Hr essentials 27 mar-13

HUMAN RESOURCE
ESSENTIALS
ghazali.mdnoor@gmail.com
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
Service
Provider
• 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.
Service
Provider
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

EmploymentPlanning
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
10 563
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
Optimizing
Continuous
Improvement
Continuous Workforce Innovation
Organisational Performance Alignment
Continuous Capability Improvement
4
Predictable
Predicting
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
Managed
Basic
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 Levels
18

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.

EffectiveRecruiting
23
RECRUITMENT
SELECTION
PERFORMANCE
SUCCESSION
DEVELOPMENT
RELATIONS
3 Functions of the
HRM Process
1. ATTRACT
competent employees
are identified &
selected.
2. MOTIVATE
employees 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 - retirement
Formalise 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
Ordinances
Covers
 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

The STAR Method… Interview Tips
TypicalStepsintheSelectionProcess
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
Aninspirationto others
About1% of population
Idealist
Performingnobleserviceto aid
society
Duty Fulfiller
Doing what should be done
Nurturer
Ahighsense of duty
Giver
Smooth talking persuader
Inspirer
Givinglife an extra squeeze
Guardian
Life’s administrators
Caregiver
Hosts and hostessesof the
world
Scientist
Everythinghas room for
improvement
Thinker
Alove of problem solving
Mechanic
Ready to try anything once
Artist
Sees much but shares little
Executive
Life’s natural leaders
Visionary
Oneexcitingchallengeafter
another
Doer
Theultimaterealists
Performer
Youonly goaround once inlife
51

Group Composite
Which Thinking Mode Are You Using? … Acting Out
WEAKNESSES
WEAKNESSES
STRONG WILLED
DETERMINED
INDEPENDENT
OPTIMISTIC
PRACTICAL
PRODUCTIVE
DECISIVE
LEADER
CONFIDENT
CALM
EASY GOING
DEPENDABLE
EFFICIENT
CONSERVATIVE
PRACTICAL
LEADER
DIPLOMAT
HUMOROUS
CAREFREE
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
MOODY
SELF-CENTERED
Directness
Indirectness
CONTROLLINGSUPPORTING
EXPRESSIVES
DRIVERS
AMIABLES
ANALYTICAL
STRENGTHS
STRENGTHS 52

Group Composite
Which Thinking Mode Are You Using? … Acting Out
WEAKNESSES
WEAKNESSES
STRONG WILLED
DETERMINED
INDEPENDENT
OPTIMISTIC
PRACTICAL
PRODUCTIVE
DECISIVE
LEADER
CONFIDENT
CALM
EASY GOING
DEPENDABLE
EFFICIENT
CONSERVATIVE
PRACTICAL
LEADER
DIPLOMAT
HUMOROUS
CAREFREE
COMPASSIONATE
FRIENDLY
PERSONABLE
WARM
ENTHUSIASTIC
OUTGOING
TALKATIVE
GIFTED
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

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 Protection
Every female employee shall be entitled to maternity leave for a period of not less than 60consecutive 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 ______

Performanc
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
Style
Authority /
Future Goals
Authenticity /
Equality
Immediate
Needs
Focus
Lead
Followers
Teaching, IQ
Lead Leaders
Mentoring, EQ
Environment
Work Ethic
Human
Resources
Work/Life
Balance
Teams
Motivation
Duty/
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 rate
1.5 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
holidays
2 x normal rate 3 x normal rate
63
Holidays, Annual Leave & Sick Leave
Years of Service Public Holidays Annual Leave Medical Leave
< 2 YEARS
10 days including:
the National Day
8 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

SuccessionDevelopment
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
rotation
Coaching & 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

DevelopingEmployees
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
5
Compile 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

EmployeeRelation
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
communication
Self 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
101
106
111
116
121
126
131
136
141
146
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
Performance
16% 12% 9%
Good Performance 12% 9% 6%
Satisfactory
Performance
8% 6% 3%
Below Average
Performance
4% 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
REPRESENTATIVE
SUPERVISOR
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
invalidity
2. 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
 Enforced by the Labour Department
 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

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