8 Feb '23 - Ih0390 Motivation Training Program For Retail Professionals

MOTIVATION TRAINING
PROGRAM FOR RETAIL

PROFESSIONALS
Date : 8th FEBRUARY 2023
Company : SOGO (K.L.) DEPARTMENT STORE SDN. BHD.
Speaker : TENGKU SHARIMI TUAN ISMAIL
Website: www.comfori.com | Email: info@comfori.com | Tel: +6(03) 5621 3630 | Fax: +6(03) 5638 8248
MOTIVATION TRAINING PROGRAM FOR RETAIL PROFESSIONALS IH0390
MOTIVATION TRAINING PROGRAM

FOR RETAIL PROFESSIONALS
Another quality presentation by
COMFORI SDN BHD (581115-T)

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Trainer Profile
TENGKU SHARIMI TUAN ISMAIL

DKM (PENGURUSAN LATIHAN VOKASIONAL) VTE IN COMPLETING (MHRM AEU UNIVERSITY)
CERTIFIED TRAINER BY HRDF, CIAST AND JPK ORDINARY MEMBER MALAYSIAN INSTITUTE OF
HUMAN RESOURCE MANAGEMENT M.I.H.R.M
Tengku Sharimi Bin Tuan Ismail has more than 20 years working experience and
specializes in helping people and organizations to gain understanding for positive
business impact. . His areas of expertise are in Entrepreneurship, Business Operation and
Talent Management mainly in Retail industry.
As a former CEO, Business Development Advisor, Retail Operation Manager and Head
of HR Units in various Retail company such as Al Khatiri Group of Companies, MYDIN
Mohamed Holdings Bhd and MyMydin Sdn Bhd, Tengku Sharimi has direct working
experience in the areas he teaches mostly in giving public talks, conducting
presentations, negotiating with various stakeholders and also loves to give motivational
talks.
Due to the passion for people growth in skills and knowledge, he ventured into Training
and Development in which currently operating his own HRDF Certified Training
Provider , Momentum Impian Eksklusif Resources and has conducted various sessions of
Trainings/Consultations/Coaching/Business Development Advisory and covers mostly
on Retail Operation Management, Human Resources Management, Entrepreneurship,
Personal Development, Leadership, Communication, Train The Presenter, SLDN
program and soft skills topics.
Tengku Sharimi also being appointed as Advisory Industrial Committee ( Retail

Management ) to Politeknik Shah Alam and holds IAOP Certified Outsourcing HR
Specialist by Malaysia Retail Chain Association (MRCA).
Among his clients are PENJANA HRDF participants, UMK, Kolej Komuniti, Polytechnic,
MARA, Halal Mart business operators, MOFAZ Group, Pak Grocer/ My Mydin, Al
Khatiri Group and other entrepreneurs.

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General Program Schedule
8.00 am Registration & Breakfast

9.00 am Workshop Begins
10.30 am Coffee break and Networking
10.45 am Workshop resumes
12.30 pm Luncheon and Networking
1.30 pm Workshop Resumes
3.30 pm Coffee break and Networking
3.45 pm Workshop resumes
5.00 pm End of Training

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NOTES

www.comfori.com
MOTIVATION TRAINING
PROGRAM FOR RETAIL
PROFESSIONALS
Exclusive Session For:
SOGO(KL) Department
Store Sdn Bhd By
Date:8 Feb 2023
th Tengku Sharimi Bin Tuan Ismail
Venue :Premiera Hotel KL

HRDCORP Certified Trainer
Program Objective
• • To build and enhance core professional
retail skills
• • Able to transform positive working culture to

the subordinates
• To enhance Effective communication skills
• To improve effective time management and

support role
• Able to deal with difficult employees and

managing discipline
• Sharing stress management

2
techniques
3
CITA CITA VS IMPIAN
KENALI DIRI SENDIRI - S.W.O.T
5
STRENGTHS
● Mudah menyerap ilmu yang diajar dari superior
● Mampu fokus dalam segala sesuatu hal yang ingin dicapai
● Punyai minat dan kesungguhan untuk belajar benda baru
● Punyai minat/pengalaman berorganisasi
● Mampu berkata jujur
● Mampu melihat peluang yang ada
● Warm Person
● Mampu mengendalikan emosi terhadap suatu masalah
6
WEAKNESSES
● Pemalu/Rendah diri
● Prejudis terhadap seseorang
● Keras kepala, terkadang tidak mau mendengar apa yang dikatakan orang
lain yang bertentangan pendapat
● Take things for granted ( beri kesan negatif di kemudian hari )
● Cepat marah
● Kurang menguasai Bahasa Inggeris
● Kurang dalam kegiatan organisasi/berpersatuan
● Pelupa 7
THREATS
● Persaingan Pasaran Kerja
● Keluarga
● Masyarakat sekeliling
● Bantuan kerajaan terhad
● Ekonomi semasa
● Harga barangan meningkat
8
OPPORTUNITIES
● Belajar ke peringkat lebih tinggi
● Menjadi Usahawan
● Berdaya saing
● Mendapat bantuan kewangan kerajaan melalui Geran
● Dapat menghadiri kursus kemahiran percuma
● Mendapat bimbingan dari agensi dan kerajaan negeri
9
2. TENTUKAN TUJUAN HIDUP
Hidup adalah perjalanan yang harus kita tempuhi - 3 D
1. Destination
2. Direction
TOLL
3. Drive
10
S. M. A. R. T
11
3. KENALI MOTIVASI HIDUP
Big What + Why ?
12
4. JANGAN MENGADILI DIRI SENDIRI
Jadikan kegagalan sebagai pengalaman untuk maju.
13
Developing effective
communication skills
14
15 drawing object.pps
Copyright reseved Azmi Hj.Abu Bakar 2007
15
Rapport
33
◻ Rapport is the quality of

harmony, recognition and
mutual acceptance that
exists between people
when they are at ease with
one another and where
communication is occurring
easily.
◻ This help to enhance the
interpersonal
communication effectively
16
Why use this?
34
◻ In general, we gravitate towards

people that we consider similar to
us, because people like people who
are like themselves - like likes like.
◻ In rapport the common ground or
similarities are emphasized and the
differences are minimized.
17
35
◻ Rapport is
an essential
basis for
successful
communicati
on
particularly
in managing
EI- if there is
no rapport
there is no
(real)
communicati
on!
18
36
RAPPORT IS A SKILL
We naturally experience rapport with close

friends or in the company of those with
whom we share an intense common
interest.
19
37
However the ability to create rapport is a skill that can be learned

and which can be used to facilitate our relationship with anybody,
in any setting, and even with those with whom we profoundly
disagree. 20
Matching VAK
Physiology
38
Rapport BREATHIN
G
SIMILAR LEVEL OF
INTEREST VOICE
HOW TO USE THIS ?

21
How to use this
39
◻ Among the many ways of creating rapport the

most effective are
◻ By subtly matching non-verbal communication
- especially voice patterns and eye contact
patterns
◻ By developing a genuine interest in the other
person and in their model of the world.
22
Matching non-verbal
40
communication
◻ Non-verbal rapport using the sound of your voice
and your eye contact pattern is the quickest and
most useful way to begin. Do as little as is
necessary to achieve rapport, since it must be very
subtle and out of the other person's awareness.
And rarely, if ever, match gestures.
◻ Step 1: Match them by subtly matching their non-
verbal behaviour. (This is sometimes called
'pacing'.)
◻ Step 2: 'Lead' by making a small non-matching
change in your own non-verbal behaviour. If they
follow (typically 20-60 seconds later) with a similar
shift then you have rapport. If not go back and
repeat Step 1.
23
Understanding the Mind Representation
System
41
24
42
Listen actively
● Prepare to listen by
focusing on the
participant
● Control and eliminate
distractions so that you
can focus on the
message. Don’t do
anything else (writing,
reading, email) but listen
● Establish appropriate
eye contact to show
interest
● See listening as an
opportunity to get
information, share
another’s views, and
broaden your own
knowledge COPYRIGHT RESERVED AZMI A BAKAR 2010
25
Listen actively
43
◻ Create a need to listen by

thinking about what you can
get ( feedback) from the
participant
◻ Set aside the time to listen
so that you won’t feel rushed
or become distracted by
other responsibilities
◻ Don’t prejudge the
message based on who is
delivering it. Focus instead
on the content of the
message.
◻ Monitor the way you listen
by asking yourself questions
such as “Did I really
understand their concern or
was I thinking about what I
was going to say next”? “Was
there information I missed
because I allowed myself to
become
COPYRIGHT RESERVED distracted”?
AZMI A BAKAR 2010
26
44
Listen Actively
• Stephen Covey in The Seven Habits of
Highly Effective People says: “Most people
do not listen with the intent to understand;
They listen with the intent to reply”.
• There are few level of listening
▫ Ignoring the other person: not listening at all
▫ Pretending to listen: using yeah or uh-uh
without sincerity
▫ Selective listening; hearing only certain part of
conversation
▫ Attentive listening; paying attention to the
words that are being said
▫ Active listening; listening with the intent to
understand
27
45
● Active listening means listen
with your ear, your eyes and
your heart.
● You listen for content, for
meaning and for feeling.
● You listen for behavior, using
your right and left brain, your
intuition and your sense.
● You listen for the fact/content
and the emotion behind the
content.
28
Effective Time
Management in a Reactive
Support Role
29
6
Copyright reserved Azmi A Bakar 2010

The meaning of Time
Management
Time as resource
Definition of time
10 principles of time
management
30
TIME IS THE COIN OF YOUR LIFE
IT IS THE ONLY COIN YOU HAVE
AND ONLY YOU CAN DETERMINE
HOW IT WILL BE SPENT
BE CAREFUL, LEST YOU LET OTHER
PEOPLE SPEND IT FOR YOU
Carl Sandburg
7
31
8
EFFI CI ENT v s . EFFECTI VE
Efficiency:
• Efficiency is doing things right – follow rules,
processes and systems that are in place
Effectiveness:
• Effectiveness is doing the right things –
concentrating your attention in order to produce
results
6
32
9
CONCEPT AND
IMPORTANCE OF
E FFECTIVE TIME
MANAGEMENT
7
33
10
CONCEP T OF TI M E MANAGEMENT
a) The Basics of Time
Management
WHAT IS TIME
MANAGEM E N T ?
Time management is actually:

“SELF-MANAGEMENT”
The skills that we need to manage others are the

same skills we need to manage ourselves:
Plan Direct Organise

Delegate Control
8
34
11
I M PORTANCE OF EFFECTIVE
TIM E M ANAGEMENT
• To get more value out of your time
• Enable you to improve your quality of life
• Good basis for personal and professional habits
9
35
12
WHY I S TI ME A PROBLEM?
• We have lost our focus and
permitted others to dictate how
and on what we spend our time
10
36
13
T HE FOC U S I S … .
CONCENTRATE ON RESULTS
AND NOT ON BEING BUSY
11
37
14
ACTIVITY:
• THE VALUE OF TIME AND MONEY
12
38
15
KEY PRINCIPLES IN TIME
MANAGEMEN T
• Understanding the realities of time

• Having the right Attitude and personality
• Applying effective time planning
• Effectiveness in handling obstacles
• Using of “time saving” techniques
13
39
REALI TI ES OF TI ME ( s lide)
Time is the necessity of life
The supply of time is fixed even when the
demand increases
Time waits for nobody
Time’s gone is gone forever
Nobody can guarantee the FUTURE
The ONLY TIME is NOW...
14
40
17
1. Develop a personal sense of time
The ten 2. Identify long term goals.
3. Make medium term plans
principles
4. Plan the day
Of time 5. Make the best use of your time
management 6. Organize office work

7. Manage meetings
8. Delegate or share your works
9. Discipline yourself
10. Manage your health.
41
Case study 18
John work as an Engineering assistant. He is in charge of engineering

store controlling the movement of machine spare parts. Most of the
time he busy in inventory, place
order and at the same time he is quite active with safety committee
activities. John also dealing and liase with suppliers.
John always spend more times during tea break. He never had his
breakfast at home afraid that he will reach his office late. Worst
thing, he likes to delay things and do his work last minute.
Recently, due to ISO 14000 and OSHA requirement, John involved in

a lot of meetings. He was also being interrupted by supplier quite
often. John can’t manage his own work load and there are a lot of
back log which indirectly affected his performance.
Pls advise John how can he improve.
42
Module 2 19
Understand the Time waster

Time traps
Interruption and disturbance
Understanding our Brains
Understanding our Habits
43
20
WE DID NOT PLAN TO

FAIL..
WE FAIL TO PLAN !!
44
21
TIM E W ASTERS
Two Sources of Common Time Wasters
Self-Generated Environmental-Generated
❑Disorganisation ❑Visitors
❑Social Interaction ❑Telephone calls
❑Acceptance ❑Mail/e-mail
❑Perfectionism ❑Waiting for someone
❑Risk Avoidance ❑Unproductive meetings
19
45
TIM E WASTERS 22
WHAT CAN YOU DO ABOUT THEM? (MAJOR TIME WASTERS)
Disorganisation: How to organise yourself?
Everybody has their own way of working – what works for

some doesn’t work for others. Whatever you do:
•Be clear about what your are doing and why – should you be
doing it in the first place?
•Try to arrange your work in a manageable chunks
•Create a weekly or daily plan to give yourself – sufficient lead in
time and an overall view of what you have to achieve
•Be realistic – you can only do so much in a day
•Review your plan throughout the day
•If the pressure is on consider what you can drop
20
46
SEVEN Tips for Dealing with 23
Interruptions

TIP 1: It's All in the
Response
How you respond to someone will go a long
way in maintaining the relationship.
Instead of snapping at them or taking their
head off, take a few seconds to respond in an
empathetic and sincere way, and then offer an
alternative time to talk.
If it's a coworker, maybe the two of you could
meet up over a lunch or at break time.
If it's a personal relationship, offer to catch up
with them in fifteen minutes or another
appropriate amount of time
47
TIP 2: Discourage People from 24
Interrupting

In order to let coworkers know that you're
busy, you may want to close your door (if
you're in an office) or post a sign on the
outside of your cubicle requesting no
interruptions.
Or you might consider hanging a white
board or message pad on the outside wall
for people to leave their messages when
you're otherwise engaged.
If this doesn't work, you may need to
hold up a hand, shake your head and/or
even whisper "Not now."
48
TIP 3: Don't Allow Yourself to be 25
Interrupted

If you have someone at your job that never seems to take
the hint, then maybe you should just keep on working.
Glance up, smile and then go back to work.
You may want to agree occasionally as you continue to
power through the project you're working on, but don't
slow down.
49
TIP 4: Make Your Work Area Uninteresting to Others ( But
not , mess up your working place) 26
Don't make your cubicle or

office a haven for escape.
If you have a comfortable
space with nice chairs,
beautiful plants, and a
container filled with candy,
you're just asking for
visitors.
Instead make your space
all about function. Yes, you
can have personal items,
but don't make it so inviting
that others want to join you
50
TIP 5: Get a Move On
27
If there are coworkers who
regularly interrupt because

that's the way they operate,
then move.
Not to a new cubicle or office,
but when they approach.
If you stand up and walk
away or excuse yourself to go
to the restroom, you
effectively cut off their ability
to interrupt you
51
TIP 6: It's the Boss 28

What happens if the person who always interrupts is your boss?
Now your diplomacy skills will really come into play.
If you have a boss who always interrupts your work, you can
continue to allow it to happen or you can help him understand his
impact on your ability to complete your work.
Acknowledge his need to speak with you while pointing out the
deadline he has placed on your project then suggest the two of you
talk later or that he give you an extension on your deadline
52
29
TIP 7: Just Say ""No""

You may find that at the end of the day, there are
people who just don't get it.
For those who regularly interrupt without thinking,
sit them down and ask them not to.
You don't have to be mean, just firm.
Let them know that you enjoy speaking with them,
but they need to learn to be considerate of your
time
53
30

Listen to the request respectfully.
Do not interrupt the speaker
Phrase your "no" as simply as
possible. Don't raise your voice or
become upset, simply say that you
cannot help this time. When you say
no, say it in a confident, well
modulated voice to sound more
straightforward
54
31

Don't feel obligated to explain. You have your
reasons and they may not be ones you wish to
discuss.
If this is the case, try saying something like, "I'm
just not able to." Leave it at that - if you must,
change the subject, or say, "I'm sorry, but I need
to go.“
Explain simply, and only if you wish to do so. If
the case really is one that you feel okay
explaining, make your explanation as simple as
possible
55
32

Stand firm. If the requestor does not want to
accept your answer, tell him or her that your
mind is made up and that you will not change it
If your refusal upsets someone, remain calm
and, if possible, remove yourself from the
situation
Do not lie when you explain why your answer is
no
Preface your 'NO' by saying 'I understand what
you are saying' before refusing - it helps if
people feel empathy
56
33
Copy right reserved Azmi Hj Abu Bakar 2008

A Combination of Proactive and creative
Being proactive means taking conscious control
over your life, setting goals and working to
achieve them.
Instead of reacting to events and waiting for
opportunities, you go out and create your own
events and opportunities.
Creativity is the ability to imagine or invent
new ideas by combining, changing, or
reapplying existing ideas.
.
57
ANALYZING YOUR HABIT 34
Time management is an essential skill that helps you

keep your work under control, at the same time that it
helps you keep stress to a minimum.
We would all love to have an extra couple of hours in
every day. Seeing as that is impossible, we need to
work smarter on things that have the highest priority,
and then creating a schedule that reflects our work
and personal priorities.
With this in place, we can work in a focused and
effective way, and really start achieving those goals,
dreams and ambitions we care so much about
58
GHAFAR’S CASE
35
Ghafar is an Administration Manager at a private company. Today is Wednesday, 30 April 2008. Ghafar
reaches his office at about 8.00 a.m. (Office hours is from 8.30 a.m. to 5.30 p.m.). These are the

activities that he has to do :- Go to the post office to settle electric bill - deadline is on 1 May 2008.Type
a proposal which was prepared by his executive (10 pages) - deadline is before 20 May 2008. Contact Ah
Chong, a technician, to repair a broken down photocopy machine. Review overtime claim forms of
other staff - deadline is 3 May 2008. Conduct staff meeting on 20 May 2008, 9.00 a.m. to 10.30 a.m.
Appointment with En. Kassim who will come to the office between 3.00 p.m. to 3.30 p.m. on 5 May
2008 to show file samples as requested. Visit grandfather who was admitted to the hospital two days
ago due to heart problem. Prepare purchase order to send to supplier. Contact uncle in Kuantan to
inform him about the sick grandfather.
In his in-tray, he also has the following items:-

Article: 30 Ways to Make More Time with a message from the boss: Please read it.
3 quotations from suppliers. He has to review and propose to the management by 15 May 2008.
A request message from his staff to see him for counselling.
A written message: Please call back Tony from Transport Department as soon as possible.
Instruction
Using any format of planning, please help Ghafar to plan his activities. Each group is required to make a
presentation using flip chart paper
59
36
By setting goals and focusing on
them, You take control of your life
and your potential for success.
“Brian Tracy in The Management

Advantage”
60
37
FAIL TO PLAN I S
PLANNI NG TO FAI L…
49
61
38
TH E I MPORTAN C E OF
TIM E PLANNIN G
Turning your intentions into reality involves planning:
Break large task into manageable chunks

Make an action plan
Use plan to decide on what to do and by
whom and when?
Remember that plan can change
51
62
39
5 STEPS IN PLANNI NG
YOUR TI M E
How to plan your time
List all non-routine but important

actions/activities – to do list
Determine realistic deadlines
Prioritise
Delegate
Schedule suitable time
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63
Preparing a To-Do List 40
The solution is often simple:

Write down the tasks that face you, and if they are
large, break them down into their component
elements.
If these still seem large, break them down again.
Do this until you have listed everything that you
have To-Do.
64
41

Once you have done this, run
through these jobs allocating
priorities from A (very important) to F
(unimportant).
If too many tasks have a high priority,
run through the list again and demote
the less important ones.
Once you have done this, rewrite the
list in priority order.
65
Using Your To-Do Lists 42
Different people use To-Do Lists in different ways in
different situations: if you are in a sales-type role, a good
way of motivating yourself is to keep your list relatively
short and aim to complete it every day.
In an operational role, or if tasks are large or dependent on

too many other people, then it may be better to keep one
list and 'chip away' at it. It may be that you carry
unimportant jobs from one To-Do List to the next.
You may not be able to complete some very low priority

jobs for several months. Only worry about this if you need
to - if you are running up against a deadline for them, raise
their priority.
66
43
Key points:
Prioritized To-Do Lists are fundamentally
important to efficient work. If you use To-Do
Lists, you will ensure that:
You remember to carry out all necessary tasks
You tackle the most important jobs first, and do
not waste time on trivial tasks.
You do not get stressed by a large number of
unimportant jobs.
67
Effective Scheduling 44
- Planning to Make the Best Use of Your Time
Scheduling is the process by which you look at the time

available to you, and plan how you will use it to achieve
the goals you have identified.
By using a schedule properly, you can:
Understand what you can realistically achieve with your time
Plan to make the best use of the time available
Leave enough time for things you absolutely must do
Preserve contingency time to handle 'the unexpected', and
Minimize stress by avoiding over-commitment to yourself and
others.
68
Scheduling is best done on a regular basis, for example at45
the
start of every week or month.
Go through the following steps in preparing your schedule:
Start by identifying the time you want to make available for your work. This
will depend on the design of your job and on your personal goals in life.
Next, block in the actions you absolutely must take to do a good job. These will
often be the things you are assessed against.
For example, if you manage people, then you must make time available for
dealing with issues that arise, coaching, and supervision. Similarly, you must
allow time to communicate with your boss and key people around you. While
people may let you get away with 'neglecting them' in the short-term, your best
time management efforts will surely be derailed if you do not set aside time for
those who are important in your life.
69
Key points: 46
Scheduling is the process by which you plan your use of
time. By scheduling effectively, you can both reduce stress
and maximize your effectiveness.
Scheduling is then a five-step process:
Identify the time you have available.
Block in the essential tasks you must carry out to succeed in your job.
Schedule in high priority urgent tasks and vital "house-keeping"
activities.
Block in appropriate contingency time to handle unpredictable
interruptions.
In the time that remains, schedule the activities that address your
priorities and personal goals.
If you have little or no discretionary time left by the time you reach step
five, then revisit the assumptions you have made in steps one to four.
70
47
TACKLING THE RI GHT TASK
SETTING PRIORITIES – Most of us have too much to do. How then do
you decide what you should do and in what order? Typically we:
•Do things that we like doing – not what we need to do

•Usually we start with the easy jobs that create a sense of
satisfaction
•Think that we have to give priority to every job we are
faced with
•Only realise the true priorities (what’s really important) in life
when we have a real problem to face
“CONCENTRATE ON HIGH PAYOFF ACTIVITIES”
60
71
SETTI NG PRI ORI TI ES 48
The ABC Method
Use the ABC method to determine your priorities by placing
each item on your list into one of the following categories:
➢ Priority A: MUST DO – these are the critical items. Some

may fall into this category because of management
directives, important customer requirements, significant
deadlines or opportunities for success or advancement
➢ Priority B: SHOULD DO – these are items of medium value.

Items in this category may contribute to improved
performance but are not essential or do not have critical
deadlines
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72
49
SETTI NG PRIORI TI ES
The ABC Method
➢ Priority C: NICE TO DO – this is the lowest-value category.

While interesting or fun, they could be eliminated,
postponed or scheduled for slack periods
62
73
Prioritizing Quadrant
50
Urgent Not Urgent
COPYRIGHT RESERVED AZMI A BAKAR 2010

Important
Quadrant 1 Quadrant 2
Not Important Quadrant 3 Quadrant 4
74
51
COPYRIGHT RESERVED AZMI A BAKAR 2010

QUADRANT I: Urgent and Important: Crises,
problems, deadline-driven projects.
QUADRANT II: Not Urgent, but Important:
Preparation, problem prevention, planning,
relationship building, values clarification, true
recreation (”re-creation”).
QUADRANT III: Urgent, but Not Important:
Interruptions, some phone calls, some meetings,
some email.
QUANDRANT IV: Not Urgent, Not Important: Junk
mail, spam, busywork, trivia, “escape” activities,
mindless web surfing, etc.
75
Dealing With Difficult
People, Difficult Behaviors
and Workplace Conflict
76
WHY DIFFICULT EMPLOYEE
EXIST
1.The employee has too much to
do too much of the time.
• When employees are overburdened with
tasks, projects, and other responsibilities
for long periods of time, they may become
resentful, fatigued, and stressed.
• All of this can lead to increased errors,
deteriorating relationships, and job
dissatisfaction.
• While these people previously may have
functioned as A or B players, they now
have slipped in status due to chronic
overwork.
77
2. The employee is not well matched
for the job.
• When staff aren't appropriately
matched to a particular position,
they don't perform to their
maximum potential.
• Further, the work doesn't get done
the way it needs to be done.
• Mismatch can mean lack of skills,
lack of interest, lack of insight, lack
of maturity.
• Thorough hiring processes can
reduce the chances of this
happening
78
3. The employee dislikes the boss.
• It is possible to dislike the boss but
still get the job done right.
• Lots of folks don't especially like
their boss.
• When the feelings become extreme,
however, the situation usually gets
out of hand.
• Staff may sabotage productivity,
communicate poorly, and, in
general, make life miserable for
those around them.
79
4. The employee constantly brings
problems from home into the workplace.
• Most human beings are dealing with at least
one problem in their personal lives at any
given time.
• Such problems include: marital challenges,
parenting issues, illness, financial struggles,
and extended family difficulties.
• People who use these problems regularly as
handy excuses for unacceptable behavior,
breaches in policy, and low productivity
become "problem employees". Employers
who offer employee assistance program
benefits need to refer these folks as soon
as red flags go80 up.
5. The employee receives poor
supervision.
• Employees who are not getting proper
supervision from their boss eventually
may turn into problem staffers.
• Their frustration over not having a
credible leader, a dependable
resource, a candid provider of
feedback, and/or a confidential
sounding board can cause them to
resort to inappropriate displays of
anger, deliberate choices to
accomplish less than expected,
and/or conscious decisions to
undermine 81the boss whenever
6. The employee is unclear about the
big picture.
• Most employees want to know how
their individual job duties fit into the
larger company vision.
• Understanding this important piece
actually motivates people to do their
best.
• It gives meaning to everything they
do. When people are unclear about
this, they may become complacent,
disinterested, even hostile.
• Their lack of motivation, whether or
not discussed with peers, seeps like a
poison throughout the department.
82
WHAT ARE THOSE COMMON PROBLEM ?
• Frequent and abused Sick

leave
• Emergency leave
• Misconduct
• Poor Performance
• Absenteeism
83
CASE STUDY – GROUP DISCUSSION
84
STEPS IN MANAGING
PROBLEMATIC EMPLOYEE
• Analyze the whole scenario
• Communicate
• Take disciplinary action
85
1. Don't ignore the problem.
• Assuming that the employee provides
value to the company and possesses
redeeming qualities, there are ways to
deal with difficult employees.
• Most often, managers will simply
ignore problematic staffers.
• Managers who live by this rule hope
the problem will just go away; that
these people will somehow turn
themselves around or stop being
troublesome.
• Ignoring the situation is the wrong
solution to what could likely become a
progressive problem.
86
2. Intervene as soon as possible.
• It is important to take action as
soon as the negative behavior
pattern becomes evident--when
left untouched, this problem will
only escalate.
87
3. Research the problem personally.
• Armed with accurate data and
examples, the manager needs to
then take this person into a
conference room or office--away
from others--and calmly address
the issue.
• To begin, the manager needs to ask
the employee if he is aware of any
ongoing issues to determine if the
difficult person is aware of the
problems.
88
4. Help the problematic employee to get
back on track.
• Once the employee begins to understand
that these negative behaviors are real
and experienced by others in the
organization, the manager should begin
to coach the difficult employee in
displaying more acceptable and
appropriate behaviors.
• The employee needs time and practice in
"trying on" new, more suitable behaviors.
• The manager need to provide specific
feedback to this employee on the success
or failure of his efforts in minimizing the
negative actions and implementing ones
that are more positive.
89
5. If all else fails, termination
may be necessary.
• If the employee continues to
deny his inappropriate behavior
and refuses to try to improve
the situation, the manager
needs to place this person on
the fast track towards
termination.
• Often this involves recording a
series of well-documented
verbal and then written
feedback about the behavior.
90
Discipline and Grievances
Discipline and Grievances are each one

side of the same ‘complaints coin's.
91
Discipline and Grievances
• Discipline is a ‘Management’s Complaints’
against an employee.
• Grievance is an ‘Employee’s complaint’

against management.
92
Why Disciplining Employees?
• Employees experience conflict at work and

sometimes break the rules.
• It then becomes your job to minimize the conflict

and get things going back on track.
• Disciplinary policies and actions play the prime

role in prohibiting unwanted employee behaviors.
93
Feedback
◻ People need and in most cases want to know
how well they are performing and how they
might improve
94
'feedback' exists between two parts when each
affects the other...
103
95
Obstacles to giving constructive feedback
105
◻ Separating the person from the problem

◻ Others becoming defensive or angry
◻ Fear of negative consequences (especially if the
other person is a supervisor)
◻ Dealing with potential conflict (especially if the other
person is aggressive)
◻ Avoiding hurt feelings
◻ Preserving relationships
◻ Not having all the facts and jumping to conclusions
◻ Choosing the right time so that the other person is
most receptive
and other ideas you may have thought of
96
Providing feedback
106
◻ In today’s time pressured, competitive

environment making and effort to provide
regular feedback is very important
◻ People who want to achieve peak
performance depend on feedback
97
EFFECTIVE FEEDBACK
107
◻ Steer people focus towards achieving the goal

and KPI
◻ Encourage people to repeat positive,
productive performance
◻ Provide people for alternatives that can help
them to improve and work efficiently and
effectively
98
TWO TYPES OF FEEDBACK
108
Positive feedback
Let’s people know what they are doing well and
energize them to repeat good performance
Feedback for improvement

Let’s people know about opportunities to enhance
their performance.
It provide alternatives they can consider when they
face similar situations in future
99
EFFECTIVE FEEDBACK
109
For feedback to have a positive impact consider 4

elements:
Specific
How
Timely
Balance
100
FEEDBACK WITH STAR QUALITY
110
101
111 ST – Situation or Task
Reminds you to describe the situation or
Task the person or team faced (eg. A
problem, business opportunity, special
challenge or routine task
A – Action
Remind you to describe the Action taken –
what was said and done to handle the
situation / task. When providing feedback for
improvement you could also describe what
the person or team failed to say or do
R- Result
Reminds you to describe the result of the
action- what was changed for better or worse
by the person or team action AND the impact
or consequences of the result
102
STAR FEEDBACK
112
◻ STAR feedback is effective because its

provide a complete picture of performance
◻ Describing the situation / task provides the
context for the person actions
◻ It can be used to give both positive feedback
and feedback for improvement
103
113
104
EMOTIONAL INTELLIGENCE
..\Selingan\Iklan\tension.mpeg
105
Emotions have never been completely welcome in our work
lives. Most of us have traditionally been conditioned to leave
emotions “at homes”.
And yet most of us believe that emotions are fundamental part
of who we are and working with others.
According to Peter Salovey – pioneer in EI said : Emotions tell

you to run away when you’re afraid, to fight when you’re
angry and to mate when you’re happy”
106
PROBLEM SOLVING – MANAGING EMOTION
Diana is an executive where part of her job function required her to prepare
monthly report for the board meeting. However most of the information that she
need came from various managers. Few of the managers are involve in site
activities and very seldom they are in the office.
Every month, Diana will face difficulties in getting all the information from this
group. End-up the report always completed last minutes. Even though several
reminder, follow up and dead line given, it doesn’t help. Sometime the directors
are complaining that they received the report late and could not gone through all
the details.
The MD is not happy and wish Diana to solve this problem once for all. Diana
send a nasty email to all managers and scolded them Did Diana do the correct
way, If not What shall Diana do then .. Pls advice
(15 minit)
107
WHEN WE FEEL EMOTIONAL REACTIONS TO SITUATIONS, WE DON’T
ALWAYS REALIZE WHAT IS BEHIND THAT REACTION. IT IS IMPORTANT
TO STOP AND ASK YOURSELF “ WHY DO I FEEL TENSE” AND TO
IDENTIFY THE FEELING BEHIND IT
LETS WRITE DOWN YOUR REACTION TO THE FOLLOWING SITUATIONS:

1. No parking space available
2. All telephone line is busy and you cannot make a call
3. Last minute assignment given to you with a short dead line
4. Being told on Friday that you need to work on weekend
5. Sudden rainstorm and you don’t bring your umbrella
Now in a group, discuss what will be the consequence with all those
emotions ex: I feel frustrated not getting a parking and it spoiled my
mood in the morning meeting.
108
EI is a type of social intelligence that involve the ability to
monitor one’s own and others’ emotions, to discriminate
among them and to use the information to guide one’s
thinking and action.
Or the simple way to understand is how we and other feel,
why we feel that way and what can be done about it.
109
Managing aspects of EI, Involving skills. Skills that need to
practice and take times. There is no pills for emotional
intelligence. It is on going process
Those 5 process has been distilled into 5 competencies as
follows:
1. Self awareness
2. Self regulation
3. Self Motivation
4. Empathy
5. Effective relationship
110
• Self awareness
• Remember that awareness of our emotional state is the
foundation of all EI Skills
• Learn to “tune in” to your emotions – they can give you
valid information about your responses to stressful situations
• Recognize the importance of your emotions
•..\Selingan\Iklan\WINDOW_WASHER.MPEG
111
• SELF REGULATION
• Accept responsibility for choosing your own emotional
responses.
• Learn to “ reframe” stressful situations into ones that
challenging
• Be ware of and “ learn to manage” your own emotional triggers
112
• SELF MOTIVATION
• Recognize that emotion affect performance
•Identify your explanatory style when setback strikes resist
asking “ what’s wrong with me” instead ask what can I fix?
• work to achieve “flow state” being in the moment with
work task
113
• EMPATHY
• Empathy means recognizing and responding appropriately to
the emotion of others
• By expressing empathy you also create empathy in others
• Realize the emotion impact towards the productivity and safety
• RELATIONSHIP
• Influence and persuade others
• Build consensus and support team goals
• Motivate and inspire yourself and others those goals.
114
Dealing Effectively
with Stress
115
Stress
Management
116
DOES THIS SOUND FAMILIAR…
Boss is chasing on deadline.. We've got an important call to make,

but we're waiting for one more piece of information that was
promised to us two hours ago. We have meeting to attend. There's
never enough time. There are so many things to do and so little time
in which to get them done. Reports are due. Project deadlines are
coming up. A major client hasn't paid your latest invoice and there
are bills to be paid next week. Stress is closing in on all of us. Stress
is affecting not only the way we do business, but our bodily health at
the same time. While we can't make stress go completely away, there
are some things we can do to reduce our stress levels and make us
happier and more productive, which reduces our stress levels and
makes . . . and so on and so on.
117
118
119
Stress
• Stress being define as a pressure against your mind

and emotional which lead to become angry, tense, sad
or frustration.
• A minimum level of pressure is good for us to keep on
performing.
• Too much pressure could
affect our health
120
Identifying causes of stress
• Too many sudden changes can be a main cause
of stress.
• Stress could also cause by our way of life such as
to much smoking, anything related to caffeine
and alcohol and no exercise.
• However here are some other causes that we
could look into:
121
Overcoming stress
• Control your way of life

▫ Plan for your daily activity. Do different thing on
different days
▫ Plan for future and do not look at mistake or
failure.
▫ Stop smoking and take less caffeine drinks.
▫ Do exercise at least
20 minutes and 3 days a week.
122
● Change the way we are thinking
● Identify the thinking habit and get rid the negative thinking and at the same time develop positive
thinking.
● Learn to look things in different view in order to understand the rationale
● Share your thought and feeling with close friend in order to release the pressure
● Encourage to write down your thinking to analyst
● Take a break
● Immediately take a short break.
● Relax and breath slowly
● If necessary take a walk and look something green or take short nap.
● Take a long shower or go for body massage
● Go for holidays
123
Action Plan for high energy leaving
• Practice good / simple exercise consistently.

• Take good balance on food combination
• Do not do thing last minutes/ have a proper plan
• Start you day in the morning with a good mission
statement
• Always be positive
124
"As health problems go, heart disease,
diabetes, cancer and obesity get all the
limelight. But we should pay just as much
attention to another serious health issue:
stress."
STAR, May 26, 2003
125
STRESS FREE TIPS
 Cut out the coffee, hot chocolate, and soft drinks -
Caffeine can cause anxiety and make things more stressful.
So, you might want to limit your trips to Starbuck's when
you are suffering from stress.
· Write down your stressful situation - By putting your

thoughts down on paper (or in the computer) you can
transfer your emotions from your mind to something more
tangible. After you're done with the writing you can
crumble up the paper and throw it away, or light a match to
it and let your troubles go up in smoke.
 126
STRESS FREE TIPS
 Get some oxygen into your body by breathing deeply - Headache expert Dr.
Jeffrey Finnegan in his book Life Beyond Headaches says that one of the main
keys to a healthy body is getting oxygen, which we can't do if we're all slumped
over and stressful. Take a few minutes and close your eyes and breathe deeply and
slowly. I like to tell myself that with each outgoing breath I am becoming calmer
and less worried and stressed. If you can stop and breathe deeply for ten minutes a
couple times a day, you can reduce your stress dramatically.
"Breathing becomes short and shallow when we start stressing out," says Deborah
Johnson, Ed.D, an assistant professor at Baylor University in Waco, Texas. "The
quickest way to break this tension loop is to start drawing air deeply into your
lungs, which allows oxygen to flow throughout the body. You should feel a
difference almost immediately."
-- from Soothe your stress spots, Fitness, November 1998
127
STRESS FREE TIPS
 Eat a sweet - When you're feeling really stressed, take a minute

and eat a bite or two of candy (watch out for chocolate, which has
caffeine in it). Researchers have found that stress levels go down
when we consume sugars.
 Make yourself at home - Personalize your workspace. Surround
yourself with photographs of home, posters from favorite movies or
plants and flowers. The familiar, homey-objects, help relax tensions.
 Drink some orange juice - Scientists have discovered that vitamin
C can reduce the production of stress hormones. Eat an orange,
drink some juice, take a 200 mg. supplement, or eat other foods rich
in vitamin C like broccoli, Brussels sprouts, cabbage, cauliflower,
tomatoes, peppers, potatoes, strawberries, grapefruit and cantaloupe.
128
STRESS FREE TIPS
 Sing a song - This tip does double duty, music and singing
relaxes the body, AND by singing you breathe more deeply.
Depending on your voice, however, you might create more stress
from the people around you.
Watch a funny video - Laughter like singing gets more

oxygen into our lungs, so watch something that gives you some
belly laughs. Dr. Hj.Fadzilah Kamsah says the essence of humor
is anticipation and payoff. Just like reducing stress.
..\Selingan\Iklan\WINDOW_WASHER.MPEG
..\Selingan\Iklan\Cactus.wmv
129
Learning Point..
• I hear, I forget
• I See, I remember
• I Do, I Understand
THANK YOU AND GOOD LUCK !!

130
EFFECTIVE PAYROLL ADMINISTRATION TECHNIQUES MG152
-END OF WORKSHOP-
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THANK YOU 

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8 Feb '23 - Ih0390 Motivation Training Program For Retail Professionals

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MOTIVATION TRAINING

PROGRAM FOR RETAIL

MOTIVATION TRAINING PROGRAM

Another quality presentation by

COMFORI SDN BHD (581115-T)

TENGKU SHARIMI TUAN ISMAIL

Tengku Sharimi also being appointed as Advisory Industrial Committee ( Retail

COMFORI SDN BHD (581115-T)

General Program Schedule

8.00 am Registration & Breakfast

COMFORI SDN BHD (581115-T)

COMFORI SDN BHD (581115-T)

Venue :Premiera Hotel KL

• • Able to transform positive working culture to

• To enhance Effective communication skills

• To improve effective time management and

• Able to deal with difficult employees and

• Sharing stress management

● Mudah menyerap ilmu yang diajar dari superior

● Mampu fokus dalam segala sesuatu hal yang ingin dicapai

● Punyai minat dan kesungguhan untuk belajar benda baru

● Punyai minat/pengalaman berorganisasi

● Mampu berkata jujur

● Mampu melihat peluang yang ada

● Mampu mengendalikan emosi terhadap suatu masalah

● Prejudis terhadap seseorang

● Take things for granted ( beri kesan negatif di kemudian hari )

● Kurang menguasai Bahasa Inggeris

● Kurang dalam kegiatan organisasi/berpersatuan

● Persaingan Pasaran Kerja

● Bantuan kerajaan terhad

● Harga barangan meningkat

● Belajar ke peringkat lebih tinggi

● Mendapat bantuan kewangan kerajaan melalui Geran

● Dapat menghadiri kursus kemahiran percuma

● Mendapat bimbingan dari agensi dan kerajaan negeri

Hidup adalah perjalanan yang harus kita tempuhi - 3 D

Big What + Why ?

Jadikan kegagalan sebagai pengalaman untuk maju.

◻ Rapport is the quality of

◻ In general, we gravitate towards

We naturally experience rapport with close

However the ability to create rapport is a skill that can be learned

HOW TO USE THIS ?

◻ Among the many ways of creating rapport the

◻ Create a need to listen by

Copyright reserved Azmi A Bakar 2010

Time management is actually:

The skills that we need to manage others are the

Plan Direct Organise

• To get more value out of your time

• Enable you to improve your quality of life

• Good basis for personal and professional habits

• THE VALUE OF TIME AND MONEY

• Understanding the realities of time

management 6. Organize office work

John work as an Engineering assistant. He is in charge of engineering

Copyright reserved Azmi A Bakar 2010

Recently, due to ISO 14000 and OSHA requirement, John involved in

Pls advise John how can he improve.

Understand the Time waster

WE DID NOT PLAN TO

Disorganisation: How to organise yourself?