Human Resource

Digital Transformation in HR: Why It Is Important

To meet the evolving demands of doing business, organisations today are leveraging technology more than ever. The workplace has become a digital one. HR digital revolution is here and moving rapidly, from everyday work processes to recruitment, onboarding, and talent retention.

HR digitalisation will transform our work, creating a workforce approach that goes beyond automation. In addition to business agility, it should also include a more comprehensive use of services, as well as upskilling and reskilling of the workforce.

In addition to shaping a company’s culture, HR digitalisation will also be a factor in attracting and retaining talent, as employees nowadays seek purpose in what they do at work, and meaningful work becomes a key determinant in talent acquisition and retention.

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Further, many employees today believe that working for a digitally-enabled company that integrates culture, engagement, and technology seamlessly is important. By enhancing efficiency and innovation, an organisation will be able to break down communication barriers and transform the employee experience.

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Nevertheless, the changing workforce landscape should also be considered – a lot of organisations nowadays have as many as five different generations coexisting at the same time. This can slow down the adoption of new technology by increasing the complexity of HR.

As a result, HR should continue to find new ways to achieve business results with greater simplicity and in a more appealing way for everyone, regardless of their generation. In an era where so many HR management systems and new technologies are being introduced, it’s important to find one that fits the needs and structure of your workforce.

The need to future-proof your workforce is another huge factor that contributes to the need for HR digital revolution. To achieve this, companies must embrace disruption, leverage information technology such as social media and communication tools and find ways to increase productivity and encourage collaboration across teams and departments without compromising quality.

HR has already undergone significant changes over the past few years. To reap the benefits of the digital revolution, HR must lead transformations and engage employees. There will be more big changes in the future.

How about yours? 

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Onboarding: One Of The Highest ROI Investments For A Company

  • Do you know that you and your organisation are on trial when a newly hired talent walks into your office on the first day?
  • “Did I hire the right person?” you ask.
  • You’ll be judged too by the new employee. They’re looking for three things: First, does the organisation have its act together? Second, is this a great place to work? And third, is this organisation invested in my long-term success?

In a study conducted by the Society for Human Resource Management (SHRM) on maximising the effectiveness of the onboarding process of new employees, half of the senior recruits fail within 18 months after starting a new job, and half of the hourly employees quit within 120 days!

An onboarding process that is properly executed can help avoid this.

In fact, onboarding can go beyond assisting newly hired employees in adjusting to their job roles and company culture; done efficiently, it can influence the retention rate and engagement of new hires in the workplace. Additionally, it can lead to increased job satisfaction, commitment to the company, decreased absenteeism, increased performance levels, career effectiveness, and even less stress!

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Not sure where to begin? You can follow these tips to ensure a seamless onboarding experience for your employee.
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  1. Streamline the Process:
                                                 In order to execute the onboarding process effectively and efficiently, give the employees a realistic idea of what they can expect when they finally step inside the office.
    It is also crucial that they become familiar with the company culture at this stage. Towards this, including things as simple as the company’s mission statement and corporate identity is important. Also, make sure that the process does not seem intimidating, as new hires can easily become overwhelmed.

2. Plan Ahead and Manage Expectations:

                                                                       Setting goals with new hires is another crucial step in onboarding.

Many new employees are hesitant to ask too many questions about how certain procedures work within a company. They do not want to appear unqualified or unsuited for their position.

When managers set aside time to meet with new hires, they can discuss their tasks, projects, and work objectives. Managers can also be prepared to answer any questions or concerns that new hires may have.

3. Get Feedback from the New Hires:

                                                                One of the most common mistakes made in the onboarding process is not following up post-onboarding.

We should encourage new hires to share constructive criticism and their thoughts on the overall onboarding process. HR can then evaluate the effectiveness of the onboarding process and improve it as time passes.

4. Pathway to career success:

                                                     Discuss with the new hire how they wish to grow and develop in their career. Are they interested in leading a division? Becoming the company’s CEO? Starting their own business?

Despite the fact that they must focus on their new role, you should provide them with opportunities to achieve their long-term career goals.

Onboarding is one of the best investments you can make for your organization. Positive employee experiences will result in more engaged employees who are ready to give their best efforts to your company.

It’s onwards and upwards!

Human Resource

Embedding HR Into An Organisation’s Business Strategy

As the world navigates the Great Resignation amid the Fourth Industrial Revolution, more and more companies are revisiting the value propositions that they would like to impart to the employees, beyond the pay and benefits in order to remain relevant in the competition for top talent. 

Companies are also embarking on a transformational journey by creating a holistic organisational culture that would benefit every employee, through a more integrated way of working.

In order to achieve this, it is important that the HR function works alongside other business streams in a cohesive manner, instead of existing as a separate entity. Focus should be put on aspects like team learning, internal consultancy, organisational learning, knowledge management, and the development of the intellectual capital of an organisation.

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This also includes upskilling and reskilling the key leaders and managers across the organisation, in order to get them to effectively deliver business strategy to all the other employees. Active participation from the top management can be vital for the success and advancement of human resources development activities.


The challenge is in innovating an organisational structure and identifying critical roles that work for this purpose, some of which might not have existed in the past, and retiring the roles that have become obsolete.

However, as long as the organisation realises that there is a need to train and develop their employees, and at the same time ensure a clear link between the training and the organisation’s overall business strategy, ultimately, the training and development that are being undertaken by the employees will contribute to the organisation’s present needs while also futureproofing it.


After all, human resources development is about understanding and anticipating the needs of an organisation that would allow it to innovate, grow and prosper, in an increasingly competitive environment.

Human Resource

Aisling’s TIP Talk: Reflect, Learn, Do It Again

Aisling aims to create a good, holistic employee engagement program, where norms, beliefs, and values are shared across an organisation. Our goal is to create a healthy workplace, where contributions and successes are recognised, where people have a sense of purpose and know they are contributing to the community and our stakeholders.

Therefore, Aisling is proud to announce that the first of our series of talks – called the TIP Talk – successfully took place at Sheraton PJ on 1 July 2022.

TIP Talks, which stands for Transformation, Impact, and People, are a series of monthly talks that are part of Aisling’s People Engagement Programme.

We aim to foster meaningful communication, collaboration, and connection between employees by hosting a line-up of distinguished speakers in the industry who will touch upon relevant topics and share their personal insights.

For the inaugural TIP Talk, we were honoured to have industry leaders Adzhar Ibrahim, Freda Liu, and A. Santhakumaran joining us and sharing with us not only their knowledge, but also experience in constructing a strong brand, having grit and resilience, as well as creating a holistic customer experience.

Ultimately, not only do we want our people to feel connected to each other, but we also want them to learn new things and develop new skills that will be useful both in their professional and personal lives.

As the adage goes, “If you give a man a fish, he will eat for a day, but if you teach a man to fish, you feed him for a lifetime.”

TIP Talks are more than just a team-building activity, they are a way for employees to unlock their potential.

Welcome on board!

Human Resource

Is it better to have flexible working hours or a shorter work week?

In a report published by mobile access technology firm Kisi, Kuala Lumpur was named the third most overworked city in the world. It is not the first time the city has made the list, having placed at number 4 in 2020 and number 8 in 2021.

In the study, 100 major cities were chosen that are well-known for attracting professionals and their families due to work opportunities and diverse lifestyles.

The work intensity of each city was then assessed based on criteria such as overworking, holiday allowance, parental leave, the ability of a job to be adapted to remote working scenarios, unemployment figures, and the percentage of people who have to work multiple jobs to survive.

Overworking can manifest in a variety of ways, including clinical health and mental conditions.

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There are steps that can be taken to curb this, and recently, discussions have also been held about the possibility of implementing a four-day work week in Malaysia.

The four-day work week is not a new concept. Many countries are implementing shorter working weeks (typically four days), with the UK being the most recent country to begin a six-month pilot trial earlier this month. This brings us back to today’s topic: Does a shorter working week benefit us?

People in Malaysia

The Federation of Malaysian Manufacturers (FMM) president Soh Thian Lai says that while remote and hybrid working is becoming more accepted in Malaysia, most companies in Malaysia are still not ready to adopt a four-day work week.

A recent study by Qualtrics in Southeast Asia, cited in an article published on the Human Resources Online, also found that 60 percent of full-time employees in the region would prefer the flexibility of working whenever they want, over a shorter work week (37 percent). Malaysian workers specifically indicated the same preference with 62 percent opting for flexibility over a shorter work week (48 percent), although they would still be open to supporting their employer on a four-day work week.

There are also those who believe that a shorter work week would come with some trade-offs, such as having to work longer hours in order to squeeze five days’ worth of work into four.

We think it is not yet the right time to embark on this new work arrangement until a detailed study is conducted.

What do you think?