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Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
Training Department Strategies and Structure
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Training Department Strategies and Structure

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2008

2008

Published in: Business, Education
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  • 1. HRD Department Dev 2007/8 Plan
  • 2. High Performance Model Learning: change Collaborating: speed Teaching: Growth Learning Informal learning formal learning Teaching Management becomes trainers Groom internal employees as trainers Collaborating Network to customers and vendors Cross Function Team Community of Practices Profit Employee Supplier
  • 3. Agenda 1. Vision and Mission 2. Department Structure 3. Learning Focus 4. Strategies 6. HRD Development 5. New Approaches
  • 4. Vision and Mission Vision Mission
  • 5. Branding Learning to Compete Professional Innovation Global
  • 6. HRD Current Needs
  • 7. Needs <ul><li>Eliminate waste and standardization – Lean Manufacturing </li></ul><ul><li>Create motivation workforce -Leadership Development for Supervisors and Leaders </li></ul><ul><li>Speed up knowledge transfer to promote alternate learning: internet, book, nano learning, seminar, benchmarking </li></ul><ul><li>Improve organizational effectiveness through OD activities </li></ul><ul><li>Improve SKA of employees through various training courses </li></ul><ul><li>Equip for organization transformation by improving the capabilities of HRD </li></ul>
  • 8. HRD Strategies and Activities
  • 9. Factors that Promote Learning <ul><li>Anthony Dibella (2001) </li></ul><ul><li>Scanning imperative </li></ul><ul><li>Performance Gap </li></ul><ul><li>Concern for measurement </li></ul><ul><li>Organization curiosity </li></ul><ul><li>Climate of openness </li></ul><ul><li>Continuous Education </li></ul><ul><li>Operational variety </li></ul><ul><li>Multiple advocates </li></ul><ul><li>Involved leadership </li></ul><ul><li>System Perspective </li></ul>
  • 10. 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
  • 11. HRD Department Structure
  • 12. Learning Focus Focus HRD Management Dev Technical and Quality Dev Lean Academy Engineering Dev OD: Succession Planning & Values E-Learning Nano Learning For Frontline Employee Employee Dev Center for Resource Group Dev Informal Learning
  • 13. HRD Organization Development
  • 14. Scope <ul><li>The fundamental of OD is developing capacity to realize and achieve organization aims </li></ul><ul><li>Developing capacity require learning of new skills, pattern of communication, knowledge and attitudes </li></ul><ul><li>To change organization culture, we need to learn new values or assumption, to design new system and structure – to change behavior, change the rules </li></ul>
  • 15. Organization Development <ul><li>Corporate Values </li></ul><ul><li>Leadership Development </li></ul><ul><li>Performance Consulting </li></ul><ul><li>Facilitate Meetings </li></ul><ul><li>Succession Planning </li></ul><ul><li>Lean Process Improvement </li></ul>
  • 16.  
  • 17. Team Approach
  • 18. Best Practices
  • 19. Leadership Development
  • 20.  
  • 21. Succession Planning
  • 22. Cultural Changes
  • 23. Competency Model at IBM
  • 24. Defining Learning Services
  • 25. Informal Learning
  • 26. Learning Management System
  • 27. Nano Learning Posters: 15 Minutes
  • 28. Asset Based Thinking
  • 29. Benchmarking
  • 30. Training Center HRD Global Learning Center TSDC Carsem Business School Center of Excellent Carsem U Carsem Multimedia Studio Training Center
  • 31. HRD Development
  • 32. Staff Development <ul><li>Training Management Competency (one day a month: Mc Grew Hill; ASTD) </li></ul><ul><li>Consulting Skills </li></ul><ul><li>Human Performance Consulting </li></ul><ul><li>Lean Academy </li></ul><ul><li>Internet Research </li></ul><ul><li>Performance Communication </li></ul><ul><li>Leadership Skills </li></ul><ul><li>Organizing and Managing </li></ul><ul><li>Training Delivery Skills </li></ul><ul><li>Soft skills for Instructors </li></ul><ul><li>Benchmarking </li></ul><ul><li>HRD Conferences (4 times a year) </li></ul>
  • 33. Internal Changes <ul><li>Restructure Department Structure </li></ul><ul><li>Job Rotation </li></ul><ul><li>Branding </li></ul><ul><li>Establish various Training Centers </li></ul><ul><li>(GLC, CoE, Carsem U etc) </li></ul><ul><li>External Consultants (AMD, Intel & Aiesec) </li></ul><ul><li>Team Learning </li></ul><ul><li>Matrix Organization </li></ul><ul><li>Sculpture/Media/Model center </li></ul><ul><li>Intranet </li></ul>

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