Standard Operating Procedures

 What is standard operating procedure 

a set of fixed instructions or steps for carrying out routine operations. Abbr.: SOP [1950–55]

What constitute an SOP.

1. Chart of authority - who is responsible for what.
2. Internal control systems - divide and rule - check and balance.
3. Performance objectives / targets
4. Key result areas - how to achieve the result set.
5. Key Performance Indicators -  measure outcome
6. Functional Prosedures -  objectives
7. Activity description -  what do you do
8. Strategic Mapping - linking the key functions together.

Human Performance Improvement Certificate

HUMAN PERFORMANCE IMPROVEMENT (HPI) CERTIFICATE

Improve Performance, Maximize Business Results.

Maximize the potential of your organization’s systems, processes, and people to achieve extraordinary results. The art and science of Human Performance Improvement (HPI) helps organizations become better and faster at achieving their business goals. The ultimate goal of HPI is to make a direct and positive impact on business outcomes.

Select one program to develop a specific skill, or complete all three programs to master this area of expertise.

Benefits of HPI Program Overview  Program Components

Who Should Attend?  CEUs & Attendance Policy

Benefits of HPI

The ASTD HPI Certificate allows you to:

• Identify and analyze important human performance gaps
• Design and develop cost-effective and justifiable solutions to close performance gaps
• Implement impactful solutions.

Over 6,000 organizations have developed the capacity to lead in their businesses with HPI. Become part of the elite group of individuals and organizations applying ASTD’s HPI model to impact business drivers such as increased revenue, reduced costs, and improved quality. All organizations can easily and quickly benefit from an internal HPI professional, especially during times of change around mergers, technology implementations, program updates, building of new units/teams, and talent acquisition projects. Become a leader in your organization by making the powerful shift from a training mindset to a performance mindset.

Program Overview

The ASTD Human Performance Improvement (HPI) Model, which forms the foundation of our renowned three-workshop series, is a strategic and structured approach of using business goals to properly drive performance.

The only program of its kind, the ASTD three-workshop HPI Certificate offers you a deep-dive into HPI topics, presented in an engaging, interactive, and easy-to-apply way. The ASTD HPI Certificate, which sets the industry standard for HPI training, attracts business leaders, managers, and learning and performance professionals, who all learn the secrets to improving human performance and driving business results. Participants who complete all three workshops will receive the ASTD HPI Certificate.

This program aligns with the Performance Improvement Area of Expertise in the ASTD Competency Model.

Program Components

The ASTD HPI Certificate consists of three workshops. It is strongly recommended that you participate in the order listed below to maximize your knowledge and skill development and application.

Take a closer look at what each workshop will help you achieve.

Workshop:	Results:
HPI 1: Introducing Human Performance Improvement	Establish the necessary foundation in the HPI approach, and set the stage for success in your organization. Grasp and apply the three primary principle of HPI. Adapt the HPI model to your workplace.
HPI 2: Analyzing Human Performance	Develop the ability to align business goals, desired outcomes, identify performance gaps, and tap the knowledge and skills of key performers to show you the secrets to organizational success.
HPI 3: Selecting and Implementing Performance Improvement Solutions	Learn best practices for selecting and implementing solutions that will achieve business goals. Take a consultative approach to being a business partner in the change process

Who Should Attend?

The certificate is designed for seasoned learning professionals in both the private and public sectors of training, workshop learning, human resources, and organization development who are ready to move beyond traditional methods for improving performance. You will benefit from the ASTD HPI Certificate if you are a:

• trainer ready to make the transition to performance improvement professional.
• training manager who wants to expand your function to include performance improvement.
• consultant who works in the area of training, human resources, organizational development, or performance improvement.
• human resource generalist who works with internal clients to improve organizational performance.
• learning technologist who uses electronic technologies to develop and deliver training programs.

CEUs and Attendance Policy

Participation in all online sessions at their originally scheduled day and time is mandatory in order to receive a completion certificate and CEUs. All sessions will be recorded and available for participants to review throughout the course of the program. If you meet the eligibility requirements ASTD will mail you the completion certificate within two weeks of the last session. 

Perkongsian untuk Pembangunan hartanah

Syarikat dan Koperasi berkongsi-niaga

1. Perkongsian antara koperasi punya tanah dan syarikat mempunyai pengalaman dan modal kerja untuk membangunkan hartanah.
2. Tawaran joint venture atau perkongsian niaga kepada tuanpunya tanah yang tidak ada modal untuk  dibangunkan.
3. Semua modal termasuk kos perubahan syarat tanah dan kelulusan lain adalah atas tanggongan syarikat.
4. Syarikat juga membangunkan design and mendapatkan kelulusan, mendirikannya dan akhirnya menjualkan harta harta yang dibangunkan.
5. Syarikat punyai pengalaman dalam pembangunan hartanah dan bersedia membangunkan tanah 3 ekar atau lebih.  Keutamaan diberi kepada tanah yang lokasinya strategik dibandar bandar terutamanya diLembah Klang.
6. Pembangunan termasuk rumah, kondo, pejabat, kedai dan kemudahan kemudahan lain.
7. Tawaran ini turut sesuai untuk koperasi koperasi diseluruh Malaysia yang banyak diantara mereka mempunyai tanah tanah untuk dibangunkan.
8. Ganjaran Perkongsian dibayar dengan bentuk wang dan rumah.
9. Untung perkongsian diantara 20 - 25% untuk tuanpunya tanah.
10. Tanah Resab Melayu turut dialu-alaukan.
11. Peluang ini terbuka kepada koperasi yang mempunyai tanah untuk dibangunkan.  Telefon saya untuk keterangan lanjut   012-2786282

Perniagaan Runcit

Kedai runcit / Mini market / supermarket

1. Apakah yang dimaksudkan dengan runcit?  -  kecil dan banyak jenis
2. Ia tidak bermaksud "retail" dalam bahasa Inggeris.  Retail dapat difahami dengan jelas jika ia dibandingkan dengan Wholesale atau borong.
3. Nampaknya, ramai mengangap runcit sebagai "retail".

Kandungan Kursus Perniagaan Runcit

1. Micro and Macro Runcit
2. Margin dan pusingan
3. Leverage; Pinjaman
4. Stok dan pameran
5. Pembekal dan syarat belian
6. Iklan, promosi dan pelanggan
7. Pekerja dan Perkhidmatan ; Ganjaran
8. Brand dan nama
9. Kawalan ; Prestasi; Ganjaran

Runcit bermaksud perniagaan seperti mini-market, supermarket atau perniagaan seperti 7-evelen, 88 dan sebagainya.  Kursus diatas tidak termasuk retail management yang konsepnya agak lebih besar.

CONSULTANCY SERVICES by ABM Consult

We provide the following management consultancy services which include training and installation  the following management systems for your companies.

1. Training need  analysis -   2 months
2. Business planning and budgeting -   1 month
3. Accounting and its computerized system -  2 months
4. Performance planning and appraisals - 1 month
5. Performance improvement and turnaround strategies - 1 month

We welcome inquiries from companies, government departments and cooperatives.

Fees are negotiable.

Call Arriffin 012-2786282

Profit is not everything

Everyone is excited about profits.  They get more excited when profit showed growth i.e this year’s profit is better than last year.  In accounting they call it as variance analysis.  It become more meaningful when the variance is  converted  into percentage; such as 50% growth rate.

Little do this simple readers realise that more analysis need to be done to measure real performance.   Was there efficiency in the utilisation of costs or capital to generate the profits?

Cost benefit analysis

The above tool is used to measure management efficiency in managing costs.  How much profits could be generated from RM1 costs incurred?   Any income exceeding costs should be a good indicator.   Again ratios should be used to analyse efficiency i.e profits over costs.  A percentage of 30% means that for every ringgit costs 30 sen is being generated as profit.

Return to capital employed

Although you may be efficient in utilising costs, you might not be efficient  in managing capital.  The ROC is a ratio where profits is divided by capital to arrive at a ratio that gives you total performance evaluation.

Return to equity

ROC measures efficiency in capital usage regardless of whether it is your own funds or borrowed.  However, if you want to measure performance on your shareholders capital contribution or equity, another ratio is relevant i.e Return on equity where profits is divided by equity.

Lets put them in figures

The figure RM10 million profit is not enough to show a true picture of performance.  It could be generated by RM1,000 million costs which in terms of cost benefit analysis it is just 1% profits.  If the capital employed is RM2000 million, the ROC is only  0.05%.  However if out of the capital employed RM500 is equity, the ROE shall be 20% which looks better.

Alternative presentation

	Revenue	RM1,010		Costs benefits	1%
	Costs	1,000		ROC	0.05%
	Profits	10		ROE	20%

Positive Change next year by  RM2 million profits

		1st year	2nd year
	Revenue	1,010	2,012		1st year	1.010	Less efficient
	Costs	1,000	2,000		2nd year	1.006
	Profits	10	12		20% growth

If variance analysis were used, there is positive indication of 20% growth.  However, on detailed analysis efficiency has in fact deteriorated.

This is exactly what we are trying to highlight.  Measuring only bottom line results may not show the true  performance.  We need to check deeper to gain better understanding of its operational efficiency.

Lets summarise what we did earlier.  In analysis we prefer to  convert figures into ratios and relate outcome to costs or capitals or other meaningful variables.  In addition to bottom-line evaluation, we need to check operational efficiency.

Graphic presentation for a better understanding.  (wait for the next posting)

Fee Setiausaha Syarikat

No. Maklumat Perkhidmatan                          Harga (RM)         Jumlah (RM)    

---

1. Fee tahunan perlantikan setiausaha syarikat   60 x 12 Bulan 720.00    

2. Pendaftaran syarikat baru                                         2200.00    

3. Temujanji luar diatas permintaan perlanggan                  300.00    

4. Pembelian syarikat Tersedia                                 2500.00    

5. Carian nama syarikat (1 permohonan)                         80.00    

6. Pertukaran nama syarikat                                         500.00    

7. Cetakan maklumat syarikat (1 permohonan)                 100.00    

8. Carian maklumat syarikat (1 permohonan)                         70.00    

9. Resolusi lembaga pengarah syarikat bagi kenaikan modal berbayar 350.00    

10. Resolusi kenaikan modal dibenarkan (bayaran ke SSM)                 Tanggungan pelanggan    

11. Dokumentasi & serahan untuk kenaikan modal dibenarkan          300.00    

12. Resolusi perubahan & pemindahan saham,serahan &

kemaskini buku berkanun                                         250.00    

13. Resolusi perletakkan dan perlantikan pengarah syarikat         250.00    

14. Resolusi perletakan & perlantikan setiausaha syarikat berlesen 

(Pertukaran setiausaha)                                 350.00    

15. Kompoun dari Suruhanjaya syarikat Malaysia – SSM)                  Tanggungan pelanggan   

16. Mengadakan of Corporate Special Board Meeting                     350.00    

17. Mengadakan mesyuarat am syarikat (AGM/EGM)                         300.00    

18. Mengadakan mesyuarat agung tahunan tertangguh                 200.00    

19. Mengadakan mesyuarat lembaga pengarah syarikat                 200.00    

20. Resolusi lembaga pengarah untuk pembukaan akaun bank syarikat 150.00    

21. Resolusi lembaga pengarah untuk penutupan akaun bank syarikat 150.00    

22. Resolusi lembaga pengarah untuk perubahan penandatangan cek 

(akaun sedia ada)                                          150.00    

23. Pembubaran syarikat (seksyen 308 – Akta Syarikat 1965)                 1000.00    

24. Serah simpan penyata tahunan & akaun beraudit syarikat           350.00    

25. Pendaftaran Perniagaan milik tunggal & perkongsian          350.00    

26. Pemindahan saham syarikat di pejabat duti setem                         Tanggungan pelanggan   

27. Transfer of Shares (Penyediaan resolusi syarikat)                      250.00    

28. Pembubaran syarikat melalui perintah mahkamah atau perlantikan 

pelidukasi                                                  1500.00    

29. Perdaftaran syarikat ke Kumpulan wang simpanan perkerja         150.00    

30. Perdaftaran syarikat ke PERKESO                                 150.00    

31. Permohanan talian telefon / fax di Telekom)                           150.00    

32. Permohanan lesen syarikat di jabatan & agensi kerajaan          Mengenakan bayaran yang sewajarnya    

35. Pengangkutan :

Sekitar Kuala Lumpur                                                                   35.00    

Petaling Jaya                                                                          25.00    

Klang / Shah Alam                                                                         40.00    

Putrajaya / Kajang                                                                         60.00    

Ampang/Gombak/Selayang                                                                   35.00    

1) Kurier / Express Post                                                                 Tanggungan pelanggan    

2) Panggilan Luar / Fax                                                                 Tanggungan pelanggan    

3) Setiap pengesahan dari setiausaha syarikat                                                 5.00    

4) Peralatan & alat tulis / Photokopi                                                                 Mengenakan bayaran yang sewajarnya    

5) Pesuruhjaya sumpah                                                                 Tanggungan pelanggan    

6) Fee pengesahan / Duti setem                                                         Tanggungan pelanggan

Interview to detect deceptions or competencies?

1. I heard with profound interest a talk by an expert yesterday in a recruitment interview techniques whereby a trained interviewer could be able to select the right candidate for a job by merely observing the candidates during the interview through their non verbal communication or their body language.
2. Through some signals unconsciously transmitted by the interviewees, the interviewer would be able to detect either deception or sincere feedback from the job candidates.
3. Recruitment or short listing decision was made based on these feedback.
4. Recruitment professionals who go around providing such services to the business community claimed that these interview techniques has been tested and proven.
5. Intrigued and obsessed by the techniques, many HR practitioners has forgotten the basic purpose objective and goals in staff recruitment.
6. Convinced by these techniques, some has applied them in recruiting even senior management positions    or  pay these professionals to exclusively select suitable candidates.
7. However, I observe one major flaw in this approach i.e too obsessed in determining whether the candidate speak the truth or otherwise in the interviewer.   
8. Let go the the basics.   The objective of staff recruitment is to identify the best competent worker in the market that fit into the job vacancy in the organisation that could produce the best performance outcome.  
9. How do you identify a suitable competent candidate for a job in a short interview.   You must ask questions that shows his or her competencies.  He must response by telling what knowledge, skills and attitude on a set of competencies.  What is the breadth and depth of his competencies.
10. Competent questions could be raised and assessed by competent interviewers.
11. Competent questions could not be expected from interviewers who are an expert in determining whether a candidate is speaking the truth or otherwise during an interview.
12. Although an integrity of a candidate is critical in selecting an employee, it could be verified by many ways.
13. Checking solely the integrity of a candidate should not be the sole objective of an interview.
14. The role as an interviewer is to identify the depth and breath of competencies of the interviewee.

STRATEGIC HR PLANS -

1. We seldom hear discussion or views on strategic HR as compared to the popular strategic marketing.  Why?
2. Is it because it is difficult to establish a clear set of HR objectives?
3. HR objective is to maximize productivity where output or outcome due to HR is at the highest when compared to input or HR costs.
4. Is it because it is difficult to set the right HR strategies to achieve the ill defined objectives?
5. Lets discuss the available or known HR strategies. 
6. We heard about certain HR compensation policies being adopted by some companies.
• Top or highest pay employers in the market.
• Top or highest pay employers in the industry.
• Also follow employers
• Low pay employers in the market and industry.            
7. We also heard about HR polices on training and competency development adopted by a company.
• Pay 2% on payroll
• Pay 5% on payroll
8. We heard about a company adopting either labour or capital intensive policy.
• Labour intensive strategy where more labour are being employed instead of paying high cost technology that uses less labour.
9. Whatever strategy adopted, the ultimate Key Performance Indicator is productivity where labour output per HR dollar is at the highest.  
10. We should now discuss the common key result areas of HR. 
• Relevantly trained HR
• Satisfied and motivated HR
• Proper authority and relevant information
• Accountable HR
11. Is there a set of generic strategies for HR?  Can the following assist us in the understanding of HR factor in management?
• Maslow's theory on the hierarchy of needs
• The hygiene theory
• Reinforcement theory
12. Is there a performance based strategies?
• Productivity linked wages
• Performance based employment
• Outcome based contract
13. Integrated functional HR Strategies in alignment with the strategic map ?
• Learning and growth perspective
• Operation and process
• Marketing Perpectives
• Financial Perspectives
14. BSC perspectives on HR
15. Projected additional capital and income
16. Justifying the HR strategies -  ROI on the HR plans.

• arriffin@gmail.com 012-2786282