intership report telekom malaysia berhad
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CHAPTER 1
INTRODUCTION TO THE ORGANIZATION
1.1 Profile of Telekom Malaysia Berhad
Telekom Malaysia Berhad (TM) is the largest integrated information and
communication group in Malaysia, with the total workforce of 27,257 employees. It
was established in 1946 as Telecommunications Department of Malaya and was later
privatized in 1987. With the total revenue of RM 9.99 Billion in 2012, TM is among
one of Asia’s leading telecommunication companies. As the largest integrated
information and communication group in Malaysia (see Appendix 1 for products and
services of TM), TM delivers an enhanced customer experience through innovation
and customer service quality improvements. Its milestone in 2008 was the high speed
broadband (HSBB) project with the signing of Public-Private Partnership Agreement
with the Malaysian government and actualized in 2010 by the launch of Unifi, TM’s
high speed broadband. To date, Unifi has over 100,000 subscribers.
In line with Malaysia’s Leading New Generation Communication Provider as
well as Malaysia’s Broadband Champion, Telekom Malaysia has implemented
Performance Improvement Program which has four strategic thrusts abbreviated in
COOL, which are: Customer centricity and quality improvements, Operational
excellence and capital productivity, One company mindset with execution orientation
and Leadership through innovation and commercial excellence.
Being Malaysia’s leading new generation communication provider, TM needs to
ensure long term sustainability of the organization, in which TM formulates the
strategic journey. TM’s strategic journey consists of 3 phases: The broadband
champion, Information exchange and Institution building towards growth, efficiency
and productivity. The first phase; broadband champion, is already achieved by the
current performance of the organization. Being the leading new generation
1
telecommunication provider, TM has completed forming basic building block for the
high speed broadband across Malaysia in 2010, fulfilling the Public Private Project
with the Malaysian government. On March 2010, TM deployed its first high speed
broadband service, UniFi. By the end of 2012, UniFi already cover 1.377 million
premises.
Figure 1.1 Logo of Telekom Malaysia Berhad
Source: TM’s Website
To date, TM has a total customer of 4.5 million (1.7 million customers of
broadband subscribers and 2.8 million for telephony subscribers). To retain the
existing customer in order maintaining the status of Malaysia’s broadband champion,
it is essential to have a continuous human resource development. Telekom Malaysia
realizes that employee play a major role for the sustainability of the company, in
which it provides ongoing training & development program for its employee.
Telekom Malaysia provides broad range of training development program, from
technical academy, customer service academy to leadership development unit. This
comprehensive training program made TM won the Gold Award for the Employer of
Choice by the Malaysian Institute of Human Resource Management (MIHRM). To
date, TM had already trained a total of 20,924 employees in High Speed Broadband
and IP-related training. To support its comprehensive training program, TM had built
TM Training Centre (TMTC) across the country.
Looking ahead, TM would like to pursue its vision to be the information
exchange with the objective of transforming TM to be connectivity, ICT and a
content hub for the region.
2
1.2 Vision and Mission of Telekom Malaysia Berhad and the National Network
Operation (NNO)
1.1.1 Vision and Mission of Telekom Malaysia Berhad
The goal of Telekom Malaysia Berhad is to provide faster, richer and a more
reliable customer experience, backed by years of experience. It also wants the
customer only to get the service from a name that they know and trust. Thus,
Telekom Malaysia formulates its vision and mission to accomplish the goal.
Vision Mission
To be Malaysia’s leading new
generation communications
provider, embracing customer
needs through innovation and
execution excellence
To achieve our Vision, we are determined to do the
following:-
Strive towards customer
service excellence and operational
efficiency
Enrich customer lifestyle and
experience by providing innovative new
generation services
Improve the performance of our business
customers
by providing high value information and
communication solutions
Deliver value for stakeholders by
generating shareholder
value and supporting Malaysia’s growth
and development
3
1.2.2 Vision and Mission of National Network Operation Division
Vision Mission
The vision of Network
Operations is to be a model of
operational efficiency in striving
to be Malaysia’s leading new
generation communication
provider
To manage, operate and maintain a
telecommunication network comprising voice, data
and info-structure so as to achieve high quality and
reliability, exceeding customer expectations, in a
competitive environment. We shall provide
differentiated customer services in a proactive
manner. We will be a committed team of highly
competent and motivated professional.
4
1.2 Organizational Structure of Telekom Malaysia Berhad
This section would display and brief the organizational structure of Telekom
Malaysia Berhad and National Network Operation Division.
1.2.1 Organizational Structure of Telekom Malaysia
Figure 1.2 Organizational Structure of Telekom Malaysia
Source: Telekom Malaysia’s Website
5
1.2.2 Organizational Structure of National Network Division
Figure 1.3 Organizational Structure of National Network Operation Division
Source: Internal Site of Telekom Malaysia
National Network Operation (NNO) is working under the business function of
Telekom Malaysia Berhad, specifically under the Information Technology and
Network Technology (IT & NT) section. Basically, NNO is the division who
maintain the network across the country which is very essential to the business of
Telekom Malaysia. NNO, then, derogate its authority to 6 regions operating
independently as Regional Network Operation (RNO).
6
CHAPTER II
JOB DESK AND INTERNSHIP ACTIVITY
2.1 Internship Background
The goal of the university is to generate a capable graduate that is employable
in the job market. This goal is not an exception for Telkom Institute of
Management. The university needs to prepare the student in order they compete in
a global job market soon. One thing that matters for the preparation is the
practical training for the student. Practical training for the student is beneficial.
The student could expose to working environment earlier before they actually
enter the job market and also applied the theory that had actually been learned in
the class. Application of the theory to assess the company process is essential in
which the practical training gives the chance to do so.
During the internship period, the author had a chance to do a practical training
in Telekom Malaysia Berhad. The author was assigned in the National Network
Operation (NNO) division under the business function of Telekom Malaysia.
Assigned in the Human Competency and Capability Building division, this
division basically is the human resource division who does the training and
development of the technical employee. Not to be confused with the human
resource division in the head quarter who mostly do the recruitment process.
With the total employees of 27,000+, training and development is very
essential to maintain the status of Malaysia’s broadband champion. The training
and developments is done by national network operation division who responsible
for the employees nationwide. The division had formulated training curriculum,
scheduling and certain rules for who oblige to join the training and who does not
have to. Currently, it is compulsory for all non-executive employees to take
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certain hours of training to increase their ability and capability. The training
comprises all technical modules, network and also soft skill courses which are
also essential. Several executive employees are also obliged to take certain hours
of training although the portion and obligation is not as much as the non-
executive employee.
There are several problems, however, arose in the authors mind due to this
current mechanism of training:
1. What is the constraint of the current training mechanism?
2. How to measure the outcome of the trained employee and compare to those
who are not?
From the background of the internship and several problems which were
arisen, the author would like to create a report entitled, “Maintaining Competency
of the Organization as the part of Human Capital Development in Telekom
Malaysia Berhad.”
2.2 Internship Timeline
During the internship program, the author had 4 weeks in total which consist of
18 working days and total of 30 days in Kuala Lumpur. The following is the detailed
activities during each day.
Terms and Conditions:
Working hours: 8.30 am – 5.30 pm
Working days: Monday to Friday
Locations: Level 10, TM Annex 1 Jalan Pantai Baharu Kuala Lumpur 50672
8
TABLE 2.1
INTERNSHIP DAILY ACTIVITIES
No Day Date Activity Description
1 Monday April, 29th
2013
Tour around the division Short tour
around the
buildings
visiting the
NNO and NMI
division
2 Tuesday April, 30th
2013
Introduction to the training
modules
3 Thursday May, 2nd
2013
Meeting: Discussed regarding
the pilot project
implementation
Discussed
regarding pilot
project of
preventive
maintenance in
Johor
4 Friday May, 3rd
2013
Visit to TM Training Centre Short tour in
TM Training
Centre at Jalan
Semarak
5 Wednesday May, 8th
2013
Data entry for General
Election result
Result from
general
election would
be used for the
training
material
6 Thursday May, 9th Data entry for General Result from
9
2013 Election result general
election would
be used for the
training
material
7 Friday May, 10th
2013
Learned how to do pivot
analysis
Pivot analysis
from general
election result
8 Monday May, 13th
2013
Data Analysis Data analysis
from the
general
election result
9 Tuesday May, 14th
2013
Data Analysis Data analysis
from the
general
election result
10 Wednesday May, 15th
2013
Report
11 Thursday May, 16th
2013
Report
12 Friday May, 17th
2013
Questionnaire Design for the
Employee
13 Monday May, 20th
2013
Distributed the questionnaire
to the employees
14 Tuesday May, 21st
2013
Questionnaire collection
15 Wednesday May, 22nd
2013
Questionnaire collection
16 Thursday May, 23rd
2013
Report
10
17 Monday May, 28th
2013
Data Compilation Compilation
process of the
training
feedback
nationwide
18 Tuesday May, 29th
2013
Data Compilation Compilation
process of the
training
feedback
nationwide
2.3 Job Description
During the internship period, the author was assigned in National Network
Operation, Human Capabilities and Competencies Building Division. There are
several roles that the author was given. The following is the list of task that the
author had completed
a. Design a questionnaire
To develop a proper training plan, the organization needs to do a training need
analysis. One way to determine the need is from the questionnaire. The author
was assigned to develop a questionnaire regarding the current knowledge of the
employees about business plan and key performance indicator (see appendix 2).
The result of the questionnaire finally been processed by the supervisor to
develop the proper training program (not included in the task that was given).
b. Training Feedback compilation
TM has the list of training modules that are pre requisite for the employees
and spread nationwide. Once the training modules in the regional level are
completed, it needs to report to the HQ of national network division. The author’s
task was to compiled the training feedback from the regional level, so that the
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progress or result of the training could be reported and be as an assessment for the
manager.
c. Develop Training Material
One training material sample was the result compilation of the Malaysia 13 th
General Election. The compilation result is used as one of the training material for
the employee, as a sample of analysis practice.
2.4 Literature Review
Training and development is very essential for the employee, in which it
affects the performance of the organization. Training and development are related
to the increment of the employee’s competency.
a. The Definition of Competency
There has not been any consensus upon the definition of competency. Several
definitions proposed were slightly biased in accordance to the field of usage.
However, Strebler, et al in Hoffmann (1997:1) suggested there are 2 definitions
competencies. It is either “expressed as a behavior that an individual needs to
demonstrate” or “expressed as a minimum standard of certain performances.”
This differ definition is according to the goal of defining competency itself for the
organization. A review from several literatures suggested there are three main
definitions of competency, depending on the position that is taken toward:
1. Observable performance
2. The standard or quality of the outcome of the person’s performance; or
3. The underlying attributes of a person
From the several definitions of competency that are suggested, the author
decided to take the first definition.
The definition of observable performance means that it observes the output of
the learning process (Strebler, et al in Hoffmann, 1997:2). This definition could
provide the human resource manager as a guideline for making a framework for a
learning program. The organization needs an outcome which either train an
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accredit staff according to their field or a new starters learning a job. It intends to
establish clear and measurable performance for assessment. Individual
performances were defined as competencies in order for them to performed,
observed and to be assessed.
b. Training and Development
Training and development are important for either new or present employee.
It intends to improve the current or future performance. Training defines as a
systematic process of altering the behavior of employees in a direction that will
achieve organization goals (Ivancevich: 2009). According to Ivancevich (2009),
there are 4 goals that are important from training and development, which are:
1. Training Validity, whether or not the trainee acquire knowledge from the
training process.
2. Transfer Validity, whether or not the trainee could apply the knowledge in
the training to improve the performance on their job.
3. Intraorganizational Validity, whether or not the improved performance of
the trainee is comparable to those who are actually in the same group.
4. Interorganizational Validity, whether or not certain training programs and
modules in one organization are applicable in another organization.
Before engaging to the training program, the organization should determine
the needs and the objectives first. It intends to align the training material and the
goal of the organization. The goal of the organization should then be matched
with the current competency and the ability of the resources; either human
resources or the financial resources. Any gap between the expected result (the
goal of the organization) and the current result (current competency of the
resources) suggests that the organization needs training program.
There are basically 4 ways to determine employee’s needs for training:
13
1. Observe employees
2. Listen to employees
3. Ask the supervisor about the employee’s needs
4. Examine the current problem that is experienced by the employee
Those 4 steps to determine the employee needs called the performance
analysis (Ivancevich. 2009)
The performance analysis provides the outline upon how to determine the
training needs. The detailed explanation of performance analysis is as followed:
Step 1: Behavioral Discrepancy
This step intends to appraise the current performance of the employee. It
measures how the employees doing now and what is the expected level of
performance. If the current performance does not meet the result expectation, it
suggests that the discrepancy exists.
Step 2: Cost-Value Analysis
The next step is to determine the worthiness of the proposed training program.
Whether or not the proposed training program is cost effective and could generate
an increment in the employee’s performance.
Step 3: Determine whether it is a “won’t do” or “can’t do” situation
There are three questions that need to be answered to measure the current
performance of the employee. First question is whether or not the employee is
well informed upon what they should do. Next, whether or not the employee
could do the job if they want to and the last question is whether or not they want
the job. Answering these questions requires a deep observation and a scrutiny
upon the employee’s day to day activity.
Step 4: Set Standards
14
Sometimes some employees are underperforming because they do not actually
know what the standard of their jobs is. Set the standard and communicating it
would eventually be able to improve the performance.
Step 5: Remove Obstacles
During the improvement phase, there might be certain obstacles that come.
From insufficient budget to a job that does not received on time. Removing and
minimizing these obstacles are required as a complete step of a performance
analysis.
Step 6: Continuous Practice
Continuous practice would eventually one way to increase the job
performance.
Step 7: Training
If the current performance indicates there are certain behaviors needs to be
altered, training should be taken as a consideration.
Step 8: Change the Job
If necessary, redesigning the job through job enrichment, job simplification or
job enlargement is needed.
Step 9: Transfer or Terminate
Employee that fails during training process should then be transferred or
terminated.
Step 10: Creating motivational climate
From all steps above, motivation needs to be done continuously in case the
trained and qualified employee is under performing because of lack of motivation.
Figure 2.1 General System Model of Training and Development
15
Source: Human Resource Management, Ivancevich (2009:331)
c. Evaluation of the Training and Development
Although the needs assessment conducted thoroughly, the result from the training
program needs to be evaluated. The flaw of most training program is that the result of
the training is not evaluated (Werther, et al: 2006).
In the evaluation phases, it should follow figure 2.1. First, the HR manager should
establish the evaluation criteria that are soon to be used for evaluation method. The
criteria usually consist of:
1. The reaction by trainees to the training content and process.
2. The knowledge or learning acquired through the training experience.
16
3. Changes in behavior that result from the training.
4. Measurable result and improvements in the individuals or the organization.
Then, the employee should be given a pretest, intended to measure the current
competency and decided what training program is suitable for them. After the training
program have completed, the employee should be given posttest or post training
evaluation to reveal the improvement from the training program.
Figure 2.2 Steps in the Evaluation of Training and Development
Source: Human Resources and Personnel Management, Werther, et al (2006:299)
d. Human Resource Information System (HRIS)
An HRIS is an integrated approach to acquiring, storing, analyzing and
controlling the flow of information throughout the organization (Ivancevich: 2009).
The system might contain programs for tracking applicants, a career planning
program, set of training modules and employee benefit program. With this seamless
information system, the application of HRIS would increase the efficiency and high
response time of various human resources activities, such as training scheduling to
mention the least.
2.5 Problem Analysis
Following the literature review above, it is now possible to overcome the
problems arose during the internship period by applying the theory that is used.
a. Training Mechanism in Telekom Malaysia Berhad
17
Evaluation Criteria Pretest
Trained or Developed Workers
Post Test Transfer to the Job
Follow-up Studies
Awarded gold medal for Employer of Choice, it is obvious that the training
mechanism provided by Telekom Malaysia to their employee is comprehend and
thorough. Telekom Malaysia Berhad held their jobs opening once every 2 years. It
means, the number of new employee after every opening is huge. In every opening, at
least there will be around 1000 new employees. These new employees, then, is
obliged to attend new employee orientation. It is basically a leadership orientation
and the introduction to the company.
The mechanism of training in Telekom Malaysia is continuous. By this
mechanism, every single employee in Telekom Malaysia is given certain hours of pre
requisite training either in TM Training Centre or an individual training held by the
company. This policy is applicable to both executive and non-executive employee.
The training material or the curriculum comprises from soft skill training to technical
skill that is required for the engineer.
Figure 2.3: TM Training Centre in Jalan Semarak
18
Source: Author’s personal documentation
b. Solution to the first problem: The Constraint in Current Training
Mechanism
As the training mechanism suggests, every single employee is required to have
certain hours of training either in the training center or collectively held training by
the organization. Under this scenario, everyone is treated the same. Either they are
already capable in certain courses or not, they are subject to the obligation attending
the training. This scenario might cost the company for the expense of training.
The training mechanism could be improved by understanding the current
competency of the employee in the first time they are accepted using various methods
for example written test in the selection process. So that the employee who is already
capable in certain required subject does not have to go to class attending training that
they are actually capable already, making the productivity of the employee does not
decrease.
Minor constraint of the current mechanism is upon the scheduling process of the
training. During the scheduling process, the author was given thousands of data
which contain the name of Telekom Malaysia’s employee nationwide, identification
19
number and courses that is pre requisite for each employee. The data feedback from
each state, then, needs to be compiled in the head quarter as a report. Finally the head
quarter schedules the training by making report to the TM Training Centre. The
current system is time consuming. During the waiting time, employees who wait to be
assigned in the training sometimes off duty or still be assigned with the task that is
new for them. It could be improved by derogating the authority to the individual
states. The head quarter would only be responsible for making the curriculum of the
training. Otherwise, to maintain the data integrity, the organization should adapt the
use of HRIS to increase the efficiency of the organization. By the using of HRIS,
training scheduling is now more efficient, not to mention the feedback compilation
process for the report purpose to the head quarter.
c. Solution to the second problem: Measurement of Training Result
Second problem that the author observes in the training mechanism in
Telekom Malaysia is that the result from the training is not measured. If the result of
the training is not measured, the training expense would be a waste cost to the
organization, so that the outcome of the training needs to be measured. Measurement
of the training outcome would also help to design a more effective training program
for the future.
As long as the employee already fulfilled certain hours of training that is
required, then they are exempted from the obligation, whether or not they are succeed
in the training or their competency is increasing. This problem could be overcomed
by following the guideline of the evaluation model by Werther, et al (2006:299). The
systematic evaluation process should provide the HR manager a proper effective
evaluation measurement that would be beneficial for the organization. Not to
mention, it is also effective to retain the trained employee as well as to design future
training and development program.
d. Summation of the Problem Analysis
20
No Theory Problem Implementatio
n
Remarks
and
Analysis
21
1 The Definition of
Competency
- HR Manager
defines
competency as
the same to the
literature
The
definition of
the
competency
by Telekom
Malaysia is
already
aligned to
the literature,
making the
process
designing
training
framework is
aligned.
2 Training and
Development
The Constraint in the
Current Training
Mechanism
Due to the size
of the company,
the training need
analysis does not
performed well,
making a
generalization to
every single
employee exists;
which is costly
to the
organization
Telekom
Malaysia
should
revised its
compulsory
training
policy to
every single
employee
where; in
some cases;
sometimes
the
employees
have differ
22
competency
3 Evaluation of the
Training and
Development
The Measurement of the
Training and
Development
Measurement of
the training is
not applied.
Even if it is, it
applies to certain
random samples
of the
employees,
making the
measurement of
the training
result is rather
hard.
To measure
the
effectiveness
of the
training
result,
Telekom
Malaysia
should now
measure the
training
result using
the model
provide by
Werther. By
that, the
result of the
training
could be
quantified,
increasing
the
efficiency of
the training
4 Human Resource
Information
System (HRIS)
The Manual System of
the Training Feedback
Compilation
Telekom
Malaysia does
not implement
the use of HRIS,
To maintain
the integrity
of the data,
Telekom
23
making the
process of the
compilation is
ineffective
Malaysia
needs to get
rid of the
manual
feedback
compilation
system. The
use of HRIS
would
increase the
data integrity
and also the
time spent in
compiling
the feedback
CHAPTER III
CONCLUSION AND SUGGESTION
3.1 Conclusions
As the leading telecommunication operator in Malaysia, the employee as the
main asset of the organization needs to be retained. Telekom Malaysia had committed
to the development of every employee. TM Training Centre is one commitment that
Telekom Malaysia provides for the continuous development of their employee. With
24
27,000+ employees nationwide, training and development play a central role for the
organization sustainability. However, there are still few constraints in the current
training mechanism of Telekom Malaysia Berhad, despite its comprehensive and
sophisticated training program.
a. Conclusions to the first problem: The Current Training Constraint
Managing the training of tens of thousands employee is not easy. Not to
mention the employees had differ competency. The compulsory hours of training for
each employee could not be generalized and applied to every single employee, since
they might have a differ competency one to another. It might results in a waste
training expense since the training program would sometimes does not needed by the
employee. The feedback compilation for the training is also time consuming.
Thousands data of the employee training program in each states needed to be
compiled by the head quarter to decide the upcoming proper training material.
b. Conclusions to the second problem: Measurement of the outcome
With the compulsory training approach for either executive or non-executive
employee, Telekom Malaysia spent a lot of money for the training expense. This
expenditure should actually worth the benefit, while in fact in does not always reflect
so. The outcome of the training is not measured by the organization, making a
probability that an employee who had done 40 hours of training is consider exempted
from the training obligation although his or her competency is not actually increasing.
3.2 Suggestion
Suggestion for Telekom Malaysia Berhad
Improve the training need policy for every employee, so that ever
employee does not have to attend unnecessary training.
Measure the outcome of the training program by using systematic
evaluation process proposed in this report.
25
Derogate the authority to the state level for the training program, so
the training could run more efficiently rather than the current
mechanism.
Make an employee training portal or system in which employee could
input their attended courses of training avoiding the manual process of
the feedback compilation to the head quarter. Manual feedback
compilation does not uphold the data integrity, making the probability
of duplication is rather high
Telekom Malaysia should redesign the recruitment process, to an
extent, Telekom Malaysia should obtain the data of the current
competency of every single employee, making the compulsory training
hours implemented very well.
Suggestion for the University
Prepare the student before they go for the internship period. By the
definition of prepare, it could mean either the university prepare the
internship places or prepare a proper cover letter and paper work for
those who seek the internship by themselves.
Adapting to the international standard for internship period. Since the
internship is done abroad, most countries adapt at least a 60 working
days of internship. Requiring the students to have their internship
abroad but stick to the 30 working days regulation is not make any
sense for the student.
Inform the student about what to prepare for the internship. Several
things that could be informed such as: an introduction to the working
environment, internship report making and also the supervisor for the
internship.
26
REFERENCES
Ivancevich, John M. (2010). Human Resource Management. Eleventh Edition..
McGraw-Hill International Edition.
Hoffmann, Terrence (1995). The Meaning of Competency. Journal of European
Industrial Training.
27
Telekom Malaysia Berhad. (2013). About us. Online.
http://www.tm.com.my/ap/profile/corp_info/Pages/aboutus.aspx [April 20th,
2013]
Werther, William B. Davis, Keith. (2006). Human Resources and Personnel
Management, Fifth Edition. McGraw-Hill International Edition.
Appendix 1: TM Group’s Product and Services
VOICE SERVICE ACCESS• Homeline• Businessline• CDMA• ISDN• CentrexVALUE ADDED SERVICES• Infoblast• BB Phone• Voicemail
28
• TollFree 1300/1800• 600 Premium ServicesPREPAID SERVICES• iTalkCONFERENCING SERVICES• Audio Conferencing• Video Conferencing• Audio with Data Conferencing• Broadband (Consumer)– UniFi VIP– Streamyx– TM WiFi– Streamyx Wireless (CDMA/EVDO)• Broadband (Business)– UniFi Biz– Business Broadband– Direct– In-Building Broadband Service(IBS)INTERNET VAS• Global Roaming• iShield Plus• Online Guard Plus• Virus Shield & Anti SpammingDATA SERVICESMANAGED NETWORK• IPVPN Premier• IPVPN Lite• IPVPN ValueMANAGED CONNECTIVITY• DLL – Digitaline 1 (DG)• DLL – Wideband (DQ)• DLL – Broadband (BLL)• VSAT Premier• VSAT Classic• VSAT Value• Hyperband• METRO.EthernetGEOMATICS• AVLS (Automatic Vehicle Location)• SmartMap• Navigation SystemApplication Service• WebmailContent Services• HyppTV• Hypp.tv• HypptunesVoice Services
29
• PSTN Minutes• Interconnect Minutes• Wholesale VoIPAccess Services• High Speed Broadband (Access)Service• Payphone Access• Digital Subscribers Line (DSL)Wholesale• DSL ResaleBackhaul Services• High Speed Broadband (Transmission)Service• Wholesale Ethernet• Managed Bandwidth• Optical Bandwidth• Interconnect Bandwidth• Wholesale Internet Access• Domestic Transit Access• IP WholesaleInfra Services• Tenancy Services• Infrastructure SharingRETAIL BUSINESSWholesale BusinessGlobal BusinessGovernment SegmentVOICE SERVICES• Bilateral Voice Services• Wholesale Voice Services– PSTN– VoIP• International Value Added Services– Global Voice Solutions– ISDN Hubbing– International Freephone Servicesvia VoIPDATA SERVICES• Global Ethernet Services– Global Ethernet Virtual PrivateLine (EVPL)– International Ethernet PrivateLine (IEPL)• International Bandwidth Services– International Private LeasedCircuit (IPLC)– Bandwidth Transit– Bandwidth Backhaul– Bandwidth Interconnection
30
– Global VSAT• IP Services– IP Transit• VPN Services– Global IPVPNValue Added Services• Managed Security Services (MSS)• Managed Firewall Services• Managed Intrusion Prevention System(IPS)• Managed Anti Virus Services• Managed Content Filtering Services• Bandwidth Management Services• Public Key Infrastructure ServicesInfra Services• Managed Hosting ServicesManaged IPVPN
Appendix 2: Questionnaire Sample for the employee
TELEKOM MALAYSIA BERHAD
NATIONAL NETWORK OPERATION, IT&NT
KAJISELIDIK BUSINESS PLAN & KPI BAGI KAKITANGAN BUKAN EKSEKUTIF RNO
31
Pihak Pengurusan sentiasa ingin meningkatkan kualiti dan komitmen semua
kakitangan RNO. Oleh itu, adalah penting untuk mengetahui tahap pengetahuan
anda terhadap Business Plan dan Key Performance Indicator (KPI).
Terima kasih kerana sudi meluangkan masa untuk kajiselidik kami.
1. Nama :
2. Nombor Kad Pengenalan :
3. Jawatan :
4. Unit / Bahagian :
5. Tempoh Bertugas : Tahun
Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut dengan memberikan
bulatan kepada angka yang disediakan
1= Tidak Faham 3= Faham
2= Sedikit Faham 4= Sangat Faham
Pengetahuan akan Business Plan
1. Saya faham definisi daripada Business Plan 1 2 3 4
2. Saya faham tujuan daripada Business Plan 1 2 3 4
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Bahagian 1: Maklumat Peribadi
Bahagian 2: Pengetahuan anda tentang Business Plan & Key Performance Indicator (KPI)
3. Saya faham setiap bahagian-bahagian daripada
Business Plan 1 2 3 4
4. Saya faham cara-cara membuat satu Business
Plan 1 2 3 4
5. Saya faham cara-cara menganalisis Business
Plan 1 2 3 4
Pengetahuan akan KPI
6. Saya faham definisi daripada KPI 1 2 3 4
7. Saya faham tujuan daripada KPI 1 2 3 4
8. Saya faham KPI daripada bahagian saya 1 2 3 4
9. Saya faham cara memenuhi KPI 1 2 3 4
10. Saya faham bagaimana membuat KPI
Dalam bahagian saya 1 2 3 4
Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut dengan memberikan
bulatan kepada angka yang disediakan
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Bahagian 3: Pengurusan (sama ada pihak pengurusan telah memberikan maklumat)
1= Sangat Tidak Setuju 3= Setuju
2= Tidak Setuju 4= Sangat Setuju
1. Pihak pengurusan telah menerangkan
kepada pekerja kepentingan
daripada memenuhi target business
dan KPI 1 2 3 4
2. Business Plan dan KPI ialah penting 1 2 3 4
3. KPI mencerminkan prestasi pekerja 1 2 3 4
4. Ganjaran berkaitan dengan KPI dan prestasi 1 2 3 4
5. KPI dan Business plan memotivasi
pekerja supaya melaksanakan kerja lebih baik 1 2 3 4
Cadangan / Ulasan
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