Strategic HR Driven Organziation Growth


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Strategic HR Driven Organziation Growth

  1. 1. Strategic HR Driven Organization Growth
  2. 2. Contents A. Background B. Processes and Tools C. Critical Success Factors
  3. 3. Growing Pains
  4. 4. Results  Strategy  Execution  Culture  Structure  Talent  Leadership  Innovation  M&A Total Return to Shareholders 943% (Winners) vs 62% (losers) Sales 413% (Winners) vs 83% (losers) Operating Income 326% (Winners) vs 22% (losers) Return on Invested Capital (%) +5.45% (Winners) vs -8.52% (losers) Engagement Talent Productivity Profit
  5. 5. Background The Evergreen Project 200 well-established management practices within 160 companies over a 10-year period (1986-1996) Prof Nirtin Nohria from Harvard Business School has pointed out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance. Engagement Talent Productivity Profit
  6. 6. Four Needs of Organization Sustainable Growth Model Business Profit Strategy Leadership Dev Productivity Execution Innovation People Development Talent Engagement Culture Structure M&A
  7. 7. HR and OD Tools and Processes
  8. 8. HR Involvement 12HR Driven Business Sustainable Growth Model Process Development Organisation Development Talent Development Productivity Profit Talent Culture Strategy Management Corporate Culture Effective Org Structure Talent and Leadership Productivity Innovation
  9. 9. Overview of Tools and Processes  Strategy  Execution  Culture  Structure Strategy Planning and Review Strategy Communication and alignment Strategic Learning Process Improvement Tools Lean Core Business Competencies Customer Relations Corporate Culture Employee Engagement Survey Team Bonding and Planning Onboarding Learning and Development Organization Structure Review
  10. 10. Overview of Tools and Processes  Talent  Leadership  Innovation  M&A Talent Management Competency Development Technical Advancement Management Development Senior Leadership Development Succession Planning Management Competencies Continuous Improvement Culture
  11. 11. Strategy Whatever your strategy, whether it is low prices or innovative products, it will work if it is sharply defined, clearly communicated, and well understood by employees, customers, partners, and investors. • Build a strategy around a clear value proposition for the customer. • Develop strategy from the outside in, based on what your customers, partners, and investors have to say—and how they behave—not on gut feel or instinct. • Continually fine-tune your strategy based on changes in the marketplace— for example, a new technology, a social trend, a government regulation, or a competitor's breakaway product. • Clearly communicate your strategy within the organization and to customers and other external stakeholders. • Keep focused. Grow your core business, and beware the unfamiliar.
  12. 12. Execution Develop and maintain flawless operational execution. You might not always delight your customers, but make sure never to disappoint them. • Deliver products and services that consistently meet customers' expectations. • Put decision-making authority close to the front lines so employees can react quickly to changing market conditions. • Constantly strive to eliminate all forms of excess and waste; improve productivity at a rate that is roughly twice the industry average.
  13. 13. Culture Corporate culture advocates sometimes argue that if you can make the work fun, all else will follow. Our results suggest that holding high expectations about performance matters a lot more. • Inspire all managers and employees to do their best. • Empower employees and managers to make independent decisions and to find ways to improve operations—including their own. • Reward achievement with pay based on performance, but keep raising the performance bar. • Pay psychological rewards in addition to financial ones. • Create a challenging, satisfying work environment. • Establish and abide by clear company values.
  14. 14. Structure Managers spend hours agonizing over how to structure their organizations (by product, geography, customer, and so on). Winners show that what really counts is whether structure reduces bureaucracy and simplifies work. • Simplify. Make your organization easy to work in and work with. • Promote cooperation and the exchange of information across the whole company. • Put your best people closest to the action. • Establish systems for the seamless sharing of knowledge.
  15. 15. Secondary 4 Factors Master two of the four secondary management practices: (5) Talent: hold on to talented employees and find more. (6) Innovation: make industry-transforming innovations. (7) Leadership: find leaders who are committed to the business and its people. (8) Mergers and acquisitions: seek growth through mergers and partnerships
  16. 16. Talent Winners hold on to talented employees and develop more. Fill mid- and high-level jobs with outstanding internal talent whenever possible. Create and maintain top-of-the-line training and development programs. Design jobs that will intrigue and challenge your best performers. Keep senior management actively involved in the selection and development of people.
  17. 17. Innovation An agile company turns out innovative products and services and anticipates disruptive events in an industry rather than reacting when it may already be too late. • Relentlessly pursue disruptive technologies to develop innovative new products and services. • Don't hesitate to cannibalize existing products. • Apply new technologies to enhance all operating processes, not just those dedicated to designing new products and services.
  18. 18. Leadership Choosing great chief executives can raise performance significantly. Closely link the leadership team's pay to its performance. Encourage management to strengthen its connections with people at all levels of the company. Inspire management to hone its capacity to spot opportunities and problems early. Appoint a board of directors whose members have a substantial stake in the company's success.
  19. 19. Mergers & Acquisitions Internally generated growth is essential, but companies that can master mergers and acquisitions can also be winners. • Enter new businesses that leverage existing customer relationships and complement core strengths. • • When partnering, move into new businesses that make the best use of both partners' talents. • Develop a system for identifying, screening, and closing deals.
  20. 20. Developmental Phases 24 Process Improvement 0 6 month 12 month 18th Month 24th Month Creativity Acct Mgn TWI ProductivityProfitDev Lean Culture Training Career Dev Soft Skills Competency Structure Culture Team Engagement Leadership KPI Strategy Coaching Talent Mgn Customers
  21. 21. Career Portfolio Laurence Yap
  22. 22. Career Portfolio Laurence Yap Training and Development Talent Management Organization Development Kuala Lumpur, Penang, Shanghai, Singapore, San Jose, Omaha, Tempe, Perrysburg 18 Years of Professional Experience
  23. 23. Strengths • Innovate and simplify current processes • Research online to access to best practices worldwide • Adapt best practices for organization growth • Create new models for organization effectiveness • Leading and Inspiring teams to transform organizations • Cross cultural communication Global Exposure Singapore Shanghai San Jose Omaha Perrysburg Tempe Kuala Lumpur Penang
  24. 24. Competencies Organization Development Facilitate Corporate Strategies, Change Management, Team Development, OD Interventions, Facilitation, Process Improvement, Lean Manufacturing and Career Development Talent Management Talent Review, Talent Development, Talent Evaluation, Talent Actions, Succession Planning, Bench Strength Measurement, Leadership Development, Senior Leadership Team Development Training and Development Strategic corporate learning, Learning and Development, Corporate University or Learning Academy, Learning Technology and LMS, Training Audit, Policies and Manuals, Annual Training Plan, TNA and Evaluation, Training Marketing, Promotion and Exhibition, Department Budget and Training Investment, Partnering Skills, Virtual Team, , Multimedia, Management of Stakeholders and Business Leaders, Training Council, Management of Training Curriculum Training Delivery and Instructional Design Strategic OD, Talent & Learning Tactical Tools & Methodologies