Sedco anna

514 views
382 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
514
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Sedco anna

  1. 1. Group 5 BECOMING A LEARNING ORGANIZATION - PROCESS AND INITIATIVES BY THE DEPARTMENT OF HUMAN RESOURCES AND CORPORATE AFFAIRS OF SEDCO
  2. 2. OUTLINE THE APPROACHES, STRATEGIES AND RESOURCES REQUIRED TO MAKE SEDCO A LEARNING ORGANIZATION WHICH WAS UNDERTAKEN BY THE DEPARTMENT OF HUMAN RESOURCES & CORPORATE AFFAIRS OF SEDCO. Synopsis
  3. 3. <ul><li>Peter Senge  A Learning Organization is an organization that is continuously improving its ability to be more effective in meeting goals that are really important to its members. </li></ul><ul><li>It requires a state of continuous improvement and improving the way that improvements are made. </li></ul><ul><li>Further, organization that will truly excel in the future will be the organization that observe how to tap people’s commitment and capacity to learn at all levels in organizations. </li></ul>OVERVIEW OF LEARNING ORGANIZATION:
  4. 4. THE ORGANIZATION - SEDCO: Formed in December 21, 1971 as a state owned agency to assist in the government efforts in stimulating industrial, commercial, and socio-economic development of the state of Sabah.
  5. 5. OBJECTIVES: <ul><li>To accelerate industrial and commercial development in the state; and </li></ul><ul><li>To effectuate greater Bumiputera participations in commerce and industry </li></ul>
  6. 6. SEDCO GROUP ORGANIZATIONAL STRUCTURE
  7. 7. SEDCO ORGANIZATIONAL STRUCTURE Chairman/Board of Director Group General Manager Group DGM (Planning & Development) Corporation Secretary Business Monitoring Department Business Development Project Development Section Business Monitoring Section Secretarial Unit Legal Unit MIS Section Strategic Planning Section BIMP-EAGE/Land Section Group DGM (Corporate Affair & Finance) Account Section Finance Department Human Recourse & Corporate Affairs Internal Audit Department Training Section Admin & Personnel Section Treasury Section BCIC Section Corporate Affair Section
  8. 8. HR and Corporate Affairs Structure BCIC Section Training section Corporate Affairs Section Group DGM (Corporate Affair & Finance) Personnel and Admin Section MANAGER MANAGER MANAGER MANAGER
  9. 9. <ul><li>HR MANAGER ROLES </li></ul><ul><li>- Before and Now </li></ul>
  10. 10. 1970s – early 1990s <ul><li>The HR and Corporate Affair Department now was formally known as Personnel Department until the 1990s </li></ul><ul><li>The roles of the Personal Manager included: </li></ul><ul><li>- recruitment </li></ul><ul><li>- assessment </li></ul><ul><li>- basic training </li></ul><ul><li>- organizing social events. </li></ul>
  11. 11. Since 1990s <ul><li>HR and Corporate Affair Department </li></ul><ul><li>undertook the collective responsibility to play greater roles in developing SEDCO’s manpower through training and development </li></ul><ul><li>……” to prepare them to shoulder the tasks, roles and responsibilities entrusted to them to steer SEDCO in the ‘rough seas ’ “ </li></ul>
  12. 12. <ul><li>Aspired to be recognized in the state of Sabah as a model learning organization with inspiring working environment which would enable its valued manpower to work happily, competently and professionally. </li></ul>
  13. 13. <ul><li>In brief, SEDCO, when it undertook the changes, it adopted SHRM approach where it emphasized in developing the firm’s capacity to respond to the external environmental through better deployment of its human resources. </li></ul>
  14. 14. GROUP MANAGER, HR AND CORPORATE AFFAIRS <ul><li>to ensure all sections in this department carry out the tasks and responsibilities entrusted to all sections </li></ul><ul><li>chairs the weekly departmental meetings. </li></ul><ul><li>represents the department in the Management Weekly Meeting (MWM) held every Monday. </li></ul><ul><li>advising and updating the management about matters pertaining to manpower, administration, training, corporate affairs and BCIC </li></ul><ul><li>chairing the Group HR Managers Meeting (SEDCO’s Group Companies), </li></ul><ul><li>representing SEDCO in meetings , briefing to high ranking guests/visitors, acts as facilitators in group companies, ‘networking’ with other agencies and other administrative tasks. </li></ul>
  15. 15. THE NEW HR FRAMEWORK AND PLAN OF ACTIONS SEDCO to be recognized as a model learning organization with an inspiring working environment which would enable its valued manpower to work happily, competently and professionally toward the new vision, mission, objectives and tasks
  16. 16. THE NEW HR FRAMEWORK AND PLAN OF ACTIONS New vision, mission, objectives and tasks Vision To achieve excellence in Manpower Management, utilization and development within the next five (5) years.
  17. 17. THE NEW HR FRAMEWORK AND PLAN OF ACTIONS New vision, mission, objectives and tasks Mission To provide an inspiring working environment and to encourage SEDCO’s manpower to gain knowledge so as to help transform SEDCO into a learning organization which would enable the manpower to work happily, competently and professionally, thus ensuring SEDCO to remain relevant, sustainable and prosperous.
  18. 18. SWOT ANALYSIS <ul><li>STRENGTHS </li></ul><ul><li>1. Management : </li></ul><ul><ul><li>People oriented. </li></ul></ul><ul><ul><li>Well structured management system. </li></ul></ul><ul><li>2. System - MS ISO 9000/2000 certified </li></ul><ul><li>3. IT Facilities – Well emplaced. </li></ul><ul><li>4. Friendly working environment . </li></ul>
  19. 19. SWOT ANALYSIS <ul><li>WEAKNESSES </li></ul><ul><li>SEDCO has to follow Government remuneration </li></ul><ul><li>system: </li></ul><ul><ul><li>Limitation in terms of enhancing salary and bonus payment though capable of paying more. </li></ul></ul><ul><li>2. Some officers are : </li></ul><ul><ul><li>Lack of confidence </li></ul></ul><ul><ul><li>Lack of personal initiatives </li></ul></ul><ul><ul><li>In ‘comfort zone’-apathy and lack urgency in doing things </li></ul></ul>
  20. 20. SWOT ANALYSIS <ul><li>OPPORTUNITIES </li></ul><ul><li>Federal government ‘push’ for corporatization would enable SEDCO to explore best practices that can be adopted. </li></ul><ul><li>Challenging scenario (AFTA, WTO, globalization etc) would strengthen SEDCO’s need to develop/train its human resource </li></ul><ul><li>Advent of new technology would entail SEDCO to adopt and integrate IT with its operation. </li></ul>
  21. 21. SWOT ANALYSIS <ul><li>THREATS </li></ul><ul><li>Political interference where politicians may have other agenda which could be imposed upon SEDCO. </li></ul><ul><li>2. Occurance of another economic turmoil and an intense competition with the coming of AFTA and WTO would affect companies ’ performance and ultimately dividend payment to SEDCO as well as staffs’ perks, benefits and allocation for training programs. </li></ul>
  22. 22. STRATEGIC OPTION To be recognize in Sabah a s a model learning organization with an inspiring working environment which would enable its valued manpower to work happily, competently and professionally : Key Areas :
  23. 23. Strategic Plan and Action to be taken…
  24. 24. Strategic Plan and Action to be taken…
  25. 25. Strategic Plan and Action to be taken…
  26. 26. Strategic Plan and Action to be taken…
  27. 27. Strategic Plan and Action to be taken…
  28. 28. MILESTONES Year Milestone 2008 Anugerah Kualiti Setiausaha Kerajaan Negeri by SKN In conjunction with Hari Q. 2009 Four Star Rating by Malaysian Audit Department To encourage staff to work in best practices.
  29. 29. MILESTONES Source: www. audit .gov.my
  30. 30. SUMMARY How HR SEDCO will implement it? Gain employee commitment with purposeful career discussions Identifying competencies needed for key staff change mindset to commercial oriented Aspire to become a model of learning organization in Sabah formation of Quality Improvement Processes (QIP) teams to promote new ideas
  31. 31. SUMMARY Based on SWOT analysis, SEDCO has outlined various programs/activities in achieving their new HR vision i.e to become a role model learning organization in Sabah. SEDCO also in plan to introduce policies in regards to recruitment, remuneration, incentives & benefits and career development. However, allocation of funds needed to facilitate the implementation for the mentioned plans & strategies.
  32. 32. Summary (con’t) Still the greatest asset of company is the PEOPLE that need to be continuously nurtured, develop & taken care of. With the strong line-up of subsidiaries, it is a hope that the objective to become a learning organization as an important prerequisite for a high performance and successful business entity.
  33. 33. Thank You !

×