My Transition from Managing HR in Healthcare to Planning Human Management for a New Hospital

My transition from managing the HR department in an operational hospital to now planning the human management framework for a new hospital has been a journey of learning, foresight, and strategic responsibility. Over the years, my HR career in healthcare exposed me to the full spectrum of workforce management — from recruitment and training to policy governance, compliance with the Employment Act, industrial relations, performance management, and manpower budgeting. In a hospital, HR is never just administrative; it directly affects patient safety, clinical operations, and organisational sustainability. This foundation shaped how I approached workforce planning and policy implementation and prepared me for my current role.

As I became more involved in developing a new hospital, I realised that traditional HR could not operate in isolation. I began exploring the full Acts, regulations, and technical requirements governing hospital operations. Understanding the legal and compliance framework provided clarity on workforce obligations, operational standards, and regulatory expectations. Through this process, I also came to appreciate that building a hospital and running a hospital are two entirely different challenges — one focuses on construction, equipment, and systems, while the other relies on people, processes, governance, and culture to operate smoothly.

With this knowledge, workforce planning became a central focus. I needed to anticipate future staffing needs, align manpower with phased bed openings, and ensure skill mix, training, and performance structures were in place well before the hospital became operational. Workforce planning is no longer simply about filling positions; it is about designing a system capable of supporting safe, efficient, and sustainable hospital operations from day one.

Governance is another critical pillar for hospital. Inadequate planning at the early stages can lead to burnout, disputes, legal exposure, and operational inefficiencies once the hospital opens. To prevent this, I am designing policies, disciplinary frameworks, grievance mechanisms, training pathways, and performance systems now, ensuring that management teams can operate within a structured and fair framework rather than reacting to unforeseen issues.

Culture and leadership design are equally important. A hospital’s culture does not form organically; it must be intentionally crafted. For this hospital, I am embedding organisational values, leadership expectations, and behavioural standards into HR systems and performance frameworks from the outset. Complementing this, I am planning for HR AI integration to support these systems to navigate policies, leave management, and attendance, to guiding managers in decision-making. AI will not replace human judgment but will provide data-driven insights, ensure fairness, and help reinforce a unique, transparent, and respectful hospital culture.

Collaboration with a wide range of consultants, from architects to mechanical and electrical engineers (M&E), medical equipment specialists, has added another layer of learning. Through these interactions, I have gained knowledge far beyond the scope of HR, understanding technical aspects of hospital design, building systems, medical equipment installation, and operational readiness. This insight allows me to anticipate workforce needs in relation to infrastructure and ensures that staffing, training, and policies are fully aligned with the hospital’s physical and technological capabilities.

Another critical component of my role is hospital operational financing. Involved in developing cash flow projections and budgeting for future hospital operations. This allows me to ensure that workforce planning, training, infrastructure, and operational costs are aligned with financial sustainability, making the human management framework realistic, scalable, and capable of supporting efficient and safe operations.

Today, my role sits at the intersection of HR governance, workforce economics, operational planning, regulatory compliance, strategic human management design, technical coordination, and operational financial planning. This position has truly built my confidence, broadened my perspective, and presented the greatest and most challenging functions of my career. Although this hospital is not yet operational, the planning work being done now including AI integration, governance frameworks, culture design, alignment with healthcare authorities, collaboration with consultants, regulatory exploration, and operational financing that will define how it functions for decades to come. My career evolution from managing HR in a live hospital to designing a human management framework for a new one reflects a shift from managing people to architecting systems. By planning workforce, culture, governance, technology, regulatory compliance, infrastructure alignment, and operational financial sustainability upfront, we are laying the groundwork for a hospital that will operate with clarity, resilience, and fairness when the doors eventually open.

The Development and Transformation of Human Resources in Malaysia

History of Human Resources (HR) in Malaysia

Since the early 1900s, Human Resource Management (HRM) has experienced major changes, evolving through a few distinct periods in response to the changes in working conditions and organizational demands. Each phase highlights HR professionals' changing priorities and broadening responsibilities, demonstrating how HR has progressed from simple administrative tasks to becoming a strategic business partner.

Era 1950s

The development of Human Resources (HR) in Malaysia can be traced back to the mid-20th century, during British colonial rule in Malaya, long before the country gained independence on 31st August 1957. This period marked the early stages of formal HR practices, which evolved alongside the country’s economic and social transformations. A significant milestone in this evolution was the introduction of the Employment Act of 1955, Malaysia's first employment legislation, which aligned with the government’s development initiatives. These initiatives included the Rancangan Malaya Pertama (1956–1960), the first economic development plan of the Federation of Malaya, which laid the groundwork for shaping the nation’s workforce strategies and HR policies.

Over time, the evolution of HR in Malaysia was deeply influenced by the country's development plans, both during the Malaya era and in the New Malaysia context. Each subsequent economic planning cycle from the early Malayan development plans to the more recent policies under New Malaysia has shaped the direction and priorities of HR practices, contributing to the country’s workforce modernization, labor regulations, and the role of HR in national economic growth.

Era 1960s to 1970s

Since gaining independence, HR in Malaysia has been evolving, particularly during the '60s and '70s. With the introduction of the Rancangan Malaysia Kedua, the Malaysian government focused on planning new economic development from 1971 to 1975. During this time, Malaysian employers and workforce management in the country primarily concentrated on:

• Recruitment and staffing;

• Employee record-keeping;

• Compliance with labour laws, Employment Act 1955; and

• Trade unions encouraged employers to focus on labour relations and collective bargaining.

Traditionally, these responsibilities were handled by general administrative staff or a Chief Clerk (CC) who was also responsible for bookkeeping and payroll rather than by specialized HR professionals, as is common today. During the Rancangan Malaysia Ketiga (3rd Malaysia Plan) from 1976 to 1980, the country's economy grew and prospered. In 1976, the Malaysian Institute of Human Resource Management (MIHRM), a professional organization, was established to address and stabilize the growing number of human resource issues and concerns.

Era 1980s to 1990s

From the 1980s to the 1990s, the country transitioned to an export-oriented economy, engaging with foreign nations and emphasizing the significance of human resources in workforce development during that period. With the participation of the government, the Human Resources Development Fund (HRDF) was established in 1993 by the Malaysian government. This initiative mandates that private companies in Malaysia with at least one employee must contribute to the HRDF to support extensive training and development programs aimed at improving employee skills and competencies. The HR division is responsible for this task. Large companies began implementing comprehensive training and development programs for their employees, to enhance the skills and competencies of their workforce. The roles of HR professionals become wider and include taking up decision-making responsibilities.

Employee engagement first emerged in management theory during the 1990s, but it gained significant traction in management practices in the 2000s. Companies started to focus more on the employee experience and engagement, emphasizing it through various efforts. These initiatives involved conducting engagement surveys to gather real-time feedback and implementing wellness programs that focus on the physical, mental, and emotional well-being of employees. Programs such as Employee Assistance Programs (EAPs) provide counselling and support services. "It was not until the 1990s that some management and organisations began to reassess their corporate philosophy in favour of regarding people not as ‘costs’ but as ‘assets’, one of the key underpinnings of HRM. Some Malaysian managers began to realize that the management of HR could help bring about organisational stability and harmony. Indeed, the ethnic diversity of the Malaysian workforce required appropriate HRM solutions (see Rowley/Bhopal 2005)."

Era 2000s

By the 2000s, as Malaysia became more integrated into the global economy, HR functions broadened to encompass talent management, succession planning, and implementation of HR software for payroll, recruitment, performance management, and diversity and inclusion, influenced by global practices. With government initiatives, monthly contributions to the Human Resources Development Fund (HRDF) as a compulsory obligation continue to contribute to the development of human resources. The industries involved are Manufacturing, Services, Hotel industry, Mining and quarrying, Tour operators, Telecommunications, Computer, Shipping, Aviation, Advertising and the Construction industry. HRDF use these resources and the unclaimed funds collected over the years, to provide many free programs to motivate individuals to engage in skill-enhancing activities that benefit the nation. This initiative further encouraged employers to invest in employee training.

Era 2010s to 2020s

From 2010 to 2020, Malaysia's human resources (HR) landscape underwent significant changes driven by technological progress, shifts in workforce demographics, and changing business requirements. Let's dive into the major significant HR trends that defined this period:

The emergence of HR analytics started in 2010 when HR departments began leveraging analytics to derive insights from workforce data. This phase marked the shift from descriptive to diagnostic analytics, helping organizations understand the “why” behind trends such as high turnover or low engagement of employees. HR focuses on measuring and improving workforce metrics. Analyzing employee engagement, recruitment efficiency, and performance data. However, there are challenges when there is a lack of tools to handle large datasets and difficulty aligning data insights with business strategies.

With the rise of big data, cloud computing, and advanced analytics, HR started making predictive and prescriptive decisions. Analytics started to play a strategic role in workforce planning, talent management, and employee retention. New technology like early AI, machine learning (ML), and cloud-based platforms were used to predict turnover risks, identify high-potential employees and optimise recruitment strategies through predictive models. However, HRM faces another challenge related to data privacy concerns and the need for skilled HR analytics professionals. With the government initiative, Malaysia's Personal Data Protection Act (PDPA) was passed by the Malaysian Parliament in 2010 and came into effect in November 2013.

During the digital transformation era in early 2010, many companies started using cloud computing, due to the necessity for digital transformation across various sectors. As the internet expanded, HRMS shifted to a web-based model, facilitating easy online access to HR functions and data. Numerous companies, such as ADP, SAP, and Oracle, provide comprehensive HR solutions featuring recruitment, performance management, and employee self-service portals, focusing on user experience and enhanced functionalities. The cloud computing facility has revolutionized Human Resource Management (HRM) offering scalable, efficient, and accessible solutions for managing people, processes, and data. The digital environment rapidly changing due to businesses' demand to remain competitive when Malaysia's workforce becomes increasingly tech-savvy and dynamic.

In 2013 a significant revision and evolution in Malaysia's employment laws introduced the Minimum Wages Order where all new employees should start with minimal wages of RM1,500 per month.

In 2016, Malaysian businesses concentrated on enhancing workforce capabilities, recognizing them as the driving force for elevating company competitiveness. Reskilling and upskilling employee skills in areas like IT, digital skills, and leadership.

In 2016 also publicly listed companies in Malaysia were mandated to conduct sustainability reporting and publicly disclose Corporate Social Responsibility (CSR). Since then, CSR has become a responsibility of HRM, alongside the business development or public relations departments. Employees have increasingly appreciated companies with robust CSR commitments. HR strategies have involved aligning workplace policies with sustainability objectives and promoting employee involvement in community initiatives.

In 2020, following the COVID-19 pandemic, HRM is undergoing another transformation as flexible working is acknowledged by organizations globally. They have introduced remote work, flexible hours, and telecommuting policies to enhance work-life balance, making remote work a necessity instead of a choice.

Beginning in 2021, in response to the global Covid-19 pandemic's effects, many companies flourished in Malaysia. Platforms like Grab and Foodpanda launched new employment models. HR departments adapted by exploring flexible staffing solutions and offering short-term contracts for project-based work. This new approach was also adopted by many other companies to mitigate risk.

Starting from January 1st, 2022, a new amendment to the Employment Act 1955 was implemented, increasing maternity and paternity leave. Under this provision, married men in Malaysia are entitled to seven days of paid paternity leave for each birth.

In 2023, a new provision was introduced, extending maternity leave from 60 to 98 days. All female employees qualify for paid maternity leave, irrespective of their salary level.

In 2024 the Human Resources team plays a crucial role in embedding Diversity, Equity, & Inclusion (DEI) into the company culture. Indeed, Human Resources is significantly involved in DEI regarding recruitment, retention, equity, and compensation along with other departments in an organisation. Multinational corporations initiated efforts to attract talent from various backgrounds, and local companies have started to adopt similar practices.

Between 2010 and 2020, Malaysia's HR trends reflected a balance of leveraging technology, emphasizing a people-centric approach, and adapting to regulatory and societal changes. These trends laid the groundwork for future innovations and challenges in the next decade.

Suzie Wong

The Impact of Soft Skills on Your Career Success

Soft skills are frequently called "power skills" because they enhance your technical abilities and distinguish you in the workplace. In the constantly changing work environment, technical expertise alone is insufficient for a company's success. Company success coupled with employees' soft skills like interpersonal and intrapersonal abilities shape how interaction and navigation with others challenges. What are soft skills? It is particularly about emotional intelligence, which is the foundation of success in any career, to improve collaboration, communication, and leadership.

Let’s explore the importance of soft skills that can transform your professional journey and why they matter so much.

Communication: The Art of Connection

Communication is not just about speaking and writing but it goes beyond. It is about how one is able to communicate with others, understand their needs and requirements, and articulate your thoughts clearly. Strong verbal and nonverbal communication fosters trust. Active listening ensures that everyone feels heard, whether you're leading a meeting or writing an email, communication is key in building relationships and achieving goals.

(EQ): A Catalyst for Change

What is EQ? It encompasses:

Self-Awareness - Understanding your emotions and how they affect others.

Empathy - Imagine yourself in someone else’s shoes, understanding and empathising with others to form a deeper connection.

Self-Regulation - Managing your emotions, even in stressful situations.

Social Skills - Building and maintaining strong interpersonal connections.

EQ empowers you to navigate workplace dynamics with ease and cultivates a collaborative environment.

Collaboration and Teamwork: Unity and Strength

Success in the workplace is about the ability of one to work well with colleagues. Effective teamwork requires humility, adaptability, and common shared goals. Collaboration involves appreciating diverse perspectives and using them to foster innovation.

Problem-Solving: Thinking Outside the Box

Every workplace has challenges. Problem-solving skills help you approach these obstacles with creativity and critical thinking. Problem-solving is about identifying the root cause of a problem, brainstorming solutions, and executing them efficiently.

Adaptability: Face and Accept Change

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In today's world, business environments constantly evolve, and one is required to adapt to changes quickly. One needs to be acceptable and open to change, whether it involves new management, a change of the company's operation system, learning new tools, or relocating to new offices. One also needs to demonstrate resilience and a growth mindset.

Mastering Your Day: Effective Time Management

Time management involves meeting work deadlines and prioritizing tasks to effectively achieve goals. Modern technology has led to more activities occurring simultaneously. The challenge is how we manage these tasks to ensure goals are met. With numerous demands on our limited time, it is crucial to stay organized and focused to maintain productivity without experiencing burnout.

Leadership: Inspiring Others

Leadership is not exclusive to those in managerial positions, which is often a common misconception. Anyone can be or become a leader. Leadership is not about holding a position; it's about having the ability to guide a team or group, especially in a work environment. It involves inspiring and motivating peers or team members by setting an example, leading selflessly, and effectively guiding teams toward success. A good leader listens, delegates, and empowers others to achieve excellence.

Conflict Resolution: Uncovering Common Interests

Disagreements are common in any workplace due to the diverse range of perspectives and ideas among individuals. This diversity often leads to conflicts. It is important to resolve conflicts by identifying shared interests to achieve mutual understanding and align with the organization's goals. Effective conflict resolution involves empathy, clear communication, and a solution-oriented approach instead of assigning blame.

Creativity: Driving Innovation

One must have the creativity to drive innovation when you are working in a dynamic and rapidly changing working environment. It is a crucial skill that enables an individual to think beyond conventional boundaries. To always explore new improvements, and develop innovative solutions to complex issues. This requires a readiness to break away from traditional thought processes and question the status quo, rather than sticking to the same old methods.

Creative thinkers provide significant value by offering fresh perspectives and novel ideas that can lead to major improvements across various organizational areas. Able to identify inefficiencies and gaps in current workflows and suggest alternative approaches to boost productivity and effectiveness. For example, instead of relying on outdated technologies or methods, a creative person might propose new software solutions to streamline operations, saving time and resources. Creativity is vital for driving innovation in the workplace. It requires you to think outside the box. However, challenge existing, and actively seek innovative ways to solve problems or enhance processes.

Cultural Competence: Appreciating Diversity

Technology is rapidly transforming the world, creating a workplace characterized by a global blend of cultures, languages, and beliefs. Each of these elements contributes unique and valuable ideas that enhance creativity and innovation. By embracing and respecting these diverse perspectives, we foster an environment where everyone feels valued and free from discrimination. As organizations navigate this diverse landscape, it is essential to acknowledge and respect the array of viewpoints. Recognizing the significance of various cultural backgrounds aids in establishing an inclusive environment where individuals from all backgrounds feel appreciated, valued, and encouraged to share their thoughts and experiences.

By developing these skills, you’ll boost your career and help create a positive, collaborative, and innovative work environment. Therefore, take the time to evaluate your strengths and areas for improvement, and begin cultivating these crucial skills today.