“I am a firm believer in learning constantly by keeping tabs on news and articles, be they professional or personal. Learning does not stop, no matter the age. The day you decide that you know it all is the day you refuse to change.”—quotes Intan.
Believing in continuous learning, Intan Shahira Binti Mohd Shahru (Chief People Officer, AirAsia Group) started her career at the age of 21, and now, 22 years later, her journey reflects how quickly time has passed. Her first job was with Korn Ferry, an international management consultancy firm. A significant moment in her career was when she met her mentor, Tharuma, at Unilever’s regional office in Singapore. He advised her against pursuing an MBA and recommended consulting for the hands-on experience she needed. His advice proved to be valuable. Ten years in consulting provided her with the technical skills, knowledge, and network essential for her success.
Seeking to explore the corporate world, Intan Shahira joined the Central Bank of Malaysia as the Director of Strategic Human Capital for six years. Her unexpected transition to AirAsia came when she was headhunted and given the freedom to shape her role, being told, “It’s an empty sheet of paper, Intan. You decide what you want to paint.” Six years later, despite the challenges of the pandemic, she continues to find inspiration at AirAsia.
Intan Shahira’s journey at AirAsia has been dynamic, starting as the Group Head of Talent and Rewards, moving to Group Head of Centre of Excellence & HR Ops, then Head of People Aviation, and now Chief People Officer for AirAsia Group. Each day presents new challenges and excitement, ensuring that her career is always engaging.
From Vision to Reality
In 2001, the founders of AirAsia set out to create a brand that would be a source of pride for Asean and make air travel more accessible. Their vision was summed up in the tagline, ‘Now Everyone Can Fly’.
Now, 23 years later, AirAsia has become the World’s Best Low-Cost Airline, with a team of over 21,000 Allstars serving over 800 million guests across 130 destinations. What started as a simple airline has grown into a globally recognized brand, a leading Asean carrier, and a cutting-edge digital travel and lifestyle platform.
During the pandemic, AirAsia quickly adapted, expanding its services beyond just flight bookings. Today, travelers can easily book flights, hotels, rides, pilgrimage services, insurance, tickets, financial services, and more through one app. The company has also expanded into logistics, same-day delivery services, aircraft engineering, maintenance, ground handling, inflight catering, corporate solutions, and an educational platform.
AirAsia’s diverse offerings showcase its innovation in the industry, always pushing boundaries. With boundless creativity and ambition, who knows what groundbreaking idea AirAsia will unveil next?
At AirAsia, the excitement comes from the unpredictability of what lies ahead. The team is focused on exploring new ideas, innovations, and partnerships. Their main objective right now is to resume operations as they were before the pandemic. The company has successfully brought back all affected employees and has expanded its network to include more routes and even continents (like the upcoming Kuala Lumpur to Nairobi route).
Intan Shahira’s Strategy for Employee Engagement
As the Chief People Officer at AirAsia, Intan is responsible for the well-being of the company’s 21,000 employees, referred to as AirAsia Allstars. This workforce is diverse, consisting of individuals from various cultures, nationalities, backgrounds, and communities.
Working closely with her team, Intan ensures that every employee receives adequate support, their voices are heard, and opportunities for personal and professional growth are readily available. The department is referred to as the ‘People Department’ rather than HR, focusing on the individuals who contribute to AirAsia’s success – the dedicated Allstars who play a crucial role in the company’s unity and resilience.
Intan focuses on both tangible and intangible rewards. However, what ultimately drives employees to be fulfilled at work is the AirAsia culture. It’s about taking care of the well-being of the Allstars in every aspect—physical, emotional, financial, professional, and personal growth. With culture comes a sense of belonging, and that is what makes Intan’s team and company culture truly special.
Securing the Future
Intan Shahira’s leadership during the COVID-19 pandemic at AirAsia demonstrated resilience and strategic decision-making. As a member of the management team, she faced one of the toughest challenges in the airline industry, with significant impacts on their supply chain and operations.
Recognizing the importance of supporting employees, Intan focused on the well-being of the team, known as Allstars. The People Department worked diligently to provide accurate information and maintain a sense of calm through their internal platform, Workplace from Meta, offering updates, resources, and engaging initiatives. She also played a key role in establishing a COVID-19 Vaccination Centre in partnership with the Ministry of Health, prioritizing the health and safety of Allstars and their families. This initiative nurtured a strong sense of community within AirAsia.
Despite the challenges in managing payroll, salary adjustments, and workforce restructuring, Intan remained committed to the team’s well-being. The goal was not just recovery but a resurgence that would see all 2,500 affected Allstars reinstated into the company, showcasing their collective determination and resilience.
The leadership of Intan Shahira has not only guided AirAsia through the crisis but has also set a strong foundation for future growth and success. Her dedication to the team and ability to remain steadfast in the face of adversity reflect the resilience that has defined their journey through the pandemic and beyond.
From HR Function to Strategic Advisor
Intan Shahira observed a significant evolution in HR leadership over the past five years. The role of the CHRO has shifted toward a more central position, providing vital support and guidance to CEOs and Boards as they direct changes. HR functions must become more agile to accommodate rapid transformations within the organization. CHROs are now essential in decision-making, advising top management on people-related matters.
She believes that to be a great HR leader, several qualities are essential:
- Business Acumen: An effective HR leader must be a subject matter expert in all HR and people facets. They should have the ability to advise on people strategies that align with the organization’s business needs.
- Advisor and Confidant: The CHRO bears significant responsibility for the entire organization, with high expectations of confidentiality and trust in daily workplace affairs. Trust and communication are crucial in fostering a cohesive team and organization.
- Resilience: A successful CHRO must have the courage and persistence to push back, speak up, and act in the best interests of both the organization and its employees. They should advocate for what is right, find a balance between employees and the organization, and effectively play the roles of both a good and bad cop.
Learning from Leaders
Intan Shahira’s source of inspiration comes from the various individuals and leaders she has had the opportunity to collaborate with during her career of almost two decades. Rather than idolizing distant figures she has only read or heard about, she finds admiration in those she has worked directly with.
Throughout her professional journey, Intan has been fortunate to work alongside numerous visionary and dedicated leaders, both in her past roles and in her current pursuits. These leaders have exemplified the ability to make critical decisions, direct through challenges, and lead a company with a balance of humility and resilience. They have taught her the importance of prioritizing people, especially during difficult times. For Intan, this represents the true essence of inspiration.
From Workouts to Bedtime Stories
Intan has a secret: There is no work-life balance when you hold a senior leadership role. It’s all about managing your time. With 24 hours in a day, it’s crucial how she allocates her time toward what is important to her – work, kids, and herself.
As a working mom of three children, Intan Shahira ensures that work does not affect home life and vice versa. For her, it’s never about the quantity but the quality of time spent with her kids that makes it worthwhile. She doesn’t claim to know if she’s a good mother, but the smiles on her children’s faces, when they see her before bed, reassure her that she’s doing something right.
Intan’s daily me-time is dedicated to her workouts and runs. Her mornings start with a sweat session, giving her the burst of energy needed to power through the day. Weekends are reserved for quality time with her kids, along with some quiet hours in between to unwind with a coffee and a book.
The Pathway to Personal Growth
Intan advises aspiring business leaders to have humility and the drive to improve in all aspects of life, not just their careers. She believes it’s about staying grounded with a sense of purpose and motivation. According to Intan, one should never fear failure but instead embrace it. Her mantra is simple: Just do it! Live life, take risks and have fun along the way.
