Project Completion Report
SECTION A: Project profile
Project number & title:
Project time period:
Committee / WG / Fora:
Project Overseer Name /
Organization / Economy:
HRD 01 2013 – Establishing Best Practices on Human Capital
Development to Enhance Productivity, Quality, Competitiveness
and innovation among SMEs: Research and Workshop
May 2013 – December 2014
Date submitted:
March 2013
Human Resource Development Working Group / Capacity Building
Network
Ms. Lee Saw Hoon and Ms. Noeline Chanan Singh / Malaysia
Productivity Corporation / Malaysia
SECTION B: Project report and reflection
1. Project description: In 3-4 sentences, please describe the project and its main objectives.
The project comprised a research and a workshop which was held in Malaysia from the 8-9 December
2014. The main purpose of this project was to identify Human Resource Development best practices
and innovation capabilities of SMEs to enhance efficiency. At the same time, developing and promoting
the use of appropriate systems and standards to boost productivity of SMEs was also part of the
project’s objectives.
2. Meeting objectives: Describe how the project met each of its proposed objectives. Please
outline any challenges you may have encountered in delivering the activity.
The project identified human capital development frameworks as specified in the objectives in the four
economies studied; Chinese Taipei, Korea, Philippines and Malaysia. These include A National
Integrated Human Capital and Talent Development framework which emphasises on life-long learning
from early childhood, preschool, basic education, tertiary education to professional working life and
retiree/second career; a framework on Human Capital Development Pillars: core values and pillars.
Core values drive the success of organisations and set them apart from competitors; a model Linking
High Performance Work System (HPWS) with Firm’s Performance; Components of Talent Management
Framework to help meet the business plan; talent acquisition for key positions both internally and
externally; and retention strategies; The Human Resource Index (HRI) which measures and monitors
the competency of the workforce and leadership capabilities and Work-Life Balance Framework which is
about reconciling work and family life.
All challenges faced during this project were overcome by ensuring constant monitoring and
coordination among the contractors for the project. For the workshop which was organized by MPC
staff, delegation of work and cooperation ensured its success.
Evaluation: Describe the process undertaken to evaluate the project upon completion. (e.g.
evaluation through participant surveys, peer reviews of outputs, assessments against
indicators, statistics demonstrating use of outputs etc.). Provide analysis of results of
evaluations conducted and where possible include information on impacts on gender.
Evaluation data needs to be included as an appendix.
The evaluation and effectiveness of the project was captured via a survey and the evaluation report is
attached in Appendix A.
3. Output indicators: Describe the main project outputs below. This may include workshops,
tools, research papers, reports, recommendations, best practices, action plans.
.
Indicators
# planned
# actual
Details or notes
1
(Edit or Insert rows as needed)
2 day
workshop
2 day
workshop
8
11
# speakers engaged
6
11
# other organizations engaged
4
7
# publications distributed
11
11
-
-
4
4
8
8
# workshops / events
Workshop and industry visit was organised
# participants (M/F)
# economies attending
# recommendations agreed on
Research Papers
Best Practices
Japan, Korea, Philippines, Indonesia, Chinese
Taipei, Peru, Papua New Guinea, Singapore, Viet
Nam, Russia, Malaysia.
Speakers comprised 5 international and 6
Malaysians who are experts in HR
Inputs as resource persons
Distributed in soft copies and made available online at MPC’s website
As per research report submitted to APEC
4 individual research papers by the contractors
and one combined and summary report by the
secretary.
Best practices in economies namely, Chinese
Taipei, Korea, Philippines and Malaysia were
documented as part of the research output.
Comments: The outputs from this program can be used as inputs for policy and decision
makers. The best practices can be adopted and adapted to each economy’s needs, while
serving as inputs for action plans in HR at the national or industry level.
4. Outcomes: Describe any specific medium-term changes to policy, processes or behaviour
that can be attributed to result from this activity. Please include details on:
 What indicators were used to measure medium-term impact? (Example indicators:
type/number of policies/ regulations/processes changed, % of businesses conforming to new
standards, change in sector’s commercial activity, # individual action plans developed, #
agencies using resource or tools etc.)
 Monitoring plans in place and proposed indicators to measure impacts, including any
impacts on gender. Please summarise relevant information.
 The outcomes of the research can be used as benchmarks for economies to adopt and adapt. The
frameworks discussed during the workshop such as High Performance Work System (HPWS); Talent
Management Framework; talent acquisition and retention strategies; The Human Resource Index
(HRI) and Work-Life Balance Framework will serve as tools for individual action plans. The workshop
survey also revealed that the participants (74%) had become more knowledgeable after attending the
workshop.
 Networking had been established with other economies and best practices of different economies
had been presented at the workshop. These practices can be used as baseline information to
formulate policies and identify performance gaps for improvement as well as propose areas for
improving their systems.
 One of the outcomes is the firm based Human Resource Index (HRI) comprising the HR system
index and workforce competency index. The HR system index comprises recruitment excellence
index (REI); human resource development index (HRDI); performance and compensation index (PCI)
and human resource competence index (HRCI). Whereas, the workforce competence index (WCI)
consist of human capital index (HCI); and leadership and corporate culture index (LCI). It was found
that there was a wide gap in HRI between SMEs and the larger firms. These gaps will enable SMEs
to identify their inefficiencies and propose areas for improvement to improve their systems. Such
systems have successfully been adopted in Korea, Chinese Taipei and Singapore.
 All workshop materials have also been distributed via Malaysia Productivity Corporation’s website
and there are channels for all participants to communicate with us via our website
(www.mpc.gov.my).
5. Participants (compulsory for events): Must be gender-aggregated. May be included as appendix.
2
Economy
(Insert rows as needed)
# male
# female
Details
Japan
1
-
Speaker
Korea
Chinese Taipei
1
-
Contractor
1
-
Contractor
Singapore
Philippines
-
1
Speaker
-
3
Contractor and participants
Indonesia
-
2
Participants
Peru
-
1
Participant
Papua New Guinea
1
-
Participant
Russia
1
-
Participant
Viet Nam
1
-
Participant
65
62
Malaysia
Contractor and Participants (see also
appendix F for mare details on participants
profile
Other:
Comments: What was the approach undertaken for participant nomination/selection and
targeting? Please provide details. What follow-up actions are expected? How will
participants/beneficiaries continue to be engaged and supported to progress this work?
 The selection of participants included a stringent selection process through personalised invitations
that were targeted at HR and productivity specialists from both the public and private sectors.
Through existing mailing lists and personal contacts the participants were targeted. Since these
participants are constantly in touch with MPC through the various programs, and company visits
organized, they have been included in the mailing lists for future publications on Competitiveness
and HR elements. Such publications include the competitiveness e-bulletin and the info-line. MPC
being the partner institute of the Institute of Management Development (IMD) and the World
Economic Forum (WEF) will provide relevant HR indicators and topline reports on HR to enable them
to be kept updated. All these will be made available on our website as well.
 A workshop to specifically design models based on the Human Capital Index (HCI) for each economy
as well as address weaknesses and close the gaps is proposed.
6. Key findings: Describe 1-3 examples of key findings, challenges or success stories arising
from the project (e.g. research or case studies results, policy recommendations, roadblocks to
progress on an issue, impacts on gender).
 Some of the key findings of this research cum workshop is the need for collaborative skills to work for
mutual benefit of all economies. Talent mobility is another area of importance in view of the impact of
globalization across the regions while excellent human capital is critical to ensure customer
satisfaction. Human-centric productivity is also crucial as employees are important elements to
achieve an organisation’s outcome.
 Talent management framework provides a guide for SMEs to emulate. This framework includes
defining the company’s vision, mission and core values before developing the business plan. The
business plan is supported by a workforce plan comprising both talent acquisition and talent
placement.
 Emulating some of the best human resource practices adopted by award winning companies are
some of the initiatives which can be carried out by SMEs. This includes a holistic approach
incorporating the eight pillars of human resource development encompassing care for people, career
growth, fair and reasonable practices, competitive remuneration packages, flexible working
environment, two-way communication and emphasis on growing people.
 A high performance work culture characterised by four sub-systems such as HR flow; reward
systems; employee influence; and work structure which will have a positive impact towards firm
performance.
 All the information shared during the workshop serve as take-aways for the participants as they will
be able to adopt these best practices in their own economies and even make recommendations for
3
HR policy making. As far as Malaysia is concerned there are no negative gender related issues and
this is evidenced in the participation of both male and female participation at the workshop. MPC is
also being updated regularly of current HR indicators by the Institute of Management Development
and the World Economic Forum. These indicators will provide benchmarks for the APEC economies
and serve as inputs for further discussion among stakeholders and policy makers.
7. Next steps: Describe any planned follow-up steps or projects, such as workshops, postactivity evaluations, or research to assess the impact of this activity. How will the indicators
from Question 5 be tracked? How will this activity inform any future APEC activities?
 MPC will provide the participants the latest updates on HR, productivity and competitiveness issues
through its quarterly bulletins namely competitiveness e-bulletin and the info line which is available
on- line and informed individually through e-mails.
 MPC is also partner institute to the IMD and WEF and subscribes to international bulletins on Human
Capital these information are always made available on-line through regular updates which can be
assessed by our participants.
 A workshop to address the gaps in HR and design specific HR models to suit each economy is
proposed.
8. Feedback for the Secretariat: Do you have suggestions for more effective support by APEC
fora or the Secretariat? Any assessment of consultants, experts or other stakeholders to share?
The Secretariat examines feedback trends to identify ways to improve our systems.
As far as the conduct of the contractors and speakers are concerned the POs have had no had no
problem with them. They have been very cooperative and accommodating with regards to adhering to
the requirements of this project.
We have also received full cooperation and support from the secretariat in all matters relating to the
project.
To ensure more effective support for the contractors and participants we would like to suggest that a
more efficient reimbursement claims system be in place for future programmes. This is to ensure that
disbursements are made promptly as many are still waiting for their claims to be processed. On another
note the process of claims are also tedious as too much paper work is involved.
SECTION C: Budget
Attach a detailed breakdown of the APEC- provided project budget, including:
 Planned costs: (using most recently approved budget figures)
 Actual expenditures
 Variance notes: An explanation of any budget line under- or over-spent by 20% or more.
All Figures in USD
# of Units
Unit
Rate
APEC
Funding
Utilised
Variance
Direct Labour
Speaker’s honorarium
(government officials
ineligible)
(6
speakers)
1,500
9,000
9,000
5 Malaysian speakers
from the public and
private sectors spoke at
the workshop and they
were funded by MPC
(250 hours
x4
consultants)
80
80,000
80,000
Fully Utilised
(130 hours
x1
40
5,200
5,200
1 Malaysian
speaker
from the
private
sector
Contractor (including
Contractor’s Secretarial
and Researchers’) fees
4
All Figures in USD
# of Units
Unit
Rate
APEC
Funding
USD239
x 3.75 x
6
5,377.50
Utilised
Variance
secretary
Travel (Speaker, Experts, Researchers)
Per diem (incl.
accommodation and
“75% additional
payment”)
(6 experts
for two days
workshop
(3.75 days)
Airfare
(6 experts)
Rep. of
Korea
Chinese
Taipei
Philippines
Malaysia
Japan
Singapore
8,050
5,377.50
Fully Utilised
8,050
Fully Utilised
2,000
1,700
850
400
2,500
600
Travel for Participants (from travel-eligible economies only. Active
participants only)
Per diem (incl.
accommodations and
“75% additional
payment”)
Airfare (restricted
economy class)
(10 persons
from 10
eligible
economies
for 2 days
workshop)
(# of
persons
and trips)
10 person
from 10
travel
eligible
economies:
Thailand
Indonesia
Philippines
Viet Nam
Papua New
Guinea
Mexico
Chillie
Peru
Russia
China
Total
USD239
x 3.75
x10
8,962.50
5,377.50
(USD239
x 3.75 x
6)
33,410.00
19,760
Attended by participants
from Peru, Russia,
Papua New Guiney,
The Philippines, Viet
Nam, and Indonesia
Utilised for Viet Nam,
Papua New Guiney,
The Philippines, Peru
and Russia,
Indonesia – Self funded
650
800
850
790
7,000
4,200
6,000
5,500
5,620
2,000
150,000
132,765
12%
5
SECTION D: Appendices
Please attach the following documentation to the report as required. Note that the participant contact
list is a mandatory requirement for all Project completion reports.

Appendices
Participant contact list: contact info, gender, job titles (mandatory)
Notes
Appendix A & B
Experts / consultants list: contact info, job titles, roles, gender
Appendix C
Event Agenda
Appendix D
Reports, websites or resources created: links or soft copies
Links provided
Post activity survey or other evaluation data (raw and/or aggregated) Appendix E
Other information or resources
FOR APEC SECRETARIAT USE ONLY APEC comments: Were APEC project guidelines followed?
Could the project have been managed more effectively or easily by the PO?
6