Introduction |
Railway services are no longer seen just as a means of
transport within nations. With new plans to bridge the gaps in
the ASEAN railway network as well as between Europe and
Asia, such as the Singapore–Kunming Railway Link and the
Trans-Asia Rail Link, railways are becoming global providers
serving international transport needs. |
Photo: Maintenance of overhead catenary requires skilled employees (KTMB) Photo: Practical training session for train drivers (KTMB) Photo: Team building through trust training (MyRA) Figure 1: KTMB Network and International Connections Photo: Class 24 locomotive and commuter train at Seremban Station (KTMB) |
Human Capital— A Common Understanding |
To become a ‘high-performing’ railway, it is vital to ensure that
all employees are competent at all times; in other words, there
must be a sufficient level of human capital. So what is human
capital? There are various definitions. InvestorWords.com
defines human capital as the set of skills that an employee
acquires on the job through training and experience, and
which increase that employee’s value in the market place.
Another definition is the combined ability, knowledge, skills,
expertise, competencies, know-how, and innovativeness of
an organization’s members to conduct a specific activity,
operation, project, or task. It also includes that organization’s
values, culture, and philosophy. |
Addressing Human Capital Gap |
At KTMB, we strongly believe that every aspect of human
capital is vital, so all our training programmes are designed
to upgrade skills and knowledge gaps, including aspects
of attitudes and values. To achieve these goals, KTMB
plans and conducts annual training programmes each
and every year in track maintenance and management,
signalling and communications maintenance, overhead
catenary maintenance, rolling-stock maintenance, train
operation, occupational safety and health, customer service,
management, supervisory skills and personal development.
Every new employee entering KTMB must attend a
14-day induction programme, which will be followed up
subsequently by various training programmes closely
related to job requirements. The training duration varies for
different job types and ranges from 3 months to 2 years.
The programmes include classroom sessions, practical
sessions, observations, field trips, and on-the job-training
(OJT) too. Most programmes include written examinations
to assess the trainees’ level of knowledge. The following
jobs also have practical assessments to complement their
competency level: |
Human Capital Requirement for Double- Tracking Project |
Prior to 1993, all training and development programmes were
based on the skills and knowledge required to operate and
maintain single-track railways. However, with the 1991 start of
the double-tracking project from Seremban to Rawang and
Sentul to Port Klang, technical and operations employees
needed to acquire new sets of skills and knowledge. While the
new rules and regulations for operating trains on double-track
sections are compulsory for all technical and operations staff,
drivers of intercity and freight trains also had to learn how to
operate the first 18 sets of EMUs delivered from Jenbacher,
Austria, in 1994 to 1995. The next phase of training continued
with the arrival of the second and third sets of 22 EMUs from
Marubeni, Korea, and 22 EMUs from UCW, South Africa, in
1996 and 1997, respectively. |
Photo: Front of Malaysian Railway Academy (MyRA) Photo: Panorama of Malaysian Railway Academy (MyRA) Photo: ‘Dewan Bunga Raya’ theatre for lectures and other company events (MyRA) Table 1: Total Amount Contributed to HRDF |
New Training Facilities |
Before 2009, major training activities were conducted at the
KTMB Training School in Sentul, Kuala Lumpur. However, the
Training School, Central Store and Rolling Stock Maintenance
Workshop in Sentul had to be relocated to make way for
new business expansion and the federal government finally
approved KTMB’s relocation Rail Development Project. The
Project is divided into Package 1 (Workshop and Depot)
and Package 2 (Training School and Quarters). Package 1
will be completed in December 2009 and Package 2 was
completed in December 2008. The new complex stands in a
400-acre green reserve with lakes in Batu Gajah, Perak, 195
km north of Kuala Lumpur. |
Human Capital Requirement for Future Projects |
KTMB will soon be starting rapid services between Kuala
Lumpur and Ipoh using new electric train sets (ETS) from
Korea. The first set is scheduled for delivery in late 2009 with
the remaining four in 2010. Experienced KTMB employees
have been attending training courses in Korea in 2009 and,
upon returning, they will be developing training modules and
training the ETS drivers. |
Financing Human Capital Development |
Since 1 December 2007, KTMB has been required to allocate
1% of the total salary and fixed allowances paid to employees
to the Human Resources Development Fund (HRDF) for
training, education, and development programmes.
However, the funds must be spent within 5 years from the
date of payment into the fund. Table 1 shows the total funds
contributed to the HRDF from 2007. |
Other Challenges to Human Capital Requirements |
Due to the frequent changes in technology and processes, it
is sometimes difficult to meet new training requirements in a
short period. In addition, training attendance can be affected
by the ability to release employees for training when there are
staff shortages. |
Conclusion |
Despite making good progress in developing human capital,
KTMB still faces problems. With on-going future infrastructure
development projects, plans to purchase new rolling stock,
and new funding procedures since 2007, KTMB’s human
capital development is a continually improving process. |
Muslimah Shamsudin Mrs Muslimah Shamsudin is currently Senior Manager in Charge of Training & Management at MyRA (Akademi KTM). Prior to her current position she was a Training & Development Manager at KTMB. She completed a post-graduate course in Transport at the University of Wales. |