1. Objectives

   Provide mentoring services to help colleagues increase their potential and excellence.

2. Vission

   Making AKRAB the Driver of Human Capital Development in Management Human resources.

3. Mission

   (a) Implement guidance service activities to the people of the organization;

   (b) Assist officers who need assistance in coping problems in life;

   (c) Act as an intermediary between the officer and the internal counselor create problem suitability filters;

  (d) Establish a good relationship with human resource management in the agency to facilitate the implementation of AKRAB activities.

4. Moto

   "Serving Guidance".

5. Philosophy

   "Help Yourself To Help Another Friend".

6. Principles

   Willing and willing to help a friend in need regardless of religion, race, position, behavior and physical.

7. Role

  (a) Be a friend who is sensitive to the feelings of others and the surrounding circumstances;

  (b) Provide support for better change;

  (c) Resources to friends to share problems;

  (d) Strengthen the spirit of friends who want to change.

8. Ethics

  (a) Trust and keep secrets;

  (b) Accept and respect others;

  (c) Understand one's limitations and capabilities;

  (d) Always strive to improve skills in various aspects;

  (e) Report to counselors on cases that may be damaging to self and others;

  (f) Refer complicated cases or problems to a psychological officer;

  (g) Understand the rules and ethics of the public service.

AKRAB AGC members have 3 scopes of work as follows:

1. Conduct mentoring sessions to referred clients.

The Referring Officer shall refer to the Chairman of the Committee FRIEND AGC any client who needs a coaching session from AKRAB AGC within a reasonable period of time. However,The Chairman of the AKRAB AGC Committee may determine the members of the AKRAB AGC Appropriate to conduct mentoring sessions to clients based on the background and grade of the client's position referred to. Refer to the Working Procedures for Mentoring Sessions to Clients Referred to Perenqqan G This manual.

2. Conduct coaching sessions to clients.

Conduct mentoring sessions for clients who come voluntarily. AKRAB AGC members may from time to time conduct mentoring sessions for clients who come voluntarily to seek advice and discuss any issues or problems they are facing. Refer to the Working Procedures for Coaching Sessions for Voluntary Clients in the Perenqqan H of this Manual.

3. Conduct an assessment of the client.

The evaluation is conducted through an interview process to determine the problems faced by the client and the guidance services that need to be provided. Clients who are suspected and confirmed by a medical officer as having a mental problem are not eligible for guidance from AKRAB AGC members.

There are various problems that can contribute to a client’s declining job performance, motivation and self -confidence. The problems can be categorized as follows:

1. Discipline

Part II of the Public Officers (Conduct and Discipline) Regulations 1993 [P. U. (A) 395/1993] provides for matters of contravention in relation to the conduct of public servants. Such misconduct includes involvement in drug cases, incompetence or lack of effort, dishonesty or dishonesty, irresponsibility, negligence in carrying out duties, disobeying orders, tarnishing the reputation of the public service, neglecting public duties for private gain and using public positions for private gain. . Among the common disciplinary problems that need to be addressed by supervisory officers in an organization include.

(a) Late Arrival and Early Return

In accordance with the General Circular Letter No. 11 of 1981 - System Use of Punch Card in Offices Government, officers need to record attendance in and out of the office according to working hours in stages as selected by the officer. The supervising officer shall monitor the attendance records in and out of the office of all officers under his supervision. If the supervising officer finds from the attendance record that there are any officers who come late and return early without permission or reasonable excuse, then the officer may be referred to the Chairman of the AGC AKRAB Committee through the Referring Officer for the purpose of appropriate guidance sessions.

The actions to be taken by the Referring Officer are as follows:

(i) identify officers who arrive late and return early more than 3 times without permission or any reasonable excuse;

(ii) obtain records of the attendance of officers as a whole;

(iii) seek clarification from the officer in writing or orally and give advice;

(iv) conduct monitoring for 3 months;

(v) if the case recurs in the following month, provide a report containing detailed details of the problemofficers and actions taken by filling in the Reporting Officer Referral Form on Client Problems and Actions Taken (AKRAB AGC 002); and

(vi) submit Form AKRAB AGC 002 and FormApplication for a Guidance Session (AKRAB AGC 001) to the Chairman of the AKRAB AGC Committee.

(b) Not Rarely on Duty Without Obtaining Leave Approval

Officers need to plan their rest leave to avoid happening Taking emergency leave or case of absence from duty Get leave approval. Officers who are absent from duty without leave may be prosecuted under paragraph 14A of the General Order Chapter C.

The actions to be taken by the Referring Officer are as follows:

(i) Monitor the attendance of officers by viewing attendance records or through observation;

(ii) identify officers who are absent from duty without obtaining leave approval;

(iii) obtain clarification from the officer in writing or verbal in relation to absence;

(iv) consider the explanation given by the officer and Give advice;

(iv) direct the officer to apply for rest leave for the days that he is absent from office if the officer's explanation is accepted and supported by solid evidence;

(vi) report to the Human Resource Management Section if the officer's explanation is rejected for the action of salary deduction under paragraph 14A of the General Order Chapter C;

(vii) conduct monitoring for 3 months;

(viii) if the case recurs in the following month, provide a report containing detailed details of the problem officers and actions taken by filling in the Reporting Officer Referral Form on Client Problems and Actions Taken (AKRAB AGC 001); and

(ix) submit Form AKRAB AGC 002 and Form Application for a Guidance Session to be Conducted (AKRAB AGC 001) to the Chairman of the AGC AKRAB Committee.

(c) Present Working But Undetectable Officers who are present at work but then disappear or are not in the office or cannot be traced and do not carry out their duties must be taken appropriate action by the supervising officer.

The actions to be taken by the Referring Officer are as follows:

(i) monitor the attendance of officers by viewing attendance records and through observations;

(ii) identify officers who are present at work but are unable to detected;

(iii) seek clarification from officers in relation to his absence on duty in writing or orally;

(iv) consider explanations given by officers and provide advisory services;

(v) direct the officer to apply for leave of absence if not in place of duty more than 4 hours;

(vi) conduct monitoring for 3 months;

(vii) if the case recurs in the following month, provide a report containing details of the officer's problems and actions taken by filling in the Reporting Officer's Report Form on the Client's Problems and Actions Taken (AKRAB AGC 001); and

(viii) submit Form AKRAB AGC 002 and Application Form for a Guidance Session to be Conducted (AKRAB AGC 001) to the Chairman of the AKRAB AGC Committee.

2. Low Performance In general, low - performing officers are officers who are unable to contribute towards the achievement of organizational objectives and officers who fail to achieve the set Annual Work Targets (SKT). Specifically, "low -performing" officers are defined in Service Circular No. 7 of 2015 - Implementation of Exit Policy for Low -Performing Officers in the Public Service as officers who obtain less than 60% marks based on the Annual Performance Evaluation Report (LNPT) for current year and certified by the Human Resource Development Panel (PPSM) where the officer works.

The actions to be taken by the Referring Officer are as follows:

(a) identify low performing officers based on SKT achievement and LNPT marks;

(b) seek clarification from the officer in relation to the cause of his poor performance;

(c) consider the explanations given by the officers and provide advice and recommendations to improve the performance of the officers;

(d) monitor the work performance of officers within the appropriate period and assess whether there is a positive change or otherwise;

(e) if no positive changes are seen within the prescribed period, prepare a report containing details of the officer's problems and actions taken by filling in the Officer's Report Form on Client Problems and Actions Taken (AKRAB AGC 001); and

(f) submit Form AKRAB AGC 002 and Application Form For a Guidance Session to be Conducted (AKRAB AGC 001) to the Chairman of the AKRAB AGC Committee.

3. Personal Problems

Personal problems often faced by officers include problems related to finances, family, workplace and co -workers. The work performance, motivation and self -confidence of an officer who faces such personal problems can be affected if the problem is not addressed appropriately.

The actions to be taken by the Referring Officer are as follows:

(a) identify officers with personal problems;

(b) seek clarification from the officer in relation to the cause of the personal problem he is facing;

(c) consider the explanations given by the officer and give appropriate advice or recommendations;

(d) monitor the work performance of officers within the appropriate period and assess whether there is a positive change or otherwise;

(e) if no positive changes are seen within the prescribed period, prepare a report containing details of the officer's problems and actions taken by filling in the Reporting Officer Referring Form on Client's Problems and Actions Taken (AKRAB AGC 001); and

(f) submit the AKRAB AGC 002 Form and the Application Form for a Guidance Session to be Conducted (AKRAB AGC 001) to the Chairman of the AKRAB AGC Committee.

4. Stress

Stress is the physical, emotional and mental response to a change or challenge. Each individual has a different level of tolerance to stress related to work, family and so on. If there are signs that an officer is in a state of stress or distress, the actions to be taken by the Referring Officer are as follows:

(a) if the officer has come voluntarily to discuss the stress problem he is experiencing, then the discussion as well as appropriate advice and recommendations may be given to the officer. If the officer has been identified, but the officer does not come voluntarily to discuss, then the officer should be called to identify the cause of the problem and be given appropriate advice and recommendations;

(b) monitor the work performance of officers within the appropriate period and see whether there are positive changes or otherwise;

(c) if no positive changes are seen within the prescribed period, prepare a report containing details of the officer's problems and actions taken by filling in the Reporting Officer Referring Form on Client's Problems and Actions Taken (AKRAB AGC 001); and

(d) submit the AKRAB AGC 002 Form and the Application Form for a Guidance Session to be Conducted (AKRAB AGC 001) to the Chairman of the AKRAB AGC Committee.