ITS MANAGEMENT SDN BHD MULTIMEDIA UNIVERSITY MELAKA MCCCI ... · PDF...

MALACCA CHINESE CHAMBER OF COMMERCE AND INDUSTRY

In collaboration withITS MANAGEMENT SDN BHD

andMULTIMEDIA UNIVERSITY MELAKA

MCCCI HR

SURVEY 2016

R E P O R Twww.its1998.com/SURVEY

Survey conducted by MMU’s Research team:调查来自于多媒体大学研究团队：

Dr Zauwiyah AhmadDr Almansor Abu Said

Mr Afandi YusofMs Cheah Yeh Ying

Ms Cheah Chew Sze

Survey Report:HUMAN RESOURCE PRACTICES IN SMEs调查报告中小企业人力资源管理措施

Mr. Tan Poh SengPresident of Malacca Chinese Chamber Of Commerce And Industry

A report released from Department of Statistic Malaysia (DOSM) on September

24th, 2014 on Small and Medium Enterprise (SME) within year

2005 - 2013 has shown its strength in thrusting Malaysia’s economy with

33 % contribution toward Overall GDP. This has reflected the importance of SMEs toward employment’s

opportunities to Malaysian workers.

Therefore, our organisation has decided to create a survey on human resources practice for SMEs, an

intention to blossom SME expansion plan. MCCCI has appointed ITS Management Sdn. Bhd. with the

assistance from Multimedia University (MMU) to execute this survey programme. They have done an

excellent job.

Another worrisome statistics from DOSM and SMEs done by SME Corp Malaysia will support our survey

initiative. The reason is productivity of SMEs are reaching stagnation level since 2010 and expected

heading downward trend in the coming years. In addition, SMEs are hunger for manpower due to

shortage of unskilled labour to support their business operation. We need to identify and resolve such

matters related to SMEs promptly.

We hope Malaysia SMEs will gain its maturity role and eventually rise up as a Multinational Corporation

to flourish toward overseas. Thank you.

A MCCCI HR survey 2016 has been conducted in part of the creation of MCCCI

Career Fair event to understand human resources practices among SMEs in

Recruitment – Development – Retention efforts. As a private learning institution

offering training courses and consultancy services for all industries, ITS Management understand the

needs and priorities value in human resource management and development.

We have brainstormed together with Multimedia University’s (MMU) for this human resources survey and

would like to analyse the possible outcome with relevant government bodies or appropriate associations.

Our objective is to create more achievable solutions for SMEs’ execution and acute awareness, attention

for the constant growth in human development.

Furthermore, we wish to understand the dilemma faced by Malaysia’s SMEs in integration and

dependency on foreign workers. According to assessment report from The World Bank on July 8th, 2013,

there is a large inflow of foreign workers into labour intensive sectors resulted from shortage of unskilled

workers in Malaysia. We need to revalue the employment policy on foreign workers in all facets.

On behalf of MCCCI’s committee member, we thank you all the companies that have participated this

survey and valued the time and effort. Also, ITS wishes to acknowledge all the support from MMU parties

who contributed the preparation of questionnaire and responses.

Mr. Chong Hoi SanManaging Director of ITS Management Sdn Bhd

Dr. Zauwaiyah AhmadDean of Faculty of Business, Multimedia University

Dr. Zauwiyah Ahmad is the faculty Dean at the Faculty of Business, Multimedia University.

Apart from holding administrative position, she is also an active researcher and has been

involved with a number of corporate training, especially in the areas of management, costing, and

accounting. Ethics, accounting information systems and workplace deviance are among her research interests.

Her aspiration is to see quality human capital in the future, who has both technical competencies as well as

high humanitarian values.

Report of

MCCCI HR SURVEY 2016

can be downloaded via

WWW.ITS1998.COM/SURVEY

目录

英语中文

简介 E1 M1

项目 A: 招聘

空缺职位 E2 M2

招聘方式 E3 M3

招聘问题 E4 M4

招聘标准 E5 M5

项目 B: 培训与发展

培训需求分析 E6 M6

培训需求因素 E7 M7

培训重点 E8 M8

项目 C: 员工保留

接班人计划 E9 M9

辞职 E10 M10

员工保留策略 E11 M11

项目 D: 外籍劳工

招聘外籍劳工 E12 M12

本地与外籍劳工的比较 E13 M13

Table of contents

English Mandarin

Introduction E1 M1

PART A: RECRUITMENT

Available vacancies E2 M2

Recruitment approach E3 M3

Recruitment issues E4 M4

Recruitment criteriaE5

M5

PART B: TRAINING AND DEVELOPMENT

Training need analysis E6 M6

Factors that lead to training need E7 M7

Training focus E8 M8

PART C: EMPLOYEE RETENTION

Succession plan E9 M9

Resignation E10 M10

Retention strategy E11 M11

PART D: FOREIGN WORKERS

Hiring of foreign workers E12 M12

Comparisons between local and foreign workers E13 M13

简介

M1

这份报告描述中小型企业（SME）人力资源措施的一项调查结果。这是一项由马六甲中华总商会(MCCCI)所倡议, 与 ITS Management Sdn. Bhd. 及多媒体大学合作的研究。此报告将呈现所收集到中小企业对人力资源措施各个方面的见解。共有138间来自不同行业的中小企业参与这项调查, 总结请看以下图表:

行业频率巴仙率

农业 1 0.7

建筑业 8 5.8

教育 1 0.7

制造业 74 53.6

石油与天然气 1 0.7

服务业 40 29.0

贸易 13 9.4

根据所收集的数据分析，反映了中小企业和求职者之间的影响。调查显示排名前三名的现有空缺是来自于生产部，市场营销部及会计部。有鉴于此，目前和未来的求职者，如果他们缺乏在这一些领域的专门知识，可建议他们修读额外的课程，以拓宽自己的职场竞争力。

调查结果也显示员工推荐和通过口碑聘请是招聘部门最受推崇的方法。其中员工推荐是招聘方式中较便宜及快速的方式，此方法不只能聘请到好的员工更能降低该公司员工的离职流失率。而对于求职者来说，这也意味着建立人脉的重要性。因此毕业生应多参与相关的专业协会，如马来西亚管理研究所（MIM），以便提高他们的人际网络。

调查结果也发现在薪酬方面中小企业和求职者之间所存在的期望差距。求职者，尤其是应届毕业生，应该多做一些研究，以便更好地了解雇主和行业的需求及薪金水平，以减少期望差距中所带来的冲击。

该调查还发现软技能和员工态度是招聘员工时最重要的衡量标准-甚至比学术成绩更加重要。这些软技能，人际交往和建立关系的能力，将能帮助人们进行交流和建立有效的合作关系。现今的企业比以往更加难保持竞争力和增加生产力，而这些人际交往的能力往往被视为极关键的一环。

中小企业应提高他们对未来的规划，特别是接班人计划和培训需求的确定。接班人的规划能确保业务连续性。然而遗憾的是，只有64巴仙的受访中小企业已制定这样的计划。培训需求分析（TNA）拟定了员工的具体培训需求。若适当地进行培训需求分析（TNA），将会减少训练成本因为中小企业只需要专注于该公司所需要的专门培训。

较详细的调查结果可从本报告中寻读。研究团队， ITS Management Sdn. Bhd., 及马六甲中华总商会MCCCI 衷心感谢所有参与此调查的中小企业。

INTRODUCTION

E1

This report describes the findings of a survey on human resource practices among small and mediumenterprises (SMEs). It is an initiative by the Malacca Chinese Chamber of Commerce and Industry (MCCCI),in collaboration with ITS Management Sdn. Bhd. and Multimedia University. SMEs’ responses on variousdimensions of human resources practices were collected and presented in this report. A total of 138 SMEsfrom various industries have participated in the survey, summarise in the table below:

Industry Frequency Percent

Agriculture 1 0.7

Construction 8 5.8

Education 1 0.7

Manufacturing 74 53.6

Oil and gas 1 0.7

Service 40 29.0

Trading 13 9.4

An analysis of the gathered data severalfindings, with significant implications to SMEsand job seekers have been recognised. It hasbeen found that the top three areas withcurrent vacancies are Production, Sales andMarketing, and Accounting. Hence, current andfuture job seekers, if they are not specialised inthese areas, it may be fruitful if they could takeadditional courses to broaden theircompetencies.

The results of the survey also indicate employee referrals and word of mouth recommendations areshaping the recruitment sector. A referral is a cheaper and faster way to hire, generally produces a betterhire and lowers the turnover rate at the company. For job seekers, it means the importance of building anetwork of contacts. Graduates should join relevant professional associations like Malaysia Institute ofManagement (MIM) to enhance their network.

The results also suggest an expectation gap between SMEs and job seekers’ in terms of remunerations. Jobseekers, particularly fresh graduates, should do some research to better understand the expectations,requirements and salary levels offered by employers and the industry to reduce the expectation gap.

The survey has also uncovered that soft skills and attitudes are of utmost importance when recruitingemployees – even higher than academic achievements. It's the softer, interpersonal and relationship-building skills that help people to communicate and collaborate effectively. These people skills are morecritical than ever as organisations struggle to find meaningful ways to remain competitive and beproductive.

SMEs should improve on their planning for the future, specifically succession planning and identification oftraining needs. Succession planning ensures business continuity. Unfortunately, only 64% of SMEs surveyedhas such plan in place. Training need analysis (TNA) identifies the specific training needs for employees.Properly conducted, TNA will reduce the training cost as SME’s will only need to concentrate on specifictraining is needed by the organisation.

Further details of the findings could be found in this report. The research team, ITS Management Sdn. Bhd.,and MCCCI would like to thank all SMEs that have participated in this survey.

项目 A: 招聘

空缺职位

主要行业分配

领域次数百分比制造业服务业贸易业

生产 61 44.2% 49 8 2

销售和营销 46 33.3% 21 15 8

会计 29 21.0% 9 9 7

人力资源 24 17.4% 8 9 4

物流和仓储 24 17.4% 9 6 5

质量控制/保证 24 17.4% 17 3 1

工程 22 15.9% 14 4 0

技术 21 15.2% 11 4 3

采购 19 13.8% 8 6 3

行政 15 10.9% 7 5 1

安全与卫生 12 8.7% 7 3 0

设施与维修 11 8.0% 8 2 0

资讯科技 10 7.2% 3 5 1

无空缺职位 7 5.1% 2 3 1

• 调查结果显示，44.2% 的中小型企业 (生

产领域) 面对职位空缺的问题, 以制造业为居多。

• 33.3% 的中小型企业 (销售和营销领域)

面对职位空缺的问题，以制造业与服务业为居多。

• 21% 的中小型企业 (会计领域) 面对职位

空缺的问题。

• 少于10% 的中小型企业 (安全与卫生领域，设施与维修领域，资讯科技领域) 面对职位空缺的问题。

M2

会计12%

销售和营销34%

生产45%

三大招聘领域

PART A: RECRUITMENT

Available vacancies

Distribution by main industries

Areas Frequency Percent Manufacturing Service Trading

Production 61 44.2% 49 8 2

Sales and marketing 46 33.3% 21 15 8

Accounting 29 21.0% 9 9 7

Human resources 24 17.4% 8 9 4

Logistics and warehousing 24 17.4% 9 6 5

Quality Control/Assurance 24 17.4% 17 3 1

Engineering 22 15.9% 14 4 0

Technician 21 15.2% 11 4 3

Procurement and purchasing 19 13.8% 8 6 3

Administrative 15 10.9% 7 5 1

Safety and health 12 8.7% 7 3 0

Facilities and maintenance 11 8.0% 8 2 0

Information technology 10 7.2% 3 5 1

No vacancy 7 5.1% 2 3 1

• 44.2% of SMEs reported available vacancy in

production, mostly in the manufacturing industry.

• Vacancies in sales and marketing are

available in 33.3% of the SMEs, mainly in the

manufacturing and service industry.

• 21% of the SMEs reported vacancies in the

accounting area.

• Less than 10% of the SMEs reported

vacancy in:• Safety and health• Facilities and maintenance• Information technology

Production45%

Sales and marketing

34%

Accounting21%

Top three recruitment areas

E2

项目 A: 招聘

招聘方式

• 调查结果显示，94% 的中小型企业从未使用电台广告以招聘员工。

• 其他招聘员工方式包括横幅，传单与侧板广告。

• 调查结果显示，14% 的中小型企业面对多达15% 的应聘者缺席工作面试的问题。

百分比 (%)

招聘方式从未有时经常十分经常

员工推荐 8 34.8 41.3 15.9

口碑 10.9 41.3 29.7 18.1

招聘网站 26.8 27.5 22.5 23.2

报章广告 25.4 29.7 23.2 21.7

公司网站 35.5 34.8 15.9 13.8

社交媒体 39.1 30.4 19.6 10.9

招聘机构 39.9 34.8 15.9 9.4

校园招聘 60.9 29 5.1 5.1

职业展 61.6 31.9 5.1 1.4

电台广告 93.5 4.3 - 2.2

0%

10%

20%

30%

40%

50%

60%57%

48%46% 45%

31% 30%

调查结果显示，员工推荐与口碑是最常使用的招聘方式。员工推荐不仅便宜又省时，也能够降低人力资源的

流动与周转。

M3

员工

推荐

口碑

招聘

网站

报章

广告

社交媒体

公司网站

普便的招聘方法

PART A: RECRUITMENT

Recruitment approach

• 94% of SMEs reported

that they have never used

radio advertisement as a recruitment method

• Other methods of recruitment include banners, flyers and sideboard advertisements.

• 14% of SMEs reported

more than 15% of candidates called for interview did not turn up.

Frequency (%)

Recruitment methods Never Sometimes Frequently Always

Employee referrals 8 34.8 41.3 15.9

Word of Mouth 10.9 41.3 29.7 18.1

Job portal 26.8 27.5 22.5 23.2

Newspaper ads 25.4 29.7 23.2 21.7

Company Websites 35.5 34.8 15.9 13.8

Social media 39.1 30.4 19.6 10.9

Recruitment Agency 39.9 34.8 15.9 9.4

Campus recruitment 60.9 29 5.1 5.1

Job Fairs 61.6 31.9 5.1 1.4

Radio Advertisement 93.5 4.3 - 2.2

0%

10%

20%

30%

40%

50%

60%57%

48% 46% 45%

31% 30%

Common recruitment methods

Results of the survey indicate employee referrals and word of mouth recommendations are shaping the recruitment sector as increasingly vacant and new roles are filled in this way. For SME’s getting a referral is a cheaper way to

hire, a faster way to hire, generally produces a better hire and lowers the turnover rate at the company.

E3

项目 A: 招聘

招聘问题

百分比 (%)

招聘问题从未有时经常十分经常

期望高薪 3.6 39.9 34.8 21.7

缺乏合适的应聘者 5.8 34.1 39.9 20.3

缺乏应聘者 10.9 53.6 25.4 10.1

来自其他公司的竞争 15.9 47.1 26.1 10.9

聘请错误员工 19.6 64.5 13.8 2.2

经济问题 27.5 50 19.6 2.9

缺乏吸引力的地理位置 37.7 40.6 16.7 5.1

缺乏知名度的公司 48.6 39.1 10.1 2.2

政府规定 50.7 37 10.1 2.2

复杂的招聘过程 63 31.2 5.1 0.7

• 调查结果显示，50% 的

中小型企业没有因政府规定而面对招聘问题。

• 只有 12% 的中小型企业

因政府规定而面对招聘问题。

60%57%

37% 36%

0%

10%

20%

30%

40%

50%

60%

70%

调查结果显示，应聘者的资历与技能水平和中小型企业的需求不匹配。因此，中小型企业应该与高等院校合作以便举办校园职业培训及相关活

动来填补现有的差距。

M4

普便的招聘问题

缺乏合适的应聘者

期望高薪

来自其他公司的竞争

缺乏应聘者

PART A: RECRUITMENT

Recruitment Issues

Frequency (%)

Recruitment issues Never Sometimes Frequently Always

High salary expectations 3.6 39.9 34.8 21.7

Lack of suitable applicants 5.8 34.1 39.9 20.3

Lack of applicants 10.9 53.6 25.4 10.1

Competition from other organisation 15.9 47.1 26.1 10.9

Hiring the wrong candidates 19.6 64.5 13.8 2.2

Economic issues 27.5 50 19.6 2.9

Unattractive location 37.7 40.6 16.7 5.1

Company not well-known 48.6 39.1 10.1 2.2

Government regulations 50.7 37 10.1 2.2

Complicated recruitment process 63 31.2 5.1 0.7

• 50% of SMEs do not find

government regulation as a problem in recruitment, while a very small percentage of

• 12% reported that

government regulation is a problem

60%57%

37% 36%

0%

10%

20%

30%

40%

50%

60%

70%

Lack of suitableapplicants

High salaryexpectations

Competitionfrom other

organisation

Lack ofapplicants

Common recruitment issues

Results indicate possible mismatch between qualifications/skills of applicant and what is required by the SME. It is therefore

recommended that more engagement sessions are organised between the SMEs and educational institutions in order to close

the existing gaps.E4

项目 A: 招聘

招聘标准

百分比 (%)

招聘标准不重要相当重要重要非常重要

团队精神 5.8 10.9 47.8 35.5

沟通技巧 3.6 15.2 51.4 29.7

在相关领域工作经验 5.1 20.3 42 32.6

绩效 6.5 23.2 44.9 25.4

调整能力 5.1 21.7 56.5 16.7

问题解决能力 5.1 28.3 44.2 22.5

电脑技能 9.4 28.3 49.3 13

领导能力 10.1 31.9 42.8 15.2

英语水平 12.3 39.1 38.4 10.1

马来语水平 12.3 43.5 35.5 8.7

良好学术表现 13 45.7 34.8 6.5

中文水平 37.7 44.2 15.9 2.2

泰米尔水平 73.2 21.7 5.1 -

83%

81%

75%73%

70%

60%

65%

70%

75%

80%

85%

调查结果显示软性技能的重要性。虽然良好的学术表现依然重要，但软性技能在培育活力的员工队伍发挥了重

要的作用。

人际交往与建立关系能力帮助人们进行交流和有效的合

作。

M5

五大招聘标准

团队精神

沟通技巧

在相

关领

域工

作经

验

绩效

调整能力

PART A: RECRUITMENT

Recruitment criteria

Frequency (%)

Recruitment criteria

Not

important

Quite

important Important

Very

important

Good team player 5.8 10.9 47.8 35.5

Communication skills 3.6 15.2 51.4 29.7

Work experience in relevant fields 5.1 20.3 42 32.6

Result oriented 6.5 23.2 44.9 25.4

Flexibility 5.1 21.7 56.5 16.7

Problem solving orientation 5.1 28.3 44.2 22.5

Computer skills 9.4 28.3 49.3 13

Leadership 10.1 31.9 42.8 15.2

English proficiency 12.3 39.1 38.4 10.1

Bahasa Melayu proficiency 12.3 43.5 35.5 8.7

Strong academic qualifications 13 45.7 34.8 6.5

Chinese proficiency 37.7 44.2 15.9 2.2

Tamil proficiency 73.2 21.7 5.1 -

83%

81%

75%73%

70%

60%

65%

70%

75%

80%

85%

Top five recruitment criteria

Results of the survey clearly highlight the importance of soft skills. Degrees and credentials

are important, but the development of soft skills is now clearly a crucial part of fostering

a dynamic workforce and is in high demand. It's the softer,

interpersonal and relationship-building skills that help people to

communicate and collaborate effectively.

E5

• 74.8% 实

行TNA

• 25.2%没

有实行

TNA 实行次数中小企业（数目）

月 5 5%

季 19 21%

年 66 73%

项目B:培训与发展

培训规定

是92%

否8%

培训需求分析 (TNA)

28%

35%37%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Sales volume Profits External funds

培训预算的来源

•46% 服务行业

•27% 建筑

看来，TNA 还未能在每家中小企业实行。对中小企业而言，实行TNA是很重要的。它不但能确定内部人员的培训

需求，也能减低成本。

M6

销售数额利润外来资金

•74.8%conducts TNA, while another

• 25.2%did not.

Frequencies of

conducting TNANumber of SMEs

Monthly 5 5%

Quarterly 19 21%

Yearly 66 73%


Provisions of training

Yes92%

No8%

Training Need Analysis (TNA)

28%

35%37%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Sales volume Profits External funds

Determination of training budget

•46% were in the

service industry

•27% ConstructionIt seemed that the significance of training and TNA has not

reached each SME. It is important for SME’s to conduct TNA as it will identify the specific training needs for workers inside

the organization. Moreover, it will reduce the training cost as SME’s will need to concentrate on specific training is needed

for their organisations.

E6

项目 B:培训与发展

导致培训需求的因素

导致培训需求的因素中小企业（数目）

流程改进 88 63.8%

新系统 63 45.7%

生产/安全问题 58 42.0%

新设备/技术 55 39.9%

法律/司法的更动 55 39.9%

职业发展 53 38.4%

人事变动/促销 51 37.0%

继任计划 43 31.2%

重组过程 42 30.4%

裁员/调职/新员工 34 24.6%

业务流程再造 21 15.2%

重新地点 9 6.5%

64%

46%42%

40% 40%

0%

10%

20%

30%

40%

50%

60%

70%

Process improvements Newsystems/procedures

Problems inproduction/safety

Newequipment/technology

Changes inlaws/regulations

常见因素

• 日常运作的变化是导致培训需求的主要因素。当中，过程改进占主要因素

（64%）。

• 当中，42%的培训

是由内部人员进行。

• 47% 是外部培训。

M7

流程改进新系统生产/安全问题新设备/技术法律/司法的更动


Factors that may lead to training needs

Factors that may lead to

training needs Number of SMEs

Process improvements 88 63.8%

New systems/procedures 63 45.7%

Problems in production/safety 58 42.0%

New equipment/technology 55 39.9%

Changes in laws/regulations 55 39.9%

Career paths/growths 53 38.4%

Staffing changes/ promotions 51 37.0%

Succession planning 43 31.2%

Reorganisation processes 42 30.4%

Layoffs/ transfers/ new hires 34 24.6%

Business process reengineering 21 15.2%

Re-locations 9 6.5%

64%

46%42%

40% 40%

0%

10%

20%

30%

40%

50%

60%

70%

Process improvements Newsystems/procedures

Problems inproduction/safety

Newequipment/technology

Changes inlaws/regulations

Common factors

• Changes that could affect SMEs day-to-day operations are the common triggers of training needs, with process improvement being the most reported

factor, 64%.

• On average, 42% of

training was conducted by internal trainers, and

• 47% were conducted by

external trainers.

E7

项目 B:培训与发展

培训重点

培训领域中小企业（数目）

质量控制和生产 62 44.9%

认证管理方案(ISO 9001, EMS 14001, OHSAS) 60 43.5%

团队建设和工作积极态度 58 42.0%

人力资源管理 56 40.6%

环境，安全与健康 55 39.9%

会计和金融 46 33.3%

销售和营销 41 29.7%

采购，库存和物流管理 40 29.0%

管理发展 38 27.5%

客户服务 37 26.8%

海关手续和规定 30 21.7%

科技 22 15.9%

培训人员和培训发展 22 15.9%

语言课程 15 10.9%

45%

44%

42%

41%40%

37%38%39%40%41%42%43%44%45%46%

Quality control andproduction

Certificationmanagement

programmes (ISO9001, EMS 14001,

OHSAS etc)

Team building andwork motivation

Human resourcesmanagement

Environment, safetyand health

五大培训重点

中小企业的培训专于日常运作技术，而不是软体技能。

研究也显示，中小企业集中于质量控制和生产。这是为了确保在激烈竞争的时代，他们能给客户最好的产品。通过集中质量和生产量，这能让中小企业减少成本开销。

• 整体上, 41%的培

训专于技术技能。

• 38%的培训专于软

体技能。

M8

质量控制和生产认证管理方案团队建设和工作积极态度

人力资源管理环境，安全与健康


Training focus

Training areas Number of SMEs

Quality control and production 62 44.9%

Certification management programmes (ISO

9001, EMS 14001, OHSAS etc)60 43.5%

Team building and work motivation 58 42.0%

Human resources management 56 40.6%

Environment, safety and health 55 39.9%

Accounting and finance 46 33.3%

Sales and marketing 41 29.7%

Purchasing, inventory, and logistics management 40 29.0%

Managerial development 38 27.5%

Customer services 37 26.8%

Customs procedures and regulations 30 21.7%

Information technology 22 15.9%

Trainers and training development 22 15.9%

Language courses 15 10.9%

45%

44%

42%

41%40%

37%38%39%40%41%42%43%44%45%46%

Quality control andproduction

Certificationmanagement

programmes (ISO9001, EMS 14001,

OHSAS etc)

Team building andwork motivation

Human resourcesmanagement

Environment, safetyand health

Top five focus areas for training

The training focus of SME is mainly concentrated on the skills needed for day-to-day operations, rather than soft skills.

The results also show that SME’s are concentrating on quality control and production as they are competing with their competitors in providing the best product / services for their

customers. By concentrating on quality and production, SME’s can reduce the cost in producing a certain product / services.

• On average, 41% of

training conducted were related to technical skills, and

• 38% were on soft

skills.

E8

项目 C: 保留员工

接班人计划

• 调查显示，接班人计划尚未普遍于中小企业当中。

• 对没有采取接班人计划的中小企业，他们视乎不注重管理发展。这将导致业务风险的发生。

接班人计划

有64%

无36%

• 18% 包括管理发展培训

• 28% 显示接班人计划是

培训主要因素

•33%着重于管理发展

培训

•33% 显示接班人计

划是培训主要因素

M9


Succession planning

• The implementation is succession planning among SMEs surveys is still rather low.

• Those SMEs with no succession planning in place seemed to have less regards towards managerial development, which put their business continuity at risk

Available Succession Planning

Yes64%

No36%

• 18% includes managerial

development training in their focus

• 28% reported succession

planning as a factor that lead to training needs

•33% places

importance on managerial development training

•33% reported

succession planning as a factor that lead to training needs

E9

项目 C: 保留员工

辞职

频率 (%)

辞职原因从不偶尔时常总是

薪水 6.5 45.7 34.8 13

职业发展 9.4 47.1 31.2 12.3

薪酬福利 20.3 50.7 21.7 7.2

家庭因素 15.9 60.9 19.6 3.6

工作满意度 19.6 60.1 16.7 3.6

地点 37.7 45.7 13.8 2.9

承认 36.2 50.7 11.6 1.4

健康因素 31.9 61.6 5.1 1.4

企业文化 39.1 49.3 10.1 1.4

工作时间自由 47.8 39.1 10.9 2.2

48%

44%

29%

23%20%

0%

10%

20%

30%

40%

50%

60%

五大辞职因素

No33%

Yes67%

进行离职面谈

结论显示辞职的主要原因是财务，而个人因素不太导致辞职。

离职面谈在中小型企业不太常见。

M10

薪水

职业

发展

薪酬

福利

家庭

因素

工作

满意

度


Resignation

Frequency (%)

Reason for Resignation Never Sometimes Frequently Always

Salary 6.5 45.7 34.8 13

Career advancement 9.4 47.1 31.2 12.3

Remuneration benefits 20.3 50.7 21.7 7.2

Family issue 15.9 60.9 19.6 3.6

Job satisfaction 19.6 60.1 16.7 3.6

Location 37.7 45.7 13.8 2.9

Recognition 36.2 50.7 11.6 1.4

Health problem 31.9 61.6 5.1 1.4

Company culture 39.1 49.3 10.1 1.4

Flexible hours 47.8 39.1 10.9 2.2

48%

44%

29%

23%20%

0%

10%

20%

30%

40%

50%

60%

Top five reasons for resignation

No33%

Yes67%

Conducted exit interview

The results indicated that the main reasons for resignation is financial in nature. Personal issues

were less likely to lead resignation.

Exit interviews were also less common among SMEs.

E10

项目 C:保留员工

保留战略

频率 (%)

保留策略平均从不偶尔时常总是

工作环境 3.19 6.5 2.9 55.8 34.8

就业保障 3.18 3.6 3.6 63.8 29.0

奖励和表章 3.09 7.2 4.3 60.9 27.5

晋升机会 3.08 8.7 2.2 61.6 27.5

福利措施 3.04 8.0 4.3 63.8 23.9

职业发展 2.88 14.5 4.3 59.4 21.7

附加福利 2.74 17.4 5.8 62.3 14.5

员工参与管理会议 2.60 21.7 9.4 55.8 13.0

培训管理提高教育素质 2.50 23.2 11.6 57.2 8.0

岗位轮换和新任务 2.49 26.8 5.8 58.7 8.7

91%

93%

88%

89%

88%

85%

86%

87%

88%

89%

90%

91%

92%

93%

94%

五个最常见的保留策略

虽然金钱是离职最主要因素，但中小型企业选择创造良好的工作环境和工作稳定作为保留

策略。

这些措施会提升员工对工作的忠诚度。

尽管如此，中小型企业应须探讨金融因素，尤其是在留住员

工。

M11

工作

环境

就业

保障

奖励

和表

章

晋升

机会

福利

措施


Retention strategy

Frequency (%)

Retention strategy Mean Never Sometimes Frequently Always

Work environment 3.19 6.5 2.9 55.8 34.8

Job security 3.18 3.6 3.6 63.8 29.0

Rewards and recognition 3.09 7.2 4.3 60.9 27.5

Promotion opportunities 3.08 8.7 2.2 61.6 27.5

Welfare measures 3.04 8.0 4.3 63.8 23.9

Career development 2.88 14.5 4.3 59.4 21.7

Fringe benefits 2.74 17.4 5.8 62.3 14.5

Employees participation in management

activities2.60 21.7 9.4 55.8 13.0

Training management supports for higher

education2.50 23.2 11.6 57.2 8.0

Job rotation and new assignments 2.49 26.8 5.8 58.7 8.7

91%

93%

88%

89%

88%

85%

86%

87%

88%

89%

90%

91%

92%

93%

94%

Five most common retention strategies

Although financial reasons are main factor behind resignation,

SMEs were found to opt for creating good environment and job security as their retention

strategy.

These measures normally will create job loyalty among

employees.

Nonetheless, SMEs need to consider financial factors, especially in the efforts of retaining good employees.

E11

项目 D: 外籍员工

招聘外籍员工

•43% 的中小型企

业认为外籍员工可代替本地员工。

巴仙率行政非行政

无 113 67.3% 77 43.8%

1% - 25% 49 29.2% 44 25.0%

26% - 50% 5 3.0% 24 13.6%

51% - 75% 0 0.0% 16 9.1%

76% - 100% 1 0.6% 15 8.5%

平均 3.58% 21.51%

48%

28% 28%26%

13%

9%

19%

0%

10%

20%

30%

40%

50%

60%

主要的来源国外籍员工需求量中小型企业

无 63 48.1%

1 – 50 57 43.5%

51 – 100 8 6.1%

101 – 150 2 1.5%

151 – 200 0 0.0%

201 – 250 0 0.0%

251 – 300 1 0.8%

M12

未来的12个月，平均

需要16.24 外籍员

工。

尼泊

尔

缅甸

越南

印度

其它

国家

孟加

拉

印尼


Hiring of foreign workers

•43% of SMEs

believed that foreign employees could be replaced by localemployees

Percentage Executive Non-executive

None 113 67.3% 77 43.8%

1% - 25% 49 29.2% 44 25.0%

26% - 50% 5 3.0% 24 13.6%

51% - 75% 0 0.0% 16 9.1%

76% - 100% 1 0.6% 15 8.5%

Average 3.58% 21.51%

48%

28% 28%26%

13%

9%

19%

0%

10%

20%

30%

40%

50%

60%

Country of originNumber of foreign

workers neededNumber of SMEs

None 63 48.1%

1 – 50 57 43.5%

51 – 100 8 6.1%

101 – 150 2 1.5%

151 – 200 0 0.0%

201 – 250 0 0.0%

251 – 300 1 0.8%

E12

16.24 foreign

workers, on average, were needed for the

next 12 months

项目 D: 外籍员工

本地和外籍员工的比较

问题普通好

工作方位本地外籍本地外籍本地外籍

出席率 66% 21% 30% 41% 4% 38%

生产率 57% 32% 35% 44% 8% 24%

技术能力 40% 49% 48% 29% 13% 21%

工作质量 50% 38% 42% 41% 8% 21%

沟通能力 30% 67% 47% 17% 23% 16%

文化背景 20% 50% 52% 33% 28% 17%

工作态度 70% 33% 27% 43% 4% 24%

66%

57%

40%

50%

30%

20%

70%

21%

32%

49%

38%

67%

50%

33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

”有问题“ 的巴仙率

Local Foreign

4%

8%

13%

8%

23%

28%

4%

38%

24%

21% 21%

16% 17%

24%

0%

5%

10%

15%

20%

25%

30%

35%

40%

“好”的巴仙率

Local Foreign

结果显示，当务之急是提高本体员工的职业道德。对于当前和未来的求职者，他们需要的不只是技能，还有工作态度。

M13

出席率

生产率

技术能力

工作质量

沟通能力

文化背景

工作态度

出席率

生产率

技术能力

工作质量

沟通能力

文化背景

工作态度

本地本地外籍外籍


Comparisons between local and foreign workers

Problematic Fair Good

Work dimensions Local Foreign Local Foreign Local Foreign

Absenteeism 66% 21% 30% 41% 4% 38%

Productivity 57% 32% 35% 44% 8% 24%

Technical skills 40% 49% 48% 29% 13% 21%

Work quality 50% 38% 42% 41% 8% 21%

Communication 30% 67% 47% 17% 23% 16%

Cultural differences 20% 50% 52% 33% 28% 17%

Work attitude 70% 33% 27% 43% 4% 24%

66%

57%

40%

50%

30%

20%

70%

21%

32%

49%

38%

67%

50%

33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Percentage of "Problematic" ratings

Local Foreign

4%

8%

13%

8%

23%

28%

4%

38%

24%

21% 21%

16% 17%

24%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Percentage of "Good" rating

Local Foreign

The results indicate that it is imperative that local employees improve on their work ethics. For current and future job seekers, they need to be mindful of not only their skills, but also their attitude towards work.

E13

For further information, you may contact:

Dr Zauwiyah AhmadFaculty of Business

Multimedia UniversityJalan Ayer Keroh Lama

75450 Melaka

Email: [email protected]: 06 252 3030; Fax: 06 231 8869

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