1.

0 INTRODUCTION

1.1 Permodalan Nasional Berhad (PNB) Incorporated on 17 March 1978, PNB was
conceived as a pivotal instrument of the Government's New Economic Policy to promote
share ownership in the corporate sector among the Bumiputera (son of the soil), and to
develop opportunities for deserving Bumiputera professionals to participate in the
creation and management of wealth.Permodalan Nasional Berhad (PNB) has emerged
as the country’s premier investment institution. As an investment vehicle for the Yayasan
Pelaburan Bumiputra (YPB), the core function of PNB is to evaluate, select and acquire
a sound portfolio of shares in limited companies with growth potential. Being an
organisation that specialises in investment, PNB in essence acts as a warehouse,
whereby shareholdings in these limited companies are placed in trust funds and sold to
unit holders in the form of smaller units.

From its first unit trust scheme, the Sekim Amanah Saham Nasional (ASN) launched on
20 April 1981, right up to its latest product, Amanah Saham Bumiputera 2 (ASB 2)
launched on 2 April 2014, PNB through its wholly-owned subsidiary, Amanah Saham
Nasional Berhad, has been instrumental in creating a paradigm shift and changing the
mindset of Malaysians, particularly the Bumiputera community, in the areas of savings,
investment and financial planning, and the way they view risks and returns on
investment. The overwhelming response from Malaysians from all walks of life and
income strata towards PNB's unit trust funds has been manifested in PNB's ability to
mobilise more than 13 million accounts to date.

With the money generated from the public, PNB has acquired many large and strategic
companies, and many are industry leaders in their own respective fields, such as
financial, insurance, plantation, property, automotive, logistics, infrastructure,
pharmaceuticals and chemicals. The drive for value has prompted PNB to undertake a
series of corporate exercises, where companies under the PNB portfolio were
reorganised, merged or acquired to increase their operational efficiency and to attain
synergistic benefits, thus enabling PNB to achieve its aim for consistent returns.

PNB has developed a clear strategic plan in charting its way forward to ensure that it can
sustain its performance for the next six years and beyond. To attain its vision of being A
Distinctive World Class Investment House, and the mission to enhance the economic
wealth of the Bumiputera community and all Malaysians, for the prosperity of the nation,
PNB has formulated the PNB STRIVE-15 Strategic Plan 2017-2022. PNB STRIVE-15
comprises three pillars, namely (i) Enhancing sustainable returns; (ii) Effective
investment management; and (iii) Driving operational excellence.

With the STRIVE-15 plan in place, PNB targets to achieve its key deliverables by 2022,
supported by sustainable, consistent and market-leading returns as well as an enhanced
customer experience. PNB also aims to continue investing in high-performing Malaysian
corporates.

As a major player in the unit trust industry, PNB has established a reputation as an
institution worthy of mobilising and managing funds of Malaysians. The participation of
more than 11.6 million account holders in products offered by us reflects the confidence
that the public has in our performance and abilities.

This success has been achieved by way of managing funds in a manner that will
accomplish long-term, sustainable and competitive returns; through maintaining high
levels of professionalism, discipline and prudence in formulating our investment
strategies.

PNB is governed by the rules and guidelines set by authorities such as the Securities
Commission, among others. We have a Compliance Department as part of our internal
control mechanism. The department monitors the investment activities of PNB on
matters related to regulatory compliance and requirements as stipulated by the
Companies Act 1965 as well as the Securities Commission regulations and other
applicable laws.

In addition, our esteemed Board of Directors and Investment Committee are always on
hand to guide our investment operations and procedures.

1.2 VISION
To be a Distinctive World Class Investment House

1.3 MISSION
To Enhance the Economic Wealth of the Bumiputera Community and all Malaysians, for
the Prosperity of the Nation

1.4 VALUES
 Competence
We possess the competency to deliver high performance.

 Humility
We treat people with mutual respect, stay grounded to our roots, always cognizant
that we serve a greater purpose.

 Integrity
We will not compromise on integrity and we are committed to the highest level of
ethical conduct.

 Prudence
We are focused in safeguarding our unit holders’ wealth.

 Passion
We are passionate in our task to achieve beyond the ordinary.
1.5 ORGANISATION CHART
2.0 RELEVANT POSITION

2.1 SENIOR MANAGER OF FINANCE DEPARTMENT

 To ensure that yearly audited accounts comply with the Financial Reporting
Standard (FRS) as required by statutory audit.
 To provide financial records and management info relating to accounts.
 To compile annual budget from all departments to be presented to Group
CEO and ensure charging of income and expenditure is correct to respective
cost center.
 To prepare monthly Dashboard for monthly financial report.

2.2 ASSOCIATE OF HUMAN RESOURCE OPERATIONS & ADMINISTRATIONS

 Prepare Organisation Chart for PNB and compile Organisation Charts for all
departments of PNB, ASNB, AMB, and PHNB.
 To prepare of HR/ Manpower Reports Monthly for HR Division and
Regulatory Bodies.
  To monitor the date of staff confirmation on monthly basis and issue
evaluation form to respective HOD one month before date of confirmation
staff

2.3 CLERK OF WORK OF FACILITIES DEPARTMENT

 Supervise cleaning contractors to carry out daily work, regular and weekly
work on schedule and specifications. Monitoring is conducted and has proper
supervisory skills and methods of washing.
 Ensure landscape contractors, pest control, rubbish disposal, toilet hygiene
and potted plants in accordance with specifications and work schedules are
implemented as in tender documents.
 Maintenance of office drinks, monitoring the level of hygiene and sanitation of
the building at a satisfactory level and how the contractor works in
accordance with the JKKP standard level.

3.0 HUMAN RESOURCE PLANNING

Human Resource Planning is the process of analyzing and identifying the need for and
availability of Human Resources so that the Organization can meet its objectives.
Human resource planning is the ongoing, continuous process of systematic planning to
achieve optimum use of an organization's most valuable asset. The objective of human
resource planning is to ensure the best fit between employees and jobs while avoiding
manpower shortages or surpluses.

The purpose of Human Resources Planning are :-

 To maximize the use of Human Resources
 To ensure their ongoing development.
 To secure the Production Capacity required to support Organizational
objectives.
  To synchronize human resources activities with the organizational objectives.
 To increase the organization’s productivity.

Human resource planning is a process through which the right candidate for the right job
is ensured. For conducting any process, the foremost essential task is to develop the
organizational objective to be achieved through conducting the said process.

Six steps in human resource planning are:-

Analysing Organizational Objectives:

 The objective to be achieved in future in various fields such as production,

marketing, finance, expansion and sales gives the idea about the work to be
done in the organization.

Inventory of Present Human Resources:

 From the updated human resource information storage sys-tem, the current
number of employees, their capacity, perfor-mance and potential can be
analysed. To fill the various job requirements, the internal sources (i.e.,
employees from within the organization) and external sources (i.e.,
candidates from various placement agencies) can be estimated.

Forecasting Demand and Supply of Human Resource:

 The human resources required at different positions according to their job

profile are to be estimated. The available internal and external sources to
fulfill those requirements are also measured. There should be proper
 matching of job description and job specification of one particular work, and
the pro-file of the person should be suitable to it.

Estimating Manpower Gaps:

 Comparison of human resource demand and human resource supply will

provide with the surplus or deficit of human resource. Deficit represents the
number of people to be employed, whereas surplus represents termination.
Extensive use of proper training and development programme can be done
to upgrade the skills of employees.

Formulating the Human Resource Action Plan:

 The human resource plan depends on whether there is deficit or surplus in

the organization. Accord-ingly, the plan may be finalized either for new
recruitment, training, interdepartmental transfer in case of deficit of
termination, or voluntary retirement schemes and redeployment in case of
surplus.

Monitoring, Control and Feedback:

 It mainly involves implementation of the human resource action plan. Human

resources are allocated according to the requirements, and inventories are
updated over a period. The plan is monitored strictly to identify the
deficiencies and remove it. Comparison between the human resource plan
and its actual implementation is done to ensure the appropriate action and
the availability of the required number of employees for various jobs.

3.1 SENIOR MANAGER OF FINANCE DEPARTMENT

 JOB CATEGORY / LEVEL CURRENT REQUIREMENTS AVAILABILITIES RECONCILIATIONS ACTION
(FY2018) WORKFORCE (FY2019) (FY2019) AND GAPS PLANNING
(+) 1 Recuitment or
SENIOR MANAGER OF FINANCE 1 2 1
Shortage Promotion

 Based on table planning above, organization should prepare the budget for 2019
to recruit or promote another staff to be a Senior Manager to Finance
Department due to shortage of the position.

3.2 ASSOCIATE OF HUMAN RESOURCE

JOB CATEGORY / LEVEL CURRENT REQUIREMENTS AVAILABILITIES RECONCILIATIONS ACTION

(FY2018) WORKFORCE (FY2019) (FY2019) AND GAPS PLANNING
0
ASSOCIATE OF HUMAN RESOURCE 1 2 1 No Action
Balance

 Based on table planning above, there is no action to be taken because the

position is balance for the year 2019.

3.3 CLERK OF WORK OF FACILITIES DEPARTMENT

JOB CATEGORY / LEVEL CURRENT REQUIREMENTS AVAILABILITIES RECONCILIATIONS ACTION

(FY2018) WORKFORCE (FY2019) (FY2019) AND GAPS PLANNING
(-) 1
CLERK OF WORK 3 2 3 Transfer
Surplus

• Based on table planning above, organization should transfer one of staff due to
surplus of the position.

4.0 JOB ANALYSIS

Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysis is
a process where judgements are made about data collected on a job.

The importance of job analysis is closely associated with the possibility of filling a
position with the most suitable candidate. In other words, jobs analysis needs to be
conducted so that a set of skills and competencies needed to perform duties of a
position can be established and the same set of skills and competencies can be used as
criteria for the search of appropriate candidates.

4.1 Job analysis for Senior Manager of Finance Department

 PROCESS EXPLANATION EXAMPLE

Step 1 Decide how you'll use the Interview / Questionaire/ Observations/ Participants log book/diary
information
Choose Method Job Analyst prefer to use INTERVIEW method to get the information.

Step 2 Job Analyst gather general information from various sources :

Review relevant background
Overall Info information 1. O*net

2. Job Street

Step 3 Selection of Manager or Senior Manager from other companies

Select People Select representative positions 1. 3 candidates from Khazanah Berhad

2. 2 candidates from UMW Berhad
3. 5 candidates from Sime Darby Berhad

Step 4
Implement Actually Venue : Meeting Room, 39th Floor, Menara PNB
analyse the job Date : 26th February 2018
Time : 10.00 am - 4.00 pm
 PROCESS EXPLANATION EXAMPLE

Step 5 POSITION : SENIOR MANAGER OF FINANCE DEPARTMENT

Confirmation Verify the job First draft of JD

analysis information 1. To entertain the internal and external auditor for PNB (Interim & Year
End Audit)
2. Prepare PNB Proforma MFRS for the purpose of submissionto SC

3. To provide financial information of PNB for monthly financial report

4. To compile annual budget from all departments to be presented to
Group CEO and ensure charging of income and expenditure is correct
to respective cost centre
5. To review & ensure that yearly console package for YPB
Consolidated Financial Statements is comply with FRS requirement .

6. To prepare management accounts for PNB and YPB

7. To prepare monthly Dashboard for PNB to present to GCEO of PNB

8. To authorise cheques

First draft of JS
1. Expert with Financial System - SAP, MFRS
2. Advance in Microsoft software (Excel & Power Point)
3. Influence in English - Speaking & Writing
4. Experience of leading a financial team and managing staff and all
aspects of their development
5. Experience of development and maintenance of accounting
processes
6. Good Looking

Step 6 POSITION : SENIOR MANAGER OF FINANCE DEPARTMENT

Design Develop a Job Description (JD) Final draft of JD

and Job Specification (JS)
1. To entertain the internal and external auditor for PNB (Interim & Year
End Audit)
2. Prepare PNB Proforma MFRS for the purpose of submissionto SC
3. To provide financial information of PNB for monthly financial report
4. To compile annual budget from all departments to be presented to
Group CEO and ensure charging of income and expenditure is correct
to respective cost centre
5. To review & ensure that yearly console package for YPB
Consolidated Financial Statements is comply with FRS requirement .
6. To prepare management accounts for PNB and YPB

7. To prepare monthly Dashboard for PNB to present to GCEO of PNB

Final draft of JS
1. Financial System - SAP, MFRS
2. Advance on Microsoft software (Excel & Power Point)
3. English Language & Writing
4. Experience of leading a financial team and managing staff and all
aspects of their development
5. Experience of development and maintenance of accounting
processes
4.2 Associate of Human Resource Department

PROCESS EXPLANATION EXAMPLE

Step 1 Decide how you'll use the Interview / Questionaire/ Observations/ Participants log book/diary
information
Choose Method Job Analyst prefer to use INTERVIEW method to get the information.

Step 2 Job Analyst gather general information from various sources :

Review relevant background
Overall Info information 1. O*net

2. Job Street

Step 3 Selection of Associate / Executive from other companies

Select People Select representative positions 1. 1 candidates from Petronas Berhad

2. 2 candidates from Toyota Sdn Berhad
3. 1 candidates from Tan Chong Motors Sdn Berhad

Step 4
Implement Actually Venue : Meeting Room, 39th Floor, Menara PNB
analyse the job Date : 28th February 2018
Time : 10.00 am - 4.00 pm
 PROCESS EXPLANATION EXAMPLE

Step 5 POSITION : ASSOCIATE OF HUMAN RESOURCE DEPARTMENT

Confirmation Verify the job First draft of JD

analysis information
1. Handling to recruitment new satffs base on requisition form from
various department
2. Monitor date of confirmation for staff on a monthly basis
3. Preparation of HR/ Manpower Reports for HR Division and
Regulatory Bodies on monthly basis and as and when requested by
Regulatories and other business.
4. Prepare PNB's Organization Chart
5. Prepare monthly account statement

First draft of JS
1. Expert with HR System - HRMS
2. Familiarity and skill with the tools of the trade in human resources
including Microsoft Office suite of products, file management, and
benefits administration.
3. Influence in English - Speaking & Writing
4. Strong effective communication and writing
5. Strong commitment to and interest in employee relations and
communication.
6. Coaching

Step 6 POSITION : ASSOCIATE OF HUMAN RESOURCE DEPARTMENT

Design Develop a Job Description (JD) Final draft of JD

and Job Specification (JS)
1. Handling to recruitment new satffs base on requisition form from
various department
2. Monitor date of confirmation for staff on a monthly basis
3. Preparation of HR/ Manpower Reports for HR Division and
Regulatory Bodies on monthly basis and as and when requested by
Regulatories and other business.
4. Prepare PNB's Organization Chart

Final draft of JS
1. Expert with HR System - HRMS
2. Familiarity and skill with the tools of the trade in human resources
including Microsoft Office suite of products, file management, and
benefits administration.
3. Influence in English - Speaking & Writing
4. Strong effective communication and writing
5. Strong commitment to and interest in employee relations and
communication.
4.3 Clerk of Work of Facilities Department

PROCESS EXPLANATION EXAMPLE

Step 1 Decide how you'll use the Interview / Questionaire/ Observations/ Participants log book/diary
information
Choose Method Job Analyst prefer to use INTERVIEW method to get the information.

Step 2 Job Analyst gather general information from various sources :

Review relevant background
Overall Info information 1. O*net

2. Job Street

Step 3 Selection of Clerk of Work - Facilities Department

Select People Select representative positions 1. 1 candidates from Mashitah Sdn Berhad
2. 2 candidates from Hydec Engineering Sdn Berhad

Step 4
Implement Actually Venue : Meeting Room, 39th Floor, Menara PNB
analyse the job Date : 27th February 2018
Time : 9.00 am - 1.00 pm
 PROCESS EXPLANATION EXAMPLE

Step 5 POSITION : CLERK OF WORK

Confirmation Verify the job First draft of JD

analysis information
1. Supervise cleaning contractors to carry out daily work, regular and
weekly work on schedule and specifications. Monitoring is conducted
and has proper supervisory skills and methods of washing.
2.Handling monthly performance report, contractor work and expenses.
3. Ensuring job specifications, detergents and toiletries are supplied
according to specifications and supplied quantities are equivalent to
monthly invoices.
4. Ensure landscape contractors, pest control, rubbish disposal, toilet
hygiene and potted plants in accordance with specifications and work
schedules are implemented as in tender documents.

5. Maintenance of office drinks, monitoring the level of hygiene and

sanitation of the building at a satisfactory level and how the contractor
works in accordance with the JKKP standard level.
6. Preparing meal for meeting

First draft of JS
1. Build a good relationship with contractors and suppliers team
2. Always follow company's values of quality; client focus; integrity;
teamwork and continuous improvement.
3. Willing working extra hours depending on contractors working hours
4. Excellent written and oral communication skills and ability to establish
and maintain professional working relationships.
5. Knowledge of materials, means and methods of goods supplied
6. Swimming

Step 6 POSITION : CLERK OF WORK

Design Develop a Job Description (JD) Final draft of JD

and Job Specification (JS)
1. Supervise cleaning contractors to carry out daily work, regular and
weekly work on schedule and specifications. Monitoring is conducted
and has proper supervisory skills and methods of washing.
2.Handling monthly performance report, contractor work and expenses.
3. Ensuring job specifications, detergents and toiletries are supplied
according to specifications and supplied quantities are equivalent to
monthly invoices.
4. Ensure landscape contractors, pest control, rubbish disposal, toilet
hygiene and potted plants in accordance with specifications and work
schedules are implemented as in tender documents.
5. Maintenance of office drinks, monitoring the level of hygiene and
sanitation of the building at a satisfactory level and how the contractor
works in accordance with the JKKP standard level.

Final draft of JS
1. Build a good relationship with contractors and suppliers team
2. Always follow company's values of quality; client focus; integrity;
teamwork and continuous improvement.
3. Willing working extra hours depending on contractors working hours
4. Excellent written and oral communication skills and ability to establish
and maintain professional working relationships.
5. Knowledge of materials, means and methods of goods supplied
5.0 RECRUITMENT

The recruitment process is an important part of human resource management (HRM). It

isn’t done without proper strategic planning. Recruitment is defined as a process that
provides the organization with a pool of qualified job candidates from which to choose.
Before companies recruit, they must implement proper staffing plans and forecasting to
determine how many people they will need. The basis of the forecast will be the annual
budget of the organization and the short- to long-term plans of the organization, for
example, the possibility of expansion. In addition to this, the organizational life cycle will
be a factor.

Forecasting is based on both internal and external factors.

i) Internal factors include the following:

 Budget constraints
 Expected or trend of employee separations
 Production levels
 Sales increases or decreases
 Global expansion plans

ii) External factors might include the following:

 Changes in technology
 Changes in laws
 Unemployment rates
 Shifts in population
 Shifts in urban, suburban, and rural areas
 Competition

Once the forecasting data are gathered and analyzed, the HR professional can see
where gaps exist and then begin to recruit individuals with the right skills, education, and
backgrounds.
Based on this information, when a job opening occurs, the HRM professional should be
ready to fill that position. Here are the aspects of developing a recruitment strategy:
 Refer to a staffing plan.
 Confirm the job analysis is correct through questionnaires.
 Write the job description and job specifications.
 Have a bidding system to recruit and review internal candidate qualifications
for possible promotions.
 Determine the best recruitment strategies for the position.
 Implement a recruiting strategy.

A business can recruit in two different ways:

 Internal recruitment is when the business looks to fill the vacancy from within its
existing workforce
 External recruitment is when the business looks to fill the vacancy from any
suitable applicant outside the business

Of course, the option to use BOTH internal and external recruitment can be used.
This is often the case for senior management appointments.

5.1 Internal recruitment for Senior Manager of Finance Department

The organization decide to advertise the vacant position of Senior Manager

within the existing staff whose qualified and suitable.
Internal recruiting is any method of identifying and attracting job candidates from
within the organization. Some of the formal types of internal recruitment include
internal job postings and career ladders. Some informal recruiting methods are
things like promotions and supervisor referrals.
Career ladders are a popular human resource tool used not only to recruit
internal candidates but to offer motivation to employees in the form of a career
path.
A career path for an accountant might be to start at the position of accounting
specialist, and then progress to accountant, accountant II, senior accountant, and
accounting manager. Each of those steps will add compensation and
responsibility for the employee. By setting up this type of career ladder,
organizations provide employees with some structure to their career, and the
organization benefits by having a qualified, prepared pool from which to select
candidates.

The informal methods of recruitment, like promotions and supervisor referrals,

are all about communication outside the normal hiring process. These methods
are the ones that often go unadvertised, and some people consider these
positions the 'jewels' of the job market. Promotions are internal career
advancements, usually offered to high performers. Supervisor referrals are
similar to promotions, except instead of the hiring manager knowing the
candidate, a supervisor who knows of a high performer recommends the
employee to the hiring manager.
 The Advantages of Internal Recruitment :

 Cheaper and quicker to recruit

 People already familiar with the business and how it operates
 Provides opportunities for promotion with in the business – can be
motivating
 Business already knows the strengths and weaknesses of candidates

The Disadvantages of Internal Recruitment :

 Limits the number of potential applicants
 No new ideas can be introduced from outside
 May cause resentment amongst candidates not appointed
 Creates another vacancy which needs to be filled

5.2 External Recruitment for Associate of Human Resource Department

Organization decide to find external candidate for the vacant of Associate of

Human Resource Department. It is the process of searching outside of the
current employee pool to fill open positions in an organization.

The Advantages of External Recruitment :-

 When an organization recruits externally, it opens the organization up to a
larger pool of applicants, which increases its chance of finding the right
person for the job.
 External recruitment provides an opportunity for a fresh outlook on the
industry that a company may need to stay competitive.
 Bringing in fresh talent from the outside can help motivate the current
employees to produce and achieve more in hopes of obtaining the next
promotional opportunity.
 Looking outside the organization also allows a company to target the key
players that may make its competition successful. Hiring a candidate with
 a proven track record for the competition allows the company to get an
insider's view as to what the competition is doing to be successful. This
gives the organization a chance to stay a step ahead of the competition.
 Hiring an external candidate also opens up many opportunities to find
experienced and highly-qualified and skilled candidates who will help a
company meet its diversity requirements.

The Disadvantages of External Recruitment :-

 It can take longer and cost more than hiring from within the organization.
 It can also damage employee morale because current employees may
feel this lessens their chances for promotion. When employee morale
decreases, productivity can also decrease.
 It also takes more time to train an external candidate on the systems the
organization uses; therefore, taking the candidate a little longer to get up
and running.
 It can be difficult to tell by a candidate's information whether or not he or
she will fit in with the company and its employees. While a new employee
may bring fresh outlooks and ideas, this can be considered a
disadvantage, because these ideas may produce conflict with current
employees.

5.3 Alternatives to Recruitment for Clerk of Work of Facilities Department

The Alternatives to Recruitment are the temporary ways of hiring people for the job
position with a view to saving cost incurred in recruiting process and meet the short-
term demand for increased work volume. The recruitment is the costly process
which includes the salaries of recruiters, cost incurred in advertisements, time spent
by the management, cost of hiring new recruits, etc. Thus, in order to meet the
short-term fluctuations in the work volume, organizations might resort to the
temporary recruitment alternatives than a full-fledged recruitment.
There are a few alternatives to recruitment :-

 Overtime
In case the demand for a product peaks due to the temporary market
fluctuations, then a firm asks its employees to work extra despite
recruiting new hands. The overtime benefits both the employee and
the employer as the former fetches extra income for the additional
piece of work while the latter saves cost incurred in recruiting new
persons.

 Employee Leasing
The employee leasing is another form of alternative to recruitment
wherein the company pays a fee to the leasing firm or the consultancy
that handles employee benefits, payroll, and all other HR functions on
behalf of the client company.
The employee leasing is also called as “staff outsourcing” wherein the
permanent employees of other firms are hired due to their
specialization in a certain field on a lease basis to meet the short term
requirements of the client company. Here the individuals work for the
leasing firm.

 Subcontracting
 The subcontracting is a business practice wherein a certain portion of
the work is delegated to other specialized agencies to meet a surge in
the demand for goods and services. Here, the contractor with a
mutual consent assigns some task to some other specialist contractor
who helps in completing the project. The subcontracting is prevalent
in the complex jobs such as construction, building, and information
technology.

 Temporary Employment
The temporary employees are those who are hired for a specific time
period until the task gets accomplished. Earlier the temporary
employment agencies were used in hiring the unskilled and semi-
skilled laborers, but nowadays the employees are readily available for
the technical, professional and executive positions as well.
The temporary employment is beneficial for the firms as the cost of
labor is relatively less, services of an experienced labor can be
utilized, and there is flexibility in responding to the future needs of
workers. But however, temporary employment lacks labor
commitment to the organizational goals since the workers hired do not
know about the culture and workflow of the firm.

 Outsourcing
Often the companies outsource or assign the task of recruitment to
the third party specialist, who then carry out all the recruitment
activities which would have been done in-house otherwise. It is
beneficial for the firms which are small and have a lack of expertise in
recruitment to delegate the authority to the third party to carry out the
recruitments on the company’s behalf. But the responsibility lies with
the client company itself and must ensure that all the activities related
to recruitment are performed effectively by the third party.

Thus, these alternatives to recruitment help any organization to employ the staff
temporarily and save huge costs incurred in the recruitment process. These
 methods offer an opportunity to any organization to capitalize on the expertise of
the employees for a specific time period if not wanted it to be permanent.

6.0 SELECTION

Selection is the process of screening applicants to ensure that the most appropriate
candidate is hired. The first step in the selection process is to review the information
(resume, application form) provided by all job applicants to determine which applicants
meet the minimum qualifications as stated in the job posting. No further consideration
will be given to those who do not meet the minimum qualifications. In fact, it is a good
idea to say in your advertisements that only those candidates who meet the job
requirements will be considered. Those job applicants who meet or exceed the
minimum job qualifications are then assessed to decide which ones will be short-listed
for a job interview.

The most common methods of selection for all positions include an interview followed by
a reference check. Other selection techniques used during the interview phase are:
work samples, written tests, in basket exercises, oral presentation, and personality or
aptitude tests. After making a conditional offer, additional selection techniques can
include: criminal records check, driver's records check. Written consent is required
before requesting records checks.

Evaluate final candidates against each other after you have rated them against the
criteria to identify the best candidate based on skills, worker characteristics and
organizational fit.

The final stage in the selection process usually is a brief conversation wherein the
company makes a verbal offer. This could be via telephone, e-mail or for remarkable
candidate, at the end of face-to-face interview. Selected candidate can verbally accept
the offer if they are sure about the decision, however, selected candidate will probably
receive a written offer that contains the job details, salary, benefits summary and start
date.
STEPS IN THE SELECTION PROCESS
6.1 The selection process to recruit Senior Manager of Finance, which is the top
management position.

6.2 Selection process for Associate of Human Resource

 6.3 Selection process for Clerk of Work, Facilities Department

SELECTION PROCESS OF CLERK OF WORK

7.0 TRAINING AND DEVELOPMENT

Training and development as a function concerned with organizational activity aimed at
bettering the job performance of individuals and groups in organizational settings.
Training is a program that helps employees learn specific knowledge or skills to improve
performance in their current roles. Development is more expansive and focuses on
employee growth and future performance, rather than an immediate job role.

7.1 Senior Manager of Finance

There are two categories training that Senior Manager position shall attend :
i) Leadership Training which responsible in finding latest breakthroughs in
what is really needed and what works in leading people and organizations today.
Leadership training program is dedicated in helping leaders, managers and
supervisors to upgrade their vital leadership skills.

There are few types of Leadership Training for Senior Manager :

 Leadership Key Fundamentals

 Creating and Sustaining A Team Culture
 Interpersonal Leadership Competence
 The Leadership Shift - New Age Leadership Styles

ii) Work Culture is made up of all of the life experiences each employee
brings
to the organization. Culture is especially influenced by the organization’s founder,
executives, and other managerial staff because of their role in decision making
and strategic direction. But, every employee has an impact on the culture that is
developed at work.
Your culture may be strong or weak. When your work culture is strong, most
people in the group agree on the culture. When your work culture is weak, people
do not agree on the culture. Sometimes a weak organizational culture is the
result of many subcultures or the shared values, assumptions, and behaviors of a
subset of the organization.
It is important to find aspects of the culture that will support each of these
qualities for your employees.
There are many benefits of a cultivated learning culture in an organization. These
include :
 Increased efficiency, productivity and profit
 Increased employee satisfaction and decreased turnover
 An improvement mindset among employees
 A developed sense of ownership and accountability
 A culture of knowledge inquiry and sharing
 An enhanced ability for workers to adapt to change
7.2 Associate of Human Resource

Organization decided to send executive / associate to attend Team Building.

Team-building programs provide realistic experiences that empower individuals
to contribute to common goals. The success of most organisations depends on
the ability of individuals to build effective teams. Team-building programs
provide upbeat and powerful team experiences allowing companies to compete
effectively by enabling staff at all corporate levels to work as true team players.

The main goals of team-building are to improve productivity and motivation.

Taking employees out of the office helps groups break down political and
personal barriers, eliminate distractions, and have fun. The benefits of team-
building programs are so significant that many corporations have incorporated
teambuilding strategies into their standard training curriculum.

Some of these benefits include:

 Improves morale and leadership skills

 Finds the barriers that thwart creativity
 Clearly defines objectives and goals
 Improves processes and procedures
 Improves organisational productivity
 Identifies a team’s strengths and weaknesses
 Improves the ability to problem solve

7.3 Clerk Of Work

Clerks of works may be based at one site for the duration of a job or they may
travel between sites, carrying out regular inspections. Some jobs may require
extended periods of time away from home.

As a clerk of works they will need:

 excellent observational skills and to be able to pay attention to detail
 good organisational and project management skills
 excellent communication and negotiating skills
  good written communication skills, for completing paperwork and
compiling reports
 the ability to establish and maintain good working relationships with staff
at all levels
 be able to deliver projects on time and on budget.

For developing carrier of Clerk of Work, there are a few training that suitable for
the :
i) Communication Skills Training
The main objective of this Communication Skills training course is to enhance the
ability to impart information, engage and persuade during various situations. This
training will give the effective tools to enable clear and effective communication,
regardless if it is a face-to-face interaction or an email exchange. Keep in mind,
being able to connect with others is a crucial component of a lasting success.

ii) Good Persuasion And Negotiating Skills

As a Clerk of Work, he/she have to involved with contractors and suppliers.

Effective negotiators have the interpersonal skills to maintain a good working
relationship with those involved in the negotiation. Negotiators with patience and
the ability to persuade others without using manipulation can maintain a positive
atmosphere during a difficult negotiation.
8.0 PERFORMANCE APPRAISAL

A performance appraisal is a regular review of an employee's job performance and

overall contribution to a company. Also known as an "annual review," "performance
review or evaluation," or "employee appraisal," a performance appraisal evaluates an
employee’s skills, achievements and growth, or lack thereof. Companies use
performance appraisals to give employees big-picture feedback on their work and to
justify pay increases and bonuses, as well as termination decisions. They can be
conducted at any given time but tend to be annual, semi-annual or quarterly.

Performance appraisals also help employees and their managers create a plan for
employee development through additional training and increased responsibilities, as well
as to identify shortcomings the employee could work to resolve.
 8.1 Performance Appraisal for Senior Manager of Finance

KPI FOR SENIOR MANAGER OF FINANCE DEPARTMENT

Key Performance Indicator Target Date Measurement Criteria Action Plan Achievement SCORE
1. To entertain the internal and external
auditor for PNB (Interim & Year End Audit) :
- To provide financial records and
management info relating to accounts
- To response to internal and external audit Audited Financial
Provide financial info, 80
reports and queries Every End of statement tabled to
deferred tax and draft the Yearly Audit Report
- To follow up if any issues brought up in the The Year Audit Committee
audited accounts
reports meeting
- To ensure that audited accounts yearly
compile with the Financial Reporting
Standards (FRS) as required by statutory
audit

Audited Proforma
2. Prepare PNB Proforma MFRS for the
MFRS Financial Prepare draft audited FS
purpose of submissionto SC
August 2017 statement tabled to and proforma working Yearly Audit Report 80
Audit Committee template
- To ensure proforma MFRS is fully comply meeting
with financial reporting standards

3. To prepare Management Reporting :-

- To prepare monthly Dashboard for PNB to Deliver accurate
Provide monthly figures Monthly
present to GCEO of PNB October 2017 amount on a timely 40
for management Dashboard
- To provide financial information of PNB for basis
monthly financial report
 KPI FOR SENIOR MANAGER OF FINANCE DEPARTMENT

Key Performance Indicator Target Date Measurement Criteria Action Plan Achievement SCORE

4. To compile annual budget from all

departments to be presented to Group CEO Budget tabled for
To prepare detail reports Financial Budget
and ensure charging of income and November 2017 management and 40
on budget presentation Report
expenditure is correct to respective cost cost center review
centre

5. YPB Consilidated Financial Statement :- Prepare group audit

- To review & ensure that yearly console instruction to all
package for YPB Consolidated Financial Audited Financial subsidiaries &
Statements is comply with FRS requirement . statement tabled to associates. Compile
June 2017 Yearly Audit Report 80
Audit Committee financial statements,
- To prepare draft audited consolidated meeting provide consol figure and
Financial Statement of YPB liase with respective PIC
for any info.

- To prepare Group Audit Instruction

6. Monthly reporting :-
- To prepare management accounts for PNB Deliver accurate
Provide monthly figures Monthly Report for
and YPB October 2017 amount on a timely 60
for SC submission SC submission
- To prepare PNB's financial report for basis
Securities Commission (SC) submission
 8.2 Performance appraisal for Associate of Human Resourse

KPI FOR ASSOCIATE OF HUMAN RESOURCE DEPARTMENT

Target
Job Description Measurement Criteria Action Plan Achievement SCORE
Date

1. Recruitment and Selection :-

- Timely hiring of staff within 3 months upon

approval of requisition.
Process job request from
- The number of staff recruited based on the
Marketing & Sales and
requisition form.
Timely hiring of staff Property Div including
- Process job request from Marketing & Sales within 3 months upon Facilities Management & Complete the
and Property Div including Facilities approval of requisition. General Services Dept, recruitment for all
31/12/2017 75
Management & General Services Dept, Real The number of staff Real Estate Special requested by
Estate Special Projects Dept, Domestic & recruited based on the Projects Dept, Domestic & department.
International Properties Dept, PMSSB and requisition form. International Properties
PNB Value Homes Sdn Bhd Dept, PMSSB and PNB
1) Resume search Value Homes Sdn Bhd
2) Selection candidate
3) Interview
4) Salary Proposal

2. Process of confirmation staff :-

1) Process and issued
1) Monitor date of confirmation for letters of confirmation for
- Monitor date of confirmation for staff on a staff on a monthly basis 44 staff for PNB and
monthly basis ASNB.

Timely process staff
- Issue evaluation form to respective HOD 31/12/2017
confirmation
one month before date of confirmation.
2) Issue evaluation form to respective 2) Issue letter of extension
HOD one month before date of of probation for 2 staff
80
confirmation.

3) In progress - process
- Liase with supervisors of business units 3) Liase w ith supervisors of the confirmation for
business units Management Trainee 2017
- Liase with IR unit on for non confirmation of
- 12 staff
staf, if any
1) Prepared PNB
1) Prepared PNB Organisation Organisation Chart and
3. Prepare PNB's Organization Chart Chart and updated latest Chart updated latest Chart for
Prepare Organization for September 2017 September 2017
Chart for PNB and
- Prepare Organisation Chart for PNB and 2) Produce new format of
31/12/2017 compile Organization organisation chart for all
2) Produce new format of 60
compile Organisation Charts for all organisation chart for all
Chart for all departments
departments of PNB, ASNB, AMB, and PHNB departments
3) Consolidate
departments. 3) Consolidate organisation chart organisation chart from all
- Liaison with HOD Representative on from all company/division/departm
preparing Charts company/division/department ent

4. Preparation of HR/ Manpower Reports for

HR Division and Regulatory Bodies on 1) Generate reports from HRMS
and Excel
monthly basis and as and when requested by
Regulatories and other business. Number of completed Updated report on a
reports prepared on monthly basis and
- Generate reports from HRMS and Excel 2)Liase with Compliance on
31/12/2017 monthly and quarterly Reports for Securities completed all 80
- Liase with Compliance on Reports for
basis and as and when Commission, EPF and other reports as
Securities Commission, EPF and other
requested. regulatory bodies requested
regulatory bodies
3) Update Turnover Rate,
- Update Turnover Rate, Manpower Report Manpower Report according to
according to Staff Movement Staff Movement
 8.3 Performance for Clerk of Work

KPI FOR ASSOCIATE OF HUMAN RESOURCE DEPARTMENT

Measurement
Job Description Target Date Action Plan Achievement SCORE
Criteria
1. Supervise cleaning contractors to carry out 1. Any reprimand
daily work, regular and weekly work on 1.Fill in forms of and current
schedule and specifications. Monitoring is reprimand and current instructions
conducted and has proper supervisory skills Daily instructions. should be taken
and methods of washing. assessment promptly.
Daily 100
form and 2. To ensure
monthly report 2. Fill in daily checklist hygiene is
Form to monitoring regulated.

2. Administrative work needs to be completed

on the first 7 days of each month: -
a) Monthly performance report, contractor
Invoice,
Ensure that all
work and expenses. supplier In order to
contractors submit a
evaluation speed up the
b) Ensure contractors submit monthly invoices Monthly complete invoice 100
form, monthly invoice
before the 5th of the month. and report every
report and payment
c) Prepare the demands of the contractor, month
service report.
deduction and performance assessment of the
contractor.
3. Ensuring job specifications, detergents and Invoices,
toiletries are supplied according to supplier Each month the The cleaning
specifications and supplied quantities are evaluation delivery of the goods requirements
equivalent to monthly invoices. Monthly forms, monthly should be monitored and toilettries 80
laoprants and to ensure correct are adequate
service delivery. for daily use.
reports.
4. Ensure landscape contractors, pest control,
rubbish disposal, toilet hygiene and potted
plants in accordance with specifications and
The cleaning
work schedules are implemented as in tender
Services report requirements
documents. Daily / To ensure work done
and checklist and toilettries 80
Monthly on schedule.
form are adequate
for daily use.

5. Maintenance of office drinks, monitoring the The cleaning

level of hygiene and sanitation of the building at Contact the contractor requirements
Daily / Evaluation Form
a satisfactory level and how the contractor the day before the and toilettries 50
Monthly for contractors
works in accordance with the JKKP standard work date. are adequate
level. for daily use.
9.0 REWARDS

Reward system exists in order to motivate employees to work towards achieving

strategic goals which are set by entities. Reward management is not only concerned
with pay and employee benefits. It is equally concerned with non-financial rewards such
as recognition, training, development and increased job responsibility.
Employees respond to appreciation expressed through recognition of their good work
because it confirms their work is valued by others. When employees and their work are
valued, their satisfaction and productivity rises, and they are motivated to maintain or
improve their good work.

There are two aspects to employee recognition:

 The first aspect is to actually see, identify or realize an opportunity to praise
someone. If you are not in a receptive frame of mind you can easily pass over
many such opportunities. This happens all too frequently.
 The other aspect of employee recognition is, of course, the physical act of doing
something to acknowledge and praise people for their good work.

Benefit analysis of employee recognition :-

 Increased individual productivity – the act of recognizing desired behavior

increases the repetition of the desired behavior, and therefore productivity. This
is classic behavioral psychology. The reinforced behavior supports the
organization’s mission and key performance indicators.
 Greater employee satisfaction and enjoyment of work – more time spent focusing
on the job and less time complaining.
 Direct performance feedback for individuals and teams is provided.
 Higher loyalty and satisfaction scores from customers.
 Teamwork between employees is enhanced.
 Retention of quality employees increases – lower employee turnover.
 Better safety records and fewer accidents on the job.
 Lower negative effects such as absenteeism and stress.
There are two kinds of rewards methods

 Financial Rewards
Financial rewards means those direct and indirect payments that enhance an
employee's well being. Financial rewards make employee financially sound so
that he/she can fulfill his/her material desire. Direct payment consists of
salary,wages, commissions,incentives, bonus, allowances etc. Indirect payment
include pensions, medical insurance, paid leaves, paid sick leaves, purchases,
discounts etc.
 Non-Financial Methods
Non-financial rewards are those employee benefits that do not enhance an
employee's financial well-being. However, such rewards provide more job
satisfaction. Preferred lunch hours, preferred office furnishing, parking spaces,
impressive job title, desired work assignments, business cards and fringe
benefits.
9.1 Rewards for Senior Manager of Finance

Direct Rewards - With good leadership skills, such as being good at listening,
showing empathy, setting goals and inspiring people to achieve, she/he can
become a successful manager, enjoy more authority and raise the salary. If
having power and influence is important, there are many opportunities to move
up as a manager. Through improving the operational area with the team's help,
they can enjoy a more prestigious status and may gain further promotion and
Leadership Award.

Indirect Rewards - Achievement awards by giving paid parking, leave passage

and workspace upgrade with own secretary.

9.2 Rewards for Associate Human Resource

Direct Rewards - Discretionary Bonus

Indirect Rewards - As an associate, beside the yearly increment and bonus,

she/he will be more appreciated if organization provide with personal life and
disability insurance which she/he can enjoy additional protection including
income replacement in the event of serious illness or disability. They can feel a
sense of pride in their employer if they are satisfied with the coverage they
receive.

9.3 Rewards for Clerk of Works

Direct Rewards – Overtime Paid

Indirect Rewards - A retirement plan or a pension is an arrangement by an

employer to provide their employees with an income when they are no longer
earning a regular income from working.
10.0 FINDINGS AND RECOMMENDATION

Human resources are one of the most important assets in the organizations. Human
resources provide an organization a source of sustainable competitive advantage in a
highly competitive environment, facing a shortage of talents. The management of these
vital resources is critical for the effective utilization of these talent and success in the
market place. In order to create value and deliver results, the HR department must begin
not by focusing on the activities or work of HR but by defining the deliverables of that
work.

In order to improve the overall quality of services, increase in the efficiency and
effectiveness, this can be done by :-
 The administrative efficiency of the HR function can be improved by the use of
information technology. The routine administrative tasks can be computerized
using information technology. Also different information required to be
maintained can be stored into a database, which can be assessed whenever
required. The operational functions like recruitment, selection, training, wage and
salary, time office etc. can be effectively performed with the help of information
technology.

 The overall efficiency of the HR function can also be improved if the line
managers and involved and trained in the discharge of routine HR functions like
recruitment, training, performance appraisals grievances etc. The involvement of
the line manager in these functions will create a better understanding and co-
operation of the line managers in the delivery of HR functions. However care
should be taken to provide adequate training to ensure that line managers have
the necessary skills
needed to perform these duties and that they are not overburdened by these
tasks.

The environment in which today's organizations are operating is dynamic and turbulent.
There are continuous changes taking place in the business environment all of which
have an impact on the organizations. The organizations have to continuously monitor the
environment and adapt themselves to the changing environment. This requires
fundamental cultural change within the firm. The HR professionals / department has an
important role to play in this transformation and change process. They should help
organizations to identify and implement processes for change. They should help
employees let go of old and adapt to a new culture and should help identify process for
managing change. Many a times the HR departments have been distant from the
change process. The HR work was viewed as antithetical to change, with HR systems
and procedures providing obstacles to not impetus for change.

Hence the HR professionals should be trained in the change management and acquire
competencies related to managing and implementing change.
11.0 CONCLUSION
Organizations and HR department can thus formulate appropriate plans, policies,
programmes and strategies to make the HR function more strategic and improve the
quality of services provided by the HR department. It will also be of great help for
organization to align and involve the HR function in the process of strategy formulation
and implementation.
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