Country: Malaysia Formal Education: PhD (EconDev), UPM MBA, UM BBA, UKM DBS, ITM

1. Training Needs for Human Capital Development for Cooperatives Movement in MalaysiaPresented by: Jamilah Din (PhD)Cooperative College of Malaysia

2. Country: Malaysia Formal Education: PhD (EconDev), UPM MBA, UM BBA, UKM DBS, ITM Dip In Training of Trainers, Italy Working Experience: Financial Executive Human Resource Executive Socio-economic Executive Lecturer Other: Researcher

3. COOPERATIVE COLLEGE OF MALAYSIA

4. 103, Jalan Templer Peti Surat 60 46700, Petaling Jaya, Selangor. http://www.mkm.edu.my Telefon: 603 - 7964 9000 Fax: 603 – 7957 0434 Melatih, Membimbing Kearah Kecemerlangan

5. Melatih, Membimbing Kearah Kecemerlangan

7. INTRODUCTION • Introduced in 1922 by British colonial • Aim of establishment • To uplift the socio-economic status of the people • To protect rural peasants from exploitation, indigenous credit sources • To reduce indebtedness among government servants

8. Co-operatives Movement in Malaysia as at Disember 2009 • No. of Co-ops - 7,215 • Shares/subscription - USD2.56 billion • Total Membership - 6.78 million people • Total Asset - USD18.57 billion • Sales/Turnover - USD2.55 billion

9. STATISTIC

10. Objective of the Study TO IDENTIFY AREAS OF TRAINING TO FACILITATE THE DEVELOPMENT OF HUMAN CAPITAL IN COOPERATIVES

11. RESEARCH QUESTIONS • WHAT IS THE LEVEL OF COMPETENCY FOR BOARD MEMBERS AND MANAGERS? • IS THERE ANY “COMPETENCY GAP” AMONG THEM?

12. LITERATURE REVIEW • Pascale & Athos, 1981; Peters & Waterman, 1982. • McKinsey 7S framework • The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful. These seven variables are structure, strategy, systems, skills, style, staffs and shared values in which these factors determine of how a corporate is organized and operated.

13. METHODOLOGY • RESPONDENTS: BOARD MEMBERS, MANAGERS, INTERNAL AUDIT COMMITEES, WORKING COMMITEES AND STAFFS OF COOPERATIVE • COOPERATIVES’ CLUSTER: • SUCCESSFUL : TOP 122 / 150 COOPS • BIG SIZE : TURNOVER ABOVE RM 5MILLION (USD 1.3MILLION) • MEDIUM SIZE : TURNOVER RM1-5MILLION (USD 0.26- 1.3MILLION) • SMALL SIZE : TURNOVER LESS THAN RM 1MILLION

14. RESPONDENTS • SUCCESSFUL COOPERATIVES:

15. RESPONDENTS

16. LEVEL OF COMPETENCY GAP

17. RESEARCH FINDINGS

18. RESPONDENTS’ PROFILE: AGE, GENDER, EDUCATION • AGE: MEAN AGE OF BOARD MEMBERS = 46 YRS OLD 55% BOARD MEMBERS 30% OF MANAGERS IN THE AGE 36-45 YRS OLD • GENDER: • MALE: 80% BOARD MEMBERS 60% MANAGERS EDUCATION: 51% BOARD WITH MALAYSIA CERTIFICATE OF EDUCATION (MCE) 30% BOARD WITH DIPLOMA AND ABOVE 50% MANAGER WITH MCE 30% MANAGERS WITH DIPLOMA AND ABOVE

19. JOB EXPERIENCE

20. TRAINING ATTENDED

21. SUCCESSFUL ELEMENTS

22. COMPETENCY GAP:BOARD MEMBERS

23. COMPETENCY GAP

24. COMPETENCY GAP: MANAGERS

25. Services Housing Project Management Administrative & Secretarial Finance & Accounts Manufacturing Marketing Finance Business Management Work Management Cooperative values Cooperative Governance Personnel Affairs Management Investment Personal Development Leadership & Organizational Management Knowledge Management Constructions Transportation Customer Service Audit Staff Management Consumer Plantation COMPETENCY MODEL

26. CONCLUSION Competency imbedded in roles that lead, manage, direct, and influence change within the organization. This body of knowledge is very important as a benchmarked to improve manpower performance in future.

27. CONCLUSION • Success in training is necessary to reduce a perceived gap between the needs of the cooperative and the competencies • The quality contribution from a skilled cooperative is considered to provide an indication of the success of the cooperative educational and training institutions.

28. THANK YOU Email: jamilah@mkm.edu.my Web: http//mkm.edu.my