Training Strategy ppt

Slide 1: Company LOGO Strategy Planning Training Department Mydin Mohammed Holding Berhad

Slide 2: Process Flow • Practical Vision • Underlying Constraint • Strategic Directions • Systematic Actions • Implementation Timeline

Slide 3: Vision: Definition • A mental picture of what the organization should look like in the future

Slide 4: New Definition of Mission • To assist in increasing the effectiveness and efficiency of all individuals in Mydin Mohamed Holdings Bhd. • Our measures of success is based on the improvement of job behaviors, job performance, problem solved, cost savings to organization, product quantity, product quality, lower absenteeism, lower turnover and customer satisfaction of the training we provide,

Slide 5: Objective • Transform organization to achieve performance effectiveness • Create a joyful and meaningful workplace.

Slide 6: Old Definition of Mission • To provide all types of training support services to all employees • Our measures of success is based on – Hours of training – Persons trained – Classes delivered – Media Produced – Instructional objectives accomplished – Course catalogs

Slide 7: Transformation Traditional Training Performance Driven (refer to HPI Model)

Slide 8: Comparison • Sample Mission statement • Measures of success • Origin of performance problems • Audience served • Relationship with organizational goals • Perception of others • Staff skills required • Potential survival in difficult times

Slide 9: Roles Past Trainer Future: Facilitator (Process control) Consultant (Provide answer) Trainer (Skills, attitudes, knowledge)

Slide 10: Skills Required  Consulting  Needs assessment  Needs analysis  Data collection  System Design  Long range planning  Cost-benefit planning  Evaluation  Research  Learning  Facilitation  Training

Slide 11: Training skills • Delivering Training • Creating lesson plans • Media Production • Department Budgeting • Course Scheduling • Coordinating events • Developing survey, questionnaires • Manage external vendors or trainers

Slide 12: Old Relationship with Organization • Support function • Cost center • Little relationship exists between dept activities and organizational goals

Slide 13: New Relationships • Proactive Function • Profit Center • Documented savings related to waste, turnover, defects, and downtime • A high relationship exists with organizational goals

Slide 14: Traditional Training Function • Indirect link to organizational bottom line • Lack of management support • No relation to other organizational Initiative • Lack of respect and credibility

Slide 15: Strategic Direction Learning Organization that encompasses:  Improving organizational learning capabilities  Facilitating organization development or reengineering  Building team based workforce to enhance productivity  Cultivating world class customer care  Upgrading operational excellence  Building, expanding and manage knowledge

Slide 16: Company LOGO Improving organizational learning capabilities

Slide 17: Organizational Learning • Focus on training and learning • Training and learning must be fun, practical and interactive • Exploring new ways of training and learning methods such as Multisensory, NLP, Visual/Music/Multimedia, Dialogue, Facilitative and etc

Slide 18: Learning • Widening learning channels such as accessing to internet, resource library, audio visual • Hold in house seminar, conference and workshop to improve convergence and divergence of knowledge • Encourage Team Learning (training department)

Slide 19: Prioritize Training Course Focus on the foundation for first year – Customer Care – Retail Training – Housekeeping – Merchandizing Display – English – Supervisor Development – Team Development – HR competency training

Slide 20: What we do now • Conduct fundamental training • Setting up team learning • Applying facilitative and multi-sensory training

Slide 21: What can we do further? • Exploring latest training methodology • Widening learning opportunities such as Certificate Program

Slide 22: Company LOGO Facilitating organization development or reengineering

Slide 23: Organization Development/Reengineering • Function as Process facilitator • Using various facilitator tools such as – HPE: Performance – FishBone – 5 Why – Flow Chart – Run Chart • Needed for fundamental change due to outdated organization system (;policies, roles and responsibilities etc)

Slide 24: What are we doing now? • Renovation – mental rehearsal – Nesan/Laurence • Store clearance – Nesan/Laurence • Price Change - Laurence • Energy level of Cashier – Guna/Zaidi/Laurence • Motivational level of employees • Collecting problems facing by employees through customer service training- Trg Dept

Slide 25: JMI: Our first client of Consultancy • Conduct field study and consulting on JMI from 15th Sept onward (45 days) • Informed Zaidi, the branch manager of JMI. Areas to look into: – Redesigning jobs or work tasks – Improving information flow – Improving feedback to performer – Improving OJT (on job or off job training) – Using structure practice (OA2) – Improving tools and equipment – Using job or performance aids – Improving reward systems

Slide 26: What can we do further? • Facilitating the final project management by doing mental rehearsal for Hypermarket • GAMES for Hypermarket • Examine the organization system of SUBANG • Doing organization studies of SKE and other branches • Move into troubled branches to find root course and solutions • Initial projects to rescue critical area of Mydin

Slide 27: Things to remember • Water and stone • Human psychology • Positive orientated • Ambience • Beware of people

Slide 28: Company LOGO Building team based workforce to enhance productivity

Slide 29: Building team based workforce • Organize Group to become Team • Train team to be Self Directed Work Team (SDWT) or Self Managed Team (SMT) • The move will revolutionize the industrial practice of retail industry • Implement in MNC Manufacturing such as AMD, Nestle and Komag in Malaysia

Slide 30: What is SDWT? • Empower to make decisions • Know each other jobs • Supervisors act as facilitator • Accountable for work group • Facilitator, team leader and team member

Slide 31: Skills needed 1/2 • Leadership • Communication • Interpersonal • Group problem Solving • Peer Coaching and feedback • Consensus decision making • Conflict management • Project management

Slide 32: Skills Needed -2/ 2 • Team dynamics • Process Improvement

Slide 33: Change of Perception of Team Members • Accept change • Try new things • Take on more responsibilties • Held accountable • Take actions • Act in the best interest of team • Take risks • Be open minded

Slide 34: Experiment on JMI • Halid • 8 45 am • 15 people • Daily meeting and discussion • Rest 30 minutes in afternoon • Scram

Slide 35: Agenda of Meetings • Motivation sharing • Improvement projects • Group and individual appraisal • Problems and solutions sharing • Ways to increase sales and customer base • Ways to upgrade customer service, grooming housekeeping and mechanizing • Get to know each other activities • Training

Slide 36: Company LOGO Cultivating world class customer care

Slide 37: Customer Care Driven • Customer Care • Complete JMI’s Training • Still no positive results. It proves my hypothesis is right. It is the organizational system (80%) that contribute to the “indifferent” of customer service

Slide 38: What are we doing now? • Completed customer care training at H=JMI within six week time • Completed the manual writing (Farha) • Training at Malacca (5th-13th Sept)

Slide 39: What can we do further? • Weekly focus – Floor Meeting, Daily Briefing • Competition • Poster • Customer Survey form • Remember customer names • Field study on JMI Organization System – Manpower, Roles and responsibilities, Leadership style etc… .

Slide 40: Operasi Akar 2 • Operational excellency driven – Nesan • 360 degree feedback for Leadership style • Set up Ground Rules of Human Relationships

Slide 41: Company LOGO Upgrading operational excellence

Slide 42: Operational Excellency Driven • Implement housekeeping and mechanizing display

Slide 43: What do we do now? • Training an audit SKE • Begin training at JMI

Slide 44: Company LOGO Building, expanding and manage knowledge

Slide 45: Knowledge Management • E Learning • Internet Strategy • Portal Information • Community of Expert • Best Practice/Lesson-Learned Sharing • Enlarge learning channels

Slide 46: E Learning • Build learning module online for managers and executives to learn • Incorporating LMS into our recording system • Experimenting short and practical topic such as: – 10 minutes learning on effective email writing – 10 minutes learning on vendor negotiation – 10 minutes learning on English for customer service

Slide 47: Internet Strategy • Search information for competitive edge • Teach internet search strategy • Formulate internet user policy to draw boundaries of surfing and searching • Train buyers, HR, branch executive etc. • Create directory search for relevant departments

Slide 48: Portal Information • Put up useful information on training department • Provide a online suggestion and feedback format

Slide 49: Community of Expert • Gather expert for sharing knowledge • Collect list of skills, knowledge, hobbies and achievement of every employees • Have info exchange session • Do benchmarking tours

Slide 50: Best Practice/Lesson-Learned Sharing  Invite experts to share such as Victor and Halim  Facilitate the session to have tangible outcome

Slide 51: Enlarge learning channels  Access to Public Library  Access to Magazines  Access to Internet  Access to books (RM 300)

Slide 52: What do we do now?  Facilitate Halim’s session  Gather the list of skills from HR personnel  Doing some studies on LMS and e module

Slide 53: What can we do further? • Have web presence at intranet (Oct) • Put up e Module online (Nov)

Slide 54: Who do what? • List down our expertise • Take one strategy direction to champion • Teach internet search to access info • Master learning skills • Master facilitation skills • Master training skills • Set up self manage team for ourselve • Team learning on workbook

Slide 55: Next • Have weekly meeting • Have weekly strategy discussion to generate action plan • Have weekly training