‘Time for all to be trained to use AI’

There are encouraging signs that professionals in Malaysia are equipping themselves with a combination of hard and soft skills to enhance their employability and remain competitive. — 123rf.com

 

 

THE sooner bosses pay attention to artificial intelligence (AI) and what it can do, the better for all, including workers and the business.

As such, guidelines should be introduced by bosses in the country on how their workers should use AI in their jobs, says Malaysian Employers Federation (MEF) president Datuk Dr Syed Hussain Syed Husman.

He was responding to a proposal by the Human Resources Ministry for employers to develop their own policies and procedures for the ethical use of AI in view of its growth in Malaysia.

“This is a good suggestion as the world of work is changing and becoming more automated.

“Such a trend will continue. So the sooner we pay attention to this, the better.

“Now is the time to see how AI can help businesses and the industry, while looking at some guiding principles to help manage this,” he says.

While AI promises to smooth operations, he admits there are concerns over security, privacy, data trust, and ethics over its use.

“Businesses using AI models such as ChatGPT need to be aware that generative AI comes with its own set of risks.

“There is a need to establish rules and procedures to ensure secure implementation of AI.

“It will take time and human expertise to unlock AI’s full potential in a way that’s responsible, trustworthy and safe,” he says.

Recently, it was reported that more companies in Malaysia are exploring and integrating generative AI into their business operations.

However, not many have come up with official policies for its workers on its usage.

Some companies which have introduced guidelines have advised workers against providing personal information to AI systems to prevent any privacy issues.

While bosses are aware of the benefits AI can bring, MEF highlights the need for everyone to be trained to use it effectively.

“A lack of skilled talent and technical expertise has been a top barrier to implementing AI since its inception.

“To stay competitive in a tight labour market, companies must train their teams to use AI effectively and responsibly.

“If people don’t trust the work AI does or the data it’s built on, adoption of AI will lag and returns on investment will not be as fast as they should be,” Syed Hussain says.

In the next five years, he says bosses expect more people to be working alongside robots and smart machines specifically designed to help them to do their jobs better and more efficiently.

At the same time, jobs that can be performed through a simple search online or on ChatGPT could be at risk, says JobStreet Malaysia managing director Vic Sithasanan.

“In its place would be the prioritisation of skills to be able to query, discern, and ‘connect the dots’ or find relevance with technology that cannot replace the human touch,” he explains.

Even before Covid-19 posed a threat, job security was already on people’s minds because of automation, he adds.

“Almost every kind of worker has some level of concern.

“JobStreet’s Decoding Global Talent’s third report showed that in 2021, 46% of workers in their 20s and 41% in their 30s were already worried about technology putting them out of work.

“From media to information technology, concerns about automation are particularly high – especially among workers with repetitive jobs,” he says.

According to JobStreet, among some of the industries and jobs that may be replaced by AI – and not just ChatGPT – are translating, managing social media, umpiring sports, and jobs in libraries and call centres.“However, while many people are nervously waiting for the world to become completely reliant on AI in the next few decades, there will always be a need for human force to drive this automation.

“Though there may be many jobs that will disappear in the near future due to AI replacement, jobseekers, employees and even employers can enhance and enrich their potential to ensure that their career stays current and in demand.

“The world’s workforce may combine man and machine, but a robot-dominated world is not about to become a practical reality yet,” Sithasanan says.

While the work landscape is evolving due to technology, so are the skills in need, says LinkedIn country manager for Malaysia Rohit Kalsy.

“LinkedIn research shows that top skills required for a particular job have changed by an average of 27% since 2015, with the pace of change accelerating during the pandemic.

“At this pace, skills could change by 43% to 47% by 2025.

“Between 2021 and 2025, we would likely see three new skills in the top skills for a job,” says Rohit, who is also the company’s head of emerging markets (South-East Asia).

However, there are encouraging signs that professionals in Malaysia are equipping themselves with a combination of hard and soft skills to enhance their employability and remain competitive.

“Malaysian learners were among the 7.3 million globally who enrolled in the top 20 most popular LinkedIn learning courses between June 1, 2021, and June 30 last year.

“This is almost double from the previous year. Such figures show that more are building skills to future-proof their careers,” Rohit points out.

Last month, the Human Resources Ministry said that, with the rise of AI use, as many as 4.5 million Malaysians are likely to lose their jobs by 2030 if they do not improve their skills or attend reskilling and upskilling programmes

By YUEN MEIKENG

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Setting the right CEO for Malaysia Airlines (MAS)

Essentially, there is little time to shape up MAS before its competitors eat into its share of business. Khazanah should cast its net wider beyond the GLC fraternity and also look globally.

Don't compromise on setting things right for MAS. The airline needs a true blue aviation expert as new CEO

MALAYSIA Airlines (MAS) needs a true blue aviation expert as its new chief executive officer (CEO), and that is something Khazanah Nasional Bhd has to come to terms with.

The time to test the waters by hiring non-airline experts is over.

MAS is like an injured entity that needs to be operated on fast.

The national carrier needs a leader who knows the trade given the complexities of the airline business – someone who can differentiate between a full-service airline and low-cost operation.

The person must not be cajoled into believing that selling seats at the expense of yields is the best business strategy, and at the same time get the workforce to rally behind him to achieve success.

This is critical if Khazanah wants to see returns from its RM6bil investment that will go into saving MAS.

Bear in mind that Khazanah has not recovered the RM7bil investment it had already poured into the airline.

No doubt Khazanah does not want to set a new record for investing RM13bil in MAS without getting anything in return.

To recap, Khazanah had announced a 12-point plan to revive MAS. It will take it private, delist it, transfer the airline into a new company and relist it later.

It will cut 6,000 jobs, focus on regional profitable routes, and hopefully pay market prices for supplies.

To do all that and return to profit in 2017, it needs a new man at the top, someone with impeccable abilities and knowledge of the industry. The obvious choice will be someone from within the company, if there is one.

It will be hard to believe that Khazanah cannot find one person to run the show from the nearly 20,000 employees in MAS.

If that is the case, either the airline’s succession planning is non-existent or absolutely hopeless.

Airlines will normally employ from within the company or from other airlines to fill the top post.

In the case of Singapore Airlines (SIA), it has often been a home-grown candidate that has worked for 20 to 30 years with the airline.

MAS and SIA were formed from the same parent company decades ago.

SIA has become one of the best airlines globally although it grapples to keep its feet on the ground.

The current SIA CEO Goh Choon Phong came on board in 1990, worked 20 years, and became CEO in 2010.

His predecessor, Chew Choon Seng, joined SIA in 1972, and after 31 years became the CEO.

Chew took over from Malaysia-born Dr Cheong Choong Kong. Cheong was a mathematics lecturer in Universiti Malaya before he joined SIA in 1974.

After 29 years with the SIA, he was appointed CEO.

Unlike MAS, SIA has an unbroken record of profitability even through turbulent economic times.

Qantas head Alan Joyce is also a true aviation man, after his stints at Jetstar, Ansett Australia and Aer Lingus.

If no one from MAS can fit the bill, then obviously Khazanah will have to search from within the government-linked company (GLC) fraternity.

But should Khazanah make that compromise again?

Khazanah is said to be talking to several local and foreign candidates. Datuk Seri Shazally Ramly’s name has been mentioned several times although no deal has been hammered out yet.

Essentially, there is little time to shape up MAS before its competitors eat into its share of business. Khazanah should cast its net wider beyond the GLC fraternity and also look globally.

If Maxis Bhd can have Morten Lundal in its payroll, surely MAS can find someone prominent in the airline industry as its CEO, as long as it is willing to make that compromise.

Rob Fyfe, the former Air New Zealand CEO, is someone who has a proven track record in the aviation industry as are some people in SIA and even Cathay Pacific.

Khazanah must get the most capable talent to help MAS recover and for the agency to recoup its investments. Hopefully this will be the last revamp for MAS as nobody can stomach yet another restructuring three years down the road.

Contributed by BK Sidhu Reflections, The Star/Asia News Network

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Gen Y – they are different, deal with it

Understand them, get the best out of them rather than trying to remould them

SINCE I started the column about a year ago, I often get requests to write about the “younger” generation (Gen-Y).

They are also referred to as Millennias, those born from 1981-1991 (22-year-olds who are new graduates joining the workforce to those who are in the early 30s). Some famous people in this generation include Mark Zuckerberg and Lady Gaga.

There are many surveys to find out who they are, their characteristics and how to better manage them. There are many studies on them because they make up 25% of the world's population.

Retailers, computer and mobile phone companies, games and gadget producers would certainly like to know their tastes, habits, likes and dislikes. Financial institutions would like to know their spending patterns, propensity to save, online purchasing habits, among others.

At work, managers, senior managers and many of the older generation would like to know how to better relate and work with them.

The complaints my friends have about Gen-Y would be something like this:

They have hired a young graduate from a good school, the resume looked impressive, he is pleasant looking, dresses professionally and speaks quite well.

Six to eight months into work, and the guy seems to be always late for work, late for important meetings, appears distracted at work, cannot be reached (on handphone), leaves work at 6:30pm and complains he has no work-life balance, makes mistakes in documents and presentations to clients, goes to meeting unprepared the list goes on.

“When you give them feedback, they don't take it too well and may want to resign.

“They don't know what they don't know. They make mistakes and think they are right. They have unrealistic expectations and think they were unfairly treated.

“They are choosy about what they do. They want interesting and exciting work but cannot deliver. They don't take on much responsibilities but think they should be paid more”.

Someone asked me what they could do to change them. I thought it ought to be the other way around we need to change our ways, expectations and how we work with them.

The generation is a reflection of the society they have grown up in. They didn't cycle nor walked to school. They didn't grow up poor and deprived.

They grew up in a world of celebrities, designer goods, smart phones, computers and the Internet, 24/7 connectivity, iPod, Facebook, Youtube and addictive e-games (instead of games played in the field, rivers or jungle).

They are different in many ways. Accept it and deal with it.

We believe in doing one thing at a time and being focused. Are they distracted and cannot focus or are they good at multitasking?

At work, they listen to music, chat and surf all at the same time. When they are chatting, it is not with one person at a time but with half a dozen different chat groups (as opposed to a few individuals).

They move more they spin the pen when they are at their desk, they click the mouse and turn the pages faster. They have so many windows opened, they flip back and forth.

While they are eating, they surf, text, send pictures on Instagram, make Facebook posts, listen to music, tweet and have conversation with the person in front of them or maybe squeeze in a game at the same time. That is the way they are.

That means they can handle eight tasks while having a meal which equals to higher productivity.

Be sure to engage them with multi tasks and challenging tasks. Don't assume they ought to slowly learn the ropes like how it was 20 to 30 years ago when we were a new graduate. Take advantage of their savviness by having them set up tools, work on complex spread sheets and make searches, gather data or come up with ideas.

(There may be qualifications why you will not assign certain work to them. But if you don't and let them make the mistakes, they would miss the learning opportunity and become bored)

They are used to direct communications having grown up with emails, tweets, handphones, smses, messengers, facebook; they don't like the rigid hierarchy in the organisation or being limited by their position.

If they have something on their mind, they should be able to talk to or email someone higher in the organisation (regardless of level) rather than their immediate superior who don't seem to be able to help or understand.

This can be a positive. They are helping highlight stifling work environment that we have got used to and give meaning to better collaboration between different levels in the organisation. Their opinion counts. We need to get used to their feedback and having our views questioned.

Retention is an issue. They may move on for something more interesting or aspire to be entrepreneurs. How could they not when there are so many Internet multi-millionaires or those who became multi millionaires because they started a business or sold an application to Yahoo or Facebook.

They have been told by billionaires, actors and many successful personalities “not to settle”, they can do anything they set their mind to and should dare to fail.

Inspire them with the right ambitions at work. They are a group prepared to work hard if you can show how the hard work fuels that ambition. Spend time to understand their personal buyer values what they value most in their job and aspire for.

Every generation complains about the next generation. The new generation is somehow less respectful, less hardworking but somehow in time they will become responsible adults with major responsibilities at work and as parents.

The hippies from the 70s became responsible adults and CEOs.

Gen Y is our future. If you are at work or at home with them, spend more time with them. They will shape trends, politics, culture, our work place and many other aspects in the world.

If you experience pain and frustration trying to convince your young boss how things are done in the past, don't try too hard. Listen to his ideas and get used to his ways. You may find that you can still learn and develop.

They are different, they are here to stay. Get used to it... until Gen Z comes.

TAKE ON CHANGE By JOAN HOI  
 Joan Hoi is the author of Take on Change. We need to throw out some of our old selves to better appreciate this young, fun and bright group!

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Telcos and Maxis need to reinvent

Maxis has not been paying much attention to its young local talent, resulting in some of these talents making its competitors look good instead.

IT has been an interesting week for the telecommunications sector locally.

Axiata Group Bhd got pre-qualified to bid for a mobile licence in Myanmar, Packet One Networks (M) Sdn Bhd head honcho Michael Lai quit the company and Maxis Bhd saw some staff departures.

Why Lai left is a mystery. Hopefully, he will show up at another telco because he knows the marketing game well.

At Maxis, several personnel have left, with more expected to head for the exit door. Most senior, and some middle-level executives, may also bid their adieus. Those whose contracts are up for renewal may leave because Maxis is on a massive clean-up mode.

Some call it a clean-up, while others say it is a reorganisation. Essentially, it is re-shaping itself to respond better to market demands in view of the challenging times ahead. The consumer is discerning and its competitors have cleaned up their acts.

It might be the biggest company by revenue and subscriber base, but it has competitors who are nimble and agile.

Surprisingly, Maxis has not been paying much attention to its young local talent, resulting in some of these talents making its competitors look good instead. Indeed, Celcom Axiata is looking attractive, and DiGi.Com Bhd, savvy.

What Maxis is facing is a battle both within and without the company.

It has no chief executive officer (CEO), a bloated workforce of 3,500, 24 units/divisions, a seemingly lack of young talent at the top, operational and cost inefficiencies, and it could do better in some market segments by lowering prices and bringing to market more innovation.

“It is hard to find a unit with large numbers of people below 30,” said a person familiar with the company.
The clean-up is the first step in addressing the problem, but is it skin-deep or merely surface-scratching?

Still, all is not lost.It has a great brand, brand loyalty, a wide network - although some hard decisions could have been made - a huge subscriber base, much to the envy of its rivals, and a multitude of products and services.

It also enjoys pole position in the market place.

The key now is to sharpen its focus, reinvent itself, harness its local talent and move forward fully energised. This may take anything from six to nine months, but worth every second in its bid to transform itself.

Next week, the new organisation structure will be out, although the search for a CEO is still on. Succession planning should be considered because at some point of time, the CEO will have to be homegrown. That gives hope to the team.

The future is about a real convergence of mobile and fixed networks, resulting in greater convenience for customers, with portals that can be accessed with all devices, independent of the technology used, says a report.

Making that right call on technology is, therefore, critical, as networks of the future will need a high degree of reliability whilst cleaning up, and at the same time, keeping costs under control, which is vital.

Friday Reflections by B.K. Sidhu

*Business editor (news) B K Sidhu says improve the call quality and there will be happier and loyal customers.