SEEK People & Purpose Awards Creates New HR Benchmarks for Malaysian Companies

The inaugural SEEK People & Purpose Awards recognised 73 winners for their efforts in uplifting talent recruitment, engagement, and development.

Jobstreet by SEEK has long been redefining the rules of recruitment. Over a decade ago, employers wooed talent mostly with fancy financial packages. However, the online employment marketplace has become a channel not only for jobseekers to find ways to earn and pay bills, but also to exercise their passion, seek their purpose, and improve themselves. It matches public sentiment. According to Jobstreet by SEEK’s Unlocking the Future of Recruitment report, only 16% of Malaysian talent sees their job merely as a means to make a living.

Supporting this mission to promote meaningful connections in the workplace, Jobstreet Malaysia held the inaugural SEEK People & Purpose Awards last May 9 at W Kuala Lumpur Hotel. The Awards honoured organisations and individuals committed to developing vision-guided programmes and making an impact on their employees, communities, and society. 

“The Awards celebrate companies that actively create purpose-driven environments, emphasising the profound impact of purposeful work on both employees and organisational success,” said Jobstreet by SEEK, Malaysia managing director Vic Sithasanan.

The Awards has also become an avenue to inspire the human resource community to develop similar positive initiatives – especially since more and more Malaysians, according to Unlocking the Future of Recruitment, are putting a premium on work-life balance, organizational culture, and personal growth.

Sithasanan also underscored every organisation’s role in encouraging employees to spur engagement, innovation, and motivation. Another one of the Awards’ goals is to provide companies with a benchmark to help them improve, fostering healthy competition and encouraging continuous improvements in HR practices. 

“It is inspiring to witness these businesses and organisations address contemporary workplace challenges and work together to foster environments where both employees and the business can thrive,” explained Sithasanan.

Seventy-three winners emerged after a meticulous evaluation process. Jobstreet by SEEK, Malaysia shifts the spotlight to HR excellence with awards for Best Employee Development Programme, Best Sustainable HR Practices, Best Diversity, Equity, Inclusion (DEI), People Leader of the Year, Best Employee Development Programme, and Employer of the Year. 

Jobstreet by SEEK, Malaysia also handed out prizes per industry and special recognition awards to other companies that received the most ad views in 2023.

CIMB Group was the night’s big winner, landing five awards, including Employer of the Year (platinum), Best Employee Development Programme (silver), and Best Diversity, Equity, Inclusion (DEI) (platinum). It was also voted Top Employer in Banking & Insurance (platinum), while its head Gurdip Singh Sidhu was named People Leader of the Year (platinum).

Sidhu explained that CIMB wanted to become the best organisation with the best talent and proper values. “People, as catalysts of business and growth, remain our top priority,” he added. 

CIMB, along with the broader banking industry, is driving several human capital development programmes, he said. The company’s ultimate goal is to support the realisation of CIMB Group's Forward23+ strategic plan, emphasising human capital transformation as a central element of the overall strategy.

The Forward23+ plan is CIMB’s strategy for transforming the group into a leading focused ASEAN bank. The plan follows several key objectives, including financial performance, organisational excellence, and sustainability. Its target date is 2024.

Contributing to CIMB’s wins are its Signature Development Programmes designed to empower talent across all levels to upskill themselves and provide changes to regional mobility. Sidhu also explained how they stress the importance of employee wellness in fostering a safe and inclusive workplace. The company also supports physical, financial, family, and mental health needs. 

Some of its family-centric implementations include a six-month maternity leave for first-time mothers, childcare subsidies, and financial support for parents with special-needs children and solo parents.

Its tactics to curb the gender gap have led to a jump in female leadership from 37.2% in 2020 to 41.8% in 2023.

Like many competitive enterprises, CIMB also offers a hybrid work arrangement – the preferred setup of 61% of Malaysian workers. Parents also have more flexible provisions. 

“Our people will always be our top priority and the main catalysts of the group’s overall business growth,” said Sidhu, adding that CIMB will continue to invest in a cohesive workplace to attract and retain top talent and help their employees achieve their highest potential.

Carro has been making a dent in the industry since it was founded in 2015. Currently the largest online used-car marketplace in Southeast Asia, it also took home Employer of the Year (silver) last May. 

Carro’s digital strategies are hardly a secret. It uses AI and machine learning, such as proprietary pricing algorithms and digital financing options to streamline the customer experience. Their virtual car tours, online loan applications, and digital payment solutions guarantee a seamless end-to-end online purchase journey.

Internally, the company also uses data to drive decisions. This is one of the factors that human resources director Chok Oi Sin contributed to their success. She lists four key HR strategies, including engagement and communication (on and offline), training and development, digitalisation, and a performance management system. 

Chok detailed that Carro employs a cloud-based business-to-business super app with collaboration and productivity tools. It serves as the company’s centralised communication channel. The system also replaces the manual process of submitting employee forms and applications, consolidating them and making them easier to manage. 

Carro also supports continuous learning by collaborating with external training programmes. Chok said that it offers leadership training not only for managers but for non-managerial level staff, too. “This succession planning strategy helps identify and develop new, potential leaders. We believe that when the manager is up to par, they can manage,” she added.

Likewise, each worker’s and team’s performances are logged regularly via Carro’s HR Data Intelligence Centre. It helps collate performance data, guiding management during mid- and year-end reviews. 

This, along with an annual survey across 39 branches nationwide, allows Chok’s team to assess how they can build a more engaged and productive workforce. 

“It also provides staff with clear and measurable goals, empowering them to achieve more,” she said. The HR strategies have cultivated employee commitment and dedication “I was touched to hear that some of our teams selflessly volunteered to help out during critical periods when we were short-handed due to sudden surges in demand.”

Nestle Malaysia has always been at the forefront of human resource efforts, turning trends into industry musts. In 2017, the food and beverage manufacturer announced that they had a 100% Malaysian workforce. 

Former Nestle Malaysia CEO Alois Hofbauer then said: “We take the strongest Malaysian potential and develop them into a powerful workforce that is engaged, empowered, and exceptionally productive. That is what gives us a competitive edge.”

The company moves on from strength to strength. In the SEEK People & Purpose Awards, it bagged the Top Voted Employer in FMCG (platinum) and received Special Recognition. 

It has continued prioritising a Malaysian team, providing local talent ample opportunities to grow and progress within the company. Nestle Malaysia offers many career development programmes, such as management training, apprenticeships, and internships. It also carries over the global Youth Initiative campaign, which provides young people with employability skills, guaranteeing a future-ready workforce.

That said, Nestle has also been at the forefront of diversity and inclusion, installing various programmes and policies to design an equitable workplace. For example, it utilises inclusive hiring practices, company-wide learning and development programs, and unconscious bias training. It also develops a culture of support and empowerment via employee-led engagement groups and flexible policies. 

Sim Syh Liang, factory manager of Nestlé Malaysia’s Batu Tiga factory narrated that despite being in a male-oriented role, she has never felt a gender divide. “The male-female divide was not obvious to me as we have been working collaboratively and celebrating every success and achievement as a team, regardless of gender,” she explained.

Nestle also promotes work-life balance through the Nestlé Recreational Club and Reaching Out to Community & Kids (ROCKs) Programme. Team members are also encouraged to join company get-togethers, sporting activities, Family Day, and other events.

Beyond the company walls is the Nestle Cares Employee Volunteer Programme, which invites workers to join community service, reinforcing its commitment to social responsibility and employee engagement. 

The Sunway Group left the W Hotel with two awards: Sunway Healthcare was the Top Voted Employer in Healthcare & Pharmaceutical (gold) while Sunway Construction was chosen Top Voted Employer in Real Estate & Construction (gold). 

Founder and chairman Jeffrey Cheah has always imagined Sunway to showcase inclusion through strong corporate governance in a diverse community. The company has been vocal about its commitment to the UN Sustainability Goals and Environmental, Social, and Governance. It follows standards set by the UN Guiding Principles on Business and Human Rights and UN Global Impact (UNGC) Principles. 

One of its most rigid commitments is its Anti-Discrimination Policy, which reinforces the company values of integrity, humility, and excellence. According to Natalie Yaw, Sunway Construction's talent acquisition and employer branding senior executive, these four are embedded in their daily operations and company culture. 

For example, Sunway protects its people from victimisation, intimidation, bullying, and harassment. It also has a framework for impartial judgment, allowing equal adjudication and opportunities regardless of age, skin colour, upbringing, or physical abilities. 

“[Our] zero-tolerance policy for discrimination ensures that every individual feels valued and respected regardless of their background,” she added. “We actively encourage open communication and provide platforms for employees to voice their opinions and concerns.”

Sunway has also made strides in closing the gender gap. It has an Executive Development Programme and Cross Company Mentoring and Industry Exchange Programmes, which have helped increase female representation in Sunway’s Management team from 36% to 39%. It also offers extended paternity leave to recognise the father’s role in child-rearing.

For its part, Sunway Healthcare places importance on training, partnering with institutions such as Harvard Medical School, for its Leadership in Medicine, Southeast Asia, Programme.

“We prioritise the growth and development of our people and provide exposure to the latest advances in medical technologies and medicine,” said Sunway Healthcare human capital senior manager Samantha Khoo.

To ease the pressure of high performance, Sunway Healthcare also has in-house counsellors and a 24/7 hotline for employees requiring mental health support. These fall under the company’s Employee Assistance Programme, giving workers much-needed resources to alleviate personal issues.

Unique to Sunway is its approach to managing diverse, sometimes unorthodox skills. For instance, Infantino Fernandes, a former budding engineer who switched to culinary school and became a sculptor, was hired to become Sunway’s artist-in-residence. His masterpieces have become a signature in the company’s infrastructures. 

“We recognise the importance of continuous improvement and fostering a collaborative work environment. “This environment incubates diverse opportunities for our employees to develop or refine their skills, ensuring they stay relevant in today’s ever-changing industry,” said Yaw.

Proton has always underlined the importance of organisational culture. According to a 2019 study, which evaluated how the car company’s corporate ethos affects employee performance. 

The study believes that organisational culture has been ingrained in PROTON since its inception as a national car for Malaysia. Its success in crafting its first model, the Proton Saga, has become a symbol of motivation, dedication, and responsibility. The researchers noted that Proton can "turn employees into advocates and enhance employee work performance and well-being.” 

The paper also predicted that Proton will succeed at building Malaysia's automobile landscape if it maintains and improves its organisational culture. 

Four years later, Proton has won SEEK People & Purpose Awards’ Best Employee Development Program (gold) and Best Sustainable HR Practices (platinum). 

One of the company’s ethos is to lead by example. Last year, Proton CEO Li Chunrong collaborated with Dewan Bahasa dan Pustaka to launch a Bahasa Melayu class. His goal was to instil a basic knowledge of Malaysia’s national language in expatriates, enhancing harmony and understanding in the workplace. Twenty people, including Li himself, joined the programme. It was the first initiative of its kind for foreign employees. 

Proton also actively trains its employees for upskilling. It often collaborates with the Department of Skills Development under the Ministry of Human Resources. Many Proton employees are certified to empower them to perform better. Recently, it sent 16 workers to China to learn about New Energy Vehicles. These actions follow the company’s belief that people are the biggest asset when maintaining a competitive edge in the industry.

To honour its hardworking team, Proton also holds an annual recognition day to celebrate exceptional performances and significant contributions. 

Another company that won big was the agriculture and property development enterprise Tanah Makmur Berhad. It was named Employer of the Year (gold), Best Sustainable HR Practices (gold), and People Leader of the Year (bronze) for Muhamad Adlan Bin Ma'arup. 

TMB works Environmental, Social, and Governance principles into its day-to-day operations. To comply with its commitment to responsible management and sustainable practices, TMB collaborates with RAM Sustainability Sdn Bhd to gauge and improve its ESG readiness across its subsidiaries.

For its workforce, TMB implements comprehensive safety protocols, regular training sessions, and wellness programmes to ensure holistic development and support. It maintains that a safe and proactive work environment can boost employee morale, productivity, and loyalty. 

According to Ma’arup, TMB’s general manager for Human Resources and Administration, “Well-being and empathy are beyond free food, casual dress codes, and karaoke sessions. They encompass physical health, emotional well-being, social connectedness, job satisfaction, and work-life balance.” He added that TMB endeavours to hold timely surveys, interviews, and focus groups to address current and future needs. 

Ma’arup believes that purpose is an implied obligation for companies. “A purpose-driven organisation will inspire everyone in the company to perform their work impactfully and allow both their personal and company objectives to coexist,” he said.

TMB boasts a “pragmatic learning ideology” that sparks a continuous learning mindset. The company partners with major institutions like Harvard University and Coursera for training programmes.  It also has a customised HRIS-TMB Management System that readily provides workers with information. 

Distinctive to TMB is its internal job rotation scheme. Employees are exposed to most, if not all the organisation’s critical functions, equipping them with cross-discipline knowledge and readying them for potential succession.

“What sets these awards apart is its dual recognition system, comprising both public voting and submission categories,” says Sithasanan.

Public voting for the Top Employers category involved a working population familiar with their sectors, ensuring knowledgeable and representative results. It also shows how effectively the organisation’s Employee Value Proposition (EVP) appeals to talent and how well they market the company to prospective hires.

To ensure the credibility of the voting results, Jobstreet by SEEK, Malaysia partnered with Ipsos, one of the largest market research companies in the world. It also used a four-tiered filtering system to stay faithful to the quality of the responses.  

Meanwhile, the winners for the Submission categories were assessed by a panel of judges. The 10 judges featured respected leaders in the employment industry and represent the manufacturing, banking, insurance, health, finance, and property development fields.

The criteria included creativity, strategic implementation, and measurable results. 

Special Recognition prizes were chosen through data analysis for companies that received the most ad views.

Jobstreet also went to great lengths to ensure the awards feature diverse submission categories, reflecting the multifaceted nature of HR excellence. For a complete list of winners, visit Jobstreet by SEEK, Malaysia’s Seek People & Purpose Awards page.