>> MIM Speaks
IN SEARCH OF EXCELLENT WORKERS
SEPT 29, 1996 -
THE STAR
By S. Hadi Abdullah
WE are progressing at an admirable pace and seem to be doing
many things better, from building roads and air-conditioners
to making cars and computer chips. More than 80 per cent of
our total exports are from the manufacturing sector.
Malaysia's credit rating has been upgraded by international
agencies such as Moody's Investor Services from A2 in 1994 to
A1 last year, and Standard & Poors from A to A+ for the same
period.
At the same time, hardcore poverty has declined from four to
2.2 per cent. While all this gives cause for pride, we seem
to have made a number of slips.
My car loan is from a popular finance company. I have been
paying instalments through the post. I was surprised to
receive a letter from the finance company saying that they had
not received my payment and I would have to pay late payment
charges.
I called them the next day, only to find out that they had
moved. They should have informed the customers of this move.
Anyway, the company did withdraw the late payment charges.
Things like this should not happen. What ideally should
happen is, while advertising in the newspaper, individual
notices could be sent out to customers (together with the
previous month's receipt at the latest).
Another incident happened at a five-star hotel. Settling for
tea, one of my companions ordered some cakes. The tea was
prompt but the cakes never appeared. We had to check with
three persons, including the captain, before being told that
they were out of cakes.
Two of those whom we asked did not appear to be Malaysians.
Later, when settling the bill, we were astonished to note that
we had been charged for the cakes, but this matter was
corrected immediately.
The tight labour market does not seem to help such situations
at all. The situation nowadays seems to be similar as to that
of the time when Frederick Taylor was around during the
Industrial Revolution when managers were happy recruiting
people as long as their hands and feet were in good condition.
Looking for some sport shoes, we came to a store that was
having a big sale. After browsing for some time, making do
with lukewarm sales assistants, we chose a model. The quick
nonchalant answer from the sales assistant was that they did
not have the size we wanted.
Having spent a good part of an hour in the shop, this was a
disappointment. We settled for another pair, only to be told
again that they did not have the size.
Something did not feel right. The answers came too quickly,
with no other suggestions. We decided to have a good look
ourselves. It was no coincidence that we found that both the
models had the sizes we wanted.
I am sure many people, including tourists, would have been
told the same thing.
What has happened to staff training, supervision, employing
the right people? It would have been better if the customers
had been told to serve themselves Having disinterested sales
assistants is Worrying. If they are typical of our workforce,
we are in trouble.
Malaysia has about 1,5 million foreign workers in the country
(according to official estimates). This works out to one
foreign worker to every Malaysian worker.
Foreign workers have been filling a need in our building
industry, factories and other sectors. As a short-term
measure, one cannot argue about this move. However, companies
must take the initiative to improve productivity by improving
the skills of its workforce.
The plantation sector, for instance, must be bold and invest
in mechanisation and modify machinery. It must do the
needful, even if it means taking a slightly longer period to
break even.
There is not much we can learn from foreign workers.In fact,
one can safely say that they could bring the general standard
down. There is talk that some do not contribute towards a
harmonious workforce. Besides, there are signs of "thirdworld"
diseases emerging again.
Dr Nordin Sopiee, in an interview recently, suggested that
Malaysians should at least bring in talented and skilled
people, people in the excellent category (he talks about
50,000 such people).
They would help accelerate our research and development,
innovation and productivity. The overall result would be a
"pull-up" effect, just the opposite of the "pull-down" effect
we are now having.
A good example of this foreign labour situation is seen in the
Middle East, where much of the labour comes from India,
Pakistan, Bangladesh, the Philippines, among others.
The Middle East countries are not learning much from these
people except to witness a drain in their foreign exchange and
assist their own lack of urgency. Things can become too easy
for one's own good.
Professor Michael Porter from Harvard University says that in
today's world, quatity is taken as given-that is, it must be
there all the time.
He says that the first step to productivity is operational
effectiveness, where companies have reduced costs and improved
production. Their productivity is high, what he calls "state
of best practice." They have the best technology, systems,
delivery-in short, the works. Like quality, this is taken as
given, he says.
Companies and countries must look at their strengths and work
around them. Anything that is a national passion, like the
English producing the best garden tools and raincoats, and the
Dutch using their scarce land and ingenuity to produce flowers
for all season in glass houses for the world market.
As suggested by Dr Nordin, bringing in talented people helps
the country. He cites the examples of the Greeks (building,
carpentry), Koreans (shops), Italian, Chinese and others who
helped America prosper.
Possessing the assembly of standard products and services
which have been designed by somebody else is a sunset
industry. Countries and companies must choose activities that
suit their national character and strengths.
Talking of innovation, quality and the willingness to compete
Prof Porter cites the example of Benetton which wanted to be a
world-class apparel company. The best way to do it, they
thought, was to put up with a very demanding and discerning
customer.
From Italy, they decided to pick their first foreign location
at Paris. They used it as a learning experience which they
successfully used in all parts of the world. To acquire this
experience, they were not looking for profits but merely a
break even situation.
According to Prof Porter-who commands a US$10,000 per hour
consultation fee and who is said to advise more than 40
countries successful countries and companies have a very high
proportion of their income generated through the service
industry, namely finance insurance, shipping, hospitality,
logistics management and design creations. Japan is said to
have more than 65 per cent of its national income from this
sector.
Likewise, Malaysia needs to move more rapidly into this area.
Our national shipping lines have been mentioned for efficiency
but our financial sector, design creativity, logistic
management have some catching up to do.
We have taken positive steps in infrastructure, roads,
railways telecommunications, and electricity although we could
improve on our technical engineering and IT related education.
One of the crucial issues that Malaysia is facing is its human
resource management. Where are we going to get all the trained
people we need? This begs the question of our having to make
mid-course correction, shifting emphasis, training our people
in new skills, knowledge and know-how.
We need to move away from assembly plant set-up, and bring in
foreign labour which is educated talented, demanding and
asking for a high price.
We should also encourage Malaysians who have settled abroad to
return, by making immigration rules and other incentives
attractive to them.
So be it if they are going to help us overcome our weaknesses,
while "teaching" our own. As Prof Gerry Randell of Bradford
University says, this is one of the best ways to learn. It can
result in a mentor-student situation.
Through observation, repeated practice and reinforcement, we
can improve and excel. We should not let our tremendous growth
blind us to the need to change, learn and improve. We should
not sacrifice quality, productivity and vision for short-term
gains.
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