Leaderonomics is a small organisation with big dream and ambitions. Although we may have only about 100 employees today, we are a small employer with a BIG heart and BIG goals and dream. REad on what we do with our employees to engage, excite and ensure they are committed to the cause.

1. HUMAN RESOURCE EXCELLENCE AWARDS 2015
Submission by Leaderonomics
Category: Small Employer of the Year

2. QUICK FACTS ABOUT
LEADERONOMICS
• Established: 2008
• No of employees: 58
• Vision: Growing people into leaders,
building communities of love,
transforming the nations
• Overview: Leaderonomics is a social
enterprise dedicated to transforming
developing nations through leadership
development. Why leadership? We
believe that leaders can profoundly affect
the social, economic and spiritual health
of the individuals and communities that
they influence. Our hope is that as we
help individuals to grow in their
leadership capacity and experience, they
will be able to “build communities of love”
as they lead and manage different teams.
We hope that these multiple
“communities of love” will then go on to
“transform nations”. Our 58 employees
(“Leaderonomers”) make up the
following teams:
Youth: Developing 7–19 year olds via
DIODE camps, clubs in school and
DropZone (a youth inspiration centre)
Campus: Developing university students
via camps, clubs and programmes
Do Good: Developing leaders of
non-profit organisations via workshops
and an online portal
Corporate Services: Developing
employees of companies at all levels
TV: Producing and distributing leadership
content in video form
Leaderonomics.com:
Publishing leadership articles online and
weekly in The Star
Part One:
VISION AND GOALS
Leaderonomics is a social enterprise passionate about people. We believe that every
individual can be a leader and can make a positive difference in the communities they are in.
Such is the fervor of our belief that we take intentional care to grow strong leaders with great
attitudes not just in our external impact programmes, but even more so internally from within
our organisation.
Our people (affectionally known as ‘Leaderonomers’) are our history makers and nation
builders, as such, our aim is to equip and empower them to be agents of change and
influencers in their respective community touch points.
We are heavily invested in ensuring that Leaderonomers remain constantly engaged and
happy in the workplace by focusing on these key areas:
(i) Cultivating a culture at work that is fun, empowering and contributes towards the growth
and development of each Leaderonomer.
(ii) Maintaining an open door policy in HR (human resources) whereby communication
channels are kept open and Leaderonomers feel safe and encouraged to have authentic
conversations about their career and development. In fact, all Leaderonomers are highly
empowered to seek out additional exposure and experiences within the organisation.
(iii) Team leaders and senior Leaderonomers play an important role in partnering with HR
as their input and recommendations are often consulted and taken into consideration
especially in areas such as staff movements, new hires, and Leaderonomers’ welfare.
(iv) Staying consistent with our values and organisational vision and always delivering the
same message across the board regardless of individual Leaderonomers’ background
or experience.

3. Leaderonomers volunteering at a Somalian refuge community.
Our goal in HR is to create platforms where each Leaderonomer can fully embrace and demostrate our 5 values at work:
Empowering
Every Leaderonomer has a voice and access
to a platform to make a difference. Each one
can do something to better our world.
1
Leaderonomers having fun welcoming newbies into the family.
Relationships
Leaderonomers treasure relationships
with one another, the people we interact
with, our community and God.
2
Leaderonomers are active in providing leadership development
to many youth communities.
Giving
Leaderonomers serve people passionately
and generously. We believe in giving and
investing value into communities we want
to impact.
4
Leaderonomer Amanda teaching children about their feelings
in our DIODE Kids programme.
Building the Future
Leaderonomers play an active part in
moulding the future by challenging
preconceptions to build a just, free
and caring world.
5
Leaderonomers on a visit to Dialogue in The Dark, deepening
understanding for the larger community around us.
Growth
Leaderonomers see growth is a personal
responsibility. We are passionate about
lifelong learning and continuously push
ourselves out of our comfort zone.
3

4. Part Two:
IMPLEMENTATIONLeaderonomics has continued to grow our HR support and offerings
over the years, with particular focus on the following 5 areas:
1. A Common Culture: Cultural beliefs that drive our work
and interaction with each other
Together with key leaders
of the organisation, we
developed 5 cultural
belief statements that
encompass the attitude
and mindset of a
Leaderonomer at work.
Doing so allows
expectations to be
consistent across the
board and decreases
misalignment within
teams.
Our cultural belief
statements are:
BE ACCOUNTABLE
I take personal ownership to deliver
on all expectations entrusted to me
BE EXCELLENT
I accept challenges and exceed
expectations in all that I do
BE SYNERGISTIC
I actively seek out and lead
collaborative opportunities
BE COURAGEOUS
I am open to honest and authentic
conversations and feedback
BE AGILE
I find opportunity in all circumstances
and will adapt myself to thrive in them
1
2
3
4
5
Engaging in 5 crucial conversations a year
with respective team leads.
Monthly recognition awards for
Leaderonomers who have demonstrated
and embodied the cultural beliefs.
Monthly sessions with CEO to discuss
issues and challenges.
Forming of “Go Beyond Projects” with cross
division teams that tackle different areas of
need and expansion within the organisation.
Bi-monthly cross-departmental meetings
to share ideas and encourage deeper
collaboration.
Each of these beliefs are underpinned by
a tangible experience that Leaderonomers
can relate to and anchor upon.
Go Beyond Projects 2015
- Design training video for
corporate programme
launches
- Increase views for each of
our YouTube videos to 10,000
- Organise Do Good
campaign for Leaderonomers
- Design E-Learning module
- New corporate services kit &
learning courses catalogue
- Set up guidelines for
Leaderonomics ambassadors
- Develop an experiential
"orientation" simulation
- A Day in the Life of a
Leaderonomer
- Incorporate "Campus"
simulation into learning
modules

5. Cultural beliefs discussion with Leaderonomers to nail down
the cultural essence of the organisation
Leaderonomers embody our cultural beliefs to go beyond expectations in all deliverables.

6. 2. Continuous Learning and Growing Together
In line with our vision of “Growing People into Leaders”, we take responsibility for the growth and development of Leaderonomers such that learning
becomes a part of our organisational DNA.
Since 2012, we’ve allocated scholarships and subsidies for Leaderonomers who are interested in furthering their studies in relevant subjects. In
2014-2015 we have 4 Leaderonomers who are pursuing their masters in various Psychology-related fields, 1 pursuing ACCA certification, 1 more a
Coaching certification and another a HR diploma.
We also encourage Leaderonomers to upskill and they can apply for sabbaticals to pursue an area of interest. Every Leaderonomer also goes through
a strengths-based assessment which helps them to further understand themselves and how they work best. This also empowers us to place people in
job scopes that best align with their strengths.
We want Leaderonomers to also be able to learn and grow wherever they are and they are enabled to do so via our online learning platforms whether
in article form or in video. We often feature prominent individuals from various backgrounds and industries. Leaderonomers have to opportunity to
meet and great many of these leaders and learn directly from their musings.
Leaderonomers with Jamie Andrew, a quadruple amputee and seasoned mountaineer. Award winning singer, Sheila Majid on The Leaderonomics Show.

7. We believe in experiential learning and Leaderonomers often participate in challenging learning simulations.
Last year, we ran an organisation-wide “CEO Simulation” where Leaderonomers were tasked to form teams and
present ideas and strategies they would employ if they were the CEO (chief executive officer) of Leaderonomics.
Leaderonomer Hui Ming briefing the CEO simulation teams on their next challenge.
Leaderonomers engaged in the “Cold War” simulation about team alignment and collaboration

8. Leaderonomers having discussions in our pantry area in a common sight. Low dividers and an open concept encourages
team collaboration and communication.
Discussions often take on a quirky quality
as we marry work and play in the office.
3. Inspiring Work Spaces and a People-Centric Work Culture
When we started the organisation, we knew that we wanted to create a
setup that promoted a fun and play-oriented attitude towards learning
and growth.
Hence, we are partial towards bright and happy colours with movable
furniture pieces and open workspaces. Our offices are designed to
encourage play and relationship-building amongst Leaderonomers.
Our workspaces are mostly kept open (without cubicles and towering
dividers) and encourage collaboration and dialogue amongst team
members. Meeting rooms and senior management offices are also mostly
glass to give a sense of space and to foster accountability and
transparency.
Employees are free to move around and find their preferred spot for the
day in any of the unoccupied work spaces. This also means that
employees are trusted to work remotely or from home with due reasons.
Our cosy reception area in our Johor office which features our values wall,
emphasising the motivations of what we do.

9. Colourful and vibrant discussion areas in our Johor office.
Chalkboard walls encourage creativity amongst Leaderonomers
and allows them to unleash their inner Da Vinci.
Our new work space in our Johor office continues the trend of openness and collaboration.
These amenities and workplace concepts are
replicated in our newest offices established in Petaling
Jaya and Johor this year. Even though those spaces
are still a work-in-progress, Leaderonomers have
already settled in and made themselves at home.
Meanwhile, we are also working hard to nail down the
best partners for our latest acquired space in order to
take our ethos of learning and play to the next level.

10. Leaderonomers together with Eduardo Peña, a Hollywood concept artist after
an enlightening session about his journey making movie magic.
Welcoming newbies into the Leaderonomics family
during a Learning Friday session.
FAB Friday appreciation of the TV team behind
our many video productions.
Leaderonomers Lily, James and Dinesh enjoying a moment
during a bonding activity
4.Deepening Relationships through Rituals
and Experiences
At Leaderonomics, we make time to deepen friendships with
one another. An example of this would be Fridays@
Leaderonomics, where Leaderonomers will gather together
to learn from each other (Learning Fridays), appreciate one
another (FAB Fridays) or to let their hair down and
showcase their hidden shower singing skills and bust out a
dance move or two (Live at the Pantry).
These sessions encourage Leaderonomers to break out from
their silos and interact with the larger Leaderonomics family.
For many Leaderonomers who are often out of the office
and making a difference in the field, Fridays are the time
they can reconnect and catch up with what’s going on.

11. We care for each other and acknowledge each individual’s career journey in a holistic manner rather than in isolation from other areas of their
life. As such, we not only celebrate work-related milestones (e.g. giving a special award to Leaderonomers who have reached their 3-year mark at
work) but also life events such as weddings and births.
At the same time, we show compassion and empathy towards Leaderonomers during difficult times in their lives and readily give them space and
support. We are extremely flexible in negotiating work roles and responsibilities in accordance to the life stage needs of each Leaderonomer.
Baby shower organised for Leaderonomer Hui Ming.
Leaderonomers spending time with
the children visiting our office.
Leaderonomer Adeline’s brother Jireh, 2nd from right participates
in our DIODE School Leavers Camp in December 2014.
Leaderonomics company retreat together with
our spouses and children to Krabi in 2014.
Families are important to us
and one way we demon-
strate this by allowing
Leaderonomers to bring
their children to work.
Spouses and children are
also very much welcomed
to be a part of our company
celebrations, dinners and
retreats. Families are
covered under our company
medical care policies and
enjoy special discounts
when attending any of our
public youth programmes.

12. Activities and learning sessions at DropZone Youth Inspiration Centre.
Leaderonomers actively participate in Youth camps and Leadership Clubs.
5.Community Initiatives are Intrinsic in the Life of a Leaderonomer
Every Leaderonomer contributes and plays a part in our community initiatives especially in our youth development programmes.
This is at the heartbeat of our social mission as the quality and character of our young people will dictate Malaysia’s future.
Leaderonomers volunteer time on top of their respective job roles to invest into the lives of young people through our camps, clubs, youth centre
and special projects. Many return from their time refreshed and energised, with inspiring stories and renewed passion for the work that they do.

13. Leaderonomers pushing their limits and comfort zones: at District 21 Indoor Extreme Park;
completing the Viper Challenge; Paragliding together
Leaderonomers celebrating together:
Hari Raya open house; bridal shower.
Leaderonomers celebrating together: weddings and newborns. We’re all a little crazy here and not afraid to show it!
Part Three:
IMPACTWe measure our impact based on 4 “Rs” – Relationship, Robustness, Reach and Revenue
Relationship
Depth and strength of relationships and bonds amongst Leaderonomers. It’s a little subjective to measure this, but we have the following criteria as a guide
during feedback and performance review sessions:
• We are open to have authentic conversations and open to feedback to help each other grow and achieve their personal goals
• We genuinely care for our customers, partners, associates and participants development, sincerely being their friend and partner in their Leadership journey
• Leaderonomers genuinely enjoy spending time with each other and plan many activities and get-togethers outside (and sometimes inside!) of the office.
• We journey and share major life events with each other.
• We aren’t afraid to be somewhat crazy and kooky at work.

14. 7 active “Go Beyond Projects”
engaging 40% of Leaderonomers in
cross-functional areas and initiatives.
12 Learning Friday sessions in 2015 and 10 of these sessions were
conducted by Leaderonomers (some of whom were interns!)
Go Beyond Projects 2015
- Design training video for
corporate programme launches
- Organise Do Good campaign for
Leaderonomers
- Design E-Learning module
- New Corporate Services Kit &
Learning Courses Catalogue
- Set up guidelines for
Leaderonomics ambassadors
- Develop an experiential
"orientation" simulation - A Day
in the Life of a Leaderonomer
- Incorporate "Campus" simulation
into Learning modules
1 2
Learning Friday sessions this year:
- Swing Dance
- French & English Phonetics
- Introduction to Greek Mythology
- The Shift of Employer Branding
- Learning Arches – Planning and
Facilitation Technique
- Make Up for Ladies
- Learning Korean
- What I Have Learnt From Cats,
Dogs & Social Enterprises
- Speaking Spanish
- Yoga
- How To Build A Career That Brings
You To 65 Countries.
Upcoming sessions:
- Influencing Skills
- Tech & Tools
- Designing Simulations
- The Will To Write Your Will
- Close Quarter Self-Defense
- The Posterior Chain & Office
Ergonomics
Robustness
Employee led growth and learning initiatives organised and actively running in the organisation.

15. Additionally, 14 internal workshops and simulations have been
conducted since January 2015. These include Silega simulations
– Cold War, Expedition and Commander; strategic decision
making; special upskilling workshops for interns as well as
sessions on parenting and working with children.
3
3 FAB Friday appreciation sessions has taken place where
each team has continuously outdone the previous team.
There are 6 more FAB Friday sessions upcoming for 2015.
4
75% of Leaderonomers have been actively involved in our youth
initiatives accounting for 49% of facilitation needs at DIODE
Leadership Camps, 65% of volunteers at DropZone Youth Centre,
72% of facilitators for special projects and 100% of club facilitation
requirements. These Leaderonomers represent all the divisions in
Leaderonomics, making it 100% involvement from all our teams.
5
+14 FAB
FRIDAYinternal workshops
& simulations

16. Reach
Youth community programmes and impact.
9 Leaderonomics
clubs in Klang Valley
and 1 in Penang
16 special projects
run to date from
2014
8 DIODE camps organised since
2014 to date and 5 more
planned for the rest of 2015
4 new offices
established in 2015
PJ (March 2015), Johor (April
2015), Sarawak & Cambodia
(July 2015)
32 returning corporate clients
over the last 7 years and 26
new clients in 2015
34 activities and
events conducted at
DropZone since 2014
17 youth-led projects
concluded since 2014
by the youth in our
leadership clubs
82 MAD Agents from our alumni
who return and volunteer for
upcoming programmes
MAD stands for Making A Difference)
2462 youth
impacted
from 2014
through our
various
youth
community
initiatives
Revenue and Returns
Happy employees lead to high performing employees. An increase in customer satisfaction and company revenues year-on-year is a
testimony of employee commitment and contribution to the organisations’ growth. This has also fueled our expansion plans:
+37%
By empowering Leaderonomers
to work in accordance to their
strengths, our solutions team has
churned out a whopping 364
proposals since October 2014,
increasing their output by 37%.

17. “Working with Leaderonomics has been a pleasure from
the very start! We have been working with them for
several training programmes in our organisation and
recently also completed an Assessment Centre with their
help. Feedback from our participants has been
outstanding. When we were faced with challenges,
they had solid recommendations for us. We really
admire their professionalism, experience, reliability
and efficiency. We highly recommend Leaderonomics
to anyone who is considering them.”
- See Ju Vin, Nestlé Products Sdn Bhd
"Today I attended a 2-day 'Effective
Communication' course, I learned alot of
things from the engaging trainer by getting
everyone involved in the activities and
getting to know each other, build trust and
encourage teamwork. Personally what I
learned the most from the 2-day course was
how to manage bosses, how to speak to
them so that they will listen and accept our
ideas. Communicating the right way helps
to have a more productive way to reach an
end result. Overall, I learned that you need
trust and be open to each other as well."
- Participant from The Star
"I usuallly do not give good ratings unless
I really learn and truly agree and believe
in the training. This blew my mind. Every
single topic touched had a lot of value. I
am sorry for not specifying but I am
dead serious. You can't get any better
than this. Thank you for showing us a
different way of seeing things."
- Anthon Jermayne, American Express
"Leaderonomics took the time to understand the organisational
needs in terms of training. They were quick to set the tone and
pace at the start of the training and facilitated the session
effectively. Because the training product Silega Cold War is
innovative and encouraged high participation and teamwork
within and across teams, the training was interesting and
impactful throughout. At the end of the Cold War simulation,
the trainer was able to guide participants to relate back to real
life challenges faced by the organisation and initial action
plans to address those challenges were suggested for further
follow-up. It was a truly engaging and enjoyable session.”
- David Chin, Head of ACCA Malaysia
Customer Testimonials:

18. Testimonials from Employees
Being primarily involved in serving corporate
organisations, getting the opportunity to spend
some time with our nation's youth in last year’s
YLC was an experience I will always cherish.
Connecting directly with young, energetic youth
and encouraging them in their leadership
journey was a wonderful privilege.
– Hui Yi-Wen, Head, Products & Publicity,
Learning & Acceleration
Being able to volunteer as a Facilitator at YLC
was the highlight of my year, as it reminds me
of the purpose of Leaderonomics - to transform
the nation through leadership development.
The young people taught and inspired me far
beyond my wildest expectations, showing me
that there is much hope for our beloved Malaysia.
– Ian Lee, Head, Organisational Diagnostic & Growth,
Learning & Acceleration
I’ve been admiring the great work of my colleagues
in the social space since I joined Leaderonomics.
Last year, I volunteered for SPARK Programme as
I saw it as a chance to get involved in making an
impact. During camp, I didn't realise what a signifi-
cant difference I had made until I received so many
words of encouragement and appreciation from
campers and colleagues. I knew then that I am very
lucky to be able to work where I’m working now.
– Rahilah Najumudeen, Finance Executive
When I joined Leaderonomics, I was bought over by
their vision of transforming the nation through
leadership development. DIODE YLC is where I truly see
this mission being carried out as I see potential future
leaders being developed at a young age, setting their
values and beliefs in the right path early. What I enjoy
most in the camps is watching kids from different
backgrounds work together and help each other to
achieve their goals as a team. Every time i return from
camps I am truly re-energised knowing that we are
grooming great future leaders for our nation.
– Rishen Philip, Growth Partner, Development & Programme
Management, Learning & Acceleration
Working with youth has always been a passion of
mine so when I heard Leaderonomics encouraged
time off to work in their Community arm, I jumped at
the chance. Volunteering in camp and working with
the Youth team has given me a chance to grow in
unexpected ways. Simple things like remembering a
camper's name and sharing small moments with them
become such valuable lessons to take back to my role
in sales. I am constantly grateful for the opportunity
to be part of a team inspiring change in the young.
– Ameera Hussain, AVP, Business Development,
Leaderonomics Media
Speaking to the kids during a CSR programme
organised by the Youth division of Leaderonomics
enabled me to reflect upon Leaderonomics’ core
principle of cradle to grave leadership. The session
empowered the kids to learn and practise the
heart of leadership, which is to handle adversities
in all situations, strive to achieve excellence and to
embrace the period of painful growth.
– Dinesh Dorai Raj, Talent Partner, Organisational Diagnostic
& Growth, Learning & Acceleration

19. Part Four:
EFFORTS FOR CONTINUAL IMPROVEMENTS
2015 has been a year of expansion for us and we have many plans for further growth and development. These efforts include:
• Streamlining the experiences of each Leaderonomer and providing further opportunities for job rotations
(within Malaysia and regionally in Asia Pacific) and work exposure.
• Ensuring the organisational cultural practices and expectations are aligned across our associate companies in Thailand, Cambodia,
Johor and Sarawak.
• Increasing the number of Leaderonomer-led projects and learning activities. It is our aim that every Leaderonomer will be part of a
Go Beyond Project or will lead a Learning Friday session.
• Upgrading our work facilities to suit the needs of Leaderonomers. Example, ensuring our washrooms are wheelchair and handicap friendly.
• To have 100% of Leaderonomers involved in our community and youth initiatives.
• Continuing to increase the frequency and locations of our community initiatives in order to impact more young people.
• Developing a framework for 5 crucial conversations for employees and team leads to have more intentional and focused personal development
and career pathing.
Our team constantly strives to ensure our HR goals are relevant and aligned to the needs of Leaderonomers. Receiving the award in 2014 was a great
privilege and we viewed it as an acknowledgment that we were headed in the right direction.
We believe that our holistic and distinctive approach towards talent development and employee engagement contributes significantly towards our
staff satisfaction and well-being. As such, we will not cease in our efforts to grow and support our employees and will continue to take an active role
in growing Leaderonomers into leaders, building a community of love in Leaderonomics, and going forth to transform the nation in our little way.
Click on the link to watch our video:
https://youtu.be/X8ZlPWrIc68