CONTINUOUS LEARNING AND SKILL UPGRADING
In 2014, a staggering RM6.72 million was spent Group wide, on
various training programmes. We understand the importance of
providing a range of training methodologies and approaches to
suit the specific requirement for each category of staff i.e.
Manager, Executive and Executive Assistant. At each level, we
have identified the level core learning and development which in
turn allows us to focus on programmes that will support their
career growth at KPJ. A combination of both internal and external
training opportunities is offered to all employees.
Training expenses in 2014 represented 2% of our total
emolument. As at 2014, HRDF utilisation is 84% for the Group as
compared to 87% the previous year, partly due to increased
contribution by new hospitals. KPJ Healthcare Berhad also fulfils
the JCorp 30 hours training per staff policy, recording an average
of 34 hours training per staff in 2014.
Since 2002, KPJHB has always encouraged its eligible employees
to pursue graduate qualifications, namely MBA and Masters in
Nursing. To date, 84 sponsored employees have graduated, 5 of
them in 2014.
In 2014, 3 critical and exclusive leadership programmes were
conducted as part of our Succession Planning Programme. The
programme participation is exclusively for Top Management level
at both Hospital and Group level. The programmes conducted
were:
1. JCorp Leadership Programme
2. Leadership Innovation Strategy (LIS) organised by GE
Crotonville, and
3. Transformational Leadership by Michael Wagner, Advisory
Board Company, USA.
Additionally, for the Executive level, we conducted for the third
time, the Executive Development Programme held together with
the AMG – KPJ Leadership programme, which was developed by
Talent Management. This time around, 25 employees graduated
from the programme.
Leadership programmes such as above serves as a platform for
our Succession Development Programme (SDP). From the
initiatives undertaken in leadership training, a number of our
employees have been identified as successors. The 5
th
cycle
Succession Planning carried out in 2014, by the group and
hospitals identified 759 employees who are qualified to move to
the next level, with 91 employees ready to move now. Succession
planning is imperative in order to continue building on human
capacity. SDP is also a unique reflection of our organisation
where most of our successors are done internally due to our
emphasis on training and development. However external
incumbents are also important to bring in fresh and different
ideas.
To support the launch of our e-Learning portal, Talent
Management has also developed the e-Idea portal. This portal
serves as a platform through which we as employers can learn
more from our employees via suggestions or ideas they submit.
This two way learning process shows KPJ’s serious commitment
towards human capital improvements.
KPJ continues its dynamic collaboration with TalentCorp through
the KPJHB Structured Internship Programme (SIP) and the SL1M
(Skim Latihan 1 Malaysia – special training for Nurses). From this
programme a total of 100 plus students were given training at
KPJ and its Group of Hospitals/Companies. Out of this, a total of
42 were hired after they completed their internship.
Through KPJ Healthcare University College (KPJUC), we are
fulfilling the academic and career ambitions of individuals as well
as fulfilling the healthcare industry’s requirements for medical
specialists, skilled nurses and allied healthcare professionals. KPJ
University College remains the institution of choice for our nurses
and other professionals to undergo post basic programmes. The
total number of enrolment has increased yearly. To date, a total
of 1,018 employees have graduated from various post basic
programmes.
PERFORMANCE MANAGEMENT – A DYNAMIC REVIEW
In gearing employees towards achieving the Company’s goals,
it is imperative to measure their productivity using standard
measures. At KPJ, it is compulsory for all confirmed
employees to undergo the yearly Staff Performance Appraisal
(SPAR). Since 2011, performance appraisal at KPJ has been
conducted using the e-SPAR. To date, all the Hospitals/
Company are using e-SPAR with the exception of KPJ Sabah,
Sibu Specialist Hospital and Sri Manjung Specialist Hospital.
They will begin using e-SPAR for 2015.
146
KPJ Healthcare Berhad annual report
2014
Human Capital
Management
