The employee's misconduct and their right to be paid for work performed are separate issues. Even though it seems to be a common practice among many companies, it is completely unlawful to make such deductions.

In an age of evolving employee expectations and intense competition for talent, traditional approaches to rewards are no longer enough. Organizations must move beyond pay scales and benchmarking to embrace a Total Rewards Strategy—one that holistically addresses what today’s employees truly value.

In today’s business landscape—marked by technological disruption, evolving job roles, and heightened expectations—companies are no longer competing solely on products or services. They’re competing on people.

In today's rapidly evolving scope of Talent Management best practices, mentorship is seen as a cornerstone of an effective talent development framework as they are capable to offer various models to cater and distinct within your organizational needs.

This success story is based on a recent Reward Management consultation project with a company within the plantation sector that Maslow has successfully completed between August to December 2022 and obtained buy-off from the Company’s Nomination and Remuneration Committee (NRC).

In today's ever evolving and competitive job market, implementing effective salary benchmarking is crucial for attracting and retaining top talent. This process involves comparing your organization's compensation packages along with industry standards in terms of general market group, custom peer group, and customized method to ensure equality and competitiveness.

As organisations across Malaysia and ASEAN compete fiercely to attract and retain top talent, traditional compensation practices are under scrutiny. Salary history, a long-standing anchor in compensation decisions, is increasingly viewed as outdated and counterproductive.

It’s not a hiring issue. It’s not always a training gap. More often than not, it’s a disconnect between what we say people should be good at, and what we expect them to actually do in their roles. Yet, for many businesses, competency remains an abstract concept. It’s referenced in leadership pipelines, talent reviews, and performance appraisals but rarely applied with clarity or consistency.