KNOW YOUR RIGHTS - WHAT ARE THE WRONG QUESTIONS THAT HR SHOULDN'T BE ASKING

When the HR or anybody for that matter asking the "wrong" questions - typically, they are straying into topics that are irrelevant, inappropriate, or even illegal, depending on the jurisdiction.

Here are examples of wrong or inappropriate HR questions:

1. Discriminatory Questions

Asking about age, race, gender, religion, marital status, or sexual orientation when these are not relevant to the job.

Example: "Do you plan on having children soon?"

Why it's wrong: It could lead to discrimination and violates equal opportunity laws.

2. Medical or Health-Related Questions

Asking about a candidate's health, disabilities, or medical history unless it directly relates to their ability to perform essential job functions.

Example: "Do you have any chronic illnesses?"

Why it's wrong: Violates privacy rights and disability discrimination laws.

3. Personal Financial Questions

Inquiring about a candidate's debt, bank balance, or financial struggles unless required by the role (e.g., financial positions requiring credit checks).

Example: "Do you have trouble paying your bills?"

Why it's wrong: It's invasive and not relevant to job performance.

4. Illegal or Unethical Questions

Asking about political affiliations, union memberships, or past legal issues without justification.

Example: "Who did you vote for in the last election?"

Why it's wrong: It breaches personal freedom and is irrelevant to job qualifications.

5. Overly Personal or Irrelevant Questions

Delving into a candidate's private life without relevance to the job.

Example: "What does your spouse do for work?"

Why it's wrong: It can come off as intrusive and unrelated to the candidate’s professional capabilities.

6. Leading or Tricky Questions

Attempting to corner candidates into revealing unnecessary or inappropriate information.

Example: "How would you handle taking time off for family emergencies?"

Why it's wrong: It assumes the candidate has specific obligations and indirectly pressures them to disclose personal circumstances.

7. Questions that Violate Local Labor Laws

Asking about issues like expected salary history in jurisdictions where it's illegal to inquire about past salaries.

Example: "What was your last drawn salary?"

Why it's wrong: It perpetuates wage inequality and may breach local regulations.

I AM NOT A JACK OF ALL TRADES

 (Sharing my status on LinkedIn. It's not like me rejecting offers but the reasons are clear)

Thank you to few companies for considering me for field work monitoring roles. As I have stated in my response, my expertise are merely in construction, manufacturing, QHSE, project management, civil and building engineering works, sustainable Development, regulations, education, Human Resources/Industrial Relations, marketing strategies/R & D, ICT and codes of practice.

While I bring extensive experience across multiple other domains (such as AI and Virtual Reality - even shipping and logistics/ERP/MRP, Banking, Business, Finance, Banking, Economy), I must clarify that although I know the foundations of the field that you're offering, I lack substantial hands-on experience in technical field work within industries such as :

(a) aerospace (e.g. aircraft engines, propulsion units) - although there are many extremely senior pilots and aerospace personnel in my immediate family circle, alas, I am not one of them.

(b) aeronautical engineering, (e.g. satellites, rockets and shuttles) or

(c) nuclear plants. (e.g. nuclear technology and applications of radiation or radiation core)

While I'm open to learning, any involvement would need to be expedited due to my current expertise.

Perhaps, you must have missed proper vetting of my CV, my websites, thorough checking of my background or make phone calls to my references. - you will find that what I've mentioned herein is the truth.

However, I have recommended acquaintances who specialize in aerospace, aeronautical engineering, and nuclear physics. I remain hopeful that these companies might still consider engaging me for consultancy in areas that align more closely with my experience and skill set.

-------------------------- Note : There is a wise saying : Once you LIE and got away with it, you will feel comfortable with LYING and it becomes your habit. Once you're caught, you will find your whole world crumbling upon you.

CAN TRADE SECRETS BE PROTECTED TODAY? - Overview by Nik Zafri

Nowadays, any organization with full infrastructure of ICT network and systems practicing 'data sharing' using the B2B and B2C platforms, painstakingly since early 2000 are now expanding their business.

However, when we talk about 'data transparency', the challenge is safeguarding 'sensitive data' (such as trade-secrets) and at the same time, not to intervene with the flow of information.

But today, should such secrets are not properly safeguarded, the sensitive data can suddenly become obsolete tomorrow due to "information explosion" on the net. Today, one organization introduced the latest technology, (no-hush-hush) - the next day, you'll see that the 'so-called new technology' ended up with similar but more improvised technology at the cheaper price - surprisingly from another country that thousands of miles away.

To avoid leaking problems, the plumbers are usually ICT and Human Resource Management - but what about the losses due to leaking information. Although the two departments are the right ones to deal with personnel revealing confidential information but it is still deemed as 'fire-fighting'. True enough, it happens again and again.

Humbly, let me share my own experience when I was employed to one organization to make a 'turnaround' under consultancy capability.

Without going into too much details, all I can conclude is that I managed to convince top management and other units/departments to return to the basics (looking back into the Core Business Process profusely written in their very own Company Manual - (chuckle they will find)

1) Research and Development, 

2) Design, 

3) Innovation, 

4) Advertising and Promotion, 

5) Market Survey, 

6) Marketing and Sales. 

Despite the hiccups I had with the 'Executive Management' team, I have succesfully managed to 'rehighlight' the aforesaid '6 profit centre' units to ALWAYS be in the lead to entice prospects, new customers and returning customers.

The 'data sharing' practices (what to share with the customers even on the company's website) must FIRST come and being reviewed by these units as they are the ones who knows better than any other units/departments which data is deemed as confidential or otherwise. 

The root cause of failure is always linked to another department or unit coming in 'too early' into the picture and doing 'someone's else job'. 

Sometimes, rewarding scheme for people achieving targets and definitely punishing those who did not can be BOTH FATAL.

People will start cutting corners, stabbing one another, stepping on other "cats tails" and God knows what. 

What if rewarding and punishing are being applied to Occupational Safety and Health matters, then there may be dangerous risks and hazards even leading to incidents and accidents - when workers start to cut corners either to achieve the objectives OR the fear of not achieving it. 

Mind you, I'm neither implying that other departments/units are of less significance nor rewarding system should not be practiced.

I'm really talking about :

a) 'Who to do What and When' and also 

b) effective monitoring must first be in place before considering to reward or to punish.

SCOTT SIBELLA, MGM GRAND PRESIDENT

#ScottSibella #MGMGrand #EpicBosses

Lessons learned. Corporate Leaders, CEO and Presidents of all major corporations of the world - THIS is the way to go!

PELAN PERNIAGAAN (PITCHING) UNTUK GERAN, MODAL TEROKA DLL.

Mempunyai pelan perniagaan yang baik adalah faktor penentu yang membezakan antara permulaan yang berjaya atau permulaan yang gagal. Kadangkala laporan prestasi perniagaan yang dibentangkan terlalu tebal – tanpa memikirkan psikologi pelabur yang kadangkala tidak mempunyai masa untuk membaca laporan berkenaan. (Tidak kira apakah jenis instrumen yang ingin anda pohon - modal teroka, geran, seed capital, angel funds dll)

Photo Source : http://www.marsdd.com

Memahami kehendak pelabur amat penting kerana mereka adalah pembiaya kepada perniagaan anda. Antara perkara yang perlu diketengahkan ialah beberapa unsur yang penting sahaja yang sering menjadi perhatian kepada pendengar terhadap sesuatu pelan perniagaan.

Pastikan pembentang tahu apa kehendak industri yang diceburi dan mempunyai pandangan yang munasabah terhadap masa depan perniagaan yang ingin diketengahkan. Ini termasuklah strategi pemasaran dan pulangan kewangan.

Pertama, kenali dahulu skop perkhidmatan/produk ICT yang dibekalkan serta persaingannya. Ini adalah antara perkara yang paling penting. Contohnya isu yang boleh disentuh ialah :

1. berapa besarkah industri ICT berkenaan,
2. siapakah di antara pesaing yang kuat,
3. kecepatan pertumbuhan industri ICT berkenaan,
4. adakah industri ICT berkenaan merupakan perintis (yang unik atau pertama) atau hanya salah satu industri yang telah ramai berkecimpung di dalamnya,
5. Bahagian pasaran manakah yang dapat menarik perhatian ramai,

Pelabur/Pembiaya biasanya ingin mendengar mengenai pasaran yang tumbuh dengan cepat dengan persaingan yang minima (contohnya segmen pasaran berkadar 20-30%)  Jika persembahan itu hanya mengenai sesuatu perisian – contohnya perisian pemprosesan perkataan (word-processing)‘kononnya’ bagi menggantikan MS-Word, maka persembahan berkenaan sudah pasti akan mencapai jalan yang buntu. Walaupun perisian berkenaan mendapat hakcipta sekalipun (ini juga kadangkala memerlukan kos yang tinggi) tetapi untuk bersaing dalam pasaran yang sering jauh lebih inovatif dan menyediakan pelbagai kelebihan, cadangan perniagaan berkenaan pasti akan mendapat sambutan yang hambar dari bakal pelabur.

Kedua, Model Pulangan dan Perniagaan –Pelabur sangat gemar kepada aliran hasil/keuntungan yang besar dan berulang-ulang serta meninggalkan kesan nilai tambah kepada pelanggan. Perkara yang perlu ditanya antara lain :

1. apakah jenis perniagaan baru yang bakal dibina dan prospeknya? 

1.1 Perkakasan komputer (contohnya) - Perisian yang boleh dipasang (install) atau dimuatturun? - Sistem yang berinteraksi secara talian sahaja?

Ketiga, Bagaimana cara pembayaran?

1. Adakah dengan sekali pembelian dan menanti pesanan baru?
2. Hasil bulanan yang berulang-ulang?
3. Penggunaan yang perlu dalam kuantiti yang banyak?
4. Harga berbanding dengan pesaing?
5. Apakah kelebihan unik yang ingin dipaparkan dalam pasaran atau hanya menggunakan cara yang umum digunakan oleh pengusaha lain?

Keempat, Pelan Pemasaran dan Jualan. Antara perkara-perkara yang perlu diperhatikan ialah strategi :

1. adakah ianya melibatkan jaringan B2C (perniagaan ke pengguna) atau B2B (perniagaan ke perniagaan)?
2. Adakah ianya memerlukan pasukan jualan yang besar?
3. Adakah pemasaran ke pengguna memerlukan pelaburan yang tinggi?
4. Adakah pemasaran menggunakan enjin carian di talian, e-mel atau melibatkan diri dalam pameran perniagaan?
5. Adakah perniagaan itu memerlukan media sosial seperti laman web (3D? html? Multimedia?) termasuk elemen video atau lain-lain audio visual dsb)
6. Bagaimanakah keupayaan bahan-bahan promosi di talian untuk menjadi ‘viral’

Biasanya konsep jualan secara ‘perniagaan ke perniagaan’ adalah lebih murah untuk dilancarkan berbanding dengan konsep pemasaran ‘perniagaan ke pengguna’. Namun B2B biasanya sukar mendapat perhatian pelabur kerana ianya mempunyai kitaran jualan yang lebih lama (dan banyak modal diperlukan). Namun ini tidak bermakna B2B tidak mampu bertahan, cuma ianya memerlukan modal terutamanya di pihak pembentang pelan perniagaan. (perniagaan yang telah berjaya tetapi memerlukan modal yang lebih untuk membesarkan lagi perniagaan berkenaan)

Tetapi ‘perniagaan ke pengguna’ jika diatur strategi yang betul, maka jualan di talian berpotensi untuk mendapatkan keuntungan yang besar. Jika ianya berjaya dalam tempoh beberapa tahun (dari segi keuntungan dan penjenamaan) mungkin periklanan dan promosi dapat dikembangkan lagi ke radio, television mahupun bahan bercetak.

Apapun, pastikan pelaburan ke atas pemasaran dan jualan adalah munasabah bagi mencapai skel pulangan yang disasarkan. Paling penting, anda dapat ‘membaca fikiran’ pelabur mengenai apa yang sebenarnya mereka mahu dari anda.

Akhir sekali - yang keempat - Pasukan Pengurusan

Ini juga penting – siapakah ahli-ahli atau kakitangan-kakitangan yang akan menguruskan perniagaan berkenaan. Yang penting adalah pengalaman mereka dan bukti bahawa mereka mahir mengurus dan mentadbir perniagaan mahupun teknikal yang dicadangkan. Perkara ini kadangkala dipandang remeh oleh pembentang kerana terlalu ingin berjimat kos daripada memikirkan pelaburan di atas pekerja atau kakitangan yang kompetan.

VENDOR DEVELOPMENT PROGRAM (CONSTRUCTION INDUSTRY) - BY NIK ZAFRI

MY TOYS (ONLINE) MALAYSIA - HUMAN RESOURCE MANAGEMENT - NIK ZAFRI

A leading bumiputera toy store for sales of toys, games, baby products, strollers and car seats for kids and babies

Human Resource Management Briefing

Briefing on new Employee Handbook.
(Based on Employment Act 1955, Industrial Relations Act 1967)

HR Ref : ISO 9001:2008 - 6.2 & 6.2.2

Additional Module :

Introduction to the Significance of Coaching and Counselling in Human Resources (Puan Tetty Henney Zulkifli - founder of E-Smart Learning Solutions)

Corporate Governance as a management science (a reevaluation) - Nik Zafri

(The author would like to thank The Organisation for Economic Co-operation and Development (OECD) for the promotion of policies that will improve the economic and social well-being of people around the world including the proper implementation of Corporate Governance)

Despite being popular for more than a decade, many corporations still tend to view Corporate Governance as some "legal constraints" on them. While this is not entirely true, we still find corporate leaders and the executive board fear the auditors with the notion that they might have broken the law or some misdeeds may have occurred.

As a result we still see corporations winding up - some did not even have to. It's shocking to find corporations being liquidated simply because they did not submit the proper papers on time to the authorities.

Citing OECD - Implementing Governance, Chapter 6, Page 162. 2nd para :

"Following the series of scandals in the US and elsewhere involving big corporations, the market has become increasingly demanding regarding improvements in corporate governance practices and INTERNAL CONTROL to increase investor confidence. The awareness that followed the scandals created an environment conducive to better governance. This was seen in Latin America, in countries like Brazil; after the initial period when investors were pushing for basic governance measures, they now are refining their requests by seeking improvement in QUALITY of disclosure, composition of boards and more. Lessons learned from the BENCHMARKING process can be used as the starting point and as a CONTINUOUS LEARNING PROCESS."

When corporate governance been too intertwined with rules and regulations, there is no room for management tools to come in. Corporate Governance is not merely about legalities as "hijacked" by scholars, company secretaries and authorities. 

Corporate governance prevailing practices ironically failed to be seen as a management science - as it should have been. It is about achieving corporate democracy for shareholders and "other interested parties". 

It is not always about the Board of Directors but it also concerns a network of supply chain as well ("Other Interested Parties" - such as employees, consumers, surroundings and even community at large.

Now the laws are there in place...what's next?

The issue now is how to MANAGE it?

Whenever there is a law, there will also be suggestions of the usage of standards and codes of practice. Standards give birth to Manuals, Procedures, Work Instructions and Checklist - all under "controlled conditions" (Refer to ISO 9001:2008)

Let's look back at the 5 core pillars of Corporate Governance:

1) Rights and equitable treatment of shareholders : Corporations should respect the rights of shareholders and help shareholders to exercise those rights. They can help shareholders exercise their rights by openly and effectively communicating information and by encouraging shareholders to participate in general meetings

Keyword : Communication (internal and external)

Communications can be complicated especially dealing with information being ambiguous or inaccurate. In my experience, communication is mainly the highest contributing factor towards the failure of a management system - especially dealing with unhealthy office politics.

A corporation has a business to run based on a certain core business process as stated in the Manual. It requires inputs to flow from one process and outputs to flow to another process. There is a continuous (communication) flow regarding tangible (materials and product) and intangible (information) inputs and outputs taking place within a corporation.

Thus, the board of directors should come out with methods and resources using the process and deploy these methods through ICT; logistic and HR processes (documents, meetings, directives, e-mails, intranet, visual etc) Get feedbacks from recipients and incorporate them in the policy, objectives and goals. Make your staff feel important that they are the 'guardians' and 'watchdogs'.

2) Interests of other stakeholders : Corporations should recognize that they have legal, contractual, social, and market driven obligations to non-shareholder stakeholders, including employees, investors, creditors, suppliers, local communities, customers, and policy makers.

Keyword : Stakeholders

This MUST be stated in corporate’s mission and relays the processes used to get the corporation there. Let the values guide the culture and not vice-versa. Stakeholders should always be put first. They must be made aware of what is going on in a corporation especially any new management system to support the law. They must be well briefed of the long term benefits seeking and achieving the recognitions from the relevant bodies.

3) Role and responsibilities of the board: The board needs sufficient relevant skills and understanding to review and challenge management performance. It also needs adequate size and appropriate levels of independence and commitment.

Keyword : Commitment

A successful implementation of systems and methods can positively affect the corporation’s reputation, growth and profitability. This can only happen if there is a strong commitment from the board. The willingness to invest for a long-term management program that will positive affect the corporation is very important rather than meeting the minimum, mediocre, or sub-standard requirements. And this should be communicated throughout the organization.

4) Integrity and ethical behavior: Integrity should be a fundamental requirement in choosing corporate officers and board members. Organizations should develop a code of conduct for their directors and executives that promotes ethical and responsible decision making.

Keyword : Professionalism

There is a need for a code of conduct to be developed. A typical code of conduct should not be viewed as an expression of a set of laws but also implying the management methodologies as well.

a) Duties and Responsibilities - A proper Job Description, Organizational Chart and Master Responsibility Matrix - should be in place - to also reflect the Board, Associates, Officers and Corporate Compliance Officers.

b) Honesty, Ethical Conduct, Fair Dealing

c) Procedures dealing with a bunch of issues such as Human Resources, Environmental Health and Safety, Gifts/Gratuities/Entertaintments, Records/Documentation Management, Reporting and Training

5) Disclosure and transparency: Corporations should clarify and make publicly known the roles and responsibilities of board and management to provide stakeholders with a level of accountability. They should also implement procedures to independently verify and safeguard the integrity of the company's financial reporting. Disclosure of material matters concerning the organization should be timely and balanced to ensure that all investors have access to clear, factual information.

Keyword : Transparency

Once again, a proper Job Description (JD) and documented procedures are required. When making a Job Description, ensure that the duties are arranged according to their utmost priority. A simple percentile management tool would help via a brainstorming session. 

Once the JD is in place, use the cascading principle so that the JD is related to other tools such as (pick one) - Key Performance Indicators, Key Result Areas, Balance Scorecard etc.

Secondly, you need to develop procedures with simple templates such as process flow, responsibility and reference documents/records. (Again, refer to ISO 9001:2008 Standards)

Nik Zafri is an Associate Consultant with TIJ Consultants Group (Malaysia and Singapore)

What Is Wrong With The System? - NIK ZAFRI

Today, some might say that all these management buzzwords such as ISO, TQM, Knowledge Management, Key Performance Indicators, Leadership etc. are waste of time, money and  most commonly...they are burdening. 

"Let us work...we're not thinkers, we don't have time for all these extra documentation"  commonly used phrases not only from the downliners but surprisingly the top management as well.

Ok, let's revisit some of the systems - not too technical but some 'loose ends to tie up'.

a) Is the system required by the organization? If so... why? If it's not required, why do it?

b) If the system is required, then how to go about it? Where to start?

c) Is the system tailored-made to the organization scope of services or product?

d) Do the system require 3rd party help? If so...do we need to spend a lot of money?

e) Will the system generate profit? How much?

f)  What do I get implementing the system?

These are the questionnaires that go unanswered. Even though there are some responses but the answers are inconsistent from one person or one company to another.

Before I go on answering these questions..let me emphasize that :

"There is NOTHING wrong with the system"

"It is always about the people running the system"

So, here comes the answers but don't count on them. They are based on my own true experience. Looking into what I have below, you will find a paradox in each of them.

a) Study the work-culture of the company first. (mind you...not the professional part but the human factor)

You may have a very good Human Resources Department in the front line, conduct psychometric tests in interviews, hiring the best candidates for the job, thorough JD and KPIs, organizing trainings and workshops and so on. 

But you will be perplexed of so many candidates being interviewed have some similarities : they always promise you 'miracles' but after being hired, they appear not to be so motivated anymore except at month end and awaiting final performance evaluation.

Yes, you can have motivation and team buildings sessions, bring them on a company trip or organizing a family day with good meals, you still can't make it, not long after the meaningful event, they go back to their old ways!

Thus, what sort of system that you need to bring in? Strange it might seems...the system must go according to the work culture and environment of the company. Bring change but not changing the work culture - the changes in the existing work culture is the prerogative of the MD or President only. 

Surprising, the top management will feel offended when people start questioning or changing the work culture. So...do not touch the work culture - even how negative it may seem to you, bring in any system, it will eventually work!

b) The system will be required when THE COMPANY START TO LOOSE MONEY! or there is a law governing the need of the system.

So bring in or suggest a cheap and affordable system first but ensure that you give a comprehensive information. 

No hiding! 

No "who move my cheese" policy! 

No "pay me first and I'll do the job"

Give the company or the top management what they need and not what you need...(money). 

Believe me, they will share the cake with you. (those who overlook to give you bonus or raise or payment - should the company is successful due to your contribution...will always LOOSE in the end - trust me..I know - it's like karma)

c) Tailor made? Yes, it must be customized according to the type of services or scope of work of the company. Do not introduce something totally irrelevant even how good you are.

d) On the issue of requiring 3rd party help...the answer is YES and NO. 

"Yes" - if you are not familiar with the system or you do not have the confidence doing the system. And later after the system is established and running, there is NO need for a consultant's help unless for maintenance only.

"No" - if you are bold enough "to go where no man has gone before" then conduct your own research - there are plenty of information and data online. Join public training, conventions, buy books or materials, join forums online etc. Ask a second opinion only when required - remember, choose the right people that you wish to enquire, otherwise you'll end up with suggestions like "let me be your advisor and consultant" and you will be back at square one.

e) The system will generate profit provided that the organization is TRANSPARENT, not greedy for money and started to control money stingily. Do not alter the figures to avoid detection of PROFIT by the financial auditors prior to year-end audit. What is there...present them...adopt a high integrity and sincerity. 

Give away bonus or perks to those who have worked hard and dilligent. There may not be a need for the employers to see 'documented evidence'. 

Just look at your subordinates below...you'll be surprised - how many staff are willing doing good job without wanting recognition (now this is what we call "JOB SATISFACTION")- just reward them...give them your full attention! These are your loyal supporters!!

f) The question of what do you get out of the implementation is subject to the following :

a) The willingness to change your mindset on :

i) If you have a Safety or Quality Policy, it is NOT a safety/quality policy, it is YOUR COMPANY's Policy - so goes to the Safety or Quality System or KRA or KPI etc. It is the COMPANY's system. It is about the way your company work and not "I'm doing this because I want the ISO cert" 

Believe me..after you get some international recognition, you and your staff will abandon the system eventually. And this abandonment will also happen when : 

ii) you think that the system is burdening you, then you will be 'murdering' the system or hoping for some miracle that the system will become an android one day and work by itself. 

iii) you have some funny ideas that "this is not part of my Job Description", "I'm not paid to this system", "I want a raise"..then you and your staff will shy away and not feel part of the system. (No OWNERSHIP feeling)

And please.... Stop the madness about qualifications and affiliationships, MBAs, PhDs, Chartered Member of some Space Garrison etc. 

-  Hire the person who can do the job,

-  Do not discriminate the 'less qualified' person by giving a low paid salary, (pay according to his performance)

-  Hire a sincere person,

-  Reward the person regardless to his/her position - office assistant, despatch rider or even a general labour if proven the person is responsible enough to promote your company and bring good projects  and prospects to you.

Think of the system as a PROFITABLE investment to you. So, be happy and proud of the system and when implementing it or reviewing them...

CHANGE THE WAY YOU LOOK AT NEGATIVENESS! 
TURN NEGATIVENESS INTO POWERFUL POSITIVE ONES!

Feel the system and you'll be fine.