Mini study regarding 3 organization that been choose for HRD. 1- Celestica Electronics (M) Sdn. Bhd 2 - TWI Training & Certification (S.E Asia) Sdn. Bhd 3- Ramunia Holding Berhad

1. FARAH FADZLIA JALALUDIN MH101098
MATAHATI MAHBOL MH101097
NURUL HIDAYAH SALLEH MH101095
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2. INTRODUCTION
Even though it has Human Resource (HR) department
but the focus of the work scope has been mixing between
both scope of Human Resource Development (HRD) and
Human Resource Management (HRM) within organization.
Subject of mini study:
Celestica Electronics (M) Sdn. Bhd (Manufacturing firm)
TWI Training & Certification (S.E. Asia) Sdn. Bhd (Training Provider)
Ramunia Holdings Berhad (Oil & Gas)
Studying the HRD in the organization. is for making understanding
towards the HRD on the organization, and we need to know the
flow and activities of that organization.

3. MALAYSIAN SCOPE IN HUMAN
RESOURCE DEVELOPMENT
American Society for
Training and Development
by a task team headed by
Patricia Mclagan in 1990

4. MALAYSIAN SCOPE IN HUMAN
RESOURCE DEVELOPMENT
HRD and Small Medium
Enterprise (SME) HRD & Large Scale Industry (LSI)

5. MALAYSIAN SCOPE IN HUMAN
RESOURCE DEVELOPMENT
Supported from:
Ministry of Education
Ministry of Under seven (7)
Controlled by Ministry of Entrepreneurship thrusts, NVP emphasize
Human Resources Ministry of Youth and two (2) of it related to HRD
Sports
Ministry of Higher
Education
Empowered to impose and
Human Resources Act
collect human resources
(1992)
from employers to
Support the Government’s
promote employees
plan and policies for HRD
training and development

6. Ramunia Holdings Berhad
Celestica Electronics
(M) Sdn. Bhd
TWI Training & Certification
(S.E. Asia) Sdn. Bhd

7. B
A
Provides its
customers with Provides services to
C
printed circuit customers in the
Located in the
assembly enterprise, telecom K
Tampoi Industrial
(PCA), box munications, consu
Estate
build, repair mer and industrial G
services, systems sectors
assembly and test R
O
Celestica integrated U
global supply chain is
Celestica help their N
adaptive and
customers stay ahead
responsive to
continuous
in a dynamic world D
and adapt to changes
change, tailored to
quickly.
meet their customers’
unique requirements

8. A
C
T
I
• Combine strengths and diversity to drive success for the customers
and for themselves. V
• Encourage and reward the contributions of everyone on the team.
Teamwork • Communications with each other need to be clear, timely, honest and
accurate.
I
• Performance culture allows them to anticipate their customers’
requirements with speed, agility and flexibility and their business
E
partners are recognized as an extension of their own team.
S
O
• They are committed to providing their employees a rewarding
environment of trust, personal growth and work-life balance.
F
Trust & • Attract, retain and develop the highest caliber talent in the industry.
• Capable to treat each other with dignity and fairness and trust each
Commitment other and are accountable for their results.
• Respect and care for each other as individuals with personal lives.
H
• Act ethically, with integrity and social and environmental responsibility R
D

9. A
C
T
I
• Encourage creativity and embrace the dynamic of change.
• Generate innovative solutions to thrive in a changing
V
business environment. I
Creativity • Take initiative and strive for simplicity.
• Create, adapt and continuously enhance tools and E
processes to enable their customers’ success without
sacrificing quality. S
O
F
• Take informed risks and challenge boundaries to achieve
Courage breakthrough results.
• Confident, decisive and act with the courage of their
convictions. H
R
D

10. A
R
T
I
Manufacturing sector in India HRD mechanism
------------------
*************
C
* Training L
* Performance appraisal and E
feedback
* Potential appraisal and C
career planning
O
* Rewards and also employee
welfare M
P
welfares
- Implemented around HRD mechanism - Consists of the - Have rated as a good
Training
Performance & Feedback
Potential & career
Rewards & Employee
62% frameworks and average
* Training
plans, goals, standards
A
- It have the units * Performance and competence
were sponsored the appraisal and requirements
R
training and took feedback, potential
seriously and tried to appraisal and career - It take fewer efforts I
learn from the planning, rewards and to find out their
program that they also employee welfare strength and weakness S
attended.
O
N

11. B
A
C
K
G
R
O
U
N
D

12. A
C
T
I
Technology It build through V
reputation
creativity, dedication I
&
innovation and continued learning
E
Aim to improve the S
UK's innovation
performance by Knowledge Members Ensure to go
increasing the Transfer HRD help in and through O
Networks customer
breadth and depth of (KTN) productivity focus
professional
knowledge exchange excellence, int F
between companies egrity and
independence
H
Gain through
motivation, teamwork, r Ambition R
& flexibility
espect and discipline
D

13. A
R
T
I
C
L
Multi Bintang Indonesia (MBI) E
C
MBI has adapt the Total O
Mission: To reach the first rank of BOEM (Brewery Operational Productivity Management
Excellent Model) in Asia Pacific. (TPM)
M
P
Objective:
Strategy: Steps in TPM
A
Involved in Skill Training Center R
To improve the technician’s
Development consists of
- Planned maintenance
knowledge, skills, and
concentration in relation to the
identification of equipment on the - Autonomous maintenance I
brewery
maintenance. The prepare teaching
process, specification, type, capacit
- Focus improvement,
materials and multimedia, prepare
y, load, process of - Progressive quality
S
teaching aids, also provision of
work, installation of O
“Training Modules”, “Supporting - Education and training
electrical, identification of
Means” and “Professional Training
equipment problem and equip - Safety, health and environment N
Instructor”.
stocking strategy

14. B
A
C
Parent company of Ramunia K
Fabricators Sdn Bhd ("RFSB") G
R
O
U
Awarded its first fabrication
Main operating company N
contract by Petronas
for the Group was
Carigali for Kinarut KINDP-A D
incorporated on 17 January
Platform and EWAC Module
2001
in the year 2002

15. A
C
T
I
V
I
E
S
Endeavour to pursue an Provide forum to
objective of no harm to Protect and preserve employees, customers
Implement safe and Promote safety & health Provide necessary
people or damage to the surrounding and contractors to
healthy systems of work awareness training to employees
plant, equipment and environment actively participate in all
property HSE programs
O
F
H
R
D

16. A
R
Stewardship T
Core competencies I
C
-Need to define the
Developed Cambodian role, mission and their L
National Petroleum focus on its competencies -CNPA need to guide E
Authority (CNPA) -- only focus towards the by principles of
most critical parts and stewardship which
important aspects of its natural resource C
mission wealth, CNPA’s O
decision &
regulatory action M
Human Resource
Development -- Wisely using P
Development of CNPA consider stewardship it will A
principles of focus on its core - Need the highly competent playing a critical and
competencies, invest in human professional in almost all vital role in
R
resources and see itself as a aspects. Cambodia's long- I
steward of Cambodian -lack of human resources term economic S
resources for development presents constraints to the development
development of CNPA as well as O
the industry N

17. ANALYSIS
Malaysia
Sector
• India • Every sector has aspect
• Indonesia the different HRD
• Cambodia applied in the
• Manufacturing organization • Human Resource
• Training Provider Act (1995)
developed for HRD
• Oil & Gas
• Been developed
since Malaysia
achieve
independent
country from British
To achieve
Comparison what they
Country want in the
end of result

18. CONCLUSION
3 Malaysia able
organization organizing
been choose and
in these mini managing HR
study department
Able to in more
understand the efficient ways
concept of HRD
occurred within
those
organization