BBDH4103 HUMAN RESOURCE DEVELOPMENT

FACULTY OF BUSINESS AND MANAGEMENT

BBDH4103

HUMAN RESOURCE DEVELOPMENT

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SEMESTER : MAY2015

COURSE : BACHELOR OF BUSINESS ADMINISTRATION WITH HONOURS (BBA)

NAME :
MATRICULATION NO :
IDENTITY CARD NO. :
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E-MAIL :
LEARNING CENTRE :

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CONTENTS PAGE

Description of the selected organization 3-4

Explanation on trainer selection criteria 5-6

Explanation on the Proposed Orientation Training plan 7-9

Explanation on the Proposed Orientation Training materials 10

Proposed expenditures costs and room setting 11

Conclusion 12

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Description of the selected organization

First of all, AirAsia was founded in 1993 by Malaysian government as a second airliner
to the major national air company MAS (Malaysian Airlines) and AirAsia started operating after
three years on 18th November 1996.During the following 5 years, AirAsia failed every year to
bring profit, as a result; AirAsia had a great debt of about USD $ 37 million in 2001. However,
this time is the time when the real story of the largest low-cost airlines began. In 2001, Dato' Sri
Dr Tony Fernandes with partners Dato' Pahamin Rejab (former chairman of Air Asia), Dato'
Kamarudin Meranun, and Dato' Aziz Bakar purchased the AirAsia from Malaysian owner
HICOM Holdings Berhad (now known as DRB-HICOM Berhad), for a symbolic price RM1
(USD 0.25 cents), and agreed to close the debts of the company.

They started with an innovative goal to make air travel cheaper and more affordable to
people that "Now Everyone Can Fly". AirAsia was re-branded and re-launched and started new
life with two Boeing B737 planes, approximately 250 staffs and had only five destinations to
Kota Bahru, Kota Kinabalu, Kuching, Labuan, Langkawi and Penang. According to AirAsia
website, today after 10 years Air Asia has around 100 air planes and flies to more than 60
destinations from 23 countries. Additionally, Air Asia operates more than 3,500 flights a week
and has around 8,000 staffs. In 2009 AirAsia ferried more than 22 million passengers and
AirAsia is ASEAN (Association of South Asia Nations) carrier.

Organization Vision and Mission

Nowadays every organization has mission and vision statements, which show what organization
is - (mission) and a view of what organization wants to be - (vision). (Harrison and John, 2009)
In addition, the mission statement of the organization must be broad because it is an umbrella
which encompasses organization's programs and services.

AirAsia's Vision:

Continue to be the lowest cost airline in every market we serve.

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AirAsia's Mission:

 To be the best company to work for whereby employees are treated as part of a big
family
 Create a globally recognized ASEAN brand
 To attain the lowest cost so that everyone can fly with AirAsia
 Maintain the highest quality product, embracing technology to reduce cost and enhance
service level (AirAsia website)

An example of employee orientation training critical to the success of any new employee
is positional training. This is the portion of new employee training handled by the individual
departments, designed to familiarize the new employee with her job duties so that she can get up
to speed quickly. Each department should have its own employee orientation training that helps
hires become familiar with their jobs and how the department is structured.

An example of an effective task during employee orientation is to introduce departmental

managers and company executives. Employees rely on the managerial and executive staffs to
provide career guidance and be a resource for corporate advancement. By introducing the hires
to managers and executives right away, the new staff members feel as though the company is
offering important career resources in the very first day of work.

According to AirAsia website, today after 10 years Air Asia has around 100 air planes
and flies to more than 60 destinations from 23 countries. Additionally, Air Asia operates more
than 3,500 flights a week and has around 8,000 staffs. In 2009 AirAsia ferried more than 22
million passengers and AirAsia is ASEAN (Association of South Asia Nations) carrier.

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Explanation on trainer selection criteria

Changes in technology, on-boarding of new hires, preparing workers to deal with

significant organizational changes, introduction of new processes, products, procedures or
markets…all of these will require new behaviors and accomplishments for your workforce. To
ensure that employees perform in desired ways, organizations generally turn to training as the
major means for successfully achieving this transformation. Organizations, faced with the
challenges listed above and lacking sufficient numbers of learning and development or
workplace learning and performance specialists, have little choice but to select in-house
personnel to become the trainers who will make it all happen.

Selection Criteria

Personal skills

 Managerial skills: good time-management, appropriate decision-making, anticipatory

acting and conflict-sensitive problem-solving.

 Communication skills: good written and oral communication skills, good networking
skills, ability to guide and motivate participants, active listener abilities;.

 Self-management: high commitment to work, verified ability to manage his/her own

duties between the attendance of training and related tasks, high resilience and resistance
to stress, intrinsic motivation and creative thinking.

Possesses a strong and empathetic understanding of the learner-trainees, including their

characteristics, their concerns and the obstacles they encounter in mastering what is being taught.
This translates into the trainer being “learner centered” as opposed to content-centered. The
focus is on the learners as they are, and not as some ideal should-be. The trainer is aware of what
it takes, intellectually and emotionally, to move from a current state of competency to a desired
end goal. This does not eliminate rigor or demand for high performance. These remain, but
within an atmosphere of support, encouragement and patience to foster success.

Has the ability to maintain order and control without creating a constrained atmosphere. An
excellent trainer conducts training in an atmosphere of openness and conversational dialogue

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with the learners. Nevertheless, at all times, the learners are aware that there is a schedule to
follow and that productive activity is the priority.

Certified/accredited

All certifications are not created equal. Some include practical experience; some are
simply based on book knowledge. Some require only two to three weeks of training, some more.
Wasit based on a certain philosophy or specialty of training or was it necessary to show skill wit
h avariety of techniques? Certifications should be viewed not as the ultimate stamp of approval,
but simply as one more piece of information to help your decision. Certification does prove that
the trainer is trying to do the right thing and gain knowledge. It is a particularly good resource
for new trainers and a way to confirm that they have put time into developing their craft. But
remember that many of the more experienced and competent trainers have opted not to go
through the certification process, so you could miss out on the right trainer for you if you base
your decision solely on whether trainer is certified.

Years of experience

The most common way to measure a trainer’s experience is by totaling the number of years
he/she has been active in orientation training program. Counting years is the easiest way to
communicate to the public that a trainer has been around for a while But there are many part-
time instructors out there, so there can be huge variations of actual practical experience in a
year.

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Explanation on the Proposed Orientation Training plan

Once a job candidate has been selected, he or she needs to be introduced to the job and
organization. This introduction is called orientation. The major objectives of orientation are to
reduce the initial anxiety all new employees feel as they begin a new job; to familiarize new
employees with the job the work unit, and the organization as a whole and facilitate the outsider
insider transition. Job orientation expands on the information the employee obtained during the
recruitment and selection stages. The new employee’s specific duties and responsibilities are
clarified as well as how his or her performance will be evaluated. Orientation is also the time to
rectify any unrealistic expectations new employees might hold about the job.

Air Planes don’t cause airline accidents by themselves, people are their controllers. Most
collisions, crashes and other airlines mishaps – nearly three quarters of them result from errors
by the pilot or air traffic controller, or maintenance. Weather and structural failures typically
account for the remaining accidents.

Orientation training schedule

Two Weeks Prior to First Day

 Ensure the new employee has a work space, desk, computer, telephone and all
appropriate materials and equipment to function adequately
 Submit “Request for Network Accounts and / or Computer Equipment” form to the
OCIO service desk
 Make appointment with Transportation and Works for ID card

Prior to First Day

 Maintain open communication with the new employee and provide contact
information
 Discuss what to expect during initial period of employment and any probation
requirements
 Advise employees in the department that the new employee is starting and what he /
she will be doing

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 Identify manuals, policies, procedures, and any other important materials for the first
day.

Within First Week

 Orient the new employee to the work environment

 Establish a foundation to develop effective working relationships
 Discuss vision, mission, goals and organizational structures
 Review job expectations and begin to provide feedback
 Review Occupational Health and Safety policies and procedures
 Review Probationary / Trial Period and set follow-up date

Lesson Plan

Building a skilled workforce is critical to the success of any business. To this end, the
Airasia Berhad offers several programs to assist businesses in training workers.

 The Workforce Training Fund Program allows companies to apply for funds to train their
existing employees. Training grants can be for a few employees using off-the-shelf,
existing training courses offered by public and private training vendors or programs
customized to meet the specific training needs of the company.

 The On-the-Job Training Program provides companies an opportunity to hire new

employees for a training period – usually up to six months – during which the program
will subsidize up to 50% of the employees’ wages.

 The Apprentice Training Program provides an individual with the opportunity to acquire
the skills, knowledge, and experience needed to succeed in one of 850 occupations. The
program provides employers with a chance to bring on talented, dedicated individuals
who are committed to gaining the skills and experience that will make them a valuable
asset to the company.

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Learning Methodology

Management development is a systematic process of growth and development by which

the managers develop their abilities to manage. It is concerned with not only improving the
performance of managers but also giving them opportunities for growth and development.

There are two methods through which managers can improve their knowledge and skills. One
is through formal training and other is through on the job experiences. On the job training is very
important since real learning takes place only when one practices what they have studied.

 Job rotation:
This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the trainee
understand the problems of other employees.
 Coaching:
Under this method, the trainee is placed under a particular supervisor who functions as a
coach in training and provides feedback to the trainee. Sometimes the trainee may not get
an opportunity to express his ideas.
 Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing the
jobs to the trainee and in case of mistakes, corrects the trainee.
 Committee assignments:
A group of trainees are asked to solve a given organizational problem by discussing the
problem. This helps to improve team work.
 Internship training:
Under this method, instructions through theoretical and practical aspects are provided to
the trainees. Usually, students from the engineering and commerce colleges receive this
type of training for a small stipend.

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Explanation on the Proposed Orientation Training materials

Self-Tests that Help Employees See How Self-Directed They Are

The first step in teaching self-direction is to help employees figure out where they stand
in relation to self-direction. You and they may both have a guess, but taking a self-test can point
to certain areas where they really need work, and other areas where they’re doing better than
either of you thought. Finding strengths and weaknesses can rule out some approaches and
support others so you avoid lots of trial and error. If, for example, they have trouble persevering
in the face of criticism, then they might benefit from less public learning. If they light up in
groups, then peer-to-peer training or brainstorming might be just for them.

Mentored Employee Orientation Program

Organizations often use a form of peer mentoring to orient new employees to their work
environment and tasks. Employees who have seniority are asked to oversee new hires for a
certain time period and are ultimately responsible for providing much of the training that will
take place at work. In addition, mentors provide ongoing support to newer employees during
times when a supervisor is handling other matters. The key with mentored employee orientation
programs is that the supervisor monitors the tasks to make sure things are handled consistently
and correctly so that new hires learn things the right way from the start.

Make information accessible

An employee handbook is often used in an orientation process. The handbook serves as a

ready reference to the material covered during the orientation period. The orientation of new
employees can provide a great refresher or learning opportunity for their colleagues, who can be
asked to present information or guide the newcomer.

Post policies and procedures in writing somewhere convenient. Verbal mentions during a
new employee orientation meeting can easily go unheard, especially on a new hire’s first day in
the office. Similarly, a stack of papers and reminders can easily get lost in the shuffle. An online
resource that is regularly updated, and always accessible, is the best practice when it comes to
information sharing.

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Proposed expenditures costs and room setting

The direct costs of training may include:

 the training provider's fee

 the cost of training materials, if they are not included in the course fee

 travel and accommodation costs for participants

 Training materials.

The indirect costs of training may include:

 participants' wages, including all on-costs (e.g. tax, superannuation and workers'
compensation)

 the cost of temporarily replacing staff, or the cost of productivity loss while they are
being trained

 the cost of management time spent setting up the required training

 Any administrative costs and utilities related to the training activity.

The cost of training will depend on the type of training you offer. Consider the benefits of
different training options, rather than just choosing the least expensive. For example, external
training is likely to be more expensive initially, but it may offer greater long-term rewards, such
as improved productivity and staff retention.

Cost Breakdown of New Hire Training Needs

To calculate the costs of training new hires, add up the costs of the obvious and hidden factors,
then add this total to the annual salary of the new hire.

Fortunately, there are ways to control the costs of training new hires. Recruiting only the most
skilled employees, retaining them for as long as possible and using performance reviews to
identify training needs early on are some of the best methods to consider.

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Conclusion

Many organizations, especially in government and academia, have created new employee
training that is designed, exclusively or primarily, to provide mandated safety
familiarization. Not surprisingly, all the reasons not to train new employees (except cost itself) ar
e actuallyreasons to do that training. If you have high turnover, training new employees will
make them more productive. They will feel better about themselves and the job. They will stick
around longer. Prior to the training process, determine the skill level of the new employee.
Through interviewing, observing the employee's skills and abilities, paying careful attention to
questions asked and not asked, and inquiring of previous employers and references, the employer
can develop a good idea of the skill level of the employee.

In addition to training, employers should offer development plans, which include a series
of steps that can help employees acquire skills to reach long‐term goals, such as a job promotion.
Training, on the other hand, is immediate and specific to a current job.

It’s a critical time period after the initial hiring process, where employers provide the
necessary on boarding experience and orientation tools that give the right first impression for the
employee, as well as help shape their future with an organization. The sooner new or
transitioning employees are up to speed and productive, the more agile, flexible, and stable your
organization becomes.

Developing and facilitating a new employee orientation takes time. Too often, busy
workplaces forego a proper orientation in the hopes that new recruits will ‘figure it out’ as they
get to work. But in fact, by taking the time to properly orient new hires, employers will increase
that employee’s chances of being successful. This could increase employee retention which
saves the organization time and money in recruitment in the long run.

Sometimes, training goals cannot be met through on‐the‐job training; the employer needs
to look to other resources. Off‐the‐job training can rely on outside consultants, local college
faculty, or in‐house personnel. The more popular off‐the‐job training methods are classroom
lectures, videos, and simulation exercises. Thanks to new technologies, employers can now
facilitate some training, such as tutorials, on the employees' own computers, reducing the overall
costs.

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