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Briefly explain your organisation/project/programme as well as their impact and why your organization should win the Life At Work Award.
Kindly provide a concise description;
a) The strengths of your organisation/project/programme and what distinguishes you from your competitors
b) What best practices could other organisation take away from you?
c) How has your organisation/project/programme improved working conditions and employment in Malaysia?
(max 500 words)

Talent Diversity, Recruitment, Learning & Development, and Talent Management

(s2_1)

(Percentage by each level)

(Local)

(C-suites and C minus 1)

(Senior Managers, Managers and C minus 2)

Organisation Profile and Demographics (2020, 2021 and 2022)

(More than 12 months)

(i.e. Demand-based work, freelance work, delivery of specific tasks)

(take-up rate/number of employees, job roles)

(take-up rate/number of employees, job roles)

(take-up rate/number of employees, job roles)

(take-up rate/number of employees, job roles)

(take-up rate/number of employees, job roles)

(take-up rate/number of employees, job roles)

(take-up rate/number of employees, job roles)

(Number of Employees)

(Number of Employees)

(Number of Employees)

If yes, please specify the numbers of employees with special needs, the job roles and the hiring duration.

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(i.e. Rebranding jobs to attract local talents, special needs individuals, attracting female workforce)

(i.e. Employee Learning and Training)

If yes, please explain the impact to the female talents and benefits to your organisation (i.e. Cost Benefits, Talent Retention)

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Attachment-Section-6-Initiative-for-Women-Workforce-1.pdf

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Flexible Work Arrangement, Employee Engagement & Branding, People, Process & Technology

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

(which empower employees on flexibility in terms of work schedule, work hours and work locations i.e. Flexi Dress Code)

(i.e. applicable to all / limited to working mothers, managers etc)

(implementation, take-up rate, benefit / outcome / impact)

Explain in detail how your HR department tackled offline/online work arrangements (400 -800 words)

Explain your contribution in terms of FWAs, life integration, and energy management goals that would be beneficial for employees in terms of your sustainability performance (400 –800 words)

Explain why. (400 – 800 words)

The company creates an environment where employees feel connected to their work, their co-workers, and the company as a whole. Employee branding, whereby the organisation create and promote a unique employer brand that attracts top talent and improves the organisation's reputation as a great place to work.

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. Facebook, Instagram, YouTube, Twitter etc.)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. Thought leadership publications)

(eligibility, take-up rate, number of facilities)

(i.e. Annual Reports, Sustainability Report)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. Facebook, Instagram, YouTube, Twitter)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. Webcast, Podcast)

(eligibility, take-up rate, number of facilities)

Explain why. (400-800 words)

Explain why. (400-800 words)

The organisation actively seeks, documents, archives, and disseminates its knowledge. With a people-centered approach to knowledge management, the organization places emphasis on fostering a culture of knowledge sharing, promoting collaboration, and providing employees with opportunities for learning and professional development.

ie. measured through minimum hours spent for each session

(i.e. tracked manually by HR, dashboard) (400-800 words)

The organisation emphasizes the automation of HR procedures such as recruitment, onboarding, performance management, and employee engagement. This is achieved through the utilization of HR information systems (HRIS), online learning platforms, and collaborative software. (s3_11)

Personal data

Leave Request Claims

Employee Performance

Virtual rewards

Personal data

Leave Request Claims

Employee Performance

Virtual rewards

Personal data

Leave Request Claims

Employee Performance

Virtual rewards

Personal data

Leave Request Claims

Employee Performance

Virtual rewards

(i.e. intranet/portal, website, mobile platform, other channels)?

(i.e Personnel data)

(i.e Leave Request, Claims)

(i.e. Tracking, Monitoring)

(i.e. Employee Performance)

(i.e. Virtual Rewards)

The organisation involves envisioning and redesigning HR processes, systems, and practices to support an organisation's strategic goals. This may encompass HR structure, roles, and duties, as well as innovative technology and data-driven solutions. (s3_12)

(i.e. intranet/portal, website, mobile platform, other channels)?

ie Employee performance monitoring, big data

ie Chat bots, candidate assessment

ie Virtual workforce

ie Predictive analysis

ie Talent development, learning

ie Automated transactions processing

ie HR applications, talent development, recruitment

To describe the transformation in term of HR functional areas, processes, transactions and how this improves the work efficiency.

Explain why. (400-800 words)

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Investing in an organisation's personnel to help them acquire the necessary skills, information, and experience to realise their potential and contribute to the success of the organisation. Included in talent development are training and development programmes, coaching and mentoring, performance management, and career planning.

To describe the transformation in term of HR functional areas, processes, transactions and how this improves the work efficiency.

Explain why. (400-800 words)

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Attachment-S3_14.pdf

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To describe the transformation in term of HR functional areas, processes, transactions and how this improves the work efficiency.

Explain why. (400-800 words)

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Attachment-S3_16.pdf

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To describe the transformation in term of HR functional areas, processes, transactions and how this improves the work efficiency.

Explain why. (400-800 words)

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Attachment-S3_17.pdf

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To describe the transformation in term of HR functional areas, processes, transactions and how this improves the work efficiency.

Explain why. (400-800 words)

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Attachment-S3_18.pdf

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Initiatives on employees' well-being during the crisis, Family/ Employee Friendly Facilities & Work-Life Benefits

*Please provide quantifiable and evident-based practices

Explain why. (400-800 words)

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IMG_0205.jpeg

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IMG_0214.jpeg

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IMG_0215.jpeg

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IMG_0216.jpeg

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IMG_0217.jpeg

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IMG_0218.png

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IMG_0219.png

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IMG_0220.jpeg

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IMG_0221.jpeg

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*Please provide quantifiable and evident-based practices

Explain why. (400-800 words)

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Supporting-Doc_S4_02-copy.pdf

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(compensation planning, recruitment, succession planning, and employee development)
*Please provide quantifiable and evident-based practices

Explain why. (400-800 words)

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(Local)

(i.e. near to stairs and lift, buzzer for emergency, proper lighting)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. lift buttons with braille, wheelchair ramp)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. rest & relax room, sleeping pods)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(which are not mentioned in the above i.e. Flexi Workspace)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(beyond what is legally required in Employment Act 1950 which is 60 days)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(i.e. Peer Support, Women Network)

(eligibility, take-up rate, number of facilities)

(eligibility, take-up rate, number of facilities)

(which are not mentioned in the above)

(eligibility, take-up rate, number of facilities)

Strategies of your organisation in advancing sustainability that promote diversity, equity, and inclusion

Share your Sustainability and DEI (Diversity, Equity and Inclusion) strategy (s5_01)

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LAWA-DEI-1.pdf

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Best practices to celebrate Diversity, Equity & Inclusion related initiatives in the organisation.

Choose a minimum of 2 initiatives below which you recognise as your organisation's outstanding practices & elaborate on the impact it created. (s6-01)

The company's efforts to promote diversity, equity and inclusion should encompass a variety of initiatives, including but not limited to hiring, retention, and career progression programmes tailored to support various demographics, such as recent graduates, individuals with disabilities, senior hires, and blind CV screening. (600-1000 words)

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S2_05-SD-copy-1.pdf

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To promote a more positive workplace culture, it is essential to develop employee engagement programmes, such as town hall meetings, cultural activities, clubs, and support groups. (600-1000 words)

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Supporting-Doc_EES_SEI_Maybank_AR2021-copy.pdf

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By providing flexible work arrangements and related advantages, such as the right to seek such arrangements and having relevant rules in place. It is essential to prioritise these efforts to promote the well-being and general job happiness of employees. (600-1000 words)

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Leading-the-Hybrid-Workplace.pdf

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Maybank-Adopts-Hybrid-Work-Arrangement-to-Prepare-for-the-Future.pdf

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Inside-Maybanks-Hybrid-World-Up-close-personal-with-Datuk-Nora-Manaf-GCHCO-Maybank-Human-Res.pdf

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LAWA-FWA-1.png

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Organisation support by increasing accessibility for all employees and get useful company insights, it is essential to digitalize HR information and transactions and analyse HR regulations using data. This will increase the efficacy, precision, and timeliness of HR procedures and contribute to improved decision-making throughout the organisation. (600-1000 words)

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Frosi-4.png

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Frosi-6.png

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Frosi-5.png

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Does the organisation support the recruiting, retention, and career advancement of recent college graduates, it is vital to adopt programmes such as a management trainee programme and other support mechanisms. Not only will these initiatives attract and keep great personnel, but they will also promote a healthy company culture that encourages continual learning and growth. (600-1000 words)

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LAWA-Awards-Section6-SupDoc1.pdf

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LAWA-Awards-Section6-SupDoc2.pdf

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Establish efforts that promote effective training programmes to ensure the meaningful and relevant growth of a diverse workforce. These efforts should be developed to satisfy the specific needs of a diverse workforce and give opportunity for all employees to acquire the skills and information required for success in their respective professions. (600-1000 words)

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Attachment-Section-6-Initiative-for-Talent-Development.pdf

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The organisation promote recruiting, retention, and career advancement of women, it is essential to create specialised initiatives, such as hiring programmes for women who have taken a career sabbatical. These programmes should be geared to promote gender equality and give equal success and advancement chances for women within the organisation. (600-1000 words)

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Attachment-Section-6-Initiative-for-Women-Workforce.pdf

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Organisations provide employee- and family-friendly office settings, including collaboration areas and other facilities that promote work, in order to foster a supportive and productive workplace. These initiatives will not only improve the well-being of employees, but also boost their creativity, teamwork, and overall workplace happiness. (600-1000 words)

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Screenshot-2023-09-10-at-21.49.48.png

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The top leader in the organisation who is committed to drive diversity, equity & inclusion agenda.

Describe your organisation's top leader who is based in Malaysia and has championed the Diversity, Equity and Inclusion connecting it to MADANI concept, which includes sustainability, care, compassion, respect, innovation, prosperity, and trust.

Been an inspiring leader who visibly and actively serves as a role model, driving diversity and inclusion. Demonstrate a commitment to continuous learning and share the agenda of diversity and inclusion with employees, the organisation, communities, and the nation.

Explain why.

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20221027-Press-Release-Maybank-launches-refined-M25Plus-strategy.pdf

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Demonstrate an inclusive attitude and remain dedicated to generating sustainable results/effects.

Explain why.

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20221027-Press-Release-Maybank-launches-refined-M25Plus-strategy-1.pdf

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Create a culture that empowers and enables employees to feel valued

Explain why.

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LAWA.pdf

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Promote accountability and transparency for Diversity, Equity and Inclusion initiatives and outcomes/impacts are clearly defined and measured.

Explain why.

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LAWA-Impact.pdf

File name: LAWA-Impact.pdf

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Framework.pdf

File name: Framework.pdf

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The leadership team that converges to co-create, drive, and champion diversity, equity & inclusion in the organization to deliver positive results.

Describe in detail how the Malaysian leadership team of your organisation fosters and manages diversity, equity and inclusion utilising the MADANI principle, which encompasses sustainability, care, compassion, respect, innovation, prosperity, and trust

i) collaborate with the top leader in your organisation to co-create a sustainable Diversity, Equity and Inclusion ecosystem (s8-01)
*Please provide quantifiable and evident-based practices

Explain why.

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Allyship-2-4.png

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Allyship-1-4.png

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ii) demonstrate the values of Diversity, Equity and Inclusion (s8-02)
*Please provide quantifiable and evident-based practices

Explain why.

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Allyship-2-5.png

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Allyship-1-5.png

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iii) work as a team to drive Diversity, Equity and Inclusion agenda (s8-03)
*Please provide quantifiable and evident-based practices

Explain why.

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Allyship-2-6.png

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Allyship-1-6.png

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iv) perform the role as advocates for Diversity , Equity and Inclusion agenda in their respective divisions /departments (s8-04)
*Please provide quantifiable and evident-based practices

Explain why.

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Allyship-2-7.png

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Allyship-1-7.png

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Company CHRO's exceptional leadership creates strategic policies in advancing the role of HR within organisation

Initiatives that support hiring, retention and career progression of different demographics (e.g. millennials, differently-abled persons, senior hires, blind CV screening).

Explain why.

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LAWA-2023-Datuk-Nora.pdf

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Feature the young HR professionals with exceptional leadership & achieved tangible results

(s10_01)

Explain why.

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The LIFE AT WORK Awards is an initiative by TalentCorp to celebrate and recognise employers with progressive workplace strategies that demonstrate their commitment to the DEI agenda.

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