There is a need to encourage cross-training for employees while they are still employed rather than after they lose their jobs due to retrenchment. For example, a manufacturing employees will not be able to obtain jobs in the booming service industry because they don’t have the required skills. Malaysian workers trained in a specific industry find themselves redundant the moment a new technology crops up, or when retrenched, they are unable to be gainfully employed again due to absence of cross-industry skills. Provide cross-function and cross-industry training There is a need to repeal the provisions that deny principle ownership and responsibility of employers towards the wellbeing of their workers. The practice, which started with migrant workers, was then extended to local workers, some of whom are not given EPF and Socso coverage. The establishment of outsourcing companies allowed for the re-emergence of the old contract system, resulting in a direct assault on the basic foundation of labour rights, the undermining of the dignity of workers, and the perpetuation of the operation of dehumanised and bonded labour. Strangely, however, the outsourcing licences are issued by the Ministry of Home Affairs and not the Ministry of Human Resources. Originally, migrant workers were employed directly by the principal employer but this started to change in 2005 when a cabinet committee on foreign workers, in a meeting on 5 July of that year, agreed to the recruitment of foreign workers through outsourcing companies (now known as “contractor for labour” in the amended act). Having worked in the private sector for over 30 years, I would like to highlight some pertinent issues which the new minister needs to tackle.
For the first time in Malaysian history, a strong advocate of labour rights has been appointed minister for Human Resources. External factors also may present themselves as the company’s ability to land a highly successful rainmaker whose business development activities improve the company’s reputation or industry ranking.Join us on Telegram and Instagram for the latest.Įquality, equity and social security are vital principles for a progressive workforce and should not be left to the workings of so-called market forces, writes Ronald Benjamin.įirstly, congratulations to M Kulasegaran on his appointment as Human Resources Minister. More business translates into better raises or higher wages for current employees, along with growth for the surrounding community through the hiring of more workers.
One of the most significant external factors for HR is the opportunity for workforce growth, due to increased demand for the company’s products and services. In this case, disruption refers to immediate and reactive measures HR must take to reverse an overwhelming sense of dissatisfaction throughout the workforce. Low employee morale and high turnover are serious internal factors that can disrupt HR. HR has to rely on sound justification to fund investments in HR activities. Internally, budget constraints and cuts are conditions that HR often has to deal with, primarily because HR isn’t a revenue-producing department. Weaknesses also are internal factors that pose challenges to the success of HR endeavors. SWOT analyses examine weaknesses inside the organization. Another internal factor consists of HR staff knowledge and expertise because they are the employees ultimately responsible for carrying out tactical duties. Internal strengths for HR include executive leadership who support and promote HR strategic development.
HR functionality involves the operational side of HR, such as conducting open enrollment sessions for employees to select new health insurance coverage. HR strategy refers to long-term goals, such as building a top-tier workforce or becoming an employer of choice. Your organization’s strengths are internal factors that enable HR strategy and functionality.
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