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Laurence Yap M.A. Sr Manager of Learning and OD
Facilitation of Corporate
Strategies Planning
Contents
• Background – HRD and Strategy Planning
• Benefits of Facilitation
• Facilitation Process of Strategy Planning
•...
A. Background of HRD
HRD is the integrated use of
training and learning, career
development, and organization
development to improve individual...
Workscope
HRD = Developmental
HR = Operational
Job Scope
HRD
Department
Structure
HRD
Training
Administration
Human Capital
Frontline
Employee
Technical Skills
Development
OD
Lean
HR
Department
Structure
HR
Compensation
and Benefit
Recruitment
Indirect
Recruitment
Employee
Relations
Safety
Security
•Organization Development
Specialist – Succession Plannin
•Performance Consultant
•Facilitator
•Frontline Employee
Develop...
Nine Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning Activities
Building Employ...
Consequences of Attachment
• HRM - HR Functions - constraints
• COO – Operational Strategies
• CEO – Business Strategies
B. Background of Strategy Planning
13
Strategy Map Balanced Scorecard Action Plan
Perspective Objectives Measurement Target Initiative Budget
Financial Profitab...
18
Benefits of Facilitation
HRD act as Asst to
SLT
Business Partner
HRD gathers info
Info Consolidator
HRD facilitates planning
Credibility
HRD Organizes and Plans events
Network
Facilitation Process of
Strategy Planning
Facilitation Process of Strategy Planning
• Stage 1 Engagement with
CEO and COO
• Stage 2 Pre Strategy
Meeting
• Stage 3 S...
Facilitation Process of Strategy Planning
• Stage 5 Strategy Communication
Meeting
• Stage 6 Alignment of Department
Plann...
Stage 1
Engagement with CEO and COO
The Evergreen Project
• A careful examination of more than
200 well-established management
practices within 160 companies ...
Results (10 Years)
• Total Return to Shareholders
943% (Winners) vs 62% (losers)
• Sales
413% (Winners) vs 83% (losers)
• ...
Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.
2. Execution: develop and maintain fl...
Minors - 4 Factors
Master two of the four secondary management
practices:
(i) Talent: hold on to talented employees and fi...
Stage 2
Pre Strategy Meeting
Pre-Strategy Meeting
2010/2011
Do What Matters Most
DO WHAT MATTERS MOST
Current & Future Status
1st
Day
Quarterly Review
11.00-12.00pm
Review FY0910 Structure Tree Status
– CSF #1 A Person (15mins)
– CSF # 2 B Person (...
Understand your Business Environment,
Customer Needs & Future Challenges
12.00 - 300
Sharing of Future Challenges
– Custom...
Assessment by External Consultant
4.00 – 6.00
Consultant Assessment
1. Subject Matter Expertise
2. Business Process
3. Cul...
2nd Day
Review of Corporate Foundation
SWOT and PESTEL Analysis
9.00 am – 2pm
- SWOT and PESTEL analysis
–SWOT and PESTEL Presentation
– Group A (15mins)
– Group...
Grouping
• Group 1 –
• Group 2 –
Organizational Diagnostics:
How good are we at Strategy, Leadership, Customer, Processes,...
Description Strength Weakness Proposed
Strategies
Prioritization
Quadrant
Internal
Operations
1)
2)
1) HD (current) A
Situ...
Description Strength Weakness Proposed
Strategies
Prioritization
Quadrant
Strategy
Leadership •Team base leadership in
SLT...
Description Strength Weakness Proposed
Strategies
Prioritization
Quadrant
Structure
Technology &
Innovation
Talent
Engagem...
Strategies Main Thing 2009
CSF 2009
Main Thing 2010
CSF 2010
Main Thing and Critical Success
Factors2.00 am – 4pm
Main Thing
Critical Success Factors
Stretch Goals
Champions
50
Stage 3
Strategy Meeting
Human Knots
 Focus on the Issue, not on the
person
 One person talks at a time; there
are no side discussions
 Be Positive
 Mainta...
Theme of Strategy
Planning
What Matters
Most
Do What Matters Most
Vision,
Mission
&
Values
t
Strategy
Creation Change
Management Implementation
STRATEGY
IMPLEMENTATION
Do What Matters Most
GROUP 1
GROUP 2 GROUP 4
GROUP 3
GROUPING
STAGE
Facilitator Role :
HR Facilitator --Time
Keeper & logistic
support
Group Advisor
Role :
a) To guide the team
b) To offer a...
Team Roles
Identify roles :
1 Leader
2 Note Taker (laptop
& Flipchart)
3 Presenters
Team Roles
• Brainstorm Ideas -
strategies and tactics
• Select ideas
• Present strategies and
tactics
fill up your templa...
Goal Alignment
Structure Tree for Year
Critical
Success
Factors
Champion
Stretch
Goals
ChampionStrategies Tactics & Target...
2
A. 2 Strategies; 6 Tactics
B. Prioritization Matrix
IMPACT EFFORT DIAGRAM
HighLow
High
Impact
Effort / Difficulty
Just Do It! Careful consideration
required
Don’t waste timeL...
BRAINSTORMING GROUND RULES
• No Criticism
• Quantity is needed
• Combine and improve on others
• “Free wheeling “ welcome
...
Presenting Session
• Q &A session should not challenge the ideas
but only to seek clarification (brainstorming
rules )
Stretching Exercise
Carsem Annual Strategy Meeting
2009
Stage 4
Prioritization Meeting
Meeting Process Flow
• Flow
i. Compilation of Strategies
ii. Summarized Strategies
iii. Discussion & Decision making of St...
Stage 5
Strategy Communication Meeting
Vision
Mission
CSF #1
Improve Profitability
CSF #2
Building Strong Reputation
CSF #3
Employee Engagement
Stage 6
Alignment of Department
Planning Meeting
Stage 7
Quarterly Strategy Review
Meeting
Traffic Light System
83
Challenges
Dealing with Senior
High Business Acumen
Ability to Facilitate small
and large groups
Presentation design
84
Challenges
Creative Event
Management
Video, Food, Games,
fragrance
Strong Team Support
Able to deal with high level
man...
Summary
• Background – HRD and
Strategy Planning
• Benefits of Facilitation
• Facilitation Process of
Strategy Planning
• ...
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
Training Department : Facilitation of Corporate Strategies
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Training Department : Facilitation of Corporate Strategies

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Training Department : Facilitation of Corporate Strategies

  1. 1. Laurence Yap M.A. Sr Manager of Learning and OD Facilitation of Corporate Strategies Planning
  2. 2. Contents • Background – HRD and Strategy Planning • Benefits of Facilitation • Facilitation Process of Strategy Planning • Challenges of HRD • After Thoughts
  3. 3. A. Background of HRD
  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. Workscope HRD = Developmental HR = Operational Job Scope
  6. 6. HRD Department Structure HRD Training Administration Human Capital Frontline Employee Technical Skills Development OD Lean
  7. 7. HR Department Structure HR Compensation and Benefit Recruitment Indirect Recruitment Employee Relations Safety Security
  8. 8. •Organization Development Specialist – Succession Plannin •Performance Consultant •Facilitator •Frontline Employee Developers •Knowledge Management •Nano Learning •Learning Specialist •Organization change thru Lean Manufacturing
  9. 9. Nine 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
  10. 10. Consequences of Attachment • HRM - HR Functions - constraints • COO – Operational Strategies • CEO – Business Strategies
  11. 11. B. Background of Strategy Planning
  12. 12. 13
  13. 13. Strategy Map Balanced Scorecard Action Plan Perspective Objectives Measurement Target Initiative Budget Financial Profitability ROCE 25% € XXX Customer Attract & retain more customers # repeat customers # customers 70% +12% Implement CRM Quality Mgmt € XXX € XXX Internal Asset Utilization Inventory Turnover 4x Inventory Mgmt € XXX Learning & Growth Develop the necessary skills Develop the support system Strategic job readiness Info system availability Y1-70% Y3-90% Y5- 100% 100% Staff training € XXX € XXX Strategy Maps & the Balanced Scorecard 30/01/15 16© Marc Sniukas
  14. 14. 18
  15. 15. Benefits of Facilitation
  16. 16. HRD act as Asst to SLT Business Partner
  17. 17. HRD gathers info Info Consolidator
  18. 18. HRD facilitates planning Credibility
  19. 19. HRD Organizes and Plans events Network
  20. 20. Facilitation Process of Strategy Planning
  21. 21. Facilitation Process of Strategy Planning • Stage 1 Engagement with CEO and COO • Stage 2 Pre Strategy Meeting • Stage 3 Strategy Meeting • Stage 4 Prioritizing Strategies Meeting
  22. 22. Facilitation Process of Strategy Planning • Stage 5 Strategy Communication Meeting • Stage 6 Alignment of Department Planning Meeting • Stage 7 Quarterly Strategy Review Meeting
  23. 23. Stage 1 Engagement with CEO and COO
  24. 24. The Evergreen Project • A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996). • The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.
  25. 25. Results (10 Years) • 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)
  26. 26. Major 4 Factors 1. Strategy: devise and maintain a clearly stated, focused strategy. 2. Execution: develop and maintain flawless operational execution. 3. Culture: develop and maintain a performance- oriented culture. 4. Structure: build and maintain a fast, flexible, flat organization.
  27. 27. Minors - 4 Factors Master two of the four secondary management practices: (i) Talent: hold on to talented employees and find more. (ii) Innovation: make industry-transforming innovations. (iii) Leadership: find leaders who are committed to the business and its people. (iv) Mergers and acquisitions: seek growth through mergers and partnerships
  28. 28. Stage 2 Pre Strategy Meeting
  29. 29. Pre-Strategy Meeting 2010/2011
  30. 30. Do What Matters Most
  31. 31. DO WHAT MATTERS MOST
  32. 32. Current & Future Status
  33. 33. 1st Day Quarterly Review 11.00-12.00pm Review FY0910 Structure Tree Status – CSF #1 A Person (15mins) – CSF # 2 B Person (15mins) – CSF # 3 C Person (15mins) – CSF # 4 D Person (15mins) NOTE :All pkgs to include a summary of what went well & what improvements are needed
  34. 34. Understand your Business Environment, Customer Needs & Future Challenges 12.00 - 300 Sharing of Future Challenges – Customer Expectation – @ 20mins – Manufacturing Challenges – @ 20mins – Financial Status & Outlook – @ 20mins - Voice of Employees – @ 20mins - Technologies Challenges – @ 20min
  35. 35. Assessment by External Consultant 4.00 – 6.00 Consultant Assessment 1. Subject Matter Expertise 2. Business Process 3. Culture
  36. 36. 2nd Day Review of Corporate Foundation
  37. 37. SWOT and PESTEL Analysis 9.00 am – 2pm - SWOT and PESTEL analysis –SWOT and PESTEL Presentation – Group A (15mins) – Group B (15mins) – Group C (15mins)
  38. 38. Grouping • Group 1 – • Group 2 – Organizational Diagnostics: How good are we at Strategy, Leadership, Customer, Processes, Business Results, Structure Organizational Diagnostics: How good are we at, Technology, Innovation, Talent, Engagement, HR Alignment Situation Analysis: What is happening with our Internal Operations , Customers, Suppliers & Competitors? • Group 3 –
  39. 39. Description Strength Weakness Proposed Strategies Prioritization Quadrant Internal Operations 1) 2) 1) HD (current) A Situation Analysis: What is happening with our Internal Operations , Customers, Suppliers & Competitors? Participants : A, B. C . D
  40. 40. Description Strength Weakness Proposed Strategies Prioritization Quadrant Strategy Leadership •Team base leadership in SLT •Periodic comm thru exec forum • Iain give leadership for all exec and mangers • Provide Sup dev trg . Not link the leadership behavior to PMS , promotion and recruitment process . Define a set of leadership behavior and get it measure in PMS and become promotion /recruitment criteria. B Internal Customer Processes Business Results Organizational Diagnostics: How good are we at Strategy, Leadership, Customer, Processes, Business Results, Structure, Technology, Innovation, Talent, Engagement, HR Alignment Participants : A, B, C,D
  41. 41. Description Strength Weakness Proposed Strategies Prioritization Quadrant Structure Technology & Innovation Talent Engagement HR Alignment Organizational Diagnostics: How good are we at Strategy, Leadership, Customer, Processes, Business Results, Structure, Technology, Innovation, Talent, Engagement, HR Alignment Participant : A, B, C & D
  42. 42. Strategies Main Thing 2009 CSF 2009 Main Thing 2010 CSF 2010
  43. 43. Main Thing and Critical Success Factors2.00 am – 4pm Main Thing Critical Success Factors Stretch Goals Champions
  44. 44. 50
  45. 45. Stage 3 Strategy Meeting
  46. 46. Human Knots
  47. 47.  Focus on the Issue, not on the person  One person talks at a time; there are no side discussions  Be Positive  Maintain confidentiality  Treat each other with respect Ground Rules
  48. 48. Theme of Strategy Planning What Matters Most
  49. 49. Do What Matters Most
  50. 50. Vision, Mission & Values t Strategy Creation Change Management Implementation STRATEGY IMPLEMENTATION Do What Matters Most
  51. 51. GROUP 1 GROUP 2 GROUP 4 GROUP 3 GROUPING STAGE
  52. 52. Facilitator Role : HR Facilitator --Time Keeper & logistic support Group Advisor Role : a) To guide the team b) To offer advice c) Provide support. rules
  53. 53. Team Roles Identify roles : 1 Leader 2 Note Taker (laptop & Flipchart) 3 Presenters
  54. 54. Team Roles • Brainstorm Ideas - strategies and tactics • Select ideas • Present strategies and tactics fill up your template in excel template
  55. 55. Goal Alignment Structure Tree for Year Critical Success Factors Champion Stretch Goals ChampionStrategies Tactics & Targets sample Outcome Strategy Meeting
  56. 56. 2 A. 2 Strategies; 6 Tactics B. Prioritization Matrix
  57. 57. IMPACT EFFORT DIAGRAM HighLow High Impact Effort / Difficulty Just Do It! Careful consideration required Don’t waste timeLow priority A DC B • Use the Impact Effort matrix to prioritize which strategies to implement.
  58. 58. BRAINSTORMING GROUND RULES • No Criticism • Quantity is needed • Combine and improve on others • “Free wheeling “ welcome • Participate actively
  59. 59. Presenting Session • Q &A session should not challenge the ideas but only to seek clarification (brainstorming rules )
  60. 60. Stretching Exercise
  61. 61. Carsem Annual Strategy Meeting 2009
  62. 62. Stage 4 Prioritization Meeting
  63. 63. Meeting Process Flow • Flow i. Compilation of Strategies ii. Summarized Strategies iii. Discussion & Decision making of Strategies iv. Compilation of Tactics v. Categorized Tactics vi. Discussion & Decision making of Tactics • Review of Strategies & Tactics
  64. 64. Stage 5 Strategy Communication Meeting
  65. 65. Vision
  66. 66. Mission
  67. 67. CSF #1 Improve Profitability
  68. 68. CSF #2 Building Strong Reputation
  69. 69. CSF #3 Employee Engagement
  70. 70. Stage 6 Alignment of Department Planning Meeting
  71. 71. Stage 7 Quarterly Strategy Review Meeting
  72. 72. Traffic Light System
  73. 73. 83 Challenges Dealing with Senior High Business Acumen Ability to Facilitate small and large groups Presentation design
  74. 74. 84 Challenges Creative Event Management Video, Food, Games, fragrance Strong Team Support Able to deal with high level management
  75. 75. Summary • Background – HRD and Strategy Planning • Benefits of Facilitation • Facilitation Process of Strategy Planning • Challenges of HRD • After Thoughts

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