Expensive training courses take up lots of time, loss of productivity for the day, unsure what the boost of productivity is, and you’re not even confident said individuals will immediately look for greener pasture elsewhere in a larger company with better pay, a far cry from expecting loyalty out of them. So why engage in employee training? Why not simply select qualified candidates, and brace for a high turnover rate every two years or so? The Borneo Post has a great article on the role employee training has in Malaysia. In summary, the article states that while SME employs over 65% of Malaysia’s population, there still has not been significant improvements in the 23 years the HRDF has been around. All the fears of business owners and HR personnel come true as mentioned earlier, and that’s why organizations are so reluctant to send employees to training, intentionally keeping wages low. But see it from their perspective instead. As an employee, I want my skills and worth to be recognized. Being trained means that I am about to handle more responsibilities, and therefore should command higher wages, ultimately leading to recognition in order to gain what we all desire: a promotion.
Employees treated as treasured individuals, instead of a number
Survey courtesy of Kelly Services This study was done by Kelly Services, where they examined if people being treated as individual employees rather than a team. Malaysians are placed even higher than Singaporeans in their effort to grow, hungering for more responsibility and recognition, wresting strong control over their own careers. Loyalty once met a stable paycheck every month in the post-war world, but that has now changed towards being something employees can throw their full efforts into, and being rewarded in their eyes. It’s why we at ACTS Asia believe that it’s possible to learn the wrong things at the wrong place, at the wrong time. Studies have shown that if unused, the corporate training spent will be forgotten quickly. It’s not enough for employers and HR to approve sending employees to training, but rather have a plan in place to continuously improve and maintain those skills, for a promotion that aligns with the employee’s goals one day. Sending employees to train for fun, or simply because there is a budget to do so is irresponsible and will see diminishing returns on those kinds of training investments, even if they are HRDF claimable. Businesses need to work together with the employees picked/scheduled for training, in order to determine what their future goal is within the company, as well as what are their aspirations in life. As referenced earlier, employees want to be heard and recognized as individuals and will value this communication with loyalty if their needs for finances and growth are met.
So what to do?
Sounds great, so where can we start? Workable has a fantastic template that can be modified for your own business, to be implemented after the employee has come back from training. However, the conversation around potential promotion and thus training needs to be held in advance and requires consent from both sides before moving forward. Employers and employees both hate uncertainty, so it’s better to be clear from the onset rather than spring the training or promotion on anyone. Talk to us today, about setting up the right plan for your latest in house training program, and our consultants will advise you on the best time in conjunction with your shiny new Employee Promotion Form.
Educated in Southern Illinois University, Carbondale, IL completed B.S. with Major: Marketing, Minor: Economics and PhD. with Major: Economics, Minor: Finance and Concentration: International Trade and Finance, Econometrics, Economic Development Written Dissertation in Study of the International Integration of Financial Markets. Trainer has proven skill in the area of Finance, Management, Marketing and Operations. Unique ability to analyse financial data. Associate Professor in the Federation University Australia in Kuala Lumpur and in Malaysian University of Science and Technology in Kuala Lumpur. Dean of Student Affairs and Marketing in Malaysian University of Science and Technology in Kuala Lumpur. Lecturer and Researcher in Southern Illinois University (Econ. Dept.), Carbondale, IL President/Consultant and Vice President – Finance in Aqua Inc, Lumberton, NC and Custom Rotary Converting in San Jose, CA respectively. Regional Director for Asia and US in InterWorld Croup , Fremont, CA and Chief Financial Officer in Avanti Group, Carbondale, IL
SALIM KHAN
Educated at Cornell and Harvard University in the USA in health management, in the United Kingdom, the trainer has earned NVQ-4 in health and social care and assessor’s qualification as well as Preparing to Teach in the LifeLong Sector (PTLLS) qualifications. He has also done a dementia course with Stirling University in Scotland. In Asia, our trainer has worked for about two decades with World Bank and UNDP/UNFPA consultants in the development of health human resources. He was associated with HLSP (Health and Life Sciences Partnership Consultants, UK in the development of health human resources. He was associated with London University’s Health System Development Programme research in Asia emphasising areas such as mental health, older people, safe motherhood as well as safe delivery and child nutrition. In the year 1994, the experienced trainer had visited Pakistan to organise a training for the health trainers of Pakistan supported by the USAID/Population Council.
GEMMA PURNELL
She is a Digital Business Consultant and Trainer with 20 years of experience. She worked with client in Australia, Europe, USA & Asia including international organisations such as United Nations & UNICEF. Experienced in the Data and Predictive analysis field includes developing strategic reporting and predictive solutions for large international companies as well as national companies. She wishes to launch international services for corporate international companies and national services for local companies. As a specialist consultant in this area she puts into place a specific data collection project for analysis, highlights the potential opportunities found in the data and uses this analysis to make. predictions for companies market growth and increase in revenue and profits.
EDWARD SANKEY
Involved in Strategic and Operational Risk Management from the introduction of it into international banking regulation (Basel II and its updates). Engaged in advising banks on Strategic and Operational Risk Management approach to non financial risk management and capital adequacy. Leading member of Operational Risk Research Forum developing the best approaches to the new discipline.
He founded the Institute of Operational Risk. He first led the seminar programme developing a good understanding of practitioners’ concerns and priorities. Later having the honour of election to become Chairman of the Institute.
His profession was marked by being awarded a Life Honorary Membership of the Institute of Risk Management. As well as being an Institute leader and an advisor and managing consultant at banks, individual companies etc he was the Director of Operational Risk for Santander UK a diverse and probably the most important subsidiary of Santander Group of Spain. His work influenced group practices in Operational Risk.
