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STRATEGIC HUMAN RESOURCE MANAGEMENT
1.0 INTRODUCTION
Facility management (FM) is an interdisciplinary business function that coordinates space,
infrastructure, people and organization. It is often associated with the administration of office
blocks, arenas, schools, sporting complexes, conention centres, shopping complexes, hospitals,
hotels, manufacturing and shipping. Facilities management currently represents about !" of
global #$% (&ikipedia, '!). Its relationship to the human resources, real estate and information
technology functions of an enterprise has increased.
FM represents a wider range of actiities than *ust business serices and these are referred
to as non+core functions. hey ary from one business sector to another. In a '- #lobal ob
ask /nalysis the International Facility Management /ssociation (IFM/) identified the core
competencies of facility management as communication0 emergency preparedness and business
continuity0 enironmental stewardship and sustainability0 finance and business0 human factors0
leadership and strategy0 operations and maintenance0 pro*ect management0 1uality0 real estate and
property management0 and technology.
herefore, training is the key to the success of maintaining 2ompanies and schools. he
training programs for facility managers, preentie maintenance or facility maintenance and
operations in companies or schools gie them the information they need to protect themseles and
others at work and to efficiently manufacture 1uality feed. he employees must receie formal
training to comply with 3ccupational 4afety and 5ealth /dministration (345/), Food and $rug
/dministration (F$/), and 6nironmental %rotection /gency (6%/) regulations. he training is
also re1uired to attain most third+party certifications. he training program must document and
erify that the employee understands the material and is competent in the sub*ect matter. he
training programs help the employees.
1
https://en.wikipedia.org/wiki/Interdisciplinaryhttps://en.wikipedia.org/wiki/Office_complexhttps://en.wikipedia.org/wiki/Office_complexhttps://en.wikipedia.org/wiki/Arenahttps://en.wikipedia.org/wiki/Convention_centerhttps://en.wikipedia.org/wiki/International_Facility_Management_Associationhttps://en.wikipedia.org/wiki/Business_continuityhttps://en.wikipedia.org/wiki/Business_continuityhttps://en.wikipedia.org/wiki/Environmental_stewardshiphttps://en.wikipedia.org/wiki/Human_factorhttps://en.wikipedia.org/wiki/Project_managementhttps://en.wikipedia.org/wiki/Real_estatehttps://en.wikipedia.org/wiki/Property_managementhttps://en.wikipedia.org/wiki/Office_complexhttps://en.wikipedia.org/wiki/Office_complexhttps://en.wikipedia.org/wiki/Arenahttps://en.wikipedia.org/wiki/Convention_centerhttps://en.wikipedia.org/wiki/International_Facility_Management_Associationhttps://en.wikipedia.org/wiki/Business_continuityhttps://en.wikipedia.org/wiki/Business_continuityhttps://en.wikipedia.org/wiki/Environmental_stewardshiphttps://en.wikipedia.org/wiki/Human_factorhttps://en.wikipedia.org/wiki/Project_managementhttps://en.wikipedia.org/wiki/Real_estatehttps://en.wikipedia.org/wiki/Property_managementhttps://en.wikipedia.org/wiki/Interdisciplinary
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STRATEGIC HUMAN RESOURCE MANAGEMENT
insurance claims. he confidence of customers and inestors in the business may also be
affected by aderse publicity from safety lapses.
) F!"e safety
he threat from fire carries one of the highest risks to loss of life, and the potential to
damage or shut down a business. he facilities management department will hae in place
maintenance, inspection and testing for all of the fire safety e1uipment and systems,
keeping records and certificates of compliance.
C) #e$%"!ty
%rotection of employees and the business often comes under the control of the facilities
management department, in particular the maintenance of security hardware. Manned
guarding may be under the control of a separate department.
D) Ma!ntenan$e& test!n' and !ns(e$t!ns
Maintenance, testing and inspection schedules are re1uired to ensure that the facility is
operating safely and efficiently, to maximize the life of e1uipment and reduce the risk of
failure. 4tatutory obligations must also be met. he work is planned, often using a
computer+aided facility management system.
E) Clean!n'
2leaning operations are often undertaken out of business hours, but proision may be
made during times of occupations for the cleaning of toilets, replenishing consumables
3
https://en.wikipedia.org/wiki/Computer-aided_facility_managementhttps://en.wikipedia.org/wiki/Computer-aided_facility_management
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(such as toilet rolls, soap) plus litter picking and reactie response. 2leaning is scheduled
as a series of periodic (daily, weekly, monthly) tasks. he training and certification of
cleaning operaties is increasingly a factor in the award of contracts to cleaning serices
proiders.
F) O(e"at!nal
he facilities management department has responsibilities for the day+to+day running of
the building0 these tasks may be outsourced or carried out by directly employed staff. his
is a policy issue, but due to the immediacy of the response re1uired in many of the
actiities inoled the facilities manager will often re1uire daily reports or an escalation
procedure. 4ome issues re1uire more than *ust periodic maintenance, for example those
that can stop or hamper the productiity of the business or that hae safety implications.
Many of these are managed by the facilities management :help desk: that staff are able to
be contacted either by telephone or email.
*.0 +UR+O#E OF COM+ETENCY TRAININ, +RO,RAM
4
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STRATEGIC HUMAN RESOURCE MANAGEMENT
raining is defined as one or a series of formal, planned actiities which are instructional
in nature and are deeloped for the purpose of coneying course content leading to the ac1uisition
of demonstrable knowledge, skills, and abilities (&4;, '-). he oerall training program will
discoer fie distinct functions9 3perations, Maintenance, 6ngineering, raining, and
/dministration (3M6/) in industry.
Generally, developing an ee!"ive e#ployee "raining progra# i$ vi"al "o
"%e long&"er# $'!!e$$ o( any ind'$"ry) Training progra#$ provide #'l"iple
*ene+"$ (or e#ployee$ and "%e !o#pany, *'" only i( "%ey are !are('lly
planned and properly i#ple#en"ed) Training i$ a #ean$ "o a $pe!i+! end, $o
eeping goal$ in #ind d'ring "%e develop#en" and i#ple#en"a"ion $"age$ o(
"raining progra# -ill a$$i$" in !rea"ing a !learly de+ned and ee!"ive
progra#) T%e o*.e!"ive$ o( "%i$ "raining progra#$ are,
a/ To %elp (a!ili"y #anager$ or (a!ili"y #ain"enan!e "o reali$e "%eir po"en"ial &
T%e "raining !o'r$e$ are de$igned "o %elp (a!ili"ie$ #anager$ develop
0
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STRATEGIC HUMAN RESOURCE MANAGEMENT
pro(e$$ionally and $'ppor" "%e# a$ "%ey en!o'n"er ne- !%allenge$
"%ro'g%o'" "%eir !areer)
b) To in!rea$e pro(e$$ional develop#en" & T%i$ "raining progra# !o'r$e$
en%an!e "%e pro(e$$ional develop#en" o( "%e (a!ili"y #anager$,
#ain"enan!e and opera"ion or preven"ive #ain"enan!e in any +eld$ or
-oring)
!/ To provide ade'a"e $ill$ (or e#ployee$ -%o #ee" "%e 'ali+!a"ion$ (or
(a!ili"y #anager & A("er !o#ple"ing "%e "raining progra#, "%e (a!ili"y
#anager$ or preven"ive #ain"enan!e -ill learn and a*le pra!"i!e all "%e
$ill$ and no-ledge re'ired (or a (a!ili"y #anage#en" +eld)
4.0 THE ENEITS O RE5ENTI5E MAINTENANCE IN IN6USTRIA7 AREA
a$i!ally, preven"ive #ain"enan!e -ill provide$ (or e8"ended li(e o( "%e
*'ilding and gro'nd$) T%ey are al$o providing a %eal"%y learning and -oring
environ#en") In!rea$e$ "%e prod'!"ivi"y o( depar"#en"$, ad#ini$"ra"or$,
-orer$ and #ain"enan!e per$onnel al$o "ae in"o !o'n") 'r"%er#ore, in
!%arge o( ae$"%e"i! 'ali"ie$ o( "%e *'ilding and gro'nd$ are i#proved and
#ain"ained) e$ide$ "%a", "%ey "i#ely iden"i+!a"ion o( *'ilding degrada"ion
"%a" #ay o"%er-i$e *e 'nno"i!ed) Moreover, preven"ive #ain"enan!e
#ain"ain$ !o#plian!e -i"% !'rren" !ode$ and $"andard$) Mean-%ile, "%ey
a!%ieve red'!"ion$ in energy !on$'#p"ion) So, #ain"enan!e preven"ive $aid
"o *e *a!*one in any ind'$"rial and $ervi!e area$)
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5.0 MAINTENANCE :OR; OR6ERS OR STAN6AR6 OERATING ROCE6URES
Ma!ntenan$e -"
"de" "e/%est f"
< 2an be re1uested by
any staff member in the
school
< 8e1uests are
submitted using the
electronic =work order
re1uest> form in the
2MM4 or handwriting
traditional paper work
order re1uest forms.
A(("al +"$ess
< 8e1uests are
deliered ?e+mailed
to a designated
approer
< /pproers9
Instructional
@eaders,
Maintenance
4uperisors,
De$!s!n
A(("e"s !ll3
< /ccept or re*ect
the re1uest
< 4et the %riority of
8e1uest
< Fill in remaining
fields +
(/dministratie
$ata)
Data Ent"y
/pproed
8e1uests will be
entered into the
2MM4 &ork
3rder 4ystem
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ii/ :or Order ro!e$$= A!"ion ? Co#ple"ion
iii/ 5ario'$ "ype$ o( :or Order Re'e$"$
• Co#p'"er
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Organia"ion$ "%a" re'ire a %ig%er level o( M in(or#a"ion *eyond "%e
"ypi!al vendor e'ip#en" do!'#en"$ $%o'ld en$'re $'B!ien" ('nd$ are $e"
a$ide and appropria"e $!ope!on"en"(or#a" re'ire#en"$ are iden"i+ed
d'ring "%e planning $"age) I" i$ i#por"an" "o analy$e and eval'a"e a (a!ili"y
(ro# "%e $y$"e# level, "%en develop pro!ed're$ "o a""ain "%e #o$" eB!ien"
$y$"e#$ in"egra"ion) Sy$"e#&level #an'al$ in!l'de a$&*'il" in(or#a"ion, *a$ed
on "%e #ain"enan!e progra# p%ilo$op%y)
M pro!ed're$ a" "%e $y$"e# level do no" repla!e #an'(a!"'rer$D
do!'#en"a"ion (or $pe!i+! pie!e$ o( e'ip#en", *'" ra"%er $'pple#en" "%o$e
p'*li!a"ion$ and g'ide in "%eir '$e) Hi$"ori! *'ilding$ opera"ion$ and
#ain"enan!e i$ al$o a 'ni'e and !o#ple8 i$$'e= *alan!ing eeping old
e'ip#en" r'nning -%ile !on"e#pla"ing "%e i#pa!" o( in$"alling ne- #ore
eB!ien" e'ip#en") 'r"%er, !leaning o( deli!a"e $'r(a!e$ and ar"-or re'ire
"%e '$e o( prod'!"$ "%a" are le$$ liely "o da#age "%e$e $'r(a!e$, -%ile
providing a %eal"%y environ#en" (or "%e *'ildingD$ o!!'pan"$) Main"aining
$"ri!" "e#pera"'re and %'#idi"y !on"rol "o pro"e!" ar"-or and an"i'i"ie$ i$
an addi"ional !%allenge (or "%e M $"a)
$emolishing older or historic buildings and replacing them with new structures that may
not be as durable, sustainable or secure is a problem found in many communities in both the
goernment and priate sector. 2urrently there is no single tool aailable to sole the eardown
problem but rather a combination of strategies works best. o oercome the entire problem aboe,
effectie training program hae to conduct for all the facility maintenance and technicians in order
to increase the productiity and safety of the company.
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7.0 COMETENCF ASE6 TRAINING ROGRAM RAME:OR;
8.0 AC;GROUN6 O THE TRAINING ROGRAMS
1
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T%e "raining progra#$ are open (or all "%e (a!ili"y #ain"enan!e -%o
-oring in MediCera# Sdn %d, Nilai in !era#i! #an'(a!"'ring ind'$"ry)
MediCera# Co#pany i$ a manufacturer for dipping formers made of
technical ceramic for the production of gloves used for medical
procedures, industrial and domestic applications.
@)1 ARTICIANTS
T%ere are 3 (a!ili"y #ain"enan!e -%o -oring 'nder $'pervi$ion o( (a!ili"y
#anage#en" depar"#en" in "%e !o#pany) or "%e +r$" "raining $e$$ion, "%ere
are only 10 par"i!ipan"$ -ill a""end "o "%e "raining $e$$ion)
@)27IMITATION
T%e "raining progra# doe$ no" involve all "%e (a!ili"y #ain"enan!e$ in
"%e !o#pany a" one "i#e *e!a'$e "%e "raining !ond'!"ed d'ring -oring
day$) T%ere(ore, only 10 par"i!ipan"$ -ill !%o$e *y "%e (a!ili"y depar"#en" "o
go (or a "raining progra#)
@)3 COURSE CONTENTS
T%e "raining progra# #'$" do!'#en" and veri(y "%a" "%e e#ployee
'nder$"and$ "%e #a"erial and i$ !o#pe"en" in "%e $'*.e!" #a""er) In addi"ion
"o *eing re'ired *y govern#en" agen!ie$, "raining progra#$ are a good
*'$ine$$ pra!"i!e) T%e +r$" $"ep in developing a "raining progra# i$ "o iden"i(y
all o( "%e !o#pe"en!y "opi!$ re'ired *y "%e !o#pany) Topi!$ generally (all
in"o "%e (ollo-ing *road !a"egorie$=
• 6mployee 5andbook
11
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• %osition 8e1uirements
• 4afety raining
•
Cuality /ssurance
• 8egulatory 2ompliance
• 6mployee $eelopment and 2ertifications
• %reentie Maintenance and 5ousekeeping
• 4tandard 3peration %rocedures
T%e $e!ond $"ep i$ "o eval'a"e "%e #ain"enan!e '$ing !%e!$ li$") And
a" "%e end, "rainee$ -ill *e given a "a$ *a$ed "o !o#pe"en!y "e$" "%eir
!o#pe"en!y level)
4.*.1 F!"st Day 5 *"d A("!l 2016)
A -ell&de$igned "raining progra# $ignal$ "%e !o#pany$ !o##i"#en" "o
$a(e"y and e#ployee develop#en") T%e e#ployee$ +r$" day on "%e .o* i$ "%e
*e$" "i#e "o e$"a*li$% $a(e"y e8pe!"a"ion$)
a) E#ployee %and*oo
ir$"&day, e#ployee "raining "opi!$ $%o'ld in!l'de an overvie- o( "%e
!o#pany$ e#ployee %and*oo, e#ergen!y pro!ed're$, and %aard
!o##'ni!a"ion $"andard$, #a"erial $a(e"y da"a $%ee"
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Manager$ $%o'ld revie- -i"% ea!% e#ployee "%e -or $!%ed'le, payroll
poli!y, .o* re'ire#en"$, and "a$$ $pe!i+! "o "%e po$i"ion) T%e e#ployee
$%o'ld re!eive a !opy o( "%e .o* de$!rip"ion and 'nder$"and "%e per(or#an!e
e8pe!"a"ion$ and $"andard$ rela"ed "o "%e po$i"ion, a$ -ell a$ -%en and %o-
%i$ or %er per(or#an!e -ill *e eval'a"ed)
$) C(%te" #ystes
he *ob description should outline the computer skills essential for each position. Feed
mills use computer systems to control the manufacturing process, monitor ingredient receipts,
schedule product deliery, create feed tags, and communicate with e+mail. 6mployees should
understand the importance of computer security and the feed mill>s log+in and log+out rules at the
end of each shift or during breaks. 4uperisors and operators should be aware of what information
is classified as DconfidentialE such as formulas, audits, reports, and personnel files and the
procedures for securing and destroying confidential material.
d) #afety
345/ re1uires grain handling and manufacturing facilities to proide safety training to
each new employee as well as annual training for all employees. raining areas coered by the
standard ('- 2F8 -. '' /ppendix / D#rain 5andling FacilitiesE) include9
• 6mergency /ction %lans
• 5ot &ork %ermit
• Gin 6ntry
• 5ousekeeping
• %reentie Maintenance
• 6mergency 6scape
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345/ states, Dhe training program should include those topics applicable to the
particular facility, as well as topics such as9 5ot work procedures0 lock+out?tag+out (arc flash tools,
43%s, barriers, and clothing) procedures0 bin entry procedures0 bin cleaning procedures0 grain
dust explosions0 fire preention0 procedures for handling Dhot grainE0 housekeeping procedures,
including methods and fre1uency of dust remoal0 pesticide and fumigant usage0 proper use and
maintenance of personal protectie e1uipment0 and, preentie maintenance.
he types of work clothing should also be considered in the program at least to caution
against using polyester clothing that easily melts and increases the seerity of burns, as compared
to wool or fire retardant cotton.E Hew employees must not operate rolling stock (forklifts, skid
steer loaders, rail car moers) until they hae receied the proper training and been issued a
license to operate the e1uipment. 6mployees should be aware that blood and other body fluids
could contain pathogens and receie instructions on how to properly clean up and dispose of
blood or body fluids.
4.*.2 #e$nd Day 57"d A("!l 2016)
a) 8%al!ty Ass%"an$e
T%e !o#pany 'ali"y a$$'ran!e #an'al $%o'ld *e "%e (o'nda"ion (or
"raining ne- e#ployee$) E#ployee$ $%o'ld *e a-are o( all "%e $"ep$ and
pro!e$$e$ re'ired "o #an'(a!"'re a $a(e, %ig%&'ali"y (eed) T%e 6A al$o
re'ire$ a "raining progra# (or e#ployee$ involved in "%e #an'(a!"'re o(
#edi!a"ed (eed$) T%e !'rren" Good Man'(a!"'ring ra!"i!e reg'la"ion$
in "%e #an'(a!"'re o( #edi!a"ed (eed $%all %ave an 'nder$"anding o( "%e
#an'(a!"'ring and !on"rol opera"ion$ and "%e #an'(a!"'rer $%all provide an
on&going progra# o( eval'a"ion and $'pervi$ion)J E#ployee$ $%o'ld al$o *e
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a-are o( "%e reg'la"ion$ a$$o!ia"ed -i"% ovine Spongi(or# En!ep%alopa"%y
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reven"ive #ain"enan!e and %o'$eeeping are "%e re$pon$i*ili"ie$ o(
every e#ployee in "%e (eed #ill) Main"enan!e "a$$ in!l'de grea$ing *earing$
and roll$, !leaning #agne"$, and repor"ing e'ip#en" pro*le#$) E#ployee$
$%o'ld *e a-are o( "%e priori"y %o'$eeeping area$ in "%e (eed #ill a$ -ell a$
"%e %o'$eeeping a$$ign#en"$ (or ea!% .o* "a$ or po$i"ion) eed #ill
%o'$eeeping $"andard$ $%o'ld *e e$"a*li$%ed early in "%e "raining pro!e$$
and ea!% e#ployee provided -i"% (eed*a! *a$ed on "%eir per(or#an!e in
!o#pari$on "o "%e $"andard)
*/ S"andard Opera"ing ro!ed're$
6ach standard operating procedure (43%) should specify how to complete a routine task.
6mployees must understand that not following an 43% could result in a product recall or a non+
conforming product if the 43% is referenced in an International 3rganization of 4tandards (I43
- or B) or certification program. Identifying training resources is an important part of the
training process. raining materials should be selected based on the training method used at the
facility. @arge companies that hire employees each week may utilize safety classes, whereas small
companies or indiidual feed mills that hire an occasional employee will need an indiidual
training program.
Indiidual safety programs typically inole reading safety material, watching ideos and
computer presentations, reiewing material with managers, and completing tests. raining
material is aailable in a ariety of formats such as $$, 54 tapes, computer software, and
training booklets. It is important to select material that can be used for new employee training as
19
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STRATEGIC HUMAN RESOURCE MANAGEMENT
well as in regular safety meetings. %roide employees with a ariety of training materials and
formats to accommodate different learning styles and languages. raining must be documented
and competencies demonstrated through tests.
raining material is aailable on general topics such as hazard communication, %%6, and
slips, trips, and falls from a number of safety training companies. Feed industry trade
organizations such as the /merican Feed Industry /ssociation (/FI/), Hational #rain and Feed
/ssociation (H#F/), and #rain 6leator and %rocessing 4ociety (#6/%4) hae deeloped safety
training material specific to feed and grain facilities. raining material is aailable on topics such
as preenting grain dust explosions, bin and silo entry, and cutting and welding programs.
Manager$ and $'pervi$or$ $%o'ld develop a pro!ed're (or eval'a"ing an
e#ployee$ per(or#an!e) Eval'a"e ne- e#ployee$ a("er "%ey %ave -ored 3
day$ in a pro!e$$ area "o de"er#ine -%a" de+!ien!ie$ e8i$" in "%eir "raining,
and "%en develop an a!"ion plan "o !orre!" "%e de+!ien!ie$) E#ployee$ $%o'ld
%ave an individ'al i#prove#en" plan, -%i!% i$ eval'a"ed every $i8 #on"%$ "o
iden"i(y po"en"ial develop#en" need$) or#al e#ployee per(or#an!e revie-$
and goal&$e""ing e8er!i$e$ $%o'ld o!!'r ann'ally)
@)4 6ATE, TIME, 7OCATION O TRAINING ROGRAM
he training program is organized by Mr.elaitham (Facility Manager) in Medi2eram
2ompany. /nd, the in+house training program will be started on Ard /pril till !rd /pril 'J
(Monday to &ednesday) from K.Aam to J. pm in the following location9
1>
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2onference room in Medi2eram 4dn Ghd
% J'B, Lawasan %erindustrian Hilai,
K Hilai, Hegeri 4embilan $arul Lhusus.
In addition, breakfast, lunch and tea break will be proided on following time9
@)0 TRAINERS ROI7E
Ir) A*d'l Ra%i# La$#in i$ and approved Train&T%e&Trainer) He -a$ a
"rainer (or HR6C
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Opera"ion o( Ma!%ine, Sa(e Ma!%ine G'arding, Ha!o# ? C%e#i!al Sa(e"y,
E#ergen!y Re$pon$e "o C%e#i!al Spill, Con+ned Spa!e, Sa(e"y ? Heal"%
Manage#en", and #any o"%er$) Ir) Ra%i# i$ al$o an approved 6OSH CISHO$
!o'r$e "rainer)
In the past, he has worked as a %roduction?&arehouse 6xecutie, 4uperintendent and
Industrial 6ngineer with international companies manufacturing rubber products, food, drinks and
/G4 pipes. Gesides that, Ir. 8ahim has also more than J years of hands+on experience in
6nironmental, 4afety and 5ealth where he was the 645 Manager in a large multinational
manufacturing company in %erak, Malaysia.
Ir. /bdul 8ahim holds a Gachelor in 4afety 6ngineering echnology, ;40 is a 2ertified
%rogram @eader from Lepner regoe Incorporated, ;4 and a 8egistered 4afety 3fficer from
$345, Malaysia. 5e is also a Member of the Hational 4afety 2ouncil, ;4 and an actie
6nironmental, 4afety and 5ealth committee member with the FMM %erak Granch and has
written a number of 4afety and 5ealth Manuals for 4MI industries.
;.6 +RO,RAM
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9.0 E
5
A
7
U
A
TI
O
N
2
N
!
"#$"N%"% &'N((* (+('
1 #TATIONERY
• %encils
• %ens
• Files
• Hame tags
• 8ulers
• &riting pads
• Module (photocopy)
• 5andbook
! %24 8M .K
! %24 8M .
! %24 8M '.
! %24 8M '.
! %24 8M .K
! %24 8M '.
! 46 8M '.
! G33L4 8M !.
8M '.
8M !.
8M A.
8M A.
8M '.
8M A.
8M K.
8M ''!.
2 ) FOOD > E?ERA,E
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• Greakfast
• @unch
• ea break
! persons 8M K.
! persons 8M A.
! persons 8M K.
8M '.
8MB!.
8M '.
3 TRAINER
8/19/2019 Human Resource asignment
21/23
STRATEGIC HUMAN RESOURCE MANAGEMENT
All "%e "rainee$ -ill *e given a !%e!li$" "o in order "o ge" no- "%eir .o*
de$!rip"ion and re$pon$i*ili"ie$ a$ (a!ili"ie$ #ain"enan!e in "%e !o#pany
8/19/2019 Human Resource asignment
22/23
8/19/2019 Human Resource asignment
23/23
STRATEGIC HUMAN RESOURCE MANAGEMENT
23