Revolutionising the job market

THE new myStarjob, the revamped recruitment service of Star Publications (M) Bhd, aims to revolutionise the way employers and job seekers engage each other.

The strategy here is to seamlessly marry the convenience, speed and efficiency of the digital world, with Star Publications' long-standing strength in content and ability to connect advertisers with their audiences.

Launched last month, myStarjob is a cross-media solution that provides offerings such as a revamped web portal, Visume (video resume) services, a career guide in The Star newspaper as well as online, and training to enable employers to not only recruit quality talent, but to also develop and retain them for the betterment of the company.

Apart from print recruitment ads with iSnap (The Star's new augmented reality feature) capability and online job listings, myStarjob's Visume offering can be posted online for job applications and allow employers to pre-screen candidates and conduct a live video interviews with potential candidates.

Part of the myStarjob platform is also its 16-page career guide, which is available in The Star newspaper every Saturday (and online), serving as valuable resource for talents seeking professional advice and opportunities and for organisations to use this opportunity to profile themselves so as to attract talent and to build their reputation.

There are also training services under myStarjob, which encompass seminars, workshops, on-ground training and talks by industry leaders, all with the goal of building better talents.

“From a product standpoint, it is a comprehensive solution for talents and recruitment needs, which is why we position ourselves as your ultimate career and talent resource',” says Serm Teck Choon, head of MyStarJob Network Sdn Bhd, the wholly-owned subsidiary of Star Publications that developed myStarjob and operates the portal.

“Traditionally, we only help employers to recruit via print and online recruitment advertising. But with the new myStarjob, we aim to help employers not only recruit talents but also retain and train the people they have hired,” he says.

For employers, myStarjob offers various means and channels to reach the talent pool, while at the same time, help them to brand themselves as an “employer of choice,” says Serm.

“Employers' recruitment ads will now be available in both The Star newspaper and, and have iSnap features, depending on their preference.

“Once employers recruit their talents, they can also leverage on the training programmes provided by Leaderonomics Sdn Bhd (another subsidiary of Star Publications). Apart from that, employers also can brand themselves with their unique work culture and values via our career guide.”

Through myStarjob, employees now would have access to a total-solutions provider that can help them to find a job and develop their skills, adds Serm.

“For instance, myStarjob's new technology, Visume, gives jobseekers a new avenue in which to promote themselves,” he says.

According to myStarjob editor and Leaderonomics chief executive officer Roshan Thiran, the recruitment services provided are guaranteed to be “unlike any other” and will reach out to both employers and potential job-seekers in a “holistic” way.

“Whilst employers are looking for highly talented individuals to join their ranks, job-seekers are looking for highly engaging workplaces to be a part of.

“Through our (myStarjob) career guide, for instance, we are able to showcase organisations that have great internal practices, leadership and culture to employees that may not be aware of some of these “hidden gems.”

Roshan points out that there is somewhat of a “conflict” in terms of what employers and employees are looking for a situation that myStarjob aims to remove, if not reduce significantly.

“There is a tension that exists today between employees and employers.

Employers are looking for their employees to be loyal, hardworking, dedicated, to be able to toe-the-line and have all the competencies to execute their work that is laid out to them.

“Employees in the meantime are looking at their employers and hoping to be inspired, fulfilled and find meaning in the work that they do.

“They look for freedom, mobility and a big picture-purpose that they hope their employers can fulfill.”

Roshan says that myStarjob aims to bridge the gap between the various expectations between employers and employees.

“Our career guide was developed to help employers tell the big picture of why they exist and how what they do help make this world a better place,” he says, adding that myStarjob will also help employees be inspired to “do what they love.”

“Part of doing what you love involves finding your passion and then aligning it to the organisation that provides you that fulfillment.

“So, we work very hard at myStarjob to help organisations tell their inspiring stories whilst enabling employees to grow, develop and fulfill the promise and potential that rest deep within themselves.”

Changing with the times

At the launch of myStarjob recently, Star Publications group managing director and chief executive officer Ho Kay Tat highlighted in his speech that the talent recruitment landscape had changed significantly over the years.

“The job recruitment landscape has changed. New rules of engagement are needed to connect with the new generation of career seekers.”

Ho said a growing cause for concern among companies today was the issue of talent shortage.

“One obvious reason (for the talent shortage) is that there is a mismatch between the available skilled force with the requirements of employers.”

He also pointed out that many young Malaysians did not end up doing what they were trained for.

“That is probably due to the fact that when they enrolled in a university course they did not have any idea whether they will love doing what they are trained to do.

“And often they end up in jobs that they dislike or have no passion for.”Citing German philosopher Georg Hegel, Ho pointed out that “nothing great in the world has ever been accomplished without passion.”

“We want our young talents to do what they love and our message to employers like ourselves is that we must make talents love what they do, for if they love what we do, they will come to us,” he said.

Serm says employers can no longer expect their staff to stay long without trying new methods to retain their talents.

“Some innovation and “selling” of the company is now required in order to motivate their employees to stay on.

“Hence, we believe we can play a role in helping employers to profile their organisations while they are facing these challenges.”

Roshan says employers today find it challenging to recruit great talents.

“As the pool of highly talented individuals is not large, coupled with the brain-drain factor, this (small pool) is highly sought out. So, our goal with the (career guide) pullout is to ensure that our remaining talents continue to improve themselves so that they too will grow and become sought-after by employers.

“We feel if we inspire people to work harder, dream more, grow more and push themselves out of their comfort zones more often, we will enable this new pool of talents to enlarge the existing, much sought-after (talent) pool.”

Serm believes that today's employees are not purely financially-driven.

“There are so many different types of employees out there. The workforce is being increasingly populated by Gen-Y employees, who place an emphasis on work-life balance.

“Additionally, employees seem to look for places in which they would be valued. Money is important, but it doesn't seem to be that much of an issue, if compared to appreciation from their employers.”

Serm reasserts that some employees make the choice to join or stay with a company based on the latter's values.

“For example, employees who are motivated by the values and direction of a company may choose to forgo another position that promises higher pay, in order to stay and help contribute towards a cause or belief that they agree with.”

Roshan, meanwhile, feels that employers tend to be too focused on profits.

“Many organisations are financially driven. Whilst that motivates some, most employees are motivated by purpose, fun, fulfillment in addition to monetary benefits. So, it is important for organisations to tell the world their social mission and vision.

“Many organisations do have social missions. AirAsia enables everyone to fly' for example. And by doing so, we enable talents to find more meaning in their work.

“This is important not just for recruitment but also for retention and engagement of talents,” he says.