This document provides an overview of HRD (Human Resource Development) as a business partner. It discusses how HRD can improve individual and organizational effectiveness through training, learning, career development, and organization development. It also outlines corporate learning strategies that focus on performance and align with corporate objectives. Specific initiatives discussed include leadership development, action learning programs, and implementing lean manufacturing principles in waves.

1. HRD as Business Partner
Laurence Yap M.A. (Uni. Malaya)
[Senior Manager]
Human Resource Development

2. Outline
• Background
• Training & Learning
• Organization
Development

3. Organization Needs
• Performance
• Positive Behaviors
• Team Effectiveness
• Quality
• Sales
• Profit

5. HRD is the integrated use of
training and learning, career
development, and organization
development to improve individual
and organizational effectiveness
Patrician
McLaren

6. HRD: New Playing Field
US: Chief Learning Officer
Focus on Performance

7. 28%
MALAYSIA’S HRDF:
An Evaluation of Its Effects on Training and Productivity
Hong Tan
Lead Economist, World Bank Institute

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

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

10. Organization Development
Set Organization Goals &
Direction
Analyzes Organization Structure
Organization Talent Analysis
Talent Management
Leaders as Teacher

11. Training
Graduate Engineering Program
Department Needs: YB
Action Learning – Lean, FMEA
Nano Training
Internet Research
Web 2.0

12. Organization Development

13. Set Direction

14. Strategy Meeting

16. Vision,
Mission &
Values
t
Strategy
Creation Change
Management Implementation
STRATEGY
IMPLEMENTATION
©BridgesBusinessConsultancyInt,2005t

17. Vision,
Mission &
Values

18. Lean Manufacturing

19. 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

20. 7s McKinsey

21. 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)

22. HANDS-ON
SIMULATIONS
& ACTIVITIES
Hands-On practical
simulation-Quick
Changeover (Seagate, Wuxi)
Hands-On Value Stream mapping
session (MMI Yixing, China)

23. HANDS-ON
SHOP FLOOR
ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-
Shooting (NSK, KL)

24. 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

25. 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

26. 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

27. Nano Training
• Short Learning ( 1 hour)
• Lunch, Department Meeting, Coffee Break

28. Business Impact
YB
• Purchasing
• HR integration
• Lean Manufacturing
• Marketing, Sales and Marketing Services

29. 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 !

30. 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

31. 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

32. Internet research
• Abundance of useful information
• Control for fear of abuse
FreeFree
softwaresoftware
RedesRedes
socialessociales

33. Tools for Collaboration
• Social Networks
– Facebook, MySpace
– Flickr
– YouTube
• Blogs
• Wiki’s
• Podcasts

42. Reorganization

43. Several Types of Reorganization
1. Streamlining of Functions Consolidation
2. Reporting Levels improve communication
3. Span of control expand responsibilities
4. Others

44. Types of Reorganization
• Streamlining Functions
• HRD + HR + ESH = Human Capital
Department

45. Types of Reorganization
• Reduce Reporting Levels

46. Types of Reorganization
• Span of control
•

47. Team Bonding and Reorg
 Know Your Team
 STRENGTHS
 SUCCESSES
 Departmental Strengths &
Desired Development
 Future Possibilities
 Summary

48. Appreciation of Strengths

49. Future Possibilities

51. 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

52. [KL. PG. Singapore. Ipoh]
13 Years (1993-2009)
Training & Development
Organization Development
HRD Career

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

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