Dr. Koh Ngee Loke’s HR journey did not begin in a traditional people role. It began on the factory floor, inside operations, materials, and production environments where safety, quality, delivery, and cost mattered every single day. That grounding shaped how he sees HR today,
Reflecting on his early years at Motorola, where he spent 17 years, he shares, “I began my career at Motorola (US MNC OEM), where I worked from 1999 to 2015, gaining 17 years of experience in Production, Material, and Operations.” That experience included leading “a Value Stream of up to 400 direct reports, driving SQDC goals and spearheading Lean Transformation initiatives.” Those years built a mindset rooted in discipline, data, and continuous improvement, lessons that still shape his leadership today.
Leading HR Across Complex Manufacturing Environments
When Dr. Koh moved fully into HR leadership at Sanmina and later at Ultra Clean Technology, the complexity only increased. At Sanmina, he recalls, “I served as Head of Human Resources… where I accumulated 7 years of HR leadership experience.” He led HR for “an organization of 2,000 employees, including 700+ foreign workers,” while managing responsibilities that spanned Talent Acquisition, Compensation & Benefits, and Industrial and Employee Relations.
Today, overseeing HR operations across three manufacturing plants in Malaysia and Thailand, consistency and compliance remain non-negotiable. “Ensuring consistent HR practices across multiple locations starts with a strong foundation, an in-depth understanding of local labor laws in Malaysia and Thailand.” Yet for Dr. Koh, consistency does not mean rigidity. “I believe effective HR leadership requires cultural sensitivity and adaptability.” Policies may be aligned globally, but engagement, communication, and wellbeing initiatives must reflect local realities.
Managing industrial and employee relations in manufacturing environments requires trust. His approach is clear. “Managing complex workforce dynamics in manufacturing environments requires a proactive and people-centric approach.” He prioritises transparency, embedding DEI into daily practices, and supporting work-life balance. As he explains, “When employees understand the ‘why’ behind decisions, resistance decreases, and collaboration improves.”
Using Data, Discipline, and Ethics to Build Trust
Dr. Koh’s operational background strongly influences how he approaches HR effectiveness. With Lean Six Sigma training, he applies structured thinking to people processes. “With certifications such as Lean Six Sigma Yellow Belt, I leverage data-driven decision making and process improvement methodologies to enhance HR effectiveness and align with operational goals.”
One standout example was reducing recruitment cycle time. By forming a cross-functional team known as “The Hunters,” his team reduced hiring time from 45 days to just 2 days,” generating US$160K in cost savings for the company.” Beyond numbers, the initiative strengthened collaboration across departments and cultures.
Ethics and compliance are equally central. As RBA and EICC Management Representative, he shares, “I integrate ethical and responsible business practices by ensuring that our actions are guided by the company’s Code of Business Conduct.” Through training, audits, and open communication, ethical behaviour becomes a shared responsibility, not just a policy requirement.
Looking ahead, his vision for HR is both practical and forward-looking. “My vision for the HR function at UCT is to build a sustainable talent framework that ensures a strong and agile workforce while leveraging technology to reduce manual, human dependent processes by at least 50%.” For him, digital transformation supports people, not replaces them.
2025–2026 HR Stars Awards Malaysia
As a judge for the 2025–2026 HR Stars Awards Malaysia, Dr. Koh brings the same discipline and clarity he applies in his own organisation. “I look beyond metrics and KPIs to identify entries that demonstrate true innovation and impact.” Creativity, scalability, and sustainability matter deeply to him, especially when HR solutions genuinely improve employee experience and organisational performance.
He also pays close attention to how technology is used. “I also value the integration of technology and AI into HR processes,” particularly when it enhances efficiency, engagement, and long-term decision making. Ultimately, what stands out are initiatives that solve real problems and position organisations for the future.
