1.

0: INTRODUCTION
Telekom Malaysia Berhad (TM), Malaysia’s Convergence Champion and No. 1
Converged Communications Services Provider, offers a comprehensive range of communication
services and solutions in broadband, data and fixed-line. As a market leader, TM is driven by
stakeholder value creation in a highly competitive environment. The Group places emphasis on
delivering an enhanced customer experience via continuous customer service quality
improvements and innovations, whilst focusing on increased operational efficiency and
productivity.

Leveraging on our extensive global connectivity, network infrastructure and collective

expertise, TM is well positioned to propel Malaysia as a regional Internet hub and digital
gateway for South-East Asia. TM remains steadfast in its transformation into a new generation
communications provider to deliver an enhanced and integrated digital lifestyle to all
Malaysians, and opening up possibilities through connection, communication and collaboration,
towards our shared vision of elevating the nation into a high-income economy.

As a model corporate citizen committed to good governance and transparency, TM

continues its pledge to ensure the integrity of our processes, people and reputation as well as the
sustainability of our operations. Our Corporate Responsibility (CR) ethos reinforces responsible
behavior in the four main domains of the marketplace, workplace, the community and the
environment. With a focus on ICT, the Group further promotes 3 major platforms i.e. education,
community/nation-building and environment, through our Reaching Out programme.

TM looks forward to continue serving customers with its comprehensive suite of

offerings, delivering a seamless digital experience and integrated business solutions to meet their
lifestyle and business communication needs - towards making “Life and Business Made Easier
for a Better Malaysia”.
2.0: COMPANY’S MISSIONS, CORE VALUE AND GOALS

TM Mission

“We deliver Life Made Easier”:

 To customers, through converged lifestyle communication experiences

 To businesses, by collaborating with and supporting them with integrated solutions
 To the nation, by supporting socio-economic development through education, innovation
& social initiatives

TM could take many roads to serving to the customer. But TM has chosen the path that bring the
greatest sustainability of the TM service to the customer.

TM Core (KRISTAL) Values

 Total Commitment to Customers

 Uncompromising Integrity
 Respect and Care

TM Goals

 To keep people connected in more ways than one, for better Malaysia.
3.0: GOODS AND SERVICES PROVIDED

TM is Malaysia’s Convergence Champion and No. 1 Converged Communications

Services Provider. They offer comprehensive suite of communication services and solution in
fixed for telephony and broadband, fixed line, mobility, content, Wi-Fi, smart devices such as
pay television and network services. TM was the largest broadband services provider in
Malaysia.

TM is a company that sees the needs to move along with the technologies and they want
to transform the way Malaysians connect, communicate and collaborate. Thus, TM did a strong
emphasis on the innovation of their products and services. The most recent innovation has seen
TM venture into the Long-Term Evolution (LTE), with the launch of TMgo or now it’s known as
UNIFI, it’s first 4G offerings.

We can divide TM into 3 business clusters, which are UNIFI, TM ONE and TM
GLOBAL. UNIFI is Malaysia’s first high-speed fibre optic broadband service, with a total of
2.23 million subscribers in 2014. In 2018, UNIFI have offered services to two types of
consumers; home and personal and also business. For home and personal consumers, UNIFI
offered them plans for fibre broadband, wireless broadband, broadband (Streamyx), voice
services, mobile services, Wi-Fi and TV. For business consumers, they only offered them plans
for fibre broadband, broadband (Streamyx), voice services, mobile services and TV. The plans
for both type of consumers differ as the functions are vary. The fibre broadband plans for the
home consumers were offered with unifi playTV, where you can enjoy 30 days free
entertainment-on-the-go via your own mobile as your TV. Meanwhile, the fibre broadband plans
for business consumers were priced slightly higher, and comes with the package of security
surveillance, unifi TV Biz pack and SurePay POS to track and manage the sell and receive
payments for the company. Unifi TV or previously known as HyppTV is a local pay IPTV that
packaged with UNIFI VIP packages and contains high quality up-to-date content and interactive
channels managed by TM Net.

The second cluster are TM ONE. TM ONE focuses on connectivity and security, where it
offers advance capabilities that drive both enterprise and public sectors businesses with solutions
that accelerate their digital journey. They aim to enable the successful digital transformation for
all business and public agencies with customized value-based innovative digital solutions and
services. They offered services such as:

i. Business Process Outsourcing (BPO) Services, also known as Information Technology

Enabled Services (ITES), is the contracting of non-primary business activities and functions to a
third-party provider, such as payroll human resources, accounting and customer centre relations.
TM ONE also offer data analysis, expert recommendations and social media engagements to
improve customer’s experience.

ii. Cloud Services, cloud increases the efficiency and company can be assured of data
security, saves money and time, flexible and saves the environment. TM ONE offered three types
of cloud; Public Cloud, Private Cloud and Cloud Service Level Agreement (SLA).

iii. Collaboration Services, to make powerful connections that includes legal voice services,
instant messaging, Internet Protocol (IP), telephony, mobility, conferencing, data sharing and
many more.

iv. Data Centre Services, to ease business operations as the data is centralized. TM ONE had
two data centre located in Cyberjaya and Iskandar Puteri that provide high value managed
services including data computing.

v. Network Services, these connectivity services are offered by telecom service providers
with various options based on organizations needs and application requirements.

vi. Security Services, using the Managed Security Services Provider (MSSP) helps the
organizations to create a closed loop group of people, processes, technology, to more efficiently
address evolving threat landscape.

vii. Smart Services, offered Smart City Wide, Smart Building, Smart Home and Service
Exchange Platform that will help organizations and local councils create a safe and sustainable
environment for the society.

TM ONE also played their role in many sectors, such as education, government services,
healthcare, real estate, retail and hospitality, logistics, manufacturing, oil and gas, utilities, media
and broadcast and banking, financial services and insurance.
The third business cluster is TM GLOBAL. TM GLOBAL is the global and wholesale arm of
TM. They offered services such as; data services, backhaul services, voice services, access
services, infra services and beyond connectivity.

4.0: STRUCTURE OF TRAINING DEPARTMENT/UNIT


Head of Department
(Manager)
.Look after all training &
development.
. Looking for talent
Senior Manager
. Training intervention.
. Admin
- Develop training courses
- Logistic of training
- Deliver training process program
- Conduct training program
. Admin
- Logistic of training
program
.. Talent Manager
-Looking people for development
produce . Admin
-Logistic of training
program

Structure of Training Department

The structure of training for Telekom Malaysia (TM), have six people in team of training
department in TM which is at Head quarter in TM Unifi, Bangsar. The head of training
department is manager and she looks after all training & development and talent management for
TM Unifi and six of them split the job function into two. One of function handle by senior
manager in TM Unifi and he also looking after training section for TM Unifi. So, he functions to
look training interventions which is he needs to develop training courses, deliver training process
and conduct the training.

The next is talent manager, she needs to looking after the talent management in TM. TM
talent have eighty to ninety people recognize selected as a high potential in the company. So, she
look after this people for development produce, and the rest people in team, they looking after
the logistic part of training request to them and they would handle all the admin work for
training. They will make sure the training is run and the employee go to training.

TM is wide because every state has branch of TM, so training & development department
need to conduct the training in house which inside this company and somehow, they need to
conduct external which is do the training outside the company. So, they need to send the location
that have training facility or rent a hotel or banquet hall. So, training & development department
work together to come out a training program to employee.

5.0: TRAINING OBJECTIVE

 Every organization have their own training because they have different mission that they
want to achieve. As we know that training is the important thing in organization to all employees
especially for new employee. So, training is a planned effort by a company to facilitate
employees’ learning of job-related competencies. The goal of training for every organization for
their employees is to master the knowledge skill and behaviors emphasized in training programs
for employees can apply to their day-to-day activities.

Telekom Malaysia (TM) have their training objective and their objective is to raise
human capital, TM want to make the employees adequate employee skill so they know what they
need to do a job. So, from the training objectives it will training the employees to equips
individuals with necessary employee knowledge, skill and abilities. Besides that, every year the
task, mission and goal of the company will be announce to make sure the employee adequate
skill staff and force to handle the mission.

Basically, the task for training have the same task but its divided by department and it
will change when external factor change such as follow the market. Usually, the training
objective based on company objective, mission and goals, so from the training, TM will adequate
their employee skill in staff and force to achieve company goals. TM also work very closely with
line of business and they also ask the managers and leaders about what visitor looking for and
they also ask what kind of skill that TM will use to work in a team to achieve training objective
and they make sure that they were work very close with them to make TM training objective
align with line of business.

6.0: TRAINING PROVIDER IN THE COMPANY

 The training provider in TM can be divided into two categories, which are internal and
external training provider. According to the training manager, the generic training programs will
engage training provider to vary depending on the skill sets that the company is looking for
based on the position and job of the trainees.

For the internal training provider, TM uses their own trainer within their staffs to enhance
and improve the skills of their employees. These internal trainers usually handle training that
relates to internal functions, which are confidential to other external trainers to protect the data
and information within the company. The internal training programs are usually held for the
customer service department, and when there are sensitive cases or issues that are private and
confidential for the company.

TM also outsource their training providers. TM practices an open tender system for
external training providers. TM will seek for the skills that the trainers have before hiring them.
This is to match the trainer’s expertise and skills with the skills that they want their employees to
get from the training programs. TM is moving along with the technologies that are evolving
nowadays. Thus, TM focuses on the IT training for their staffs. For example, TM once invited
trainers from Iverson and Info Trek Sdn. Bhd. which specialized in IT training for local
companies and named them as two of the best matching training company with TM. Apart from
that, TM also hired external trainers to enhance the soft skills of their employees. They also
provide their staffs NLP training programs.

TM outsources their training providers for several reasons. Outsourcing their trainers can
mitigate the risk. Training helps prevent failures and provide the right training for their
employees. Therefore, outsourcing the trainers and choosing them by their specialities and skills
can prevent unnecessary failure costs. Furthermore, these external training providers have their
own expertise in various fields, such as e-Learning and working with these specialists or training
company may result in a more effective learning solution for TM’s workforce and also aligned
with current learning trends. Outsourcing trainers from specific training companies can gain TM
greater competitive advantages as it can help the employees to leverage knowledge and skills
along the business. Outsourcing also help to make the business more flexible and agile.
 In contrast, outsourcing the trainers for the company have its own disadvantages. There
are risk of confidentiality and security issues that may exposed to external companies and
competitors. Moreover, there may have hidden cost that were charged by the training provider,
and this will increase the training costs. The external trainers also may fall behind time, and
consume more time to train the employees as they did not know the level of knowledge that the
employees have before the training programs.

Nowadays, TM focuses on making the internal trainers as the main source of it’s training
provider. They believe that internal trainers will incurred less costs and there is low potential that
some confidential information will leak. For classroom-based training, TM thinks it is more
beneficial to keep the process in-house as it involves critical topics about the company. It may
not be worth the investment to bring in a training consultant from external sources and educate
them on existing policies, procedures and practices.
7.0: TRAINING ALLOCATION BUDGET
8.0: TRAINING APPLICATION PROCESS

SECOND WAY
- Come to Learning THIRD WAY
FIRST WAY
- New system ( TM Admin for attend the - Training by
Learn system). training. external trainer.
- Advertised inside the - If advertised, click - Sending application
system. register to go for training.
- Register. - If not advertised, - Must get the
request training by just approvel
sending people.

Training Application Process

TM employees form the heart and soul of TM business, hence TM are committed to
ensuring they have access to on-going training, learning and development opportunities to build
their capacity and increase their knowledge and skills. Training in the latest technological
advances, moreover, is vital to enhancing our service delivery and promoting operational
excellence. Hence for the TM training application process are divided into 3 ways. For the first
way is right now TM was introduced the new system that called TM learn system. In this
application all the training are advertised inside the system and they will go to the system and
register on that system provided.

For the second ways is based on learning admin. In order for that, they can come over
any of the learning admin and tell them to attend the training and they will arrange that for the
trainers. Hence for the Registration process is differs from project to project. If already
advertised then click register. If not advertised they will go to the study work to request for the
training and just send the people.

For the third ways is based on external trainers. In that application by external trainers
that are conference and all that, the trainer want to go, then proceed to the sent application for
training. Before send the application, application must get the approval.
9.0: TRAINING METHOD IN THE COMPANY
TM uses four training methods in training their employees. These four methods are classroom-
based training, digital training, simulation based training and blended learning.

i. Classroom-based learning.
The classroom-based training is the major training methods that was
practiced by TM. Each training programs were held in the duration of a
day, up to 10 days, according to the depth of knowledge and how critical
the transfer of knowledge. TM chooses classroom-based learning because
of several reasons. Classroom-based learning works as subject matter
experts (SME) are on hand to give on the spot practical help and answers
any questions from the trainers. This will give immediate help and support
with correcting the mistakes and getting the practices and learning right.
This method will also help TM employees to build networks with other
learners, share experiences and increase social interaction between
trainees and trainer. Classroom-based learning emphasizes real and
practical practices, and give multi-sensory experiences that appeals to
more of the employees’ multiple intelligence. TM highlighted that this
method gets better Return on Investment (ROI), because the employees
who are ready to put their new knowledge and skills into actions
immediately from their training will financially cost-effective for any
organizations.
ii. Digital training.
This method is the second alternatives or methods for their training
programs. TM have the range of 5000 to 6000 staffs, which part of them
are millennials. Even though it is high in cost to implement, digital
learning or E-Learning is being adopted around the world and it is
convenient for the millennials who prefer self-driven learning using
mobile devices and smartphones as the world is evolving with
technologies. The key factors for TM to choose digital learning as one of
their training methods are the flexibility, accessibility and the effectiveness
 of digital learning. Digital learning modules are more convenient because
the employees can plan their daily duties, instead of taking the whole day
off to be in a classroom training program. This method also allows trainees
to learn new skills quickly and apply them immediately at work. TM is
now moving towards digital learning slowly after they introduce TM
Learn, an online system for the training applications.
iii. Simulation-based training.
The third method is simulation-based training. Simulation-based training
in TM were handled by both external and internal trainers depending on
the scope of the training program. TM choose this method to increase the
job accuracy and speed. TM aim for higher productivity and higher job
satisfaction for the employees. This training methods also get new staffs to
gain knowledge and skills more efficiently and faster, within weeks rather
than months. Simulation-based training allows the employees to do
mistakes and improve their skills time to time more effectively.
iv. Blended learning.
Blended learning is one of the training methods that were slowly
implemented in TM. TM uses blended module for some of their training
programs according to the suitability. TM provides some training via
online, and some training were delivered traditionally. Thus, this offers
flexibility in term of availability, where the employees can access the
program materials and modules from anywhere and at anytime. Blended
learning improve the engagement of trainers with trainees, deliver better
information and direct feedback from work and focus on deeper learning.
This method also improves the teaching conditions and increase the
trainees interest and focus for a longer time.

10.0: TRAINING EVALUATION PROCESS

 . SECOND LEVEL
. FIRST LEVEL
- Employee need to do . THIRD LEVEL
- Evaluate employee a test and after pass the
satisfaction with the training - Observe and survey
test so they will get
program. the employee
certificate because
whether their skill
- It will in survey form and they learned and
improved or not
devide into five section. understood the training
program.

Training Evaluation Process

As we know that, after attended the training TM will evaluate their employee. TM
evaluate their employee involve three level. So, the first level that been use is TM currently use a
survey form, which is they evaluate every course that TM provide during training program.
Basically, they will ask a question about four or five section. The first section that will ask is
whether the training program is suitable and relevant to this company, so actually TM want their
employee satisfaction from the training program. The second section is about facilitator or
trainees is suitable conduct the training, because TM want make sure that the facilitator delivers
the correct course to the employee and employee will understand all the content from the training
program. The third section is about course material adequate enough and TM will move to the
digital material so the content will always remain and easy to find when they need. The fourth
section is whether the venue is suitable for training program because they want employee
comfort with the venue and it can make the employee can focus during the training program. The
last section is comment and recommendation that TM need to be improve the experience of
learning for future training program.

The second level is the employee need to do test assessment then after they pass the test,
they will get a certificate because it shows that the employee learned and understood the training
program. The third level is whether the employee change their behavior in workplace, so in this
level TM needs to observe and survey the employee whether their skill improved or not. In this
level, TM do 360 degrees assessment for staff. So usually TM used google form to every
evaluation process because it is more efficient.
11.0: TRAINING PROVIDED TO ALL EMPLOYEE
High Speed Broadband (HSBB) Training
In line with efforts to boost the development of human capital related to the High Speed
Broadband (ig HSBB) project, we launched a three-year Vendor Development Programme to
ensure our external local contractors have the capacity and capability required to undertake
HSBB-related work. TM have trained over 6,500 contractors’ personnel on fibre technology,
equipping them with the necessary knowledge and skills to provide end-to-end installation
services to our customers. Their intensive training programmes include interpersonal aspects of
customer service. The number of participants in HSBB and IP-related courses almost doubled
from 14,840 in 2009 to 29,517 in 2010.

Employee Assistance Programme (EAP) and Employee Productivity Enhancement (EPE)

Trained Employee Assistance Programme (EAP) practitioners provide basic, intermediate
and advanced skills training for union members and newly hired employees at a Leadership
Development Coaching for Assessment Centre. A supervisory orientation programme and
customer service management performance coaching is also provided for employees at the
Centre. Employees facing personal or work-related problems can further request for counselling
via the EAP. In 2010, the EAP team closed 53 cases.

Other training programmes

TM Business Ethics Programme
New employees are provided with an induction programme on the Code of Business
Ethics, while ethical business behavior and legal compliance training is conducted with all
employees from time to time.

Passion for Service Excellence Programme

The Passion for Service Excellence Programme focuses on developing market orientation
and business acumen skills of frontline executives in Customer Service Management, Regional
Network Operations and Sales. In 2010, a total of 1,006 employees participated in this
programme.
Training and Awareness Raising Initiatives
TM conduct various training programmes and organize regular campaigns at our head
office and state locations to raise awareness of safety, health and environment issues. The TM
Group OSHE Management Committee has endorsed compulsory training for all employees,
especially those who work at height. To ensure greater safety and minimize injuries, new
portable aluminium ladders have been introduced which comply with British Standard
(BS:2037 : 1994 -Class 1 Industrial), boasting additional safety features such as the “V” Bucket,
Step- Extender, Top and Bottom Harness. This is an example of a best practice for working at
height.

Training Information System (TRIS)

System that allows employees to plan, apply, monitor and track their training needs and
development.

Training Needs Analysis (TNA)/ Training Needs Identification (TNI)

Activities to define the gap between current and desired employee performance.
12.0: TRAINING CHALLENGES IN THE COMPANY
BUDGET

For Telekom Malaysia they will set up the budget in every year but in every year the
budget are not sustainable. In Telekom Malaysia, the consideration of training is about the place,
food and so on. Telekom Malaysia is always provided a good training for their employee to bring
a outcome to the company. The cost of training program will depend on the type of training the
company require. Many different types of training exist, each varying widely in cost. Before the
choose one, know what results in the after. Then, select the training activities that best fit those
results and the company budget. Having a training budget in place, allows for enhanced
planning. You can develop training courses and estimate costs for design and delivery. You can
compare program costs to the training department budget and decide when to conduct the
training course. Leadership can also calculate costs for instructor salaries and compare these to
consultant fees to determine the best options for conducting future programs. Knowing costs
from the past allows for more accurate planning for training in the future. Telekom Malaysia
need to consider about palaces, food and trainers. The palaces must not far from the city and
flexible to do any kind of activities that suit to the training. For the food, they have to ensure that
their employee enough of food and they will commit within the training. Budget in training is
important because is will be beneficial to Telekom Malaysia because it will return on investment.
To determine company return on investment, the company need to know whether the training
courses increase sales, decrease mistakes, or increase customer satisfaction. The answers help the
company determine if the programs are worth the money invested. With a budget, Telekom
Malaysia can break training expenses down to design and delivery costs. Telekom Malaysia can
then compare the amount of money it took to create and run the program to the results it
produced, allowing TM to measure whether the investment was worthwhile.
CHANGING SKILLS

Now days all company are require skills and acknowledgement. So every company need
to upgrade employee skills in the company. Telekom Malaysia involved telecommunication
industry telecommunication industry. The telecommunications industry within the sector
of information and communication technology is made up of all Telecommunications/telephone
companies and internet service providers and plays the crucial role in the evolution of mobile
communications and the information society. In Malaysia, there is other company who in the
same industry, it make Telekom Malaysia need to sustain their business and make customer
choose them than other company.
STAFF COMITMENT

Telekom Malaysia contains over 27,000 of employees. They are in different generation
that work in one company. In TM, they faced problem that Difficulty to get employee
commitment to go to training. For example, in Gen X they having grown up in a declining
economy, with both parents working, they tend to be independent and cynical. They place a high
value on work-life balance having witnessed how tough it was for their workaholic parents. They
work hard to find ways to accomplish success and have more time for leisure. They are generally
achievement oriented, enthusiastic, confident, adaptable, entrepreneurial and technologically
savvy while Gen Y is not a group of homogenous clones. It is made up of individuals with a wide
range of skills and behaviours. In recent years there has been much publicity about how different
this generation is from previous generations (Generation X and Baby Boomers). Gen Y is often
negatively and inaccurately classified as consisting of disenfranchised, antisocial technophiles
with short attention spans and poor communication skills. Overall there is a consensus that Gen
Y has grown up in a very different environment to previous generations, they come to the
workplace with different skills and lack some skills as well. Like previous generations they are
motivated by different things however, Gen Y think differently about learning and development,
they also have a different approach to work relationships. The differences when combined with
all the recent advances in technology and communication suggested that there is a demand for
new ways of working and learning. Gen X and Gen Y have a different method if training which
is Gen X require traditional method meanwhile Gen Y more to technology methods. If the
training is not fulfilled employee demand, they will not attend to the training. Normally in
Telekom Malaysia, Gen X had a problem to go to training. In addition, logistic also be one of the
factor that hard to get staff commitment. If the place are too far and not interesting at all, they
said the training is not suitable for them. It make staff commitment are the important term on
training.
LACK OF TRAINERS

Training is a process of acquiring knowledge, skills, and attitude that are needed to fill
the gap between what people want to do, and what they are able to do now. In order to teach a
trainer how to train well, a learned by doing approach is best. In Telekom Malaysia they had
problem to find a good trainers. Manager in Training said, there is situation that employee came
back from training and they don’t get anything because they hired the wrong trainers and there is
turn over for the company. The effect of this challenge, the employee can’t change their attitude.
They will stick with their behaviour and it difficult to ask them t change it. At an organizational
level, bad behaviour can have a tangible impact on profitability. Missed objectives and declining
productivity mean diminished profitability. The employee may find that some employee face
increased sick days, as team members try to escape the bad behaviour, or are sucked into it.
Another possible consequence may be higher staff turnover, with all of the cost and time
involved in hiring and training new people. Furthermore, to find a credibility trainers now days is
challenging because they normally had a higher education and valuable. The company need a
higher cost to hired educational trainers and it make budget of training company is increase years
to years.
13.0: EMPLOYEE DEVELOPMENT METHOD IN THE COMPANY

ASSESSMENT

To develop employee in the company, Telekom Malaysia use assessment method.

Assessment has 4 elements which is personality test, assessment centre, performance appraisal
and 360 degree feedback.

Telekom using 360 method feedback. There is 3 phase. Firstly, nomination and approval
and this phase select colleagues the staff wish to nominate as your feedback giver. Second phase,
is assessment. Assessment complete the feedback for the participant who selected as their
feedback giver and for yourself.

There is benefit of 360-degree feedback which is:

 Better Feedback from Multiple Sources

Receiving feedback from peers, supervisors and oneself proves to be more beneficial
compared to receiving feedback from one individual. Employees receive feedback more
frequently, and peer feedback (and feedback from direct reports) is just as beneficial as
feedback received from superiors.

 Improved Team Development and Communication

Team members that give each other feedback create a sense of accountability, and team
communication is important, with 33% of employees saying a lack of open, honest
communication has the most negative impact on employee morale.

 Career Development

360 appraisals provide employees with valuable feedback about what they need to do to
further their careers (98% of employees will fail to engage when they are given little to
no feedback). With a 360 process, an employee is given multiple opportunities to learn
what they are doing well and what needs improving.
14.0: CONCLUSION
15.0: RECOMMENDATION
16.0: APPENDIX