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Corporate university v3

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  • 1. Corporate University Building, Implementation, Re adiness and Work Experience
  • 2. Definition • A corporate university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and effectiveness
  • 3. Contents Background Building Implementation Readiness Related Work Experience
  • 4. Objectives • Prepare employees to compete in a global economy by enhancing employee performance and productivity • Meet and exceed service expectations with customers • Respond to current and future global business challenges • Raise the level of importance of education within the organization by providing a formal learning process; • Deliver organization development initiative to improve organizational effectiveness • Support change in corporate culture across the organization.
  • 5. Comparison Training Departments Corporate Universities Run classes based on popularity and demand. Align learning opportunities with the company's initiatives. Use e-learning as a cost-cutting device. Utilize technology strategically in order to support and reinforce learning. Outsource training to minimize full-time head count in the department. Create outside partnerships to support organizational goals. Executives view training as an expense that should be kept as low as possible. Senior management is actively involved in the learning process and sees a commitment to learning as a competitive advantage.
  • 6. 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
  • 7. Management of Corporate University Previous Corporate University Management Experience Training Council – First Solar- HR VP Carsem – HR Development –COO Western Digital – Komag College –Training Manager (Malaysia is not allowed the term Corporate University by the government to be used by private sectors. Thus we have the term U, College, Center and etc.)
  • 8. Carsem – M Site  Founded in 1972  Acquired by Hong Leong Group in 1984  Floor Space : 436K sq.ft. (40,500 sq. m.)  Workforce : 3,100 employees Carsem – S Site  Production Commenced in 1992  Floor Space : 640K sq.ft. (60,000 sq. m.)  Workforce : 5,600 employees Carsem – Suzhou  Production Commenced in July'04  Floor Space : 175K sq.ft. (16,000 sq. m.)  Workforce : 1,100 employees  Packages: MLPQ & MLPD Managed Carsem HRD 10K Employees
  • 9. Facilities – Two Factories in Malaysia • 12 Classrooms • 2 Auditorium with 200 seating capacities • 2 Computer Labs • 3 Technical Centers • 2 Multimedia Labs • LMS System • 3 Training Administration Centers • 1 TPM Room • 100 subordinates
  • 10. Managed Komag College 3000 employees
  • 11. Facilities –Two Campuses in Malaysia • 7 Classrooms • 1 Auditorium with 200 seating capacities • 1 Computer Lab • 1 Multimedia Lab • 1 Video Conference Room • 2 subordinates
  • 12. Training Council 3000 Employees
  • 13. Facilities Six Factories in Malaysia • 6 Classrooms • 2 auditorium with 200 seating capacities • 1 Computer Lab • 1 Multimedia Lab • LMS System • 4 subordinates
  • 14. Contents Background Building Implementation Readiness Related Work Experience
  • 15. Building Corporate U • Work with Management to craft a long term vision, mission and direction Link the proposed training strategy to corporate business strategy Link Corporate University Structure to training and OD Strategies Decide on your delivery methodology and facilities • Partner with experts, vendors and universities for maximum results Prepare a funding strategy • Branding Your Corporate University
  • 16. Building Corporate U • Work with Management to craft a long term vision and mission and deliverable metrics • Link the proposed training and OD strategy to corporate business strategy • Link Corporate University Model to training and OD Strategies • Decide on your delivery methodology and facilities • Partner with training vendors and universities for maximum results • Prepare a funding strategy and budget • Branding Your Corporate University
  • 17. Four Needs of Organization Sustainable Growth Model Business Profit Strategy Leadership Dev Productivity Execution Innovation People Development Talent Engagement Culture Structure M&A
  • 18. HR Involvement 21HR Driven Business Sustainable Growth Model Process Development Organisation Development Talent Development Productivity Profit Talent Culture Strategy Management Corporate Culture Effective Org Structure Talent and Leadership Productivity Innovation
  • 19. Overview of Tools and Processes  Strategy  Execution  Culture  Structure Strategy Planning and Review Strategy Communication and alignment Strategic Learning Process Improvement Tools Lean Core Business Competencies Customer Relations Corporate Culture Employee Engagement Survey Team Bonding and Planning Onboarding Learning and Development Organization Structure Review
  • 20. Overview of Tools and Processes  Talent  Leadership  Innovation Talent Management Competency Development Technical Advancement Management Development Senior Leadership Development Succession Planning Management Competencies Continuous Improvement Culture
  • 21. Corporate Business Strategies Balance Scorecard (finance, customer, processes and employee development) Organization Growth (profit, productivity, culture, employee development) Business Sustainability (strategy, execution, culture, structure, talent, leadership, innovation and merger and acquisition)
  • 22. Corporate Level Corporate Level Short Term: Action Learning Strategies Middle Term: Succession Planning Facilitate Corporate Strategies Employee Engagement Culture E-Learning Delivery Long Term: Corporate Culture Expert Talent Management Strategies Leadership Talent Dev Strategies Career Development Strategies Innovation and Continues Improvement Culture
  • 23. Action Learning Strategies Annual corporate strategies – Quick Win Action Learning Strategies to deal with current corporate business challenges eg – Customer Scorecard of Marketing Department Knowledge acquisition by R&D Department Supply Chain circle time by Manufacuting
  • 24. Department Level • Department/Academy Level Short Term: Action Learning Strategies Middle Term: Competency Development Model Training Within Industry (Job Instruction, Job Methods and Job Relations) E-Learning Delivery Mobile Learning Long Term: Expert Development Knowledge Management Internal Trainer Development
  • 25. Employee Level • Employee Development Short Term: Personal Development Plan 70/20/10 Development Model Middle Term: Strength based Development Strategies, KPI and Coaching Model Long Term: Career Development
  • 26. Prioritize Strategic Direction • There are several strategic orientations found in corporate universities • Skills and Competency Development • Qualification • External Customer Focus • Relationship • Change Management Focus • Change • Strategic Business Issue Focus • Business Challenges • Research • Academic
  • 27. Building Corporate U • Work with Management to craft a long term vision and mission • Link the proposed training strategy to corporate business strategy • Link Corporate University Structure to Training and OD Strategies • Decide on your delivery methodology and facilities • Partner with training vendors and universities for maximum results • Prepare a funding strategy and budget • Branding Your Corporate University
  • 28. Governance • Board of Governors, which includes the CEO and senior executives - Approve learning and OD budgets and priorities - Determine policy • Advisory Board for Academy, which includes senior leaders from related departments - Members represent different business units - Geographic and subject matter mix 32
  • 29. Partnership in Developing Strategic Learning • Global Teams (global model) - Learning and Development Managers from each geographical areas - Subject-Matter Experts invited to be on the team to serve as consultants on key initiatives - Weekly teleconferences 33
  • 30. 34 Solar Tech Projects Product Support Software Hardware Process Safety Lean People Leadership Business Supp Academy Adm. Asst. Mgn Academy Engineering Academy Manufacturing Academy IT Academy Global Training Director CHO HR Finance Security OD Consulting Center Competencies Career Development Vendor Management Talent Development Performance Consulting E-learning LMS Regional Center Coordination Metrics Admin Center Records, Tech and System Global Team
  • 31. Campus • OD Consulting Center - Engagement and Culture • Admin Center – Administration of Corporate University Talent development, succession planning, corporate culture, engagement survey, corporate strategy facilitation, organization structure, team development, business strategy alignment, action learning team • Leadership and People Academy - Development • Engineering and innovation Academy (R&D)– Productivity • Marketing and Sales Academy – Profit • Supply Chain Academy– Productivity • Manufacturing Academy – Productivity • Business Support Academy – Productivity • IT Academy - Productivity
  • 32. Academy Goals Department Emphasis Performance Indicators Engineering and Innovation (R&D) Product Innovation Patents Sources of ideas Manufacturing (Operation) Operating Efficiency Productivity Process Marketing and Sales Customer Intimacy Segment Service Brand Supply Chain Distribution Logistic Channels IT Technology Hardware and software New Applications Leadership and People Management Bench strength High Potential Community People Skills Business Support (HR, Fin. etc) Process Turn around time Process simplification
  • 33. Building Corporate U • Work with Management to craft a long term vision and mission • Link the proposed training strategy to corporate business strategy • Link Corporate University Model to training and OD Strategies • Decide on delivery methodology and facilities • Partner with training vendors and universities for maximum results • Prepare a funding strategy and budget • Branding Your Corporate University
  • 34. Delivery Methodology • Classroom Training with Instructors Classroom or Auditorium • One-on-One Tutorial Classroom or Meeting Room • Lecture and Demonstration Classroom or auditorium • Action Learning Classroom, Meeting Room and Workplace • Simulations Classroom or Technical Center, Computer Lab • Sharing from Community of Practice Auditorium
  • 35. Delivery Methodology • E-Learning, Facilitated Computer Lab or Meeting room • E-Learning, Self-Paced Computer Lab, Home, any where • Blended Learning Class room , Computer Lab, Meeting room • Mobile Learning Any where • Internet Research and learning Any where
  • 36. Shared Services Infrastructure • Enterprise-wide LMS and LCMS infrastructure. • Curriculum definition and instructional design. • Content development across all media. • Documentation fulfillment. • Instructor training and delivery (both face-to-face and virtual). • Learning administration and 24x7 help desk. • Sourcing and vendor management.
  • 37. Learning scope  Enterprise learning strategy  Development of new learning/redesign or retirement of existing learning  Design control for learning  Enterprise learning budget  Enterprise metrics and measures
  • 38. Building Corporate U • Work with Management to craft a long term vision and mission • Link the proposed training strategy to corporate business strategy • Link Corporate University Model to training and OD Strategies • Decide on your delivery methodology and facilities • Partner with internal experts, training vendors and universities for maximum results • Prepare a funding strategy and budget • Branding Your Corporate University
  • 39. Experts and Vendors • Internal Experts – transfer their tacit knowledge to training. Using instruction designers to assist them • Internal Trainers – deliver skills and knowledge from internal trainers to employees • Training Providers – engage external training providers to deliver much needed training • Consultants – partner with consultants with expertise to deliver results via coaching and consulting • Colleges and Universities – engage well known education institution for modular learning like mini MBA or collaborative Diploma Programs
  • 40. Building Corporate U • Work with Management to craft a long term vision and mission • Link the proposed training strategy to corporate business strategy • Link Corporate University Model to training and OD Strategies • Decide on your delivery methodology and facilities • Partner with internal experts, training vendors and universities for maximum results • Prepare a funding strategy and budget • Branding Your Corporate University
  • 41. Funding 1. Federal and Network • Federal Funding for Admin U and OD Consulting Center • Department Funding for Academy • Employee Development : 1% from total employee Salaries 2. Centralized Funding 3. Decentralized
  • 42. Budget • Facilities • Admin • Course Materials • Learning Management System • Video Production • Bandwidth • Software • Multimedia Lab
  • 43. Building Corporate U • Work with Management to craft a long term vision and mission • Link the proposed training strategy to corporate business strategy • Link Corporate University Model to training and OD Strategies • Decide on your delivery methodology and facilities • Partner with internal experts, training vendors and universities for maximum results • Prepare a funding strategy and budget • Branding Your Corporate University
  • 44. Branding • Training Materials. color and design standards, Power Point presentations, graphics. • Logo and symbols • Stationary • Dress code for trainers • Office design and color • Marketing Materials • Learning and Career Fair Exhibition Materials
  • 45. Contents Background Building Implementation Readiness Related Work Experience
  • 46. Implement Corporate U • Define the scope and deliverables • Develop and implement the product and services • Monitor the progress and communication • Continuous Review and Promotion
  • 47. QUICK WIN • Annual business strategies to get quick results through action learning • Department’s KPI to drive action learning • Leadership Programs for HiPO • Corporate Onboarding Programs • Train the trainer for high impact delivery Using Facilitation, multi-sensory and adult learning principles to make training and learning interesting and practical.
  • 48. Developmental Phases 52 Process Improvement 0 6 month 12 month 18th Month 24th Month Creativity TWI ProductivityProfitDev Lean Culture Training Career Dev Soft Skills Competency Structure Culture Team Engagement Leadership KPI Strategy Coaching Talent Mgn Customers
  • 49. Contents Background Building Implementation Readiness Related Work Experience
  • 50. Readiness Survey • Learning Function Readiness • Organization Growth Readiness
  • 51. Organization Growth Readiness
  • 52. Results  Strategy  Execution  Culture  Structure  Talent  Leadership  Innovation  M&A Total Return to Shareholders 943% (Winners) vs 62% (losers) Sales 413% (Winners) vs 83% (losers) Operating Income 326% (Winners) vs 22% (losers) Return on Invested Capital (%) +5.45% (Winners) vs -8.52% (losers) Engagement Talent Productivity Profit
  • 53. Background The Evergreen Project 200 well-established management practices within 160 companies over a 10-year period (1986-1996) Prof Nirtin Nohria from Harvard Business School has pointed out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance. Engagement Talent Productivity Profit
  • 54. Strategy
  • 55. Execution
  • 56. Culture
  • 57. Structure
  • 58. Innovation
  • 59. Talent
  • 60. Leadership
  • 61. Merger and Acquisition
  • 62. Corporate University Readiness
  • 63. Learning Function 1 General Management • Organization Design • Funding • Strategic Planning • Goal Alignment • Investment Priority • Competency Management • Measurement • L&D Staff Selection and Development
  • 64. Learning Function 2 Relationship Management • Communicating Values • Needs Assessment • Internal Marketing • Cross Functional Partnering • Branding • Clients Partnering
  • 65. Learning Function 3 Operational Efficiency • Content Design • Administrative Process Efficiency • Contents Portfolio Management • Channel Management • L&D Sourcing • Vendor Partnering and Management
  • 66. Learning Function 4 Leadership Development • Talent Pipeline Segmentation • Onboarding • High Potential Identification • Leadership Development Programs • Succession Management • Leaders as Teachers • Transition Management • Executive Coaching
  • 67. Learning Function 5 Service Delivery • Manager Led Development • Coaching and Mentoring • Experience Based Delivery • Individualized Development Plan • E-Learning • Peer to peer Learning
  • 68. Learning Function 6 Systems and Infrastructure • Learning Technology Architecture • In the moment performance support systems • Knowledge Management Systems • Learning Portal • Performance Management and Development Planning Systems
  • 69. Contents Background Building Implementation Readiness Related Work Experience
  • 70. 74 Presenting Asia Learning Strategies
  • 71. US: PayPal Global OD Planning
  • 72. 78 Organization Strategies - Business Sustainability
  • 73. 80High Performance Model Process Development Organisation Development Talent Development Productivity Profit Talent Culture Strategy Management Corporate Culture Effective Org Structure Talent and Leadership Productivity Innovation
  • 74. 81 Facilitating Corporate Strategies
  • 75. Strategy Communication Forum 2010 Jun 24
  • 76. 83 PURPOSE Enhance Value To Our Stakeholders MISSION To Support The Vision CRITICAL SUCCESS FACTORS Big Few Things DEFINE STRETCH GOALS Key Metrics STRUCTURE TREE DEVELOPMENT SET STRATEGIES 2nd meeting (7 MAY) Strategies to meet Critical Success Factor /Goals STRATEGIES REVIEW / BUY OFF 3rd Meeting (15 & 22 May) Senior Manager’s to review/buy off 2nd meeting outcome DEFINE ACTIVITIES & TACTICS Departmental Level - Key Actions To Be Executed MEASURES & TARGETS & SPONSOR / LEADER Departmental Metrics VS Key Actions FINAL REVIEW 4th Meeting (~ 1mth later) Full Structure Tree Review VISION To Support Our Purpose 1st Meeting (30 Apr) WE ARE HERE
  • 77. Malaysia: Strategy Planning
  • 78. Strategy Communication Forum 2010 Jun 24
  • 79. 86 Talent Management
  • 80. 87 Identification and Review Development Evaluation Talent Management Pool Flow
  • 81. Identifying Our Best Leaders: Calibrating Talent on the Performance to Potential (P2P) Matrix HIGHLY PROMOTABLE Agile, promotable, a track record of success High Potential EXPANDABLE Complexity, impact and scope of role can expand High Potential UNDER-PERFORMING Mismatched to position or role has outgrown individual Skill Alley? EXPANDABLE Complexity, impact and scope of role can expand High Professional WELL PLACED Well-suited for growth in current role UNDER-PERFORMING Mismatched to position or role has outgrown individual Skill Alley? WELL PLACED Well-suited for growth in current role WELL PLACED Well-suited for growth in current role Blocker? UNDER-PERFORMING Mismatched to position or role has outgrown individual Act Now! Potential HighMediumLow Does Not Meet Meets Some - Meets Exceeds Some - Exceeds Most Performance
  • 82. 89
  • 83. 90 TALENT POOL PROFILE
  • 84. 91 INTERNAL TRAININGS (Proposed for Talent Pool Management Candidates) Course Title Day Hours Manager/SecMgr Executive Engineer Superitenden Supervisor Technician SupportStaff Operator/L/Leader 2009-Jul 2009-Aug 2009-Sep 2009-Oct 2009-Nov 2009-Dec 2010-Jan 2010-Feb 2010-Mar 2010-Apr 2010-May 2010-Jun Positive Confrontation 1 8 18 19 7 8 19 21 Decision Making 1 8 14 3 27 15 17 Getting the right Customer Service Mindset 1 8 19 Effective Handling of Challenging Customers 2 16 18-19 Effective Meetings & Writing Minutes 2 16 24-25 Power Communication Presentation Skills 2 16 7-8 Negotiation Skills 2 16 16-17 Project Management 2 16 17-18 TARGET AUDIENCE SCHEDULE FOR 09/10 Others Trg : Supervisory trg Leadership trg Internet trg
  • 85. 92 Leadership Development
  • 86. New Senior Leadership Development • Annual Strategy Planning and Review • Review of Organization Effectiveness • Management Benchmarking of Self Director Work Team • Team Building for Senior Leadership Team
  • 87. Zenger Miller Leadership Program • Zenger Miller Frontline Leadership • Zenger Miller Leadership 2000 • Zenger Miller Working Program
  • 88. PayPal Global Leadership Fundamentals Programme 2011 Session Classroom Self-Directed Competencies 1 • Leadership • Social Styles • Career Inventory • Listening • Business Value Link • Personal Board of Directors • Personal Development Plan • Practice Generous Listening • HMM: Presentation Skills • Self Knowledge • Business Acumen • Action Oriented • Listening 2 • Business Value Link • Values & Behaviors • Facilitation • Motivation in Practice • Facilitate Team Learning & Daily Stand Up • 1:1 for Facilitation Feedback • HMM: Difficult Interactions • HMM: Change Management • Presentation Skills • Motivating Others • Ethics & Values • Integrity & Trust 3 • Change Management • Feedback • Coaching • Managing Conflict • Conduct 2 1:1 sessions (if appropriate) • HMM: Team Management • Dealing with Ambiguity • Conflict Management • Developing Direct Reports & Others 4 • Effective Teams • Final Presentations to Management • Contingency Placement arranged by manager (if appropriate) • Building Effective Teams • Presentation Skills 95
  • 89. 97 Graduate Trainee Program
  • 90. Objectives 98 The 6-months Graduate Engineer Program is tailored for Fresh Engineering Graduates with the intention of developing a well- rounded Engineers through structured training approach.
  • 91. 99 Engineer Graduates Development Program Model Assessment Area specific familiarization FOL / EOL / TEST / QA / CTC2nd mth Attachment Attachment Recruitment /Selection FOL EOL Test 5 days 5 days Induction 10 days 2 days3 Attachment: Depending on the dept e.g. Engineering, CTC & QA 3rd mth 4th – 6th mth Mid-point assessment Project Assignment Graduation *Final Review & Assessment 1. Include the FLE training e.g. inspection, MOP, etc. 2. Mid-point assessment to check the progress e.g. feedbacks. 3. Evaluation by candidate for further improvement. 1st mthFamiliarization QA/CTC/IT 5 days
  • 92. 100 Lean Development
  • 93. Secretariat IC Power QA Material Various LEAN Project Teams CSIC/AP/MLP/MF Steering Comm. Level Council Level Working Comm. Level Teams 2nd 3rd 4th 1st Department Working Committees (Include Value Stream Champion meeting) Structure To Support Lean M-site council Leader: TL SOO S-site Council Leader: CS Lim Steering Comm. Leader: SW WOO Test council Leader: WT CHIM Once a month
  • 94. Lean Leadership Development • Learning of Key Focus: Lean, Factory Physics • Lean Manufacturing Training • Lean Business Challenges and Projects • Lean Council Meeting
  • 95. Change Management
  • 96. Wave 1 •Lean overview •Value Stream Mapping •Set-up Reduction •5S •Change Management Wave 2 • Visual Management • Standardized Work • Error Proofing • Handling Resistance LEAN IMPLEMENTATION IN CARSEM • Factory will be more Visual & Organize • Reduced set-up time • Factory will have less error • Work will be more standardize/repeatable Wave 3 • Material Control (Kanban) • Total Production Mgt (TPM) • Overall Engineering Efficiency (OEE) • Performance Measurement • Introduce pull mechanism through Kanban • Working with lower level of inventory • Improve equipment OEE Wave 4 • Theory of constraints • Lay-out optimization • IT Tools • Lean Diagnostics • Further strengthen the whole Value Stream Map after the 3 waves project. • Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping) • Lean lay-out
  • 97. 106 Organization Design
  • 98. Reorganization Considerations 1. General Structure Overview 2. Reporting Levels Improve communication 3. Span of control Expand of responsibilities 4. Departmentalization Consolidation 4. Decentralization/Centralization Control of Decisions 5. Abnormality Unusual Occurance
  • 99. 108 Onboarding
  • 100. Overview of Global Supervisor Onboarding Training Plan Confidential & Proprietary 109 External Hire Supervisors (90 Day Programme) Internally Promoted Supervisors (60 Day Programme) Company Induction & Product Training Supervisor Training & Job Shadowing 30 Day Product Training Checkpoint Recruited using the Assessment Centre Model Prior completion of the Introduction to People Management Programme 30 Days 60 Days 60 Training Checkpoint On the Job Training and Support 90 Day Training Checkpoint 90 Days Supervisor Training & Job Shadowing On the Job Training and Support 30 Day Training Checkpoint 60 Day Training Checkpoint 30 Days 60 Days Final Sign Off As In Role Supervisor Final Sign Off As In Role Supervisor
  • 101. 110 Career Development
  • 102. Career Development Identifying Career Path to Motivate and Retain High Potential Employees HREC 8th Annual Talent Management & Leadership Dev The 8th Annual Conference on TALENT MANAGEMENT & LEADERSHIP DEVELOPMENT HREC 人才管理与领导力发展年会 Beijing, Rosedale Hotel 2012 23rd-25th, October Beijing 明确职业发展路径是激励和留 用高潜力员工的助推器 Laurence Yap Sr. Manager of Org Dev & Training
  • 103. 7 Phases for Employees 1. Understanding Career Development了解职业发展 2. Assessing yourselves 评估自己 3. Exploring Options 探索选项 4. Discussing with Managers 与经理讨论 5. Formulating Development Plan 制定发展计划 6. Learning and Developing 学习与发展 7. Evaluating Progress 评估进展情况 • HREC 8th Annual Talent Management & Leadership Dev
  • 104. 115 HRD Strategies
  • 105. Nine Strategies Focus on Performance Solution Align to Corporate Objectives Broadening Learning Activities Building Employee Branding Invest in Strategic Learning Leverage on our intellectual capital Partnership with Different Business Unit Cultivate Values and Positive Culture Speed up knowledge transfer
  • 106. Lean Quality People Engagement Quality Program (Engineer) OPL Operator Quality (OD effort) TSDC Training Method (TWI-Operator and Department) Lean Manufacturing Phase 1 (AMC) Lean Supply Chain Lean Manufacturing Phase 2 Lean Culture (Prod Floor) Executive Development (Nexus) The Leadership Challenge (Pace Learning) Supervisory Development (Focus Learning) Business Skills (Intuitive Sdn Bhd)
  • 107. 119 Annual Employee Survey: Exceed Expectation in Training Effectiveness 83%
  • 108. Training Organization satisfaction rate  About 80% of respondents are satisfied with Training offered in Carsem % 85.06 82.65 82.09 82.33 83.53 81.12 40.00 45.00 50.00 55.00 60.00 65.00 70.00 75.00 80.00 85.00 90.00 Orientation and induction program Adequate effectiveness of training opportunities Equipment and facilities in training room Teaching materials and aids Trainers' behaviour and attitude Multimedia training adequate and effective %
  • 109. 121 Comments from Supervisors and Stakeholders
  • 110. First Solar – HR VP (US) • Since joining First Solar, Laurence took on leadership of our Malaysian site as well as APAC regional coverage for Training and OD. He did a phenomenal job managing the programs through a successful transition of the function. He provided tremendous support organizationally to both the HR and training departments and assisted a number of our functional leaders on key OD projects. • I highly recommend Laurence to anyone looking to improve their training and organizational development programs. He has deep knowledge and expertise on OD and training matters and has the ability to work independently yet collaboratively to improve company processes. • Matthew Dills (ex-supervisor)
  • 111. PayPal Senior Managers (China) • Laurence has the substantial experiences in Learning & Organization Development area. Laurence's facilitation skills in Leadership Development programs impressed me the most. He is also good at social network building... I believe Laurence is a great facilitator, executive coach and OD expert. • Norman Song, Sr Manager L&OD EBay
  • 112. PayPal HR Business Partner (MY) • Laurence Yap has a natural flair and genuine interest in helping employees and friends alike to gain new skills in raising the bar of their level of competencies. His energy and passion are admirable, and participants in his training and facilitation find him impressive. Some of his expertise are :- A. Great interactions with all levels of employees B. Excellent results and feedback from people managers of all levels C. Leadership feedback and value added function D. Good networking skills E. OD and talent management competencies F. Sharp business acumen Overall a great asset to the company and proactive team-player. • Steve Teoh PayPal HRBP
  • 113. Carsem VP of Manufacturing (MY) • I found Laurence to be very creative and appeared to have a vast network of connections in several industries to pull information and get necessary support when needed. • His ability to execute well was very clear, I found him to be very hard working and diligently in completing several key tasks. He offers great idea’s on training content and delivery techniques and I learned much from our many interactions. • Iain Mickle (ex stakeholder)
  • 114. Pfizer Senior Director of APAC (MY) • “I never cease to be amazed by Laurence's passion for his work, energy and selflessness. He is a true believer of organizational development and is constantly looking into new ways to support the organization and colleagues whilst developing himself at the same time. He builds rapport easily with all levels of people and treats everyone with respect. He is a respected leader, a trusted colleague and an asset to any organization that he works with.” October 8, 2009 • Malini Tharumalingam (ex-supervisor)
  • 115. 127