Upskilling 101: POS Malaysia’s Head of People Operations relies on EQ and adaptability to redefine leadership success

Understanding and managing emotions, coupled with genuine empathy, are essential in navigating interpersonal dynamics, resolving conflicts, and driving employee engagement, shares Ahmad Addlan Nabil, Head of People Operations, People Division, POS Malaysia.

From refining its learning & development (L&D) strategy to delivering concise, engaging content that meets today’s shorter attention spans, to leveraging existing infrastructure for swift adaptability, Pos Malaysia is redefining transformation to stay ahead. 

In this conversation with Sarah Gideon, Ahmad Addlan Nabil (pictured above), Head of People Operations, People Division, POS Malaysia (pictured above), shares how the organisation is aligning its L&D efforts with digital transformation, sustainability goals, and workforce agility.  

He underscores the critical role of HR leaders in leading by example, demonstrating the behaviours and commitment needed to ensure initiatives succeed and positively influence employees to embrace these efforts.  

Q How has your organisation adapted its learning and development strategy to meet the challenges and opportunities of 2025?    

As part of our transformation initiative, Pos Malaysia has aligned its L&D strategy to support digital transformation, sustainability initiatives, and workforce agility.   

To adapt to the evolving challenges of 2025, we’ve also leaned into adopting a hybrid approach to training, combining virtual learning platforms with hands-on workshops to cater to the diverse skillset our employee needs. By implementing a mix of virtual, in-person and experiential learning, we try to ensure that every employee’s development journey is both relevant and engaging.  

Emphasis is also placed on real-time skill-building to keep pace with the fast-changing business landscape through microlearning, gamified training modules such as, We Deliver Safely (a series-module that was designed to highlight the importance of safety in a workplace). These tools are also in line with Pos Malaysia First Strategic Pillar which is to ensure our employees remain highly motivated and engaged.  

Additionally, leadership development programs are being revamped to build competencies in strategic decision-making. By equipping leaders with the tools and knowledge to manage uncertainty, we are ensuring they will be prepared to lead Pos Malaysia into a future marked by complexity and even more opportunities. 

Q What are the hottest, function-agnostic skills in your industry today – skills that will never fail you? 

Emotional intelligence (EQ) – In HR, understanding and managing emotions as well as empathising with others is crucial in handling interpersonal dynamics, resolving conflicts, and advocating employee engagement.  

Strategic thinking – HR is not just an administrative function; it's a strategic partner to business success. Being able to align HR goals with organisational objectives is also critical.  

Data literacy and analytical skills – The industry is also increasingly relying on data for decision-making. The ability to analyse metrics like turnover, engagement, and diversity trends adds measurable value and ensures the efficacy and relevance of our numbers.  

Adaptability – Organisations face constant change, whether it's technological upgrades, restructuring, or adapting to global trends. The ability to pivot quickly in response to changes in market demands or technological advancements is critical.  I am a strong believer that skills in AI would be an advantage for any employees out there.  

Conflict resolution & negotiation – HR professionals often mediate between management and employees or unions. Strong negotiation and mediation skills are vital for maintaining harmony and productivity. 

Q How are you building these skills in your workforce? Essentially, how do you help employees accelerate their learning (especially when it comes to soft skills)? 

Peer learning initiatives, such as internal knowledge-sharing forums and cross-functional projects, further accelerate skill acquisition. I also take the opportunity not only in these platforms but at any given time to emphasise on our Pos Malaysia Wira values as it would help to cultivate employees’ soft skills too.  

I also mentor some employees closely to ensure that I can help develop their leadership and soft skills, providing constant constructive feedback for them to improve. I also practice feedback culture on myself, encouraging employees to speak up and address areas for me to personally improve as I believe that I have to lead by example.  

We also assess the baseline needs and skills of employees to ensure that they are not just equipped with the technical knowledge but is also well equipped with the right soft skills, allowing employees to navigate the social and professional nuances that is expected of any role. This is important as we want all employees to be able to grow within an organisation, hence, in the long term, besides the technical skills, the soft skills would help the employees become great leaders tomorrow.  

Embed skills in day-to-day work – We also encourage managers to incorporate skill-building into everyday tasks and meetings.

"I believe repeated practise enforces learning and integration into workflows. This will promote a culture of continuous improvement and learning for each employee."

Q On the HR front - What are the top 3 most critical skills your organisation is prioritising for the future, and how are you cultivating them? OR Personally speaking, how are you, as a leader, upskilling yourself for your role, as well as your HR team?    

Knowledge on rolling out DEI and Sustainability Agenda- I am a firm believer of DEI (Diversity, Equity, and Inclusion and I try to walk the talk and the fact that I practise this myself is evident in my hiring practices and mentorship – I believe women can be great leaders and I hope to create an environment where my daughter would have the opportunity to thrive in any environment, hence, it should start with me.

In addition to DEI, Sustainability within the realm of Human Resources is also important, developing workforce strategies that ensure long-term employability, such as reskilling or employees to meet future demands and supporting ethical supply chain management and ensuring fair treatment of workers across all levels.  

AI is the future. I believe digital and analytical skills is also critical. The rise of HR technology (AI tools, and predictive analytics) demands tech-savvy professionals who can harness these tools to improve efficiency, engagement, and decision-making. I have also encouraged my team to Work Smart by utilising AI Technology such as Chat GPT, Google Gemini, Quill Bot and others. I believe employees should be well equipped with the skills to navigate this technology.   

Another skill I believe is critical is emotional intelligence and adaptability. The HR role requires navigating uncertainty, cultivating trust, and building resilient teams, especially during organisational changes. Emotional intelligence and adaptability are essential to managing the human side of these transitions. I, myself regularly coach HR professionals and leaders on personal and professional adaptability and oftentimes we discuss real-world case studies to simulate handling conflicts, layoffs or cultural transformations. 

Q If you could have any superpower to enhance your learning and development efforts, what would it be and how would you use it to shape the future of work?    

Instant skill transfer, enabling employees and myself to immediately gain and transfer the skills required for a role or project.  

I will use this superpower to bridge the skill gaps caused by rapid technological changes and prepare employees for future challenges overnight. This would ensure a resilient workforce that’s always ready to adapt to evolving business needs, shaping a culture of continuous learning and innovation.  

Photo / Provided