Contoh NOSS N781-001-4-2017

Jabatan Pembangunan Kemahiran
Kementerian Sumber Manusia, Malaysia
STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN

(NATIONAL OCCUPATIONAL SKILLS STANDARD)
N781-001-4:2017
PERKHIDMATAN BIMBINGAN KERJAYA

CAREER GUIDANCE SERVICES
LEVEL 4
Copyright © DSD 2017
Department of Skills Development (DSD)

Federal Government Administrative Centre
62530 PUTRAJAYA, MALAYSIA
NATIONAL OCCUPATIONAL SKILLS STANDARD
PERKHIDMATAN BIMBINGAN KERJAYA
LEVEL 4
All rights reserved

No part of this publication may be produced, stored in data base, retrieval system, or in any form
by any means, electronic, mechanical, photocopying, recording or otherwise without prior
written permission from Department of Skills Development (DSD)
TABLE OF CONTENTS
Abbreviation .................................................................................................................................... i
Glossary ......................................................................................................................................... iii
Acknowledgement ......................................................................................................................... iv
STANDARD PRACTICE ............................................................................................................ 1
1. Introduction ........................................................................................................................... 2
1.1. Occupation overview .................................................................................................... 2
1.2. Rational of NOSS Development ................................................................................... 3
1.3. Rational of Occupational Structure and Occupational Area Structure ......................... 4
1.4. Regulatory / Statutory Body Requirements Related to Occupation ............................. 5
1.5. Occupational Pre-requisite ............................................................................................ 6
2. Occupational Structure (OS) ................................................................................................. 7
3. Occupational Area Structure (OAS) ..................................................................................... 7
4. Definition of Competency Levels ......................................................................................... 8
5. Award of Certificate ............................................................................................................. 9
6. Occupational Competencies.................................................................................................. 9
7. Work Conditions ................................................................................................................... 9
8. Employment Prospects........................................................................................................ 10
9. Up Skilling Opportunities ................................................................................................... 11
10. Organisation Reference for Sources of Additional Information ......................................... 12
11. Standard Technical Evaluation Committee ........................................................................ 13
12. Standard Development Committee ..................................................................................... 14
STANDARD CONTENT ........................................................................................................... 15
13. Competency Profile Chart (CPC) ....................................................................................... 16
14. Competency Profile (CP) .................................................................................................... 17
CURRICULUM .......................................................................................................................... 26
15. Curriculum of Competency Unit (CoCU)........................................................................... 27
15.1. Pre Employment Process Implementation ................................................................ 27
15.2. Present Employment Process Implementation.......................................................... 35
15.3. Post Employment Process Implementation .............................................................. 40
15.4. Job Matching Methodology ...................................................................................... 44
15.5. Career Advisory and Training .................................................................................. 49
15.6. Fact-finding Approach .............................................................................................. 55
16. Delivery Mode .................................................................................................................... 61
17. Tools, Equipment and Materials (TEM) ............................................................................. 62
18. Training Hour Summary ..................................................................................................... 64
Abbreviation
1. APEL Accreditation of Prior Learning

2. BEM Board of Engineers Malaysia
3. CP Competency Profile
4. CPC Competency Profile Chart
5. CoCU Curriculum of Competency Unit
6. CU Competency Unit
7. CV Curriculum Vitae
8. DKM Diploma Kemahiran Malaysia
9. DSD Department of Skills Development
10. EIS Employment Insurance Scheme
11. ELX Electronic Labour Exchange
12. FMM Federation of Malaysian Manufacturers
13. GDP Gross Domestic Product
14. GLC Government Link Companies
15. HR Human Resource
16. HRD Human Resources Development
17. HRM Human Resources Management
18. ICT Information and Communication Technology
19. ILMIA Institute of Labour Market, Information and Analysis
20. ILO International Labour Organization
21. IPS Inventori Personaliti Sidek
22. JCS Jobs Clearing System
23. KPI Key Performance Indicator
24. LMI Labour Market Information
25. MAMPU Modernisation Administrative and Management Planning Unit
26. MEF Malaysian Employers Federation
27. MNC Multi National Corporations
28. MOHR Ministry of Human Resources
29. MQA Malaysian Qualification Agency
30. MSCS Malaysian Skills Certification System
31. MSIC Malaysian Standard Industry Classification
32. MTUC Malaysian Trades Union Congress
33. NCS-CA National Competency Standard – Core Abilities
34. NDTS National Dual Training System
35. NEC National Education Council
36. NGO Non Governmental Organisation
37. OAS Occupational Area Structure
38. OECD Organization for Economic Cooperation and Development
39. OS Occupational Structure
40. PC Penyata Pencapaian
41. QCG Qualification in Careers Guidance
42. RPA Recognition of Prior Achievement
43. SBT Scenario Based Training
44. SDS Self Directed Search
i
45. SME Small Medium Enterprise
46. SOP Standard Operating Procedure
47. TEM Tools, Equipment and Materials
48. TNA Training Needs Analysis
49. TVET Technical and Vocational Education Training
50. UK United Kingdom
51. UNESCO United Nations Educational, Scientific and Cultural Organization
52. WAPES World Association of Public Employment Services
ii
Glossary
1. Advisory Practice which facilitates a procedure to help management and employee

representative to resolve disputes in situations where negotiating
arrangements are not in place and where collective bargaining fails to take
place.
2. Career guiding Services and activities intended to assist individuals, of any age and at any
point throughout their lives, to make educational, training and occupational
choices and to manage their careers.
3. Coaching The discipline of believing in people in order to empower them to change.
4. Consultancy A process by which management and employees or their representatives
jointly examine and discuss issues of mutual concern.
5. Counselling A systematic process of helping relationship based on psychological
principles performed by a registered counsellor in accordance with a
counselling coach of ethic to achieve voluntary favourable holistic change,
development and adjustment of the client such that the change,
development and adjustment will continue throughout the lifespan of the
client.
6. Fact finding A process of collecting data and information based on techniques which
contain sampling of existing documents, research, observation,
questionnaires, interview, prototyping, and joint requirement planning.
7. Mentoring A long standing form of training, learning and development and
increasingly popular tool for supporting personal development.
8. Social Defined as types of negotiation, consultation of simply exchange of
dialogue information between or among, representatives of governments, employers
and workers on issue of common interest relating to economic and social
policy.
iii
Acknowledgement
The Director General of DSD would like to express sincere appreciation to the team of
experts and the rest of the standards committee during the development of this standard
for their contribution, perseverance and support until its completion. Their experience and
technical assistance have enhanced the capabilities of the document in improving the
methodology and process of the NOSS development.
The Director General of DSD also wishes to applaud the support and participation of all
the organizations involved, especially to the Ministry of Human Resource and its
agencies, primarily Department of Labour, whose major contributions and dedicated
efforts were essential to the successful completion of this standard.
Not forgetting great appreciation goes to the rest of DSD, Department of Labour staffs,
and their beloved families for their kindness and understanding to keep the standard
development team spirited and inspired.
Above all, I’m thankful to the Great God Almighty for carrying the team in overcoming
the challenges in preparing and completing this standard.
iv
STANDARD PRACTICE
NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR;
LEVEL 4
1
1. Introduction
1.1. Occupation overview
The practice of career guiding originated from the United States (USA) and the United
Kingdom (UK). The Organization for Economic Cooperation and Development (OECD)
Career Guidance Policy Review 2004 defines career guiding as “services and activities
intended to assist individuals, of any age and at any point throughout their lives, to make
educational, training and occupational choices and to manage their careers”.
This definition includes making information about the labour market and about
educational and employment opportunities more accessible by organizing it,
systematising it and having it available when and where people need it. It also includes
assisting people to reflect on their aspirations, interests, competencies, personal
attributes, qualifications and abilities and to match these with available training and
employment opportunities.
In the early 1960's United Nations Educational, Scientific and Cultural Organization
(UNESCO) recognized guidance and counselling services at school level. Between 1962
and 1963, a consultant expert from Canada provided training to senior education officers
to be as the first generation of counsellors for the education sector in Malaysia. In 1981,
several universities began to offer Bachelors in Education Program (Guidance and
Counselling). By 1996, every secondary school should have at least one full time
counsellor.
In accordance with the development of Information and Communication Technology

(ICT) and the rapid growth of the digital economy in Malaysia, career guiding practices
also evolved. In 2002, the employment service went on-line and rebranded as Jobs
Clearing System (JCS) under the Electronic Labour Exchange (ELX). In 2007,
Modernisation Administrative and Management Planning Unit (MAMPU) have
conducted eKL1 studies to assess the effectiveness of ELX. The study showed that job
opportunities and matching application through JCS has been identified as a potential
application to be the national career gateway. Since2008, JCS is known as JobsMalaysia.
The Career Guidance Services Level 4 personnel deal with various stakeholders
including employees, employers, trade union, employers association, students, higher
and technical education institutions, under graduate, private and public employment
agencies, person with disabilities, retirees, women etc. He/ She needs to network with
many types of stakeholders with various diverse backgrounds to channel and guide them
towards their desired career goals. The Career Guidance Services Level 4personnel are
at the frontlines of career guiding. They need to engage clients’ high expectation to
secure jobs and careers whilst trying to match and fulfil the industries / enterprises
manpower requirements.
1
eKL Project is an initiative led by MAMPU to enable Government agencies services delivered through online and
integrated.
2
1.2. Rational of NOSS Development
During the First Malaysia Plan (1966 to 1970), career guiders for the employment sector
had been introduced to address the problem of unemployment, which reared its head for
the first time in the 1960s. Despite encouraging growth in the Gross Domestic Product
(GDP), employment rates had not grown at a commensurate pace. In addition, there was
also the problem of ethnic specialisation in certain professions.
Following trends in the past 40 years, fluctuations in the global and the national
economy has continued to influence the supply and demand of the labour market.
Currently, developed nations such as the UK, South Korea, and Japan already have in
place such mechanisms which plays role as an active mechanism to address labour
market crisis. To date there are no such mechanisms in place to develop the mass of
career guiders required by Malaysia to address such crisis. Figure 1 show the numbers of
career guiders registered for every population of a country 2 .
Total Ratio:
No. of Employment
Country Population Population/
Career Guider (Person)
(Million) Career Guider
Japan 127.1 28,000 1:4,539
Vietnam 89.71 2,500 1:35,509
Germany 82.1 93,900 1:874
France 66.7 53,000 1:1,258
United Kingdom 65.1 80,038 1:813
South Korea 50.8 5,250 1:9,676
Canada 36.5 24,000 1:1,520
55 1:576,363
Malaysia 3 31.7
(registered)
1,015 1:12,833
Australia 24.1
(not including outsource) (per branch)
Netherlands 17.0 4,365 1:3,894
Switzerland 8.3 4,597 1:1,841
Figure 1: Guiders registered for every population of a country.
Current demand projections for career guiders in Malaysia based on man-hours are at
896 personnel. Thus, in interest of developing Malaysia's resilience towards such crisis,
in the 11th Malaysia Plan, the government triggered an action plan of rejuvenating Jobs
Malaysia’s role through strategising its responses to increase its impact and relevance for
the nation.
2
Source: World Association of Public Employment Services (WAPES).
3
Malaysia has not registered as a member of WAPES. Only 55 people are undertaking employment services.
3
Under the initiative, four (4) pillars of action plan have been formulated, which are:-
a. Enacting specific laws to administer JobsMalaysia

b. Initiate comprehensive rebranding of JobsMalaysia
c. Reengineer JobsMalaysia services
d. Identify and develop career guiders
In support of the national initiatives outlined, the development of Career Guidance

Services Level 4 and Career Guidance Management Level 5 NOSS will fulfil the need to
develop the critical mass of career guiders required by Malaysia.
1.3. Rational of Occupational Structure and Occupational Area Structure
Focus group discussions among practitioners discovered there are existing occupations
at level 3 classified under the Malaysia Standard Industry Classification (MSIC) in the
area of Activities of Employment Placement Agencies.
Findings of the workshops showed the scope of work exhibited by both occupations at
level 3 and level 4 are similar, but variable by depth of responsibility. Thus for the
benefit of complete and sustainable career development, the Standard Development
Committee decided to embed occupations at level 3 and level 4 into one document
known as Career Guidance Level 4. While at level 5, the Head Career Advisor’s scope
of work is clearly distinguish to include the management of the wider labour market.
The Career Guidance Services Level 4 personnel are consistent with the alignment of
competency definition at level 4 recognised by Department of Skills Development
(DSD) as the personnel needs to be competent in performing a broad range of complex
professional work activities performed in a wide variety of contexts and with a
substantial degree of personal responsibility and autonomy- of which in this area of
practice it is all about handling, advising, guiding (try to influence) a person towards
their desired career paths. They also need to be responsible for the work of others and
the allocation of resources since they handle career development programs such as
career fairs and exit interviews.
On the other hand, the Career Guidance Management Level 5 personnel are competent
in applying a significant range of fundamental principles and complex techniques across
a wide and often unpredictable variety of contexts which adherently are displayed when
the personnel are constantly engaged in fact-finding methodologies for the labour
market. Level 5 personnel have substantial personal autonomy as compared to Level 4
personnel because they are responsible for the work of subordinates, the allocation of
resources and personally accountable for analysis, diagnosis, planning, execution and
evaluation of complex economic scenario covering large areas of the economy, such as
labour market forecasting.
4
1.4. Regulatory / Statutory Body Requirements Related to Occupation
The overall aspect of career guiding functions is under the purview of Department of
Labour (known as Jabatan Tenaga Kerja). On the 6th of June 1974, Malaysia ratified the
Employment Service Convention 1948, (No. 88) of the International Labour
Organization (ILO) which relates to the role of employment service performed by
Department of Labour. The convention requires its service rendered to all citizens
without any fee incurred.
Department of Labour under the Ministry of Human Resources (MOHR) provides a free
public employment service known as JobsMalaysia. It facilitates job opportunities to job
seekers offered by employers. Functions of JobsMalaysia are as follows:
a. Optimizing the utilization of manpower through job matching and placement;

b. Assist employers to get local employees;
c. Assist in reducing national unemployment ;
d. Increasing the mobilization of national human capital.
Today, JobsMalaysia operates through online public employment service portal.

JobsMalaysia Portal is a job matching system for registering jobseekers and employers
who offers jobs from public or private sectors. It automatically identifies suitable
candidates for job opportunities offered by employers based on their qualification, job
title and location.
In order to maximize job opportunities to citizens, JobsMalaysia as a national

employment centre is also collaborating with other public and private employment
agencies:-
a. Public employment agencies such as Public Service Commission and Education

Service Commission;
b. Other public employment agencies such as Malaysia Armed Forces and Inland
Revenue Board; and
c. Private Employment Agencies.
The following are the list of labour laws, policies and regulations registered under the
purview of Department of Labour to regulate employment placement activities, not
limited to the following:-:-
a. Employment Act 1955 (EA) *Amendment

b. National Employment Services Act *New Act
c. Employment Information Act 1953 (350) *Amendment
d. Private Employment Agencies Act 1951 *Amendment
e. Minimum Wages Order P.U (A116) 2016
f. Minimum Retirement Age Act 2012
g. Children and Young Persons (Employment) Act 1966, (350)
h. Public Holiday Act 1951, (369)
5
i. Workers Minimum Standards of The Housing and Amenities Act 1990, (446)
j. Anti-Trafficking in Persons and Anti-Smuggling of Migrants Act 2007, (670)
k. Employment Service Convention 1948, (No. 88)
l. Private Employment Agencies Convention 1981 (No. 181)
Being a national employment authority, Department of Labour has the power to:-
a. Approve and grant license to Private Employment Agencies under Section 9 of

Private Employment Agencies Act 1981;
b. Require all private employment agencies to comply with the gazetted labour
laws, policies and regulations
c. Enter and inspect Private Employment Agencies under Section 21 of the Private
Employment Agencies Act 1981.
d. Advise employers to give priority to hire local employees instead of hiring
foreign employees.
All employment placement activities including career guiding activities are required to
be registered under the Department of Labour.
1.5. Occupational Pre-requisite
A person may be engaged in the practice must be:
a. At least 21 years old

b. At least 3 years working experience
c. Registered with respective Department of Labour, Ministry of Human
Resources (MOHR)
The above occupational pre-requisites serves as information for training organisations to

build upon training pre-requisites and customisable to their intake requirement.
6
2. Occupational Structure (OS)
Section (N) Administrative And Support Service Activities

Group (781) Activities Of Employment Placement Agencies
Area Career Guidance
Level 5 Career Guider
Level 4 Career Executive
Level 3 Career Officer
Level 2 N/A
Level 1 N/A
Figure 2: Occupational Structure
3. Occupational Area Structure (OAS)
Section (N) Administrative And Support Service Activities

Group (781) Activities Of Employment Placement Agencies
Area Career Guidance
Level 5 Career Guidance Management
Level 4 Career Guidance Services
Level 3 Embedded to L4
Level 2 N/A
Level 1 N/A
Figure 3: Occupational Area Structure
7
4. Definition of Competency Levels
The NOSS is developed for various occupational areas. Below is a guideline of each NOSS
Level as defined by the Department of Skills Development, Ministry of Human Resources,
Malaysia.
Level 1: Competent in performing a range of varied work activities, most of which

are routine and predictable.
Level 2: Competent in performing a significant range of varied work activities,

performed in a variety of contexts. Some of the activities are non-routine
and required individual responsibility and autonomy.
Level 3: Competent in performing a broad range of varied work activities,

performed in a variety of contexts, most of which are complex and non-
routine. There is considerable responsibility and autonomy and control or
guidance of others is often required.
Level 4: Competent in performing a broad range of complex technical or

professional work activities performed in a wide variety of contexts and
with a substantial degree of personal responsibility and autonomy.
Responsibility for the work of others and allocation of resources is often
present.
Level 5: Competent in applying a significant range of fundamental principles and

complex techniques across a wide and often unpredictable variety of
contexts. Very substantial personal autonomy and often significant
responsibility for the work of others and for the allocation of substantial
resources features strongly, as do personal accountabilities for analysis,
diagnosis, planning, execution and evaluation.
8
5. Award of Certificate
The Director General may award, to any person upon conforming to the Standards the
following skills qualifications as stipulated under the National Skills Development Act, 652:
• Malaysia Skills Diploma / Diploma Kemahiran Malaysia (DKM)

• Statement of Achievement / Penyata Pencapaian (PC)
6. Occupational Competencies
The Career Guidance Services Level 4 personnel are competent in performing the following
core competencies:-
a. Pre Employment Process Implementation

b. Present Employment Process Implementation
c. Post Employment Process Implementation
d. Job Matching Methodology
e. Career Advisory and Training
f. Fact Finding Approach
7. Work Conditions
The Career Guidance Services Level 4 personnel deal with various stakeholders including
employees, employers, trade union, employers association, students, higher and technical
education institutions, under graduate, private and public employment agencies, person with
disabilities, retirees, women etc. He/ She needs to network with many types of stakeholders
with various diverse backgrounds to channel and guide them towards their desired career
goals. The Career Guidance Services Level 4 personnel are the front-liners of career
guiding. They need to gauge jobseekers expectations to secure jobs and chart careers whilst
trying to match and fulfil the industries manpower requirements.
9
8. Employment Prospects
Recent global recession periods, the governments infused millions of dollars into the area
Activities of Employment Placement Agencies such as job training and career guiding in
hopes of providing unemployed individuals with new skills and the means to find
employment.
However, as the unemployment rate lowers and the overall economy improves, governments
are reducing their budgets for these services. Over the next five years, unemployment is
expected to continue gradually declining as consumer sentiment and business profit improve
globally. This industry will face declines as government funding reduces due to spending
cuts and budget imbalance.
However in Malaysia, there will still be a need for career guiders as Malaysians look to the
industry for help in advancing their careers throughout an extended recovery in
unemployment. Recent Malaysian government intervention through the 11th Malaysia Plan
to rejuvenate JobsMalaysia will propel a need for increase mass of career guiders. Current
demand projections for career guiders in Malaysia based on man-hours are 896 personnel.
Such initiative will also spur the demands for career guiders in those agencies among them
are-
Agency category Name of agency

Government Ministry of Human Resources such as in Department of Labour and
Institute of Labour Market, Information and Analysis (ILMIA)
Ministry of Education such as in Development of curriculum and
Vocational Guidance
Ministry of Higher Learning such as in Development of curriculum
National Education Council (NEC)
Malaysian Qualifications Agency (MQA)
Human Resource Development Fund (HRDF)
Association Malaysian Employers Federation (MEF), Malaysian Trades Union
Congress (MTUC), Federation of Malaysian Manufacturers (FMM),
Non-Government Organisations (NGOs)
Industry Industries Lead Bodies, Private Employment Agencies, Chambers of
Commerce and Industries, Small Medium Enterprises (SMEs),
Government Link Companies (GLCs)
10
9. Up Skilling Opportunities
Opportunities to up skill career guiders are available through professional courses within
established institutions of higher learning. Career advancement in this area is recognised by
the Department of Labour through the Malaysian Skills Certification System (MSCS).
Practitioners registered under Career Guidance Services Level 4 can up skill to Career
Guidance Management Level 5.
Internationally, there are routes into careers guidance for both university graduates and
school leavers. Any degree discipline is acceptable for entry into the profession; maturity in
attitude, relevant experience and personality are usually more important than subject studied.
There are two higher education routes to becoming a careers adviser. In England, Wales and
Northern Ireland, candidates can study for the Qualification in Careers Guidance (QCG),
which is a university course completed in conjunction with work experience. Alternatively,
it is possible to take the vocational Advice and Guidance NVQ level 4 routes.
11
10. Organisation Reference for Sources of Additional Information
The following organisations can be referred as sources of additional information which can
assist in defining the document's contents.
a. Department of Labour
Level 5, Block D3, Complex D,
Government Federal Administrative Centre,
62530, Putrajaya
Federal Territory of Putrajaya
Tel: 603-8000 8000
Fax: 603-8889 2368
Website: www.jtksm.mohr.gov.my
E-mail: jtksm@mohr.gov.my
b. Malaysia Employers Federation

3A06-3A07, Block A,
Pusat Dagangan Phileo Damansara II,
No. 15, Jalan 16/11, Seksyen 16,
46350 Petaling Jaya,
Selangor Darul Ehsan
Tel: 603-7955 7778
Fax: 603-7955 6808/7955 9008/7956 6353
Website: www.mef.org.my
E-mail: mef-hq@mef.org.my
c. Human Resource Development Fund

Wisma HRDF, Jalan Beringin,
Damansara Heights,
50490 Kuala Lumpur
Federal Territory of Kuala Lumpur
Tel: 603-2096-4800
Fax: 603-2096 4999
Website: www.hrdf.com.my
E-mail: support@hrdf.com.my
d. Institute of Labour Market, Information and Analysis

G07-G12, Ground Floor, Right Wing, Block 2320,
Century Square, Jalan Usahawan, Cyber 6,
63000 Cyberjaya,
Selangor Darul Ehsan
Tel: 603-8318 2433
Fax: 603-8318 0709
Website: www.ilmia.gov.my
E-mail:admin.ilmia.mohr@1govuc.gov.my
12
11. Standard Technical Evaluation Committee
NO NAME POSITION & ORGANISATION

1. Datuk Kang Hua Keong National President
SME Association of Malaysia
2. Dr. Henry Yeoh Deputy President
Malaysian Institute of Human Resource
Management
3. Assoc. Prof Zainah Bt Ahmad Zamani Senior Lecturer
Universiti Kebangsaan Malaysia
4. En. Dzulkifli Bin Yaakob General Manager Human Resources
Branch
Social Security Organisation
5. En. Ahmad Badri Bin Jaafar@Ismail Chief Assistant Director
Institute of Labour Market and Analysis
Information
13
12. Standard Development Committee
LEVEL 4
NO NAME POSITION & ORGANISATION

1. En. Aminuddin Bin Ab. Rahaman Director
Department of Labour Kuala Lumpur
2. En. Mustaffa Kamal Bin Bawaihi Deputy Director
Employment Services Division
Department of Labour
3. Pn. Norhashimah Binti Ismail Principal Assistant Director
4. Pn. Junaidah Binti Tukimin Senior Assistant Director
5. En. Arman Syahlan Bin Mohd Anuar Assistant Director
6. En. Yusri Bin Md Yusof Head of Division
Industrial Training Institute Miri
7. En. Mohamad Zawawi Bin Mohd Noor Senior Executive
Pembangunan Sumber Manusia Berhad
8. En. Mohd Zakri Bin Baharudin Senior Manager
Malaysian Employers Federation
9. En. Mohd Norahim Bin Mohamed Sani Lecturer
Centre for Psychological Research and
Human Development, Faculty of Social
Sciences and Humanities,
Universiti Kebangsaan Malaysia
10. En. Richard Koh Peng Hong Chief Executive Officer
Agensi Pekerjaan Asia Recruit Sdn Bhd
11. Pn. Tan Chung Ping Manager
Agensi Pekerjaan Asia Recruit Sdn Bhd
12. En. Heah Theng Hwang Chief Executive Officer
Agensi Pekerjaan IRC Sdn Bhd
13. Pn. Ruziah Hanim Binti Osman Human Resource Manager
Midcity Hotel Melaka
FACILITATOR
1. Tn. Syed Mahathir Bin Syed Azman Assistant Director

Shah Department of Skills Development
14
STANDARD CONTENT
LEVEL 4
15
13. Competency Profile Chart (CPC)
SECTION (N) Administrative And Support Service Activities

GROUP (781) Activities Of Employment Placement Agencies
AREA Career Guidance
NOSS TITLE Career Guidance Services
NOSS LEVEL 4 NOSS CODE N781-001-4:2017
COMPETENCY UNIT
Pre Employment Present Employment Post Employment

Job Matching
Process Process Process
CORE Methodology
Implementation Implementation Implementation
N781-001-4:2017-C01 N781-001-4:2017-C02 N781-001-4:2017-C03 N781-001-4:2017-C04
Career Advisory and Fact Finding

Training Approach
N781-001-4:2017-C05 N781-001-4:2017-C06
16
14. Competency Profile (CP)

NOSS LEVEL 4 NOSS CODE N781-001-4:2017
CU TITLE &
CU DESCRIPTOR WORK ACTIVITIES PERFORMANCE CRITERIA
CU CODE
1. Pre Pre Employment Process 1. Invite target groups 1.1 Target groups database identified
Employment Implementation describes the according predetermined profile criteria
Process competency in organising 1.2 Career seminar/job fair invitation
Implementation effective career fair / seminar disseminated timely to exact target
to match jobseeker to potential groups
N781-001- employer efficiently, at fullest 1.3 Career seminar/job fair promotion
4:2017-C01 commitment and coordinated to create market awareness
resourcefulness. and attract sufficient target groups
2. Obtain confirmation 2.1 Career seminar/job fair invitation follow-
A competent person in Pre from target group up with target group leader to confirm
Employment Process total attendance
Implementation shall be able 2.2 Confirmed attendance lists are prepared
to invite target groups, obtain and up to date
confirmation from target 3. Organise seminar/ 3.1 Seminar / career fair booths and
group, organise seminar / career fair registration counter setup to size and
career fair, brief jobseekers on proper arrangement as per organiser's
career development matters, specification
conduct SDS career test 3.2 Promotion materials and signboards
(attitude & aptitude) and prepared as per organiser specification
conduct interviews. 3.3 Speakers from the industry, professional,
academic, various professions identified
The outcome of this suitable as per agenda and invited to the
competency is to recruit the seminar / career fair
17
CU TITLE &
CU CODE
right employee with right 4. Brief jobseekers on 4.1 Job market demand, job expectation and
attitude knowledge and skills career development working condition related to their
in accordance with company's matters academic/skill qualification advised to
job description and policies in candidates
line with Malaysia's labour 4.2 Effective communications skills are
laws, policies and regulations. imparted to the candidates
4.3 Practices in good resume preparation are
advised to the candidates
4.4 Employer market salary package and
benefits briefed clearly to the candidates
4.5 Job transition and adaptation information
are explained clearly to the candidates
4.6 Wellness and work life balance issues are
explained to the candidates
5. Conduct SDS career 5.1 Suitable type of career test selected based
test (attitude & on desired job profiles
aptitude) 5.2 Career tests are disseminated to the
5.1 target group within time limit
5.3 Test answers are recorded and assessed
for behavioural results
5.4 The career tests results are confidentially
recorded and analysed for match-ability
of candidate’s profile to the expected job
profile
5.5 The career tests results are confidentially
informed to the potential candidate and
the employer
6. Conduct interviews 6.1 Checklist of interview questionnaire
prepared to match employer's specific
requirement
18
CU TITLE &
CU CODE
5.2 6.2 Complete candidate’s resume and
curriculum vitae received
6.3 Interview test coordinated with employer
to asses candidate employability
6.4 Direct stakeholder invited to interview
the candidate
6.5 Interview executed as per scheduled
6.6 Collected interview results advised to
direct stakeholder
6.7 Interview result informed to candidate
within time limit
2. Present Present Employment Process 1. Identify suitable 1.1 Target group of employees labelled,
Employment Implementation describes the employees sampled and segregated into job
Process competency to conduct performance categories and into
Implementation feedback interview efficiently. organisation hierarchy
1.2 Each job performance category of
N781-001- A competent person in Present employees identified its demographic
4:2017-C02 Employment Process data
Implementation shall be able 1.3 Employee contact information collected
to identify suitable employees, and sorted from existing database
determine the engagement 2. Determine the 2.1 Target group of employees invited to
schedule, execute the engagement schedule engagement session
engagement and report 2.2 Engagement invitation followed-up with
engagement results. target group of employees to confirm
attendance
The outcome of this 2.3 Confirmed attendance lists are prepared
competency is through and up to date
effective listening, the 2.4 Registration forms are prepared correctly
personnel are able to solve and updated
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problems and provide 3. Execute the 3.1 Present employment process
solutions for present engagement implementation granted from
employment cases in management
accordance with Standard 3.2 Feedback forms distributed confidentially
Operating Procedure (SOP) of to employee based on SOP
the organisation and policies 3.3 Employee background issues are
in line with Malaysia's labour identified before consultation session
laws, policies and regulations based on the feedback form
3.4 Engagement session appointment
scheduled according to employee’s work
pattern
3.5 Engagement with employee conducted
successfully within the allocated time and
with full privacy
3.6 Filling of feedback forms by employee
facilitated till completion of engagement
session
3.7 Findings of engagement session is taken
and prepared
4. Report engagement 4.1 Employees are assured timely attention to
results feedback given by management
4.2 Employee issues identified from
information received from /feedback
forms and findings
4.3 Identified issues are timely reported to the
management for further action and filling
4.4 Case status is followed up with
management from time to time
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CU CODE
3. Post Post Employment Process 1. Manage employee's 1.1 Exit interview organised as scheduled
Employment Implementation describes the post employment affair timely
Process competency in persuasion 1.2 The cause and effect of resignation/
Implementation skills and to be knowledgeable retrenchment/ retirement identified
about job market demands, 1.3 Escalate resignation/ retrenchment/
N781-001- retention strategies and retirement issues timely to the
4:2017-C03 provide alternative career management and date recorded
paths for the employee’s 2. Advice employer and 2.1 Employee counselled to reconsider his /
consideration. employee on her decision for resignation
alternative plans 2.2 Alternative plans delivered convincingly
A competent person in Post to employee
Employment Process 2.3 Space given to employee to decide
Implementation shall be able resignation
to manage employee's post 2.4 Employee’s final decision/plans referred
employment affair, advice to management and documented
employer and employee on 3. Probe attrition cases 3.1 Attrition cases status traced
alternative plans, probe 3.2 Attrition cases interviewed to identify
attrition cases and facilitate issues
employee’s job transition. 3.3 Interview findings reported to
management for further decision
The outcome of this 3.4 Case followed-up from time to time
competency is to reduce 4. Facilitate employees 4.1 Local labour department informed timely
turnover and fulfil the job transition of company’s termination
organisation’s retrenchment /retrenchment/retirement programme
and retirement plan in 4.2 Source information of alternative jobs is
accordance with organisation’s provided for employee’s consideration.
Standard Operating Procedure 4.3 Prospective employers and employee
(SOP) and policies in line with matched in carrier/job fair
Malaysia's labour laws, 4.4 Employees updated constantly for latest
policies and regulations. job openings and offerings
4.5 Interested employees invited to attend job
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CU TITLE &
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fairs and interview
4. Job Matching Job Matching Methodology is 1. Identify job 1.1 General industry classification identified
Methodology a method to identify job opportunities 1.2 Employers profile identified through
opportunities from employers verified credible information resources
N781-001- to match them against 1.3 Employers job openings profiled and
4:2017-C04 potential candidates using categorized by industry and job
various approaches besides the requirements information
resume and job requirements. 1.4 Salary packages identified according to
job opportunities.
A competent person in Job 2. Identify potential 2.1 General labour workforce classification
Matching Methodology shall candidates identified
be able to identify job 2.2 Candidates profile verified through
opportunities, identify credible information resources
potential candidates, match job 2.3 Candidates profile categorized by their
opportunities to potential background information
candidate and advice 2.4 Candidate's demanded salary package
candidates & stakeholders. identified/ verified against credible
information resources
The outcome of Job Matching 2.5 Standard SDS career test (SDS short
Methodology is to match the version) administered to potential
right candidate with the right candidate
job and to guide the candidate 3. Match job 3.1 Results of SDS career test analysed for
for long term career growth in opportunities to career match-ability to candidate
the organisation. potential candidate 3.2 Suitable job candidates proposed to
employer based on SDS career test
analysis results
3.3 Suitable job opportunities suggested
convincingly to candidates based on
career test analysis results
3.4 Job matching results recorded and filed
with confidentiality
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CU TITLE &
CU CODE
4. Advise to candidates & 4.1 Organisation’s working environment and
stakeholders culture diversity consulted to candidates
according to the organisation’s HR
practice
4.2 Employer’s expectation and needs
transparently conveyed to the candidates
4.3 Stakeholders advised on candidate's
transitions
5. Career Advisory Career Advisory and Training 1. Advise on career 1.1 Trends in job market demand identified
and Training describes the competency in education from Labour market report
giving job market demand 1.2 Trends in job market demand information
N781-001- advice to candidates through disseminated to potential candidates and
4:2017-C05 coordinated outreach programs educational institutions
and various platforms such as 1.3 Career education advise delivered
career fair, seminar etc. according to identified categories of
educational institutions
A competent person in Career 1.4 Career fair / seminar organized by
Advisory and Training shall be determining the best location based on
able to advise on career budget given and target group as per
education, conduct strategic advised from reputable event organizer
consultation / advisory in 2. Conduct strategic 2.1 Target group identified
individual and groups, and consultation / 2.2 Consultation strategy identified and
.manage training and advisory in individual planned for the target group
motivational programme of and groups 2.3 Scheduled appointment with case subject
candidates. coordinated timely
2.4 Basic financial planning advise delivered
The outcome of Career to candidate
Advisory and Training is to 2.5 Work ethics advise delivered to candidate
disseminate proper and 2.6 Career development matters advised to
credible advisory and training candidate
information to the candidates 2.7 Outcome of consultation session
23
CU TITLE &
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based on the job market followed-up with case subject
demand. periodically, recorded and filed with
confidentiality
3. Manage training and 3.1 Training requirement identified and

motivational training programme proposed base on
programme of candidate’s career development
candidates requirement
3.2 Potential training providers identified and
suggested to candidates
3.3 Programme enrolment status followed-up
and updated
6. Fact Finding Fact Finding Approach 1. Identify fact finding 1.1 Fact finding problem, interest and aim
Approach describes the competency in aim synthesised from situational analysis of
the systematic, concept and Labour Market Information (LMI)
N781-001- theoretical analysis of 1.2 Scope of fact finding identified according
4:2017-C06 collected data through the to fact finding aim
methods applied to a field of 1.3 Fact finding resources sufficiently
study with. ascertained
2. Design the fact finding 2.1 Fact finding assumptions identified
A competent person in Fact methodology 2.2 Fact finding orientation (qualitative/
Finding Approach shall be quantitative/ hybrid) determined
able to identify fact finding 2.3 Suitable Fact finding approach identified
aim design the fact finding 2.4 Fact finding population identified
methodology, conduct 3. Conduct quantitative 3.1 Fact finding target group/ population
quantitative fact finding fact finding approach engaged
approach, conduct qualitative 3.2 Questionnaire to target group provided
fact finding approach, evaluate 3.3 Fact finding approach conducted
fact finding results and 3.4 Answers timely collected from the target
provide suggestions and group
solutions. 3.5 Answers collection status recorded and
24
CU TITLE &
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reported
The outcome of Fact Finding
Approach is to ensure the
proper target group is being
investigated through 4. Conduct qualitative 4.1 Fact finding target group/ population
quantitative and qualitative fact finding approach engaged
fact finding methods. 4.2 Type of qualitative fact finding approach
determined
4.3 Fact finding approach conducted
4.4 Answers timely collected from the target
group
4.5 Answers collection status recorded and
reported
5. Evaluate fact finding 5.1 Patterns and trends traced in recorded
results results
5.2 Possible factors identified
5.3 Fact finding outcome confirmed
6. Provide suggestions 6.1 Suggestion and solution formulated
and solutions 6.2 Engagement with stakeholders setup
6.3 Fact finding results to stakeholders
distributed
6.4 Feedback from stakeholders obtained
25
CURRICULUM
LEVEL 4
26
15. Curriculum of Competency Unit (CoCU)
15.1. Pre Employment Process Implementation

COMPETENCY UNIT TITLE Pre Employment Process Implementation
LEARNING OUTCOMES A person who is competent in Pre Employment Process Implementation shall be able to recruit the right
employee with right attitude knowledge and skills in accordance with company's job description and
policies in line with Malaysia's labour laws, policies and regulations. Upon completion of this
competency units, trainees will be able to:-
1. Invite target groups
2. Obtain confirmation from target group
3. Organise seminar / career fair
4. Brief jobseekers on career development matters
5. Conduct SDS career test (attitude & aptitude)
6. Conduct interview
TRAINING PRE-REQUISITE N/A
CU CODE N781-001-4:2017-C01 NOSS LEVEL 4
WORK RELATED RELATED SKILL ATTITUDE/ SAFETY/ ASSESSMENT CRITERIA

ACTIVITIES KNOWLEDGE ENVIRONMENT
1. Invite target 1.1 Career development 1.1 Identify target group ATTITUDE 1.1 Targets group requirements
groups theory and model requirements • Courtesy and friendly selected and described
1.2 Career planning and 1.2 Disseminate career during inviting target 1.2 Types of event, candidates
placement seminar/ job fair group profile, location and schedule
1.3 Characteristics of invitation timely to • Information disseminate of event selected and
target group exact target groups accurately described
requirements: 1.3 Coordinate career • Cost conscious 1.3 Invitation letters prepared and
• Range of age seminar/ job fair distributed
• Level and type of promotion to create SAFETY 1.4 Market awareness generated
qualification market awareness and • N/A through promotional
27
• Relevance of attract sufficient target materials, social media
working groups ENVIRONMENT campaign and liaison
experiences • Use email to conserve activities with agencies
• Types of industry resources 1.5 Authorities approval for
• Skills career seminar/ job fair
specialisation obtained and complied
1.4 Career seminar/ job
fair invitation
requirements
• Types of event
• Candidates profile
• Formal invitation
letter format
• Location and
schedule of event
1.5 Program Promotion,
Management and
Implementation,
1.6 Career seminar/ job
fair promotion &
publicity requirements
• Types of
promotional
materials (flyers,
media, banners)
• Social media
campaign
technique
• Authorities
approval
• Liaison with
28
recruitment
agencies, hiring
companies,
institutes and
authorities
2. Obtain 2.1 Human Resources 2.1 Determine target ATTITUDE 2.1 Target group's requirement
confirmation Management group’s requirement • Courtesy and friendly described
from target requirement i.e HRM during telemarketing 2.2 Invitation followed up with
group 2.2 Method of preparing 2.2 Follow-up invitation session. courtesy
confirmation list 2.3 Prepare confirmed 2.3 Confirmed attendance list
attendance list SAFETY checked and verified to attract
• N/A sufficient crowd of confirmed
attendance list
ENVIRONMENT
• N/A
3. Organise 3.1 Seminar/ career fair 3.1 Determine number of ATTITUDE 3.1 List of invitees, employers
seminar / invitation management participating • Punctuality, and speakers listed and
career fair • List of invitees companies responsibility and confirmed
• List of employers 3.2 Discuss appointed committed in organising 3.2 Seminar/ career fair
• Invited speakers vendors on the the programme agenda. requirement sufficiently setup
3.2 Seminar/ career fair seminar/ career fair according to layout plan and
requirements setup SAFETY crowd capacity, booth design,
• Layout plan and 3.3 Arrange seminar/ • Arrange tables and chairs arrangement, and size within
crowd capacity career fair booths in a safe manner. cost
• Booth design, 3.4 Ready promotion • Handle electrical 3.3 Planned seminar/ career fair
arrangement, and materials appliance with care have effective and quality
size 3.5 Invite speakers from during booth set up. work progress flow with
• Cost the industry, contingency plan in place
3.3 Contingency planning professional, ENVIRONMENT
in seminar/ career fair academic, various • N/A
management profession
29
3.4 Effective methodology
of booth setup
4. Brief 4.1 Counselling theory 4.1 Identify the jobseekers ATTITUDE 4.1 Jobseeker career development
jobseekers on and information requirements • Clear and transparent in topics, adaptation approaches
career delivery techniques for 4.2 Brief jobseekers on briefing jobseekers about towards transition in new
development individuals and groups job market salary career development working environment and
matters 4.2 Gather Career packages matters importance of wellness and
Information Approach 4.3 Brief jobseekers on work life balance are
4.3 Job seekers career adaptation approaches SAFETY explained with clarity and
development topics to during job transition • N/A transparently acceptable
improve employability 4.4 Brief jobseekers on 4.2 Personal relationships with
and job search skill: importance of wellness ENVIRONMENT individuals established and
• Effective and work life balance. • N/A maintained productive
communication 4.5 Advice on latest job 4.3 Productive group climate
skills market demand, established and maintained
• Good practices in employer’s 4.4 Jobseeker challenged and
resume writing expectation and new encouraged to take action to
• Self grooming working condition prepare for and initiate role
• Effective related to certified transitions by:
presentation courses. a. locating sources of
technique relevant information and
• Knowing your experience
potential employer b. obtaining and interpreting
background information and
• Knowing about the experiences, and
job market acquiring skills needed to
make role transitions
• Career path
4.5 Jobseeker assisted to acquire a
4.4 Adaption approaches
set of employability and job
towards transition in
search skills
new working
4.6 Jobseeker supported and
environment
30
4.5 Importance of challenged to examine life-
wellness and work life work roles, including the
balance- roles and balance of work, leisure,
relationship family, and community in
their careers
5. Conduct SDS 5.1 Individual/Group 5.1 SDS career test based ATTITUDE 5.1 Methodology in conducting
career test assessment in career on desired job profiles • Responsible in keeping psychological test described
(attitude & consultation session 5.2 Disseminate confidential record of job 5.2 SDS career test selected based
aptitude) 5.2 Methodology in psychological/ career seekers. on desired job profiles
conducting tests to the target • Honesty in analysing for 5.3 Behavioural and career tests
psychological test for group within time match-ability of results confidentially
jobseekers. limit candidate’s profile to the recorded, assessed and
5.3 Type of common 5.3 Record and asses test expected job profile. analysed for match-ability of
psychological/ career answers for candidate’s profile to the
tests for Aptitude / behavioural results SAFETY expected job profile
Attitude (common ex. 5.4 Confidentially record • N/A 5.4 Accuracy of analysis results
IPS, SDS). Includes the career tests results assessed
assessment for:- and analyse for match- ENVIRONMENT
• Personal ability of candidate’s • N/A
characteristics profile to the expected
such as aptitude, job profile
achievement, 5.5 Confidentially inform
interests, values, the career tests results
and personality to the potential
traits. candidate and the
5.4 Good practices in employer
handling confidential
records
31
6. Conduct 6.1 Effective interviewing 6.1 Prepare checklist of ATTITUDE 6.1 Validity and reliability of
interviews techniques interview • Transparent, honesty in assessment instruments
6.2 Techniques in assuring questionnaire selection potential evaluated and selected
reliability and validity 6.2 Confirm receipt of towards candidates and 6.2 Checklist of interview
of test/ assessment candidate’s resume employer. questionnaire explained and
instruments within and curriculum vitae • Follow the time frame. prepared
diversity factors such (photograph, original 6.3 Complete candidate’s resume
as jobseeker’s gender, certificate, copy of ID, SAFETY and curriculum vitae
sexual orientation, referral) • N/A (photograph, original
race, ethnicity, and 6.3 Select assessment certificate, copy of ID,
physical and mental techniques appropriate ENVIRONMENT referral) checked
capacities for group • N/A 6.4 Appropriate individual/ group
6.3 Guideline on how to administration and assessment techniques
write a good resume appropriate for selected
and curriculum vitae individual 6.5 Employability test type and
(CV) administration computer delivered
6.4 Types of common 6.4 Coordinate assessment coordination with
employability test such employability test and employer activities explained
as; colour blind, computer-delivered 6.6 Importance of inviting direct
numerical and, assessments with stakeholder to interview the
communication test. employer candidate explained
Includes assessment 6.5 Invite the direct 6.7 Interview executed within
for:- stakeholder to time and according to plan
• Leisure interests, interview the 6.8 Report score and findings
learning style, life candidate administered from career
roles, self-concept, 6.6 Execute interview assessment instruments
career maturity, 6.7 Administer score, and appropriately
vocational identity, report findings from 6.9 Data interpreted from
career indecision, career assessment assessment instruments and
work environment instruments results presented to jobseekers
preference (e.g., appropriately and to others
32
work satisfaction), 6.8 Interpret data from 6.10 Assessments results
and other related assessment accurately reported
lifestyle/ instruments and 6.11 Interview result informed
development present the results to to candidate within time limit
issues. jobseekers and to
• Conditions of work others.
environment (such 6.9 Write an accurate
as tasks, report of assessment
expectations, results.
norms, and 6.10 Inform interview
qualities of the result to candidate
physical and social timely
settings)
6.5 Computer-delivered
assessments
6.6 Interpreting data from
assessment
instruments
6.7 Writing accurate
assessment reports
Employability Skills
Core Abilities
• Please refer NCS-CA latest edition.
Social Values & Social Skills

• Please refer NDTS guideline for Social Skills.
33
References for Learning Material Development
1. Swanson. J. L. & Fouad. Nadya. A. 2014. Career Theory & Practice (Learning Through Case Studies) 3rd Eds. USA: Brooks/ Cole
2. Zunker, V.G. 2002. Career counselling: applied concepts of life planning. USA: Brooks/Cole.
3. Osipow. S.H. & Fitzgerald L.F. 1995. Theories of Career Development. (4th Eds). Prentice Hall College Div.
4. Brown, S. D. & Lent, R. W. (Eds.). 2005. Career development and counselling: Putting theory and fact-finding to work. Hoboken, N. J.:
John Wiley & Son.
5. Gysbers, N. C., Heppner, M. J. & Johnson, J.A. 2003. Career counselling process, issues and techniques. 2nd Ed. Boston: Allyn &
Bacon.
34
15.2. Present Employment Process Implementation

COMPETENCY UNIT TITLE Present Employment Process Implementation
LEARNING OUTCOMES A person who is competent in Present Employment Process Implementation shall be able to execute
effective listening, thus are able to solve problems and provide solutions for present employment cases in
accordance with Standard Operating Procedure (SOP) of the organisation and policies in line with
Malaysia's labour laws, policies and regulations.
Upon completion of this competency units, trainees will be able to:-
1. Identify suitable employees
2. Determine the engagement schedule
3. Execute the engagement
4. Report engagement results

1. Identify 1.1 Coaching and 1.1 Segregate suitable ATTITUDE 1.1.Categories of suitable
suitable mentoring techniques employees • Courtesy and friendly employees for engagement
employees 1.2 Consultation and 1.2 Label suitable during inviting suitable identified, listed out,
performance employees group. described and confirmed
improvement 1.3 Sample suitable • Information disseminate 1.2.Classification of job
1.3 Common categories of employees accurately responsibilities sampled
suitable employees for 1.4 Identify suitable • Cost conscious according to methodology
engagement employees for
• Non job consultation session SAFETY
performances • N/A
• Complaints
• Seniority
35
1.4 Sampling ENVIRONMENT
methodology for • Use email to conserve
determining resources
classification of job
responsibilities within
an organisation
2. Determine the 2.1.Guidelines in 2.1.Invite suitable ATTITUDE 2.1.Suitable employees invited
engagement selection of suitable employees to attend • Transparent while and attendance confirmed for
schedule employees for the engagement engaging employees. the engagement session as per
consultation session • Alert and maintain scheduled
2.2.Guidelines in 2.2.Follow-up good listening skill. 2.2.Employee's background
investigating engagement invitation • Focus on two way information described,
employee’s with suitable communication skills. explained, investigated and
background and employees to confirm • Handle employee’s handled confidentially
attitude attendance background according to establish
2.3.Best practices in 2.3.Prepare up dated information with guidelines
proper updated attendance lists confidentiality 2.1.Updated attendance lists and
attendance list and 2.4.Prepare updated registration forms are
registration form registration forms SAFETY produced
• N/A
ENVIRONMENT
• Use email to conserve
resources
36
3. Execute the 3.1 Effective career 3.1 Inform present ATTITUDE 3.1 Present employment process
engagement consultation at work employment process • Punctuality, justified and approved by
place to management responsibility and management
3.2 Consultation 3.2 Prepare feedback committed in executing 3.2 Details of feedback forms
techniques in forms the programme produced and explained.
establishing and 3.3 Follow up the • Focus on conversation of 3.3 Employee's appointment
maintaining employees the engagement session schedule determined and
productive personal appointment and prepare for the confirmed
relationships with scheduled findings 3.4 Availability of career guider
individuals 3.4 Determine availability • Make the employee feel confirmed to schedule
3.3 Techniques in of suitable career comfortable 3.5 Engagement with employee
identifying personal guider • Engage employee with executed punctually with
goals 3.5 Execute employee full privacy privacy and commitment
3.4 Techniques in engagement • Handle information with within comfortable and
handling different 3.6 Distribute the confidentiality conducive environment
type of feedback feedback forms for to • Ensure conducive 3.6 Employees’ attitudes towards
3.5 Specification on the employee to fill up environment during the the company ratified and
appointment schedule 3.7 Collect the forms session understood
3.6 Technique on 3.7 Employer’ biases toward
preparing effective SAFETY work and employees based on
feedback forms gender, race, and cultural
• N/A
3.7 Availability of career stereotypes. identified and
guider’s working understand
ENVIRONMENT
schedule 3.8 Completed feedback forms
• N/A
collected and compiled
37
4. Report 4.1 Type of consultation 4.1 Identify issues ATTITUDE 4.1 Type of issues from the
engagement issues such as : received from • Passion, caring and feedback form determined
results • Attitude feedback forms. understanding in and explained.
• Performance 4.2 Determine employees handling employee 4.2 Issues deliberated clearly in
• Discipline feedback will be issues. report
4.2 Technique on attended by • Follow up case status 4.3 Solutions selected and
preparing effective management with management from confirmed by the
report writing 4.3 Report identified time to time. management and
4.3 Effective techniques in issues and proposed • Handle information with subsequently informed to the
handling feedback. solutions to the confidentiality employees concerned.
4.4 Best practices in management for
encouraging feedback further action. SAFETY
from employees. • N/A
ENVIRONMENT
• N/A
Core Abilities

38
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39
15.3. Post Employment Process Implementation

COMPETENCY UNIT TITLE Post Employment Process Implementation
LEARNING OUTCOMES A person who is competent in Post Employment Process Implementation shall be able to reduce turnover
and fulfil the organisation’s retrenchment and retirement plan in accordance with organisation’s Standard
Operating Procedure (SOP) and policies in line with Malaysia's labour laws, policies and regulations.
Upon completion of this competency units, trainees will be able to:-
1. Manage employee’s post employment affair
2. Advice employer and employee on alternative plans
3. Probe attrition cases
4. Facilitate employees job transition

1. Manage 1.1 Human growth and 1.1 Conduct exit interview ATTITUDE 1.1 Exit interview with employee
employee’s development with employee. • Courtesy and friendly conducted calmly and
post throughout life span 1.2 Identify the cause and during inviting target effectively
employment 1.2 Tackling ethical/ legal effect of resignation/ group. 1.2 Employment Insurance
affair issues retrenchment/ • Information disseminate Scheme (EIS) option
1.3 Techniques in retirement accurately. eligibility status identified
handling employees 1.3 Identify Employment • Cost conscious 1.3 The results and effects of
resignation, Insurance Scheme resignation/ retrenchment/
retrenchment and (EIS) option SAFETY retirement identified and
retirement effectively eligibility. • N/A reported to management
1.4 Procedures and SOP in 1.4 Escalate employee accurately
handling Employment reason of resignation ENVIRONMENT
Insurance and the employees’ • Use email to conserve
40
Scheme(EIS) feedback for resources
retrenchment/
retirement to
management
2. Advice 2.1 Understanding the 2.1 Advice employee to ATTITUDE 2.1 Process of conducting exit
employer and process of conducting reconsider his/ her • Passion, caring and interview and managing
employee on exit interview. decision to resign. understanding toward stress explained
alternative 2.2 Managing stress for 2.2 Provide alternative employee’s issues. 2.2 Practices in managing
plans retrenched employees. plans for employee • Give space to employee employee issues explained as
2.3 Understanding the consideration to decide per employment Act 1955
practice of labour 2.3 Refer employee’s 2.3 Employee convinced to
laws, policies and final decision/ plans to SAFETY reconsider resignation with
regulations management. • N/A provided alternative plans.
2.4 Retirement planning 2.4 Employees final decision/
2.5 Techniques in ENVIRONMENT plans reported clearly to
effective negotiations • N/A management
3. Probe attrition 3.1 Categories of attrition 3.1 Identify and trace the ATTITUDE 3.1 Attrition cases profiled.
cases • Resignation attrition cases • Responsible and 3.2 Attrition cases status traced
• Termination/ 3.2 Interview relevant committed in handling 3.3 Information details for
retrenchment individual related to attrition cases. attrition cases gathered
• Abscondment cases attrition 3.4 Report's findings produced.
3.2 Profile of 3.3 Review interview SAFETY
employer/employee findings • N/A
based on categories of 3.4 Report findings to ENVIRONMENT
attrition management for • N/A
3.3 Techniques for management decision
interview,
questionnaires and
report writing
41
4. Facilitate 4.1 Techniques in 4.1 Inform state labour ATTITUDE 4.1 List of resignation/
employees job handling of job department on the • Passion while facilitate retrenchment are explained,
transition transition cases & resignation/ job employee transition. documented and reported to
adaptation after retrenchment/ State Labour Department
retrenchment / retirement and seek SAFETY 4.2 Alternative contractual
retirement. help from the • N/A position is offered to the
4.2 Post retirement department. employees concerned.
planning for staff. 4.2 Provide employee with ENVIRONMENT 4.3 List out the vacancies to be
4.3 Sourcing of other alternative jobs • N/A fill up and arrange to publish
employment available and its the vacancies for
opportunities in related benefits. advertisement
field for the staff 4.3 Organise job fair and 4.4 State Labour Department
concerned. invite prospective liaised to publish the job
employers to vacancies for filled up
participate in the job 4.5 The employees are updated
fair at the company with latest job offer
premise.
4.4 Update the employee
on the latest job offer.
Core Abilities

42
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43
15.4. Job Matching Methodology

COMPETENCY UNIT TITLE Job Matching Methodology
LEARNING OUTCOMES A person who is competent in Job Matching Methodology shall be able to match the right candidate with
the right job and to guide the candidate for long term career growth in the organisation. Upon completion
of this competency units, trainees will be able to:-
1. Identify job opportunities
2. Identify potential candidates
3. Match job opportunities to potential candidate
4. Advise candidates & stakeholders

1. Identify job 1.1 Introduction to 1.1 Identify industrial and ATTITUDE 1.1 General industrial and
opportunities industrial and occupational • Confident during occupational classifications
occupational classifications of the engagement with attributes identified and
classifications. job opportunities employers explained
1.2 Techniques in 1.2 Identify category of • Meticulous in data 1.2 Employers profile categorised
developing and employers profile collecting based on type of organisation,
maintaining 1.3 Categorize the job • Polite in approaching type of industry and location
professional profiles employers personnel 1.3 Job openings identified and
relationship with 1.4 Identify salary • Confidentiality of categorised by type of
employers packages according to handling employers industries, job specialisation,
1.3 Categories of job opportunities profile and information position level, job details,
employers profile: • No discrimination against qualification, skill sets,
• Type of types of companies being working experience, gender,
organisation, e.g. approach age and language proficiency
44
SME, MNC etc. 1.4 Salary package identified
• Type of industry SAFETY based on basic salary, fixed
• Location • NA allowances, contractual bonus
1.4 Categories of job and incentives/ commission
profiles: ENVIRONMENT
• Type of industries • NA
• Job specialisation
• Position level
• Job details
/descriptions
• Qualification
• Skill set
• Years of working
experience
• Gender
• Age
• Language
proficiency
1.5 Components in
industry salary
packages:
• Basic salary
• Fixed allowances,
e.g. Mobile phone,
car allowance etc
• Contractual bonus
• Incentive/
commission
2. Identify 2.1 Characteristics of 2.1 Classify the ATTITUDE 2.1 Types of labour workforce
potential potential candidates: characteristic of • Confident and mature identified and described
45
candidates • Professional labour workforce during engagement with according to work
• Non-professional 2.2 Categorise the candidates professionalism and
• Local candidate's profile • Meticulous in data nationality
• Foreigners 2.3 Administer career test collecting 2.2 Candidates profile
• Latent workforce (SDS short version) to • Polite in approaching categorised according to
2.2 Categories of potential candidate candidates position level, salary package,
candidate’s profile: • Analytical and objective years of experience, location,
• Position level in the process of result job description
2.3 Type and techniques of career
• Salary package interpretation
expectation • Confidentiality of tests identified, described and
administered to potential
• Years of handling candidates
profile and information candidate
experience
• Location • No discrimination against
• Qualification candidates profile
• Work experience
2.3 Type and techniques SAFETY
in administration and • NA
interpretation of
career test result such ENVIRONMENT
as: • NA
• Self Directed
Search (SDS) short
version
3. Match job 3.1 Introduction to 3.1 Analyse results of ATTITUDE 3.1 Career test result analysed
opportunities Holland's Theory/ career test for career • Analytical and objective and proposal for career
to potential Holland Typology for match-ability using in the process of result matching purposes justified
candidates Career Consultation SDS, IPS interpretation 3.2 Techniques of personality
3.2 Techniques in 3.2 Propose suitable • Decisive in suggesting profiling described
personality profiling candidates to job opportunities to 3.3 Types of personality profile
of candidates for employer based on candidates identified and interpreted
employers, - career test analysis 3.4 Systematic computerise
46
Personality Factor results • Systematic in record system recorded
(16PF) test 3.3 Suggest suitable job keeping confidentially for all test
3.3 Interpretation of opportunities to confidentiality of result
personality profiling candidates based on handling candidates and 3.5 Potential candidates and
for job matching career test analysis employers profile and potential employers profile
3.4 System for record result information related to career identified
keeping 3.4 Record job matching and understood
results SAFETY
• N/A
ENVIRONMENT
• NA
4. Advise 4.1 Introduction to culture 4.1 Explain the working ATTITUDE 4.1 Working environment and
candidates & and values environment and • Persuasive and skilful to culture identified and
stakeholders 4.2 Identifying and cultural diversity to be a good orator described based on
understanding cross candidates & • Honest in informing organisation size, type of
culture of candidates stakeholders employers expectations sector and geographical
& stakeholders 4.2 Convey the • Confidentiality of location
4.3 Categories of working employer’s handling candidates and 4.2 Employer’s expectation and
environment and expectation and needs employers profile and needs explained to candidates
culture diversity: to candidate information
• Small/ large
Organisation
• Government/ SAFETY
Private sector • NA
• Urban/ Rural areas
4.4 Employer's ENVIRONMENT
expectation: • NA
• Integrity
• Loyalty
• Punctuality
47
• Discipline
• Dress code
• Attitude
• Productivity
Core Abilities

John Wiley & Son.
Bacon.
48
15.5. Career Advisory and Training

COMPETENCY UNIT TITLE Career Advisory and Training
LEARNING OUTCOMES A person who is competent in Career Advisory and Training shall be able to disseminate proper and
credible advisory and training information to the candidates based on the job market demand. Upon
completion of this competency units, trainees will be able to:-
1. Advise on career education
2. Conduct strategic consultation / advisory in individual and groups
3. Manage training and motivational programme of candidates

1. Advise on 1.1 Categories of 1.1 Identify categories of ATTITUDE 1.1 Category of institution
career institutional education institution • Analytical in identifying identified to deliver advise on
education to create career 1.2 Identify the trends of the institution and career education
awareness job market demand availability of jobs in the 1.2 Trends in job market demand
• Pre-school from credible market for the relevant job
• Primary school resources • Responsible in providing specialisation identified from
• Secondary school 1.3 Disseminate exact information to credible resources
Tertiary information to candidates 1.3 Information on job markets
• Public audience on job • Persuasive in convincing needs and career development
• Special needs market needs employers and candidates through accredited body
school 1.4 Disseminate participation programs disseminated to
1.2 Career development: information to • Team player in audience
Importance of gaining audience on career organizing event 1.4 Career fair/ seminar being
accreditation body development through • Confidential in handling planned and organised
recognition through accredited body candidates and employers according to budget, best
49
quality education & programs profile and information location, intended attendance
training programs in 1.5 Organize career fair / and target group
Malaysia seminar at best SAFETY 1.5 Good collaboration and
• Academic (MQA) location based on • NA networking with candidate
• Skills/ TVET budget given and and stakeholder established
(DSD) target group ENVIRONMENT
• Professional 1.6 Send information to • NA
(BEM, etc) employers to
1.3 Trends in job market participate
demand, based on job 1.7 Inform the candidates
specialisation, e.g. and stakeholder on
sales and marketing, career fair details
accounting, human
resource, geologist etc.
1.4 Managing and
organising high impact
career fair event :
• Budget
• Best location
• Promotional
approach
• Target Group
1.5 Interpersonal relation:
• Intrapersonal
• Group dynamics
2. Conduct 2.1 Understanding 2.1 Identify the target ATTITUDE 2.1 Consultation techniques
strategic psychological group and their • Professional in appropriately identified and
consultation/ characteristics of psychological state conducting career selected according to
advisory in target groups, i.e. 2.2 Identify and plan consultation session employees’ and employers’
individual and candidates: consultation strategy • Responsible in providing target group goals and their
groups • Fresh graduates for the target group exact information to needs, psychological states,
50
• Unemployed 2.3 Scheduled candidates and developmental tasks.
• Disable appointment timely • Persuasive in convincing 2.2 Consultation strategy
• Ex-Prisoners with case subject the employers and described and identified
• Pensioner 2.4 Deliver advice on candidates participation based on individual or group
2.2 Types of consultation consultation topics to • Neutral and ethical 2.3 Appointment for consultation
strategy: case subject during conducting session conducted within
• Individual 2.5 Deliver career session timely manner
• Group development advice to • Confidential in handling 2.4 Advice on consultation topics
2.3 Common consultation case subject candidates and employers and career development
topics: 2.6 Outcome of profile and information explained and delivered to the
consultation session candidates professionally and
• Time management
followed-up with case SAFETY persuasively within neutral
• Basic financial
planning &
subject periodically, • NA context.
recorded and filed 2.5 Career consultation being
support
with confidentiality ENVIRONMENT monitored, follow-up on
opportunities
• NA timely manner and recorded
• Introduction to with confidentiality
work ethics and
civic
2.4 Career development
planning
• Introduction to IT
Skills
• Language Skills
• Introduction to
labour laws,
policies and
regulations
2.5 Best practices in
follow-up process in
career consultation
51
3. Manage 3.1 Introduction of 3.1 Identify training ATTITUDE 3.1 Competency gap identified
training and Training Needs requirements • Responsible to propose and proposed to train the
motivational Analysis (TNA) to 3.2 Propose appropriate the appropriate training candidates
programme of candidates training programme programmes 3.2 Categories of certification
candidates 3.2 Approaches to 3.3 Identify and suggest • Decisive in determining approach, training
education and training the panels of training training providers programme and training
certification in provider to candidates • Confidential in handling providers identified and
Human Resources 3.4 Follow up on the candidates and employers selected for training purposes
Development (HRD):- enrolment and update profile and information 3.3 Fulfilment of competency
• Institutional based current status gap identified from
training and SAFETY candidates feedback
education • NA
• Industrial based
training and ENVIRONMENT
education • NA
• Recognition of
Prior Achievement
(RPA)/
Accreditation of
Prior Learning
(APEL) and
related long life
learning and
training programs
3.3 Categories of learning
and training
programme
• Soft skills, e.g.
communication
skills, public
relations, language
52
etc
• Technical skills,
e.g. computer,
engineering etc
• Digital training
e.g. gamification
of training
3.4 Evaluation program
design for diverse
populations, including
• persons of both
genders
• differing sexual
orientations,
• different ethnic
and racial
backgrounds
• differing physical
and mental
capacities.
3.5 Utilising Evaluation
program results
through design and
implementation
3.6 Categories of training
providers
53
Core Abilities

John Wiley & Son.
Bacon.
54
15.6. Fact-finding Approach

COMPETENCY UNIT TITLE Fact-finding Approach
LEARNING OUTCOMES A person who is competent in Fact-finding Approach shall be able to ensure the proper target group is
being investigated through quantitative and qualitative fact finding methods. Upon completion of this
competency units, trainees will be able to:-
1. Identify fact-finding aim
2. Design the fact-finding questionnaire methodology
3. Conduct quantitative fact-finding approach
4. Conduct qualitative fact-finding approach
5. Evaluate the answer and results
6. Provide suggestion and solution

1. Identify fact- 1.1 Fundamental of fact- 1.1 Define fact-finding ATTITUDE 1.1 Fact-finding objectives
finding aim finding objectives - problem, interest and • Focused to achieve identified according to
defining problem, aim objectives defined problem, interest and
interest and aim 1.2 Identify scope of fact- • Self-directed in aim
1.2 Fact-finding type and finding identifying fact-finding 1.2 Fact-finding type and scope
scope : 1.3 Determine fact-finding scope suitability determined
• Qualitative resources • Confidentiality of 1.3 Fact-finding resources
• Quantitative handling fact-finding identified and secured
1.3 Types of fact-finding results
resources:
• Data such as
primary data (e.g. SAFETY
55
interviews, • NA
surveys, un-
analysed statistical ENVIRONMENT
data etc), • NA
secondary data
(e.g. books,
journals, internet,
other electronic
resources) and
archives
• Fact-finding
budget
1.4 Writing effective fact-
finding proposal
1.5 Techniques in
applying appropriate
statistical procedures
to career development
fact-finding
2. Design the 2.1 Introduction to fact- 2.1 Identify the fact- ATTITUDE 2.1 Fact-finding design identified
fact-finding finding methodology finding interest and • Accepts others point of 2.2 Type of fact-finding
methodology and fact-finding hypothesis view in order to orientation justified
design for career 2.2 Determine fact-finding formulate fact-finding 2.3 Fact-finding approach
consultation and orientation interest described and identified
development 2.3 Identify suitable fact- • Realistic in determining 2.4 Fact-finding sample
2.2 Types of fact-finding finding approach fact-finding orientation population identified and
orientation 2.4 Identify suitable fact- • Practical in identifying selected for target group
• Qualitative e.g. finding population fact-finding approach
descriptive, review • Confidentiality of
etc handling fact-finding
• Quantitative e.g approach
56
correlational, semi-
experimental etc SAFETY
• Hybrid Fact- • NA
finding
2.3 Fact-finding approach ENVIRONMENT
such as: • NA
• Survey
• Experiment
• Case study
2.4 Types of sampled
population and
diversity:
• Employers
• Employees
• Stakeholders
3. Conduct 3.1 Types of target group 3.1 Engage fact-finding ATTITUDE 3.1 Target group identified and
quantitative to be approached in target group • Accepts others point of engaged
fact-finding quantitative fact- 3.2 Provide the view to establish fact- 3.2 Questionnaire distributed to
approach finding: questionnaire to target finding target group target group
• Employers group • Considerate when 3.3 Facilitate fact-finding
• Employees 3.3 Facilitate fact-finding providing set of approach
• Stakeholders approach questionnaire 3.4 Answers collected timely,
3.2 Questionnaire design 3.4 Collect the answers • Unselfish when recorded and reported
for quantitative fact- from the target group engaging fact-finding
finding 3.5 Record and report approach
3.3 Types of quantitative collection status • Practical in conducting
fact-finding approach fact-finding approach
3.4 Guideline to • Detailed in record and
quantitative data report writing
collection method • Confidentiality of
3.5 Quantitative report
57
writing skills handling set of
questionnaire
SAFETY
• NA
ENVIRONMENT
• NA
4. Conduct 4.1 Types of target group 4.1 Engage fact-finding ATTITUDE 4.1 Target group identified and
qualitative fact- to be approached in target group • Accepts others point of engaged
finding qualitative fact-finding 4.2 Determine type of view to establish fact- 4.2 Questionnaire disseminated to
approach 4.2 Questionnaire design qualitative fact-finding finding target group target group according to
for qualitative fact- approach • Considerate when suitable qualitative fact-
finding 4.3 Facilitate fact-finding providing set of finding approach
4.3 Types of qualitative approach questionnaire 4.3 Facilitate fact-finding
fact-finding approach 4.4 Collect the answers • Unselfish when approach
4.4 Guideline to from the target group engaging fact-finding 4.4 Answers collected timely,
qualitative data 4.5 Record and report approach recorded and reported
collection method collection status • Practical in conducting
4.5 Qualitative fact- fact-finding approach
finding report writing • Detailed in record and
skills report writing
• Confidentiality of
handling set of
questionnaire
SAFETY
• NA
ENVIRONMENT
• NA
58
5. Evaluate the 5.1 Fact-finding result 5.1 Trace recorded results ATTITUDE 5.1 Recorded result's patterns and
answer and analysis techniques: for patterns and trends • Focused to trace trends identified using
results • Quantification 5.2 Identify possible factors recorded results for analysis techniques
data 5.3 Confirm fact-finding patterns and trends 5.2 Possible factors are identified
• Qualitative data outcome • Open-minded in with validity
5.2 Factors determining identifying all possible 5.3 Fact-finding outcome are
fact-finding result: factors translated to relevant
• External validity • Decisive in fact-finding resources
• Population outcome
• Internal validity • Confidentiality of
5.3 Identification of fact- handling fact-finding
finding outcome: outcome
• Books
• Journal SAFETY
• Pattern • NA
ENVIRONMENT
• NA
6. Provide 6.1 Problem solving skills 6.1 Formulate suggestion ATTITUDE 6.1 Suggestions and solution
suggestion and • Analytical and solution • Creative in providing formulated and proposed
solution • Creative 6.2 Setup engagement with suggestion and solution 6.2 Stakeholders are being
6.2 Interpersonal skills stakeholders • Friendly in engaging engaged and informed on the
with stakeholders: 6.3 Distribute fact-finding stakeholders fact-finding result
• Verbal and non- results to stakeholders • Neutral and ethical in 6.3 Stakeholders’ feedback
verbal 6.4 Allow feedback from distributing fact-finding gathered to provide
communication stakeholders results suggestion and solutions to
• Problem solving • Open-minded in candidates
• Decision making allowing feedback
6.3 Dissemination/ • Confidentiality of
Conveyance of handling information
findings techniques
59
related to the SAFETY
effectiveness of career • NA
consultation
6.4 Procedure to gain ENVIRONMENT
stakeholders feedback • NA
Core Abilities

John Wiley & Son.
Bacon.
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16. Delivery Mode
The following are the recommended training delivery modes:-
KNOWLEDGE SKILL
• Lecture • Demonstration
• Group discussion • Simulation
• E-learning, self-paced • Project
• E-learning, facilitated • Scenario based training (SBT)
• Case study or Problem based learning (PBL) • Role play
• Self-paced learning, non-electronic • Coaching
• One-on-one tutorial • Observation
• Shop talk • Mentoring
• Seminar
61
17. Tools, Equipment and Materials (TEM)
LEVEL 4
CU CU CODE COMPETENCY UNIT TITLE

No.
CU1 N781-001-4:2017-C01 Pre Employment Process Implementation
CU2 N781-001-4:2017-C02 Present Employment Process Implementation
CU3 N781-001-4:2017-C03 Post Employment Process Implementation
CU4 N781-001-4:2017-C04 Job Matching Methodology
CU5 N781-001-4:2017-C05 Career Advisory and Training
CU6 N781-001-4:2017-C06 Fact-finding Approach
*Items listed refer to TEM’s minimum requirement for skills delivery only.
No RATIO CU1 CU2 CU3 CU4 CU5 CU6

ITEM* (TEM :
Trainees)
A. Tools Tick (√) where relevant
1 Email accounts 1:1 √ √ √ √ √ √
2 Telephone/Mobile phone 1:1 √ √ √ √ √ √
B. Equipment Tick (√) where relevant
1 Computer/Laptop/Projector 1:5 √ √ √ √ √ √
2 Internet Connection As required √ √ √ √ √ √
3 Candidates’ database 1: 5 √ √ √ √
4 Employees’ database 1: 5 √ √
5 Career booth 1 : 10 √ √ √
6 Companies’ database 1:5 √ √ √ √ √
7 Self Directed Search (SDS) Career Test system 1:1 √ √ √
8 Attitude test system 1:1 √ √ √
9 Aptitude test system 1:1 √ √ √
62
No RATIO CU1 CU2 CU3 CU4 CU5 CU6
ITEM* (TEM :
Trainees)
10 Job listing system 1:5 √ √
11 Educational institution database 1:5 √
C. Materials Tick (√) where relevant
1 Stationary As required √ √ √ √ √ √
2 Promotional materials, eg. flyers /brochures, As required √ √ √
signboards etc.
3 Sample of interview questionnaire 1:1 √ √ √ √
4 Sample of resume/CV 1:1 √ √ √ √ √
5 Registration Form 1:1 √
6 Feedback Form 1:1 √
7 Labour Law Book 1:5 √
8 Training Provider Listing 1:5 √
9 Financial Planning Material 1:1 √
10 Event venue list 1:5 √
63
18. Training Hour Summary
The following table shows the nominal training hours based on recommendations made by the Standard Development Committee
(SDC). For purpose of Malaysia Skills Certification through accredited centre training, the program duration is subject to Malaysian
Skills Certification System (SPKM).
LEVEL 4
CU CODE COMPETENCY UNIT WORK ACTIVITIES RELATED RELATED TRAINING SKILL

TITLE KNOWLEDGE SKILL DURATION CREDIT
(HOURS) (HOURS) (HOURS)
Invite target groups 40 50
Obtain confirmation
40 50
from target group
Organise seminar /
40 50
career fair
N781-001- Pre Employment Brief jobseekers on
540 54
4:2017-C01 Process Implementation career development 40 50
matters
Conduct SDS career
test (attitude & 40 50
aptitude)
Conduct interviews 40 50
Identify suitable
40 50
employees
Determine the
40 50
N781-001- Present Employment engagement schedule
360 36
4:2017-C02 Process Implementation Execute the
40 50
engagement
Report engagement
40 50
results
64
Manage employee’s
40 50
post employment affair
Advice employer and
Post Present employee on 40 50
N781-001-
Employment Process alternative plans 360 36
4:2017-C03
Implementation Probe attrition cases 40 50
Facilitate employees
job transition 40 50
Identify job
50 75
opportunities
Identify potential
75 75
candidates
N781-001- Job Matching Match job 600 60
4:2017-C04 Methodology opportunities to 50 125
potential candidate
Advise to candidates &
stakeholders 75 75
Advise on career
100 100
education
Conduct strategic
consultation / advisory
75 125
in individual and
N781-001- Career Advisory and
groups 600 60
4:2017-C05 Training
Manage training and
motivational
programme of 75 125
candidates
65
Identify fact-finding
75 75
aim
Design the fact-finding
75 75
methodology
Conduct quantitative
50 100
fact-finding approach
N781-001-
Fact-finding Approach Conduct qualitative 800 80
4:2017-C06 50 100
fact-finding approach
Evaluate fact-finding
50 50
answers and results
Provide fact-finding
suggestions and 50 50
solutions
TOTAL HOURS (CORE COMPETENCY) 1410 1850 3260 326
66

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Jabatan Pembangunan Kemahiran

Kementerian Sumber Manusia, Malaysia

STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN

PERKHIDMATAN BIMBINGAN KERJAYA

Department of Skills Development (DSD)

NATIONAL OCCUPATIONAL SKILLS STANDARD

PERKHIDMATAN BIMBINGAN KERJAYA

CAREER GUIDANCE SERVICES

All rights reserved

1. APEL Accreditation of Prior Learning

1. Advisory Practice which facilitates a procedure to help management and employee

NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR;

CAREER GUIDANCE SERVICES

1.1. Occupation overview

In accordance with the development of Information and Communication Technology

Figure 1: Guiders registered for every population of a country.

a. Enacting specific laws to administer JobsMalaysia

In support of the national initiatives outlined, the development of Career Guidance

1.3. Rational of Occupational Structure and Occupational Area Structure

a. Optimizing the utilization of manpower through job matching and placement;

Today, JobsMalaysia operates through online public employment service portal.

In order to maximize job opportunities to citizens, JobsMalaysia as a national

a. Public employment agencies such as Public Service Commission and Education

a. Employment Act 1955 (EA) *Amendment

a. Approve and grant license to Private Employment Agencies under Section 9 of

1.5. Occupational Pre-requisite

A person may be engaged in the practice must be:

a. At least 21 years old

The above occupational pre-requisites serves as information for training organisations to

Section (N) Administrative And Support Service Activities

Figure 2: Occupational Structure

3. Occupational Area Structure (OAS)

Section (N) Administrative And Support Service Activities

Figure 3: Occupational Area Structure

Level 1: Competent in performing a range of varied work activities, most of which

Level 2: Competent in performing a significant range of varied work activities,

Level 3: Competent in performing a broad range of varied work activities,

Level 4: Competent in performing a broad range of complex technical or

Level 5: Competent in applying a significant range of fundamental principles and

• Malaysia Skills Diploma / Diploma Kemahiran Malaysia (DKM)

a. Pre Employment Process Implementation

Agency category Name of agency

b. Malaysia Employers Federation

c. Human Resource Development Fund

d. Institute of Labour Market, Information and Analysis

NO NAME POSITION & ORGANISATION

CAREER GUIDANCE SERVICES

NO NAME POSITION & ORGANISATION

1. Tn. Syed Mahathir Bin Syed Azman Assistant Director

NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR;

CAREER GUIDANCE SERVICES

SECTION (N) Administrative And Support Service Activities

Pre Employment Present Employment Post Employment

N781-001-4:2017-C01 N781-001-4:2017-C02 N781-001-4:2017-C03 N781-001-4:2017-C04

Career Advisory and Fact Finding

SECTION (N) Administrative And Support Service Activities

3. Manage training and 3.1 Training requirement identified and

NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR;

CAREER GUIDANCE SERVICES

SECTION (N) Administrative And Support Service Activities

WORK RELATED RELATED SKILL ATTITUDE/ SAFETY/ ASSESSMENT CRITERIA

Social Values & Social Skills

SECTION (N) Administrative And Support Service Activities

WORK RELATED RELATED SKILL ATTITUDE/ SAFETY/ ASSESSMENT CRITERIA