Jabatan Tenaga Manusia (JTM) akan mengadakan Karnival Kemahiran bermula pada 15 – 16 Ogos 2008 bertempat di Pusat Latihan Teknologi Tinggi (ADTEC) Shah Alam. Karnival Kemahiran ini akan dilancarkan oleh Yang Amat Berhormat Dato’ Seri Abdullah Haji Ahmad Badawi, Perdana Menteri Malaysia.
Karnival Kemahiran ini diadakan bertujuan untuk meningkatkan tahap kesedaran masyarakat mengenai kepentingan latihan kemahiran di samping untuk memperolehi captive audience dan menarik minat belia untuk menjadikan kemahiran sebagai pilihan utama di dalam kerjaya. Pelbagai aktiviti akan diadakan pada hari tersebut seperti seminar tenaga pengajar kemahiran kebangsaan, seminar latihan kemahiran kaunselor, job fair, pameran kemahiran, sukan antara institusi kemahiran dan industri dan sebagainya.
Sehubungan itu, pihak kami dengan berbesar hati untuk menjemput pihak tuan dan kakitangan untuk terlibat serta dalam menjayakan karnival ini. Bersama ini disertakan aturcara karnival kemahiran selama dua (2) hari untuk makluman dan rujukan tuan. Sebarang pertanyaan, pihak tuan boleh berhubung terus kepada En. Mustal bin Mahmud / Pn. Fadila binti Lazim di talian 019-8605017/ 03-51612622 (samb. 179).
ATURCARA KARNIVAL KEMAHIRAN
Tarikh : 15 Ogos 2008 (Jumaat)
1. ATURCARA SEMINAR TENAGA PENGAJAR KEMAHIRAN KEBANGSAAN
8.00 pagi : Ketibaan peserta
Ketibaan dif-dif jemputan
Ketibaan Yang Berusaha Timbalan Ketua Pengarah JTM
Ketibaan Yang Berusaha Ketua Pengarah JTM
9.15 pagi : Perasmian dan seminar bermula
12.30 tengahari : Jamuan makan tengahari
2. ATURCARA ANUGERAH PERTANDINGAN MYSKILLS 2008 & PELANCARAN
KARNIVAL KEMAHIRAN
2.45 petang : Pendaftaran Pemenang
Ketibaan dif-dif jemputan
Ketibaan Yang Berhormat Menteri Sumber Manusia
Ketibaan Yang Amat Berhormat Perdana Menteri Malaysia
3.10 petang : Ucapan dan Penyampaian hadiah
5.00 petang : Pelancaran Karnival Kemahiran
6.00 petang : Bersurai
3. ATURCARA PAMERAN DAN PERTUNJUKKAN
8.30 pagi : Pameran bermula
Pertunjukkan di bengkel
Pertunjukkan Helikopter
Perunjukkan Aero Modeling
5.00 petang : Pameran ditutup
Tarikh : 16 Ogos 2008 (Sabtu)
1. ATURCARA SEMINAR LATIHAN KEMAHIRAN KAUNSELOR
8.00 pagi : Ketibaan peserta
Ketibaan dif-dif jemputan
Ketibaan Yang Berusaha Timbalan Ketua Pengarah JTM
Ketibaan Yang Berusaha Ketua Pengarah JTM
9.15 pagi : Perasmian dan seminar bermula
12.30 tengahari : Jamuan makan tengahari
2. ATURCARA PERTANDINGAN SUKAN ANTARA ILKA DAN INDUSTRI
8.30 pagi : Pendaftaran peserta
9.00 pagi : Pertandingan dimulakan
4.00 petang : Penutup dan Penyampaian hadiah
5.00 petang : Bersurai
3. ATURCARA PAMERAN DAN PERTUNJUKKAN
8.30 pagi : Pameran bermula
Pertunjukkan di bengkel
Pertunjukkan Helikopter
Perunjukkan Aero Modeling
5.00 petang : Pameran ditutup
Wednesday, August 6, 2008
Methods And Procedures To Perform TNA
There are a number of practical methods you can use to gather data about employees’ performance. Each works well in given circumstances; therefore, you must determine which be the best for you. None of these methods can stand alone. Always use at least two, if for no other reason to validate your findings. One of those you choose should always be observation.
1. Observation
In this approach, an employee’s performance itself is you source of information. You evaluate a worker’s performance through first-hand observation and analysis. This is best accomplished by watching the worker and playing the role of non-participating observer. This means that you watch and listen and evaluate what you see and hear, but do not get involved in his work process in any way.
To make this activity more productive, use a checklist to remind you of what to look for and take notes.
The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker.
2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview guides is that they ensure the same types of data from all sources. This allows you to determine whether a piece of information is one person’s opinion, or part of a widespread perception. Since the interview guide forces you to ask each worker a number of predetermined questions, you must select those questions that are essential to what you are trying to learn.
Interviews allow you to meet employees face to face to discuss their impressions of performance. Because you are in conversation with workers, you can explore their responses in depth. You can ask or clarification of comments and for examples of what they mean. In this way, you obtain a full understanding of their performance deficiencies.
You also gain these benefits through interviewing :
1. You build credibility with your interviewees by asking intelligent questions andListening well to their answers
2. You obtain employees’ personal involvement and commitment to your efforts
3. You establish personal relationships with potential trainees who are important to your success as a needs analyst and trainer
3. Questionnaires
A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Then you mail it to them and await their responses.
The key advantage of a questionnaire is that you can include every person from whomYou want input. Employees can complete the questionnaire when and where they choose. You need not travel and spend time with all respondents. Every employee is asked the identical questions, and consequently data is very easy to compile and analyze.
Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of employees think while allowing everyone to feel that they have had an opportunity to participate in the needs analysis process.
1. Observation
In this approach, an employee’s performance itself is you source of information. You evaluate a worker’s performance through first-hand observation and analysis. This is best accomplished by watching the worker and playing the role of non-participating observer. This means that you watch and listen and evaluate what you see and hear, but do not get involved in his work process in any way.
To make this activity more productive, use a checklist to remind you of what to look for and take notes.
The objective during observations is to identify both the strengths to build on and the deficiencies to overcome. A key advantage of using direct observation in the needs analysis is that you gain first-hand knowledge and understanding of the job being performed and the strengths and weaknesses of the relevant worker.
2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview guides is that they ensure the same types of data from all sources. This allows you to determine whether a piece of information is one person’s opinion, or part of a widespread perception. Since the interview guide forces you to ask each worker a number of predetermined questions, you must select those questions that are essential to what you are trying to learn.
Interviews allow you to meet employees face to face to discuss their impressions of performance. Because you are in conversation with workers, you can explore their responses in depth. You can ask or clarification of comments and for examples of what they mean. In this way, you obtain a full understanding of their performance deficiencies.
You also gain these benefits through interviewing :
1. You build credibility with your interviewees by asking intelligent questions andListening well to their answers
2. You obtain employees’ personal involvement and commitment to your efforts
3. You establish personal relationships with potential trainees who are important to your success as a needs analyst and trainer
3. Questionnaires
A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Then you mail it to them and await their responses.
The key advantage of a questionnaire is that you can include every person from whomYou want input. Employees can complete the questionnaire when and where they choose. You need not travel and spend time with all respondents. Every employee is asked the identical questions, and consequently data is very easy to compile and analyze.
Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of employees think while allowing everyone to feel that they have had an opportunity to participate in the needs analysis process.
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