STRATEGIC HUMAN RESOURCE MANAGEMENT

1.0 INTRODUCTION
Facility management (FM) is an interdisciplinary business function that coordinates space,
infrastructure, people and organization. It is often associated with the administration of office
blocks, arenas, schools, sporting complexes, convention centres, shopping complexes, hospitals,
hotels, manufacturing and shipping. Facilities management currently represents about 5% of
global GDP (Wikipedia, 2015). Its relationship to the human resources, real estate and information
technology functions of an enterprise has increased.
FM represents a wider range of activities than just business services and these are referred
to as non-core functions. They vary from one business sector to another. In a 2009 Global Job
Task Analysis the International Facility Management Association (IFMA) identified the core
competencies of facility management as communication; emergency preparedness and business
continuity; environmental stewardship and sustainability; finance and business; human factors;
leadership and strategy; operations and maintenance; project management; quality; real estate and
property management; and technology.
Therefore, training is the key to the success of maintaining Companies and schools. The
training programs for facility managers, preventive maintenance or facility maintenance and
operations in companies or schools give them the information they need to protect themselves and
others at work and to efficiently manufacture quality feed. The employees must receive formal
training to comply with Occupational Safety and Health Administration (OSHA), Food and Drug
Administration (FDA), and Environmental Protection Agency (EPA) regulations. The training is
also required to attain most third-party certifications. The training program must document and
verify that the employee understands the material and is competent in the subject matter. The
training programs help the employees.

STRATEGIC HUMAN RESOURCE MANAGEMENT

Facilities operations and maintenance encompasses all that broad spectrum of services
required to assure the built environment will perform the functions for which a facility was
designed and constructed. Operations and maintenance typically includes the day-to-day activities
necessary for the building and its systems and equipment to perform their intended function.
Operations and maintenance are combined into the common term O&M because a facility cannot
operate at peak efficiency without being maintained; therefore the two are discussed as one.

2.0 ROLE OF FACILITY MAINTENANCE

Responsibilities often cover several departments, as well as central services that link to all
the teams in the organisation. In smaller companies, duties may include more practical and handson tasks. Wikipedia (2015) stated that facilities maintenance operate across business functions.
The number one priority of an FM is keeping people alive and safe. Facility maintenance have to
operate at two levels under supervisions of facility manager:

Strategically-tactically: helping clients, customers and end-users understand the potential

impact of their decisions on the provision of space, services, cost and business risk.

Operationally: ensuring corporate and regulatory compliance and the proper operation of
all aspects of a building to create an optimal, safe and cost effective environment for the
occupants to function.
This is accomplished by maintaining:

A) Health and safety

The FM department in an organization is required to control and manage many safety
related issues. Failure to do so may lead to injury, loss of business, prosecution and

STRATEGIC HUMAN RESOURCE MANAGEMENT

insurance claims. The confidence of customers and investors in the business may also be
affected by adverse publicity from safety lapses.

B) Fire safety
The threat from fire carries one of the highest risks to loss of life, and the potential to
damage or shut down a business. The facilities management department will have in place
maintenance, inspection and testing for all of the fire safety equipment and systems,
keeping records and certificates of compliance.
C) Security
Protection of employees and the business often comes under the control of the facilities
management department, in particular the maintenance of security hardware. Manned
guarding may be under the control of a separate department.

D) Maintenance, testing and inspections

Maintenance, testing and inspection schedules are required to ensure that the facility is
operating safely and efficiently, to maximize the life of equipment and reduce the risk of
failure. Statutory obligations must also be met. The work is planned, often using a
computer-aided facility management system.

E) Cleaning
Cleaning operations are often undertaken out of business hours, but provision may be
made during times of occupations for the cleaning of toilets, replenishing consumables
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STRATEGIC HUMAN RESOURCE MANAGEMENT

(such as toilet rolls, soap) plus litter picking and reactive response. Cleaning is scheduled
as a series of periodic (daily, weekly, monthly) tasks. The training and certification of
cleaning operatives is increasingly a factor in the award of contracts to cleaning services
providers.

F) Operational
The facilities management department has responsibilities for the day-to-day running of
the building; these tasks may be outsourced or carried out by directly employed staff. This
is a policy issue, but due to the immediacy of the response required in many of the
activities involved the facilities manager will often require daily reports or an escalation
procedure. Some issues require more than just periodic maintenance, for example those
that can stop or hamper the productivity of the business or that have safety implications.
Many of these are managed by the facilities management "help desk" that staff are able to
be contacted either by telephone or email.

3.0 PURPOSE OF COMPETENCY TRAINING PROGRAM

STRATEGIC HUMAN RESOURCE MANAGEMENT

Training is defined as one or a series of formal, planned activities which are instructional
in nature and are developed for the purpose of conveying course content leading to the acquisition
of demonstrable knowledge, skills, and abilities (WSU, 2009). The overall training program will
discover five distinct functions: Operations, Maintenance, Engineering, Training, and
Administration (OMETA) in industry.

Generally, developing an effective employee training program is vital to

the long-term success of any industry. Training programs provide multiple
benefits for employees and the company, but only if they are carefully
planned and properly implemented. Training is a means to a specific end, so
keeping goals in mind during the development and implementation stages of
training program will assist in creating a clearly defined and effective
program. The objectives of this training programs are,

a) To help facility managers or facility maintenance to realise their potential The training courses are designed to help facilities managers develop

STRATEGIC HUMAN RESOURCE MANAGEMENT

professionally and support them as they encounter new challenges
throughout their career.
b) To increase professional development - This training program courses
enhance

the

professional

development

of

the

facility

managers,

maintenance and operation or preventive maintenance in any fields or

working.
c) To provide adequate skills for employees who meet the qualifications for
facility manager - After completing the training program, the facility
managers or preventive maintenance will learn and able practice all the
skills and knowledge required for a facility management field.

4.0

THE BENEFITS OF PREVENTIVE MAINTENANCE IN INDUSTRIAL AREA

Basically, preventive maintenance will provides for extended life of the

building and grounds. They are also providing a healthy learning and working
environment. Increases the productivity of departments, administrators,
workers and maintenance personnel also take into count. Furthermore, in
charge of aesthetic qualities of the building and grounds are improved and
maintained. Besides that, they timely identification of building degradation
that may otherwise be unnoticed. Moreover, preventive maintenance
maintains compliance with current codes and standards. Meanwhile, they
achieve reductions in energy consumption. So, maintenance preventive said
to be backbone in any industrial and service areas.

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5.0

MAINTENANCE WORK ORDERS OR STANDARD OPERATING PROCEDURES

(SOP)
i) Work Order Process: Initiation

Maintenance work
order request form
Can be requested by
any staff member in the
school
Requests are
submitted using the
electronic work order
request form in the
CMMS or handwriting
traditional paper work
order request forms.

Approval Process
Requests are
delivered /e-mailed
to a designated
approver

Decision
Approvers Will:
Accept or reject
the request

Approvers:
Instructional
Leaders,
Maintenance
Supervisors,
Director of

Set the Priority of

Request
Fill in remaining
fields (Administrative
Data)

Data Entry
Approved
Requests will be
entered into the
CMMS Work
Order System

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ii) Work Order Process: Action & Completion
Work Order
Produced by the
CMMS
Delivered to the
Maintenance Dept.
(electronic or paper)
Estimated start date
Estimated completion
date
Prioritized
1. Emergency
2. Life/ Safety
3. PM
4. Corrective or
seasonal
maintenance

Scheduled
Deferred Due to:
Parts availability
Scheduling conflict
(school activities or
other on-going
projects)
Cost (funds
unavailable)
iii) Various types of Work Order Requests

Computer (email)

Handwritten

Checklist

6.0

PROBLEM STATEMENT
8

Maintenance Task
Completion
Actual completion
date, time spent,
materials (new
purchase /inventory
part) and cost are
recorded onto the
work order
Completed work
order data verified entered into the
CMMS

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Organizations that require a higher level of FM information beyond the
typical vendor equipment documents should ensure sufficient funds are set
aside and appropriate scope/content/format requirements are identified
during the planning stage. It is important to analyse and evaluate a facility
from the system level, then develop procedures to attain the most efficient
systems integration. System-level manuals include as-built information, based
on the maintenance program philosophy.
FM procedures at the system level do not replace manufacturers'
documentation for specific pieces of equipment, but rather supplement those
publications and guide in their use.

Historic buildings operations and

maintenance is also a unique and complex issue: balancing keeping old

equipment running while contemplating the impact of installing new more
efficient equipment. Further, cleaning of delicate surfaces and artwork require
the use of products that are less likely to damage these surfaces, while
providing a healthy environment for the building's occupants. Maintaining
strict temperature and humidity control to protect artwork and antiquities is
an additional challenge for the FM staff.
Demolishing older or historic buildings and replacing them with new structures that may
not be as durable, sustainable or secure is a problem found in many communities in both the
government and private sector. Currently there is no single tool available to solve the Teardown
problem but rather a combination of strategies works best. To overcome the entire problem above,
effective training program have to conduct for all the facility maintenance and technicians in order
to increase the productivity and safety of the company.

STRATEGIC HUMAN RESOURCE MANAGEMENT

7.0

COMPETENCY BASED TRAINING PROGRAM FRAMEWORK

8.0

BACKGROUND OF THE TRAINING PROGRAMS

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STRATEGIC HUMAN RESOURCE MANAGEMENT

The training programs are open for all the facility maintenance who
working in MediCeram Sdn Bhd, Nilai in ceramic manufacturing industry.
MediCeram Company is a manufacturer for dipping formers made of
technical ceramic for the production of gloves used for medical
procedures, industrial and domestic applications.
8.1

PARTICIPANTS

There are 30 facility maintenance who working under supervision of facility

management department in the company. For the first training session, there
are only 15 participants will attend to the training session.
8.2LIMITATION

The training program does not involve all the facility maintenances in
the company at one time because the training conducted during working
days. Therefore, only 15 participants will chose by the facility department to
go for a training program.
8.3 COURSE CONTENTS

The training program must document and verify that the employee
understands the material and is competent in the subject matter. In addition
to being required by government agencies, training programs are a good
business practice. The first step in developing a training program is to identify
all of the competency topics required by the company. Topics generally fall
into the following broad categories:

Employee Handbook

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Position Requirements

Safety Training

Quality Assurance

Regulatory Compliance

Employee Development and Certifications

Preventive Maintenance and Housekeeping

Standard Operation Procedures

The second step is to evaluate the maintenance using checks list. And

at the end, trainees will be given a task based to competency test their
competency level.
7.3.1 First Day ( 3rd April 2016)
A well-designed training program signals the companys commitment to
safety and employee development. The employees first day on the job is the
best time to establish safety expectations.
a) Employee handbook
First-day, employee training topics should include an overview of the
companys

employee

handbook,

emergency

procedures,

and

hazard

communication standards, material safety data sheet (MSDS) requirements,

personal protective equipment (PPE), key policies, a facility tour, and general
administrative procedures. All training should be documented.
b) Position information

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Managers should review with each employee the work schedule, payroll
policy, job requirements, and tasks specific to the position. The employee
should receive a copy of the job description and understand the performance
expectations and standards related to the position, as well as when and how
his or her performance will be evaluated.
c) Computer Systems
The job description should outline the computer skills essential for each position. Feed
mills use computer systems to control the manufacturing process, monitor ingredient receipts,
schedule product delivery, create feed tags, and communicate with e-mail. Employees should
understand the importance of computer security and the feed mills log-in and log-out rules at the
end of each shift or during breaks. Supervisors and operators should be aware of what information
is classified as confidential such as formulas, audits, reports, and personnel files and the
procedures for securing and destroying confidential material.
d) Safety
OSHA requires grain handling and manufacturing facilities to provide safety training to
each new employee as well as annual training for all employees. Training areas covered by the
standard (29 CFR 1910. 272 Appendix A Grain Handling Facilities) include:

Emergency Action Plans

Hot Work Permit

Bin Entry

Housekeeping

Preventive Maintenance

Emergency Escape

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STRATEGIC HUMAN RESOURCE MANAGEMENT

OSHA states, The training program should include those topics applicable to the
particular facility, as well as topics such as: Hot work procedures; lock-out/tag-out (arc flash tools,
SOPs, barriers, and clothing) procedures; bin entry procedures; bin cleaning procedures; grain
dust explosions; fire prevention; procedures for handling hot grain; housekeeping procedures,
including methods and frequency of dust removal; pesticide and fumigant usage; proper use and
maintenance of personal protective equipment; and, preventive maintenance.
The types of work clothing should also be considered in the program at least to caution
against using polyester clothing that easily melts and increases the severity of burns, as compared
to wool or fire retardant cotton. New employees must not operate rolling stock (forklifts, skid
steer loaders, rail car movers) until they have received the proper training and been issued a
license to operate the equipment. Employees should be aware that blood and other body fluids
could contain pathogens and receive instructions on how to properly clean up and dispose of
blood or body fluids.

7.3.2 Second Day (4rd April 2016)

a) Quality Assurance
The company quality assurance manual should be the foundation for
training new employees. Employees should be aware of all the steps and
processes required to manufacture a safe, high-quality feed. The FDA also
requires a training program for employees involved in the manufacture of
medicated feeds. The current Good Manufacturing Practice regulations
(cGMPs) (21 CFR Part 225 Section 10 Personnel) states: Employees involved
in the manufacture of medicated feed shall have an understanding of the
manufacturing and control operations and the manufacturer shall provide an
on-going program of evaluation and supervision. Employees should also be
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STRATEGIC HUMAN RESOURCE MANAGEMENT

aware of the regulations associated with Bovine Spongiform Encephalopathy
(BSE) and Bioterrorism. Third-party certification programs may audit an
employees training records and verify training through employee interviews
related to individual job positions and tasks.

b) Regulations
Employees should be aware of all local, state, and federal regulations
that apply to feed mills and their role in complying with the rules and
regulations associated with waste water discharge, air pollution, and storm
water run-off. Employees who work in areas that handle fuels, oils, and fats
must receive annual training in Spill Prevention and Counter Control (SPCC)
measures to comply with the EPAs SPCC rules.
c) Employee Development
Employee development and training should be conducted at all levels
within the organization. Feed mill operators should be certified in each of the
manufacturing areas (receiving, batching, packaging, and bulk load-out).
Employees with supervisory responsibility should receive training in time
management, conflict resolution, progressive discipline, and how to properly
conduct an employee interview and a performance review.
7.3.3 Third Day (5rd April 2016)
a) Preventive Maintenance and Housekeeping

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Preventive maintenance and housekeeping are the responsibilities of
every employee in the feed mill. Maintenance tasks include greasing bearings
and rolls, cleaning magnets, and reporting equipment problems. Employees
should be aware of the priority housekeeping areas in the feed mill as well as
the housekeeping assignments for each job task or position. Feed mill
housekeeping standards should be established early in the training process
and each employee provided with feedback based on their performance in
comparison to the standard.

b) Standard Operating Procedures

Each standard operating procedure (SOP) should specify how to complete a routine task.
Employees must understand that not following an SOP could result in a product recall or a nonconforming product if the SOP is referenced in an International Organization of Standards (ISO
9000 or 14001) or certification program. Identifying training resources is an important part of the
training process. Training materials should be selected based on the training method used at the
facility. Large companies that hire employees each week may utilize safety classes, whereas small
companies or individual feed mills that hire an occasional employee will need an individual
training program.

Individual safety programs typically involve reading safety material, watching videos and
computer presentations, reviewing material with managers, and completing tests. Training
material is available in a variety of formats such as DVD, VHS tapes, computer software, and
training booklets. It is important to select material that can be used for new employee training as
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STRATEGIC HUMAN RESOURCE MANAGEMENT

well as in regular safety meetings. Provide employees with a variety of training materials and
formats to accommodate different learning styles and languages. Training must be documented
and competencies demonstrated through tests.

Training material is available on general topics such as hazard communication, PPE, and
slips, trips, and falls from a number of safety training companies. Feed industry trade
organizations such as the American Feed Industry Association (AFIA), National Grain and Feed
Association (NGFA), and Grain Elevator and Processing Society (GEAPS) have developed safety
training material specific to feed and grain facilities. Training material is available on topics such
as preventing grain dust explosions, bin and silo entry, and cutting and welding programs.
Managers and supervisors should develop a procedure for evaluating an
employees performance. Evaluate new employees after they have worked 30
days in a process area to determine what deficiencies exist in their training,
and then develop an action plan to correct the deficiencies. Employees should
have an individual improvement plan, which is evaluated every six months to
identify potential development needs. Formal employee performance reviews
and goal-setting exercises should occur annually.

8.4

DATE, TIME, LOCATION OF TRAINING PROGRAM

The training program is organized by Mr.Velaitham (Facility Manager) in MediCeram

Company. And, the in-house training program will be started on 3rd April till 5rd April 2016
(Monday to Wednesday) from 8.30am to 6.00 pm in the following location:

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Conference room in MediCeram Sdn Bhd
PT 1624, Kawasan Perindustrian Nilai,
71800 Nilai, Negeri Sembilan Darul Khusus.

In addition, breakfast, lunch and tea break will be provided on following time:
Breakfast: 10.00am to 10.30am
Lunch: 1.00pm to 2.00pm
Tea break: 4.00pm to 4.30pm

8.5

TRAINERS PROFILE

Ir. Abdul Rahim Jasmin

is and approved Train-The-Trainer. He was a

trainer for HRDC (Pembangunan Sumber Mnausia, PSMB). Over the years he
has trained various level of employees from the private and public sector.
He has presented various safety & health papers in seminars conducted
by DOSH and FMM and have also conducted numerous in-house Safety and
Health related courses for Workers, Supervisors, Engineers, Executives and
Managers in areas such as Safety and Health in Manufacturing, Certificate in
Safety & Health Officers Course, Certification on Safe Forklift Driving,
Warehouse Safety Management, Certificate in Human Resource Management,
Fire Prevention and Control, Electrical Safety, Risk Assessment & Control, Safe
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STRATEGIC HUMAN RESOURCE MANAGEMENT

Operation of Machine, Safe Machine Guarding, Hazcom & Chemical Safety,
Emergency Response to Chemical Spill, Confined Space, Safety & Health
Management, and many others. Ir. Rahim is also an approved DOSH CISHOs
course trainer.
In the past, he has worked as a Production/Warehouse Executive, Superintendent and
Industrial Engineer with international companies manufacturing rubber products, food, drinks and
ABS pipes. Besides that, Ir. Rahim has also more than 16 years of hands-on experience in
Environmental, Safety and Health where he was the ESH Manager in a large multinational
manufacturing company in Perak, Malaysia.

Ir. Abdul Rahim holds a Bachelor in Safety Engineering Technology, US; is a Certified
Program Leader from Kepner Tregoe Incorporated, US and a Registered Safety Officer from
DOSH, Malaysia. He is also a Member of the National Safety Council, US and an active
Environmental, Safety and Health committee member with the FMM Perak Branch and has
written a number of Safety and Health Manuals for SMI industries.
8.6 PROGRAMS FEES AND BUDJECT

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STRATEGIC HUMAN RESOURCE MANAGEMENT

NU

EXPENSES

QUANTITY

TOTAL

M
1

STATIONERY
Pencils

15 PCS X RM 0.80

RM 12.00

9.0

E
Pens
Files
Name tags

15 PCS X RM 1.00

RM 15.00

15 PCS X RM 2.00

RM 30.00

A
L

15 PCS X RM 2.00

RM 30.00

15 PCS X RM 0.80

RM 12.00

Rulers

U
A
TI

15 PCS X RM 2.00

RM 30.00

15 SET X RM 12.00

RM 180.00

15 BOOKS X RM 15.00

RM 225.00

Writing pads
Module (photocopy)
Handbook
2

B) FOOD & BEVERAGE

(FOR THREE DAYS)

Breakfast

15 persons X RM 18.00

RM 270.00

Lunch

15 persons X RM 30.00

RM450.00

Tea break

15 persons X RM 18.00

RM 270.00
RM1800.00

TRAINERS FEE

15 persons X RM120.00

BOUQUET

1 BOUNCH X RM 30.00

RM30.00

MINERAL WATER

2 BOXES X RM 20.00

RM 40.00

20

TOTAL

3394.00

O
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STRATEGIC HUMAN RESOURCE MANAGEMENT

All the trainees will be given a checklist to in order to get know their job
description and responsibilities as facilities maintenance in the company
(Refer to appendix I). And, during the training sessions, the trainees will be
given some test questions to answer (Refer to appendix 2). The
outstanding performers will get certificate with special gift from the
organizer. However, all the trainees eligible to get entry certificate thats
shows that they were attend to training program.
10.0 CONCLUSION
The world is changing very fast. New technologies are replacing traditional work methods
with new form of work techniques which requires new types of skills. In this changing world
training both physically, socially, mentally and intellectually are very essential for up gradation of
not only the skills of employee but also of the organization. Employees' training and development
programs are the part of good management practices and good risk management strategies.
Therefore, both employers and employees have responsibility for improving skills. Periodic
training is very essential for every organization. For example, training might be required for a
worker if a new machine is installed to upgrade a factory and that worker has to work with this
machine. He will need training to learn everything about that machine. Training is a continuous
and never ending process.
Training and development program are also very helpful to improve the self-efficiency of
individuals. Self-efficiency is the belief in individual's abilities to do a specific task. Studies show
that self-efficiency is directly related to job performance. Self-efficiency can be improved by
guided experiences, mentoring and role modelling. Employees can also get training for selfmanagement, where they can systematically enhance their self-efficiency.

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REFERENCES
Stark, C. (2005). Developing a Training Program for New Employees. Retrieved on February 20,
2016, from www.ncsu.edu/.../pdf/E_Employee_Training_Final_tagge

Retrieved on February 20, 2016, from

http://www.qiyas.sa/Tests/ProfessionalTesting/DocLib/Industrial%20Engineering
%20Learning%20Outcomes.pdf
Retrieved on February 20, 2016, from
http://www.afmonline.info/opinion/139-kolosa-s-corner/496-budgeting-cost-control-infacilities-management-fm
Retrieved on February 20, 2016, from
http://hrs.wsu.edu/file/training%20and%20development%20plan.pdf
Retrieved on February 20, 2016, from
http://www.bnhexpertsoft.com/english/products/advent/wpaper.pdf
Retrieved on February 20, 2016, from http://www.mediceram.com.my/aboutus.php

Retrieved on February 20, 2016, from http://www.arkansasfacilities.arkansas.gov

Retrieved on February 20, 2016, from http://bin95.com/Employee-TrainingAssessments/Maintenance-Assessment/Pre

Retrieved on February 20, 2016, from
http://facilitiesmanagement.wvu.edu/forms/standard-operating-procedures-sop
Retrieved on February 20, 2016, from
file:///E:/Facilities%20Operations%20and%20Maintenance%20_%20Whole%20Building
%20Design%20Guide.htm
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