Winning Secrets: Why SIRIM is so passionate about developing its people for leadership roles

"We believe that by fostering capable leaders, organisations can not only meet their business objectives but also positively impact the wider workforce, empowering employees at all levels to grow and succeed," Adi Afuan Zainudin, Group CPO, Group People & Culture, shares.

SIRIM, a premier industrial research and technology organisation wholly owned by Malaysia's Minister​ of Finance Incorporated, boasts over forty years of experience and expertise. The organisation is mandated as the machinery for research and technology development, and the national champion of quality, playing a major role in the development of the country's private sector.

At the HR Excellence Awards 2024, Malaysia, the people & culture team at SIRIM walked away with a silver win for 'Excellence in Leadership Development', an award that "highlights the importance of a structured, personalised approach to developing leaders", Adi Afuan Zainudin, Group Chief People Officer, Group People & Culture, says.

In this interview, the leader talks about the desire that prompted the team to focus efforts on leadership development in the organisation, how a proactive approach helped overcome significant challenges in the process, and more. 

Q What was the motivation that sparked your passion & business case for pursuing your outstanding people strategy?

SIRIM’s leadership development strategy was sparked by a clear recognition that the future of our organisation depends on having capable, forward-thinking leaders who can navigate the complexities of an evolving business environment. As we transitioned towards becoming a more commercialised entity, it became essential to invest in our people to ensure long-term success. The business case was compelling: with the right leadership, we could drive innovation, improve decision-making, and ensure that SIRIM stays competitive in the market.

We were motivated by a desire to develop leaders who not only excel in their roles but also embody the values and vision of the organisation. By focusing on leadership development, we aimed to build a sustainable pipeline of talent that could support SIRIM’s growth ambitions, enhance organisational agility, and create a culture of continuous learning. This passion for investing in our people became the cornerstone of our strategy.

Q Looking back, can you share a challenge that you overcame in your journey of HR excellence? How did you triumph?

One of the significant challenges we faced during the implementation of our leadership development strategy was overcoming resistance to change. Many employees were hesitant to participate in the new development programmes, particularly when it came to cross-functional rotations, as they were concerned about leaving familiar roles and responsibilities. Additionally, resource constraints initially limited our ability to execute all planned activities as intended.

To address this, we took a proactive approach, focusing on building trust and demonstrating the value of the programmes. We highlighted success stories from early participants and emphasised the long-term career benefits, which gradually helped to shift perceptions. Furthermore, we worked closely with senior management to prioritise high-impact initiatives and reallocate resources effectively. Through a combination of strategic communication and effective resource management, we were able to overcome initial challenges and successfully implement our leadership development initiatives.

Q Beyond the recognition, what impact do you hope your feature in the HR Excellence Awards would have on the HR community and manpower landscape?

Beyond the recognition, we hope that our success at the HR Excellence Awards will inspire the broader HR community to place leadership development at the core of their organisational strategies. Our experience demonstrates that investing in leadership development is not just about improving individual performance but about creating a culture that fosters innovation, resilience, and adaptability.

This award highlights the importance of a structured, personalised approach to developing leaders, and we hope it encourages other organisations to take similar steps. By sharing our journey, we aim to contribute to the growing conversation about the future of talent management and leadership development, particularly in the Malaysian HR landscape. We believe that by fostering capable leaders, organisations can not only meet their business objectives but also positively impact the wider workforce, empowering employees at all levels to grow and succeed.

Q Could you share some advice you would give to others aspiring to follow in your footsteps?

For HR leaders aspiring to implement successful leadership development strategies, our key advice is to focus on aligning the strategy with the overall business goals while staying committed to the development of your people.

Leadership development is a long-term investment, and it’s essential to be patient and persistent in executing the plan.

Start by securing early buy-in from key stakeholders and clearly communicating the benefits of leadership development to both employees and management. Building trust and demonstrating the value of the initiatives through data and success stories can help maintain support throughout the process.

It’s also important to remain flexible and open to feedback—adjusting the strategy as necessary to address challenges and maximise impact. Ultimately, creating a culture of continuous learning and development will be the key to building a strong leadership pipeline that can drive sustained organisational success.

Q Let's talk inspiration! Who has been a driving force behind your success? 

The success of our leadership development strategy would not have been possible without the unwavering support of our senior leadership team, who have consistently championed the importance of investing in our people. Their belief in the value of leadership development and their commitment to fostering an environment where employees are encouraged to grow have been instrumental in driving this initiative forward.

Their involvement and active participation in the process helped to build credibility and trust across the organization, ensuring that the strategy was embraced by all levels of the workforce.

In addition, the dedication and hard work of our HR team, who worked tirelessly to design and implement the strategy, has been a constant source of inspiration. Their passion for nurturing talent and creating opportunities for growth has been critical to the success of this initiative, making this award a shared achievement for the entire organisation.

Read more interviews on why organisations have won trophies for their HR practices – head over to our Winning Secrets section!

Photos & infographic: Provided