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Annual Report 2013
KPJ HEALTHCARE BERHAD
129
attract and retain the workforce. To do this we
seek to maximise our employees’ full potential
through strategies that focus on continuous
learning, skills upgrading, the broadening of
employee experiences, and fostering employee
engagement which contributes towards the
building of their overall competencies.
From discussing the needs of a service
and advising on recruitment strategies, to
participating in the selection of the right
candidate, through to checking references
and making job offers, our team is committed
to recruiting strong internal and external
candidates. Our presence at education and
career fairs provides us the opportunity to help
attract the right candidates as well as promote
ourselves as an employer of choice.
Of the 1,599 recruitments that took place
in 2013, 8% were internal applicants while
approximately 88% were external applicants.
We recognise that the successful recruitment
of potential employees is critical to maintaining
a vibrant workforce and we continue to explore
ways to improve and leverage our recruitment
technology in order to reach future talent. We
also recognise the need to capture further
analytics surrounding our recruitment efforts to
enable us to understand our workforce needs,
levels and the effectiveness of our recruitment
strategies.
Our human resource strategies have led KPJ
to win a number of awards for the past three
years. The most recent award we clinched
was the Bronze Award for Excellence in HR
Technology Award 2013 from
Human Resource
Excellence Magazine
.
Continuous Learning and Skills Upgrading
KPJ’s long-term success is dependent on
ensuring our workforce has the right skills
and abilities. At KPJ, we have a multi-tiered
training approach that caters to the speci c
needs of each category of staff i.e. Manager,
Executive or Executive Assistant.
We support the development of our
employees through both internal and external
training opportunities and our learning and
development professionals oversee a wealth
of targeted developmental programmes. As at
31 December 2013, our total training expense
was RM5.48 million (2012: RM5.42 million).
The marginal 1% increment was due in part to
most hospitals conducting in-house training as
some of the hospitals key personnel have been
certi ed as trainers under PSMB.
Training expenses represent 1% of our
total emolument. As at end 2013, the HRDF
utilisation was 84% for the Group as compared
to 87% the previous year, partly due to
increased contribution by new hospitals. In
2013, the Group also ful lled JCorp’s 30 man-
hours training per employee policy, recording
an average of 34 man-hours training per
employee.
To support online learning opportunities, Talent
Management has developed the e-learning
portal for all newly appointed employees.
This e-learning conducted via the Employee
Self Service (ESS) allows new employees to
continuously assess their knowledge on all
aspects of KPJ. This is a unique offering as
it provides new employees accessibility to
more information on KPJ. We are continuing
to improve and further develop this portal to
include other learning programmes in order to
enhance employees’ knowledge.
In 2013, Talent Management in collaboration
with TalentCorp introduced the KPJ Structured
Internship Programme (SIP). This partnership
enables budding talent within KPJ to be
interned at the KPJ Corporate Of ce and
within any of our hospitals or companies.
This initiative is providing an opportunity for
graduating students to become a member of
the KPJ family, albeit temporarily. At the same
time it is providing us access to a broader pool
of potential talent.
KPJ Healthcare University College remains
the institution of choice for our nurses and
other professionals to undergo post basic
programmes. The total number of enrolments
continues to increase every year. To date, a
total of 1,018 employees have graduated from
various post basic programmes.
Project presentation during
KPJ Executive Development
Programme.
Business
Review
Corporate Responsibility