How a Seasoned HR Leader Brought Innovation to Banking, Tech, and Government
Proven Lessons from a Veteran Who Transformed Organizations
What does 30 years in HR teach you?
For Sulaiman, it started with a passion for helping people—and grew into a career spanning hotels, banking, government, manufacturing, consulting, and even regulatory bodies. Along the way, he’s helped set up HR systems from scratch, developed future-ready managers (including a cheekily named “BATMAN” program), and introduced flexible benefits into parts of the public sector that had never seen them before.
In this interview, he reflects on the evolution of HR from paper forms to people strategy, and the mindset shifts that keep HR relevant in every era.
Q: Thank you for joining us. Could you share your background in HR and what motivated you to enter this field?
Sulaiman: Absolutely. My journey began nearly 30 years ago, in 1995. I’ve always had a passion for working with people—helping them solve problems and finding solutions together. Back then, there weren’t many specialized HR qualifications available. For example, UPM offered a course in HRM under Human Resource Development, and UITM launched the first batch of HRM in 1992; I joined in 1993 (the third batch). Our curriculum was quite progressive, emphasizing open discussions and critical thinking.
At that time, advancing to a degree required at least two years of work experience. So, after graduating in 1991, I worked at hotel catering before continuing my studies in HR. That’s when I truly fell in love with the field and started my role in recruitment.
Q: What were some key milestones early in your HR career?
Sulaiman: One major milestone was being tasked with documenting all HR processes for a large company. At the time, we had around 5,000 staff and very basic digital tools—Lotus 1-2-3 and dBase for databases. I mapped out the key processes from manpower planning to offboarding, which later helped us implement our first HR system with support from Singapore.
After that project, I moved into banking, specifically with Rashid Hussain Securities, overseeing HR for several companies, including insurance and property management. The late ‘90s were challenging during the Asian Financial Crisis in 97 and there were bank mergers happening during that time, which exposed me to complex processes like retrenchment. Seeing how no business is ever truly secure was a big lesson.
Q: You’ve worked across different industries. What unique challenges did you face?
Sulaiman: Each sector brought new challenges. For example, while at Compaq Computer (now HP), we had to bring in overseas experts and manage immigration hurdles. Later, consulting exposed me to government clients like the Public Services Department (PSD), where I learned about public sector regulations and led change management for e-government HR management systems.
HR for Non HR where empowering supervisors to effective HR management.
In manufacturing, I managed HR for up to 4,000 operators. My priority was ensuring smooth production by minimizing disciplinary issues. Empowering supervisors to handle some HR tasks proved effective—streamlining communication and freeing up HR capacity for strategic work.
Q: How did your role evolve when you joined PwC?
Sulaiman: At PwC, I managed the consulting team—about 200 consultants—shifting focus from blue-collar to white-collar HR challenges. Governance, anti-money laundering, and global compliance became central topics. We have cross-team collaboration, which encourages knowledge sharing and maximized client value across corporate finance, performance improvement, and business recovery segments creating more values to clients and not risking losing the client to your competitor.
Q: You were also involved in the financial sector’s transformation. Tell us about that experience.
Sulaiman: I joined a newly established Islamic bank aiming to be a Top 10 employer. We focused on employee relations and development, introducing programs like a buddy system for new hires and targeted leadership development (BATMAN: Becoming a Talented Manager). Our efforts paid off—the bank won Top 10 Employer in Malaysia (2010), and later Top 20 in Asia Pacific.
Afterwards, I transitioned to the regulatory side with Labuan Financial Services Authority. There, I helped transform organizational policies, including overhauling salary structures and introducing flexible benefits—an innovative step for government agencies.
Q: Flexible benefits in the public sector are rare. How did you achieve buy-in?
Sulaiman: We started with proper research and employee surveys, identifying underutilized benefits. By piloting flexible options—like allowing staff to convert unused leave into enhanced insurance coverage or other perks—we improved satisfaction. We also introduced annual book subsidies (not limited to work-related material) to encourage personal growth.
Q: You’re known for developing managers through programs like BATMAN. What’s your approach to training managers today?
Sulaiman: Many organizations promote top performers into management without preparing them for people leadership. Our approach breaks down development into three areas: managing self, managing teams, and managing the organization. Technical skills are important, but so are coaching ability, communication, and generational understanding.
We use a mix of focus groups and surveys to identify gaps, then design targeted programs—often over 18 months—with modules on project management, finance, conflict resolution, and more. We also emphasize the importance of knowledge (K), skills (S), and attitude (A) for effective leadership.
Q: From an HR perspective, what are the key competencies needed to identify and develop talent?
Sulaiman: HR must act as a talent spotter—knowing what skills are needed now and in the future. This means using assessment tools beyond just manager recommendations—profiling candidates through group assessments and expert evaluations.
It’s crucial for HR professionals to understand business strategy as well as people management. If HR isn’t aligned with the organization’s direction—helping drive strategic initiatives—they risk being sidelined. HR must actively participate in strategic planning and contribute insights from a people perspective.
Q: Any final thoughts on the evolving role of HR?
Sulaiman: HR is no longer just a support function—it’s integral to business success. We must continually adapt, embrace new tools and strategies, and always keep the bigger picture in mind: supporting both people and organizational goals.
Sulaiman’s journey offers a window into what long-term HR leadership really looks like:
HR is strategy. From banking to regulators, he shows how HR drives transformation—not just administration.
Development takes design. His BATMAN and other leadership programs show that growing talent needs structure and intent.
Adaptability matters. Across sectors and decades, the role of HR has shifted—but the core remains: people first, business aligned.
HR can innovate. Even in the public sector, flexible benefits and staff-centric policies are possible—with the right data and approach.
If you’ve been part of an HR evolution, whether big or small, we’d love to hear your story too.