>> MIM Speaks
PREPARING EXPERTS FOR SERVICE ABROAD
DECEMBER 12, 1999 -
THE STAR
FOR too long, we have been somewhat dependent on foreign
expertise for organisational development. Various consultancy
groups have assisted Malaysian companies to build, restructure
and re-engineer their organisations as well as to train and
develop their human resource.
While foreign intervention has been hLIlpful, a parallel
development has been taking place. Knowledgeable Malaysians
have become experts in their chosen fields, have built up a
credible record of contributions, and can match the skills of
foreign consultants.
Their drawback is' that they are only recognised -within the
country. And they will continue to be limited by the lack of
international exposure if nothing is done.
Malaysia can contribute to the development of other countries
through the export of its own experts, beginning with human
resource exponents.
As a first step, a hundred of our best trainers will soon be
selected and trained as "master trainers" before they are sent
overseas. They will be the pioneers to the reverse flow of
consultants to serve the needs of other countries.
This was the decision reached by the Consultative Panel for
Human Resource Development at its meeting recently.
Malaysia's successful economic development has attracted the
attention of countries particularly in the grouping of the
South. They are looking to Malaysia as the model for their own
economic planning. ,
Malaysia's response thus far has been ad hoc. Efforts to
coordinate requests from these countries have been hampered by
a lack of information on the availability of trained personnel
and the type of expertise we have to offer.
There is no centralised datacollection. Databases only exist
in scattered locations. The situation in privatetraining
institutions, apart from government ministries and agencies,
has fared no better.
Before any training programmes can get under way, several
issues under way, several issues that must be settled. Of
importance is setting the criteria to be applied to identify
somebody as a master trainer.
Next is the process of certifying a master trainer and by
which authority. The-practice, especially with the advent of
the Internet, has been that anybody could claim to be a master
trainer. In fact, information on such persons is readily
available now.
To address these problems, a prominent training institution
has agreed to act as the centre to compile a directory for use
by all institutions in the human resources field. The format
has also been standardised.
Foreign clients can now get this information through the Net.
The database is linked to other related sites both within and
outside the country. Eventually, this site and other related
sites can comprise the socalled Knowledge Bank.
As to the criteria needed to ensure that only the best get
selected, the panel has identified several major competencies
' apart from technical expertise, that such a trainer must
possess. These include adult learning awareness and
understanding; facilitation skills; presentation skills; group
process skills; social interpersonal skills; and counselling
skills.
On the operational side, they need to be skilled in
management, research, records keeping, course -evaluation,
training needs analysis and performance evaluation. Finally,
the trainer is also required to adhere to a Code of Ethics for
Trainers.
Time and money is needed for someone to be really trained as a
master trainer. No individual can be expected to achieve
excellence in all the skill areas. At best, each can become
expert in his own area of interest. Perhaps then the emphasis
should be on developing defivery skills above anything else.
Another critical problem is the need for a body to be
established to licence the person as meeting the criteria as a
master, trainer.
This entity can be given the authority to certify the master
trainer for servic abroad. This will be a big step forward in
regulating the HR profession.
Having set the criteria and established the certifying body
,the training programme proper can then be designed. The panel
is looking to the malaysian Institute of management(MIM)to
take the lead.
What could be more effective is for the relevent institutions
to pool their Resources . MIM does not have a monopoly on HR
trainers. The human resources
Ministry, the malaysian society for training and development,
as well as the malaysian institute for human resource
management can all get into the act . It was also rightly
observed that the involvement of the private sector should Be
encouraged. Dialogue must be carried out between the
government and private Sector.
Generally, many felt that the idea of exporting our HR
personnel is an achievable one.
To get there, however, malaysians have to benchmark against
other in order To know where we stand in the development of HR
internationally. We must project The image of world-class HR
talent that could be marketed abroad.
As one of the panel members remarked, a quantum leap in human
resource development of the nature outlined earlier can only
be achieved if individuals And organisations come together and
use the opportunities to create synergy and Thereby obtain the
critical mass to move the ideas forward.
We already have numerous malaysian managers working overseas.
It is only a natural extension that they be followed by
Malaysian consultants.
Our managers overseas have performed very well; there is
therefore every reason and expectation that our consultants
will also be able to contribute effectively in the overseas
market.
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