Contents ICMS in 2013…………………………………………………….
3
Executive Committee 2013/14………………………………..
5
Founder’s Foreword…………………………………………….
6
Chief Executive Director’s Statement………………………...
7
Events Malaysia Public Policy Competition……………………
8
Industry Insights…………………………………………
12
Roundtable Series……………………………………….
15
Financial Review ……………………………………………….
17
Corporate Relations Review…………………………………..
20
Human Capital………………………………………………….
21
Building Networks, Empowering Leaders, Realising Ideas
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Building on the strong foundation laid down by the 2nd Executive Committee, ICMS is another step closer to realizing its founding aims. 2013 was a year of action and engagement. Living true to their mission statement, not only did the 3rd Executive Committee manage to reach out to more students through the Malaysia Public Policy Competition 2013 and Industry Insights 2013, they also managed to tap into the Malaysia and USA talent pool, recruiting the first batch of non-UK Associates. As 2013 draws to a close, let us look at the various events that took place in the past 1 year.
ICMS in 2013
ICMS in 2013
Shortly after being appointed, the 3rd Executive Committee organised their first event – ICMS Roundtable Series. A total of two roundtable events were organised. The first one in collaboration with Bronze Sponsor, Securities Commission, and Strategic Partner, ICAEW; and the second one in collaboration with Platinum Sponsor, Maybank. SC-ICAEW Roundtable explored topics on Islamic Finance and market regulation and governance while the MaybankICMS Roundtable touched on the issues of talent management. Both roundtables saw a good turn-out of participants who benefited from the technical discussion and exchange of ideas in the true spirit of the Roundtable Series. Fast forward to August 2013, the third instalment of Malaysia Public Policy Competition was organised, themed “Brain Drain - Reversing the Flow”. MPPC 2013 addressed the problem of brain drain in Malaysia and encouraged participants to devise public policies that can help tackle this problem. Along the way, ICMS was most fortunate to have TalentCorp and Jeffrey Cheah Foundation on board as Partner and Platinum Sponsor respectively. MPPC 2013 was a huge success in terms of the large size and diversity of participants, judges and speakers involved.
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Soon after the success of MPPC 2013, ICMS organised the inaugural Industry Insights. Industry Insights 2013 brought together ICAEW, Maybank, Maxis, PwC, Securities Commission and Gamuda representing the banking, audit, telecommunication and construction industries. In its first year running, it attracted a total of 80 participants who went through an entire day of simulations and hands-on activities related to their chosen industries. Industry Insights 2013 was a huge milestone for ICMS as it was the first time ICMS ventured into the engineering industry. With this first step, it is the hope of the 3rd Council that further diversification in terms of members and sponsors will follow suit.
ICMS in 2013
ICMS in 2013
Upon the successful completion of the year’s events, it was time for recruitment drives in search for the next batch of Associates and Executive Committee members. As part of their expansion plans, the 3rd Executive Committee extended their recruitment drives to Malaysia and USA, thus recruiting the first batch of Malaysia and USA Associates. After a few months of recruitment, induction programmes and interviews, the 4th Executive Committee and Operations Committee were formed. With the last task completed, it was time for the 3rd Executive Committee to step down. But before that, they managed to get Sunway Group on board as ICMS’ Platinum Sponsor, ending their term on a high note. On 1st of February 2014, the baton was passed on to the 4th Executive Committee and Operations Committee. With a huge team of highly aspirational and passionate students, there is so much that can be achieved under the guidance of the 4th Executive Committee and Operations Committee. Moving forward, the 3rd Executive Committee will enter the Senate and continue to offer their guidance and support.
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1
2
3
4
5
6
7
8
9
10
1) Ho Lit Xian (David) Chief Executive Director
6) Lim Jiann Chyuan (Ken) Finance Director
University College London
London School of Economics and Political Science (LSE)
2) Gan Chong Yee Deputy Chief Executive Director
7) Chin Seow Wei Internal Affairs and Membership Director
Imperial College London
London School of Economics and Political Science (LSE)
3) Jasper Ng Loon Jay Corporate Relations Co-Director
8) Pong Zhuang Wen Deputy Internal Affairs and Membership Director
London School of Economics and Political Science (LSE)
Leadership
Executive Committee 2013/14
Keele University
4) Ng Sue Jean Corporate Relations Co-Director
9) Rebecca Choong Shu Wen Performance Management Director
University of Warwick
University College London
5) Oh Jon Keat Council Policy and Strategy Director
10) Tham Yee Ching Secretarial Director
London School of Economics and Political Science (LSE)
London School of Economics and Political Science (LSE)
Building Networks, Empowering Leaders, Realising Ideas
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The ICMS under David’s leadership has made ground-breaking progress in many areas. Over the past 12 months, the Council significantly improved internal controls, performance management and measurement and general processes across all director portfolios. In areas of finance and financial reporting, we have improved transparency and accountability to our corporate partners and sponsors. Our secretary has worked very hard throughout the year to document meetings, consultation, project meetings, partner meetings and other significant activities. Our Louis Chuo recruitment pathway for new associates marked new improvements Founder of ICMS which included a comprehensive induction, interview and selection program. Likewise, our corporate relations team has developed a hugely successful and consistent approach and methodology for all our corporate engagements. On the whole, I am satisfied with the implementation of guidance documents drafted by each director. Never before have we had a Council that has operated more effectively and strategically.
Founder’s Foreword
Founder’s Foreword
This year the Council successfully launched our second flagship project – Industry Insights (I2). We had envisioned a world class corporate conference for companies to share their views on the direction of their respective industries – participants found this experience a rewarding one. More importantly, I2 brought together many talented students from various global universities together to discuss issues and explore ideas pertinent to business. As we transit towards the 4th Council, I emphasize the same values that have brought us this far: aspiration, commitment to quality and cross-Council cooperation. This Council will continue to strive to deliver top notch professional development projects. To do this will require the strong support of all our associates, corporate partners and the wider Malaysian business, government and student community. I am pleased to report that the 4th Council under Jia Lok’s leadership has since been duly appointed and I am confident that the ICMS will yet again record exponential progress in the next 12 months, with the support of our key partners.
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Boundless joy and hope understate my directors’ feelings in passing the mantle to the 4th council. While we, the 3rd council have done our best, I believe that the 4th council is able to do even better. This report will discuss what we have achieved and expressed in our term, to lay the grounds for the 4th council to develop further. To talk about some of the key changes to the ICMS during the 3rd council, we have (1) expanded ICMS to more than a UK-based student organisation, (2) defined ICMS’ brand with the long term view in mind, (3) organised the inaugural Industry Insights.
CED’ s Statement
Chief Executive Director’s Statement
Ho Lit Xian (David) CED, 3rd Council
In the past year, building upon the foundations laid by the 2nd council, we have improved the financial status of ICMS, and the relationship with sponsors and partners significantly. Significant policies implemented include the zero membership policy, and the establishment of Operations Committee (OPCO). But nothing that we have achieved or expressed can compare with this last item, that is recruitment. For no student organisation can sustain without proper renewal, especially one which prioritises new ideas, creativity and innovation. A significant part of our term was spent on finding and training our next batch of ExCo. Credit must go to the 3rd council directors for their effort because we have identified a great group of juniors who can bring the council to greater heights. In closing, I would like to quote Alexander Graham Bell – “Sometimes we stare so long at a door that is closing that we see too late the one that is open.” In our case, we have absolutely no worries because this report is itself a celebration of the door that has opened. And may it open a million other doors, and bring us opportunities and success my mind can only imagine.
Building Networks, Empowering Leaders, Realising Ideas
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Events — MPPC
Malaysia Public Policy Competition
Overview The Malaysia Public Policy Competition is an annually held theme-based competition set in the landscape of Malaysian public policy making. The competition aims to provide an avenue for Malaysian youth to take on the role of a public-policy maker. It serves as a great opportunity for the young leaders of Malaysia to get first-hand experience on the challenges and dilemmas faced in public policy development and delivery. The idea of MPPC was conceived in 2010, right after a small group of London-based Malaysian undergraduates had come back from the Public Policy Challenge in Singapore. The group of students were inspired by the unprecedented nature of the competition, and they felt that a similar-natured platform would bring numerous benefits to Malaysia. They believed that it was a timely opportunity for them to initiate a platform where youths could freely share constructive ideas on national issues in Malaysia. The inaugural edition was held in September 2011, and the rest was history.
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Highlights of MPPC 2013
Events — MPPC
Malaysia Public Policy Competition
The MPPC has grown exponentially in terms of recognition, network and competition framework since its inaugural year in 2011. With the theme of “Brain Drain – Reversing the Flow”, MPPC 2013 managed to assemble a pool of 80 participants to convene and come up with policies that aim to resolve education-related issues. In response to the surging popularity, the competition saw a three-fold increase in number of applicants compared to MPPC 2012. The applicant pool was also further diversified with participants from countries such as Hong Kong, Australia, the United States etc. and disciplines ranging from engineering to medicine and economics. This showed that MPPC has increasingly become an important event in a Malaysian student’s calendar. With a change in competition format, MPPC 2013 has ensured a fairer competition for all participants. The newly adopted mentoring system and Model Stakeholders Conference (MSC) have provided new platforms for participants and alumni to share and exchange ideas. The full attendance of judges and speakers has proven the success and reputation of MPPC, allowing the competition to have a smoother flow. The competition also attracted a pool of notable guests, judges and speakers, including Mr Khairy Jamaluddin, the Minister of Youth and Sports; Mr Tony Pua, Member of Parliament Malaysia; Mr Johan Mahmood Merican, the Chief Executive Officer of TalentCorp Malaysia; and Dato Saifuddin Abdullah. On top of that, winners’ proposals were delivered to TalentCorp Malaysia and PEMANDU Malaysia for possible implementation.
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Project Director Statement First and foremost, I would like to express my sincerest gratitude to the MPPC 2013 Committee who had not only delivered an excellent competition, but also paved the ever promising future of MPPC. I would also like to extend my congratulations to the newly elected Project Director of MPPC 2014, whom we believe and place faith in. MPPC 2013 has had an increase in monetary funds through its extended network of partners and sponsors. We had the honour to form meaningful partnerships with Jeffrey Cheah Foundation and TalentCorp Malaysia. I would also like to extend my gratitude to ICAEW, Maybank, Maxis, PwC and SC for their support for MPPC 2013.
Events — MPPC
Malaysia Public Policy Competition
Yap Carl Mann Project Director, MPPC 2013
Incorporating new marketing ideas such as the side competition, the marketing team of MPPC 2013 had also gathered a larger and more diversified pool of applicants; a three-fold increase compared to MPPC 2012. With that, MPPC 2013 has shown an increase in the quality of participants as well as the quality of the proposals. Participants from various backgrounds successfully impressed and inspired all other stakeholders in MPPC, bringing MPPC 2013 to greater heights. MPPC 2013’s success also heavily relied on the logistics department, who had ensured the smooth flow of the competition, and participants welfare department, who had ensured that the participants’ experience was not compromised. MPPC 2013 also had its very first panel discussion, featuring Mr Tony Pua, Dato Saifuddin Abdullah, Mr Johan Merican, Mr Wan Saiful and Ms Elizabeth Lee. Such an event has further bridged the gap between students and other stakeholders in policy-making, allowing both participants and audience to gain more understanding towards Malaysia’s political climate. To the next MPPC committee, I would like to once again remind you that the MPPC was never meant to be just a competition. It is a platform for like-minded students to come together to form meaningful friendships. It is a bridge built to link the present and the future of Malaysia by channeling ideas across, and enforced by our common passion for a better nation. MPPC is our way of giving back to our ancestors, who shed blood and tears for the place we call home. With that in mind, I wish the MPPC 2014 Committee all the best in organising another successful competition. Challenges are bound to come and you will be pushed to the limits , but I can assure you that at the end of the road, it will be worth every sweat and tear.
Building Networks, Empowering Leaders, Realising Ideas
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Project Account — Malaysia Public Policy Competition 2013 No
Description
RM
RM
Events — MPPC
Malaysia Public Policy Competition
EXPENSES Marketing 1 Website Maintenance 2 Road Shows 3 Side Competition 4 Artwork, Promotional Video and Photography 5 Videography - 3 Days 6 Facebook Advertisement SUBTOTAL
130.00 271.50 200.00 1,980.60 14,000.00 105.42 16,687.52
Logistics 7 Prize - Cash Prize 8 Token of appreciation - judges, speakers, sponsors, and partners 9 Printing 10 Food 11 ICMS Appreciation Dinner 12 Prize - Air tickets 13 Goodie Bags & Gifts SUBTOTAL
17,200.00 3,777.50 4,546.50 18,984.80 15,002.00 2,000.00 5,000.00
Participants Welfare 14 Accommodation 15 Event Site/ Facility Rental for 3 days 16 Broadband 17 Others SUBTOTAL
45,000.00 25,000.00 3,750.00 115.85
General 18 General Expenses SUBTOTAL
3,373.35
TOTAL EXPENDITURE
Building Networks, Empowering Leaders, Realising Ideas
66,510.80
73,865.85
3,373.35 160,437.52
11
Events — I2
Industry Insights—I2
Overview Industry Insights is ICMS’ second flagship event after MPPC. It will be an annual event where industry experts are invited to share their insights on the latest developments in their respective fields. The event is also followed up by a series of interactive activities that aim to provide participants with a better understanding of the various industries. Industry Insights was first conceived by our founder, Louis Chuo. The idea was simple: to bring forth a world-class Industry Insights Day to Malaysian undergraduates and students who are simply interested to find out more about the different industries and career opportunities in Malaysia.
Highlights of I2 2013 2013 was the first year I2 was organised. This being our first year, we managed to attract a total of 80 participants. In line with our goals of introducing the various industries in Malaysia to other students, we managed to invite speakers from ICAEW, Maybank, Maxis, PwC, Securities Commission and Gamuda. A range of topics were covered by the speakers and in general participants felt that they have learned useful information about the various industries.
Building Networks, Empowering Leaders, Realising Ideas
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Events — I2
Industry Insights—I2 Project Director Statement First and foremost, I would like to express my utmost gratitude to all the I2 committee members of 2013. Without you guys, I2 would never have been possible. I would also like to extend my congratulations to the newly elected Project Director of I2 2014. I still remember the day Louis mentioned this project to me. At first, the task seemed impossible. But after months of preparation, pitching and communicating with the sponsors, we finally managed to stage the inaugural Industry Insights at Maxis Academy.
Ng Han Loong 2
Project Director, I I2’s success would not have been possible without the help of the 2013 various departments. The marketing department did a wonderful job in utilising social media to introduce this new event. Not forgetting the numerous roadshows held at various Malaysian universities that were also key to I2’s success.
The Corporate Relations department also did a fantastic job in inviting sponsors and speakers from various industries to talk to our participants. In our first year, we managed to attract a total of six firms from four industries. The industries were audit, banking, construction and telecommunication. Finally, what’s an event without the logistics team? To this end, I would like to express my utmost gratitude to the logistics department and the Maxis Associates who did a fantastic job. Your presence ensured the smooth flow of the event and the participants welfare. To sum it up, organising the inaugural Industry Insights was no easy feat. There were hiccups along the way. But the team managed to pull everything together through sheer will and perseverance. To the 2014 Committee, there were so many things that my team and I wanted to do but didn’t manage to. With one year’s worth of experience, we wish you all the best in your future endeavors. May you guys bring Industry Insights to even greater heights.
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Events — I2
Industry Insights—I2 Project Account — Industry Insights No
Description
RM
RM
EXPENSES Marketing 1 Website Maintenance and Formsite Services 2 Road Shows 3 Artwork, Promotional Video and Photography 4 Facebook Advertisement SUBTOTAL Logistics 5 Token of appreciation - Supporting Firms 6 Token of appreciation - TFM Sponsorship 7 Printing 8 Catering Services 9 2013 Event Site and Facility Rental 10 2014 Event Site and Facility Rental - Prepaid SUBTOTAL General 11 General Expenses SUBTOTAL TOTAL EXPENDITURE
Building Networks, Empowering Leaders, Realising Ideas
171.60 34.70 150.00 201.00 557.30
304.00 2,000.00 2,630.60 5,000.00 10,000.00 33,000.00 52,934.60
800.46 800.46 54,292.36
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The ICMS Roundtable is designed to facilitate participants’ learning, engaging and avenues exploring with our corporate partners for thought leadership. We believe that the wealth of career and life experiences our industry experts possess can inspire the participants. Additionally, the Roundtables Series is a great opportunity for participants to gain insights into the respective company’s corporate culture, business and people.
Events — RT Series
Roundtable Series
Rightly small, focused and exclusive, the Roundtable allow participants to engage industry experts at a much more personal level, bringing about a much more meaningful outcome. Participants have the freedom to engage in meaningful discussions with the Senior Management and guest speakers of the event. It is an integral part of the Series’ strategy to introduce a degree of technical rigour into the Roundtable discussion and encourage intellectual engagement when tackling complex issues raised in the discussion. The topics of discussion are not constrained to the Malaysian context; we encourage a wide array of discourse – and especially welcome those of global impact and importance. We believe in bringing people together for intellectual discourse with a strong sense of academic rigour, to allow our participants to engage, learn and discover insights. ICMS kicked off its Roundtable Series for year 2013 with a collaboration with Securities Commission Malaysia and ICAEW before venturing into its second Roundtable with Maybank.
Building Networks, Empowering Leaders, Realising Ideas
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SC-ICAEW Roundtable The following roundtable was a great success, with 30 participants from universities all over UK participating in an interactive session featuring top executives such as Johan Mahmood Merican; CEO of Talent Corporation Malaysian Berhad, Nicolas Christ; KPMG tax partner, Mr. Mohammad Faiz Azmi; partner and Global Islamic finance leader at PwC, Jo Iwasaki; ICAEW Head of Corporate Governance and Adrian Lee; KPMG Tax Partner, expert in financial services.
Events — RT Series
Roundtable Series
The following topics were discussed:
Islamic Capital Market Products
Market Regulation
Corporate Governance
Maybank-ICMS Roundtable The roundtable discussion held on the 10th of April 2013 provided participants the platform to engage in meaningful and technical discussions with Senior Management and guest speakers of Maybank, such as Mr Chen Fong Tuan; Head of Group Talent and Performance Management, Hishamuddin Salleh; Head of Group Resourcing and Sophia Ang; Senior Analyst for Group Talent and Performance Management. With 15 participants carefully selected from universities across UK, the series allowed participants to engage industry experts at a focus and much more personal level in topics which extended from the Malaysian context to a wider global perspective. The following topics were discussed:
Executive compensation evolution and progress
Talent challenges facing the financial industry post US crisis and sovereign debt situation
–
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FY2013 has been a fabulous year for the Finance Department. We managed to double the Cash in Bank (in fact, it’s more than double). This huge success could be summarized into two factors – increase in sponsorship amount and cost efficiency.
Financial Review
Financial Review
The Council managed to obtain a gross income of RM270 000 this year. The gross income this year was roughly RM70 000 more than that of FY2012. We are proud to announce our renewed Strategic Partnership with the International Chartered Accountants for England and Wales (ICAEW) and renewed Sponsorships with Maybank, Maxis, and Securities Commission (SC). Besides, the Council also managed to partner with TalentCorp Malaysia this year. On top of the new partnership, we managed to get Jeffery Cheah Foundation, Sunway Group and PwC on board with us this year. While maintaining good relationships with current partners and sponsors, we are still on a constant lookout for future partners and sponsors who will benefit our members and stakeholders in various ways. In FY2013, the Council emphasised strongly on cost efficiency. MPPC Project Expenses decreased by roughly 10 per cent, bringing the total to approximately RM170 000. With the inaugural Industry Insights, the Council managed to pull off the event with RM25 000 (excluding prepaid expenses for Industry Insights 2014). In FY2013, the Council organised 8 roadshows in total and recruited 56 Junior Associates. The total recruitment expenses were 50% lower than what was budgeted. The Council pledges to adhere to this principle in the coming financial years. To ensure financial sustainability, the Financial Integrity Plan (FIP) is still enforced by the Council to serve as a financial decision-making and reporting framework. Moving forward, the Finance Director will work closely with the other Directors to ensure ICMS is always financially healthy.
Building Networks, Empowering Leaders, Realising Ideas
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ICMS’ Income Statement for the Financial Year ended 31 January 2014 No
Description
MYR (RM)
MYR (RM)
INCOME Partners' Contribution 1 Discretionary Funding 2 In-Kind Contribution
73,500.00 89,000.00
162,500.00
Sponsors' Contribution 3 Discretionary Funding 4 In-Kind Contribution
50,000.00 51,750.00
101,750.00
Contribution from Other Sources 5 In-Kind Contribution
2,000.00
2,000.00
TOTAL INCOME
Financial Review
Financial Review
266,250.00
EXPENSES Project Maintenance and Development 1 Malaysia Public Policy Competition 2 Industry Insights 3 Roundtables SUBTOTAL
160,437.52 54,292.36 909.75 215,639.63
Recruitment 4 Food and Beverages 5 Stationery and Printing 6 Travel Expenses SUBTOTAL
3,580.95 630.90 4,561.00
Administration 7 Meeting Expenses 8 Travel Expenses 9 Others SUBTOTAL
4,102.15 1,063.60 2,951.05
TOTAL EXPENDITURE
Surplus of the Financial Year (before Prepaid Expenses) Surplus of the Financial Year (after Prepaid Expenses)
Building Networks, Empowering Leaders, Realising Ideas
8,772.85
8,116.80 232,529.28
66,720.72 33,720.72
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ICMS’ Balance Sheet for the Financial Year ended 31 January 2014 No
Description
MYR (RM)
MYR (RM)
Financial Review
Financial Review
ASSETS CASH 1 Cash - Malaysia 2 Cash - UK SUBTOTAL
45,335.92 768.05
OTHERS 3 Accrued Income SUBTOTAL
10,000.00
46,103.97
10,000.00
TOTAL INCOME
56,103.97
LIABILITIES & RETAINED SURPLUS LIABILITIES 1 Current Liabilities 2 Long-term Liabilities SUBTOTAL RETAINED SURPLUS 3 Accumulated Surplus from FY2012 4 Surplus of the Year SUBTOTAL TOTAL LIABILITIES & RETAINED SURPLUS
Building Networks, Empowering Leaders, Realising Ideas
0.00 0.00 0.00
22,383.25 33,720.72 56,103.97 56,103.97
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Mission statement:
CR Review
Corporate Relations Review To maintain and strengthen ties with existing partners for their full support in all of ICMS’ events, in addition to exploring new links with other potential partners and sponsors. This would serve as a bridge between the council, its members and the corporate world, and foster an environment where council members get to learn with and work along corporate figures. With the advent of the new term and defining our direction to manage and nurture a wider talent-pool via more established flagship events, we have seen tremendous improvements in the foothold of our partners and sponsors. The department has successfully achieved the following, in line with our initial goals: 1.
Streamlining the Corporate Relations Department by redefining our approach to firms and creating more comprehensive documentations which include Sponsorship Booklet, Sponsorship Agreement, Sponsorship Framework and Partnership Framework
2.
Identifying shared visions and directions between the Council and our sponsors to create a more valuable and sustainable relationship
3.
Expanding the Council’s partnership and outreach to a wider diversity of firms to cater to our growing and diverse membership base
4.
Maintaining and strengthening professional ties with partners and sponsors, focusing on improving shared values and mutual potentials.
Building Networks, Empowering Leaders, Realising Ideas
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Building upon the previous Councils’ foundation, ICMS continues to treasure and heighten the rapport with our Strategic Partner, ICAEW, and various Sponsors – ranging from our Platinum Sponsor - Maybank, Gold Sponsor - Maxis, and Bronze Sponsor - Securities Commission (SC). The Council is very honoured and grateful for the continuous support that we have received from our new Partner, TalentCorp. Through the Council’s highly integrated effort to expand our publicity and foothold on firms in an array of industries, ICMS also warmly welcomes our new Platinum sponsors: Jeffrey Cheah Foundation and Sunway Group as well as our new Bronze Sponsor: PriceWaterHouse Coopers (PwC) Malaysia.
CR Review
Corporate Relations Review
The department has successfully documented our first Corporate Relations Blueprint, in hopes of extending our efforts to the future Councils and directors. As ICMS continues to grow, our ties with our existing and potential partners and sponsors become ever paramount, and it is with constant determination and belief in the Council that will bring the Council and its rallying firms to greater heights. The department has also designed a guide on CV writing, aimed at improving the formatting and content of curriculum vitae submitted by our associates and event participants. As a medium between our corporate partners and associates or participants, we have included the details and tips which employers seek in a curriculum vitae in our guide in order to increase professionalism in resume-writing and to ease resume-screening processes.
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CR Review
Corporate Relations Review Strategic Partner
As a world-class professional accountancy body, The Institute of Chartered Accountants in England and Wales (ICAEW) provides leadership and practical support to over 132,000 members in more than 165 countries, working with government, regulators and industry to maintain the highest standards. We provide our members with knowledge and guidance based on the highest ethical and technical standards. We shape opinion, understanding and delivery to ensue the highest standards in business and in the public interest.
Partner
TalentCorp was established on 1 January 2011 under the Prime Minister’s Department to formulate and facilitate initiatives to address the availability of talent in line with the needs of the country’s economic transformation. Collaborating closely with relevant Government agencies and employers in priority economic sectors, TalentCorp develops demand-driven initiatives focused on three strategic thrusts, specifically: Optimise Malaysian talent Attract and Facilitate Global Talent Build Networks of Top Talent
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Platinum Sponsor
CR Review
Corporate Relations Review
Host of MPPC 2013
Gold Sponsor
Host of Industry Insights (i2) 2013
Bronze Sponsors
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New membership structure and rationale of changes The Closed Associateship Policy was finalised with much deliberation. Previously, we had 3 types of membership: associateship, network members, and ordinary members. The details of the old policy are as follows: Associates
Ordinary Members
Network members
Open to all Malaysian students
Open to all Malaysian students
Open to all Malaysian stu-
around the world Students can sign up during the
recruitment sessions or send an email to the Internal Affairs and Performance Director(s) Application procedure Send a Curriculum Vitae Fill up an application form Attend an interview The Internal Affairs and Perfor-
mance Director(s) will then email all applicants on the results of their interview
around the world Students can sign up during the re-
cruitment sessions Application procedure Send a Curriculum Vitae Fill up an application form Ordinary members are not required
to attend an interview Ordinary members will receive
newsletters of any events organised by ICMS and are given priority to join events
Successful applicants will be
Human Capital
Human Capital
dents outside of the UK. Students in the USA, Malaysia, Australia and Singapore are eligible Application procedure Send a Curriculum Vitae Fill up an application form Network members are not
required to attend an interview Network members will re-
ceive newsletters of any events organised by ICMS and are given priority to join events
named Junior Associates and undergo a 1 month probation period. During the 1 month probation, their performance in ICMS will be constantly evaluated
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New membership structure and rationale of changes (cont’d) The old policy was necessitated, no doubt, by the nature of a growing council. We had to be inclusive, and involve as many people as we possibly can. However, we believe that in the 3rd year of our foundation, the time has come for the obsolete policy to be abolished in favour of a closed associateship policy.
Human Capital
Human Capital
The closed associateship policy, summarised in one line, abolishes the roles of “ordinary member” and “network member”, and converts these two roles into “subscribers”. The result is that the only people carrying the name of ICMS are its associates, which includes Executive Committee Directors, Operations Committee Directors, Associates, Senators and Governors. Previous ordinary members and network members were either converted into Associates (where merit demands), or “subscribers” who merely receive newsletters. Facebook and Twitter followers (as well as other social media followers) are automatically considered as “subscribers”. Associates have a special quality because not only did they pass the 1 month probation to be given the name “associate” in the first place, their continued associateship is justified by continual effort and contribution to the ICMS, either through the Malaysia Public Policy Competition (MPPC), Industry Insights (I2), or other ICMS programmes/events. The resulting diagram is as follows:
Associates
Subscribers
Associates include fully promoted Executive Committee Directors, Operations Committee Directors, Associates, Senators and Governors. Open to all Malaysian students around the world Students can sign up during the recruitment sessions
or send an email to the Internal Affairs and Performance Director(s) Application procedure Send a Curriculum Vitae Fill up an application form Attend an interview The Internal Affairs and Performance Director(s) will then email all applicants on the results of their interview Successful applicants will be named Junior Associates and undergo a 1 month probation period. During the 1 month probation, their performance in ICMS will be constantly evaluated
Open to everyone An email may be sent to any
Director of the ICMS to be added to the subscribers mailing list
This policy: Rewards active associates for their dedication and contribution to the council Incentivises capable associates to devote their time to the ICMS Allows the council to better monitor and manage its key stakeholders – its talents and
associates
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OPCO changes OPCO stands for Operations Committee. It was created to house the portfolios of flagship projects’ Project Directors and regional committees’ Regional Directors.
Human Capital
Human Capital
The rationale for OPCO stems from: The distinct sharing culture that ICMS wishes to nurture amongst its key leaders The belief that coordination and sharing of information can be facilitated by OPCO The long term anticipation that OPCO will create a special atmosphere, geared towards the twin
key objectives of ICMS – event organisation, and network expansion and management Executive Committee
Operations Committee
Chief Executive Director Deputy Chief Executive Director
Senate
Court of Governors
President Vice President
Chairperson Vice Chairperson
Constitutional Director Corporate Rela-
tions Directors Council Policy and Strategy Director Creative and IT Director External Outreach and Publicity Directors
Finance Director Internal Affairs
and Performance Directors Secretarial Director
Project Directors Regional Directors
Building Networks, Empowering Leaders, Realising Ideas
Senators
Governors
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Geographical Distribution of Associates
Building Networks, Empowering Leaders, Realising Ideas
Human Capital
Human Capital
27
UK Associates Composition by University 2012
Human Capital
Human Capital
2013
In 2012: 68% of the Junior Associate pool was comprised of London university students. We saw an increase in non-London university applicants, from 32% in 2012 to 40% in 2013. In 2013, we now have Junior Associates from the University of Bristol, University of Nottingham, City University London and Queen Mary University of London. This year, we have expanded our number of roadshows from 4 to 9 – visiting Bristol, Cambridge, Durham and conducting separate roadshows for the London universities, with City University London as one of our new stops.
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UK Associates Composition by Year of Study 2012
Human Capital
Human Capital
2013
In 2013, we saw a significant dispersion in year of study within our Junior Associates pool. While our Junior Associate pool only consisted of 1st years in 2012, in 2013, we saw 2nd years, 3rd years, Masters and PhD students exhibiting interest in ICMS. We hope to see an increase in non first-year students in the following years to come.
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UK Associates Composition by Course of Study 2012
Human Capital
Human Capital
2013
Although the ICMS UK Junior Associates are mainly finance and economic based university students, we saw a steady increase in other degree courses as well, namely engineering, law and medicine-related subjects. We hope to establish a more prominent engineering and law branch in the next year.
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Human Capital
Human Capital Roadshow Strategy Target Setting Goal for number of students attending info sessions: (including M’soc committee) University
Target attendees
Actual attendees
Target number of JA applications
JA applications
LSE
40
30
10
19
UCL
30
20
7
14
Imperial
30
15
5
4
City, King’s
20
10
3
4
Durham
20
3
3
0
Bristol
15
17
5
7
Cambridge
15
13
3
5
Warwick
25
15
5
8
Others
-
-
5
6
Non-Londoners: 30% [31%] Oxbridge: 10% (does not fall inside non-Londoners) [9%] Engineering: 10% [22%], Medicine-related: 5% [9%] Non-Finance: 20% (not including Engineering and Medicine) [26%]
ROI University LSE, City, King’s
Actual number of attendees 40
Total Cost (£) £125
Number of JA apps 23
Cost per attendee (£) £3.13
Cost per JA app (£) £5.43
UCL
20
£52.64
15
£2.63
£3.51
Imperial
15
£52.19
5
£3.48
£10.44
Durham
5
£86.30
0
£17.26
N/A
Bristol
17
£189.70
7
£11.16
£27.10
Cambridge
13
£123.37
5
£9.49
£24.67
Warwick
15
£97.53
10
£6.50
£9.75
Others
-
£0
6
£0
£0
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Recruitment Traditionally, recruitment has been done during the first two months of the United Kingdom university calendars. Roadshows/Info Sessions are organised throughout the United Kingdom for directors to visit the universities to deliver personal messages to prospective associates and interested members of the public – our two key target audience. Even if they do not eventually become associates of the ICMS, the fact that they know about us helps us in recruitment and publicity.
Human Capital
Human Capital
Recruitment has been complicated this year by our expansion to the United States of America, Malaysia and potentially Hong Kong. Virtual roadshows had to be organised, and information had to be presented through social media. Nonetheless, with planning and effort, the directors in charge have managed to pull it off. What follows immediately after recruitment is Associates Application. Interested associates will apply to be considered for the role of Junior Associates (JAs) of ICMS. An interview and submission of an online application and Curriculum Vitae are the only requirements to entry, intended to invite only passionate students who are willing to make an effort. This strategy has worked well in ensuring quality. After 1 month of probation, Junior Associates may be promoted to Associates – full blown associates of ICMS.
Recruitment and Selection Policy 1. Internal Affairs and Performance Policy Huge emphasis is placed on quality when making recruitment and selection decisions as the ICMS wishes to ensure that we recruit aspirational Malaysian students who will contribute significantly towards the Council. It is also becoming increasingly important as the Council evolves and changes, that new members show a willingness to learn besides adaptability and ability to work as part of a team. The Recruitment and Selection procedure would help the central leaders to ensure that these criteria are addressed. This policy ensures our Recruitment and Selection Policy will be: i. be fair and consistent ii. be non-discriminatory 2. Selection Procedure All applications must be made through an online application submission and a CV submission to the Internal Affairs and Performance Director. All applicants will be granted an informal meeting with at least TWO members of the current Executive Committee of ICMS in order to avoid possible bias. The CV will only serve as a preliminary assessment of applicants. Performance in the meeting will be mainly relied upon as evidence of future potential. Interviewers will write an official report for each candidate meeting. Admittance of the candidate to the ICMS will be made by the Executive Committee as a whole. If there is a conflict of interest, the member of the Executive Committee will not be allowed to interview the candidate. These are steps taken to dispel any form of biasness within the application process for membership selection. The report will be kept in the Junior Associates Report folder, which is shared among the entire Executive Committee.
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Recruitment and Selection Policy (Cont’d) Criteria for Admission
Human Capital
Human Capital The Council looks for evidence of the following qualities in applicants: Passion, commitment and dedication: capacity for sustained motivation and interest. Applicants are questioned on the depth of their extra-curricular roles in university/college/ secondary school. Reasoning ability: ability to analyse and solve problems using logical and critical approaches, ability to assess relevance, capacity to construct and critically assess arguments, flexibility and willingness to consider alternative views. Communication skills: willingness and ability to express ideas clearly and effectively on paper and orally; ability to listen; ability to give considered responses The final decision will be made through a simple majority vote by the Executive Committee of ICMS. The Internal Affairs and Membership Director will then email successful applicants a formal acceptance of their membership within five working days. Applicants who are not successful will also be informed. 3. Recruitment process August 2013
ICMS Malaysia recruitment drive. Interviewed 13 candidates and chose 4 Malaysian Associates for the batch of 2014/15
October 2013
Roadshows at UCL, University of Bristol, Imperial College London, University of Warwick, LSE, City University London, KCL, Cambridge and Durham University
November 2013
ICMS USA recruitment drive Interviewed 70 UK candidates and chose 54 UK Associates for the batch of 2014/15 Interviewed 16 USA candidates and chose 8 USA Associates for the batch of 2014/15 Junior Associates probation period – Serve 4 ICMS (The Charm-ger Games and Expansion/Consolidation Tasks) Junior Associates induction day – ICMS 4mative Day Executive Committee and Operations Committee applications Extraordinary General Meeting
January 2014
February 2014
Annual General Meeting
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