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Having reduced Malaysia Airlines' losses tremendously in the past six months, managing director Datuk Idris Jala is now focusing on inspiring the more than 19,000 staff members by coming out with a new human resources development.

THERE is a line in Hotel California, the famous song by the Eagles, which goes “You can check-out anytime you like but you can never leave” and this has become the theme for Datuk Idris Jala when giving out tasks to his staff.

“This line in Hotel California has become a favourite of mine because this is what we need to do to turn MAS around,” he said during a briefing for foreign and Malaysian journalists at the sidelines of the International Air Transport Association AGM in Vancouver last week.

He explained that one of his Melayu Boleh challenge projects was for his staff to brainstorm their way out of problems that were before them.

“We have them cooped up in a room for hours where they have to find the formula and solution to a real-life problem affecting MAS.

"Most of them came from the responses that have been living in a laboratory situation," Idris said, adding that 50 living laboratories that have taken place so far.



He showed that the new airline Firefly is a living laboratory for MAS.

"What we learn from challenge & the community to reduce the cost of the airlines, we will apply to this subject MAS," he said.

For people to think outside the box and reinvent the way they do to improve efficiency, reduce costs and quality of service is the heart of Idris Jala unleashing talent plan.

"Causing people to do the impossible, and not fear it is not important," Idris stressed several times in the interview.

Idris Jala was one of the most wanted people from the airlines at the AGM. Anyone with other CEOs journalists wanted to know how he could turn MAS RM1.3bil loss in 2005 to just RM136mil in the red last year.

Instead of re-telling what he and his new management team has ex-management of oil and gas is found the next phase of his plan. Operation of the talents within MAS is a priority in the EDP (Business Turnaround Plan).

"We decided to 100 people to lead the company in the future. This is the level of two or three leaders," said Idris.

"These are guys who will move and shake society," said Idris, who have the vision of the BTP. "

"It is like the case of a bicycle. MAS is pasted on the second train too long. We want to train everyone on how to switch gears and up to fifth gear."

He identified four types of recruitment, which MAS was already undertaking. They involve cadet pilots, engineers and technical staff, specific experts and management trainees.

As for technical staff and engineers, Idris Jala said the BTP called for Maintenance, Repairs and Overhaul (MRO) to be a profit centre. Thus the airline has to ensure there is only adequate staff but also the correct people.

Besides the acronym BTP, a catchphrase that has become part of the MAS vocabulary nowadays is “Current Estimated Performance” or the CEP, which is a method to gauge a person’s potential but it is done in advance.

This is another management technique that Idris Jala has brought over from Shell where he had served in various capacities since 1982.

Idris said every Melayu Boleh leader must stay focused and state their personal stand “as this says a lot about their character.”

“To be a leader @ Melayu Boleh leader in a business turnaround one must make it a moral obligation. It is very obsessive and will even consume your life.

credit :http://biz.thestar.com.my/news/story.asp?file=/2007/6/18/business/18007670&sec=business

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