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Strategies of
Learning and OD
(HR Development)
HRM/ HRD
• HRM deals with the day to day operations of the
human resources department.
bus. law, compensation, employee re...
HRM/ HRD
• HRD is more proactive; it copes with the changing needs of the
people as well as anticipate these needs and HRD...
Workscope
• HRD =
Developmental
• HR =
Operational
Job Scope
HRD Nine Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning Activities
Building Em...
•Organization Development
Specialist – Succession Plannin
•Performance Consultant
•Facilitator
•Frontline Employee
Develop...
Consequences of Attachment
• HRM - HR Functions - constraints
• COO – Operational Strategies
• CEO – Business Strategies
Workscope
• HRD =
Developmental
• HR =
Operational
Job Scope
HRD
Department
Structure
HRD
Training
Administration
Human Capital
Frontline
Employee
Technical Skills
Development
OD
Lean
Strategies
1. Corporate Strategies – Formula 4 + 2
2. Improving operation execution
2. Business Acumen
3. Org Talent and l...
1 The Evergreen
Project 4+2
The Evergreen Project
• A careful examination of more
than 200 well-established
management practices within 160
companies ...
Results (10 Years)
• Total Return to Shareholders
943% (Winners) vs 62% (losers)
• Sales
413% (Winners) vs 83% (losers)
• ...
Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.
2. Execution: develop and maintain fl...
Minors - 4 Factors
Master two of the four secondary management
practices:
(i) Talent: hold on to talented employees and fi...
2 Improving
Operational
Execution
A Supply Chain
Current
Consult
Chew
B Six Sigma
Quality
sharon
Action L
C Lean
Vsm
One Tool
Lean M
QPP
D Benchmarking
3 Business
Acumen
• Business acumen is
an understanding of
what it takes for a
company to make
money.
• financial literacy
• business strate...
Cutomize
Ex-CEO
One L
4 OrgTalent
Analyze Organizational Talent Needs
slt
Building Leadership Behaviors
5 Employee
Engagement
29%
62%
19%
WIFI model:
Well-being
Information
Fairness
Involvement
Engagement Culture
Strength based Leadership
Coaching and Mentoring employees
Caring & Appreciation
Create No Fear environment
Leadership Phi...
Moving Forward
…Thank You
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
Training and Organization Developlemt Division
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Training and Organization Developlemt Division

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2011 Plan, Roles and Responsibilities

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Transcript of "Training and Organization Developlemt Division "

  1. 1. Strategies of Learning and OD (HR Development)
  2. 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. 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. 4. Workscope • HRD = Developmental • HR = Operational Job Scope
  5. 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. 6. •Organization Development Specialist – Succession Plannin •Performance Consultant •Facilitator •Frontline Employee Developers •Knowledge Management •Nano Learning •Learning Specialist •Organization change thru Lean Manufacturing
  7. 7. Consequences of Attachment • HRM - HR Functions - constraints • COO – Operational Strategies • CEO – Business Strategies
  8. 8. Workscope • HRD = Developmental • HR = Operational Job Scope
  9. 9. HRD Department Structure HRD Training Administration Human Capital Frontline Employee Technical Skills Development OD Lean
  10. 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. 11. 1 The Evergreen Project 4+2
  12. 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. 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. 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. 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. 16. 2 Improving Operational Execution
  17. 17. A Supply Chain Current Consult Chew
  18. 18. B Six Sigma Quality sharon Action L
  19. 19. C Lean Vsm One Tool Lean M QPP
  20. 20. D Benchmarking
  21. 21. 3 Business Acumen
  22. 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. 23. Cutomize Ex-CEO One L
  24. 24. 4 OrgTalent
  25. 25. Analyze Organizational Talent Needs
  26. 26. slt
  27. 27. Building Leadership Behaviors
  28. 28. 5 Employee Engagement
  29. 29. 29% 62% 19%
  30. 30. WIFI model: Well-being Information Fairness Involvement Engagement Culture
  31. 31. Strength based Leadership Coaching and Mentoring employees Caring & Appreciation Create No Fear environment Leadership Philosophy
  32. 32. Moving Forward
  33. 33. …Thank You
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