b. personnel management manual

.

PERSONNEL POLICIES AND PROCEDURES

1

INTRODUCTION

2

INTRODUCTION OBJECTIVES OF THE PERSONNEL POLICIES DAN PROCEDURES MANUAL

EFFECTIVE DATE: REVISED DATE:

OBJECTIVES OF THE PERSONNEL POLICY MANUAL

This Manual contains ABC Company Personnel Policies and Procedures and is designed to serve as ready reference for all Department Head, Section Head, Executive and all immediate superior in interpreting and applying the Company’s policies and procedures correctly and consistently. To fulfill this objective, this manual not only outlines the company policy towards the various phases of our management-employee relationship, but it also indicates how the policy is to be administered. Consequently, each Manager should be able to use this manual as a guidebook when we need to apply company policy in a given situation.

Our objective is to promote consistency, continuity, and understanding within our organization. Written policies assist our Supervisor, Executives and Managers in consistently achieving fair and equitable interpretation of policy on regular basis.

The existing procedures and practices in the field of personnel administration are subject to change.

3

INTRODUCTION OBJECTIVES OF ISSUING THE PERSONNEL POLICIES DAN PROCEDURES MANUAL TO ALL IMMEDIATE SUPERIOR


Our objective of issuing this Policy Manual to all immediate superiors in ensuring that all Personnel practices are in compliance with the company policies. We sincerely hope this manual will assist you and will contribute to a general strengthening of our overall inter-personal relationship between management and employees.

RIVISIONS TO POLICY

From time to time, you will receive additional supplements to our Personnel Policy Manual. These new supplements will update and revise present policy and practices whenever deemed necessary. You should study the revised supplements carefully prior to placing them in your Policy Manual. Please be sure to remove old policy statements and procedures when recommended to do so. Should you have any questions concerning the intent or procedure to follow in the revision to your Policy Manual, please review these with our Human Resources Personnel.

EXCEPTIONS TO POLICIES

To ensure there is consistency, no exceptions will be made to these policies and procedures without the written approval of the Managing Director, ( unless otherwise provided for in this manual) who is the custodian of the Personnel Policies and Procedures. Should you feel dissatisfied with the action or non-action of the Human Resources Management Department in allowing or disallowing any exception, you should make written explanation of your situation and forward this with the approval of your superior to the Managing Director.

NOTE: IN THIS MANUAL, WHENEVER AND WHEREVER THE MASCULINE GENDER ‘HE’ IS USED, IT RELATES TO ALL EMPLOYEES, MALE AND FEMALE.

4

EFFECTIVE MANAGEMENT EMPLOYEE RELATIONS

5

EFFECTIVE MANAGEMENT –EMPLOYEE RELATIONS

RESPONSIBILITY FOR HUMAN RESOURCES


Management is often defined as getting things done through the efforts of others. Unlike the other assets, human resources are perhaps the most difficult to manage hence, the importance that our Company attaches to the management of personnel. You may be our executive or a Department head but regardless of your level, it is your responsibility to develop your subordinates so that they not only derive satisfaction from the jobs they do but, by doing so, they enhance the effectiveness of the organization. To do so, you are expected to:-

1. Consider your employees as important human beings at all times.2. Do a good job of representing your employees to top management.3. Make every effort to interpret and explain company policies to them.4. Set an example to our subordinates both at and outside of work.5. Go out or your way to recognize an employee when he does a job

exceptionally well. When necessary, always ‘praise in public and reprimand in private’.

6. Let your employees know that you are giving them every opportunity to develop and improve their skills and remuneration.

7. Do not allow your prejudice to influence your objective opinion of any employee.

8. Always try to improve our employees’ confidence in you by dealing with them individually and collectively in a considerate, firm and fair manner.

9. Place an employee on a job which maximizes his present skill, abilities and attitudes. Do not blame your subordinates of something goes wrong in your department. You must always assume the responsibility for the action or the job done by the employees under your supervision.

10. Know your subordinates as individuals. Learn as much as you can about their individual interests, likes and dislikes.

11. Always take time to give proper and adequate instructions to new job entrants and make them feel at home through proper job introduction and orientation.

12. Be alert to the maintenance of safe and clean work area. Stress the importance of good, clean and safe working conditions.

13. Ensure employees themselves keep their area as clean and safe as possible at all times.

14. Be responsible for eliminating and correcting all potential hazards, and to make full use of all present and future safety equipment, first-aid techniques and the fundamentals of good safety practices.

15. Be responsible for seeing that each employee has a clear and correct understanding of how his or her salary in computed.

16. Be responsible for communicating the correct feelings and attitudes of employees to top management. You are also responsible for conveying to the employees some details for plans, intentions and expression of top

6

management to build continued team spirit and high employee morale and job satisfaction.

EACH MANAGER SHOULD ENSURE THAT HE:-

1. Knows the names and positions of the people who work for him and those with whom he works on the same levels. He should familiarize himself with the management structure of the company.

2. Recognize that his greatest resource in his people.3. Develop his work group to be confident and resourceful.4. Acquaint himself with all aspects of his job.5. Understand his specific responsibilities and authority level.

7

EFFECTIVE MANAGEMENT-EMPLOYEE RELATIONS

RESPONSIBILITY FOR HUMAN RESOURCES


EVERY EXECUTIVE IN THE COMPANY HAS A RESPONSIBILITY TO HIS IMMEDIATE BOSS AND IS REQUIRED TO:-

1. Cooperate with him in the fulfillment of his job responsibilities.

2. Execute instructions in detail. Inform his superior of all changes in working conditions and other phases of work. Responsibility should be taken to ensure that job instructions and day-to-day orders to subordinates are clearly understood.

3. Prepare himself for greater responsibility by training subordinates as potential successors.

4. Report the outcome of any important phase of operations fully, simply and accurately to his immediate superior when requested.

5. Show courtesy and respect to the immediate superior at all time.

6. Look for better ways of doing things and offer ideas and suggestions for improvements.

7. Make every effort to relieve the immediate superior of job details whenever possible.

8. Always assume full responsibility for work assigned to him and his subordinates.

In addition, each executive must work as a team-member with the other executives and employees. Never humiliate a fellow employee in the presence of subordinates for any reason whatever.

8


COMPANY’S POSTURE ON DEALINGS WITH THE IN-HOUSE UNION


Our company has a Collective Agreement presently covers the following categories of employees:-

General Clerks Clerks Supervisors but exclude all executives, managers, security personnel

and clerical employees who perform confidential work.

The basic provisions governing the management and the union are covered in the Collective Agreement which all managers and executives should be familiar. Besides these general guidelines, it is our company’s intention that all our management and executive staff ensure that all dealings with the Union Executive Council members in particular and all employees, in general, are consistent and fair and where grievances arise, these are expeditiously dealt with in accordance with he grievance procedure. In case of doubt, you should NEVER hesitate to consult the Human Resource Management Department on such matter.

PAID TIME OFF FOR TRADE UNION OFFICERS

In order to allow the union to function effectively, the company has decided to release the following officials with paid-time off from work, for a period of …….. hours effective by ……. 2009, after which this policy will be reviewed by the HR MGT Dept, Manager in consultation with the Managing Director.

Objective of this time-off policy is also to allow the union and management to work together on matters which affect the company’s productivity so that the objectives of company are realized.

UNION MEETINGS WITH MANAGEMENT AND PAYMENT OF OVERTIME

In order to build the responsibility element in the union officials, any joint-meetings held between the union officials and the management which extended after the normal hours of work shall not be at overtime rates unless this is specifically approved in writing by the HR MGT Department. The same rule applies for Collective Bargaining with a view to negotiating a Collective Agreement and any other matters concerning the affairs of the union and its members.

9


COMPANY’S POSTURE ON DEALINGS WITH THE IN-HOUSE UNION


However, if the meeting is called by the Management to review items on which urgent joint-decisions are required, overtime will be paid. The HR Executive will develop a listing of the type of meeting normally held on which overtime is/is not paid.

TIME OFF FOR OFFICIALS

Please refer to the section on BENEFITS under LEAVE-TRADE UNION.

UNION REPRESENTATIVE ON WORK AREAS:

If a union official intends to represent a worker in the worker’s place of work, he is expected to obtain the prior permission of his own Superior first and after that, the permissions of the Superior of the worker in which the latter is working to come to his work area. If such approvals are not obtained, the Union Official has no authority to leave his own work-station and/or enter another work-station.

It is NOT Company policy to allow anyone to disturb our operation during work hours. Where there is urgency, the Union Official can represent his members but only with the approval of the Superior(s) concerned. Should any Union Official be in a work area other than his normal work, his immediate superior should questions the official concerned and report the fact immediately to the HR MGT Dept. so that the matter can be resolved expeditiously.

It is responsibility of all Department Managers to ensure this policy is rigidly enforced.

10


RESPONSIBILITY FOR COST


Cost control is the responsibility of every Executive and he should inculcate this aspect of the responsibility in each of his employees by eliminating time wasted by the employees. It is your responsibility to identify employees who waste time and take corrective action. Such time absenteeism, poor work attitude and poor quality of work.

Create in each of your employees a feeling of being important ‘in’ on things. Try to make the employee feel that he or she is a part of your department and of the organization rather than thinking “ I just work here”.

Make every effort to show your new employees as you introduce them to their jobs, during the orientation process, how company costs are directly related to their long-range job security and remuneration.

11

EMPLOYMENT

12

EMPLOYMENT EMPLOYMENT POLICYEFFECTIVE DATE: REVISED DATE:

It is Company policy to employ personnel who have the requisite skills, qualifications and attitude required for the effective performance of jobs at various levels of the organization.

RECRUITMENT

The Company will consider qualified applicant for vacancies in all job classifications in conjunction with our established policy of promotion from within the company on the basis of individual qualifications, potential and job performance.

RESPONSIBILITY

The HR MGT Dept. has been assigned the responsibility of ensuring that all phases of employment are in congruence with this policy. However the responsibility for complying with this policy lies with the respective Department Managers in respect to employees within jurisdiction so that favoritism is avaided and job performance and potential is recognized.

JOB PLACEMENT AND PROMOTIONS

The company will provide promotional and upgrading opportunities as applicable to all qualified employees by the following action:-

1. Communicate policy of promotions from within the company to all employees during performance appraisals.

2. Review objectively all qualifications of all candidates for promotion.

TRAINING AND DEVELOPMENT

All training and educational programs conducted on the job will be reviewed periodically to ensure all personnel have an opportunity to participate the programs.

Specific training programs will be developed in areas where there is a skill deficiency e.g supervisory development programs.

13

EMPLOYMENT EMPLOYMENT POLICYEFFECTIVE DATE: REVISED DATE:

COMPENSATION AND EMPLOYEE BENEFITS

The company will pay all personnel fairly according to their job classification. The appropriate benefits package applicable to employees is covered under the BENEFIT section of this manual. A copy of the Employee Handbook will be given to all employees and the list of benefits applicable to all non-executives. Executive and management staff can obtain detail relating to their own benefits and salary grade from their Department Manager or HR MGT Department.

LAY-OFFS AND TERMINATIONS

It is our company policy to keep all employees who are performing their jobs satisfactorily in employment. As such, no termination of employment will be effected without proper cause and without the expressed written approval from the HR MGT Department.

COMMUNICATION

HR MGT Department will take appropriate steps to ensure that all personnel are aware ofits intention to support and take proper action towards the provision of adequate employment opportunities so that employees can develop their careers in our Company. Some of these steps will include:-

Notice Boards Employee Handbook Personnel Policies Manual Management Meetings Department Meetings

14

EMPLOYMENT RECRUITMENT SOURCESEFFECTIVE DATE: REVISED DATE:

When you have a particular vacancy in the department, it is important that that you review this with the HR MGT Department, because every department has the responsibility for filling all job vacancies. Generally, you should be aware of the sources of recruitment.

1. SOURCES WITHIN OUR COMPANY - A very important source of employee manpower is from within our company. We all know that promotions from within work in most instances, especially below the management levels. When properly handled, promotions from within of qualified senior employees improves morale, shows employees that they have a chance to grow with our company, and fosters the desire to stay with our company because the employees see opportunities for advancement.

2. PRESENT EMPLOYEES - By talking with present employees, and letting them know that the company is looking for a certain type of employee, often turns out to be satisfying. Sometimes you may find an excellent candidate who heard about a job opening from one of our present employees.

3. ADVERTISING - We all know that one of the most used sources for getting job applicants is to advertise in the newspapers, through internet or in every instance where external advertising is resorted. Sometimes you must coordinate this with the HR MGT Dept. Manager who is the approved authority for the placement of all external job vacancies.

4. PUBLIC AND PRIVATE EMPLOYMENT AGENCIES - Private and Government Employment Agencies also help provide job applicants and usually do not charge the hiring company for the provision of the applicants. Private agencies charge the applicant, not the client, for their services.

5. FORMER EMPLOYEES - With good attitudes, may want to consider returning to work for the company. Except in emergency or unusual circumstances, employees who have been terminated for just cause are not to be rehired under any circumstances.

15

EMPLOYMENT HIRING OF RELATIVESEFFECTIVE DATE: REVISED DATE:

It is our company policy not to hire relatives of present employees in any department of our company, without the prior written approval of the Managing Director.

For interpretation of this policy, a relative is considered as follows:-

Husband-wife, mother-father, mother-in-law, father-in-law, son-daughter, brother-sister, son-in-law, daughter-in-law, uncle-aunt, first cousins.

Employees who become married to other present employees during the course of their employment are permitted to continue their employment but this must be officially approved in writing by the HR MGT Department, who will usually obtain the approval from the Managing Director before doing so. Should one of them leave, the company will not rehire him while the other is in our employ.

Should any job applicant apply for a position with our company, he will be asked if he has any relatives employed in this company (on his employment application). If his answer is ‘yes’ he will be questioned as to the relationship. If the relationship is one of the types described above, the job applicant will be not be hired. If a job applicant falsifies his application or is not truthful to verbal questions concerning his relationship to a present employee, and if this fact later becomes known, than he should be terminated. Be sure to clear this with the HR MGT Department to avoid problems consequent upon wrongful termination.

16

EMPLOYMENT TYPE OF EMPLOYEESEFFECTIVE DATE: REVISED DATE:

It is necessary that there is common understanding in our reference to the type of employees we have employed in our company.

The terms below shall interpreted as indicated:-

A. EMPLOYEES - All persons who have a written offer of employment from the company and receive wages or salaries as specified in their appointment letter.

B. FULL-TIME EMPLOYEES - Those employees who work the full forty two point five weekly and who maintain continuous regular employment status. All full-time employees are eligible for all the employee benefits as these may be applicable to them, in their respective job categories.

C. TEMPORARY FULL-TIME EMPLOYEES - Those employees whose service is intended to be of limited duration such as the completion of a project or those who are employed on a monthly basis but who work for full-time hours. Temporary employees are eligible for paid holidays, provided they are present for work the working day immediately before or after holidays. Other benefits they enjoy are sick leave payments, annual leave (providing they have more than a year’s service), maternity leave, if the female has been employed for the qualifying period and such other benefits that are provided for in the Employment Act 1955). If in doubt on this matter, consult the HR MGT Department personnel

D. CASUAL EMPLOYEES - These employees may work less than the customary number of full-time hours daily and do not maintain continuous regular employment status. Casual employees are not eligible for any employee benefits and are paid-off at the end of each day.

E. EXECUTIVE EMPLOYEES - This refers to all employees who are employed as employee grade M1 and other higher levels of management.

F. NON-EXECUTIVE EMPLOYEES - Employees who are generally

covered by the scope of the Collective Agreement and other clerical and security personnel whose job function exclude them from one coverage under the union umbrella.

G. CONTRACT EMPLOYEES - These may be employed for a specific period or for the duration of a project. Their terms are determined by the type of contract and these will be determined by the HR MGT Department.

17

EMPLOYMENT TRAINEESEFFECTIVE DATE: REVISED DATE:

TRAINEES

They are trainees who usually work on the shop-floor or in technical area for limited period of time, usually from two to three months. They are usually university or college students who need some ‘hand-on’ experience to supplement their education by training. They will be given an all inclusive allowance which is determined from time to time by the HR MGT Department. On completion of their assigned training period, they leave the company’s service. HR MGT Department will produce a letter of recommendation/verification that the trainee has completed a period of ……. Months training as ………… (position) for submission to the university / college.

Their terms and conditions are as follows:-

1. All trainees will be bind with our rules and regulations.

2. All trainees will be entitle for the following benefits:-

i. An all inclusive allowance of RM350.00ii. Normal clinic visits at any of our panel clinic for RM50.00

monthly.iii. Monthly meal coupon for 1.50 daily.

18

EMPLOYMENT PRE-EMPLOYMENT -MANPOWER REQUISITION


Authorized manpower levels are determined by the company for each department and it is the responsibility of the HR MGT Department to ensure that any requests for additional manpower do not exceed the authorized manpower levels, by job classification, before deciding to hire, transfer, upgrade or promote employees.

REQUISITION FOR EMPLOYEES

It is the responsibility of the Hiring Department to complete the Requisition form on page 20 and submit to the HR MGT Department for approval. If the requisition for manpower is within the authorized levels, the HR MGT Department will proceed with processing the request. If it exceeds the authorized levels, the HR MGT Department will explain this to the Department Manager concerned and no further action will be taken.

EXCEPTION

Any exception to this policy must be approved in writing by the Managing Director.

19

To: HR MGT Department

MANPOWER REQUISITION / REPLACEMENT FORMREQUISITION DEPARTMENTDESIGNATION DATE

REQUIREDNO OF

PERSONSECTION / GROUP SEX MALE / FEMALE

QUALIFICATION EXPERIENCE

APPROVED BUDGET

PRESENT NO

REASON FOR REQUISITION

JOBDESCRIPTION

REQUESTED BY VERIFIED BY

………………………………… ……………………………..SECTION HEAD/DEPT. HEAD HR MGT DEPARMENT

APPROVED BY

………………………………….MANAGING DIRECTOR/SENIOR EXECUTIVE DIRECTOR

NOTE

20

EMPLOYMENT PRE-EMPLOYMENT PROCEDURESEFFECTIVE DATE: REVISED DATE:

It is the purpose of this policy to fill job vacancies as they occur with the most qualified job applicants available and to build up a reservoir of qualified personnel who can be promoted to higher positions within our organization.

Candidates for employment will be thoroughly screened by the HR MGT Department prior to their interview session by Department Managers or any designated employee. Items which will be reviewed by the HR MGT Department during the screening process include:-

1. Written application - all applicants must use the Company’s Application Form. Please see page 22 – 25.

2. Job description - the appropriate Job Description form will be utilized for discussion of all phases of the particular position applied for.

3. Review Documents relating to qualifications, testimonials.

4. Testing of Personality Profiling, as necessary, will be conducted as deemed necessary.

5. The HR MGT Department will check each application against old personnel files to determine whether the individuals has worked for the company before and such fact should be recorded on the application form.

21

SYARIKAT ABC SDN.BHD.BORANG PERMOHONAN JAWATAN KOSONG

1. Nama Pemohon :……………………………………………………………

2. No. Kad Pengenalan :…………………………………

3. Jawatan Yang Dipohon :…………………………………

4. Alamat Tempat Tinggal:……………………………………………………………. ……………………………………………………………. ……………………………………………………………. …………………………………………………………….

5. No.Telefon (Rumah) :………………………………… (Pejabat) :…………………………………

6. Tarikh lahir :…………………………………

7. Umur :…………………………………

8. Taraf Perkahwinan :…………………………………

9. Bangsa :………………………………….

10. Agama :………………………………….

11. Kewarganegaraan :………………………………….

LATAR BELAKANG AHLI KELUARGA

1. Nama ibu/bapa/penjaga :………………………………………………………

2. Alamat ibu/bapa/penjaga :……………………………………………………… ……………………………………………………… ……………………………………………………… ………………………………………………………

3. No. Telefon :……………………………..

4. Pekerjaan ibu/bapa/penjaga :……………………………..

22

5. Tanggungan ibu/bapa/penjaga :……………………………..

6. Keterangan mengenai latar belakang adik-beradik

Nama Jantina Pekerjaan Umur1.2.3.4.5.6.7.

LATAR BELAKANG PENDIDIKAN

Tahun Nama Sekolah/Institusi Sijil Yang Diperolehi

AKTIVITI –AKTIVITI DI SEKOLAH/INSTITUSI

Kegiatan Sukan / Ko-kurikulum

Jawatan Yang Disandang Sijil-Sijil Penghargaan

PENGALAMAN BEKERJA

Nama Dan Alamat Majikan

Jawatan Yang Disandang

Gaji Pokok Yang Diperolehi

Tempoh Perkhidmatan

23

KERTAS KERJA / PROJEK YANG PERNAH DIJALANKAN

KERTAS KERJA / PROJEK TAHUN

Nyatakan nama dua orang yang mengenali anda (bukan saudara terdekat) yang boleh dihubungi oleh pihak pengurusan bagi menyokong permohonan anda ini.

Nama Alamat No. Telefon Jawatan

Saya mengakui bahawa segala keterangan yang saya berikan seperti di atas adalah benar.

-----------------------------------------Tandatangan Pemohon

-----------------------------------------Tarikh

24

SYARIKAT ABC. SDN.BHD.BORANG PERMOHONAN JAWATAN KOSONG ( Operator/Pekerja Am)

1. Nama Pemohon : ……………………………………………………………...

2. No. Kad Pengenalan : ……………………. 3. Tarikh Lahir : ……………..

4. Jawatan Yang Dipohon : ……………………………………………………………...

5. Alamat Tempat Tinggal: ……………………………………………………………… …………………………………………………………….... 6. No. Telefon (rumah) : ……………………. 7. Umur : …………….

8. No. Telefon (pejabat) : ……………………. 9. Taraf Perkahwinan : …………….

10.Kewarganegaraan : …………………….. 11. Bangsa : ……………

12. Agama : …………………….. 13. Lesen Memandu : ……………

LATARBELAKANG KELUARGA

1. Nama ibu/bapa/penjaga : ………………………………………………………….......

2. Pekerjaan ibu/bapa : ……………………………………………………………...3. Bil. Dalam keluarga : …………………….. 4. Bil. Dalam keluarga: …………...

LATARBELAKANG PENDIDIKAN

TAHUN NAMA SEKOLAH / INSTITUSI

SIJIL YANG DIPEROLEHI

PENGALAMAN BEKERJA

NAMA DAN ALAMAT MAJIKAN

JAWATAN GAJI POKOK TEMPOH PERKHIDMATAN

25

Tandatangan Pemohon :……………………………… Tarikh :………….…………..

EMPLOYMENT PRE-EMPLOYMENT -HANDLING APPLICATIONS


All applications received from employees will be filed under the appropriate job vacancies. For example if there is an application for a secretary’s job the HR MGT Department will file the application.

1. “HOLD” - are applications whose appear to have the minimum requirements for the job and the department still holding their application for consideration when a vacancy arises.

2. “REJECT” - these are not suitable for the position, the HR MGT Department should:-

- Send reject letters to those who do not meet the job requirement.

- Send “hold” letters to those eligible.- Send interview letters to those who do meet the requirements.

After interviews have been completed, and the applicant is unsuitable, the HR MGT Department will send him a ‘reject letter’; if he fulfils he job requirements but there is a better candidate available, send him a ‘hold-after interview’ letter.

Thus, the HR MGT Department will maintain several folders for each type of Job Vacancy.

Reject before interview Hold before interview Reject after interview Hold after interview Short-listed for 2nd. interviews

(Applications which are more than 12 months old will be destroyed, to prevent unnecessary accumulation of paper files).

Once a job applicant is hired, the Employment Application Form that he has completed will be placed in his Personal Folder and retained as part of the Company’s permanent personnel record system in the HR MGT Department. In addition to the Application Form all reference reports and any other pre-employment forms or records used will be placed in the Employee’s Personal Folder.

26

EMPLOYMENT PRE-EMPLOYMENT -INTERVIEW PROCESS


A pre-employment interview will be conducted with job applicants if the information received on the Application Form indicates that the applicant is eligible for the position with our Company. This initial interview will be dome by the HR MGT Department.

After the HR MGT Department has screened the applicants, they will arrange for the short-listed employees to be interviewed by the Hiring Department. After the Hiring Department’s representative has interviewed the applicants, he should review this with the HR MGT Department and if both parties concur, an offer or employment will be made by the HR MGT Department. All offers of employment must emanate from the HR MGT Department only. It is recommended that NO OFFER should be made until REFERENCE CHECKS have been done for especially the vacancies in the Executive and Management positions. The HR MGT Department will check on these references and, if fund satisfactory, only then the offer letter be issued together with a Medical Authorization Form to enable the employee to go for a Medical Check-up at the designated Company’s Panel of doctors.

THE INTERVIEW PROCESS(one-to-one)

The interviewer must make every effort to put the applicant at ease. Use a friendly and courteous introduction.

THE INTERVIEWER’S Screening APPRAISAL FORM on page 33 will be used by the HR MGT Department as well as the Hiring Department.

1. Opening The Interview

a) Build Rapport

It’s important to establish rapport with applicant before starting with what may be stressful questioning.

Introduce yourself in a friendly way when you first meet the applicant and be sure he hears your name and your title. The applicant has not had the opportunity to learn about you before the interview so it may

27

be helpful to tell him what your position is in the company and the function you fulfill.



b) Convey Openness

You want the applicant to be as open with you as possible so that you can get all the information you need in order to make hiring decision.

You also want the applicant to feel that you have taken time to prepare for the interview. This conveys to the applicant that you consider him to be important. This interview is very important to the applicant since it can make a big difference to his future.

c) Importance of First Impressions

The first impression you make on the applicant can flavor the atmosphere of the interview.

You are most likely the first ‘interface’ with the applicant so you will want him to see you as a professional. You do not want to lose any qualified applicants due to a bad impression of the company that they may get from an unprepared interviewer.

d) Start by Discussing Topics Familiar To The Applicant

You do not have to comment on ‘worn-out’ topics such as the weather or the latest soccer game. What you should do is to start with topics familiar to the applicant so he can begin to feel comfortable. (Just the act of speaking can held the applicant to release some of his nervousness).

e) Explanation of Note-Taking

If you chose to take notes during the interview (and you should), be sure to explain your reason to the applicant. Let him know that the notes are strictly to refresh your memory about him.

f) Physical Setting-Formal/Informal

28

The physical setting of the room can be either formal-with the interview separated from the applicant by a desk, or informal-with two chairs facing each other at comfortable speaking distance.



2. Encouraging Interview To Talk

Remember that your main purpose for the interview is to get information from the applicant about himself.

You not only need the direct information he will give you in answer to the question you ask, but also, for most positions, you will need to know something about his communication skills.

To satisfy both the needs, it is important to get the applicant to talk. Below are some examples of how to deal with the various type of applicants.

The Tense Applicant

An applicant who is very nervous or tense will just no be able to communicate freely on the main topic you are interested in. Naturally, this type of interviewee must be controlled so that valuable interview time will not be wasted.

You, the interviewer, hold the reins and it is your responsibility to gently, but firmly, pull the conversation back on the track.

Interviewer Should Only Speak 30% of Time or Less

Another problem in getting the maximum useful information during the interview is that the interviewer may monopolize the conversation and not give the interviewee an adequate chance to talk.

Avoid Disagreeing With Applicant

The minute the interviewer disagree with a candidate’s statement, he signals that the ‘wrong thing’ has been said.

Sincere Complements

29

By paying a complement or giving sincere praise, the climate is created wherein the applicant feels like he is making progress.



3. Asking Meaningful Questions

Target Questions to Success Factors and Interview Objectives

In order for the questions to be effective, these should relate directly to your interview objectives and to the success factors for the position under consideration.

4. Concluding The Interview

Thank the applicant for the interview. If another interview is planned for him, tell him about this and when this will take place. If the applicant is not suitable, tell him politely that his qualifications and experience do not meet your requirements.

30


EFFECTIVE DATE

SUMMARY OF THE INTERVIEW PROCESS

1. OPENING THE INTERVIEW

2. ENCOURAGING INTERVIEWEE TO TALK

31

Build Rapport

Convey Welcoming Words

Importance of first impression

Start by discussing topics familiar to the applicant

Physical setting-formal / informal

Explanation of note-taking

Interviewer speak 30% of the time

Avoid Disagreeing with applicant

Understand the tense applicant

3. ASKING MEANINGFUL QUESTIONS

4. CONCLUDING THE INTERVIEW

32

Sincere compliments

Target questions to success factors and interview objectives

33

SYARIKAT ABC SDN. BHD.

INTERVIEW SCORE SHEET

Date : Sex :

Position Applied : Age :

Name : Tel: Office :

Current Address : House :

E-mail address:

1. DOCUMENT VERIFICATION

i. PersonalMykad no. :

ii. Basic educational backgroundPMR :

Bahasa Malaysia :Bahasa Inggeris :

iii. Year graduated / university / college qualification

iv. Experience

v. Others

34

SYARIKAT ABC SDN. BHD.

INTERVIEW SCORE SHEET

Name : Date :

2. EVALUATION

Criteria Points Earned Points

i. Suitability for post by qualification 20

ii. Suitability for post by experience 20

iii. Keeness 15

iv. Interpersonal skill 15

v. Initiative 15

vi. General attitude / disposition 15

vii. Extra mural activities and others 5

Total Points

viii.Minimum expected salary :

ix. Availability :

3. OTHER COMMENTS

4. RESULTS

To be appointed / Reserve / Unsuccessful

(Name of interviewer) Department/Section Signature

EMPLOYMENT EMPLOYMENT- OFFER LETTEREFFECTIVE DATE: REVISED DATE:

OFFER LETTER

The HR MGT Department will be responsible for issuing all letters of appointment to new employees. These offers will be subject to the successfully passing a medical examination to be conducted by the Company’s Panel of Doctors.

EXEPTION

In cases of emergency, where the employee’s services are required urgently, the employee may be required to report for duty before his medical results are available but the HR MGT Department will clearly indicate to the employee, in writing, that his continued employment is subject to the results of the medical examination.

35

EMPLOYMENT EMPLOYMENT –DETAILS


When a new employee joins our Company he is expected to complete various documents so that the Company has relevant details relating to him and also to educate them about the policy of the Company. So that he will understands that he is employed under certain obligations, particularly in relation to confidential information.

The HR MGT Department is responsible for ensuring that the following documents are completed by the employee no later than his orientation period:-

All forms under HRM Standards FormsOn page 50 until page 68 as follows:-

a. Employee Personal Particularsb. Permohonan Buku Rawatan Klinikc. Surat Akuan Pembayaran Gaji Melalui Akaun Bankd. Surat Pengesahan Lapor Dirie. Surat Perjanjian Memerima Syarat-Syarat Menduduki

Asramaf. Permohonan Penginapan Di Asrama Syarikatg. Permohonan Perkhidmatan Pengangkutan Syarikath. Kerahsiaan Syarikat

36

EMPLOYMENT PRE-EMPLOYMENT -MEDICALS


All prospective employees are required to have a medical examination by a qualified doctor, appointed by the Company.

The purpose of this examination is to determine if the prospective employee is physically able to perform the job for which he is being considered and that he does not endanger the health, safety, or well-being of existing employees.

It is responsibility of the HR MGT Department to arrange for this examination using the form designed for such purpose. See page 38 – 44.

APPLICATION

It is the responsibility of the HR MGT Department to assist in the selection for a well qualified physician to act as the Company doctor for each location to perform the examination.

The examination of applicants will consist the following:-

1. Personal health history.2. Complete physical examination3. Vision test.4. Chest X-Ray.5. Special studies as directed by the examining physician or for overseas training

program.a. Urine testb. Blood testc. Miscellaneous as directed by the Company

The panel doctor will be given a medical check-up form to be used as authorization to conduct the medical examination. See page 38 – 44.

37

EMPLOYMENT PRE-EMPLOYMENT -MEDICAL CHECK-UP FORM


38

PEMERIKSAAN PERUBATAN UNTUK PERLANTIKAN JAWATAN

Nama Pemohon :

Tarikh Lahir :

Taraf Perkahwinan : Bujang/ Berkahwinan/ Duda/ Janda/ Bercerai/ Berpisah

Jantina :

Jawatan Yang Dipohon :

BAHAGIAN 1: SOAL SELIDIK

Untuk dipenuhkan oleh pemohon dan ditandatangani di hadapan doktor yang memeriksa.

Baca dengan teliti. Penerangan ini adalah diperlukan untuk menentukan jawatan anda serta menjamin keselamatan.

Ya Tidak1. Gangguan Penglihatan2. Gangguan Pendengaran3. Demam Selsema / ‘Sinus’4. Seringkali sakit kepada/kepeningan/’migrain’

Catatan:

5. Pengsan/ pitam6. Sawan, convulsi/ epilepsi7. Penyakit mental/ sakit jiwa8. Penyakit kulit/ parut

Catatan:

39


Ya Tidak9. Asma10. Tuberkulosis11. Penyakit jantung/ diserang sakit jantung12. Tekanan darah tinggi

Catatan:

13. Sakit perut/ gastritis14. Kesan darah dalam najis15. Kesan darah/ hablur/ protin dalam air kencing16. Inflamasi sendi/ tulang

Catatan:

17. Sakit belakang18. Patah tulang/ seliuh19. Kemalangan/ dirawat dihospital/ pembedahan20. Kecacatan anggota/ otak

Catatan:

21. Alergi/ alahan22. Buasir23. Burut24. Penyakit kelamin (AIDS)25. Lain-lain penyakit

Catatan:

40


Pemohon Perempuan Ya Tidak

26. Kehamilan27. Keguguran28. Senggugut

Catatan:

BAHAGIAN II

Keterangan tambahan berkaitan pemohon.

1. Bagi keterangan bagi perkara yang bertanda ‘YA’ dalam Bahagian I.

2. Adakah anda menghidapai penyakit selain yang disebut di atas? Jika ada, sila beri keterangan lanjut.

3. Senaraikan saudara mara yang rapat (ibu bapa, adik beradik) yang menghidapi sakit yang teruk ( seperti penyakit kencing manis, tekanan darah tinggi, sawn, convulsi dan lain-lain)

4. Pernahkah anda menerima kompensasi untuk kecederaan atau sakit?

5. Pernahkah permohonan kerja atau insuran anda tidak diluluskan oleh kerana masalah kesihatan anda?

41


6. Senaraikan semua pekerjaan yang telah dijawat.

Huraikan kerja yang lepas Tempat Tahun/Bulan

Saya dengan ini mengakui bahawa segala maklumat yang telah diberi adalah lengkap dan benar. Saya faham sekiranya terdapat sebarang kepalsuan berhubung denga rekod ini, boleh menyebabkan diri saya diberhentikan kerja. Saya memberi kebenaran kepada doktor yang memeriksa untuk mengemukakan lapuran dan lapuran sejarah kesihatan diri saya ( jika ada/ berkenaan) kepada Syarikat ABC Sdn. Bhd.

Nama Pemohon :

Tandatangan :(Ditandatangani dihadapan doktor yang memeriksa)

Nama doktor yang memeriksa :

Tandatangan :

Tarikh :

42

MEDICAL EXAMINATION

Name :

Nature of Job : Worker Manual) / Clerical / Supervisor / Executive

Date of Birth :

Status :

Mykad No. :

Address :

MEDICAL HISTORY (PAST ANDA PRESENT)

Personal :

Family :

Height : Weight:

Apperance :

Temperature : Blood Pressure:

Pulse :

MOUTH

Teeth :

Throat :

EYES

Colour Vision

Vision without glasses L: R:

Vision with glasses L: R:

43

MEDICAL EXAMINATION

EARS

Hearing L: R:

Canals L: R:

Drums L: R:

RESPIRATORY SYSTEM

Nose : Traches :

Chest : Lungs :

CARDIO VASCULAR SYSTEM

Heart : Vessels :

NERVOUS SYSTEM

Pupils :

Peripheral :Reflexes

Muscle Tone :

Power :

Coordination :

ABDOMEN

Liver : Spleen :

Kidney : Hernia :

Rectal :Examination

Genitalia :

44

MEDICAL EXAMINATION

GENERAL

Lymph – Modes :

Joints : Spine :

URINE

Albumin :

Sugar :

Specific :Gravity

Reaction :

Blood Esr : HB% :

X-RAY

No. : Chest & Lung :

Heart :

REMARKS

I certify that I have examined and found

that he / she is / is not * free from organic decease and is medically fit / unfit to work.

Date :

Cop signature of Physician :

(* Delete whichever is not applicable)

EMPLOYMENT PRE-EMPLOYMENT - MEDICALSEFFECTIVE DATE: REVISED DATE:

MEDICAL EXAMINATION

An applicant who does not pass the medical examination will not be employed. If for some reason, he is already employed before the results of the medical examination are communicated to the HR MGT Department, the employee will politely told he has failed the medical examination and as such he must leave. The HR MGT Department will then arrange with the Finance Department to pay him for the days he has worked.

45

EMPLOYMENT ORIENTATION OF NEW EMPLOYEESEFFECTIVE DATE: REVISED DATE:

To ensure all new employees are assisted in introducing to the company’s work requirement and to learn more about the Company, each new employee will go through a carefully prepared orientation program – see checklist provided. When employees are guide individually, a representative of the HRDepartment will review part of the checklist items with the new employee before he is sent to the Department/Section concerned.

When more than 10 employees join the Company on the same date, a two-day Orientation Program will be conducted by the HRDepartment before the employee is assigned to the work area. Where employees report in on different dates, a once a month formal orientation program will be conducted by the HRDepartment and all employees who joined the Company in the month MUST attend such a orientation program.

The Department Manager or immediate superior is responsible for monitoring the orientation and training of his new employee.

A well planned orientation program goes a long way in motivating the new employees.

PROCEDURE

1. The checklist offers a systematic outline for Managers and Executive to show a new employee what is expected from him, where he can find things, and what he can expected from our company in terms of pay, employee benefits and working conditions.

2. Carefully follow the suggested outline of orientation covering the items that should be explained and the suggested guidelines.

3. Provide a welcome to the new employee. On the employee’s first day, try to make him feel at ease. When he arrives, take time to greet him cordially and welcome him to our Company and to your department, no matter how busy you are. If you cannot give him your full attention immediately, tell whim where to wait and suggest something for him to do, such as reading the Employee Handbook or our Company Newsletter.

4. Review company rules and policies that will affect him. Your new employee may have learned about his salary, working hours and company policies from his interview but it is up to you to make sure he understands what he has heard and that his questions are answered. This review should cover such things as wages,

46

overtime, deductions, responsibilities for attendance, how and when to notify his Superior of his absence or tardiness, working hours, holidays and vacation schedules, security, rest periods, uniforms, etc.

Our Employee Handbook is the most important tool in orientating the employees, familiarizing them with our Company and putting them at ease with their new employment. The handbook can be used effectively to answer the questions uppermost in the employee’s mind at this time. You should point out, along with the advantages and opportunities offered by our Company, the responsibilities and obligations that they have to meet – what they can expect form you and what you expect from them in return.

5. Who are his associates and fellow employees? Help the new employee to get acquainted. If your present employees are friendly, the newcomer will soon feel at ease. Be sure to tell present employees about a new recruit before he arrives, and then introduce him before he begins work. Preferably, assign a ‘buddy’ to him.

6. Help the new employee find his way around. It will take the new employee a while to learn the entire layout of our Company. By the end of his first day he should feel at ease in the area where he works. He should be shown the location of the bathroom and locker, how to get tools, supplies and materials.

7. How does his job fit into the total picture? Your new employees need to feel that the work he will do is important. When you give him assignments, show him how his work will fit in. If he is an office worker, explain how his job contributes to the success of our organization.

8. Keep the communication doors open. You should emphasize to the employee that almost everyone starting a new job has strange feelings and possible fears about his new environment. You will want to be sure the new employee knows that one of the best sources of information about his job is his immediate superior and, he should ask him anything that he is not clear about.

9. If the immediate superior of the employee cannot be available at all times, appoint a friendly, loyal, experiences fellow-worker to answer his questions and help him with problems which can arise. If he does not ask questions, don’t automatically assume all is well. He may be unsure of himself or afraid of appearing stupid.

10. How is the employee doing? (Probationary Period). Effective follow-up of the new employees can help us determine the effectiveness of our hiring, placement and orientation programs and minimize the cost of hiring and placement mistakes. For most jobs, the new employee’s potential can be fully assessed during the probationary period. Weeding out misfits at this point will save us money in several ways:

47

a) It will avoid wasting the trainer’s and the hiring Department’s time.b) We will not have to keep paying for poor performance.

c) Dissatisfied, unqualified employees often spread their frustration to others. This often causes poor morale.

Praise and criticism should be constructive. Be specific in telling the new employee what you like about his work, such as his quickness to grasp details of the job, etc. When you must criticize, be sure you do it in the right way and at the right time. Your aim is no to punish or embarrass him, but to get him back on the right track by making necessary corrections in his work. Giving reasons for corrections makes your suggestions meaningful. Always remember, criticize the work, not the person.

The Department Manager or immediate superior is responsible for monitoring the orientation and training of the employee.

48

EMPLOYEE ORIENTATION CHECKLIST

A well planned orientation program goes a long way in motivating the new employees. Below is a list of items to be used by all Departments.

Name : Date:

Purpose and Instructions:

This checklist is a tool to help immediate superior in orienting new employees to the Company and their job. Proper orientation is important and should no be rushed as nothing can be assumed about how much a new employee knows about the company, the job and the work environment. Each item listed below should be covered completely preferably on the first few days of employment. After review, the checklist mush be signed by both the superior and employee and forwarded to the Human Resource Management Department within one week of employment date.

COMPANY INFORMATION HUMAN RESOURCE DEPARTMENT TO REVIEW

Completion of forms- HRM Standard Forms- Insurance- EPF, SOCSO, INCOME TAX

Wages & Pay calculation

Performance Appraisal- Probation- Confirmation- Annual Review

Holidays & Supplemental benefits

Safety & Security

Disciplinary Procedures

Improving working relations

Clinic and Company Doctors

Union-Membership

49

PAY INFORMATION

Pay rate

Pay check- when and how issued

Performance review- Confirmation, and subsequent review

dates and method of evaluation

Overtime, shift and other allowances paid

Explanation of earnings and deductions

SAFETY INFORMATION

Safety rules and regulations

Safety equipment-location and use

Dress code and personal safety(use of glasses, aprons, gloves, etc)

Reporting of unsafe acts or conditions

Emergency exits and their location

JOB INFORMATION IMMEDIATE SUPERIORTO REVIEW

Introduction to other employees in work area

Tour of work areas

Job to be performed and its importance

Components built and their use

Departmental functions

Work schedule & working hours

50

When to stop and clean-up time allowed

Overtime- frequency and hours scheduled

Attendance- What is expected

Absenteeism- who to notify and why

Training to be given & reporting on progress

Result of errors and carelessness

Performance expectations

Housekeeping

Lockers/Uniform/Helmet

Supplies- Where and how to obtain

SIGNATURE

IMMEDIATE SUPERIOR

----------------------------------- DATE ------------------------

DEPARTMENT MANAGER

----------------------------------- DATE ------------------------

EMPLOYEE

------------------------------------ DATE ------------------------

Return completed Form to the Human Resource Mgt. Dept. by ------------------------

51

EMPLOYMENT ORIENTATION OF NEW EMPLOYEESEFFECTIVE DATE HRM STANDARD FORMS

52

ABC COMPANY SDN.BHD.EMPLOYEE PERSONAL PARTICULARS

NAME :

STAFF NO. :

CHANGE IN EMPLOYEE STATUS

53

ABC COMPANY SDN. BHD.EMPLOYEE PERSONAL PARTICULARS (Butir-butir Peribadi Pekerja)

EMPLOYEE FULL NAME(Nama Penuh)

EMPLOYE’S ALIAS NAME(Nama Lain)

MY KAD NO.(No. My Kad) MY KAD COLOUR BLUE RED BIRTH DATE(Warna My Kad) (Biru) (Merah)

SEX MALE FEMALE BIRTH PLACE(Jantina) (Lelaki) Perempuan)

MARITAL STATUS S – SINGLE M – MARRIED D – DIVORCED (Taraf Perkahwinan) (Bujang) (Berkahwin) ( Bercerai)

W – WIDOWED S – SEPARATED (Balu) ( Berpisah)

NATIONALITY M – MALAYSIA S – SINGPOREAN J – JAPANESE(Warganegara) (Malaysia) (Singapura) (Jepun)

RACE L – LOCAL E - EXPATRIATE(Bangsa) (Tempatan) (Ekspatrat)

RELIGION PASSPORT NO(Agama) (No. Paspot)

CITIZENSHIP NO. PASSPORT EXPIRY DATE(No. Kerakyatan) (Tarikh mati paspot)

COUNTRY(Negara Asal)

CURRENT ADDRESS(Alamat Sekarang)

TELEPHONE NO. E-MAIL ADDRESS(No. Telefon) (Alamat e-mel)

54

PERMANENT ADDRESS(Alama Tetap)

TELEPHONE NO.(No. Telefon)

EDUCATION BACKGROUND(Latarbelakang Pendidikan)

YEAR(Tahun)

INSTITUTION(Institusi)

CERTIFICATE AWARDED(Anugerah Sijil)

COUNTRY/STATE(Negara/Negeri)

JOB TITLE(Nama Jawatan)

DATE OF APPOINTMENT(Tarikh Perlantikan Jawatan)

RETIREMENT DATE(Tarikh Bersara)

CONFIRMATION DATE(Tarikh Pengesahan Jawatan)

CONTRACT PERIOD MONTHS(Tempoh Kontrak Bulanan)

CONTRACT COMMENCEMENT(Tarikh Permulaan Kontrak)

TEMPORARY STAFF(Kakitangan Sementara)

55

PREVIOUS EMPLOYMENT PARTICULARS(Keterangan Mengenai Pekerjaan Dahulu)

EMPLOYER’S NAME(Nama Majikan)

ADDRESS(Alamat)

TELEPHONE NO.(Nombor Telefon)

DESIGNATION(No. Telefon)

DESIGNATION(Jawatan)

LAST BASIC SALARY(Gaji Pokok Terakhir)

DATE JOINED(Tarikh Mula)

DATE LEFT(Tarikh Tamat)

LANGUAGE / DIALECT PARTICULARS(Keterangan Mengenai Bahasa)

WRITTEN(Tulisan)

SPOKEN(Lisan)

FLUENT(Fasih)

ABLE TO WRITE / SPEAK(Boleh Menulis / Bercakap)

SOME KNOWLEDGE(Sedikit Pengetahuan)

56

EMERGENCY CONTACT(Orang Yang Harus Dihubungi Sekiranya Berlaku Kecemasan)

NAME(Nama)

ADDRESS RELATIONSHIP TELEPHONE NO.

NEXT-OF-KIN PARTICULARS(Keterangan Mengenai Saudara Terdekat)

NAME(Nama)

ADDRESS(Alamat)

RELATIONSHIP(Pertalian)

MYKAD NO.(No. MyKad)

TEL. NO.(No. Tel.)

57

SPOUSE PARTICULARS(Keterangan Suami / Isteri)

SPOUSE’S NAME(Nama Suami/Isteri)

MYKAD NO. DATE OF BIRTH(No. Mykad) (Tarikh Lahir)

SPOUSE’S STATUS A- ALIVE D-DECEASED S-SEPARATED(Status Suami/Isteri) (Hidup) (Mati) (Berpisah)

D-DIVORCED (Bercerai)

DATE OF MARRIAGE(Tarikh Perkahwinan)

ADDRESS(Alamat)

TELEPHONE NO.(No. Telefon)

EMPLOYER’S NAME(Nama Majikan)

SPOUSE’S OCCUPATION(Pekerjaan Suami/Isteri)

INCOME TAX NO.(No. Cukai Pendapatan)

PASSPORT NO.(No. Paspot)

PASSPORT EXPIRY DATE(Tarikh Mati Paspot)

58

CHILDREN PARTICULARS(Keterangan Mengenai Anak-Anak)

NAME(Nama)

MYKAD NO./ PASSPORT NO.

(No. MyKad)

SEX(Jantina)

SCHOOLING/ WORKING

(Bersekolah/Bekerja)

DATE OF BIRTH

(Tarikh Lahir)

Saya mengesahkan buti-butir yang telah diberikan di atas adalah benar.

(Tandatangan Kakitangan) (Tarikh)

(No. Kakitangan)

PERMOHONAN BUKU RAWATAN KLINIK

NAMA :

JAWATAN :

NO. STAFF :

NO. MYKAD :

JABATAN :

SEKSYEN :

ALAMAT KEDIAMAN SEKARANG :

SENARAI NAMA-NAMA AHLI KELUARGA

NAMA SUAMI/ISTERI :

NO. MYKAD :

NAMA ANAK T/LAHIR NO. SIJIL KELAHIRAN

1.

2.

3.

4.

5.

6.

59

(TANDA TANGAN PEMOHON) (TANDA TANGAN KETUA JABATAN)SURAT AKUAN PEMBAYARAN GAJI MELALUI BANK

NAMA :

JAWATAN :

NO. STAFF :

NO. MYKAD :

JABATAN :

SEKSYEN :

Telefon Sambungan:

Saya dengan ini memberi kebenaran kepada pihak ABC Company Sdn. Bhd. untuk membayar gaji bulanan saya melalui akaun bank bermula dari tarikh . Berikut disertakan butir mengenai akaun bank saya untuk tindakan pihak tuan.

Nama Bank:

Cawangan & Alamat :

No. Akaun :Jenis Akaun : Simpanan / SemasaNo. Buku :

Saya mengaku bahawa segala keteangan di atas adalah benar dan tidak boleh dipinda tanpa sebarang keterangan bertulis.

Yang Benar Saksi Penerima

(Tandatangan Pemohon) (Tandatangan Saksi) (Tandatangan Penerima)

Nama : Nama :

No. Mykad : No. Staf:

Jawatan : Seksyen:

No. Staf : Jabatan :

Seksyen :

60

Jabatan :

SURAT PENGESAHAN LAPOR DIRI

NO. STAFF :

SEKSYEN :

JABATAN :

Tuan,

PENGESAHAN TARIKH LAPOR DIRI

Merujuk kepada perkara tersebut di atas, adalah disahkan bahawa saya telah melaporkan diri untuk bertugas dengan ABC Company Sdn. Bhd. mulai ………………….. dengan gaji permulaan sebanyak RM ………………. Sebulan.

NAMA :

JAWATAN :

NO. MY KAD :

JABATAN :

NAMA & :

ALAMAT BANK :

JENIS AKAUN : Simpanan / Semasa

NO. AKAUN BANK :

NO. AHLI KWSP :

NO. CUKAI PENDAPATAN :

NO. PERKESO :

Sekian, untuk makluman tuan.

Yang benar,

(Tandatangan)

Disahkan bahawa ………………………………………….. telah melaporkan diri pada …………………………. dan ditempatkan di Seksyen ……………………., Jabatan …………………….

61

(Pengurus Jabatan Sumber Manusia)

SURAT PERJANJIAN MENERIMA SYARAT-SYARAT TINGGAL DI ASRAMA

Saya…………………………………………………….No. Mykad…………………… menerima syarat-syarat yang tersebut di bawah bagi membolehkan menduduki asrama syarikat.

1. Kebersihan

Penghuni adalah diwajibkan menjaga kebersihan di dalam dan di kawasan luar unit-unit yang diperuntukkan. Pembuangan sampah hendaklah dibuat di tempat yang telah disediakan.

2. Keselamatan

Penghuni adalah dipertanggungjawabkan untuk menjaga harta-harta syarikat yang telah disediakan di unit-unit asrama. Segala kerosakan atau kehilangan harta-harta yang telah ditetapkan hendaklah dilaporkan kepada Jabatan Pentadbiran syarikat. Jika didapati bahawa kerosakan tersebut dilakukan oleh penghuni maka segala pembaikan dan penggantian akan ditanggung oleh pihak penghuni sendiri.

3. Lawatan Pelawat

Pelawat adalah dibenarkan melawat penghuni-penghuni asrama. Walau bagaimanapun adalah menjadi tanggungjawab penghuni untuk menjaga kesopanan, kebudayaan bangsa dan nilai agama masing-masing bagi mengelakkan implikasi yang negative daripada penghuni-penghuni lain atau jiran-jiran tetangga.

4. Kelakuan

Penghuni adalah dikehendaki menjaga moral dan kelakuan yang baik. Ini juga termasuk apabila pelawat-pelawat melawat tuan.

5. Bayaran

Baayaran telah ditetapkan sebanyak RM50.00 sebulan. Bayaran boleh dijelaskan melalui potongan gaji pada penghujung bulan.

6. Tempoh Penempatan

62

Tuan hanya dibenerkan menghuni di asrama syarikat selama tempoh yang dibenarkan oleh pihak Pentadbiran syarikat.

7. Urusan Penempatan

a. Semua penghuni asrama dikehendaki menandatangani Surat Perjanjian menerima syarat-syarat yang dikeluarkan oleh pihak Pentadbiran. (Borang A).

b. Semua penghuni asrama perlu mengisi borang pengakuan membenarkan potongan gaji dibuat melalui potongan gaji. (Borang B).

c. Pihak syarikat akan menjelaskan kegunaan letrik dan air. Walau bagaimanapun jumlah bayaran yang dibuat oleh pihak pengurusan adalah setakat RM bagi bil letrik dan air bagi unit yang diduduki. Lebihan kegunaan akan ditanggung oleh pihak penghuni unit tersebut sendiri.

8. Alat-alat Kelengkapan

Pihak pentadbiran syarikat akan menyediakan alat-alat kelengkapan asas seperti berikut:-

a. Katilb. Tilam dan bantalc. Mentol / lampud. Penyapue. Bakul sampah

9. Tidak Menggunakan Asrama Tersebut Untuk Tujuan Haram

Penghuni tidak dibenarkan sama sekali menggunakan asrama tersebut untuk tujuan-tujuan haram, yang berlawanan dengan undang-undang, tidak bermoral dan tidak akan membuat atau membenarkan apa-apa perbuatan atau perkara-perkara yang boleh menjadi kacau ganggu atau yang boleh memberi sebab yng munasabah bagi jiran-jiran tetangga membuat aduan kepada pihak pentadbiran syarikat.

10. Memasak

a. Penghuni tidak akan menggunakan dapur atau apa-apa ala memasak yang menggunakan arang di mana-mana bahagian asrama tersebut.

b. Penghuni tidak akan membela ayam, itik dan anjing atau apa-apa binatang yang mungkin membawa kekotoran atau penyakit di mana-mana bahagian asrama tersebut.

63

11. Tidak Menghalang Jalan

Tidak membenarkan sebarang kereta, motosikal, skuter dan basikal diletakkan di mana-mana bahagian asrama tersebut termasuk kakilimanya atau diletakkan di mana-mana kawasan di keliling asrama tersebut yang boleh menghalang jalan:-

a. Termasuk tangga dan kalilima.b. Tidak meletakkan atau menggantung pas bunga di tangga atau ‘balcony’

asrama.

12. Jangan Meletak Panan Tanda Selain Daripada Atas Kebenaran Syarikat

Tidak akan melekatkan, mengecat atau dengan cara lain mempamirkan atau membenarkan dilekatkan, dicat atau dengan cara lain dipamirkan kepada atau terhadap mana-mana bahagian asrama tersebut apa-apa tanda, pengumuman, surat tampalan, poster, iklan, bendera, atau apa-apa benda lain di dalam atau mana-mana bahagian asrama tersebut kecuali dibenarkan secara bertulis oleh syarikat.

13. Pemasangan Alat-alat Letrik

Tidak akan memasang soket, plug dan alat menyambung letrik atau motor letrik atau injin letrik atau alat perkakas letrik atau penyejuk udara dalam asrama tersebut tanpa kebenaran secara bertulis daripada syarikat.

Tandatangan

Nama :

No. Staf :

Tarikh :

64

PERMOHONAN PENGINAPAN DI ASRAMA SYARIKATDAN

PERSETUJUAN PEMOTONGAN GAJI

Tarikh :

Nama Penuh :

No. Staf :

No. Mykad :

Jabatan :

Seksyen :

PERAKUAN BAYARAN: Saya dengan ini memohon kemudahan penginapan syarikat dan membenarkan Syarikat ABC Sdn. Bhd. membuat pemotongan gaji saya sebanyak RM50.00 (Ringgit: Lima Puluh Sahaja) Setiap bulan untuk membayar sebahagian daripada sewa asrama, bil elektrik dan air. Saya juga bersetuju dengan syarat dan peraturan yang dikenakan oleh pihak tuan. Saya bersedia menghadapi sebarang tindakan sekiranya saya melanggar syarat dan peraturan tersebut.

Tandatangan Tarikh

BAHAGIAN PENTADBIRAN

Tarikh Terima Borang :

Peruntukan Unit Asrama :

No. Bilik :

Disediakan Oleh: Tarikh :

Disemak Oleh : Tarikh :

65

Disahkan Oleh : Tarikh :

PERMOHONAN PERKHIDMATAN BAS KILANGDAN

PERSETUJUAN PEMOTONGAN GAJI

Tarikh :

Nama Penuh :

No. Staf :

No. Mykad :

Jabatan/Seksyen :

Alamat Rumah :

PERAKUAN BAYARAN: Saya dengan ini memohon perkhidmatan bas syarikat dan membenarkan Syarikat ABC Sdn. Bhd. membuat pemotongan gaji saya sebanyak RM20.00 (Ringgit: Dua Puluh Sahaja) setiap bulan untuk membayar perkhidmatan pengangkutan pergi dan balik dari tempat tinggal ke tempat kerja.

PERAKUAN PAS PENGANGKUTAN: Saya dengan ini mengaku akan menjaga dengan baik pas pengangkutan yang diberikan untuk kegunaan saya sahaja. Saya akan mempamirkan pas ini di baju setiap kali menggunakan perkhidmatan bas syarikat. Saya boleh dilarang dari menggunakan perkhidmatan ini sekiranya saya tidak mempamirkannya tanpa alasan yang munasabah. Saya akan memulangkan pas ini kepada Seksyen Pentadbiran syarikat sekiranya saya tidak mahu menggunakan perkhidmatan ini kelak.

Tandatangan Tarikh

BAHAGIAN PENTADBIRAN

Tarikh Terima Borang :Tarikh Pas / No. Siri Pas :Tarikh mula naik bas :Tarikh Potong Gaji :

Disediakan Oleh: Tarikh :

Disemak Oleh : Tarikh :

66

Disahkan Oleh : Tarikh :

KERAHSIAAN SYARIKAT

Semua kakitangan diwajib menyimpan dan memelihara semua rahsia-rahsia syarikat,

syarikat induknya, anak-anak syarikat-syarikat atau mana-mana syarikat atau individu

yang dengannya Syarikat ABC Sdn. Bhd. ada mempunyai hubungan perniagaan atau

kerjasama atau pertalian teknikal, dan mereka adalah dilarang, sama ada dalam

jangkawaktu penggajian mereka dengan syarikat atau pun pada bila-bila masa

selepasnya, membocorkan apa-apa perkara atas benda berkaitan dengan perniagaan

atau kepentingan syarikat, syarikat induknya, anak-anak syarikat atau syarikat-syarikat

yang ianya berhubungan, kepada sesiapa juga orang-orang yang tidak berhak.

Kakitangan juga dilarang dari menggunakan apa-apa rahsia atau pengetahuan sulit atau

maklumat-maklumat yang diperolehinya di dalam menjalankan perkhidmatannya

dengan syarikat hinga membawa kepada terjejasnya kepentingan-kepentingan syarikat,

syarikat induknya, anak-anak syarikatnya atau syarikat yang ianya ada hubungan.

Apabila kakitangan diamanahkan dengan maklumat-maklumat surat pelbagai rupa

ianya diwajibkan menyimpan taraf maklumat tersebut walaupun dikalangan kakitangan

syarikat.

Sekiranya seorang kakitangan diminta untuk menyediakan apa-apa kertas atau seorang

kakitangan diminta untuk menyediakan apa-apa kertas atau rencana untuk penyiaran

atau mengeluarkan apa-apa kenyataan kepada akhbar atau membuat ucapan di atas apa-

apa tajuk berkaitan dengan produk-produk, kepentingan-kepentingan syarikat, ia

wajiblah mendapatkan persetujuan daripada Pengarah Urusan atau pun mana-mana

pegawai yang telah diberi kuasa demikian oleh Pengarah Urusan.

67

Membocorkan apa-apa maklumat bergred tanpa kelulusan, dengan sengaja atau pun

kelalaian, akan disifatkan sebagai melanggat kontrak perkhidmatan yang membawa

kepada pemecatan.

SURAT PERAKUAN

NAMA :

NO. SETAF :

JABATAN/SEKSYEN :

Saya dengan ini mengaku telah membaca dan memahami peruntukan-peruntukan

“ KERAHSIAAN” seperti di atas dan saya mengaku akan mematuhi sepenuhnya

peruntukan-peruntukan ini. Seterusnya saya faham melanggar mana-mana peruntukan

ini akan disifatkan sebagai menyalahi kontrak perkhidmatan saya dengan Syarikat ABC

Sdn. Bhd. dan membawa kepada pemecatan.

Tandatangan oleh :

(NAMA: )

Saksi oleh / dibaca kepada

dan penerangan oleh:

(Pengurus Jabatan Sumber Manusia)

Tarikh :

68


69


SERVICE DETERMINATION


Our company recognizes length of service in the company because various benefits programs are related to the employees’ length of service. The objective is to clearly define the service determination of employees.

SENIORITY

Seniority may be defined as the amount of continuous time spent in employment with the company. Employees accumulate seniority by continuing their work without unauthorized interruptions. Employee seniority is important to the company as it assures the availability for an experience and stable work force. Seniority is self-improvement and advancement to qualify for higher wages and promotion opportunities.

DETERMINATION OF SERVICE

A. Length or service will not be broken and time lost will be added to the length of service record in the following instances:

1. In the event an employee is transferred to another department or location.

2. Sick leave

3. Time lost due to accidents that occur on the job.

4. A continuous period of absence without pay for less than thirty (30) days at the request of the company.

70

5. In the event the employee is terminated / dismissed and is reinstated in his former job after conciliation with the Ministry of Labor or by an Industrial Court Award.

B. Length of service will not be broken when a leave of absence, granted by the Company, is in excess of thirty (30) calendar days. Such leave is only granted in exceptional cases such as prolonged illness, overseas study leave and other circumstances approved in writing by he Managing Director.

C. Length of service will be broken by:

1. Resignation2. Discharge for misconduct3. Medical Board-out4. Failure to report back to work after (2) working days without the prior

approval of the superior and without informing or attempting to inform his superior or such absence.

D. In the event an employee resigns and is rehired at a later date, he should be informed that his service date must correspond with his rehire date and all previous service has been lost.

71


PROBATIONARY PERIOD


It is our company’s policy that all new employees undergo a probationary period during which time, their performance and suitability will be assessed. No employee will be exempted from the provisions of this policy other than with the written approval of the Managing Director.

NON-EXECUTIVE

The probationary period for new employees, is three (3) months. During the period, the employee will be given the opportunity to demonstrate proper attitude and abilities for the job in which he is employed. Upon satisfactory completion of three (3), the employee is given permanent status and becomes eligible for the normal benefits enjoyed by the permanent employees of his job classification. If the employee’s services are unsatisfactory, he may be terminated from his service at the end of his probationary period or, his probationary period may be extended up to another three (3) months, after consultation with the HR MGT Department Manager. It is the responsibility of each Department Manager to review the status of the probationer, at least one week before the end of the probation period, with the HR MGT Manager. If you fail to do this, the employee is deemed to be confirmed at the end of the probationary period and it will then be too late to discharge a poor performer.

All letters relating to extension of probation period, confirmation and termination must emanate from HR MGT Department, not later then the employee’s last day in his probation period. The letter must be personally given to the employee by the immediate superior of the probationer. In the event of termination, the employee must return all company property such as medical book, employee pass, locker/drawer key, uniform, etc. before any payment of monies due to him is released.

72


PROBATIONARY PERIOD


EXECUTIVE

The probationary period for executive and management staff shall be six (6) months. Upon satisfactory completion he may be confirmed in his appointment or, should his performance fall short of requirements, he may be terminated or have his probationary period extended by a period not exceeding another three (3) months, after consultation with the HR MGT Manager and Managing Director.

EVALUATION FORM

This form is shown on page 96 (Performance Appraisal form) and this must be completed and reviewed with the HR MGT Manager whenever an employee’s probation period is up for review.

73

CHANGE IN EMPLOYEE STATUS CONFIRMATIONEFFECTIVE DATE: REVISED DATE:

CONFIRMATION: THE PROCESS

1. NON-EXECUTIVE

74

Evaluation form emanate by Human Resource Mgt. Department

Department concerned

Evaluation for particular employees

Forms duly completed submit to Human Resource Mgt. Department

Evaluation reviewed by Manager, Human Resource Mgt. Department

Approval by Senior Manager Human Resource Mgt. Department

Human Resource Mgt. Department will produce official letter to

employee concerned

Evaluation for employee concerned will be conducted by management staff as follows:-Penilai I : ExecutivePenilai II : Asst. ManagerPengesahan: Department Manager

EMPLOYMENT CONFIRMATIONEFFECTIVE DATE

2. EXECUTIVE

75

Immediate Superior consult and give letter to subordinate concerned

Evaluation form emanate by Human Resource Mgt. Dept.


Evaluation for employee concerned

Forms duly completed submit to Human Resource Mgt. Dept.

Evaluation reviewed by Manager, Human Resource Mgt. Dept.

Approval by Managing Director

Human Resource Mgt. Department will produce official

letter to employee concerned

Immediate superior consult and give confirmation letter to

subordinate concerned

Evaluation will be conducted by the executive in management level as follows:-

1. Executive (grade M1)a. Recommendation : Section Headb. Recommended By : Department Managerc. Approved By : Managing Director

2. Asst. Manager (grade M2)a. Recommendation : Department Managerb. Recommended By : Senior Department Managerc. Approved By : Managing Director

3. Manager (grade M3 and above)a. Recommendation : 1st. Immediate superiorb. Recommended By : 2nd. Immediate superiorc. Approved By : Managing Director

76

EMPLOYMENT PROMOTIONEFFECTIVE DATE: REVISED DATE:

POLICY

It is Company Policy to fill job vacancies in higher grades by the promotion of suitably qualified employees within our company.

All job vacancies up to the position of Grade M6 for Administrative level and Grade T5 for Technical staffs will be posted on the Company’s Notice Board for a period of two weeks to allow eligible employees the opportunity to apply for the identified job (s). Such application must be made on the Internal Job Application Form available from the Human Resource Mgt. Department.

For position of Executive level Grade M1 and above, any vacancies will be reviewed by the Department Manager with the Human Resource Mgt. Department Manager who will review SKILL INVENTORY of employees and will select the eligible employees for interview by the Department Manager concerned. The Human Resource Mgt. Department Manager will then ensure that the employee identified for promotion is the best qualified for the job, in accordance with the criteria for promotion. External recruitment will only be resorted to when employees do not meet the job requirement.

PROCEDURE

1. In the selection of an employee to fill a higher level position the following criteria will be carefully considered:

a. Attitude, skill, ability and past performance.b. Efficiencyc. Physical and mental qualifications

77

d. Disciplinary recorde. Experiencef. Education background

2. Where the above qualification factors are considered relatively equal among two or more employees being considered for the job, length of service will be determining factor. Employees are urged to obtain the necessary skills, education, and appropriate professional qualification in order to be eligible for transfer or promotion.

EMPLOYMENT UPGRADINGEFFECTIVE DATE: REVISION DATE:

Upgrading refers to a situation where the job incumbent’s job functions remain unchanged but his job is upgraded. This is subject to the procedures below.

NON-EXECUTIVE

For purposes of upgrading, the Human Resources Mgt. Department Manager will maintain an authorized personnel manning level in each of the grades. As and when vacancies arise, he will review the profile of the employees who qualify and upgrade those who are most senior in service first, on the next scheduled period for upgrading.

The authorized manning levels cannot be changed unless this is officially notified in writing to the Human Resource Mgt. Department, by the Managing Director.

EXECUTIVE

There is no automatic upgrading within the executive and management grades. Progression must be by promotion and/or re-evaluation of the job worth.

EXCEPTION

Any exception to this policy must be approved in writing by the Managing Director.

DOCUMENTATION

The Releasing Department will initiate the Personnel Change Notification Form and the Human Resource Mgt. Department Manager will be responsible for issuing letters. If the

78

employee is covered by the scope of the Collective Agreement, a copy of this letter will be extended to the Union.

EMPLOYMENT TRANSFEREFFECTIVE DATE: REVISION DATE:

TRANSFER

All employees are subject to transfer from one work station / location to another in accordance with the company’s operational requirements or for purposes of job enrichment and / or career development of the employees.

Inter-department Transfer

Inter-departmental transfers within the employee’s job-grade and functions can be made by the Department Manager. If a job title change is involved, this must be discussed and agreed with the Human Resource Mgt. Department before such change is effected.

Intra-Department Transfer

Whenever transfers are to be effected between departments, the Releasing Department manager must review this with the Human Resource Mgt. Department Manager. If the reasons are justifiable (career development, operational requirements, etc.) the Human Resource Mgt. Department Manager will review this with the Hiring Department and if agreed, the employee will be notified in writing by the HR Mgt. Dept. Manager of such transfer. The letter will specify the period of the transfer, if any, and the date with effect from which the transfer will be effective.

If the transfer involves relocation, then the employee will be given sufficient time before he is required to move. In normal circumstances, a period of one month is considered adequate but this may be extended with the written approval of the Human Resource Mgt. Department Manager.

79

EMPLOYMENT ACTINGEFFECTIVE DATE: REVISION DATE:

ACTING

Acting periods of employment in a higher grade are defined as period or time during which the substantive job holder is absent but is expected to return to his positions in the foreseeable future.

NON-EXECUTIVE

When a non-executive is required to act in a position of a higher grade for a minimum period of thirty (30) consecutive workdays, the Department Manager will advise the Human Resource Mgt. Department before the end of the five (5) days or, if this not possible, due to uncertainty, not later than the seventh (7) day of the employee’s action.

Upon approval by the HR Mgt. Dept. Manager, the following allowances will be paid to the employees:

Acting Position AllowanceActing as Executive RM250.00/month

Acting as Supervisor or Shift Leader

RM100.00/month

EXECUTIVE

No employee will be paid an allowance for acting in a higher level job. Employees required to act for shorter periods will not receive any allowance, as this period will be considered as training for them in preparation for future job vacancies.

80

The Department’s Manager who requires his employee to act in a higher capacity, must review this with the HR Mgt. Dept. Manager who will, if satisfied that the employee is best qualified, HR Mgt. Dept. Manager will issue an appropriate letter to the employee concerned.

EMPLOYMENT ACTINGEFFECTIVE DATE: REVISION DATE:

DOCUMENTATION

It will be the responsibility for the HR Mgt. Dept. Manager to ensure that proper documentation i.e letter and Personnel Change Notification Forms are completed and issued to the particular employee.

Flow of documentation:-

81


Official letter to staff concerned through Department Head

Approval by Managing Director

HR Mgt. Dept. will review the requirement of acting in the

position

Produce notification letter 7 days before acting date.

EMPLOYMENT PERSONNEL CHANGE NOTIFICATION (PCN)


Proper documentation relating to an employee’s service is important and PCN must be completed whenever there is a change in the employee’s status. Such as marital status, number of children, etc.

A Personnel Change Notification will be filled out on the printed form and sent to the Human Resource Mgt. Department for approval within seven (7) days of the change being effected.

This form will need to be completed in the following instances:

a. An employee resigns or is terminated from employment.

b. When an employee has a change of name.

c. When an employee has a change of address.

d. When an employee has a change of dependents.

e. When an employee is promoted, transferred, downgrades or upgraded.

It is the responsibility of the Hiring Department or the Department where employee works to initiate the PCN as soon as possible after the change is effected.

The form to be utilized is shown on page to page of this manual. Copies of these are available from the Human Resource Mgt. Department.

82

COMPENSATION PROGRAMS

83

COMPENSATION PROGRAMS SALARY ADMINISTRATION POLICY

EFFECTIVE DATE: REVISION DATE:

It is the company’s intent to establish a salary policy that will:-

1. Improve morale by clearly outlining promotional opportunities and by providing visible job and salary growth.

2. Maintain equitable salaries among individuals.

3. Provide controls incentives for outstanding performance and negative incentives for marginal performance.

4. Provide positive incentives for outstanding performance and negative incentives for marginal performance.

5. Keep pace with the current inflationary job market and enable us to retain present and attract new employees.

6. To provide strong financial motivation for employees at all levels, thereby improving the company’s profitability.

DEFINATIONS:-

1. Merit increases are given to reward:-

a. Excellent performanceb. Increased responsibility without a change in job classification.

84

2. Promotional increases are given in recognition of promotional from one job classification to a higher classification.

COMPENSATION PROGRAMS SALARY REVIEWSEFFECTIVE DATE: REVISION DATE:

It is the policy of our Company to review the salary levels and benefits package periodically and will be done as follows:-

a. For non-executive, the salary levels will be negotiated every three years between the Management and Union in accordance with the normal process of Collective Bargaining.

b. For Executive and Management Staff, the Human Resource Mgt. Department will conduct;i. an annual salary survey to determine the budget for salary increases.ii. a detailed salary and benefit survey every three years to review the salary

and benefit package.

EXCEPTION

Any exception to the policy must be approved by the Managing Director.

85

COMPENSATION PROGRAMS JOB GRADINGEFFECTIVE DATE: REVISED DATE:

JOB GRADE

1. Job Grades have been established for all existing positions in this company.

2. New positions;

Whenever a new employee is hired or promoted into a newly created position, a position description of the job will be prepared by his immediate superior and submitted to the Human Resource Mgt. Department(HRM). HRM will review the new position with Managing Director.

3. Upgrading or down-grading;

Whenever the responsibilities of a position have changed substantially, revised position description of the job will be forwarded by the immediate superior to the Human Resource Mgt. Department. The job will then be graded in accordance with the above procedure.

TIME OF UPGRADING

All upgrading exercises will be undertaken (2) two times a year, as follows:-

April 1st.October 1st.

Any recommendation for upgrading must therefore be submitted to the Human Resource Mgt. Department Manager at least one (1) month before the above dates. It is the

86

responsibility of the Human Resource Mgt. Department Manager to ensure that the upgrading is justified and that there are an adequate number of vacancies in the higher grade to justify this. It is the responsibility of the Human Resource Mgt. Department Manager to prepare the letter to the employee and give this to the Department Manger concerned for conveyance to the employee.

EXCEPTIONS

Any exceptions to this policy must be approved in writing by Managing Director.

COMPENSATION PROGRAMS SALARY INCREMENTS TIMINGEFFECTIVE DATE: REVISED DATE:

The salaries of all confirmed staff will be reviewed annually in January of each year.

NON-EXECUTIVE

Confirmed non-executive will be eligible for a salary increase in accordance with their incremental scale as shown on page 89 up to the maximum of the grade in which he is employed.

MERIT

Non-executive staff will also be eligible for a merit increment, to be granted at the discretion of management, varying between one (1) through one and one-half (1.5) times the specified increment.

EXECUTIVE

The salaries of confirmed executive and management staff will also be reviewed annually in January of each year. A salary increase will be granted only when a satisfactory level of performance has been maintained during the review period and such salary increase will be by merit, in accordance with the procedure outlined under PERFORMACE APPRAISALS.

PROMOTIONAL INCREASES

87

The salary increase will be the difference between his salary prior to promotion and the minimum of the higher job grade subject to a maximum of 10% salary increase whichever is higher. In the event his 10% salary increase is less than the minimum of the higher grade, he will be entitled for the minimum of the higher grade salary.

COMPENSATION PROGRAMS SALARY INCREMENTS TIMINGEFFECTIVE DATE: REVISED DATE:

Timing of Promotion

Except in unusual circumstances which must be approved in writing by the Managing Director, it is the policy of the company to effect all such promotions during the following periods:-

April 1st each year

October 1st each year - for those who are really recommended by immediate superior for particular valid reason.

Upon the promotion being effected, the HR MGT. Department Manager will prepare a promotion letter and give this to the Department Manager concerned for conveyance to the employee concerned.

88

COMPENSATION PROGRAMS SALARY SCALE FOR EXECUTIVE AND NON-EXECUTIVE


LEVEL GRADE POSITION MIN. SALARY SCALE (RM)

MAX. SALARY

SCALE (RM)

EXECUTIVE

M6M5M4M3M2M1

MANAGEMENTSenior Executive Director

Managing Director

General ManagerSenior ManagerManagerDeputy ManagerAssistant ManagerExecutive

As per Board of Directors Approval

As per Board of Directors Approval

6,0005,5004,5003,5003,0001,500

13,0007,5006,5005,5004,5003,500

NON

EXEC

A6

A5A4A3A2A1

ADMINISTRATIVE

Senior Clerk / Accounts Clerk 2StenographerClerk 2Accounts Clerk 1Clerk 1Despatch / Driver/ Office Despatch / general staff

1,500

1,200900800650600

2,500

2,0001,8002,0001,5001,200

89

UTIVE

T5T4T3T2T1

TECHNICAL

SupervisorShift Leader/Draughtman 2Operator / Draughtman 1OperatorOperator

800750650600500

2,0001,8001,5001,200950

COMPENSATION PROGRAMS SALARY INCREMENTS - MERITEFFECTIVE DATE: REVISED DATE:

DETERMINING INCREASE AMOUNTS

1. Merit Increases:

The following factors should be considered in determining the amount of increase which an employee will receive:

a. Performance since last merit increaseb. Potential for further advancementc. Assumption of increased responsibility in the job

NON-EXECUTIVE

A reasonable standard for merit increase for non-executive stated as a factor of basic salary will be based upon performance as measured by means of the Performance Appraisal Form.

For points between Total Increase (inclusive of merit)

91 - 100% 1.581 - 90% 1.471 - 80% 1.361 - 70% 1.251 - 60% 1.141 - 50% 1.0

90

EXECUTIVE AND MANAGEMENT STAFF

The actual quantum of budgeted increases will vary from year to year depending on Board of Directors Approval. The Human Resource Management Department will recommend to the Board of Directors on the salary increase and budget allocation for executive and management staffs. Once this has been approved, salary increments will be given to eligible employees by demonstrated merit on the job as measured by means of the Performance Appraisal Form (page 99 – 106). The total budget will be distributed to employees as follows:

COMPENSATIONS PROGRAMS SALARY INCREMENTS - MERITEFFECTIVE DATE: REVISED DATE:

POPULATION DISTRIBUTION BY PERFORMANCE

1. Not more than 10% of the eligible staff will be rated “outstanding”

2. Not more than 40% of eligible staff will be rated “exceed requirement”

3. Between 40-45% of the population will be rated “satisfactory”

4. Approximately 5% of the population will be rated “poor”

The Human Resource Management Department will ensure that the performance distribution, is in order. Upon verification of this, the total salary increase budget will be distributed in such a way that;

1. “Outstanding” job performers receive the best salary increases.

2. “Exceed requirements” performers receive good increases.

3. “Average” performers receive average increases, and the

4. “Poor” job performers receive lower increments, even “nil”

All salary increments for executive and management staff will be determined as a percentage of their basic salary and will not exceed the maximum of the salary grade that an employee is at.

91

The salary grades and scales of executive and management staff is not for official communication and will be released by the Human Resource Management Department on a “need-to know” basis only.

EXEPTIONS

Any exception to the above procedure must be approved by the Managing Director.

COMPENSATION PROGRAMS SALARY INCREMENT -PERFORMANCE APPRAISAL


The Human Resource Management Department (HRMD) Manager is responsible for administering the Salary Administration Programs:

The procedures listed below must be followed in administering this program:

EXECUTIVE AND MANAGEMENT STAFFS

DOCUMENTATION FLOW

a. Refer to page 99 - 106b. Appraisal forms will be distributed by HRMD before

end October of each year.

a. PART I- to be completed by Appraise

b. PART II & III- to be completed by Department Head

92

Human Resource Mgt. Department

Appraisal Form

Department Head

Evaluation

a. Received forms duly completed before endNovember of each year.

b. Managing Director and departmental manager will determine the amount increase.

COMPENSATION PROGRAMS SALARY INCREMENT - PERFORMANCE APPRAISAL


If the employee’s performance is unsatisfactory, this should be discussed with him and the necessary corrective action taken. Where an employee disagrees with his rating, the Department Manager will review this with the HRMD Manager who will then determine the validity of the disagreement.

NON-EXECUTIVE

DOCUMENTATION FLOW

i. Refer to page 96 - 98ii. Appraisal forms will be distributed by HRMD before

end October of each year.

i. Technical staff grade T1 – T4a. Penilai I : Supervisorb. Penilai II : Section Head

93

HRMD and Managing Director

Increment Letter

Department Manager

Employee Concerned

Human Resource Mgt.Department

Appraisal Form

Department Head

Evaluation

c. Kenaikan : Section Head(points)

d. Disahkan oleh : Department Head

ii. Techinical staff grade T5 and Clerical grade A1 – A5a. Penilai I : Executiveb. Penilai II : Section Headc. Kenaikan : Section Head

(points)d. Disahkan Oleh : Department Head

i. Received forms duly completed before endNovember of each year.

ii. Managing Director and departmental manager will determine the amount increase.

94

Human Resource Mgt. Department

Increment Letter

Department Manager

Employee Concerned

COMPENSATION PROGRAMS SALARY INCREMENT:PERFORMANCE APPRAISAL


ROLE OF UNION OFFICIAL IN PERFORMANCE APPRAISALS

The Union Officials have absolutely no role to play in this process other than to ensure that their eligible members receive one increment. The Performance Appraisal interview is strictly between employee and his immediate Superior. This must be clearly communicated to all staff.

95

SYARIKAT ABC. SDN. BHD.

PENILAIAN PRESTASI KAKITANGAN (BUKAN EKSEKUTIF)

PANDUAN UNTUK PEGAWAI-PEGAWAI PELAPUR

1. Borang penilaian prestasi ini hendaklah digunakan bagi urusan pengesahan jawatan, kenaikan pangkat, kenaikan gaji tahunan dan sebagainya.

2. Bagi tujuan kenaikan pangkat, Pengurus Jabatan hendaklah memberikan perakuan secara bertulis sama ada kakitangan tersebut disokong untuk dinaikkan pangkat atau tidak.

3. Bagi urusan kenaikan gaji tahunan, Penilai II hendaklah membuat perakuan faktor kenaikan yang diperakukan.

4. Bagi apa-apa urusan pun, jika terdapat perbezaan markah yang melebihi 20% di antara Penilai I dan Penilai II; Penilai III adalah dikehendaki untuk memberi kata putus akan jumlah markah yang diberi kepada kakitangan tersebut

5. Kakitangan-kakitangan yang telah diberi amaran bertulis di dalam jangkamasa penilaian tersebut, tidak boleh dipertimbangkan untuk kenaikan pangkat di dalam jangkamasa yang sama.

6. Kakitangan yang belum disahkan dalam jawatan tidak boleh dipertimbangkan untuk kenaikan pangkat.

7. Markah dan faktor kenaikan gaji tahunan adalah seperti berikut:

Sehingga 70% - 1.0 tangga kenaikan gaji

96

71% - 76% - 1.1 tangga kenaikan gaji





Nama : No. Staf :

Seksyen : Jabatan :

BORANG PENILAIAN KENAIKAN GAJI TAHUNAN

97

A. MAKLUMAT PERIBADI

Nama :

No. Staf :

Jawatan :

Gred :

Gaji :

Tanggagaji :

Seksyen :

Jabatan :

Tarikh mula bertugas di Syarikat ABC Sdn. Bhd.:

Jangkamasa penilaian dibuat :

Tarikh kenaikan gaji yang terakhir :

Jumlah kehadiran di dalam masa penilaian :

Tindakan tatatertib dalam jangkamasa penilaian :

Kenaikan sebelum kenaikan gred / pangkat :

Tarikh naik gred terakhir :

Tarikh naik pangkat terakhir :

Kenaikan (point) terakhir :

Jumlah bulan yang diambil kira :

98

B. PENILAIAN

Kriteria PenilaiI

PenilaiII

Kriteria PenilaiI

PenilaiII

i) Kemahiran kerja(0 -35 markah)

vi) Daya usaha ( 0 – 10 markah)

ii) Pencapaian kerja

(0 – 10 markah)

vii) Kegiatan Luar ( 0 – 5 markah)

iii) Menjalankan kerja tanpa pengawasan

(0 – 5 markah)

viii) Tanggungjawab (0 – 10 markah)

iv) Kerjasama(0 – 15 markah)

ix) Kepimpinan( 0 – 5 markah)

v) Kedatangan(0 – 5 markah

JUMLAH

CATITAN

Disemak oleh : Tarikh:

Disahkan oleh : Tarikh:

SYARIKAT ABC. SDN. BHD.

99

PART 1

EXECUTIVE STAFF APPRAISAL FORM

(for the period 1/1/ through 31/12 )

This section should be sent to the employee at least a week before the schedule appraisal

interview.

The employee must complete this section carefully as this will constitute a significant aspect of

the appraisal discussion. After evaluation of Part II, the appraiser will mutually agree with the

employee on the tasks / objectives for the next review period.

NAME OF EMPLOYEE :

STAFF NO. :

POSITION :

DEPARTMENT :

SECTION :

DATE EMPLOYED :

PART 1: JOB PARTICULARS (To be completed by employee)

Main tasks duties and responsibilities

performed during the period under review

( Define these under major headings, use

another sheet of paper if necessary)

Indicate the accomplishment / progress

achieved in the performance of each task, duty

or responsibility.

MAIN TASK, DUTIES TO BE PERFORMED FOR THE NEXT REVIEW PERIOD

ESTIMATED TIMING FOR ACCOMPLISHMENT OF EACH TASK DAN DUTIES

ASSISTANCE REQUIRED

PERSONAL GOALS (CAREER RELATED) IDENTIFY THESE AS A STEP FUNCTION OVER NEXT 5 YEARS.

ASSISTANCE REQUIRED REMARKS

Year :

100

Year :

Year :

Year :

Year :

101

PART II

This section must be completed by the immediate superior of the employee before scheduled

interview date, at which time, this will be reviewed with the employee, based on how the

employee has performed his / her job during the entire period under review. The appraiser

must measure the performance in terms of the key tasks mutually agreed upon during the last

performance appraisal.

OBJECTIVE - The extent ACCOMPLISHMENT

CONSIDER - Proficiency, Professionalism and Decision Making.

AGREED – UPON

KEY TASKS

RATING (*) REASONS WHY TASKS

NOT MET

Total

Points

(1) Devided by. no. of

tasks

(2) Multiply (1) by 5 **

(*) Rating

(4) Excellent

(3) Good

(2) Average

(1) Poor

(**) Factor of 5 is used because total points for tasks is 20.

102

JOB KNOWLEDGE Points (10) Available Earned

a. Inadequate knowledge of present job. 0-2b. Knowledge adequate for present job but not informed on related 3-4 work.c. Satisfactory knowledge of present job and can effect 5 good co-ordination with other jobs.d. Good knowledge of job and essential factors of related jobs. 6-8e. Outstanding knowledge on all phases of his/her own work and 9-10 related work.

ABILITY TO PLAN AND ORGANISE Points (10) (As measured by control over operation) Available Earned

a. Poor planning / organizing. 0-2b. Needs assistance in planning. 3-4c. Unable to handle unusual situations. 5d. Plans & organize well & meets emergencies promptly. 6-8e. Outstanding – competent in organizing & directing complicated 9-10 procedures and operations.

JUDGEMENT / DECISION-MAKING Points (10) (in the resolution of problems encountered) Available Earned

a. Poor judgement and decision making. 0-2b. Non-committal. Decision are of doubtful value. 3-4c. Judgement and decision-making is satisfactory. 5d. Exercise good judgement and make sound decision. 6-8e Outstanding judgement and decisions are prompt and accurate. 9-10

103

LEADERSHIP Points (10) (to comprehend delegation skills) Available Earned

a. Ineffective a directing & motivating employees. 0-2b. Secures good co-operation but does little to motivate 3-4 subordinates.c. Satisfactory leader who makes an effort to understand and 5 motivate subordinates.d. Good leader who is active in motivating subordinates. 6-8e. Excellent leader who stimulate enthusiasm & obtains 9-10 outstanding motivation of subordinates.

HUMAN RELATION Points (10) Available Earned

* Poor – does not bother and/or makes no attempt to improve 0-2 interaction skills.* Marginal – good relationship with some staff categories and 3-4 poor with others.* Satisfactory – gets along as directed. 5* Good – does a good job of enhancing his/her as will as 6-8 company’s image.* Excellent – does an excellent job of interacting with all personnel 9-10 involved & motivates others to improve their relationship.

STAFF DEVELOPMENT Points (10) Available Earned

* Does not attempt to train/develop his staff 0-2 ( individual contributor without staff)* Has the ability to teach and train but only does so when 3-4 instructed.* Does satisfactory job of OJT of new staff and makes some 5 attempt to develop the skill/knowledge of the staff.* Good job of ensuring his staff are conversant with all facets 6-8 of their job and works with other Managers for development needs.* Excellent – active involved in all phases of teaching and 9-10 training his staff.

ABILITY TO IMPROVE METHODS Points (10) Available Earned

* Complacent – not concerned about effecting change. 0-2* Make some effort to change if directed. 3-4* Improves methods when need if apparent. 5* Resourceful – constantly improving ways of doing things. 6-8* Highly ingenious – outstanding in improving work methods. 9-10

104

ATTITUDE – CONSIDER Points (10) Available Earned

* Sloppy – poor personal presentation with negative attitude 0-2* Marginal – improve attitude when directed. 3-4* Satisfactory – presentable and does the job in an average way. 5* Good – conveys a good positive image to all personnel. 6-8* Excellent – positive and imparts enthusiasm in others.

OVERALL PERFORMANCE :

CRITERIA Points

Maximum Earned

1. Objectives 20

2. Job Knowledge 10

3. Ability to plan and organize 10

4. Decision-making 10

5. Leadership 10

6. Human Relation 10

7. Staff Development 10

8. Ability to improve method 10

9. Attitude 10Total 100

Performance

50 or below - Below Average51 - 65 - Average66 - 80 - Above Average81 - 90 - Good91 - 100 - Excellent

105

OVERALL COMMENTS / APPRAISAL

Signed by Employee :

Date :

Signed by Appraiser :

Date :

Approved by :

Date :

106

PART III

( to be completed by immediate boss of employee)

AFTER THE APPRAISAL INTERVIEW, THE IMMEDIATE BOSS OF THE

EMPLOYEE MUST COMPLETE THIS PART

SUCCESSION PLAN

Prepared By : Signature :

Date :

EMPLOYEE’S STRENGTHS EMPLOYEE’S WEAKNESS

Areas for improvement (PRESENT JOB) Requirements ( specify type of training/programs required)

Areas for improvement (FUTURE JOB) (Specify the job and confirm whether he/she will be promoted) Consider not be promoted Ready now Consider to be promoted within

12 months Consider to be promoted > 12

months

COMPENSATION PROGRAMS PERFORMANCE APPRAISAL- THE PROCESS


The Company relies on performance of its employees for its success and accordingly, it lays great stress on the correct conduct of the performance appraisal system.

Each manager or immediate superior of an employee must prepare a periodic performance appraisal, in accordance with the company’s schedule, for each employee under his direction to:

1. Maintain or improve each employee’s job satisfaction and morale by letting him know that he is interested in his job progress and personal development.

2. Serve as a basis for promotions and transfers when the abilities of employee are objectively assessed.

3. Provide an opportunity for each employee to discuss job problems and interests with his superior.

4. Go through the job factors in the Performance Appraisal Form and show him how he is rated.

5. Summarize the employee’s strong and weak points and develop plans for improvement.

LEVEL OF PERFORMANCE

The following guidelines will be used to measure the levels of performance for each specific factor:

107

If this job incumbent were to leave or be promoted, who could replace him/her and whenName Department Designation When

1. Marginal

Performance meets minimum acceptable standards in most instances but is unsatisfactory in some cases; improvement is necessary. Assignments are occasionally submitted late and/or incomplete. Detailed direction and frequent progress checks are usually required. The employee is of questionable ability to meet job requirements.

2. Average

Performance of most duties is adequate, and meets job standards in an acceptance manner. Some improvement may be necessary. Occasionally, may fail to complete assignments on time. Requires direction and review of major job assignments and may hesitate to undertake work outside his defined area or responsibility. He understands most duties and overall objectives of the job and is making acceptable contributions within limited areas.

3. Exceed Requirements

Performs all duties and responsibilities in a thoroughly comprehensive manner. Efficiently, uses time, manpower and funds in carrying our assignments. Highly knowledgeable and is sought out for advice and assistance. Consistently makes significant contributions to the overall effectiveness of the department.

4. Outstanding

All duties and responsibilities are conducted in a thoughtful and judicious manner with little or no need for direction, resulting in outstanding contribution on a continuing basis. Typically accurate, timely, decisive, and comprehensive in carrying out assignments and/or making recommendations. Recognized as an expert in his profession and frequently sought out for advise, counsel and direction. Aggressively seeks to expand his scope of activity and assume additional responsibility.

FACTORS TO BE APPRAISED:

There are specific review factors against which to evaluate the employee and these vary according to the type of job category he is in.

108

Overall Appraisal of Performance – The immediate superior must indicate the general overall performance of the employee.

General Review of Current Performance and Potential for Advancement: The following are presented as a guide even though the Appraisal Forms do not specifically state this.

a. Employee’s Strong Points: Every employee has strong points that qualify him for his current position (i.e intelligence, good attitude, enthusiasm, excellent job knowledge, etc.).

b. Employee’s Weak Points: Every employee has weak points which may keep him from growing within his job or from being promoted ( i.e lacks job knowledge, doesn’t delegate, afraid to discipline employees, constantly late for work, excessive absenteeism, etc).

c. Recommendation for Improvement: The immediate superior sets mutual goals for the employee to reach before the next performance appraisal. The recommendations should specifically state methods to correct weakness or prepare the employee for a future promotion.

d. Employee Potential: The immediate superior should indicate areas in which an employee is seen to be ready for further responsibility. Can the employee handle larger work loads? Can the employee handle duties in some supervisory positions? Does he possess skills that would make him promoted? Does he show eagerness for more responsibility?

e. Future Consideration: The supervisor is to indicate whether or not more time on the present job is needed to correct weakness or improve performance. Some employees are ready promotion when a higher level of position is available. He should indicate what type of position the employee is ready to assume; and after reasonable probation, can handle.

f. Acquired Skills Not Being Utilized on Present Job: He should indicate any skills that the employee is not using on his present job (i.e typing, shorthand, computer programming, leadership ability, accounting, etc.).

g. Employee Reaction to Review: The superior should indicate what the employee’s reaction was to the appraisal. Indication would be whether the employee accepted constructive criticism, had a favorable or negative response, etc.

h. Employee’s Comments: He should write what the employee thought of the appraisal (i.e was it objective? Did he agree with what was said? What did he disagree with, etc).

109

PITFALLS IN MAKING PERFORMACE APPRAISAL:

1. “Halo Effect”: this is a tendency to appraise an employee as good or inferior and to color judgments about specific qualities of the employee by your general opinion based upon some recent performance and/or your own likes and dislikes.

2. The tendency to rate all employees in a group as superior, outstanding, very good, good our unsatisfactory.

3. The immediate superior should remember that the best employees have weaknesses and can be remedied, and even the poorest employees have some strong points.

4. No department has monopoly on superior or unsatisfactory personnel. Generally, some employees in each department, will warrant superior rating, some outstanding, some very good, some good, some unsatisfactory. The following guidelines represent a normal distribution of all appraised employees in a department:

Outstanding 5 - 10% : (1.5 points)Exceeds Requirements 35 - 40% : ( 1.4 - 1.3 points)Satisfactory 40 - 40% : (1.2 - 1.1 points) Marginal 5 - 10% : ( 1.0 points)

( the total population should add to 100%. Whilst difficult to monitor this on a department basis, it is recommended that such control be exercised through departmental levels and exceptions from the agreed percentages be reviewed with the HRM Department and the “distribution” agreed upon).

GENERAL

IMPORTANCE

The most important part of the Performance Appraisal Program is the discussion of the Performance Review Form with the employee. If the discussion is conducted well, it should:

a.Build a better understanding between the employee and his superior.

b. Clarify the mutual objectives of the employee, the immediate superior and the company.

110

c.Give the employee a feeling of satisfaction about the phase of his work which has been effective and an understanding of how his performance can be further improved.

POINTS TO REMEMBER

All Manager must remember that the discussion is about the employee’s performance that must improve, not necessarily the employee himself.

HOW TO DISCUSS THE APPRAISAL WITH THE EMPLOYEE

a. Plan the interview; decide on a time and place. Get all the facts. Plan the approach to suit the individuals so that you have an effective discussion.

b. Put the employee at ease. Talk first about his outside interests or about the general idea of the performance interview so that the employee feels at ease.

c. Explain the purpose. Each time be certain to point out one or two ways in which it benefits him e.g merit increases are tied to this as are promotional decisions.

EALIER PERFORMANCE APPRAISAL FORM

Copies or earlier Appraisal Form should not be distributed to Department Manager until after they have finished the current Appraisals. This will prevent the superior from using the last Appraisal as a guide which often creates a “halo effect”. However, for promotions or other purposes, such as disciplinary action, it is obviously necessary to release the employee’s file to the Department Manager to enable him to determine whether he is hiring/promoting the right employee for the job vacancy.

111

BENEFITS

112

BENEFITS POLICY


In addition to the employee’s basic salary, is our Company Policy to pay its employees benefits that are competitive in the in industry and which fulfill the objective of providing employees adequate safety and security in their workplace, as well as prepare for eventual retirement. In no event, will employees be paid any benefits which are less favorable than that provided by law.

The company will continue to review the benefits package from time to time and will effect changes when considered necessary for executive under Company’s Scheme of Service and non-executive employees not covered by the Scope of the Collective Agreement.

For employees covered by the Scope of the Collective Agreement, the benefits, together with the compensation package, will be reviewed with the Union during the process of Collective Bargaining for negotiating a Collective Agreement.

113