Can you briefly explain the main roles and responsibilities of STIDC?
Purpose: To understand the organization’s vision, mission, and key functions in aligning the SOJT program.

What is the organizational structure of STIDC, particularly in terms of the departments and divisions involved in the timber-based industry?
Purpose: To understand the organization’s structure and identify departments that may require SOJT.

What are the current objectives and key strategies STIDC is focusing on?
Purpose: To align SOJT initiatives with the strategic goals of the organization.

Part 2: Current Challenges and Workforce Needs

What are the main challenges STIDC faces in the timber-based industry, particularly regarding workforce skills and training?
Purpose: To identify skill gaps that could be addressed through SOJT.

What technical or soft skills are often lacking among new employees?
Purpose: To understand the skill deficiencies that need emphasis in SOJT.

How does STIDC currently implement employee training and development? Are there existing training programs?
Purpose: To gather information on current training practices and assess the need for a more structured SOJT program.

What are the key success factors for employees in this industry, particularly in technical roles?
Purpose: To identify essential competencies needed by employees, which can guide SOJT content development.

Part 3: Department-Specific Information

Can you identify any department or unit in STIDC that is undergoing rapid changes or development?
Purpose: To focus SOJT on departments with high training needs.

Are there specific departments where employee performance could be improved through more structured on-the-job training?
Purpose: To determine which areas most need training interventions.

What role does technology play in STIDC’s daily operations, and how skilled are employees in using this technology?
Purpose: To evaluate the need for SOJT in technology-related skills and digital tools.

Part 4: Strategic Focus and Future Planning

What are STIDC’s future plans for expanding the timber-based industry in Sarawak? How can workforce development support these plans?
Purpose: To understand STIDC’s long-term vision and how SOJT can support future initiatives.

How does STIDC ensure sustainable forest management while expanding the timber industry? Are there specific training needs related to sustainability?
Purpose: To explore opportunities for SOJT in sustainability and resource management.

Part 5: Training Effectiveness

How does STIDC measure the effectiveness of its employee training programs?
Purpose: To understand existing training evaluation methods, which can aid in designing SOJT assessments.

What types of support or resources do you think are needed to enhance on-the-job training for employees?
Purpose: To identify resources required to implement a successful SOJT program.

1. Gender:
   ☐ Male
   ☐ Female
   ☐ Prefer not to say

2. Age Range:
   ☐ 20-30 years
   ☐ 31-40 years
   ☐ 41-50 years
   ☐ 51 years and above

3. Years of Experience in STIDC:
   ☐ Less than 1 year
   ☐ 1-3 years
   ☐ 4-7 years
   ☐ More than 7 years

4. Department/Unit:

5. Current Role/Position:
   

Section B: SOJT Preferences and Training Needs

6. Have you participated in SOJT before?
   ☐ Yes
   ☐ No

7. If yes, how useful was the SOJT you attended?
   ☐ Very useful
   ☐ Somewhat useful
   ☐ Neutral
   ☐ Not very useful
   ☐ Not useful at all

   
   

8. What is your preferred mode of SOJT?
   ☐ Individual training (1-on-1 coaching)
   ☐ Group training (team-based)

9. When do you prefer SOJT sessions to be conducted?
   ☐ Morning
   ☐ Afternoon
   ☐ Evening

10. How often should SOJT sessions be conducted?
    ☐ Weekly
    ☐ Bi-weekly
    ☐ Monthly
    ☐ As needed

11. What type of SOJT activities do you find most effective?
    ☐ Hands-on practice
    ☐ Observational learning (shadowing)
    ☐ Simulations or role-playing exercises
    ☐ Guided discussions or mentoring

    
    

Section C: Open-Ended Questions

12. What specific technical skills or processes in the Licensing Department do you think need further training or improvement?
    

13. What challenges do you face in your daily tasks that could be addressed through training?
    

14. Do you have any suggestions for improving SOJT or other training programs in your department?

• Consulted with Dr. Hana to refine and validate the questions.

• Decisions:

  • Finalized the revised interview questions and questionnaire after group review.

    
    

• Reflections:

  • The consultation helped enhance the quality and focus of the data collection tools.

  
  

• Key Finding: Employees struggle with integrating various systems.

• Importance: This skill is crucial for operational efficiency, especially in closing deals and managing licensing processes.

• Employee Feedback: Many employees expressed a need for training in system integration to improve their performance.

2. Addressing Process-Specific Needs

• Critical Barriers: Process-specific gaps in system integration hinder operational effectiveness in the Licensing Department.

• Employee Insight: Improving skills in system integration will lead to smoother workflows and better collaboration across departments.

• Outcome: Enhanced skills will facilitate more efficient deal closures.

3. Enhancing Operational Efficiency

• Operational Impact: Lack of system integration leads to delays and inefficiencies in project execution.

• Training Benefit: SOJT focused on system integration will provide practical skills for effective integration.

• Expected Results: Improved productivity and faster turnaround times.

4. Employee Engagement and Development

• Willingness to Learn: Employees showed strong interest in participating in training programs.

• Preferred Training Methods: Hands-on experiences and simulations are favored by staff.

• Cultural Impact: A structured SOJT program will promote continuous learning and professional development within the organization.

• Also known as Perbadanan Perusahaan Kemajuan Kayu Sarawak (PUSAKA).

• Established in June 1973 under the Perbadanan Kemajuan Perusahaan Kayu Sarawak Ordinance 1973.

Main Functions:

• Stimulate planned expansion of wood-based industries in Sarawak.

• Align development with economic interests, availability of capital, technical expertise, and forest resource management.

• Provide services to Sarawak’s timber industry with a focus on downstream activities.

Focused Section: Licensing

• Issues timber mill licenses and registrations.

• Provides STLVS certificates for Principle 5 (Mill Operations) and Principle 6 (Trade and Customs).

• Processes ICC/ICA (Manufacturing License) applications.

• Compiles data on Sarawak’s timber industry.

Appropriateness of Factor:

1. Nature of Work

• Immediacy: Rating: 5
  Since delays have a direct impact on licensing compliance and efficiency, the licensing department urgently needs to complete tasks like statistical analysis and system integration. Employees struggle with these crucial duties, which affects workflow overall, according to the interviews.

• Frequency: Rating: 5
  Employees who answered the questionnaire emphasized that system integration is a constant necessity in day-to-day operations. It is a high priority for training due to its frequency.

• Difficulty: Rating: 4
  Moderate to high levels of technical skill are needed for the activities, which include system integration and AGR analysis. During interviews, workers expressed that they were unprepared for these duties.

• Consequences of Error: Rating: 5
  As shown throughout the interview process, mistakes in these areas can have serious consequences, such as delayed licensing, problems with compliance, and decreased operational efficiency.

2. Resources Available

• People: Rating: 4
  According to questionnaire replies, the company has driven staff members who are keen to learn. However, due to financial limitations, access to knowledgeable trainers could be constrained.

• Time for Training: Rating: 3
  Although staff members indicated a desire to take part in training, time available for organized programs is limited by financial constraints and hectic schedules.

• Equipment, Tools, Data: Rating: 4
  Relevant systems and technologies are available to the licensing department. However, the questionnaires and interviews also revealed that for employees to use these technologies efficiently, they need organized supervision.

3. Constraints in Work Setting

• Training Location: Rating: 5
  In the licensing department, onsite training is both practical and ideal as it allows learners to use their abilities right away in real-time scenarios.

• Work Distractions: Rating: 3
  Workplace distractions may provide difficulties. Employee feedback indicates that this problem may be lessened with appropriate training timing and organization.

4. Financial Considerations

• Number of Trainees: Rating: 4
  There are a reasonable number of staff members in the licensing department who need SOJT, enabling efficient and focused resource allocation.

• Predicted Financial Benefits: Rating: 5
  The organization will save money in the long run because of improved system integration and technical abilities, which will also result in fewer mistakes, quicker processes, and more efficient licensing.

5. Individual Differences

• Trainee Prerequisites: Rating: 4
  The questionnaire's demographic analysis reveals that employees' experience levels differ. It will be crucial to adapt training to fit a variety of demands.

• Trainee Preferences: Rating: 5
  According to questionnaire replies, employees overwhelmingly favour role-playing, simulation, and hands-on training. The SOJT program needs to incorporate these techniques.

• Cultural Differences: Rating: 5
  To ensure diversity and participation, the training design should honour individual and cultural variations. This is essential for creating a cooperative workplace.

Final selection decision: YES for SOJT

As part of the team, I was tasked with applying the Five Selection Factors to evaluate potential SOJT areas. This involved assessing factors like the nature of work, available resources, constraints, financial considerations, and individual differences. By thoroughly analyzing these elements, I helped narrow the focus to system integration as a critical skill gap in the Licensing Department. This decision was informed by the insights gathered during interviews and questionnaire responses, which emphasized the recurring need for system integration skills to enhance operational efficiency.

Additionally, I contributed to finalizing the interview questions to ensure they effectively captured the organization’s workforce challenges and training needs. My focus was on framing questions that would elicit detailed responses about current practices, technical gaps, and employees’ perspectives on training programs. This ensured the interviews provided meaningful data to guide the SOJT design.

This experience greatly enhanced my ability to evaluate complex organizational needs and align them with targeted training solutions. Working with the Five Selection Factors taught me how to systematically prioritize areas for development based on both operational and employee perspectives. Additionally, the process of designing and refining interview questions improved my critical thinking and communication skills, as I learned to craft questions that encouraged thoughtful and comprehensive responses.

One challenge I encountered was balancing the organization's immediate needs with long-term training goals while using the Five Selection Factors. For instance, while system integration was identified as a priority, there were competing needs, such as statistical analysis, that also warranted attention. Making a well-justified selection required careful consideration of all the data collected.

Through this project, I gained valuable skills in structured decision-making and stakeholder-focused analysis. The process of selecting the SOJT area using a systematic approach has strengthened my ability to evaluate organizational priorities effectively. Similarly, contributing to the interview design has enhanced my ability to engage in data collection processes that support evidence-based solutions. Despite the challenges, this experience has been instrumental in developing my ability to contribute meaningfully to team projects and organizational development initiatives.

The challenge was narrowing down the key skills to prioritize. However, collaborating with my group helped refine the choices and reach a consensus.

Overall, I learned how SOJT can enhance employee development and organizational efficiency, as well as the importance of teamwork and critical thinking in designing effective training.

2. Training Preferences:

   A significant portion of respondents had previously attended SOJT and found it very useful, though some rated it as neutral.

   
   

   One-on-one coaching emerged as slightly more preferred than group training, emphasizing the value of personalized learning experiences.

   
   

   Morning sessions and flexible scheduling (weekly, monthly, as needed) are favored by the respondents. Respondents also expressed a strong preference for hands-on practice and simulation activities.

3. Challenges and Improvement Areas (Open-ended questions)

   Open-ended responses revealed key challenges, including the need for technical upskilling, particularly in the Licensing Department, and addressing process-specific gaps like system integration and deal closure. Common obstacles, such as communication barriers and problem-solving difficulties, further highlighted the necessity of focused training in these areas.

4. Suggestions for Improvement (Open-ended questions)

   Respondents recommended incorporating more simulations, role-playing exercises, and department-specific training initiatives. These suggestions reflect a need for programs that are practical, flexible, and aligned with specific job roles.