Management Skill in water supply. Modules of Management Skill Training that SAJ has gone through and the benefits it has bring about.

Transcription

1 Management Skill in water supply Modules of Management Skill Training that SAJ has gone through and the benefits it has bring about.

2 Introduction SAJ Holdings Sdn Bhd (SAJ) is a premier water utility company responsible for the sourcing of raw water, treatment and distribution of potable water in the State of Johor. The company vision is to become a world-class water utility provider. The company mission is to continuously satisfy our customers and stakeholders by optimizing available resources and delivering quality services.

3 Introduction SAJ took over the responsibility of water supply from the Johor State Government under a Privatization Agreement signed in April In September 2009, inline with the restructuring of water industry in Malaysia, SAJ have migrated to a new licensing regime under the regulation of Suruhanjaya Perkhidmatan Air Negara (SPAN).

4 Introduction Under the licensing regime, SAJ is the licensed operator in Johor responsible to provide high standard of water quality and services, and maintain good practice in the area of financial operation and environmental matters to meet the agreed KPIs. To fulfill its responsibilities under the new regime, SAJ will continue to upgrade its human capital competencies through training and development.

5 Introduction Since 2003, all technicians, executives, assistant managers and above had undergone a systematic development program (SAJ Development Program). In 2006, under the Succession Planning Program, SAJ introduced SAJ Leaders Development Program to groom and prepare candidates to be potential successor of key positions in the company.

6 Introduction In 2008, SAJ embarked on the strategic training and development program for executives, supervisory and support staff using the Human Capital Development Model. In 2012, SAJ roll out The Accelerated Culture Transformation (ACT) Program to integrate company s initiatives into individual staff work practices, beliefs and personal values.

7 Strategic Alignment SAJ practice strong internal performance measures using the Balanced Scorecard approach. Our training and development programs are linked to the company's business strategic objectives through the Learning and Growth Perspective of the company s Balanced Scorecards. Training and development efforts are aligned with the Company Balanced Scorecard, and are clearly define in the company training and development policies to develop right staff with the right competency at the right time.

8 SAJ Balanced Scorecard FINANCIAL F1: Ensure Maximum Profitability F2: Ensuring Efficient Cash Flow F3: Pay Equitable Dividend CUSTOMER C1: Ensure Customer Satisfaction C2: Managing Relationships With Regulators & Stakeholders C3: Enhance Key Customer Communications & Relations INTERNAL BUSINESS PROCESS P1: Reduce NRW P2: Manage Assets & Capital Projects P3: Implement Best Practices In Quality, Safety & Health, Environment Management P4: Increase Operational Efficiency LEARNING & GROWTH L1: Enhance Staff Competency L2: Inculcate Knowledge Management Culture L3: Enhance Succession Planning Program L4: Culture Transformation

9 SAJ s Training & Development Practices SAJ s training and development strategies are aimed at knowledge retention and transfer to the workplace thus enabling staff to be more effective while acquiring more skills and positive attitudes. In achieving this and providing the most effective learning and development programs, SAJ incorporates the following training best practices; Training Needs Analysis Module Design Training & Development Implementation Training Evaluation

10 SAJ s Training & Development Practices Training Needs Analysis Training Evaluation TRAINING CYCLE Module Design Training & Development Implementation

11 Training Needs Analysis Every three (3) years through the Competency Study hosted by the Human Resources Department. A committee, consist of Head of Departments (HODs), departments subject matter experts (SME) with Human Resources Personnel as the Secretariat. Responsible to review, collect information and provide feedback to identify specific knowledge, skills and attitudes. Require for the organization, positions and persons to perform current and future task.

12 Training Needs Analysis SAJ Competency Study Committee Chairperson Head of Human Resources Secretariat Human Capital, Planning & Development Section Subject Matter Expert Production & Distribution Quality Management Planning & Development Customer Services Finance Support Network Production NRW Control Water Quality Quality Assurance Safety, Health & Environmental Projects Project Planning Administration & Transport Legal Internal Audit Water Academy Human Resources Contract & Procurement Information Technology Corporate Communications

13 Training Needs Analysis SAJ Competency Concepts Knowledge Education & Experience (what I know) Skill Ability to perform the duty (what I can do) Attitude Personality traits &values (who I am)

14 Competency Study Framework PAGE Position/Job Position, Job Activities, Task Competency Dictionary RCL Position Competency Profile (Assessment) P Performance (Evaluation) Person Job Holder CCL Employee Competency Profile (Gap) (Competency Gap) Program Overall Competency Profile PCL

15 Competency Dictionary A catalogue of all core, behavioral and functional competencies identified by the HODs and SMEs Competency-Based Position Matrix establish to determine Required Competency Level (RCL) for each position respectively. Current Competency Level (CCL) of the job holder will be assessed using Competency Assessment Form to establish the competency gap (GAP). Formula: GAP = RCL - CCL

16 SAJ Competency Dictionary

17 Competency Dictionary Competency Level Expert Mastery Skill Knowledge Awareness able to do the job but not to standard and requires total supervision able to do the job but not consistently to standard and needs frequent supervision able to do the job to standard consistently with occasional supervision able to do the job to required standard consistently and independently able to do the job to required standard independently, able to coach others & implements long term improvements Page 17

18 SAJ Competency Framework Integrity Customer Oriented Teamwork Discipline Passion Learning CORE COMPETENCIES (organisation wide) Strategic Management Problem Solving & Decision Making Team Leadership Business Acumen Project Management Initiatives Communication Attention To Details Interpersonal Understanding BEHAVIOURAL COMPETENCIES (underlying characteristics) Production Customer Services Human Resources Network Project Planning Corporate Communication NRW Control Projects Legal Quality Assurance Finance Information Technology Water Quality Administration & Transport Contract & Procurement Safety, Health & Environmt Internal Audit Water Academy FUNCTIONAL COMPETENCIES (job specifics)

19 BENEFITS OF THE COMPETENCY DICTIONARY Strategic Human Capital Management: to ensure the organization is able to set guidelines for human capital programs and the competencies needed for future workforce. Integration of Business Processes: to map the business objectives and data to staff competencies. Employee Development: to define appropriate developmental activities that enhance the staffs capabilities. Deployment: to identify and deploy expertise within the organization's workforce. Employee Performance Evaluation: to assess employee s performance based on work assignments and responsibilities. Succession Planning / Talent Management: to provide the critical data on potential successors.

20 Module Design Using the information gathered through Competency Study, curriculum and modules for Training and Development are designed. Competency-Based Training Roadmap define to integrate company s initiatives into individual staff work practices and personal beliefs. This process also determines program types, content and objectives, delivery methodologies, selection of trainers, target participants as well as level of training effectiveness requirements.

21 Modules Design SAJ Human Capital Development Model has been developed to o enhance staff competencies to perform in their jobs and roles more efficiently and effectively o prepare staff for future task and responsibilities o prepare staff for career development and succession planning program. Along with the Human Capital Development Model, SAJ also design the Technical Training Modules to fulfill the current work requirements for various positions and individual staff.

22 Modules Design Competency-Based Training Roadmap CORE COMPETENCIES BEHAVIOURAL COMPETENCIES TECHNICAL COMPETENCIES Universal competencies and applicable to all positions. Direct / indirect link to company mission. Implementation of Accelerated Culture Transformation (ACT) Program. Characteristics that empower superior performance on the job. Implementation of Human Capital Development Model by Staff Category. Competencies that are directly related to the job and successful performance in the job Implementation of Technical Training identified modules which have been developed by Water Academy and SAJ s Technical Training Committee.

23 Modules Design SAJ Human Capital Development (HCD) Model Level Foundation Improvement Reinforcement Induction Program English Communication Program Leadership Program Confirmed Competency Program Character Building Training (Level 1-4) Team Reinforcement Program Strategic Management Program Service Excellent Program (Basic) Service Excellent Program (Advance) Career Advancement Competency-Based Training (Technical / Functional / Safety) New staff to complete in 3 years service New staff to complete after 3 years to 7 years service New staff to complete after 7 years service

24 Modules Design Competency Program Induction Program Character Building Training Service Excellent Program (Basic & Advanced) Module Title - Pre-Induction Program for New Staff - Induction Program for New Staff - Induction Program for New WTP Operators - Executive Basic Training - Mission Statement & Character Building - Self Controlling & Strategic Collaboration - Total Action - Quality Customer Services - Communication & Interpersonal Skills - Conflict Management & Problem Solving - Stress Management - Effective 5S Implementation - Seven Innovation Tools

25 Modules Design Competency Program English Communication Program Team Reinforcement Program Leadership Program Strategic Management Program Module Title - Foundation Program - Effective English Speaking - Advanced Speaking Skills - Test of Spoken English - Business Writing Skills - Technical Writing Skills - Team Building - Teamwork Reinforcement - Leadership & Supervisory Skills - Building Future Leaders - Mentoring, Coaching & Facilitating Skills - Seven QC Tools - Strategic Management Skills - Project Management

26 Modules Design Competency Program Technical Training Module Title - GIS As Tools & Application in Total Asset Management - Penilaian dan Pelupusan Rekod - Safe Handling of Chemicals - Water Quality Laboratory Safety - Drinking Water Analysis - Drinking Water Proficiency Testing - Quality Control for Pipes & Testing - Water Crisis Management - Strategi Pengurusan Sistem Rekod & Kualiti Loji Rawatan Air - Document Control Person - Oracle Finance System - Advanced Microsoft Excel - NRW Management - Instrumentation for NRW Control - NRW Design Technique & Control

27 Modules Design Competency Program Technical Training Module Title - SPAN & WSIA - Air Scouring, Pipe & Reservoir - Fault Findings in Water Supply System - Installation of Water Supply System - Customer Service Introduction - Pengurusan Pejabat - Operation & Maintenance of WTP and BPH Equipment - Design of Mechanical System for WTP & BPH - Design of Electrical System for WTP & BPH

28 Modules Design Target Groups Category Current Positions Leaders / Managerial Executive - Manager - Assistant Managers - Senior Executive - Executive Supervisory - Chargeman - Senior Technician, Technician, Instrumentation Technician - Billing Supervisor, other supervisory positions Technical Staff Non-Technical Staff - Artisan M&E, Field Clerk, Assistant Technician, Artisan, Field Analyst, Lab Assistant, Water Sampler, Plant Operator, Pump Operator, Billing Assistant, Field Assistant - Admin Assistant, Clerk, Customer Service Officer, Account Assistant, Audit Assistant, Inventory Assistant, Operation Center Staff, System Assistant (Data Entry), Receptionist General Staff - Crew, Driver, General Worker

29 Training & Development Implementation As one of leading organization in Water Utility Industry, SAJ utilize multiple implementation methods to ensure that staff acquire the right competency at the right time, in the right way, and at the right investment. Classroom lecture and role plays, on-the-job application, e-learning, use of technology support tools, coaching and mentoring by superior are selected as the implementation methods to match specific learning styles, business issues, budgets, and values.

30 Training & Development Implementation With the advantage of ever ready facilities at SAJ Training Centre in Sungai Layang, Masai, Pasir Gudang, we are able to implement most training and development programs at our own convenience and schedule.

31 TRAINING & DEVELOPMENT IMPLEMENTATION Training & Development Implementation Summary Years FY2008 FY2009 FY2010 FY2011 Total Programs Total Staff Trained 4,401 6,274 7,024 7,626 Total Training Days 7,776 11,389 10,990 11,250 Average Training Day Note: 1) Competency Assessment has been conducted in ) The new HCD Model for will be initiated in March 2012.

32 SAJ Training Centre

33 SAJ Training Centre

34 SAJ Training Centre

35 Training Evaluation At SAJ, evaluating the training and development programs means continuously assessing its progress and effectiveness. It helps to determine to what extent we have achieved the training objectives. The evaluation also gives insights for any need to review, adjust, or revise goals, schedules, and procedures. By doing so, we can improve the future planning and implementation. Results are then shared with top management to update them on how managers can support their staff to maximize and sustain behavior changes that impact business results.

36 Training Evaluation The Four Level Evaluation Level of Impact Reaction Learning Definition Find out how participants reacted to the training. To measure participants learning during and after the training. Method Reaction Evaluation Form SAJH/SM-L 02 Pre and Post Training Test or On-Job-Training Evaluation Form SAJH/SM-L 04 Behavior Follow-up with participants and their superiors after three to six months; find out if they have really changed the way they do things as a result of the training. Action Plan & Training Effectiveness On Behavioral Change SAJH/SM-L 03 Results Evidence that the training has caused an improvement in the organisation's result. Employees Satisfaction Index Survey

37 BENEFITS OF THE HUMAN CAPITAL DEVELOPMENT MODEL Increase Staff Competencies: to ensure the employees are able to perform the job / task with appropriate knowledge, skills and attitude. Employee Satisfaction Index (ESI): shows significant increase in various dimensions (values) e.g. teamwork and customer orientation. Key Performance Indicator (KPI): shows improvement in collection efficiency and water quality compliance. Reduce Non-Revenue Water (NRW): NRW Awareness Program is one of the key factors to reduce NRW Level from 34.3% (2003) to 29.2% (2011).

38 RM (million) TOTAL TRAINING COST FINANCIAL YEAR 2008 FEBRUARY Budgeted Actual

39 TRAINING COST PERCENTAGE* FINANCIAL YEAR % * Percentage is Total Training Costs over Total Operating Expenditure.

40 EMPLOYEE SATISFACTION INDEX Satisfaction level (%) Performance Evaluation Mission & Objective Business Orientation Teamwork Workskill & Structure Customer Orientation

41 KEY PERFORMANCE INDICATOR (KPI) IMPROVEMENT % Collection Efficiency Water Quality Compliance Non Revenue Water

42 Conclusions In SAJ, training and development initiatives are linked to the company strategic plan by targeting development of competencies needed for present success and future challenges. Training and Development Best Practices applied in SAJ take into consideration company s current mission, vision, values and meaning. Powerpoint Templates Page 42

43 Conclusions As SAJ look forward to develop potential successors for key positions, we carefully consider each training and development initiatives prior to any implementation to ensure that it will meet the requirement of company succession planning programs. We believe in developing leaders from inside will transform SAJ from GOOD to GREAT Company. Powerpoint Templates Page 43

44