PSMB Conference Application Form

A. PROGRAMME INFORMATION

 

	Programme:	PSMB 2009 Conference
	Date:	13th - 14th October 2009
	Venue:	Sunway Pyramid Convention Centre, Petaling Jaya
	Registration Fee:	-Normal registration fee - RM650 per participant (Registration fee does not include accommodation). -Early bird registration fee - RM600 per participant before 1 July 2009. -Undergraduate registration fee - RM200 per participant. ( Need to fax the student ID for undergraduates packages.)
B. PARTICIPANT INFORMATION

NO.	NAME	I/C NO.	DESIGNATION
1.
2.
3.
4.
5.

 

1. Contact Person	*
2. Company Name	*
3. Employer Code Number	( if applicable )
4. Address	*
5.Telephone No.	*
6. H/P No.
7. Fax No.
8. E – Mail	*

 

Payment Information

i) Payment Details          LEVY DEDUCTION             CHEQUE     CASH     LO        ii) Conference fee(s) must be paid in advance of the event. Walk-in participant(s) with payment will be admitted on space availability basis. Cheque should be crossed and made payable to "NATIONAL HRD CONFERENCE" RHB Bank Account No. 2-14334-0000956-6 iii) For payment via cash, please bank in to "NATIONAL HRD CONFERENCE", RHB Bank Account No. 2-14334-0000956-6. To complete the registration, please write participants' name(s) on the bank in slip and fax to 03-20876323 iv) For Payment via LO, please fax to 03-20876323.

Meal Preference

Vegetarian (number of participan(s))             DELETED      Non-Vegetarian (number of participan(s))

 

Where did you learn about PSMB 2009 Conference?

SME DIV   Referral from SME DIV-KC LIM

  

  

 

TERMS AND CONDITION

REGISTRATION INFORMATION
· Registration fee is RM650 per participant and RM200 per undergraduate.
· 5% discount will be given for group registration with 3 or more participants (excluding undergraduates)
· Early bird registration fee is RM600 per participant until 30 June 2009.
· Registration fee is inclusive of lunch, refreshment and conference materials. (Registration fee does not include accommodation)

METHOD OF PAYMENT

· Conference fee(s) must be made prior to the event and made payable in RINGGIT MALAYSIA (RM).
· Employer(s) resisted with PSMB may deduct conference fee(s) from employers’ levy account
· Payment can be made by cash or crossed-cheque made payable to “NATIONAL HRD CONFERENCE”
· Please mail the payment together with the registration form.
· Confirmation of registration will be issued once payment received.
· For government officers(s), a local order or letter of approval must be presented before the conference.

SUBSTITUTION OF CANCELATION

· Substitution or cancellation is only allowed before you receive the confirmation letter and must be made in writing, via mail or fax before 9 October 2009.
· Any changes later than the date will not be entertained.

DEADLINE FOR REGISTRATION

· Due to limited seating capacity, acceptance to this conference will be treated on “first come, first serve” basis.

CONFERENCE ATTIRE

· Business casual

ACCOMMODATION
· Hotel arrangements and reservation should be made directly to the preferred hotel and not to the conference organization.

 

CONFERENCE PROGRAMMES

 

 PRE-CONFERENCE   Monday, 12 October 2009

4.00 – 7.00 p.m.                           Registration of Participants                                                                              

 

 

CONFERENCE DAY1  Tuesday, 13 October 2009

8.00 – 9.00 a.m.                           Registration of Participants                                                                                              

 

9.00 – 10.00 a.m.                        GENERAL SESSION                                           

Strategizing HRD For Competitive Edge

                                                                                                                                                               

10.00 – 11.00 a.m.                      Morning Refreshments/Tour of Exhibition Booths                                       

 

11.00 – 12.00p.m.                     Opening Ceremony by The Honourable Minister of Human Resources and the presentation of the Human Resources Development Awards

 

12.00 – 1.00 p.m.                        GENERAL SESSION

                                                        Enhancing Professionalism Towards High Performance Culture

                                                                       

1.00 – 2.30 p.m.                           Luncheon/Tour of Exhibition Booths

 

2.30 – 3.30 p.m                            CONCURRENT SESSION

(1)     Changing Value Proposition of HRD Professionals   

(2)     The Role of Workplace learning in Enhancing Skills Development

                                                         

3.30 – 4.30 p.m                            Afternoon Refreshments/Tour of Exhibition Booths

 

4.30 – 5.30 p.m                            CONCURRENT SESSION

(1)   Implementing Effective Training Plan During Economic Slowdown                                

                                                        (2)   Developing Innovative HR Strategies In Times of Economic Uncertainty

                                                                       

5.30 p.m                                        End of Day 1                                                                         

 

 

CONFERENCE DAY2  Wednesday, 14 October 2009

8.00 – 9.00 a.m.                           Tour of Exhibition Booths

 

9.00 – 10.00 a.m.                        CONCURRENT SESSION

(1)   Optimising the Value of Training During Global Economic Crisis

(2)   Managing Attitudes - The 'X' Factor in Enhancing Individual Performance

                                                                                                                                       

10.00 – 11.00 a.m.                      Morning Refreshments/Tour of Exhibition Booths                               

 

11.00 – 12.00 p.m.                      GENERAL SESSION

                                                        Leveraging on Human Capital for Excellence Performance

                                                       

12.00 – 1.00 p.m.                        GENERAL SESSION

                                                                Linking HR and Business Units to Achieve Optimisation

                                                                       

1.00 – 2.30 p.m.                           Luncheon/Tour of Exhibition Booths

 

2.30 – 3.30 p.m                            GENERAL SESSION           

                                                        Building Organisational Change Capability

                                                                       

3.30 – 4.30 p.m                            GENERAL SESSION

                                                        The Journey for High Achievers

                                                                       

4.30 p.m.                                       Closing Ceremony by The Chairman of the Board of Directors Pembangunan Sumber Manusia Berhad

 

5.00 p.m.                                       Afternoon Refreshments/Tour of Exhibition Booths/End

HRDF Conference 2009 Oct 13th-14th Sunway, Malaysia (only RM 650)

 HRDF Conference 2009

Contact: Lim Kah Cheng, GM of SME 

Email: kclim@hrdf.com.my

Speakers 

Program

Photos

PSMB 2009 CONFERENCE

 13 & 14^th October 2009

Sunway Pyramid Convention Centre

 

STRATEGIZING HUMAN CAPITAL DEVELOPMENT DURING GLOBAL ECONOMIC CRISIS

   

 

It is with great pleasure to announce that PSMB will be organising its 9^th Annual HRD Conference & Exhibition, the PSMB 2009 Conference atSunway Pyramid Convention Centre (SPCC), Petaling Jaya from 13^th to 14^th October 2009. The theme for the conference is “Strategizing Human Capital Development During Global Economic Crisis”.

 

The conference will be officiated by the Honourable Minister of Human Resources, Y. B. Datuk Dr. S. Subramaniam. The highlight of the event will be the presentation of the Human Resources Development Awards to those who have made significant contributions and achievements in the field of human resources development. More than 1,400 participants nationwide are expected to participate in this conference.

 

The conference features 6 general and 6 concurrent sessions from the rich experiences of leading organisations and business professionals inMalaysia and globally. PSMB Conference has been a networking platform for HR professionals to exchange ideas and thoughts on HR critical issues and challenges pertaining to human capital development facing organizations in today’s uncertain global economic climate.

 

Come and learn from our renowned speakers and explore the latest human capital development theories and models to help organizations win over current global economic crisis. Get valuable insights and fresh ideas from HR and business gurus and leave the conference with a fresh perspective.

 

There has never been a time when you have to be fully engaged with your profession than it is now. Book your seats today and join us as we uncover issues and challenges of today's HR.

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Nigel Paine

Nigel Paine states "ultimately learners need to take control of their own learning destinies and use the resources available to maintain and develop their skills and competence".

I see not may people read after working. I wonder how they can grow beyond their workplace. Sadly, they don't know what they don;t know. I guess, they are not aware the opportunity cost of un-reading.

Getting employees onboard and engaged

Getting employees onboard and engaged

Tags: employee engagement | organisation | senior leader | Towers Perrin

Written by Emily Tan
Monday, 15 June 2009 11:06
Engaged employees can make or break an organisation, says Towers Perrin All companies want engaged employees. The engaged employee works over and above the call of duty, actively thinks of ways to improve, and takes responsibility and ownership of his or her work. In a downturn, a workforce of engaged employees can make all the difference to the survival, or even success, of an organisation, according to Julie Gebaur, managing director of Towers Perrin. She was speaking at a seminar on “Closing the Engagement Gap” in Kuala Lumpur last month. She based her talk on Towers Perrin research included in her recently published book, Closing the Engagement Gap: How Great Companies Unlock Employee Potential for Superior Results, which she co-authored with fellow Towers Perrin managing director Don Lowman.  Employee engagement, according to the human capital consulting firm, is the connection that staff have with their companies and their commitment to its success. “It’s not just a feeling. To be engaged, it must also include the rational component — employees must understand the direction in which the company is heading. And the employee must take action. There’s little point in being emotionally and rationally attached, but doing nothing about it,” Gebaur explained. Quoting a Towers Perrin-ISC year-long Global Workforce Study 2007-08 that surveyed 664,000 employees in 50 global companies, she pointed out that companies with high levels of employee engagement enjoyed an average increase of 13.7% in their net income. In contrast, companies with low levels of employee engagement averaged a 3.8% drop in net income. “And it’s a self-sustaining cycle. Higher levels of employee engagement lead to stronger businesses, which in turn lead to higher levels of engagement,” she noted. The trick, she added, is engaging employees in the first place. “The good news is, our studies have shown that about 80% of employees want to be engaged. They’re happier that way,” she said. “The bad news is, in most companies, only 21% of their employees are fully engaged,” she added. “The majority, 41%, are ‘enrolled’, which is what we call getting close to engagement, but not quite having the motivation to go that extra mile.” So what is it that companies are doing wrong? The Global Workforce Study found that the biggest one factor that impacts employee engagement the most is the organisation and its senior leaders. “If the senior leaders don’t care, it will take everyday heroics from immediate management to engage the people in their team,” said Gebaur. Towers Perrin also found that companies are often clearer about measuring employee engagement than they are about increasing it. When companies do address it, they treat it as an initiative, rather than something fundamentally important to the business. In order to engage employees better, companies must understand what drives them. In Malaysia, the Global Workforce Study 2007-08 found that the top three drivers were excellent career advancement opportunities, an organisation’s reputation for social responsibility, and the senior management’s focus on long-term success. However, the study said these drivers did not apply to the baby-boomer generation — those aged 40-50 years — as they tended to have other priorities. “It’s important to start with a survey that measures what values matter to employees, and then shape your engagement programme around there,” said Gebaur. Bursa Malaysia is a company that has recently begun to realise the importance of employee engagement. Presenting a case study at the seminar, Bursa Malaysia chief group HR officer Siti Aishah Md Lassim said a crisis was the perfect time to push an employee-engagement agenda. “No one is reporting good numbers, and everyone is more receptive to improvement suggestions,” she pointed out. Describing the process as a “journey starting to show success”, Siti said the first step was to have the company surveyed by an external party. “There is benchmarking, objectivity and less fear of honesty from participants,” she explained. Bursa Malaysia’s survey, conducted in September by Towers Perrin, showed that the key drivers for employees were leadership, empowerment and a more customer-focused approach. The findings also showed that the employees were 17% less engaged than a prior internal survey had estimated. Key HR initiatives shaped from the survey include improving the first-day experience for new hires, prioritising key projects, initiating a performance-improvement plan for underperformers, and improving top-team dynamics.  “It’s a bit of a surprise to think of a regulator being customer-focused, but it’s a key driver. No longer can we think, ‘We don’t have to be popular, we just have to regulate’! Our new focus has made us more sensitive to the needs of our customers, and as a result, it helps us make better rules and push changes through more smoothly,” said Siti. “I’m glad we started to care.” Source: http://www.theedgemalaysia.com/management/16336-getting-employees-onboard-and-engaged.html	This article appeared on the Management page, The Edge Financial Daily, June 15, 2009.

A PraPractical Guide for Developing Leaders - June Delano

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Here's a practical guide for developing leaders, adapted from June Delano, a colleague and mentor, now with Monitor Executive Development.

While the guide does not include everything a leader needs to learn, it does offer ideas for developing people before and during new leadership assignments. And of course, every company is different, so you'd need to adapt the list to fit your company's organizational structure.

Pre-Supervisory
Before selection as a supervisor, people should have development and some experience in:
· Team and project leadership
· Basic budgeting and accounting
· Communicating to individuals and small groups
· Training, peer coaching

Supervisory
As first-level supervisors, people should have development in basic supervisory skills:
· Coaching and giving feedback
· Managing performance
· Leading groups
· Developing people

Pre-Management
Before selection as a manager, people should have development and some experience in:
· Leading multi-functional or cross-organizational teams
· Handling diverse and multiple tasks
· Influence and relationship-building (personal style and impact)
· Understanding the business system

Management
As managers, people should have development in:
· Basic finance, marketing and commercialization
· Doing business globally and cross-culturally
· Communicating to large groups
· Recruiting and retaining talent
· Leading change and culture
· Developing and implementing strategy

Pre-Executive
Before selection as an executive, people should have development and some experience in:
· General management (including P&L management)
· Managing multiple functions and geographies
· Understanding your company’s business environment and industry trends
· Building external networks
· Working with senior executives
· Organizational leadership (personal style and impact)
· Line and staff assignments

Executive
As an executive, people should have development in:
· Handling media and government relations
· Managing organizations at different stages of maturity
· Recruiting and nurturing high-potential talent
· Developing and implementing growth strategies
· Working with alliances, mergers, JV’s and acquisitions
· Serving on external boards, projects and/or ventures

Officer
As an officer, people should have development in:
· Global trends affecting the business
· National and global politics
· Managing a global workforce
· Handling investor relations
· Working with the Board
· Board of Director assignments

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Potrait Photograph Exhibition