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Hrd business partner

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Hrd business partner

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

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