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Continuous Learning: A framework for Developing a Workplace Essential Habit - Atcen Conference
 

Continuous Learning: A framework for Developing a Workplace Essential Habit - Atcen Conference

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Continuous Learning: A framework for Developing a Workplace Essential Habit - Atcen Conference Continuous Learning: A framework for Developing a Workplace Essential Habit - Atcen Conference Presentation Transcript

  • Continuous Learning: A framework for Developing a Workplace Essential Habit personal story of CNI’s journey Kenny Ong CNI Holdings Berhad
  • Contents:
    • Introduction
    • Strategy example
    • Personal Reflection
  • About: CNI Holdings Bhd
    • 17 years old
    • Main Board Public Listing: August 2005
    • Products: Consumer Goods and Services
    • Core Business: MLM
    • Others: Contract Manufacturing, Export/Trading, eCommerce
    • Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines
    • Staff force: ± 500
    • Distributors: ± 250,000
    Malaysia
  • Intro:
    • Learning
    • Culture
    • Habits
  • Intro: Learning Process Input Output Learning Input Application ‘ Learning’ in the business context must be a practical concept. If it cannot be used to improve business results , ‘Learning’ is useless.
  • Intro: Habits/Culture
    • Habits
    • “ You cannot eliminate a habit. You can only replace one habit with another habit”
  • Intro: Habits/Culture
    • Why focus on Habits?
    • Start Early!
    • Small differences in return matter. A lot!
    • Don't squander your inheritance on sex, drugs and rock'n'roll
    • Over time, regular saving of quite small amounts can build up an astonishing sum of money.
    • Time and patience are the friends of compounding and, therefore, of investing.
    © Copyright 1998-2005, The Motley Fool Limited.
  • Intro: Why?
    • Before we start…
    • “ Is Learning Culture really a desirable characteristic for business?”
    • “ Are you sure?”
    • Key: Sustainable business performance
    *Refer: “The Fifth Discipline” by Peter Senge for basic knowledge on Learning Organizations
  • 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?
  • Intro: How does it look like?
    • Innovation
    • Open discussions
    • Admission of mistakes
    • Integrated problem solving
    • Dissatisfaction with self
    • A lot of questions
    • More vocal and demanding
    • Sharing
    • Maturity of leaders
    • Keep on changing even if painful
    • Documentation of lessons learned
    • A lot of projects
  • Intro: How does it look like?
    • Read more
    • Training participation
    • Process improvements
    • Concern for Customers
    • Self confidence
    • Run out of Positions to promote
    • More Headhunting victims
    • Less dependent on external Trainers
    • Increased participation in projects
    • Improved productivity
    • Mentoring
    • Training Dept and Consultants become less important
  • Intro: How does it look like?
    • Moral of the story…
    • Innovation:
      • Business models
      • Products
      • Services
    • Market Leadership
    • Competitive differentiation
    Get the picture?
  • Intro: Q&A
    • Questions?
    • Comments?
  • Strategy: Problems
    • Malaysian Education system
    • Parents
    • Business short-term thinking
    • Punishing mistakes
    • Lack of career drive
    • L.C. = HR
    • L.C. ≠ Business
    • Comfort
    • Laziness as human nature
    • Underestimating process (habits) & overestimating events
    • Leaders
    • Not technology-ready
    • Pushed by Consultants
    • MNC case studies
  • Strategy: Buy-in WIIFM Company Employees Leaders HRM
  • Strategy: Modern Learning
    • JIT
    • Self controlled
    • Multiple sources
    • Multiple styles
    • Social networks
    • Small pieces (modular)
    • Flexible
    • Customized
    • Short
  • Strategy: Framework
    • Family
  • Strategy: Framework Culture Corporate Objective Corporate Strategy Structure Resources Leadership Person
  • Strategy: Corporate Strategy
    • Balanced Scorecard
    • Market Disciplines
  • Strategy: Corporate Strategy 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?
  • Strategy: Corporate Strategy Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
  • Strategy: Corporate Strategy 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)
    • 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
    Strategy: Corporate Strategy
    • 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
    • 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
    Strategy: Corporate Strategy
  • Strategy: Corporate Strategy
    • 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
    • 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
    Strategy: Corporate Strategy
  • Strategy: Framework
    • Org Structure
    • Job Design
    • C&B
    • Policies & procedures
    • Decision making
    • Job fit
    • Job Challenge
    • Management Systems
    Structure
  • Strategy: Framework
    • Tools
    • Physical facilities
    • Peer support
    • Information
    • T&D Programs
    • Mentors
    • Guides
    • ICT
    • OJT
    Resources
  • Strategy: Framework
    • Role modeling
    • Mentoring & Feedback
    • Leadership Style
    • TTT methodology
    • Job Design
    • Know How
    • Barriers
    • Support & Encouragement
    • Decision making
    Leadership
  • Strategy: Framework
    • Motivation
    • Self Efficacy
    • Awareness
    • Useful Competencies
    • Career aspirations
    • Attribution (control)
    • Learning how to Learn
    • Learning Styles
    • Mistakes = Experience
    Person
  • Strategy: Framework
    • Understand personal Demographic histories: organization, race, nationality, profession, family, peers, < Flow with and exploit existing culture >
    • Emphasize natural learning
    • Relationships and work dynamics
    • Freedom to Think
    • Freedom to Act
    Culture
  • Mistakes We Made
    • Decentralized T&D funds
    • Too focused on Training
    • No linkage with staff Performance gaps
    • Too focused on Weaknesses
    • Failed to differentiate Leaders vs. Specialists
    • Started too complex and too much
    • No modern learning
    • ISO as control system, not learning system
    • Failed to differentiate culture of CNI vs. EMQP
    • Directly incentivized project work
    • No S.P. for HODs
    • Hiring & Selection criteria didn’t contain ‘Learning Attitude’
    • Too focused on soft skills
  • Strategy: Practical start-up
    • “ Start small, grow fast, make money”
  • Strategy: 10 Practical start-up steps
    • Link training objectives to business strategy.
    • Address the corporate culture.
    • Focus on outcomes.
    • De-emphasize training.
    • Demand similar changes from Training suppliers
  • Strategy: 10 Practical start-up steps
    • Create an obsession
    • Learning resources
    • Learning goals
    • Diverse assignments
    • Mentoring
  • Strategy: Q&A
    • Questions?
    • Comments?
  • Personal: C.L.O. Job Description
    • Create access to training whenever and wherever employees need it
    • Make learning an inherent part of jobs
    • Breakdown knowledge-sharing barriers
    • Create learning opportunities
    • Ensure workforce has information and skills to move company forward
    • Sourcing and injecting new ideas from outside
    • Make people independent through self-sustaining systems
    • Push learning initiatives that have financial impact
    • Create sharing and collaboration platforms
  • Personal: How about me?
    • Get invited to multi disciplinary committees
    • Invite other disciplines into your teams & meetings
    • Find a Mentor & shadow him everywhere
    • Read broad based books, magazines
    • Study the company’s business plan
    • Write down how the work you do supports those plans
    • Volunteer to serve on a strategic planning committee or task force.
    • Read more Case Studies
    • Attend more ATCEN courses
  • Personal: How does it look like?
    • “ Be careful of using ROI to measure the effectiveness of LC”
    Strategy CEO Pfizer Importance of T&D
    • “… in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent&quot;
    CEO, Anonymous
  • Personal: How does it look like?
    • Innovation
    • Open discussions
    • Admission of mistakes
    • Integrated problem solving
    • Dissatisfaction with self
    • A lot of questions
    • More vocal and demanding
    • Sharing
    • Maturity of leaders
    • Keep on changing even if painful
    • Documentation of lessons learned
    • A lot of projects
  • Personal: How does it look like?
    • Read more
    • Training participation
    • Process improvements
    • Concern for Customers
    • Self confidence
    • Run out of Positions to promote
    • More Headhunting victims
    • Less dependent on external Trainers
    • Increased participation in projects
    • Improved productivity
    • Mentoring
    • Training Dept and Consultants become less important
  • Personal: Q&A
    • Questions?
    • Comments?
  • Last Words
    • “ Be careful how you sell Learning Culture.
    • You may be better off selling Training & Development if you are not ready”
  • To learn more…
    • For more information and education regarding Learning Culture and Strategic Training & Development, please refer to ATCEN trainers and courses
  • Thank You. soft copy of slides: [email_address]