• Introduction
• The Ninth Malaysia Plan (9MP) 2006-2010
• The 5 Key Thrusts of the 9MP
• Technical & Vocational Education & Training (TVET) under 9MP
• Human Capital Development Policy Thrusts of the 9MP
• Allocation of Education & Training Fund under the 9MP
• Statistics on Education & Training & Occupational Structure 2000-2010
• Prospects of TVET under the 9MP
• The Preparation for New Developments in TVET
• Conclusion

Malaysia�s real Gross Domestic Product (GDP) in the past 48 years has shown a marked improvement, having grown by an average of 6.5% per annum from 1957 to 2005. 1957 being the year of independence for Malaysia, the growth is considered one of the highest growth rates achieved by sovereign nations of similar age and size. During the same period, the country�s GDP per capita in current prices grew by 7% per annum. This means substantial improvements in the people�s quality of life. Widespread advances have been made in education, health, infrastructure and industry. With strong self-determination from the nation, a national identity and national pride have been forged.

The Malaysian economy grew at an average rate of 6.2% per annum during the 1991 � 2005 period. This strong rate of growth was achieved despite the challenges faced from events such as the 1997 � 1998 Asian financial crisis and other natural and man-made catastrophes throughout the world like the outbreaks of Severe Acute Respiratory Syndrome (SARS) and avian fl u as well as increases in world oil prices. Labour and capital-intensive modes of development have given way to productivity and knowledge-based growth.

The economy evolved from capital-led growth in 1991 to growth based more evenly on capital, labour and total factor productivity (TFP�) in 2005. Malaysia�s economic structure continued to develop from manufacturing to services. Further growth in the knowledge-based service industries can be seen with the establishment of the Multimedia Super Corridor in 1996, followed by other initiatives such as the National Biotechnology Policy launched in 2005. Thus, despite challenges and global competition, Malaysia remains steadfast in its determination towards becoming a strong, developed and united nation.

The drive that made these achievements possible was the 3 key national policy frameworks, namely

• The New Economic Policy (NEP) 1971 � 1990
• The National Development Policy (NDP) 1991 � 2000
• The National Vision Policy (NVP) 2001 � 2010

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• Introduction : Definition of Training at the Workplace
  – Training as a HR Function
  – Roles of Training in an Organisation
• Roles of Trainers in an Organisation
• The Training Process in Developing & Evaluating Training Programmes
• Selection of Training Programmes
• Conclusion

Training at the Workplace
Definition of Training at the Workplace
Generally speaking, employee training at the workplace is a company-planned effort to facilitate its employees� learning of their job-related competencies. Training is a continuous performance improvement process undertaken by the company for their employees. Because training provides employees with knowledge and skills to perform more effectively, preparing them to meet the inevitable changes that may occur in their jobs, it can play a key role in helping companies gain a competitive advantage so that they can successfully deal with the competitive challenges. Most skilled trainers know that training is an organised process to achieve improvement in performance in the workplace. New skills learnt will integrate with other systems and business strategies. However, what is learned will depend on several factors such as the design and implementation of the training process, how driven the trainees are in picking up those skills, and the learning climate of the organisation itself.

Training as a HR Function
In a small company, training is usually the responsibility of the founder and the employees. When the organisation grows bigger, typically someone within the company would be put in charge of human resources, either as a part or as his sole job responsibility. In mid to large organisations, training can be the responsibility of several human resource professionals or it can come from a separate function known as the human resource development department. Training then becomes one of the many functions that the human resource department can provide. Other functions include staffing (recruitment and selection), compensation, employee relations, health and safety, and human resource planning.

Roles of Training in an Organisation
The role of training in organisations is to help employees learn, grow and cope with the issues that are important to them. It is to improve the organisation�s effectiveness by providing employees with the Knowledge, Skills and Attitudes to enhance job performance. Truly effective training strategies and practices are those that meet the needs of the organisation while simultaneously responding to the needs of individual employees.

In most companies, training activities are provided by trainers, managers and in-house consultants. However, training activities can be outsourced, in that it is provided by individuals or training providers outside of the company.

Roles of Trainers in an Organisation
Typically, trainers either in-house or external trainers, play an important role in advising management on the many aspects of business functions and strategies :

• They provide advice to management on training and development issues that affect business strategies and goals.
• They assist management in the design and development of systems that affect organisational performance.
• They advise management on the work system design and effective use of human resources.
• They Identify learner needs; develop learning programmes; prepare content and learning aids, lesson and programme objectives and delivery technology.
• They assist employees in identifying their strengths and weaknesses and development goals.
• They advise management on ways to improve individual and group performance.
• They evaluate training and development programmes to determine their effectiveness; and use these evaluations to make recommendations to managers.

At the identification of the need of a particular training, a training programme may be developed to address that need of the organisation. So the process of training is a systematic process based on building a series of steps to reach the ultimate level of high productivity.

The Training Process in Developing & Evaluating Training Programmes
Since training is a process or planned effort of an organisation for performance improvement of their employees, it is not just a programme conducted for the sake of conducting it. Successful and effective training is training that meets the needs of the organisation. In order for the organisation to improve and invest in further training, it must view training as a set of integrated processes by which the needs of the organisation and employees are analysed and responded to in a rational, logical and strategic manner.

The training process can be broken down into many separate phases which include:

Selection of Training Programmes
What is a Training Programme?
A training programme is one of the many possible performance improvement solutions that emerge from the training process. These programmes are developed according to the training needs that already have been identifi ed. This development of the training programme is executed to meet the needs while addressing the requirements of the work or the task that is required to be done.

Alternatives & Factors
There are many alternatives that should be taken into consideration when choosing what is right and suitable for the business�s or organisation�s practices. These alternatives include apprenticeships and traineeships, vocational education and training in schools and the training for specific needs. Selecting a suitable training programme depends on the kind of business the organisation practices and the staff�s needs.

In developing a training programme, the employer needs to take into consideration the location, cost, duration, frequency, training hours (whether during or after business hours) and the method in which the training programme is delivered. The organisation can decide which kind of instruction is best for its needs. With the progress of technology, employing the use of electronic applications such as video conferencing and many other means does help provide for a more productive training programme.

For better productivity, training programmes should be specifi cally tailored to meet the requirements of both the business�s and the employee�s needs.

Types of Costs in Training Programmes
Costs of training programmes include the following:

• Developmental Costs e.g. director�s time, in-house trainer�s time, external training expertise, materials, fee for programme purchase, etc.
• Direct Costs e.g. trainer�s time, training facilities rental, instructional materials for trainers and trainees, equipment and hardware rental, travelling and accommodation expenses, fringe benefits for attending courses, refreshments, etc.
• Indirect Costs e.g. clerical and administrative support�s salaries, in-house trainer�s preparation time, postage, telephone, pre & post training materials, top management time, etc.
• Cost of lost productivity while trainees attend the training programme (or cost of temporary replacement while the trainees are away for training), etc.
• Evaluation Costs e.g. cost of evaluator�s time, materials, administrative cost, cost of preparing report, traveling, etc to see whether the training was successful.

The total training cost can be determined by summing all the above costs.

Meaning of Some Training Glossaries
It is important to understand some of the terms that are related to training & industry:

1. Skills
   Are defined as general capacities to perform a set of tasks developed as a result of training and experience. A person�s skills can be seen through the degree of �wellness� in the way this person carries out specificc actions related to his/her job. Skills are the outcome of knowledge in the sense of the concerned person knowing what to do and when to do it. When a person has a skill in some thing, it means he/ she is proficient at performing (doing) something, and not only knowing it.
2. Skill-upgrade
   There are several steps involved in a skills programme. These are: (1) the skill level required to be identified. That means the level of basic skill that the employees need to achieve success in doing their jobs; (2) the assessment of the employees� current skill levels. Hence, training programme will be based on bridging the gap between the current skill level and the desired skill level. Emphasis on basic skills must be one of the important items in training programmes in relation to work problems to ensure their meaningfulness to the trainees. In workplaces of 24-hour operations that use several shifts of employees, the availability of basic skills training is inevitable and crucial to the employees during their off-shift times. Employees who lack basic skills try to hide this deficiency, so participation in basic skills training needs to be as private as possible because without this privacy, these employees who need these basic skill will not take part.
3. Knowledge
   There are three elements referred to by the �knowledge� category of learning:
   • The acquired information that is kept in memory (declarative).
   • The organisation of this information to be put to use into what is already known (procedural).
   • Understanding of how, when and why information is used and what its usefulness is (strategic).
   Declarative knowledge represents the person�s store of factual information about something. The main elements of this kind of information are facts. When the person understands how and when to apply these facts, this kind of knowledge becomes procedural knowledge. The highest level of knowledge is strategic knowledge which is the knowledge that is used for planning, monitoring and revising goal-directed activity. This kind of knowledge needs the two lower levels of knowledge (facts and procedures). It refers to the person�s awareness of what he/she knows to achieve the goal. Knowledge is facts or procedures that individuals or teams of employees know or know how to do.
4. Attitudes
   Attitude is a combination of beliefs and feelings that predispose a person to behave in a certain way. These are the employees� beliefs or opinions that help to adjust and support behaviour in the workplace. In a training context, this issue will be tackled in relation to the employees� learning of the training material and job performance. The positivity or negativity of the employees� feelings comes from the beliefs and the opinions they hold about objects or events (such as management, union, empowerment and training). Changing a person�s belief or opinion might change the desirability of the object or event. Motivation is affected by attitudes. That is why the latter is one of the important issues in training. Motivation can be seen in the goals a person chooses to pursue which may require hard work to achieve. These goals and the effort needed to achieve the said goals are influenced by how the person feels about things related to the goal (his/her attitude). And as one�s attitudes influence one�s behaviour, these attitudes need to be addressed by training. It is the process of cultivating the employees� attitudes to gain improvement of performance in the work.
5. Learning
   Learning is the organised process of creating an opportunity to acquire knowledge, skills and attitudes (KSAs) to be prepared for current or future jobs. Training is the way through which learning can be obtained and how this learning is developed. There are many definitions to learning but in this specific case, it is the relatively permanent change in cognition (understanding and thinking) that results from experience that directly influences behaviour. The things that are learnt can be put into different categories. Traditionally, organisational psychologists use the categories �knowledge, skills & attitudes (or abilities) (KSAs) to refer to different types of learning outcomes. Abilities refer to general capacities related to performing a set of tasks that have been developed throughout time and come as a result of training and experience. Learning is a process of acquisition of knowledge by individual employees or group of employees who are willing to apply that knowledge in their jobs in making decisions and accomplishing tasks for the company.
6. Competence
   It is the broad grouping of knowledge, skills and attitudes that enable a person to achieve success in a number of tasks. The person with competence possesses the knowledge which aids him/her to handle the job that is related to this knowledge successfully. Knowledge is not the only factor that ensures success in the task; basic skills are another factor that are needed besides knowledge to allow the person to be proficient in performing the tasks. Feeling and the love to perform the work or the tasks is another important factor that gives great satisfaction working on the details of a planned project. It is the employee�s attitude towards the work or the task that is to be performed. It is the combination of the (KSAs) besides other things, like visual acuity, patience and judgment which qualify the employees to be proficient. Competency is acquiring multiple factors that guarantee the mastery at a given job performance. This set of competencies should be linked to a set of behaviours that privilege the trainers with the ability of �knowing�. Competencies are useful for understanding how the KSAs combine to influence job performance. The KSAs determine what types of training will improve competencies to improve job performance.
7. Education
   Education is different from training and has different gains from (KSAs). Training is generally focused on job specific KSAs, while education focuses on more general KSAs, related (but not specifically tailored) to a person�s career or job. Some companies provide training that is not designed to the specific job requirement of the employees but is directed to develop general reading and writing skills.
8. Human Resource Development
   It is the integrated use of training and development, organisational development and career development that improve individual, group and organisational effectiveness. The Human resource development (HRD) department is a centralised training area (enacted by most medium to large organisations) as part of a human resource (HR) unit. The purpose of HRD is to improve the organisation�s effectiveness by providing employees with the competence and behaviour that improve their current or future job performance.

Conclusion
This chapter provides employers a better understanding of the concepts and roles of training at workplace. What is most important and valuable in training is the result in terms of the returns from the investment. This importance and value create increasing opportunities for the training functionality to enhance and improve operations of the company. The companies that put much consideration on training programmes are ensured of better financial results. What aids this is the enacting of improved operating methods through increased employee competencies. The effectiveness of any training programme is the same in large or small to medium-sized companies. The difference lies only in the usage of the methods to complete the process.

References
1. Vocational Training : Glossary of Selected Terms, International Labour Office Geneva 1986
2. Employee Training and Development , Raymond Noe, McGraw-Hill International Edition 2005
3. Effective Training – systems, strategies, and practices, P.Nick Blanchard, James W.thacker, Pearson International Edition 2004

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Introduction

The development of workers and enhancement of human capital has gained much attention over the years mainly because companies have come to realise its importance as a key factor for growth and business success. This is now so in a globalised and competitive world. Properly planned and effectively implemented programmes for the development of workers have resulted in higher productivity, better financial results and wealth creation for companies.

Many companies are known to spend as much as 3 to 5 per cent of their payroll budget in staff training and development. Under the Ninth Malaysia Plan, the Government has allocated RM 4792.6 million (Ninth Malaysian Plan 20006-2010) for corporate training, and this include Industrial Training, Commercial Training and Management Training to further improve the quality of the labour force with an increased supply of educated and skilled human resource due to expansion in the capacity of education and training institutions.

To maintain sustainable growth, organisations have to continuously invest in sharpening and/or developing the skills and knowledge of their employees so as to reduce the gap between the requirements of the organisations and the capabilities of the employees. Training and development are useful tools in minimising these competency gaps.

Continuous training not only prevents skills and human obsolescence created by fast changing technology and the environment but also prepares them for absorbing the shock of future growth and diversification. Management development is any attempt to improve current or future managerial performance by imparting knowledge, changing attitudes, increasing skills and creating positive values. Miller(1991) defines it as �the identification of skills and knowledge needed by employees for the organisation to meet its strategic objectives and management of those processes necessary to produce them�.

Breakthrough in Corporate Training and Development for Employees

How many of us have walked into a training room on the first day of a course to be greeted in the following manner?
For most participants, this is a radical change from the normal classroom environment often seen in the training rooms. The conventional training event is often looked upon as a �tell, listen and act� activity where the trainer and facilitators will initially provide some input or comments after which the participants react to the material through some form of individual exercise or group activity.

The commonly used approach is to present the new
material through some form of visual in a logical and linear manner. Participants will react verbally and perhaps discuss the new material with their colleagues in class. This approach tends to utilise mostly the left hemisphere of our brain and perhaps only limited aspects of our intelligence.

9 Intelligences
Recently, the traditional approach to training and learning has been strengthened with the use of 9 intelligences and whole brain learning. The 9 intelligences put forward by Howard Gardner are described in the books, Frame of Mind and The Everybody Genius. Their core competencies are shown as follows:

So, how can we explain using the 9 intelligences for learning? The answer is relatively simple-remember what we use to do in kindergarten when our teachers got us to sing and play as we learn the letters of the alphabet. Singing nursery rhymes and acting out various fun scenes made the learning process come alive, memorable and lasting! The use of music, poster, poems, relaxation methods and bodily – kinesthetic movement can go a long way in breaking through learning barriers and enabling learners to attain individual and group achievements that were previously thought not possible. Also by using the 9 intelligences, both our left and right brain will be utilised even more. Recall will be enhanced, according to brain experts, because the limbic system that is the seat of emotions is now evoked and liked to the neocortex – thus making learning more holistic. Learning, in this instance is not just cognitive, but also emotional and physical. This also enchances the learner�s creativity potential.

Corporate Training Effectiveness
The evaluation of corporate training effectiveness is conducted to see how well the active experimentation on the job reflects the internalisation of values imparted. Corporate training and development are only the means. The end result is effective job performance. Unfortunately, most organisations show little concern for evaluation and still less interest in the results of the evaluation when they emerge.

Conclusion
In the good old days, there used to be three categories of employees- the master, the apprentice, and the journeyman or yeoman. The master owned raw materials, tools and gave direction to work. The apprentice lived with the master, received  no pay except maintenance and training. The  journeyman had graduated from apprenticeship but was not qualified yet to be a master. In today�s  context, a manager is like a journeyman, no longer an apprentice but not yet a master. A well-designed corporate training programme can make the world of the master come alive for our journeyman.

Investment in the corporate training in Malaysia to develop holistic human capital will be given greater emphasis during the 9th Malaysia Plan period to build world class workforce who will enable organisation to sustain economic resilience, grow and drive a knowledge-based economy as well as foster a community with an exemplary value system. This will be achieved through greater collaboration between the Government, the private sector and the community in order to produce the towering individuals needed to meet the challenges of the knowledge-based and globalised economy.

References
1. Ninth Malaysia Plan 2006-2010, The Economic Planning Unit, 2006
2. Frame of Mind, Howard Gardner, Basic Books March 1993
3. The Everyday Genius, Howard Gardner, New York: Great Ocean Publishers, 1988
4. The Everyday Genius, Peter Kline, Great Ocean Publisher, 1998
5. Management, Asma Abdullah, The Malaysia Institute of Management, 1994
6. Managerial Training and Development in Malaysia, Saiyaddin & Ali, The Malaysian Istitution of Management, 1995

Article is contributed by the Malaysian Institute of Management (MIM)
About the Malaysian Institution of Management (MIM)
Amongst MIM�s core products and services are professional membership, professional certification management, leadership development programme and management development programme designed for the improvement of skills and knowledge of participants. To inquire about management development programmes and other products and services by MIM, please contact MIM�s Customer Service at Tel: +603-2165 4611 Fax: +603-2164 3171 Visit our website at www.mim.org.my or email us at inquiries@mim.gov.my

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• Introduction to Technical & Vocational Education & Training (TVET) System
• MLVK & National Skills Certification System
  – Who is MLVK?
  – The National Occupational Skills Standard (NOSS)
  – Malaysian Skills Certification System
  – Accreditation of Providers by MLVK
• Training Providers of TVET Programmes & Pathways
• Existing Legislations for Training Activities
• Latest Legislative Development
  – National Skills Development Act
  – Malaysian Qualification Framework (MQF)
• Funding for Workplace Training & Skills Training – HRDF and SDF
  – Human Resources Development Fund (HRDF)
  – Skills Development Fund
  – Other Financing Aid/Loan
• Useful Vocational Training Glossary
• Conclusion

Introduction

In Malaysia, the Technical and Vocational Education and Training (TVET) system comprises some following components:

1. The Coordinating Body, Majlis Latihan Vokasional Kebangsan (MLVK) & National Skills Certification System
2. Training Providers � public institutions and private providers and TVET Programmes
3. Legislations for Training Activities
4. Funding

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• Profile of PSMB
• Human Resources Development Fund
• Human Resources Development Levy
• Training Schemes under HRDF
  – SBL Scheme (Skim Bantuan Latihan)
  – SBL-KHAS Scheme
  – PROLUS Scheme (Program Latihan yang Diluluskan)
  – PERLA Scheme (Perjanjian dengan Penyelia Latihan)
  – PLT Scheme (Pelan Latihan Tahunan):
  * JURUPLAN Scheme (Skim Khidmat Juruperunding bagi Pelan Latihan Tahunan)
  – Joint Training Scheme
  – Graduate Training Scheme
  – Information Technology & Computer-Based Training Scheme
  – Computer-Based Training Scheme (Software Development)
  – Purchase of Training Equipment & Setting Up of Training Room Scheme
  – Special PSMB Training Programmes
  – Apprenticeship Schemes
  – English Language Training Programmes for Workers
• Contact Details

Introduction
The Brief Profile of PSMB
Pembangunan Sumber Manusia Berhad (PSMB) was established under the Ministry of Human Resources. When initially-formed in 1993, it was known as the Human Resources Development Council (HRDC) or Majlis Pembangunan Sumber Manusia (MPSM), but was later incorporated and known as PSMB.

PSMB�s Objectives
The main objective of the PSMB is the imposition and collection of a human resources development levy from the Employers for the purpose of promoting training of employees in workplace, and the establishment and administration of the Human Resources Development Fund (HRDF).

Human Resources Development Fund
Introduction
The Human Resources Development Fund (HRDF) was established under the legal requirements of the Human Resources Development Act 1992 (now known as the Pembangunan Sumber Manusia Berhad Act 2001). The HRDF is a pool of funds that comprises Human Resources Development levies collected from employers of the manufacturing and service sectors as listed in the First Schedule of the Pembangunan Sumber Manusia Berhad Act 2001 (liable registrants) as well as optional registrants. The establishment of the HRDF is part of the Government�s initiative to encourage the private sector employers in the manufacturing and service sectors to retrain and upgrade the skills of their employees in line with the needs of their business and industrialisation strategy of the country. With effect from January 2005, the HRDF has been extended to include employers from 8 more industries under the services sector. Employers who are registered and/or incorporated in Malaysia and who have registered with the PSMB and fulfilled the payment conditions are eligible to apply for training grants or financial assistance under the Human Resources Development Fund (HRDF).

Objectives of HRDF
The objectives of the HRDF are to:

• Increase the supply of highly-skilled workers.
• Enhance the knowledge of workers and equip them with up-to-date skills.
• Prevent the skills of workers from becoming obsolete in a changing technological environment.
• Upgrade the quality and productivity of workers.
• Cultivate a training culture amongst employers.
• Maintain and enhance the competitiveness of Malaysian products through skills retraining and
• Accelerate the process of technology transfer.
• Assist in the attainment of the industrialisation objective of the country.

Human Resources Development Levy
Human Resources Development Levy is the mandatory payment imposed by the Government on some specified groups of employers for the purpose of development of their employees. Under the law, certain classes of Employers are liable to pay a Human Resource Development levy for each employee at the rate of 1.0% per annum of the monthly wages of the employee. However, the Minister of Human Resources may, from time to time, by order published in the Gazette, reduce or increase the rate of the levy specified. The Minister is also empowered to exempt fully or partly any of the employers from the payment of this levy.

Classes of Employers to Pay Levy
The following is the groups or classes of Employers that are required to pay levy towards a common pool of funds i.e. Human Resource Development Fund.

• Employers in Manufacturing Sector
  Under the manufacturing sector, the Class of Employers that is required to pay levy is :
  – Employers with fifty or more employees
  – Employers with ten or more but less than fifty employees and with a paid-up capital of RM2.5 million (RM2, 500,000) and above
• Employers in Service Sector
  Under the service sector, only those employers having employed 10 or more employees (except the Hypermarket industry*) are required to pay levy. The class of employers include 11 industries and 8 more industries with effect from 1-1-2005. (Kindly refer to Table 1)
• Other Class of Employers � Option to Pay
  Another class of employers in the manufacturing industry is given the option of registering as a levy contributor with the Corporation. As spelled out in Part II of the First Schedule of the Act, this class of employers includes those with ten or more but less than fifty employees and with a paid-up capital of less than RM2.5 million (RM2,500,000). If they choose to register, they will be imposed a HRD levy in respect of each employee at the rate of 0.5% per annum of the monthly wages of the employee.

Training Schemes Under HRDF
Employers who contribute to HRDF are eligible to access their levy payments by claiming training reimbursements through various training schemes that are implemented by PSMB.

At present, there are 13 training schemes available at PSMB, which are listed as follows:

1. SBL Scheme (Skim Bantuan Latihan)
   Prior approval must first be obtained from the Secretariat for programmes/ courses under the SBL Scheme. This scheme enables employers to identify their own training needs and formulate training programmes to retrain and upgrade skills of employees in line with their operational as well as business requirements.
   
   The training courses can be conducted either on-the-job, off-the-job or even a combination of both so as to suit the requirements of enterprises. Training can be carried out either by their own trainers or by external trainers if there is a lack of internal expertise. Apart from this, local enterprises can also engage and recruit qualified trainers from abroad if local expertise is not sufficient or available.
   
   In order to qualify for the training grants, the training programmes must be structured and possess the following criteria:
   • Specific training objectives
   • Specific training activities or lesson plans
   • Instructional guides by qualified instructors/trainers
   • Assessment to determine the attainment of training objectives
2. SBL-KHAS Scheme
   Under the SBL-KHAS Scheme, employers are not required to pay training fees to training providers registered with PSMB. The fees will be paid by PSMB to the training providers concerned on behalf of employers based on claims submitted by training providers, upon the completion of training. PSMB will debit the fees claimed to employers� levy accounts. For daily allowances claimed which may comprise of food, lodging and transportation including airfare (if applicable), employers are required to submit their claims to PSMB based on stipulated guidelines. Claims must be submitted after the completion of training.
   
   Training programmes that are eligible  to be offered under this scheme are public programmes and in-house programmes conducted by training providers who are registered with PSMB. Training grant applications submitted by employers for programmes that are not registered or not conducted by training providers not registered under this scheme will be rejected.
   
3. PROLUS Scheme (Program Latihan Yang Diluluskan)
   This PROLUS or Approved Training Programme Scheme (ATP) would allow registered training providers to offer training programmes to employers. Training providers can either submit the applications for ATP status along with applications for their registration, or after the Registration Certificates have been obtained.
   
   Among the examples of training  programmes that are publicly offered under this scheme are the Management/ Administrative Skills, Craft/Technical Skills, Computer-Related Skills, and Productivity-Related Skills.
   
4. PERLA Scheme (Perjanjian Dengan Penyelia Latihan)
   This scheme would enable employees to retrain and subsequently upgrade  their existing employees� skills by paying a small percentage of the approved fees under the PROLUS scheme. Employers are only required to pay between 20- 25% of the training fees, while thebalance can be directly claimed by the training providers from PSMB.
   
5. PLT Scheme (Pelan Latihan Tahunan)
   The PLT (Pelan Latihan Tahunan) Scheme is an annual training plans scheme that encourages employers to put up Annual Training Plans. Under this scheme, employers must undertake systematic training needs analysis to ensure that training is conducted on a need basis and in line with their business plans and level of technological adaptations. Employers without the necessary expertise to do so can seek assistance from PSMB through the JURUPLAN Scheme (Consultancy Scheme for Training Needs Analysis). The training plan must encompass at least 10% of the company�s workforce and a minimum of 15% of the organisation�s lower level employees, especially those who only possess SPM qualifications and lower.
   
6. Juruplan Scheme (Skim Khidmat Juruperunding Bagi Pelan Latihan Tahunan)
   Under this scheme, employers who have 200 employees and above can apply for consultancy services from training consultants who are registered with PSMB. These consultants will assist employers to identify training needs, systematically formulate training programmes and prepare annual training plans. Prior approval must be obtained from PSMB by the employers concerned and the rate of financial assistance will be determined by PSMB as well. This scheme is a one-off exercise and therefore, the transfer of knowledge and skills from participating consultants to respective employers must exist in the context of �change agent/client� relationships in the preparation of annual training plans.
   
7. Joint Training Scheme
   This scheme enables several  employers, particularly those from the SMEs to jointly appoint a training provider to conduct training for their employees. One of the employers will act as the �organising employer� who will determine the type of programme required, engage a suitable training provider and determine the venue for training.
   
   Apart from this, the �organising  employer� will also be responsible for determining the cost per employee, to enable participating employers to claim the allowable costs incurred upon the completion of training. The number of employees from participating employers must at least be more than 50% of the total participants of the programme. The �organising employer� will be able to claim the allowable costs at the rate of 100%, whilst participating employers will only be reimbursed based on the normal rates of financial assistance approved by PSMB.
   
8. Graduate Training Scheme
   • Objective
     The objective of the Graduate Training Scheme/05 (GTS/05) launched  by the government is to assist and equip unemployed graduates with specialised skills in Executive Development, Marketing, Business Accounting, Financial Planning & Wealth Management, Microsoft Certified System Engineer, Cisco Certified Network and Professional, Linux System Administrator, Web Publishing & Web Application Development, English Language, Tourist Guide & Event Management and Entrepreneurship to enhance their employability.
     
   • Target Group
     This scheme is for Malaysians who have graduated with a degree or diploma from 2003 onwards and have remained unemployed.
     
   • Terms And Conditions Of Application
     ► Only Malaysians who have graduated from 2003 onwards and  have remained unemployed are eligible to apply.
     
     ► Applicants must have completed their studies for at least 6 months and they must not have worked since completion of studies.
     
     ► Applicants who have a Masters degree and above are not eligible to apply.
     
     ► Application forms must be submitted to PSMB at least one (1) month before the commencement of the programme.
     
     ► Applicants must submit their applications through approved training providers using forms (PSMB/SLG/1/05) complete with the following supporting documents:
     
     – Photocopies of the applicants� new identity cards and the latest academic qualifications (diploma or degree) duly verified and certified as true copies by a Member of Parliament, Member of a State Assembly, Headmaster or School Principal, Village Head, �Penggawa�, �Tuai Rumah� or �Ketua Kaum�, �Ketua Mukim Bertauliah�, any Government Officer in the A Category or a Justice of Peace.
     
     – Applicants who have yet to receive  their scroll from respective universities, may submit verified and certified true copies of final semester�s examination results with confirmations from the university registrars stating completion of studies. In the case of Institutions of Private Higher Education where there is no registrar, verification can be done by the Head of Admission / Administration.
     
     – Original offer letters from PSMB�s approved training providers.  – All academic qualifications such as original scrolls and final semester�s examination results must be examined by PSMB�s staff before approvals are given.
     
     ► Each applicant is allowed to submit only one application form to the training provider with a programme of his/her choice. The duly filled application will be submitted to PSMB by the training provider concerned. Multiple applications with different training providers will cause the applicants to be rejected by our computer system. Appeals will not be entertained.
     
     ► Trainees must fulfill all conditions for the awarding of certificates such as projects, assignments and examinations as determined by training providers. Trainees attending professional programmes like Microsoft Certified System Engineer (MCSE), Cisco Certified Network and Professional (CCNP) and Linux System Administrator (LSA) must take all the professional examinations.
     
     ► All applicants for the CCNP programme are required to attend an interview to be conducted by PSMB officers before approvals are given.
     
     ► During training, all trainees must complete their tasks, assignments and projects. Trainees are required to participate actively in all practical exercises, presentations and role plays as directed by trainers. Trainees are also required to keep a training profile for the duration of the programme.
     
     ► During attachment training, all trainees must abide to all terms and conditions or regulations as determined by employers.
     
     ► If an applicant had attended any training programme under the previous GraduateTraining Schemes, PSMB-ACCP or any training schemes under the �Skim Sangkutan Latihan (SSL)�, he/she not eligible to participate in this scheme. This ruling also applies to applicants who have attended training under the Retrenched Workers and Unemployed Training Scheme.
     
   • Entry Requirements For Programmes Offered
     ► The entry requirements for applicants for each training programme under Graduate Training Scheme are as follows:-

ProgrammesEntry Requirements

i) Executive Development, Marketing, Business Accounting, Financial  Planning & Wealth Management, Web Publishing & Web Application Development, Tourist Guide & Event Management, Entrepreneurship and the English LanguageApplicants must have  a Degree or Diploma in any field of studies. For Web Publishing & Web Application Development, applicants must possess at least a credit in Mathematics and Science at SPM levelii) Microsoft Certified System Engineer (MCSE) and Linux System Administrator (LSA)Applicants must have a Degree or Diploma in Computer Studies or Engineering.iii) Cisco Certified Network and Professional (CCNP)Applicants must have a Degree in Computer Studies or Engineering.

• ► Financial assistance will be terminated when trainees stop attending the training programme.
  
• Training Programmes Offered
  ► The duration of the programmes offered under the scheme are as follows: –

► Training programmes offered under the scheme are skills and application-based. The curriculum of these programmes has been developed by PSMB with the assistance of experts.

(Note : Certificates of attendance will be issued by Pembangunan Sumber Manusia Berhad to trainees who have successfully completed their training with an attendance of at least 75%)

1. Information Technology & Computer-Based Training Scheme
   The Computer-Based Training Scheme was implemented in 1995 to further promote ICT/IT  training, enabling employers to set up their own Computer-Based Training Unit, while the Information Technology Scheme enables employers to set up their own IT Training Unit within their enterprises so as to purchase computers worth up to a value of RM25, 000 for every three years.
   
   In addition, employers are also entitled to receive an  additional financial assistance that is subjected to the maximum of RM25, 000 once in every three years for the purchase of personal computers so as to enable them to set up a Computer-Based Training Unit at their branch offices. However, prior approval by PSMB with regard to such purchase is required.
    
2. Computer-Based Training Scheme (Software Development)
   This Computer-Based Training Scheme (Software Development) entitles the employer to  purchase training CD ROMS and softwares without needing to obtain any prior approval from the Corporation, or source external expertise to develop the employer�s own specific computer-based training softwares, where prior approval from PSMB would have to be obtained.
   
   Employers who are interested to apply for this scheme are  required to prepare a proposal with appropriate justification and duration of development and attach together quotations from three consultants for the development of the system. Meanwhile, the rate of financial assistance is based on skill areas as determined and developed by employers. PSMB has always provided development grants to employers� associations, to develop specific computer-based training programmes/CD ROMS for the benefit of their members.
   
3. Purchase of Training Equipment & Setting Up of Training Room Scheme
   Under this Purchase of Training Equipment & Setting Up of Training Room Scheme, the Small Medium Industries  (SMIs) who have vacant rooms can thus convert them into training rooms by applying for financial assistance offered under the scheme. Besides this, the scheme also enables employers to obtain 80% of the rate of financial assistance for the purchase of training equipment (such as chairs, tables, videos, televisions, white boards, LCD Projectors and OHP projectors) and the setting up of training rooms. The Purchase of Training Equipment & Setting Up of Training Room Scheme is aimed at encouraging employers to conduct more in-house training programmes other than to enhance a training culture amongst them.
   
4. Special PSMB Training Programmes
   Special Training Programmes are organised and conducted by PSMB in collaboration with training providers under the PROLUS Scheme from time to time. Among the Training programmes available under this scheme are as follows:-
   • Train The Trainer (TTT)
   • Effective Communication In The Workplace (ECW)
   • Effective Communication & The Educator (ECE)
   • Measuring The Impact Of Training
   • Evaluation Of Training (EOT)
   • Training Needs Analysis (TNA)
   • Pedagogy Of Teaching And Learning
   • Basic Counselling Skills For Teachers
   • Improving On The Job Training
   • Techniques Of Module Writing
   • Preparation And Use Of Teaching Resources
   • On The Job Instruction
   • Ceramics Raw Materials And Preparations
   • Enhancing Pedagogical Skills Through Micro-Teaching
   • IT Security Practices
   • IT Security Management
   • Executive Certificate In Event Management
   • Assessing Competency In The Workplace
   • Measuring The Effectiveness In Training
   • Testing And Evaluation
   • Formulation Of Test Questions
   • Drying And Firing Processes For Ceramics
   The rate of financial assistance under this scheme is 100%
   
5. Apprenticeship Schemes
   The Apprenticeship Schemes, which are offered by PSMB, is a structured training programme focused on skills training in certain fields for a particular industry. This scheme is executed in accordance with the co-curriculum of the National Skills Standards and the pre-determined training period.
   • Objective of The Apprenticeship Schemes
     The objective for the establishment of this Apprenticeship Scheme is to prepare various skills training (Multi-Skilling) to school leavers at the PMR/SPM level, in sectors such as industrial, hotel, manufacturing, information technology (IT), and transportation, so as to fulfill the need for a skilled workforce in the industrial and service sectors of the country. Besides this, this scheme also enables employers who are registered with PSMB to be actively involved in training activities.
     
     The apprenticeship schemes are designed and targeted  at the four primary groups of audience, namely, i) the employers, who would send the selected apprentices for training; ii) the training providers, who provide training to the selected apprentices; iii) the selected apprentices who would undergo the apprenticeship training; and iv) PSMB, which manages apprenticeship schemes and accredits training centres for the conduct of the programmes. Through this scheme, which involves a combination of theoretical and practical training, PMR/SPM school leavers or workers who have been successfully selected as apprentices by the employer registered with PSMB, will undergo �Off-The- ob� as well as �On-The-Job� training. �Off-The-Job� involves training at the training centres of training providers that have been accredited by PSMB, while �On-The-Job� training is conducted at the premise of the sponsoring employer. Before being able to successfully complete the training programme, the apprentices will be required to work for the respective sponsoring employers for a fixed period of one to three years, as written in the requirements of the apprenticeship contracts (that is if offered employment).
     
   • Types of Scheme, Entry Requirements & Duration
     ► Types of Schemes & Entry Requirements
     Since 1996, PSMB has introduced 9 (nine) apprenticeship schemes for candidates who are able to meet the entry requirement as detailed below.

►Duration of Training
The duration of the training would usually range from 10 weeks to six months for optional modules, and nine to 18 months for the full modules. Apprentices who have completed their training will receive a SKM Level 1 & 2 certification in the relevant field that has already been approved and accredited by MLVK, as well as the Apprenticeship Certificate that would be awarded by PSMB.

► Funding & Training Fees
Tuition fees are fully paid by PSMB under its RM15 Million Apprenticeship Fund. Apprentices who are selected by sponsoring employers would be fully funded by PSMB under the Apprenticeship Scheme Fund. The apprentices will also be paid with monthly allowance of between RM300�RM500 and an insurance coverage by sponsoring employers. Sponsoring employers, meanwhile, are eligible to claim financial assistance at the rate of 95% of the allowable cost, namely, apprenticeship monthly allowance, insurance coverage and consumable training materials, if applicable.

• Application To Become A Sponsoring Employer
  Employers who register themselves with PSMB are required to forward their sponsoring details by submitting the Sponsorship Application Form to PSMB by either fax/postage, a month before the training programme commences.
  
  Employers are advised to determine the functions of sponsorships and contact PSMB or any training providers in advance, to obtain advice and guidance, as deciding on the location /premise for the apprentices who will be sponsored by the respective employers.
  
• Employer�s Registration With MLVK
  For employers who will be sponsoring apprentices under this apprenticeship scheme, they are required to send their officers, who will be in-charge of supervising the apprentices for the Assessment Officer, as well as the Internal Accreditation Officer
  Induction Course, which are sponsored by MLVK. This course is compulsory for all companies� officers who would be supervising apprentices during the �On-The-Job� training.
  
  The Assessment Officer will evaluate and fill in  apprentices� portfolios based on skills achieved by the particular candidate who undergoes the �On-The-Job� training. On theother hand, the Internal Accreditation Officer will be responsible in accrediting the portfolios. Such assessments would help the MLVK to determine whether the particular apprentice is qualified to be awarded with the SKM Certification Level 1 and 2.
  
• Selection Of Apprentices
  Employers can obtain names of apprenticeship programmes� candidates from the PSMB, as well as from their own resources. Interviews and selection process will be subsequently conducted by the respective employers. Interested candidates are required to fulfill the stated entry requirements. Candidates who are interested to participate in this scheme can obtain the application form from PSMB or to issue a letter to PSMB by enclosing together their personal details, a photocopy of their examination certificates and IC, as well as their most recent passport-size photo.
  
• Training Modules of Apprentice Schemes
  The list below provides a brief outline of the various modules under the various apprenticeship schemes of PSMB.

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	PSMB�s Human Resources Development Fund [Source: Training Guide 8th Ed.] Profile of PSMBHuman Resources Development FundHuman Resources Development LevyTraining Schemes under HRDF – SBL Scheme (Skim Bantuan Latihan) – SBL-KHAS Scheme – PROLUS Scheme (Program Latihan yang Diluluskan) – PERLA Scheme (Perjanjian dengan Penyelia Latihan) – PLT Scheme (Pelan Latihan Tahunan): * JURUPLAN Scheme (Skim Khidmat Juruperunding bagi Pelan Latihan Tahunan) – Joint Training Scheme – Graduate Training Scheme – Information Technology & Computer-Based Training Scheme – Computer-Based Training Scheme (Software Development) – Purchase of Training Equipment & Setting Up of Training Room Scheme – Special PSMB Training Programmes – Apprenticeship Schemes – English Language Training Programmes for WorkersContact DetailsIntroduction The Brief Profile of PSMB Pembangunan Sumber Manusia Berhad (PSMB) was established under the Ministry of Human Resources. When initially-formed in 1993, it was known as the Human Resources Development Council (HRDC) or Majlis Pembangunan Sumber Manusia (MPSM), but was later incorporated and known as PSMB.PSMB�s Objectives The main objective of the PSMB is the imposition and collection of a human resources development levy from the Employers for the purpose of promoting training of employees in workplace, and the establishment and administration of the Human Resources Development Fund (HRDF).Human Resources Development Fund Introduction The Human Resources Development Fund (HRDF) was established under the legal requirements of the Human Resources Development Act 1992 (now known as the Pembangunan Sumber Manusia Berhad Act 2001). The HRDF is a pool of funds that comprises Human Resources Development levies collected from employers of the manufacturing and service sectors as listed in the First Schedule of the Pembangunan Sumber Manusia Berhad Act 2001 (liable registrants) as well as optional registrants. The establishment of the HRDF is part of the Government�s initiative to encourage the private sector employers in the manufacturing and service sectors to retrain and upgrade the skills of their employees in line with the needs of their business and industrialisation strategy of the country. With effect from January 2005, the HRDF has been extended to include employers from 8 more industries under the services sector. Employers who are registered and/or incorporated in Malaysia and who have registered with the PSMB and fulfilled the payment conditions are eligible to apply for training grants or financial assistance under the Human Resources Development Fund (HRDF).Objectives of HRDF The objectives of the HRDF are to:Increase the supply of highly-skilled workers.Enhance the knowledge of workers and equip them with up-to-date skills.Prevent the skills of workers from becoming obsolete in a changing technological environment.Upgrade the quality and productivity of workers.Cultivate a training culture amongst employers.Maintain and enhance the competitiveness of Malaysian products through skills retraining andAccelerate the process of technology transfer.Assist in the attainment of the industrialisation objective of the country.Human Resources Development Levy Human Resources Development Levy is the mandatory payment imposed by the Government on some specified groups of employers for the purpose of development of their employees. Under the law, certain classes of Employers are liable to pay a Human Resource Development levy for each employee at the rate of 1.0% per annum of the monthly wages of the employee. However, the Minister of Human Resources may, from time to time, by order published in the Gazette, reduce or increase the rate of the levy specified. The Minister is also empowered to exempt fully or partly any of the employers from the payment of this levy.Table 1No.IndustryClass of Employers with Min. No of Employees1Hotel Industry102Air Transport Services103Tour Operating Business104Telecommunication Services105Freight Forwarding And Shipping Services106Postal/Courier Services107Advertising Industry108Computer Services109Energy Suppliers1010Training Providers1011Private Higher Educational Institutions1012Direct Selling1013Engineering Support & Maintenance Services1014Warehousing Services1015Port Services1016Private Hospital Services1017Research & Development1018Security Services1019* Hypermarket, Supermarket & Department Store Services50Classes of Employers to Pay Levy The following is the groups or classes of Employers that are required to pay levy towards a common pool of funds i.e. Human Resource Development Fund.Employers in Manufacturing Sector Under the manufacturing sector, the Class of Employers that is required to pay levy is : – Employers with fifty or more employees – Employers with ten or more but less than fifty employees and with a paid-up capital of RM2.5 million (RM2, 500,000) and aboveEmployers in Service Sector Under the service sector, only those employers having employed 10 or more employees (except the Hypermarket industry*) are required to pay levy. The class of employers include 11 industries and 8 more industries with effect from 1-1-2005. (Kindly refer to Table 1)Other Class of Employers � Option to Pay Another class of employers in the manufacturing industry is given the option of registering as a levy contributor with the Corporation. As spelled out in Part II of the First Schedule of the Act, this class of employers includes those with ten or more but less than fifty employees and with a paid-up capital of less than RM2.5 million (RM2,500,000). If they choose to register, they will be imposed a HRD levy in respect of each employee at the rate of 0.5% per annum of the monthly wages of the employee.Training Schemes Under HRDF Employers who contribute to HRDF are eligible to access their levy payments by claiming training reimbursements through various training schemes that are implemented by PSMB.At present, there are 13 training schemes available at PSMB, which are listed as follows:SBL Scheme (Skim Bantuan Latihan)SBL-KHAS SchemePROLUS Scheme (Program Latihan yang Diluluskan)PERLA Scheme (Perjanjian dengan Penyelia Latihan)PLT Scheme (Pelan Latihan Tahunan) – JURUPLAN Scheme (Skim Khidmat Juruperunding bagi Pelan Latihan Tahunan)Joint Training SchemeGraduate Training SchemeInformation Technology & Computer-Based Training SchemeComputer-Based Training Scheme (Software Development)Purchase of Training Equipment & Setting Up of Training Room SchemeSpecial PSMB Training ProgrammesApprenticeship SchemesEnglish Language Training Programmes for WorkersSBL Scheme (Skim Bantuan Latihan) Prior approval must first be obtained from the Secretariat for programmes/ courses under the SBL Scheme. This scheme enables employers to identify their own training needs and formulate training programmes to retrain and upgrade skills of employees in line with their operational as well as business requirements. The training courses can be conducted either on-the-job, off-the-job or even a combination of both so as to suit the requirements of enterprises. Training can be carried out either by their own trainers or by external trainers if there is a lack of internal expertise. Apart from this, local enterprises can also engage and recruit qualified trainers from abroad if local expertise is not sufficient or available. In order to qualify for the training grants, the training programmes must be structured and possess the following criteria:Specific training objectivesSpecific training activities or lesson plansInstructional guides by qualified instructors/trainersAssessment to determine the attainment of training objectives SBL-KHAS Scheme Under the SBL-KHAS Scheme, employers are not required to pay training fees to training providers registered with PSMB. The fees will be paid by PSMB to the training providers concerned on behalf of employers based on claims submitted by training providers, upon the completion of training. PSMB will debit the fees claimed to employers� levy accounts. For daily allowances claimed which may comprise of food, lodging and transportation including airfare (if applicable), employers are required to submit their claims to PSMB based on stipulated guidelines. Claims must be submitted after the completion of training. Training programmes that are eligible  to be offered under this scheme are public programmes and in-house programmes conducted by training providers who are registered with PSMB. Training grant applications submitted by employers for programmes that are not registered or not conducted by training providers not registered under this scheme will be rejected. PROLUS Scheme (Program Latihan Yang Diluluskan) This PROLUS or Approved Training Programme Scheme (ATP) would allow registered training providers to offer training programmes to employers. Training providers can either submit the applications for ATP status along with applications for their registration, or after the Registration Certificates have been obtained. Among the examples of training  programmes that are publicly offered under this scheme are the Management/ Administrative Skills, Craft/Technical Skills, Computer-Related Skills, and Productivity-Related Skills. PERLA Scheme (Perjanjian Dengan Penyelia Latihan) This scheme would enable employees to retrain and subsequently upgrade  their existing employees� skills by paying a small percentage of the approved fees under the PROLUS scheme. Employers are only required to pay between 20- 25% of the training fees, while thebalance can be directly claimed by the training providers from PSMB. PLT Scheme (Pelan Latihan Tahunan) The PLT (Pelan Latihan Tahunan) Scheme is an annual training plans scheme that encourages employers to put up Annual Training Plans. Under this scheme, employers must undertake systematic training needs analysis to ensure that training is conducted on a need basis and in line with their business plans and level of technological adaptations. Employers without the necessary expertise to do so can seek assistance from PSMB through the JURUPLAN Scheme (Consultancy Scheme for Training Needs Analysis). The training plan must encompass at least 10% of the company�s workforce and a minimum of 15% of the organisation�s lower level employees, especially those who only possess SPM qualifications and lower. Juruplan Scheme (Skim Khidmat Juruperunding Bagi Pelan Latihan Tahunan) Under this scheme, employers who have 200 employees and above can apply for consultancy services from training consultants who are registered with PSMB. These consultants will assist employers to identify training needs, systematically formulate training programmes and prepare annual training plans. Prior approval must be obtained from PSMB by the employers concerned and the rate of financial assistance will be determined by PSMB as well. This scheme is a one-off exercise and therefore, the transfer of knowledge and skills from participating consultants to respective employers must exist in the context of �change agent/client� relationships in the preparation of annual training plans. Joint Training Scheme This scheme enables several  employers, particularly those from the SMEs to jointly appoint a training provider to conduct training for their employees. One of the employers will act as the �organising employer� who will determine the type of programme required, engage a suitable training provider and determine the venue for training. Apart from this, the �organising  employer� will also be responsible for determining the cost per employee, to enable participating employers to claim the allowable costs incurred upon the completion of training. The number of employees from participating employers must at least be more than 50% of the total participants of the programme. The �organising employer� will be able to claim the allowable costs at the rate of 100%, whilst participating employers will only be reimbursed based on the normal rates of financial assistance approved by PSMB. Graduate Training SchemeObjective The objective of the Graduate Training Scheme/05 (GTS/05) launched  by the government is to assist and equip unemployed graduates with specialised skills in Executive Development, Marketing, Business Accounting, Financial Planning & Wealth Management, Microsoft Certified System Engineer, Cisco Certified Network and Professional, Linux System Administrator, Web Publishing & Web Application Development, English Language, Tourist Guide & Event Management and Entrepreneurship to enhance their employability. Target Group This scheme is for Malaysians who have graduated with a degree or diploma from 2003 onwards and have remained unemployed. Terms And Conditions Of Application ► Only Malaysians who have graduated from 2003 onwards and  have remained unemployed are eligible to apply. ► Applicants must have completed their studies for at least 6 months and they must not have worked since completion of studies. ► Applicants who have a Masters degree and above are not eligible to apply. ► Application forms must be submitted to PSMB at least one (1) month before the commencement of the programme. ► Applicants must submit their applications through approved training providers using forms (PSMB/SLG/1/05) complete with the following supporting documents: – Photocopies of the applicants� new identity cards and the latest academic qualifications (diploma or degree) duly verified and certified as true copies by a Member of Parliament, Member of a State Assembly, Headmaster or School Principal, Village Head, �Penggawa�, �Tuai Rumah� or �Ketua Kaum�, �Ketua Mukim Bertauliah�, any Government Officer in the A Category or a Justice of Peace. – Applicants who have yet to receive  their scroll from respective universities, may submit verified and certified true copies of final semester�s examination results with confirmations from the university registrars stating completion of studies. In the case of Institutions of Private Higher Education where there is no registrar, verification can be done by the Head of Admission / Administration. – Original offer letters from PSMB�s approved training providers.  – All academic qualifications such as original scrolls and final semester�s examination results must be examined by PSMB�s staff before approvals are given. ► Each applicant is allowed to submit only one application form to the training provider with a programme of his/her choice. The duly filled application will be submitted to PSMB by the training provider concerned. Multiple applications with different training providers will cause the applicants to be rejected by our computer system. Appeals will not be entertained. ► Trainees must fulfill all conditions for the awarding of certificates such as projects, assignments and examinations as determined by training providers. Trainees attending professional programmes like Microsoft Certified System Engineer (MCSE), Cisco Certified Network and Professional (CCNP) and Linux System Administrator (LSA) must take all the professional examinations. ► All applicants for the CCNP programme are required to attend an interview to be conducted by PSMB officers before approvals are given. ► During training, all trainees must complete their tasks, assignments and projects. Trainees are required to participate actively in all practical exercises, presentations and role plays as directed by trainers. Trainees are also required to keep a training profile for the duration of the programme. ► During attachment training, all trainees must abide to all terms and conditions or regulations as determined by employers. ► If an applicant had attended any training programme under the previous GraduateTraining Schemes, PSMB-ACCP or any training schemes under the �Skim Sangkutan Latihan (SSL)�, he/she not eligible to participate in this scheme. This ruling also applies to applicants who have attended training under the Retrenched Workers and Unemployed Training Scheme. Entry Requirements For Programmes Offered ► The entry requirements for applicants for each training programme under Graduate Training Scheme are as follows:- ProgrammesEntry Requirementsi) Executive Development, Marketing, Business Accounting, Financial  Planning & Wealth Management, Web Publishing & Web Application Development, Tourist Guide & Event Management, Entrepreneurship and the English LanguageApplicants must have  a Degree or Diploma in any field of studies. For Web Publishing & Web Application Development, applicants must possess at least a credit in Mathematics and Science at SPM levelii) Microsoft Certified System Engineer (MCSE) and Linux System Administrator (LSA)Applicants must have a Degree or Diploma in Computer Studies or Engineering.iii) Cisco Certified Network and Professional (CCNP)Applicants must have a Degree in Computer Studies or Engineering. ► Financial assistance will be terminated when trainees stop attending the training programme. Training Programmes Offered ► The duration of the programmes offered under the scheme are as follows: – ProgrammesTraining AttachmentDuration Trainingi) Certificate in Executive Development3 months2 monthsii) Certificate in Marketing3 months2 monthsiii) Certificate in Business Accounting5 months2 monthsiv) Certificate in Financial Planning & Wealth Management3 months2 monthsv) Microsoft Certified System Engineer (MCSE)2.5 months2 monthsvi) Cisco Certified Network and Professional (CCNP)3 months2 monthsvii) Linux System Administrator(LSA)3 months2 monthsviii) Web Publishing & Web Application Development3.5 months2 monthsix) Certificate in English Language4 months2 monthsx) Certificate in Tourist Guide & Event Management3 months2 monthsxi) Certificate in Entrepreneurship3 months2 months ► Training programmes offered under the scheme are skills and application-based. The curriculum of these programmes has been developed by PSMB with the assistance of experts. (Note : Certificates of attendance will be issued by Pembangunan Sumber Manusia Berhad to trainees who have successfully completed their training with an attendance of at least 75%) Information Technology & Computer-Based Training Scheme The Computer-Based Training Scheme was implemented in 1995 to further promote ICT/IT  training, enabling employers to set up their own Computer-Based Training Unit, while the Information Technology Scheme enables employers to set up their own IT Training Unit within their enterprises so as to purchase computers worth up to a value of RM25, 000 for every three years. In addition, employers are also entitled to receive an  additional financial assistance that is subjected to the maximum of RM25, 000 once in every three years for the purchase of personal computers so as to enable them to set up a Computer-Based Training Unit at their branch offices. However, prior approval by PSMB with regard to such purchase is required.  Computer-Based Training Scheme (Software Development) This Computer-Based Training Scheme (Software Development) entitles the employer to  purchase training CD ROMS and softwares without needing to obtain any prior approval from the Corporation, or source external expertise to develop the employer�s own specific computer-based training softwares, where prior approval from PSMB would have to be obtained. Employers who are interested to apply for this scheme are  required to prepare a proposal with appropriate justification and duration of development and attach together quotations from three consultants for the development of the system. Meanwhile, the rate of financial assistance is based on skill areas as determined and developed by employers. PSMB has always provided development grants to employers� associations, to develop specific computer-based training programmes/CD ROMS for the benefit of their members. Purchase of Training Equipment & Setting Up of Training Room Scheme Under this Purchase of Training Equipment & Setting Up of Training Room Scheme, the Small Medium Industries  (SMIs) who have vacant rooms can thus convert them into training rooms by applying for financial assistance offered under the scheme. Besides this, the scheme also enables employers to obtain 80% of the rate of financial assistance for the purchase of training equipment (such as chairs, tables, videos, televisions, white boards, LCD Projectors and OHP projectors) and the setting up of training rooms. The Purchase of Training Equipment & Setting Up of Training Room Scheme is aimed at encouraging employers to conduct more in-house training programmes other than to enhance a training culture amongst them. Special PSMB Training Programmes Special Training Programmes are organised and conducted by PSMB in collaboration with training providers under the PROLUS Scheme from time to time. Among the Training programmes available under this scheme are as follows:-Train The Trainer (TTT)Effective Communication In The Workplace (ECW)Effective Communication & The Educator (ECE)Measuring The Impact Of TrainingEvaluation Of Training (EOT)Training Needs Analysis (TNA)Pedagogy Of Teaching And LearningBasic Counselling Skills For TeachersImproving On The Job TrainingTechniques Of Module WritingPreparation And Use Of Teaching ResourcesOn The Job InstructionCeramics Raw Materials And PreparationsEnhancing Pedagogical Skills Through Micro-TeachingIT Security PracticesIT Security ManagementExecutive Certificate In Event ManagementAssessing Competency In The WorkplaceMeasuring The Effectiveness In TrainingTesting And EvaluationFormulation Of Test QuestionsDrying And Firing Processes For CeramicsThe rate of financial assistance under this scheme is 100% Apprenticeship Schemes The Apprenticeship Schemes, which are offered by PSMB, is a structured training programme focused on skills training in certain fields for a particular industry. This scheme is executed in accordance with the co-curriculum of the National Skills Standards and the pre-determined training period.Objective of The Apprenticeship Schemes The objective for the establishment of this Apprenticeship Scheme is to prepare various skills training (Multi-Skilling) to school leavers at the PMR/SPM level, in sectors such as industrial, hotel, manufacturing, information technology (IT), and transportation, so as to fulfill the need for a skilled workforce in the industrial and service sectors of the country. Besides this, this scheme also enables employers who are registered with PSMB to be actively involved in training activities. The apprenticeship schemes are designed and targeted  at the four primary groups of audience, namely, i) the employers, who would send the selected apprentices for training; ii) the training providers, who provide training to the selected apprentices; iii) the selected apprentices who would undergo the apprenticeship training; and iv) PSMB, which manages apprenticeship schemes and accredits training centres for the conduct of the programmes. Through this scheme, which involves a combination of theoretical and practical training, PMR/SPM school leavers or workers who have been successfully selected as apprentices by the employer registered with PSMB, will undergo �Off-The- ob� as well as �On-The-Job� training. �Off-The-Job� involves training at the training centres of training providers that have been accredited by PSMB, while �On-The-Job� training is conducted at the premise of the sponsoring employer. Before being able to successfully complete the training programme, the apprentices will be required to work for the respective sponsoring employers for a fixed period of one to three years, as written in the requirements of the apprenticeship contracts (that is if offered employment). Types of Scheme, Entry Requirements & Duration ► Types of Schemes & Entry Requirements Since 1996, PSMB has introduced 9 (nine) apprenticeship schemes for candidates who are able to meet the entry requirement as detailed below.Apprenticeship Schemes & Their Respective Minimum Qualification RequirementsSchemesMinimum Qualificationa) Mechatronics Apprenticeship Scheme b) Plastics Injection Moulding Apprenticeship Scheme� SPM or � Senior Middle Level 3 [Unified Examination Certificate] (Passes in Mathematics, Science and English)c) Tool And Die Maker (Mould) Apprenticeship Scheme� SPM or � Senior Middle Level 3 [Unified Examination Certificate] (Passes in English And Mathematics or Science)d) Information Technology (Programming) Apprenticeship Scheme e) Information Technology (Multimedia Artist-Authoring) Apprenticeship Scheme f) Industrial Sewing Machine Technician Apprenticeship Scheme� SPM or � Senior Middle Level 3 [Unified Examination Certificate] (Passes in Mathematics and English)g) Hotel Industry Apprenticeship Scheme h) Multimodal Transport Operators Apprenticeship Scheme i) Wood-Based (Furniture) Apprenticeship Scheme� PMR/SPM or � Senior Middle Level 3 [Unified Examination Certificate] (Passes in Mathematics and English) ►Duration of Training The duration of the training would usually range from 10 weeks to six months for optional modules, and nine to 18 months for the full modules. Apprentices who have completed their training will receive a SKM Level 1 & 2 certification in the relevant field that has already been approved and accredited by MLVK, as well as the Apprenticeship Certificate that would be awarded by PSMB. Duration & Period of Training Programmes for the Various Schemes of ApprenticeshipSchemes“Off-the-Job”“On-the-Job”Total Training Durationa) Mechatronics9 months9 months18 monthsb) Hotel Industry � Module 1A (Housekeeping) � Module 1B (Front Office Operations) � Module 2 (Food & Beverage Operations) � Module 3 (Kitchen Operations)5 weeks 7 weeks 3 months 3 months5 weeks 7 weeks 3 months 3 months10 weeks 14 weeks 6 months 6 monthsc) Information Technology (Programming)6 months3 months9 monthsd) Information Technology (Multimedia Artist � Authoring)7 months5 months12 monthse) Wood Based Industry (Furniture)9.5 months6.5 months16 monthsf) Multimodal Transport Operators4.5 months4.5 months9 monthsg) Plastics Injection Moulding6 months4 months10 monthsh) Tool and Die Maker7.5 months6.5 months14 monthsi) Industrial Sewing Machine Technician7 months4 months11 months ► Funding & Training Fees Tuition fees are fully paid by PSMB under its RM15 Million Apprenticeship Fund. Apprentices who are selected by sponsoring employers would be fully funded by PSMB under the Apprenticeship Scheme Fund. The apprentices will also be paid with monthly allowance of between RM300�RM500 and an insurance coverage by sponsoring employers. Sponsoring employers, meanwhile, are eligible to claim financial assistance at the rate of 95% of the allowable cost, namely, apprenticeship monthly allowance, insurance coverage and consumable training materials, if applicable. Tuition Fees for Various Apprenticeship SchemeApprenticeship SchemeTraining FeesMechatronicsRM6,200Industrial MachiningRM8,000Hotel Industry – Module 1A – Module 1B – Module 2 – Module 3 RM1,062 RM1,488 RM2,550 RM3,400Information Technology (Multimedia Artist)RM5,500Wood-Based Industry (Furniture)RM4,500Multimodal Transportation OperatorRM3,500Plastics Injection MouldingRM6,500Tool and Die Maker (Mould)RM8,500 Application To Become A Sponsoring Employer Employers who register themselves with PSMB are required to forward their sponsoring details by submitting the Sponsorship Application Form to PSMB by either fax/postage, a month before the training programme commences. Employers are advised to determine the functions of sponsorships and contact PSMB or any training providers in advance, to obtain advice and guidance, as deciding on the location /premise for the apprentices who will be sponsored by the respective employers. Employer�s Registration With MLVK For employers who will be sponsoring apprentices under this apprenticeship scheme, they are required to send their officers, who will be in-charge of supervising the apprentices for the Assessment Officer, as well as the Internal Accreditation Officer Induction Course, which are sponsored by MLVK. This course is compulsory for all companies� officers who would be supervising apprentices during the �On-The-Job� training. The Assessment Officer will evaluate and fill in  apprentices� portfolios based on skills achieved by the particular candidate who undergoes the �On-The-Job� training. On theother hand, the Internal Accreditation Officer will be responsible in accrediting the portfolios. Such assessments would help the MLVK to determine whether the particular apprentice is qualified to be awarded with the SKM Certification Level 1 and 2. Selection Of Apprentices Employers can obtain names of apprenticeship programmes� candidates from the PSMB, as well as from their own resources. Interviews and selection process will be subsequently conducted by the respective employers. Interested candidates are required to fulfill the stated entry requirements. Candidates who are interested to participate in this scheme can obtain the application form from PSMB or to issue a letter to PSMB by enclosing together their personal details, a photocopy of their examination certificates and IC, as well as their most recent passport-size photo. Training Modules of Apprentice Schemes The list below provides a brief outline of the various modules under the various apprenticeship schemes of PSMB. a) Mechatronics Apprenticeship SchemeCode – Modules/ SubjectsCode – Modules/ SubjectsModule 1Module 2M1 Mathematics E1 English 1 5S 5-s (Recreating the Workplace) MS1 Mechanical Skills ES1A Electrical System 1A CS1 Computer Skills 1         (Introduction to PC & Windows) DCF DC Fundamentals MAE Magnetism and Electromagnetism ACF AC Fundamentals WS Wiring and Soldering Technique WSH Workplace Safety and Health 1 TD1 Team DynamicsES1B Electrical System 1B PN1 Pneumatics 1 DCN DC Network Theorem HY1 Hydraulics 1 SCF Semiconductor Fundamental TE Technical English TAC Transistor Amplifier Circuit CS2 Computer Skills (Business App.        Software) TD Technical Drawing WSH2 Workplace Safety and Health 2Module 3TFC Transistor Feedback Circuit PSR Power Supply Regulation Circuit EAT Electronic Assembly Technique ES Electronics Sensors PLC1 PLC QC1A Quality Control 1A QC1B Quality Control 1B TPM Total Productive Maintenance MSM Motors and Servo Motors 1b) Hotel Industry Apprenticeship SchemeCode – Modules/ SubjectsCode – Modules/ SubjectsModule 1AModule 1BSHK1 Introduction to Housekeeping Operators SHK2 Chemicals and Cleaning Agents SHK3 Servicing Bedroom SHK4 Servicing Bathroom SHK5 Public Area Cleaning SHK6 Flower Arrangement SHK7 Laundry SHK8 Housekeeping Practice SHK9 English for Housekeeping SHK10 LinenSFO1 Introduction to Front Office          Operations SFO2 Guest Relations SFO3 Hotel Law SFO4 Telephone Service SFO5 Basic Calculations SFO6 Keyboard Skills SFO7 Basic Cashiering SFO8 Basic Accounting Practice SFO9 Bell Desk & Concierge SFO10 Computer Operations SFO11 Reservation Procedures SFO12 Reception Procedure SFO13 Guest Departure SFO14 Reception Practical SFO15 Clerical Administration SFO16 Upselling Skills SFO17 English for Front OfficeModule 2Module 3SFB1 Introduction to Food &          Beverage Operations SFB2 Bars & Service of Beverages SFB3 Restaurant Mise en Place SFB4 Restaurant Service SFB5 Wine & Wine Service SFB6 Function Service SFB7 Room Service SFB8 Customer Care SFB9 Silver Service SFB10 Menu Knowledge SFB11 Nutrition SFB12 Hygiene SFB13 First Aid SFB14 Food & Beverage Service            Practicals SFB15 Food & Beverage Cost Control SFB16 English for Food & BeverageSK1 Introduction to Kitchen Operations SK2 Mise en Place & Food Operation SK3 Stewarding SK4 Receiving & Storing SK5 Methods and Cookery SK6 Appetizers/ Savouries/ Salads/        Sandwiches SK7 Stocks, Soups, Sauces SK8 Vegetables, Egg & Farinaceous SK9 Asian Cookery SK10 Shellfish Preparation & Cookery SK11 Meat Butchery & Cookery SK12 Basics Desserts SK13 Baking Skills SK14 Kitchen Practices SK15 English for Kitchenc) Information Technology Apprenticeship Scheme (Programming)Code – Modules/ SubjectsCode – Modules/ SubjectsITP001 Anti Virus ITP002 Data Storage Management ITP003 Programming Preparation ITP004 Creating User Interface ITP005 User Interface Acceptance ITP006 Program Coding ITP007 Program Testing ITP008 Program DocumentationITP009 Module Documentation ITP010 Programming Constraint Supplementary Subjects: ITP S1 English ITP S2 Mathematics ITP S3 Group Dynamics ITP S4 Work Ethicd) Information Technology Apprenticeship Scheme (Multimedia Artist � Authoring)Code – Modules/ SubjectsCode – Modules/ SubjectsITM001 System Maintenance ITM002 Graphic Element Production ITM003 Audio Element Production ITM004 Video Element Production ITM005 Screen Colours ITM006 Multimedia Maintenance Files ITM007 Organise Multimedia Files ITM008 Authoring Code ITM009 Authoring Template ITM010 Creating Element EffectsITM011 Product Testing ITM012 Modify Project ITM013 User Documentation ITM014 Job Brief ITM015 Final Product Supplementary Subjects: ITM S1 English ITM S2 Art & Design ITM S3 Group Dynamics ITM S4 Work Ethicse) Wood – Based Industry Apprenticeship Scheme (Furniture)Code – Modules/ SubjectsCode – Modules/ SubjectsPhase 1Phase 2WI 101 Introduction to Wood-Based             Industry WI S1 Workplace Communication WI S2 Team Building WI 102 Safety and Health WI 103 Quality Workforce &              Assurance WI 104 Technical Drawing 1 WI 105 Wood Technology 1 WI 106 Introduction To Non-Wood              Based Furniture Material WI 107 Wood Machining and              Operation 1 WI 108 Wood Adhesive WI 109 Jointing Technique WI 110 Furniture Finishing 1 WI 111 Assembly Method WI 112 Knife GrindingWI S3 Introduction to Computer WI 201 Industrial Rules and Practices WI 202 Packaging Method and Control WI 203 Quality Control WI 204 Technical Drawing II WI 205 Wood Technology II WI 206 Inventory Control WI 207 Wood Machining and             Operation II WI 208 Wood Lamination WI 209 Prototype Making WI 210 Furniture Finishing IIf) Multimodal Transportation Operator Apprenticeship SchemeCode – Modules/ SubjectsCode – Modules/ SubjectsBlock 1Block 2MTO 101 Introduction to Multimodal               Transport Operator MTO S1 Workplace Communications MTO 102 Import Freights Forwarding                Procedures I MTO 103 Export Freights Forwarding                Procedures I MTO S2 Business Writing Skills MTO 104 Basic Business Computing               and Communication MTO 105 Basic Use of Electronic Data                Interchange (EDI) MTO S3 Personal Effectiveness MTO 106 Organising Cargo Transport                and Billings MTO 107 Effective Customer Service IMTO 201 Introduction To Multimodal               Transport Operator MTO 202 Workplace Communications MTO S4 Import Freights Forwarding              Procedures I MTO S5 Export Freights Forwarding              Procedures I MTO 203 Business Writing Skills MTO 204 Basic Business Computing                And Communication MTO 205 Basic Use Of Electronic Data                Interchange (EDI) MTO S6 Personal Effectiveness MTO 206 Organising Cargo Transport                And Billings MTO 207 Effective Customer Service Ig) Plastics Injection Moulding Apprenticeship SchemeCode – Modules/ SubjectsCode – Modules/ SubjectsLevel 1Level 2PIM S1 Introduction PIM S2 Communication English PIM 101 Safety and Housekeeping PIM 102 Handtools and Practice PIM S3 Basic Understanding of             Technical Drawing PIM 103 Material Handling 1 PIM 104 Injection Moulding �               Production Processes 1 PIM 105 Parts Runner and Regrind PIM 106 Machine Shutdown PIM 107 MouldsPIM 201 Injection Moulding �                Production Processes 2 PIM 202 Quality Control 1 PIM 203 Quality Control 2 PIM 204 Material Handling 2 PIM 205 Jig and Fixtures PIM S4 Plastics Decoration PIM 206 Fundamentals of Production               Controlh) Tool & Die Maker (Mould) Apprenticeship SchemeCode – Modules/ SubjectsCode – Modules/ SubjectsLevel 1Level 2TOM S1 Introduction to Tool Making TOM S2 English Communication TOM S3 Mathematics TOM 101 Workshop Safety, Health               and Environment TOM 102 Basic Understanding of                Technical Drawing TOM 103 Measuring Instruments And                Applications TOM 104 Workshop Practice TOM 105 Technical Drawing (2D                Computer-Aided Drafting) TOM 106 Engineering Material and                Heat Treatment TOM 107 Workshop Machining                Technology (Milling, Lathe,                Grinding)TOM S4 Workshop Mathematics TOM S5 Quality Control TOM 201 Fundamentals of CNC                Programming (2D) TOM 202 Advanced Machining                Technology TOM 203 Assemble, Test And                Troubleshoot Mould TOM 204 Fundamentals of Two Plate                Mould

Contact Details

Pembangunan Sumber Manusia Berhad
Wisma HRDF
Jalan Beringin
Damansara Heights
50490 Kuala Lumpur
Tel: 1800-88-4800
Fax: 03-2096 4999
Website: http://www.hrdf.com.my

References

i. Pembangunan Sumber Manusia Berhad
ii. http://www.hrdf.com.my
iii. Training Guide Malaysia (7th Edition)
iv. www.trainingmalaysia.com

The post PSMB’s Human Resources Development Fund appeared first on TrainingMalaysia.com.

• About MLVK
  – Background of MLVK
  – Objectives of MLVK
  – A CBE/L Model for Skills Training in Malaysia
  – Organisation Chart of MLVK
• National Skills Certification Programme
  – The National Skills Qualification Framework (or SKM Qualification Framework) developed by MLVK
  – Accreditation of Training Providers by MLVK
• Quality Control And Course Assurance
• National Occupational Skills Standards(NOSS)
• Accreditation Of Prior Achievement (APA)
• Useful Skills Training
• Statistics
• Summary

About MLVK
Majlis Latihan Vokasional Kebangsaan (MLVK), otherwise known as the National Vocational Training Council (NVTC) in English, was established under the Ministry of Human Resources  Malaysia on 2nd May 1989 as a coordinating body for vocational training in Malaysia. MLVK is the national body entrusted with a major role in formulating, promoting and coordinating industrial and vocational training strategy and programmes, including implementing a national skills certification programme for the country. Some of the main functions of MLVK include the following:

• Assessing skills needs
• Developing the National Occupational Skills Standards (NOSS) and improving them from time to time
• Implementing national skills certification programme
• Promoting skills training and skill-based career
• Assisting in the upgrading of capabilities of training personnel
• Conducting study/research on skills training

In an effort to implement national skills certification programmes, as at March 2006, a total of 1,100 training institutions have been approved as MLVK Accredited Centres. The skills training programmes that have been accredited amounted to 5,806, which encompass a diverse range of fields and levels of skills that have already been covered by NOSS.

Objectives of MLVK
MLVK revolves around three objectives, namely,

• establishing a coordinated skills training system that is attuned to Malaysia�s development goals and needs
• providing the framework for the development of skills training
• certifying skills competency.

With its mission to develop human resources by providing opportunity for skills upgrading and career advancement, MLVK has thus overhauled the national skills training system in Malaysia through a major review of the National Skills Certification (NSC) system. This revamp was conducted in search of a more effective framework for vocational training in the country, upon sensing the absence of a clear pathway for the qualification and career advancement of skilled workers. The two major changes that have since been introduced by MLVK in the year 1993 are:

• The adoption of a new 5-level National Skills Qualification  Framework (which is the Malaysian Skills Certification Level 1 � 5) in replacement of the prevailing 3-tiered Skills Certification System, or Sijil Kecekapan Ketukangan, SKK (which comprises Basic, Intermediate and Advanced) to address the shortfall of vocational and skills training development in Malaysia.
• Through the introduction of this new certification structure the Sijil Kemahiran Malaysia (SKM) Level 1 replaces, with no conditions, the SKK Basic Level; the SKM Level 2 replaces, with no conditions, the SKK Intermediate Level; and SKM Level 3 that replaces the Advanced Level, with the additional requirement of Supervisory Skills. Meanwhile, in October 1995, MLVK decided to acknowledge SKM Level 4 as Malaysian Skills Diploma and SKM Level 5 as Malaysian Skills Advanced Diploma.
• The introduction of a new Accreditation Approach to replace the trade testing system. Under a pilot project in 1993, MLVK selected and appointed 9 public training institutions as the pioneer group of Accredited Centres that covered a total of 20 accredited training programmes. The rapid expansion of the SKM in Malaysia since its introduction and launch in 1993 reached its peak by the year 2002, in which 1,809 Accredited Centres run a total of 6,813 accredited programmes.

These policy reforms were fundamentally geared towards improving the quality as well as productivity of the country�s skilled labour force, hence helping to enhance the competitive position of the Malaysian economy at large. The changes were also brought on to seek more effective coordination for the diverse vocational training activities that are carried out by both the public and private sectors in Malaysia, and to gear them towards meeting the actual needs of the Malaysian industry. The two basic thrusts of the above-said reforms are detailed as follows:

• To reinforce the adoption of Competency-Based Education/ Learning (CBE/L) principles in the vocational training system in Malaysia. This approach basically involves the shifting of  emphasis from an instructor-centred approach towards a trainee-centred approach, entailing the identification of distinct and verifiable competencies that are actually required in the working world, apart from focusing on actual performances in the assessment of these competencies.
• class=”normal_text_bold”>To make the National Skills Certification System in Malaysia more fl exible, accessible and user-friendly. The shift towards CBE/L has resulted in the attempts by MLVK to develop a national vocational training system that is characterised by some of the following features:
• The competencies to be achieved in training for a particular job are identified by expert workers and practitioners, which are clearly defined and spelt out in NOSS.
• The competencies are clustered around modules, which are called �duties� in NOSS, so as to enable training as well as assessment and certification to be more fl exibly-packaged and undertaken.
• The assessment of competencies places emphasis on actual  performance that are based on specified criteria.
• Self-paced learning that is increasingly becoming the norm in training, where trainees would progress at their own pace rather than be dictated by the instructor or group.
• Self-directed learning that is also increasingly becoming a  key feature of training, where trainees would take greater responsibilities for their own learning process while instructors, would on the other hand, function as merely facilitators or resource persons.

A CBE/L Model for Skills Training in Malaysia
The diagram displayed below shows the concepts/principles of Competency-Based Education/Leaning (CBE/L) Model for skills training in Malaysia.



Organisation Chart of MLVK
Currently, MLVK comprises the following divisions, namely:

• Policy Planning & Research Division
• Expert Development Division
• NOSS Division
• Malaysian Occupational Skills Qualification (MOSQ) Division
• Corporate Service Division

i) Policy Planning & Research Division
This unit is responsible for the planning and determining the effective skills training system so as to produce a skilled workforce in various fields at different levels. The responsibilities undertaken by this division entail:

• Identification of National Skills Workforce Needs
  • Organise expert workshops and discussion trips to hold talks with employers
  • Prepare papers for the action and decision-making of all parties concerned and involved
• Identification of Implications of Policies on Skills Training
  • Analyse implications on national development plans and other national policies on skills training
  • Monitor skills training development so as to be in line with national development plans
• Management and Collection of Information/Other Pertinent Documents
  • Manage departmental resource centre and information systems
  • Prepare scheduled and unscheduled reports for the distribution to various parties
  • Update information on the Internet

ii) Expert Development Division
This department is in charge of these four primary units, namely:

• Skills Advisory Committee (SAC)
  The SAC is established by MLVK to offer advice and guidance on the contents of skills training and the direction that skills training programme should lead candidates to, particularly in issues such as:
  a) Training needs in particular sectors or sub-sectors
  b) The standards of skills training that match the purpose for skills certifi cation
  c) The structure and curriculum of training programmes that match the needs and demands of the industry
  
• Public Inter-Agency Coordination Committee (PIACC)
  PIACC is formed by MLVK to create and maintain a forum for all major public training agencies so as to discuss issues and problems encountered in the execution of public skills training programmes. These issues comprise training curriculum, teaching manpower, trainees and training facilities.
  
• Skills Development Programme (SDP) for Instructors and Vocational Officers
  • The SDP for instructors and vocational officers is one of the programmes being carried to enhance the skills and knowledge of teaching manpower/vocational training officers, as well as to increase exposure to new technologies and the latest training system that is in line with the advancement of industries. This training programme is fully funded/sponsored by the Public Service Department.
  
  
• Promotion
  Ensures that the skills training system, and MLVK products like the SKM certification and NOSS are widely-known to the public so as to encourage more participants to take up skills training. Among the promotional events being conducted are the organising of national seminars and the production of printed materials and articles of MLVK, other than participating and organising exhibitions and training expos.

iii) NOSS Division
This division is responsible for carrying out three main tasks, which include:

• Establishing the NOSS
• Developing Learning Guides
• Developing a National Skills Training Curriculum Centre

iv) Skills Qualification Division
The main tasks that are managed under this Division are:

• SKM Certification through the Accreditation System
  • The SKM certification can be obtained through MLVK Accredited Centres and Programmes.Trainees who have successfully undergone accredited training programmes at MLVK Accredited Centres and have met the stipulated assessment and verification requirements will be awarded with the SKM.
• National Skills Testing
  The National Skills Testing is another procedure for the awarding of SKM, which is conducted for specific fields in only a few approved testing centres. At present, this system is only executed for the SKM certification in the field of �Non-Destructive Testing (NDT)�, while for the other fields, certification is done through the Accreditation System.
  
• Accreditation of Prior Achievement
  Candidates who comprise experienced and skilled personnel, can be awarded the SKM upon successfully meeting the stipulated assessment and verification requirements.
  
• International and National Skills Competition
  MLVK also plays a prominent role in organising National Skills Competition, which aims to achieve the following objectives:
  a) Recognizing expert workers who have a high level of skills
  b) Encouraging youths to take a serious interest in skills-based careers
  c) Creating an awareness and understanding about the importance of skills training for the development of the nation.
  c) Assisting the selection and preparation of Malaysian representatives to the ASEAN and World Skills Competition
  
• Recognition of Skills and Qualifications
  Endorsement of foreign workers� competencies
  
• Recognition for the other skills qualifications, which are awarded by Government agency, employer and industry as well as international agencies and organisations.
  

v) Corporate Service Division
The prime tasks under the charge of this division are:
� Administration
� Personnel
� Finance
� Staff Development

National Skills Certification Programme
With its mission to develop human resources by providing opportunity for skills upgrading and career advancement, MLVK has implemented the national skills certification programme in Malaysia that comprises two key components :

• A certification structure which comprises a 5-level National Skills Qualification Framework (which is the Malaysian Skills Certification Level (MSC) Level 1 to 5 or in Bahasa Melayu – Sijil Kemahiran Malaysia (SKM) Tahap 1 ke 5 ) i.e. SKM Level 1, SKM Level 2 and SKM Level 3 for basic skill levels, while SKM Level 4 as Malaysian Skills Diploma and SKM Level 5 as Malaysian Skills Advanced Diploma levels.
• Accreditation Approach instead of the trade testing system, to approve a particular organisation (eg training providers, employers) as an Accredited Centre so as to enable the Centre to undertake training and skill assessment leading to the award of SKM qualification to the trainees.

The National Skills Qualification Framework (or SKM Qualification Framework) developed by MLVK
Introduction
This SKM qualification framework (i.e. SKM Level 1 to 5) was introduced in 1993.

The SKM Framework is conducted and operated based on National Occupational Skills Standards (NOSS), where each candidate would be assessed on whether they have actually fulfilled the needs of NOSS before being approved and awarded with the SKM qualification.

This approach would basically help to supply more skilled and trained workers with the necessary qualifications to increase the competitiveness of the local industry in the world market.

Apart from this, the SKM Framework also provides candidates with another qualification path and career development opportunity that has been established in line with the academic qualification structure. In other words, this means that the double qualification structure is based on two types of qualifications, namely the academic qualification and the skills qualification that are available in this country today.

The emergence of this new skills qualification structure has opened up a whole new set of opportunities for all school leavers, or those who do not have the intention of furthering their studies at educational institutions. In addition, it also caters to workers who have no qualifications to show despite having years of working experience.

Levels of the SKM Qualification
The skill qualifications Level 1 � 5 under the SKM certification are described as follows:

Categories of Personnel With Relevance to the Levels of the SKM Qualification
The diagram below denotes the SKM Framework , which is sorted as according to the Categories of Personnel, the Academic Qualifications, and Skills Qualification Levels (from SKM Level 1 to SKM Level 3, DKM and DLKM).

Accreditation of Training Providers by MLVK

Introduction
According to the National Skills Certification Programme undertaken by MLVK in Malaysia, accreditation is a procedure where MLVK would approve a particular organisation as an Accredited Centre, so as to enable the organisation to undertake training and assessment in specific skills programmes at different skill levels that ultimately leads to the award of the Malaysian Skill Certificates (MSC/SKM).

This accreditation represents a mandate given by MLVK to Accredited Centres to offer, administer as well as maintain
the quality of the Malaysian Skills Certificates for specific jobs that are covered by the NOSS.

Upon the attainment of accreditation, the respective Accredited Centre can offer training courses to all interested individuals concerned, and conduct assessments for SKM certification purpose.

Accreditation is granted for a duration period of 3 years, after which the Accredited Centre is required to submit their application for the renewal of accreditation within a period of 3 months before the accreditation expires. Re-accreditation is usually extended for another time period of 3 years. As at June 2006, there are a total of 1,123 training institutions that have been approved as MLVK Accredited Centres and 6,047 skills training programmes have been accredited.

Quality Control And Course Assurance
In order to maintain the credibility and continued acceptance of the Malaysian Skills Certificates, the National Skills Certification Programme adopts a stringent procedure of quality control and course assurance, where three levels of key personnel are involved, namely i) The Assessors, ii) The Internal Verifiers (Pegawai Pengesah Dalaman � PPD), and iii) The External Verifiers (Pegawai Pengesah Luaran – PPL).

The diagram below depicts the overall structure of quality assurance as practised in the National Skills Certification Programme.

The assessors (PP) and internal verifiers (PPD) are appointed by Accredited Centres from amongst its trainers and training officers who have been accredited by MLVK  through numerous special Induction Officers. They would perform in-house assessment as well as internal verification based on documentation and procedures that have been stipulated by MLVK.

On the other hand, the external verifiers (PPL) are officials accredited and appointed by MLVK to ensure full conformity of the assessment and internal verification carried out at Accredited Centres to the specified requirements. These external verifiers would generally make 3 or 4 verification visits on an annual basis to the Accredited Centres that they have been assigned to, during which he/she will check the portfolios of candidates and endorse applications for the award of the SKM. Apart from this, an external verifier would also assess on whether the Centre has already met all accreditation requirements in terms of training, assessment and quality control, other than recommending to the MLVK as to whether accreditation at the respective Centre should be continued or reviewed.

Other Forms Of Competency Qualifications

Statement of Achievement (Penyata Pencapaian/PC)
Besides the SKM award, the Statement of Achievement (or Penyata Pencapaian/PC) has been introduced for the first time in the country. PCs are awarded to individuals when they are deemed to be competent in a particular unit of competence (at the level of duties in each NOSS). Each of these statements represents credit that can be accumulated until they suffice for the award of the SKM certification. In addition, these credits may also be transferable across different job areas, particularly where the generic skills are involved, which would hence enable the operation of a system of credit accumulation and transfer.

National Occupational Skills Standards (NOSS)
Background
The National Occupational Skills Standards, or NOSS, is developed by MLVK on a continuous basis, in line with its efforts to ensure that skills training programmes conducted in the country are benchmarked against the actual workplace requirements. NOSS is defined as �a specification of the competencies expected of a skilled worker who is gainfully employed in Malaysia for a particular occupational area or level.�

Objectives of NOSS
Regarded as a useful tool in increasing the quality of work of employees, NOSS is drawn up by expert workers and practitioners who are appointed by MLVK, where they would be responsible in identifying the competencies that are required in the respective jobs.

It is being used as a basis by skills training institutions to make changes to teaching materials i.e. the syllabus of the lessons, contents outline and guideline as well as the skills training modules. For the purpose of skills certification, NOSS is used as the main criteria when determining the level of competency that a trainee is required to obtain.

For employment purpose meanwhile, NOSS can also be used for various intentions such as hiring/recruiting employees, analysing training needs, as well as assessing the performance of staff. With NOSS being used as the basis for the delivery of training programmes, training providers can be assured that their graduates would actually meet the competency requirements as according to the expectations set by the Malaysian industry.

Besides this, NOSS also plays imperative significance in the many contexts of the working world, such as benchmark setting in assessing the workers� performance, as well as determining the work tasks for employees and the different career paths that a respective job can lead one to. Therefore, NOSS can be regarded as a standard measurement for skills and job competency in Malaysia.

Trainees who have achieved competencies as spelt and  stated in NOSS will be awarded by MLVK with the national skills qualification that comprises five levels, namely Sijil Kemahiran Malaysia (SKM) Level 1, 2, 3, Diploma Kemahiran Malaysia (DKM) and Diploma Lanjutan Kemahiran Malaysia (DLKM)

The Areas of Competencies covered under NOSS
The list below shows the skills sector covered under NOSS, arranged in alphabetical order, for which the SKM Qualifications (SKM Level 1 � 5) are being awarded:

Accreditation Of Prior Achievement (APA)
Meanwhile, an approach called the Accreditation of Prior Achievement (APA) was introduced by MLVK as part of the system in 1996. It aims to give due recognition to a certain skills level already achieved by experienced workers and serves to ultimately highlight the important role that skilled workers play in the society today.

In addition, this approach also gives value to previously acquired competencies, which include working experiences and learning activities of the nation�s skilled workers, so as to enable them to have the opportunity to obtain the SKM certification.

In applying for accreditation of prior achievement, one would need to go through the following steps, as defined in the below:

• To identify and determine the area/level of skills in applying for the SKM/PC (Applicants can refer to Register of NOSS)
• To obtain and study the relevant NOSS
• Possess valid and sufficient evidences such as work experiences, education & training, life experiences and other relevant achievements.
• If the applicant possesses the valid and sufficient evidences based on the above said Step 3, then he/she can submit the application in order to be approved as a candidate.
• Once the applicant receives an official notice/receipt informing him/her that he/she has already been approved as a candidate, the candidate will then undergo counselling and portfolio development sessions, which are being guided by the appointed assessor.
• The candidate would next be assessed through the stipulated assessment process, followed by verification, and if deemed successful, he/she will be awarded SKM/ PC certificate.

Useful Skills Training Statistics
The table below shows the number of MLVK accredited programmes being offered for each of the skills qualifications Level 1 � 5.

The table below shows the total number of accredited centres and programmes, which are arranged according to the various categories such as government ministries, agencies and private sector as at June 2004.

Summary
The introduction of the National Skills Certification System in 1993 by MLVK and the soon to be implemented National Skills Development Act by the Ministry of Human Resources as well as the Malaysian Qualification Framework by the Ministry of Higher Education will serve to restructure and streamline the national vocational and skills training in the country towards meeting the demands of today�s job tasks more effectively. Its introduction is indeed timely, given the high priority that it places on the area of human resource development.

With the emphasis towards preparing trained and qualified skilled workforce to support the country�s economic development, therefore, the more flexible framework of national skills recognition and qualifications is necessary to promote a conducive training culture for the personal motivation of skilled workers, which would hence lead to the overall upgrading of competencies amongst the country�s skilled workforce.

The implementation of this National Skills Certification System is also motivated by the recognition that it is ultimately the country�s human resources or its skilled workforce in particular, which would be instrumental in helping the nation achieve its ambition of being a fully-developed and industrialised nation by the year 2020.

Last but not least, it also aims to change the negative societal perception and low image usually associated with skill-based careers, as these career paths are assumed to be only for those who are deemed to have failed academically. Therefore, it seeks to give greater recognition to the skilled workforce in the country, so as to commensurate with its important role in the Malaysian society today.

Contact Details
Bahagian MOSQ
Majlis Latihan Vokasional Kebangsaan (MLVK)
Kementerian Sumber Manusia, Malaysia
Aras 7-8, Blok D4, Parcel D
Pusat Pentadbiran Kerajaan Persekutuan
62502, PUTRAJAYA
Tel: 03-88865000
Fax: 03-88892423

References
i. Education Guide Malaysia 10th Edition, published by Challenger Concept (M) Sdn Bhd
ii. Training Guide Malaysia 7th Edition, published by Challenger Concept (M) Sdn Bhd

The post Majlis Latihan Vokasional Kebangsaan (MLVK)- Roles of MLVK, National Skills Qualification Framework & NOSS appeared first on TrainingMalaysia.com.

• Introduction – Technical & Vocational Training Opportunities
• Criteria of Technical & Vocational Courses
• Technical and Vocational Education and Training (TVET) Academic Pathway
• Providers of Technical & Vocational Qualifications (Pre-Employment Courses)
• Public Skill Training Institutions
  – Ministry of Human Resources : ITI, ADTEC, JMI, CIAST
  – Ministry of Youth and Sports : IKBN, IKTBN, National Youth Apprenticeship Scheme
  – Ministry of Entrepreneurship & Cooperative Development
  – Ministry of Agriculture and Agro-based Industry : Agriculture Institutes
  – MLVK : National Dual System Training
  – MARA Vocational Education & Training Division : IKM & KKTM
  – Construction Industry Development Board Malaysia (CIDB) : Akademi Binaan Malaysia (ABM)
  – PSMB’s Apprenticeship Schemes
  – Department of Civil Aviation Malaysia
  – Pilot Licensing
• Conclusion

Introduction

Due to an increasing demand for technical personnel at both professional and semi-professional levels in the manufacturing and industrial sectors, technical and vocational education has evolved from very basic skills training to one which encompasses high cognitive knowledge involving the applications of mathematics and the sciences.

Technical and Vocational Education and Training (TVET) in Malaysia are offered by both public institutions and private providers. Generally, providers conduct TVET via two modes:

• Students are prepared through pre-employment training and education to join the work force by institutions which conduct TVET programmes
• Workforce competencies are enhanced through TVET programmes (workplace training & education) conducted at the workplace

The post Public Skill Training Institutes-Providers of Technical & Vocational Education & Training for PMR/SPM Leavers appeared first on TrainingMalaysia.com.

• Introduction – Technical & Vocational Training Opportunities
• Criteria of Technical & Vocational Courses
• Technical and Vocational Education and Training (TVET) Academic Pathway
• Providers of Technical & Vocational Qualifications (Pre-Employment Courses)
• Public Skill Training Institutions
  – Ministry of Human Resources : ITI, ADTEC, JMI, CIAST
  – Ministry of Youth and Sports : IKBN, IKTBN, National Youth Apprenticeship Scheme
  – Ministry of Entrepreneurship & Cooperative Development
  – Ministry of Agriculture and Agro-based Industry : Agriculture Institutes
  – MLVK : National Dual System Training
  – MARA Vocational Education & Training Division : IKM & KKTM
  – Construction Industry Development Board Malaysia (CIDB) : Akademi Binaan Malaysia (ABM)
  – PSMB’s Apprenticeship Schemes
  – Department of Civil Aviation Malaysia
  – Pilot Licensing
• Conclusion

Introduction

Due to an increasing demand for technical personnel at both professional and semi-professional levels in the manufacturing and industrial sectors, technical and vocational education has evolved from very basic skills training to one which encompasses high cognitive knowledge involving the applications of mathematics and the sciences.

Technical and Vocational Education and Training (TVET) in Malaysia are offered by both public institutions and private providers. Generally, providers conduct TVET via two modes:

• Students are prepared through pre-employment training and education to join the work force by institutions which conduct TVET programmes
• Workforce competencies are enhanced through TVET programmes (workplace training & education) conducted at the workplace

The post Polytechnics & Community Colleges under the Ministry of Higher Education for SPM Holders appeared first on TrainingMalaysia.com.