Socso clinches pres­ti­gious award for its con­tri­bu­tions

The Star Malaysia - Star2 - - The Asia Hrd Awards 2017 - The ju­bi­lant Socso team with Datuk Seri Dr Ah­mad Zahid.

THE suc­cess that So­cial Se­cu­rity Or­gan­i­sa­tion (Socso) has seen in its ef­forts to en­hance em­ployee de­vel­op­ment stems from its core be­lief that em­ploy­ees are an or­gan­i­sa­tion’s “great­est as­set”.

Socso, which was among the big win­ners of the night at the re­cent Asia HRD Awards 2017, walked away with the pres­ti­gious “Con­tri­bu­tion to Or­gan­i­sa­tion” award, in recog­ni­tion of its achieve­ments in build­ing in­no­va­tive systems, pro­cesses and prac­tices aimed at en­hanc­ing em­ployee de­vel­op­ment.

Apart from pro­vid­ing so­cial se­cu­rity pro­tec­tion to pri­vate sec­tor work­ers and self-em­ployed taxi driv­ers in Malaysia as well as their de­pen­dants, Socso has also put in place com­pre­hen­sive Hu­man Re­source De­vel­op­ment (HRD) poli­cies for its own staff.

Un­der the lead­er­ship of its CEO Datuk Dr Mo­hammed Azman Aziz Mo­hammed, Socso em­ploys over 2,400 staff in 52 of­fices na­tion­wide.

Dr Mo­hammed Azman, who re­ceived the award on be­half of the or­gan­i­sa­tion, says the recog­ni­tion is a mean­ing­ful tes­ti­mony to the good re­la­tions be­tween the man­age­ment and staff at Socso, apart from show­ing that their hu­man re­source pro­grammes have been ef­fec­tive and im­pact­ful.

“First of all, I would like to ex­press my sin­cere grat­i­tude to Asia HR Award’s judg­ing com­mit­tee for recog­nis­ing us with this pres­ti­gious award.

“This achieve­ment will make us work harder to im­prove em­ployee well-be­ing, not only within Socso but for all Malaysian em­ploy­ees,” he says.

This achieve­ment will make us work harder to im­prove em­ployee well-be­ing, not only within Socso but for all Malaysian em­ploy­ees.


He adds that the award demonstrates that Socso was not only com­pet­i­tive among Gov­ern­ment agen­cies, but also within the pri­vate sec­tor.

“Al­low me to quote Thomas J. Wat­son, Jr, who was the chair­man and chief ex­ec­u­tive of­fi­cer dur­ing IBM’s most ex­plo­sive pe­riod of growth: ‘I be­lieve the real dif­fer­ence be­tween suc­cess and fail­ure in a cor­po­ra­tion can be very of­ten traced to the ques­tion of how well the or­gan­i­sa­tion brings out the great en­er­gies and tal­ents of its peo­ple’.”

Open com­mu­ni­ca­tion

Dr Mo­hammed Azman says that at Socso, the man­age­ment be­lieves in prac­tis­ing open com­mu­ni­ca­tion with its staff.

“I be­lieve that lead­ers should have strong in­ter­per­sonal skills and com­mu­ni­cate ef­fec­tively.

“We have reg­u­lar en­gage­ment ses­sions with the in-house union as well as con­duct ‘Pro­gram Ke­har­mo­nian’ with our staff to get their feed­back on all the com­pany’s pro­grammes,” Dr Mo­hammed Azman says.

Em­ployee de­vel­op­ment

Asked why em­ployee de­vel­op­ment is so im­por­tant to Socso, he says hav­ing com­pe­tent and knowl­edge­able staff is cru­cial, es­pe­cially for a so­cial se­cu­rity or­gan­i­sa­tion.

Be­ing in the busi­ness of pro­vid­ing ser­vices to peo­ple, em­ployee de­vel­op­ment is es­sen­tial, he says.

“In the ser­vice in­dus­try, cus­tomers are the main stake­holder and in our case, this refers to em­ploy­ers, em­ploy­ees and the so­ci­ety in gen­eral.

“Socso pro­vides ser­vices to the work­ers and their de­pen­dants in any event of work-re­lated in­juries, in­va­lid­ity or death. We can’t pro­vide the best ser­vice to clients if our staff are not com­pe­tent, knowl­edge­able, skil­ful and do not have com­pas­sion and em­pa­thy to­wards our clients,” he says.

It was with this in mind that the or­gan­i­sa­tion for­mu­lated its Hu­man Re­source De­vel­op­ment Plan 2016-2020 with the ob­jec­tive of em­pow­er­ing Socso’s hu­man cap­i­tal to be­come Sub­ject Mat­ter Ex­perts in the area of So­cial Se­cu­rity, apart from in­still­ing a cul­ture of cre­ativ­ity, in­no­va­tion and qual­ity.

S4P pol­icy

The or­gan­i­sa­tion also places an em­pha­sis on good in­ter­per­sonal skills among its staff through the in­tro­duc­tion of the Em­ployee Cus­tomer Guide (ECG) for counter staff and the S4P pol­icy (Senyum, Sapa, Salam, San­tun dan Pri­hatin) cul­ture.

This S4P pol­icy, he says, was recog­nised by the Pub­lic Ser­vices De­part­ment at the na­tional level Akrab Con­ven­tion last year with an award un­der the In­no­va­tive cat­e­gory.

Bal­ance Score­card

“I have also in­tro­duced per­for­mance mea­sure­ment method­ol­ogy in Socso, such as the Bal­ance Score­card.

“Staff per­for­mance is mea­sured through four per­spec­tives – Cus­tomer Ser­vice, Fi­nance, In­ter­nal-Busi­ness-Process, and the Learn­ing and Growth Per­spec­tive,” he says.

Among the ac­tiv­i­ties mea­sured through the Bal­ance Score­card is the per­for­mance of the Perkeso Pri­hatin Squad mem­bers.

The squad, which has been set up in ev­ery Socso of­fice na­tion­wide, is in line with the or­gan­i­sa­tion’s aim to pro­vide ser­vices that go be­yond the ex­pec­ta­tions and well-be­ing of its clients.

Last year, the squad suc­cess­fully re­solved the 1,758 cases it re­ceived within an av­er­age pe­riod of four days.

Trans­for­ma­tion of its ser­vice de­liv­ery

In 2016, the or­gan­i­sa­tion also kicked off a trans­for­ma­tion of its ser­vice de­liv­ery in or­der to re­main in sync with the cur­rent con­di­tions and to cre­ate fur­ther value in its ser­vices.

Dr Mo­hammed Azman says each Socso em­ployee, as a key driver of the ser­vice, must not only have aca­demic qual­i­fi­ca­tions but also be knowl­edge­able and able to solve prob­lems by think­ing out­side the box.

He says the trans­for­ma­tion pro­gramme also aimed to en­cour­age em­ploy­ees to be more re­spon­sive to changes in the en­vi­ron­ment and to the de­mands of clients.

“Ev­ery Socso em­ployee also acts as a fa­cil­i­ta­tor in en­sur­ing that the clients re­ceive the ser­vices promised to them,” he says.

Apart from en­sur­ing their staff are com­pe­tent, knowl­edge­able and skil­ful, the or­gan­i­sa­tion also makes it a point to en­sure that the em­ploy­ees are in good health. Socso has made it com­pul­sory for each of its staff mem­bers to un­dergo a free Health Screen­ing pro­gramme, re­gard­less of their age.

Well­ness Pro­gramme

“For me, over­all well­ness of the work­ers, com­pris­ing phys­i­cal, emo­tional and so­cial well­ness, is im­por­tant in any or­gan­i­sa­tion.

“That is why we also have a Well­ness Pro­gramme in Socso to en­hance em­ployee pro­duc­tiv­ity through im­prove­ments in their well­ness,” he says.

Among the ac­tiv­i­ties un­der Socso’s Well­ness Pro­gramme is Ac­tive @Work Chal­lenge 2017, which aims to en­cour­age em­ploy­ers to help their em­ploy­ees to stay ac­tive wher­ever they are.

The three-month chal­lenge, which will run from Sept 1 to Nov 31, 2017, re­wards em­ploy­ers whose em­ploy­ees clock the most steps through the BookDocAc­tiv mo­bile app.

Dr Mo­hammed Azman stresses that or­gan­i­sa­tions that are re­luc­tant to spend on em­ploy­ees’ well­ness will end up in­cur­ring in­di­rect costs such as work de­lays, or ex­penses re­lated to sick pay, re­hir­ing or lost time.

Socso aims to lead by ex­am­ple in this area to prove that or­gan­i­sa­tions with well­ness pro­grammes in place can cre­ate a pro­duc­tive work­force and this can con­trib­ute to a long-term pos­i­tive im­pact on the or­gan­i­sa­tion’s bottom line.

“I strongly be­lieve in work-life bal­ance that em­pha­sises fam­ily, ca­reer and com­mu­nity,” he adds.

Socso CEO Datuk Dr Mo­hammed Azman re­ceiv­ing the award from Deputy Prime Min­is­ter Datuk Seri Dr Ah­mad Zahid Hamidi.

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