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Wednesday, May 19, 2010

SOLD OUT! - Girls Clothes - Price Less Than RM50

If interested, please email the PRODUCT CODE to jonaqueman@yahoo.com or sms to 016 618 2885. Take care and happy surfing :)


CODE : BLUE DRESS
Price RM27 per piece (Postage is FOC)
Available in the following sizes :
2 yrs old - SOLD
4 yrs old - 1 piece
6 yrs old - SOLD
8 yrs old - SOLD
10 yrs old - SOLD

Sunday, May 9, 2010

SOLD OUT - Educational Toys and Fun Games - Price Less Than RM50

If interested, please email the PRODUCT CODE to jonaqueman@yahoo.com or sms at 016 618 2885.Take care and happy surfing :)

CODE : MB
MATH BALANCE - 4 YEARS ABOVE
Retail Price RM52 NOW RM36 ONLY!Sold 1 Set : Available 2 sets
Math Balance is an educational toys. As the children play to keep balance with the 'Math Balance', they will discover the wonders and delights of numbers. In this way, your child's curiosity for knowledge may be promoted while they have fun learning the 'concept of numbers'. Understanding of the 'concept of numbers' would help lay foundation for arithmetic. So, Get the Power To Think, To Concentrate and To Calculate.

CODE : IFF
FEEL AND FEEL - 3 YEARS ABOVE RETAIL PRICE RM40 NOW RM29!
Sold 2 sets : Available 1 set
Contains 20 matching wooden shapes and printed tiles in a reusable, durable cloth bag. Deal out the tiles and have children reach into the bag to Feel & Find the corresponding wooden shape. Play alone or in larger groups. A great visual and tactile exercise. It is suitable for growing up children. Materials: Cloth Bag, Hardboard, Hardwood.


CODE : CARS REMOTE CONTROL CAR

RETAIL : RM59.90 NOW RM29.50
SOLD 1set - Available 2 sets
All you need to do is load in the battery provided in the box to the
remote control and to the car and walala, your kids can start
navigating the car just by using the remote control. It is as easy as ABC :)

Tuesday, May 4, 2010

HRD – TRAINING NEEDS ANALYSIS



1.0.    Introduction
In a business, Human Resource is one of the discipline which drives business for competitiveness. To achieve this training is very important. Competent employees will not remain competent forever. Training Needs analysis is critical to developing relevant and effective education and training programs and marketable and useful products. These programs and products can be for use by your organization, or for external customers. By assessing target audience needs, we can determine a focus and direction for investments made in products or training, and extend the reach and impact of environmental programming. On the below will given a few definitions from the field of training and education of the term "needs analysis."
In order to assess the training needs, it is also necessary to derive the job contents and job descriptions for each category and cadre in respect of Employees working in the entire Department.

 1.1.    Definition of Training Needs AnalysisTraining Needs Analysis (TNA) is the process of identifying and assessing the training requirements of an organization (or individual). Other definitions are:-


  • All effective training begins with needs analysis. The training needs survey measure what skills employees have, what they need, and how to deliver the right training at the right time. – American Society of Training and Development

  • Needs analysis is an examination of the existing need for training within an organization. It is a gathering of data that enables you to make an informed estimate of the changes desired or demanded by those organizations.
    Stuart Dalziel, Planning and Managing Training and Development
A needs assessment is a systematic investigation of an audience to identify aspects of individual knowledge, skill, interest, attitude and/or abilities relevant to a particular issue, organizational goal, or objective.

1.2.    What are the goals of a Training Needs Analysis?

The goal of a needs analysis is to design an effective program, product or service that address the group's 'needs' and 'wants'.

Many people consider only one solution (they want) and discuss it as a need, when in truth what they really need will not be addressed. Effective questioning can reveal the need behind the want. However, it is important to remember that the 'want' is often the best solution. Two things the most important to remember:


  • Needs are gaps – the space between what currently exists and what should exist.

  • Wants are solutions – a proposed means to filling the gap.
Examples of Wants

I want to hire a budget analystI want to learn more about social marketingI want a tool to help me write metadata 

 
Example of Needs

      I need to do more accurate budget projections
I need to increase the effectiveness of the educationsI need to accurately document my scientific data

  
1.3.    Objective of Training Needs Analysis


  • Identify existing degree of knowledge, skills, and the attitudinal characteristics surrounding a particular issue or topical area

  • Identify individuals or groups of individuals who most need additional skills training or access to information and technologies.

  • Identify motivations and conditions that contribute to an individual's degree of interest in an issue and ability to access or purchase the final product or training course.
2.0.    Why need Training Needs Analysis?

Training needs analysis (TNA) can be seen as a health check on the skills, talent and capabilities of the organization. It is the systematic gathering of data to find out where there are gaps in the existing skills, knowledge and attitudes of employees. It involves collecting data about existing employees' capabilities and the organizational demands for skills and the analysis of the implications for changes in capability of new and changed roles. It should always flow from the business strategy and its aim is the production of a plan allowing the organization to ensure there is sufficient capability to sustain business performance.

Careful training needs analysis is very important because:


  • Organizational performance depends on the right quality and quantity of human capital

  • Learning opportunities enables staff to achieve personal and career goals and increase employee engagement.

  • Well planned training is an effective retention strategy.

  • If an initial assessment is made based on organizational needs and strategy, then it is likely that cost effective learning provision will result.
Training Needs Analysis will need to answer:-


  • Why do people need the training

  • What skills need imparting

  • Who needs the training

  • Where may the training be conducted

  • When will they need the new skills

  • How many the new skills be imparted
Methods Identifying Training Needs Analysis


  • Different background of employees to be trained

  • Employees should be from : new hires or existing employees
Conducting a Training Needs Analysis 

  • In House Trainer / Consultant collect information based on 3 issues:-
    a) Performance problem
    b) Anticipated introduction of new systems, task and technology

  • Desired by organization to benefit from a perceived opportunity

  • Needs analysis reveals well targeted training areas

  • Conducting TNA must get a clear of the problem

  • When properly done, needs analysis is a wise investment

  • Well performed analysis is the solutions of greatest need

  • Failure cause costly mistake.

     
3.0.    Training Needs Analysis: Advantages & Disadvantages

The table below summarized the key advantages and disadvantages of major methods of assessing training and performance needs. The methods help to give a balanced perspective and offset the disadvantages of some methods.

Methods
Advantages 
Disadvantages 
Organizational Documents 
  • Provide relevant, quantifiable data
  • Fast
  • Inexpensive
  • May built management involvement

  • Don't build employee involvement
  • Not necessarily focused on HRD
  • May not identify causes
  • May not provide visibility
Questionnaires & Surveys




 

  • Reach many people in short time
  • Build involvement
  • Relatively inexpensive
  • Yield relevant, quantifiable data that are easy to summarize
  • Anonymity may encourage honesty 

  • Require time and skill to develop
  • Low response rates or inaccurate responses
  • No opportunity to clarify
  • May restrict freedom of response
  • May lead to unrealistic expectations
Group interviews (Focus groups)




 

  • Build involvement and support
  • Provide relevant data
  • Provide visibility
  • May elicit key topics not expected
  • On the spot sharing & synthesis of different views

  • Moderately time-consuming (but less so than individual interviews)
  • Moderately expensive
  • Difficult to conduct
  • May be difficult to analyze and quantify data
Individual Interviews





 

  • Build involvement and support
  • Allow for clarification
  • Provide relevant data
  • Easier to conduct than group interviews
  • May uncover information that wouldn't be brought up in a group

  • Expensive in terms of time and travel costs
  • Require interviewing skills
  • May be difficult to analyze and quantify results
  • May make interviewees self-conscious
Advisory Committees


 

  • Build management involvement and sponsorship
  • Provide visibility
  • Inexpensive
  • Allows synthesis of opinions of key decision makers
  • Can help identify resources


  • Time consuming and difficult to manage logistically
  • Fails to build lower level employee involvement
  • Poor source of quantifiable data
  • May lead to "groupthink" or turf wars

Observation of Work Situations





 

  • Builds employee involvement
  • Provides excellent information when coaching an individual
  • Builds your credibility
  • Generates relevant, quantifiable data
  • May provide excellent stories


  • Requires a skilled observer
  • Does not involve management
  • Time consuming
  • May change performance or be perceived as spying
  • May be logistically difficult


Benchmarking & Independent Research




 

  • Learn from industry leaders and competitors
  • Can build your credibility
  • Availability of free data on internet
  • Avoid rediscovering what is known

  • Does not build involvement
  • May not be directly relevant
  • Data from different organizations may be misleading
  • Requires significant analysis

Source: Adapted from Managing a Small HRD Department, by Carol P. McCoy. Falmouth, ME @ McCoy Training and Development Resources, 1993, p 23.

4.0.    About this Training Needs Analysis? 
The example given is refers to the position of Payroll Assistant. This is based on individual level. After appraisal and supervision meetings allow individual to reflect on their own learning needs in relation to their work objective. What additional skills and learning that they need to improve and what they do? It is important to take for people's career. However, there is also a need to be realistic about what organization can offer by way of development opportunities and not to raise expectation too high. Assessment tools can be helpful in getting a more picture of individual performance and the impact that people are making at different levels within the organization. Identifying learning needs at individual level is not just about what needs to be learnt, it is also about how best to do it. Organization must find how many people have enjoyed and benefit from training in the past. The outcome of training needs analysis at an individual level should be a Personal Development Plan which it is be related to their work objectives.

5.0.    Training Program

As a result of the training needs analysis, training will be provided to close the skill gap. This may include:-

  • payroll courses delivered by the HRD

  • training programs delivered by external providers for specific skills or qualification requirements

  • task specific training delivered
Internal training is delivered on the yearly schedule. Other training including specific training is delivered on a needs basis, by any of identification, but not limits e.g. induction, transfer of employees, change of work process, technology or substances. Training Programs offered internally at the HRD are documented in HR Training courses.
Possible gap areas will be found between:

  • An individual's perception of skill level and her or his actual skill level.

  • Management's perception of resources required to succeed and employees' actual needs.

  • Customer expectations and internally developed objectives.
After training needs analysis done, skills can divert into two categories, technical and interpersonal. Most training activities seek to modify one or more of these skills.
Technical: Most training is directed upgrading and improving an employee's technical skills.
Interpersonal: Almost all employees belong to a work unit. To some degree, their work performance depends on their ability to effectively interact with their co-workers and their boss. Some employees have excellent interpersonal skills. But others require training to improve theirs.

5.1.    Training Methods

Most training takes place on the job. This can be attributed to the simplicity of such methods and their usually lower cost. However, on-the-job training can disrupt the workplace and result in an increase in errors as learning proceeds. Also, some skill training is too complex to learn on the job. In such cases, it should take place outside the work setting.

On-the Job Training 
Popular on-the-job training methods include job rotation and understudy assignments. Job rotation involves lateral transfers that enable employees to work at different jobs. Both job rotation and understudy assignments apply to the learning of technical skills. Interpersonal and problem-solving skills are acquired more effectively by training that takes place off the job.

Off-the-Job Training

There is a number of off-the-Job training methods that managers may want to make available to employees. The more popular are classroom lectures, films, and simulation exercises. Classroom lectures are well suited for conveying specific information. They can be used effectively for developing technical and problem-solving skills. Films can also be used to explicitly demonstrate technical skills. Interpersonal and problem-solving skills may be best learned through simulation exercises. However, complex computer models, such as those used by airlines in the training of pilots, are another kind of simulation exercise. Training and development can sustain or increase its employees' current productivity, while, at the same time, prepare employees for a changing world.

5.2.    Training Process

The below is the training process for Training Needs Analysis. The TNA process is referring for the post of Payroll Assistant in their learning and development. The process below is identifying training requirements to developing organization business objectives using the individual level.


6.0.    Determine the Job Description of the employee

JOB DESCRIPTION

This form is used to obtain information about the duties and requirements of your job. Complete the form in your own words.


SECTION A : JOB IDENTIFICATION
Name of Job HolderNorhayati binti Abdul Wahab 
Job Title ( Designation)Payroll Assistant
Department / SectionHuman Resource Department / Payroll Section
Report To
( Name of Job Title ) 
En. Mohd Fazil bin Ghani
Senior Executive, Payroll Section 
LocationHead Quarters,
Kuala Lumpur 
No of staff supervisedFour (4) 
SECTION B : JOB SUMMARY


Briefly describe the main purpose of your job. Please provide one or two sentences starting with an action verb, followed by the aim of the position that identifies the result of the position.


Example


Performs a variety of office support and/or secretarial duties for a specified unit/department, such as composing and word processing a variety of standard documents and correspondence, relaying and resolving routine telephone and/or walk-up inquiries, scheduling calendar items and meetings, making travel arrangements, processing forms, performing data entry, and establishing and maintaining records. Edits and proofreads documents to ensure accuracy. May perform duties involving simple mathematical calculations.


  • To prepare all aspects of data entries payroll process into the Paywin, Orisoft System.
  • To prepare and ensure the accuracy of the monthly relevant payroll report and to rectify and difference / variance.
  • To prepare all data for monthly overtime, allowance, deductions and adjustments.
  • To prepare instruction for payment memo every end-month, diskette and instruction letter to bank for salary payment.
  • To prepare statutory report and to ensure payments of statutory contributions are compiles within the stipulated deadline.
  • To administer staff information in Human Resource Information System
  • To prepare the employment contract, termination, promotion, increment, transfer letter, warning, etc.
  • To attend to all employees' queries pertaining to HR related.
  • To handle private and confidential matters and assist on HR and admin works as when required.


SECTION C : MAJOR DUTIES / RESPONSIBILITIES & PERFORMANCE STANDARD
List major duties and responsibilities of your job. Each statement should be clear description of the task and should start with a verb
MAJOR DUTIES / REPONSIBILITIES 
FREQUENCY
(Daily, Weekly, Monthly, Quarterly, Ad-hoc) 
E.g.; Type memo and letters from drafts
Daily 
1. Process monthly payroll, key in overtime, allowance, deductions and any adjustment.
Monthly 
2. Prepare statutory reports for governments' bodies such as EPF, SOCSO, Income Tax, HRDF and Zakat.
Monthly
3. To updated personal file into HRIS and filing to personal file
Weekly

 
4. To prepare payment memo every end-months
Monthly

 
5. To prepare diskette and instruction letter to bank for salary payment.
Monthly

 
6. Prepare the employment contract, termination, transfer, increment, warning, etc.
Daily 


SECTION D : JOB REQUIREMENTS
List /Select the requirements of qualifications, skill and qualities necessary to perform your job properly.
Preferred Education ( ) SPM ( ) STPM ( X ) DIPLOMA ( ) ADVANCE DIPLOMA
( ) BACHELOR DEGREE ( ) MASTER ( ) PHD
Preferred Course/ Discipline 
  • Payroll
  • Human Resource Information Systems (HRIS)
  • Employment Act
Related Course/ Discipline
  • Interpersonal communication skill
  • Computer Skills
Preferred Experience ( ) NONE ( ) LESS THAN 1 YEAR ( X ) 1 – 2 YEARS ( ) 3 – 5 YEARS
( ) 5 – 7 YEARS ( ) 7 -10 YEARS ( ) MORE THAN 10 YEARS
Language Abilities( X ) ENGLISH ( X ) BAHASA ( ) OTHERS ...................................
Preferred Age Range ( ) NONE ( ) 18 - 21 ( ) 21 – 25 YEARS ( X ) 25 – 30 YEARS
( ) 25 – 30 YEARS ( ) 7 -10 YEARS ( ) MORE THAN 10 YEARS
Knowledge, Skills, Abilities
  • Payroll administration experience in a similar sized organization.
  • Excellent interpersonal skills
  • Strong commitment to employees and also flexibility
  • Minimum 2-3 years practical payroll experience
  • Proficient to at least an intermediate level in a range of software packages (including work, excel, outlook)
  • Experiences with HRIS
  • Human Resource experience
6.2.    Determine the Job Specification of the employee

JOB SPECIFICATION
(Classified Employees)


Job Title : Payroll Assistant

Job Code No: 0660

Salary Grade : JE14

Total Point: ________ 


FACTOR

DEGREE 

POINTS 

1. Knowledge & skills
Ability & knowledge to perform complex, difficult task


 


4

2. Effort

  1. Mental & visual effort
    Continuous mental / visual effort for a sustained period

  2. Physical Effort
    Light physical effort or significant manual

 



3

2 

3. Responsibility for Cost Control
Damage or waste is possible but considerable attention
and care can prevent loss.


 


3


 

4. Working condition
Frequent exposure to adverse stimulation which can result
in some disagreeable working condition.


 


2



 

5. Responsibility for external and internal relations considerable
external and /or internal contacts to carry out responsibilities.



 


3


 




6.3.    Fill in the competency Gap & Training Needs Analysis Form

COMPETENCY GAP & TRAINING NEEDS ANALYSIS

Name        :    Norhayati binti Abdul Wahab            Staff No.:    HR04429

Department /    :    HRD / Payroll Section                Position    :    Payroll Assistant
Section

Important Instructions:

1. Please complete the form by writing in ball point or by typing
2. HOD/HOS must conduct an interview with the staff in order to fill in the respective section
3. All completed and duly signed competency gap & training needs analysis forms to be submitted to HR within the
stipulated deadline.

The following are guidance to completing the form:-

Section 1 - Competency Gap Analysis

(i) Competencies will consist of:-

    Competencies will consist of:-
    a. organizational competencies
    b. generic competencies (management)
    c. Individual competencies (personal development)
    d. specific job competencies (technical)

(ii) HOD/HOS must conduct an interview with the employee in order to rank the level of importance of the above mentioned competencies and to fill in the required and current level of competencies based on the scale given.

(iii) HOD/HOS must identify the competencies gap for the purpose of selecting which are the most appropriate training strategies should be given

Section 2 - Competency Development Strategy Selection Matrix

There are four (4) strategies for training based on the competency gap which is:-

a. Self learning
b. Working skills (on the job training)
c. Internal training
d. External training

Section 3 – Proposal for Training Program

HOD/HOS must identify which type of training should be given to the staff based on Section 2


SECTION 1 – COMPETENCY GAP

Level of importance scale:-

Required level of competency scale:-


COMPETENCIES
LEVEL OF IMPORTANCE 
REQUIRED LEVEL OF COMPETENCIES
(a) 
CURRENT LEVEL OF COMPETENCIES FORM THE SCALE OF (0-5)
(b) 
GAP
(a – b) 
A. Organizational Competencies


1.Understanding company's Mission and Vision

2. Understanding the business concept and process




B. Generic Competency (Management)

1. Filing and Record Keeping

2. Report Writing

3. Communication Skills

4. Problem solving skills

5. Presentation skills

6. Leadership skills

7. Planning and organizing skills










C. Individual Competencies (Personal Development)

1. Time management

2. Personal development skills

3. Positive work behavior

4. Integrity & discipline 




D. Specific Job Competencies (Technical)

a. Payroll system

b. Financial competencies for HR practitioners

c. Clerical & administrative skills

d. Effective Business Writing Skills

e. Employment Act

f. Industrial Relation Act





SECTION 2 – COMPETENCY DEVELOPMENT STRATEGY SELECTION MATRIX 
CG

LOI

0

 

1

 

2

 

3

 

4

 

5

 


1

 
No action required 
Self learning 


2

 
No action required
Self learning
Self learning
+ Working skills (OJT)
+ Internal Training


3

 
No action requiredSelf learning
+ Working skills (OJT)
+ Internal Training
Self learning
+ Working skills + External Training
Self learning
+ Working skills + External Training


4

 
No action requiredSelf learning
+ Working skills (OJT)
+ Internal Training
Self learning
+ Working skills + External Training
Self learning
+ Working skills + External Training
Self learning
+ Working skills + External Training


5

 
No action requiredSelf learning
+ Working skills (OJT)
+ Internal Training
Self learning
+ Working skills + External Training
Self learning
+ Working skills + External Training
Self learning
+ Working skills + External Training
Self learning
+ Working skills + External Training

Prepared By:
Approved By:
Validate By: 







 

Name: …………………………………………

Position: …………………………………….

Date: ………………………………………….

 

Name: …………………………………………

Position: …………………………………….

Date: ………………………………………….

Name: …………………………………………

Position: …………………………………….

Date: ………………………………………….

  
SECTION 3 – PROPOSAL FOR TRAINING PROGRAM

Training Program

 
Objective/Competencies to be Covered
Approach (Internal/External)
Duration Days/Hours
Total Cost
(RM)


1. Payroll System (ORISOFT-
Paywin & HRwin)
















2. Understanding of wages / payroll
administration & practices


















3. Administrative, clerical &
Documents Control skills training


























4. Effective business writing skills

  5. The employment Act 1955
6. Dynamics of Effective Peoply

7. Effective time management

8. Communication and
Interpersonal skills


-To support and process of the monthly payroll for over 300 staff.
-To maintain accurate pay records and reports
-To respond to all payrolls issues/questions from employees.
-Understand payroll administration & control
-Understand the court on past cases & avoiding pitfalls.
-Learn the application within various Laws & Acts.
-Learn practical applications on the payment/computation of rates.




-Effective administration & clerical job in terms of skills & personal qualities, administrative and clerical staff.
-Effective document & record control
-To communicate effectively with supervisor , colleagues and clients
Make them learn how to organize and plan their work flow.
-Identify the purpose of writing
-Understand the importance of good writing habits
-Analyze the audience & suiting it to their reading needs
-Be aware of individual strengths and weakness in writing

-Understanding the legal meaning of all the important terms used in these Acts
-Understand the meaning of express and implied terms in a contract of service
-Understand the meaning of wages, overtime, etc
-Know how to avoid breaching the laws governing employment
-Better understand self and other.
-Understand their initial perceptions on-life, work, business, interactions etc
-see how perceptions affect their identity behavior and success
-Shift their paradigm towards success
-Understand the importance of time management
-Assess their time usage and differentiate between urgent and important work
-Identify time wasters and plan how to overcome them
-Delegate effectively without affecting customer satisfaction



-Improve their ability in communicating with others
-Improve relationships with better communications
-Be more assertive in their interpersonal relationships

-Handle conflict creatively


External


















External




















External




























Internal

  External
Internal

Internal


Internal


2 – 3 days


















2 days




















2 days




























2 days

2 days
1 day

1 day
1 ½ days 


1000-1500 per day.

















990



















800




























-

800
-

-


-

  
6.4.    TRAINING NEEDS ANALYSIS – HIGH / LOW MATRIX

  

High Importance
High NEED FOR TRAINING

Payroll System
Financial competencies for HR practitioners
Effective Business Writing Skills
 

 High Importance
Low NEED FOR TRAINING

Business concept & Process
Employment Act
Industrial Relations
Personal development skills


Leadership Skills
Planning & Organizational Skills
Report Writing


Low Importance
High NEED FOR TRAINING

Company Mission & Vision
Clerical & Administration Skills
Filing & Record Keeping
Problem solving skills


Low Importance
Low NEED FOR TRAINING

6.5.    TRAINING NEEDS ANALYSIS (Individual Level)


Name

Norhayati binti Abdul Wahab

Department / Section

HR / Payroll

The list of training courses is a guideline for HOD/HOS to recommend training program.

Management Training 
Conflict Management 
Basic Management Training 
X 
Time & Stress Management 
X 
Advance Management Training
Creative Thinking & Problem Solving 
Effective Performance Appraisals 
X 
Thinking Outside The Box 
Essential Managerial Skills 
Effective Supervisory Skills 
X 
Leadership & Human Relations Skills 
Strategic Leadership 
Human Resource Management for Managers
Managing & Supervising People 
Business Skills for Managers 
Project Management 
Effective Middle Management 
X 
Advance Project Management 
Emotional Intelligence 
Managerial Development Programme 
Business Skills for Managers 
Executive Development Programme
Leading & Managing Change 
Management By Objective 
X 
Managing The HR Department Efficiently 
X 

Technical Training 
Payroll System 
X 
HRIS 
X 
MS Office Application 
X 
Effective Telephone Skills in Customer Service 
Conversational English
Developing Managerial Skills 
Occupational Safety & Health Act 1994 
Industrial Relation Act 
X 
Clerical & Administrative Skills 
X 
Employment Act 
X 
Financial Competencies for HR Practitioners 
X 
Company Tax 
5S For House Keeping 
Financial Accounting & Cash Flow Mgmt
Effective Business Writing Skills 
X 
Problem Solving 
Clerical Development Programme 
Negotiations Skills 

Motivation / Personal Development Training 
Sikap Kerja Positif
Kerja Berpasukan & Budaya Kerja Cemerlang
X 
Teambuilding & Leadership
Time & Stress Management
X 
Public Speaking
X 
Creative Thinking & Problem Solving
Business English
X
Team Building & Leadership
Effective Time Management
Improving Employee Performance
X 
Managing & Supervisory People
Coaching & Counseling Skills
  
6.6.    Flowchart: Assessing Training options for a workplace competency

6.7. SAMPLE

HR TRAINING REGISTER


Department / Section : Norhayati binti Abdul Wahab

Supervisor / Manager: En. Mohd Fazil bin Ghani



Date

 

Description of Training
Provided

Name of person
trained

Trainee Signature

 

Assessment as competent
By:

Assessor Signature

 
15.01.10
Payroll System – ORISOFT (Paywin & HRwin)

 

 

 

 

 

 

 

 

 

 


6.8. SAMPLE


TRAINING NEEDS IDENTIFICATION SUMMARY

Dept            : X Department
Sec            : X Section
No of staff        : 12
No of respondent        : 7

No. 
Item 
Rating (%)
Compulsory

 
Important 
Not Important
Organizational  
1 
Company's Mission and Vision 
30
70
2 
Company's concept and process 
40
50
10
Management 
1 
Filling and Record Keeping 
2 
Report Writing 
3 
Communication skills 
4 
Problem Solving skills
5 
Presentation Skills 
6 
Leadership skills 
7 
Planning and organizing skills 
Individual
1
Time management
2
Personal development skills
3
Positive work behavior
4
Integrity & discipline
Technical Awareness
1
2 
3 
4 
5 
Recommendation

7.0.    Conclusion

 In conclusion, if employees are to remain productive, career development and training programs need to be available that can support an employee's task and emotional needs at each stage. Training needs analysis is the initial step in a cyclical process which contributes to the overall training and education strategy of staff in an organization or a professional group. The cycle commences with a systematic consultation to identify the learning needs of the population considered followed by course planning delivery and evaluation.

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