage off them, maybe through advisory positions, board positions, reverse investments, helping our companies go out and enter new markets. We also need to be quite open to foreign talent. The layman may take a simplistic view that foreign talent is a substitute for Malaysian talent and for every foreign talent that comes in, it is taking away a Malaysian job. I think that presumption needs to be challenged. If there are foreign talents that are committed and can contribute to the country, why not embrace them?

As Malaysia moves towards a knowledge economy, we recognise that the presence of diversity is good. In fact, Malaysia’s strength is in its diversity.

Having a talent pool of foreigners and the mingling of workers from different backgrounds and expertise in effect raises productivity. In some ways, that is what you see in the Silicon Valley.

But we must not forget about Malaysians. That part of the job scope for Talent Corp does not immediately come to mind because there are many government agencies and departments that are addressing this. We see ourselves as a strategic intervention.

Essentially, the mandate seems very broad. What exactly does Talent Corp need to do?

To do what it takes. We are trying to be quite focused, in terms of interventions that make sense over a time horizon. In the short term, few specific interventions are required. The first is immigration. That tackles two segments – the foreigners and the Malaysian diaspora. Then, there is scholarships, and that is targeted at Malaysians.

Initially, it is identifying what the policy enablers are and removing impediments.

The resident pass has a multi-pronged purpose. On one hand, there are foreign talent that get posted here by their multi-nationals for, say three to five years. Typically, at the end of their tour of duty, the MNC will post them somewhere else but many expatriates grow to love Malaysia and would like to commit further to the country.

Sometimes work permits tend to be specific to an employer, so a resident pass is really intended to be a 10-year visa which allows a person to resign and work in Malaysia without really being tied to a specific employer. That is targeted to expatriates who can contribute to our economic transformation and will enable us to secure a longer term commitment from those top talents.

At the same time, we have to recognise that there are those who may no longer be Malaysians. For example, children of Malaysians who move overseas for education. These people should be given the opportunity to remain connected to the country and the resident pass would be an option to come back easily to work in Malaysia.

As for scholarships, we have bright Malaysians who often top various examinations everywhere and are funded by the Government. They have greater flexibility on where to serve their bond and this is important for scholars. They are optimised by working in various strategic sectors.

Wouldn’t all of this hinge on job demand?

It needs to be premised on demand, in terms of what the industry needs. We wouldn’t want a situation where a Malaysian, who is an expert in a niche area, comes back but there is no company, industry or eco-system to support his work.

So, we should focus on industries that are thriving, competitive and relevant for global talent. It is for Talent Corp to have a good understanding of these sectoral requirements and address the policy impediments and create policy enablers to enable talent supply to meet industry demands.

It is not our ambit to be a headhunter on a one-to-one basis and to crowd out the private sector. The Government’s role is to address market failure or coordination failure and look at policy and work together with industries to understand their needs.

Many have left for better job opportunities. There is also dissatisfaction with local politics and race-related issues or parents who wanted a better future for their kids. Is there a line Talent Corp will draw in the type of people it wants to bring back to Malaysia?

Talent Corp needs to, using consultant speak, be focused on “winnable spaces.” We ought to focus on the type of talent that industry needs and those who will want to come back or contribute from where they are.

People who have left have done so for a variety of reasons. Typically, there are three buckets.

One is economic in terms of higher pay, the other is professional development whose skills are best optimised elsewhere and the third is broader macro-issues such as public transport, education for their children and all that.

I strongly believe there is a strong proposition to Malaysia. We clearly have great opportunities arising from the government transformation and economic transformation and it is an exciting period in the country’s history.

On the more economic side we have sectors that are regionally or globally competitive, whether it is palm oil or Islamic finance or electronics and within that, we clearly have companies that are best in class. There are exciting opportunities for top talent.

Do you think the success of Talent Corp hinges on the success of the ETP?

It’s a symbiotic relationship. The economic transformation requires talent and if we don’t ensure our best talent where they are best optimised, we may not succeed in our transformation. We want to have the means to shift the odds a bit so that we are able to channel our top talent to support our economic transformation. As that happens, that in itself creates more opportunities and becomes a draw for talent.

How does Talent Corp plan to get in touch with the Malaysian diaspora?

We have various means of engaging with them. At any one point, there are various missions from here that go out and these include corporate leaders. I hope they could be a part of it. Talent Corp will not succeed on its mission alone.

To have a conversation with someone to return, the credibility of that conversation will definitely be strengthened if it is done by someone within the same industry.

A doctor overseas will most probably want to talk to another doctor who has returned. One way is to partner with established individuals to reach out to those people.

We have established networks through our own embassies. In today’s technology, we need to leverage on social media and that is one tract I need to develop.

 

 

Ramli Abu Hassan is inviting YOU to gained knowledge and apply the new knowledge for transforming YOUR organisation to become better by unleashing YOUR hidden Talents and Performances!

Ramli being the Principal Consultant of DPS after he left his job at Affin Bank at end of 1996 as Head of TQM Secretariat have continually promoted and taught subjects of importance to transform businesses and government agencies to reach new heights of performance especially in unleashing their people hidden talents and performances.

We all live in an environment of managing change and the only constant thing in business and government is CHANGE!We must ensure we possess what Ramli called the 3Ps’ of Quality ie.Personal Quality,Product&Service Quality and Process Quality.

The Personal Quality is most important of all as what the famous Entrepreneur Tan Sri Konosuke Matsushita once remarked “We make people before we make products” !People are our dearest asset as some of YOU have stated in your Company’s Philosophy and only with Quality People we can build a Quality Company.

Realizing the needs of private and government sectors to help unleashed their talents as well to build a strong based of quality people while engaging in the competition to become a leader in their business areas,Ramli is offering training programmes and consultancy work in areas like:

• World Class Performance -Apply the World Class Performance Scorecard,TOM Approach,The 12 Factors and 5 Levels of Achievement etc..
• Corporate University – the latest approach to position your HR to become a key force to building your company with the best talents and retaining them to their fullest satisfaction and build a knowledge company that readily meet the constant changes and stiff competition in your business areas
• QCDSME Factor -all the basic requirements for companies and government agencies to understand well so that projects can be undertaken by team based approaches to help control and improve performances.
• QCC@ICC and KMK@KIK plus MQT -all the team based approaches for making your people excel in team based projects applying QIT Tools&Techniques and Team Dynamics.This approach can help saved lots of money or eliminate errors and wastages in your business processes.
• Revolusi Aksi or Action Revolution -Ramli’s owned approach for ensuring actions are taken to produce results and to further stressed the point of “walking the talk” and not just “talk talk only” but no results achieved!This is also a motivation approach to request people to start their action mode after their mental mode is completed.
• TQM as a Business Philosphy that is still relevant and evergreen in managing our business performances.Know all the World’s Best Practices of World Class Companies and Organisations.
• and many others

Please contact Ramli at hp:+6019-2537165 or email at ramlipromoter@yahoo.com or you can chat with Ramli at YM:ramlipromoter@yahoo.com

Kemana pergi kepakaran Melayu atau 1Malaysia?Where are all the Malaysian Billionaires?Malulah,jadi Rakyat Malaysia kalau kita sangat berharap dengan orang asing untuk projek naluri kita spt GTP,ETP dan Wawasan 2020!China atau Jepun semua guna pakai pakaran sendiri-berdikari membina negara!Pikr2lah dan Renung2 lah…

Malaysia Got Talents! Betulkah ungkapan ini?

Tak betul lah kalau kita bergantung pada kepakaran negara asing seperti China,US dan lain2.

Malaysia sudah ada lebih 70,000 pakar2 nya yang berkhidmat luar Malaysia kerana mungkin cari gaji lumayan dan hidup lebih aman dan tenteram.Sekarang Malaysia ada hasrat nak bawa mereka kembali ke Malaysia dan membantu TRANSFORMASI negara kita  menuju ke Wawasan 2020.

Hampir 1.4 juta Rakyat Malaysia yang sudah keluar negara untuk bekerja dan menuntut hak kerakyatan asing!Apa nak jadi?

Kita perlu bantuan BILLIONAIRE2 KITA untuk membantu Malaysia dalam era TRANSFORMASI ini!Mana mereka?

Harap mendapat reaksi yang cepat membantu Malaysia sebelum semua nya “di sapu” oleh kuasa2 asing .

Bacalah keratan akbar ini dari Utusan Malaysia Online:

Mahu kepakaran China jayakan NKEA

SERI KEMBANGAN 2 Nov. – Malaysia mahu pembangunan 12 Bidang Ekonomi Utama negara (NKEA) ditingkatkan dengan kerjasama syarikat-syarikat tempatan dengan para pelabur dari China.

Timbalan Perdana Menteri, Tan Sri Muhyiddin Yassin berkata, ini kerana para pelabur China mempunyai kepakaran dan berpengalaman luas dalam sektor minyak dan gas, pelancongan, pendidikan dan pembinaan.

Di samping itu, katanya, mereka juga mempunyai sumber dan pengalaman pelaburan dengan jumlah wang yang besar.

“Program Transformasi Ekonomi (ETP) yang mana di peringkat awal melibatkan 130 projek, perlu melibatkan penyertaan pelabur-pelabur China dengan kerjasama syarikat-syarikat tempatan,” kata beliau.

Beliau ditemui pemberita selepas mewakili Perdana Menteri, Datuk Seri Najib Tun Razak merasmikan Forum Ekonomi Cina Sedunia Ke-2 (WCEF2) di sini hari ini.

Di bawah program ETP, sektor swasta dijangka membiayai 92 peratus pelaburan dalam negara manakala kerajaan menyumbang sekitar lapan peratus.

Muhyiddin berkata, kerajaan ingin melihat kerjasama antara pelabur China dan Malaysia menjadi kenyataan.

Sehubungan itu, tambahnya, kerajaan akan menyediakan pelbagai insentif menarik untuk mereka.

“Kita mempunyai Majlis Perniagaan Malaysia-China yang mampu menjadi platform untuk mengenal pasti bidang-bidang pelaburan yang berpotensi untuk diadakan kerjasama,” kata beliau.

Beliau menambah, penyertaan syarikat tempatan dalam kerjasama dengan pelabur China pula perlu melibatkan semua kaum dan keadaan itu bukan satu masalah di peringkat swasta.

Turut hadir Pengerusi Bersama WCEF2, Tan Sri Lee Kim Yew dan Pengarah Insitut Kepimpinan dan Strategi Asia (ASLI), Datuk Dr. Michael Yeoh.

To produce Top Class Talents we need to nurture and care for them when they are younger..just like my kitten aka Bulat..

photos of Bulat:

FYI to all HR Directors/Managers-Ramadan is actually the best time to train your People to build their Personal Quality with Great Values,Leadership & Teamwork competencies…

Usually many companies both govt and private sectors will slow down or stop any formal training programmes in the Ramadan month for reasons like not a good time to get people to study since they are fasting,people want to go back by 5 pm to prepare for breaking of fast,staff are not motivated enough to attend training during Ramadan month and many other reasons knowable and unknowable.

Ramli have experienced many Ramadan training rejections or “no-go” attitude or remarks from many company and govt bodies when we request them to conduct training programmes during Ramadan.

Actually,Ramadan is the best time to build our staff Personal Quality since this is the time they must really adhere to not only company rules and regulations but Allah SWT command for all Muslims to fast and abstain from doing any wrongs or “haram” acts that is not permissible in Islam like “bad mouth”,”back stabbing”,acting or behaving dishonestly,wrongful acts,sinful acts,and many more bad attitudes.When a Muslim person follow 100% to all the Ramadan commands or dos’ then he or she is assured of 3 important blessings from Allah SWT that are 1.Rahmatullah or Blessings from Allah 2.Keampunan or Mercy from Allah SWT and 3.Selamat dari azab api neraka or Free from Hell.

For those that are consistent and have great discipline in their Ramadan efforts then they will be blessed with LailatulQadar or Night of Power with 1000 months of Blessings and Mercy from Allah SWT.Inshallah.

What Ramli proposed is that companies and govt agencies must now adopt a formal approach of building their staff Personal Quality that is good for the organisation in this Ramadan month and measure the staff performance with all the Ramadan actions and rituals like solat performance,tarawih prayers,tadarus al-Quran,Qiamullail,charity work or CSR,attendance of Tazkirahs and Kuliahs plus others..

When we finally measure all these performances against plan vs actual performance then at least we know the real efforts by the staff to build their Personal Quality from good to better and later to best!In this way,Learning in Ramadan is a great time and HR Bosses can better understand their Talents as to their personal efforts to improve their Personal Quality as mentioned earlier.

If Malaysians do not think differently in this Great Blessed Ramadan Month then the idea for TRANSFORMATION of oneself is not possible and can never be realized at all.Let’s make Ramadan a Blessed Month for Building Our Personal Quality for the sake of the Country,Company and Our Ownself Development.

Any HR Bosses interested or better still the CEO of the company or govt agency concerned like this idea of Building their Staff Personal Quality in Ramadan Month,please do contact Ramli Abu Hassan at +6-019-2537165 or email: ramlipromoter@yahoo.com

Ramli’s Profile can also be viewed at http://www.linkedin.com/in/ramlipromoter and also at this Blog many postings.

Selamat Hari Raya Aidil Fitri and Maaf Zahir Batin.

Ramli and Team.

What’s some of the Best Business Schools in the World can teach or let you have a “hands on” about Leadership-Read what IMD is offering…

 

DEFINING A GREAT LEADER The importance of leading responsibly By Professor Jack Denfeld Wood – July 2010 (ref:IMD)

 

Ask people to name great leaders and chances are that they will choose a person who “fought to improve the state of the world” in one way or another; Gandhi, perhaps, or Winston Churchill. They will also name – more provocatively but just as accurately – someone such as Adolf Hitler or Osama bin Laden. This means that any serious examination of what it means to be a leader must include the recognition that one can be responsible for causing great harm as well as great good.

The responsible exercise of leadership is not the result of putting someone in a particular job, investing him or her with formal authority, and giving them a book of ethical rules to follow. It doesn’t work that way—witness the origins of the current world financial disarray.

Neither is selecting those for leadership positions the result of an assessment of a range of specific traits, competences, or presumed abilities, no matter how much some recruiters would like to believe this. Nor do those installed in leadership positions rationally assess the situation that they are facing and then choose a particular leadership style and course of action, as many theorists suggest.

The heart of leadership is not rational – it is deeply psychological and emotional. In fact, I do not believe that it is possible to “teach” leadership in the way that other subjects are taught—through lecture, videos, and written examinations. You are just as likely to improve your capacity to exercise leadership from reading books and watching podcasts by management gurus as you are to likely to improve your physical condition by watching fitness videos and Olympic competitions.

But if leadership cannot be taught, it can be learnt. Given the right conditions, virtually anyone can develop their capacity to lead more effectively. But leadership takes work. Anyone who wants to run a marathon in under three hours has to spend months practicing. Just so—executives who want to develop their capacity to lead must get their hands dirty and actually “do” leadership. Leadership has never been about simply following orders, however, and whether those who are developing their capacity to exercise leadership do so in a responsible way depends on how they understand and integrate their responsibilities as a leader.

Leadership is neither inherently good nor evil, but is a process that can be used in the pursuit of either. Indeed, the positive traits that make great leaders also contain elements with a far darker, shadow side. The implications are clear: leadership must be exercised responsibly if it is to be beneficial; and leadership development must include the development of a finer moral and ethical compass and increased self-awareness.

This is a central reason why IMD revamped its flagship high potential Building on Talent program (BOT)—to give young up-and-coming managers practice in three fundamental elements of effective management—hands-on leadership development through a deeper grasp of business fundamentals, an integrative personal project, and the opportunity to understand the broader moral context in which they live and work.

The Responsible Leadership Elective (RLE) of the BOT program requires young executives—IMD BOT Fellows—to collaborate with a non-governmental organization (NGO) in the developing world and to use their technical strategic and business knowledge and skills to “make a difference”. The Elective gets them out of the business class lounge, away from the boardroom at corporate HQ, and into situations where issues other than quarterly returns and shareholder value have to be dealt with—often life and death issues. BOT participants can choose, for example, to help Cambodian parents learn business and technical skills that will allow them to earn enough money to send their children to school, work with Vietnamese children to develop their “hospitality” skills to land jobs with hotels and restaurants, to develop a reward system that will help a Tanzanian rehabilitation facility retain its medical personnel, to work with the legal systems in the Middle East to ensure fair treatment of prisoners.

It is important that individuals exercising leadership in the future see and work with organizations with this broader sort of aim because otherwise they risk being captured by the short-term goals that dominate many profit-driven businesses. Such lack of awareness inevitably affects thousands, or even millions, of people. Without this external awareness managers can, in effect, become hostage to the limited organizational vision. With the RLE new factors are brought into the decision-making calculus leading to better, longer-term, more responsible and sustainable choices.

Profit at any price is not good enough. Companies that profit responsibly will last—and so will the societies on which that profit rests. Organizations—private or public sector—that do not behave responsibly will fail in due course. Every group or organizations needs the exercise of leadership; but only those with a long-term vision of responsible leadership will exercise it wisely. Ultimately, executives must strive to do both.

Jack Denfeld Wood is Professor of Leadership and Organizational Behavior at IMD and the director of its Building on Talent program.

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