Management Skill in water supply

Modules of Management Skill Training that SAJ has gone

through and the benefits it has bring about.

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 mission is to continuously satisfy our customers and stakeholders by optimizing available resources and delivering quality services.

• The company vision is to become a world-class water utility provider.

Introduction

• 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).

• SAJ took over the responsibility of water supply from the Johor State Government under a Privatization Agreement signed in April 1999.

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.

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.

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.

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.

FINANCIAL

CUSTOMER

INTERNAL BUSINESS PROCESS

LEARNING & GROWTH

F1: Ensure

Maximum

Profitability

F2: Ensuring

Efficient Cash

Flow

F3: Pay Equitable

Dividend

C1: Ensure

Customer

Satisfaction

C2: Managing

Relationships

With Regulators

& Stakeholders

C3: Enhance Key

Customer

Communications

& Relations

P1: Reduce NRW

P2: Manage

Assets & Capital

Projects

P3: Implement Best

Practices In Quality, Safety

& Health, Environment

Management

P4: Increase

Operational

Efficiency

L1: Enhance

Staff

Competency

L4: Culture

Transformation

L2: Inculcate

Knowledge

Management

Culture

L3: Enhance

Succession

Planning

Program

SAJ Balanced Scorecard

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

SAJ’s Training & Development Practices

TRAINING

CYCLE Module Design

Training &

Development

Implementation

Training

Evaluation

Training Needs

Analysis

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.

Training Needs Analysis

Chairperson

Head of Human Resources

Secretariat

Human Capital, Planning & Development

Section

Network

Production

NRW Control

Water Quality

Quality Assurance

Safety, Health &

Environmental

Subject Matter Expert

Projects

Project Planning

SAJ Competency Study Committee

Production & Distribution

Support Planning &

Development Finance

Customer

Services

Quality

Management

Administration

& Transport

Legal

Internal Audit

Water Academy

Human Resources

Contract &

Procurement

Information

Technology

Corporate

Communications

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)

Position/Job

(Assessment) (Evaluation)

Program

(Competency Gap)

Position, Job Activities, Task

Competency Dictionary

RCL

Position Competency Profile

(Gap) Job Holder

CCL

Employee

Competency

Profile

Person

Overall Competency Profile

PCL

P Performance

Competency Study Framework

PAGE

Competency Dictionary

A catalogue of all core, behavioral and functional

competencies identified by the HODs and SMEs

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

Competency-Based Position Matrix establish to

determine Required Competency Level (RCL) for

each position respectively.

SAJ Competency Dictionary

Page 17

Awareness

Competency Level

Knowledge

Skill

Mastery

Expert

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

Competency Dictionary

Integrity Customer Oriented

Teamwork Discipline Passion Learning

Strategic Management Initiatives Problem Solving & Decision Making Communication Team Leadership Attention To Details Business Acumen Interpersonal Understanding Project Management

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

CORE COMPETENCIES (organisation wide)

BEHAVIOURAL COMPETENCIES (underlying characteristics)

FUNCTIONAL COMPETENCIES (job specifics)

SAJ Competency Framework

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.

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.

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.

CORE

COMPETENCIES

• Universal competencies and applicable to all positions.

Direct / indirect link to company mission.

• Implementation of Accelerated Culture Transformation

(ACT) Program.

BEHAVIOURAL

COMPETENCIES

• Characteristics that empower superior performance on

the job.

• Implementation of Human Capital Development Model by

Staff Category.

TECHNICAL

COMPETENCIES

• 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.

Modules Design Competency-Based Training Roadmap

Induction Program

Competency

Program

Level

Service Excellent

Program

(Advance)

Character

Building Training

(Level 1 - 4)

English Communication

Program

Service Excellent

Program

(Basic)

Foundation Improvement Reinforcement

Career Advancement

Confirmed

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

Strategic Management

Program

Team Reinforcement

Program

Modules Design SAJ Human Capital Development (HCD) Model

Competency-Based Training (Technical / Functional / Safety)

Leadership Program

Competency

Program Module Title

Induction Program

- Pre-Induction Program for New Staff

- Induction Program for New Staff

- Induction Program for New WTP Operators

Character

Building Training

- Executive Basic Training

- Mission Statement & Character Building

- Self Controlling & Strategic Collaboration

- Total Action

Service Excellent

Program

(Basic & Advanced)

- Quality Customer Services

- Communication & Interpersonal Skills

- Conflict Management & Problem Solving

- Stress Management

- Effective 5S Implementation

- Seven Innovation Tools

Modules Design

Modules Design

Competency

Program Module Title

English

Communication

Program

- Foundation Program

- Effective English Speaking

- Advanced Speaking Skills

- Test of Spoken English

- Business Writing Skills

- Technical Writing Skills

Team Reinforcement

Program

- Team Building

- Teamwork Reinforcement

Leadership Program

- Leadership & Supervisory Skills

- Building Future Leaders

- Mentoring, Coaching & Facilitating Skills

Strategic Management

Program

- Seven QC Tools

- Strategic Management Skills

- Project Management

Modules Design

Competency

Program Module Title

Technical

Training

- 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

Modules Design

Competency

Program Module Title

Technical

Training

- 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

Modules Design

Category Current Positions

Leaders / Managerial - Manager

- Assistant Managers

Executive - Senior Executive

- Executive

Supervisory

- Chargeman

- Senior Technician, Technician, Instrumentation Technician

- Billing Supervisor, other supervisory positions

Technical Staff

- Artisan M&E, Field Clerk, Assistant Technician, Artisan, Field Analyst,

Lab Assistant, Water Sampler, Plant Operator, Pump Operator, Billing

Assistant, Field Assistant

Non-Technical Staff

- 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

Target Groups

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.

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.

TRAINING & DEVELOPMENT

IMPLEMENTATION Training & Development Implementation

Summary

Years FY2008 FY2009 FY2010 FY2011

Total Programs 212 253 270 439

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 4.6 6.6 6.3 6.1

Note: 1) Competency Assessment has been conducted in 2011.

2) The new HCD Model for 2012 – 2014 will be initiated in March 2012.

SAJ Training Centre

SAJ Training Centre

SAJ Training Centre

• 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.

Training Evaluation

Training Evaluation The Four Level Evaluation

Level of

Impact Definition Method

Reaction Find out how participants reacted to

the training.

Reaction Evaluation Form

SAJH/SM-L 02

Learning To measure participants’ learning

during and after the training.

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

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).

TOTAL TRAINING COST FINANCIAL YEAR 2008 – FEBRUARY 2012

1.57

2.03

1.80

2.70

1.29

1.95

1.32

2.40

0.15

1.86

0.00

0.50

1.00

1.50

2.00

2.50

3.00

2008 2009 2010 2011 2012

RM

(m

illi

on

)

Budgeted

Actual

TRAINING COST PERCENTAGE* FINANCIAL YEAR 2008 - 2011

0.38

0.55

0.32

0.38

0.00

0.20

0.40

0.60

2008 2009 2010 2011

%

* Percentage is Total Training Costs over Total Operating Expenditure.

2008 2009 2010

Satisfaction level

(%)

0

10

20

30

40

50

60

70

80

90

100

PerformanceEvaluation

Mission &Objective

BusinessOrientation

Teamwork Workskill &Structure

CustomerOrientation

EMPLOYEE SATISFACTION INDEX

KEY PERFORMANCE INDICATOR (KPI) IMPROVEMENT

96.3 98.6100 99.5

29.1834.3

0

20

40

60

80

100

120

Collection Efficiency Water Quality Compliance Non Revenue Water2003

2011

%

Powerpoint Templates Page 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 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.