CHAPTER 1

INTRODUCTION TO THE ORGANIZATION

1.1 Profile of Telekom Malaysia Berhad

Telekom Malaysia Berhad (TM) is the largest integrated information and

communication group in Malaysia, with the total workforce of 27,257 employees. It

was established in 1946 as Telecommunications Department of Malaya and was later

privatized in 1987. With the total revenue of RM 9.99 Billion in 2012, TM is among

one of Asia’s leading telecommunication companies. As the largest integrated

information and communication group in Malaysia (see Appendix 1 for products and

services of TM), TM delivers an enhanced customer experience through innovation

and customer service quality improvements. Its milestone in 2008 was the high speed

broadband (HSBB) project with the signing of Public-Private Partnership Agreement

with the Malaysian government and actualized in 2010 by the launch of Unifi, TM’s

high speed broadband. To date, Unifi has over 100,000 subscribers.

In line with Malaysia’s Leading New Generation Communication Provider as

well as Malaysia’s Broadband Champion, Telekom Malaysia has implemented

Performance Improvement Program which has four strategic thrusts abbreviated in

COOL, which are: Customer centricity and quality improvements, Operational

excellence and capital productivity, One company mindset with execution orientation

and Leadership through innovation and commercial excellence.

Being Malaysia’s leading new generation communication provider, TM needs to

ensure long term sustainability of the organization, in which TM formulates the

strategic journey. TM’s strategic journey consists of 3 phases: The broadband

champion, Information exchange and Institution building towards growth, efficiency

and productivity. The first phase; broadband champion, is already achieved by the

current performance of the organization. Being the leading new generation

1

telecommunication provider, TM has completed forming basic building block for the

high speed broadband across Malaysia in 2010, fulfilling the Public Private Project

with the Malaysian government. On March 2010, TM deployed its first high speed

broadband service, UniFi. By the end of 2012, UniFi already cover 1.377 million

premises.

Figure 1.1 Logo of Telekom Malaysia Berhad

Source: TM’s Website

To date, TM has a total customer of 4.5 million (1.7 million customers of

broadband subscribers and 2.8 million for telephony subscribers). To retain the

existing customer in order maintaining the status of Malaysia’s broadband champion,

it is essential to have a continuous human resource development. Telekom Malaysia

realizes that employee play a major role for the sustainability of the company, in

which it provides ongoing training & development program for its employee.

Telekom Malaysia provides broad range of training development program, from

technical academy, customer service academy to leadership development unit. This

comprehensive training program made TM won the Gold Award for the Employer of

Choice by the Malaysian Institute of Human Resource Management (MIHRM). To

date, TM had already trained a total of 20,924 employees in High Speed Broadband

and IP-related training. To support its comprehensive training program, TM had built

TM Training Centre (TMTC) across the country.

Looking ahead, TM would like to pursue its vision to be the information

exchange with the objective of transforming TM to be connectivity, ICT and a

content hub for the region.

2

1.2 Vision and Mission of Telekom Malaysia Berhad and the National Network

Operation (NNO)

1.1.1 Vision and Mission of Telekom Malaysia Berhad

The goal of Telekom Malaysia Berhad is to provide faster, richer and a more

reliable customer experience, backed by years of experience. It also wants the

customer only to get the service from a name that they know and trust. Thus,

Telekom Malaysia formulates its vision and mission to accomplish the goal.

Vision Mission

To be Malaysia’s leading new

generation communications

provider, embracing customer

needs through innovation and

execution excellence

To achieve our Vision, we are determined to do the

following:-

Strive towards customer

service excellence and operational

efficiency

Enrich customer lifestyle and

experience by providing innovative new

generation services

Improve the performance of our business

customers

by providing high value information and

communication solutions

Deliver value for stakeholders by

generating shareholder

value and supporting Malaysia’s growth

and development

3

1.2.2 Vision and Mission of National Network Operation Division

Vision Mission

The vision of Network

Operations is to be a model of

operational efficiency in striving

to be Malaysia’s leading new

generation communication

provider

To manage, operate and maintain a

telecommunication network comprising voice, data

and info-structure so as to achieve high quality and

reliability, exceeding customer expectations, in a

competitive environment. We shall provide

differentiated customer services in a proactive

manner. We will be a committed team of highly

competent and motivated professional.

4

1.2 Organizational Structure of Telekom Malaysia Berhad

This section would display and brief the organizational structure of Telekom

Malaysia Berhad and National Network Operation Division.

1.2.1 Organizational Structure of Telekom Malaysia

Figure 1.2 Organizational Structure of Telekom Malaysia

Source: Telekom Malaysia’s Website

5

1.2.2 Organizational Structure of National Network Division

Figure 1.3 Organizational Structure of National Network Operation Division

Source: Internal Site of Telekom Malaysia

National Network Operation (NNO) is working under the business function of

Telekom Malaysia Berhad, specifically under the Information Technology and

Network Technology (IT & NT) section. Basically, NNO is the division who

maintain the network across the country which is very essential to the business of

Telekom Malaysia. NNO, then, derogate its authority to 6 regions operating

independently as Regional Network Operation (RNO).

6

CHAPTER II

JOB DESK AND INTERNSHIP ACTIVITY

2.1 Internship Background

The goal of the university is to generate a capable graduate that is employable

in the job market. This goal is not an exception for Telkom Institute of

Management. The university needs to prepare the student in order they compete in

a global job market soon. One thing that matters for the preparation is the

practical training for the student. Practical training for the student is beneficial.

The student could expose to working environment earlier before they actually

enter the job market and also applied the theory that had actually been learned in

the class. Application of the theory to assess the company process is essential in

which the practical training gives the chance to do so.

During the internship period, the author had a chance to do a practical training

in Telekom Malaysia Berhad. The author was assigned in the National Network

Operation (NNO) division under the business function of Telekom Malaysia.

Assigned in the Human Competency and Capability Building division, this

division basically is the human resource division who does the training and

development of the technical employee. Not to be confused with the human

resource division in the head quarter who mostly do the recruitment process.

With the total employees of 27,000+, training and development is very

essential to maintain the status of Malaysia’s broadband champion. The training

and developments is done by national network operation division who responsible

for the employees nationwide. The division had formulated training curriculum,

scheduling and certain rules for who oblige to join the training and who does not

have to. Currently, it is compulsory for all non-executive employees to take

7

certain hours of training to increase their ability and capability. The training

comprises all technical modules, network and also soft skill courses which are

also essential. Several executive employees are also obliged to take certain hours

of training although the portion and obligation is not as much as the non-

executive employee.

There are several problems, however, arose in the authors mind due to this

current mechanism of training:

1. What is the constraint of the current training mechanism?

2. How to measure the outcome of the trained employee and compare to those

who are not?

From the background of the internship and several problems which were

arisen, the author would like to create a report entitled, “Maintaining Competency

of the Organization as the part of Human Capital Development in Telekom

Malaysia Berhad.”

2.2 Internship Timeline

During the internship program, the author had 4 weeks in total which consist of

18 working days and total of 30 days in Kuala Lumpur. The following is the detailed

activities during each day.

Terms and Conditions:

Working hours: 8.30 am – 5.30 pm

Working days: Monday to Friday

Locations: Level 10, TM Annex 1 Jalan Pantai Baharu Kuala Lumpur 50672

8

TABLE 2.1

INTERNSHIP DAILY ACTIVITIES

No Day Date Activity Description

1 Monday April, 29th

2013

Tour around the division Short tour

around the

buildings

visiting the

NNO and NMI

division

2 Tuesday April, 30th

2013

Introduction to the training

modules

3 Thursday May, 2nd

2013

Meeting: Discussed regarding

the pilot project

implementation

Discussed

regarding pilot

project of

preventive

maintenance in

Johor

4 Friday May, 3rd

2013

Visit to TM Training Centre Short tour in

TM Training

Centre at Jalan

Semarak

5 Wednesday May, 8th

2013

Data entry for General

Election result

Result from

general

election would

be used for the

training

material

6 Thursday May, 9th Data entry for General Result from

9

2013 Election result general

election would

be used for the

training

material

7 Friday May, 10th

2013

Learned how to do pivot

analysis

Pivot analysis

from general

election result

8 Monday May, 13th

2013

Data Analysis Data analysis

from the

general

election result

9 Tuesday May, 14th

2013

Data Analysis Data analysis

from the

general

election result

10 Wednesday May, 15th

2013

Report

11 Thursday May, 16th

2013

Report

12 Friday May, 17th

2013

Questionnaire Design for the

Employee

13 Monday May, 20th

2013

Distributed the questionnaire

to the employees

14 Tuesday May, 21st

2013

Questionnaire collection

15 Wednesday May, 22nd

2013

Questionnaire collection

16 Thursday May, 23rd

2013

Report

10

17 Monday May, 28th

2013

Data Compilation Compilation

process of the

training

feedback

nationwide

18 Tuesday May, 29th

2013

Data Compilation Compilation

process of the

training

feedback

nationwide

2.3 Job Description

During the internship period, the author was assigned in National Network

Operation, Human Capabilities and Competencies Building Division. There are

several roles that the author was given. The following is the list of task that the

author had completed

a. Design a questionnaire

To develop a proper training plan, the organization needs to do a training need

analysis. One way to determine the need is from the questionnaire. The author

was assigned to develop a questionnaire regarding the current knowledge of the

employees about business plan and key performance indicator (see appendix 2).

The result of the questionnaire finally been processed by the supervisor to

develop the proper training program (not included in the task that was given).

b. Training Feedback compilation

TM has the list of training modules that are pre requisite for the employees

and spread nationwide. Once the training modules in the regional level are

completed, it needs to report to the HQ of national network division. The author’s

task was to compiled the training feedback from the regional level, so that the

11

progress or result of the training could be reported and be as an assessment for the

manager.

c. Develop Training Material

One training material sample was the result compilation of the Malaysia 13 th

General Election. The compilation result is used as one of the training material for

the employee, as a sample of analysis practice.

2.4 Literature Review

Training and development is very essential for the employee, in which it

affects the performance of the organization. Training and development are related

to the increment of the employee’s competency.

a. The Definition of Competency

There has not been any consensus upon the definition of competency. Several

definitions proposed were slightly biased in accordance to the field of usage.

However, Strebler, et al in Hoffmann (1997:1) suggested there are 2 definitions

competencies. It is either “expressed as a behavior that an individual needs to

demonstrate” or “expressed as a minimum standard of certain performances.”

This differ definition is according to the goal of defining competency itself for the

organization. A review from several literatures suggested there are three main

definitions of competency, depending on the position that is taken toward:

1. Observable performance

2. The standard or quality of the outcome of the person’s performance; or

3. The underlying attributes of a person

From the several definitions of competency that are suggested, the author

decided to take the first definition.

The definition of observable performance means that it observes the output of

the learning process (Strebler, et al in Hoffmann, 1997:2). This definition could

provide the human resource manager as a guideline for making a framework for a

learning program. The organization needs an outcome which either train an

12

accredit staff according to their field or a new starters learning a job. It intends to

establish clear and measurable performance for assessment. Individual

performances were defined as competencies in order for them to performed,

observed and to be assessed.

b. Training and Development

Training and development are important for either new or present employee.

It intends to improve the current or future performance. Training defines as a

systematic process of altering the behavior of employees in a direction that will

achieve organization goals (Ivancevich: 2009). According to Ivancevich (2009),

there are 4 goals that are important from training and development, which are:

1. Training Validity, whether or not the trainee acquire knowledge from the

training process.

2. Transfer Validity, whether or not the trainee could apply the knowledge in

the training to improve the performance on their job.

3. Intraorganizational Validity, whether or not the improved performance of

the trainee is comparable to those who are actually in the same group.

4. Interorganizational Validity, whether or not certain training programs and

modules in one organization are applicable in another organization.

Before engaging to the training program, the organization should determine

the needs and the objectives first. It intends to align the training material and the

goal of the organization. The goal of the organization should then be matched

with the current competency and the ability of the resources; either human

resources or the financial resources. Any gap between the expected result (the

goal of the organization) and the current result (current competency of the

resources) suggests that the organization needs training program.

There are basically 4 ways to determine employee’s needs for training:

13

1. Observe employees

2. Listen to employees

3. Ask the supervisor about the employee’s needs

4. Examine the current problem that is experienced by the employee

Those 4 steps to determine the employee needs called the performance

analysis (Ivancevich. 2009)

The performance analysis provides the outline upon how to determine the

training needs. The detailed explanation of performance analysis is as followed:

Step 1: Behavioral Discrepancy

This step intends to appraise the current performance of the employee. It

measures how the employees doing now and what is the expected level of

performance. If the current performance does not meet the result expectation, it

suggests that the discrepancy exists.

Step 2: Cost-Value Analysis

The next step is to determine the worthiness of the proposed training program.

Whether or not the proposed training program is cost effective and could generate

an increment in the employee’s performance.

Step 3: Determine whether it is a “won’t do” or “can’t do” situation

There are three questions that need to be answered to measure the current

performance of the employee. First question is whether or not the employee is

well informed upon what they should do. Next, whether or not the employee

could do the job if they want to and the last question is whether or not they want

the job. Answering these questions requires a deep observation and a scrutiny

upon the employee’s day to day activity.

Step 4: Set Standards

14

Sometimes some employees are underperforming because they do not actually

know what the standard of their jobs is. Set the standard and communicating it

would eventually be able to improve the performance.

Step 5: Remove Obstacles

During the improvement phase, there might be certain obstacles that come.

From insufficient budget to a job that does not received on time. Removing and

minimizing these obstacles are required as a complete step of a performance

analysis.

Step 6: Continuous Practice

Continuous practice would eventually one way to increase the job

performance.

Step 7: Training

If the current performance indicates there are certain behaviors needs to be

altered, training should be taken as a consideration.

Step 8: Change the Job

If necessary, redesigning the job through job enrichment, job simplification or

job enlargement is needed.

Step 9: Transfer or Terminate

Employee that fails during training process should then be transferred or

terminated.

Step 10: Creating motivational climate

From all steps above, motivation needs to be done continuously in case the

trained and qualified employee is under performing because of lack of motivation.

Figure 2.1 General System Model of Training and Development

15

Source: Human Resource Management, Ivancevich (2009:331)

c. Evaluation of the Training and Development

Although the needs assessment conducted thoroughly, the result from the training

program needs to be evaluated. The flaw of most training program is that the result of

the training is not evaluated (Werther, et al: 2006).

In the evaluation phases, it should follow figure 2.1. First, the HR manager should

establish the evaluation criteria that are soon to be used for evaluation method. The

criteria usually consist of:

1. The reaction by trainees to the training content and process.

2. The knowledge or learning acquired through the training experience.

16

3. Changes in behavior that result from the training.

4. Measurable result and improvements in the individuals or the organization.

Then, the employee should be given a pretest, intended to measure the current

competency and decided what training program is suitable for them. After the training

program have completed, the employee should be given posttest or post training

evaluation to reveal the improvement from the training program.

Figure 2.2 Steps in the Evaluation of Training and Development

Source: Human Resources and Personnel Management, Werther, et al (2006:299)

d. Human Resource Information System (HRIS)

An HRIS is an integrated approach to acquiring, storing, analyzing and

controlling the flow of information throughout the organization (Ivancevich: 2009).

The system might contain programs for tracking applicants, a career planning

program, set of training modules and employee benefit program. With this seamless

information system, the application of HRIS would increase the efficiency and high

response time of various human resources activities, such as training scheduling to

mention the least.

2.5 Problem Analysis

Following the literature review above, it is now possible to overcome the

problems arose during the internship period by applying the theory that is used.

a. Training Mechanism in Telekom Malaysia Berhad

17

Evaluation Criteria Pretest

Trained or Developed Workers

Post Test Transfer to the Job

Follow-up Studies

Awarded gold medal for Employer of Choice, it is obvious that the training

mechanism provided by Telekom Malaysia to their employee is comprehend and

thorough. Telekom Malaysia Berhad held their jobs opening once every 2 years. It

means, the number of new employee after every opening is huge. In every opening, at

least there will be around 1000 new employees. These new employees, then, is

obliged to attend new employee orientation. It is basically a leadership orientation

and the introduction to the company.

The mechanism of training in Telekom Malaysia is continuous. By this

mechanism, every single employee in Telekom Malaysia is given certain hours of pre

requisite training either in TM Training Centre or an individual training held by the

company. This policy is applicable to both executive and non-executive employee.

The training material or the curriculum comprises from soft skill training to technical

skill that is required for the engineer.

Figure 2.3: TM Training Centre in Jalan Semarak

18

Source: Author’s personal documentation

b. Solution to the first problem: The Constraint in Current Training

Mechanism

As the training mechanism suggests, every single employee is required to have

certain hours of training either in the training center or collectively held training by

the organization. Under this scenario, everyone is treated the same. Either they are

already capable in certain courses or not, they are subject to the obligation attending

the training. This scenario might cost the company for the expense of training.

The training mechanism could be improved by understanding the current

competency of the employee in the first time they are accepted using various methods

for example written test in the selection process. So that the employee who is already

capable in certain required subject does not have to go to class attending training that

they are actually capable already, making the productivity of the employee does not

decrease.

Minor constraint of the current mechanism is upon the scheduling process of the

training. During the scheduling process, the author was given thousands of data

which contain the name of Telekom Malaysia’s employee nationwide, identification

19

number and courses that is pre requisite for each employee. The data feedback from

each state, then, needs to be compiled in the head quarter as a report. Finally the head

quarter schedules the training by making report to the TM Training Centre. The

current system is time consuming. During the waiting time, employees who wait to be

assigned in the training sometimes off duty or still be assigned with the task that is

new for them. It could be improved by derogating the authority to the individual

states. The head quarter would only be responsible for making the curriculum of the

training. Otherwise, to maintain the data integrity, the organization should adapt the

use of HRIS to increase the efficiency of the organization. By the using of HRIS,

training scheduling is now more efficient, not to mention the feedback compilation

process for the report purpose to the head quarter.

c. Solution to the second problem: Measurement of Training Result

Second problem that the author observes in the training mechanism in

Telekom Malaysia is that the result from the training is not measured. If the result of

the training is not measured, the training expense would be a waste cost to the

organization, so that the outcome of the training needs to be measured. Measurement

of the training outcome would also help to design a more effective training program

for the future.

As long as the employee already fulfilled certain hours of training that is

required, then they are exempted from the obligation, whether or not they are succeed

in the training or their competency is increasing. This problem could be overcomed

by following the guideline of the evaluation model by Werther, et al (2006:299). The

systematic evaluation process should provide the HR manager a proper effective

evaluation measurement that would be beneficial for the organization. Not to

mention, it is also effective to retain the trained employee as well as to design future

training and development program.

d. Summation of the Problem Analysis

20

No Theory Problem Implementatio

n

Remarks

and

Analysis

21

1 The Definition of

Competency

- HR Manager

defines

competency as

the same to the

literature

The

definition of

the

competency

by Telekom

Malaysia is

already

aligned to

the literature,

making the

process

designing

training

framework is

aligned.

2 Training and

Development

The Constraint in the

Current Training

Mechanism

Due to the size

of the company,

the training need

analysis does not

performed well,

making a

generalization to

every single

employee exists;

which is costly

to the

organization

Telekom

Malaysia

should

revised its

compulsory

training

policy to

every single

employee

where; in

some cases;

sometimes

the

employees

have differ

22

competency

3 Evaluation of the

Training and

Development

The Measurement of the

Training and

Development

Measurement of

the training is

not applied.

Even if it is, it

applies to certain

random samples

of the

employees,

making the

measurement of

the training

result is rather

hard.

To measure

the

effectiveness

of the

training

result,

Telekom

Malaysia

should now

measure the

training

result using

the model

provide by

Werther. By

that, the

result of the

training

could be

quantified,

increasing

the

efficiency of

the training

4 Human Resource

Information

System (HRIS)

The Manual System of

the Training Feedback

Compilation

Telekom

Malaysia does

not implement

the use of HRIS,

To maintain

the integrity

of the data,

Telekom

23

making the

process of the

compilation is

ineffective

Malaysia

needs to get

rid of the

manual

feedback

compilation

system. The

use of HRIS

would

increase the

data integrity

and also the

time spent in

compiling

the feedback

CHAPTER III

CONCLUSION AND SUGGESTION

3.1 Conclusions

As the leading telecommunication operator in Malaysia, the employee as the

main asset of the organization needs to be retained. Telekom Malaysia had committed

to the development of every employee. TM Training Centre is one commitment that

Telekom Malaysia provides for the continuous development of their employee. With

24

27,000+ employees nationwide, training and development play a central role for the

organization sustainability. However, there are still few constraints in the current

training mechanism of Telekom Malaysia Berhad, despite its comprehensive and

sophisticated training program.

a. Conclusions to the first problem: The Current Training Constraint

Managing the training of tens of thousands employee is not easy. Not to

mention the employees had differ competency. The compulsory hours of training for

each employee could not be generalized and applied to every single employee, since

they might have a differ competency one to another. It might results in a waste

training expense since the training program would sometimes does not needed by the

employee. The feedback compilation for the training is also time consuming.

Thousands data of the employee training program in each states needed to be

compiled by the head quarter to decide the upcoming proper training material.

b. Conclusions to the second problem: Measurement of the outcome

With the compulsory training approach for either executive or non-executive

employee, Telekom Malaysia spent a lot of money for the training expense. This

expenditure should actually worth the benefit, while in fact in does not always reflect

so. The outcome of the training is not measured by the organization, making a

probability that an employee who had done 40 hours of training is consider exempted

from the training obligation although his or her competency is not actually increasing.

3.2 Suggestion

Suggestion for Telekom Malaysia Berhad

Improve the training need policy for every employee, so that ever

employee does not have to attend unnecessary training.

Measure the outcome of the training program by using systematic

evaluation process proposed in this report.

25

Derogate the authority to the state level for the training program, so

the training could run more efficiently rather than the current

mechanism.

Make an employee training portal or system in which employee could

input their attended courses of training avoiding the manual process of

the feedback compilation to the head quarter. Manual feedback

compilation does not uphold the data integrity, making the probability

of duplication is rather high

Telekom Malaysia should redesign the recruitment process, to an

extent, Telekom Malaysia should obtain the data of the current

competency of every single employee, making the compulsory training

hours implemented very well.

Suggestion for the University

Prepare the student before they go for the internship period. By the

definition of prepare, it could mean either the university prepare the

internship places or prepare a proper cover letter and paper work for

those who seek the internship by themselves.

Adapting to the international standard for internship period. Since the

internship is done abroad, most countries adapt at least a 60 working

days of internship. Requiring the students to have their internship

abroad but stick to the 30 working days regulation is not make any

sense for the student.

Inform the student about what to prepare for the internship. Several

things that could be informed such as: an introduction to the working

environment, internship report making and also the supervisor for the

internship.

26

REFERENCES

Ivancevich, John M. (2010). Human Resource Management. Eleventh Edition..

McGraw-Hill International Edition.

Hoffmann, Terrence (1995). The Meaning of Competency. Journal of European

Industrial Training.

27

Telekom Malaysia Berhad. (2013). About us. Online.

http://www.tm.com.my/ap/profile/corp_info/Pages/aboutus.aspx [April 20th,

2013]

Werther, William B. Davis, Keith. (2006). Human Resources and Personnel

Management, Fifth Edition. McGraw-Hill International Edition.

Appendix 1: TM Group’s Product and Services

VOICE SERVICE ACCESS• Homeline• Businessline• CDMA• ISDN• CentrexVALUE ADDED SERVICES• Infoblast• BB Phone• Voicemail

28

• TollFree 1300/1800• 600 Premium ServicesPREPAID SERVICES• iTalkCONFERENCING SERVICES• Audio Conferencing• Video Conferencing• Audio with Data Conferencing• Broadband (Consumer)– UniFi VIP– Streamyx– TM WiFi– Streamyx Wireless (CDMA/EVDO)• Broadband (Business)– UniFi Biz– Business Broadband– Direct– In-Building Broadband Service(IBS)INTERNET VAS• Global Roaming• iShield Plus• Online Guard Plus• Virus Shield & Anti SpammingDATA SERVICESMANAGED NETWORK• IPVPN Premier• IPVPN Lite• IPVPN ValueMANAGED CONNECTIVITY• DLL – Digitaline 1 (DG)• DLL – Wideband (DQ)• DLL – Broadband (BLL)• VSAT Premier• VSAT Classic• VSAT Value• Hyperband• METRO.EthernetGEOMATICS• AVLS (Automatic Vehicle Location)• SmartMap• Navigation SystemApplication Service• WebmailContent Services• HyppTV• Hypp.tv• HypptunesVoice Services

29

• PSTN Minutes• Interconnect Minutes• Wholesale VoIPAccess Services• High Speed Broadband (Access)Service• Payphone Access• Digital Subscribers Line (DSL)Wholesale• DSL ResaleBackhaul Services• High Speed Broadband (Transmission)Service• Wholesale Ethernet• Managed Bandwidth• Optical Bandwidth• Interconnect Bandwidth• Wholesale Internet Access• Domestic Transit Access• IP WholesaleInfra Services• Tenancy Services• Infrastructure SharingRETAIL BUSINESSWholesale BusinessGlobal BusinessGovernment SegmentVOICE SERVICES• Bilateral Voice Services• Wholesale Voice Services– PSTN– VoIP• International Value Added Services– Global Voice Solutions– ISDN Hubbing– International Freephone Servicesvia VoIPDATA SERVICES• Global Ethernet Services– Global Ethernet Virtual PrivateLine (EVPL)– International Ethernet PrivateLine (IEPL)• International Bandwidth Services– International Private LeasedCircuit (IPLC)– Bandwidth Transit– Bandwidth Backhaul– Bandwidth Interconnection

30

– Global VSAT• IP Services– IP Transit• VPN Services– Global IPVPNValue Added Services• Managed Security Services (MSS)• Managed Firewall Services• Managed Intrusion Prevention System(IPS)• Managed Anti Virus Services• Managed Content Filtering Services• Bandwidth Management Services• Public Key Infrastructure ServicesInfra Services• Managed Hosting ServicesManaged IPVPN

Appendix 2: Questionnaire Sample for the employee

TELEKOM MALAYSIA BERHAD

NATIONAL NETWORK OPERATION, IT&NT

KAJISELIDIK BUSINESS PLAN & KPI BAGI KAKITANGAN BUKAN EKSEKUTIF RNO

31

Pihak Pengurusan sentiasa ingin meningkatkan kualiti dan komitmen semua

kakitangan RNO. Oleh itu, adalah penting untuk mengetahui tahap pengetahuan

anda terhadap Business Plan dan Key Performance Indicator (KPI).

Terima kasih kerana sudi meluangkan masa untuk kajiselidik kami.

1. Nama :

2. Nombor Kad Pengenalan :

3. Jawatan :

4. Unit / Bahagian :

5. Tempoh Bertugas : Tahun

Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut dengan memberikan

bulatan kepada angka yang disediakan

1= Tidak Faham 3= Faham

2= Sedikit Faham 4= Sangat Faham

Pengetahuan akan Business Plan

1. Saya faham definisi daripada Business Plan 1 2 3 4

2. Saya faham tujuan daripada Business Plan 1 2 3 4

32

Bahagian 1: Maklumat Peribadi

Bahagian 2: Pengetahuan anda tentang Business Plan & Key Performance Indicator (KPI)

3. Saya faham setiap bahagian-bahagian daripada

Business Plan 1 2 3 4

4. Saya faham cara-cara membuat satu Business

Plan 1 2 3 4

5. Saya faham cara-cara menganalisis Business

Plan 1 2 3 4

Pengetahuan akan KPI

6. Saya faham definisi daripada KPI 1 2 3 4

7. Saya faham tujuan daripada KPI 1 2 3 4

8. Saya faham KPI daripada bahagian saya 1 2 3 4

9. Saya faham cara memenuhi KPI 1 2 3 4

10. Saya faham bagaimana membuat KPI

Dalam bahagian saya 1 2 3 4

Arahan: Sila nyatakan jawapan anda dalam kenyataan berikut dengan memberikan

bulatan kepada angka yang disediakan

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Bahagian 3: Pengurusan (sama ada pihak pengurusan telah memberikan maklumat)

1= Sangat Tidak Setuju 3= Setuju

2= Tidak Setuju 4= Sangat Setuju

1. Pihak pengurusan telah menerangkan

kepada pekerja kepentingan

daripada memenuhi target business

dan KPI 1 2 3 4

2. Business Plan dan KPI ialah penting 1 2 3 4

3. KPI mencerminkan prestasi pekerja 1 2 3 4

4. Ganjaran berkaitan dengan KPI dan prestasi 1 2 3 4

5. KPI dan Business plan memotivasi

pekerja supaya melaksanakan kerja lebih baik 1 2 3 4

Cadangan / Ulasan

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