BridgeKnowle Conference - Managing Training & Development Workshop

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BridgeKnowle Conference - Managing Training & Development Workshop

  1. 1. http://totallyunrelatedrandomanddebatable.blogspot.com/ Managing Training & Development Function Main Slides Compilation Kenny Ong
  2. 2. http://totallyunrelatedrandomanddebatable.blogspot.com/ IMPORTANCE OF TRAINING FUNCTION IN HUMAN RESOURCE DEVELOPMENT IN YOUR ORGANIZATION
  3. 3. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro What is your objective?
  4. 4. http://totallyunrelatedrandomanddebatable.blogspot.com/ Managing Expectations • Exercise: Please note down one important item you want to learn or get out from this workshop
  5. 5. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro: How does it look like? In the old days of training… • Average training hours per staff • % of staff attending training • # of training programs • % of training programs conducted • Training needs analysis conducted • Competency models developed • Training budget as % of payroll What’s wrong with this picture?
  6. 6. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro: How does it look like? Moral of the story… 1. Innovation: – Business models – Products – Services 2. Market Leadership 3. Competitive differentiation Get the picture?
  7. 7. http://totallyunrelatedrandomanddebatable.blogspot.com/ The McPlaybook* Make it easy to eat • 50% drive-thru • Meals held in one hand Make it easy to prepare • High Turnover • Tasks simple to learn & repeat Make it quick • “Fast Food” • Tests new products for Cooking Times Make what customers want • Prowls market for new products • Monitored field tests *Adapted from: Businessweek , Februrary 5th 2007
  8. 8. http://totallyunrelatedrandomanddebatable.blogspot.com/ What is the Business Model? USP Market Discipline Profit Model •Google •Tata Nano
  9. 9. http://totallyunrelatedrandomanddebatable.blogspot.com/ Business Model: USP USP (How do I position my organization?) External Customer **Internal
  10. 10. http://totallyunrelatedrandomanddebatable.blogspot.com/ Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
  11. 11. http://totallyunrelatedrandomanddebatable.blogspot.com/ Market Discipline "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success Product Leadership Operational Excellence Customer Intimacy • Cost • Convenience • TCO • Features, Benefits • Limited Range • Solutions • Customization • Breadth & Depth
  12. 12. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro: Market Discipline "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success Product Leadership Operational Excellence Customer Intimacy •Air Asia •LV •Ramly
  13. 13. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Alignment & Consistency: Market Disciplines
  14. 14. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Strategy: Market Disciplines
  15. 15. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence • Competitive price • Error free, reliable • Fast (on demand) • Simple • Responsive • Consistent information for all • Transactional • 'Once and Done' Customer Intimacy • Management by Fact • Easy to do business with • Have it your way (customization) • Market segments of one • Proactive, flexible • Relationship and consultative selling • Cross selling Product Leadership • New, state of the art products or services • Risk takers • Meet volatile customer needs • Fast concept-to- counter • Never satisfied - obsolete own and competitors' products • Learning organization Alignment & Consistency: Disciplines, Priorities, and KPIs
  16. 16. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sample KPIs for Each Discipline Operational Excellence • Price • Selection • Convenience • Zero Defects • Growth Customer Intimacy • Customer Knowledge • Solutions Offered • Penetration • Customer Data • Customer-success focus Product Leadership • Marketing • Functionality • # of Successes • # of Failures • Learn from key users • Interdisciplinary teams • Pipeline
  17. 17. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Alignment & Consistency: Market Disciplines
  18. 18. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) Market Disciplines: Hardware HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009- 2011
  19. 19. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) Market Disciplines: Hardware Samsung well- balanced portfolio, mass customization ‘Locals’ super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2012- 2013
  20. 20. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) Market Disciplines: Technology Google well- balanced portfolio, mass customization Amazon super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2012- 2013
  21. 21. http://totallyunrelatedrandomanddebatable.blogspot.com/ Budgeting vs. Priorities Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer NPD Cycle Time Improve Edge Extensions Counter Competitor Innovation Acquire Profits Build momentum Sales Cash Flow Focused on ‘Breakthrough’ JV, In-source, Out- source Eliminate bottom 20% Improve Top 15% revenue-generating products ↓ R&D, ↑Sales Example: Business Situation vs. R&D Priorities
  22. 22. http://totallyunrelatedrandomanddebatable.blogspot.com/ Business Situations vs. HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Innovation/R&D Early wins Slow Down HR Costs Top Talent focus Sales, Sales, Sales Increase attrition Motivation
  23. 23. http://totallyunrelatedrandomanddebatable.blogspot.com/ Business Situations vs. HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition Motivation •Projects •Job Ads •Communication •F/L Manager Com. •Middle Management •Involvement (survey, suggestions) •Realistic Goals •Controllable KPIs (customer satisfaction, production)
  24. 24. http://totallyunrelatedrandomanddebatable.blogspot.com/ Problems for T&D 1. Malaysian Education system 2. Parents 3. Business short-term thinking 4. Punishing mistakes 5. Lack of career drive 6. T&D = HR 7. T&D ≠ Business 8. Comfort 9. Laziness as human nature 10.Underestimating process (habits) & overestimating events 11.Leaders 12.Not technology-ready 13.Pushed by Consultants 14.MNC case studies
  25. 25. http://totallyunrelatedrandomanddebatable.blogspot.com/ Mistakes Made 1. Decentralized T&D funds 2. Too focused on Training 3. No linkage with staff Performance gaps 4. Too focused on Weaknesses 5. Failed to differentiate Leaders vs. Specialists 6. Started too complex and too much 7. No modern learning 8. ISO as control system, not learning system 9. Failed to differentiate cultures of different business units 10.Directly incentivized project work 11.No S.P. for HODs 12.Hiring & Selection criteria didn’t contain ‘Learning Attitude’ 13.Too focused on soft skills
  26. 26. http://totallyunrelatedrandomanddebatable.blogspot.com/ ROLE OF TRAINING OFFICER OR TRAINING MANAGER
  27. 27. http://totallyunrelatedrandomanddebatable.blogspot.com/ Role of T&D ROLE Company Employees Leaders HRM
  28. 28. http://totallyunrelatedrandomanddebatable.blogspot.com/ Consulting Process and Deliverables Step 1: Data Turnover history & Exit Interviews Training Program input Employee Satisfaction Survey Q12 Staff Engagement Survey Stay Survey Compensation & Benefits Step 2: Analysis Turnover Analysis Work Culture analysis Leadership analysis Compensation & Benefits analysis HRM policies analysis Step 3: Recommendations Changes to HRM policies (inc. T&D) Work Culture enhancements Leadership and staff relationship mgmt Performance management system Staff Motivation Step 4: Tools/Resources Interview Formats and Questions for Recruitment Employee Satisfaction Survey Q12 Staff Engagement Tools Benefits Survey format 31
  29. 29. http://totallyunrelatedrandomanddebatable.blogspot.com/ JOB DESIGN
  30. 30. District Engineer, TNB Duties and Responsibilities If stated as Accountabilities then the job must produce : Control, operate and maintain the District Distribution System Ensure uninterrupted supply to consumers in the district by operating the District Distribution System. Manage major supply projects to customers in the district. Ensure satisfaction of the major customers in the district by managing supply and Distribution. Supervise all technical staff in the district. Ensure high performance and Productivity of technical staff by adopting proper human resource management methods on selection, training, coaching, counselling and motivation. Plan and design the High voltage system Ensure availability of adequate supply for future needs of industries in the district by planning and designing the High voltage System
  31. 31. http://totallyunrelatedrandomanddebatable.blogspot.com/ Results Driven Activity vs. Accountability
  32. 32. http://totallyunrelatedrandomanddebatable.blogspot.com/ Exercise: Results Description Key Result Key Activities KPIs 1. 1. 2. 3. 4. 1. 2. 3. 4. 2. 1. 2. 3. 4. 1. 2. 3. 4. 3. 1. 2. 3. 4. 1. 2. 3. 4. 4. 1. 2. 3. 4. 1. 2. 3. 4.
  33. 33. Key Results Major Supporting Actions Performance Indicators 1. Ensure achievement of targeted production volume •By monitoring production performance and taking corrective actions •By analysing production downtime and introducing improvements •By thorough preparation for introduction and implementation of new models and variants •Timely production targets •Productivity ratios •Downtime •Implementation schedule • 2. Ensure achievement of product quality targets •By reviewing quality performance results and identifying non conformance and undertaking corrective actions •By analysing customer feedback and taking corrective actions •By undertaking on-line and off-line continuous quality improvement programs and activities •By undertaking education and re-education programs •Quality index •Defect occurrence •Non-conformance to established standards •Demerit points General Manager, Manufacturing
  34. 34. Key Results Major Supporting Actions Performance Indicators 3. Ensure safe and healthy operating environment •By incorporating safety and health features into infrastructure design and development •By creating awareness of safety and health among employees through programs and campaigns •By constant monitoring of safety and health standards through working committees •By developing and implementing occupational health programs •Accident rate •Health standards •Operation audit findings 4. Ensure competent, motivated and productive manufacturin g workforce •By developing and implementing on-the-job training •By developing and promoting effective communication with employees and union •By ensuring continuous development and upgrading of skills •By providing appropriate recognition and rewards for high performance •By promoting teamwork through QCC and 5s activities •Productivity ratios •Turnover rate •Employee morale •Team activities •Strikes / disciplinary actions General Manager, Manufacturing
  35. 35. Key Results Major Supporting Actions Performance Indicators 5. Enhance operating efficiency and productivity •By ensuring effective and efficient maintenance of plant, machinery and resources •By reducing wastage and eliminating pilferage •By reducing and managing indirect overtime •By managing utilisation of consumables and materials •Operating efficiency standards •Cost per unit •Wastages and losses 6. Timely execution of projects •By undertaking effective planning and provision of resources •By monitoring implementation and progress of projects •By managing project costs •By developing effective project teams •Timely completion of projects within cost allocation General Manager, Manufacturing
  36. 36. http://totallyunrelatedrandomanddebatable.blogspot.com/ The Full-Services Training & Development Department
  37. 37. http://totallyunrelatedrandomanddebatable.blogspot.com/ ROLE OF T&D
  38. 38. http://totallyunrelatedrandomanddebatable.blogspot.com/ Aligning the 4-Wheels Culture Business Model Strategic Planning Structure Resources Leadership Person
  39. 39. http://totallyunrelatedrandomanddebatable.blogspot.com/ Talent Segment Philosophies Principles HR Philosophy 1.Equal / Fair 2.Happy / Productive 3.Hire Low, Train High 4.Performance vs Potential 5.SP drives TM 6.Talent Pool owned by the company 7.Retention / Engagement
  40. 40. http://totallyunrelatedrandomanddebatable.blogspot.com/ Alignment: Framework • Org Structure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Management Systems • BSC and KPIs • Decentralized vs. Centralized • Control vs. Empower Structure
  41. 41. http://totallyunrelatedrandomanddebatable.blogspot.com/ Strategy: Framework • Tools • Physical facilities • Peer support • Information • T&D Programs • Mentors • Guides • ICT • OJT Resources
  42. 42. http://totallyunrelatedrandomanddebatable.blogspot.com/ Strategy: Framework • Role modeling • Vision/Mission/Philosophy • Leadership Style • Delegation & Empowerment • C&B • Promotions • Transition development Leadership
  43. 43. http://totallyunrelatedrandomanddebatable.blogspot.com/ Strategy: Framework • Recognition • Recruitment • Training • Values • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control) Person
  44. 44. http://totallyunrelatedrandomanddebatable.blogspot.com/ Important Note: • You can never directly ‘manage’ Culture • But you can control factors that determine the culture
  45. 45. http://totallyunrelatedrandomanddebatable.blogspot.com/ Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Resources Leadership Person
  46. 46. http://totallyunrelatedrandomanddebatable.blogspot.com/ Alignment: Framework • Focus point • Alignment • Quality • Innovation & Differentiation • Risk taking • Performance Management • Corporate obsession • Decision making Culture
  47. 47. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Exercise: Use the 4-wheels to determine corporate alignment needs
  48. 48. http://totallyunrelatedrandomanddebatable.blogspot.com/ MANAGING THE TRAINING DEPARTMENT / SECTION
  49. 49. http://totallyunrelatedrandomanddebatable.blogspot.com/ Internal vs. External Trainers 1. They are aware about the procedures and practices in the company. 2. They have job knowledge about their area of work. They can answer questions about the organisational difficulties. 3. Their honorarium is fixed by the management policies. 4. They can handle sessions with examples from their area of work. 5. You should carefully choose people who can volunteer and have relevant knowledge and capability for handling the session. 6. It may work out cheaper for you. 1. Bring with them their experience from a different organization. 2. They read; study more because they have taken it as a profession. 3. When you don’t have internal faculty to handle some topic they are preferred. 4. They can help to bring in new concepts into your organization. 5. They have learnt the art of managing the class. (you should assess) 6. They have lot of methods to create interest among participants. 7. They may demand more money for sessions. 8. You are not sure about their capability. Internal Trainers External Trainers
  50. 50. http://totallyunrelatedrandomanddebatable.blogspot.com/ Trainer Facilitator Consultant
  51. 51. http://totallyunrelatedrandomanddebatable.blogspot.com/ Tell Teach Guided by material Sponsored by HR dept Share information Controls agenda Chaos is a problem Hugs the shore Event driven Book open Outcomes are predictable Uses instruments to measure Leader of group Limits input to material Trust=material Directs a teaching process Content specific Time and content are concerns Measured by ability to present Ask Listen Guided by process Sponsored by line management Provokes thinking Creates adult learning environment Understands chaos Blue water sailor Relationship driven Closes book Outcomes unknown Outcomes measured Member of the group Limits input to needs of group Trust=process Manages a learning process Process specific Processes and systems are concerns Measured by success of others Question Assesses Guided by assessment Sponsored by executives Participates in thinking Uses own agenda Thrives on chaos Navigator Strategy driven Writing book Outcome=strategy Identifies things to be measured Expert to the group Limits input to area of expertise Trust=experience An information resource Application specific Outcomes are concerns Measured by what he knows Trainer Facilitator Consultant
  52. 52. http://totallyunrelatedrandomanddebatable.blogspot.com/ An Inventory for Internal Consultants
  53. 53. http://totallyunrelatedrandomanddebatable.blogspot.com/ T&D vs. The Consultant
  54. 54. http://totallyunrelatedrandomanddebatable.blogspot.com/ TND SOP
  55. 55. http://totallyunrelatedrandomanddebatable.blogspot.com/ Budgeting for TND
  56. 56. http://totallyunrelatedrandomanddebatable.blogspot.com/ TRAINING & DEVELOPMENT NEEDS IN AN ORGANIZATION
  57. 57. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competencies and ‘Ideal’ Profiles
  58. 58. Position: Secretary Responsibilities + Tasks + Activities Personal Competencies Differentiating Competencies The Job Person Characteristics The Superior Performer •Typing •Manages communications •Keeps short-hand notes •Makes appointments •Uses the computer •Filing •Takes minutes •Follow-up •Makes coffee •Keeps secrets •Drafts letter •Screens calls •Pleasant •Accurate •Is able to take notes on shorthand and typing memo effectively •Presentable •Appearance •Behaviours •Good manners •Courteous •Diligent •Proactive •Initiative •Independent •Integrity (trust) •Creative •Resourcefulness •Always excel •Unwavering dedication and commitment •Ability to make simple decisions •Sensitive to people •Positive attitude
  59. 59. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competencies
  60. 60. http://totallyunrelatedrandomanddebatable.blogspot.com/ Superstar Competency Model • Exercise: Develop Your Own “Superstar” Competency Model
  61. 61. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Target Setting 1. Initiative 2. Teamwork 3. Problem Solving 4. Leadership 5. Integrity What’s the problem here?
  62. 62. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Target Setting Initiative 1. Minimize problems quickly without needing to be asked 2. Seeks personal growth and professional self- development 3. Doing more than is required/expected in a job 4. Seeks new and improved solutions and approaches to completing assignments 5. Looks for opportunities to help others and team
  63. 63. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Exercise: Competency Dictionary
  64. 64. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Standards 3 Meets behavioral standards consistently. Is a good role model for others. 2 Meets behavioral standards some of the time. Needs improvement. 1 Does not meet behavioral standards. Require counseling or disciplinary actions.
  65. 65. http://totallyunrelatedrandomanddebatable.blogspot.com/ DETERMINING TRAINING NEEDS OF YOUR ORGANIZATION WITH TNA (TRAINING NEEDS ANALYSIS)
  66. 66. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sources of TNA • Exercise: List down the sources of TNA available in your company: – E.g. Job Description (RDQ)
  67. 67. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sources of TNA Step 1: Data Turnover history & Exit Interviews Training Program input Employee Satisfaction Survey Q12 Staff Engagement Survey Stay Survey Compensation & Benefits Step 2: Analysis Turnover Analysis Work Culture analysis Leadership analysis Compensation & Benefits analysis HRM policies analysis Step 3: Recommendations Changes to HRM policies (inc. T&D) Work Culture enhancements Leadership and staff relationship mgmt Performance management system Staff Motivation Step 4: Tools/Resources Interview Formats and Questions for Recruitment Employee Satisfaction Survey Q12 Staff Engagement Tools Benefits Survey format TNA
  68. 68. http://totallyunrelatedrandomanddebatable.blogspot.com/ Macro TNA
  69. 69. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence Customer Intimacy Product Leadership Organization, jobs, skills Management systems Information and systems Culture, values, norms Business Model vs. Talent & Performance Management
  70. 70. http://totallyunrelatedrandomanddebatable.blogspot.com/ Operational Excellence •Central authority, low level of empowerment •High skills at the core of the organization •Disciplined Teamwork •Process, product- driven •Conformance, 'one size fits all' mindset •Integrated, low cost transaction systems •The system is the process •Command and control •Quality management Organization, jobs, skills Management systems Information and systems Culture, values, norms Business Model vs. Talent & Performance Management
  71. 71. http://totallyunrelatedrandomanddebatable.blogspot.com/ Organization, jobs, skills Management systems Information and systems Culture, values, norms Product Leadership •Ad hoc, organic and cellular •High skills abound in loose-knit structures •Concept, future-driven •Experimentation and 'out of the box' mindset •Person-to-person communications systems •Technologies enabling cooperation •Rewarding individuals' innovative capacity •Risk and exposure management •Product Life Cycle profitability Business Model vs. Talent & Performance Management
  72. 72. http://totallyunrelatedrandomanddebatable.blogspot.com/ Organization, jobs, skills Management systems Information and systems Culture, values, norms Customer Intimacy •Empowerment close to point of customer contact •High skills in the field and front-line •Customer-driven •Variation and 'have it your way' mindset •Strong customer databases, linking internal and external information •Strong analytical tools •Customer equity measures like life time value •Satisfaction and share management •Focus on ‘Share of Wallet’ Business Model vs. Talent & Performance Management
  73. 73. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Operational Excellence • Move know-how from top performing units to others • Benchmark against best in class • Ensure operations training for all employees • Use disciplines like TQM for continuous learning to reduce costs and improve quality Alignment & Consistency: Market Disciplines
  74. 74. http://totallyunrelatedrandomanddebatable.blogspot.com/ Alignment & Consistency: Market Disciplines • Customer Intimacy • Capture knowledge about customers • Understand customer needs • Empower front line employees • Ensure that everyone knows the customer • Make company knowledge available to customers
  75. 75. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Product Leadership • Reduce time to market • Commercialize new products fast • Ensure that ideas flow • Reuse what other parts of the company have already learned • Ensure there are multiple sources of funding Alignment & Consistency: Market Disciplines
  76. 76. http://totallyunrelatedrandomanddebatable.blogspot.com/ Why BSC? • Reason 1: Balanced • Reason 2: Cause-and-Effect www.myCNI.com.my www.OOBEY.com
  77. 77. http://totallyunrelatedrandomanddebatable.blogspot.com/ Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cause and Effect Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
  78. 78. http://totallyunrelatedrandomanddebatable.blogspot.com/ Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth ProductivityMarket Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & IntelligenceSystems & Processes Cause and Effect: An Example
  79. 79. http://totallyunrelatedrandomanddebatable.blogspot.com/ Financial Learning & Growth Internal Process Customers / Distributors Example: 1st Level BSC & KPIs Profit after Tax. Revenue. Cash-to-cash cycle. Operating cash flow Customer Complaints. Customer Acquisition Rate. Product Availability. Product Quality & Service. Renewal Annual Subscription. Distributor Rank Achievement. No. of Active Distributor. No. DC/Regional Sales. Distributor with commission Customer Database Availability. Accuracy of Forecast Planning. Continuous Improvement. Response Time to Customer Needs. Perfect Order Fulfillment. Inventory Turnover. Number of Effective Sponsoring Program. On Time Delivery. No. of Effective Training. Number of Effective A&P % of staff evaluated on Core Competency Framework. % of staff with Career Development Plans. No. of training hours completed per staff. % of staff with access to strategic information. Q12 Index. % staff evaluated on Culture alignment
  80. 80. http://totallyunrelatedrandomanddebatable.blogspot.com/ Leading and Lagging KPIs
  81. 81. http://totallyunrelatedrandomanddebatable.blogspot.com/ Cause and Effect Goal: Healthy! What are my Vital Signs? •Blood Pressure? •Temperature? •Cholesterol? •Fever? •Chest Pain? •Dizziness?
  82. 82. http://totallyunrelatedrandomanddebatable.blogspot.com/ Cause and Effect Also known as: Leading vs. Lagging Indicators
  83. 83. http://totallyunrelatedrandomanddebatable.blogspot.com/ Exercise: Leading vs. Lagging Lagging? • Monthly Sales • Customer Retention • Project success • Event attendance • ARPU • Customer Satisfaction • Dealer Satisfaction Leading?
  84. 84. http://totallyunrelatedrandomanddebatable.blogspot.com/ Financial “To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “To satisfy our customers, in which internal business processes must we excel?" Customer “Who are our target customers? What is our value proposition?” Learning & Growth “What capabilities and tools do our employees require to help them execute our strategy? Cause & Effect: Strategy
  85. 85. http://totallyunrelatedrandomanddebatable.blogspot.com/ Top Performers and the ‘No Contribution’ Problem Lagging Leading Historical, Outcome, Results, 1st Level, Usually Financial or tangible, Quarterly and Annually Current, Indicators, Drivers, 2nd Level onwards, usually non- financial or intangible, Weekly, Monthly and Quarterly
  86. 86. http://totallyunrelatedrandomanddebatable.blogspot.com/ Developing ‘Driver’ KPIs Customer Retention % Lagging, 1st Level Customer Satisfaction Index Leading, 2nd Level On time delivery Time to market for new products TNA % Defect levels, warranty claims Leading, 3rd Level onwards
  87. 87. http://totallyunrelatedrandomanddebatable.blogspot.com/ What is the Objective? ‘Do-or-Die’ KPIs for CNI • Revenue • ARPU • Sponsoring • Retention • Commission Plan (BDP) • Product • Corporate Image
  88. 88. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Exercise: What are the Key 1st Level KPIs for your Industry?
  89. 89. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Exercise: Developing your own Leading and Lagging KPIs
  90. 90. http://totallyunrelatedrandomanddebatable.blogspot.com/ B2B/B2G BSC Matching Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction Customer/Client/ Government BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction Your BSC 1. Draw your ‘customer’s’ BSC 2. Match their CP/IP with your CP 3. Identify IPs that support/conflict
  91. 91. http://totallyunrelatedrandomanddebatable.blogspot.com/ Macro TNA: Other Sources 1. SWOT 2. Risk Management 3. PESTEL 4. Scenario Analysis
  92. 92. http://totallyunrelatedrandomanddebatable.blogspot.com/ SWOT: Opportunities & Threats Opportunities = Taking advantage of ‘Trends’ Threats = Strategic Risk Management
  93. 93. http://totallyunrelatedrandomanddebatable.blogspot.com/ SWOT: General Strategic Risks 1. Industry 1. Margin Squeeze 2. Rising R&D/CAPEX 3. Overcapacity 4. Commoditization 5. Deregulation 6. Increased power among suppliers 7. Extreme business-cycle volatility 2. Technology 1. Shift in technology 2. Patent expiration 3. Process becomes obsolete 3. Brand 1. Erosion 2. Collapse 4. Competitor 1. Emerging global rivals 2. Gradual market-share gainer 3. One-of-a-kind competitor 5. Customer 1. Customer priority shift 2. Increasing customer power 3. Over reliance on a few customers 6. Project 1. R&D failure 2. IT failure 3. Business development failure 4. Merger or acquisition failure 7. Stagnation 1. Flat or declining volume 2. Volume up, price down 3. Weak pipelineAdrian J. Slywotzky and John Drzik
  94. 94. http://totallyunrelatedrandomanddebatable.blogspot.com/ PESTEL and Scenarios Scenario 1 Scenario 2 Scenario 3 Political Economic Social Technology Environment Legal
  95. 95. http://totallyunrelatedrandomanddebatable.blogspot.com/ Macro TNA: Who Do What by When? Competency (Training Needs) Who Reference When
  96. 96. http://totallyunrelatedrandomanddebatable.blogspot.com/ Macro TNA: Who Do What by When? Competency (Training Needs) Who Reference When Basel III Finance BS3 doc Q2 2014 A&P strategy Marketing A&P modules Q1 2014 New OSHA 93150.12 std OSHA OSHA circular 4/2013 Q3 2014
  97. 97. http://totallyunrelatedrandomanddebatable.blogspot.com/ Micro TNA
  98. 98. http://totallyunrelatedrandomanddebatable.blogspot.com/ TNA and the HOD’s Role
  99. 99. http://totallyunrelatedrandomanddebatable.blogspot.com/ What’s the Difference? Performance Appraisal Performance Management
  100. 100. http://totallyunrelatedrandomanddebatable.blogspot.com/ What’s the Difference? Month 1 Performance Planning Month 12 Performance Appraisal Month 2-11 ?
  101. 101. http://totallyunrelatedrandomanddebatable.blogspot.com/ What is the OBJECTIVE of a Performance Management System? • What is the ultimate objective of a Performance Management System? • ‘Performance’ – achievement, • ‘Management’ – controllable, improvement • ‘System’ – predictable outcome, autorun Summary? • A Predictable process to Improve Controllable Achievements
  102. 102. http://totallyunrelatedrandomanddebatable.blogspot.com/ What’s In Between Planning and Execution? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model
  103. 103. http://totallyunrelatedrandomanddebatable.blogspot.com/ What is the OBJECTIVE? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning BSC and KPIs Strategy Business Model Business Strategy Execution Talent Management
  104. 104. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro • Performance Management System = Business Plan Implementation • Succession Planning = Business Continuity Planning • Talent Management = Sustainable Business Performance Management
  105. 105. http://totallyunrelatedrandomanddebatable.blogspot.com/ Why T&D? Performance Management Development Motivation Selection Evaluation
  106. 106. http://totallyunrelatedrandomanddebatable.blogspot.com/ Talent Segmentation Group I (Talent Pool) 2345 PERFORMANCE 2 3 4 5 POTENTIAL• Identify
  107. 107. http://totallyunrelatedrandomanddebatable.blogspot.com/ Employee Differentiation Group I (Talent Pool) Group II ( Potential) Group III ( Performance) Group IV (Counseling) 2 3 4 5 2345 PERFORMANCE POTENTIAL• Identify
  108. 108. http://totallyunrelatedrandomanddebatable.blogspot.com/ Selection and Identification PERFORMANCE APPRAISAL 1. Results 2. Behavior 3. Special Contributions
  109. 109. http://totallyunrelatedrandomanddebatable.blogspot.com/ Selection and Identification POTENTIAL EVALUATION 1. Capacity 2. Competencies 3. Culture
  110. 110. http://totallyunrelatedrandomanddebatable.blogspot.com/ Selection and Identification POTENTIAL EVALUATION 1. Capacity Learn Next Level Ambition
  111. 111. http://totallyunrelatedrandomanddebatable.blogspot.com/ Selection and Identification POTENTIAL EVALUATION 2. Competencies Competent Reliable/Consistent Pressure
  112. 112. http://totallyunrelatedrandomanddebatable.blogspot.com/ Selection and Identification POTENTIAL EVALUATION 3. Culture Demonstrate Improve Influence
  113. 113. http://totallyunrelatedrandomanddebatable.blogspot.com/ Exercise Define ‘Performance’ Define ‘Potential’
  114. 114. http://totallyunrelatedrandomanddebatable.blogspot.com/ Exercise • Exercise: 1.Factors for Performance Appraisal 2.Factors for Potential Appraisal
  115. 115. http://totallyunrelatedrandomanddebatable.blogspot.com/ Revision: Results Description Key Result Key Activities Competency Level 1. 1. 2. 3. 4. 2. 1. 2. 3. 4. 3. 1. 2. 3. 4. 4. 1. 2. 3. 4.
  116. 116. http://totallyunrelatedrandomanddebatable.blogspot.com/ •Competency - Knowledge - Skills - Experience •Problem solving - Complex - Type of problems - Special Problems •Responsibility - Authority - Success/Failure - Freedom to act Pay for Job
  117. 117. http://totallyunrelatedrandomanddebatable.blogspot.com/ Action Plan: Organization Talent Development
  118. 118. http://totallyunrelatedrandomanddebatable.blogspot.com/ Employee Differentiation Group I (Talent Pool) Group II ( Potential) Group III ( Performance) Group IV (Counseling) 2 3 4 5 2345 PERFORMANCE POTENTIAL• Identify
  119. 119. http://totallyunrelatedrandomanddebatable.blogspot.com/ Core Competency Analysis
  120. 120. http://totallyunrelatedrandomanddebatable.blogspot.com/ Mager & Pipe
  121. 121. http://totallyunrelatedrandomanddebatable.blogspot.com/ Most Common Desperate Performance Improvement methods 1. Send for more Training 2. Enforce more Incentives (positive/negative)
  122. 122. http://totallyunrelatedrandomanddebatable.blogspot.com/
  123. 123. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sample Staff Development Plan
  124. 124. http://totallyunrelatedrandomanddebatable.blogspot.com/ TRAINING METHODOLOGIES AND HOW TO SUCCESSFULLY USE EACH OF THEM
  125. 125. http://totallyunrelatedrandomanddebatable.blogspot.com/ COMPETENCIES
  126. 126. http://totallyunrelatedrandomanddebatable.blogspot.com/ Position: Secretary Responsibilities + Tasks + Activities Personal Competencies Differentiating Competencies The Job Person Characteristics The Superior Performer •Typing •Manages communications •Keeps short-hand notes •Makes appointments •Uses the computer •Filing •Takes minutes •Follow-up •Makes coffee •Keeps secrets •Drafts letter •Screens calls •Pleasant •Accurate •Is able to take notes on shorthand and typing memo effectively •Presentable •Appearance •Behaviours •Good manners •Courteous •Diligent •Proactive •Initiative •Independent •Integrity (trust) •Creative •Resourcefulness •Always excel •Unwavering dedication and commitment •Ability to make simple decisions •Sensitive to people •Positive attitude
  127. 127. http://totallyunrelatedrandomanddebatable.blogspot.com/
  128. 128. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competencies
  129. 129. http://totallyunrelatedrandomanddebatable.blogspot.com/ The appointment of a Senior Manager - an illustration This model provides clarity on job related competencies. Selection criteria of the past MBA 10 yrs work experience I am an expert I have to gain respect of others Aggressive or submissive • Personal Aggrandizement • Excessive use of position power (status & authority) Present Selection Criteria Selection Criteria for the Future MBA 10 yrs work experience I am able to help others in doing things right I enjoy contributing as a team player to what is right Positive and proactive •Achievement & social power •Use of technical knowledge & power of persuasion MBA Less than10 yrs work experience I can get others to agree on what is right I enjoy having to get others to determine what is right Positive, enthusiastic and proactive Resourceful power (persuasion, influencing, reasoning, concern for personal impact) Knowledge Skills Self Concept Social Role Traits Motive
  130. 130. http://totallyunrelatedrandomanddebatable.blogspot.com/ Skills & Knowledge Social Role Self Concept Traits Motive Job vs Person Match: District Engineer Mr. A Ms. B M.Eng.10 years as an engineer in Tech.Jobs. M.Eng.10 years as an engineer in Tech.jobs I like to help my team achieve. I like to learn new things Proactive I want to do better I’ll help if I am asked I am an expert Aggressive I told them what is right
  131. 131. http://totallyunrelatedrandomanddebatable.blogspot.com/ Skills & Knowledge Social Role Self Concept Traits Motive Job vs Person Match: Room Sales person Ms. A Ms. B Diploma in Social Sc. 5 years as an Admin.clerk Diploma in Social Sc. 5 years as as waitress in a hotel I like to meet new people I like to learn new things Assertive I want to do better I don’t like injustice I am always unlucky Aggressive I told them what is - right
  132. 132. http://totallyunrelatedrandomanddebatable.blogspot.com/ Superstar Competency Model • Exercise: Develop Your Own “Superstar” Competency Model
  133. 133. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Target Setting 1. Initiative 2. Teamwork 3. Problem Solving 4. Leadership 5. Integrity What’s the problem here?
  134. 134. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Target Setting Initiative 1. Minimize problems quickly without needing to be asked 2. Seeks personal growth and professional self- development 3. Doing more than is required/expected in a job 4. Seeks new and improved solutions and approaches to completing assignments 5. Looks for opportunities to help others and team
  135. 135. http://totallyunrelatedrandomanddebatable.blogspot.com/ • Exercise: Competency Dictionary • (Refer to Workbook for examples)
  136. 136. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Standards 3 Meets behavioral standards consistently. Is a good role model for others. 2 Meets behavioral standards some of the time. Needs improvement. 1 Does not meet behavioral standards. Require counseling or disciplinary actions.
  137. 137. http://totallyunrelatedrandomanddebatable.blogspot.com/ Exercise: Competency Standards
  138. 138. http://totallyunrelatedrandomanddebatable.blogspot.com/ • The Specialist Career Ladder
  139. 139. http://totallyunrelatedrandomanddebatable.blogspot.com/ Career Management A professional of the past The new career professional Where is my job GM Manager Manager Asst Mgr Asst Mgr Executiv e Seasoned Professional Senior Professional Developing Professional Developmental Executive I need an interesting career
  140. 140. http://totallyunrelatedrandomanddebatable.blogspot.com/ SCL: Specialist Career Ladder Associate Specialist (2) Specialist (4) Consultant (4) Principal Consultant (1)
  141. 141. http://totallyunrelatedrandomanddebatable.blogspot.com/ SCL: Specialist Career Ladder •Telco, •Outsourcing, •Aerospace, •Biotech, •Digital media, •Animation, •M&A •Financial forensics Associate Specialist (2) Specialist (4) Consultant (4) Principal Consultant (1)
  142. 142. http://totallyunrelatedrandomanddebatable.blogspot.com/ SCL: Specialist Career Ladder General incentives & privileges: a. Extra monetary incentive b. Official Specialist / Consultant job title. c. Higher external training subsidy limit by company. d. Tie-pin or pin e. Certificate f. Additional benefits General qualifying/re- qualifying criteria: a. Meet the competency criteria b. Performance min B, PED c. Min. 40 training hr/year d. Physical contribution: i Mentoring ii Write-up iii Speaking iv Multimedia recording v R&D publication / Thesis
  143. 143. http://totallyunrelatedrandomanddebatable.blogspot.com/ Online or Classroom?
  144. 144. http://totallyunrelatedrandomanddebatable.blogspot.com/ Virtual Goods… $19.90
  145. 145. http://totallyunrelatedrandomanddebatable.blogspot.com/ Gamification: Market Size
  146. 146. http://totallyunrelatedrandomanddebatable.blogspot.com/ Gamification
  147. 147. http://totallyunrelatedrandomanddebatable.blogspot.com/ Gamification SPARX Developer: University of Auckland http://www.springwise.com/health_wellbeing/virtual-roleplaying-game-helps-teenagers-deal-depression/
  148. 148. http://totallyunrelatedrandomanddebatable.blogspot.com/ 1. SPARX (Smart, Positive, Active, Realistic, X-factor) thoughts, is a 3D fantasy roleplaying game that teaches young people with mental health issues the skills they need to boost their confidence. 2. Developed by a team of specialists in treating adolescent depression from the University of Auckand. 3. SPARX leads players through seven realms (each about 30 minutes long) that teach mental behavioral skills for battling depression. 4. For example, in one level, gamers battle their way through a swamp where they’re attacked by black, smoldering balls called GNATS (Gloomy Negative Automatic Thoughts). 5. SPARX doesn’t require supervision and could help fill treatment gaps, especially in underserved areas. 6. It’s also a private way for kids to get help when they may not want to talk to an adult. SPARX
  149. 149. http://totallyunrelatedrandomanddebatable.blogspot.com/ Gamification
  150. 150. http://totallyunrelatedrandomanddebatable.blogspot.com/ Gamification Activities Leader Board (Ego/ Achievement) Rewards (Satisfaction) Community (Belonging)
  151. 151. http://totallyunrelatedrandomanddebatable.blogspot.com/ DESIGNING EFFECTIVE TRAINING PROGRAMS
  152. 152. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro: “Cow don’t drink water cannot push cow head down”
  153. 153. http://totallyunrelatedrandomanddebatable.blogspot.com/ Multiple Intelligences
  154. 154. http://totallyunrelatedrandomanddebatable.blogspot.com/ Logical-Mathematical OBJECTIVE Spatial Musical Bodily-Kinesthetic Interpersonal Intrapersonal Naturalist Linguistic
  155. 155. http://totallyunrelatedrandomanddebatable.blogspot.com/ Planning Questions: How can I use: Logical-Mathematical numbers, calculations, logic, Classifications, critical thinking Spatial visual aids, visualization, Color, art, or metaphor Musical Music, environmental Sounds, or set key points In a rhythmic or melodic framework Bodily-Kinesthetic Hands-on experience, involve the whole body Interpersonal Peer sharing, cooperative Learning, large-group simulation Intrapersonal Personal feelings, memories, Or give students choices Naturalist Living things, natural Phenomena, ecological awareness Linguistic Spoken or written word
  156. 156. http://totallyunrelatedrandomanddebatable.blogspot.com/ Training Design Checklist
  157. 157. http://totallyunrelatedrandomanddebatable.blogspot.com/ The Evolution of Training in a Learning Organization
  158. 158. http://totallyunrelatedrandomanddebatable.blogspot.com/ ON THE JOB TRAINING AND COACHING - HOW TRAINING & DEVELOPMENT MANAGERS CAN HELP
  159. 159. http://totallyunrelatedrandomanddebatable.blogspot.com/ Employee Induction
  160. 160. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sample OJT Form
  161. 161. http://totallyunrelatedrandomanddebatable.blogspot.com/ Coaching
  162. 162. http://totallyunrelatedrandomanddebatable.blogspot.com/ Coaching & Counseling Month 1 Performance Planning Month 12 Performance Appraisal Month 2-11 ?
  163. 163. http://totallyunrelatedrandomanddebatable.blogspot.com/ Why Coaching?Performance management process Phase II : Performance coaching Phase I Performance Planning Process Employee works on critical gaols and demonstrates competencies Manager gathers data on performance Manager provides informal coaching Manager and employee conduct periodic results review Employee monitors own progress  From customers, team members and the employee  From records, reports and any other written documentation  From observation Are critical goals current Are results satisfactory Manager provides recognition Employee continue to work on critical goals and demonstrates competencies Manager continues to provide on- going informal coaching Manager and employee add, delete or update critical goals or competencies Manager provides corrective feedback and manager and employee agree on steps for improvement yes yes No No
  164. 164. http://totallyunrelatedrandomanddebatable.blogspot.com/ EVALUATION OF TRAINING & DEVELOPMENT PROGRAMS
  165. 165. http://totallyunrelatedrandomanddebatable.blogspot.com/ Kirkpatrick’s 4 Levels of Evaluation • Level 1 - Reaction • Level 2 - Learning • Level 3 - Behavioral Results – (A) Observable (skills) – (B) Non-Observable (attitudes) • Level 4 - Organizational Results
  166. 166. http://totallyunrelatedrandomanddebatable.blogspot.com/ If you want to know … • Did participants like the program? • Did participants learn the content intended? • Are they applying skills and behaviors taught? • Are they applying non- observable outcomes to the job? • Has there been any impact on the organization? • Level 1 • Level 2 • Level 3 (A) • Level 3 (B) • Level 4 Then you must ask at this level….
  167. 167. http://totallyunrelatedrandomanddebatable.blogspot.com/ What do you want to find out with Level 1 questions? • Did the program meet the expectations of trainees? l What aspects were most helpful? Interesting? Informative? l What aspects were least helpful, interesting, or informative? l What were participants’ reactions to the program’s design? Pacing? Materials? Precourse work? Instructor? l Do people intend to use what they have learned? How? l What barriers, if any, do people believe will inhibit their ability to use what they have learned?
  168. 168. http://totallyunrelatedrandomanddebatable.blogspot.com/ Level 2 - Evaluating Learning • Measures knowledge, skills, and attitudes • Use a control group, if practical • Pre-test can serve as a needs assessment • Strive for 100% response on questionnaires
  169. 169. http://totallyunrelatedrandomanddebatable.blogspot.com/ Knowledge Tests • Essay or open-ended answer tests tests • Write in or short answer tests • Binary true-false tests • Multiple choice tests
  170. 170. http://totallyunrelatedrandomanddebatable.blogspot.com/ Competency Demonstrations: Testing for Skill • Learners are demonstrate competencies while being observed by a trained evaluator. • Can use simulations or demonstrations can be part of the learning activity (role plays, etc) • Need consistency in observers; multiple observers need to be trained
  171. 171. http://totallyunrelatedrandomanddebatable.blogspot.com/ Level 3 Focuses on Transfer: Are They Using What They Learned? • Affective outcomes focus on attitudes, values, and beliefs of learners • Cognitive outcomes are the concepts, principles, and knowledge used on the job • Behavioral or skill outcomes address what learners are able to do that can be observed by others
  172. 172. http://totallyunrelatedrandomanddebatable.blogspot.com/ Decisions in Evaluating Level 3 - Behavior • When to evaluate • How often to evaluate • How to evaluate • Costs vs. Benefits: When is it worth evaluating at Levels 3 & 4?
  173. 173. http://totallyunrelatedrandomanddebatable.blogspot.com/ Guidelines for Level 3 Evaluations • Use a control group if practical • Allow time for behavior change to take place • Evaluate before and after program • Survey / interview at least one or more: – Trainees – Immediate supervisors – Trainees’ direct reports
  174. 174. http://totallyunrelatedrandomanddebatable.blogspot.com/ Behavior Change without Reinforcement
  175. 175. http://totallyunrelatedrandomanddebatable.blogspot.com/ Example of Reinforced Behavior Measured 3 to 6 Months after Training
  176. 176. http://totallyunrelatedrandomanddebatable.blogspot.com/ Evaluating Behavior: Questions to Ask • Ask if trainees if they are doing anything differently on the job as a result of training? • If so, ask them to describe • If not, ask why • Explore effects of management support, organizational barriers, etc
  177. 177. http://totallyunrelatedrandomanddebatable.blogspot.com/ Level 4 Questions: What’s the Organizational Impact? • How much did quality improve? • How much did productivity increase? • How much did did we save or prevent? (accidents, turnover, wasted time, etc) • What tangible benefits has the organization seen from the money spent on training?
  178. 178. http://totallyunrelatedrandomanddebatable.blogspot.com/ Evaluating Results - Level 4 • Look for evidence, not proof • Use a control group, if possible, to isolate the effects of training • Measure before and after the program • Repeat measurement at appropriate times • Consider cost vs. benefits – Not as expensive as Level 3 to collect – Organizational data often available
  179. 179. http://totallyunrelatedrandomanddebatable.blogspot.com/ Four Major Categories of Hard Data • Output increases – Units produced, items sold or assembled – Students graduated, patients visited, applications processed • Quality improvement – Scrap, rework, rejects, error rates, complaints • Cost savings – Unit costs, overhead, operating, program costs • Time savings – Cycle time, overtime, equipment downtime
  180. 180. http://totallyunrelatedrandomanddebatable.blogspot.com/ Categories of Soft Data • Work habits – Absenteeism, tardiness, communication breakdowns, first aid treatments • Climate – Turnover, discrimination charges, job satisfaction, number of grievances • New skills – Decisions made, problems solved, grievances resolved,intention to use new skills, frequency of use of new skills, importance of new skills
  181. 181. http://totallyunrelatedrandomanddebatable.blogspot.com/ Categories of Soft Data, con’t • Development – Number promotions, pay increases, training programs attended, PA ratings • Satisfaction – Favorable reactions, attitude changes, increased confidence, customer satisfaction • Initiative – Successful completion of new projects, number of suggestions implemented, new ideas implemented
  182. 182. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sources of Data • Organizational Performance Records • Participants • Supervisors of Participants • Direct Reports of Participants • Team / Peer Groups • Internal or External evaluators as observers
  183. 183. http://totallyunrelatedrandomanddebatable.blogspot.com/ T&D Effectiveness: How does it look like? 1. Innovation 2. Open discussions 3. Admission of mistakes 4. Integrated problem solving 5. Dissatisfaction with self 6. A lot of questions 7. More vocal and demanding 8. Sharing 9. Maturity of leaders 10.Keep on changing even if painful 11.Documentation of lessons learned 12.A lot of projects
  184. 184. http://totallyunrelatedrandomanddebatable.blogspot.com/ T&D Effectiveness: How does it look like? 13.Read more 14.Training participation 15.Process improvements 16.Concern for Customers 17.Self confidence 18.Run out of Positions to promote 19.More Headhunting victims 20.Less dependent on external Trainers 21.Increased participation in projects 22.Improved productivity 23.Mentoring 24.Training Dept and Consultants become less important
  185. 185. http://totallyunrelatedrandomanddebatable.blogspot.com/ T&D Reporting Examples
  186. 186. http://totallyunrelatedrandomanddebatable.blogspot.com/ THE TALENT WARS
  187. 187. http://totallyunrelatedrandomanddebatable.blogspot.com/ Business Today… 13th April 2009 •Two Domino’s employees •YouTube •Apology from Domino’s after 48 hours •1 million hits •Twitter: questions on silence •LinkedIn: suggestions by users in forum BusinessWeek, May 4, 2009
  188. 188. http://totallyunrelatedrandomanddebatable.blogspot.com/ Domino’s Malaysia: GPS Tracker
  189. 189. http://totallyunrelatedrandomanddebatable.blogspot.com/ THE BATTLE FOR TALENT Staff Attraction & Retention
  190. 190. http://totallyunrelatedrandomanddebatable.blogspot.com/ Intro: “Cow don’t drink water cannot push cow head down”
  191. 191. http://totallyunrelatedrandomanddebatable.blogspot.com/ Question: Talent Management for Who? Excellent Very Good Average Not Good Commit Suicide
  192. 192. http://totallyunrelatedrandomanddebatable.blogspot.com/ Before we start… 1. Who designs your Talent Management programs? 2. Are you in the Talent Pool? 3. Do you qualify? 4. “It takes a crook to catch a crook”
  193. 193. http://totallyunrelatedrandomanddebatable.blogspot.com/ Talent Segmentation • Who are your Talents? : A Talent for others does not mean a Talent for you
  194. 194. http://totallyunrelatedrandomanddebatable.blogspot.com/ Talent Segment Targeting • Unwanted by big MNCs • Small companies • Boring Environment • No Growth/Learning • No MBA • Passion, Values, IQ (streetsmart) • Appreciate Chaos • Multitask • Passion to Learn
  195. 195. http://totallyunrelatedrandomanddebatable.blogspot.com/ Talent Segmentation Group I (Talent Pool) 2345 PERFORMANCE 2 3 4 5 POTENTIAL• Identify
  196. 196. http://totallyunrelatedrandomanddebatable.blogspot.com/ Talent Segmentation Group I (Talent Pool) Group II ( Potential) Group III ( Performance) Group IV (Counseling) 2 3 4 5 2345 PERFORMANCE POTENTIAL• Identify
  197. 197. http://totallyunrelatedrandomanddebatable.blogspot.com/ Retention Retention Experience Swing Ex Oppose
  198. 198. http://totallyunrelatedrandomanddebatable.blogspot.com/ Retention 1: Experience Loyalty = Experience vs. Expectations Solution Strategy: Talent Management Plan
  199. 199. http://totallyunrelatedrandomanddebatable.blogspot.com/ Loyalty 1: Experience • Talent Management Plan Philosophy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&B, ACDP, SCL, Transfers, Events, Recognition P/P Grid, Q12, PA, SDP, SP Development Motivation Selection Evaluation
  200. 200. http://totallyunrelatedrandomanddebatable.blogspot.com/ Loyalty 2: Swing Loyalty = Best alternative at the current moment until I find another alternative Solution Strategy: Improve your Talent Management Plan, Try Your Best, or Live with It
  201. 201. http://totallyunrelatedrandomanddebatable.blogspot.com/ Loyalty 2: Swing Swing Talents are “loyal” because: • Individual Relationships • Convenience (at that point in time) • Contractually tied-up • Direct Incentives* • No better alternative • Subordinates • No known alternative • CV friendly
  202. 202. http://totallyunrelatedrandomanddebatable.blogspot.com/ Post-Recession Retention Experience Swing Ex Oppose Post-Recession
  203. 203. http://totallyunrelatedrandomanddebatable.blogspot.com/ Swing Loyalty: Try Your Best… 1. Over Promote 2. Loans 3. Spot Bonuses 4. Block recruiters 5. The Spouse 6. Toys 7. Glorified Titles 8. Forced Ambassador 9. “Position” the competition 10.Sell the Dream 11.Give them a Best Friend 12.Internal Trainer
  204. 204. http://totallyunrelatedrandomanddebatable.blogspot.com/ Training Top 100
  205. 205. http://totallyunrelatedrandomanddebatable.blogspot.com/ T&D Strategic Review
  206. 206. http://totallyunrelatedrandomanddebatable.blogspot.com/ Demographic Segmentation - General Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
  207. 207. http://totallyunrelatedrandomanddebatable.blogspot.com/ Gen-Y
  208. 208. http://totallyunrelatedrandomanddebatable.blogspot.com/ Demographic Segmentation - others 1. Women, Working Mothers 2. Youtube generation 3. Working retired 4. Social Activists 5. Work/Life balancers 6. Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.)
  209. 209. http://totallyunrelatedrandomanddebatable.blogspot.com/ End Notes The end of the Beginning
  210. 210. http://totallyunrelatedrandomanddebatable.blogspot.com/ Sample: C.L.O. Job Description 1. Create access to training whenever and wherever employees need it 2. Make learning an inherent part of jobs 3. Breakdown knowledge-sharing barriers 4. Create learning opportunities 5. Ensure workforce has information and skills to move company forward 6. Sourcing and injecting new ideas from outside 7. Make people independent through self-sustaining systems 8. Push learning initiatives that have financial impact 9. Create sharing and collaboration platforms
  211. 211. http://totallyunrelatedrandomanddebatable.blogspot.com/ Personal: How about me? 1. Get invited to multi disciplinary committees 2. Invite other disciplines into your teams & meetings 3. Find a Mentor & shadow him everywhere 4. Read broad based books, magazines 5. Study the company’s business plan 6. Write down how the work you do supports those plans 7. Volunteer to serve on a strategic planning committee or task force. 8. Read more Case Studies 9. Attend more courses
  212. 212. http://totallyunrelatedrandomanddebatable.blogspot.com/ Personal: How does it look like? • “Be careful of using ROI to measure the effectiveness of LC” Strategy CEO Pfizer Importance of T&D
  213. 213. http://totallyunrelatedrandomanddebatable.blogspot.com/ Revision: How does it look like? Moral of the story… 1. Innovation: – Business models – Products – Services 2. Market Leadership 3. Competitive differentiation
  214. 214. http://totallyunrelatedrandomanddebatable.blogspot.com/ Don’t forget… “The business of business is Business, not Training”
  215. 215. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable. blogspot.com/

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