PHA BACKGROUND

Pantai Hospital Ampang (PHA) is the 7th hospital in the Pantai Group of Hospitals. Located in the
heart of Pandan Indah township just 10 minutes drive from Kuala Lumpur, the hospital is easily
accessible through major highways and public transportation. This 114-bedded hospital was opened
in January 2003 with a comprehensive range of facilities and services to cater for todays patients.
At Pantai Hospital Ampang, patients are CARED for and not just TREATED for a disease or illness.
Pantai Hospital Ampang offers state-of-the-art medicine backed by compassion and competence. Our
friendly, professional staff and skilled physicians are the foundation of the care we provide. Together,
our medical team provides an integrated holistic approach to care that is focused on our patients
needs during treatment and following discharge from our hospital.
The legacy of Pantai began with the establishment of the first Pantai Hospital, Pantai Medical Centre
Bangsar, now known as Pantai Hospital Kuala Lumpur in 1974 as a 68 bedded hospital to serve the
Malaysian community. It was the pioneer premier private hospital in Malaysia. Since then, Pantai
has grown to a network of 9 hospitals across 6 states with a range of healthcare support services.
Today, the group has assumed a leadership role in defining Malaysia as a regional medical hub by
delivering unparalleled quality, service and value.
In line with the recent refreshed branding, the Pantai Group continues to deliver the highest standards
of quality healthcare and ensures a continued dedication for the benefit of its patients and ultimately,
the nation. The Rebirth of Pantai signifies renewed strength in view of its future expansion within
Malaysia and the region.

MISSION
Delivering quality healthcare services that exceed your expectations, with a professional commitment
to continuous improvement

VISION
To be the trusted professionals of healthcare delivery

CORE VALUE

Human Resource Management GST 5053

Empathy

Caring

Progressive

Professionalism

Teamwork.

MAIN ACTIVITIES OF ORGANIZATION

24 hrs

Emergency Department

Breast Care Centre

Cancer Institute

Diagnostic & Cardiac Lab

Dialysis Centre

Dietetic Unit

Endoscopic Unit

Health Screening Centre

In-vitro Fertilization Unit

Japanese Healthcare Clinic

Lithotripsy Centre

High Dependency Unit (HDU)

Intensive Care

Coronary Care Unit (ICU/CCU)

Imaging Facilities

Labour & Delivery Suites

Neonatal Intensive Care Unit (NICU)

Pharmacy

Physiotherapy & Rehabilitation

PANTAI MEDICAL CENTRES ORGANIZATION CHART

Human Resource Management GST 5053

Human Resource Management GST 5053

1. FUNCTION OF HUMAN RESOURCE

Human resource is a process of development and implementation in an organization in order to
attract, develop and retain high achieving workforce. The functions of human resource in this context
are:
1. HR Planning
2. Recruitment and Selection
3. Training Need Analysis
4. Evaluation of Training Programmes
5. Performance Appraisal

1.1. Human Resource Planning (HR Planning)

The planning of human resource in Pantai Medical Centre is well-organized and planned to achieve
Vision and Mission. Besides that, it also to ensure that all employees will be able to deliver quality
services to the customer. Therefore, the manager of human resource department has responsible to do
a good planning for their company.
1.1.1.The process of human resource planning
1.1.1.1. The Human Resource department will provide and review all manpower planning and
will consider all matter such as:

Emplacement

Available vacancy

Job description

Organization chart

1.1.1.2. Send format and information regarding human resource planning to head of
department for update.
Justification form for new post, job description and organization chart
1.1.1.3. All departments will give their feedback to human resource department.
1.1.1.4. All information received must be completed; if not the human resource department
will ask to complete it.

Human Resource Management GST 5053

1.1.1.5. Human resource department will review the need and important of the new post based
on feedback from other department.
1.1.1.6. Manpower planning will be providing present and draft employees statistic.
1.1.1.7. Manpower planning will be providing to present to head of department.
1.1.1.8. Manpower planning will be present to manager for approval.
1.1.1.9. Update the summary of annual manpower planning and organization chart.

1.1.2.Flow Chart of the Process of Human Resource Planning

Start

1.1.1

The Human Resource department will provide and

review all manpower planning:

1.1.2

Emplacement

Available vacancy

Job description

Organization chart

Send format and information regarding human

resource planning to head of department for update.

Justification

form

for

new

post,

job

description and organization chart

1.1.3

All departments will give their feedback to human

resource department.

Human Resource Management GST 5053

1.1.4

All information received must be completed; if not

the human resource department will ask to complete
it.

1.1.5

Human resource department will review the need

and important of the new post based on feedback
from other department.

1.1.6

Manpower planning will be providing present and

draft employees statistic.

1.1.7

Manpower planning will be providing to present to

head of department.

1.1.8

Manpower planning will be present to manager for

approval.

1.1.9

Update the summary of annual manpower planning

and organization chart.

Finish

Human Resource Management GST 5053

Planning form

1.2. Recruitment

Recruitment involves attracting the right standard of applicants to apply for vacancies. Pantai
Medical Centre advertises jobs in different ways. The process varies depending on the job available.
Pantai Medical Centre first looks at its internal people to fill a vacancy. This is a process that lists
current employees looking for a move, either at the same level or on promotion. If there are no
suitable people for the position or developing on the internal management development programme,
they will advertise through website or Jobstreet.
For external recruitment, Pantai Medical Centre advertises vacancies via the Pantai Medical Centre
website. Applications are made online for managerial positions. The chosen applicants have an

Human Resource Management GST 5053

interview followed by attendance at an assessment centre for the final stage of the selection process.
Besides that, the application also can be made through Jobstreet website.
Pantai Medical Centre will seek the most cost-effective way of attracting the right applicants. It is
expensive to advertise on television and radio, and in some magazines, but sometimes this is
necessary to ensure the right type of people get to learn about the vacancies. Pantai Medical Centre
makes it easy for applicants to find out about available jobs and has a simple application process. By
accessing the Pantai Medical Centre website, an applicant can find out about medical post,
management posts and head office positions. The website has an online application form for people
to submit directly.

1.2.1.1.

The main steps of the recruitment process are:

1. Job design
The job design is the first step in the recruitment process, it is a step about design of the job
profile. The organization formulates plans to satisfy the current and future human resource
requirements.

2. Job analysis
The job analysis is consisting of job description and person specification. Job description requires
about the profile of the perfect job candidate and requires about the skills, knowledge, experience
and competencies, which are essential. And person specification is an extension branch of the job
description. It is a profile of applicant needed to do the job, including experience, qualifications,
skills, interests and personality.
3. Opening job position
The opening of the job position is a vacancy which an employer desires to fill. Typically, such
openings are advertised in appropriate places and time, to ensure that the organization get the
suitable applicants.
4. Job advertising (Internal and External)
The job advertising is choosing the way to let the internal and external people knowing that there
is a need for applicants.

Human Resource Management GST 5053

5. Receive application
The applicants will apply the vacancy by using application form and the application will receive
by human resource department.
6. Short listing
The suitable applicants will be short listed.
7. Call candidate
The short listed applicants will be call and require attending an interview with human resource
department and other department.
8. Interview
An interview will be held to choose suitable employee for job vacancy.
9. Work on salary
The salary will be discussed and will approve based on qualification.
10. Final approval
If the interviewer has choose suitable candidate, they will sent to head of department and human
resource department for approval and issued the offer letter
11. Medical check up
Medical check up form will be give to candidate that will be hiring.
12. Offer letter
Offer letter will be issued by human resource department and sent to new employee
13. Sign of offer letter
New employee will sign the offer letter on first day work.

Human Resource Management GST 5053

1.2.2.The Flow Chart of Recruitment Process

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Staff requisition form

MANPOWER HIRING REQUISITION

DETAILS OF POSITION
Job Title
:

Job Grade

Division

Number Required

Department

Work Location

Unit /
Section

REASON FOR REQUISITION

New Position :
Budget Provision

Yes

Replacement for :
Resignation

Transfer/Secondment

No (please provide
justification)

Terminatio
n

Others. Please
specify :
Name of Staff
Employment Date : _______

__________________________________________

Last

JUSTIFICATION FOR REQUEST

i) Reports to : _____________________________________________________ (Name & Position)

ii) Other requirements :
(a) Shift : Yes / No . If yes, please specify : ____________________________
(b) Nature of Employment
Full Time
Part-Time
Fixed Term Contract
Others. Please
specify :

REQUESTED BY
Name of Head of Department

Signature

VERIFIED BY
BY / *APPROVED BY

Date

RECOMMENDED

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Human Resource Management GST 5053

HR Department

Date

Hospital CEO/COO

Date

APPROVED / NOT APPROVED

CEO-MO / COO-MO / GHHR

Signature

Date

* CEO at entity level may Approved the MHR for Nursing replacement and any position that
has gotten Blanket Approval

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Advertisement

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Human Resource Management GST 5053

Application form

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Signing off offer letter

HUMAN RESOURCE DEPARTMENT

POSITION : Human Resources Executive
REPORT TO : Manager, Human Resources

JOB DESCRIPTION
1. Recruitment requisition, sourcing, short-listing, interviewing, selection
and appointment of new employees.
2. Conducting orientation program for new staff on monthly basis.
3. To compile and prepare Monthly Management Report.
4. Handling the administration of Performance Appraisal, annual increment,
bonus and promotions.
5. To coordinate training courses for all levels of staff as and recommended
and approved by The Management. Ensure yearly training courses within
company budget.
6. To prepare monthly manpower report such as headcount report, HCM
report, attrition report, staff movement report, balance scorecard report or
other ad hoc reports assign by Holding or The Management.
7. To prepare HRDF contributions of the month, ensure timely payment.
8. To coordinate training courses for all levels of staff as and when
recommended and approved by the Management.
9. Be responsible for the arrangement of payments for training courses
conducted and disbursement to participants.
10.To compile and maintain records of training course participants.
11.To assist in handling matters or correspondence pertaining to Government
Departments such as Ministry of Health, Labour Office, KWSP, PERKESO

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Human Resource Management GST 5053

and LHDN.
12.To prepare yearly budget of manpower, training, uniforms.
13.To attend to daily miscellaneous enquiries from all staff and overseeing the
department, supervision of HR personnel in the department.
14.To prepare salaries and wages for all employees of the Hospital, verifying
all claims and also data entry into payroll system are high accuracy.
15.To prepare necessary month end payroll report for The Management
review and send cheques to respective signatories. Ensure the finalized
list of employees is submitted to the appointed bank in a timely manner
for Monthly Auto Pay.
16.Ensure staff database is updated.
17.Ensure monthly contribution such as KWSP, LDHN, PERKESO submission on
timely manner.
18.To assist in uniforms order for respective department such as Front
Counter, Concierge, MDC, all wards nursing staff and other departments
with uniformed.
19.To handle matters or correspondence pertaining in Government matters
such as Ministry of Health, Labour Office, KWSP, PERKESO and LHDN.
20.Preparation of yearly Income Tax Statements and Tax clearance letters for
resigning employees
21.Any other duties assign by The Management from time to time.

I have read and understand my scope of work and hereby acknowledge receipt of
the Job Description.

NAME

SIGNATURE

DATE

20

..

Human Resource Management GST 5053

1.3. Selection
Selection involves choosing the most suitable people from those that apply for a vacancy, whilst
keeping to employment laws and regulations. Screening candidates is a very important part of the
selection process. This ensures that those selected for interview have the best fit with the job
requirements. In the first stages of screening, Pantai Medical Centre selectors will look carefully at
each applicants curriculum vitae (CV). The CV summarises the candidates education and job
history to date. A well-written and positive CV helps Pantai Medical Centre to assess whether an
applicant matches the person specification for the job. The company also provides a job type match
tool on its careers web page. People interested in working for Pantai Medical Centre can see where
they might fit in before applying.

The process Pantai Medical Centre uses to select external

management candidates has several stages.

A candidate who passes screening attends an assessment centre. The assessment centres take place in
store and are run by managers. They help to provide consistency in the selection process. Applicants
are given various exercises, including team-working activities or problem solving exercises. These
involve examples of problems they might have to deal with at work. Candidates approved by the
internal assessment centres then have an interview. Managers for the job on offer take part in the
interview to make sure that the candidate fits the job requirements.

1.3.1.1. The main steps of the selection process are:

1. Reception of the applicants or preliminary screening
The first step is asking an applicant to complete an application form, and then create an
applicants list to selection in following steps. This is the next step by job advertising, assessing
the application form or CVs according to the selection criteria. Preliminary screening is aimed at
the collected applications to select out the qualified applicants to take an interview.
2. Employment interview
The shortlist applicant will be contact through phone or email and required them to come for an
interview.
3. Employment testing
The candidates will require to do some test such as personality test, intelligence test and work
samples.

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Human Resource Management GST 5053

4. Final selection decision making

The best candidate will select based on all information gathered including resumes/cv,
interviews, result of test and advice from selection team.

1.3.2.The Flow Chart of Selection Process

Start

Reception of the applicants or preliminary screening

Employment testing

Employment interview

Final selection decision making

Finish

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Interview score sheet

HUMAN RESOURCE DEPARTMENT
INTERVIEW SCORE SHEET

Applicants
Name

Date of Interview

Position
Applied For

Dept / Unit

GENERAL INTERVIEW GUIDELINES:

1)

In your opinion, is the candidate the type of person you would be happy to have in the Hospital? Consider neatness of dress,
cleanliness (hygiene), manners and general personal qualities.

2)

Does the candidate answer your question convincingly or does she/he evade the issue? Consider his/her knowledge of English /
Bahasa Malaysia, ability to organize thoughts and general ability to present a reasonable point of view.

3)

Some candidates might be academically overqualified while some others may be under-qualified for the position under
consideration. Either extreme may result in future problems. In your opinion, how do you rate the candidates education in relation
to the position applied for? Is he/she a computer literate? Consider years of schooling, degrees earned and subject studied as
well as educational institutional at which he/she studied.

4)

How much job (or supervisory experience) does the candidate offer for your consideration in relation to the position applied for?
Consider years of experience. Also consider on any job and supervisory training courses received in previous place of employment.

5)

How would you rate the candidates family background, domestic, social and financial situation? Will the candidate be willing to be
separated from his/her family if required to work at a location other than his/her present point of origin? What problems would there
be in moving his/her family from his/her present location?

INTERVIEW RATING (* please circle the rating that meets your judgment)

*RATING
FACTORS

PHYSICAL
APPEARANCE

PERSONAL
TRAITS

CONFIDENCE

1 Poor

2 Fair

3 Average

4 Good

Unpleasant Appearance

Appears to be lack of
energy

Good physical condition,

pleasant appearance

Appears fit, alert &

energetic

Nervous, embarrassed,
immature & unstable

Stiff uncomfortable,
opinionated, difficulty
in accepting others

Comfortable, at ease,
Reasonable maturity

Appears alert, free of

tension, stable

Submissive
argumentative

Reasonably self-assured

Shows self-confidence,
very responsible

Shy, retiring, arrogant,

cocky

23

5 - Excellent

Especially energ
appears in excel
condition
5

Unusually self-com
outstanding

Unusually self-ass
inspired confide

Human Resource Management GST 5053

EXPRESSION
OF IDEAS

EXPERIENCE

EDUCATION

Unclear, illogical speaks

without thinking

Thought not well

defined or expressed

Make sense

Convincing. Thought
developed logically

No previous experience
for the job

Experience not
directly applicable, but
helpful

Good background,
experience fair

Does not meet minimum

educational
requirement / overqualified

Meets minimum
educational
requirement

Meets educational
requirement in right
discipline

Meets educational
requirement & relevant
additional Certificate

Dull, slow to grasp ideas

Understand but
contributes little to
discussion

Fairly attentive, express

own thoughts

Well alert, ask intelligent

questions

None at all

Does not ask

questions

Average, Asks only the

standard routine
questions

Ask good questions and

show enthusiasm

MENTAL
ALERTNESS

INITIATIVE

Experience fit job. Above

average qualifications

Unusually logica
express ideas

Background espe
well suited
5

Meets educatio
requirement with
discipline & add.

Unusually quick th
keep mind, gra
complex idea

Show good leade

ability & excellent
5

Interest &
ambition fairly
MOTIVATION &
AMBITION

No drive, ambition
limited

Little interest in
development, seems
satisfied

reasonable.

Define future goals,

want to succeed and
grow

Highly ambitious, f
well planned

Desire to work
& develop
1

SUB TOTAL

Total Scoring Of Nine (9) Areas:

X 100 =
45

COMMENTS OF INTERVIEWERS:

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Human Resource Management GST 5053

Interviewer No. 1:

Interviewer No. 2:

(Signature)

(Signature)

Name :

Name:

Date :

Date :

RECOMMENDATION (please tick whichever is applicable)

Not
Recommended

Recommended

Keep-in-view for comparison

with others

Keep-in-view for future

reference

FOR HUMAN RESOURCE DEPARTMENT USE ONLY

Position

Department

Job Category:

Commencement Date

Reporting to :

Basic Salary & Allowance :

REMARKS:

APPROVED BY:
....
(HUMAN RESOURCE MANAGER)

..
(CHIEF EXECUTIVE OFFICER)

DATE: ..

DATE: .

1.3.3.The Orientation Checklist-akak yg ni perlu ke x?kalau x nati akak delete je

ITEMS ISSUED (Tick those that are applicable only)

25

TICK

Human Resource Management GST 5053

STAFF UNIFORMS: Type:

Pieces:

EMPLOYEE HANDBOOK
NAME TAG & ACCESS CARD
CAR PARK ACCESS CARD
LAPTOP: Model:

SN No:

CO HANDPHONE: Model:

SN No:

I hereby acknowledged receipt of the above Companys assets.

______________________________________
STAFF
Name:
Position:
Page 2

Dept:
Date:
Departmental Orientation Checklist ( For Probationers )

1.4. Training Needs Analysis

The purpose of training and course that planned by Pantai Medical Centre is to complete employees
with knowledge and skills that needed in order to achieve the mission and vision of the organization.

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Human Resource Management GST 5053

1.4.1.Training Need Analysis process

1.4.1.1. Training master plan
Identified the training that employees need to attend, for example post basic training for nurse.
1.4.1.2. Submit training requisition form
The employees submit application form to attend training or course.
1.4.1.3. HRM approval
The human resource department (manager) will review and approve if the training suitable for the
employee.
1.4.1.4. CEO approval
After the human resource department (manager) approve, the application will be sent to CEO for
approval.
1.4.1.5. HRDF application
HRDF will apply the training that employee need to the other parties involve (organizer).
1.4.1.6. Payment
They payment for the training/course will be paid.
1.4.1.7. Attend the training/course
The employee will attend the training/course.
1.4.1.8. Action plan/implementation
After the training/course, the employee needs to implement what they have learned from the training.
1.4.1.9. Training evaluation feedback
The employee will do evaluation feedback to know the effectiveness of the training/course.

1.4.1.10.

Post training evaluation review

After get the feedback, the head of department will review and determine the effectiveness of the
training programme, if the training effective they will send another employee for the training.

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Human Resource Management GST 5053

1.4.2.Flow Chart of Training Process

1.4.3.Application for training form

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Human Resource Management GST 5053

REQUISITION FOR INTERNAL /EXTERNAL

TRAINING
NAME

DESIGNATION:

DEPARTMENT:
DATE

1. Type of training required

..

..
2. For whom training is required
..
.
..
...
3. Reason for training

4. Date, time and venue

.
5. Estimated cost of Training
Fees
: RM________________
Transport
: RM________________
Accommodation
: RM________________
Others
: RM________________
Sponsored
: RM________________
Total
: RM________________
HRDF Claimable Amount: RM________________
Prepared by:
Checked by:
Approved by:
HOD/Nursing educator/Manager
CEO/ Director
Date:

Human Resources Dept

Date:

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Human Resource Management GST 5053

Date:

Term & Condition

1) Only Confirmed Staff is eligible to apply for training/Courses
2) Requisition must be submitted to CEO/HR Dept at least 10 days before the
date of training
3) All Cost resulting from any unauthorized training will be charge to the
employee

1.5. Evaluation of Training Programmes

Training or course that has been done will be evaluated in order to know the effectiveness of the
training or course. Usually the evaluation will be done after three months the training has been done.
The evaluation including:
Trainer

Place of the training

Content of the programme

Suggestion of the participant

1.5.1.The process of evaluation of training programmes

1.5.2.

Distribute the evaluation training programme form to participant after the training
programme finish.

1.5.3.

The participants will give score in evaluation of training programme form.

1.5.4.

The evaluation of training programme form will be collect by facilitator.

1.5.5.

The score will be accumulating by staff in human resource department.

1.5.6.

Post training evaluation review.

1.5.7.

The report will be present to top management.

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Human Resource Management GST 5053

1.5.8.The Flow Chart of Training Evaluation Process

Start

4.1.1

Distribute the evaluation training programme form to

participant after the training programme finish

4.1.2

The participants will give score in evaluation of

training programme form.

4.1.3

The evaluation of training programme form will be

collect by facilitator.

4.1.4

The score will be accumulate by staff in human

resource department

4.1.5

Post training evaluation review.

4.1.6

The report will be present to top management.

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Human Resource Management GST 5053

Finish

1.5.9.The Training Evaluation Form

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Human Resource Management GST 5053

HUMAN RESOURCES
TRAINING PROGRAMME EVALUATION FORM*
*External Programmes Evaluation by staff. Forms to be
submitted to Human Resources Department within one (1)
week of the training programme.

Name of Programme
Date of Training
Name of Participant
Employee Number
Department
Position
Immediate Superior
EVALUATION BY PARTICIPANT YOUR UNDERSTANDING OF THE TRAINING
PROGRAMME
Evaluation by participant is to access the participants understanding of the concept
presented and how it could be applied in the work place.

1. How would you rate the following?

1. Not useful at all

5.

Excellent

1
1.

The overall Programme

2.

The Course Facilitator

3.

The Course Content

4.

Training Methods (use of training equipments, Role

Plays, Case Studies, Discussions, Games, etc)
The concepts / principles presented were clear and
easily understood.

5.

2. How would you use the concepts / principles learned in your daily work
activities?
__________________________________________________________________________________
__________________________________________________________________________________

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Human Resource Management GST 5053

__________________________________________________________________________________
______________________________________________________
3. After attending this programme, do you have any ideas as to how you could
improve
yourself, your colleagues, or your department (processes, work flows, etc.)?
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
______________________________________________________
4. Are there any other subjects that were not covered, you would like to include
in this
Programme?
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
______________________________________________________
5. Would you recommend your colleagues to attend this programme?
Yes [ ]

No [ ]

6. General Suggestions / Comments/ Feedback pertaining to this programme

1.5.10. The Evaluation Training Programme Form

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Human Resource Management GST 5053

HUMAN RESOURCES
TRAINING PROGRAMME EVALUATION FORM*
*External Programmes Evaluation by staff. Forms to be
submitted to Human Resources Department within one (1)
week of the training programme.
Name of Programme
Date of Training
Name of Participant
Employee Number
Department
Position
Immediate Superior

EVALUATION BY IMMEDIATE SUPERIOR TRAINING PROGRAMME EFFECTIVENESS

Evaluation by Immediate Superior is to be based on any improvement on employees
performance and attitude towards work, and the extent to which employee shared and
imparted knowledge gained after attending the training programme.
The time frame for the evaluation should not be more than three (3) months from the
date of completion of the training concerned.

1.

Poor

5.

Excellent

1
1.

Improvement in employee skill.

2.

Improvement in quality of work.

3.

Improvement in efficiency.

4.

Improvement in employee attitude

at work

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Human Resource Management GST 5053

5.

Has employee transferred learned

knowledge to fellow colleague

6.

Has this transfer of knowledge been

effective

7.

Do you see any application of the

course learnt to work.

8.

Does the training meet the intended

objectives?

Comments
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
______________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
Immediate Supervisor : _____________________________________
Date

:______________________________________

Total Score

:______________________________________

Signature

:______________________________________

Note: Acceptance level is a score of not less than 60%.

1.6. Performance Appraisal

The performance appraisal for Pantai Medical Centres employee will be done once a year. The
performance appraisal is to ensure that all employees are given opportunity to prove their
performance during employment. Pantai Medical Centre will use Key Performance Indicator (KPI) to

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Human Resource Management GST 5053

measure employees performance. An annual increment/bonus or promotion will given to performed

employee.

1.6.1.The Flow Chart Performance Appraisal

Start

5.1.1

Human Resource Department will notice to all

head of department for execution of KPI.

5.1.2

Head of department will appoint first Assessor

Officer and second Assessor Officer for each
employee that will be assess (candidate).

5.1.3

The KPI form will be distributed to employee in

excel format.

5.1.4

The employee will fill up the form based on scales

set.

5.1.5

The KPI form will be submitted to first Assessor

Officer to make an assessment and reviewing.

A
A

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Human Resource Management GST 5053

5.1.6

A short discussion with first Assessor Officer, to

decide and verify the score that has been filling by
the employee.

5.1.7

The KPI form will be submitted to second Assessor

Officer for competency assessment purpose.

5.1.8

Employee that will be assesses (candidate) will sign

the KPI form when agree with score and competency
assessment

5.1.9

The KPI form will be submitted to head of

department.

5.1.10

The KPI form will be submitted to Human Resource

Department for record and file purpose.

Finish

1.6.2.The Performance Appraisal Form

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PERFORMANCE APPRAISAL
FORM A (Executives & Below)

EMPLOYEE NO.
EMPLOYEE NAME
POSITION TITLE
DATE JOINED

DEPARTMENT
REVIEW PERIOD
FROM
TO

:
:
:
:

ANNUAL REVIEW

PROMOTION
REVIEW

:
:
:
OTHERS

INSTRUCTIONS
This form has been designed to measure a total of 12 performance attributes pertinent in
assessing three main parts, namely:
PART A
PART B
PART C

WHAT THE EMPLOYEE ACCOMPLISHED

HOW THE EMPLOYEE PERFORMED
EMPLOYEE'S PERSONAL QUALITIES

The scoring system is as follows:

1
Failed to meet
expectation and
requirements

2
Meet some of the
expectation and
requirements

Performance Rating
3
4
Meets expectation
Consistently
and requirements
exceeds
on a regular basis
expectation and
requirements

5
Far exceeds
expectation and
requirements

1. Evaluate all characteristics under the performance profile. Each attribute is given a
score.
2. Add up the scores of all the attributes assessed by you and do an average for each of
the three Parts.
3. Review the appraisal with your Unit Manager before discussing the appraisal with your
staff.
4. Discuss the performance appraisal with your employee and return form to People
Resource Department before the due date.
5. Please note that the final score is subjected to moderation and approval in consideration
of the overall performance distribution within the department.

PLEASE RETURN THE COMPLETED FORM BY ___________

PHA-PAF-FA/09-2012

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Human Resource Management GST 5053

SECTION I - ASSESSMENT OF PERFORMANCE PROFILE

PART A:

WHAT THE EMPLOYEE ACCOMPLISHED

- consider results and work output of the position

1.

QUALITY OF WORK - caliber of work produced

Comments:

2.

QUANTITY OF WORK - consider quantity / work output produced

Comments:

3.

MEETING TARGET/DEADLINES - timeframe of work

Comments:

SCORE

PART A AVERAGE SCORE

PART B:

HOW THE EMPLOYEE PERFORMED

- effective application of skills and methods to obtain results

SCORE

4.

JOB KNOWLEDGE - knowledge necessary for effective job performance

Comments:

5.

COMMUNICATION SKILLS - effective in conveying job information both oral and written
Comments:

6.

TEAMWORK - ability to apply interpersonal skills effectively when relating to subordinates, peers
and supervisors thus enhancing cordial work relationships
Comments:

7.

CONTACT WITH CUSTOMERS (INTERNAL/EXTERNAL) - consider approach to customers and general

manner
Comments:

PART B AVERAGE SCORE

PART C:

EMPLOYEE'S PERSONAL QUALITIES

- consider those personal qualities which can help/hinder job effectiveness

8.

INITIATIVE/INNOVATIVE - consider ability to innovate and develop new ideas, size up problems, evaluate
facts and value add
Comments:

9.

ADAPTABILITY - receptivity and ability to grasp new ideas and motivation for self-development
Comments:

10.

DEPENDABILITY AND RELIABILITY - Reliability of employee in performing work and carrying out orders
Comments:

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SCORE

Human Resource Management GST 5053

11.

APPEARANCE - neatness, cleanliness, grooming and suitability of attire

Comments:

12.

PUNCTUALITY AND ATTENDANCE - employee's promptness in reporting to work, taking breaks, mealtimes
and frequency of absences
Comments:
PART C AVERAGE SCORE
Additional comments on any areas not evaluated under performance profile.

SECTION II PEOPLE DEVELOPMENT PLAN

Employees' performance strengths / Next developmental step:

Areas for improvement (to include factors limiting performance):

No.

Training Need
(To address competency gaps (*CG) or career
development needs (**CD))

Training Program
(To be included in next individual training plan)

Training Priority
(Please tick)
*CG

1.
2.
3.

SECTION III - OVERALL RATING

COMPONENT

AVERAGE SCORE

PART A
PART B
PART C
OVERALL RATING
(Add the average scores of Part A, B & C
and divide by 3)

SECTION IV - COMMENTS AND APPROVAL

EMPLOYEE'S COMMENTS

SIGNATURE

DATE

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**CD

Human Resource Management GST 5053

SUPERVISOR'S COMMENTS

SIGNATURE

DATE

DEPARTMENT
HEAD:

SIGNATURE

DATE

REVIEWED BY HR
MANAGER:

SIGNATURE

DATE

Indicates that the appraisal has been discussed with employee.

PERFORMANCE APPRAISAL
FORM B (HOD, Senior Managers, Managers)

EMPLOYEE NO.

DEPARTMENT

EMPLOYEE NAME

REVIEW PERIOD

POSITION TITLE

FROM

DATE JOINED

TO

ANNUAL REVIEW

PROMOTION REVIEW

OTHERS

INSTRUCTIONS

This form consists of 3 main parts. Part 1 is an achievement summary of the goals and objectives for the last
fiscal year. The appraiser has to list down the major goals and objectives as set out at the beginning of the
evaluation period and remark on the state of achievement of these goals and objectives. The appraiser then
gives an overall score based on the timeliness, thoroughness and accomplishment of these achievements. The
scoring system is as follows:

Performance Rating

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Human Resource Management GST 5053

1
Failed to meet
expectation and
requirements

2
Meet some of the
expectation and
requirements

3
Meets
expectation and
requirements on
a regular basis

4
Consistently
exceeds
expectation and
requirements

5
Far exceeds
expectation and
requirements

As this appraisal is slanted heavily on Management By Objectives, the score for Part 1 constitutes 60% of the
overall rating.

Part 2 of the form rates the employee's managerial skills in 8 core areas. Assessment of the employee is based
on a similar scoring system as above. The appraiser then adds up the points in Part 2 which makes up the
other 40% of the overall scoring.
The Employee Development Plan is the area of emphasis in Part 3. The appraiser should spend time discussing
and reviewing this section with the employee and plan for specific development activities. The appraiser should
also spell out the expectations for the next fiscal year and list down the new goals and objectives.

In Part 4, the appraiser adds up the weighted scores for Part 1 & 2 to obtain the overall performance rating.

Please note that the final score is subject to moderation and approval in consideration of the overall performance
distribution within the department.

PLEASE RETURN THE COMPLETED FORM BY ____________

PHA-PAF-FB/09-2012

43

Human Resource Management GST 5053

PART 1 : GOALS AND WORK OBJECTIVES

ACHIEVEMENT SUMMARY OF MAJOR GOALS AND OBJECTIVES IN THE APPRAISAL PERIOD

(You may also include additional accomplishments not identified at the beginning of the appraisal period)
Consider factors such as timeliness, thoroughness and accomplishment of the goals and objectives.
A score of between 1 and 5 can be given to each goal and objective

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Human Resource Management GST 5053

(If you require additional space, please include attachments)

AVERAGE SCORE FOR PART 1

Add the score of each goal/objective and divide by the number of goal/objective.
Eg. 3 objectives of scores 4 , 3, 3 = 10 / 3 = 3.3 (rounded to nearest 1 decimal place)

PHA-PAF-FB/09-2012

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Human Resource Management GST 5053

PART 2 : PERFORMANCE ANALYSIS

A list of factors pertaining to appraisee's performance attributes is rated:

1.

JOB AND PROFESSIONAL KNOWLEDGE

a.

Policies and Procedures

b.

Technical Knowledge

c.

Business Acumen/Professionalism

Comments:

2.

ADMINISTRATIVE EFFECTIVENESS
a.

Meeting Deadlines

b.

Planning Skills

c.

Organising Skills

d.

Analysis and Problem Solving

e.

Creativity/Innovation skills

f.

Implementing Work Assignments/Projects

Comments:

3.

LEADERSHIP APTITUDE
a.

Judgement/Decision Making

b.

Directing and Delegation

c.

Staff Development

Comments:

4.

INTERPERSONAL SKILLS
a.

Oral Communication/Presentation

b.

Written Communication

c.

People Orientation

d.

Poise/Bearing

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Human Resource Management GST 5053

Comments:

5.

TEAM ORIENTATION
a.

Cooperation

b.

Teambuilding

c.

Effectiveness in working with Supervisors, Peers and Subordinates

Comments:

6.

ATTITUDE ORIENTATION
a.

Ability to work under pressure

b.

Adaptability

c.

Perseverance

d.

Initiative

e.

Motivation and Commitment

f.

Work Ethic

g.

Availability / Receptivity to redeployment

Comments:

7.

CUSTOMER FOCUS (INTERNAL/EXTERNAL)

a.

Acknowledges and greets customer

b.

Anticipates/clarifies customer's spoken and unspoken needs

c.

Gives undivided attention to the customer

d.

Ensures customer's needs are met/exceeded

e.

Projects confidence and competence in service delivery

Comments:

8.

COMMITMENT TO QUALITY AND CONTINUOUS IMPROVEMENT

a.

Applies innovative approaches to quality improvement/decision making/problem solving

b.

Applies preventive measures to avoid problems

c.

Monitors progress of work in relation to achievement of measurable outcomes

Comments:

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Human Resource Management GST 5053

Add the scores of Factor 1 to 8 and divide by 8

Eg. 4, 4, 5, 3, 3, 3, 4, 2 = 28 / 8 = 3.5 (rounded to nearest 1 decimal place)

PART 3 : PEOPLE DEVELOPMENT PLAN

Employees performance strengths / Next developmental step identified:

Areas for improvement (to include factors limiting performance):

No.

Training Need

Training Program

Training Priority

(To address competency gaps (*CG) or

career development needs (**CD))

(To be included in next individual training

plan)

(Please tick)

*CG
1.
2.
3.

PART 4 - OVERALL RATING

WEIGHTED SCORE FOR PART 1
Average Score x 60%

WEIGHTED SCORE FOR PART 2

Average Score x 40%

OVERALL RATING (rounded to nearest 1 decimal place)

Add Weighted Score for Part 1 & Part 2

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**CD

Human Resource Management GST 5053

PART 5 - COMMENTS AND APPROVAL

EMPLOYEE'S COMMENTS

SIGNATURE

DATE

SUPERVISOR'S COMMENTS

SIGNATURE

DATE

DEPARTMENT HEAD:

SIGNATURE

DATE

SIGNATURE

DATE

REVIEWED BY HR
MANAGER:
@

Indicates that the appraisal has been discussed with employee.

PHA-PAF-FB/09-2012

1.6.3.Key Performance Indicator (KPI)

Key Performance Indicator (KPI) is a method that used to measure employees performance. The
process of KPI has been done through below steps:

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Human Resource Management GST 5053

1.6.3.1. Human Resource Department will notice to all head of department for execution of
KPI.
1.6.3.2. Head of department will appoint first Assessor Officer and second Assessor Officer
for each employee that will be assess (candidate).
1.6.3.3. The KPI form will be distributed to employee in excel format.
1.6.3.4. The employee will fill up the form based on scales set.
1.6.3.5. The KPI form will be submitted to first Assessor Officer to make an assessment and
reviewing.
1.6.3.6. A short discussion with first Assessor Officer to decide and verify the score that has
been filling by employee.
1.6.3.7. The KPI form will be submitted to second Assessor Officer for competency
assessment purpose.
1.6.3.8. Employee that will be assesses (candidate) will sign the KPI form when agree with
score and competency assessment.
1.6.3.9. The KPI form will be submitted to head of department.
1.6.3.10.

The KPI form will be submitted to Human Resource Department for record

and file purpose.

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Human Resource Management GST 5053

1.7. Strategy of Human Resource at Pantai Medical Centre

The strategy is important for organization to achieve mission and vision. Thus, organization should
have systematic strategy to ensure their business run smoothly. Pantai Medical Centre also has
strategy such as:
1.7.1.PEOPLE-Attract develop, retain engaged employees

Pantai Medical Centre has created competitive compensation and benefit plans for their
employees.

Enhance leadership development and succession plans.

Develop competent staff

Build employee engagement programmes.

1.7.2.SERVICE-Attain the highest levels of service excellence

Journey to Excellence

Create patient-focused environment

Continuous process improvement

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Human Resource Management GST 5053

1.7.3.FINANCE-Meet and exceed our financial goals

Exceed international benchmarks for operational efficiency

Increase bargaining power

Optimise use of facilities

Minimise financial risk

Improve profitability through bundling

Improve marketability of programmes

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