Malaysia's Human Resource Development Fund (HRDF) a 'personal piggy bank of sr managers!

Moving ahead: (From left) HRDF board director J. Rasamy Manikkam, GOC chairman Tan Sri Rebecca Sta Maria, Kulasegaran, HRDF board director Datuk Quah Thain Khan and HRDF chief executive Elanjelian Venugopal at the townhall meeting.

 Petty cash in the millions

Millions were pouring into the HRDF. And for some high-ranking personnel, their exorbitant salaries and bonuses weren’t enough. Greed got the better of them and they treated the fund as their personal bank, helping themselves to some RM100mil, maybe more!!

KUALA LUMPUR: High-ranking staff of the Human Resources Development Fund (HRDF) misappropriated about RM100mil or about a third of the RM300mil in the fund.

While certain management staff members were overpaid with high salaries and bonuses, some training providers and a number of HRDF management personnel misused the fund in the name of training to purchase commercial properties.

Large sums of money were diverted without the authorisation of the HRDF board and there was collusion between managerial staff and external parties to award contracts.

Human Resources Minister M. Kulasegaran revealed these wrongdoings at a townhall meeting with representatives of employer associations and HRDF-registered employers yesterday.

He said that some members of the HRDF board of directors also did not declare their vested interests to the board.

“There have been wrongdoings, such as abuse of duties, criminal breach of trust and exceeding procedure without reporting to the board.

“(They were) running (the HRDF) as though it was their own company,” he said.

Kulasegaran, who initiated a five-member independent Gover-nance Oversight Committee (GOC) to review and probe the allegations, said that there were elements of fraud in the misuse of the fund in the name of training.

The HRDF is an agency under the Human Resources Ministry that manages a fund for human resource training and development that were contributed by employers.

Regarding the alleged misappropriation of the fund, Kulasegaran said that the HRDF board was only informed after the money was spent.

“Out of RM300mil, nearly RM100mil has been spent,” he said, adding that some department officers, in other instances, also exceeded their authority and approved projects beyond their authorised limit.

When asked, Kulasegaran said that some staff allegedly involved in the wrongdoings are still holding positions in the agency, while some had left.

“After the Pakatan Harapan government took over, three directors have since resigned.

“If they have done anything wrong, action will be taken against them. We will let the process take place. It is not fair at this juncture to make allegations,” he said, adding that two police reports have been lodged based on the GOC report.

Not denying that more former and current HRDF staff are expected to be called up for questioning, Kulasegaran said that parties at fault would be pursued through civil and criminal proceedings.

“After this, I hope the HRDF management will make the agency transparent and accountable to the public,” he said.

Meanwhile, a source that has left the HRDF organisation told The Star that in the week before the townhall, three senior figures within the organisation were subject to domestic inquiries and released from the company.

Another three senior members were on contract and when their contracts expired recently they were not renewed.

A key figure implicated in the scandal resigned soon after GE14.

“Some senior figures have survived, but there is a definite clean-up exercise under way,” said the source.

In some cases, those due to leave found themselves locked out of their offices and escorted off the premises by security when they arrived for work.

The sources said finance personnel and those in special projects who released funds without going through the proper channels, and those who invested money without any accountability are believed to be among those implicated.

“A lack of accountability on the 30% given by companies to the HRDF led to certain figures treating it like a personal piggy bank,” said the source.

He said the culprits are now looking at making deals by providing evidence against the leadership in return for an easy way out.”

“The rot runs deep, and the money runs into billions,” he said. “That’s why there was no choice but to stop the 30% policy and fix the system before restarting it.”

The source said that a key figure implicated in the wrongdoings used tactics such as poor appraisals and internal audits to try to force out those who spoke out against dubious practices.

Some of the questionable property transactions may have involved property in Bangsar South, said the source. - The Star by allison lai and martin vengadesan

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New approaches to people oriented human resource management

People-centric logo: The Chinese character for ‘people’, rén, dominates the entrance to its office.

The growing usage of technology can help human resource achieve better performance

IT IS often said that managing people is a combination of art and science. But the increasing dominance of technology in workplaces opens up a new perspective and opportunities in how organisations most valuable resource – its human capital – is being employed.

One of the most obvious changes that can be observed among employers, says Accendo HR Solutions group chief executive officer Sharma KSK Lachu, is the realisation that maintaining the traditional functions of the human resource (HR) department – such as processing payroll and employees’ rosters – is not the way forward to excel in the digital age.

New approaches emphasising efficiencies and talent development are needed to excel in people management, he adds.

“The process of recruiting, retaining and developing talents within organisations has to be changed to meet the expectation of both employers and employees, which in turn could help translate into outstanding performance standards,” he says.

Sharma notes that rich data insights are the best tool to help organisations deliver more engaging content and meet growing customer expectations for highly relevant and targeted information in the workplace. He calls it the democratisation of data and information to help workplaces function more efficiently. This could also help employees lead a more satisfactory work life as functions and responsibilities can be streamlined with the help of data, enabling them to focus on higher-level work.

 

Bigger reach: Sharma says the company is also looking at expanding into other Asean countries.

Today’s workforce is different. There needs to be more incentive for employees to stay on in their jobs.

Citing the example of his own father, who stayed with a single company throughout his entire working life, Sharma says it would be a wonder for organisations today to have employees who would dedicate their entire working life to a single entity without asking much in return.

“He never complains about the lack of a pay raise, promotion or other perks from the management. But today’s working adults, especially the gen-Y and -Z, don’t share such values anymore,” he says.

Accendo relies heavily on technology, data and behavioural sciences in its approach to providing the right HR solutions for its clients to manage their manpower. The consultancy company is currently developing several tools, including artificial intelligence (AI) and HR management systems, for its corporate clients.

However, Accendo, which specialises in services such as talent acquisition, performance management, talent analytic and secession planning, puts the human element on the forefront of how organisations’ HR should function.

Technologies and people form the backbone of Accendo. A walk into its corporate office gives you the feel of a tech startup with open spaces and programmers in casual attire. But a reminder that people comes before technology is apparent in the form of a corporate logo, Rén – the Chinese character for ‘people’ – which dominates the entrance to its office.

 

 Talent development: Accendo’s team consists of people with various skills to support client’s human resource needs. 

New HR challenges

There is a need for a sharper and faster decision-making process, and the HR department has to be equipped to handle this. The aim is to help them to understand and grow their employees. This includes helping people who are pursuing career development opportunities at every age and are working longer than ever before.

Individual business leaders as well as business units should be looking at HR to provide support and strategic advice on everything from upskilling, motivating employees and future workforce planning to managing multiple generations of employees under one roof.

Therefore, specific solutions that are tailor-made and offer personalised learning opportunities for employees of all types will become the norm.

“Many organisations today still view manpower as a tool to maximise profit. But our mission is to promote a culture where companies develop the talents of their employees to contribute towards the growth of the company.

“We have turned down projects worth millions of ringgit because of the different viewpoint on how to develop and maximise the potential of employees. For us, our clients have to share our values, which is about organisations allowing their employees to own their career. We developed processes that would enable organisations to understand their people, and help develop their skills,” says Sharma.

 

Casual space: Accendos corporate office gives you the feel of a tech startup with open spaces and programmers in casual attire.

Prior to his return from Sydney, Australia, where he had his start in the HR industry, Sharma was exposed to how technology and data science could help in efficient decision-making processes.

One of his motivations to move back home 10 years ago to start his own business here was partly to prove a point that developing technology-based HR solutions using data science can be done successfully in Malaysia.

Founded in 2009, Accendo is majority-owned by Sharma, while his two other co-founders have minority interests in the company. The company has morphed from being a HR solutions provider to an integrated HR consulting company with their own their technology solutions.

It has since recorded an impressive growth rate and is now considering strategic partnership with either a financial or strategic investor as it seeks to scale up its operations internationally and fund its technology research and development.

Sharma says it is also looking at expanding into other Asean countries, as this region could benefit from data science.

As the profile and success of Accendo increase, the company has been attracting potential investors and is receiving an average of about one investor approach per month. It has held talks with one potential strategic investor but has not reached any agreement as yet, he says.

Accendo, however, will only consider an investor who shares the company’s values, in which human capital is considered as an asset to be developed and not as a commodity to be used in achieving corporate financial goals, Sharma adds.

 

A help mate: Amid concerns over the rise of technological unemployment, machines can help people work better. – Bloomberg

It has not seriously engaged with any party currently, but will do so if the right strategic or financial investor comes along.

The timing of a potential listing will also depend on the company’s capital requirements. Sharma says the company has been preparing for a possible listing by 2020, including making sure its financial reporting standards and company’s organisation structures are in line with that of a public company.

The majority of the company’s tech talents are local, but the company will not shy away from hiring foreign talents if necessary. Accendo currently has around 35 full-time staff members, but this will grow to over 50 by year-end as the company plans to hire more AI and other tech-related personnel, says Sharma.

Accendo is expected to record more than RM20mil of revenue this year. It has recorded an annual growth rate of 40% to 45% since it restructured its business model four years ago.

Its corporate clients include some of the most recognisable brand names in the market such as Astro image: https://cdn.thestar.com.my/Themes/img/chart.png , Maybank, KPMG, Nestlé, Bursa Malaysia and other financial institutions and large multinational corporations in Malaysia.

In the longer term, Sharma says Accendo aims to be the platform for all things related to work technologies and solutions, from HR staffing technologies to meeting specific needs and reinventing performance in the workplace for optimum efficacy and maximum success. - by C. H.Goh, The Star


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