Continued candid discussion about these issues and having a consistent platform for this discussion is key to improvement. But as critical as the platform and these discussions are, for exploring ways we can move forward, is action itself. There are many ways in which we can address the talent issue in our country. Many voices have expressed the need to attract local talent who have gone abroad. Changes are afoot as part of the Government Transformation Plan (GTP) where improvement of student outcomes is shortlisted as one of six areas of development known as the National Key Results Areas (NKRAs). It is a step in the right direction.

Understanding what industry is facing, what it feels are key gaps presented and how it perceives this issue to be resolved is what we seek to discover. In this light, we have initiated dialogue with various industry players about this. We recently spoke with Malar Ramalingam, Section Manager, Employee Relations and Communications with the Human Resource Department at Carsem (M) Sdn Bhd who was happy to share her views.

The Importance of English
Malar expressed the view that the Malaysian education system has undergone many changes and the time is ripe for improvement. The biggest challenge appears to be the medium of instruction. “The minute we changed from English to Bahasa Malaysia, we shut several doors to growth for generations to come,” Malar stated firmly.

English remains the leading language of international discourse and is used extensively in the business world. A great number of materials have been written and developed in the English language or gets translated into the English language. As such, Malar argued, teaching all subjects in Bahasa Malaysia, except for the English language itself, in government aided schools right up to university level, as well as the steady reduction of the passing grade in major examinations locally does a great disservice to our young.

A holistic approach
Malar also stressed the importance of a holistic approach in our school system. Sports, the Arts and other extra curricular activities which hone people skills are critical to the ability of our young talent to function effectively in the workplace.

“Today, we have thousands upon thousands of school leavers and graduates of local educational institutions seeking to enter the job market and they are simply unable to communicate well. We’re not talking about communicating in the English language alone – they are not able to communicate well in Bahasa Malaysia either about what it is that they are good at and what they feel they can contribute, in the organisation that they seek to be employed at!” Malar explained.

The most critical skill lacking in the profile of the typical candidate is their communication skill. “We find many first-time employees struggling to coordinate or participate in project-based work. They seem to face great challenges in influencing and convincing others to work with them in getting the job done”.

Sadly, this may not necessarily be a failing of local candidates only. Many have argued that there are dangers and shortcomings presented by the Gen Y profile. These are a group for whom, technology has formed such an integral part of their lives. These are the ones who are heavily engaged in all forms of social media and have built a life online. Their idea of communicating, thinking critically and the ways that they prefer to interact using technology are also challenges posed to the organisations they join.

Generational differences
n terms of industry feedback, Malar feels that there are big differences between the Gen X and Gen Y in how they’ve enter the workforce.

“Gen Y-ers coming in for interviews or even making inquiries at career fairs tend to be more casual in their approach. They tend to ask for what they want, things like benefits and titles, before asking about what it is that the hiring company is looking for. These young talent, once employed, also tend to expect that they be given the latest IT gadgets or software. They perceive these to be critical tools needed to get their work done efficiently and. Should they fail to get these, their resilience in pursuing this issue with their heads of department is not very strong. In effect, they might probably voice up once or twice and then stop. The tendency is to expect their immediate superior to sense their discomfort and should these concerns not be addressed quickly, these talent are out the door when the next best opportunity presents itself. There is, generally, no plan for this talent group to talk about things like long-service or loyalty to the organisation. These are people who will stay for as long as they are able to get what they want in terms of their pay package, friendships, skills training, etc.”

“Gen X-ers, on the other hand, tend to stick to things even though they may not like it much. This is largely due to their having families to support or other commitments,” added Malar.

Regular dialogue
Generational differences aside, the government has stepped up to initiate changes via the GTP. But industry can do its part as well, in getting these candidates up to par. Everyone benefits when people are engaged and job performance meets expectations. So what can industry do? Malar shares her views on two areas.

Firstly, regular dialogues between industry and educational bodies could be held at least two to three times a year to craft curicula. In these sessions, industry bodies could share what skill sets, whether technology-based or soft skills, they need talent to be better equipped with.

Secondly, educationists could share concerns and challenges faced in the upskilling of the teaching community. Then, where possible, industry players could address these concerns, whether it be by providing on-the-job training, funding labs, donating equipment and materials, etc.

The problem can seem overwhelming to many. And an overwhelming problem is always easier to ignore simply on the grounds of hardship. The frequent lament would be ‘What can I do about this – I can’t possibly change everything’. No, you certainly can’t.

But if every one of us has something to gain from improvements in this space, then all of us have a responsibility to do what we can, when we can. What is significant is to start looking at this from a solution-oriented point of view – something easier said than done. But looking towards finding solutions, gets us one step closer to making a positive change.

One easy enough step is for employers to come up (if they haven’t already) with a more structured and consistent introduction to the working world for school leavers. This allows for applicants to get a more realistic view of work and be able to more closely meet expectations. Malar suggests two areas of focus.

Firstly, a structured onboarding/orientation programme for new talent is a must. Strong management support is fundamental. At least one senior manager addressing or welcoming each new group as it joins the company would be great positioning to show the importance of how these new hires are significant and can support the business.

Secondly, a structured and well-monitored performance management system (PMS) that drives the importance of meritocracy. Here, there should also be a tie-in to learning and development i.e. the provision of relevant technical, soft skills or leadership development programmes.

Where does HR come in?
HR can facilitate by getting relevant subject matter experts within our companies involved. To address challenges with educationists. To make time to address the issues and root causes. We can also share best practices related to PMS so that all educationists as well as new and current talent can see what is expected and rewarded.

Then there is the need for development and execution of structured orientation programmes and talent development initiatives that are strongly backed by management.

Fundamental here to our role in HR is our willingness to continuously learn new things and keep abreast of the different generational needs of the workforce. While there are critical gaps that the new and young professional present, we in industry, can work together to address these gaps. It is to our advantage and well within our grasp to do so.

This article is based on an interview with Malar Ramalingam, Section Manager, Employee Relations & Communications with the Human Resource Department at Carsem (M) Sdn Bhd.

	Malar Ramalingam currently champions Employee Relations & Communications with a creative, dedicated team in a semiconductor firm which caters to the international market. Malar is a passionate believer in Corporate Social Responsibility, Knowledge Management as well as exploring channels for creative expression.
She holds a bachelor’s degree in Education, majoring in Teaching English as a Second Language from Universiti Malaya.