Ever-expanding roles, responsibilities of MOHR

Riot believes that his ministry has provided a holistic solution to the skilling, upskilling and reskilling of the nation’s workforce.

KUCHING: It comes as no surprise that the Ministry of Human Resources (MOHR) holds many duties under its purview, being the authority in charge of the Malaysian workforce.

The ministry is responsible for skills development, labour, occupational safety and health, trade unions, industrial relations, industrial court, labour market analysis and social security — to name a few — and these responsibilities continue to grow with each new facet introduced, as roles of human resources evolve with time and technology.

Take, for example, the boom of the ‘gig’ economy over the past two years triggering new income-generating trends such as Uber and Airbnb — leading MOHR to come up with new ways to protect the interests of employees in a whole new light.

First formed in 1904 as the Labour Department, it has changed its name six times over the past 114 years, riding on the massive changes in the nation’s industrial landscape and labour forces.

 

Now, MOHR oversees ten federal departments and four federal agencies:

FEDERAL DEPARTMENTS

1. Department of Labour of Peninsular Malaysia (JTKSM)

2. Department of Labour Sarawak

3. Department of Labour Sabah

4. Department of Skills Development (DSD)

5. Manpower Department (JTM)

6. Department of Occupational Safety and Health (Dosh)

7. Department of Industrial Relations Malaysia

8. Department of Trade Union Affairs (JHEKS)

9. Industrial Court of Malaysia

10. Institut of Labour Market Information and Analysis (ILMIA)

FEDERAL AGENCIES

1. Social Security Organisation (SOCSO)

2. Human Resources Development Fund (HRDF)

3. National Institute of Occupational Safety and Health (NIOSH)

4. Skills Development Fund Corporation (PTPK)

 

The present minister, Dato Sri (Dr) Richard Riot Jaem — who was sworn in on May 16, 2013 — attributes his success to the holistic approach that he has incorporated in dealing with his ministry’s day-to-day operations and its long-term schemes implemented for the welfare and upskilling of the nation’s labour force.

In an exclusive interview with The Borneo Post, Riot admits that his role as the Minister of Human Resources has been a learning experience in itself.

“To be very frank, when I first came into the ministry, I thought it was only going to deal with labour issues.

Only after coming in did I realise the huge responsibility I had on my shoulders.

It was really going to be a tough job,” he shares.

From looking after the interests and welfare of employees in Peninsular Malaysia, Sarawak and Sabah, to ensuring adequate training and development of the country’s future workforce, the MOHR is involved with anything and everything to do with the affairs of the Malaysian workers.

Following the goals set out under the 11th Malaysia Plan (11MP), Riot aims to build a world-class workforce through steady increases in the percentage of skilled workers up to 35 per cent by 2020.

Today, employers and employees nationwide stand to gain from these numerous programmes and plans being put in place.

Employers can utilise MOHR’s skill development facilities and schemes provided to upskill or reskill their employees, allowing them to enhance their human capital and drive innovation from within.

Meanwhile, SPM holders who have no plans to pursue academically oriented tertiary education are encouraged for technical schools to gain better employment prospects, while high-skilled diasporas are slowly but surely being wooed back home to take on the high-skilled roles that need to be filled urgently.

All of this has contributed greatly to the expansion of the Malaysian economy and society as a whole, helping MOHR bring to life the government’s vision of having a competent and skilled workforce.

Prime Minister Datuk Seri Najib Tun Razak (second left) visits the exhibition held in connection with the launch of TVET Malaysia at Adtec Shah Alam. On the prime minister’s left is Riot. — Bernama photo

 Skilling, upskilling and reskilling

To achieve this task, Riot says he and his ministry has been focusing on skilling, upskilling and reskilling the labour force through various schemes and programmes that are being made available by the different departments and agencies to the wider public.

Most notably, the skilling of youths is regarded as one of the most vital functions of the MOHR as it ensures the future survivability of industries by providing them with an adequate workforce.

“I always encourage graduates from our Malaysia Skills Certificate (MSC) Level 3 Programmes to re-enrol to MSC Level 4, in order to pursue our diploma courses to continue gaining skills as it will greatly increase their livelihood down the line,” Riot shares.

For SPM School-Leavers with no plans to pursue academically oriented tertiary education, the ministry encourages them — via awareness campaigns — to enrol into one of its 32 technical institutes across the country.

Of the 32, 24 provide various technical and vocational education and training (TVET) certificate courses to the public, with eight having diploma programmes for certificate-holders.

Besides increasing the number of certificate and diploma holders, Riot stresses that the quality of graduates is equally crucial.

“We need to produce a labour force that is equipped with the right knowledge, skills and attitude to thrive in the globalised economy where emerging new technology, digitalisation and ‘Industry 4.0’ have drastically changed what is needed for the average worker.

“Because of this, we have introduced new syllabuses to ensure that our workforce would be able to meet the needs and standards of our changing industries.”

These efforts have been fruitful, discloses Riot, as revealed by the high employability percentage reported for graduates from Miri’s Industrial Training Institute (ILP) and Shah Alam’s Advance Technology Training Centre (Adtec).

“I’m very happy to say the employability rates amongst our graduates are 92 per cent — 92 per cent (of the graduates) showcasing exactly how important TVET skills are to workers nowadays,” he says.

Adding to this, the MOHR has been pushing hard especially for youths to embrace technical courses, as it is anticipated that 60 per cent of our industries would require employees who are technically skilled in the near future.

 Focus on current workforce

With much focus being placed on youths, it appears that many members of the workforce are unable to participate due to prior financial obligations.

To address this, MOHR makes available several programmes to accommodate those currently working — some under the HRDF, and one under the DSD.

The schemes under HRDF are tailored for employees already in the workforce who are looking to upskill or reskill themselves in order to increase their career prospects.

Employers may actively participate in many of HRDF’s programmes by sending their workers for further training.

Besides that, the DSD also provides a programme called the ‘National Dual Training’, which pairs up citizens with paid apprenticeships at selected companies where they may receive offers of employment after graduating from the programme.

This programmes focuses on 30 per cent classroom learning and 70 per cent on-thejob learning, to ensure that the graduates would be able to adapt to their new jobs with ease upon completion of the course.

The skilling of youths is regarded as one of the most vital functions of the MOHR as it ensures the future survivability of industries by providing them with an adequate workforce. — Bernama photo

 Recognising prior experience learning

Riot also recognises that not all workers need further training as they may have already obtained the appropriate experience from long years on the job.

Still, they may lack the formal credentials to justify their skills.

“A lot of people in Malaysia — including Sarawak — are already very skilful with their hands, but they lack the paper accreditation that acts as proof of their skills to employers.

“A worker may be a very good carpenter or welder but because he doesn’t have formal credentials, upon seeking employment he may find that his pay is much lower than what he should be receiving because he is regarded as an unskilled labour,” Riot explains.

Understanding that this would deny a significant part of the local workforce from appropriate wages and bright career paths, Riot discloses that his ministry alongside with the Defence Ministry launched a recognition of prior experiential learning on Feb 22 this year, to help anyone with prior experience or skills from a variety of industries to officially obtain diplomas certifying their abilities.

Each applicant would be assessed in terms of their skills and competency to see if they qualify for the diploma accreditation.

According to Riot, so far more than 1,000 people have registered for the scheme, with 300 due to graduate with diplomas by the end of this year.

“While this scheme is mostly geared towards former Armed Forces personnel, I would like to stress that it is open to those who seek to upgrade themselves for better job prospects and better recognition of their skills and abilities.

“As far as Armed Forces go, they register with Perhebat (Armed Forces Ex-Servicemen Affairs Corporation), but the civilians can either register with the HRDF, or directly with the ministry (MOHR).

” Overall, Riot believes that his ministry has provided a holistic solution to the skilling, upskilling and reskilling of the nation’s workforce.

He adds that while there has been some concern on whether or not Malaysia would be able to meet the goal of 35 per cent skilled workers by 2020, he is confident that the target remains achievable.

“We have about two years to go before reaching 2020 — I am very confident that the 35 per cent target as required by the government can be achieved.

“In order to do so, I would like to especially promote the ministry to Sarawak as I believe there is still a lack of awareness and misconception of what MOHR actually does.

“I believe Sarawakians are still not fully aware of these benefits and opportunities they can obtain from MOHR,” he points out.

Riot looking at the interview registration prosses at the Job Fair organised by the Ministry of Human Resources at UTC Kuching on May 20, 2017.

Source: http://www.theborneopost.com/

National Dual Training System (NDTS) / Sistem Latihan Dual Nasional (SLDN)

NDTS is an industry-oriented training program that combines workplace and institutional training.

School leavers or existing workers who meet the criteria can be offered as apprentices by a sponsoring company to undergo training.

A contract is signed between the company and the apprentices prior to the training. Apprentices are given certain amount of allowance throughout the training by the company and are obliged to work with the company upon completion if they are offered employment.

The hands-on training is conducted continuously and the apprentice is expected to get through the assessment as well as the final test which will be conducted at the end of the training programme. Successful apprentices will be awarded with the national skills qualification by Department of Skills Development (DSD).

SUMMARY

Participating in NDTS is an appropriate decision for every enterprise to make, in order to ensure that apprentices are trained to become k-workers for the development of human capital to steer Malaysia to become a developed nation by the year 2020.

With NDTS in place, Malaysia’s growth is well on its way towards an industry driven skilled workforce development approach. The opportunity to be a part of NDTS not only enhances corporate performance, but also represents a commitment to investment in human resources.

All companies and business enterprises are welcomed to participate and implement the NDTS. The system is established for company interest and benefit.

Department of Skills Development as the coordinating body will provide assistance and guidance to ensure that company can participate in the system.

For more info, please visit official DSD Website: www.dsd.gov.my

 

Time Frame The duration is based on the scope and level of certification
Practical-theory ratio 70 – 80 % Practical training in real work situations
30 – 20 % Related theory classes at training centers
Delivery Method Day Release System
-For example for a four-day practical training in companies, followed by one day class theory at training center.
Block Release System ( if necessary)
-For example 3-4 months, followed by practical training1-4 weeks of class-related theories.
Trainer SPM and / or employees working and selected by the company. The Company is not obligated to offer employment after completion of training
Training Allowance
(If training is carried out in 2 years )
Semester 1 – RM 350.00 Monthly
Semester 2 – RM 400.00 Monthly
Semester 3 – RM 450.00 Monthly
Semester 4 – RM 500.00 Monthly
Awarding Qualifications Certificate K-workers, equivalent to SKM Level 3 qualification or DKM (Level 4) or DLKM (Level 5) approved by the DSD and related employer organizations.

The NDTS with its industry oriented training concept is deemed superior to institutional-based training because:

i.        Minimize mismatch (quality and quantity) between the companies’ requirement and skilled workforce development through demand-driven orientation.

ii.        Training is based on work process approach under actual work conditions

iii.        The need for continuous technological advancement.

iv.        Minimize dependence on foreign workers.

v.        Increase the speed of  transferring technology by providing training in actual working environment

vi.        Inculcates positive training culture in companies, especially in SMEs.

Source: www.dsd.gov.my

Forging ahead with skills training

TECHNICAL and vocational education and training (TVET), or skills training, has always been a part of the Malaysia Plans, but never a major element.

This has changed in the 11th Malaysia Plan (11MP) announced last week. It finally gives TVET an elevated status in our country’s five-year development plan.

TVET is one of the six game changers — together with productivity potential, middle-class society, green growth, innovation and competitive cities. It underscores TVET’s instrumental role in building the foundation of a high-skilled country by 2020.

A great deal of effort has already been made during the last five years, especially in two fronts — first, the mainstreaming of TVET to be at par with the traditional academic pathway and second, the enlargement of student access by establishing more TVET institutions and expanding the capacity of existing ones.

There were concerns that with so many blueprints and grandiose plans in the education sector, the vocational education transformation plan would take a back seat. But with the 11MP unveiled, we can shelf those concerns away.

Expect bigger push in the TVET sector in the next five years. Efforts undertaken during the last Plan will continue, but the emphasis this time, among others, will be on streamlining governance and service delivery and improving quality.

As in 10MP, the 11MP identifies current issues and challenges and then formulates strategies to overcome them. In TVET, topping the list of issues is the multiplicity of service providers. At present, seven ministries and agencies provide skills training. So do state agencies. In addition, there are more than 500 private education providers. To make the system even more complex, public TVET institutions were established at different times and with different governance systems and objectives.

Most have grown immensely in influence and relevance. For example, Mara has a strong presence in high-skilled TVET as well as a strong and longstanding collaboration with well-established partners from countries famous for their strong TVET sector, such as Germany and France.

The Human Resources Ministry, meanwhile, is able to leverage on its strong authority over human capital-related issues in the private sector. The extensive coverage of the National Occupational Skills Standards administered by the ministry’s Department of Skills Development (DSD) demonstrates this advantage.

Given that there’s no clear leader in TVET, no particular ministry or agency can be granted with an authority over the others. First, the fragmentation in the governance structure is deep-rooted. Large disruptions are likely to be counter-productive. Second, there is little point in creating a single institution that will weaken the unique strengths of each provider.

Instead, there is greater benefit in encouraging the providers to specialise or merge, and leverage on their existing strengths. In contrast, the idea of establishing a single governance system for accreditation and performance rating is more appealing. It is also strategic and practical. In business school-speak, they are the low-hanging fruits — slightly less in complexity but certainly not in significance.

Under the 11MP, the existing accreditation systems currently managed by the Malaysian Qualification Agency (MQA) and DSD will be consolidated. Likewise, the institutional rating systems, currently under the purview of DSD and Education Ministry, will be harmonised. We shall see how the government operationalises this in the next year and beyond. It includes whether a new body will be established to replace MQA and DSD in quality assurance. Although there are fewer agencies to deal with, it is still a big challenge.

In any case, we should aim to minimise duplication and leverage on the expertise in existing agencies. The new governance system should also be fully supported by the industry and private training providers. In fact, due consideration should be given on providing them with a greater role in the governance system. Such an architecture would make TVET more responsive, dynamic, efficient and sustainable.

BY MAZLENA MAZLAN – 27 MAY 2015

Read More : http://www.nst.com.my/node/85824

PSMB CEO removed for speaking out against contract scandal

KUALA LUMPUR: The multi-million ringgit skills certification scandal at the Human Resources Development Corporation (PSMB) was marked by an intriguing power play that led to the removal of its chief executive officer.

Ali Badaruddin Abdul Kadir lost his job as the CEO early last month because he disagreed with the award of a lucrative contract to Bena College, which has no track record in running the “Recognition of Prior Learning” (RPL) programme. He was appointed as CEO in August 2013 on a two-year contract.

Sources said the scandal involved a high-level personnel shake-up with trails leading to the office of Human Resources Minister Datuk Seri Richard Riot Jaem.

Before he left, Ali Badaruddin held a meeting with his staff, running down PSMB’s decision to award the contract to Bena.

Ali Badaruddin’s removal upset some staff who then tipped off the media about the wrongdoings.

The CEO’s removal came on the heels of secretary-general Datuk Seri Zainal Rahim Seman’s swift transfer out of the ministry early this year, together with a number of other high-ranking officers.

They are said to be “non-compliant” with directives from “certain powerful people” in the ministry.

To complicate matters, a new CEO, said to be nominated by the minister’s office, had been prevented from taking office as his appointment did not adhere to bureaucratic procedures.

PSMB, an agency under the Human Resources Ministry, administers the Human Resources Development Fund (HRDF), which manages about RM1 billion in mandatory employer contributions for human capital development.

Recently, the government announced a RM400 million allocation for upskilling and reskilling programmes which cover the RPL and Malaysian Skills Certificate (MSC) programmes, among others.

Many workers in Malaysia acquired work skills on the job or through apprenticeships but have no documents to back them up. In fact, one of the ministry’s key performance indicators (KPI) is to get 700,000 unskilled workers “certified” by 2015.

It was claimed that the ministry had approved accreditation based on a separate module from the one traditionally recognised by the Department of Skills Development (DSD).

A major bone of contention was that Bena had been awarded the contract to assess so-called “skilled” workers based on standards that were much lower than DSD’s.

A 45-page report detailing the alleged wrongdoings had been sent to the higher-ups, including the Prime Minister’s Office, the sources said.

Among other things, the report questioned why no tender was called for the project despite the huge amount involved.

Potentially, there’s a lot of money to be made from training assessors capable of assessing employees. This is why Bena wanted to be part of the RPL scheme.

Formerly known as Bantin College, Bena is founded by Thomas Leong, who runs the Bengkel Niaga Ala Cina, an entrepreneur-training outfit which teaches Malay students how to “do business like the Chinese masters”.

Bena had recently advertised in a leading newspaper that it was recruiting assessors who had to pay RM400 to attend a one-day workshop on how to do RPL assessment.

The Heat reported that a training company representative who attended the workshop said it only lasted a couple of hours, and the assessment was too simplistic.

Bena had apparently impressed the ministry with its collaboration with a body called the Great Britain Consortium of Colleges (GBCC), which comprises four UK government colleges. GBCC would issue certificates for those assessed as “skilled” in their field.

Under the RPL by Bena, PSMB pays the assessor RM300 for each person who has been certified as “skilled” and an undisclosed amount to GBCC for issuing the certification, the sources said.

“If an assessor can find 100 people to be certified each month, he would make RM30,000 every month. In a year, that’s RM360,000. If you have 100 assessors, PSMB would need to fork out RM360 million a year. On top of that, HRDF still needs to pay GBCC for each certified worker,” a source said.

It is understood an undisclosed sum would also be paid to Bena, although it is unclear whether from PSMB or from GBCC.

– See more at: http://theantdaily.com/Main/PSMB%20CEO%20removed%20for%20speaking%20out%20against%20contract%20scandal#sthash.bUOgBKpf.MSLXZSSF.dpuf

Comment: I was one of those who attended the seminar for Assessor (last day), which was advertised as one whole day but ended quite early. Was very suspicious & reluctant (to attend) initially but was told by my friend who went on the 1st day where he says that the HR Minister came to officiate it & the DG of Department of Skill Development (DSD) was there too (probably due to a directive by the Minister)!  

It sounded fishy from the start, with a project of such huge magnitude being awarded to a company where it’s bank account name is called Bengkel Niaga Ala Cina. When I emailed to submit my resume for their so called assessment (by British counterpart) before approval to attend the Assessor seminar, I got a shocked that they replied YES to me in less than 10 minutes. Was thinking, did they really went through my profile or just accepted anyone who applied (because they would be getting RM400 per applicant/attendee for a day’s seminar – hey, they’re making much better $$ compared to my 2 days organising of induction course with the DSD – only can charge RM350/pax for 2 days of hardwork & limited to 60 vs their capacity of few hundreds per session!) So they claimed to have close to 1,000 participants over the week (5 days). Ahem, that’s a collection of about RM400,000 (perhaps after deducting operational cost, including so many Gwei Lo’s flight & accomodation at Hilton Hotel), think the organiser still made at least over hundred thousands (not sure who else he needs to pay…)
Conclusion: The concept looks great but the way it’s being planned to be implemented, it just doesn’t look professional and to be more crude, it looks more like a scam job!