AFFIN Group

Nor Azlina Abd Rahmanis a seasoned HR professional with over 14 years of experience in Consulting, FMCG, and Banking. A Certified Caliper Practitioner and HR Business Partner, she excels in driving people-centric HR strategies, senior executive recruitment, and succession management.

With a background in headhunting, she has evolved into managing profit-generating portfolios for a major publicly listed banking group in Malaysia. She is focused on delivering quality service and innovating HR practices in a high-performance culture.

In an interview with Manage HR Magazine, Nor Azliza Abd Rahman shares her insights on the challenges and emerging trends in the HR space and modern ways to adapt to the volatile industry.

Could you share insights into your current role and daily organizational responsibilities?

With more than 25 years of extensive experience in Human Resources, my career has evolved from focusing on operational tasks, such as payroll, to embracing roles that require a strategic outlook.

My journey in HR began with detail-oriented functions and gradually progressed to a pivotal role as an HR business partner at Standard Chartered Bank. In this capacity, I was responsible for managing key relationships and ensuring that HR initiatives were in sync with the bank's business goals.

Currently, I am serving as the Chief People Officer at AFFIN Investment Bank, where I work in close collaboration with the President and CEO of AFFIN Bank Group. My daily responsibilities include engaging in continuous discussions with business stakeholders, aligning strategies with the group's overarching objectives, and fostering strong employee engagement to boost motivation and morale. A significant part of my role involves ensuring that our actions are aligned with the group's direction to achieve successful outcomes.

“We are transitioning toward a more digitalized workforce, better equipped for the future. This evolution will enable our team to engage in more meaningful and impactful work for the bank.”

I also manage a wide array of functions, including operations, talent management, talent acquisition, recruitment, workforce planning, organizational design, succession planning, rewards compensation, performance management, and industry relations. My approach is thorough and detail-oriented, allowing me to gain a comprehensive understanding of every facet of my role as an HR business partner.

What are the primary challenges and pain points currently encountered by HR leaders in the industry?

The primary challenges in my role revolve around the subjective nature of managing and motivating people. This task is particularly complex due to the multifaceted aspects that need consideration. Another significant challenge is talent cultivation within the investment banking sector. Given the limited pool of available talent, which is sought after by the entire industry, finding and nurturing potential talents within our organization is crucial.

To address this, I focus on ensuring we have a robust succession plan. This involves identifying individuals with high potential early on and accelerating their development to prepare them for pivotal roles. This proactive approach is critical to ensuring a seamless transition when incumbents depart.

Engaging and motivating staff is another persistent challenge, made complex by the diverse needs of our employees. These needs vary widely based on factors such as age and ethnicity. To understand and effectively address these needs, we conduct thorough engagement surveys and formulate targeted action plans.

One of our key engagement strategies involves direct interaction with senior leadership. We organize informal events like breakfast and high tea sessions where employees can casually interact with the CEO and me. Such interactions help in building a more connected and engaged workforce.

Additionally, we hold an event called the Talent Summit, specifically for identified talents and potential employees. This event includes various activities and guest speakers to inspire and celebrate our talents, reinforcing their engagement with the bank.

These challenges are not unique to my company and role; they are common among HR leaders, especially in banking, where talent scarcity is a significant issue. The goal is to attract and retain top talent, ensuring their continued association with the bank throughout their careers.

How has integrating modern technologies like AI, IoT, or others impacted your daily operations in HR? Have they enhanced your workflow or provided other notable benefits?

Technology plays a crucial role in our HR processes. We recently launched a new HR management system, streamlining everything from initiating a position to onboarding staff, and continuing to their retirement. This system significantly enhances our efficiency, allowing our team to focus on strategic roles rather than being bogged down by operational tasks.

By leveraging Robotic Process Automation (RPA), we have successfully automated routine functions, such as preparing letters, which were previously done manually. This shift toward automation reduces our pain points and optimizes our resource utilization.

Our collaboration with the technology division has also been instrumental in integrating this new system. As a result, we are transitioning toward a more digitalized workforce, better equipped for the future. This evolution will enable our team to engage in more meaningful and impactful work for the bank.

What advice do you have for emerging leaders in HR, or is there any additional insight you would like to share with the readers?

I frequently tell my team—particularly when mentoring young talents—the importance of not ‘dropping the ball.’ This metaphor encapsulates the essence of our approach: we must always ensure continuity and efficiency in our tasks. If a team member anticipates a challenge that might cause them to ‘drop the ball,’ they should proactively pass it to a colleague. This ensures our tasks are always kept in motion, symbolizing uninterrupted progress.

The underlying message here is the significance of teamwork and forward-thinking. I advise our emerging leaders always to be prepared with backup plans and to anticipate future challenges. This foresight enables them to adeptly handle any situation, ensuring that they are always ready to ‘catch the ball’ and keep it aloft.