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Corporate Strategic Learning Needs


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  • 2. THE LEARNING ORGANIZATION CONTINUUM Focus on filling gaps in employee’s current job roles or on specific projects Tactical Learning Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Integrated Learning Focus on integrating all components that affect human performance and organization effectiveness. Strategic Learning Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning Training Management Development Corporate University
  • 3. STRATEGIC LEARNING AND OD OVERVIEW Level Business Needs Training & OD Needs Out comes Corporate Strategic Needs Business Challenges Competitive Edge Engagement Culture Leadership Pipeline Strategic Management Action Learning Development Model Action Learning & Coaching Leadership Dev Strategic Thinking and Planning Business Goals World Class Expertise Motivated workplace Employee Retention & Leadership continuity Alignment and Productivity Department Tactical Needs Department Goals Critical Knowledge Team Member Retention High Performance Team Action Learning TWI Leadership Hiring and Coaching Performance Management. Coaching and Facilitation Department Goals Quality Consistency Productivity Committed Employees Employees Competency Skillful People Innovation and Employee Competencies Innovation and Continuous Capable Employees Innovative workforce
  • 4. BUSINESS FOCUSED TNA Training needs analysis traditionally focus on employee needs. It has indirect impact to business needs An improvised model of TNA is to divide the training needs from corporate strategic needs, departmental tactical needs and employee competency needs. The new model of TNA will bring high impact to organization by investing training and OD interventions wisely to critical organization growth and sustainability areas. It focuses the strength and development aspect of the organization This new Business Focused Training Needs Analysis is derived from the Business Sustainable and Growth Model derived form Prof Nitri Nordin from Havard Business School
  • 5. LEARNING FOR CORPORATE LEVEL Target Growth: Critical Business Challenges Annual Corporate Strategies Business Sustainability Leadership Talent Continuity Strategy Management Tools: Action Learning Business Sustainable Growth Analysis Corporate Strategies Mapping McKInsey 7s Performance Consulting Apprecitative Inquory Succession Planning Talent Management Bench Strength Measurement Structure Tree and Balanced score card Outcomes: Improvement of Productivity Resolve of critical business Issues Achieving corporate annual strategic goals Strengthen Leadership pipelines
  • 6. LEARNING FOR DEPARTMENT LEVEL Target Growth: Critical Department Challenges Department Goals and Tactics Leadership Talent Continuity Tools: Action Learning Tactical Mapping McKInsey 7s Performance Consulting Apprecitative Inquory Talent Management Performance Management Coaching Outcomes: Improvement of Departmental Productivity Resolve of critical Department Issues Achieving annual strategic goals Leadership pipelines Coaching culture to achieve department goals
  • 7. LEARNING FOR EMPLOYEE LEVEL Target Growth: Employee Competency Development Expertise Pipeline Development Critical Technical Skills Transfer Innovation and Continuous Improvement Tools: Competency Mapping Expertise Pipeline Management Training Within Industrial Innovative and Continuous Improvement Tools Outcomes: Employee Development World Class Talent Expertise Smooth transfer and proliferation of technical skills Innovative workforce
  • 8. CAREER PORTFOLIO Laurence Yap
  • 9. CAREER PORTFOLIO Laurence Yap Training and Development Talent Management Organization Development Kuala Lumpur, Penang, Shanghai, Singapore, San Jose, Omaha, Tempe, Perrysburg 18 Years of Professional Experience
  • 10. COMPETENCIES Organization Development Facilitate Corporate Strategies, Change Management, Team Development, OD Interventions, Facilitation, Process Improvement, Lean Manufacturing and Career Development Talent Management Talent Review, Talent Development, Talent Evaluation, Talent Actions, Succession Planning, Bench Strength Measurement, Leadership Development, Senior Leadership Team Development Training and Development Strategic corporate learning, Learning and Development, Corporate University or Learning Academy, Learning Technology and LMS, Training Audit, Policies and Manuals, Annual Training Plan, TNA and Evaluation, Training Marketing, Promotion and Exhibition, Department Budget and Training Investment, Partnering Skills, Virtual Team, , Multimedia, Management of Stakeholders and Business Leaders, Training Council, Management of Training Curriculum Training Delivery and Instructional Design Strategic OD, Talent & Learning Tactical Tools & Methodologies
  • 11. STRENGTHS ▪ Innovate and simplify current processes ▪ Research online to access to best practices worldwide ▪ Adapt best practices for organization growth ▪ Create new models for organization effectiveness ▪ Leading and Inspiring teams to transform organizations ▪ Cross cultural communication Global Exposure Singapore Shanghai San Jose Omaha Perrysburg Tempe Kuala Lumpur Penang