BIOGRAPHICAL SKETCH DR. DR. ABDUL ABDUL HAMID HAMID BIN BIN HJ. HJ. ABDULLAH ABDULLAH

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AN OVERVIEW OF HR CERTIFICATION PROGRAMMES FOR AN OVERVIEW OF HR CERTIFICATION PROGRAMMES FOR AN OVERVIEW OF HR CERTIFICATION PROGRAMMES FOR AN OVERVIEW OF HR CERTIFICATION PROGRAMMES FOR

HR PRACTITIONERS IN MALAYSIA HR PRACTITIONERS IN MALAYSIA

DR. ABDUL HAMID BIN ABDULLAH DR. ABDUL HAMID BIN ABDULLAH Research Fellow School of Management

Research Fellow School of Management AeUAeU & & Research Fellow, School of Management,

Research Fellow, School of Management, AeUAeU & & Managing Director, EMC Management Centre Managing Director, EMC Management Centre

FASHRM;

FASHRM; Ph.DPh.D((AeU,M’siaAeU,M’sia); M.Sc.(Virginia ); M.Sc.(Virginia Poly. Inst. & St. Poly. Inst. & St. Univ.,USAUniv.,USA); ); B.Sc

B.Sc.(.(Hons((Hons.) (Idaho .) (Idaho St.,USA) () ( St.,USA); ,, ); PG.Dip.HRM);); PG.Dip.HRM ((Lincolnshire & Humberside, pp ((Lincolnshire & Humberside, ,, UK);

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BIOGRAPHICAL SKETCH

DR. ABDUL HAMID BIN HJ. ABDULLAH

• Dr. Abdul Hamid bin Hj. Abdullah is the Group Managing Director & Principal ManagingDr. Abdul Hamid bin Hj. Abdullah is the Group Managing Director & Principal Managing

Consultant of EMC Group of Companies. He holds: FASHRM; Ph.D (Bus. Amin.‐HRM) (AeU, M’sia); M.Sc. (Virginia Poly. Inst.& St. Univ., USA); B.Sc.(Hons.)(Idaho St. Univ., USA); Dip. Sc. & Ed. (UPM, M’sia); PG. Dip. HRM (Lincolnshire & Humberside, UK). He, too, is a Fellow of ASHRM, and a ); p ( , ) , , ,

Research Fellow at SOM, AeU.

• He is a former teacher (Anderson School, Ipoh, Perak), a former lecturer (UTM), and has served both local companies and MNCs in the capacity as Senior HR Practitioner (Sr Manager/Director) both local companies and MNCs in the capacity as Senior HR Practitioner (Sr. Manager/Director). Among companies he served includes: SME Group of Companies, Penang Seagate, and Gateway Inc.. He has more than 28 years of working experience.

• He has presented at Conferences both national and international levels including in Malaysia

• He has presented at Conferences – both national and international levels including in Malaysia, Singapore, Negara Brunei Darussalam, Republic of India, Republic of Indonesia, Kingdom of Thailand, United Arab Emirates, and the Kingdom of Saudi Arabia. His presentations and international refereed journal articles can be viewed via his personal blog

international refereed journal articles can be viewed via his personal blog (http://aha.emcgroup.com.my).

• His areas of interest and specialisation are: Organisation development, Formulation of HR policies,

C ti & b fit C t i t d fili P f t &

Compensation & benefits, Competencies management and profiling, Performance management & improvement, HR certification, Strategic human resource management, Talent management,

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About AeU

• Asia e University (AeU) is a dual‐mode multinational university (public funded ‐ private University) set in 2007, by Asians under the Asia Cooperation Dialogue (ACD). • Its establishment is an initiative of Malaysia, as prime mover for e‐education, with the support of the 32 ACD member countries as confirmed by the Islamabad 2005, and DOHA 2006 ACD Ministerial Meetings. • AeU collaborates with Institutions of Higher Learning (IHLs) g g ( ) and training centres in the 32 ACD countries to offer academic programmes and training to all in Asia.

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About SPEED

About SPEED AeU

AeU

About SPEED,

About SPEED, AeU

AeU

• The School of Professional & Executive Education (SPEED) plays an important role in imparting dynamic skills, knowledge, and p p g y , g , experience to the executives in the pursuit of lifelong learning ventures. • It provides balance mixtures of executive training for working adults in the private and public sectors and creates flexible, accessible, and open entry education via web learning technologies, classroom lectures, or a unique blend of both. • A number of Executive Education programmes which include Executive Certificates, Executive Diplomas, and Executive Masters’ are being offered to meet diverse educational needs and professional goals of discerning learners.

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About EMC

• EMC Management Centre Sdn. Bhd. (EMC) was incorporated in 1996 to meet the strategic demands of the Nation which in 1996 to meet the strategic demands of the Nation which include the provision of tertiary and Professional Programmes including Certificate levels ( i.e., mainly g g ( , y Certificated Competency Development Programmes), Development Based Programmes, Training Programmes, p g g g Public Programmes, In‐house Programmes, Seminars, Workshops and Management Consultancy Services. • EMC has been certified as Approved Training Provider (ATP Class A, No: 0020) by the Human Resources Development , ) y p Board (HRDB).

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St

t

i P

t

f

St

t

i P

t

f EMC

EMC

Strategic Partners of

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Introduction

•

Human resource management appears to be

gaining a great deal of attention globally over

the last two (2) decades.

•

Professionalism of HRM & HR certification is

a subject that is gaining a great deal of

momentum among the HR practitioners in

demanding times like today where talent is

demanding times like today, where talent is

become scarce, and human capability

b ildi

i b i

h i d (

h i

building is being emphasised (emphasis on

(8)

Certification System for Human

i i

Resource Practitioners

•

In Malaysia, emphasis till today is still on

C tifi t d P

i l di

th C tifi t

Certificated Programmes including the Certificates,

Diplomas and Graduate Programmes in Human

Resource Management.

•

*Certification is an action by professionals to

Certification is an action by professionals to

establish a system to grant recognition to

practitioners who have met a stated level of

learning and work experience (i.e., *being

)

competent).

(9)

i i

•

Certified individuals are issued a Certificate of

C

t

Competency.

•

Certification differs from Certificate programmes

p g

because certification by definition includes an

experience component.

•

Certificates and Diplomas are awarded once those

f

d h

b

l

d

courses of study have been completed and may

NOT require prior work experience.

(10)

i i

Resource Practitioners

•

The Programmes set out includes both

Training and Certification.

•

The Certification signifies the acquisition of

•

The Certification signifies the acquisition of

the Human Resource Body of Knowledge

(HRBOK) in accordance with different

mastery (capability) levels

mastery (capability) levels.

(11)

MODELS REFERRED TO

(12)

Development of

Development of Programmes

Programmes

References:

v

Survey – Companies and HR Practitioners.

v

Survey

Executive Diploma/E PG Dip in Human

v

Survey – Executive Diploma/E.PG. Dip. in Human

Resource/Capital Management/Ex. Masters’).

v

Models – IPD – CHRP (Level 3) (UK) , EOSC (UK),

HRCI SHRM USA (PHR SPHR & GPHR) IPMA (USA)

HRCI, SHRM, USA (PHR, SPHR & GPHR), IPMA (USA).

v

Canada (CCHR Associations), Singapore (CHRM &

Certified Specialist Programmes), and South Africa

(SABPP).

v

Ph.D study carried out by Dr. Abdul Hamid bin

Abdullah (HR Practitioner Competency Model)

Abdullah (HR Practitioner Competency Model).

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TRAINING & DEVELOPMENT FOCUS RESEARCH & INFORMATION FOCUS Assuring the development of key competencies that enable individuals to INFORMATION SYSTEMS FOCUS Assuring a human resource i f ti b ORGANISATION DEVELOPMENT FOCUS LABOUR RELATIONS individuals to perform current

and future jobs

information base Assuring healthy inter and intra unit relationships and helping groups initiate

and manage change

FOCUS Assuring healthy union-organisation relationships HUMAN RESOURCE RESULTS  Productivity  Quality CAREER DEVELOPMENT FOCUS

Assuring the alignment of individual career planning and organisation career management

t hi ti l t h f

EMPLOYEE ASSISTANCE

FOCUS

Providing personal problem-solving and counseling to

individual employees Quality

 Innovation  HR Fulfillment

 Readiness for Change

to achieve an optimal match of needs

individual employees

COMPENSATION & BENEFITS

FOCUS

COMPENSATION & JOB DESIGN

FOCUS

D fi i h t k Assuring compensation and

benefits fairness and consistency

SELECTION &

PERFORMANCE MANAGEMENT

SYSTEMS HUMAN RESOURCE

Defining how tasks, authority and systems will be organised and integrated

across organisational units and in individual jobs

STAFFING

FOCUS

Matching people and their career needs and capabilities with jobs and

SYSTEMS

FOCUS

Assuring that individual and organisation goals are

linked and what

HUMAN RESOURCE PLANNING

FOCUS

Determining the key human resource needs, strategies and

p j

career paths

linked and what individuals do everyday supports the

organisational goals

needs, strategies and philosophies of the

organisation

(14)

Evolution of HRCS

Evolution of HRCS‐‐ HR Competency Models from 1987 to 2002 HR Competency Models from 1987 to 2002 (Ulrich et al., 2008) (Ulrich et al., 2008) Business Knowledgeg HR Delivery Change Business Knowledge Personal Credibility 1987 992 _HR Delivery Change Business 1992 knowledge Personal Business 1997 Personal Credibility HR Delivery

Culture _knowledgeBusiness

P l

2002

Change _CredibilityPersonal _ContributionStrategic HR Delivery

HR Technology

(15)

HR Competency Model

HR Competency Model --2007

2007

(Ulrich

(Ulrich et al

et al 2008)

2008)

(Ulrich

(Ulrich et al.,

et al.,2008)

2008)

Talent Mgr/ Org. Designer Culture & Change Steward Strategy Architect O ti l Organisation Capabilities Operational

Executor Business Ally

Capabilities Credible Systems & Processes Credible Activist Relationships Relationships HR Professionalism

(16)

2012 HR Competency

2012 HR Competency Model

Model

(Ulrich

et al.,

(17)

STUDY

STUDY SHRM 2010

SHRM 2010

STUDY

STUDY –– SHRM, 2010

SHRM, 2010

i

di d l b ll

•

18 Competencies were studied globally :

•

Top 5 important competencies (generic) for HR

p

(g

)

practitioners were:

1. Strategic thinking

2. Effective communication

3 Ability to lead

3. Ability to lead

4. Cross‐cultural intelligence

5. Global intelligence/global mind set

(18)

3 Broad Areas of

South African HR

Competency

M d l

M d l (O t b

(O t b

2012)

Model

Model (October 2012)

(October 2012)

1. 4 Pillars of Professionalism

(The square shape of the “house” as the foundation for (The square shape of the “house” as the foundation for professional HR practice)

2. 5 Core Competencies needed by HR professionals (The building blocks)

3. 5 HR capabilities required to ensure strategic HR impact (The roof)

( Source: Meyer, M. The New National HR Competency Model: How do You Measure up? SA Board for People

Practices Retrieved 24 June, 2013, from

http://www sabpp co za/siteitems/uploads/2013/02/HR%20Competency%20model%20Assessment pdf)

(19)

HR Competency Model

Strategygy Talent Management HR Governance, Risk, Compliance Analytical & Measurement HR Service Delivery

HR & BUSINESS KNOWLEDGE Leadership and Personal Credibility Organisational Capability HR & BUSINESS KNOWLEDGE PR OF Organisational Capability Solution Creation and Implementations Interpersonal and Communication

ES SIO N A ETHICS Interpersonal and Communication Citizenship for Future Innovation, Technology, Sustainability DUTY TO SOCIETY A LISM DUTY TO SOCIETY

(20)

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THE DEVELOPMENT THE DEVELOPMENT THE DEVELOPMENT THE DEVELOPMENT

OF HUMAN RESOURCE PRACTITIONER OF HUMAN RESOURCE PRACTITIONER

COMPETENCY MODEL COMPETENCY MODEL COMPETENCY MODEL COMPETENCY MODEL PERCEIVED BY MALAYSIAN PERCEIVED BY MALAYSIAN

HUMAN RESOURCE PRACTITIONERS HUMAN RESOURCE PRACTITIONERS HUMAN RESOURCE PRACTITIONERS HUMAN RESOURCE PRACTITIONERS

AND CONSULTANTS AND CONSULTANTS

ABDUL

ABDUL HAMID BIN

HAMID BIN ABDULLAH

ABDULLAH

A Thesis Submitted to the School of Management, Asia e University in A Thesis Submitted to the School of Management, Asia e University in Fulfillment of the Requirements for the Degree of Doctor of Philosophy Fulfillment of the Requirements for the Degree of Doctor of Philosophy

in Business Administration in Business Administration in Business Administration in Business Administration NOVEMBER NOVEMBER 20102010 NOVEMBER NOVEMBER 20102010

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HR Practitioner Competency Model with the Significant Competencies HR Practitioner Competency Model with the Significant Competencies

(23)

Status of HRM in Malaysia

• The findings show that the present HRM practices in g p p

Malaysia are of mixed mode.

• Some of the HRM practices appear to be traditional or Some of the HRM practices appear to be traditional or

conservative, and highly operational (i.e., the

significance of the technical HR competency category); g p y g y);

whereas others are somewhat progressive and forward thinking.g

• Non - significance of the business competency category indicates that the HR profession in Malaysia is somewhat p y NOT a “strategic business partner” as it does not get involve into the mainstream of the business strategy of gy the organisations.

(24)

Certified Human Resource

Practitioner (

cHRP

)

) –– Level 1

Level 1

Certified Professional Human

Resource Practitioner (

cPHRP

)) ––

cPHRP

)

Level 2

(25)

Certified Human Resource

Practitioner (

(26)

AIM OF THE PROGRAMMES

1 Elevate the professional standing of the HR

1. Elevate the professional standing of the HR

Practitioners.

2. Standardize and bring to coherence the

understanding of the key HR domains and

g

y

practical application in the industry.

3 Ensure that the HR Practitioners possess a solid

3. Ensure that the HR Practitioners possess a solid

grounding of the HR knowledge and able to

practice confidently in the demanding industry

today.

4. ***Certified as a competent HR Practitioner at a

specific Level of competence

(27)

Development of

Development of Programmes

Programmes

References:

v

Survey – Companies and HR Practitioners

v

Survey Companies and HR Practitioners.

v Survey – Executive Diploma/E.PG. Dip. in Human Resource/Capital Management/Ex. Masters’).

M d l IPD CHRP (L l 3) (UK) EOSC (UK) HRCI

v Models – IPD – CHRP (Level 3) (UK) , EOSC (UK), HRCI, SHRM, USA (PHR, SPHR & GPHR), ASTD, IPMA.

v Canada (CCHR Associations), Singapore (CHRM & Certified Specialist Programmes), and South Africa (SABPP).

v Ph D study carried out by Dr Abdul Hamid bin

v Ph.D study carried out by Dr. Abdul Hamid bin Abdullah on HR Practitioner Competency Model (completed in 2010)

(28)

Certification System for Human

Two (2) levels of Training and Certification

Programmes are offered to the HR practitioners :

g

p

••

Level I

‐ Training and Certification is for the HR

Administrators, HR Executives, Asst. HR Managers,

HR Managers, HR Generalists, and others with at

least 2 years of working experience in HR.

••

Level II

‐ Training and Certification is for the Asst.

HR Managers, HR Managers, and others with at

(29)

Certification System for Human

i i

•

In these certification programmes, emphasis and importance is

given only to the ** technical (functional) HR competencies

given only to the technical (functional) HR competencies.

•

For a well elaborate certification programme, it should include

b th t h i l (f

ti

l)

i /b h i

l

d b i

both technical (functional), generic/behavioural, and business

competencies. These competencies can however be acquired

th

h th

ft kill ’

through other soft skills’ courses.

•

All the key elements as generally set out in the Human

Resource Body of Knowledge (HRBOK) are covered in the

Programmes.

(30)

Certified Human Resource Practitioner (

Certified Human Resource Practitioner (cHRP

cHRP)

) ––

L

l 1

L

l 1

Level 1

A i b d k l d HRM d b bl t i l t • Acquire broad knowledge on HRM and be able to implement HR tasks professionally.

• Recognise the areas and issues for compliance pertaining to

V

ES

V

ES

_• _{Recognise the areas and issues for compliance pertaining to}

labour laws and legislation.

• Recognise the importance of human resource planning and

CTI

V

CTI

V

• Recognise the importance of human resource planning and acquisition in HRM.

• Identify key issues on talent management

O

BJE

O

BJE

_• _{Identify key issues on talent management.}

• Administer good rewards and recognition programmes.

• Identify key components of good compensation & benefits

A

M

O

A

M

O

• Identify key components of good compensation & benefits practices.

• Acquire knowledge and good practices on learning and

O

GR

A

O

GR

A

• Acquire knowledge and good practices on learning and development.

• Keep abreast of safety concerns and issues at work

PR

O

PR

O

(31)

Certified Human Resource Practitioner (

cHRP)

) ––

L

l 1

L

l 1

Level 1

MM

•

Signifies HR competence to perform HR work.

U d

t

d th

l

d f

ti

f

HR

G

RA

M

G

RA

M

•

Understand the roles and functions of an HR

practitioner.

P

RO

G

P

RO

G

•

Raise the competence bar and credibility of the

HR practitioners.

T

HE

P

T

HE

P

HR practitioners.

•

Obtain recognition as a competent HR

i i

S

OF

T

S

OF

T

practitioner.

•

Enhance the professionalism of HR practice.

E

FIT

S

E

FIT

S

p

B

EN

E

B

EN

E

BB

(32)

Certified Human Resource Practitioner (

cHRP)

) ––

Level 1

Stage 1

M d l 1 H

R

Pl

i

d A

i iti

SS

•

Module 1: Human Resource Planning and Acquisition

(2 Days)

E

NT

S

E

NT

S

•

Module 2: Compensation and Benefits (2 Days)

•

Module 3: Occupational Safety, Health and Security

O

NT

E

O

NT

E

Module 3: Occupational Safety, Health and Security

(1 Day)

Stage 2

S

E C

O

S

E C

O

Stage 2

•

Module 4: Learning and Human Resource

O

UR

S

O

UR

S

Development (2 Days)

•

Module 5: Employment Laws and Legislation (3 Days)

C

O

C

O

p y

g

(

y )

(33)

HR

HR COMPETENCY DOMAINS ( COMPETENCY DOMAINS ( FUNCTIONAL) FUNCTIONAL)

LEVEL I (cHRP) (AeU)

H R

Human Resource Human Resource

Planning & Acquisition Planning & Acquisition

Compensation and Compensation and

Benefits Benefits

(34)

Course Contents

(( HRP

HRP) L

) L

l 1 St

1

Module 1: Human Resource Planning and Acquisition (2 Days)

((cHRP

cHRP) Level 1 : Stage 1

) Level 1 : Stage 1

Module 1: Human Resource Planning and Acquisition (2 Days)

Briefing and programme launching Job design and job analysis

Overview of HRM & challenges

HR models & evolutionary patterns

HR measurements & metrics Interviewing process and pitfalls

Green HRM

Organizational and business strategy

E l li i d i

pitfalls

Manpower planning & forecasting

Employment, policies and recruitment NDP, NEP, NVP and Vision 2020

HR i & bj ti

HR Key Performance Indicators (HR KPIs)

HR business partner relationship HR aims & objectives

HR competencies HR ethics

HR business partner relationship Talent management

HR ethics

Demand and supply of human resource Job description, job specification

(35)

Course Contents

(( HRP

HRP) L

) L

l 1 St

1

Module 2: Compensation and Benefits (2 Days)

((cHRP

cHRP) Level 1 : Stage 1

) Level 1 : Stage 1

Module 2: Compensation and Benefits (2 Days)

• Compensation objectives and policies • Job evaluation

• Compensation survey

• Salary and wage structure

• Employee benefits and services

• Performance management and cycle

• Pitfalls of performance appraisal • 360 feedback

• Rewards and recognition

• Competency-based performance management

(36)

Course Contents

(( HRP

HRP) L

) L

l 1 St

1

((cHRP

cHRP) Level 1 : Stage 1

) Level 1 : Stage 1

Module 3: Occupational Safety Health and Security (1 Day) Module 3: Occupational Safety, Health and Security (1 Day)

• Salient provisions of Occupational Safety and Health Act, 1994

• Safety management

• Medical and health surveillance systems y

• Industrial hygiene and practices

• Ergonomics g

• Emergency response and planning

• Industrial security and roles of management Industrial security and roles of management

(37)

Course Contents

(( HRP

HRP) L

) L

l 1 St

2

Module 4: Learning and Human Resource Development (2 Days)

((cHRP

cHRP) Level 1 : Stage 2

) Level 1 : Stage 2

Module 4: Learning and Human Resource Development (2 Days)

Roles of training and development Training needs analysis (TNA)

Training cycle g y

Training – planning and implementation Organisational change and learning g g g

Career planning and development Succession planning

Succession planning Evaluation of training

(38)

Course Contents

(( HRP

HRP) L

) L

l 1 St

2

Module 5: Employment Laws and Legislation (3 Days)

((cHRP

cHRP) Level 1 : Stage 2

) Level 1 : Stage 2

Module 5: Employment Laws and Legislation (3 Days)

Employer - employee relationship

Salient provisions of Employment Act, 1955

Salient provisions of Industrial Relations Act, 1967p

Salient provisions of EPF Act, Trade Union Act, and related legislation

Discharge/ dismissal / termination of an employee Discipline and domestic inquiry p q y

Toxic workplace

Industrial and labour court procedures Industrial and labour court procedures

(39)

Assessment

•

Upon completion of the training of the technical

(f

ti

l)

t

i

ll th i di id

l

ill b

(functional) competencies, all the individuals will be

assessed.

•

As a competent practitioner in HRM, the minimum

passing score required is 70% of the total. The

distribution of the score for the assessment differs

for each level

for each level.

•

For those who obtain the score lesser than 70 %,

they are encouraged to re‐sit for the assessment.

(40)

Assessment

•

Upon completion of the training, all participants will be

assessed and if successful those who score 70 % and

assessed and if successful, those who score 70 % and

above in total shall be awarded a ‘Certificate of

Competency’ in Human Resource Management as

Competency in Human Resource Management as

follows:

••

For Level I

: CERTIFIED HUMAN RESOURCE

PRACTITIONER (

cHRP

)

PRACTITIONER (

cHRP

)

••

For Level II

: CERTIFIED PROFESSIONAL HUMAN

RESOURCE PRACTITIONER (

cPHRP

)

(41)

Certified Human Resource Practitioner (

cHRP)

) ––

L

l 1

L

l 1

Level 1

Who Should Attend

•

The target groups for this Programme are the HR

Administrators, HR Executives, Asst. HR Managers,

HR Managers, HR Generalists, and others with at

The total fee including 10 days of training

and certification is RM5 500 00 per

and certification is RM5,500.00 per

participant.

(42)

Award

•

**These industrial based Human Resource

Certification Programmes are offered by the

School of Professional & Executive Education

(SPEED) AeU EMC is a strategic partner

(SPEED), AeU. EMC is a strategic partner

/collaborator.

•

Successful participants will be awarded the

Certificate of Competency in Human Resource

Management by SPEED, AeU. The award of the

Certificates (Level 1 & 2) will be governed by the

(43)

ASSESSMENT MODE HR CERTIFICATION PROGRAMME ASSESSMENT MODE – HR CERTIFICATION PROGRAMME

(44)

(45)

Certified Professional Human

Resource Practitioner (

cPHRP

)

) ––

l 2

Level 2

(46)

Certified Professional Human Resource

P

i i

(

P

i i

( PHRP

PHRP)) L

L

l 2

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

• Acquire broad knowledge on strategic recruitment and selection and are able to implement HR tasks professionally.

V

ES

V

ES

p p y • Understand strategic talent management practices.

• Understand organisation development and implement its

CTI

V

CTI

V

Understand organisation development and implement its practices professionally. • Design human resource development programmes.

O

BJE

O

BJE

_g _p _{p g} • Develop training evaluation frameworks.

• Develop compensation policies in line with business strategy.

A

M

O

A

M

O

Develop compensation policies in line with business strategy. • Establish salary structures and pay grades.

• Establish productivity linked wage system (PLWS)

O

GR

A

O

GR

A

• Establish productivity linked wage system (PLWS).

PR

O

PR

O

(47)

Certified Professional Human Resource

P

i i

( PHRP)

P

i i

( PHRP) L

L

l 2

Practitioner (cPHRP)

Practitioner (cPHRP) –– Level 2

Level 2

• Construct and design performance management system.

• Design human resource key performance indicators.

V

ES

V

ES

_{Design human resource key performance indicators.}

• Establish good human performance improvement plan(s).

• Recognise the areas and issues for compliance pertaining to

CTI

V

CTI

V

• Recognise the areas and issues for compliance pertaining to labour laws and legislation.

• Understand the industrial and labour court procedures

O

BJE

O

BJE

_{Understand the industrial and labour court procedures.}

A

M

O

A

M

O

GR

A

O

GR

A

PR

O

PR

O

(48)

Certified Professional Human Resource

P

i i

(

P

i i

( PHRP

PHRP)) L

L

l 2

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

MM

•

Signifies HR competence to perform HR work.

•

Understand the roles and functions of a Senior

G

RA

M

G

RA

M

•

Understand the roles and functions of a Senior

HR practitioner.

P

RO

G

P

RO

G

•

Raise the competence bar and credibility of the

HR practitioners.

T

HE

P

T

HE

P

HR practitioners.

•

Obtain recognition as a competent Senior HR

titi

S

OF

T

S

OF

T

practitioner.

•

Enhance the professionalism of HR practice.

E

FIT

S

E

FIT

S

B

EN

E

B

EN

E

BB

(49)

Hierarchy of Cognitive Domains

6 Evaluation Ability to make a judgment of the worth of something 5 Synthesis Ability to combine separate elements into a whole 4 Analysis Ability to break a problem into its constituent parts and establish the relationships between each one 3 Application Ability to apply rephrased knowledge in a novel situation 2 Comprehension Ability to rephrase knowledge 1 Knowledge That which can be recalled

Based on Bloom’s Taxonomy of Educational Objectives Based on Bloom’s Taxonomy of Educational Objectives

(50)

Certified Professional Human Resource

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

• The participants will be required to develop and/or design frameworks, policies, development, develop models, frameworks, measurement systems, benchmarking of HRM practices, or redesigning, or reinventing existing

N

T

N

T

operational processes or policies.

Certification

S

ME

N

S

ME

N

• Certification will be awarded upon successful completion of all the modules & passing of all the competency‐based

S

ES

S

ES

S

p g p y assessment.

• For a competent practitioner in human resource

AS

S

AS

S

For a competent practitioner in human resource management, the minimum passing score required is 70%.

(51)

Certified Professional Human Resource

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

•

For those who are successful and score 70% and

above they will be awarded a Certificate of

above, they will be awarded a Certificate of

Competency and it is labelled as: Certified

Professional Human Resource Practitioner (cPHRP)

N

T

N

T

Professional Human Resource Practitioner (cPHRP).

•

For those who obtain the score lesser than 70%,

h

ill b

d

i f

h

S

ME

N

S

ME

N

they will be encouraged to re‐sit for the assessment.

S

ES

S

ES

S

AS

S

AS

S

(52)

P

i i

(

P

i i

( PHRP

PHRP)) L

L

l 2

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

• Basically the whole purpose of the programme is to certify the Human resource practitioners through an

SS

certify the Human resource practitioners through an

assessment system.

• However as it is realised alike other professional

T

AIL

S

T

AIL

S

However, as it is realised alike other professional certification programmes, the individuals may require some kind of preparatory grounding (i.e., training) prior

DE

T

DE

T

some kind of preparatory grounding (i.e., training) prior to carrying out the assessment.

Training & Certification

R

AM

R

AM

• Individuals will undergo intensive training in five (5) key d l / h t d

R

OG

R

OG

R

modules/ areas on human resource management and thereafter sit for the assessment.

P

R

P

R

(53)

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

• Participants will find this programme useful for the purposes

SS

_{of enhancing their HR professional knowledge, requisite skills,} and practices as an certified professional Human Resource

T

AIL

S

T

AIL

S

Practitioner. • The total duration for the programme is ten (10) days and it is

DE

T

DE

T

offered as a staggered programme – Stage 1 and Stage 2. • Stage 1 will be for a duration of six (6) days and will cover the

R

AM

R

AM

modules ‐ Strategic Human Resource Planning & Acquisition (2 days); Organisational & Human Resource Development (2 d ) d P f M t & H P f

R

OG

R

OG

R

days); and Performance Management & Human Performance Improvement (2 days).

P

R

P

R

(54)

Certified Professional Human Resource

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

Stage 1

•

Module 1 Strategic Human Resource Planning and

SS

•

Module 1: Strategic Human Resource Planning and

Acquisition (2 Days)

E

NT

S

E

NT

S

•

Module 2: Organisational and Human Resource

Development (2 Days)

O

NT

E

O

NT

E

•

Module 3: Performance Management & Human

Performance Improvement (2 Days)

S

E C

O

S

E C

O

Stage 2

•

O

UR

S

O

UR

S

•

Module 5: Employment Laws and Legislation (2 Days)

C

O

C

O

(55)

Course Contents

(( PHRP

PHRP) L

) L

l 2 St

1

Module 1: Strategic Human Resource Planning and Acquisition

((cPHRP

cPHRP) Level 2 : Stage 1

) Level 2 : Stage 1

Module 1: Strategic Human Resource Planning and Acquisition (2 Days)

Briefing and programme launching Overview of HRM & challenges

HR d l & l i

Talent pools Talent scouting

Attracting and retaining key talent HR models & evolutionary patterns

Green HRM

HR t i

Attracting and retaining key talent Changing trends – hiring of

millennials (Generation Y) HR competencies

Job description and job specification Job analysis & Job design

employees

HR measurement & metrics

HR business partner relationship Job analysis & Job design

Strategic recruitment and selection Aligning HRPA with business strategy

HR business partner relationship Aligning HRPA with business strategy

Manpower planning & forecasting Talent management practices

(56)

Course Contents

(( PHRP

PHRP) L

) L

l 2 St

1

Module 2: Organisational and Human Resource Development

((cPHRP

) Level 2 : Stage 1

Module 2: Organisational and Human Resource Development (2 Days)

O i ti l d l t

Organisational development

Organisational development intervention strategies

M i h

Managing change

Designing intervention strategy and plans

H d l t

Human resource development

Designing human resource development programmes T i i l ti

Training evaluation

Human resource return on investment

S i l i

Succession planning Human resource audit

(57)

Course Contents

(( PHRP

PHRP) L

) L

l 2 St

1

((cPHRP

) Level 2 : Stage 1

Module 3: Performance Management & Human Performance Module 3: Performance Management & Human Performance Improvement (2 Days)

Performance management system (PMS) Challenges of PMS

HR scorecards

Consequence management Designing HR KPIs

Designing performance appraisal Performance appraisal process 360 degree feedback

Competency-based performance management Technical pitfalls

Performance improvement process Performance improvement plan(s)

(58)

Course Contents

(( PHRP

PHRP) L

) L

l 2 St

2

Module 4: Compensation and Benefits (2 Days)

((cPHRP

) Level 2 : Stage 2

Module 4: Compensation and Benefits (2 Days)

Compensation policies and objectives Organisational strategy & compensation Job evaluation

E l b fi d i

Employee benefits and services Compensation surveys

S l d d t i t

Salary and wage determinants Pay grade and salary structure

Productivity linked wage system (PLWS) Productivity linked wage system (PLWS) Hybrid wage systems

Job/ career progression systems Job/ career progression systems

Competency – based compensation system Rewards & recognition

(59)

Course Contents

(( PHRP

PHRP) L

) L

l 2 St

2

Module 5: Employment Laws and Legislation (2 Days)

((cPHRP

) Level 2 : Stage 2

Module 5: Employment Laws and Legislation (2 Days)

Salient provisions of Employment Act, 1955 and Industrial Relations

A 1967

Act, 1967

Employment / labour laws and employment contract administration

C ll ti b i i d ll ti t

Collective bargaining and collective agreement Industrial disputes and settlement

Discipline and domestic inquiry Discipline and domestic inquiry

Positive discipline and industrial harmony Industrial and labour court procedures Industrial and labour court procedures Industrial court awards

Grievance handling and dismissals Grievance handling and dismissals

New challenges in industrial relations Toxic workplace

(60)

LEVEL

LEVEL II (II ( PHRPPHRP) () (A UA U))

HR

HR COMPETENCY DOMAINS ( COMPETENCY DOMAINS ( FUNCTIONAL) FUNCTIONAL)

LEVEL

LEVEL II (II (cPHRPcPHRP) () (AeUAeU))

Performance Performance Management & Management & H P f H P f Human Performance Human Performance Improvement Improvement

(61)

Certified Professional Human Resource

P

i i

(

P

i i

( PHRP

PHRP)) L

L

l 2

Practitioner (

Practitioner (cPHRP

cPHRP)

) –– Level 2

Level 2

Who Should Attend

•

The target group for this Programme are the Asst. HR

Managers, HR Managers, and others with at least 5 years

of working experience in HR.

and certification is RM6 500 00 per

participant.

(62)

ASSESSMENT MODE HR CERTIFICATION PROGRAMME ASSESSMENT MODE – HR CERTIFICATION PROGRAMME

(63)

(64)