Winning Secrets: Love, entrepreneurship, agility & passion are key to Touch 'n Go's employee engagement

From the top management to every member of the team, these ethos underscore a commitment to fostering a people-centric culture among other goals, the HR team tells us.

Anyone who drives through Malaysia's highways every day, or enters Malaysia via the land checkpoints, would be familiar with Touch 'n Go — you pass through their toll gates, and you probably use their eWallet too.

With its beginnings dating back to 1997 with the introduction of the first Touch 'n Go Card, the organisation has become a cornerstone of the digital transformation within Malaysia’s mobility ecosystem, aiming to drive a seamless consumer experience for millions of people across the country.

The Touch 'n Go HR team walked away winners of the bronze award for 'Excellence in Work-Life Harmony' at HR Excellence Awards 2023, Malaysia. In lieu of the win, HRO catches up with the Touch 'n Go HR Division to learn more about its organisational ethos of love, entrepreneurship, agility, and passion played a part in  this achievement. 

Read the full interview below. 

Q How has your HR and people strategy contributed to your success this year?

Touch ‘n Go Group is delighted to be acknowledged with the HR Excellence Award this year. Our HR and people strategy played a pivotal role in our achievements, leading to a surge in our employee engagement score, a decrease in attrition rates, and a remarkable net growth in overall headcount.

Our organisational ethos, encapsulated in OurDNA LEAP - Love, Entrepreneurship, Agility, and Passion - serves as the cornerstone for our approach to employee engagement. From the top management to every member of our team, OurDNA LEAP underscores our commitment to fostering a people-centric culture, implementing a holistic approach to employee wellbeing, and giving priority to effective communication.

These strategic initiatives have not only fortified the foundations of Touch ‘n Go Group but also propelled us into a leadership position within the financial technology sector, culminating in well-deserved recognition at the HR Excellence Awards.

Q Looking back at your achievements, what aspect of your HR initiatives are you most proud of and why?

Our HR initiatives reflect a commitment to holistic employee well-being and development, fostering a culture centered on engagement, inclusivity, and continuous growth. At the forefront is the O-LEAP-ICS, our internal Olympics, uniting employees through sports tournaments, talent showcases, Family Day, and a celebratory Annual Dinner.

We enhance engagement with festive celebrations, prioritise well-being through wellness programmes such as Mental Health Week, Breast Cancer Awareness Month, and promote work-life balance with our hybrid work model. Recognising contributions is vital, and our monthly X-miler and Service Heroes awards celebrate those who go the extra mile.

Employee development is also key. We encourage proactive skills growth through workshops, online courses, and divisional learning sessions, aligning with business needs and individualised growth plans.

Aligned with our commitment to diversity and inclusion, we actively seek talents from various industries and aim for 1% neurodivergent hires within the Group by 2025, recognising the strength diversity brings to innovation and our workplace culture.

Q During your HR journey, what were some significant obstacles you faced, and how did you overcome them to achieve excellence?

Our unique challenge was managing rapid growth akin to a startup while juggling existing processes, mindsets, and behaviours. With a large percentage of our workforce having less than a two-year tenure, building relationships became a priority.

To tackle this challenge, we implemented a comprehensive onboarding programme designed to seamlessly integrate employees into the business. A key initiative, LEAPing Forward, provides new joiners with essential business insights, ensuring swift acclimatisation. For existing employees, interactive communication touchpoints are crucial for sustaining engagement and loyalty.

We engage with employees on our internal communications channels (Intrahub and Viva Engage) to ensure everyone is updated on the latest developments within the organisation. Our Knowledge Series not only imparts knowledge about our business and products but also empowers employees to become brand ambassadors. CEO townhalls are also conducted quarterly to update employees on important business milestones, as well as allow them opportunity for dialogue and interaction with their CEO and senior management.

These initiatives play a vital part in ensuring that employees grasp the fundamentals of the organisation and are aligned with the business objectives and growth trajectory of the Group. This will allow them to integrate themselves more purposefully into the organisation, as well as enable them to carry out their responsibilities with clear goals, and with the aim of building a long-term career with us.

Q How does your organisation measure the success and impact of your HR initiatives?

The success and impact of our HR initiatives are measured through two key surveys that runs concurrently, Organisational Health Index and our Employee Engagement Satisfaction survey. Each survey aims at understanding employee well-being, leadership metrics, and as well as the engagement score.

Through the performance indicators, we have identified a 7% increase in employee engagement. We also consider industry recognition and peer admiration as indicators of the impact of our initiatives.

Another key measure of success is also our level of employee retention which has stabilised over the last few years as a result of the initiatives and actions taken.

Q In what direction do you see the HR/people function evolving in the future, considering the emerging trends?

In the future, the HR/people function will likely evolve towards greater flexibility and a continued emphasis on employee wellbeing. The trend of hybrid work models and the use of technology for seamless communication and learning will persist.

HR will play a pivotal role in supporting a diverse and inclusive workplace, with focus on mental health and holistic employee development. Additionally, sustainability practices and neurodivergent hiring will become integral components of HR strategies, aligning with broader societal and industry trends.

The evolving HR function will prioritise adaptability, innovation, and a human-centric approach to meet the changing needs of the workforce.

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

Photo: Provided