2018 - mef · public training calendar 2018 ... • effective 5s for good house-keeping, ... •...

www.mef.org.my

2018

· HUMAN RESOURCE MANAGEMENT & DEVELOPMENT· INDUSTRIAL RELATIONS MANAGEMENT· BUSINESS & MANAGEMENT· OCCUPATIONAL SAFETY & HEALTH· INFORMATION & COMMUNICATION TECHNOLOGY (ICT)· ACADEMIC & CERTIFICATION COURSES

TRAINING DIRECTORY

TRAINING DIRECTORY 2018

The MEF Academy’s Vision“To be the leading edge of business and management

training and education, that meetsthe requirements of the industry.”

The MEF Academy’s Mission“By developing and delivering leading edge business and

management training andeducation, recognised by the industry.”

MEF Academy proudly presents a comprehensive range of corporate training programs for MEF members, non-members and the general public. All programs are offered as public programs and customized in-house programs. MEF Academy has also extended its training programs regionally and courses are now conducted within ASEAN countries.

MEF Academy has also developed industry focused Executive courses, including Executive Degree & Masters Degree, Certification & Diploma courses and continuous professional education to provide opportunity for working personnel to upskill and obtain academic and professional qualifications. MEF Academy certification and academic courses are in collaboration and endorsed by:

IntroductionThe Malaysian Employers Federation is the central organisation of employers in the private sector in Malaysia. It is recognised nationally and internationally as the most representative organisation of employers in Malaysia. It is established to promote and safeguard the rights and interest of employers. It provides a forum for consultation and discussion among members on matters of common interests, and seeks for adoption of sound principles and practices of personnel and industrial relations through information, advice, training and other activities.

The MEF Academy brings into reality the Malaysian Employers Federation’s (MEF) vision of being the pioneer institution to merge the tripartite requirements of the employer/employment market, the education industry as well as the individual/human resource development needs.

TRAININGDIRECTORY

2018

2018 TRAINING DIRECTORY

The MEF Academy’s Vision“To be the leading edge of business and management

training and education, that meetsthe requirements of the industry.”

The MEF Academy’s Mission“By developing and delivering leading edge business and

management training andeducation, recognised by the industry.”

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INTRODUCTION 1TRAINING SCHEMES UNDER THE HRDF 4PUBLIC PROGRAM REGISTRATION FORM 5IN-HOUSE TRAINING REQUEST FORM 6

TRAINING PROGRAM SCHEDULE 2018Public Training Calendar 2018 – MEF Academy Petaling Jaya 7Public Training Calendar 2018 – Regional Office 11Academic & Certification Courses 12

ACADEMIC & CERTIFICATION COURSES

• Executive Degree in Human Resource Management & Industrial Relations 14• Executive Diploma in Industrial Relations 19• Executive Diploma in Human Resource Management & 21 Development• Accredited Certificate in Human Resource Management 23• Accredited Certificate in Industrial Relations Management 24• Certificate in Occupational Safety & Health Management 25• Certified Job Analysis Specialist 26• Certified Professional Leadership in Management 27• Certified On-The-Job Trainer 28• Certificate in Performance Coaching & Counseling 29• Certified Complexicity Management By Embracing Simplicity & Essentialism 31• Certified CSR Sustainability Management Professional 32• Certificate In Competency Based Human Resource Management 33• Certified Professional Trainer 34

INDUSTRIAL RELATIONS MANAGEMENT

• Understanding Labour Laws 36• Employment Act 1955 & Regulations 36• Memahami Akta Kerja 1955 37• Industrial Relations Act 1967 37• Collective Bargaining 38• Disciplinary Procedures 38• Tatacara Menangani Masalan Disiplin 39• Handling Misconduct Of Absenteeism 39• Termination of Employment 40• Employment Laws For Non-HR Managers 40• Criminal Misconduct in Employment 41• Writing A Contract of Employment - Essential Features And Avoiding Pitfalls 41• Employment Relationship 42• Performance Improvement Plan 42• Domestic Inquiry 43

CO

NTE

NT HUMAN RESOURCE MANAGEMENT &

DEVELOPMENT TRAINING & HR DEVELOPMENT• Training Impact – What Next? 45• New Trainer Upskilling 45• Peak Performance Through Effective Training Needs Analysis 46• Developing Skills Trainers at the Workplace - OJT Perspective 46• Training Techniques for Trainers 47

PERFORMANCE MANAGEMENT• Effective Performance Appraisals (EPA) 48• Power of Coaching & Counselling for Performance 48• Handling Employees Grievances & Discipline Through Coaching and Counselling 49

MANAGEMENT & SUPERVISORY SKILLS• Advanced Management Training 50• Basic Management Training 50• The Professional Manager 51• Supervisory Skills For The New Workforce 51• Penyelia Efektif, Pekerja Berjaya 52• Developing Supervisors Into Managers Workshop 53

CUSTOMER SERVICE• Winning Difficult Customers 53• Customer Service Super Star 54• Frontliner’s Impact on Customers! 54

COMMUNICATION & INTERPERSONAL SKILLS• Mind Your Business English 55• Business Writing – Made Simple! 55• Projecting Your Presentation Skills 56• Communication & Emotional Intelligence 56• Overcome Public Speaking Stress 57• Business Telephone For Superior Service 57• Impact of Positive Interpersonal & Communication Skills at the Workplace 58• Email Etiquette 58

MOTIVATION & ATTITUDE• Effective Executive Workshop 59• Sikap Kerja Positif 59• You Can Do It! - How To Be Effective at Work 60• Positive Attitude At Your Workplace 60

ORGANISATIONAL CHANGE MANAGEMENT• Organisational Change - What Can I Do? 61• Guide To Change Management 61

HR SKILLS & ADMINISTRATION• Excellent Clerical Skills for Organisational Success 62• Keberkesanan Kerani, Organisasi Berjaya 62• HR for Beginners 63• Kecerdasan Emosi 63

TRAININGDIRECTORY

2018


RECRUITMENT, SUCCCESSION & COMPETENCY SERIES• Behavioral Based Interviewing Skills 64• Behavioral Interview Assessment Using The Star Methodology 64• Introduction To Competency Mapping 65• Competency Based Human Resource Management 65• Competency Based Training Needs Analysis 66• Competency Based Succession Planning 66

LEADERSHIP & TEAM MANAGEMENT• Gear Up To Leadership In Management 67• Manage Your Team Dynamics! 68• Leadership and Governance in Management 68• Leadership Styles: Creating Impact on Business Performance 69• Certified Complexity Management By Embracing Simplicity and Essentialism 69• Emotional Intelligence (EQ) For Leaders 70• Leadership Skills For Supervisors 70

OCCUPATIONAL SAFETY & HEALTH (OSH)

• Accident Investigation 72• Formation Of An Effective Safety & Health Committee 72• Occupational Safety & Health Act 1994 73• Occupational Safety & Health at the Workplace 73• OSH Management System for Executives (OSHMS) 74• OSH Performance-for Small-Medium Enterprises 74• Understanding & Implementing OSH Act 1994 And Its Regulations 75• Understanding and Implementing Notification of Accident, Dangerous Occurrence, Occupational Poisoning and Occupational Disease Regulations 2004 (NADOPOD) 75• Behavioural Based Safety (BBS) 76• Job Safety Analysis (JSA) 76• Occupational Safety and Health in the Office 77• Fire and Emergency Response Plan 77• Hazard Identification, Risk Assessment And Risk Control (HIRARC) 78• Chemical Safety: Managing Chemical Hazard At The Workplace 78

BUSINESS MANAGEMENT

• Problem Solving Techniques 80• Finance For Non-Finance Managers 81• Basics Of Effective 5S 81• Effective 5S for Good House-keeping, Safety & Workplace Improvements 82• Kaizen And Practical Implementation 83• The 7 QC Tools 84• Six Sigma-Improvement Program 84• Manufacturing Strategies: Cost Reduction Without People Reduction 85• Failure Mode and Effect Analysis 85• Crisis Prevention Analysis 86• Kanban Management System 86• Toyota Production System 87• Lean Organization (on Manufacturing) for Optimum Efficiency 87• Work Measurement Techniques 88• Poka Yoke (Mistake Proofing) 88• Supply Chain Management 89• Project Management Tools and Techniques 90• Essential Steps Towards Production Planning, Scheduling And Control 90• Productivity Improvement Techniques 91• Value Stream Mapping 91• The New TPM: Total Productive Manufacturing 92• Strategic Procurement & Inventory Management 93

INFORMATION & COMMUNICATION TECHNOLOGY (ICT)

• Microsoft Office 2007 Courses• Microsoft Office 2010 Courses• Microsoft Office 2013 Courses• Microsoft Office 2016 Courses• Core Microsoft Exel Courses• High End Microsoft Exel Courses


MEF and MEF Academy courses have been granted the status of Approved Training Programme (ATP) under the Human Resources Development Act 1992.

1. SBL (Skim Bantuan Latihan) SchemeFinancial assistance in the form of training grants are considered for all types of training programmes relevant to the needs of the employer for the retraining and skills upgrading of employees. However, prior approval of the PSMB Secretariat is a requisite before the commencement of the training programme by filing Form PSMB/SBL/1/01.

2. PROLUS (Program Latihan yang Diluluskan) SchemeEmployers can claim reimbursement from HRDF without the need to apply for prior approval for training courses conducted with training providers who have registered with the PSMB and obtained the Approved Training Programme (ATP) status for their courses/programmes.

3. SBL - Khas SchemeA training scheme that enables employers to join programmes offered under SBL Scheme without having to pay any upfront fee or by paying only a small upfront fee depending on PSMB’s rate of grant approval. Prior approval from PSMB is required by filing Form PSMB/SBL/1/01 and PSMB/SBL-Khas/T1/01. Employers must submit Form PSMB/SBL-Khas/T2/01 to MEF Academy before commencement of the training programme.

Note:For more information and updates on PSMB, Please refer to its official webpage at www.hrdnet.com.my

Important Notice:

• PSMB have directed for all program course fee to be offered at a single rate. MEF members now will enjoy RM50-RM100 discount on all program fees stated in the public programme schedule.

• Programmes approved under PROLUS can be conducted at company venue (in-house programme) under SBL/SBL Khas scheme. PROLUS programs only apply to public programme.

Note:For more information and updates on PSMB, please refer to its official webpage at www.hrdnet.com.my

TRAINING PROGRAM ADMINISTRATION RegistrationPersons interested in participating in any of the courses should submit their names by faxing their nominations to MEF Academy not later than one week prior to the commencement of the course. Registration is on a first come first serve basis.

PaymentPayment must be made in favour of the Malaysian Employers Federation (for members) and MEF Academy Sdn Bhd (for non-members), unless specifically notified.

Confirmation ProcessOnce the public programme is confirmed with the minimum members of participants, the official confirmation will be issued. Upon final participant confirmation, no cancellation will be allowed. However replacement of participants are welcome.

Withdrawal and Cancellation FeesParticipants, who have registered and who wish to withdraw from any of the courses, should inform the MEF Academy in writing at least two working days before the commencement of the course. Participants who have confirmed, but do not show up or attend only part of the training, will be charged full course fees.

Certificate Certificates of attendance will be issued to participants who attend a full course. Certificates for both in-house and public courses will be issued to the participants, upon full settlement of course fees.

Course Fees The course fees are inclusive of course materials, meals and refreshments, excluding parking fees and GST 6%.

Training Schemes under the HRDF

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Public Programme Registration Form

MEF ACADEMY SDN BHDAttn. : Pn. Zana / Pn. InaE-mail : [email protected] / [email protected]. : 603-7955 7778 ext. 144 / 137 Fax : 603-7955 1945

MEF ACADEMY SDN BHDc/o MEF Perak BranchA-1-3, 1st Floor, Wisma MFCBNo. 1, Persiaran Greentown 2Greentown Business Centre, 30450 Ipoh, Perak.Attn. : Pn. Manjit KaurE-mail : [email protected]. : 605-255 7778 Fax : 605-255 2778

MEF ACADEMY SDN BHDc/o MEF Penang BranchNo. 379-D Jalan Hajjah Rehmah11600 Jelutong, Penang.Attn. : Cik Alyaa IzyanE-mail : [email protected]. : 604-659 6909 Fax : 604-659 9873

Company

Address

Tel No Fax No

Contact person Designation

E-Mail Contact Person Signature

Attached is our cheque no.

Payable to : Malaysian Employers Federation (MEF members only)

MEF Academy Sdn Bhd (non-members)

MEF ACADEMY SDN BHDc/o MEF Johor BranchNo. 17-01 & 17-02, Jalan Cantik 6 Taman Pelangi Indah, 81800 Ulu Tiram, Johor.Attn. : Pn. LizaE-mail : [email protected] : 607-8624 776 Fax : 607-8624 773

MEF ACADEMY SDN BHDc/o MEF Pahang BranchB-8 & B-10, 1st Floor, Jalan Haji Ahmad 3Sri Pahang Business Centre 25300 Kuantan, Pahang. Attn. : Pn. RohanaE-mail : [email protected]. : 609-5124 373 Fax : 609-5124 251

NO CASH PAYMENT / CASH CHEQUE ACCEPTED

Please tick where applicable and fax / send the registration form to the respective offices where the course is being held. For further information on the courses, please contact the nearest MEF office.

We would like to enrol:

Mr / Ms Full Name Designation E-mail & Tel No (Trainee) Course Date & Venue

MEF ACADEMY SDN BHDc/o MEF East Malaysia Branch95, Jalan Nyiur, Tabuan Road93200 Kuching, Sarawak.Attn. : Mr. George YoungE-mail : [email protected]. : 6082-247 027 Fax : 6082-247 028

MEF ACADEMY SDN BHDc/o MEF East Malaysia BranchLot No 1, Block A, 3rd Floor, Damai Point Luyang, 88300 Kota Kinabalu, Sabah.Attn. : Cik MaryamaEmail: [email protected] : 088 - 210 579 Fax : 088 - 204 979

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In-House Training Request Form

Thank you for your interest in MEF’s in-house training programs. Kindly complete the details required below for purposes of preparing the proposal and quotation. For any inquiries, please contact us at 03-7955 7778. Upon completion, please send form via e-mail or fax at 03-7955 1945 attention Puan Ina / Puan Zana or your nearest MEF office.

COMPANY NAME

Please provide complete name MEMBERSHIP NUMBER / INDIVIDUAL OR GROUP

Please provide membership number, and whether this is individual or group membership. Please note quotations differ for members and non-members. CONTACT NAME TELEPHONE NO

Please provide name & tel number of contact person EMAIL ADDRESS FAX NO

Please provide email address & fax number. Kindly mark the preference for us to revert via email or fax. Please provide complete details on the programs requested:

COURSE TITLE PARTICIPANTS

PSMB CLAIM TENTATIVE DATES / PERIOD

Please state if PSMB claim will be made Please provide dates or tentative period for this training. OBJECTIVES TO BE ACHIEVED

Please briefly clarify the objectives to be achieved or skills gap to be addressed with this training LOCATION OF TRAINING / DISTANCE

ADDITIONAL INFORMATION

Please state any further details that may be required by your company.

Please state number of participants per program. Note that quotation varies according to the number stated. We recommend limit of 20-25 participants per course.

Please state title of program. Kindly note that we have similar Public Programs available conducted at MEF premises. Please contact us for the scheduled dates.

Please state the venue for the training and an estimate distance from PJ / KL or from the nearest airport, for estimation of travelling expenses.

MEF ACADEMY SDN BHDAttn. : Pn. Zana / Pn. InaE-mail : [email protected] / [email protected]. : 603-7955 7778 ext. 144 / 137 Fax : 603-7955 1945

MEF ACADEMY SDN BHDc/o MEF Perak BranchA-1-3, 1st Floor, Wisma MFCBNo. 1, Persiaran Greentown 2,Greentown Business Centre, 30450 Ipoh, Perak.Attn. : Pn. Manjit KaurE-mail : [email protected]. : 605-255 7778 Fax : 605-255 2778

MEF ACADEMY SDN BHDc/o MEF Penang BranchNo. 379-D Jalan Hajjah Rehmah11600 Jelutong, Penang.Attn. : Cik Alyaa IzyanE-mail : [email protected]. : 604-659 6909 Fax : 604-659 9873

MEF ACADEMY SDN BHDc/o MEF Johor BranchNo. 17-01 & 17-02, Jalan Cantik 6 Taman Pelangi Indah, 81800 Ulu Tiram, Johor.Attn. : Pn. LizaE-mail : [email protected] : 607-8624 776 Fax : 607-8624 773

MEF ACADEMY SDN BHDc/o MEF Pahang BranchB-8 & B-10, 1st Floor, Jalan Haji Ahmad 3Sri Pahang Business Centre 25300 Kuantan, Pahang. Attn. : Pn. RohanaE-mail : [email protected]. : 609-5124 373 Fax : 609-5124 251

MEF ACADEMY SDN BHDc/o MEF East Malaysia Branch95, Jalan Nyiur, Tabuan Road93200 Kuching, Sarawak.Attn. : Mr. George YoungE-mail : [email protected]. : 6082-247 027 Fax : 6082-247 028

MEF ACADEMY SDN BHDc/o MEF East Malaysia BranchLot No 1, Block A, 3rd Floor, Damai Point Luyang, 88300 Kota Kinabalu, Sabah.Attn. : Cik MaryamaEmail: [email protected] : 6088 - 210 579 Fax : 6088 - 204 979

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Public Training Calendar 2018 • MEF Academy Petaling Jaya

• All programmes can be conducted in-house and customised to your organisation’s needs.• GST 6% will be applicable for all fees above and stated in the invoice.• Alldatesquotedaresubjecttochangewithoutpriornotice.

* “Incl books” refers to relevant MEF Publications.

SCHEME DAYS MEMBERLESSINDUSTRIAL RELATIONS MANAGEMENT JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

ULL Understanding Labour Laws SBL 2 100 850 22-23 2-3 3-4 EAR Employment Act 1955 & Regulations (Inclbooks)* SBL 2 100 980 15-16 4-5 15-16MAK Memahami Akta Kerja 1955 (Inclbooks)* SBL 2 100 980 5-6 1-2 6-7IRA Industrial Relations Act 1967 (Inclbooks)* SBL 2 100 980 26-27 2-3 29-30CB Collective Bargaining (Inclbooks)* SBL 2 100 980 8-9 8-9 1-2 DP Disciplinary Procedures SBL 2 100 850 12-13 6-7 18-19TMMD Tatacara Menangani Masalah Disiplin SBL 2 100 850 13-14 16-17 12-13 HMA Handling Misconduct of Absenteeism (Inclbooks)* SBL 2 100 980 5-6 18-19 27-28TE Termination of Employment SBL 2 100 850 7-8 21-22 24-25 ELFN Employment Laws For non-HR Managers SBL 2 100 850 19-20 9-10 21-22 CME Criminal Misconduct in Employment (Inclbooks)* SBL 1 100 800 8 14 10

WCE Writing A Contract of Employment - Essential Features And Avoiding Pitfalls (Inclbooks)* SBL 1 100 800 12 31 6 ER Employment Relationship (Inclbooks)* SBL 2 100 980 11-12 20-21 4-5PIP Performance Improvement Plan SBL 2 100 850 23-24 20-21DI Domestic Inquiry (NEW) SBL 1 100 600 1 19 12

TRAINING & HR DEVELOPMENT JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

TI Training Impact – What Next? SBL 2 100 850 22-23 2-3 HINT Help! I’m A New Trainer! SBL 1 100 600 27 Peak Performance Through Effective Training PP Needs Analysis SBL 2 100 850 19-20 1-2 4-5

MOJT Developing Skills Trainers at the Workplace - OJT Perspective SBL 2 100 850 9-10 15-16 COJT Certified On The Job Trainer (UNIMAS) SBL 3 100 1600 7-9 27-29 TTT 1 Training Techniques for Trainers SBL 2 100 850 7-8 8-9 3-4 NTU New Trainer Upskilling SBL 1 100 600 6 1

PERFORMANCE MANAGEMENT & COMPENSATION BENEFITS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECEPA Effective Performance Appraisals SBL 2 100 850 7-8 6-7 6-7PCC Power of Coaching & Counselling for Performance SBL 2 100 850 7-8 10-11

HEG Handling Employees Grievances & Discipline Through Coaching and Counselling SBL 2 100 850 14-15 20-21 7-8

CPCC Certificate In Performance Coaching & Counselling SBL 3 100 1600 (UNIMAS) 25-27 27-29 MANAGEMENT & SUPERVISORY SKILLS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECAMT Advanced Management Training SBL 2 100 850 19-20 4-5 6-7BMT Basic Management Training SBL 2 100 850 9-10 12-13TPM The Professional Manager SBL 2 100 850 26-27 13-14 15-16 ESS Supervisory Skills For The New Workforce SBL 2 100 850 25-26 6-7 PE Penyelia Efektif SBL 2 100 850 26-27 4-5 12-13DSM Developing Supervisors Into Managers SBL 2 100 900 12-13 10-11 9-10

CUSTOMER SERVICE JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECFSCS Customer Service Superstar SBL 2 100 850 15-16 10-11 13-14FAYS Frontliners - At Your Service!! SBL 1 100 600 21 9 6WDC Winning Difficult Customers SBL 1 100 600 30 18 11

HUMAN RESOURCE MANAGEMENT & DEVELOPMENT

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FEE

[ Dates stated are subject to confirmation or as published via future email notices.]



SCHEME DAYS FEEMEMBERLESS


COMMUNICATION & INTERPERSONAL SKILLS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC MYBE Mind Your Business English SBL 2 100 850 2-3 15-16 BWMS Business Writing – Made Simple! SBL 2 100 850 9-10 19-20 12-13 CEQ Communication & Emotional Intelligence SBL 1 100 600 15 18 OPPS Overcoming Public Speaking Stress SBL 2 100 850 14-15 25-26 18-19 TEBT Techniques and Etiquette of the Business Telephone SBL 1 100 600 3 7

PCIS Impact of Positive Interpersonal & Communication Skills at the Workplace SBL 2 100 850 12-13 23-24 3-4

EETQ Email Etiquette (NEW) SBL 1 100 600 22 8 PRW Precise Report Writing SBL 1 100 600 21 5 PYPS Projecting Your Presentation Sills SBL 1 100 600 24 26 7

MOTIVATION & ATTITUDE JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC HTBE You Can Do It! How To Be Effective at Work SBL 1 100 600 21 12 29 PWA Positive Attitude At Your Workplace SBL 2 100 850 12-13 24-25 EE Effective Executive SBL 1 100 600 21 25 SKP Sikap Kerja Positif SBL 2 100 850 28-29 26-27

ORGANISATIONAL CHANGE MANAGEMENT & CSR JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC OC Organisational Change – What Can I Do? SBL 1 100 600 23 7 GCM Guide To Change Management SBL 2 100 850 21-22 26-27 CCSR Certified CSR and Sustainability Management Professional (Swinburne University) SBL 2 100 1300 18-19 8-9

ADMINISTRATION & HR SKILLS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

ECSOS Excellent Clerical Skills for organization success SBL 2 100 850 23-24 13-14 KKOB Keberkesanan Kerani, Organisasi Berjaya SBL 2 100 850 10-11 20-21 HRFB HR For Beginners SBL 2 100 850 13-14 4-5 14-15 KE Kecerdasan Emosi SBL 1 100 600 15 10 28 JAE Certified Job Analysis Specialist (UNIMAS) SBL 2 100 1300 21-22 23-24 27-28

RECRUITMENT, SUCCESSION & COMPETENCY SERIES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

BBIS Behavioural Based Interviewing Skills SBL 2 100 850 22-23 25-26 21-22BIAS Behavioural Interview Assessment Using The Star Methodology SBL 1 100 600 12 17 20

CMP Introduction To Competency Mapping SBL 1 100 600 24 28 CBHR Competency Based Human Resource Management SBL 2 100 850 5-6 14-15 24-25CTNA Competency Based Training Needs Analysis SBL 2 100 850 11-12 8-9CBSP Competency Based Succession Planning (NEW) SBL 1 100 600 22 12 30

LEADERSHIP & TEAM MANAGEMENT JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC MYTD Manage Your Team Dynamics! SBL 1 100 600 11 2 8 GUTL Gear Up To Leadership In Management SBL 2 100 850 27-28 4-5 12-13LS Leadership Styles:Creating Impact On Business Performance SBL 2 100 850 26-27 8-9 CPLM Certified Professional Leadership in SBL 2 100 1300

Management (UNIMAS) 27-28 14-15 5C Certified Complexity Management by Embracing SBL 2 100 850 2-3 26-27 Simplicity & Essentialism LG Leadership & Governance in Management (NEW) SBL 2 100 850 24-25 26-27 EQFL Emotional Intelligence For Leaders SBL 1 100 600 17 4 LSFS Leadership Skills For Supervisors SBL 2 100 850 14-15 15-16

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Public Seminars will be scheduled and emailed throughout 2018.

In-house courses available on request.

BUSINESS MANAGEMENT AC/01 Problem Solving Techniques AC/02 Finance For Non-Finance Managers AC/03 Effective 5S for Good House-keeping, Safety & Workplace Improvements AC/04 Basics Of Effective 5S AC/05 Kaizen And Practical ImplementationAC/06 The 7 QC ToolsAC/07 Six Sigma-Improvement ProgramAC/08 Manufacturing Strategies: Cost Reduction Without People ReductionAC/09 Crisis Prevention AnalysisAC/10 Failure Mode and Effect AnalysisAC/11 Toyota Production SystemAC/12 Kanban Management SystemAC/13 Lean Organization (on Manufacturing) for Optimum EfficiencyAC/14 Work Measurement TechniquesAC/15 Poka Yoke (Mistake Proofing) AC/16 Supply Chain ManagementAC/17 Essential Steps Towards Production Planning, Scheduling And ControlAC/18 Project Management Tools and TechniquesAC/19 Productivity Improvement TechniquesAC/20 Strategic Procurement & Inventory ManagementAC/21 The New TPM: Total Productive ManufacturingAC/22 Value Stream Mapping


INFORMATION & COMMUNICATION TECHNOLOGY MICROSOFT OFFICE 2007 COURSES Day FEE (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECICT 01 Microsoft Word 2007 (Fundamental & Intermediate) 2 424.00 - - 1-2 - - 28-29 - - 20-21 - - -ICT 02 Discover The Techniques to A Professional Word 2007 Report 1 371.00 * * * * * * * * * * * *ICT 03 Microsoft Word 2007 Mail Merge in Depth Application 1 477.00 * * * * * * * * * * * *ICT 04 Microsoft PowerPoint 2007 (Fundamental & Intermediate) 1 212.00 - 5 - - 7 - - 1 - - 7 -ICT 05 Microsoft PowerPoint 2007 (Advanced) 1 233.20 - 26 - - 14 - - 13 - - 21 -ICT 06 Microsoft Access 2007 (Fundamental & Intermediate) 2 424.00 - - - 19-20 - - 24-25 - - 11-12 - -ICT 07 Microsoft Access 2007 (Advanced) 2 530.00 - - - - 10-11 - - 2-3 - - 13-14 -ICT 08 Microsoft Project 2007 (Fundamental & Intermediate) 2 901.00 * * * * * * * * * * * *ICT 09 Microsoft Outlook 2007 (Fundamental & Intermediate) 2 424.00 * * * * * * * * * * * *ICT 10 Microsoft Web Expression 2 689.00 * * * * * * * * * * * *MICROSOFT OFFICE 2010 COURSES ICT 11 Microsoft Word 2010 (Fundamental & Intermediate) 2 424.00 - 6-7 - - 15-16 - - 14-15 - - 7-8 -ICT 12 Discover The Techniques to A Professional Word 2010 Report 1 371.00 - 8 - - 29 - - 27 - - 26 -ICT 13 Microsoft Word 2010 Mail Merge in Depth Application 1 477.00 - 12 - - 21 - - 20 - - 9 -ICT 14 Microsoft PowerPoint 2010 (Fundamental & Intermediate) 1 212.00 8 - - 9 - - 2 - - 29 - -ICT 15 Microsoft PowerPoint 2010 (Advanced) 1 233.20 22 - - 30 - - 23 - - 30 - -ICT 16 Microsoft Access 2010 (Fundamental & Intermediate) 2 424.00 - - 6-7 - - - 3-4 - - - 1-2 -ICT 17 Microsoft Access 2010 (Advanced) 2 530.00 - - 13-14 - - - 17-18 - - - 27-28 -ICT 18 Microsoft Project 2010 (Fundamental & Intermediate) 2 901.00 18-19 - - 10-11 - - 5-6 - - 23-24 - -ICT 19 Microsoft Visio 2010 1 530.00 - 5 - - 3 - - 13 - - 21 -ICT 20 Microsoft Publisher 2010 1 477.00 - - 5 - - 4 - - 3 - - 10ICT 21 Microsoft Outlook 2010 (Fundamental & Intermediate) 2 424.00 * * * * * * * * * - * *

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OCCUPATIONAL SAFETY & HEALTH (OSH) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

OSH 01 Accident Investigation SBL 2 100 850 5-6 27-28OSH 02 Formation of an Effective Safety & Health Committee SBL 2 100 850 24-25 16-17 14-15OSH 03 OSH Act 1994 SBL 1 100 600 8 7 19OSH 04 OSH at the Workplace SBL 2 100 850 1-2 25-26 3-4OSH 05 OSH Management System for Executives (OSHMS) SBL 2 100 850 28-29 26-27OSH 06 OSH Performance – for Small-Medium Enterprises SBL 1 100 600 26 16 12

OSH 07 Understanding & Implementing OSH Act 1994

and Its Regulations SBL 2 100 850 8-9 20-21

Understanding and ImplementingOSH 08 Notification of Accident, Dangerous Occurrence, Occupational Poisoning and Occupational Disease SBL 1 100 600 15 29 Regulations 2004 (NADOPOD) OSH 09 Behavioural Based Safety (BBS) SBL 1 100 600 27 11 17 OSH 10 Job Safety Analysis (JSA) SBL 1 100 600 31 11 5 OSH 11 Occupational Safety and Health in the Office SBL 1 100 600 22 25 31 OSH 12 Fire and Emergency Response Plan SBL 1 100 600 21 13

OSH 13 Hazard Identification, Risk Assessment And Risk Control (HIRARC)

SBL 2 100 850 4-5

OSH 14 Chemical Safety: Managing Chemical Hazard At The Workplace SBL 2 100 850 16-17 26-27





MICROSOFT OFFICE 2013 COURSES Day FEE (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECICT 22 Microsoft Word 2013 (Fundamental & Intermediate) 2 424.00 11-12 - - 3-4 - - 10-11 - - 2-3 - -ICT 23 Discover The Techniques to A Professional Word 2013 Report 1 371.00 25 - - 18 - - 30 - - 25 - -ICT 24 Microsoft Word 2013 Mail Merge in Depth Application 1 477.00 30 - - 17 - - 16 - - 15 - -ICT 25 Microsoft PowerPoint 2013 (Fundamental & Intermediate) 1 212.00 - - 1 - - 5 - - 6 - - 10ICT 26 Microsoft PowerPoint 2013 (Advanced) 1 233.20 - - 2 - - 6 - - 7 - - 17ICT 27 Microsoft Access 2013 (Fundamental & Intermediate) 2 424.00 - 6-7 - - - 7-8 - - - 4-5 - -ICT 28 Microsoft Access 2013 (Advanced) 2 530.00 - 26-27 - - - 26-27 - - - 30-31 - -ICT 29 Microsoft Project 2013 (Fundamental & Intermediate) 2 901.00 - - - - - - - - - - - -ICT 30 Microsoft Visio 2013 1 530.00 29 - - 2 - - 9 - - 29 - -ICT 31 Microsoft Publisher 2013 1 477.00 - 5 - - 7 - - 1 - - 12 -ICT 32 Microsoft Outlook 2013 (Fundamental & Intermediate) 2 424.00 * * * * * * * * * * * *MICROSOFT OFFICE 2016 COURSES ICT 33 Microsoft Word 2016 (Fundamental & Intermediate) 2 424.00 - - 8-9 - - 5-6 - - 6-7 - - 4-5ICT 34 Discover The Techniques to A Professional Word 2016 Report 1 371.00 - - 20 - - 7 - - 24 - - 13ICT 35 Microsoft Word 2016 Mail Merge in Depth Application 1 477.00 - - 21 - - 4 - - 12 - - 14ICT 36 Microsoft PowerPoint 2016 (Fundamental & Intermediate) 1 212.00 - 8 - - 3 - - 6 - - 1 -ICT 37 Microsoft PowerPoint 2016 (Advanced) 1 233.20 - 9 - - 4 - - 20 - - 2 -ICT 38 Microsoft Access 2016 (Fundamental & Intermediate) 2 424.00 - - - 5-6 - - - 7-8 - - - 6-7ICT 39 Microsoft Access 2016 (Advanced) 2 530.00 - - - 12-13 - - - 27-28 - - - 18-19ICT 40 Microsoft Project 2016 (Fundamental & Intermediate) 2 901.00 - - 22-23 - - 5-6 - - 25-26 - - 12-13CORE MICROSOFT EXCELCOURSES MICROSOFT EXCEL 2007 COURSES ICT 41 Microsoft Excel 2007 Fundamental & Intermediate - Essential Skills 2 424.00 23-24 - 8-9 - - 7-8 - - 20-21 - - 13-14ICT 42 Microsoft Excel 2007 Advanced-Manipulating Data Effectively 2 477.00 30-31 - 15-16 - - 28-29 - - 25-26 - - 18-19MICROSOFT EXCEL 2010 COURSESICT 43 Microsoft Excel 2010 Fundamental & Intermediate-Essential Skills 2 424.00 9-10 6-7 - 3-4 22-23 5-6 5-6 2-3 18-19 30-31 13-14 -ICT 44 Microsoft Excel 2010 Advanced-Manipulating Data Effectively 2 477.00 16-17 12-13 - 26-27 8-9 26-27 24-25 16-17 20-21 9-10 29-30 -MICROSOFT EXCEL 2013 COURSESICT 45 Microsoft Excel 2013 Fundamental & Intermediate- Essential Skills 2 424.00 - 12-13 15-16 12-13 8-9 - 12-13 14-15 4-5 4-5 8-9 4-5ICT 46 Microsoft Excel 2013 Advanced-Manipulating Data Effectively 2 477.00 - 26-27 20-21 19-20 29-30 - 3-4 9-10 27-28 30-31 22-23 12-13MICROSOFT EXCEL 2016 COURSESICT 47 Microsoft Excel 2016 (Fundamental & Intermediate) -Essential Skills 2 424.00 18-19 - 6-7 24-25 17-18 26-27 19-20 29-30 25-26 16-17 1-2 -ICT 48 Microsoft Excel 2016 Advanced -Manipulating Data Effectively 2 477.00 23-24 - 27-28 5-6 24-25 7-8 10-11 2-3 13-14 23-24 15-16 -HIGH END MICROSOFT EXCEL COURSES Day FEE (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECICT 49 Tasks Automation with Microsoft Excel Macro / VBA (Advanced) 2 1049.40 25-26 8-9 20-21 24-25 17-18 28-29 19-20 14-15 18-19 16-17 27-28 6-7ICT 50 Data Management with Pivot Table using Microsoft Excel 1 530.00 15 5 12 2 7 25 9 6 17 8 26 10ICT 51 Data Visualisation with Microsoft Excel Interactive Charts 1 477.00 29 - 1 16 14 4 16 13 3 18 12 3ICT 52 Data Analysis with Integrity Control using Microsoft Excel 2 636.00 * * * * * * * * * * * *ICT 53 Unleash the Power of Microsoft Excel Lookup Functions 1 636.00 8 - 15 9 28 25 30 1 24 1 15 3ICT 54 Interactive Visual Reporting and Analytifs with Microsoft Excel Dashboard 2 1378.00 30-31 12-13 22-23 3-4 22-23 28-29 26-27 9-10 20-21 11-12 13-14 4-5ICT 55 Mastering Microsoft Excel Array Formulas 1 636.00 - 13 26 2 21 11 16 20 17 22 16 17ICT 56 Human Resource Application Using Microsoft Excel 2010/2013 2 954.00 * * * * * * * * * * * *ICT 57 Effective Charts Presentation Techniques using Microsoft Excel 2010/2013 Charts & Microsoft PowerPoint 2010/2013 2 954.00 * * * * * * * * * * * *ICT 58 Analysing Sales and Marketing Data using Microsoft Excel 2010/2013 2 954.00 * * * * * * * * * * * *ICT 59 Microsoft Excel 2013 Gantt Chart for Project Management 1 636.00 - - 12 - - 8 - 13 - - 10ICT 60 Microsoft Excel 2013 Survey Automation and Consolidation 1 636.00 - - 29 - 7 - 9 - 4 - 1 -ICT 61 PowerQuery :Transforming work processes in Microsoft Excel in Microsoft Excel 2010/2013 1 954.00 22 - 5 - 28 - 23 - 3 - 7 -ICT 62 Advanced Microsoft Power Query 2010/2013 Functions in Data Transformation 1 954.00 - - - 30 - 25 - - 13 - - 14ICT 63 PowerPivot : Powerful Data Analysis and Data Modeling in Microsoft Excel 2010/2013/2016 2 1908.00 9-10 6-7 27-28 26-27 15-16 - 5-6 16-17 18-19 2-3 27-28 6-7ICT 64 Microsoft PowerPivot 2010/2013/2016 DAX Functions 1 954.00 - - - 16 - 7 - 6 - - 21 -MICROSOFT OFFICE 2016 COURSES (Course is conducted using Microsoft Excel 2016)

ICT 65 PowerQuery :Transforming work processes in Microsoft Excel in Microsoft Excel 2016 1 954.00 - 5 - 23 - 4 - 21 - 22 - 3MICROSOFT POWER BI DESKTOP COURSESICT 66 Power BI Desktop Essential Skills 1 954.00 - - - - - - 17 - 5 - 2 -

10




Public Training Calendar 2018 • MEF Academy Regional

For more information, please contact: MEF ACADEMY SDN BHD3A06-3A07, BLOCK A, PUSAT DAGANGAN PHILEO DAMANSARA IINO. 15, JALAN 16/11, OFF JALAN DAMANSARA46350 PETALING JAYA, SELANGOR D.E.Homepage: http://www.mef.org.myAttn: Pn Zana ([email protected]) / Pn Aspa ([email protected]) Pn Nazlina ([email protected]) / Ms Kenix Kong ([email protected])

All dates and fees quoted are subject to change without prior notice

Legend: Southern region - Johor Bahru Northern region - Pulau Pinang East Coast region - Kuantan Perak region - Ipoh


INDUSTRIAL RELATIONS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECMAK Memahami Akta Kerja 1955 SBL 2 100 900 22-23 24-25 26-27 4-5 EAM Leave and Absenteeism - Effective Control SBL 2 100 900 22-23 23-24 14-15 16-17 26-27 DP Disciplinary Procedures SBL 2 100 900 26-27 24-25 26-27 18-19 14-15EAR Employment Act 1955 & Regulations SBL 2 100 900 30-31 19-20 28-29 20-21 28-29 24-25 21-22 IRA Industrial Relations Act 1967 SBL 2 100 900 20-21 20-21 16-17 18-19 14-15TE Termination of Employment SBL 2 100 900 5-6 24-25 25-26 25-26 ELFN Employment Laws For non-HR Managers SBL 2 100 900 26-27 20-21 28-29 25-26 22-23 DI Domestic Inquiry SBL 1 100 650 16 7 28 21

HUMAN RESOURCE MANAGEMENT & DEVELOPMENTTRAINING & HR DEVELOPMENT MOJT Developing Skills Trainers at the Workplace - OJT Perspective SBL 2 100 900 6-7 7-8 25-26

TNA Peak Performance Through Effective Training Needs Analysis SBL 2 100 900 1-2 4-5 20-21 3-4

TTT1 Training Techniques for Trainers SBL 2 100 900 5-6 6-7

MANAGEMENT & SUPERVISORY SKILLS SSNW Supervisory Skills For The New Workforce SBL 2 100 900 12-13 7-8 6-7PE Penyelia Efektif SBL 2 100 900 12-13 26-27 BMT Basic Management Training (Revised) SBL 2 100 900 7-8 21-22 7-8

CUSTOMER SERVICE FSCS “Five Star” Customer Service SBL 2 100 900 12-13 25-26 20-21

COMMUNICATION & INTERPERSONAL SKILLS

PCIS Impact of Positive Interpersonal & Communication Skills at the Workplace SBL 2 100 900 28-29 14-15 10-11

ADMINISTRATION & HR SKILLS HRB HR for Beginners SBL 3 100 1300 5-6 9-11 15-17 ECSOS Excellent Clerical Skills For Organisation Success SBL 2 100 900 27-28 7-8

RECRUITMENT, SUCCESSION & COMPETENCY SERIES BBIS Behavioural Based Interviewing Skills (Revised) SBL 2 100 900 19-20 7-8 25-26 BIAS Behavioural Interviewing Assessment Using The Star Methodology (STAR) SBL 1 100 650 5 10 17

CBHR Competency Based Human Resource Management SBL 2 100 900 10-11 17-18

LEADERSHIP & TEAM MANAGEMENT LSFS Leadership Skills For Supervisors (NEW) SBL 2 100 900 11-12 20-21 1-2DSM Developing Supervisors into Managers Workshop SBL 2 100 900 26-27 18-19

BLS Business Leadership Strategies 21st Century SBL 3 100 1300 28-30 6-8 Management Team

OCCUPATIONAL SAFETY & HEALTH (OSH) OSH 06 OSH Performance – for Small-Medium Enterprises SBL 1 100 650 8 4 2 14OSH 11 Occupational Safety and Health in the Office SBL 1 100 650 19 7 25 8 OSH 12 Fire and Emergency Response Plan SBL 1 100 650 12 18 30 1

OSH 14 Chemical Safety: Managing Chemical Hazard At The Workplace SBL 2 100 900 15-16 26-27 10-11 29-30

11



Academic & Certification Courses

12

OPEN UNIVERSITY MALAYSIA (OUM)

Executive Degree in Human Resource Management & Industrial Relations

INTERNATIONAL LABOUR ORGANISATIONExecutive Diploma in Industrial RelationsExecutive Diploma in Human Resource Management & Development

UNIVERSITY MALAYSIA SARAWAK (UNIMAS)

Certificate in Industrial Relations ManagementCertificate in Human Resource ManagementCertified Job Analysis Specialist Certified Professional Leadership in ManagementCertified On-The-Job Trainer (OJT) Certificate in Performance Coaching and Counselling Certificate in Occupational Safety & Health Management

SWINBURNE UNIVERSITY – Sarawak Campus

Certified Training Needs AssessorCertified Professional TrainerCertificate in Competency Based Human Resource ManagementCertified CSR and Sustainability Management ProfessionalCertified Complexity Management by Embracing Simplicity and Essentialism

UNIVERSITY OF NORTHAMPTON, United Kingdom

Masters in Arts – Human Resource Management (MA-HRM) (approved under HRDF INBASE Scheme)

– Commencement in March 2018

PROPOSED NEW ACADEMIC & CERTIFICATION COURSES

In development and to be offered in 2018 –

Masters in Business Administration (MBA)Masters in Innovative LeadershipMasterclass Executive Certification in Strategic Management

– Commencement dates to be announced via future email notices

[ Certified courses are awarded credit points and exemptions for MEFA Masters Degree ]


• ACADEMIC&CERTIFICATIONCOURSES

13

2018 TRAINING DIRECTORY 14

The MEF Academy – Open University Malaysia Executive Degree in Human Resource Management & Industrial Relations (HRM&IR) blends the theory and practical knowledge of Malaysian Industrial Relations and Labour laws by weaving the principles and practices of Human Resource Management. This qualification provides the recognition and certification that will be critical to HR Professionals in the context of a globalised Human Resource Management framework.

This Executive Degree in HRM&IR course is launched by MEF Academy in collaboration with Open University Malaysia (Institute of Professional Development) after years of research and study. The modules will be conducted by Human Resource Specialists, Industrial Relations practitioners from MEF, Lawyers, Academicians from Open University Malaysia and Representatives from the International Labour Organization (ILO).

The MEF Academy – Open University Malaysia Executive Degree is designed as a comprehensive course, with strong foundations in the field of human resource management strategies and practices as well as an in-depth coverage of Malaysian industrial relations and labour laws, with a globalized perspective from the International Labour Organization (ILO).

The Program Is Designed To:• Formalize competency standards required for effective human resource management & industrial relations professionals within an organization.• Provide a recognized qualification for Human Resource & Industrial Relations personnel by the private sector• Provide a strong foundation on the practices of Human Resources Management by focusing on key HR areas and equip participants with skills in strategic HR planning, manpower management, compensation structures, performance management and organizational behaviour• Provide a comprehensive and in-depth understanding of the practices on Industrial Relations & Labour Laws, to enable practitioners to provide practical advisory services and compliance with industrial relations and labour laws, including firsthand experience in union related scenarios and proceedings in industrial and labour courts.Qualifications & Entry Requirements:• For participants seeking to upgrade/exemptions, transcript with minimum 50% passing mark for each module of the Executive Diploma in Human Resource Management & Development or Executive Diploma in Industrial Relations • Minimum SPM / SPVM or MCE with 2 years relevant working experience• Minimum STPM 2 principles with 1 year relevant working experience

Who Should Obtain This Degree?• Individuals who wish to seek professional qualification in human resource management and industrial relations• Individuals with or without experience, having an interest to pursue a career in human resource management and industrial relations• Individuals who have completed the MEF Academy Executive Diploma in Human Resource Management & Development, seeking to upgrade to Executive Degree• Individuals who have completed the MEF Academy Executive Diploma in Industrial Relations or the MEF Diploma in Industrial Relations, seeking to upgrade to Executive Degree Certification & Flexible Pathway MEFA -OUM Executive Degree in Human Resource Management & Industrial Relations will be awarded by the MEF Academy and Open University Malaysia (Institute of Professional Development), in collaboration with the International Labour Organisation (ILO) upon completion of all program requirements.This Executive Degree provides flexible pathway for participants to commence under MEF Academy’s structured Executive Diploma in Human Resource Management & Development and Executive Diploma Industrial Relations, in combination with enhancement from Open University Malaysia, towards achieving the MEFA -OUM Executive Degree in Human Resource Management & Industrial Relations.

Course Objectives and Assessment:The course is highly participative, with contact hours and experiential learning. A range of learning methods and case studies will be used which are designed to combine theories and practices. Assessments will be continuous for the duration of the program through a combination of: - Learning activities structured into the content - Specific organization-based research assignments - Formal examinations - Comprehensive project papers - Practical mock sessions & court visitsAll modules, learning activities, research assignments, examinations and project papers are designed to ground input material whilst drawing relevance to participant’s organization and work functions. This ensures maximum transfer of learning to the workplace.

Executive Degree inHuman Resource Management & Industrial Relations

Assignment & Project PaperParticipants are required to research and developassignments / project papers to display levelof understanding on specific modules

ExaminationParticipants are required to prepare & sit for modulebased examination on specified modules to displaylevel of understanding on each module

Venue• MEF / MEF Academy Training Centre, Pusat Dagangan Phileo Damansara II• Open University Malaysia (Institute of Professional Development), Kuala Lumpur

Commencement Period: August Yearly Intake

Duration: Over period of 24 months. Based on timetable, lectures may be conducted on Saturdays (4hrs) / Sundays (4hrs) or Sundays only (8hrs).

Certification

Course Fees MEF Member Non-Member Open University M’sia Registration Fee RM 700 RM 15,800

Full Course Fees RM 5,800 RM 16,300

Total RM 16,500 RM 17,000

EXEMPTIONS for MEF Academy Certificate in Human Resource Management / Certificate in Industrial Relations – NIL

Open University M’sia Registration Fee RM 700 RM 15,000

Full Course Fees – Special Rate RM 15,000 RM 15,500

Total RM 15,700 RM 16,200

EXEMPTIONS for MEF Academy Certificate Diploma in Human Resource Management & Development - ALL HRM & D modules in syllabus



Total RM 10,200 RM 10,700

EXEMPTIONS for MEF Academy Executive Diploma Industrial Relations - ALL IR modules in syllabus



Total RM 9,700 RM 10,200

ASSESSED COMPETENCIES

40% of competency assessment


Executive Degree in Human Resource Management & Industrial Relations will be awarded by the MEF Academy and Open University Malaysia Institute of Professional Development in cooperation with the International Labour Organisation (ILO) upon successful completion of all course requirements.

COURSE FEES & EXEMPTIONS



Management concepts & functions• Managerial Functions• Business Environment• Planning Process• Operating Guidelines• Power and Authority• Controlling Process

Development of people management theories• Management History - Scientific Management - Administrative Management - Emerging Management Positions• Human Relations Theory and People Management - The theory of human relations Management and modernism

Strategic HR Trends & Development • Recent HR Trends & Development• Global Financial Turmoil & Impact on HRM• Current HR issues & changing trends• Outsourcing HRM• Talent Management & Succession Planning• Overview - Strategic Management, Plans & Process• PEST Analysis• HR Systems & Architecture• Translating Strategies into Policies & Practices• Roles & Responsibilities of an HR Professional• Linking Corporate Strategies with HRM• Overview: HR Legislations & Compliance• ILO Conventions• Code of conduct & Industrial Harmony Case Studies and Exercises

Introduction & HRM Essentials• Trends Impact on HRM Strategies• Expected new roles & Responsibilities of a HR Manager• Global & Local HR Trends & Development• Managing Downsizing and work culture• HRM contributions to Business Strategies• Organization Structure – HRM• Line & Staff Functions• Manpower Planning• Benefits of Job Analysis 1. The job description 2. Reporting Line relationship 3. Writing Job Specifications 4. Job Enhancement 5. Job Enlargement 6. Job Rotation 7. HR Cost management 8. HR Staff Ratios • Case Studies and Exercises

1. Management Process & Introduction To Human Resource Management

Overview of Human Resource Functions• The recruitment & Selection Process• Forecasting the Candidates Supply: - Internal - External• Measuring Recruitment Effectiveness• Sources for Recruitment• Interview Techniques• Types of Interviews & Processes• Training & Development of Employees• HRDF Act 1992• Analysing Training Needs• Training models• Evaluation of Training• The inevitable HR Change management• Overcoming Resistance to Change• Managing Careers• Career crisis• Career anchor• Mentoring – Choosing the Mentor• Staff Retention & Loyalty programmes• Managing Promotions• Managing Transfers• Retirement Planning• Case Studies and Exercises

• Organisation & HR Planning - Manpower planning & job evaluation - Resourcing strategy, demand & supply forecasting - Breakdown of job contents of task, activities, tools & equipment and person specification• Recruitment & Staffing Process - Recruitment steps - Induction requirements - Probation issues - Selection - Definition of Selection - Preparation Issues - Selection Method• Decision Making - Standard Score Setting - Recruitment Standards - Final Selection - Selection of Decision Makers - Induction requirements - Probation issues ` • Employment Contract - Appointment letters - Handbook terms - Sample HR letters

2. Employee Resource Planning & Policies

8 hrs

8 hrs

24 hrs

24 hrs

8 hrs 8 hrs 8 hrs

3. Designing Benefits, Compensation Plans & Policies

Employee Reward Dynamics• Policies Employee Reward• Determining Pay Structures• Indirect Compensation• Compensation Policies & Issues• Wage Definitions & EA 1955• Forms of Equity & Inequity• Jobs Evaluation Methods• Managerial & Professional scales• Motivation & Performance• Incentives and Bonuses• Hierarchy of Needs• Incentive Plans• Productivity Linked Wage System• Why Incentives Plans Fail?• Benefits & Perks – non cash• Flexible work arrangements• Managing global HR Resources• Challenges of International Businesses• Global Staffing Issues - Expatriates• Successful overseas Assignments• Safety & Cultural Diversity management• Cases Studies & Exercises

Introduction on Reward Systems• Definition of compensation, wages, salary, benefits• Current trends - concept of Total Rewards

Wage Theories• Compensation management• Job Evaluation and wage setting• Wage rate determinants

Development of Salary Structures• Market / industry position• How to develop salary grades

Employee Benefits/Fringe Benefits• Benefits planning / strategy• Types of benefits - medical / insurance• Contractual / performance bonus

Payroll Administration• Finance requirements• Legal requirements• Socso / EPF• Employee taxation - Benefits – qualification requirements


15


Concepts of Balance Scorecard• Link between Business & Performance• Cascading BS / strategy map to employees• Performance measuresPerformance Management System• Performance Management PolicyPerformance Appraisals• Techniques - key performance indicators / key result Areas / management by objectives• Performance rating – data analysis• Issues on ratings eg. forced distribution• Performance based rewards – calculations & implementation eg. bonus pool, increment

Performance Management• Legal Obligation• Guidelines from Courts• Performance Interview• Performance Evaluation ProcessPerformance appraisals formsSample Performance Evaluation Forms• Behavioural Methods - Competency Menu - Behaviour Anchored Scale• Result Methods - Key Performance Indicators - Management by Objectives - Key Results AreaPractical issues in companies• Case Study• Performance Appraisal / Process• Checklist for Effective Performance AppraisalPerformance Development• Poor performance issues• Case Law• Performance Improvement PlanSuccession Planning• Career Management• Process of Career / Succession Planning• Succession Planning Process• HR as Business Partner in career management & succession planningTalent Management• War on Talent• Development of Talent management• Talent Management strategies• Case study Training needs analysis• Conducting Needs Analysis• Developing TNAOn-the-job training• Structured OJT• 6 Steps in OJT i) Decide whether to use structured OJT ii) Analyze the tasks to be learned iii) Select, train and manage the trainers iv) Prepare training modules v) Deliver the structured OJT vi) Evaluate and troubleshoot the structured OJT• OJT Methodology• Implementation at the workplace• Evaluation of OJT• Performance coachingTraining Management• Role of Trainer• Managing Training• Training Issues

4. Performance Management & Employee Development

16 hrs

16 hrs

16 hrs 8 hrs 16 hrs

24 hrs

16 hrs

6. Employee Health & Safety Laws of Malaysia

7. International Aspects of Human Resource Management

5. Organizational Behaviour & Development

Organisational Behaviour• Definition of Organisational Behaviour (OB) & Organisational Development (OD)• Catalyst for Organisational Behaviour• Organisational Behaviour ModelTheory on human behaviour• Attitude, Personality & Values• Kurt Lewin Values theory• McGregor X & Y theory• Herberg’s Philosopy• Maslows Theory of NeedsMotivation Models• Job Satisfaction• Organisational Commitment• Employee EngagementOrganisational Change• Types of Change• Resistance to Change• Psychology of Change• Change Management Guide Case Study

Impact of Organizational Structure• What is an Organization Structure?• Types of Organizational Structures• Understanding how organizational structures work• Factors Affecting Organizational Structure• Organizational Life Cycle StagesDevelopment of Organizational Culture• Understanding Organizational Culture• Schein’s Three Levels of Culture• Organisation Values and Beliefs• How Organization Cultures Formed• Typologies of Culture• Cultural Change Strategies• Creating an Ethical Organizational CultureGroup & Team Dynamics• Introduction: Teams vs Groups• The Discipline of Teams• Mechanics of Team Formation• Effective Team Personality• How To Balance Conformity and Deviance• Managing Team For High PerformanceOrganisational Leadership• Introduction to Organizational Leadership• Evolution of Leadership theory• Organizational Leadership concept : POWER• Leadership Behavioural Approaches• Types of Organisational Leadership• The Behaviour of Organizational Leadership• Issues Involved in Organizational Leadership• From Leadership to Leadingship at work

Introduction to M’sian legislation• OSH Act, 1994• Factories and Machinery Act, 1967• Safety and Health Committee Regulation 1996Occupational Health• Overview of Occupational Health• Occupational Diseases & Health Related ProblemOccupational Safety• Housekeeping and Physical Arrangement• Physical HazardsOSH Coverage includes:• Safety and Health towards Danger• Accidents in Workplace• Issues Related to Safety and Health• Safety Programmes• Health Programmes

Understanding international aspects of human resource management• Social clauses & WTO• Global compact• Free Trade Agreements• Social Security Net

International Labour Organisation (ILO)• Functions of ILO• International Labour Standards (ILS) & industrial relations• ILO Conventions

Social Responsibilities in Business & Employment Practices• Principles & Concept• CSR & HR Management• Fair Employment Practices

Sustainability Compliance & ComplicityIssues on ILO Conventions• Relevance of ILS to M’sian industrial relations• ILS Obligations Common misconceptions



1. Common Law position of employer- employee relations2. Employment Law - Rights, Liabilities and Remedies3. Employment Act 1955 - Definition of employee under EA 1955 - Applicability of the EA 1955 - Wages - Deductions - Prohibitions - Allowances - Hours of work, rest day etc.4. Registers, Returns and Notice Boards5. Discussion of Cases on Employment Law6. Other Employment Legislations & Regulations - Regulations under Employment Act - Termination and lay-off - Overtime - Children & Young Person’s Act - Workers Housing Act - Wages Council Act - Workmen Compensations Act (foreign workers) - Provisions of the EPF / SOCSO laws - Provisions of the HRDF Act7. Role of Labour Department and Labour Court

1. Overview of the Industrial Relations Act 19672. Protection of Rights of Workmen and Employers - Rights of workmen and employers protection - Rights and Prohibitions on employers / trade unions - Reference of complaint to Industrial Court3. Managerial Prerogatives4. Role of Industrial Court - Composition - Jurisdiction - Awards5. Dispute Resolution - Negotiation - Conciliation - Arbitration6. Role of Industrial Relations Department - IR Rules - Conciliation - Field Visit to IR Department7. Scope of Judicial Review in respect of Minister’s decision - Definition of judicial review - Application of judicial review - Doctrine of ultra vires

8. Introduction To Employment Laws Employment Act 1955 (Amendments) & Regulations

9. Industrial Relations in Malaysia Industrial Relations Act 1967 & Regulations

11. Dynamics of Collective Bargaining & Productivity/ Performance Link Wage System

13. ICT – SAP On Human Resource Management

1. Trade Unionism in Malaysia - Classification of unions - Number of unions by sector - Role and influence of the MTUC / MEF2. The Trade Union - Definition - Registration - Composition - Recognition - Membership3. Trade Union Act 1959 - Workers right to participate in union activities - Federal constitutions - ILO conventions - Registration & de-registration of Trade Unions - Officers and employees of Trade Unions - Rights and liabilities of Trade Unions - Strikes

1. Legal Framework on Collective Bargaining/Collective Agreements - Definition - Right to collective bargaining - ILO Convention No. 98- the Right to Organise and to Bargain Collectively - Statutory provisions relating to collective bargaining & collective agreement (IRA): Justification for statutory provisions. - Union’s proposal for collective agreement2. Collective Bargaining/ Collective Agreements Process - The company’s preparation for collective bargaining - Review of financial capacity to pay wage increase - Review of comparative terms and conditions of service with Wage fixation policy: Industrial Court Awards - Consumer Price Index (CPI) & salary adjustment3. Performance /Productivity Linked Wage System - PLWS concept - Organization, trade union and individual objectives of PLWS - Developing Salary Structure - Types of incentives - What is gain sharing - Model of flexi-wage - Model for generating profit sharing pool4. PLWS at Work - Implementation of PLWS • Case Study 1 • Case Study 25. Principles of Collective Agreements6. Knowing your Collective Agreement Awards7. Issues in Collective Bargaining8. Mock Collective Bargaining Process

10. Trade Union Movement & Trade Union Act

56 hrs

76 hrs

20 hrs

64 hrs 40 hrs 80 hrs

12. Grievance Handling, Disciplinary Procedure & Termination of Employment

1. Grievance Handling - Four-step approach to handling grievances - Grievance Procedure – In unionized & non-unionized companies - Grievance Case Study – Exercise2. Discipline - Meaning of positive and negative discipline - Definition of misconduct - Misconduct arising from breaches of express and implied duties - Concept of Social Justice3. Employee Misconduct - Due inquiry - Natural justice - Issues under Section 14 EA4. Disciplinary Procedures - Why conduct Domestic Inquiry - Legal & contractual requirements, demands of Natural Justice and Industrial Court Guidelines - Domestic Inquiry Procedures - Mock Domestic Inquiry exercise5. Case Studies on Misconduct in Employment6. Forms of Termination of Employment7. Constructive Dismissal - Test for CD - Substantive breach - Forced resignation - Handling claims of CD

Business Processes Overview in HR• Navigation and mapping personnel, company and organization structure• Recruitment and E-Recruiting• Mapping personnel development processes (especially performance management) Master Data and Transaction Data in HR• Structures in SAP HR• Company Structure• Payroll Data and Pay scale structure• Workflows

Info types in HRIS (SAP HR)• Infotype Characteristics and Screen Modification• Setting Up Personnel Actions• Dynamic Actions and Mail Connection• Global Employment• Absences, attendances, and deduction rules• Time Manager’s Workplace (TMW)


17


Payroll Calculation /Reporting in SAP HR• Personnel calculation scheme and rules• Encoding the payroll characteristics of wage types• Overview of all HR reporting tools• Generation of payroll infotypes and access simulated infotypes for Time Management• Outlook on the integration of HCM in the Business Information Warehouse and in Strategic Enterprise Management

13. ICT – SAP On Human Resource Management (cont’d)

14. Human Resource Dynamics & Strategies

12 hrsStandards on HRM• Trends & emerging issues affecting global HRM• Meeting labour market needs & demands for standization• Harmonization of Standards• Global mobility & Talent SourcingSustainability Employability• Changes in Labour supply and demand• Social Dynamics and Individual Characteristics• Labour Market and Organizational CharacteristicsHuman Governance• Corporate Governance vs Human Governance• HR Risk management: Identification, Analyst & Evaluation• Establishing Communication Mechanism• Embedding Human Governance in Structures & PracticesHR Outsourcing & Smartsourcing• Evolving Global Trends & Pressures• Evaluating Specialized Skills Depth• Outsourcing Pricing Strategies and Risk Sharing• Globalization & Competition Criteria• Strategies for Employees’ Transfers• Avoiding Pitfalls and Critical factors• Insourcing Considerations

Note:Theabovetopics&schedulesaresubjecttochangeatMEFAcademy/OUM’sdirection



MEF Academy Executive Diploma in Industrial Relations – the only comprehensive industrial relations course in collaboration with and endorsed by the International Labour Organization (ILO).

The Executive Diploma is designed as an in-depth advanced course targeted at Human Resource practitioners and specialist Industrial Relations / Labour Laws personnel. This is a highly acclaimed and private sector recognized course, conducted by industrial relations practitioners, lawyers, human resource specialist, academicians and representatives from the ILO. The syllabus covers an excellent blend of theory and practical knowledge covering the entire scope of industrial relations & labour laws in Malaysia and its application within the human resource management framework.

The program is designed to:• Formalize the competency standards required for effective application of the industrial relations & labour law activities within an organization.• Provide formalised qualification and recognition for Industrial Relations & Labour Laws specialist.• Provide a comprehensive and in-depth understanding of the practice of Industrial Relations & Labour Laws, focusing on critical areas which equip participants with the skills to handle industrial relations.• Develop knowledge and skills in providing practical advisory and implementation of industrial relations and labour laws, including first-hand experience in union related scenarios and proceedings in industrial and labour courts.

CertificationExecutive Diploma in Industrial Relations will be awarded by the MEF Academy, in collaboration with the International Labour Organisation (ILO) upon completion of all program requirements.

Who Should Obtain This Degree?Organizations are encouraged to provide formal certification Diploma in Industrial Relations & Labour Laws competencies for the following categories of staff:• Human Resource Management (HRM) executives, supervisors and managers• Industrial Relations (IR) executive, officers & managers involved in the IR administration functions and activities • Individuals with or without experience, having an interest in Industrial Relations & Labour Laws and seeking to pursue a career in IR or HRM.

Executive Diploma in Industrial Relations

Assignment & Project PaperParticipants are required to research and developassignments / project papers to display levelof understanding on specific modules

ExaminationParticipants are required to prepare & sit for 4 examination on specified modules to displaylevel of understanding on each module

Programme Fees* MEF Member RM 7,000.00

Non MEF Member RM 7,500.00

Graduates of MEFA CHRM / CIR RM 6,500.00




COURSE FEES

Non-Member: All fees are to be made payable to MEFAcademySdnBhdMember: All fees are to be made payable to MalaysianEmployersFederation* Inclusive of examination, Study Pack, Starter Kit and supporting materials

Organizations are encouraged to provide formal certification Diploma in Industrial Relations & Labour Laws competencies for the following categories of staff:• Human Resource Management (HRM) executives, supervisors and managers• Industrial Relations (IR) executive, officers & managers involved in the IR administration functions and activities• Individuals with or without experience, having an interest in Industrial Relations & Labour Laws and seeking to pursue a career in IR or HRM.

VenueMEF Training Centre 3A06 -3A07, Block A, Pusat Dagangan Phileo Damansara ll No. 15,Jalan 16/11, Off Jalan Damansara, 46350 Petaling Jaya, Selangor Darul Ehsan,

Date of CommencementSeptember 2018

Time9am - 1pm (Sunday) And / Or2pm - 6pm (Saturday)

Entry Requirements• Qualification : Minimum 3 credits in SPM/SPVM or MCE with 2 years working experience in Human Resource or Industrial Relations.


19


1. Introduction To Employment Laws – Employment Act 1955 (Amendments) & Regulations

64 hrs

12 hrs76 hrs

40 hrs 80 hrs

40 hrs

4. Dynamics of Collective Bargaining & Productivity / Performance Linked Wage System

2. Industrial Relations in Malaysia – Industrial Relations Act 1967 & Regulations 6. International Perspective On Employment /

Industrial Relations

3. Trade Union Movement & Trade Union act

5. Grievance Handling Disciplinary Procedure & Termination of Employment

1. Trade Unionism in Malaysia • Classification of unions • Number of unions by sector• Role and influence of the MTUC / MEF2. The Trade Union • Definition • Registration • Composition • Recognition • Membership3. Trade Union Act 1959 • Workers right to participate in union activities • Federal constitutions • ILO conventions • Registration & de-registration of Trade Unions • Officers and employees of Trade Unions • Rights and liabilities of Trade Unions • Strikes (Examination Combined With Module 4)

1. Legal Framework on Collective Bargaining/ Collective Agreements • Definition • Right to collective bargaining • ILO Convention No. 98- the Right to Organise and to Bargain Collectively • Statutory provisions relating to collective bargaining & collective agreement (IRA): Justification for statutory provisions. • Union’s proposal for collective agreement2. Collective Bargaining/ Collective Agreements Process • The company’s preparation for collective bargaining • Review of financial capacity to pay wage increase • Review of comparative terms and conditions of service with Wage fixation policy: Industrial court Awards • Consumer Price Index (CPI) & salary adjustment3. Performance /Productivity Linked Wage System • PLWS concept • Organization, trade union and individual objectives of PLWS • Developing Salary Structure • Types of incentives • What is gain sharing • Model of flexi-wage • Model for generating profit sharing pool4. PLWS at Work - Implementation of PLWS • Case Study 1 • Case Study 25. Principles of Collective Agreements6. Knowing your Collective Agreement Awards7. Issues in Collective Bargaining8. Mock Collective Bargaining Process

Tutorial & Examination (Module 3 & 4) 12 hrs

1. Grievance Handling • Four-step approach to handling grievances • Grievance Procedure – In Unionized & non-unionized companies • Grievance Case Study – Exercise2. Meaning of Discipline • Meaning of positive and negative discipline • Definition of misconduct • Misconduct arising from breaches of express and implied duties • Concept of Social Justice3. Disciplinary Procedures • Domestic Inquiry • Legal & contractual requirements, demands of Natural Justice and Industrial Court Guidelines • Domestic Inquiry Procedures4. Employee Misconduct • Due inquiry • Natural justice • Issues under Section 14 EA5. Case Studies on handling disciplinary problems6. Misconduct in Employment7. Constructive Dismissal • Test for CD • Substantive breach • Forced resignation • Handling claims of CD8. Forms of termination of employment9. Mock domestic inquiry exercisesTutorial & Examination 12 hrs

1. International evolvement of Industrial Relations (NEW) • Social clauses & WTO • Global compact • Free Trade Agreements • Social Security Net2. Corporate Social Responsibility • Principles & Concept • CSR & HR Management • Fair Employment Practices3. International Labour Organisation (ILO) • Functions of ILO • International Labour Standards (ILS) and industrial relations • ILO Conventions

Examination - Module 6 4 hrs

1. Common Law position of employer- employee relations2. Employment Law – Rights, Liabilities & Remedies3. Employment Act 1955 • Definition of employee under EA 1955 • Applicability of the EA 1955 • Wages • Deductions • Prohibitions • Allowances • Hours of work, rest day etc.4. Registers, Returns and Notice Boards5. Discussion of Cases on Employment Law6. Other Employment Legislations & Regulations • Regulations under Employment Act • Termination and lay-off • Overtime • Children & Young Person’s Act • Weekly Holidays Act • Workers Housing Act • Wages Council Act • Workmen Compensations Act (foreign workers) • Provisions of the EPF / SOCSO laws • Provisions of the HRDF Act7. Role of Labour Department and Labour Court • Briefing by Labour Dept • Field Visit to Labour Court

Tutorial & Examination

TOTAL HOURS – MODULE 1

1. Overview of the Industrial Relations Act 1967 2. Protection of Rights of Workmen and Employers • Rights of workmen and employers protection • Rights and Prohibitions on employers / trade unions • Reference of complaint to Industrial Court3. Managerial Prerogatives4. Industrial Court • Composition • Jurisdiction • Awards5. Dispute Resolution • Negotiation • Conciliation • Arbitration6. Role of Industrial Relations Department • IR Rules • Conciliation • Field Visit to IR Department7. Scope of Judicial Review in respect of Minister’s decision • Definition of judicial review • Application of judicial review • Doctrine of ultra vires8. Role of Industrial Court • Briefing on Industrial Court • Field VisitTutorial & Examination 12 hrsTOTAL HOURS – MODULE 2 68 hrs

56 hrs

TOTAL HOURS – MODULE 3 40 hrs



TOTAL HOURS EXECUTIVE DIPLOMA IN IR 440 TOTAL HOURS – MODULE 4 88 hrs

76 hrs

Assignment on Court / Dept Visits 8 hrs

Final Project Paper 24 hrs



MEF Academy Executive Diploma in Human Resources Management & Development is designed to provide comprehensive approach for personnel working in / entering into Human Resources field. The course covers the macro understanding of human resource (HR) planning and implementation of effective HR management initiatives, with crucial elements of industrial relations, occupational safety and strategic integrated HRM. This uniquely developed course also incorporates concepts of organisational development and the international aspects of labour management, in collaboration with the International Labour Organization (ILO). This is a highly distinctive course, conducted by human resource practitioners, specialist, legal consultants and representatives from the ILO.

The program is designed to:• Formalize competency standards required for effective human resource management activities.• Provide qualification and recognition for human resource personnel.• Provide strong foundation on the practice of Human Resources Management, focusing on key HR areas which equip participants with skills in resource planning, compensation structures, performance management and Malaysian labour & safety laws as well as international concepts on labour.• Develop knowledge and skills in Human Resource Development, including organizational behaviour, motivation models, change management and organization culture.

CertificationExecutive Diploma in Human Resource Management & Development will be awarded by the MEF Academy, in cooperation with the International Labour Organisation (ILO ) upon completion of all program requirements.

Assessed Competencies

Executive Diploma in Human Resource Management & Development

Research & Project Paper AssignmentsParticipants are required to research and develop2 assigment to display level of understand on specific modules

ExaminationParticipants are required to prepare & sit for a comprehensive examination to display level of understanding on each module



Graduates of MEFA CHRM / CIR RM 6,000.00




COURSE FEES

Non-Member: All fees are to be made payable to MEFAcademySdnBhdMember: All fees are to be made payable to MalaysianEmployersFederation* Inclusive of examination, Study Pack, Starter Kit and supporting materials

Who Should Obtain This Certification? Organizations are encouraged to provide formal certification in human resource management and development competencies for the following categories of staff:• Human Resource Management (HRM) / Personnel executives, assistants, non- executives and clerical staff seeking formal qualification in HRMD.• Operational company personnel currently involved and/or providing assistance in HR functions and activities• Individuals with or without experience, having an interest in HRMD and seeking to pursue a career in HRMD.

Entry Requirements:• Minimum 3 credits in SPM/SPVM or MCE with 2 years working experience.

VenueMEF Training Centre 3A06 -3A07, Block A, Pusat Dagangan Phileo Damansara ll No. 15, Jalan 16/11, Off Jalan Damansara, 46350 Petaling Jaya, Selangor Darul Ehsan,

Date of CommencementAugust 2018

Time9am - 5pm (Sunday)


21


• Organisational HR Project Paper (50%) • Tutorial for Examination (50%)

TOTAL HOURS EXECUTIVEDIPLOMA

1. Management Process - Theory & Practice

24 hrs

56 hrs

40 hrs 40 hrs

40 hrs

16 hrs

12 hrs

6. Employees Health & Safety Laws of Malaysia

3. Designing, Benefits Compensation Plans & Policies

4. Performance Management & Employee Development

8. International Aspects of Human Resource Management

9. Assessments

5. Industrial Labour Laws of Malaysia 7. Organisational Behaviour & Development

• Introduction to Labour Relations and the Malaysian Industrial Laws.• Scope of the Employment Act 1955• Employment Law - Rights, Liabilities and Remedies• Scope of Industrial Relations Act 1967• Rights of workmen and employers protection• Employment contract & terms of service• Empoyee issues on absenteeism, discipline & misconduct• Disciplinary Procedures & domestic inquiry• Termination of Employment

• Introduction to Malaysian legislation - OSH Act, 1994 - Factories and Machinery Act, 1967 - Safety and Health Committee Regulation 1996• Occupational Health - Overview of Occupational Health - Occupational Diseases & Health Related Problem• Occupational Safety - Housekeeping and Physical Arrangement - Physical Hazards


• Understanding of Organisational Behaviour • Theory on human behaviour• Motivation Models• Impact of Organizational Structure• Group & Team Dynamics• Organisational Leadership• Development of Organizational Culture• Principles of Change management

• Understanding international aspects of human resource management: - Social clauses & WTO - Global Impact - Free Trade Agreements - Social Security Net• Corporate Social Responsibility - Principles & Concept - CSR & HR Management - Fair Employment Practices• International Labour Organisation (ILO) - Functions of ILO - International Labour Standards (ILS) and industrial relations - ILO Conventions


Provides solid foundation on understanding organizations & management:-• Management concepts & functions• Development of people management theories• Strategic Human Resource Management

• Introduction to Human Resource Management• HR Balance Scorecard• Manpower planning & job evaluation• Resourcing strategy, demand & supply forecasting• Organisational structure & design of jobs• Breakdown of job contents of task, activities, tools & equipment and person specification• Recruitment & employment contract• Succession and career management planning.

Tutorial & Examination 12 hrs

TOTAL HOURS 92 hrs

• Introduction on Reward Systems • Wage theories like Compensation Management, Job Evaluation Wage setting• Development of Salary Structures• Employee benefits/fringe benefits• Productivity / Performance Linked Wage System (PLWS)• Three dimensional reward system and Industrial Court Guidelines

56 hrs

56 hrs

12 hrs

TOTAL HOURS – MODULE 3 76 hrs TOTAL HOURS 92 hrs


24 hrs

12 hrs

2. Employee Resource Planning & Policies

• Performance management process & methods • Performance appraisals – quantitative & qualitative approaches• Concepts of Balance Scorecard• Appraisal techniques - competency, key performance indicators, key result areas, management by objectives• Practical aspects of implementing the performance appraisal• Poor performance improvement• Performance development - training needs analysis• Adult learning principles for development• On-the-job training / performance coaching


400 hrs




6. Assessments

The MEF Academy-UNIMAS Certificate Program in Human Resources Management is designed to provide practical knowledge and skills for individuals currently employed in the human resources and administration function and who are considering entering the Human Resources field.

The program is designed to:• Formalize the competency standards required for effective administration of the human resource administration activities• Provide basic qualification and recognition for human resource non-executives, clerical assistants and executives• Provide an overview of the practice of Human Resources Management, focusing on key HR administration areas which equip participants with skills in performing and supervising activities in the HR department• Develop knowledge and skills in providing practical assistance in human resource practices including motivation, maintaining and retaining organization employees.

Awarding of CertificationCertificate will be awarded by MEF Academy and the Business School, University Sarawak Malaysia to participants upon successful completion of the course. This programme is the foundation for the Executive Diploma in HRM & Development. Certified courses are awarded credit points and exemptions for MEFA Masters Degree.


Date of CommencementMarch 2018

Duration2 months


Assessment

Accredited Certificate in Human Resource Management

Research & Project Paper AssignmentsParticipants are required to submit an assignment(2,500 words / 10 pages) on : • Organisational HR Management Project (25%) • Performance Management Systems Project (25%)

ExaminationParticipants are required to prepare & sit for acomprehensive examination on all 5 modules to display level of understanding on each module




50% of competency

50% of competency

Course Fees

Non-Member: All fees are to be made payable to MEFAcademySdnBhdMember: All fees are to be made payable to MalaysianEmployersFederation* Inclusive of examination, study pack, starter kit and supporting materials

1. Human Resource Planning

8 hrs

16 hrs

16 hrs

16 hrs

TOTAL HOURS – 68 hrs(Over duration of 2 months)

2. Human Resource Administration

3. Performance & Reward Administration Systems

5. Organisational Behaviour, Communication & Development

4. Industrial Relations and Safety & Health

• Overview of HR function • Understanding HR planning process• HR Policies & Procedures• Skills of the HR Practitioner

• Recruitment & Selection Process • Job Analysis & Job Evaluation• Conducting Interviews• Employee Induction Program• Probationary requirements• Maintenance of employee records• HR documentations• Assignment: Organisational HR Project (25%)

• Appraisal Interviews • Understanding compensation structures• Performance management systems• Payroll administration processes• Assignment: Performance• Management Systems Project (25%)

• Overview of OSHA 1994 & Regulations • A Safety & Health Policy• Overview of Employment Act 1955• Overview of Industrial Relations Act 1967• Discipline & Termination

• What is Organisational Behaviour? • Creating the Employee – Organisational Linkage• HR Communications Systems• Training Needs Analysis & Employee Development

Examination (50%)

8 hrs

4 hrs

23

COURSE OUTLINE



6. Assessments

The MEF Academy-UNIMAS Certificate in Industrial Relations is designed to provide basic and practical knowledge & skills for all levels of employees, including industrial relations personnel, human resources personnel, operational supervisors & managers requiring a wide understanding of the industrial relations and labour laws in managing human resources.

The program is designed to:• Formalize the competency standards required for effective application of the industrial relations activities within an organisation• Provide basic qualification and recognition for human resource and industrial relations non-executives, clerical assistants and executives.• Provide an overview of the practice of Industrial Relations & Labour Laws, focusing on key areas which equip participants with the skills in performing and supervising human resource management.• Develop knowledge and skills in providing practical assistance in disciplinary procedures, termination, collective bargaining and compensation administration.

Awarding of CertificationCertificate will be awarded by MEF Academy and the Business School, University Sarawak Malaysia to participants upon successful completion of the course. This programme is the foundation for the Executive Diploma in Industrial Relations.

Certified courses are awarded credit points and exemptions for MEFA Masters Degree.


Date of CommencementApril 2018

Duration2 months


Assessment

Accredited Certificate in Industrial Relations Management

Research & Project Paper AssignmentsResearch & Project Paper Assignment Participants are required to submit an assignment (2,500 words / 10 pages) on : • Module 1 & 2 Project Paper (25%) • Module 3 & 4 Project Paper (25%)

ExaminationParticipants are required to prepare & sit for a comprehensive examination on all 5 modules to display level of understanding






Course Fees


1. Employment Act 1955 & Regulations

16 hrs

8 hrs

16 hrs


2. Industrial Relations Act 1967

3. Disciplinary Procedures

4. Discipline & Termination of Employment

5. Collective Bargaining

• Introduction to Act 1955 • Fundamental minimum terms of employment e.g. hours of work, annual / sick leave, priority of wages, advances, deductions, contracts• Employment Regulations

• Rights of Workmen & Employers • Management functions• Trade Union• Recognition of Trade Union• Collective bargaining & agreement• Industrial Court matters• Assignment: Project on Module 1 & 2 (25%)

• Principles of Natural Justice • Misconduct• Due Inquiry• Excessive leave, absenteeism and poor performance• Domestic Inquiry Procedures

• Types of misconduct • Dismissal• Termination of Employment eg. Poor performance, retrenchment, constructive dismissal, fixed term contract• Assignment: Project on Module 3 & 4 (25%)

• Statutory Provisions on Collective Bargaining • Industrial Court Guidelines• Analysis of Collective Agreements

Examination (50%)

16 hrs

4 hrs

8 hrs

COURSE OUTLINE


6. Assessments

The MEF Academy Certificate Program in Occupational Safety and Health (OSH) Management is designed to provide practical knowledge and skills for individuals currently employed in the occupational safety and health or Human Resources function and who are considering entering the OSH field.

The program is designed to:• Formalize the competency standards required for effective management of the occupational safety and health activities.• Provide basic qualification and recognition for individuals implementing occupational safety and health activities in particular non-executives, clerical assistants and executives.• Provide an overview of the legal requirements and OSH management focusing on four main areas namely OSH managements, OSH legislation, Safety management and Health management.

Awarding of CertificationCertificate in Occupational Safety and Health Management will be awarded by MEF Academy upon completion of all program requirements. Who Should Attend• OSH Assistants/non-executives• HRM/ Personnel executives, assistants, non-executives, clerical staff• OSH committee members/representativesVenueMEF Training Centre 3A06 -3A07, Block A, Pusat Dagangan Phileo Damansara ll No. 15, Jalan 16/11, Off Jalan Damansara, 46350 Petaling Jaya, Selangor Darul Ehsan,

Date of CommencementOctober 2018

Duration3 months

TimeTuesday & Thursday : 6.00pm – 8.00pmSunday : 9.00am – 6.00pm

Assessment

Certificate in Occupational Safety and Health Management


1. OSH Management

14.5 hrs

10 hrs

11 hrs

10 hrs


2. OSH Legislation

3. Occupational Health

4. Occupational Safety

• Introduction and history perspective of OSH• Principle of Incident Prevention• Risk Assessment Technique• OSH Management Systems• Emergency Response Preparedness and Recovery Planning• Incident Analysis and interventions • Mini Assignment 1 (12.5%)

• Introduction to OSH Legislation • OSH Act 1994• Factories and Machinery Act 1967• Safety and Health Committee Regulation 1996 • Mini Assignment 2 (12.5%)

• Overview of Occupational Health • Occupational Diseases & Health Related Problem• Biological Hazards• Chemical Hazards• Ergonomics• Mini Assignment 3 (12.5%)

• Housekeeping and Physical Arrangement• Physical Hazards• Fire safety• Office Safety

• Four (4) mini assignments (50%)• Examination (50%)

2.5 hrs


25

COURSE OUTLINE

MEF Member RM 2,800.00


Course Fees

Research & Project Paper AssignmentsParticipants are required to research and develop2 assigment to display level of understand on specific modules

ExaminationParticipants are required to prepare & sit for a comprehensive examination to display level of understanding on each module





Is it time to conduct a job analysis and job evaluation? Are you prepared with the necessary tools and techniques for the exercise? Is there a need or when was the last time that Management had a look at it? The current economic development has caused concerns that could impact on continuous business growth and job creation. Boardrooms in some organizations are abuzz with concerns on the huge staff numbers and payroll. The question on the minds of many CEOs is “How did we end up with these staff numbers what do they do?” For business sustainability and even survival in these turbulent times, cost is a vital factor and a huge payroll normally goes under the microscope. The process of job analysis as an exercise to establish rightsizing but it can cause unnecessary “job insecurity” ripples and could dent confidence in the business.Management and corporate leaders detest assignments to do structural overhauls which require surgical analysis and evaluation on “jobs”. It is not a popular assignment and certainly not listed on their work programmes unlike recruitment, rewards and compensation. HR professionals relished in these more positive functions in their routine rather than the dreaded staff reduction exercise. How numbers grew and job expanded over time and the often forgotten Parkinson’s Law was relegated as a classroom theory that remains in the textbooks.There is no short of disastrous news due to the sliding oil prices, inconsistent policies, security issues and violent currency fluctuations. On a daily basis, news filtering through on Company closures, little new Investments, capital flights and slow or no growth in sales. The cost escalation of doing business and the emergence of unending demands on Employers with new employment policies have resulted in staff retrenchments and downsizing. It is perplexing and often not readily understood how staff numbers ballooned over the years with no parallel growth in business notwithstanding the adoption of technology and automation. This workshop will provide the tools and techniques to unravel the different job spectrum and how job dynamism can impact on the organization’s strategy and structures. Job analysis, Job Description, Job evaluation, Competencies and Measurement applies not only to new hires but also to established positions.

Awarding of CertificationCertificate in Job Analysis Specialist will be awarded by MEF Academy and the Business School, University Sarawak Malaysia to participants upon completion of all program requirements.Certified courses are awarded credit points and exemptions for MEFA Masters Degree.

Who Should Obtain This CertificationHuman Resource and Administration Managers, Heads of Departments and Senior Executives, Management Decision Makers and anyone engaged with managing Employees

VenueMEF Training Centre 3A06 -3A07, Block A, Pusat Dagangan Phileo Damansara ll No. 15, Jalan 16/11, Off Jalan Damansara, 46350 Petaling Jaya, Selangor Darul Ehsan.

Date of CommencementAs per schedule

Certified Job Analysis Specialist

Module 1• Introduction – “The changing Job Landscape”• Study on jobs and Job Audit?• Current employment/unemployment issues • Class Exercise – Detecting “Redundancies” & “Excesses”

Module 2• Impact on Jobs - Global challenges• Trade Agreements/AEC 2015 – more than trade!• Social Protection Floor: Workers’ Rights?• Organization Changes: Impact on Employment.• Case Study – “The Layoff”

Module 3• Essentials of Job Functions• Parkinson’s Law and Peter Principle• Job Dynamism & Organization Strategy• Effective Job Description & Implementation

Module 4• Constructing a Job Analysis Checklist? • Job Analysis - a tool for HR Management• Why job evaluation?• Does job changes with people?• Jobs – “The Human Side of Enterprise”

Module 5• Techniques for Job Enhancement/Enlargement• Strengthening Multi-Tasking/Skilling• Identifying Jobs impact on Organization• Job measurement & Emerging trends

Module 6• Job Identification• Competency-based job analysis• Use of Competency analysis• Competencies Ranking – Exercise

Module 7• HRM Measurement – Ratios and Standards• Competencies and Planning• Talent Management and Retention• Future of Works

COURSE OUTLINE

Workshop on Tools & Techniques for Job Analysis & Evaluation

RESEARCH AND CASE STUDY ANALYSISAssignment for Evaluation and Group Exercises;To be completed and submitted by appointed dates.

(Students can use classroom at MEF Academy for Group Discussion to complete their Assignment)

TOTAL HOURS – 16 hrs





Course Fees


Participants are required to demonstrate Leadership competencies during workshop:• Case Study Transforming the Workplace• Group Discussion & Presentation – “Reshaping the Organization• Case Study - :Authenticity & You”

(Students can use classroom at MEF Academy for Group Discussion to complete their Assignment)

Management roles have evolved with globalization, competition, technology advances in production and rapid development in technology as well as the impact of the new generation of work force and new work culture. Managers have to grapple with a full employment market and the populist policies on “Work Life Balance” and “Flexible Work Arrangement”! Are you in a situation in which you feel that the organization is “over-managed” but “Underled”? In some cases, it’s not mismanagement but “missing” management! Here are the essential tools and Empowerment Techniques you need!

Just prodding along with the present managing skills would not be desirable. Managing Gen Y and soon, Gen Z with the above changing landscape and “scarce” resources demand a gear shift in approach. The departure from the traditional managing approach to Leading style management is the critical turning point. Entrepreneurs and Managers need to graduate to the next level and adopt their leadership skills to steer their operations to weather the rough and turbulent sea of change as well as the need to manage conflict and discipline. People Managers need to move from being a Specialist to a Generalist - to be a Strategist to survive and change tactics for smooth transition from managing to leading.

You will find it desirable to dig deeper into your authenticity character and influencing skills. Leadership transitions are no small feats and the move is more challenging than managing in its scope and complexity. This workshop will also explore the need to energize and marshal your team to take on the wave of change for a Sustainable Enterprise and be more reliant in the new Business Era!

Awarding of CertificationCertified Professional Leadership in Management will be awarded by MEF Academy and UNIMAS Business School, University Malaysia Sarawak upon completion of all program requirements.

Certified courses are awarded credit points and exemptions for MEFA Masters Degree.aWho Should Attend• Directors, Heads of Departments, Managers and Senior Executives• Human Resource Management (HRM) / Personnel seeking formal qualification towards Leadership in Management.• Operational managers, supervisors and team leaders

Entry Requirements:• Qualification : Minimum SPM with 5 years working experience


Date of CommencementAs per scheduleril 2017

Certified Professional Leadership in Management



Module 1• Introduction – Management vs Leadership;• Globalization Exposures: Over-managed! Underled!• The Future of Work! [Hi Tech Era & New Entrepreneurship]• Traditional Management Principles, Functions and Practices

Module 2• Evolving Business Trends & Changing Landscape• New Generation of Work-force/Culture• Work Life Balance and Flexible Work Arrangement

Module 3• A walk through; Leadership Styles, Types & Qualities• Shifting Gear to Leading Management: Focus, Skills & Techniques. Leading Functions?

Module 4• Reshaping the Organization: Aligning, Motivating & Controlling.• Avoid Tripping over when shifting from managing to leading • Setting Directions & Planning• Eradicate fear of Leading

Module 5• Navigate through waves of Changes and eradicate fear of leading• Strengthening your Emotional Intelligence Skills• Staff Engagement, Empowerment and Challenges overcoming Challenges• Leadership in Change Management

Module 6• Reconcile & remedies for social gaps in leading • Adopt leading strategies and Shift from Corporate Communication to Organizational Conversation• Explore depth of Authenticity and enhance Influencing Skills

Course Outline


27



Course Fees



On-the-job Training (OJT) is becoming the preferred alternative to classroom training as it is considered to be practical and effective, as well as more cost effective, less disruptive to the business and employees learn directly from experience, based on company standards and working environment. However the effectiveness of OJT depends on the OJT trainer. An OJT Trainer requires critical skills to ensure effective transfer of knowledge, and this goes beyond showing and following the experienced worker. Having a structured program helps the OJT Trainer and the organization to develop employees knowledge & skills while maintaining a higher productivity and keeping cost low. This program is designed to equip the OJT Trainer on how to develop and manage OJT efficiently and effectively, with the time and resources available to ensure trainees learn and internalize the knowledge required to perform the job.

Who Should Obtain This Certification• Training Managers, Operational managers, supervisors and team leaders managing and/or involved in employee Skills Trainings/ On The Job Training.• Individuals with or without experience, having an interest becoming a Departmental Trainer and seeking to pursue a career in Training & Development.

Awarding of CertificationCertified Trainer On The Job Training (OJT) will be awarded by MEF Academy and UNIMAS Business School, University Malaysia Sarawak upon completion of all program requirements.a

Entry Requirements:• Qualification : Minimum SPM with 2 years working experience



Assessment

Certified On-The-Job Trainer

Research & AssignmentsParticipants are required to submit an assignment(2,500 words/ 10 pages) on:• Organisational Research Project (25%)• Practical On The Job Training (25%)

Presentation• Participants will need to present an actual OJT on the last day using the various OJT tools.






Course Fees


• What is OJT Coaching• OJT team & the coach• Selection Criteria of the OJT Coach• Adult Learners• David Kolby’s Experiential Learning• Effective Coaching• Coaching Checklist

• Setting the OJT Objective• Planning the OJT Outline• Work Processes - Grouping & Order• Trainer Perspective On Important Considerations• OJT Coaching Methods

• Writing the Objective• Preparing the outline based on Standard Operating Procedures

• Selection Criteria for OJT Trainer• Reference guides for Trainer

• Plotting the Hours• Grouping Trainings• Determining time and participant list

• Kirkpatrick’s Training Evaluation Model• Relationship between levels• Step by Step Assessment using Kirkpatrick’s modal

– Assignment 50%– Presentation 50%

6. Assessments

1. The OJT Trainer & Adult Learning

8 hrs


2. Step-By-Step OJT

3. Preparing Training Outline

4. Selecting Your OJT Trainer

5. Preparing Your OJT Calendar

6. Assesment Of Training

8 hrs

8 hrs

COURSE OUTLINE


The MEF Academy-UNIMAS Certificate Performance Coaching & Counseling is designed to provide practical knowledge and skills for individuals to develop profesional interpersonal communication skills leading towards supporting motivation, behaviour change and conflict resolution at the workplace. The course covers range of topics on understanding employee situations, personality differences, legal concepts of discipline as well as techniques on coaching, facilitation and counselling towards performance improvement & development.

The program is designed to: • Formalize the competency standards required for effective management of employee welfare and performance improvement / development• Provide basic qualification and recognition for human resource personnel and business operational leaders in handling legal, personal and performance related employee matters• Provide an overview of the practice of Personnel Management, focusing on key techniques of coaching, counseling, discipline and grievance handling in the HR department and as team leaders, supervisors and managers in business operations• Develop knowledge and skills in providing practical assistance in human resource practices including motivation, maintaining and retaining organization employees.

Awarding of CertificationCertificate in Performance Coaching & Counseling will be awarded by MEF Academy and UNIMAS Business School, University Malaysia Sarawak upon completion of all program requirements.


Certificate in Performance Coaching & Counseling

Mini Assignment Participants are required to submit an assignment(2,500 words/ 10 pages) on:• Organisational Research Project (25%)• Practical Coaching & Counseling Project (25%)

Presentation• Participants will have to present an actual Coaching & Counceling session on the last day of training




50% of competency

50% of competency

Course Fees



29

Who Should Attend• Human Resource Management (HRM) / Personnel including managers, executives and and non-executive staff seeking formal qualification in HRM.• Operational managers, supervisors and team leaders managing and/or involved in employee welfare and performance improvement / development.• Individuals with or without experience having an interest in HRM and seeking to pursue a career in HRM.

Entry Requirements• Qualification : Minimum SPM with 2 years working experience

VenueMEF Training Centre 3A06 -3A07, Block A, Pusat Dagangan Phileo Damansara ll No. 15Jalan 16/11, Off Jalan Damansara, 46350 Petaling JayaSelangor Darul Ehsan

Date of CommencementAs per schedule17

Assessment


4. Assessments

8 hrs

16 hrs


1. Employee Grievance Handling & Discipline

2. Performance Coaching & Counseling

• Understanding legal concepts on managing employee welfare - Complaint and grievances - What is grievances - Causes of grievances - Grievance handling procedure• Understanding the legal rules eg. Employment Laws on managing employee issues - Corrective discipline - Misconduct - Disciplinary Procedure

• Understanding employees & role of people manager• Employee welfare• Employee motivational concepts• Personality conflicts• Employee performance factors• Importance of Coaching & Counselling• Understanding role as a coach and counsellorCoaching- Understand concept of coaching- Coaching competency checklist- Building a coaching process- Principles of coaching- The GROW performance coaching model- Critical Skills for Performance coaching- Skills of a good coachCounseling- Definition of counselling- “The Skilled Helper Model” (Gerard Egan, 1998)- The counselling processes: identifying problem situations, determining the needs, devising resources; formulating action strategies and assessing outcomes- Basic and advanced communication skills in counseling- Counselling as tool in motivating staff, improving morale and productivity- Skills of a good counsellor

– Assignment 50%– Presentation 50%

30


COURSE OUTLINE


2. Assessments

Managing Business today is not void of emerging issues! Business Complexity is increasing every day. Being competitive also means being capable of managing complexity. Management spend large portion of their time on non-value added activities due to creeping complexities in organizations which built up over the years and stalled the growth engine. What is complexity and how does it emerge or intertwine with business operations? Traditional business management methods are prevalent but complexities arise due to globalization, enhanced competition, technology advances and changing workforce. Complexity lives and thrives inside organization’s structures, its processes, goals and in the workforce.

This workshop will identify and explore how systems that used to be separate are now interconnected and interdependent in today’s hyper connectivity, management have to cope with complexity and manage a complex organization. Corporate failures in some cases are due to the absence and commitment of the leaders in Simplicity.

By embracing a simple act of simplification can have large impact in your business by removing or reducing complexity but not wiping out business essentialism. Explore techniques to make things simpler and be an agent of simplicity! Being complicated is easy but making things simpler is the more challenging task and often neglected by companies. Simplicity is what people want; complexity drives them away. Embracing simplicity, the fundamental fabric of making things simple to eradicate complex business structures, processes and procedures in big-company syndrome

COURSE OBJECTIVES• Develop the skills, tools and techniques as a “Certified Complexity and Simplicity Management Professional”• Identify Complicated and Complex systems in Organizations• Navigate through the Complexity Zones and be the agent for Simplicity through Change Dynamics;• Explore tactics and techniques to manage these issues that permeated the organization• Examine methodology on Stakeholders engagement to undo the root of embedded complexities by enhancing communication and collaboration to create new organizational structure• Implement culture of Simplicity and develop Champions to lead and carry forward the agenda on Simplicity by focusing on essentialism in the new Structure to face challenges in competition and the new digital age.• Develop strategies with workshop input from interaction, cross fertilization of ideas to cope with changes and challenges

Awarding of CertificationCertificate in Managing Complexities By Embracing Simplicity & Essentialism will be awarded by MEF Academy and Swinburne University upon completion of all program requirements.aCertified courses are awarded credit points and exemptions for MEFA Masters Degree.

Who Should AttendDirectors, Head Of Departments. Decision Makers, Managers, HR Professionals, Team Leaders, Senior Executives



Certified Complexity Management By Embracing Simplicity & Essentialism

COURSE OUTLINE

Module 1• Fundamental difference in managing a business today and in past decades;• Emerging Complexities in Organizations – the unpredictable!• Management – what is getting complex and its causes?

Module 2• Drivers of Complexity and agents for Simplicity and Change Dynamics;• Concerns & Capacity in Managing Complexity – What’s in “Jobs”?• Complexity Problems & Unintended Consequences;• End to End Solutions: an Experience!

Module 3• Tactics & Techniques to manage complexities – Stakeholders’ Engagement: Trade-Offs• Level of embedded complexities, Forecasting and analytic tools• Class Exercise: Evolving Complexities!

Module 4• Simpler Organizations – the challenge;• Undoing the root of Complexity but focus on essentialism;• The science of Simplicity with the simple Mission!

Module 5• Culture of Simplicity & Champions• Evaluation, Communication and Collaboration• Simplicity for ALL Organization sizes?• In the shoes of Complex Environment!• Case Study: When leading for Simplicity Failed?

Module 6• Creating Ownership of Simplicity;• Elect a Champion for Simplicity with Empowerment;• KISS, Delayering & Distilling Information;• The Human Behavior in Simplicity – Commitment, Involvement, Implementation & Limitations. Assignment – Assessment & Evaluation



Tools and Techniques as a Complexity & Simplicity Management Professional

AssessmentParticipants are required to submit an assignment for evaluation to receive university certification

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MEF Member RM 1,200.00*

Non MEF Member RM 1,300.00*

Course Fees

• Group of 2 pax or more – RM50 discount each pax. Non-Member: All fees are to be made payable to MEFAcademySdnBhd Member: All fees are to be made payable to MalaysianEmployersFederation* Inclusive of examination, study pack, starter kit and supporting materials; * Price exclude GST 6%




Course Fees


Corporate Social Responsibility (CSR) is just about everything in today’s business environment. It is no longer a public relations exercise with some philanthropic activities. It is now a requirement for Public Companies to report such activities in their Annual Reports. Local Companies who may be part of the Global Supply Chain will also have to be in compliance with their Principal offices on Social Responsibilities (SR).

Labour and Human Rights, Environmental care, legal compliance and observance of international initiatives and conventions, consumers’ interest and engagement with all Stakeholders are commitments expected of Companies in the global trend of doing business. Globalization has given a new dimension to CSR - the new trend introduces Social Responsibility (SR) standards that may impact your businesses, whether as an MNC or SME Organization.

Would the SR concept be a new trade barrier or another tool to assess the competencies of Malaysian companies fighting for a slice of the international trade?

Professionals are expected to advise their companies on this new trend that impact on managing businesses whether it is human rights, business outsourcing or the fast pace of technological advances that have consequences on the stakeholders.

COURSE OBJECTIVES• Develop the appropriate skills as a Certified CSR and Sustainability Management Professional• Understand CSR concepts and the new trend in Social Responsibility with elements of accountability, transparency and ethics to your organization• Identify opportunities and challenges for businesses to ensure business sustainability with the integration of CSR best practices into the business• Analyze SR Principles. Scope and Core issues which can impact on trade and investment and also its impact on the supply chain• Identify and engagement of stakeholders and design tools to assimilate global initiatives, conventions and instruments to meet the demands of SR Investors• Adopt techniques and learn how you can implement CSR best practices and comply with listing requirements in your Sustainability Reports• Transform your organization to be Socially Responsible Player in the Corporate World

Who Should Obtain This CertificationCompany Secretaries, Accountants, Senior Managers and Senior Executives in Corporate and Communication, Human Resource and Administration, Sales & Marketing, Public Relation, Compliance Management, Decision Maker

Awarding of CertificationCertified CSR And Sustainability Management Professional will be awarded by MEF Academy and Swinburne University upon completion of all program requirements.aCertified courses are awarded credit points and exemptions for MEFA Masters Degree.



Certified CSR And Sustainability Management Professional

Module 1• CSR Concepts, Evolutions, Myths & Misuse• Definitions, Stakeholders, Core Topics, Trends & Impact• Triple Bottom Line & “Substitute” for SR Deficiencies• Group Exercise – Trends that Impact on Organization

Module 2• The CSR Professionals – Roles & Responsibilities• CSR Development, Engagement & Legitimacy• Sustainable Development, Governance & Human Rights• Case Studies – Environmental Concerns, Work Place & Governance

Module 3• Environmental Concerns & Fair Trade Practices• SR Linkage to Trade - Globalization• CSR Principles, Practices, Challenges & Issues for SMEs• Case Studies – Sustainability, Deforestation & Palm Oil

Module 4• Development of ISO 26000 SR Guideline Standards• A glimpse of the challenges – Voluntary/MSS• SR Definitions under ISO 26000 – Liaison Partners• SR Applications – the Supply Chain & Compliance

Module 5• Reporting Requirements & References• International Conventions, Instruments & Initiatives, examples: – The UN Global Compact – Socially Responsible Investment (SRI) – Principles for Responsible Investment (PRI), etc• Group Exercise – Complicity

Module 6• CSR Practices of Malaysian Organization• Malaysian/Asian CSR Framework – Affirmative Actions – Environment, Governance and Consumerism• Integrating SR into the Business

COURSE OUTLINE



2. Assessments


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This 2 days training program is designed for individuals who are undertaking competency modeling or performance initiatives in their organizations and are looking to build personal capability in Competency Based Human Resources Management. In this workshop, you will learn how to develop a cost effective competency model by breaking down the detailed process into a practical set of specific actions that are easily transferable to your organization. Apply learning from dozens of organizations that have leveraged competency models to make an impact on workforce performance and strategy execution. We will also review how to align your competency model with your organization’s strategic initiatives, develop a comprehensive project plan, use a variety of techniques to gather and refine competencies, design a structure that will differentiate your organization from others, and accommodate current and future needs.

COURSE OBJECTIVES• Define competencies, describe their history and explain the important role they play in human resources and the organization• Analyze the main components of a competency and the differences between each• Design and produce a competency framework and model by extracting competencies from business plans• Apply competencies in the recruitment and selection processes• Use competencies to assess training needs, identify talent pools and produce succession plans• Utilize competencies and behavioral indicators in performance appraisal systems

Awarding of CertificationCertificate In Competetency Based Human Resource Management will be awarded by MEF Academy and Swinburne University upon completion of all program requirements.a


Who Should AttendManagers, supervisors, administrators, specialists, team leaders, business partners and officers in the functions of human resources and training and development. The course is also very useful for line managers whose organization is currently, or about to start, using competencies as a framework for recruiting, selecting and training employees.VenueMEF Training Centre 3A06 -3A07, Block A, Pusat Dagangan Phileo Damansara ll No. 15, Jalan 16/11, Off Jalan Damansara, 46350 Petaling Jaya, Selangor Darul Ehsan,


Certificate In Competency Based Human Resource Management


1. Framework For Building Competency Based HR Management

2. Developing Competency Model

3. Competency Based Interview

4. Competency Based Career Planning

5. Competency Based Training & Development

This introductory module orients participants to understand the different HR Functional Divisions and evaluate Competencies for the functions

This introductory module orients participants on the use of Competencies in Human ResourceManagement which covers the process of identification and definition of Core and Functional Competencies and levelling of Competencies. How to use the different approached to identifying Core Competencies will also be explored by the participants.

The module focuses on how the participants can assess competencies with the use of Competency-based interviews and assessment centers for the selection of job applicants/candidates.

The module presents how Competencies are linked to Talent Development with an organization.

This modules involves the participants in developing Competency Based Training and Development plans.Moreover, participants will learn how to anchor career development plans on Competencies.


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Course Fees


COURSE OUTLINE

6. Assessments



The Certificate in Training provides participants with a solid foundation in understanding the strategic role of training within an organization as well as the step-by-step approach of developing and delivering effective training programs. This practical course involves a range of learning activities with emphasis on ‘demonstration role-play’ presentation using questioning, feedback and facilitation techniques to stimulate participation and deal with difficult participants. The program is designed to:- Provide basic qualification and recognition as professional trainer - Develop knowledge, skills and expertise in the organizational development and the training cycle within an organisation- Develop knowledge and skills in conducting training needs analysis, development of training documentation and training evaluation- Demonstrate knowledge and skills in adult learning, training designs that facilitate active learning and presentation skills for training at the workplace

Who Should Obtain This CertificationOrganizations are encouraged to provide formal certification for executives /team leaders / supervisors / managers as well as staff who are required to train others in the course of their work.

Awarding of CertificationCertified Professional Trainer will be awarded by MEF Academy and Swinburne University upon completion of all program requirements.a



Certified Professional Trainer

• Overview of Organisational Development• Comprehensive knowledge on the steps involved in a training cycle• Knowledge on the step-by-step process of the Training Needs Analysis (TNA) • Understanding the competency analysis and the training intervention required.

• Understanding learning objectives and program structure• Developing the Program concepts & materials• Understanding Kolb’s learning styles and experiential learning cycles• Developing the Program Design using adult learning principles

• Developing the Instructional Design• Preparing the Training Environment and equipment• Trainer competencies in 5 steps• Delivering the training using presentation skills - Public speaking, body language, visual aids, handling participants

• Understanding Kirkpatrick’s 4 levels of Evaluation• Assessment of Trainer Skills via demonstration presentations

1. Organisational Development & Training Cycle

4 hrs

4 hrs

6 hrs

2 hrs


2. Adult Learning & Program Design

3. Presentation & Training Skills

4. Training Evaluation Tools




Course Fees


COURSE OUTLINE

Mini Assignment Participants are required to submit an assignment(2,500 words/ 10 pages) on:• Organisational Research Project (25%)• Practical Training & Facilitation Project (25%)

Presentation• Participants will have to present an actual Training & Facilitation session on the last day of training





• INDUSTRIALRELATIONSMANAGEMENT


• INDUSTRIALRELATIONSMANAGEMENT

OBJECTIVESAcquiring up-to-date information on labour laws is essential to develop sound industrial relations and personnel policies in any organisation. Hence, this course is specially designed to provide an overview of the principal legislations in the field of labour.

TOPICS COVERED1. Employment Act 1955 - Scope of the Act - Contract of service/Contract for service - Day - Due inquiry - Confinement - Maternity allowance & benefits - Employment of women - Rest Day - Sick leave - Overtime - Termination & lay-off benefits

WHO SHOULD ATTENDAll those involved in handling personnel and industrial relations functions.

METHODOLOGY• Analysis of relevant Court Awards• Discussions• Practical Exercise

OBJECTIVESEmployment Act is a fundamental law, which provides minimum terms of employment to those recognised as employees under the Act. This course will address all relevant provisions highlighting the latest amendments, which came into effect in the year 2000. Upon completion, participants would be able to identify accurately the obligation of an employer under this law.

TOPICS COVERED1. Scope of the Act 2. Definition of the terms 3. Contracts of service/Contracts for service 4. Advances & deductions 5. Employment of women 6. Maternity protection7. Priority of wages8. Contractors & Principals9. Rest Day10. Hours of work


METHODOLOGY• Discussions• Analysis of relevant Court Awards

2. Industrial Relations Act 1967 - Definition - Strike - Lock-outs - Trade disputes - Management functions - Collective bargaining - Collective Agreements (CA) - Representations on dismissal - Conciliation - Industrial Court - Notice of strike - Picketing - Interpretation of a CA - Non-compliance of CA

Duration :14 hours (2 days)

Understanding Labour Laws

Employment Act 1955 & Regulations

11. Overtime12. Public holidays13. Annual leave14. Sick leave15. Employment regulations - Termination - Lay-Off - Change of ownership/business - Calculation of ordinary rate of pay - Case studies

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• I N D U S T R I A L R E L AT I O N S •


OBJEKTIFAkta Kerja 1955 adalah undang-undang & peraturan-peraturan asas yang menyediakan terma-terma minimum pekerjaan. Kursus ini akan membincangkan akta-akta berkaitan dan perubahan terbaru yang berkuatkuasa tahun 2003. Setelah tamat, peserta berkebolehan untuk menjalankan tanggungjawab sebagai majikan di bawah akta ini.

KANDUNGAN KURSUS1. Skop Akta 2. Definisi terma-terma 3. Kontrak untuk perkhidmatan 4. Pembayaran upah 5. Pendahuluan / Pemotongan 6. Keutamaan Upah 7. Kontraktor & Prinsipal 8. Perlindungan Bersalin 9. Pekerja Domestik

PESERTA KURSUSKursus ini terbuka kepada semua yang menjalankan tugas “personnel” dan perhubungan industri.

KAEDAH KURSUS• Perbincangan• Kajian Kes• Analisa “Court Award”

OBJECTIVESThis course offers an in-depth understanding of all relevant aspects of the Industrial Relations Act 1967 and its recent amendments. It prepares participants to deal effectively and yet fairly with workers and enhances harmony in the place of employment.

TOPICS COVERED1. Rights of workmen and employers2. Leave on trade union business3. Prohibitions on workmen and their trade unions4. Claims for recognition5. Collective bargaining6. Management functions7. Effective of collective agreements8. Conciliation9. Representations on dismissal


METHODOLOGY• Discussions• Practical exercises

10. Hari Rehat11. Jam Kerja12. Kerja Shif13. Cuti Am14. Cuti Rehat15. Cuti Sakit16. Pengiraan ORP17. Peraturan Kerja - Penamatan - Henti Kerja - Faedah Hentikerja - Penukaran Pemilikan Perniagaan

Jangkamasa Kursus :14 jam (2 hari)


Memahami Akta Kerja 1955

Industrial Relations Act 1967

10. Industrial Court11. Trade disputes12. Strike13. Lock-outs14. Picketing15. Interpretation16. Non-compliance17. Industrial Court awards


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INDUSTRIAL RELATIONS



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OBJECTIVESThis programme is designed to provide participants with in-depth knowledge on the preparations involved before the commencement of collective bargaining so as to ensure proper handling of collective bargaining, its implications and means to avoid pitfalls will be stressed.

TOPICS COVERED1. PREPARATION FOR COLLECTIVE BARGAINING - Relevant statutory provisions - Preparation of company’s proposals

2. INDUSTRIAL COURT GUIDELINES - Principal articles in a collective agreement that have previously been disputed - The criteria to follow in deciding the effective date - How the legislation clause should be worded

WHO SHOULD ATTENDAll those involved in handling personnel and industrial relations functions including other management staff who are also involved in the collective negotiation for the company.

METHODOLOGY• Discussions• Analysis of collective agreements

OBJECTIVESThis programme is designed to familiarise participants on the procedures that need to be followed in enforcing discipline in the place of employment. The programme will include lectures, case studies and mock domestic inquiries. Participants, upon completion of this programme, would be able to draft charges, prosecute at domestic inquiries or conduct a domestic inquiry.

TOPICS COVERED1. Principles of natural justice2. Duties and obligations of an employer/worker 3. Misconduct4. Condonation5. Due Inquiry6. Breach of contract7. Handling workers with excessive leave, absenteeism, malingering8. Dealing with poor performance9. Termination on breach of contract under section 15(2) EA 195510. Case studies & mock domestic inquiry

WHO SHOULD ATTENDAll those involved in handling personnel and industrial relations functions and those who may be called to act as Investigating or Inquiry Officer

METHODOLOGY• Discussions• Mock domestic inquiry

3. WAGES - Wage fixation policy - Consumer price index - Calculation of CPI for preparation of adjustment - Annual increment - Wage adjustment - Minimum and maximum wages - Salary scales

4. CURRENT PRACTICES - Analysis of about 20 CA’s covering more than 50 topics



Collective Bargaining

Disciplinary Procedures

11. Domestic inquiry procedures - Preliminary investigations - Role and functions of prosecuting officers/ investigating officers - Selection of inquiry panel - Role of inquiry officer - Examination-in-chief - Cross examination - Re-examination - Evidence Act - Findings and Decision - Punishment - Industrial Court guidelines


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OBJEKTIFProgram ini adalah bertujuan untuk memberi pendedahan kepada peserta tentang Tatacara Disiplin yang perlu dipatuhi di dalam melaksanakan disiplin di tempat kerja. Kandungan kursus ini adalah Syarahan, Kajian Kes dan juga ‘mock’ Siasatan Dalaman. Apabila selesainya kursus ini, peserta dijangkakan berkeupayaan untuk merangka Pertuduhan, menjadi pedakwa semasa Siasatan Dalaman atau mengendalikan Siasatan Dalaman.

KANDUNGAN KURSUS1. Asas-asas Keadilan Asasi2. Tugas dan tanggungjawab Majikan/Pekerja3. Salahlaku4. Kemaafan5. Siasatan Sewajarnya6. Perlanggaran Kontrak7. Menangani Pekerja yang bermasalah dari segi kehadiran8. Menangani Pekerja yang lemah prestasi9. Penamatan Perkhidmatan di bawah Seksyen 15 (2) Akta Kerja10. Kajian Kes dan Mock Siasatan Dalaman

PESERTA KURSUSSemua yang terlibat di dalam mengendalikan tugas-tugas Perhubungan Perusahaan dan kepada individu yang mungkin dilantik untuk mengendalikan siasatan dalaman sebagai pendakwa atau penyiasat.

KAEDAH KURSUS• Perbincangan• Mock Siasatan Dalaman

INTRODUCTIONAbsence from work has become a major and growing problem in recent years. It affects productivity and is a matter of concern to employers. However absenteeism can be managed and controlled. Management needs to initiate programs to minimise absenteeism. The absence control program must comprise well designed systems that will strike a balance between those who have genuine reasons for absence and those who are abusing the system. Employers often face situations, when for one reason or other, an employee’s non-attendance or unexpected leave becomes issues requiring the attention of the management. The other problem faced by employers is that the numerous types of leave are often vague, and the difficulty in determining the characteristics of such leaves. If left unmanaged leave and absence may cause serious problems to employers.

TOPICS COVERED1. The scope of leave and absenteeism2. Unjustified absence3. The right to take leave4. The authority to grant leave5. Leave to be taken in advance6. Enforcing leave on employees7. Types of leave

WHO SHOULD ATTEND• Human Resources Managers• Personnel Executives• Industrial Relations Officers• All those involved in personnel management


11. Tatacara siasatan dalaman - Siasatan Awal - Peranan pegawai pendakwa dan pegawai penyiasat - Pemilihan Panel Siasatan - Peranan Panel Siasatan - Pemeriksaan Utama - Pemeriksaan Balas - Pemeriksaan semula - Keterangan - Hukuman - Panduan daripada kes yang telah diputuskan oleh mahkamah perusahaan



Tatacara Menangani Masalah Disiplin

Handling Misconduct Of Absenteeism

8. Provisions in the law relating to leave9. Absence control programmes10. Preventive measures11. Procedures for supervisors and managers12. Attendance schemes13 Absent control measures14. Action programmes including disciplinary procedures


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OBJECTIVESThis course has been designed to identify specifically the different kinds of termination of employment and dismissal cases. Participants will be informed of the proper procedures that need to be adopted in dealing with different situations. Specific cases dealt with by the Industrial Court identifying the pitfalls will be discussed.

TOPICS COVERED1. DISMISSAL FOR MISCONDUCT - Procedures2. TYPES OF MISCONDUCT THAT MERIT DISMISSAL3. SOME TERMS OF TERMINATION OF EMPLOYMENT - Poor performance - Negligence - Failure to meet targets - Malingering - Absenteeism


METHODOLOGY• Discussions• Analysis of relevant awards

OBJECTIVESLine managers i.e. operations managers, department/section heads, are in charge of accomplishing the basic goals of the organization. Basically managers get things done through the efforts of others. The production manager meshes resources and workers to produce goods in sufficient numbers and quality; the marketing manager works through sales representatives to sell the firm’s products; and the finance manager obtains capital and manages investment to ensure sufficient operating funds.

Managers too, have the responsibilities of personnel-related activities. Human resource managers normally act in advisory capacity, working with other managers regarding human resource matters. Establishing day-to-day relationship of mutual respect and trust with subordinates, applying labour laws and labour contract consistently, handling grievances, discipline etc., Therefore, the knowledge of salient labour regulations are essential for all managers so as to reduce legal exposures.

This two-day course offers in respect of the industrial relation perspective introduce to key issues in Malaysian employment law and provides practical guidance on employment issues. At the end of this programme, participants will be able to apply the relevant provisions in the labour legislations in handling employee relations.

TOPICS COVERED1. EMPLOYMENT ACT 1955 - Scope - Contract of service - Section 14 – Misconduct - Section 15 – Breach of contract - Rest Days, Hours of work, Annual Leave, Holidays

2. INDUSTRIAL RELATIONS ACT 1967 - Dispute settlement - Grievance procedure - Dismissal

- Assault of a superior- Retrenchment- Retirement- Fixed-term contract- Constructive dismissal- Conflict of interest- Confessions- Medical Leave- Resignation- Victimisation



Termination of Employment

Employment Laws For Non-HR Managers

3. DISCIPLINARY PROCEDURE - Discipline - Natural Justice - Grievance Handling

4. FORMS OF TERMINATION - Termination simplicitor - Constructive dismissal - Breach of contract - Retrenchment - Frustration of contract - Retirement etc.


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Writing a Contract of Employment – Essential Features and Avoiding PitfallsOBJECTIVESA contract of employment is a legally enforceable agreement under which the employer’s basic obligation is to pay wages or salary and the employee’s basic obligation is to provide service. A contract of service is made when the offer of employment by employer is accepted by employee. A number of rights and duties, enforceable through Courts, arise as soon as the contract of service comes into force.

This programme will address the essential features of contract of service and more importantly assist participants to avoid pitfalls in drawing up contract of service so that employers maintain flexibility in operating their business within the framework of the law. Changes occur in working relationship for many reasons and accordingly problems may arise in effecting the changes. An essential part of this programme will be to guide employers in managing changes and term of employment without breaching the contract of service.

TOPICS COVERED1. Contract of Employment / Terms and Conditions of Employment / Employee Handbook2. Effect of Collective Agreements on Employment Contract3. Factors determining contractual relationship.4. Global and umbrella contract of service5. Extra territorial jurisdiction6. Contract of service – contract of employment7. The control test



Duration :7 hours (1 day)

8. Pre-employment steps9. Job offer / withdrawal of offer10. Managing changes11. Variations of contract12. Vicarious liability13. Termination and Resignation14. Change of ownership and the effect on the contract of employment

OBJECTIVESCriminal misconduct may take several forms namely theft, sexual harassment, committing violence or fraud at the workplace. Employers need to deal specifically with each criminal misconduct, and the laws that govern it from the legal and industrial point of view.

TOPICS COVEREDThe course will deal with the general concept of misconduct particularly “criminal” misconduct.1. Meaning and concept of misconduct2. Types of misconduct3. Sources of misconduct4. Meaning and concept of Criminal misconduct5. “Burden of proof” for criminal misconduct6. Inquiry process for ‘Criminal’ misconduct7. Dishonesty and cheating at the workplace8. Theft at the workplace9. Violence at the workplace10. Sexual harassment at the workplace11. Punishment for ‘criminal’ misconduct




Criminal Misconduct in Employment


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OBJECTIVESThe course will assist all who are involved in industrial law especially industrial relations and human resource practitioners to understand better the various facets of employment relationship. The course provides detailed analysis and discussion on employment relationship between employers and employees. An outline will be given on the framework of individual contracts and collective relations as it affects rights, immunities and obligation of employers and employees. The aim is to present a systematic and integrated view of the related laws, regulations and practices that have impacted employment relationship. Various situations that arise in the context of employment relationship will be discussed and analysed. This course would guide employers in avoiding pitfalls in the management of employment relationship especially in the context of rapidly changing work environment.

TOPICS COVERED1. Contract of Employment 2. Structure of the Contract 3. Obligations of Employers & Employees4. Contractual Performance5. Fixed Term Contract 6. Transfer, Relocation & Change of Ownership7. Order of a Superior in Employment Relationship8. Termination of Contract of Employment 9. Constructive Dismissal 10. Employee Handbook 11. Retirement Age


When you identified a performance problem and are looking for ways to improve we may sought to Performance Improvement Plan. The Performance Improvement Plan plays an integral role in correcting performance discrepancies. It is a tool to monitor and measure the deficient work products, processes and/or behaviors of a particular employee in an effort to improve performance or modify behavior.

OBJECTIVESParticipants will be able to :• Determine whether it is performance problem or behaviour problem• Handle a non performer• Manage performance using the tools taught• Establish a Performance Improvement Plan for the employee.

TOPICS COVEREDDAY 11. Who is non-performer 2. Is it performance or behavior problem? 3. How performance is manage4. Annual performance review5. Failure to conduct meeting on regulation basis 6. Industrial Court Awards on poor performance7. Legal approach in dealing with poor performance8. Dealing wiht probationer9. Exercise

WHO SHOULD ATTENDAll personnels involved in handling human resource / industrial relations functions.

METHODOLOGY• Group Discussion• Case Study



Employment Relationship

12. Recruitment and Job Offer13. Drawing the Employment Contract14. The Duty to Exercise Due Care in respect of Occupational Safety & Health15. Sources of Individual Right, Obligations and Restriction Imposed on Employment Contract by Statues16. Variation of Employment contract17. Secondment18. Probationer19. The Right to Dismiss20. Collective Agreement21. Absenteeism and Sick Leave

Performance Improvement Plan

DAY 21. The necessity of PIP 2. Steps in Formulating a performance improvement plan – Drafting PIP exercise3. Effective communication4. How to coach5. Time frame for improvement 6. Managing poor performer at senior level7. Question & Answer


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OBJECTIVESThis programme is designed to familiarise participants on the do and don’t in conducting a Domestic Inquiry and the procedures that has to be adhered in conducting a Domestic Inquiry. The course will include a presentation on the concept, processes, roles and responsibilities in conducting a Domestic Inquiry. Also, the participants would be given an opportunity to participate in a mock Domestic Inquiry where they would be able to experience various roles such as Chairman, Panel Member, Prosecutor and Accused. Participants upon completion of this course would be competent in handling a Domestic Inquiry.

TOPICS COVERED 1. Principles of natural justice2. Duties and obligations of an employer/worker3. Misconduct4. Condonation5. Due Inquiry


METHODOLOGY• Interactive discussions• Mock domestic inquiryDuration :

7 hours (1 day)

Domestic Inquiry


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• HUMANRESOURCE MANAGEMENT&DEVELOPMENT

– TRAINING & HR MANAGEMENT– PERFORMANCE MANAGEMENT– MANAGEMENT & SUPERVISORY SKILLS– CUSTOMER SERVICE– COMMUNICATION & INTERPERSONAL SKILLS– MOTIVATION & ATTITUDE– ORGANISATIONAL CHANGE MANAGEMENT– HR SKILLS & ADMINISTRATION– RECRUITMENT, SUCCESSION & COMPETENCY SERIES– LEADERSIP & TEAM MANAGEMENT


OBJECTIVESFor training to be accountable, the training process and evaluation process need to be an integrated system. Evaluations require thoughtful planning to gather “critical information,” that reveals the impact of the training to the participants as well as the organisation. Participants will be introduced to the concepts of formative evaluation and summative evaluation and detailed understanding of the Kirkpatrick’s 4 Levels of Evaluations, including the development of the appropriate evaluation tools at each level.

TOPICS COVERED1. OVERVIEW OF TRAINING CYCLE - Elements of Training Impact - Evaluation System 3. KIRKPATRICK LEVEL 1 & LEVEL 2 - Tools development - Implementation issues 5. KIRKPATRICK LEVEL 4 - Business Impact - Qualitative & Quantitative

WHO SHOULD ATTENDThose who are involved in training, especially HR and Training Managers and Executives.

METHODOLOGY• Presentation• Discussion• Hands-on tool development• Self Evaluation

OBJECTIVESThis 1-day introductory course is to enable participants to acquire the confidence and basic skills to conduct a training session effectively.

TOPICS COVERED1. BASIC SKILLS FOR NEW TRAINERS – Survival Skills Inventory – Trainer’s Skills – Do’s & Don’ts For New Trainers2. ADULT LEARNING – Know Your Trainees – Basic Principles – Steps of Adult Learning – Methods Variety Scale

WHO SHOULD ATTENDNew Trainers, Supervisors, Executives and all those who are required to train, instruct,either on a one-to-one basis or as a small group in the work environment.

METHODOLOGY• Individual & group exercises• Discussions• Role play

2. KIRKPATRICK’S 4 LEVELS OF EVALUATION - Classroom Evaluation - Post-Training Evaluation4. KIRKPATRICK LEVEL 3 - Competency Based Assessment - Evaluation Methodology - Data collection & analysis6. LEVEL 5 – RETURN ON INVESTMENT - Introduction to ROI - Dr. Philips ROI Methodology - ROI Calculator Examples



Training Impact – What Next?

New Trainer Upskilling

3. DELIVERING TRAINING – Communication Skills – Non-Verbal Communication – Questioning Skills – Answering Questions/Giving Feedback – Active Listening – Building Trainee’s Self-Esteem

• HUMAN RESOURCE MANAGEMENT & DEVELOPMENT •

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TRAINING & HR DEVELOPMENT



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OBJECTIVESOn-the-job Training (OJT) is becoming a preferred alternative to classroom training as it is considered more cost effective, less disruptive to the business and more effective, as employees are learning directly from experience, based on company standards and working environment. However the effectiveness of OJT depends on the OJT trainer. An OJT Trainer requires critical skills to ensure effective transfer of knowledge, and this goes beyond showing and following the experienced worker.

This program is designed to equip the OJT Trainer on how to develop and manage OJT efficiently and effectively, with the time and resources available and ensuring trainees learn and internalize the knowledge required to perform the job.

TOPICS COVERED1. THE OJT TRAINER – What is OJT Coaching – OJT team & the coach – Selection Criteria of the OJT Coach

2. HOW ADULTS LEARN – Adult Learners – David Kolby’s Experiential Learning – Effective Coaching – Coaching Checklist

WHO SHOULD ATTENDThe course is designed for new OJT trainers, at any level.

METHODOLOGY• Case studies• Role play• Group discussion

OBJECTIVESThis programme is designed for personnel who are responsible for their staff’s training and development in order to:• Create strategies to meet organisational and departmental needs• Identify the individual training needs and subsequently structure the essential training programmes• The use of the TNA as an overall management tool

TOPICS COVERED1. AN OVERVIEW OF TRAINING AND TNA The purpose, definition & objectives

2. THE APPROACHES TO TNA a. The methodologies and process b. The stakeholders for successful TNA

WHO SHOULD ATTENDTrainers, Managers, Executives and anyone who make decisions about training and involved in analysing, designing and implementing organisational development plan.

METHODOLOGY• Discussions• Group & individual exercises

3. THE COLLECTION OF FEEDBACK The techniques and design of data collection forms

4. PRESENTATION OF TRAINING PLAN a. Selecting and Prioritising training programmes b. The layout of company’s annual training directory c. Writing an overall TNA report



Peak Performance Through Effective Training Needs Analysis

Developing Skills Trainers at the Workplace – OJT Perspective

3. STEP-BY-STEP OJT – Setting the OJT Objective – Planning the OJT Outline – Work Processes - Grouping & Order – Trainer Perspective On Important Considerations – OJT Coaching Methods

4. PREPARING TRAINING OUTLINE – Writing the Objective – Preparing the outline based on Standard Operating Procedures

5. ASSESMENT OF TRAINING – Kirkpatrick’s Training Evaluation Model – Relationship between levels – Step by Step Assessment using Kirkpatrick’s modal


TRAI

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OBJECTIVESThis 2-day course is designed to enable Supervisors, Executives, Managers and potential trainers to obtain the skills necessary to identify methods of training that are most suitable to the learning needs of their target audience. Thus, the participants would be able to select appropriate training aids relevant to the training programme, using feedback and questioning techniques to stimulate participation and deal with difficult situations arising during the delivery of training.

TOPICS COVERED1. THE TRAINING CYCLE - Analysing Needs - Training Objectives - Lesson Planning - Presentation, Evaluation - Characteristics of an Effective Trainer 2. ADULT LEARNING - Know Your Trainees - Basic Principles - The Need For Variety3. DELIVERING TRAINING - Communication Skills - Non-Verbal Communication - Questioning Skills/Answering Questions/ Giving Feedback - Active Listening - Building Trainee’s Self-Esteem

WHO SHOULD ATTENDTrainers, Supervisors, Executives, Managersand all those who are required to train others as part of their job.

METHODOLOGY• Video presentation• Individual & group exercises• Role play• Discussions

4. SETTING THE STAGE - Using Visual Aids/Resource Material - Room Layout - Timing5. ASSESSING YOURSELF AS A TRAINER - Self-Inventory on Assertion - Problem Participant Strategies - How can a Trainer Help Trainees learn


Training Techniques for Trainers


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TRAINING & HR DEVELOPMENT



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OBJECTIVESTo enable participants to:• Understand the importance of Coaching & Counselling at the workshop and how they are part of the change process• Have a better understanding of their role as a coach and counsellor• Understand the difference between Coaching & Counselling (Can’t do and won’t do)• Know when to coach staff and when to counsel them• Acquire the skills of Coaching & Counselling• Apply the effective steps of Coaching & Counselling at the workplace

TOPICS COVERED1. WHY DO EMPLOYEES FAIL TO PERFORM? – Performance Factors – Personal Issues 2. CONCEPT OF COACHING & COUNSELING – Leadership & People Management skills – Key differences / Approach3. DEFINITION OF COACHING – Coaching Process – Coaching Techniques - Identifying work problem - Solution and actions - Skills required

OBJECTIVESTo enable participants to:• Understand the performance management framework and benefits to the organisation• Appreciate the development of performance appraisal techniques• Apply the organisation’s performance appraisal methods to specific roles• Analyse current performance levels against performance standards• Understand the performance appraisal process and how to conduct an effective appraisal• Focus on employee performance improvement through on-going coaching & counselling

TOPICS COVERED1. OVERVIEW OF PERFORMANCE MANAGEMENT SYSTEMS (PMS) – What is a PMS? – Benefits to Organisation & Individual Performance 3. PERFORMANCE APPRAISAL PROCESS – Understanding Organisation’s Performance Appraisal Methods – Setting Performance Standards – Performance Expectations: Competency & Results – Performance Measurement – Comparative Analysis: Target vs. Current Levels

WHO SHOULD ATTENDManagers, supervisors & human resource personnel who are responsible to conduct/ facilitate performance appraisals and monitor employee performance levels for productivity and results.

METHODOLOGY• Role play • Group & Individual Exercises



Effective Performance Appraisals (EPA)

Power of Coaching & Counselling For Performance

2. PERFORMANCE APPRAISAL DESIGNS – Development of Performance Appraisals – Techniques in Appraising Job Performance4. CONDUCTING THE PERFORMANCE APPRAISAL – Preparing for the Interview – Interview Process – Communication Skills – Performance Improvement Plan5. IMPROVING EMPLOYEE PERFORMANCE – Monitoring the Performance Improvement Plan – Benefits of Coaching & Counselling – Coaching v Counselling – Overview of Coaching & Counselling Process

4. COACHING A PROBLEM EMPLOYEE – Step-by-Step Coaching Interview – Situational Role-Play5. DEFINITION OF COUNSELING – Counseling Process & Techniques - Personal / Attitude / Motivation - Video Presentation 6. ATTITUDE / MOTIVATION – Psychology of Human Behavior – Maslow / Herzberg’s Motivation – Difficult Behaviour

7. COACHING & COUNSELLING SKILLS: – Positive Acknowledgement – Constructive Feedback – Questioning Skills – Listening Skills – Body Language8. COACHING & COUNSELING PROBLEM – Case-study – Situational Role-Play

WHO SHOULD ATTENDSupervisors & Managers who are ultimately responsible for producing results both directly and indirectly through the effort and competency of others.

METHODOLOGY• Discussions • Role play• Video presentation

PERF

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OBJECTIVESAt the end of the course, participants will:• Understand the importance of setting standards that are practical• Know the factors that they need to evaluate when setting these standards• Be able to use these standards as a guide for training employees.

DAY 1 GRIEVANCE HANDLING 1. Complaint and grievances 2. What is grievances 3. Causes of grievances 4. Grievance handling procedure

Discipline MAINTENANCE OF DISCIPLINE 1. Principles of natural justice 2. Duties and obligations of an employer/worker 3. Misconduct 4. Major & minor misconduct 5. Condonation 6. Due Inquiry 7. Breach of contract 8. Handling workers with excessive leave, absenteeism, malingering 9. Dealing with poor performer

WHO SHOULD ATTENDAssistant Managers and Executives

METHODOLOGY• Presentation• Discussion• Hands-on tool development• Self evaluation

DAY 2COACHING1. Definition of coaching2. Coaching vs. teaching3. When to coach4. Barriers to learning5. Effective steps of coaching6. Skills of a good coach

COUNSELLING1. Definition of counselling2. When to counsel3. Identifying performance gaps4. Giving & receiving feedback5. Counselling as tool in motivating staff, improving morale and productivity6. Skills of a good counsellor


Handling Employees Grievances & DisciplineThrough Coaching and Counselling

PERFORMANCE MANAGEMENT


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OBJECTIVESThis 2-day Basic Management Training program contents are developed by the Japan Industrial Training Association (JITA) and targeted at new managers as well as for existing managers who need to upgrade and keep abreast of new management styles. The Basic Management Training is the first of a 2-part training package designed to provide in-depth understanding of the basic principles of Management that nurtures and channels the skills, experience and industry-oriented abilities of individual employees into the competitive strength of the organisation.

TOPICS COVEREDPART I - PRINCIPLES OF MANAGEMENT • Basic Principles of Management • Principles of Organisational Management PART III - TRAINING & DEVELOPMENT • Meaning of Developing Subordinates • Cultivation of Individual Skills & Abilities • Cultivation of Team Skills & Abilities

PART V – BASICS OF IMPROVEMENT OF WORK • Efficiency Awareness • Organisation Chart of Functions

WHO SHOULD ATTEND• Newly-appointed Managers• Aspiring Executives & Managers seeking formal training in Management Skills

OBJECTIVESThis 2-day Advanced Management Training – is the final part of the Japan Industrial Training Association (JITA) developed training package. A continuation of the first part, it highlights techniques which are instrumental in propelling organisation towards continuous improvement, innovation, creative thinking, productivity, and international competitiveness.

TOPICS COVEREDPART I – FUNDAMENTAL CONCEPTS • Principles of Management & Organizational Management • Management and Standards

PART III – ADVANCED IMPROVEMENT OF WORK • KAIZEN – Continuous Improvement • Improvement Analysis Techniques • Improvement of Job Assignments & Work Methods • Improvement of Business Activities – Prior & Post • Improvement Procedures

WHO SHOULD ATTEND• Newly-appointed Managers• Aspiring Executives & Managers seeking formal training in Management Skills

PART II – PROBLEM AWARENESS & CREATIVITY• Improvement & Renovation of Work• Problem Awareness & Enhancements• Process of Creativity• Techniques for Creativity

PART VI - LEADERSHIP & GOOD MANAGEMENT• What is Leadership?• Four Types of Leadership• Leaders & Maturity of Subordinates• Sources of Power• Implementation Action Plan



Advanced Management Training

Basic Management Training

PART II – OPERATIONAL MANAGEMENT • Principles of Planning • Rules of Directing • Art of Controlling & Co-ordinating

PART IV - BUILDING OF TRUST IN SUBORDINATES RELATIONSHIPS • Understanding Human Behaviour • Attitudes and Their Development • Handling Problems Concerning People

MANA

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METHODOLOGY• Individual, group exercises & discussions• Case studies• Video presentation

METHODOLOGY • Case studies• Individual, group exercises & discussions• Video presentation


OBJECTIVESThe success of a particular department is highly dependent on the effectiveness of the Manager(s) managing the department. This 2-day course aims to provide useful insights into the nature of management and the challenges the managers are facing.

1. A CAREER IN MANAGEMENT – The Challenges of A Manager – Self Assessment – Strengths & Weaknesses – The Dos & Don’ts2. LEADERSHIP AND MOTIVATION – Identifying Leadership Styles – Applying effective styles – Motivation - The Individuals & The Team3. CONFLICT MANAGEMENT – Understanding Group Dynamics Leading to Conflict – Identifying Strategies For Dealing With Conflict

WHO SHOULD ATTENDSeasoned, new or soon-to-be appointed ManagersExecutives & Supervisors without formal training in management skills

METHODOLOGY• Case studies• Role play • Video presentation

4. MANAGING RELATIONSHIPS – Professionalism and Effective Communication – Managing your superiors & subordinates – Teamwork and teambuilding5. MANAGING DISCIPLINE – Principles of natural justice – Duties and obligations of an employer/worker – Misconduct – Condonation – Due Inquiry – Breach of contract – Handling workers with excessive leave, absenteeism, malingering – Termination on breach of contract under section 15(2) EA 1955 – Domestic inquiry procedures


The Professional Manager


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OBJECTIVESThe course enables all those in the supervisory level to enhance their supervisory skills and techniques with the aim to create better staff morale. This course is designed to help supervisors stimulate their subordinates towards improving productivity and output in order to create a conducive and healthy working environment.

TOPICS COVERED1. MANAGEMENT ROLES – What are the key roles? – Roles and responsibilities of supervisors – Success & Failures of Supervisors – Transition from Worker to Supervisor

2. MANAGING SUBORDINATES – Management Process – Human management skills – Motivation principles – Maintaining Discipline

WHO SHOULD ATTENDSupervisors and Junior Executive whose jobs include supervising a group of subordinates

METHODOLOGY• Case studies• Discussions• Video presentations


Supervisory Skills For The New Workforce

3. MANAGING PERFORMANCE – Delegation Principles – Communication Skills – Counselling & Handling Complaints

4. INTRODUCTION TO LEADERSHIP – Leadership styles – Situational Leader – Supervisor as a Leader

MANAGEMENT & SUPERVISORY SKILLS


• HUMAN RESOURCE MANAGEMENT & DEVELOPMENT • • HUMAN RESOURCE MANAGEMENT & DEVELOPMENT •

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OBJEKTIFProgram ini diwujudkan bagi membantu para peserta didalam memperbaiki kemahiran mereka serta mempelajari teknik-teknik terbaik didalam meningkatkan semangat kerja kakitangan. Selepas menghadiri program ini dengan jayanya, para peserta juga dijangka berupaya untuk membantu merangsang kakitangan seliaan mereka didalam memperbaiki produktiviti dan bersama mencipta persekitaran kerja yang kondusif dan sihat.

KANDUNGAN KURSUS1. FUNGSI, PERANAN DAN TANGGUNGJAWAB PENYELIA – Peranan Penyelia didalam cara penyeliaan masakini – Perancangan – Arahan – Kawalan – Koordinasi2. STRATEGI-STRATEGI UNTUK BERJAYA – Disiplin – Delegasi – Menyelesai masalah dan membuat keputusan3. KEPIMPINAN: MENYESUAIKAN CARA DENGAN KAKITANGAN – Apa makna Kepimpinan? – 4 cara Kepimpinan – 4 Jenis kakitangan4. MEMBINA KEMAHIRAN KOMUNIKASI & HUBUNGAN MANUSIA – Mengapa perlu memperbaiki kemahiran komunikasi & hubungan manusia? – Masalah-masalah dalam komunikasi – Komunikasi lisan dan bukan lisan – Apa makna hubungan manusia? – Enam kemahiran dalam hubungan manusia – Lima prinsip hubungan manusia5. KEJURULATIHAN, KAUNSELING DAN MOTIVASI – Kejurulatihan – Kaunseling – Motivasi6. MENGURUS PERUBAHAN DENGAN 7 TABIAT ORANG YANG BERKESAN

PESERTA KURSUSKursus ini terbuka kepada pegawai, penyelia, line leader, shift leader dan semua yang menjalankan tugas penyeliaan.

KAEDAH KURSUS• Latihan individu & kumpulan• Perbincangan • Sesi video

Jangkamasa :14 jam (2 hari)

Penyelia Efektif, Pekerja Berjaya

MANA

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INTRODUCTIONDeveloping Supervisors into Managers Workshop is a comprehensive workshop on the basic working knowledge of management and provides a full range of the techniques and approaches that will help supervisors become professional managers to achieve the best in the people and company.

OBJECTIVES• To correct any misconceptions the newly promoted managers may have in their new position;• To help them develop core managerial competencies and skills needed for a successful transition into the new role;• To show the ways on how to become an effective manager in meeting the organization, departmental as well as personal goals.

TOPICS COVERED1. MANAGING CHANGE – SUPERVISOR TO MANAGER – What are the key roles? – Roles and responsibilities of supervisors – Success & Failures of Supervisors – Transition from Worker to Supervisor

2. INTERPERSONAL & COMMUNICATION – Interpersonal Skills – Communication at the office – Ideal communication competency – Effective superior / subordinate communication

WHO SHOULD ATTENDThe programme is designed for supervisors and newlyappointed managers

Duration2 days (9am – 5pm)

Developing Supervisors Into Managers Workshop

Winning Difficult Customers


3. DELEGATING SUCCESSFULLY – Understanding delegation – Delegating effectively – Monitoring progress – Improving skills

4. MOTIVATING PEOPLE – Analysing motivation – Handling leave / absenteeism – Domestic procedures

METHODOLOGY• Case studies• Training games• Video sessions• Role play• Practical exercises

OBJECTIVESHave you ever run into a tough customer? Our most valued customers are sometimes our most difficult.If it’s handled correctly, difficult can be turned into some of the most loyal, long term customers you’ll ever see.

This course is designed to enhance the self-confidence of participants when responding to customer needs. It also aims to develop their interpersonal skills when dealing with handling customer dissatisfaction.

TOPICS COVERED1. A review of customer service2. Understanding what customer wants3. Customer Service Interpersonal Skills4. Types of difficult customers5. Why other people are difficult6. Understanding individual differences7. Dealing with specific customer situation professionally8. Customer service tools and techniques9. Knowing what and when to say.

WHO SHOULD ATTENDSuitable for frontline and support staff who are on direct contact with customers.

METHODOLOGY• Discussions• Case studies• Video presentations


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MANAGEMENT & SUPERVISORY SKILLS

CUSTOMER SERVICE



OBJECTIVESThis course is specifically designed to equip front-line employees in the service industry with a competitive edge in providing superior guest service.

The course provides an action plan for dealing with a variety of guest service situations, enabling the front-liners to transform unhappy guests into satisfied ones and turning challenging situations into happy endings for everyone, thus, creating a win-win situation.

TOPICS COVERED1. The hospitality/service/people industry2. How to create that competitive edge3. Who are our “Customers/Guests”?4. Building corporate image through 5-star customer service5. Interpersonal skills6. Understanding customers’ behaviours7. Why are complaints good?8. Creating a customer-driven team

WHO SHOULD ATTENDFront-line practitioners serving customers. Staff who have to deal directly with customers in any businesswhich has a customer service dimension.

METHODOLOGY• Discussions• Exercises• Video presentation

OBJECTIVESThis course presents a framework for continuous improvement of service where it really counts - at the point contact with the customers. The introduction of the Kaizen concept in this course would enlighten the participants of the effectiveness of applying Kaizen for continuous improvement in their day-to-day work. In addition to this, this course equips participants with strategies and skills that will help them make the most of their day-to-day interactions with people who receive their services, both inside and outside their organisations. Thus, this is considered as an “all-in-one” course for front liners catering for busy service industries.

PARTICIPANTS WILL:• Acquire core skills at the root of good service• Learn to respond to customer needs in ways that both please the customer and build the organisation

TOPICS COVERED1. YOUR RESPONSIBILITY IN FRONTLINE SERVICE - Analysing your job and managing your time for each task - The negative and positive effect of front liner’s attitude to their customers and business - Keeping a service oriented attitude2. CUSTOMER RELATIONS - Understanding various personalities of customers - Methods of handling each type of customers - Using your emotional intelligence - Meeting and exceeding customer needs

WHO SHOULD ATTENDFront-line staff e.g. Front Desk Assistants, CustomerRelations Officers and those who come in constantcontact with the customers



Customer Service Super Stars!

Frontliners Impact On Customers!

3. COMMUNICATING EFFECTIVELY - Understanding body language, gestures and facial expression - Selling and marketing your service - Telephone handling skills

4. PROBLEM SOLVING - Analysing complaints - Handling customer complaints – the emotion and the problem - Reducing complaints by continuous improvement (Kaizen)


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METHODOLOGY• Discussions• Case studies • Video presentation


OBJECTIVESThe purpose of this course is to enable employees, specifically secretaries and other support staff to be proficient and business-minded in handling their day-to-day correspondence. This way, they are able to represent their company more effectively and are personally better and confident writers.

TOPICS COVERED1. THE BASIC PRINCIPLES OF BUSINESS WRITING - to develop a clear focus - to create an awareness of purpose - to respond to the needs of the reader

2. THE PROPER ORGANISATION AND PLANNING IN WRITING - deciding on the correct channels - what to accentuate and what to avoid - dealing with writer’s block - getting started - paragraph development

3. INTERNAL CORRESPONDENCE - memos, basic report layout & minutes of meetings

WHO SHOULD ATTENDSecretaries, Clerical staff, Admin Assistants and other individuals who wish to improve their business writing skills.

METHODOLOGY• Discussions• Individuals and group exercise• Case studies

OBJECTIVESThe course aims to extend the participants’ vocabulary into areas relating to their jobs and develop fluency and spontaneity so that they are able to establish and sustain business relationships with confidence. The objectives of this course are to enable participants to:• use basic grammar correctly (Simple Tenses, Continuous Tenses and Perfect Tenses)• speak and respond appropriately in given work-related situations• use appropriate language structures and expressions in internal and external written communication (memoranda, minutes, faxes, notices)• understand and acquire the 4 basic language skills (speaking, listening, reading and writing)

TOPICS COVERED1. GRAMMAR IN CONTEXT – Simple tenses – Continuous tenses – Perfect tenses

WHO SHOULD ATTENDThis course is for non-executives who can “get by” in English but whose skills need refining for use at work.

METHODOLOGY• Individual exercises • Role play

3. SITUATIONAL – Understanding and expressing greetings and introductions – Understanding and expressing thanks – Making and accepting offers and apologies – Describing events – Describing jobs and talking about responsibility – Asking for and giving information and directions – Telephone etiquette



Mind Your Business English

Business Writing - Made Simple!

4. EXTERNAL CORRESPONDENCE - understanding why we write letters - planning the letter - format styles

5. GOOD WRITING ETIQUETTE - The principles of good writing: a) Conciseness b) Completeness c) Courtesy - What to avoid: a) Sexism b) Cliches & Jargons

6. CHECKING - spelling & basic grammar checking - proof reading

2. SKILLS – Speaking – Listening – Reading - Pre-reading questions - Reading for gist – Writing - Internal written communication (e-mail, facsimile, memoranda, minutes, notices) - External written communication (business letters)

• Case studies• Individual and group discussion • A pre-test and post-test on content of course

d) Clarity e) Correctness


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OBJECTIVESPresentation Skills are one of the first managerial skills which an executive or manager should acquire. This course aims to fulfill that by providing a step-by-step approach to build presentation skills among the participants. It also includes a hands-on-experience in developing an effective presentation and presenting it effectively. The objectives are to enable participants to:

• understand the essential ingredients of presentations• acquire the confidence, poise and proficiency in presentation/speaking

TOPICS COVERED1. BEFORE YOUR PRESENTATION – Defining your objectives – Developing and rehearsing your presentation – Overcoming your nervousness

2. BEGINNING YOUR PRESENTATION – What do you do in the first three minutes – Being credible – Setting the right tone – Exceeding expectations

WHO SHOULD ATTENDSupervisors, Executives and those who make presentations to internal and external clients and customers.

METHODOLOGY• Lectures• Individuals and group discussions• Individuals presentation

OBJECTIVESCommunicating intelligently is an essential tool for every individual. Communication may seem an easy task, however misinterpretation of work instructions, poor staff performance, difficult team relationships or frustrated customers result from lack of emotional intelligence (EQ) in communication. Emotional intelligence is the ability to perceive emotions; to access and generate emotions so as to assist thought; to understand emotions and emotional knowledge; and to reflectively regulate emotions so as to promote emotional and intellectual growth.” This program provides participants with crucial communication skills, which are further advanced with EQ towards improved communication etiquette and personal / work relationships.

TOPICS COVERED1. WHAT IS EMOTIONAL INTELLIGENCE? – Definition – Principles of EQ – EQ in Communication (CQ) – EQ and CQ – Self Esteem, Self Image, Self Talk

2. WHAT IS COMMUNICATION SKILLS? – Art of Communication – 9 Behavioural skills of successful communication – Body Language – Verbal Communication skills – Questioning & Listening Skills

METHODOLOGY• Lectures• Individual and group discussions• Individuals presentation

3. THE BODY OF YOUR PRESENTATION – Keeping their attention – Using the right tools – Managing your presentation

4. CLOSING YOUR PRESENTATION – Summarising – Close your presentation right – Improving continuously



Projecting Your Presentation Skills

Communication & Emotional Intelligence

3. IMPROVING COMMUNICATION USING EQ – Understanding Personalities – EQ and Personalities – Handling People Problems - Relationships - Working in a Team - Customer Service


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OBJECTIVESOn completion of the course, participants will be able to communicate effectively, efficiently and courteously over the telephone which is today’s most common means of modern communication. This powerful tool, if used correctly, can enhance your corporate image and maintain good customer and inter-department relations.

TOPICS COVERED1. Understanding the importance of the telephone2. Communication awareness3. Listening skills4. Creating good corporate image through telephone etiquette and courtesy5. Making and handling calls correctly6. Handling complaints7. Customer service through the telephone8. Establishing a personal directory

WHO SHOULD ATTENDThis course is designed to benefit Telephone Operators, Receptionists, Customer Relations staff, Secretaries and all those who wish to master the effective use of the telephone.

METHODOLOGY• Exercises• Discussions• Video presentations• Role play

OBJECTIVESThis 2-day training program aims to provide an understanding of effective public speaking skills. This practical course involves a range of learning activities with emphasis on ‘stand up presentations’.

The objectives are to enable participants to:• Understand the key steps in preparing for speaking in public• Making use of appropriate visuals during public speaking• Practice ways in dealing with questions/comments from the audience• Receive constructive feedback.

TOPICS COVERED1. OVERCOMING YOUR FEARS – How to overcome nervousness? – How to stop worrying? – How to control your fear?

2. PURPOSE IN SPEAKING – Structure of a Speech – Four Types of Speaking Objectives - To obtain action - To convince - To inform - To entertain

WHO SHOULD ATTENDSupervisors, Executives and those involved in public speaking to internal and external clients and customers.

METHODOLOGY• Discussions • Individual & group exercises • Individual presentations

3. SPEECH STYLES – Four types of Speech Styles - The Manuscript Speech - The Memorized Speech - The Extemporaneous Speech - The Impromptu Speech

4. PREPARING THE SPEECH – Plan your approach – Know your audience – Check the situation and environment – Organize your content – Guidelines in Using Audio/Visual Aids



Overcome Public Speaking Stress

Business Telephone For Superior Service

5. DELIVERING THE SPEECH – Vocal and Visual Characteristics - What are the variables? – Techniques to handle questions effectively


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OBJECTIVESTo help individuals to excel in their career by recognizing the importance of using Communications & Interpersonal Skills for their development.

TOPICS COVERED1. UNDERSTANDING HUMAN RELATIONS – Understanding the Human Psychology – Motivation that motivates people2. INTERPERSONAL SKILLS – Interpersonal skills – Communications at the office – Our Ideal Competency – Effective Listening Skills – Active listening techniques – Listening and feedback skills – 7 keys of effective listening – 3 R’s of effective listening3. COMMUNICATING BETWEEN/ ACROSS DEPARTMENTS – Communicating with your superior – Effective communication skills with superior – Effective communiction skills with peers – Effective communication skills with subordinates – Dealing with peers and subordinates

WHO SHOULD ATTENDAny individuals who wishes to excel in their career

OBJECTIVESIn this age of technology, emails tend to be the most efficient form of communication. Although emails represent the company to both internal and external customers, most employees misuse, poorly draft and undervalue the significance of emails to the business. From grammar mistakes, unclear content, detailed or sufficient information, to unstructured emails that confuse the reader. This course objective is to educate participants on the business email etiquette to ensure healthy business communications and boost email productivity.

TOPICS COVERED1. PLAN THE EMAIL – Understanding the Reader - Layperson - Expert - Executive - User – Purpose of Writing - Why writing? - To whom / level of understanding? - What information /message to convey - What results needed?

2. EMAIL CONTENTS – Content Classification - Request for information - Providing estimate of time - Acknowledge / Appreciate - Reminder or follow-up - Provide Solution /Move to Action – Specific situations

4. NON-VERBAL COMMUNICATION – Message conveyed through non-verbal communication – Understanding body language – Understanding gestures – Communication realm – Rapport building and influencing skills

5. ASKING QUESTIONS – Ask questions – Knowing what to ask – Choosing questions – Strike the right tone – Choosing questions styles



Impact of Positive Interpersonal & Communication Skills at the Workplace

Email Etiquette

METHODOLOGY• Case study• Role play• Games

6. USING PEOPLE SKILLS IN DEALING WITH CONFLICT – Manners – Handling Complaints – Keep your word – Follow through – Turn complains into winning situations – Interacting with people

7. PASSING ON INFORMATION – Finding out information – Passing on information – Being understood – Giving feedback – Handling conflict


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3. EMAIL WRITING ETIQUETTE – Rules for Emails - Legal issues / company policy - Structure & Format – Correct Language – Reader Courtesy – Proof Reading

METHODOLOGY• Group disscussions• Practical exercises / case studies

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Sikap Kerja Positif

OBJECTIVESA strategic approach to optimising your effectiveness in the organization starts by doing the right things. By understanding “The Effective Executive” your personal goals, approach to life and work achievement will be better realised. It also motivates towards productivity by developing an understanding of the organisation, willingness to learn and excel, as well as fostering effective relationships within the work environment.

TOPICS COVERED • The executive’s job is to be effective; and• Effectiveness can be learned.

1. EFFECTIVENESS CAN BE LEARNED – Why We Need Effective Executive – Who is an Executive? / The Promise of Effectiveness

2. THE TIME DEMANDS ON THE EXECUTIVE – Pruning the Time-Wasters – Consolidating “DISCRETIONARY TIME” – The Right Human Relations – The Effective Meeting

WHO SHOULD ATTENDThe programme is designed for Executives and Decision Makers across all industries.

Methodology• Discussions• Practical exercisese• Case studies

OBJEKTIFObjektif utama kursus ini adalah untuk mempelajari teknik-teknik melahirkan persekitaran yang positif di tempat kerja agar setiap individu yang bekerja di dalam organisasi tersebut dapat menghasilkan kualiti dan produktiviti kerja yang terbaik serta mempunyai nilai dan etika kerja yang mulia.

KANDUNGAN KURSUS• Memahami peranan majikan/pekerja• Peranan kerja dalam hidup• Analisa diri sendiri• Motivasi diri• Meningkatkan produktiviti dan kualiti kerja• Meningkatkan komunikasi dan kerjasama berpasukan• Mengurus diri dan masa• Mengenalpasti sikap positif dan negative• Mempelajari kaedah membina sikap kerja positif

PESERTA KURSUSKursus ini terbuka kepada semua kakitangan termasuk Pegawai, Penyelia, Line Leaders, Shift Leaders, kakitangan perkeranian dan semua yang ingin meningkatkan prestasi diri dan organisasi mereka.

KAEDAH KURSUS• Perbincangan• Latihan individu & kumpulan



Effective Executive Workshop

3. STAFFING FROM STRENGTH – Making Yourself Effective – Sloughing off Yesterday

4. THE ELEMENTS OF DECISION-MAKING – Elements of Decision Process – Decision Making and the Computer


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MOTIVATION & ATTITUDE



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3. TIME & STRESS MANAGEMENT – Time management grid – Prioritization and Checklists – Avoiding and dealing with time wasters – Understanding stress and symptoms – Handling change

4. MANAGING RELATIONSHIPS – Professionalism and communication – Managing your superiors & subordinates – Teamwork and teambuilding – Handling conflict

Positive Attitude At Your Workplace

OBJECTIVESPersonal Effectiveness relates to an overall approach to optimising your personal life and your career. By understanding your personal goals, approach to life and link to work achievement, an employee would be equipped to discover success at work and experience job satisfaction. Personal effectiveness also motivates towards productivity by developing understanding of the organisation, willingness to learn and excel, as well as fostering effective relationships within the work environment.

TOPICS COVERED1. PERSONAL MANAGEMENT – Self Analysis – Attitudes & Personality – Motivation levels – Value of Goal Setting – Job satisfaction and life objectives

2. YOUR ROLE & THE ORGANISATION – Understanding the employer – worker relationship – Your role in the Organisation’s Culture – Your work and potential for success – Secrets of achievers and peak performers

WHO SHOULD ATTENDThe course is designed for all levels of executives and non-executives in & across all industries.

METHODOLOGY• Case Studies• Discussions• Learning Activities

OBJECTIVESPositive Work Attitude relates to an overall approach to optimizing your personal life and your career by doing the right thing. By understanding your personal goals, approach to life and link to work achievement, an employee will be equipped to discover success at work and experience job satisfaction. Positive Work Attitude also motivates towards productivity by developing understanding of the organisation, willingness to learn and excel, as well as fostering effective relationships within the work environment.

TOPICS COVERED1. PERSONAL MANAGEMENT – Self Analysis – Attitudes & Personality – Motivation levels – Value of Goal Setting – Job satisfaction and life objectives

2. YOUR ROLE & THE ORGANISATION – Understanding the employer – worker relationship – Your role in the Organisation’s Culture – Your work and potential for success – Secrets of achievers and peak performers

WHO SHOULD ATTENDThe programme is designed for all levels of executives and non executives in and across all industries.

METHODOLOGY• Case studies• Discussions• Practical exercises• Video presentation



You Can Do It! - How To Be Effective at Work

3. TIME & STRESS MANAGEMENT – Time management grid – Prioritization and Checklists – Avoiding and dealing with time wasters – Understanding stress and symptoms

4. MANAGING RELATIONSHIPS – Professionalism and communication – Managing your superiors & subordinates – Teamwork and teambuilding

5. MANAGING CONFLICTS – Understanding Group Dynamics Leading to Conflict – Identifying Strategies For Dealing With Conflict


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OBJECTIVESThis training program provides an understanding of the foundations for individual change to address the challenges faced by employees in any organizational change and to assist increase the employee’s readiness for change. The program modules are designed from the perspective of the employee, providing the requisite assessments and tools to manage personal resistance to change, manage work performance levels as well as reciprocate positively to the change initiatives within the organization to ensure effectiveness of the change with minimal disruption or loss of productivity as well as to promote sustained individual change within the organization.

TOPICS COVERED1. UNDERSTANDING CHANGE – Psychology of change – Personal Change Quotient – Transforming Compliance to Commitment

2. ORGANISATIONAL CHANGE MANAGEMENT – Organisation’s change vision and strategy – Change enablers & barriers – Elements of Change Management – Assessment of change benefits

WHO SHOULD ATTENDThe course is designed for executives and junior executives in & across all industries.

METHODOLOGY• Discussions• Case studies



Organisational Change - What Can I Do?

3. MANAGING PERFORMANCE – Managing Stakeholders – Training Requirements for Change – Assessing organisation impact on performance

4. CULTURE & LEADERSHIP – Managing Superior – Subordinate dynamics – Positive Work Culture – Change Leadership Aptitude

ORGANISATION CHANGE MANAGEMENT

OBJECTIVESThis training program aims to provide an understanding of the foundation of change management, the principles of implementing change using international standards and methodologies. Understanding to Change Management sets out the framework to address the challenges faced in any organisational change and to assist to increase employee’s readiness for change, increase the speed and effectiveness of change with minimal disruption or loss of productivity and to promote sustained change within the organization.

TOPICS COVERED1. UNDERSTANDING CHANGE – What is Change Management? – Significance of Change Management

2. CHANGE MANAGEMENT FRAMEWORK – Elements of Change Management – Implementation Principles

3. CHANGE VISION & STRATEGY – Articulating Change Vision – Assessing Change Climate – Developing Action Plan for Organisational Change

4. COMMUNICATION & TRAINING – Transforming Compliance to Commitment – Managing Stakeholders – Communication Principles – Training Requirements – Training Strategy & Plan

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5. CULTURE & LEADERSHIP – Culture Assessment – Initiating Culture Change – Change Leadership Aptitude

6. ORGANISATIONAL CHANGES – Organisational Impact Assessment – Organisation Design – Managing People Performance

7. BENEFIT ASSESSMENT & IMPLEMENTATION – Assessment of change benefits – Execution Techniques of change initiatives

WHO SHOULD ATTENDThe course is designed for managers, those in managementand human resource practitioners in and across all industries.

METHODOLOGY• Case study• Group work



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Keberkesanan Kerani, Organisasi Berjaya

OBJECTIVESEvery employee in an organisation contributes towards the development and productivity of the organisation they work in. Thus, it is essential for the employees to maintain a high standard of quality work. This can be achieved through constant effective training. This programme is specially designed to enable employees to achieve higher productivity levels which will, in turn, enhance the image and productivity of the organisation.

TOPICS COVERED 1. Roles and responsibilities of employers and employees2. Understanding the company and your job3. Enhancing the company’s corporate image4. Motivation and positive work attitude5. Providing quality customer service in person and through the telephone

WHO SHOULD ATTENDSecretaries, Clerical staff, Receptionists, Front-Line staff, Customer Service people and all those involved in the day to day administration of the office.

METHODOLOGY• Role play• Discussions• Practical exercises

OBJEKTIFSetiap pekerja di dalam sesebuah organisasi menyumbang ke arah produktiviti organisasi tersebut. Oleh itu setiap pekerja perlu mengekalkan prestasi dan kualiti kerja yang tinggi serta mempunyai nilai etika kerja yang mulia. Ini boleh diperolehi daripada latihan dan galakan yang berterusan.

KANDUNGAN KURSUS1. Pejabat dan Organisasi Anda2. Kemahiran Telefon Berkesan3. Perkhidmatan Pelanggan Berkesan4. Komunikasi Interpersonal5. Pengurusan Masa Berkesan6. Perhubungan Sesama Manusia7. Kerja Berpasukan8. Mengatasi Masalah Kerja9. Sikap dan Motivasi

PESERTA KURSUSKursus ini khas untuk kakitangan perkeranian, penyambut tetamu dan para kakitangan barisan hadapan.

KAEDAH KURSUS• Perbincangan & penyampaian• Latihan Individu & pumpulan• Persembahan video



Excellent Clerical Skills For Organizational Success

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OBJECTIVESThe Human Resource Department hardly gets the spotlight on them. Other popular departments such as Marketing and Operations are normally the area of focus. However, the HR Department is indeed the backbone of any organisation unless the organisation can make do without their employees. But managing or working in a HR Department is not an easy task, it requires various skills and people management. This comprehensive course includes various essential skills needed for beginners in a HR Department. The participants should aim to:• Understand and gain the essential skills in managing human resources• Understand and acquire the interviewing skills• Understanding the appraisal process and skills• Understanding the process and methods of mapping competencies

TOPICS COVERED 1. MANAGING HUMAN RESOURCES – What do you need to know as a human resource personnel – Skills needed in managing human resources2. RECRUITMENT AND SELECTION – Understanding personalities to select better – Process of recruitment, selection and interview session – Conducting interviews3. INTERPERSONAL COMMUNICATION FOR HR PERSONAL – What is Verbal & Non-Verbal – Understanding interpersonal comm – Active listening skills

WHO SHOULD ATTENDHR Personnel who have not had any formal training.

METHODOLOGY• Individuals and group discussion• Games

Kecerdasan EmosiOBJEKTIFKecerdasan Emosi (EQ) adalah lebih penting dari IQ, kerana ditempat kerja EQ yang membezakan anda dalam kemahiran komunikasi, penyelesaian masalah, daya kreatif, pengawalan stress dan membina kepimpinan dalam diri anda. Objektif kursus ini adalah untuk memahami konsep Kecerdasan Emosi dan pengunaan EQ untuk memperbaiki komunikasi, perhubungan dengan pekerja dan pelanggan serta menghasilkan kejayaan dalam kerjaya.

KANDUNGAN KURSUS1. APAKAH KECERDASAN EMOSI? – Prinsip EQ – Perbezaan IQ dan EQ – Konsep EQ - Kebolehan Kendiri - Kemahiran Sosial

2. EQ DITEMPAT KERJA – Kemahiran Sosial - Memahami Organisasi – Sikap Berkhidmat – Kemahiran Perhubungan - Memahami Personaliti - Corak Komunikasi

KAEDAH KURSUS• Perbincangan• Latihan individu dan berkumpulan



HR For Beginners

3. KEMAHIRAN KOMUNIKASI & PERHUBUNGAN – Penyelia – Pekerja – Bekerja Berpasukan – Pelanggan

4. ADMINISTRATION AFTER HIRING – Documentation involved on first month – Conducting and organising briefing and orientation – Monitoring the employees – Writing Human Resource related letters5. TRAINING AND DEVELOPMENT – Mapping competencies and utilising competencies for analysing training needs6. JOB ANALYSIS AND PERFORMANCE APPRAISAL – The process of conducting performance appraisal – The documentation involved – The unwritten skills for effective appraisal interview

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Behavioral Interview Assessment Using The Star Methodology

OBJECTIVESInterviewing and hiring people are one of the most critical tasks performed by managers and executives. Hiring the right person is the ultimate On the other hand, hiring the wrong person for the job can be a costly mistake as a poor performer will undoubtedly hurt productivity. Using the Behavioral Interviewing approach gives the interviewer more inside about the candidate by asking them the right questions which leads to evaluating the candidates competency levels by asking specific questions and basing the answers on how they had applied it at their previous work place.

TOPICS COVERED DAY 11. WHY BEHAVIORAL INTERVIEW – Realities in Interviewing – Understanding the X and Y Generation – Differences between Traditional and Behavioural Interviewing Techniques

2. UNDERSTANDING COMPETENCIES – Understanding Competencies – Competency Mapping Using the Job Description – Developing a Competency Matrix

3. CONNECTING WITH THE INTERVIEWEE – Understanding the Communications Quadrant – Discovering Interviewee’s Communication Style – Glossary of defined Behaviours

4. THE RECRUITMENT PROCESS – The Job Analysis – The Job Description – Filling up Employee Requisition – Analysing the CV to match relevant Competency sets and identifying the GAPS

OBJECTIVESTo enable candidates to:• To identify Positive and Negative indicators in evaluating a potential candidate• To ensure that the interviewee is certain about the criteria of the candidates.

TOPICS COVERED1. UNDERSTANDING THE NEEDS OF INTERVIEWER AND INTERVIEWEE2. UNDERSTANDING COMPETENCIES AND QUESTIONING METHODOLOGY (Closed, Open and Probing Questions)3. WHAT IS S.T.A.R (Situation, Task, Action & Results)4. USING S.T.A.R TO ACCESS CANDIDATE5. EVALUATING ACTION (which is a part of S.T.A.R – Differentiate Positive & Negative indicators – Using Probing Questions to access – Positive and Negative Indicators – Categorizing Positive & Negative Indicators to priority and non priority6. EVALUATING THE OVERALL INFORMATION AND FILLING IN THE INTERVIEW ASSESSMENT.

WHO SHOULD ATTEND• Recruitment Managers• Human Resource Manager / Executive• Heads of Dept / Sections Heads

METHODOLOGY• Discussion• Group work



Behavioral-based Interviewing Skills

DAY 25. CONDUCT THE INTERVIEW – Principles of Effective Interviewing – Developing Interview Questions – The Interview Question Matrix – The importance Of Questions i) Open Ended Questions ii) Closed Ended Questions iii) Probing Questions – The Interview Worksheet – Understanding STAR (Situation, Task, Action & Result) – Probing to evaluate STAR and identifying Positive and Negative Indicators6. MOCK INTERVIEW

WHO SHOULD ATTEND• Managers and executives who have to conduct interviews.• All newly-hired human resource executives.

METHODOLOGY• Role play • Video presentation • Group activities

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RECRUITMENT, SUCCESSION & COMPETENCY SERIES

OBJECTIVESThe program has been designed to develop the HR Practitioner’s Skills in Identifying and defining Competencies, and utilizing these as foundations for developing Competency- Based HR programs and systems.

TOPICS COVERED1. FRAMEWORK FOR BUILDING COMPETENCY BASED HR MANAGEMENT This introductory module orients participants to understand the different HR Functional Divisions and evaluate Competencies for the functions

2. DEVELOPING COMPETENCY MODEL This introductory module orients participants on the use of Competencies in Human Resource Management which covers the process of identification and definition of Core and Functional Competencies and levelling of Competencies. How to use the different approached to identifying Core Competencies will also be explored by the participants.

WHO SHOULD ATTENDHR Practitioner who are keen to develop knowledge on Competencies.

METHODOLOGY• Discussion• Games

Competency Based Human Resource Management

OBJECTIVESHaving highlighted the strategic importance of employee competencies in today’s business context, this programme will groom HR professionals to systematically find out the gap between the required level of competency by a particular job position and actual level of competency possessed by the employee holding that job position. Such findings can then be used in recruitment and selection, training and development, performance appraisal, succession planning, coaching and other HR activities.

TOPICS COVERED 1. Introduction to the course and ice breaker2. Defining ‘Competencies’3. People competencies as a Strategic Resource4. The strategic relevance of defining specific job related competencies5. The concept of Competency Mapping6. Benefits of Competency Mapping7. Carrying out Competency Mapping in your organization8. Illustrations9. Group Work -Discussion of examples10. The role of HR

WHO SHOULD ATTENDHR Practioners and others involved in developing Competencies.

METHODOLOGY• Discussion• Group work



Introduction To Competency Mapping

3. COMPETENCY BASED INTERVIEW The module focuses on how the participants can assess competencies with the use of Competency-based interviews and assessment centres for the selection of job applicants/candidates.

4. COMPETENCY BASED CAREER PLANNING The module presents how Competencies are linked to Talent Development with an organization.

5. COMPETENCY BASED TRAINING & DEVELOPMENT This modules involves the participants in developing Competency Based Training and Development plans. Moreover, participants will learn how to anchor career development plans on Competencies.


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Competency Based Succession Planning

INTRODUCTIONTRAINING NEEDS ANALYSIS (TNA) which is often referred to as ‘GAP Analysis’ is the process that is carried out prior to the execution of the actual Training itself. Looking at the change in the workforce, especially with GEN Y a more vibrant group forming today’s workforce a more accurate training with specific Competency development is required.

OBJECTIVES• Understanding Competency Mapping in TNA• Blending in the Competency Modal with Organization’s Competency Framework• Using graphs in finding TNA Gaps• Drawing out a Training Plan

WHO SHOULD ATTENDTraining Managers / Executives, HR Staffs and all involved in training.

OBJECTIVES• To identify components of a successful competency-based succession planning • To develop a Competency framework factors to consider in implementing competency-based succession planning• To develop a successful Competency tools critical for the organizations Succession Planning Process to the org• To tell whether the organization is ready to install a competency-based succession planning system

TOPICS COVERED1. Identify key areas and critical positions 2. Identify competencies 3. Identify succession management strategies 4. Document and implement succession plans 5. Evaluate effectiveness

WHO SHOULD ATTENDExecutives and Senior Executives involved in Succession Planning in their organization (both HR and Non HR).

METHODOLOGY• Individual presentation• Group presentation



Competency Based Training Needs Analysis

TOPICS COVERED 1. UNDERSTANDING THE SCOPE OF TRAINING & DEVELOPMENT Participants will learn the Introduction of what is Training & Development and the move from Pedagogical to Andragogical learning.2. INTRODUCTION TO COMPETENCY & COMPETENCY MAPPING Participants will be given an Introduction to what Competencies are and how to Map Competencies based on their Organization’s Competency Modal.3. INTRODUCTION TO TNA AND 3 LEVELS OF NEEDS ASSESSMENT Participants will be given an understanding of what TNA is and conducting the Analysis based on the requirements of the Organization, Job and Individual.

4. TRAINING NEEDS ANALYSIS TECHNIQUES Participants will be able to understand the methods for data collection methodology and analysing the data using graphs and charts.

5. WRITING TNA REPORT AND PREPARING YOUR TRAINING PLAN Participants will be able to develop a presentation to be presented in the Management Meeting and how to plot programs and frequency in the Training Calendar.

METHODOLOGY• Case studies• Group discussions



Gear Up To Leadership In ManagementOBJECTIVES• Evaluate the traditional management stye and the effectiveness in today’s business climate that can expose over-managed and underled organizations• Examine the “Future of Work” in a Hi Tech Environment under a New Generation of Workers• Analysis of evolving trends, Business landscape and Work-force/Culture due to impact of Leadership styles, types and quality• Examine the Emerging forces that demands transition from the traditional Managing to Leading Style of Management• Reshaping the Organization, Aligning, motivating and Control People• Change, Challenges and Culture of Leadership Management• Leading Strategies, Overcoming fear of Leading! Staff Engagement and Communication on Transition• Feedback and Sustainable Business Development.

TOPICS COVERED 1. INTRODUCTION - MANAGEMENT VS LEADERSHIP – Globalization Exposures: Over-managed! Underled! – The Future of Work!(Hi Tech Era & New Entrepreneurship) – Traditional Management Principles, Functions and Practices

2. EVOLVING BUSINESS TRENDS & CHANGING LANDSCAPE – New Generation of Work-force/Culture – Work Life Balance and Flexible Work Arrangement3. A WALK THROUGH; LEADERSHIP STYLES, TYPES & QUALITIES – Shifting Gear to Leading Management:Focus, Skills & Techniques, Leading Functions?

4. RESHAPING THE ORGANIZATION: ALIGNING, MOTIVATING & CONTROLLING – Avoid Tripping over when shifting from managing to leading – Setting Directions & Planning – Eradicate fear of Leading

5. NAVIGATE THROUGH WAVES OF CHANGES AND ERADICATE FEAR OF LEADING – Strengthening your Emotional Intelligence Skills – Staff Engagement, Empowerment and Challenges

6. RECONCILE & REMEDIES FOR SOCIAL GAPS IN LEADING – Adopt leading strategies and Shift from Corporate Communication to Organizational Conversation – Explore depth of Authenticity and enhance Influencing Skills

WHO SHOULD ATTENDHeads of Departments, Managers and Senior Executives,Human Resources and all engage in managing staff.

METHODOLOGY• Case stuies• Interactive discussions • Exercises


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Leadership and Governance in Management

OBJECTIVESTeam dynamics refers to the patterns of interaction within the group as the team develops. This program is designed to explore the underlying characteristics of individuals, their impact on group behaviour and the development stages towards effective teams. With knowledge of this pattern of interaction and team development process, participants will be able to address the challenges faced working in teams and apply the measures to rapidly achieve team synergy.

TOPICS COVERED 1. UNDERSTANDING INDIVIDUALS – Human Behaviour – Personality Types – Work Style

2. UNDERSTANDING GROUPS – Factors Impacting Groups – Stages of Group Life-Cycle – Why Groups Underperform?

WHO SHOULD ATTENDThe course is designed for all levels who are involved in managing or handling groups within the organization.

METHODOLOGY• Group discussions• Games

OBJECTIVES• Evaluate the traditional management style and the effectiveness in today’s business climate;• Corporate Governance Principles and Practices impacting on Business and Investments;• Overview of Leadership Styles, Leadership Qualities and Types of Leaderships;• Analysis of evolving trends, Business landscape and new generation of Work-force/Culture;• Examine the Emerging forces that demands transition from the traditional Managing to Leading Style of Management; • Change, Challenges and Culture of Leadership Management;• Leading Strategies, Staff Engagement, Communication on Transition, integration of Governance Principles with Business Practices; TOPICS COVERED MODULE 1• Traditional Management Principles, Functions and Practices• Evolving Business Trends and Changing Landscape• New Generation of Work-force, New Work Culture and Work Life Balance!

MODULE 2• Corporate Governance, Principles and Practices• Traditional Managing Style vs Leading Management Style• Leadership Styles, Types and Qualities

WHO SHOULD ATTENDDirectors, Heads of Departments, Managers and Senior Executives, Human Resources and Administrators, Compliance Managers and all those engaged with managing staff or have a need to ensure compliance on Governance of the Board and Statutory Bodies.

METHODOLOGY• Lectures, • Interactive Discussions,• Case Studies and Exercises



Manage Your Team Dynamics

3. EFFECTIVE TEAMS – Team vs Group – Belbin’s Team Role Profile – Team Performance Profile

4. MANAGING TEAM DYNAMICS – Leadership & Team Maturity – Team Development Profile – People Skills – Managing Team Conflict

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MODULE 3• Leading Functions – Generalist, Strategist and Diplomacy• Reshaping by leading “forces” in favour of the organization• Avoid Tripping over when shifting from managing to leading

MODULE 4• Navigate through waves of Changes and eradicate fear of leading• Integrating Governance with Leadership and Strengthening Governance principles• Staff Engagement, Empowerment and Challenges and adopt new strategies with embedded governance structure.

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LEADERSHIP & TEAM MANAGEMENT

OBJECTIVES• Understand the principles and ingredients that make up Leaderships;• Identify the leadership styles of your Direct Reports and other potentials within the organization;• Study the leadership styles and examine how it can fit into the organization, resolve leadership conflicts and make changes to adapt to such conflicts;• Maximize the leadership talents in each team within your organization so that it will enhance cooperation and teamwork;• Tap the strengths of each leader to further the course and objectives of your organizations;• Learn from Case Studies and experiences so that it will move the organization to new heights.

TOPICS COVERED 1. “I AM A LEADER” SYNDROME – Dysfunctional Leaderless Organization! – Exploring Leadership Depth and how it emerged?2. IDENTIFYING YOUR LEADERSHIP STYLES? – Leadership styles in your organization? – Is the right leadership in place?3. LEADERSHIP NEEDS IN ORGANIZATIONS? – Roles & Responsibilities of Leaders? – Change and Match Leadership Styles!

WHO SHOULD ATTENDDirectors, Heads of Departments, Managers and Senior Executives, Human Resources and Administrators and all thoseengaged with managing staff or have a need to cultivate Leaders!

METHODOLOGY• Interactive discussions• Role play

Leadership Styles : Creating Impact on Business Performance


4. OVERCOMING LEADERSHIP CONFLICTS? – Can Conflicting Leadership co-exist? 5. DIVERT CONFLICT-ENERGY INTO THE BUSINESS – Leadership Compatibility & Change6. THRUST & TRUST OF LEADERSHIP – Rewards and Recognition of Leaders7. EFFECTIVE LEADERSHIP STYLES & MANAGEMENT – Dismantling Barrier to Leadership Styles!8. PRICE & PAIN OF A LEADERSHIP CRISIS! – Impact on Corporate Image & Reputation

• Case studies • Exercises

OBJECTIVES• Identify Complicated and Complex systems in Organizations;• Navigate through the Complexity and Confilct Zones;• “Definitions” and drives of Complexity;• Explore tactics and techniques to manage these issues that permeated the organization;• Examine methhodology on staff engagement to convert embedded complexities by embracing change and to create newe organizational structure;• Develop strategies with workshop input from cross fertilization of ideas to cope with changes and challenges for organizations in facing the new era!.

TOPICS COVERED 1. FUNDAMENTAL DIFFERENCE IN MANAGING A BUSINESS TODAY AND IN PAST DECADES – Emerging Complexities in Organizations- the unpredictable! – Management-what is getting complex and its causes?

2. DRIVERS OF COMPLEXITY AND AGENTS FOR CHANGE – Concerns & Capacity in Managing Complexity – Complexity Problems & Unintended Consequences

WHO SHOULD ATTENDDirectors, Head of Departments, Managers, HR Professionals, Team Leaders and Senior Executies.

METHODOLOGYInteractive Discussions and interactions exchange of Views and sharing of Best Practices with Corporate Leaders and Team Managers, Lectures, Case Studies and Exercises.


Certified Complexity Management By Embracing Simplicity & Essentialism

3. TACTICS & TECHNIQUES TO MANAGE COMPLEXITIES – Staff Engagement – Level of complexity, Forecasting and analytic tools

4. RECONCILIATION AND REMEDY FOR CONFLICTS ARISING FROM COMPLEXITY – Strategies, Integration and Implementation plans for



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Leadership Skills For Supervisors

OBJECTIVESDaniel Goleman, reknowned author of Emotional Intelligence and Leadership: The Power of Emotional Intelligence (EQ), sets out the scientific discovery that the leader-follower dynamic involves powerful emotional and social circuits that prompt brain functions to react consciously & unconsciously to each other. As such, leaders need to be equipped with understanding of EQ, defined as “the ability to perceive emotions; to access and generate emotions so as to assist thought; to understand emotions and emotional knowledge; and to reflectively regulate emotions so as to promote emotional and intellectual growth.” This program provides participants with understanding of EQ towards improved work relationships, communication and people management for leaders.

TOPICS COVERED 1. PRINCIPLES OF EQ – Science behind EQ – Personal Competence - Self awareness - Self management – Social Competence - Social awareness - Relationship management

WHO SHOULD ATTENDThe course is designed for all levels of leaders involved in managing staff and teams within the organization.

METHODOLOGY• Video presentation• Case study & discussions• Group activities

OBJECTIVESThis workshop will help participants to:• Learn ways to prioritize, plan, and manage their time.• Identify their primary leadership style and techniques for maximizing that style.• Develop more flexibility to use other leadership styles.• Search for ways to overcome communication barriers.• Determine ways they can meet the needs of employees and co-workers through communication and coaching.• Explore ways to engage in productive rather than toxic debate, and to make conflict a powerful force for creative, well-rounded solutions to problems.



Emotional Intelligence (EQ) For Leaders


3. EQ SKILLS FOR LEADERS – Inspirational Leadership – Teamwork & collaboration – Conflict management – Developing others – Influence – Change catalyst

2. SOCIAL COMPETENCE (EQ) AT WORK• Leaderships Styles• EQ Analysis of Leaders• People management - Personality Profiles - Generation Gap (Baby Boomers, X, Y)

TOPICS COVERED 1. MANAGING TIME AND ENERGY Left and Right brain concepts, SMART goals, and how to organize personal workspace.2. WHAT MAKES A GOOD LEADER? The Situational Leadership model and The Leadership Effectiveness and Adaptability Description (LEAD).3. COMMUNICATION AS A LEADERSHIP TOOL How to use effective communication, and major elements of communication such as verbal and non-verbal queues, asking questions, and body language.

WHO SHOULD ATTENDNewly appointed, as well as seasoned supervisors/leaders.

METHODOLOGY• Practical exercise• Role play • Case studies

4. THE COMMITMENT CURVE How to ensure new employees understand the commitment curve and recognize that the first few months of any new job will be tough.5. EMPLOYEE DEVELOPMENT MODELS Coaching and Dialogue employee development models; “You” and “I” messages; consequences and benefits of both changing and not changing.6. DEALING WITH CONFLICT AND DIFFICULT ISSUES Discussion on the difficulties involved when bringing up a concern or issue with another person.

• Discussions • Video presentation

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• OCCUPATIONALSAFETY&HEALTH(OSH)

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• OCCUPATIONALSAFETY&HEALTH(OSH)

OBJECTIVES• Understand the provision: under Notification of Accident, Dangerous Occurrence, Occupational Poisoning and Occupational Disease Regulations 2004 (NADOPOD 2004)• Able to conduct effective accident investigation• Able to identify the Basic, Direct and Indirect causes of accidents• Make practical recommendation to prevent accident from recurring at the workplace

TOPICS COVERED 1. NADOPOD 20042. Policy of Accident Investigation3. Accident Causation Models4. Investigation Methodology5. Principle of Loss Prevention6. Tools and Techniques for Investigation7. Performance Measurement and Accident Calculation Rates8. Accident Report Writing

WHO SHOULD ATTENDHuman Resource Managers, Safety and Health Committee, Accident Investigation Team.

METHODOLOGY• Discussions• Case studies & Simulation

OBJECTIVES• To understand and implement the requirement of the Safety and Health Committee• Understand the provisions of OSH Act 1994• Implement the Safety and Health Meeting effectively• Able to conduct effective workplace inspection• Able to conduct and report accident investigation effectively

TOPICS COVERED1. OSH Act 1994 and its Regulations2. FMA Act 1967 and its Regulations3. Safety and Health Committee Regulations 19964. Hazard Identification, Risk Assessment and Control5. OSH Records and Accident Calculation Rates6. Managing the Committee Meeting7. OSH Promotion and Communication Program

WHO SHOULD ATTENDSafety and Health Committee Members, Safety and Health Officers, Human Resource Manager, Executives,Production Managers and Production Supervisor.

METHODOLOGY• Discussions• Case studies• Role play



Accident Investigation

Formation of an Effective Safety & Health Committee

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Occupational Safety & Health at the Workplace

OBJECTIVES• Understand the self-regulatory concept• Explain the requirements and provisions under the Act• Comply to the duties and responsibilities of the employers, self-employed persons, manufacturers, designers and suppliers• Confirm to the duties and responsibilities of employees• Implement safety and health organisations, notifications of accidents, dangerous occurance, poisoning and diseases• Understand the liability for offences

TOPICS COVERED 1. Historical Perspective of OSH Legislation2. Important OSH Definitions3. General Duties of Employers and Self-Employed Persons4. General Duties of Employees5. Safety and Health Organisations6. Notification of Accidents, Dangerous Occurance, Occupational Poisoning and Occupational Diseases and Inquiry7. Liability for Offences8. Regulations

WHO SHOULD ATTENDHuman Resource Managers, Safety and Health Supervisors, Safety and Health Committee Membersand Safety and Health Practitioner.


OBJECTIVES• To increase awareness and understanding that occupational safety and health is an integral part of management• To induce positive attitude towards safe working environment• To reduce industrial accidents• To promote the role and importance played by safety committees

TOPICS COVERED1. OSH Historical Perspective2. Malaysian Perspective on OSH3. Understanding OSHA 19944. Creating a Safety and Health Policy5. OSHA Regulations6. Creating a Safe System of Work7. Hazard Identification, Assessment and Control8. Risk Assessment9. Safety Inspections10. Accident Investigation11. OSH Training

WHO SHOULD ATTENDHuman Resource Managers, Safety and Health Supervisors, Safety and Health Committee Members, and Safety andHealth Practitioner.

METHODOLOGY• Discussions• Case studies• Video presentation



Occupational Safety & Health Act 1994


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OSH Performance – for Small-Medium Enterprises

OBJECTIVES• Establish OSH systems and procedures for the organisation• Implement OSH programs effectively• Implement effective management system• Plan, Do, Check and Take Action on the management system• Maintain Safety and Health as an integral part of the business system

TOPICS COVERED 1. Historical Perspective of OSH Legislation2. ILO OSH Management System vs OHSMS ISO 180003. OSH Policy, Organisation, Arrangement and Documentation4. Management of Hazards, Risks Assessment and Control5. Principles of Loss Prevention6. Accident Theories7. Emergency Preparedness and Incident Investigation8. Performance Measurement and Monitoring9. Management Review and Corrective Action

WHO SHOULD ATTENDHuman Resource Managers, Safety and Health Supervisors, Safety and Health Committee Members, Safety andHealth Practitioners and Executives.


OBJECTIVES• to make aware of the importance of safety and health in small-medium enterprises• to impart safety and health elements to improve work condition• to cultivate safety and health culture at the work place

TOPICS COVERED1. Accidents in the SME2. Establishing a OSH Steering Committee3. Identifying and Assess Workplace Hazards and Risks4. Control the Workplace Hazards and Risks5. Low-Cost Improvement for the Workplace6. Maintain and continually Improve the Workplace

WHO SHOULD ATTENDSME owners and SME employees.

METHODOLOGY• Discussions• Exercise



OSH Management System for Executives (OSHMS)

• OCCUPATIONAL SAFETY & HEALTH (OSH) • • OCCUPATIONAL SAFETY & HEALTH (OSH) •

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Understanding and Implementing Notification of Accident, Dangerous Occurrence, Occupational Poisoning and Occupational Disease Regulations 2004 (NADOPOD)

OBJECTIVES• Understand the self-regulatory concept• Explain the requirements and provisions under the Act• Explain the requirements and provisions under the Regulations• Confirm to the duties and responsibilities of employers and employees• Implement safety and health organisations, notification of accidents, dangerous occurance, poisoning and diseases• Understand the liability for offences

TOPICS COVERED 1. Historical Perspective of OSH Legislation2. Important OSH Definitions3. General Duties of Employers and Self-Employed Persons4. General Duties of Employees5. Safety and Health Committee Regulations 19966. Control of Industrial Major Hazard Installation Regulations 19967. Classification, Packaging and Labelling of Hazardous Chemicals Regulations 19978. Safety and Health Officer Regulations 19979. Use and Standards of Exposure of Chemicals Regulations 200010. Liability for Offences

WHO SHOULD ATTENDHuman Resource Managers, Safety and Health Supervisors, Safety and Health Committee Members, and Safety andHealth Practitioner.

OBJECTIVES• Understand the provisions under the Notification of Accident, Dangerous Occurrence, Occupational Poisoning and Occupational Disease Regulations 2004 (NADOPOD 2004)• Able to distinct between Work-Related Incidences and Non-Work Related Incidences• Able to use the appropriate form for reporting purposes to the Department of Occupational Safety and Health

TOPICS COVERED1. Main purposes of reporting2. Definition of terms3. Deciding whether a case should be notified and reported4. The mechanics of notifying and reporting5. Location, retention and maintenance of Record6. Penalty

WHO SHOULD ATTENDHuman Resource Managers, Safety and Health Committee, Accident Investigation Team & Safety and Health Officers.

METHODOLOGY• Discussions• Exercises


Duration :7 hours ( day)

Understanding & Implementing OSH Act 1994 and Its Regulations


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Job Safety Analysis (JSA)

OBJECTIVESUpon completion of the course, participants will be able:• To understand the factors influencing human errors at the workplace• To prevent accidents using Behavioral Based approach• To improve staff efficiency at the workplace

TOPICS COVERED 1. Overview and Introduction of Motivating Workers Through Behavioral Based Safety (BBS)2. The seven principles of BBS3. Behavioral-Based Observation & Feedback4. Motivating and Maintaining Safe Behavior5. Maintaining Safety Improvement6. Discussion – The Next Step

WHO SHOULD ATTENDHuman Resource Manager, Safety and Health Committee members and Safety and Health Officers.

METHODOLOGY• Role plays • Exercises

OBJECTIVESUpon completion of the course, participants will be able to:• Conduct risk assessment on work activities• Identify hazard, assess risk and provide control measures for work activities• Document Job Safety analysis

TOPICS COVERED1. Introduction to Job Safety Analysis2. Identifying scope of task and target setting3. Classifying task to basic steps4. Hazard identification5. Risk analysis and risk evaluation6. Risk control7. Recording and documenting

WHO SHOULD ATTENDHuman Resource Manager, Safety and Health Committee members and Safety and Health Officers.

METHODOLOGY• Group work



Behavioral Based Safety (BBS)


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Fire and Emergency Response Plan

OBJECTIVESUpon completion, the participants will be able to:• Understand the hazard and risk associated to the office environment;• Aware of injuries related to computer works and manual handling in the office• Identify office appliance that may compromise health and safety in the office• Implement intervention to improve work performance and comfort• Improve staff efficiency at the workplace

TOPICS COVERED 1. Introduction to office safety and health2. Work related risk factors in the office3. Ergonomics stressors in office workstation4. Manual handling activities in the office5. Maintaining good housekeeping6. Fire and emergency response in the office7. Indoor air quality in the office

WHO SHOULD ATTEND• Human Resource Manager• Safety and Health Committee members • Safety and Health Officers

METHODOLOGY• Demonstration • Exercises

OBJECTIVES• Identify potential emergency situation at the workplace• Estimate the risk level• Develop an Emergency Response Protocol

TOPICS COVERED1. Hazard Identification Risk Assessment and Risk Control2. Introduction to Emergency Response Plan (ERP)3. Basic fire characteristics4. Emergency control facilities5. Potential emergency situation at the workplace6. Developing an Emergency Protocol

WHO SHOULD ATTEND• Safety & Health Committee Members• Safety & Health Officers• Human Resource Manager and Executives• Production Managers and Supervisor

METHODOLOGY• Group work



Occupational Safety and Health in the Office


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Chemical Safety: Managing Chemical Hazard At The Workplace

INTRODUCTIONGenerally every employee is exposed to hazards at work. However not many are aware of the threats posed by these hazards that could harm and endanger life. It is therefore important for organizations to conduct Hazard Identification, Risk Assessment and Risk Control (HIRARC). The organizations that have carried out HIRARC reported positive change and reduced the risks. This course aims to deliberate the systematic and objective approach on HIRARC with reference to the published Department of OSH Guidelines for Hazard Identification, Risk Assessment and Risk Control, 2008.

OBJECTIVES By the end of the 2-day course, the participants should be able to :• Identify physical hazards at work• Analyze and Estimate risk of the identified hazards• Select a suitable control• Conduct documenting process

TOPICS COVERED 1. Provisions of OSH Act 1994 on HIRARC2. Purpose of HIRARC3. Basic Concepts

WHO SHOULD ATTENDThis course is designed to train : • Safety and Health Committee members• Person in-charge of OSH activities at the workplace• Human resources specialist.

INTRODUCTIONMajority of workers today are either exposed or work directly with hazardous chemical at work. Unfortunately only few really understand the consequences of hazardous chemicals. The frequency and period of exposure or contact with hazardous chemical has the potential to cause chronic health effect on the workers. In due time, workers may suffer chronic health condition such as cancer. Therefore it is utmost important for workers to be equipped with the right information, in handling chemical thus improve their working condition. This workshop will deliberate the chemical safety programme that should be practiced at the workplace.

OBJECTIVES By the end of the two days’ course, the participant will be able to :• Understand the legal requirements on hazardous chemicals• Understand basic toxicology effects of hazardous chemicals• Understand the safe work practices with hazardous chemicals

TOPICS COVEREDThe workshop is designed and divided into eight modules:1. Legal requirements on chemical hazardous to health2. Understanding Chemical Safety Data Sheets3. Toxicology health effects to humans4. Physicochemical properties of chemical

WHO SHOULD ATTENDThis course is designed to train:• Safety and Health Committee• Chemical user or chemical handlers• Procurement officer or person in charge of chemical supplier.



Hazard Identification, Risk Assessment AndRisk Control (HIRARC)

4. Planning and Conducting of HIRARC5. Control6. Documenting HIRARC

METHODOLOGY• Video session• Practical exercises

5. Hazard Communication6. Chemical fire & explosion7. Personal protective equipment8. Emergency response preparedness

METHODOLOGYThe facilitator will apply combinations of the followingmethod to ensure experiential learning takes place:• Brief lecture on key elements of the topics • Case study based on video presentation• In-class assessments • Group or individual work exercise


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INTRODUCTIONAll of us encounter all kinds of problems daily and often we are required to solve them by making “wise” decisions. This course aims to familiarize the participants with the necessary skills, tools and techniques in systematically solving day-to-day problems at the workplace. Participants will equip themselves with effective strategies in identifying, analyzing and solving work related problems, thereby improving performance.

OBJECTIVES At the end of the program the participants will be able to:• Understand the systematic framework for identifying, analyzing and solving work related problems• Develop your creative energy in making decisions to gain competitive advantage• Familiarize themselves with effective tools and techniques to be used in effective problem solving• Identify workplace problems clearly and specifically, and prepare a concise problem definition statement• Enhance their knowledge and experience in identifying the root causes of the problems, and propose effective actions to solve the problem

TOPICS COVERED 1. INTRODUCTION TO PROBLEM SOLVING PROCESS – Definition – Differences Between Problem, Issue, Facts And Opinions – Basic Skills in Problem Solving – Mistakes in dealing with problem solving – Attitude required For Problem Solving – Six Steps to Problem Solving

2. DEFINE PROBLEM ACCURATELY AND CLEARLY – Checklist to determine problem – Methods to define problem – Workshop 1 – Develop a checklist to determine a problem exist at your work place.

3. IDENTIFY SOURCES OF POTENTIAL PROBLEM – What is Cause? – Tools to Identify Causes – Attitude required to identify the Real Cause – Workshop 2 – Identify the causes using right tools for the problem identified in

4. GENERATE POSSIBLE SOLUTION – Creative Thinking in Problem Solving – Evaluate all Possible solutions – Selecting solution Through ranking – Identify the Best Solution – Workshop 3 - What attitude do you require for creative Solution?

5. CHOOSE THE BEST SOLUTION – Quantitative & qualitative assessment – Evaluating the Risk – Experimental Solution

6. DECIDING THE SOLUTIONS – Determine Key Objectives & Goals – Plan Implementation – Determine Required Resources – Communication and Effective Training for the implementation

7. MONITOR AND EVALUATE THE PROGRESS OF THE SOLUTION – Monitoring The Progress – Evaluate the effectiveness of the Solution – Evaluate Side Effects – Corrective Action

WHO SHOULD ATTENDSupervisors and employees in frontline management positions, or office administrators, or those wishing to enhance their problem solving skills.

METHODOLOGY• Group Discussion • Workshops


Problem Solving Techniques

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OBJECTIVESThis programme is designed to facilitate Managers and Executives to understand and be equipped with sound financial management knowledge to better understand financial reports; helping them become better leaders and managers in their daily work and professional relationships.

TOPICS COVERED 1. UNDERSTANDING FINANCIAL STATEMENTS • The importance for Managers to value Accounting • Accounting Concepts & Rules • The Accounting Process • The Contrast between Financial and Management Accounts • Key Financial Statements • Profit Distribution & Dividend Policy • Reading the Profit and Loss Statement & Balance Sheet • Off Balance Sheet Items and its impact

2. CASHFLOWS AND BUSINESS FLOWS • Demystifying the Financial Jargon & Key Terminologies • The Operating Cycle, Working Capital, Depreciation • Comprehending the difference between Cash and Profit

WHO SHOULD ATTENDGeneral Managers with Profit Responsibility, Head of Departments, Branch and Divisional Managers, All Managers, Executives and Technical Specialists

METHODOLOGY• Discussions• Case Studies


Finance For Non-Finance Managers

3. CORPORATE FINANCIAL PLANNING • The basis for Corporate Control • Capital & Revenue Budgets and its link: Planning for Profit & Cash - Budgeted Profit and Loss Account - Budgeted Balance Sheet - Budgeted Cash Flow Statement - Budgeted Cash Flow Plan - Sales Budget, Purchases Budget, Inventory Budge

4. FINANCIAL ANALYSIS • Vertical and Horizontal Analysis • Ratio Analysis as a Tool to Measure Business Performance - Performance Ratios - Liquidity Ratios - Efficiency Ratios • “How to Read The Financial Pages?” - PE, DY, NTA, EBIT • “How to Read between the Lines?” • “Creative” Accounting & “Window Dressing”

Basics Of Effective 5SOBJECTIVES 5S is for everyone to practice basic good house-keeping as well as for continuous improvement or “Kaizen” benefits.At the end of the course, participants should be able to:• Understand the fundamentals, philosophy and the power of 5S• How does good 5S practices leads to in relation to continuous improvements or “Kaizen”• Create a good quality environment practices and habits.• Ensure the success through proper training and application skills, through PDCA methodology• Understanding the power of internal auditing practices• Continue to understand the next two 5S – Safety & Savings

TOPICS COVERED1. Introduction and understanding 5S objectives2. In-depth details of each 5S – Sort, Set-in-order, Shine, Standardize and Sustain3. Implementation of 5S at company’s workplaces4. Roles of steering & working committees, 5S co-ordinator, facilitators & team leaders5. Internal auditing (classroom training & discussion only)

WHO SHOULD ATTEND• Newly appointed Managers or Executives who are interested to implement 5S• Aspiring Executives & Managers seeking formal training in Management Skills• Supervisory staff in in the areas of Operations, Technical, Services, Warehouse and other related industries

METHODOLOGY• Individual & Group Exercises• Discussions• Case studies • Role play




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OBJECTIVES5S is for everyone to practice basic good house-keeping as well as for continuous improvement or “Kaizen” benefits.

At the end of the course, participants should be able to:• Understanding the fundamentals, philosophy and the power of 5S• How does good 5S practices leads to in relation to continuous improvements or “Kaizen”• Create a good quality environment practices and habits.• Ensure the success through proper training and application skills, through PDCA methodology• Understand the power of internal auditing practices• Continue to understand the next two 5S – Safety & Savings

TOPICS COVERED 1. INTRODUCTION AND UNDERSTANDING 5S OBJECTIVES • The fundamentals from Japanese lessons of “Kaizen” • When are the customers really satisfied? • Key Factors for successful 5S; The Japanese way • 5S in application to an individual’s personal activities

2. IN-DEPTH DETAILS OF EACH 5 S – SORT, SET-IN-ORDER, SHINE, STANDARDIZE AND SUSTAIN • Each 5S and the details of activities for each S • Application of Plan, Do, Check and Action methodology in consideration

3. IMPLEMENTATION OF 5S AT COMPANY’S WORKPLACES • Highlights of positive impacts and some negative effects if wrongly carried out • Other aspects of good implementation activities

4. ROLES OF STEERING & WORKING COMMITTEES, 5S CO-ORDINATOR, FACILITATORS & TEAM LEADERS • Planning a good or ideal organization chart for 5S • Establish each role

5. INTERNAL AUDITING (Classroom Training and Discussion Only) • What are the purpose and why • How and when to conduct internal audits • Create a checklist and conduct a shop-floor auditing • Conduct and inspection and an internal auditing • Review audit results and propose counter measures • Conduct and inspection and an internal auditing

WHO SHOULD ATTEND• Newly appointed Managers or Executives who are interested to implement 5S• Aspiring Executives & Managers seeking formal training in Management Skills• Supervisory staff in in the areas of Operations, Technical, Services, Warehouse and other related industries

METHODOLOGY• Individual / Group Exercises• Discussions• Case studies • Role play


Effective 5S for Good House-keeping, Safety & Workplace Improvements


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OBJECTIVESKaizen, Japanese word for “Improvement” or “Change for the Better” refers to the philosophy or practices that focus on Continuous Improvements in the manufacturing, engineering and other areas of business management.

The effective of building an effective culture of Kaizen starts from all those in leadership positions, starting from those in supervisory positions onwards. This programme, in summary enables participants to:• Understand the fundamentals, philosophy and the power of Kaizen concepts, philosophies and practices• Evaluate those weak, normal, good or excellent Kaizen practices• Make Kaizen work for your company and for oneself for a win-win aspect

TOPICS COVERED 1. INTRODUCTION – Introduction – Simple activities related to customer care & satisfaction and why Kaizen in needed – Kaizen in TQM – Areas targeted by TQM in Japan – Continuous Improvements in Quality Management Systems ISO 9001: 2008 & other ISO Standards

2. ABOUT KAIZEN APPROACHES & SUCCESSFUL IMPLEMENTATION – Innovation and Kaizen – Why require Kaizen & Gemba Kaizen mind-set – Case studies of successful Kaizen implementations – look at Toyota, Canon & few others – Essential concepts and guidelines Kaizen – What are the right approaches for successful implementation – Focus on the reduction of the 7 elements of Wastages

3. GEMBA KAIZEN – What Gemba Kaizen addresses – Benefits & results of Gemba Kaizen

4. PUTTING KAIZEN IN PLACE & APPROACH TO PROBLEM SOLVING – Top-down & bottom-up employees’ participation – Systematic Plan, Do, Check & Action methodology – 5S activity for effective House-keeping & Safety – Problem Solving & Creative thinking – Effective use of Quality Control (QC) tools – Small Group Activities/Quality Control Circles/”Kumpulan Kawalan Mutu” – Total Productivity Maintenance – Suggestion system – Other methods for short discussions

5. ROLES OF LEADERS FOR KAIZEN SUCCESS – Leaders roles – Functions of various committees and leaders to move Kaizen effectively – Development true Kaizen mind-set – Core principles and values – Regular internal audits and reviews – Ensuring developments of good SOPs, Work Instructions & Process Flow-charting

WHO SHOULD ATTENDExisting or newly appointed Production, Operation or Technical Supervisors, Executives and Engineers and those interested to learn and practice at workplace on what they have learnt.

METHODOLOGY• Individual, group exercises & discussions• Case studies / Role play


Kaizen And Practical Implementation

Note:Beside the above or any other agreed days, etc. the programme can also be done at the company as an in-house one.

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Six Sigma : Improvement Program

INTRODUCTIONSeven QC tools are fundamental instruments to improve the quality of the product. They are used to analyze the production process, identify the major problems, control fluctuations of product quality, and provide solutions to avoid future defects. Statistical literacy is necessary to effectively use the seven QC tools. These tools use statistical techniques and knowledge to accumulate data and analyze them.Seven QC tools are utilized to organize the collected data in a way that is easy to understand and analyze. Moreover, from using the seven QC tools, any specific problems in a process are identified.

OBJECTIVESThe need to meet and exceed customer expectations in a cost competitive environment has made the correct usage of the QC Tools imperative to:• Develop and sustain strong customer focus.• Improve all processes by : - Identifying them - Improving them.• Employee training and involvement at all levels.• Get the most of your data for decision-making and continuous improvement.At the end of this workshop, participants would be able to attain the above.

TOPICS COVERED 1. Understanding continuous improvement and process dynamics2. The PDCA System for improvement using a storyboard model3. Principles, case studies and exercises in the application of their Tools of QC and interpretation of results. - Check Sheets - Histograms - Pareto Chart - Cause & Effect Diagrams - Graphs - Scatter Diagrams - Control Charts

INTRODUCTIONSix Sigma is a quality methodology that can produce significant benefit to businesses and organizations. Six Sigma, more than anything else, is about “managing by fact.” Most of the pains and problems, not to mention confusion, can be traced to a lack of facts. Six Sigma attempts to rest on obtaining, analyzing and acting on facts – not on fault-finding, finger-pointing or mass executions.

Some people are thinking, “Ok, that’s good theory, but what do I do if I don’t have the data I need?” The answer is to recognize that no data is data. No data just means the project has un-quantified variables. Even when no one knows the appropriate value to assign to a variable, at least a worst-case/best-case/most-likely value can be assigned. And then with that information, the range and probability of potential outcomes can be modeled. Understanding the uncertainty of potential outcomes is, after all, one of the most important facts any manager can have in his or her possession.

BENEFITSAt the end of this programme, participants will be able to:• Have a good understanding of 6 Sigma awareness• Know the 6 Sigma methodologies, either for existing (DMAIC) or for new (DMADV) processes

TOPICS COVERED1. Introduction to 3 different dimensions of 6 Sigma - philosophy - statistics - process2. Methodologies of 6 Sigma improvement projects - DMAIC - DMADV3. Costs and savings of 6 Sigma4. Companies adopting 6 Sigma5. Organizational structure of 6 Sigma

WHO SHOULD ATTENDThis programme would be highly beneficial to Managers, Executives, Officers and Supervisors who are involved in the improving organizations.



7 QC Tools

METHODOLOGY This workshop provides a complete learning system with defined objectives that are achieved through:• Instruction, discussion and facilitation• Reference manual and handouts• Group exercise on known processes/products

WHO SHOULD ATTENDSupervisors, engineers and department heads responsible for manufacturing, quality assurance, product development and product improvement

6. Roles & Definitions - Quality Leader/Manager - Master Black Belt - Process Owner - Black Belt - Green Belt7. Calculation of process8. Hard & soft savings9. Major benefits of implementation10. Lean and 6 Sigma

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• Understand success principles when applying 6 Sigma• Differentiate the 3 dimensions in the meaning of 6 Sigma• Link 6 Sigma to Lean Manufacturing

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RequirementsForPreparation- Basic Understanding Of Microsoft Excel, Maths And Graphs- Bring Along Calculators

9. Estimations for SOD 10. FMEA Table and Cut-Off Chart11. Adjusted FMEA12. How leadership should handle technical people?13. Decision Making Tool14. Team Selection15. Differences between Design & Process FMEA16. FMEA Procedural Guide17. Case Study

Failure Mode & Effect Analysis

INTRODUCTIONOrganizations have been always in the competitive environment, the only difference now is the pace and complexity of competition due to such common themes as globalization, Information Technology and Internet revolution. Therefore to be competitive, organizations need to reduce cost and improve quality – but there is a catch. Mention cost cutting most employees would shiver and run for cover. Reasons? People have associated cost cutting with cuts in overtime, benefits, or even retrenchment – no wonder. The session aims to share techniques of cost savings and simultaneously looks at handling your competitive advantage i.e. your people.BENEFITSAt the end of the session, the participants will be able to :- acquire a comprehensive understanding of measurement techniques- help in the organization’s cost savings plan- differentiate between subtleties of fixed and variable items TOPICS COVERED 1. Definition Of Cost Savings And Concept2. The Cost “Pie” – Cost Components In Manufacturing3. Measurement : A Partner In Savings4. Types Of Savings - System Or Productivity-Based Savings - Non-System Or Non-Productivity-Based Savings5. Introduction To Base Measurement6. Generic Savings Calculation7. Types Of Base Measurement - Staright Line - Comparable Volume - Equivalent Units - Linear Regression

WHO SHOULD ATTENDThis program will benefit all supervisors, engineers, managers, and those who have been assigned to improve productivity and reduce cost for the organization, and for those who wish to improve their understanding and skills in relation to managing cost.

OBJECTIVESApplicable to many industries, FMEA is a simple, proactive approach which can help reduce the number of product failures that customers experience. FMEA’s basic premise is that it is more cost-effective to predict failures of product, process and service than to ride out storms of customer complaints. If “I told you so” is the response of your engineers to field problems, then FMEA is for you. FMEA enables organizations to reduce failure costs, shorten time to market, and reduce the volume of engineering changes required to fix field problems.

BENEFITSAt the conclusion of this program, participants are expected to:• Have an overview of FMEA, including its benefits and principles• Learn how to calculate and prioritize issues• Be conversant in the step by step guide to Design failures• Realize the importance of Process failures

TOPICS COVERED1. What is FMEA?2. Background3. How FMEA fits with TQM4. Causes of FMEA Failures5. Benefits & Application of FMEA6. FMEA Step by Step Process7. A look at Severity, Occurrence, and Detectability (SOD)8. Calculation of RPN

WHO SHOULD ATTENDThis program is suitable for all levels of personnel in R&D, Sales & Marketing, Engineering, QA, Production and Operations, and Training, and anyone in his direct or indirect capacities to delight customers in the QCD (Quality, Cost, Delivery) domains.



Manufacturing Strategies: Cost Reduction Without People Reduction

- know how to focus and prioritize on areas of importance- acknowledge the importance of systems improvement- handle people better in the process of cost reduction

8. Base Deployment: Potential Areas For Cost Reduction Or Savings For Various Departments9. Horse Stable Case10. A Look At Key Volume Indicator (KVI)11. Fixed & Variable Items12. How To Develop And Implement Cost Reduction Programme13. Why Cutting OT, People & Benefits Are Not Good Ideas14. Understanding The Psychology Behind Big Changes15. Andaian Sdn Bhd Case Study

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Kanban Management System

INTRODUCTIONIt is inevitable that each of us will be affected by a crisis at one time or another. Virtually no organization - irrespective of its size, nature of business or location - is immune from a crisis situation. Emergencies can arise at any time and from many causes. Typically, proactive crisis management activities include forecasting potential crises and planning how to deal with them. Hopefully, organizations have time and resources to complete a crisis management plan before they experience a crisis. Crucial to achieving this is the “health” of the workplace – an empowering thought.TOPICS COVERED 1. Introduction to Crisis Management. What is it?2. Why employees don’t DO the tasks they already KNOW : Values, Attitude, and Behavior3. The creation of attitude and culture in relation to Psychological Contract4. What do employees want?5. Wake up Call : Case study 16. Perception can sting you7. Pre-Planning for the crisis

OBJECTIVESKanban scheduling systems are among the most simple, effective and inexpensive means for manufacturing production and inventory control. The concept is proven to reduce inventory, eliminate stockouts, displace massive computers and slash overhead. They improve both service and quality.

So why doesn’t everyone employ this miracle? In many situations, it is inappropriate - other methods work better. Even when Kanban is an excellent choice, firms may ignore it. Kanban scheduling often evokes strong emotional responses along the culture backdrop and sets a variety of organizational phenomena at work against it. Kanban is a key component of Lean Manufacturing strategies.

BENEFITSParticipants will be able to :• Understand the concepts and implementation of Kanban• Help companies improve efficiency & reduce cost• Enhance their awareness of wastes reduction, lean/JIT, and link to Kanban• Increase employee participation in problem solving• Realise impact of production types in managing efficiency

TOPICS COVERED1. Introduction to JIT, Lean, Value-Added job2. Waste Reduction and the Just In Time System3. Types of Production4. Concept of Push and Pull Manufacturing5. What is Kanban?

WHO SHOULD ATTENDThis program will benefit all personnel from operations, planning, logistics/warehousing, purchasing/procurement, engineering, quality, and all those who wish to improve their understanding and skills in relation to the application of Kanban in their organizations.



Crisis Prevention Analysis

WHO SHOULD ATTENDAnyone who wants to learn about crisis prevention analysis.

BENEFITSBy attending this hands-on-workshop, you will:• Acquire an eye for the symptoms & causes of crises, and the knowledge on how to handle them• Critically examine a few selected crisis case studies to learn about effective vs. ineffective ways of handling a crisis situation• Participate in interactive exercises• Learn how to effectively deal with the various stakeholders• Understand the leadership styles that can help or blind you• Critically examine the potential causes of attitudinal issues

6. The Kanban Approach & its benefits7. Implementation & System Design8. Integrating Kanban & Other Scheduling Systems9. Hierarchy of Methodology10. Case Study

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8. This is painful : Case Study 29. Crisis Dimensions10. Get your thermometer ready : Symptoms of a crisis11. Soft Landing : Case Study 312. What are the Causes of crisis?13. Leadership Styles14. Harsh Lesson : Case Study 415. Crisis Management16. Common Sense & Excuses17. Rejoice : Case Study 518. Weaknesses in Crisis Management19. Checklist for Crisis Management20. Coping with Change


Lean Organization (on Manufacturing) forOptimum Efficiency

OBJECTIVESThe Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic “Lean manufacturing.” Taiichi Ohno, Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975. Originally called “Just In Time Production,” it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The founders of Toyota drew heavily on the work of W. Edwards Deming and the writings of Henry Ford. When these men came to the United States to observe the assembly line and mass production that had made Ford rich, they were unimpressed. While shopping in a supermarket they observed the simple idea of an automatic drink resupplier; when the customer wants a drink, he takes one, and another replaces it. The principles underlying the TPS are embodied in The Toyota Way.

TOPICS COVERED 1. Introduction, history, and perspectives of TPS2. What is a socio-technical system?3. Major tools to help TPS (examples, case discussion/studies, commentary, and/or video for each tool):

OBJECTIVESThe concept of lean organization leading to its optimization is a quantum leap in the advancement of efficiency. It all started from the 1991 book “The Machine That Changed The World” by Jim Womack, Daniel Jones and Daniel Roos, and suddenly every organization wants to be a Toyota. Lean is the systematic elimination of waste. As the name implies, lean is focused at cutting “fat” from production activities. It has also been successfully applied to administrative and engineering activities as well. Lean results include the better utilization of resources which are in alignment with organizational vision and objectives, hence leading to better cost management and enhanced competitiveness.

BENEFITSParticipants will be able to :• Understand the concepts and implementation of Lean Organization• Have a working knowledge of Continuous Improvement• Enhance awareness of wastes reduction

TOPICS COVERED1. INTRODUCTION TO LEAN - What is Lean Concept? - Benefits of Being Lean2. WASTE, WASTE, AND MORE WASTE - Requirements for implementation - Cases : a) Planning b) Designing3. THE ROLES OF MANAGEMENT IN LEAN - Types of Leadership Styles supporting implementation - Emotional Context - Change Context - Motivational Context

WHO SHOULD ATTENDThis program targets managerial level personnel and those who wish to improve theirunderstanding and skills in relation to the application of lean management.



Toyota Production System

BENEFITSParticipants will be able to :• Understand the concepts and implementation of TPS• Have a working knowledge of a socio-technical system• Enhance awareness of the roles of culture• Gain knowledge of various TPS tools• Help improve company bottom line through cost reduction, process efficiency, time savings• Ensure continuous improvement• Andon• Genchi Genbutsu• SMED• Heijunka• Jidoka• Just In Time• Kaizen, linked to system• Kanban• Manufacturing supermarket (push & pull)• Muda• Mura• Muri• Poka-yoke

WHO SHOULD ATTENDThis program targets personnel from the manufacturing sector and those who wish to improve their understanding and skills in relation to the application of TPS in enhancing work efficiency.

METHODOLOGYThe trainer will use a variety of training methods, including small group discussions, individual reflection, workshop, group sharing exercises, case studies, and if applicable, work related role-play and/or presentation. Video clips may be used to highlight key concepts. This is an interactive workshop with a fair split between concept/theory and practical application. Participants will spend considerable time in developing action plans aimed at managing problems/opportunities in the workplace.

4. COST REDUCTION TO ACHIEVE LEAN : Inventory Perspectives - Types of inventory - Costs of inventory - ABC analysis & the EOQ - Cases : Cost Savings on EOQ & Bulk Buy5. THE OTHER TOOLS FOR ACHIEVING LEAN - 6 Sigma - FMEA - Poka Yoke - Pull Concept - VSM - Takt Time & Case

• Play constructive roles in supporting improvement• Use the various tools available to further enhance effectiveness




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Poka Yoke (Mistake Proofing)

OBJECTIVESSpeak to any business man or woman today and the subject of conversation will almost always fall within the boundary of tough competition, cost reduction, shrinking market share, globalization, and cheaper labour in some countries. Yet despite these facts, there are organizations that seem to be ahead even though they face the same threats as their competitors. So if outside factors are affecting all, they must have done something good internally for them to stand out from the crowd. One of the reasons is in how they measure the work. It is the aim of this program to share the measuring techniques for enhancing competitiveness – you cannot control your destiny unless you put your own house in order.

TOPICS COVERED 1. INTRODUCTION TO WORK MEASUREMENT - Definition of Work Measurement - Major Techniques2. TIME STUDY - Reasons for Time Study - Steps in performing - A model for practical allowances - Case Exercise3. METHOD TIME MEASUREMENT (MTM) - Introduction to MTM - Types & Uses of MTM - Unit of measurement - Sample data card - Exercise

WHO SHOULD ATTENDThis course would be beneficial to :- Production Managers/Executives and Supervisors- Production planning managers/executives- Quality/Logistics/Materials managers/ executives- Engineering/Human Resource support staff- Other related personnel

OBJECTIVESPoka-Yoke is fool proofing, which is the basis of the Zero Quality Control (ZQC) approach. It is a technique for avoiding and eliminating mistakes. Generally this technique is used in manufacturing process but has much wider uses, such as; offices - order and invoice processing, hospitals - drug dispensing, aircraft maintenance - particularly with processes having the potential of inducing catastrophic in-service failures. Idea is how can we make errors, defects and mistakes either so ‘visible’ that we can detect them at source or even better eliminate them altogether? The answer is by applying Poka Yoke techniques. The term Poka Yoke is derived from the Japanese words ‘Poka’ meaning inadvertent mistake and ‘yokeru’ – meaning to avoid.

TOPICS COVERED1. What are we doing now and why are we doing it?2. Principles behind ZQC and Poka-Yoke3. Is Zero defect realistic?4. Continuous improvement redefined5. The importance of culture and attitude6. Types of quality costs 7. Types of Inspection8. Errors and mistakes9. Poka-Yoke function and devices10. ZQC implementation11. Concept of empowerment & ownership12. Value Adding work versus non-value adding work13. Practice examples of Poka-Yoke techniques, devices and case studies

WHO SHOULD ATTENDAll workers, supervisors, managers, continuous improvement personnel, quality improvement personnel and engineers.



Work Measurement Techniques

4. PRODUCTION STUDY - Introduction - Case Exercise

5. ACTIVITY SAMPLING - Introduction - Case Exercise6. OPERATIONS SCHEDULING (OS) - internal focus: scheduling techniques - external focus: sequencing techniques

7. FLOW ANALYSIS & BALANCING - Introduction to Cycle Time - How to control cost and delivery

BENEFITS• to acquire a comprehensive understanding of the principles and techniques of various work measurement• to focus and differentiate on the micro and macro measurements• to understand the international language in productivity management• to introduce the concept of scheduling and sequencing and the evaluation

BENEFITS• Understand and implement the Poka-Yoke methodology• Understand and practically employ the basic techniques associated with Zero Quality Control (ZQC) and Poka-Yoke• Identify where ZQC and Poka-Yoke can be used for best effect• Coordinate and motive the Poka-Yoke team to provide real, tangible solutions to what appear to be intractable quality problems• Train others in the ZQC and Poka-Yoke methodology


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OBJECTIVESIn the simplest sense, the supply chain is the process of creating products for customers. Supply chains span from raw materials, to manufacturing, distribution, transportation, warehousing, and product sales. As you can imagine, when the number of resources, operations, and functions increase, managing this supply chain can become very complex. As a result, managing a portfolio of assets and relationships to transform raw material into finished goods for consumers in the most efficient manner will provide a competitive edge for your organization.

BENEFITSAt the end of this programme, participants will be able to:• Have a comprehensive overview of the various aspects of Supply Chain Management• Link Forecasting to Capacity• Enhance Understanding and Decision making capability in Scheduling & Sequencing• Better quantify, measure, and seek improvements• Understand and anticipate issues to reduce costs and wastes• Improve handling of the critical component – culture & human resource

TOPICS COVERED 1. INTRODUCTION TO SUPPLY CHAIN MANAGEMENT (SCM) - Definition of SCM - Hierarchy of SCM objectives - Why SCM? - The bullwhip effect

2. UNDERSTANDING OF SUPPLY CHAIN OPTIMIZATION - Formula for Return On Assets - Ways to increase revenues and reduce expenses - Assets utilization

3. ROLES OF SOURCING & PURCHASING - From the start : Types or Operation – MTS or MTO? - Forecasting : types and applications - Forecasting Case - Inventory management - Types of inventory costs - EOQ vs MOQ - Case exercises

4. CAPACITY - Pure Definition - Break Even Analysis - Bottle Neck Analysis

WHO SHOULD ATTENDThis programme would be highly beneficial to Managers, Executives, Officers and Supervisors who deal with a whole spectrum of business and organization process, from sales, purchasing, manufacturing, warehousing, logistics and so on.


Supply Chain Management

5. NOT FORGETTING HUMAN MATRIX OPTIMIZATION - Knowing the types of people working for you - Spend the correct type of effort on the right people

6. THE ROLE OF JIT - Requirements & criteria for JIT - Case studies - JIT Waste

7. 5 BASIC ACTIVITIES OF A SUPPLY CHAIN, LINKING TO LONG TERM AND SHORT TERM DECISIONS IN THESE ACTIVITIES

8. OPERATIONAL SCHEDULING & SEQUENCING - Scheduling Types - Decision making on Scheduling - Prioritization principles in Sequencing - Exercise on sequencing

9. SUPPLY CHAIN SUCCESS - 5 keys to success - 8 Roadblocks to success


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Essential Steps Towards Production Planning, Scheduling and Control

INTRODUCTIONConstant change is impacting on all aspects of society and, in particular, business organisations which are faced with constantly shifting customer demand for innovative products and quality service. Increasingly, organisations are required to develop products and services with a unique set of features for each individual customer, placing increased emphasis on the need for project management skills.

OBJECTIVESAt the end of the programme, participants will be able to identify :• Define project management, its benefits and key applications• Develop effective project definitions• Generate project management tools such as work breakdown structures, project networks, Gantt charts, resource loading charts, budgets and risk management plans• Use project management techniques and the above tools to facilitate communication, decision making and problem solving• Control projects more effectively by tracking progress, analyzing performance variances and defining corrective actions

TOPICS COVERED • Introduction to project management• Step 1 : Define the project• Step 2 : Generate Tasks• Step 3 : Determine Roles and Responsibilities and Develop Estimates• Step 4 : Define Task Interdependencies (sequential or parallel) and Analyze Critical Path• Step 5 : Develop Schedule• Step 6 : Perform Resource Loading (forecast, types & quantity of resources) and Leveling (distribution of resources, priority on Critical path)• Step 7 : Generate Project Budget• Step 8 : Develop Risk Management Plan (Identify threats, estimate risk – eg decision tree diagram, manage risk – use existing resource, contingency, or invest new resource which also includes insuring risk)• Step 9 : Track and Manage the Project• Step 10 : Perform Post Project Review+Johari

OBJECTIVESIn today’s competitive global and business environment, it is essential to have a thorough knowledge and understanding of production planning and scheduling so as to reduce the overall manufacturing costs and thus improve productivity. Production planning and scheduling are concerned with the volume and timing of outputs, the utilization of operations capacity, forecasting and developing material requirement plans, managing inventory, and managing for world class competition just-in-time manufacturing and managing for quality.

TOPICS COVERED1. OPERATION MANAGEMENT AND PRODUCTION PLANNING & CONTROL - Objectives of operations management - Functions of operations management

2. FORECASTING - Why forecast - Types & applications - Methods of forecasting - Exercise on forecasting

3. AGGREGATE PLANNING & CAPACITY PLANNING - Definitions - Breakeven analysis - Case study

4. MASTER SCHEDULING FOR PRODUCTION (MPS) - Steps in doing MPS - Case study

WHO SHOULD ATTENDThis programme would be highly beneficial to Production Managers, Executives and Senior Supervisors who are responsible for manufacturing. Others involved in planning and production control would also benefit from this programme, which includes personnel from planning, purchasing, and customer control.



Project Management Tools And Techniques

WHO SHOULD ATTENDParticipants with some basic knowledge of Project Management and would like to enhance their understanding of this field further in a practical environment.

METHODOLOGYParticipants will benefit from a mix of knowledge and skills acquisition in an interactive classroom where group discussions, case studies and exercises are used, participants are encouraged to be active learners.

5. MRP - Definition and benefits - BOM

6. OPERATIONS SCHEDULING (OS) - Relationship of OS and the above subjects - Internal focus: scheduling techniques - External focus: sequencing techniques

7. INVENTORY MANAGEMENT - ABC & VED analyses - Various costs in inventory - Exercise on inventory costing - Quantity discounts

BENEFITSAt the end of this programme, participants will be able to:• Explain a comprehensive overview of the various aspects of operation• Enhance Forecasting skills• Elevate material planning linkage to operational effectiveness• Improve their Scheduling• Use tools and techniques for the analysis of production problems• Save time, cost & inventory


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Value Stream Mapping

INTRODUCTIONAn interesting thought : Some organisations do less with more, some do more with less. The questions are: which organisation do you belong to? Which organisation do you think you should belong to? Are you facing the hand-to-mouth situation and doing the fire-fighting job? Why are some organizations running like a rabbit while others like tortoise? Productivity is a solid philosophy which helps build competitiveness, confidence and smartness, leading to profitability. This is precisely what this program aims to foremost achieve.

OBJECTIVES- Define the real meaning of productivity & its application- Measure and improve on a continuous basis- Understand the concept of value-add- Comprehend the relationship between work & time- Enhance skills in understanding yourselves and managing people

TOPICS COVERED 1. INTRODUCTION TO PRODUCTIVITY : DEFINITION - look at intro & real measurement of productivity, using client’s own examples & critique

2. WHY IMPROVE PRODUCTIVITY

3. CASE STUDY ON PRODUCTIVITY & MEASUREMENT - introduce a special method of unifying measurement when you have multiple products

4. CONCEPT OF BEST PERFORMANCE - instill upon the idea of what is best in order to take care of losses

WHO SHOULD ATTENDManagers, Supervisors, Executives, Officers & other personnel involved in Operation, Sales, Production, Planning, Quality, Engineering, Training and anyone wishing to gain knowledge on productivity to increase their performance.

INTRODUCTIONValue Stream Mapping enables a company to identify and eliminate waste, thereby streamlining work processes, cutting lead times, reducing costs and increasing quality. Through Value Stream Mapping, a team of employees can map the current state from customer back to raw material including all steps, both value-added and non value added, and develop a future state vision to act as a blueprint for Lean activities. The Future State often represents a significant change compared to the way the company currently operates. The VSM team will develop an implementation strategy to make the Future State a reality. The most urgent needs will be addressed first, and can typically be accomplished in a very short time frame with the appropriate resources applied.

BENEFITS• “See the flow” of your value stream and wastes in the flow• View all products from a system perspective• Understanding both material and information flows of your value stream• Draw a blueprint for Lean transformation - the Future State Map• Prioritize activities needed to achieve the Future State

TOPICS COVERED1. Introduction to VSM2. Characteristics, benefits and importance of VSM3. Current State Map : Step by Step guide4. Establish Take Time5. Compile Present State Map6. Future State Map : Step by Step guide7. Compile Future State Map8. Common symbols used9. Limitations of VSM10. Supporting Tools & Techniques

WHO SHOULD ATTENDEngineer, Executives, Supervisors and Managers from all the departments and others who are most likely to be involved in streamlining work processes, cutting lead times, reducing costs, improving customer satisfaction and increasing quality.

Duration :2 x ½ days

(9am to 12.30pm each). Break time10.30am-10.50am


Productivity Improvement Techniques

5. PARKINSON PRINCIPLE - look at the importance of this principle & how to apply at workplace

6. CYCLE TIME & LINE BALANCING IMPROVEMENT - share techniques & methods for the above, with cases for both

7. TYPE OF PEOPLE MATRIX FOR MAXIMISING PRODUCTIVITY - how to handle those who help or hinder productivity

8. RELATIONSHIP BETWEEN PRODUCTIVITY AND COST

9. THE INTERNATIONAL CONCEPT OF VA IN COST AND PRODUCTIVITY IMPROVEMENT - elaborate & benchmark using Value Add concept



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INTRODUCTION The modern business world is a rapidly changing environment, so the last thing a company needs if it is to compete in the global marketplace is to get in its own way because of the way in which it approaches the business of looking after its income generating physical assets. So, it is important to have a fundamental rethink of business processes to achieve improvements in cost, quality, speed etc.

The New TPM – Total Productive Manufacturing is a manufacturing led initiative that emphasizes the importance of people, a ‘can do’ and ‘continuous improvement’ philosophy and the importance of everyone, not just production staff, working together. It is presented as a key part of an overall manufacturing philosophy.

OBJECTIVESAt the end of the program, participants will learn how to :• Achieve leaner organizational structures and reduce cost• Rigorously reappraise the way things are done - towards simplification• Improve performance through the use of appropriate measurement• Handle changes as a result of having to do things differently• Instill upon the concept continuous improvement

TOPICS COVERED A) WHAT IS A WORLD CLASS ORGANIZATION?B) TPM DEFINITIONC) FEATURES OF TPMD) ORIGINS OF TPM AND COMPARISON WITH TQM AND TRADITIONAL MAINTENANCEE) TPM PRINCIPLES F) EIGHT MAJOR PILLARS OF TPM 1. Autonomous Maintenance - Process, Objectives, and Empowerment 2. Equipment and process improvement and overall equipment effectiveness - Equipment losses, Manpower losses, OEE Calculation, other losses 3. Planned maintenance - Definition of a plan 4. Early management of new equipment - Relationship with Ergonomics 5. Process quality management - Understanding process quality related statistics & computation 6. TPM in administrative and support department - How to get others to be involved? 7. Education and training - Communication, team formation, problem solving 8. Safety and Environmental ManagementG) TPM IMPLEMENTATION - 3 requirements for fundamental improvement - 12 implementation steps & 4 phasesH) TPM BENEFITS – TANGIBLE AND INTANGIBLE

WHO SHOULD ATTENDThe target audiences include ALL supervisors, Executives, Engineers and Managers from Maintenance, Quality, Process, Planning, HR & Safety, and Production. This course is particular useful for companies aiming to improve productivity and also machine utilization to achieve a more profitable and efficient operation as well as transforming the work force culture.


The New TPM : Total Productive Manufacturing


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INTRODUCTIONPurchasing plays an important role in the profitability and success of every business. The way the purchasing function is managed and run will greatly influence the company’s bottom line. This programme aims to provide Purchasing personnel with the knowledge to be efficient, effective and ultimately to purchase materials and services at the best prices without sacrificing quality and service. It highlights on how Purchasing personnel can help to increase productivity and achieve savings through effective purchasing.

OBJECTIVESAt the end of the programme, participants will be able to:• understand the operational, financial and marketing strategies of procurement;• obtain up-to-date negotiations techniques and effective guides in preparing a negotiation;• master the cost reduction process and techniques in procurement;• develop competency and commitment in cost reduction responsibilities;• understand the benefits of benchmarking application in procurement management;• master the five crucial stages of benchmarking implementation process; and• improve the procurement functions and contribute to organisation’s efficiency, productivity and profitability

TOPICS COVERED 1. DEFINITION OF PROCUREMENT - Roles and responsibilities of procurement - Operational strategies - Financial strategies - Marketing strategies - The 5 ‘Rights’ of procurement

2. PROCUREMENT PROFITABILITY AND ADDED VALUE - The evolution of procurement - Procurement and the change - Buyer’s and seller’s strengths matrix Negotiation In Procurement - What to negotiate? - Negotiation techniques - Negotiation guides to preparation - The 6 basic steps in negotiation - The 3 categories in negotiation - Summary of bargaining stages - 7 Critical mistakes in negotiation - General rules in negotiation Cost Reduction Techniques - Purchasers’ cost reduction responsibilities - Changing the roles of procurement and its perception - Cost reduction process - ABC cost reduction analysis - Direct materials cost reduction - Indirect Materials Cost Reduction (MRO items) - Suppliers cost reduction responsibilities - Developing procurement personals ’KPI/KRA

WHO SHOULD ATTENDPurchasing Managers, Purchasing Executives and Purchasing Officers


Strategic Procurement & Inventory Management • BUSINESS MANAGEMENT •

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For more information, please contact:

MEF ACADEMY SDN BHD3A06-3A07, Block A, Pusat Dagangan Phileo Damansara IINo. 15, Jalan 16/11, Off Jalan Damansara46350 Petaling Jaya, Selangor D.E.

Tel. : 603-7955 7778 Fax : 603-7955 1945Homepage: http://www.mef.org.my

2018 - mef · public training calendar 2018 ... • effective 5s for good house-keeping, ... •...

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