Training Department as Business Partner


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  • Creative Commons – Attribution Share Alike License David Shapinsky
  • CC Attribution License Dan Kamminga
  • Training Department as Business Partner

    1. 1. HRD as Business Partner   Laurence Yap M.A. (Uni. Malaya) [Senior Manager] Human Resource Development
    2. 2. Outline <ul><li>Background </li></ul><ul><li>Training & Learning </li></ul><ul><li>Organization </li></ul><ul><li>Development </li></ul>
    3. 3. Organization Needs <ul><li>Performance </li></ul><ul><li>Positive Behaviors </li></ul><ul><li>Team Effectiveness </li></ul><ul><li>Quality </li></ul><ul><li>Sales </li></ul><ul><li>Profit </li></ul>
    4. 5. HRD is the integrated use of training and learning , career development , and organization development to improve individual and organizational effectiveness Patrician McLaren
    5. 6. HRD: New Playing Field US: Chief Learning Officer Focus on Performance
    6. 7. <ul><li>28% </li></ul>MALAYSIA’S HRDF: An Evaluation of Its Effects on Training and Productivity Hong Tan Lead Economist, World Bank Institute
    7. 8. Corporate Learning 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
    8. 9. High Performance Model Learning: change Collaborating: speed Teaching: Growth Learning Informal learning formal learning Teaching Management becomes trainers Groom internal employees as trainers Collaborating Network to customers and vendors Cross Function Team Community of Practices
    9. 10. Organization Development Set Organization Goals & Direction Analyzes Organization Structure Organization Talent Analysis Talent Management Leaders as Teacher
    10. 11. Training Graduate Engineering Program Department Needs: YB Action Learning – Lean, FMEA Nano Training Internet Research Web 2.0
    11. 12. Organization Development
    12. 13. Set Direction
    13. 14. Strategy Meeting
    14. 16. Change Management Implementation STRATEGY IMPLEMENTATION © Bridges Business Consultancy Int, 2005t Vision, Mission & Values t Strategy Creation
    15. 17. Vision, Mission & Values
    16. 18. Lean Manufacturing
    17. 19. AL Model: PDCA <ul><li>Address Organization Concerns </li></ul><ul><li>Engage Teams and select projects </li></ul>A. Plan C. Check D. Act B. Do <ul><li>Provide Training </li></ul><ul><li>Carry out projects </li></ul><ul><li>Review results </li></ul><ul><li>Proliferate to other areas </li></ul>
    18. 20. 7s McKinsey
    19. 21. The Training Approach The Learn – Do – Mentoring Approach CLASS ROOM LECTURES Lecture on Lean for graduate IE students (Asia Institute of Technology, Bangkok. Faculty of Industrial Engineering) Class Room Lecture during Lean Master training (MMI JB)
    20. 22. HANDS-ON SIMULATIONS & ACTIVITIES Hands-On practical simulation-Quick Changeover (Seagate, Wuxi) Hands-On Value Stream mapping session (MMI Yixing, China)
    21. 23. HANDS-ON SHOP FLOOR ACTIVITIES Shop-Floor exercises (NSK, KL) Shop-Floor exercises Video-Shooting (NSK, KL)
    22. 24. Lean Consultants <ul><li>The AMC founders & principal consultants are: </li></ul><ul><ul><li>Ramesh Victor Rajathavavaram </li></ul></ul><ul><ul><li>Lean Master (USA) </li></ul></ul><ul><ul><li>Soundrarajan Pitchay </li></ul></ul><ul><ul><li>Lean Master (USA) </li></ul></ul><ul><ul><li>URL: </li></ul></ul><ul><ul><li>Email: </li></ul></ul>
    23. 25. <ul><li>Wave 1 </li></ul><ul><li>Lean overview </li></ul><ul><li>Value Stream Mapping </li></ul><ul><li>Set-up Reduction </li></ul><ul><li>5S </li></ul><ul><li>Change Management </li></ul><ul><li>Wave 2 </li></ul><ul><li>Visual Management </li></ul><ul><li>Standardized Work </li></ul><ul><li>Error Proofing </li></ul><ul><li>Handling Resistance </li></ul>LEAN IMPLEMENTATION IN CARSEM <ul><li>Factory will be more Visual & Organize </li></ul><ul><li>Reduced set-up time </li></ul><ul><li>Factory will have less error </li></ul><ul><li>Work will be more standardize/repeatable </li></ul><ul><li>Wave 3 </li></ul><ul><li>Material Control (Kanban) </li></ul><ul><li>Total Production Mgt (TPM) </li></ul><ul><li>Overall Engineering Efficiency (OEE) </li></ul><ul><li>Performance Measurement </li></ul><ul><li>Introduce pull mechanism through Kanban </li></ul><ul><li>Working with lower level of inventory </li></ul><ul><li>Improve equipment OEE </li></ul><ul><li>Wave 4 </li></ul><ul><li>Theory of constraints </li></ul><ul><li>Lay-out optimization </li></ul><ul><li>IT Tools </li></ul><ul><li>Lean Diagnostics </li></ul><ul><li>Further strengthen the whole Value Stream Map after the 3 waves project. </li></ul><ul><li>Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping) </li></ul><ul><li>Lean lay-out </li></ul>
    24. 26. <ul><li>Talent Gaps/Issues* </li></ul><ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul><ul><li>Talent Management Action Plan (2005) </li></ul><ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul><ul><li>#4 </li></ul><ul><li>#5 </li></ul>Current Changes/Challenges Impacting Your Business <ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul>Future Changes/Challenges Impacting Your Business <ul><li>Talent Management Accomplishments (2005) </li></ul><ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul><ul><li>#4 </li></ul><ul><li>#5 </li></ul><ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul><ul><li>2006 Talent Management Action Plan </li></ul><ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul><ul><li>#4 </li></ul><ul><li>Talent Strengths* </li></ul><ul><li>#1 </li></ul><ul><li>#2 </li></ul><ul><li>#3 </li></ul>* Aggregate organization talent strengths and gaps Organizational Talent Analysis
    25. 27. Nano Training <ul><li>Short Learning ( 1 hour) </li></ul><ul><li>Lunch, Department Meeting, Coffee Break </li></ul>
    26. 28. Business Impact <ul><li>YB </li></ul><ul><li>Purchasing </li></ul><ul><li>HR integration </li></ul><ul><li>Lean Manufacturing </li></ul><ul><li>Marketing, Sales and Marketing Services </li></ul>
    27. 29. 8 Key Beliefs:- <ul><li>Customer 1 st </li></ul><ul><li>Speed of Execution </li></ul><ul><li>Continuous Improvement </li></ul><ul><li>Constant respect for people </li></ul><ul><li>Uncompromising Integrity </li></ul><ul><li>Lead by Example </li></ul><ul><li>Always seek win-win solution </li></ul><ul><li>Carsem BOLEH ! </li></ul>
    28. 30. Behaviors <ul><li>Focus on the issue , not the person </li></ul><ul><li>Remember -- Everyone’s role is important </li></ul><ul><li>Seek first to understand. </li></ul>Constant Respect for People <ul><li>Always believe there is a better way </li></ul><ul><li>Challenge the status quo </li></ul><ul><li>Seek new ways of doing things </li></ul>Continuous Improvement <ul><li>Sense of urgency. </li></ul><ul><li>Be responsive . </li></ul><ul><li>Make fast decisions </li></ul>Speed of Execution <ul><li>1 Listen to customers </li></ul><ul><li>Treat customers as friends </li></ul><ul><li>3 Be courteous , respectful and professional </li></ul>Customer 1 st
    29. 31. Behaviors <ul><li>Can DO attitude </li></ul><ul><li>Determination </li></ul><ul><li>Positive mindset </li></ul>Carsem BOLEH! <ul><li>Be objective </li></ul><ul><li>Be open minded </li></ul><ul><li>Collaborate and compromise. </li></ul>Always seek win-win solution <ul><li>Be supportive </li></ul><ul><li>Say what you do and Do what you say </li></ul><ul><li>Be a coach </li></ul>Lead by Example <ul><li>Honesty </li></ul><ul><li>Keep your word </li></ul><ul><li>Maintain confidentiality </li></ul>Uncompromising Integrity
    30. 32. Internet research <ul><li>Abundance of useful information </li></ul><ul><li>Control for fear of abuse </li></ul>Free software Redes sociales
    31. 33. Tools for Collaboration <ul><li>Social Networks </li></ul><ul><ul><li>Facebook, MySpace </li></ul></ul><ul><ul><li>Flickr </li></ul></ul><ul><ul><li>YouTube </li></ul></ul><ul><li>Blogs </li></ul><ul><li>Wiki’s </li></ul><ul><li>Podcasts </li></ul>
    32. 42. Reorganization
    33. 43. Several Types of Reorganization 1. Streamlining of Functions Consolidation 2. Reporting Levels improve communication 3. Span of control expand responsibilities 4. Others
    34. 44. Types of Reorganization <ul><li>Streamlining Functions </li></ul><ul><li>HRD + HR + ESH = Human Capital Department </li></ul>
    35. 45. Types of Reorganization <ul><li>Reduce Reporting Levels </li></ul>
    36. 46. Types of Reorganization <ul><li>Span of control </li></ul>
    37. 47. Team Bonding and Reorg <ul><li>Know Your Team </li></ul><ul><li>STRENGTHS </li></ul><ul><li>SUCCESSES </li></ul><ul><li>Departmental Strengths & Desired Development </li></ul><ul><li>Future Possibilities </li></ul><ul><li>Summary </li></ul>
    38. 48. Appreciation of Strengths
    39. 49. Future Possibilities
    40. 51. OD, Training and Education Corporate Learning HRD Best Practice Malaysia Chief Learning Officer Network Contact Network
    41. 52. [KL. PG. Singapore. Ipoh] 13 Years (1993-2009) Training & Development Organization Development HRD Career
    42. 53. Employment Computer Disk Drive US / 1997-2002 Senior Executive Recruitment Outsourcing US / 2006 Training Manager Global Pharmaceutical US / 2006 Learning Manager (Mal & Singapore) Manufacturing (Assembly and Test) Malaysia MNC / 2007 HRD Senior Manager
    43. 54. Higher Education B.A (Hons.), M.A Social Science Fellowship Award 1990-1993 Management European History Malaysia Development Asian Politics Chinese Studies Indian Culture Japanese Religious