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PERSONNEL POLICIES AND


PROCEDURES

INTRODUCTION

INTRODUCTION
EFFECTIVE DATE:

OBJECTIVES OF THE PERSONNEL


POLICIES DAN PROCEDURES
MANUAL
REVISED DATE:

OBJECTIVES OF THE PERSONNEL POLICY MANUAL


This Manual contains ABC Company Personnel Policies and Procedures and is designed
to serve as ready reference for all Department Head, Section Head, Executive and all
immediate superior in interpreting and applying the Companys policies and procedures
correctly and consistently. To fulfill this objective, this manual not only outlines the
company policy towards the various phases of our management-employee relationship,
but it also indicates how the policy is to be administered. Consequently, each Manager
should be able to use this manual as a guidebook when we need to apply company policy
in a given situation.
Our objective is to promote consistency, continuity, and understanding within our
organization. Written policies assist our Supervisor, Executives and Managers in
consistently achieving fair and equitable interpretation of policy on regular basis.
The existing procedures and practices in the field of personnel administration are subject
to change.

INTRODUCTION
EFFECTIVE DATE:

OBJECTIVES OF ISSUING THE PERSONNEL


POLICIES DAN PROCEDURES MANUAL TO
ALL IMMEDIATE SUPERIOR
REVISED DATE:

Our objective of issuing this Policy Manual to all immediate superiors in ensuring that all
Personnel practices are in compliance with the company policies. We sincerely hope this
manual will assist you and will contribute to a general strengthening of our overall interpersonal relationship between management and employees.
RIVISIONS TO POLICY
From time to time, you will receive additional supplements to our Personnel Policy
Manual. These new supplements will update and revise present policy and practices
whenever deemed necessary. You should study the revised supplements carefully prior to
placing them in your Policy Manual. Please be sure to remove old policy statements and
procedures when recommended to do so. Should you have any questions concerning the
intent or procedure to follow in the revision to your Policy Manual, please review these
with our Human Resources Personnel.
EXCEPTIONS TO POLICIES
To ensure there is consistency, no exceptions will be made to these policies and
procedures without the written approval of the Managing Director, ( unless otherwise
provided for in this manual) who is the custodian of the Personnel Policies and
Procedures. Should you feel dissatisfied with the action or non-action of the Human
Resources Management Department in allowing or disallowing any exception, you
should make written explanation of your situation and forward this with the approval of
your superior to the Managing Director.
NOTE: IN THIS MANUAL, WHENEVER AND WHEREVER THE MASCULINE
GENDER HE IS USED, IT RELATES TO ALL EMPLOYEES, MALE AND
FEMALE.

EFFECTIVE MANAGEMENT
EMPLOYEE RELATIONS

EFFECTIVE MANAGEMENT
EMPLOYEE RELATIONS
EFFECTIVE DATE:

RESPONSIBILITY FOR HUMAN


RESOURCES
REVISED DATE:

Management is often defined as getting things done through the efforts of others. Unlike
the other assets, human resources are perhaps the most difficult to manage hence, the
importance that our Company attaches to the management of personnel. You may be our
executive or a Department head but regardless of your level, it is your responsibility to
develop your subordinates so that they not only derive satisfaction from the jobs they do
but, by doing so, they enhance the effectiveness of the organization. To do so, you are
expected to:1.
2.
3.
4.
5.
6.
7.
8.
9.

10.
11.
12.
13.
14.
15.
16.

Consider your employees as important human beings at all times.


Do a good job of representing your employees to top management.
Make every effort to interpret and explain company policies to them.
Set an example to our subordinates both at and outside of work.
Go out or your way to recognize an employee when he does a job
exceptionally well. When necessary, always praise in public and reprimand in
private.
Let your employees know that you are giving them every opportunity to
develop and improve their skills and remuneration.
Do not allow your prejudice to influence your objective opinion of any
employee.
Always try to improve our employees confidence in you by dealing with
them individually and collectively in a considerate, firm and fair manner.
Place an employee on a job which maximizes his present skill, abilities and
attitudes. Do not blame your subordinates of something goes wrong in your
department. You must always assume the responsibility for the action or the
job done by the employees under your supervision.
Know your subordinates as individuals. Learn as much as you can about their
individual interests, likes and dislikes.
Always take time to give proper and adequate instructions to new job entrants
and make them feel at home through proper job introduction and orientation.
Be alert to the maintenance of safe and clean work area. Stress the importance
of good, clean and safe working conditions.
Ensure employees themselves keep their area as clean and safe as possible at
all times.
Be responsible for eliminating and correcting all potential hazards, and to
make full use of all present and future safety equipment, first-aid techniques
and the fundamentals of good safety practices.
Be responsible for seeing that each employee has a clear and correct
understanding of how his or her salary in computed.
Be responsible for communicating the correct feelings and attitudes of
employees to top management. You are also responsible for conveying to the
employees some details for plans, intentions and expression of top

management to build continued team spirit and high employee morale and job
satisfaction.
EACH MANAGER SHOULD ENSURE THAT HE:1.
2.
3.
4.
5.

Knows the names and positions of the people who work for him and those
with whom he works on the same levels. He should familiarize himself with
the management structure of the company.
Recognize that his greatest resource in his people.
Develop his work group to be confident and resourceful.
Acquaint himself with all aspects of his job.
Understand his specific responsibilities and authority level.

EFFECTIVE MANAGEMENT
-EMPLOYEE RELATIONS
EFFECTIVE DATE:

RESPONSIBILITY FOR HUMAN


RESOURCES
REVISED DATE:

EVERY EXECUTIVE IN THE COMPANY HAS A RESPONSIBILITY TO HIS


IMMEDIATE BOSS AND IS REQUIRED TO:1.

Cooperate with him in the fulfillment of his job responsibilities.

2.

Execute instructions in detail. Inform his superior of all changes in working


conditions and other phases of work. Responsibility should be taken to ensure that
job instructions and day-to-day orders to subordinates are clearly understood.

3.

Prepare himself for greater responsibility by training subordinates as potential


successors.

4.

Report the outcome of any important phase of operations fully, simply and
accurately to his immediate superior when requested.

5.

Show courtesy and respect to the immediate superior at all time.

6.

Look for better ways of doing things and offer ideas and suggestions for
improvements.

7.

Make every effort to relieve the immediate superior of job details whenever
possible.

8.

Always assume full responsibility for work assigned to him and his subordinates.
In addition, each executive must work as a team-member with the other
executives and employees. Never humiliate a fellow employee in the presence of
subordinates for any reason whatever.

EFFECTIVE MANAGEMENT
-EMPLOYEE RELATIONS
EFFECTIVE DATE:

COMPANYS POSTURE ON DEALINGS


WITH THE IN-HOUSE UNION
REVISED DATE:

Our company has a Collective Agreement presently covers the following categories of
employees:

General Clerks
Clerks
Supervisors but exclude all executives, managers, security personnel
and clerical employees who perform confidential work.

The basic provisions governing the management and the union are covered in the
Collective Agreement which all managers and executives should be familiar. Besides
these general guidelines, it is our companys intention that all our management and
executive staff ensure that all dealings with the Union Executive Council members in
particular and all employees, in general, are consistent and fair and where grievances
arise, these are expeditiously dealt with in accordance with he grievance procedure. In
case of doubt, you should NEVER hesitate to consult the Human Resource Management
Department on such matter.
PAID TIME OFF FOR TRADE UNION OFFICERS
In order to allow the union to function effectively, the company has decided to release the
following officials with paid-time off from work, for a period of .. hours effective by
. 2009, after which this policy will be reviewed by the HR MGT Dept, Manager in
consultation with the Managing Director.
Objective of this time-off policy is also to allow the union and management to work
together on matters which affect the companys productivity so that the objectives of
company are realized.
UNION MEETINGS WITH MANAGEMENT AND PAYMENT OF OVERTIME
In order to build the responsibility element in the union officials, any joint-meetings held
between the union officials and the management which extended after the normal hours
of work shall not be at overtime rates unless this is specifically approved in writing by the
HR MGT Department. The same rule applies for Collective Bargaining with a view to
negotiating a Collective Agreement and any other matters concerning the affairs of the
union and its members.

EFFECTIVE MANAGEMENT
-EMPLOYEE RELATIONS
EFFECTIVE DATE:

COMPANYS POSTURE ON DEALINGS


WITH THE IN-HOUSE UNION
REVISED DATE:

However, if the meeting is called by the Management to review items on which urgent
joint-decisions are required, overtime will be paid. The HR Executive will develop a
listing of the type of meeting normally held on which overtime is/is not paid.
TIME OFF FOR OFFICIALS
Please refer to the section on BENEFITS under LEAVE-TRADE UNION.
UNION REPRESENTATIVE ON WORK AREAS:
If a union official intends to represent a worker in the workers place of work, he is
expected to obtain the prior permission of his own Superior first and after that, the
permissions of the Superior of the worker in which the latter is working to come to his
work area. If such approvals are not obtained, the Union Official has no authority to leave
his own work-station and/or enter another work-station.
It is NOT Company policy to allow anyone to disturb our operation during work hours.
Where there is urgency, the Union Official can represent his members but only with the
approval of the Superior(s) concerned. Should any Union Official be in a work area other
than his normal work, his immediate superior should questions the official concerned and
report the fact immediately to the HR MGT Dept. so that the matter can be resolved
expeditiously.
It is responsibility of all Department Managers to ensure this policy is rigidly enforced.

10

EFFECTIVE MANAGEMENT
-EMPLOYEE RELATIONS
EFFECTIVE DATE:

RESPONSIBILITY FOR COST


REVISED DATE:

Cost control is the responsibility of every Executive and he should inculcate this aspect of
the responsibility in each of his employees by eliminating time wasted by the employees.
It is your responsibility to identify employees who waste time and take corrective action.
Such time absenteeism, poor work attitude and poor quality of work.
Create in each of your employees a feeling of being important in on things. Try to make
the employee feel that he or she is a part of your department and of the organization
rather than thinking I just work here.
Make every effort to show your new employees as you introduce them to their jobs,
during the orientation process, how company costs are directly related to their long-range
job security and remuneration.

11

EMPLOYMENT

12

EMPLOYMENT
EFFECTIVE DATE:

EMPLOYMENT POLICY
REVISED DATE:

It is Company policy to employ personnel who have the requisite skills, qualifications
and attitude required for the effective performance of jobs at various levels of the
organization.
RECRUITMENT
The Company will consider qualified applicant for vacancies in all job classifications in
conjunction with our established policy of promotion from within the company on the
basis of individual qualifications, potential and job performance.
RESPONSIBILITY
The HR MGT Dept. has been assigned the responsibility of ensuring that all phases of
employment are in congruence with this policy. However the responsibility for
complying with this policy lies with the respective Department Managers in respect to
employees within jurisdiction so that favoritism is avaided and job performance and
potential is recognized.
JOB PLACEMENT AND PROMOTIONS
The company will provide promotional and upgrading opportunities as applicable to all
qualified employees by the following action:1. Communicate policy of promotions from within the company to all employees
during performance appraisals.
2. Review objectively all qualifications of all candidates for promotion.
TRAINING AND DEVELOPMENT
All training and educational programs conducted on the job will be reviewed periodically
to ensure all personnel have an opportunity to participate the programs.
Specific training programs will be developed in areas where there is a skill deficiency e.g
supervisory development programs.

13

EMPLOYMENT
EFFECTIVE DATE:

EMPLOYMENT POLICY
REVISED DATE:

COMPENSATION AND EMPLOYEE BENEFITS


The company will pay all personnel fairly according to their job classification. The
appropriate benefits package applicable to employees is covered under the BENEFIT
section of this manual. A copy of the Employee Handbook will be given to all employees
and the list of benefits applicable to all non-executives. Executive and management staff
can obtain detail relating to their own benefits and salary grade from their Department
Manager or HR MGT Department.
LAY-OFFS AND TERMINATIONS
It is our company policy to keep all employees who are performing their jobs
satisfactorily in employment. As such, no termination of employment will be effected
without proper cause and without the expressed written approval from the HR MGT
Department.
COMMUNICATION
HR MGT Department will take appropriate steps to ensure that all personnel are aware of
its intention to support and take proper action towards the provision of adequate
employment opportunities so that employees can develop their careers in our Company.
Some of these steps will include:

Notice Boards
Employee Handbook
Personnel Policies Manual
Management Meetings
Department Meetings

14

EMPLOYMENT
EFFECTIVE DATE:

RECRUITMENT SOURCES
REVISED DATE:

When you have a particular vacancy in the department, it is important that that you
review this with the HR MGT Department, because every department has the
responsibility for filling all job vacancies. Generally, you should be aware of the sources
of recruitment.
1.

SOURCES WITHIN OUR COMPANY


A very important source of
employee manpower is from within our company. We all know that promotions
from within work in most instances, especially below the management levels.
When properly handled, promotions from within of qualified senior employees
improves morale, shows employees that they have a chance to grow with our
company, and fosters the desire to stay with our company because the employees
see opportunities for advancement.

2.

PRESENT EMPLOYEES
By talking with present employees, and
letting them know that the company is looking for a certain type of employee,
often turns out to be satisfying. Sometimes you may find an excellent candidate
who heard about a job opening from one of our present employees.

3.

ADVERTISING
We all know that one of the most used sources for
getting job applicants is to advertise in the newspapers, through internet or in
every instance where external advertising is resorted. Sometimes you must
coordinate this with the HR MGT Dept. Manager who is the approved authority
for the placement of all external job vacancies.

4.

PUBLIC AND PRIVATE EMPLOYMENT AGENCIES


Private
and
Government Employment Agencies also help provide job applicants and usually
do not charge the hiring company for the provision of the applicants. Private
agencies charge the applicant, not the client, for their services.

5.

FORMER EMPLOYEES
With good attitudes, may want to consider
returning to work for the company. Except in emergency or unusual
circumstances, employees who have been terminated for just cause are not to be
rehired under any circumstances.

15

EMPLOYMENT
EFFECTIVE DATE:

HIRING OF RELATIVES
REVISED DATE:

It is our company policy not to hire relatives of present employees in any department of
our company, without the prior written approval of the Managing Director.
For interpretation of this policy, a relative is considered as follows:Husband-wife, mother-father, mother-in-law, father-in-law, son-daughter, brothersister, son-in-law, daughter-in-law, uncle-aunt, first cousins.
Employees who become married to other present employees during the course of their
employment are permitted to continue their employment but this must be officially
approved in writing by the HR MGT Department, who will usually obtain the approval
from the Managing Director before doing so. Should one of them leave, the company will
not rehire him while the other is in our employ.
Should any job applicant apply for a position with our company, he will be asked if he
has any relatives employed in this company (on his employment application). If his
answer is yes he will be questioned as to the relationship. If the relationship is one of
the types described above, the job applicant will be not be hired. If a job applicant
falsifies his application or is not truthful to verbal questions concerning his relationship to
a present employee, and if this fact later becomes known, than he should be terminated.
Be sure to clear this with the HR MGT Department to avoid problems consequent upon
wrongful termination.

16

EMPLOYMENT
EFFECTIVE DATE:

TYPE OF EMPLOYEES
REVISED DATE:

It is necessary that there is common understanding in our reference to the type of


employees we have employed in our company.
The terms below shall interpreted as indicated:A.

EMPLOYEES
All persons who have a written offer of employment
from the company and receive wages or salaries as specified in their appointment
letter.

B.

FULL-TIME EMPLOYEES Those employees who work the full forty


two point five weekly and who maintain continuous regular employment status.
All full-time employees are eligible for all the employee benefits as these may be
applicable to them, in their respective job categories.

C.

TEMPORARY FULL-TIME EMPLOYEES Those employees whose


service is intended to be of limited duration such as the completion of a project or
those who are employed on a monthly basis but who work for full-time hours.
Temporary employees are eligible for paid holidays, provided they are present for
work the working day immediately before or after holidays. Other benefits they
enjoy are sick leave payments, annual leave (providing they have more than a
years service), maternity leave, if the female has been employed for the
qualifying period and such other benefits that are provided for in the Employment
Act 1955). If in doubt on this matter, consult the HR MGT Department personnel

D.

CASUAL EMPLOYEES
These employees may work less than the
customary number of full-time hours daily and do not maintain continuous regular
employment status. Casual employees are not eligible for any employee benefits
and are paid-off at the end of each day.

E.

EXECUTIVE EMPLOYEES This refers to all employees who are


employed as employee grade M1 and other higher levels of management.

F.

NON-EXECUTIVE EMPLOYEES Employees who are generally


covered by the scope of the Collective Agreement and other clerical and security
personnel whose job function exclude them from one coverage under the union
umbrella.

G.

CONTRACT EMPLOYEES These may be employed for a specific


period or for the duration of a project. Their terms are determined by the type of
contract and these will be determined by the HR MGT Department.

17

EMPLOYMENT
EFFECTIVE DATE:

TRAINEES
REVISED DATE:

TRAINEES
They are trainees who usually work on the shop-floor or in technical area for limited
period of time, usually from two to three months. They are usually university or college
students who need some hand-on experience to supplement their education by training.
They will be given an all inclusive allowance which is determined from time to time by
the HR MGT Department. On completion of their assigned training period, they leave the
companys service. HR MGT Department will produce a letter of
recommendation/verification that the trainee has completed a period of . Months
training as (position) for submission to the university / college.
Their terms and conditions are as follows:1.

All trainees will be bind with our rules and regulations.

2.

All trainees will be entitle for the following benefits:i.


ii.
iii.

An all inclusive allowance of RM350.00


Normal clinic visits at any of our panel clinic for RM50.00
monthly.
Monthly meal coupon for 1.50 daily.

18

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT MANPOWER REQUISITION


REVISED DATE:

Authorized manpower levels are determined by the company for each department and it
is the responsibility of the HR MGT Department to ensure that any requests for additional
manpower do not exceed the authorized manpower levels, by job classification, before
deciding to hire, transfer, upgrade or promote employees.
REQUISITION FOR EMPLOYEES
It is the responsibility of the Hiring Department to complete the Requisition form on page
20 and submit to the HR MGT Department for approval. If the requisition for manpower
is within the authorized levels, the HR MGT Department will proceed with processing
the request. If it exceeds the authorized levels, the HR MGT Department will explain this
to the Department Manager concerned and no further action will be taken.
EXCEPTION
Any exception to this policy must be approved in writing by the Managing Director.

19

To:

HR MGT Department

MANPOWER REQUISITION / REPLACEMENT FORM


REQUISITION DEPARTMENT
DESIGNATION
DATE
REQUIRED
NO OF
SECTION / GROUP
SEX
MALE / FEMALE
PERSON
QUALIFICATION
APPROVED
BUDGET

EXPERIENCE
PRESENT NO

REASON FOR
REQUISITION
JOB
DESCRIPTION
REQUESTED BY

SECTION HEAD/DEPT. HEAD

VERIFIED BY
..
HR MGT DEPARMENT

APPROVED BY

.
MANAGING DIRECTOR/
SENIOR EXECUTIVE DIRECTOR
NOTE

20

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT PROCEDURES
REVISED DATE:

It is the purpose of this policy to fill job vacancies as they occur with the most qualified
job applicants available and to build up a reservoir of qualified personnel who can be
promoted to higher positions within our organization.
Candidates for employment will be thoroughly screened by the HR MGT Department
prior to their interview session by Department Managers or any designated employee.
Items which will be reviewed by the HR MGT Department during the screening process
include:1.

Written application all applicants must use the Companys Application


Form. Please see page 22 25.

2.

Job description
the appropriate Job Description form will be
utilized for discussion of all phases of the particular position applied for.

3.

Review Documents relating to qualifications, testimonials.

4.

Testing of Personality Profiling, as necessary, will be conducted as deemed


necessary.

5.

The HR MGT Department will check each application against old personnel files
to determine whether the individuals has worked for the company before and such
fact should be recorded on the application form.

21

SYARIKAT ABC SDN.BHD.


BORANG PERMOHONAN JAWATAN KOSONG
1. Nama Pemohon

2. No. Kad Pengenalan

3.

Jawatan Yang Dipohon :

4. Alamat Tempat Tinggal:.


.
.
.
5. No.Telefon (Rumah) :
(Pejabat) :
6. Tarikh lahir

7. Umur

8. Taraf Perkahwinan

9. Bangsa

:.

10. Agama

:.

11. Kewarganegaraan

:.

LATAR BELAKANG AHLI KELUARGA


1. Nama ibu/bapa/penjaga

2. Alamat ibu/bapa/penjaga

3. No. Telefon

:..

4. Pekerjaan ibu/bapa/penjaga

:..

5.

Tanggungan ibu/bapa/penjaga :..

22

6. Keterangan mengenai latar belakang adik-beradik


Nama

Jantina

Pekerjaan

Umur

1.
2.
3.
4.
5.
6.
7.
LATAR BELAKANG PENDIDIKAN
Tahun

Nama Sekolah/Institusi

Sijil Yang Diperolehi

AKTIVITI AKTIVITI DI SEKOLAH/INSTITUSI


Kegiatan Sukan /
Ko-kurikulum

Jawatan Yang Disandang

Sijil-Sijil Penghargaan

PENGALAMAN BEKERJA
Nama Dan Alamat
Majikan

Jawatan Yang
Disandang

Gaji Pokok Yang


Diperolehi

Tempoh
Perkhidmatan

23

KERTAS KERJA / PROJEK YANG PERNAH DIJALANKAN


KERTAS KERJA / PROJEK

TAHUN

Nyatakan nama dua orang yang mengenali anda (bukan saudara terdekat) yang boleh
dihubungi oleh pihak pengurusan bagi menyokong permohonan anda ini.
Nama

Alamat

No. Telefon

Jawatan

Saya mengakui bahawa segala keterangan yang saya berikan seperti di atas adalah benar.

----------------------------------------Tandatangan Pemohon

----------------------------------------Tarikh

24

SYARIKAT ABC. SDN.BHD.


BORANG PERMOHONAN JAWATAN KOSONG ( Operator/Pekerja Am)
1. Nama Pemohon

: ...

2. No. Kad Pengenalan

: .

3. Tarikh Lahir

: ..

4. Jawatan Yang Dipohon : ...


5. Alamat Tempat Tinggal:
....
6. No. Telefon (rumah)

: .

7. Umur

: .

8. No. Telefon (pejabat)

: .

9. Taraf Perkahwinan : .

10.Kewarganegaraan

: .. 11. Bangsa

12. Agama

: .. 13. Lesen Memandu

LATARBELAKANG KELUARGA
1.

Nama
ibu/bapa/penjaga
:
.......
2. Pekerjaan ibu/bapa
: ...
3. Bil. Dalam keluarga
: .. 4. Bil. Dalam keluarga: ...
LATARBELAKANG PENDIDIKAN
TAHUN

NAMA SEKOLAH /
INSTITUSI

SIJIL YANG DIPEROLEHI

PENGALAMAN BEKERJA
NAMA DAN ALAMAT
MAJIKAN

JAWATAN

GAJI POKOK

Tandatangan Pemohon : Tarikh

TEMPOH
PERKHIDMATAN

:...
25

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT HANDLING APPLICATIONS


REVISED DATE:

All applications received from employees will be filed under the appropriate job
vacancies. For example if there is an application for a secretarys job the HR MGT
Department will file the application.
1.

HOLD
are applications whose appear to have the minimum
requirements for the job and the department still holding their application for
consideration when a vacancy arises.

2.

REJECT these are not suitable for the position, the HR MGT
Department should:-

Send reject letters to those who do not meet the job


requirement.
Send hold letters to those eligible.
Send interview letters to those who do meet the requirements.

After interviews have been completed, and the applicant is unsuitable, the HR MGT
Department will send him a reject letter; if he fulfils he job requirements but there is a
better candidate available, send him a hold-after interview letter.
Thus, the HR MGT Department will maintain several folders for each type of Job
Vacancy.

Reject before interview


Hold before interview
Reject after interview
Hold after interview
Short-listed for 2nd. interviews

(Applications which are more than 12 months old will be destroyed, to prevent
unnecessary accumulation of paper files).
Once a job applicant is hired, the Employment Application Form that he has completed
will be placed in his Personal Folder and retained as part of the Companys permanent
personnel record system in the HR MGT Department. In addition to the Application Form
all reference reports and any other pre-employment forms or records used will be placed
in the Employees Personal Folder.

26

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT INTERVIEW PROCESS


REVISED DATE:

A pre-employment interview will be conducted with job applicants if the information


received on the Application Form indicates that the applicant is eligible for the position
with our Company. This initial interview will be dome by the HR MGT Department.
After the HR MGT Department has screened the applicants, they will arrange for the
short-listed employees to be interviewed by the Hiring Department. After the Hiring
Departments representative has interviewed the applicants, he should review this with
the HR MGT Department and if both parties concur, an offer or employment will be
made by the HR MGT Department. All offers of employment must emanate from the HR
MGT Department only. It is recommended that NO OFFER should be made until
REFERENCE CHECKS have been done for especially the vacancies in the Executive
and Management positions. The HR MGT Department will check on these references
and, if fund satisfactory, only then the offer letter be issued together with a Medical
Authorization Form to enable the employee to go for a Medical Check-up at the
designated Companys Panel of doctors.
THE INTERVIEW PROCESS
(one-to-one)
The interviewer must make every effort to put the applicant at ease. Use a friendly and
courteous introduction.
THE INTERVIEWERS Screening APPRAISAL FORM on page
the HR MGT Department as well as the Hiring Department.

33

will be used by

1. Opening The Interview


a)

Build Rapport
Its important to establish rapport with applicant before starting with
what may be stressful questioning.
Introduce yourself in a friendly way when you first meet the applicant
and be sure he hears your name and your title. The applicant has not
had the opportunity to learn about you before the interview so it may
be helpful to tell him what your position is in the company and the
function you fulfill.

27

EMPLOYMENT
EFFECTIVE DATE:
b)

PRE-EMPLOYMENT INTERVIEW PROCESS


REVISED DATE:

Convey Openness
You want the applicant to be as open with you as possible so that you
can get all the information you need in order to make hiring decision.
You also want the applicant to feel that you have taken time to prepare
for the interview. This conveys to the applicant that you consider him
to be important. This interview is very important to the applicant since
it can make a big difference to his future.

c)

Importance of First Impressions


The first impression you make on the applicant can flavor the
atmosphere of the interview.
You are most likely the first interface with the applicant so you will
want him to see you as a professional. You do not want to lose any
qualified applicants due to a bad impression of the company that they
may get from an unprepared interviewer.

d)

Start by Discussing Topics Familiar To The Applicant


You do not have to comment on worn-out topics such as the weather
or the latest soccer game. What you should do is to start with topics
familiar to the applicant so he can begin to feel comfortable. (Just the
act of speaking can held the applicant to release some of his
nervousness).

e)

Explanation of Note-Taking
If you chose to take notes during the interview (and you should), be
sure to explain your reason to the applicant. Let him know that the
notes are strictly to refresh your memory about him.

f)

Physical Setting-Formal/Informal

28

The physical setting of the room can be either formal-with the


interview separated from the applicant by a desk, or informal-with two
chairs facing each other at comfortable speaking distance.

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT INTERVIEW PROCESS


REVISED DATE:

2. Encouraging Interview To Talk


Remember that your main purpose for the interview is to get information from
the applicant about himself.
You not only need the direct information he will give you in answer to the
question you ask, but also, for most positions, you will need to know
something about his communication skills.
To satisfy both the needs, it is important to get the applicant to talk. Below are
some examples of how to deal with the various type of applicants.
The Tense Applicant
An applicant who is very nervous or tense will just no be able to communicate
freely on the main topic you are interested in. Naturally, this type of
interviewee must be controlled so that valuable interview time will not be
wasted.
You, the interviewer, hold the reins and it is your responsibility to gently, but
firmly, pull the conversation back on the track.
Interviewer Should Only Speak 30% of Time or Less
Another problem in getting the maximum useful information during the
interview is that the interviewer may monopolize the conversation and not
give the interviewee an adequate chance to talk.
Avoid Disagreeing With Applicant
The minute the interviewer disagree with a candidates statement, he signals
that the wrong thing has been said.
Sincere Complements

29

By paying a complement or giving sincere praise, the climate is created


wherein the applicant feels like he is making progress.

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT INTERVIEW PROCESS


REVISED DATE:

3. Asking Meaningful Questions


Target Questions to Success Factors and Interview Objectives
In order for the questions to be effective, these should relate directly to your
interview objectives and to the success factors for the position under
consideration.
4. Concluding The Interview
Thank the applicant for the interview. If another interview is planned for him,
tell him about this and when this will take place. If the applicant is not
suitable, tell him politely that his qualifications and experience do not meet
your requirements.

30

PRE-EMPLOYMENT INTERVIEW PROCESS

EMPLOYMENT
EFFECTIVE DATE

SUMMARY OF THE INTERVIEW PROCESS


1.

OPENING THE INTERVIEW


Build Rapport

Convey Welcoming Words

Importance of first impression

Start by discussing topics familiar


to the applicant
Explanation of note-taking

Physical setting-formal / informal

2.

ENCOURAGING INTERVIEWEE TO TALK


Understand the tense applicant

Interviewer speak 30% of the time

Avoid Disagreeing with applicant

31

Sincere compliments

3.

ASKING MEANINGFUL QUESTIONS


Target questions to success factors
and interview objectives

4.

CONCLUDING THE INTERVIEW

32

SYARIKAT ABC SDN. BHD.


INTERVIEW SCORE SHEET
Date

Sex

Position Applied

Age

Name

Tel:

Office :

Current Address

House :
E-mail address:

1. DOCUMENT VERIFICATION
i. Personal
Mykad no.

ii. Basic educational background


PMR :
Bahasa Malaysia
Bahasa Inggeris

:
:

iii. Year graduated / university / college qualification

iv. Experience

v. Others

33

SYARIKAT ABC SDN. BHD.


INTERVIEW SCORE SHEET
Name :

Date

2. EVALUATION
Criteria

Points

i. Suitability for post by qualification

20

ii. Suitability for post by experience

20

iii. Keeness

15

iv. Interpersonal skill

15

v. Initiative

15

vi. General attitude / disposition

15

vii. Extra mural activities and others

Earned Points

5
Total Points

viii.Minimum expected salary :


ix. Availability

3. OTHER COMMENTS

4. RESULTS
To be appointed

(Name of interviewer)

Reserve

Department/Section

Unsuccessful

34
Signature

EMPLOYMENT
EFFECTIVE DATE:

EMPLOYMENT- OFFER LETTER


REVISED DATE:

OFFER LETTER
The HR MGT Department will be responsible for issuing all letters of appointment to
new employees. These offers will be subject to the successfully passing a medical
examination to be conducted by the Companys Panel of Doctors.
EXEPTION
In cases of emergency, where the employees services are required urgently, the employee
may be required to report for duty before his medical results are available but the HR
MGT Department will clearly indicate to the employee, in writing, that his continued
employment is subject to the results of the medical examination.

35

EMPLOYMENT
EFFECTIVE DATE:

EMPLOYMENT DETAILS
REVISED DATE:

When a new employee joins our Company he is expected to complete various documents
so that the Company has relevant details relating to him and also to educate them about
the policy of the Company. So that he will understands that he is employed under certain
obligations, particularly in relation to confidential information.
The HR MGT Department is responsible for ensuring that the following documents are
completed by the employee no later than his orientation period:

All forms under HRM Standards Forms


On page 50 until page 68 as follows:a.
b.
c.
d.
e.

Employee Personal Particulars


Permohonan Buku Rawatan Klinik
Surat Akuan Pembayaran Gaji Melalui Akaun Bank
Surat Pengesahan Lapor Diri
Surat Perjanjian Memerima Syarat-Syarat Menduduki
Asrama
f. Permohonan Penginapan Di Asrama Syarikat
g. Permohonan Perkhidmatan Pengangkutan Syarikat
h. Kerahsiaan Syarikat

36

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT -MEDICALS
REVISED DATE:

All prospective employees are required to have a medical examination by a qualified


doctor, appointed by the Company.
The purpose of this examination is to determine if the prospective employee is physically
able to perform the job for which he is being considered and that he does not endanger
the health, safety, or well-being of existing employees.
It is responsibility of the HR MGT Department to arrange for this examination using the
form designed for such purpose. See page 38 44.
APPLICATION
It is the responsibility of the HR MGT Department to assist in the selection for a well
qualified physician to act as the Company doctor for each location to perform the
examination.
The examination of applicants will consist the following:1.
2.
3.
4.
5.

Personal health history.


Complete physical examination
Vision test.
Chest X-Ray.
Special studies as directed by the examining physician or for overseas training
program.
a. Urine test
b. Blood test
c. Miscellaneous as directed by the Company

The panel doctor will be given a medical check-up form to be used as authorization to
conduct the medical examination. See page 38 44.

37

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT MEDICAL CHECK-UP FORM


REVISED DATE:

PEMERIKSAAN PERUBATAN
UNTUK PERLANTIKAN JAWATAN
Nama Pemohon

Tarikh Lahir

Taraf Perkahwinan

: Bujang/ Berkahwinan/ Duda/ Janda/ Bercerai/ Berpisah

Jantina

Jawatan Yang Dipohon :

BAHAGIAN 1: SOAL SELIDIK


Untuk dipenuhkan oleh pemohon dan ditandatangani di hadapan doktor yang memeriksa.
Baca dengan teliti. Penerangan ini adalah diperlukan untuk menentukan jawatan anda serta
menjamin keselamatan.
Ya
Tidak
1.
Gangguan Penglihatan
2.
Gangguan Pendengaran
3.
Demam Selsema / Sinus
4.
Seringkali sakit kepada/kepeningan/migrain
Catatan:

5.
6.
7.
8.

Pengsan/ pitam
Sawan, convulsi/ epilepsi
Penyakit mental/ sakit jiwa
Penyakit kulit/ parut
Catatan:

38

PEMERIKSAAN PERUBATAN
UNTUK PERLANTIKAN JAWATAN
Ya
9.
10.
11.
12.

Tidak

Asma
Tuberkulosis
Penyakit jantung/ diserang sakit jantung
Tekanan darah tinggi

Catatan:

13.
14.
15.
16.

Sakit perut/ gastritis


Kesan darah dalam najis
Kesan darah/ hablur/ protin dalam air kencing
Inflamasi sendi/ tulang

Catatan:

17.
18.
19.
20.

Sakit belakang
Patah tulang/ seliuh
Kemalangan/ dirawat dihospital/ pembedahan
Kecacatan anggota/ otak

Catatan:

21.
22.
23.
24.
25.

Alergi/ alahan
Buasir
Burut
Penyakit kelamin (AIDS)
Lain-lain penyakit

Catatan:

39

PEMERIKSAAN PERUBATAN
UNTUK PERLANTIKAN JAWATAN
Pemohon Perempuan
Ya
26.
27.
28.

Tidak

Kehamilan
Keguguran
Senggugut

Catatan:

BAHAGIAN II
Keterangan tambahan berkaitan pemohon.
1.

Bagi keterangan bagi perkara yang bertanda YA dalam Bahagian I.

2.

Adakah anda menghidapai penyakit selain yang disebut di atas? Jika ada, sila beri
keterangan lanjut.

3.

Senaraikan saudara mara yang rapat (ibu bapa, adik beradik) yang menghidapi sakit
yang teruk ( seperti penyakit kencing manis, tekanan darah tinggi, sawn, convulsi dan
lain-lain)

4.

Pernahkah anda menerima kompensasi untuk kecederaan atau sakit?

5.

Pernahkah permohonan kerja atau insuran anda tidak diluluskan oleh kerana masalah
kesihatan anda?

40

PEMERIKSAAN PERUBATAN
UNTUK PERLANTIKAN JAWATAN
6.

Senaraikan semua pekerjaan yang telah dijawat.


Huraikan kerja yang lepas

Tempat

Tahun/Bulan

Saya dengan ini mengakui bahawa segala maklumat yang telah diberi adalah lengkap dan
benar. Saya faham sekiranya terdapat sebarang kepalsuan berhubung denga rekod ini, boleh
menyebabkan diri saya diberhentikan kerja. Saya memberi kebenaran kepada doktor yang
memeriksa untuk mengemukakan lapuran dan lapuran sejarah kesihatan diri saya ( jika ada/
berkenaan) kepada Syarikat ABC Sdn. Bhd.
Nama Pemohon

Tandatangan
:
(Ditandatangani dihadapan doktor yang memeriksa)
Nama doktor yang memeriksa

Tandatangan

Tarikh

41

MEDICAL EXAMINATION
Name

Nature of Job : Worker Manual) / Clerical / Supervisor / Executive


Date of Birth :
Status

Mykad No.

Address

MEDICAL HISTORY (PAST ANDA PRESENT)


Personal

Family

Height

Apperance

Weight :

Temperature :
Pulse

Blood Pressure:

MOUTH
Teeth

Throat

EYES
Colour Vision
Vision without glasses

L:

R:

Vision with glasses

L:

R:

42

MEDICAL EXAMINATION
EARS
Hearing

L:

R:

Canals

L:

R:

Drums

L:

R:

RESPIRATORY SYSTEM
Nose :

Traches

Chest :

Lungs

CARDIO VASCULAR SYSTEM


Heart :

Vessels:

NERVOUS SYSTEM
Pupils

Peripheral
Reflexes

Muscle Tone :
Power

Coordination :
ABDOMEN
Liver

Spleen :

Kidney

Hernia :

Rectal
:
Examination
Genitalia

43

MEDICAL EXAMINATION
GENERAL
Lymph Modes

Joints

Spine :

URINE
Albumin

Sugar

Specific
Gravity

Reaction

Blood Esr

HB% :

No.

Chest & Lung :

Heart

X-RAY

REMARKS

I certify that I have examined

and found

that he / she is / is not * free from organic decease and is medically fit / unfit to work.
Date

Cop signature of Physician

(* Delete whichever is not applicable)

44

EMPLOYMENT
EFFECTIVE DATE:

PRE-EMPLOYMENT - MEDICALS
REVISED DATE:

MEDICAL EXAMINATION
An applicant who does not pass the medical examination will not be employed. If for
some reason, he is already employed before the results of the medical examination are
communicated to the HR MGT Department, the employee will politely told he has failed
the medical examination and as such he must leave. The HR MGT Department will then
arrange with the Finance Department to pay him for the days he has worked.

45

EMPLOYMENT
EFFECTIVE DATE:

ORIENTATION OF NEW EMPLOYEES


REVISED DATE:

To ensure all new employees are assisted in introducing to the companys work
requirement and to learn more about the Company, each new employee will go through a
carefully prepared orientation program see checklist provided. When employees are
guide individually, a representative of the HRDepartment will review part of the checklist
items with the new employee before he is sent to the Department/Section concerned.
When more than 10 employees join the Company on the same date, a two-day
Orientation Program will be conducted by the HRDepartment before the employee is
assigned to the work area. Where employees report in on different dates, a once a month
formal orientation program will be conducted by the HRDepartment and all employees
who joined the Company in the month MUST attend such a orientation program.
The Department Manager or immediate superior is responsible for monitoring the
orientation and training of his new employee.
A well planned orientation program goes a long way in motivating the new employees.
PROCEDURE
1.

The checklist offers a systematic outline for Managers and Executive to show a
new employee what is expected from him, where he can find things, and what he
can expected from our company in terms of pay, employee benefits and working
conditions.

2.

Carefully follow the suggested outline of orientation covering the items that
should be explained and the suggested guidelines.

3.

Provide a welcome to the new employee. On the employees first day, try to make
him feel at ease. When he arrives, take time to greet him cordially and welcome
him to our Company and to your department, no matter how busy you are. If you
cannot give him your full attention immediately, tell whim where to wait and
suggest something for him to do, such as reading the Employee Handbook or our
Company Newsletter.

4.

Review company rules and policies that will affect him. Your new employee may
have learned about his salary, working hours and company policies from his
interview but it is up to you to make sure he understands what he has heard and
that his questions are answered. This review should cover such things as wages,

46

overtime, deductions, responsibilities for attendance, how and when to notify his
Superior of his absence or tardiness, working hours, holidays and vacation
schedules, security, rest periods, uniforms, etc.
Our Employee Handbook is the most important tool in orientating the employees,
familiarizing them with our Company and putting them at ease with their new
employment. The handbook can be used effectively to answer the questions uppermost in
the employees mind at this time. You should point out, along with the advantages and
opportunities offered by our Company, the responsibilities and obligations that they have
to meet what they can expect form you and what you expect from them in return.
5.

Who are his associates and fellow employees? Help the new employee to get
acquainted. If your present employees are friendly, the newcomer will soon feel at
ease. Be sure to tell present employees about a new recruit before he arrives, and
then introduce him before he begins work. Preferably, assign a buddy to him.

6.

Help the new employee find his way around. It will take the new employee a
while to learn the entire layout of our Company. By the end of his first day he
should feel at ease in the area where he works. He should be shown the location
of the bathroom and locker, how to get tools, supplies and materials.

7.

How does his job fit into the total picture? Your new employees need to feel that
the work he will do is important. When you give him assignments, show him how
his work will fit in. If he is an office worker, explain how his job contributes to
the success of our organization.

8.

Keep the communication doors open. You should emphasize to the employee that
almost everyone starting a new job has strange feelings and possible fears about
his new environment. You will want to be sure the new employee knows that one
of the best sources of information about his job is his immediate superior and, he
should ask him anything that he is not clear about.

9.

If the immediate superior of the employee cannot be available at all times,


appoint a friendly, loyal, experiences fellow-worker to answer his questions and
help him with problems which can arise. If he does not ask questions, dont
automatically assume all is well. He may be unsure of himself or afraid of
appearing stupid.

10.

How is the employee doing? (Probationary Period). Effective follow-up of the


new employees can help us determine the effectiveness of our hiring, placement
and orientation programs and minimize the cost of hiring and placement mistakes.
For most jobs, the new employees potential can be fully assessed during the
probationary period. Weeding out misfits at this point will save us money in
several ways:

47

a)
b)

It will avoid wasting the trainers and the hiring Departments time.
We will not have to keep paying for poor performance.

c)

Dissatisfied, unqualified employees often spread their frustration to


others. This often causes poor morale.

Praise and criticism should be constructive. Be specific in telling the new employee what
you like about his work, such as his quickness to grasp details of the job, etc. When you
must criticize, be sure you do it in the right way and at the right time. Your aim is no to
punish or embarrass him, but to get him back on the right track by making necessary
corrections in his work. Giving reasons for corrections makes your suggestions
meaningful. Always remember, criticize the work, not the person.
The Department Manager or immediate superior is responsible for monitoring the
orientation and training of the employee.

48

EMPLOYEE ORIENTATION CHECKLIST


A well planned orientation program goes a long way in motivating the new employees.
Below is a list of items to be used by all Departments.
Name :

Date:

Purpose and Instructions:


This checklist is a tool to help immediate superior in orienting new employees to the
Company and their job. Proper orientation is important and should no be rushed as
nothing can be assumed about how much a new employee knows about the
company, the job and the work environment. Each item listed below should be
covered completely preferably on the first few days of employment. After review, the
checklist mush be signed by both the superior and employee and forwarded to the
Human Resource Management Department within one week of employment date.
COMPANY INFORMATION

Completion of forms
HRM Standard Forms
Insurance
EPF, SOCSO, INCOME TAX

Wages & Pay calculation

Performance Appraisal
Probation
Confirmation
Annual Review

Holidays & Supplemental benefits

Safety & Security

Disciplinary Procedures

Improving working relations

Clinic and Company Doctors

Union-Membership

HUMAN RESOURCE
DEPARTMENT TO REVIEW

49

PAY INFORMATION

Pay rate

Pay check
when and how issued

Performance review
Confirmation, and subsequent review
dates and method of evaluation

Overtime, shift and other allowances paid

Explanation of earnings and deductions

SAFETY INFORMATION

Safety rules and regulations

Safety equipment-location and use

Dress code and personal safety


(use of glasses, aprons, gloves, etc)

Reporting of unsafe acts or conditions

Emergency exits and their location

JOB INFORMATION

Introduction to other employees in work area

Tour of work areas

Job to be performed and its importance

Components built and their use

Departmental functions

IMMEDIATE SUPERIOR
TO REVIEW

50

Work schedule & working hours

When to stop and clean-up time allowed

Overtime
frequency and hours scheduled

Attendance
What is expected

Absenteeism
who to notify and why

Training to be given & reporting on progress

Result of errors and carelessness

Performance expectations

Housekeeping

Lockers/Uniform/Helmet

Supplies
Where and how to obtain

SIGNATURE
IMMEDIATE SUPERIOR
-----------------------------------

DATE ------------------------

DEPARTMENT MANAGER
-----------------------------------

DATE ------------------------

EMPLOYEE
------------------------------------

DATE

------------------------

51

Return completed Form to the Human Resource Mgt. Dept. by -----------------------ORIENTATION OF NEW EMPLOYEES
HRM STANDARD FORMS

EMPLOYMENT
EFFECTIVE DATE

ABC COMPANY SDN.BHD.


EMPLOYEE PERSONAL PARTICULARS

NAME

STAFF NO. :

52

ABC COMPANY SDN. BHD.


EMPLOYEE PERSONAL PARTICULARS (Butir-butir Peribadi Pekerja)
EMPLOYEE FULL NAME
(Nama Penuh)
EMPLOYES ALIAS NAME
(Nama Lain)

CHANGE IN EMPLOYEE
MY KAD COLOUR
BLUE
RED
BIRTH DATE
STATUS
(Warna My Kad)
(Biru)
(Merah)
MY KAD NO.
(No. My Kad)

SEX
(Jantina)

MALE
(Lelaki)

MARITAL STATUS
(Taraf Perkahwinan)

S SINGLE
M MARRIED D DIVORCED
(Bujang)
(Berkahwin)
( Bercerai)
W WIDOWED S SEPARATED
(Balu)
( Berpisah)

NATIONALITY
(Warganegara)

M MALAYSIA S SINGPOREAN J JAPANESE


(Malaysia)
(Singapura)
(Jepun)

RACE
(Bangsa)

FEMALE
BIRTH PLACE
Perempuan)

L LOCAL
E - EXPATRIATE
(Tempatan)
(Ekspatrat)

RELIGION
(Agama)

PASSPORT NO
(No. Paspot)

CITIZENSHIP NO.
(No. Kerakyatan)

PASSPORT EXPIRY DATE


(Tarikh mati paspot)

COUNTRY
(Negara Asal)
CURRENT ADDRESS
(Alamat Sekarang)

TELEPHONE NO.
(No. Telefon)

E-MAIL ADDRESS
(Alamat e-mel)

53

PERMANENT ADDRESS
(Alama Tetap)

TELEPHONE NO.
(No. Telefon)
EDUCATION BACKGROUND
(Latarbelakang Pendidikan)
YEAR
(Tahun)

INSTITUTION
(Institusi)

CERTIFICATE AWARDED
(Anugerah Sijil)

COUNTRY/STATE
(Negara/Negeri)

JOB TITLE
(Nama Jawatan)
DATE OF APPOINTMENT
(Tarikh Perlantikan Jawatan)
RETIREMENT DATE
(Tarikh Bersara)
CONFIRMATION DATE
(Tarikh Pengesahan Jawatan)
CONTRACT PERIOD MONTHS
(Tempoh Kontrak Bulanan)
CONTRACT COMMENCEMENT
(Tarikh Permulaan Kontrak)
TEMPORARY STAFF
(Kakitangan Sementara)

54

PREVIOUS EMPLOYMENT PARTICULARS


(Keterangan Mengenai Pekerjaan Dahulu)
EMPLOYERS NAME
(Nama Majikan)

ADDRESS
(Alamat)

TELEPHONE NO.
(Nombor Telefon)
DESIGNATION
(No. Telefon)
DESIGNATION
(Jawatan)
LAST BASIC SALARY
(Gaji Pokok Terakhir)
DATE JOINED
(Tarikh Mula)
DATE LEFT
(Tarikh Tamat)

LANGUAGE / DIALECT PARTICULARS


(Keterangan Mengenai Bahasa)
WRITTEN
(Tulisan)

SPOKEN
(Lisan)

FLUENT
(Fasih)

ABLE TO WRITE / SPEAK


(Boleh Menulis / Bercakap)

SOME KNOWLEDGE
(Sedikit Pengetahuan)

55

EMERGENCY CONTACT
(Orang Yang Harus Dihubungi Sekiranya Berlaku Kecemasan)
NAME
(Nama)

ADDRESS

RELATIONSHIP

TELEPHONE NO.

NEXT-OF-KIN PARTICULARS
(Keterangan Mengenai Saudara Terdekat)
NAME
(Nama)

ADDRESS
(Alamat)

RELATIONSHIP
(Pertalian)

MYKAD NO.
(No. MyKad)

TEL. NO.
(No. Tel.)

56

SPOUSE PARTICULARS
(Keterangan Suami / Isteri)
SPOUSES NAME
(Nama Suami/Isteri)

MYKAD NO.
(No. Mykad)
SPOUSES STATUS
(Status Suami/Isteri)

DATE OF BIRTH
(Tarikh Lahir)
A- ALIVE
(Hidup)

D-DECEASED
(Mati)

S-SEPARATED
(Berpisah)

D-DIVORCED
(Bercerai)
DATE OF MARRIAGE
(Tarikh Perkahwinan)
ADDRESS
(Alamat)

TELEPHONE NO.
(No. Telefon)
EMPLOYERS NAME
(Nama Majikan)
SPOUSES OCCUPATION
(Pekerjaan Suami/Isteri)
INCOME TAX NO.
(No. Cukai Pendapatan)
PASSPORT NO.
(No. Paspot)
PASSPORT EXPIRY DATE
(Tarikh Mati Paspot)

57

CHILDREN PARTICULARS
(Keterangan Mengenai Anak-Anak)
NAME
(Nama)

MYKAD NO./
PASSPORT NO.
(No. MyKad)

SEX
(Jantina)

SCHOOLING/
WORKING
(Bersekolah/Bekerja)

DATE OF
BIRTH
(Tarikh Lahir)

Saya mengesahkan buti-butir yang telah diberikan di atas adalah benar.

(Tandatangan Kakitangan)

(Tarikh)
58

(No. Kakitangan)

PERMOHONAN BUKU RAWATAN KLINIK


NAMA

JAWATAN:
NO. STAFF

NO. MYKAD

JABATAN :
SEKSYEN

ALAMAT KEDIAMAN
SEKARANG
:

SENARAI NAMA-NAMA AHLI KELUARGA


NAMA SUAMI/ISTERI

NO. MYKAD

NAMA ANAK

T/LAHIR

NO. SIJIL KELAHIRAN

1.
2.
3.
4.
5.
6.

59

(TANDA TANGAN PEMOHON)

(TANDA TANGAN KETUA JABATAN)

SURAT AKUAN PEMBAYARAN GAJI MELALUI BANK


NAMA

JAWATAN:
NO. STAFF

NO. MYKAD

JABATAN :
SEKSYEN

Telefon Sambungan :

Saya dengan ini memberi kebenaran kepada pihak ABC Company Sdn. Bhd. untuk
membayar gaji bulanan saya melalui akaun bank bermula dari tarikh
.
Berikut disertakan butir mengenai akaun bank saya untuk tindakan pihak tuan.
Nama Bank:
Cawangan & Alamat :
No. Akaun
Jenis Akaun
No. Buku

:
: Simpanan / Semasa
:

Saya mengaku bahawa segala keteangan di atas adalah benar dan tidak boleh dipinda
tanpa sebarang keterangan bertulis.
Yang Benar
(Tandatangan Pemohon)

Saksi

Penerima

(Tandatangan Saksi)
Nama :

(Tandatangan Penerima)
Nama :

No. Mykad

No. Staf:

Jawatan

Seksyen:

No. Staf

Jabatan :
60

Seksyen

Jabatan

SURAT PENGESAHAN LAPOR DIRI


NO. STAFF

SEKSYEN

JABATAN :
Tuan,
PENGESAHAN TARIKH LAPOR DIRI
Merujuk kepada perkara tersebut di atas, adalah disahkan bahawa saya telah
melaporkan diri untuk bertugas dengan ABC Company Sdn. Bhd. mulai
.. dengan gaji permulaan sebanyak RM .
Sebulan.
NAMA

JAWATAN:
NO. MY KAD

JABATAN :
NAMA &

ALAMAT BANK :
JENIS AKAUN

Simpanan / Semasa

NO. AKAUN BANK

NO. AHLI KWSP

NO. CUKAI PENDAPATAN

NO. PERKESO

Sekian, untuk makluman tuan.


Yang benar,
(Tandatangan)
Disahkan bahawa .. telah melaporkan
diri pada
. dan ditempatkan di Seksyen
., Jabatan .

61

(Pengurus Jabatan Sumber Manusia)


SURAT PERJANJIAN MENERIMA SYARAT-SYARAT
DI ASRAMA

TINGGAL

Saya.No. Mykad
menerima syarat-syarat yang tersebut di bawah bagi membolehkan menduduki asrama
syarikat.
1.

Kebersihan
Penghuni adalah diwajibkan menjaga kebersihan di dalam dan di kawasan luar
unit-unit yang diperuntukkan. Pembuangan sampah hendaklah dibuat di tempat
yang telah disediakan.

2.

Keselamatan
Penghuni adalah dipertanggungjawabkan untuk menjaga harta-harta syarikat yang
telah disediakan di unit-unit asrama. Segala kerosakan atau kehilangan harta-harta
yang telah ditetapkan hendaklah dilaporkan kepada Jabatan Pentadbiran syarikat.
Jika didapati bahawa kerosakan tersebut dilakukan oleh penghuni maka segala
pembaikan dan penggantian akan ditanggung oleh pihak penghuni sendiri.

3.

Lawatan Pelawat
Pelawat adalah dibenarkan melawat penghuni-penghuni asrama. Walau
bagaimanapun adalah menjadi tanggungjawab penghuni untuk menjaga
kesopanan, kebudayaan bangsa dan nilai agama masing-masing bagi
mengelakkan implikasi yang negative daripada penghuni-penghuni lain atau jiranjiran tetangga.

4.

Kelakuan
Penghuni adalah dikehendaki menjaga moral dan kelakuan yang baik. Ini juga
termasuk apabila pelawat-pelawat melawat tuan.

5.

Bayaran
Baayaran telah ditetapkan sebanyak RM50.00 sebulan. Bayaran boleh dijelaskan
melalui potongan gaji pada penghujung bulan.

62

6.

Tempoh Penempatan

7.

Tuan hanya dibenerkan menghuni di asrama syarikat selama tempoh yang


dibenarkan oleh pihak Pentadbiran syarikat.
Urusan Penempatan

8.

a.

Semua penghuni asrama dikehendaki menandatangani Surat Perjanjian


menerima syarat-syarat yang dikeluarkan oleh pihak Pentadbiran. (Borang
A).

b.

Semua penghuni asrama perlu mengisi borang pengakuan membenarkan


potongan gaji dibuat melalui potongan gaji. (Borang B).

c.

Pihak syarikat akan menjelaskan kegunaan letrik dan air. Walau


bagaimanapun jumlah bayaran yang dibuat oleh pihak pengurusan adalah
setakat RM
bagi bil letrik dan air bagi unit yang diduduki.
Lebihan kegunaan akan ditanggung oleh pihak penghuni unit tersebut
sendiri.

Alat-alat Kelengkapan
Pihak pentadbiran syarikat akan menyediakan alat-alat kelengkapan asas seperti
berikut:a.
b.
c.
d.
e.

9.

Katil
Tilam dan bantal
Mentol / lampu
Penyapu
Bakul sampah

Tidak Menggunakan Asrama Tersebut Untuk Tujuan Haram


Penghuni tidak dibenarkan sama sekali menggunakan asrama tersebut untuk
tujuan-tujuan haram, yang berlawanan dengan undang-undang, tidak bermoral
dan tidak akan membuat atau membenarkan apa-apa perbuatan atau perkaraperkara yang boleh menjadi kacau ganggu atau yang boleh memberi sebab yng
munasabah bagi jiran-jiran tetangga membuat aduan kepada pihak pentadbiran
syarikat.

10.

Memasak
a.

Penghuni tidak akan menggunakan dapur atau apa-apa ala memasak


yang menggunakan arang di mana-mana bahagian asrama tersebut.

63

b.

11.

Penghuni tidak akan membela ayam, itik dan anjing atau apa-apa
binatang yang mungkin membawa kekotoran atau penyakit di manamana bahagian asrama tersebut.

Tidak Menghalang Jalan


Tidak membenarkan sebarang kereta, motosikal, skuter dan basikal diletakkan di
mana-mana bahagian asrama tersebut termasuk kakilimanya atau diletakkan di
mana-mana kawasan di keliling asrama tersebut yang boleh menghalang jalan:a.
b.

12.

Termasuk tangga dan kalilima.


Tidak meletakkan atau menggantung pas bunga di tangga atau balcony
asrama.

Jangan Meletak Panan Tanda Selain Daripada Atas Kebenaran Syarikat


Tidak akan melekatkan, mengecat atau dengan cara lain mempamirkan atau
membenarkan dilekatkan, dicat atau dengan cara lain dipamirkan kepada atau
terhadap mana-mana bahagian asrama tersebut apa-apa tanda, pengumuman, surat
tampalan, poster, iklan, bendera, atau apa-apa benda lain di dalam atau manamana bahagian asrama tersebut kecuali dibenarkan secara bertulis oleh syarikat.

13.

Pemasangan Alat-alat Letrik


Tidak akan memasang soket, plug dan alat menyambung letrik atau motor letrik
atau injin letrik atau alat perkakas letrik atau penyejuk udara dalam asrama
tersebut tanpa kebenaran secara bertulis daripada syarikat.

Tandatangan
Nama

No. Staf

Tarikh

64

PERMOHONAN PENGINAPAN DI ASRAMA SYARIKAT


DAN
PERSETUJUAN PEMOTONGAN GAJI
Tarikh

Nama Penuh

No. Staf

No. Mykad

Jabatan

Seksyen

PERAKUAN BAYARAN: Saya dengan ini memohon kemudahan penginapan syarikat


dan membenarkan Syarikat ABC Sdn. Bhd. membuat pemotongan gaji saya sebanyak
RM50.00 (Ringgit: Lima Puluh Sahaja) Setiap bulan untuk membayar sebahagian
daripada sewa asrama, bil elektrik dan air. Saya juga bersetuju dengan syarat dan
peraturan yang dikenakan oleh pihak tuan. Saya bersedia menghadapi sebarang
tindakan sekiranya saya melanggar syarat dan peraturan tersebut.

Tandatangan

Tarikh
BAHAGIAN PENTADBIRAN

Tarikh Terima Borang

Peruntukan Unit Asrama

No. Bilik

65

Disediakan Oleh:

Tarikh :

Disemak Oleh

Tarikh :

Disahkan Oleh :

Tarikh :
PERMOHONAN PERKHIDMATAN BAS KILANG
DAN
PERSETUJUAN PEMOTONGAN GAJI

Tarikh

Nama Penuh

No. Staf

No. Mykad

Jabatan/Seksyen :
Alamat Rumah :

PERAKUAN BAYARAN: Saya dengan ini memohon perkhidmatan bas syarikat dan
membenarkan Syarikat ABC Sdn. Bhd. membuat pemotongan gaji saya sebanyak
RM20.00 (Ringgit: Dua Puluh Sahaja) setiap bulan untuk membayar perkhidmatan
pengangkutan pergi dan balik dari tempat tinggal ke tempat kerja.
PERAKUAN PAS PENGANGKUTAN: Saya dengan ini mengaku akan menjaga
dengan baik pas pengangkutan yang diberikan untuk kegunaan saya sahaja. Saya akan
mempamirkan pas ini di baju setiap kali menggunakan perkhidmatan bas syarikat. Saya
boleh dilarang dari menggunakan perkhidmatan ini sekiranya saya tidak
mempamirkannya tanpa alasan yang munasabah. Saya akan memulangkan pas ini
kepada Seksyen Pentadbiran syarikat sekiranya saya tidak mahu menggunakan
perkhidmatan ini kelak.

Tandatangan

Tarikh
BAHAGIAN PENTADBIRAN

Tarikh Terima Borang


Tarikh Pas / No. Siri Pas
Tarikh mula naik bas
Tarikh Potong Gaji

:
:
:
:

66

Disediakan Oleh:

Tarikh :

Disemak Oleh

Tarikh :

Disahkan Oleh :

Tarikh :

KERAHSIAAN SYARIKAT
Semua kakitangan diwajib menyimpan dan memelihara semua rahsia-rahsia syarikat,
syarikat induknya, anak-anak syarikat-syarikat atau mana-mana syarikat atau individu
yang dengannya Syarikat ABC Sdn. Bhd. ada mempunyai hubungan perniagaan atau
kerjasama atau pertalian teknikal, dan mereka adalah dilarang, sama ada dalam
jangkawaktu penggajian mereka dengan syarikat atau pun pada bila-bila masa
selepasnya, membocorkan apa-apa perkara atas benda berkaitan dengan perniagaan
atau kepentingan syarikat, syarikat induknya, anak-anak syarikat atau syarikat-syarikat
yang ianya berhubungan, kepada sesiapa juga orang-orang yang tidak berhak.

Kakitangan juga dilarang dari menggunakan apa-apa rahsia atau pengetahuan sulit atau
maklumat-maklumat yang diperolehinya di dalam menjalankan perkhidmatannya
dengan syarikat hinga membawa kepada terjejasnya kepentingan-kepentingan syarikat,
syarikat induknya, anak-anak syarikatnya atau syarikat yang ianya ada hubungan.
Apabila kakitangan diamanahkan dengan maklumat-maklumat surat pelbagai rupa
ianya diwajibkan menyimpan taraf maklumat tersebut walaupun dikalangan kakitangan
syarikat.
Sekiranya seorang kakitangan diminta untuk menyediakan apa-apa kertas atau seorang
kakitangan diminta untuk menyediakan apa-apa kertas atau rencana untuk penyiaran
atau mengeluarkan apa-apa kenyataan kepada akhbar atau membuat ucapan di atas apaapa tajuk berkaitan dengan produk-produk, kepentingan-kepentingan syarikat, ia
wajiblah mendapatkan persetujuan daripada Pengarah Urusan atau pun mana-mana
pegawai yang telah diberi kuasa demikian oleh Pengarah Urusan.

67

Membocorkan apa-apa maklumat bergred tanpa kelulusan, dengan sengaja atau pun
kelalaian, akan disifatkan sebagai melanggat kontrak perkhidmatan yang membawa
kepada pemecatan.

SURAT PERAKUAN
NAMA

NO. SETAF

JABATAN/SEKSYEN

Saya dengan ini mengaku telah membaca dan memahami peruntukan-peruntukan


KERAHSIAAN seperti di atas dan saya mengaku akan mematuhi sepenuhnya
peruntukan-peruntukan ini. Seterusnya saya faham melanggar mana-mana peruntukan
ini akan disifatkan sebagai menyalahi kontrak perkhidmatan saya dengan Syarikat ABC
Sdn. Bhd. dan membawa kepada pemecatan.

Tandatangan oleh

:
(NAMA:

Saksi oleh / dibaca kepada


dan penerangan oleh:
(Pengurus Jabatan Sumber Manusia)
Tarikh

68

CHANGE IN EMPLOYEE STATUS

69

CHANGE IN EMPLOYEE STATUS SERVICE DETERMINATION


EFFECTIVE DATE:

REVISED DATE:

Our company recognizes length of service in the company because various benefits
programs are related to the employees length of service. The objective is to clearly
define the service determination of employees.
SENIORITY
Seniority may be defined as the amount of continuous time spent in employment with the
company. Employees accumulate seniority by continuing their work without
unauthorized interruptions. Employee seniority is important to the company as it assures
the availability for an experience and stable work force. Seniority is self-improvement
and advancement to qualify for higher wages and promotion opportunities.
DETERMINATION OF SERVICE
A.

Length or service will not be broken and time lost will be added to the length
of service record in the following instances:
1.

In the event an employee is transferred to another department or


location.

2.

Sick leave

3.

Time lost due to accidents that occur on the job.

4.

A continuous period of absence without pay for less than thirty (30)
days at the request of the company.

5.

In the event the employee is terminated / dismissed and is reinstated in


his former job after conciliation with the Ministry of Labor or by an
Industrial Court Award.

70

B.

Length of service will not be broken when a leave of absence, granted by the
Company, is in excess of thirty (30) calendar days. Such leave is only granted
in exceptional cases such as prolonged illness, overseas study leave and other
circumstances approved in writing by he Managing Director.

C.

Length of service will be broken by:


1.
2.
3.
4.

D.

Resignation
Discharge for misconduct
Medical Board-out
Failure to report back to work after (2) working days without the prior
approval of the superior and without informing or attempting to inform
his superior or such absence.

In the event an employee resigns and is rehired at a later date, he should be


informed that his service date must correspond with his rehire date and all
previous service has been lost.

71

CHANGE IN EMPLOYEE STATUS PROBATIONARY PERIOD


EFFECTIVE DATE:

REVISED DATE:

It is our companys policy that all new employees undergo a probationary period during
which time, their performance and suitability will be assessed. No employee will be
exempted from the provisions of this policy other than with the written approval of the
Managing Director.
NON-EXECUTIVE
The probationary period for new employees, is three (3) months. During the period, the
employee will be given the opportunity to demonstrate proper attitude and abilities for
the job in which he is employed. Upon satisfactory completion of three (3), the employee
is given permanent status and becomes eligible for the normal benefits enjoyed by the
permanent employees of his job classification. If the employees services are
unsatisfactory, he may be terminated from his service at the end of his probationary
period or, his probationary period may be extended up to another three (3) months, after
consultation with the HR MGT Department Manager. It is the responsibility of each
Department Manager to review the status of the probationer, at least one week before the
end of the probation period, with the HR MGT Manager. If you fail to do this, the
employee is deemed to be confirmed at the end of the probationary period and it will then
be too late to discharge a poor performer.
All letters relating to extension of probation period, confirmation and termination must
emanate from HR MGT Department, not later then the employees last day in his
probation period. The letter must be personally given to the employee by the immediate
superior of the probationer. In the event of termination, the employee must return all
company property such as medical book, employee pass, locker/drawer key, uniform, etc.
before any payment of monies due to him is released.

72

CHANGE IN EMPLOYEE STATUS PROBATIONARY PERIOD


EFFECTIVE DATE:

REVISED DATE:

EXECUTIVE
The probationary period for executive and management staff shall be six (6) months.
Upon satisfactory completion he may be confirmed in his appointment or, should his
performance fall short of requirements, he may be terminated or have his probationary
period extended by a period not exceeding another three (3) months, after consultation
with the HR MGT Manager and Managing Director.
EVALUATION FORM
This form is shown on page 96 (Performance Appraisal form) and this must be completed
and reviewed with the HR MGT Manager whenever an employees probation period is up
for review.

73

CHANGE IN EMPLOYEE STATUS


EFFECTIVE DATE:

CONFIRMATION
REVISED DATE:

CONFIRMATION: THE PROCESS


1.

NON-EXECUTIVE
Evaluation form emanate by
Human Resource Mgt. Department
Department concerned

Evaluation for particular employees

Forms duly completed submit to


Human Resource Mgt. Department
Evaluation reviewed by Manager,
Human Resource Mgt. Department

Approval by Senior Manager


Human Resource Mgt. Department
Human Resource Mgt. Department
will produce official letter to
employee concerned

Immediate Superior consult and


give letter to subordinate concerned
Evaluation for employee concerned will be conducted by management staff as follows:-

74

Penilai I :
Penilai II :
Pengesahan:

Executive
Asst. Manager
Department Manager

EMPLOYMENT

CONFIRMATION

EFFECTIVE DATE
2.

EXECUTIVE
Evaluation form emanate by
Human Resource Mgt. Dept.
Department concerned

Evaluation for employee


concerned
Forms duly completed submit to
Human Resource Mgt. Dept.
Evaluation reviewed by Manager,
Human Resource Mgt. Dept.
Approval by Managing Director

Human Resource Mgt.


Department will produce official
letter to employee concerned

Immediate superior consult and


give confirmation letter to
subordinate concerned

75

Evaluation will be conducted by the executive in management level as follows:1. Executive (grade M1)
a. Recommendation
b. Recommended By
c. Approved By

:
:
:

Section Head
Department Manager
Managing Director

2. Asst. Manager (grade M2)


a. Recommendation
b. Recommended By
c. Approved By

:
:
:

Department Manager
Senior Department Manager
Managing Director

3. Manager (grade M3 and above)


a. Recommendation
:
b. Recommended By
:
c. Approved By
:

1st. Immediate superior


2nd. Immediate superior
Managing Director

76

EMPLOYMENT
EFFECTIVE DATE:

PROMOTION
REVISED DATE:

POLICY
It is Company Policy to fill job vacancies in higher grades by the promotion of suitably
qualified employees within our company.
All job vacancies up to the position of Grade M6 for Administrative level and Grade T5
for Technical staffs will be posted on the Companys Notice Board for a period of two
weeks to allow eligible employees the opportunity to apply for the identified job (s). Such
application must be made on the Internal Job Application Form available from the
Human Resource Mgt. Department.
For position of Executive level Grade M1 and above, any vacancies will be reviewed by
the Department Manager with the Human Resource Mgt. Department Manager who will
review SKILL INVENTORY of employees and will select the eligible employees for
interview by the Department Manager concerned. The Human Resource Mgt. Department
Manager will then ensure that the employee identified for promotion is the best qualified
for the job, in accordance with the criteria for promotion. External recruitment will only
be resorted to when employees do not meet the job requirement.
PROCEDURE
1.

In the selection of an employee to fill a higher level position the following criteria
will be carefully considered:
a.
b.
c.
d.
e.
f.

Attitude, skill, ability and past performance.


Efficiency
Physical and mental qualifications
Disciplinary record
Experience
Education background

2. Where the above qualification factors are considered relatively equal among two
or more employees being considered for the job, length of service will be
determining factor. Employees are urged to obtain the necessary skills, education,

77

and appropriate professional qualification in order to be eligible for transfer or


promotion.

EMPLOYMENT
EFFECTIVE DATE:

UPGRADING
REVISION DATE:

Upgrading refers to a situation where the job incumbents job functions remain
unchanged but his job is upgraded. This is subject to the procedures below.
NON-EXECUTIVE
For purposes of upgrading, the Human Resources Mgt. Department Manager will
maintain an authorized personnel manning level in each of the grades. As and when
vacancies arise, he will review the profile of the employees who qualify and upgrade
those who are most senior in service first, on the next scheduled period for upgrading.
The authorized manning levels cannot be changed unless this is officially notified in
writing to the Human Resource Mgt. Department, by the Managing Director.
EXECUTIVE
There is no automatic upgrading within the executive and management grades.
Progression must be by promotion and/or re-evaluation of the job worth.
EXCEPTION
Any exception to this policy must be approved in writing by the Managing Director.
DOCUMENTATION
The Releasing Department will initiate the Personnel Change Notification Form and the
Human Resource Mgt. Department Manager will be responsible for issuing letters. If the
employee is covered by the scope of the Collective Agreement, a copy of this letter will
be extended to the Union.

78

EMPLOYMENT
EFFECTIVE DATE:

TRANSFER
REVISION DATE:

TRANSFER
All employees are subject to transfer from one work station / location to another in
accordance with the companys operational requirements or for purposes of job
enrichment and / or career development of the employees.
Inter-department Transfer
Inter-departmental transfers within the employees job-grade and functions can be made
by the Department Manager. If a job title change is involved, this must be discussed and
agreed with the Human Resource Mgt. Department before such change is effected.
Intra-Department Transfer
Whenever transfers are to be effected between departments, the Releasing Department
manager must review this with the Human Resource Mgt. Department Manager. If the
reasons are justifiable (career development, operational requirements, etc.) the Human
Resource Mgt. Department Manager will review this with the Hiring Department and if
agreed, the employee will be notified in writing by the HR Mgt. Dept. Manager of such
transfer. The letter will specify the period of the transfer, if any, and the date with effect
from which the transfer will be effective.
If the transfer involves relocation, then the employee will be given sufficient time before
he is required to move. In normal circumstances, a period of one month is considered
adequate but this may be extended with the written approval of the Human Resource
Mgt. Department Manager.

79

EMPLOYMENT
EFFECTIVE DATE:

ACTING
REVISION DATE:

ACTING
Acting periods of employment in a higher grade are defined as period or time during
which the substantive job holder is absent but is expected to return to his positions in the
foreseeable future.
NON-EXECUTIVE
When a non-executive is required to act in a position of a higher grade for a minimum
period of thirty (30) consecutive workdays, the Department Manager will advise the
Human Resource Mgt. Department before the end of the five (5) days or, if this not
possible, due to uncertainty, not later than the seventh (7) day of the employees action.
Upon approval by the HR Mgt. Dept. Manager, the following allowances will be paid to
the employees:
Acting Position
Acting as Executive

Allowance
RM250.00/month

Acting as Supervisor or Shift


Leader

RM100.00/month

EXECUTIVE
No employee will be paid an allowance for acting in a higher level job. Employees
required to act for shorter periods will not receive any allowance, as this period will be
considered as training for them in preparation for future job vacancies.
The Departments Manager who requires his employee to act in a higher capacity, must
review this with the HR Mgt. Dept. Manager who will, if satisfied that the employee is
best qualified, HR Mgt. Dept. Manager will issue an appropriate letter to the employee
concerned.

80

EMPLOYMENT
EFFECTIVE DATE:

ACTING
REVISION DATE:

DOCUMENTATION
It will be the responsibility for the HR Mgt. Dept. Manager to ensure that proper
documentation i.e letter and Personnel Change Notification Forms are completed and
issued to the particular employee.
Flow of documentation:Department concerned

Produce notification letter 7 days


before acting date.
HR Mgt. Dept. will review the
requirement of acting in the
position
Approval by Managing Director

Official letter to staff concerned


through Department Head

81

EMPLOYMENT
EFFECTIVE DATE:

PERSONNEL CHANGE
NOTIFICATION (PCN)
REVISED DATE:

Proper documentation relating to an employees service is important and PCN must be


completed whenever there is a change in the employees status. Such as marital status,
number of children, etc.
A Personnel Change Notification will be filled out on the printed form and sent to the
Human Resource Mgt. Department for approval within seven (7) days of the change
being effected.
This form will need to be completed in the following instances:
a. An employee resigns or is terminated from employment.
b. When an employee has a change of name.
c. When an employee has a change of address.
d. When an employee has a change of dependents.
e. When an employee is promoted, transferred, downgrades or upgraded.
It is the responsibility of the Hiring Department or the Department where employee
works to initiate the PCN as soon as possible after the change is effected.
The form to be utilized is shown on page to page of this manual. Copies of these are
available from the Human Resource Mgt. Department.

82

COMPENSATION PROGRAMS

83

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY ADMINISTRATION POLICY


REVISION DATE:

It is the companys intent to establish a salary policy that will:1.

Improve morale by clearly outlining promotional opportunities and by providing


visible job and salary growth.

2.

Maintain equitable salaries among individuals.

3.

Provide controls incentives for outstanding performance and negative incentives


for marginal performance.

4.

Provide positive incentives for outstanding performance and negative incentives


for marginal performance.

5.

Keep pace with the current inflationary job market and enable us to retain present
and attract new employees.

6.

To provide strong financial motivation for employees at all levels, thereby


improving the companys profitability.

DEFINATIONS:1.

Merit increases are given to reward:a.


b.

2.

Excellent performance
Increased responsibility without a change in job classification.

Promotional increases are given in recognition of promotional from one job


classification to a higher classification.

84

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY REVIEWS
REVISION DATE:

It is the policy of our Company to review the salary levels and benefits package
periodically and will be done as follows:a.

For non-executive, the salary levels will be negotiated every three years between
the Management and Union in accordance with the normal process of Collective
Bargaining.

b.

For Executive and Management Staff, the Human Resource Mgt. Department will
conduct;
i.
an annual salary survey to determine the budget for salary increases.
ii.
a detailed salary and benefit survey every three years to review the salary
and benefit package.

EXCEPTION
Any exception to the policy must be approved by the Managing Director.

85

COMPENSATION PROGRAMS
EFFECTIVE DATE:

JOB GRADING
REVISED DATE:

JOB GRADE
1.

Job Grades have been established for all existing positions in this company.

2.

New positions;
Whenever a new employee is hired or promoted into a newly created position, a
position description of the job will be prepared by his immediate superior and
submitted to the Human Resource Mgt. Department(HRM). HRM will review the
new position with Managing Director.

3.

Upgrading or down-grading;
Whenever the responsibilities of a position have changed substantially, revised
position description of the job will be forwarded by the immediate superior to the
Human Resource Mgt. Department. The job will then be graded in accordance
with the above procedure.

TIME OF UPGRADING
All upgrading exercises will be undertaken (2) two times a year, as follows:April 1st.
October 1st.
Any recommendation for upgrading must therefore be submitted to the Human Resource
Mgt. Department Manager at least one (1) month before the above dates. It is the
responsibility of the Human Resource Mgt. Department Manager to ensure that the
upgrading is justified and that there are an adequate number of vacancies in the higher
grade to justify this. It is the responsibility of the Human Resource Mgt. Department
Manager to prepare the letter to the employee and give this to the Department Manger
concerned for conveyance to the employee.
EXCEPTIONS

86

Any exceptions to this policy must be approved in writing by Managing Director.

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENTS TIMING


REVISED DATE:

The salaries of all confirmed staff will be reviewed annually in January of each year.
NON-EXECUTIVE
Confirmed non-executive will be eligible for a salary increase in accordance with their
incremental scale as shown on page 89 up to the maximum of the grade in which he is
employed.
MERIT
Non-executive staff will also be eligible for a merit increment, to be granted at the
discretion of management, varying between one (1) through one and one-half (1.5) times
the specified increment.
EXECUTIVE
The salaries of confirmed executive and management staff will also be reviewed annually
in January of each year. A salary increase will be granted only when a satisfactory level
of performance has been maintained during the review period and such salary increase
will be by merit, in accordance with the procedure outlined under PERFORMACE
APPRAISALS.
PROMOTIONAL INCREASES
The salary increase will be the difference between his salary prior to promotion and the
minimum of the higher job grade subject to a maximum of 10% salary increase
whichever is higher. In the event his 10% salary increase is less than the minimum of the
higher grade, he will be entitled for the minimum of the higher grade salary.

87

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENTS TIMING


REVISED DATE:

Timing of Promotion
Except in unusual circumstances which must be approved in writing by the Managing
Director, it is the policy of the company to effect all such promotions during the
following periods:April 1st each year
October 1st each year
for those who are really recommended by immediate
superior for particular valid reason.
Upon the promotion being effected, the HR MGT. Department Manager will prepare a
promotion letter and give this to the Department Manager concerned for conveyance to
the employee concerned.

88

COMPENSATION PROGRAMS
EFFECTIVE DATE:
LEVEL

GRADE

SALARY SCALE FOR EXECUTIVE


AND NON-EXECUTIVE
REVISED DATE:

POSITION

MANAGEMENT
Senior Executive Director
E
X
E
C
U
T
I
V
E

M6
M5
M4
M3
M2
M1

MIN. SALARY
SCALE (RM)

MAX.
SALARY
SCALE (RM)

As per Board of
Directors Approval

Managing Director

As per Board of
Directors Approval

General Manager
Senior Manager
Manager
Deputy Manager
Assistant Manager
Executive

6,000
5,500
4,500
3,500
3,000
1,500

13,000
7,500
6,500
5,500
4,500
3,500

1,500

2,500

1,200
900
800
650
600

2,000
1,800
2,000
1,500
1,200

800
750
650
600
500

2,000
1,800
1,500
1,200
950

ADMINISTRATIVE
A6
N
O
N
E
X
E
C
U
T
I
V
E

A5
A4
A3
A2
A1

Senior Clerk / Accounts


Clerk 2
Stenographer
Clerk 2
Accounts Clerk 1
Clerk 1
Despatch / Driver/ Office
Despatch / general staff
TECHNICAL

T5
T4
T3
T2
T1

Supervisor
Shift Leader/Draughtman 2
Operator / Draughtman 1
Operator
Operator

89

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENTS - MERIT


REVISED DATE:

DETERMINING INCREASE AMOUNTS


1.

Merit Increases:
The following factors should be considered in determining the amount of increase
which an employee will receive:
a.
b.
c.

Performance since last merit increase


Potential for further advancement
Assumption of increased responsibility in the job

NON-EXECUTIVE
A reasonable standard for merit increase for non-executive stated as a factor of
basic salary will be based upon performance as measured by means of the
Performance Appraisal Form.
For points between
91
81
71
61
51
41

Total Increase (inclusive of merit)

100%
90%
80%
70%
60%
50%

1.5
1.4
1.3
1.2
1.1
1.0

EXECUTIVE AND MANAGEMENT STAFF


The actual quantum of budgeted increases will vary from year to year depending
on Board of Directors Approval. The Human Resource Management Department
will recommend to the Board of Directors on the salary increase and budget
allocation for executive and management staffs. Once this has been approved,
salary increments will be given to eligible employees by demonstrated merit on
the job as measured by means of the Performance Appraisal Form (page 99
106). The total budget will be distributed to employees as follows:

90

COMPENSATIONS PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENTS - MERIT


REVISED DATE:

POPULATION DISTRIBUTION BY PERFORMANCE


1. Not more than 10% of the eligible staff will be rated outstanding
2. Not more than 40% of eligible staff will be rated exceed requirement
3. Between 40-45% of the population will be rated satisfactory
4. Approximately 5% of the population will be rated poor
The Human Resource Management Department will ensure that the performance
distribution, is in order. Upon verification of this, the total salary increase budget will be
distributed in such a way that;
1. Outstanding job performers receive the best salary increases.
2. Exceed requirements performers receive good increases.
3. Average performers receive average increases, and the
4. Poor job performers receive lower increments, even nil
All salary increments for executive and management staff will be determined as a
percentage of their basic salary and will not exceed the maximum of the salary
grade that an employee is at.
The salary grades and scales of executive and management staff is not for official
communication and will be released by the Human Resource Management Department
on a need-to know basis only.
EXEPTIONS
Any exception to the above procedure must be approved by the Managing Director.

91

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENT PERFORMANCE APPRAISAL


REVISED DATE:

The Human Resource Management Department (HRMD) Manager is responsible for


administering the Salary Administration Programs:
The procedures listed below must be followed in administering this program:
EXECUTIVE AND MANAGEMENT STAFFS
DOCUMENTATION FLOW
Human Resource Mgt. Department
Appraisal Form
a. Refer to page 99 - 106
b. Appraisal forms will be distributed by HRMD before
end October of each year.
Department Head

Evaluation
a. PART I
- to be completed by Appraise
b. PART II & III
- to be completed by Department Head
HRMD and Managing Director
a.
b.

Received forms duly completed before end


November of each year.
Managing Director and departmental manager
will determine the amount increase.

Increment Letter

92

Department Manager
Employee Concerned

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENT PERFORMANCE APPRAISAL


REVISED DATE:

If the employees performance is unsatisfactory, this should be discussed with him and
the necessary corrective action taken. Where an employee disagrees with his rating, the
Department Manager will review this with the HRMD Manager who will then determine
the validity of the disagreement.
NON-EXECUTIVE
DOCUMENTATION FLOW
Human Resource Mgt.Department
Appraisal Form
i. Refer to page 96 - 98
ii. Appraisal forms will be distributed by HRMD before
end October of each year.
Department Head

Evaluation
i. Technical staff grade T1 T4
a. Penilai I
: Supervisor
b. Penilai II
: Section Head
c. Kenaikan
: Section Head
(points)
d. Disahkan oleh : Department Head
ii. Techinical staff grade T5 and Clerical grade A1 A5
a. Penilai I
: Executive
b. Penilai II
: Section Head
c. Kenaikan
: Section Head
(points)
d. Disahkan Oleh : Department Head

93

Human Resource Mgt. Department


i. Received forms duly completed before end
November of each year.
ii.
Managing Director and departmental
manager
will determine the amount increase.
Increment Letter
Department Manager
Employee Concerned

94

COMPENSATION PROGRAMS
EFFECTIVE DATE:

SALARY INCREMENT:
PERFORMANCE APPRAISAL
REVISED DATE:

ROLE OF UNION OFFICIAL IN PERFORMANCE APPRAISALS


The Union Officials have absolutely no role to play in this process other than to ensure
that their eligible members receive one increment. The Performance Appraisal interview
is strictly between employee and his immediate Superior. This must be clearly
communicated to all staff.

95

SYARIKAT ABC. SDN. BHD.


PENILAIAN PRESTASI KAKITANGAN (BUKAN EKSEKUTIF)
PANDUAN UNTUK PEGAWAI-PEGAWAI PELAPUR
1. Borang penilaian prestasi ini hendaklah digunakan bagi urusan pengesahan jawatan,
kenaikan pangkat, kenaikan gaji tahunan dan sebagainya.
2. Bagi tujuan kenaikan pangkat, Pengurus Jabatan hendaklah memberikan perakuan
secara bertulis sama ada kakitangan tersebut disokong untuk dinaikkan pangkat atau
tidak.
3. Bagi urusan kenaikan gaji tahunan, Penilai II hendaklah membuat perakuan faktor
kenaikan yang diperakukan.
4. Bagi apa-apa urusan pun, jika terdapat perbezaan markah yang melebihi 20% di
antara Penilai I dan Penilai II; Penilai III adalah dikehendaki untuk memberi kata
putus akan jumlah markah yang diberi kepada kakitangan tersebut
5. Kakitangan-kakitangan yang telah diberi amaran bertulis di dalam jangkamasa
penilaian tersebut, tidak boleh dipertimbangkan untuk kenaikan pangkat di dalam
jangkamasa yang sama.
6. Kakitangan yang belum disahkan dalam jawatan tidak boleh dipertimbangkan untuk
kenaikan pangkat.
7. Markah dan faktor kenaikan gaji tahunan adalah seperti berikut:
Sehingga 70%

1.0 tangga kenaikan gaji

71% - 76%

1.1 tangga kenaikan gaji

77% - 82%

1.2 tangga kenaikan gaji

83% - 88%

1.3 tangga kenaikan gaji

89% - 94%

1.4 tangga kenaikan gaji

95% - 100%

1.5 tangga kenaikan gaji

96

Nama

No. Staf :

Seksyen :

Jabatan

BORANG PENILAIAN KENAIKAN GAJI TAHUNAN

A.

MAKLUMAT PERIBADI

Nama

No. Staf

Jawatan

Gred

Gaji

Tanggagaji:
Seksyen

Jabatan

Tarikh mula bertugas di Syarikat ABC Sdn. Bhd.:


Jangkamasa penilaian dibuat

Tarikh kenaikan gaji yang terakhir

Jumlah kehadiran di dalam masa penilaian

Tindakan tatatertib dalam jangkamasa penilaian :


Kenaikan sebelum kenaikan gred / pangkat

Tarikh naik gred terakhir

Tarikh naik pangkat terakhir

Kenaikan (point) terakhir

Jumlah bulan yang diambil kira

97

B.

PENILAIAN
Kriteria

Penilai Penilai
I
II

Kriteria

i)
Kemahiran kerja
(0 -35 markah)

vi) Daya usaha


( 0 10
markah)

ii)

Pencapaian
kerja
(0 10 markah)

vii) Kegiatan
Luar
(05
markah)

iii)

Menjalankan
kerja tanpa
pengawasan
(0 5 markah)

viii)
Tanggungjawab
(0 10
markah)

iv)
Kerjasama
(0 15 markah)

ix) Kepimpinan
(05
markah)

v)
Kedatangan
(0 5 markah

JUMLAH

Penilai Penilai
I
II

CATITAN

Disemak oleh

Tarikh:

Disahkan oleh

Tarikh:

98

SYARIKAT ABC. SDN. BHD.


PART 1
EXECUTIVE STAFF APPRAISAL FORM
(for the period 1/1/

through 31/12

This section should be sent to the employee at least a week before the schedule appraisal
interview.
The employee must complete this section carefully as this will constitute a significant aspect of
the appraisal discussion. After evaluation of Part II, the appraiser will mutually agree with the
employee on the tasks / objectives for the next review period.
NAME OF EMPLOYEE

STAFF NO.

POSITION

DEPARTMENT

SECTION

DATE EMPLOYED

PART 1:
Main

tasks

duties

JOB PARTICULARS (To be completed by employee)


and

responsibilities Indicate

the

accomplishment

progress

performed during the period under review achieved in the performance of each task, duty
( Define these under major headings, use or responsibility.
another sheet of paper if necessary)

99

MAIN TASK, DUTIES TO BE ESTIMATED TIMING FOR ASSISTANCE REQUIRED


PERFORMED
FOR
THE ACCOMPLISHMENT
OF
NEXT REVIEW PERIOD
EACH TASK DAN DUTIES

PERSONAL
GOALS
(CAREER
RELATED)
IDENTIFY THESE AS A STEP
FUNCTION OVER NEXT 5
YEARS.
Year

Year

Year

Year

Year

ASSISTANCE REQUIRED

REMARKS

100

PART II
This section must be completed by the immediate superior of the employee before scheduled
interview date, at which time, this will be reviewed with the employee, based on how the
employee has performed his / her job during the entire period under review. The appraiser
must measure the performance in terms of the key tasks mutually agreed upon during the last
performance appraisal.
OBJECTIVE - The extent ACCOMPLISHMENT
CONSIDER

- Proficiency, Professionalism and Decision Making.

AGREED UPON

RATING (*)

KEY TASKS

REASONS WHY TASKS


NOT MET

Total

(1) Devided by. no. of


tasks

Points

(2) Multiply (1) by 5 **

(*) Rating
(4) Excellent
(3) Good
(2) Average
(1) Poor
(**) Factor of 5 is used because total points for tasks is 20.
101

JOB KNOWLEDGE
a. Inadequate knowledge of present job.
b. Knowledge adequate for present job but not informed on related
work.
c. Satisfactory knowledge of present job and can effect
good co-ordination with other jobs.
d. Good knowledge of job and essential factors of related jobs.
e. Outstanding knowledge on all phases of his/her own work and
related work.
ABILITY TO PLAN AND ORGANISE
(As measured by control over operation)
a.
b.
c.
d.
e.

Poor planning / organizing.


Needs assistance in planning.
Unable to handle unusual situations.
Plans & organize well & meets emergencies promptly.
Outstanding competent in organizing & directing complicated
procedures and operations.

JUDGEMENT / DECISION-MAKING
(in the resolution of problems encountered)
a.
b.
c.
d.
e

Poor judgement and decision making.


Non-committal. Decision are of doubtful value.
Judgement and decision-making is satisfactory.
Exercise good judgement and make sound decision.
Outstanding judgement and decisions are prompt and accurate.
LEADERSHIP
(to comprehend delegation skills)

a. Ineffective a directing & motivating employees.


b. Secures good co-operation but does little to motivate
subordinates.
c. Satisfactory leader who makes an effort to understand and
motivate subordinates.
d. Good leader who is active in motivating subordinates.
e. Excellent leader who stimulate enthusiasm & obtains
outstanding motivation of subordinates.

Points (10)
Available
Earned
0-2
3-4
5
6-8
9-10
Points (10)
Available

Earned

0-2
3-4
5
6-8
9-10

Points (10)
Available
Earned
0-2
3-4
5
6-8
9-10
Points (10)
Available
Earned
0-2
3-4
5
6-8
9-10

102

HUMAN RELATION
* Poor does not bother and/or makes no attempt to improve
interaction skills.
* Marginal good relationship with some staff categories and
poor with others.
* Satisfactory gets along as directed.
* Good does a good job of enhancing his/her as will as
companys image.
* Excellent does an excellent job of interacting with all personnel
involved & motivates others to improve their relationship.
STAFF DEVELOPMENT
* Does not attempt to train/develop his staff
( individual contributor without staff)
* Has the ability to teach and train but only does so when
instructed.
* Does satisfactory job of OJT of new staff and makes some
attempt to develop the skill/knowledge of the staff.
* Good job of ensuring his staff are conversant with all facets
of their job and works with other Managers for development
needs.
* Excellent active involved in all phases of teaching and
training his staff.
ABILITY TO IMPROVE METHODS
*
*
*
*
*

Complacent not concerned about effecting change.


Make some effort to change if directed.
Improves methods when need if apparent.
Resourceful constantly improving ways of doing things.
Highly ingenious outstanding in improving work methods.
ATTITUDE CONSIDER

*
*
*
*
*

Sloppy poor personal presentation with negative attitude


Marginal improve attitude when directed.
Satisfactory presentable and does the job in an average way.
Good conveys a good positive image to all personnel.
Excellent positive and imparts enthusiasm in others.

Points (10)
Available
Earned
0-2
3-4
5
6-8
9-10

Points (10)
Available
Earned
0-2
3-4
5
6-8
9-10

Points (10)
Available
Earned
0-2
3-4
5
6-8
9-10
Points (10)
Available
Earned
0-2
3-4
5
6-8

103

OVERALL PERFORMANCE

CRITERIA

Points
Maximum

1. Objectives

20

2. Job Knowledge

10

3. Ability to plan and organize

10

4. Decision-making

10

5. Leadership

10

6. Human Relation

10

7. Staff Development

10

8. Ability to improve method

10

9. Attitude
Total

Earned

10
100

Performance
50 or below
51 - 65
66 - 80
81 - 90
91 - 100

Below Average
Average
Above Average
Good
Excellent

104

OVERALL COMMENTS / APPRAISAL

Signed by Employee :
Date

Signed by Appraiser :
Date

Approved by

Date

105

PART III
( to be completed by immediate boss of employee)
AFTER THE APPRAISAL INTERVIEW, THE IMMEDIATE BOSS OF THE
EMPLOYEE MUST COMPLETE THIS PART
EMPLOYEES STRENGTHS

EMPLOYEES WEAKNESS

Areas for improvement (PRESENT JOB)

Requirements ( specify type of


training/programs required)

Areas for improvement (FUTURE JOB)

(Specify the job and confirm whether


he/she will be promoted)
Consider not be promoted
Ready now
Consider to be promoted within
12 months
Consider to be promoted > 12
months

SUCCESSION PLAN
If this job incumbent were to leave or be promoted, who could replace him/her and
when
Name
Department
Designation
When

Prepared By

Date

Signature

106

COMPENSATION PROGRAMS
EFFECTIVE DATE:

PERFORMANCE APPRAISAL
- THE PROCESS
REVISED DATE:

The Company relies on performance of its employees for its success and accordingly, it
lays great stress on the correct conduct of the performance appraisal system.
Each manager or immediate superior of an employee must prepare a periodic
performance appraisal, in accordance with the companys schedule, for each employee
under his direction to:
1.

Maintain or improve each employees job satisfaction and morale by


letting him know that he is interested in his job progress and personal
development.

2.

Serve as a basis for promotions and transfers when the abilities of


employee are objectively assessed.

3.

Provide an opportunity for each employee to discuss job problems and


interests with his superior.

4.

Go through the job factors in the Performance Appraisal Form and show
him how he is rated.

5.

Summarize the employees strong and weak points and develop plans for
improvement.

LEVEL OF PERFORMANCE
The following guidelines will be used to measure the levels of performance for each
specific factor:
1.

Marginal
Performance meets minimum acceptable standards in most instances but is
unsatisfactory in some cases; improvement is necessary. Assignments are
occasionally submitted late and/or incomplete. Detailed direction and frequent
progress checks are usually required. The employee is of questionable ability
to meet job requirements.

107

2.

Average
Performance of most duties is adequate, and meets job standards in an
acceptance manner. Some improvement may be necessary. Occasionally, may
fail to complete assignments on time. Requires direction and review of major
job assignments and may hesitate to undertake work outside his defined area
or responsibility. He understands most duties and overall objectives of the job
and is making acceptable contributions within limited areas.

3.

Exceed Requirements
Performs all duties and responsibilities in a thoroughly comprehensive
manner. Efficiently, uses time, manpower and funds in carrying our
assignments. Highly knowledgeable and is sought out for advice and
assistance. Consistently makes significant contributions to the overall
effectiveness of the department.

4.

Outstanding
All duties and responsibilities are conducted in a thoughtful and judicious
manner with little or no need for direction, resulting in outstanding
contribution on a continuing basis. Typically accurate, timely, decisive, and
comprehensive in carrying out assignments and/or making recommendations.
Recognized as an expert in his profession and frequently sought out for
advise, counsel and direction. Aggressively seeks to expand his scope of
activity and assume additional responsibility.

FACTORS TO BE APPRAISED:
There are specific review factors against which to evaluate the employee and these vary
according to the type of job category he is in.
Overall Appraisal of Performance The immediate superior must indicate the general
overall performance of the employee.
General Review of Current Performance and Potential for Advancement: The following
are presented as a guide even though the Appraisal Forms do not specifically state this.

108

a.

Employees Strong Points: Every employee has strong points that qualify him
for his current position (i.e intelligence, good attitude, enthusiasm, excellent job
knowledge, etc.).

b.

Employees Weak Points:


Every employee has weak points which may keep
him from growing within his job or from being promoted ( i.e lacks job
knowledge, doesnt delegate, afraid to discipline employees, constantly late for
work, excessive absenteeism, etc).

c.

Recommendation for Improvement: The immediate superior sets mutual goals


for the employee to reach before the next performance appraisal. The
recommendations should specifically state methods to correct weakness or
prepare the employee for a future promotion.

d.

Employee Potential: The immediate superior should indicate areas in which an


employee is seen to be ready for further responsibility. Can the employee handle
larger work loads? Can the employee handle duties in some supervisory
positions? Does he possess skills that would make him promoted? Does he show
eagerness for more responsibility?

e.

Future Consideration: The supervisor is to indicate whether or not more time on


the present job is needed to correct weakness or improve performance. Some
employees are ready promotion when a higher level of position is available. He
should indicate what type of position the employee is ready to assume; and after
reasonable probation, can handle.

f.

Acquired Skills Not Being Utilized on Present Job: He should indicate any skills
that the employee is not using on his present job (i.e typing, shorthand, computer
programming, leadership ability, accounting, etc.).

g.

Employee Reaction to Review:


The superior should indicate what the
employees reaction was to the appraisal. Indication would be whether the
employee accepted constructive criticism, had a favorable or negative response,
etc.

h.

Employees Comments:
He should write what the employee thought of the
appraisal (i.e was it objective? Did he agree with what was said? What did he
disagree with, etc).

PITFALLS IN MAKING PERFORMACE APPRAISAL:


1.

Halo Effect: this is a tendency to appraise an employee as good or inferior and


to color judgments about specific qualities of the employee by your general
opinion based upon some recent performance and/or your own likes and dislikes.

109

2.

The tendency to rate all employees in a group as superior, outstanding, very good,
good our unsatisfactory.

3.

The immediate superior should remember that the best employees have
weaknesses and can be remedied, and even the poorest employees have some
strong points.

4.

No department has monopoly on superior or unsatisfactory personnel. Generally,


some employees in each department, will warrant superior rating, some
outstanding, some very good, some good, some unsatisfactory. The following
guidelines represent a normal distribution of all appraised employees in a
department:
Outstanding
Exceeds Requirements
Satisfactory
Marginal

5
35
40
5

10%
40%
40%
10%

:
:
:
:

(1.5 points)
( 1.4 - 1.3 points)
(1.2 - 1.1 points)
( 1.0 points)

( the total population should add to 100%. Whilst difficult to monitor this on a
department basis, it is recommended that such control be exercised through
departmental levels and exceptions from the agreed percentages be reviewed with
the HRM Department and the distribution agreed upon).
GENERAL
IMPORTANCE
The most important part of the Performance Appraisal Program is the discussion of the
Performance Review Form with the employee. If the discussion is conducted well, it
should:
a.Build a better understanding between the employee and his superior.
b.

Clarify the mutual objectives of the employee, the immediate superior and
the company.

c.Give the employee a feeling of satisfaction about the phase of his work which
has been effective and an understanding of how his performance can be
further improved.
POINTS TO REMEMBER

110

All Manager must remember that the discussion is about the employees performance that
must improve, not necessarily the employee himself.

HOW TO DISCUSS THE APPRAISAL WITH THE EMPLOYEE


a.

Plan the interview; decide on a time and place. Get all the facts. Plan the
approach to suit the individuals so that you have an effective discussion.

b.

Put the employee at ease. Talk first about his outside interests or about the
general idea of the performance interview so that the employee feels at
ease.

c.

Explain the purpose. Each time be certain to point out one or two ways in
which it benefits him e.g merit increases are tied to this as are promotional
decisions.

EALIER PERFORMANCE APPRAISAL FORM


Copies or earlier Appraisal Form should not be distributed to Department Manager until
after they have finished the current Appraisals. This will prevent the superior from using
the last Appraisal as a guide which often creates a halo effect. However, for promotions
or other purposes, such as disciplinary action, it is obviously necessary to release the
employees file to the Department Manager to enable him to determine whether he is
hiring/promoting the right employee for the job vacancy.

111

BENEFITS

112

BENEFITS

POLICY

EFFECTIVE DATE:

REVISED DATE:

In addition to the employees basic salary, is our Company Policy to pay its employees
benefits that are competitive in the in industry and which fulfill the objective of
providing employees adequate safety and security in their workplace, as well as prepare
for eventual retirement. In no event, will employees be paid any benefits which are less
favorable than that provided by law.
The company will continue to review the benefits package from time to time and will
effect changes when considered necessary for executive under Companys Scheme of
Service and non-executive employees not covered by the Scope of the Collective
Agreement.
For employees covered by the Scope of the Collective Agreement, the benefits, together
with the compensation package, will be reviewed with the Union during the process of
Collective Bargaining for negotiating a Collective Agreement.

113

114