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Training and Organization Developlemt Division

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2011 Plan, Roles and Responsibilities

2011 Plan, Roles and Responsibilities

Published in: Business

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  • 1. Strategies of Learning and OD (HR Development)
  • 2. HRM/ HRD • HRM deals with the day to day operations of the human resources department. bus. law, compensation, employee relations, benefits, and medical etc. • HRD : Human Resource Development deals with the training and the developmental aspect of employees. Most HRD curriculum include classes like T & D, organizational dev., industrial psy.
  • 3. HRM/ HRD • HRD is more proactive; it copes with the changing needs of the people as well as anticipate these needs and HRD is function more independent with separate roles to play. • HRD is sub-system of a large system, more organizational oriented and HRD is function more independent with separate roles to play. • HRD is continuous process and HRM is a routine and administrative function. • •HRD is involvement of the entire work force from top to bottom is more and a must in most of the cases and HRM is basically the responsibilities of the HR department.
  • 4. Workscope • HRD = Developmental • HR = Operational Job Scope
  • 5. HRD 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
  • 6. •Organization Development Specialist – Succession Plannin •Performance Consultant •Facilitator •Frontline Employee Developers •Knowledge Management •Nano Learning •Learning Specialist •Organization change thru Lean Manufacturing
  • 7. Consequences of Attachment • HRM - HR Functions - constraints • COO – Operational Strategies • CEO – Business Strategies
  • 8. Workscope • HRD = Developmental • HR = Operational Job Scope
  • 9. HRD Department Structure HRD Training Administration Human Capital Frontline Employee Technical Skills Development OD Lean
  • 10. Strategies 1. Corporate Strategies – Formula 4 + 2 2. Improving operation execution 2. Business Acumen 3. Org Talent and leadership behaviours 4. Employee Engagement
  • 11. 1 The Evergreen Project 4+2
  • 12. The Evergreen Project • A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996). • The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.
  • 13. Results (10 Years) • 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)
  • 14. Major 4 Factors 1. Strategy: devise and maintain a clearly stated, focused strategy. 2. Execution: develop and maintain flawless operational execution. 3. Culture: develop and maintain a performance- oriented culture. 4. Structure: build and maintain a fast, flexible, flat organization.
  • 15. Minors - 4 Factors Master two of the four secondary management practices: (i) Talent: hold on to talented employees and find more. (ii) Innovation: make industry-transforming innovations. (iii) Leadership: find leaders who are committed to the business and its people. (iv) Mergers and acquisitions: seek growth through mergers and partnerships
  • 16. 2 Improving Operational Execution
  • 17. A Supply Chain Current Consult Chew
  • 18. B Six Sigma Quality sharon Action L
  • 19. C Lean Vsm One Tool Lean M QPP
  • 20. D Benchmarking
  • 21. 3 Business Acumen
  • 22. • Business acumen is an understanding of what it takes for a company to make money. • financial literacy • business strategies • Marketing • Operation • supply Chain etc
  • 23. Cutomize Ex-CEO One L
  • 24. 4 OrgTalent
  • 25. Analyze Organizational Talent Needs
  • 26. slt
  • 27. Building Leadership Behaviors
  • 28. 5 Employee Engagement
  • 29. 29% 62% 19%
  • 30. WIFI model: Well-being Information Fairness Involvement Engagement Culture
  • 31. Strength based Leadership Coaching and Mentoring employees Caring & Appreciation Create No Fear environment Leadership Philosophy
  • 32. Moving Forward
  • 33. …Thank You

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