hr essentials 27 mar-13

HUMAN RESOURCE

ESSENTIALS

[email protected]

CONTENT

Planning

Recruitment

Selection

Performance

Succession

Development

Relations

1-Jul-15

Q & A

RECRUITMENT SELECTION PERFORMANCE SUCCESSION DEVELOPMENT RELATIONS

1. HR planning must be separate from the organisation’s overall strategy.

2. A mission statement defines what business the organisation is in.

3. To forecast staff requirements, HR creates an inventory of future staffing needs for job level and

type, broken down by decade.

4. Job analysis is a systematic exploration of the activities within a job.

5. A position analysis questionnaire is more qualitative than quantitative in nature.

6. Job design is how a position and its tasks are organized.

How Does HR Support The Business Strategy?

3


Child’s Play

4


5


6


7


8


Understanding Your Business - Understanding HR

The value of HR’s role in any organisation is determined by how well aligned it is to the strategy. So seeing the big picture can

help you set the stage for thinking strategically about the work HR needs to do.

Part I: Your Company and HR

What is your company’s competitive strategy? If you don’t know, what steps might you take to find out? Consider asking your

boss and peer managers, as well as examining company documents and executive communications.

What are HR’s strategic objectives? How do those objectives relate to the corporate strategy? For example, has HR defined a

strategy stipulating how you will attract, retain and reward your top talent?

What actions, plans, and decisions might enable HR to help support your organisation’s strategies? Consider the potential for

greater alignment to the organisation, process improvements, better management of costs (HR’s and headcount), new

opportunities and services, and other potentially valuable courses of action.


Part II: Your Customers, Competitors, and Industry

Who are your organisation’s customers? Consider various customer segments as well as any internal customers your group

may serve if you work in a support function.

What needs and preferences does your organisation currently fulfill for its customers? What unique forms of value does your

company offer its customers?

How might your customers’ needs and preferences evolve in the future? Do you anticipate demand for faster service, higher-

quality products, and more affordable offerings?

What could HR do to help your organisation fulfill customers’ changing requirements? Consider process improvements, product

ideas, and other means of enhancing the value your organisation provides customers.

With what organisations does your company compete? Ask your boss, peer managers, and business acquaintances for input.

What industry trends might have important implications for your organisation? Consult business publications and talk with other

informed professionals to assess these trends.

How might HR take advantage of opportunities offered by emerging industry trends or minimize threats posed by such trends?

Cite as many examples as you can.


First 3 Of Our Top Ten HR Best PracticesPart III: Describe Your Existing HR Operating Model

What is the critical issue (or set of related issues) that is stopping your organisation achieving its long-term goals? Write it

below.

How does this critical issue affect the business and employees? Outline the symptoms particularly in terms of employee

behaviour.

Who are the key stakeholders involved in this critical issue and what are their concerns? List everyone who is involved and

what their concerns are.

If you’ve consulted stakeholders about their concerns regarding this critical issue, have you identified any obvious solutions? If

so, what are they? For each potential solution write the actions you can take / are taking.

How is HR supporting the organisation to address this critical issue? Outline who within HR is supporting the business (roles

and functions), what actions are being taken and how the existing HR Team is structured.


Role of HR Executives

12

ServiceProvider

• An HR specialist can help providing information on market statistics of personnel availability, pay rates etc.

• Interpret the complex labour law & legislations that’s are applicable in day-to-day work.

Executive• Carry out certain HR activities like recruitment , compensation, etc.

Facilitator

• Training & development activities are planned & conducted & performance appraisal are done.

• Also to ensure that other managers who undertake such activities are well equipped to do so.

Consultant

• Handling problems due to lack of motivation, lack of training, job misfit or grievances related to pay.

Auditor

• Responsible for ensuring that all members of the management perform their respective roles concerned with the effective use of human resources.

ServiceProvider

Executive

Facilitator

Consultant

Auditor


1. HR planning must be separate from the organisation’s overall strategy.

False!

2. A mission statement defines what business the organisation is in.

True!

3. To forecast staff requirements, HR creates an inventory of future staffing needs for job level and

type, broken down by decade.

False!

4. Job analysis is a systematic exploration of the activities within a job.

True!

5. A position analysis questionnaire is more qualitative than quantitative in nature.

False!

6. Job design is how a position and its tasks are organized.

True!

The Malaysian Legal Environment

The Employment Act 1955

The Children & Young Persons (Employment)

Act 1966

The Wages Council Act 1947

The Employees Provident Fund Act 1991

The Workman’s Compensation Act 1952

The Employees Social Security Act 1969

The Occupational Safety & Health Act 1994

The Factories & Machinery Act 1967

The Trade Unions Act 1959

The Industrial Relations Act1967

The Employment (Restriction) Act 1968

Pembangunan Sumber Manusia Bhd Act 2001

13


Em

plo

ymen

t P

lan

nin

g

TechCo unwittingly drove people with key institutional knowledge out the door.

The Power Lies In Understanding The Specific Practices, Tactics, Policies, Etc., That

Are The Source Of Those Talent Flows

Promotions

Insist On Systems Thinking

15


This Same Type Of Analysis Forms The Basis For Workforce Forecasting . . .

The number of employees for 2013 are the “expected numbers” given the current workforce and existing hiring,

promotion, retention and transfer practices.losses gains

2012 2013Level

1

2

3

4

5

6

7

8

9

10563

975

1,659

1,171

1,876

2,601

2,774

801

686

312 477

658

945

1,420

1,541

2,369

3,273

944

1,935

1,491

An Organisation’s Current Workforce Is The Result Of 3 “Labour Flows”

16


10

9

8

6

5

4

7 51% 49%

43% 57%

33% 67%

0% 100%

66% 34%

72%

55% 45%12%

252

Level

49%

41%

48% 52%

0% 100%

34% 66%

54% 46%

60% 40%

0% 9%

9518

4% 3%

273114

8% 9%

349306

5% 12%

331886

12% 14%

2211,788

16% 15%

2441,382

New Hires

% of Total Female Male

Average active employees Total Exits

% of Total

Promotions

% of Available

28%

51%

59%

In this company,

women face a glass

ceiling at level 6 Not surprisingly,

turnover rates are

significantly higher

. . . And Analyzing The Equity Of Rewards – And The Resulting Impact On

Workforce Initiatives Such As Diversity

17


Level FocusLevel Focus Process Area

5

OptimizingContinuous

Improvement

Continuous Workforce Innovation

Organisational Performance Alignment

Continuous Capability Improvement

4

PredictablePredicting

Capability &

Performance

Mentoring

Organisational Capability Management

Quantitative Performance Management

Competency-Based Assets

Empowered Workgroups

Competency Integration

3

Defined

Participatory Culture

Workgroup Development

Competency-Based Practices

Career Development

Competency Development

Workforce Planning

Competency Analysis

Organisational

Competency

framework

2

ManagedBasic

Management

Practices

Compensation

Training and Development

Performance Management

Work Environment

Communication and Coordination

Staffing

1

Initial

People CMM: Process Areas by Maturity Level

Risk

Turnover

Competency

Productivity

5

Optimizing

4

Predictable

3

Defined

Levels

People CMM Threads

2

Managed

Developing

Capability &

Competency

Building

Workgroups &

Culture

Motivating

& Managing

Performance

Shaping

the

Workforce

Continuous

Capability

Improvement

Mentoring

Competency

Based Assets

Competency

Development

Competency

Analysis

Training and

Development

Continuous

Workforce

Innovation

Competency

Integration

Empowered

Workgroups

Workgroup

Development

Participatory

Culture

Communication

& Coordination

Quantitative

Performance

Management

Competency

Based Practices

Career

Development

Compensation

Performance

Management

Work Environment

Organisational

Capability

Management

Workforce

Planning

Staffing

Organisational

Performance

Alignment

Process Area Integration Across Levels18


What Parts Of HR Will You Transform?

19

Does HR BP change need to be part of a broader HR transformation or a stand-alone

activity


20


General Duties Of Employers & Self-employed Persons To Their Employees

1. The provision & maintenance of plant & systems of work that are, so far as is practicable, safe &

without risks to health;

2. The making of arrangements for ensuring, so far as is practicable, safety & absence of risks to health in connection with the use or operation, handling, storage & transport of plant & substances;

3. The provision of such information, instruction, training & supervision as is necessary to ensure,

so far as is practicable, the safety & health at work of his employees;

4. So far as is practicable, as regards & place of work under the control of the employer or self-employed person, the

maintenance of it in a condition that is safe & without risks to health & the provision & maintenance of

the means of access to & egress from it that are safe & without such risks;

5. The provision & maintenance of a working environment for his employees that is, so far as is practicable, safe,

without risks to health, & adequate as regards facilities for their welfare at work.

21

General Duties Of Employees At Work

1. to take reasonable care for the safety & health of himself & of other persons who may be affected by his

acts or omissions at work;

2. to co-operate with his employer or any other person in the discharge of any duty or requirement imposed

on the employer or that other person by this Act or any regulation made thereunder;

3. to wear or use at all times any protective equipment or clothing provided by the employer for the

purpose of preventing risks to his safety & health; &

4. to comply with any instruction or measure on occupational safety & health instituted by his employer or

any other person by or under this Act or any regulation made thereunder.

Eff

ecti

ve R

ecru

itin

g

23

RECRUITMENT

SELECTION

PERFORMANCE

SUCCESSION

DEVELOPMENT

RELATIONS

3 Functions of the

HRM Process

1. ATTRACTcompetent employees

are identified &

selected.

2. MOTIVATEemployees with up-to-

date knowledge &

skills to do their jobs.

3. RETAIN competent

& high-performing

employees.

How To Attract & Retain The Best People

Employee Life

Cycle


EVP Best Practices

Recruiting Yield Pyramid

1. Historical arithmetic relationships

between recruitment leads & invitees,

interviews & offers made, & offers made &

offers accepted

2. Used to calculate the number of

applicants they must attract to hire the

required number of employees

24


Factors Affecting Staffing

Strategic Goals

Forecast demand for products & services

Supply of Employees Demand for Employees

High Gain Actions for Building a Sustainable Model

25

Organisations with global

consistency report higher level of

talent and reward program

effectiveness

Provides a platform for getting the

basics right

FOCUS ON THE BASICS

Those elements of the deal that are attractive across employee segments

Competitive Base Pay

Challenging Work

Career Advancement Opportunities

Convenient Work Location

Vacation or Paid Time Off

Security - retirementFormalise and

Communicate

EVP

DEVELOP LEADERSHIP COMPETENCIES

To ensure they can manage in the new and changing environment

.

DIFFERENTIATE

Rewards based on employees’ performance

Elements of T&R based on different employee segments

DEVELOP GLOBAL CONSISTENCY

Across regions, levels and talent and reward programs


Management Replacement Chart Showing Development Needs of Future

Vacant Positions

Manual System & Replacement Chart (cont’d)

Forecasting the Supply of

Inside Candidates

26


Forecasting HR Needs

Scatter plot

A graphical method used to help

identify the relationship between

two variables.

Determining the Relationship Between

Hospital Size & Number of Nurses

Scatter plot

Size of Hospital Number of

(Number of Beds) Registered Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860

First step in HR planning

1. Forecast revenue

2. Estimate the number of persons needed to achieve this volume

Forecasting

Extrapolation applies past trends to future years to estimate figures.

Indexation matches employee growth with another factor (such as sales or

revenue).


Session Four: Forecasting

Year Revenue Employees

1 $10,000 10

2 $15,000 10

3 $30,000 20

4 $90,000 20

Step One: Determine what period of the future you

want to look at and gather the data for that same

period of the past.

Example: You want to estimate data for the next four

years, so obtain data from the past four years.


4 $90,000 20

5 $135,000 20

6

7

Step Two: Apply the trend to the next year.


4 $90,000 20

5 $135,000 20

6 $270,000 40

7 $810,000 40

Step Three: Continue applying the trend to

extrapolate the remaining years.

Session Five: Job Analysis

A job analysis is performed by obtaining answers to six questions:

What physical and mental tasks does the worker accomplish?

When is the job to be completed?

Where is the work to be accomplished?

How do the workers do the job?

Why is the job done?

What qualifications are needed to perform the job?

There Are At Least Three Different Times When A Job Analysis Should Be

Performed:

1. When new jobs are created

2. When jobs have changed because of new technology, methods, etc.

3. When they have not been analyzed for a period of time and a new worker is

required for the job

There Are Several Ways Of Doing A Job Analysis

1. Direct observation: Often used by a first line supervisor or manager. Serious

limitations, particularly if the job requires mental effort or specialized

skills/knowledge.

2. Interviews: A step beyond observation, as there is an exchange of

information.

3. Combined observation and interview: This can make for a complicated

process.

4. Questionnaires: They can be customized to the job and they are relatively

inexpensive to do.

Here Are Some Common Job Analysis Formats:

Functional Job Analysis

Factor Evaluation System

Critical Incident Technique

Occupational Analysis Inventory (OAI)

Session Six: Job Competencies

Technical Skills

What specific kinds of machines will the employee use?

What specific kinds of computer hardware/software will they use?

Is there a certain specific and prescribed way they must manipulate tools?

Performance Skills

What tasks and responsibilities are assigned to the position?

Look at work habits that reflect the way a person gets a job done.

Session Seven:

Position Profiles/Job Descriptions

1. Position title

2. Salary or pay grade

3. Department

4. To whom the position is accountable

5. Hours required (environment)

6. Job purpose

7. Summary of job

8. Major KRAs

9. Extent of authority

10. Level of complexity of duties

11. Amount of internal/external contact

12. Amount of access to confidential

information

13. Amount of independent judgment

required

14. Amount of pressure involved in the

job

15. Type of equipment used

16. Working conditions

17. Terms of employment

3 Important Categories In A Job Description:

Purpose: Not what they do, but why they are there, the reason the job was

created.

Key Responsibilities: What you are paying them to accomplish

Typical Activities: Those things they are expected to do in order to accomplish

these responsibilities.

Session Eight:

Do You Really Need to Hire?

Options other than hiring new staff:

Review work processes. Maybe people aren't working smart. Employees, supervisors, and managers

should be involved to determine if the work currently being done is being done efficiently.

Shift the new work to someone who isn't currently working at top capacity.

Hiring temporary workers; maybe this is a short-term need.

Working with freelancers/contract workers.

Task Cost

Lost productivity while the job is vacant.

Recruiting costs

Screening costs

Interviewing costs

Testing costs

Evaluating costs

The cost of making the job offer. Figure in time spent negotiating with the candidate, arranging start date, and other arrangements that must be made before the candidate arrives.

Training costs

The cost of reduced efficiency as the new employee learns the job, including time spent by someone answering questions and showing him/her the ropes.

Other employee turnover costs associated with your organization.

Total cost of replacing one employee

Session Nine: Finding Candidates

File Searches

Internal Searches

Placement Services

Referral Programs

Third Party Recruiters

Head Hunters

Internet

Advertise

Business Strategies

Example - Increase revenues through increased cross selling of products and services


Allan Pease Talks About HandshakesAligning Business Strategy with HR Programmes Template

Tell Me A Story About... How To Read Body Language

Each have 5 minutes to write the most

interesting story or poem that they can, from

the suggestions that the image puts in their

mind.

After the 5 minutes is up, ask every other

person to stand up and read their story or

poem

42


The Employment Act 1955

Enforced by the Labour Department

Sets minimum labour standards for workers & seek to

protect them from exploitation

Apply to Peninsular Malaysia & the Federal Territory of

Labuan only

The employees in East Malaysia is covered

under The Sabah & Sarawak Labour

OrdinancesCovers

Employees in the private sector earning not

more than RM1500 per month

those who work as manual labors, supervise

manual labors, operate or maintain machines

Areas covered

1. Contracts of service,

2. Payment of wages,

3. Employment of women,

4. Working hours & holidays,

5. Registers, returns, complaints &

inquiries

43


The Children & Young Persons (Employment) Act 1966

To prevent the exploitation of child labour

1. Under 14 yrs.. – only light work in family’s business

2. 14-16 yrs..

In light work that does not involve the use of machinery; &

A maximum of 7 hrs.. per day

May not work between 8pm – 6am

To prevent the exploitation of child labour

1. Under __ yrs. – only light work in family’s business

2. 14-16 yrs.

In light work that does not involve the use of machinery; &

A maximum of _ hrs. per day

May not work between _________


Sets minimum labour standards for workers & seek to

protect them from exploitation

Apply to Peninsular Malaysia & the Federal Territory of

Labuan only

The employees in East Malaysia is covered

under___________________________

__________________________Covers

Employees in the private sector earning not

more than RM2,000 per month

those who work as manual labors, supervise

manual labors, operate or maintain machines

44

The Employment (Restriction) Act 1968

Non-Malaysian citizens are required to obtain a valid work permit before they can be

employed locally.


The Wages Council Act 1947


Employees are not organized into unions

Covers 4 sectors

Shop assistants

Hotel & catering industry workers

Port of Penang stevedores

Cinema workers

4

6

The STAR Method… Interview Tips

Typ

ical

Ste

ps

in t

he

Sel

ecti

on

Pro

cess

46

Application forms

or Resume

Initial

Interview

Reference &

Background

Checks

Ability,

Personality,

Interest Tests

Work

Simulations

Follow-Up

Interview

Analysis &

Decision Making

-Reject-Hold-Offer Job

Medical &

Physical Tests

Notification of

Candidates

Recording of

Results for

Legal/Research

Follow-up

Ensure Candidate

Accepts Offer


Describe the Situation

What was the Task you needed to accomplish?

What Action(s) did you take?

What Result(s) did you achieve?

Situation Task Action Results

Now Let’s Resume…

Practice question #1

“Please give me an example of a time when

you had to take steps change or influence

the culture of your organisation.”


“Describe a time when you had to create

partnerships with another organisation or

group despite contentious relationships

between the parties”


“Tell me about a time when you raised funds

for your organisation? How did you go about

it & what was the result?”


“Tell me about a time when you met with

utter failure. What did you learn from the

situation & how has it changed you now?”


“Tell me about a time when you had to deal

with the media on behalf of your

organisation. How did you handle

embarrassing or difficult situations for your

organisation that were thrust into the public

eye?”


“Tell me about a time when you had to

create a collaborative partnership in an

unexpected place. Who was involved? How

did the situation work out?”


“Tell me about how you have brought

innovation to your organisation. What steps

did you take? What happened?”

47


Let’s Create A BEI For A Leadership Position… Discussion

List 3 or 4 critical job skills:

1. Lead & manage a diverse staff of professionals

2. Excellent communication skills to connect

people, resources & organisations

3. Develop, advocate for, & control budgets

4. Negotiate on behalf of your organisation

Other (i.e.: What else would YOU add to this list?)

Potential BEI questions for a Leadership position

Tell me about a time when you…:

What question makes sense?


Wacky Interview Questions

These are 4 questions that have allegedly been used in

real job interviews.

Arrange participants into 4 teams.

Allocate each team one of the four questions and tell

them to spend 5-10 minutes in their team discussing

possible answers to the question.

At the end of this time ask a representative for each

team to give their answer to their allocated

question.

Discuss about the merits of these questions in a job

interview situation. These 2 questions can help to get the

discussion started?

1. How would you feel if you were

asked one of these questions in

real interview?

2. Do you think there is a place for

questions like these in job

interviews?

What do wood and alcohol have in

common?

If Germans were the tallest people in

the world, how would you prove it?

If you were shrunk to the size of a

pencil and put in a blender, how

would you get out?

How would you move Mount Fuji?

49


Clarifying Strategic Objectives

Use this tool to articulate your team’s strategic goals and

aims, and to clarify what you hope to achieve through

strategic thinking. Clarifying objectives enables you to set the

stage for thinking strategically about your work.

1. What HR strategic objectives has your manager defined for

you and your team? List them below.

2. If some or all of the objectives your manager has defined

are vague or general, how might you gain further clarity and

specificity? For example, if your manager has told you “We

need to be more responsive,” you might ask, “Where should

we focus our response efforts—on managers? Employees?

Human Resources?”

3. What ideas for HR strategic objectives might you add to

those mandated by your manager? Consider goals your team

could aim for in order to make the best possible contribution

to your company in the coming years.

4. What HR strategic initiatives have you recently been

charged with leading? Strategic initiatives are projects—such

as installing a performance management system, or

enhancing process controls — designed specifically to help

carry out a company’s or unit’s strategy.

5. What is the HR strategic priority that each of the initiatives

you’re leading is intended to serve? For instance, is the new

performance management system you’re helping to research

designed to enable your company to identify and reward high

performers?

6. How might you ensure that your HR strategic initiatives’

objectives remain clearly focused on the company or unit

priorities they are intended to serve? Often, initiative

stakeholders have different goals in mind for a particular

project—which can lead to chaos and allocation of resources

away from strategic priorities.

7. Are there alternative projects that merit consideration in

addition to the strategic initiatives currently on your plate?

How do the various alternatives compare in terms of cost,

feasibility, and other criteria?

8. For each strategic initiative you’re working on, write the

project’s objective below. Ensure that each objective is

SMART: specific, measurable, achievable, realistic, and time

bound.

50


16 Types Of Personality Profiles:Group Composite

Protector

An inspiration to others

About 1% of population

Idealist

Performing noble service to aid society


Duty Fulfiller

Doing what should be done


Nurturer

Ahigh sense of duty


Giver

Smooth talking persuader


Inspirer

Giving life an extra squeeze


Guardian

Life’s administrators


Caregiver

Hosts and hostesses of the world


Scientist

Everything has room for improvement


Thinker

A love of problem solving


Mechanic

Ready to try anything once


Artist

Sees much but shares little


Executive

Life’s natural leaders


Visionary

One exciting challenge after another


Doer

The ultimate realists


Performer

You only go around once in life

About 13% of population51

16 Types Of Personality Profiles:

Group CompositeWhich Thinking Mode Are You Using? … Acting Out

WEAKNESSES

WEAKNESSES

STRONG WILLEDDETERMINED

INDEPENDENT

OPTIMISTIC

PRACTICAL

PRODUCTIVE

DECISIVE

LEADER

CONFIDENT

CALM

EASY GOING

DEPENDABLE

EFFICIENT

CONSERVATIVE

PRACTICAL

LEADER

DIPLOMAT

HUMOROUSCAREFREE

COMPASSIONATE

FRIENDLY

PERSONABLE

WARM

ENTHUSIASTIC

OUTGOING

TALKATIVE

GIFTED

ANALYTICAL

SENSITIVE

PERFECTIONIST

AESTHETIC

IDEALISTIC

LOYAL

FEARFUL

EXAGGERATES

LOUD

EGOCENTRIC

UNDEPENDABLE

UNSTABLE

WEAK-WILLED

REVENGEFUL

THEORETICAL

IMPRACTICAL

CRITICAL

UNSOCIABLE

RIGID

NEGATIVE

STINGY

FEARFUL

INDECISIVE

SPECTATOR

UNMOTIVATED

SELF-PROTECTIVE

CRAFTY

UNEMOTIONAL

SELF-SUFFICIENT

PROUD

INCONSIDERATE

DOMINEERING

SARCASTIC

ANGRY

SELF-SACRIFICING

MOODYSELF-CENTERED

Directness

Indirectness

CONTROLLINGSUPPORTING

EXPRESSIVES

DRIVERS

AMIABLES

ANALYTICAL

STRENGTHS

STRENGTHS 52

APT & MIT/Acting out the four basic human behaviours.flv


16 Types Of Personality Profiles:

Group CompositeWhich Thinking Mode Are You Using? … Acting Out

WEAKNESSES

WEAKNESSES

STRONG WILLEDDETERMINED

INDEPENDENT

OPTIMISTIC

PRACTICAL

PRODUCTIVE

DECISIVE

LEADER

CONFIDENT

CALMEASY GOING

DEPENDABLE

EFFICIENT

CONSERVATIVE

PRACTICAL

LEADER

DIPLOMAT

HUMOROUS

CAREFREE

COMPASSIONATE

FRIENDLY

PERSONABLE

WARM

ENTHUSIASTIC

OUTGOING

TALKATIVEGIFTED

ANALYTICAL

SENSITIVE

PERFECTIONIST

AESTHETIC

IDEALISTIC

LOYAL

SELF-SACRIFICING

FEARFUL

EXAGGERATES

LOUD

EGOCENTRIC

UNDEPENDABLE

UNSTABLE

WEAK-WILLED

SELF-CENTERED

MOODY

REVENGEFUL

THEORETICAL

IMPRACTICAL

CRITICAL

UNSOCIABLE

RIGID

NEGATIVE

STINGY

FEARFUL

INDECISIVE

SPECTATOR

UNMOTIVATED

SELF-PROTECTIVE

CRAFTY

UNEMOTIONAL

SELF-SUFFICIENT

PROUD

INCONSIDERATE

DOMINEERING

SARCASTIC

ANGRY

Directness

Indirectness

CONTROLLINGSUPPORTING

EXPRESSIVES

DRIVERSAMIABLES

ANALYTICAL

STRENGTHS

STRENGTHS



Personality Types

54

Types of Report Generated… How To Motivate The 4 Personality Types

55

Frequency of Multiple Intelligence Type in clients organisation (Total Percentage )

Below are the numbers & percentage (%) of frequency of each of the Multiple Intelligence Test type - by total population

and by gender (no. of participants)


No. Types of Intelligence Total % Male % Female %

1 Verbal – Linguistic 5 5.2 4 5.0 1 5.9

2 Logical – Mathematical 46 47.4 38 47.5 8 47.1

3 Visual – Spatial 6 6.2 4 5.0 2 11.8

4 Bodily –Kinesthetic 5 5.2 5 6.3 0 0.0

5 Musical 2 2.1 2 2.5 0 0.0

6 Interpersonal 16 16.5 12 15.0 4 23.5

7 Intrapersonal 17 17.5 15 18.8 2 11.8

Total 97 100.0 80 100.0 17 100.0

Contract of Service

An agreement whereby one person agrees to employ another as an employee & that the other agrees to serve his

employer as an employee

Such agreement can be oral, in writing, express or implied

Payment Of Wages

Every employer shall pay to each of his employees not later than the 7th day after the last day of any wage

period the wages, less lawful deductions

56

Employment of Women No employer shall require any female employee to work in any industrial or agricultural undertaking

between the hours of 10 o'clock in the evening & 5 o'clock in the morning

Nor commence work for the day without having had a period of 11 consecutive hours free from such work

No female employee shall be employed in any underground working

Maternity ProtectionEvery female employee shall be entitled to maternity leave for a period of not less than 60 consecutive days

A female employee shall be entitled to receive maternity allowance for the eligible period from her employer if:

1. she has been employed by the employer at any time in the 4 months immediately before her confinement; &

2. she has been employed by the employer for a period of, or periods amounting in the aggregate to, not less than

90 days during the 9 months immediately before her confinement.

No employer shall require any female employee to work in any industrial or agricultural undertaking

between the hours of __ o'clock in the evening & _ o'clock in the morning

Nor commence work for the day without having had a period of __ consecutive hours free from such work

No female employee shall be employed in any underground working

Every female employee shall be entitled to maternity leave for a period of not less than __ consecutive days

A female employee shall be entitled to receive maternity allowance for the eligible period from her employer if:

1. she has been employed by the employer at any time in the 4 months immediately before her confinement; &

2. she has been employed by the employer for a period of, or periods amounting in the aggregate to, not less than

__ days during the _ months immediately before her confinement.


Every employer shall pay to each of his employees not later than the _th day after the last day of any wage

period the wages, less lawful deductions

An agreement whereby one person agrees to employ another as an employee & that the other agrees to serve his

employer as an employee

Such agreement can be oral, in writing, express or ______

Per

form

ance

A Matching Model of Employment


Job satisfaction

Job performance

Employee needs & desires Employer compensation &

conditions

Match

Employee knowledge, skills, &

abilities

Employer job requirements

Match

Quit/remain

Fire/retain

57

An Introduction To Performance Management

Stages Of Performance Management

Monitor

Develop

ReviewReward

Plan

Stage 1 – Planning

•Work goals

•Competencies

•Learning

Performance planning at the

start of the year & then

periodically is the core of the

performance management

process. The performance

plan should be a written

document.

'SMART'

Monitor

Develop

ReviewReward

Plan

Daily performance management!

Monitoring includes measuring

performance & giving feedback.

Two way communication between

the manager & employee

throughout the performance period

is critical to the performance

management process.

Stage 2/3 – Monitor & Develop

•Feedback

•Coach

•Adjust goalsMonitor

Develop

ReviewReward

Plan

The formal process of

documenting results the employee

has achieved & behaviors & /or

competencies displayed should

occur at least once a year.

Stage 4 – Review

•At least annually

•Discuss

•Document

Monitor

Develop

ReviewReward

Plan

Good performance should be

rewarded. Recognition & non-

monetary rewards are an important

part of the reward structure. These

include job-related rewards such as

visible project assignments. Even

thank you & recognition for a job well

done are rewards!!

Stage 5 – Reward

•Monetary

•Non-monetary

•Recognition

58


Advantages & Disadvantages of Performance Appraisal Methods

… SMART Goals

Method Advantage Disadvantage

Written essays Simple to use More a measure of evaluator’s writing

ability than of employee’s actual

performance

Critical

incidents

Rich examples; behaviorally

based

Time-consuming; lack quantification

Graphic rating

scales

Provide quantitative data; less

time-consuming than others

Do not provide depth of job behavior

assessed

BARS Focus on specific & measurable

job behaviors

Time-consuming; difficult to develop

Multiperson

comparisons

Compares employees with one

another

Unwieldy with large number of employees;

legal concerns

MBO Focuses on end goals; results

oriented

Time-consuming

360-degree

appraisals

Thorough Time-consuming

59


Behaviorally Anchored Rating Scales

60

Performance Dimensions for Grocery Check-out Clerks

Step 1: Generate critical incidents

Ask persons who know the job (job holders

and/or supervisors) to describe specific

illustrations (critical incidents) of effective &

ineffective performance.

Step 2: Develop performance dimensions

Have these people cluster the incidents into a

smaller set of (5 or 10) performance dimensions,

& define each dimension.

Step 3: Reallocate incidents

1. Have another group of people cluster the

incidents

2. Retain a critical incident if 50 to 80 percent

of the second group assigns it to the same

cluster as the first group.

Step 4: Scale the incidents

1. This second group then rates the behavior

described by the incident as to how

effectively or ineffectively it represents

performance on the dimension.

2. 7- to 9-point scales are typical.

Step 5: Develop a final instrument

1. Choose about 6 or 7 of the incidents as the

dimension’s behavioral anchors.


Employee Career Development Plan:

Engaging Gen-X & Gen-Y

Concept

1950’-1980’s

(Builders and

Boomers)

Today

(Gen X and

Gen Y)

Structure

Command &

Control/

Formal

Co-operation /

Relaxed

StyleAuthority /

Future Goals

Authenticity /

Equality

Immediate

Needs

Focus

Lead

Followers

Teaching, IQ

Lead Leaders

Mentoring, EQ

Environment

Work Ethic

Human

Resources

Work/Life

Balance

Teams

MotivationDuty/

Bank Balance

Connection

Life Balance

Different generations of employees have

different career needs and interests:

Shell Method of Appraising Potential… Best Practice HR Tips

62

A) Power of analysis B) Imagination

C) Sense of reality D) Helicopter quality

Key Indicators of

Individual Potential

Key indicators of individual potential

1. Power of analysis

Solve complicated problems

2. Imagination

Find useful alternatives

3. Sense of reality

Feel for right course of action

4. Helicopter quality

Look at problem from a higher vantage point with attention to details


Working Hours & Holidays

Rest day

Every employee shall be allowed in each week

a rest day of one whole day

Hours of work

an employee shall not be required under his

contract of service to work:

1. more than 5 consecutive hours without a

period of leisure of not less than 30

minutes duration;

2. more than 8 hours in one day;

3. in excess of a spread over period of 10

hours in one day;

4. more than 48 hours in one week

Working on.. Pay rate Overtime Pay

Work day Normal rate1.5 x normal

rate

Rest day

1 x normal rate (for < ½

his normal hours of work )

2 x normal rate (for > ½

his normal hours of work )

Public

holidays2 x normal rate 3 x normal rate

63

Holidays, Annual Leave & Sick Leave

Years of Service Public Holidays Annual Leave Medical Leave

< 2 YEARS10 days including:

the National Day8 days 14 days*

2 – 5 YEARS the Birthday of the Yang di-Pertuan Agong 12 days 18 days*

> 5 YEARS

the Birthday of the Ruler or the Yang di-Pertua

Negeri

the Workers' Day

16 days 22 days*

* 60 days if hospitalized


Su

cces

sio

n D

evel

op

men

t

1. Identify required development

2. Career Development Plans

3. Individual Performance Goals

4. Development opportunities

5. Coach along the way


65

The Case Of The Runaway Talent

Managing Your Career… Career Planning Tips & Techniques

Growth stage (Birth to 14 years old)

1. Exploration stage (15 to 24 years

old)

2. Establishment stage (24 to 44 years

old) Trial sub stage

Stabilization sub stage

Midcareer crisis sub stage

3. Maintenance stage (45 to 65 years

old)

4. Decline stage (after 65 years old)

66

Identify your career stage


Choosing an Occupational Orientation

Example of Some Occupations that May Typify Each Occupational

Theme


67

Management Development Techniques

Job

rotationCoaching & understudy

Managerial On-the-Job Training

Action

learning

University-related programs

Management games

Off-the-Job Management Training

& Development Techniques

The case study method

Outside seminars

Executive coaches

Behavior modeling

Role playing

Corporate universities

Other Management Training Techniques


68

How Job Experiences Are Used for Employee Development

Job experiences: the combination of

relationships, problems, demands, tasks,

& other features of an employee’s jobs.

Most employee development occurs

through job experiences.

Key job experience events include:

• Job assignments

• Interpersonal relationships

• Types of transitions

Through these experiences, managers

learn how to handle common challenges

& prove themselves.


69

Approaches to Employee Development (continued)

Interpersonal relationships: employees can also develop skills & increase their knowledge about the organisation & its

customers by interacting with a more experienced member:

1. Mentoring

2. Coaching

Steps & Responsibilities in the Career Management Process


70

How do you develop leaders in your organisation?

How do you prepare for succession planning for key leadership positions in your organisation?

How do you handle poor performers?

Self-Directed Career Management


71

The Factories & Machinery Act 1967

Gives protection in terms of health & safety for all workers working in factories regardless of sex

The jurisdiction of the act covers all factories

The Trade Unions Act 1959

Administered by the Trade Unions Department

Permitting workers to form & join trade unions provided these are registered organisations

Provides:

The procedures for applying for registration, the use of union funds, the rights &

liabilities of unions, & other matters relating to the constitution of unions



Back by 2pm

Dev

elo

pin

g E

mp

loye

es

Development implies learning that is not necessarily related to the employee’s current job. It

prepares employees for other positions in the organisation & increases their ability to move into

jobs that may not yet exist.

In contrast, training traditionally focuses on helping employees improve performance of their

current jobs.

Table below summarizes the traditional differences.

Training versus Development


74

4 Approaches to Employee Development

Formal Education

These may include:

1. Workshops

2. Short courses

3. Lectures

4. Simulations

5. Business games

6. Experiential programs

Many companies operate training & development

centers.

Assessment

Collecting information & providing feedback to

employees about their behavior, communication

style, or skills.

Information for assessment may come from the

employees, their peers, managers, & customers.


75

Steps in the Training Process

76


Task Analysis: Assessing new employees’ training needs

Performance Analysis: Assessing current

employees’ training needs

Training Needs Analysis

Task analysis is a detailed study of the job to determine what specific skills the job requires.

Performance analysis is the process of verifying that there is a performance deficiency & determining whether the

employer should correct such deficiencies through training or some other means (like transferring the employee).

Training programs consist of 4 steps.

1. In the needs analysis step, identify the specific

knowledge & skills the job requires, & compare these

with the prospective trainees’ knowledge & skills.

2. In the instructional design step, formulate specific,

measurable knowledge & performance training

objectives, review possible training program content

(including workbooks, exercises, & activities), &

estimate a budget for the training program.

3.Implement the program, by actually training the

targeted employee group using methods such as on-

the-job or online training.

4. In the evaluation step, assess the program’s success

(or failures).

1

2

3

4

The 4-Step Training Process

Instructional design

Needs analysis

Program implementation

Evaluation

The Orientation Process

77

Company organisation &

operations

Safety measures

& regulations

Facilities

tour

Employee

Orientation

Employee benefit

information

Personnel

policies

Daily

routine


Task Analysis

As the Sample Task Analysis Record Form illustrates, the task analysis record form consolidates 6 types of information

regarding required tasks & skills that is helpful for determining training requirements.

Passwords on sticky note displayed on

monitor stand

Cell phone or Blackberry left on

desk

File cabinet drawer open & keys left in

lock

password

78


:Answer C

Explanation: During employee orientation, firms try to make the new employee feel welcome & at home & part of the team,

make sure the new employee has the basic information to function effectively, help the new employee understand the

organisation in a broad sense, & start the person on the process of becoming socialized into the firm's culture, values, & ways

of doing things. It is less likely that the firm would help employees join a labour union.

Q & A

Which of the following is most likely NOT one of the goals of a firm's employee orientation program?

A) making new employees feel like part of a team

B) helping new employees become socialized into the firm

C) assisting new employees in selecting the best labour union

D) teaching new employees about the firm's history & strategies

E) providing basic information to new employees to help them work

79

Answer D

Explanation: Training has an impressive record of influencing performance, scoring higher than appraisal & feedback & just

below goal setting in its effect on productivity. Screening & hiring the right people is important, but goal-setting & training are

essential.

Surveys have found that ________ has the greatest influence on organisational performance & employee productivity.

A) appraisals

B) feedback

C) training

D) goal-setting

E) screening

Answer:


The OJT Training Method

On-the-Job Training (OJT)

Having a person learn a job

by actually doing the job.

Types of On-the-Job Training

Coaching or understudy

Job rotation

Special assignments

Advantages

Inexpensive

Learn by doing

Immediate feedback

80

1

Follow up

Present the operation

Steps to Help Ensure OJT Success

Prepare the learner

Do a tryout

2

3

4


Answer FALSE

Explanation: The main task in analyzing new employees' training needs is to determine what the job entails & to break it down

into subtasks, each of which you then teach to the new employee. Analyzing current employees' training needs is more

complex, since here you have the added task of deciding whether training is the solution.

Q & A

The main task in analyzing current employees' training needs is to determine what the job entails, break the job down into

subtasks, & then teach each subtask to the employee.

Answer : true or false

81

Answer B

Explanation: Allowing trainees to work at their own pace, providing adequate practice, & maximizing the similarity between the

training situation & the work situation are all techniques that enable trainees to transfer new skills from the training site to the

work site.

Trainees should be provided adequate practice & be allowed to work at their own pace during a training session in order to

________.

A) screen applicants based on ability

B) transfer skills more easily to the job

C) provide employers with feedback

D) determine appropriate pay scales

E) save the employer time & money

Answer:


Answer E

Explanation: The budget will help determine the actual design of the program, which means deciding on the actual content (the

courses & step-by-step instructions, for instance) as well as on how to deliver the training—on-the-job or via the Web, for

instance.

An employer's decision to deliver on-the-job training or Web-based training is most likely determined by which of the following?

A) task analysis

B) organisational culture

C) performance management

D) employee recruiting methods

E) budget considerations

Answer

Internet-Based Training

82

Provide employees with

lifelong educational &

learning opportunities

Instituting basic skills

& literacy programs

Employer Responses to Employee

Learning Needs

Lifelong Learning &

Literacy Training Techniques

Teletraining & Videoconferencing

Electronic Performance Support

Systems (EPSS)

Computer-Based Training

E-learning & learning portals

Distance Learning

Methods

1

2

3

4

Creating a Training

Program

Use a detailed job

description

Set training

objectives

Develop an

abbreviated task

analysis record form

Develop a job instruction

sheet

5Compile training program for

the job


Significant Developments: True (A) or False (B)?

1. There are more horizontal “ladders” in middle management than upward moves. True

2. Companies focus on employee’s career steps rather than their core competencies. False – focus is on core

business competencies & therefore, fostering those in their employees.

3. Careers are now more a series of projects, rather than upward steps in an organisation – True

4. Career development primarily applies to managers. False – Now focus needs to be on all employees

because fewer of them have direct managerial control but are rather parts of a team or

workgroup.

5. The organisation manages employee’s careers more so than the individual. – False, the individual really

needs to take control over their career & when you have skills that are in demand, you

have more flexibility to change jobs to those that fit your lifestyle.

6. The average 32-year old has already worked for 7 different firms. - True

Q & A

Significant Developments: True (A) or False (B)?

1. There are more horizontal “ladders” in middle management than upward moves.

2. Companies focus on employee’s career steps rather than their core competencies.

3. Careers are now more a series of projects, rather than upward steps in an organisation.

4. Career development primarily applies to managers.

5. The organisation manages employee’s careers more so than the individual.

6. The average 32-year old has already worked for 7 different firms.


83

Sarah participated in leaderless group discussions & in-basket exercises & was observed by a number of raters. Which

assessment method was used for Sarah?

a. Interview

b. Performance appraisal

c. Assessment Center

d. Coaching

Answer C

Sarah participated in leaderless group discussions & in-basket exercises & was observed by a number of raters. Which

assessment method was used for Sarah?

a. Interview

b. Performance appraisal

c. Assessment Center

d. Coaching

Example of Competency Model for Human Resource Manager

84

As an example, Figure which follows

shows an illustrative competency model for

a human resource manager.

In this case, the model shows 3

things:

1. At the top of the pyramid, it

shows 4 roles we would

expect the human resource

manager to fill—line,

staff, coordinative, &

strategic.

2. Beneath that, it shows the

areas of expertise in

which he or she must be

expert to fill these roles,

such as an expertise in HR

practices & strategic

planning.

3. Next step down are basic

competencies one

would need to exhibit the

required expertise & to fill the

HR manager’s roles.


Developing My HR Capabilities (And My Team!)

HR Business Partnering is very different from HR Management. The impact of these changes not only affects you but also your

direct and indirect teams (i.e. SSC and CoE staff). Therefore, to help you develop your capabilities and those of your team you

are encouraged to complete this 4 Block Prioritising matrix to develop your capabilities.

Self

Step 1 – Review the HR Partnership competencies 1. Compare the HR Partnership competencies against your existing competencies

2. Summarise the key differences and your gaps

Step 3 – Complete the 4 Block Prioritising Matrix By now you will have identified many areas you could / should develop – and this could be overwhelming. The 4 Block

Prioritising Matrix allows you to refine and prioritise how you will address the gaps you have identified.

The vertical axis can represent either the importance of the task / knowledge to the HR Team or your HR Partner role

The horizontal axis represents your level of competence regarding the task / knowledge

Now:

Look at the outputs from your review of the HRBP competencies and the How ready and I? exercise

Consider what areas you need to develop and how

Identify which competencies or capabilities you are very strong in and determine if you can use these to help others

(leverage)

Be clear on where you need to refocus your time and efforts in order to make the impact as a HRBP that you want to. If

these activities are still relevant for HR, consider who you could ask to take on these activities

Be strong and see what activities you presently do which you need to stop doing (refocus). If these are still relevant for

HR, consider who you could ask to take on these activities.


HR Competencies


86

Competencies Defined

Business Acumen

Definition

How well you apply commercial skill and

judgment to assist the organisation to

achieve outstanding business results

through an understanding of how

business in general, and your

organisation in particular, works and what

it means for the people.

Core skills

Spotting opportunities

Taking calculated risks

Understanding your business metrics

Decisive

Judgment / Perspective

Negotiating

Customer Focus

Definition

Recognising that HR is a service

provider, you constantly interact with your

customers and seek out information

about them and from them so that you

are able to continuously deliver a high

quality and customer led integrated HR

service.

Core Skills

Consumer/Customer Service

Product / Services Knowledge

Actioning Feedback/Research

Fact based approach

HR Professionalism

Definition

Has the appropriate level of HR

knowledge, skill and expertise for the

professional and technical requirements

of the role. Is able to use this expertise to

insightfully determine and recommend

the most appropriate HR solutions as well

as provide relevant advice and guidance

on people and HR matters.

Core skills

Continuous Learning

Delivers & inspires good practice

Freely shares knowledge

87

Courageous Leadership

Definition

Has a clear sense of what you stand for,

a passion for what you can contribute and

a willingness to consistently live this out.

Actively and publicly demonstrate

personal leadership, embrace

uncertainty, willing to challenge others

and take decisions, even at personal risk

and seek ways to empower those people

around you to lead.

Core Skills

Public conviction

Judgement

Effective Communication

Change Management

People Sponsorship

Utilising Team Capabilities

Builds Team Spirit

Goal Setting for team and self


Building relationships

Definition

How well you build and sustain effective

relationships across your organisation

and with your HR colleagues. This will be

achieved through collaborating,

partnering, influencing, communicating

and sharing knowledge or information

which results in productive decision

making and action taking.

Core Skills

Project sponsorship

Team player

Facilitation and coaching

Constructively challenging

Energises & influences others

Represents others

Champions diversity

Results driven

Definition

You recognise that it is people that

provide the competitive advantage for

your organisation and are motivated to

work with the business to ensure your HR

strategies and solutions are directly

linked to and seek to maximise

organisational results. You provide HR

solutions which are led by the business

need and informed by ‘best-practice’ HR.

Core Skills

Purposeful action

Responsive/Resourceful

Priority Management

Process or project management

Project Sponsorship

88

Innovator

Definition

Recognises that Organisations are

constantly evolving and changing. You

are open and responsive to these

changes and have the willingness and

creativity to adapt existing HR solutions

as well as create innovative and new

practical solutions to strategic and

operational people issues which impacts

your organisation.

Core skills

Technology savvy (HRIS specifically)

Forward Thinker

Tuned into the marketplace

Challenges Status Quo

Creative Problem Solving

Change Management


How Will You Manage

Reviewing The HRBP Competencies

89


90


Development Prioritising Matrix - Self


91

Human Resources Development Bhd Act 2001

To ensure employers conduct training for their workers

so as to upgrade their skills & abilities

Enforced in January 1993

Led to the establishment of the Human Resources

Development Fund (HRDF)

Administered by the Human Resources Development

Council (HRDC).

Currently, the categories of employers covered

under the Act are as follows

1. Employers with 50 employees & above in the

manufacturing sector

2. Employers with 10 to 49 employees & a paid-

up capital of RM2.5 million & above in the


92

Employers with 10 employees & above in 20 selected industries in the services sector, namely, the hotel industry, tour

operating business (in-bound tour only), shipping, air transport, telecommunication, computer services, advertising, postal

& courier services & freight forwarding (w.e.f. 1 January 1995); private higher education, training & the energy sector

(w.e.f. 17 February 2000); & direct selling, port services, engineering support & maintenance services, research &

development, warehousing services, security services, private hospital services & hypermarkets, supermarkets &

departmental stores. For hypermarkets, supermarkets & departmental stores, only employers with 50 employees & above

are required to register.

Employers in the manufacturing sector with 10 to 49 employees & a paid-up capital of less than RM2.5 million are given

the option to register with PSMB.


Currently, the categories of employers covered

under the Act are as follows

1. Employers with __ employees & above in the


2. Employers with 10 to 49 employees & a paid-

up capital of RM___ million & above in the


Manufacturing Companies Contribute As Follows:

Companies that employ 50 employees & above

(Effective from 1 January 1993)

1% of employees' monthly

wages

Companies that employ less than 50 to a minimum of 10

employees, with a paid-up capital of RM2.5 million or more



wages

Companies that employ less than 50 to a minimum of

10 employees, with a paid-up capital of less than RM2.5

million are given the option to register with PSMB.

(Effective from 2 August 1996)

0.5% of employees' monthly

wages


Companies that employ 50 employees & above



wages

Companies that employ less than 50 to a minimum of 10

employees, with a paid-up capital of RM2.5 million or more


_% of employees' monthly

wages

Companies that employ less than 50 to a minimum of

10 employees, with a paid-up capital of less than RM2.5

million are given the option to register with PSMB.

(Effective from 2 August 1996)

0.5% of employees' monthly

wages

5–93

Em

plo

yee

Rel

atio

ns

95

Factors within the

Job CONTENT:

Help People Do Their

Best Work

Make Managers

Creatives

Engage Customers As

Creative Partners

Factors within the

Job CONTEXT:

Salary

Company policies

Working conditions

Benefits

Job security


Motivators & Hygiene Factors

Factors That Influence Compensation & Benefits

96


Internal

equity

External

equity

Employee

equity

Administration

Concepts Compensation Techniques

Planning, Budgeting, Monitoring, Evaluating

Job

Analysis

Job

Description

Job

Evaluation

Job

Grades

Market

Definitions

Salary

Surveys

Policy

Lines

Pay

Structures

Seniority

Increases

Performance

Evaluation

Increase

Guidelines

Compensation Objectives

Role clarity & accountability.

Facilitates administration &

performance management.

Competitive wage policies &

practices.

Influence employees’ work

attitudes & behaviour.

Attract talents.

Retain talents.

Motivate employees.

Comply with regulations.

Consistency in policy

administration.

The Strategic Compensation Model

97


The Guide-Chart Profile :

4 Critical Observations

98

Knowledge Skills Abilities Competencies

Budget &

accounting

principles

Keyboard

data entry

Verbal

communicationSelf Awareness

Knowledge of

computer

hardware

Motor vehicle

operation

Ability to stand for

long periods of

time

Conscientiousness

Knowledge of

health science

Computer

software

proficiency

Mathematical

reasoning

Emotional & Social

Competence

Knowledge: Broad: Personnel & Human Resources

Specific: KSACs, Behavioral-based

interviewing

Skill: Broad: Technology Design

Specific: Website design, HRIS design

Ability: Broad: Oral Expression

Specific: Tailor verbal information to

different levels of understanding

Competency: Broad: Conscientiousness

Specific: Maintain positive working

relationships


1. The most significant factor could be grouped as representing the knowledge required to do a

job, the kind of thinking needed to solve the problems commonly faced, & the responsibilities

assigned.

2. Jobs could be ranked not only in the order of importance within the organisation, but the

distances between the ranks could be determined.

3. The factors appeared in certain kinds of patterns that seemed to be inherent to certain kinds

of jobs

4. The focus of the process of job evaluation must be on the nature & requirements of the job

itself, not on the skills or background or characteristics or pay of the job holder.

Examples of KSACs

RM %

9,000

Premium Zone

150

8,250

Qualified

135

7,500 Zone 125

6,750

Learning Zone

115

6,000 100

Make-up of a Salary Range

The Premium Zone

The premium zone is reserved for those

employees, especially in the higher grade jobs,

who achieve exceptional results but for whom

suitable promotion opportunities do not exist.

This zone enables outstanding staff to be given

additional rewards & encouragement. In some

salary structures, the published salary grades for

each job only cover the learning & qualified zones,

the premium zone being reserved for use in

special cases.

Progression through that zone would not be

regarded as normal by management or staff.

Relationships Between Grades

990

15,000

30,000

45,000

60,000

75,000

90,000

105,000

120,000

135,000

150,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Current Salary Structure Midpoint

Projected Market Average

Company Average Salary

Proposed Salary Structure


Current & Proposed Salary Structure Midpoints, Market Average, & Company

Average Salary

-

5,000.00

10,000.00

15,000.00

20,000.00

25,000.00

30,000.00

35,000.00

40,000.00

1 6

11

16

21

26

31

36

41

46

51

56

61

66

71

76

81

86

91

96

10

1

10

6

11

1

11

6

12

1

12

6

13

1

13

6

14

1

14

6

Hay Mid-

Point

RM

P10

P50

Company

P90

Performance Linked Rewards Top Performers

100

Hard to fill

positions

High turnover

positions

High strategic

impact roles

(“mission critical”)

High flight risk

areas

(“Managers,” critical

skills, & top

performers)

Primary

focus is to

Reward

Managers


Increment vs. Performance Matrix

Salary Compared to Market Value

Low Median High

Excellent

Performance16% 12% 9%

Good Performance 12% 9% 6%

Satisfactory

Performance8% 6% 3%

Below Average

Performance4% 3% 0%

Total Compensation Architecture… Employee Engagement

Base Salary/

Fixed Pay

VariableFixed

Target Sales

Incentive for

Quota Achievement

Profit

Sharing

Recognition

Accelerated Incentives

for Quota

Over-achievement

Total Potential

Rewards

Performance

$ Earnings

MBO

Stock

Options**Selective use based on position & performance,

competency & future growth potential

Above quota

achievement+ =

101


Employee Benefit Plans

4 main types of plans:

1. Supplemental pay benefits

2. Insurance benefits

3. Employee services

4. Retirement benefits

102


• Human resource accounting is measurement of the cost & value of the people for an organisation.

COST

• Human resource accounting helps management to value its human resource & use them with discretion & wisdom

VALUE

Grievance Handling Procedure… The ‘X’ Model Of Engagement

Initial step

Intermediate step

Final Company union step

ARBITRATION

AGGRIEVED

EMPLOYEE

TOP UNION

LEADERSHIP

COMPANY UNION

GRIEVANCE

COMMITTEE

TOP MANAGEMENT

MIDDLE

MANAGEMENT

UNION

REPRESENTATIVESUPERVISOR

103


How Ready Am I?

Developing The Effective Habits Which Will Build My HR Capabilities*

Name

Highly effective people have certain habits that make them very successful in life and business

They do exactly what they feel is both right and important – AND they do it consciously

The issue to understand is what drives you to do the things you do and how do you can become fulfilled at it?

As a HR Professional there is the potential for you to have a great career opportunity but you have to want it

The key is effectiveness.

1. Against each category estimate what your existing experience level is

2. In the Challenges box write down what you believe are your biggest personal challenges (desire and willingness, style,

behaviour etc…)

3. In Bridging the Gap box think through what additional support, training and / or information you need to improve and become

a highly competent HR Partner.

104


How To Deal With Difficult People

Begin With The End In Mind

Becoming Proactive … How To Deal With A Difficult Boss


Think Win-win

106

Put First Things First … Corporate Culture


106

Synergise

Understand First, Then Try To Be Understood


107

Sharpen The Saw… Managing People


The Employees Provident Fund Act 1991

Administered by the Employees Provident Fund

Board

To ensure workers have funds available on their

retirement

Covers:

1. All employees in Malaysia (16

years old & above)

2. Before 1 August 1998: Expatriats & foreign

workers are not required to contribute (but can

choose to contribute)

3. After 1 August 1998: Expatriats &

foreign workers earning less than

RM2,500 are required to

contribute.

Those who are exempted from making the

compulsory contribution are

1. Employees or workers holding • Employment Pass or expatriates

holding Visit Pass (Temporary

• Employment) whose monthly wages is

not less than RM2,500

2. Thai workers who enter Malaysia

with a Territorial Pass

3. Seamen

4. Foreign domestic maids

5. Self-employed persons

6. Out-workers who do cleaning &

alteration repair works

7. Persons detained in custody, in

prison, Henry Gurney School &

mental hospital

8. Pensioners

109


Contributions

110

Members’ Account: 3 separate accounts

1. Account 1 (60%): for pension

2. Account 2 (30%): for purchase of house & computer

3. Account 3 (10%): for medical costs

% of contribution

Employer Employee

All employees except expatriates & foreign workers 12 11

Expatriates & foreign workers (except for those

excluded)RM5/per person 11


The Employees Social Security Act 1969

Enforced by the Social Security Organisation

To provide protection to workers who may be

involved in an accident at work or who

contract some occupational disease

For employees in the private sector who earns less

than RM3000 per month

An employee must be registered with the

SOCSO irrespective of the age.

The principle “once in, always in”

Nevertheless, SOCSO does not cover the following categories of persons :

1. A person whose wages exceed RM3,000 a month & has never been covered before.

2. Government employees.

3. Domestic servants employed to work in a private dwelling house which includes a cook, gardeners, house servants, watchman, washer woman & driver.

4. Employees who have attained the age of 55 only for purposes of invalidity but if they continue to work they should be covered under the Employment Injuries Scheme.

5. Self-employed persons.

6. Foreign workers.

111


An insured person or dependents will be entitled to

the following benefits :

1. Periodical payments in the case of

invalidity2. Periodical payments in the case of

disablement suffered as a result of an

employment injury

3. Periodical payments to the dependents

of an insured person who dies as

a result of an employment injury

4. Payments for funeral benefit or expense

on the death of an insured person as a result

of an employment injury

5. Periodical payments to an insured person who

is in receipt of invalidity pension or

disablement benefit & is so severely

incapacitated or disabled as to require the

personal attendance of another person

6. Medical treatments for the attendance

on insured persons suffering from disablement

7. Periodical payments to dependents of

an insured person who dies while

in receipt of invalidity pension

SOCSO provides coverage to eligible employees

through 2 schemes namely

1. Employment Injury Insurance Scheme

2. Invalidity Pension Scheme.

These schemes are classified into 2 categories :

1. First Category - Employment Injury Insurance

Scheme & Invalidity Pension Scheme. The

contribution payment is made by both the

employer & employee

2. Second Category - Employment Injury

Insurance Scheme Only. The contribution is

paid by the employer only. An employee who

is not eligible for coverage under the Invalidity

Pension Scheme is protected under this

category.

These schemes provide the benefits of invalidity pension,

invalidity grant, survivors pension, rehabilitation, funeral

benefit, constant attendance allowance & educational

loan.

112


The Workman’s Compensation Act

Applied to the following sectors

1. Manufacturing

2. Mining & Quarrying

3. Construction

4. Agriculture, Forestry & Fishing

5. Utilities:

Electricity;

Gas;

Water; &

Sanitary Services

6. Transport, Storage & Communication

7. Wholesale & Retail Trades

8. Hotel & Restaurants

9. Finance, Insurance, Real Estate &

Business Services

10. Public Services & Statutory Authorities 113

The Occupational Safety & Health Act 1994


To provide compensation to workers who have accidents at

work or who contract employment-related diseases.

Covers:

Foreign workers earning less than RM 500 per month

Employers must take out an insurance policy to cover liability

under the act.

Gazetted on the 25 February 1994 by the Malaysian

Parliament.

Enforced by the Department of Occupational Safety &

Health

To ensure safety at the workplace

1. Carry out inspections at workplaces

2. Organize promotional activities

3. Assist government departments with technical

expertise

4. Carry out activities aimed at improving safety

& health


The Industrial Relations Act 1967

Enforced by the Industrial Relations Department.

To provide systems which will encourage industrial

harmony.

Is applicable throughout Malaysia & provides for the

regulation of relations between employers & workmen

or employee & their trade union & the prevention &

settlement of trade disputes.

Emphasizes on direct negotiation between employers

& workmen or employees & their trade unions to

settle their differences & to regulate their collective

relationship

1. Protects the legitimate rights of employers

& workmen or employees & their

trade unions.

2. Provides the procedure relating to

submissions of claims for

recognition & scope &

representation of trade union &

collective bargaining

3. Does not allow matters relating to

promotion, recruitment, dismissal,

transfer, retrenchment,

reinstatement & allocation of duties

& prohibition of strikes & lockouts over any of these matters to be included in the

proposal for collective bargaining

4. Provides for speedy & just settlement of

trade disputes by conciliation or

arbitration where direct negotiation fails

5. Provides the power to the ministry of

human resources to intervene & to

refer at any stage any trade dispute to the

industrial court for arbitration 114


Learn-Unlearn-Relearn Evaluation

Please rate the following aspects of the course excellent good not good` poor

1. Organisation & domestics

2. Content

3. Notes

4. Presentation

5. Overall enjoyment

Any other comments

Course Date Name

115

hr essentials 27 mar-13

Documents

organisations customers

hr planning

work hr

business strategy

internal customers

organisations overall

corporate strategy

job analysis