Corporate universities can be a driving force in an organization. They can add value, drive change and contribute to the growth and development of the overall enterprise, but only if the corporate university is connected to the business, relevant, managed in a productive, efficient manner and valuable to the organization.
The success factors identified in this article are review points to judge the success of the corporate university and provide the impetus for sustained improvement, change and growth.
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
Corporate Learning Toward Corporate University (Pembelajaran Menuju Universit...Djadja Sardjana
Corporate University menyelenggarakan aktivitas berupa pembelajaran dalam kelas maupun jarak jauh untuk pengembangan eksekutif, perencanaan suksesi, pengelolaan pengetahuan (knowledge management), perekrutan strategis dan orientasi, dan lain-lain
Bisa bersifat pembelajaran, pengetahuan, dan kebijaksanaan, baik secara individual dan organisasional.
Fokus utama kegiatan Corporate University adalah individual, tetapi organisasi juga mendapatkan proses pembelajaran
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
Corporate Learning Toward Corporate University (Pembelajaran Menuju Universit...Djadja Sardjana
Corporate University menyelenggarakan aktivitas berupa pembelajaran dalam kelas maupun jarak jauh untuk pengembangan eksekutif, perencanaan suksesi, pengelolaan pengetahuan (knowledge management), perekrutan strategis dan orientasi, dan lain-lain
Bisa bersifat pembelajaran, pengetahuan, dan kebijaksanaan, baik secara individual dan organisasional.
Fokus utama kegiatan Corporate University adalah individual, tetapi organisasi juga mendapatkan proses pembelajaran
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
Corpu merupakan konsep pengembangan kompetensi yang bisa dibilang integratif karena berdasarkan kebutuhan organisasi yang tergambar dalam kontribusinya untuk mencapai visi organisasi. Pada prakteknya Corpu adalah upaya membangun organisasi pembelajar. Sistem yang dibangun dalam Corpu, bahwa pembelajaran tidak hanya dilakuan di kelas tapi dilakukan dilakukan di manapun dan kapanpun (learning is not only training) ini salah satu yang membedakan dengan training center.
GI Net 13 - Journey of Telkom CorpU | Telkom IndonesiaHora Tjitra
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Mr. Tonda Priyanto, Senior GM of Telkom Corporate University
Pemahaman Konsep Pengelolaan SDM BertalentaSeta Wicaksana
Pemahaman konsep secara menyeluruh dan mendalam terkait pembahasan pengelolaan SDM Bertalenta.
Praktek manajemen talenta telah menjadi kebutuhan strategis bagi organisasi. Praktek pola ini dimaksudkan untuk mengoptimalkan peran sumber daya manusia (SDM) yang dimiliki oleh organisasi. Manajemen talenta adalah pengelolaan SDM yang dilakukan dengan menggunakan proses analisis, pengembangan, dan pemanfaatan talenta yang berkelanjutan dan efektif untuk memenuhi kebutuhan bisnis. Tujuan manajemen talenta adalah mengembangkan keunggulan kompetitif (competitive advantage) melalui pemanfaatan potensi sekelompok karyawan untuk meraih kinerja yang optimal. Selain dilakukan dari dalam organisasi management talenta juga bisa dimulai dari pencarian bakat calon karyawan (talent scouting).
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
Paradigma baru dalam Manajemen Sumber daya Manusia menganggap bahwa sumber daya manusia merupakan aset organisasi (atau biasa dikenal dengan istilah human capital). Karena itu aset tersebut harus dikelola secara proaktif dan strategik (Ulrich, 1998).
Manajemen talenta merupakan implementasi dari strategi atau mekanisme yang terintegrasi untuk meningkatkan kondisi lingkungan kerja dengan mengembangkan proses-proses dalam rekrutmen dan seleksi, pengembangan, pengikatan, dan mempertahankan sumber daya manusia yang memiliki kemampuan serta attitude yang dibutuhkan organisasi di masa ini dan akan datang.
Peran strategis dalam mengelola SDM atau (strategic human resource management) dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Dalam implementasinya, peran strategis dalam mengelola SDM ini diartikan bahwa pengelola SDM harus dapat mengelaborasi semua kapasitas yang dimiliki pegawai atau SDM-nya, untuk dijadikan sebagai competitive advantage bagi organisasi. Manajemen SDM yang strategis seolah sudah menjadi suatu tuntutan untuk dilakukan.
Rencana perusahaan tentang bagaimana ia akan mencocokkan kekuatan dan kelemahan internalnya dengan peluang dan ancaman eksternal untuk mempertahankan keunggulan kompetitif.
Perlunya mendukung upaya peningkatan produktivitas dan kinerja perusahaan.
Bahwa karyawan memainkan peran yang diperluas dalam upaya peningkatan kinerja pemberi kerja.
SDM harus lebih terlibat dalam merancang—bukan sekadar mengeksekusi—rencana strategis perusahaan.
Pada tahun 1950, Corporate University mulai dibentuk untuk membantu organisasi dalam menghubungkan (lingkage) dan menselaraskan (alignment) program-program pembelajaran dengan visi, misi dan sasaran strategis organisasi.
Meskipun industri Corporate University belum sepenuhnya sepakat mengenai definisi Corporate University yang sudah diterima secara universal, namun berbagai tingkat strategi dan nilai yang dikembangkan oleh industri Corporate University tampaknya secara umum memiiki disain CU yang bersifat jangka panjang. Tujuan utama CU, diantaranya adalah untuk membangun kompetensi inti oranisasi, mendorong perubahan organisasi, mempertahankan daya saing perusahaan, merekrut dan mempertahankan talent, atau pelayanan pelanggan. Sebagian besar CU didirikan atas praktik bisnis strategis dan kesadaran sendiri akan tanggung jawab mereka untuk berkontribusi terhadap pertumbuhan organisasi dan/atau efektifitasnya. CU adalah strategis karena direncanakan dan dimodelkan untuk memenuhi misi organisasi. CU berorientasi pada hasil (result oriented) dan akan tetap ada selama dapat memberikan nilai (value) kepada organisasi/perusahaan.
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
This knowledge document is developed to provide aspiring leaders with practical basic tools to build an effective human resources management system in a typical early stage of organization build-up. The insights presented are taken from a combination of high level primary research, validation interviews and team internal analysis from best practice observation in multiple successful organizations. The readers are highly encouraged to treat this document as a general reference, provided that the information contained herein are non-exhaustive.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
Corpu merupakan konsep pengembangan kompetensi yang bisa dibilang integratif karena berdasarkan kebutuhan organisasi yang tergambar dalam kontribusinya untuk mencapai visi organisasi. Pada prakteknya Corpu adalah upaya membangun organisasi pembelajar. Sistem yang dibangun dalam Corpu, bahwa pembelajaran tidak hanya dilakuan di kelas tapi dilakukan dilakukan di manapun dan kapanpun (learning is not only training) ini salah satu yang membedakan dengan training center.
GI Net 13 - Journey of Telkom CorpU | Telkom IndonesiaHora Tjitra
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Mr. Tonda Priyanto, Senior GM of Telkom Corporate University
Pemahaman Konsep Pengelolaan SDM BertalentaSeta Wicaksana
Pemahaman konsep secara menyeluruh dan mendalam terkait pembahasan pengelolaan SDM Bertalenta.
Praktek manajemen talenta telah menjadi kebutuhan strategis bagi organisasi. Praktek pola ini dimaksudkan untuk mengoptimalkan peran sumber daya manusia (SDM) yang dimiliki oleh organisasi. Manajemen talenta adalah pengelolaan SDM yang dilakukan dengan menggunakan proses analisis, pengembangan, dan pemanfaatan talenta yang berkelanjutan dan efektif untuk memenuhi kebutuhan bisnis. Tujuan manajemen talenta adalah mengembangkan keunggulan kompetitif (competitive advantage) melalui pemanfaatan potensi sekelompok karyawan untuk meraih kinerja yang optimal. Selain dilakukan dari dalam organisasi management talenta juga bisa dimulai dari pencarian bakat calon karyawan (talent scouting).
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
Paradigma baru dalam Manajemen Sumber daya Manusia menganggap bahwa sumber daya manusia merupakan aset organisasi (atau biasa dikenal dengan istilah human capital). Karena itu aset tersebut harus dikelola secara proaktif dan strategik (Ulrich, 1998).
Manajemen talenta merupakan implementasi dari strategi atau mekanisme yang terintegrasi untuk meningkatkan kondisi lingkungan kerja dengan mengembangkan proses-proses dalam rekrutmen dan seleksi, pengembangan, pengikatan, dan mempertahankan sumber daya manusia yang memiliki kemampuan serta attitude yang dibutuhkan organisasi di masa ini dan akan datang.
Peran strategis dalam mengelola SDM atau (strategic human resource management) dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Dalam implementasinya, peran strategis dalam mengelola SDM ini diartikan bahwa pengelola SDM harus dapat mengelaborasi semua kapasitas yang dimiliki pegawai atau SDM-nya, untuk dijadikan sebagai competitive advantage bagi organisasi. Manajemen SDM yang strategis seolah sudah menjadi suatu tuntutan untuk dilakukan.
Rencana perusahaan tentang bagaimana ia akan mencocokkan kekuatan dan kelemahan internalnya dengan peluang dan ancaman eksternal untuk mempertahankan keunggulan kompetitif.
Perlunya mendukung upaya peningkatan produktivitas dan kinerja perusahaan.
Bahwa karyawan memainkan peran yang diperluas dalam upaya peningkatan kinerja pemberi kerja.
SDM harus lebih terlibat dalam merancang—bukan sekadar mengeksekusi—rencana strategis perusahaan.
Pada tahun 1950, Corporate University mulai dibentuk untuk membantu organisasi dalam menghubungkan (lingkage) dan menselaraskan (alignment) program-program pembelajaran dengan visi, misi dan sasaran strategis organisasi.
Meskipun industri Corporate University belum sepenuhnya sepakat mengenai definisi Corporate University yang sudah diterima secara universal, namun berbagai tingkat strategi dan nilai yang dikembangkan oleh industri Corporate University tampaknya secara umum memiiki disain CU yang bersifat jangka panjang. Tujuan utama CU, diantaranya adalah untuk membangun kompetensi inti oranisasi, mendorong perubahan organisasi, mempertahankan daya saing perusahaan, merekrut dan mempertahankan talent, atau pelayanan pelanggan. Sebagian besar CU didirikan atas praktik bisnis strategis dan kesadaran sendiri akan tanggung jawab mereka untuk berkontribusi terhadap pertumbuhan organisasi dan/atau efektifitasnya. CU adalah strategis karena direncanakan dan dimodelkan untuk memenuhi misi organisasi. CU berorientasi pada hasil (result oriented) dan akan tetap ada selama dapat memberikan nilai (value) kepada organisasi/perusahaan.
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
This knowledge document is developed to provide aspiring leaders with practical basic tools to build an effective human resources management system in a typical early stage of organization build-up. The insights presented are taken from a combination of high level primary research, validation interviews and team internal analysis from best practice observation in multiple successful organizations. The readers are highly encouraged to treat this document as a general reference, provided that the information contained herein are non-exhaustive.
Transformational Management Roles of a Teaching Learning Centre in an Academi...Padmanabhan Krishnan
The Academic Staff College of VIT was started in 2004, three years after the Vellore Engineering College became a Deemed University under the UGC 1956 act 3.
The roles and responsibilities are to train the trainer, empower the trainer, disseminate knowledge to the students through the trainer or the faculty and assist in inclusive growth .
To improve the teaching and learning outcomes and the ranking and accreditation outcomes of the Institution.
To work on feedback from the faculty, staff, experts , organizations and auditors for continual improvement
About 150 developmental programmes are conducted each year by the ASC in multiple disciplines. The ASC has given birth to the Distance Learning and the VIT On-line Learning Centres down the years since inception.
A Feasibility Plan On Which Commercial Enterprise Shall School of Management ...MOHAMMAD ASIF NASSERI
The School of Management Studies offers a number of courses, which include full-time as well as distant learning courses in various streams of management. It is a matter of pride that this School was the first in the country to introduce MBA course through distant learning for senior defense officers and working executives. This course serves as a measure of rehabilitation for senior army officers and at the same helps working executives to enhance their careers. The department offers quality management education using rigorous multifaceted pedagogy with an effective interface with industry to translate its mission into action. It creates opportunities for its students to develop their understanding of business, social and political environment, to enlarge their ability not only to adjust to change but to become catalyst, and to enhance their ability to conceptualize, decide and communicate. The serene ambience and academic culture of the department with its improved infrastructure provides an ideal environment for the pursuit of academic excellence in management education and research. While the department has achieved high standards of excellence in its academic programmes, it intends to achieve and sustain excellence as one of the leading business schools in India.
Various firms producing the milk and milk products, the consumers have greater options to select the product according to their taste and preferences. Therefore, a study on consumer behavior to understand the buying behavior of milk products was important. The organizations consider the taste and preference of the consumer to frame the strategies according to their tastes and preferences.
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
Dokumen ini adalah opini dari APK Foundation yang disampaikan oleh Aulia Prima Kurniawan saat Workshop Implementasi Kurikulum 2013 di Universitas Negeri Jakarta (UNJ), 4 September 2013 lalu.
Mariia Rashkevych: Підвищення ефективності розроблення та реалізації освітніх...Lviv Startup Club
Mariia Rashkevych: Підвищення ефективності розроблення та реалізації освітніх проектів (UA)
UA Online PMDay 2024 Spring
Website – www.pmday.org/online
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Entrepreneurs, according to Joseph Schumpeter, are responsible for creative destruction. They are the real drivers
economic growth and employment. Creation of entrepreneurship of such higher order would require Universities and Higher Education institutions (HEI) to include entrepreneurship and innovation as a part of their vision
and therefore embed, support and grow an entrepreneurship and innovation culture among management, faculty and students. This transformation, into what we may call the entrepreneurial university, would lead to wide ranging external collaborations and partnerships and enthusiasm to
engage even with the smallest economic and social entrepreneurs inside and outside the campus.
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Making The Move to
A Corporate University
Seta A. Wicaksana
Founder and CEO www.humanikaconsulting.com and hipotest.co.id
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Anggota Komite Nominasi dan Remunerasi Dewan Komisaris PT Askrindo
• Sekretaris Prodi MM Program Pasca Sarjana Universitas Pancasila
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara
3. History
• Corporate university phenomenon is not new; General Motors began the GM institute in 1927.
• After that corporate university grew quickly until 1900s when the number of corporate universities increased to 1800.
• The first modern corporate university (“CU”)was established by General Electric at Crotonville in the 1950s. McDonald’s
launched the creatively titled “Hamburger University” in 1961 with Disney and Motorola following suit with universities in
the 1970s. The concept saw explosive adoption and growth in the latter part of the 20th century.
• Today, it is reported that there are 2400 corporate universities.
• Some 40% of Fortune 500 companies already have a corporate university.
• Corporate University is a name given to the virtual engine that acts as an umbrella, bringing together all the existing
training and development units within the corporation to ensure the effective and efficient deployment of all
organizational learning initiatives as a strategic and operational enabler.
• Corporate University should link learning to organization performance.
• Currently, the role and development of the Corporate University (CU) received increased attention both from academia,
government, and corporate. CU concept has been developed in Europe and become a significant aspect as a center for
training and development of human resources.
4. History
• in 2012, The first corporate
university in Indonesia is
Telkom Corporate University,
but Pertamina is the first
company in Indonesia to rank
122 on Fortune.
• Pertamina implemented
Pertamina Learning Center
(PLC) before its
transformation into corporate
university.
5. “Companies don’t
fail to innovate; they
fail to learn.”
-Josh Bersin, Founder & Principal,
Bersin by Deloitte
6. Why General Learning Center Is
Transformed Into A Corporate
University
• The absence of alignment between what is learned in training and
what is needed by business in companies. Common learning in
training, training center, or learning center is apart from the most
pressing business problems to be solved.
• Training programs and development often do not have significant
business impact since they are not directly aligned with corporate
business issues; the impact of the training results towards business
performance is insignificant.
• generally, the participation of trainees is very low. One possible
cause is because generally The participants feel that they do not get
meaningful appreciation after attending the training. For example,
achievement in training does not increase their salary or their career
path even if the employee joined the training, possibly with no full
commitment
7. Corporate Universities Are
Growing For A Number Of Reasons
• Some businesses want to systemize training functions or maximize the
investment in education.
• Other corporations want to develop the employment of workforce and remain
competitive in the marketplace.
• Corporate universities typically are established to provide education at a lower
cost, relative to programs offered by traditional universities
• CU is more superior compared to trainings and development in ensuring the
knowledge, skills and attitude that can be applied in the company. It also has
a strong linkage and significant impact towards the company's business
performance.
• Dasenbrock (2002) sees the corporate university as an opportunity to focus on
the practical aspects of the industry, since at the moment the main problem
and disadvantage of traditional education is that students entering traditional
universities do not receive education, but a certificate, and the universities
themselves are guided by the problem of attracting applicants.
8. Reasons SHOULD Consider A
Corporate University
• Teaching Organization Specific Skills - Core
• Keeping the Organization, and Its People, Competitive
• Promoting and Retaining A Common Culture, and
Leadership Philosophy
• To offer training to your external audiences
9. What
• Meister (1998) menyebutkan bahwa Corpu merupakan
alat strategis terpusat untuk pendidikan dan
pengembangan pegawai, alat utama untuk
menyebarluaskan budaya organisasi dan membina
pengembangan.
• Mark Allen (2002) dalam buku The Corporate
University Handbook, mendefinisikan Corporate
University adalah entitas pendidikan yang merupakan
alat strategis yang didesain untuk membantu organisasi
induknya dalam mencapai misinya, dengan
menjalankan aktivitas peningkatan pengetahuan atau
wisdom individu/ organisasi tersebut.
• Walton (2005) emphasized that the main goal of the
corporate university is to inspire the student with an
original idea, as exemplified by the experience of the
Walt Disney Corporation. In 1963,Walt Disney created
Disney University in Anaheim, California, so that all
new hires would understand and deliver the services
he conceived.
10. The Main Concept Of
Corporate University
1. Functional approach focuses on the CU training
issues; CU has evolved in many organizations to become
a strategic umbrella to educate not only the employees
but also stakeholders who play a role in the
development of the organization such as customers and
suppliers.
• Key elements drawn from this approach is to focus
on the basic skills and the need to develop a
consistent and uniform knowledge, skills and
abilities throughout the organization, and a network
of customers and suppliers, to ensure consistent
quality of the products and/or services.
11. The Main Concept Of Corporate
University
2. The strategic approach associated with long-term
development of the human resources organization.
• the definition of CU is the idea of a corporate
university for learning and knowledge creation of
formal and processes within an organization.
• The definition emphasizes the strategic focus on
knowledge creation and management across the
organization.
• The two major concepts are focused on training
and development; and investing continuously to
improve the human capital of the organization.
12. Corporate
University
and Human
Capital
• which connects investments as key assets of the organization,
employees, improved productivity, and sustainable competitive
advantage
• This strategy focused on the management and development
of human resources can be associated with the promotion of
CU as a catalyst for the strategic development of human
resources. Organizations take a strategic step for the long
term and a different approach to managing and investing in
human resources, to ensure that appropriate trainings and
development are available to all employees.
• Strategic approach emphasizes the enhancement of
corporate resources by linking skills development with the
retention of employees through incentives such as career
advancement, improved security and higher remuneration.
• Learning and knowledge management within the
organization in an environment that is more complex and
competitive reflect the strategic role of CU in the creation of
competitive advantage. In a dynamic environment, CU
strategy must develop diverse and adaptive approaches, to
ensure that every element in the organization has accesses to
appropriate trainings and developments to meet the diverse
organizational goals.
13. Main
processes
Identified
Corporate
University
• There are four main processes identified as a
core element of corporate universities:
• Systems and process of knowledge;
• networking and process of partnership;
• learning process;
• and people process.
• Their framework on the idea is that a
corporate university should not only be
aligned with knowledge management and
organizational learning, but it is also
important in social practices, technologies
and organizations that support learning and
knowledge creating organizational
processes.
14. Corpu is
A Corporate University is an enterprise
function, department,
or program that is closely aligned with
the business strategies of
the organization and which provides
leadership in the support
of people and processes through
continuous, strategic, and
aligned learning to provide long term
positive impact on the
bottom line.
15. Learning Center
and Corporate
University
(Grenzer, 2006)
Aspects Learning Center Corporate university
Access Limited access (in certain classrooms and times) Accessible from anywhere and
anytime
Participant Limited to certain participants Flexible for all members
Content Improve skills with classical classes Improving competency with a broad scope via e-
learning
Delivery Conducted by the teacher and test
synchronously
The learning process and tests can
asynchronously
Registration Openly with manual processes Based on curriculum needs
online via Learning Management System (LMS)
Focus Usually reactive Most proactively
Frequency Based on the schedule of the learning process in a
certain time
Continuous learning process
could be anytime
Operation Normally carried out by staff Performed by a separate unit
outcomes To upgrade or
develop skills
Increase performance substantially
whole
Scope Tactical Strategic alignment with units
business
16. Learning
Center and
Corporate
University
Learning Center Corporate university
Class Learning Class Learning
E-Learning E-Learning
Blended Learning Blended Learning
Coaching/mentoring
Culture change
Knowledge Management system
On the Job training
Sharing knowledge
Knowledge management in group
Community of practices
17. Phases of
Corporate
University
(R. Deiser, 1998)
Features Operational
Phase
Tactical Phase Strategic Phase
Type of CU “Advanced
training
department”
“Knowledge
backbone”
“Knowledge
factory”
Goal Efficiency In line with
organizational
goals
Surpass
competition
Relation
with strategy
Indirect and
reactive
Direct and reactive Direct and
proactive
Main
activity
Centralizing
training
activities within
the company
Building courses
based on
organizational
strategy
Development of
strategy by
training and
research
18. Typology
Corporate
University
(Assen, 2010)
Scholar Contribution Typology
Fresina (1997) Depending on the purpose of the corporate university
three prototypes can be distinguished. Depending on
their strategy and environment organisations should
choose the right prototype
• Prototype I – To reinforce and
perpetuate
• Prototype II – To manage change
• Prototype III – To drive and sharp
Deiser (1998) Describes corporate university models along the
dimensions or core function, business rationale, role of
top management and case studies.
• Profit Center
• Qualification Center
• Standardisation Engine
• Strategic Change Enabler
Walton (1999) Describes the evolution of corporate universities on the
dimensions of time and breadth of coverage. Also
describes generations in terms of strategic alignment and
physical versus virtual presence.
• Training School
• Staff/Management College
• Academy of Learning/
Corporate University
Rademakers
(2005)
Describes the maturity of corporate universities in terms
of the strategic impact (pro-active) and contribution to
innovation (knowledge production).
• School
• College
• Academy
24. Six key benefits of
corporate University
(Betof, 2014)
• it helps to achieve results;
• stimulates the development of
leaders and like-minded people;
• improves the leadership skills of
those who teach;
• strengthens organizational
culture and communication;
• fosters positive organizational
change and (f) reduces costs by
attracting the best talent.
25. Corporate University
Assessment (J. Barney, 1991)
• CU assessment criteria include seven main aspects, namely: Alignment,
Alliances, Branding, Launching, Leadership, Learning Technology, and
Measurement.
• Alignment assessment is the extent to which the effort of learning and
development is aligned with corporate objectives.
• Alliance measures how qualified the use of external service providers are.
• Branding measures the success of the development and implementation
of communication strategies and innovative brand development.
• Launching is an initiative to measure the success of the launch of new
CUs.
• Leadership is measured by the implementation of major impacts of
leadership programs for managers, high-potential employees, and senior
executives.
• Learning Technology is measured by the extent to which CU can create
learning environments by using technology.
• Measurement assesses the ability of CU in creating tools and techniques
for measuring investment in learning.
27. Corporate
University
Conceptual
Model
(Wicaksana,
20022)
Corporate Strategy
Product
development
Operation
Sales and
marketing
HRD
Learning strategy and Focus
Talent Management/ Leadership Development Program
Learning Infrastructure:
1. Governance and
structure
2. Partnership and
alliances
3. Assessment Center
4. Learning and
research Center
Academic system
Equip team to achieve
Organization's Goals
Learning and
assessment
Learning Levels:
1. Foundation
2. Competency
3. Mastery
Core content
and Research
Div
Organizational Values
Learning Management System/IT System
Best
Practices
to
solve
Problem
Creating
Knowledge
Governance
28. Key Success
factors
Engage the CEO
Connect the Company Strategy
Stay Close to the business
Provide high-caliber Offering
Create links with employee development process
Measure The Value
Market Internally and Externally
30. “A good corporate
university knows how
to listen and identify
problems, come up
with solutions, and
respond to the
changing environment
of the business in which
it operates-- whether
that’s with traditional
classes or not.”
-Daniel Gandarilla, VP, Chief
Learning Officer at Texas Health
Resources
31. House of Kemenkeu Corporate University
Sumber: Kementerian Keuangan (2016)
41. HOW to Build
Corporate University
• Implementation Phase (Peris-Ortiz,
et al, 2018)
• Need analysis/Diagnostics
• Developing Training Program
• Formation of Corporate
University Processes and
Structures
• Development and
Implementation of Learning
Management System (LMS)
• Knowledge and Release
42. 1. Need analysis/Diagnostics
• At this stage, the basis of the project
is to implement a Corporate
University, with a thorough
formulation and analysis,
accompanied by the collection of
the necessary data, to understand
and assimilate the most basic
organizational fundamentals.
• Strategic units, strategic assets,
hidden, current situation in terms of
work processes, training methods
and tools, learning methods, testing
and establishing consensus on the
expectations of internal customers
and other public organizations
interested in getting something
good out of this program.
43. The Three Prototypes
• Prototype I: Reinforcing and Perpetuating
Behavior
• Corporate Universities tasked with this role
are primarily concerned with promoting and
reinforcing the values and mission of the
organization.
• Companies like Disney, which have a strategic
differentiator based in large part on the
behavior of its people utilize a CU to instill the
values mindset in their teams.
44. The Three Prototypes
• Prototype II: Managing Change
• When the primary purpose of the CU is to assist with
the management of change, the curriculum skews
heavily towards the examination and elimination of the
obsolete behaviors and beliefs followed by the
introduction of new insights and behaviors.
• The universities, in the parlance of the Kurt Lewan
model of change management, are designed to
“unfreeze” embedded behaviors, change or shift to the
new behaviors, then “refreeze” those new behaviors in
the organization.
45. The Three
Prototypes
• Prototype III: Driving and Shaping the
Organization
• Rather than being driven by
strategic changes, these Corporate
Universities aim to be active
participants in driving the strategic
direction.
• By forcing disparate groups of
managers and other employees to
think about the company from a
strategic standpoint, these
universities empower individuals
with the skills necessary to lead
the organization into the future.
46. Developing
Competencies
• After completing the needs analysis
and determining the prototype in
which your ideal corporate
university would fall, the
organization should develop
competencies for each level and/or
position within the organization.
• These competencies state the
minimum levels of knowledge or
understanding one needs to
possess to achieve that level in the
organization.
48. XII GM Business Vision
XI GM
XI DGM Business Strategic
XI AGM
X AGM Business Operations
X M
IX M Sources Management
IX AM
VIII AM Interpersonal Skill
VIII SPV
VII SPV Technical Knowledge
(Systems & Procedures, Terms)
VII
VI Maintain Quality &
Cost Control
V
IV Maintain Quality
III Daily Job
NEW EMPLOYEE
T
P
M
Seminar
Toyota
Characteristics
,
CS
Culture,
5S,
QCC,
Idea
Suggestion
Defined
by
each
division
TPM
Planned
Maintenance
OHS
Management
TPM
Autonomous
Maintenance
Occupational
Health
&
Safety
Interpersonal
&
Communication
Skill,
Presentation
Skill,
Computer
Literacy,
Language
Computer
Literacy
GROUP
L
I
N
E
DEPARTMENT
S
E
C
T
I
O
N
D
I
V
I
S
I
O
N
CORE COMPETENCE
CLASS
LEVEL
CULTU-
RE
VOLUN-
TARY
NON-PLANT
FUNC-
TIONAL
TRAINING PROGRAM
COMPULSORY
PLANT
The Executive Program on Corporate Management
The Program for Global Enterprises Management
( Economic, New Technology, Social & Politic issues )
HRM for Non-HR Manager
Finance for Non-Finance Manager
Strategic Planning
Supply Chain Management
Negotiation Skill
Targeted Selection
Middle Mgmt. Program (PWPK DpH)
Kaizen Advisor / Project Management
Supervisory Management Program (PWPK S/H) ,
Basic Management Program
TPS for Supervisor
Statistical Quality Control
Practical Problem Solving
PWPK G/H
Toyota Job Instruction , Circle Leader Training
TPS Basic
Induction
Office Administration
Basic Skill Training
Toyota Basic Training Program
Completed Staff Work
Circle Facilitator Tr, TPS : Standardization and Kaizen
PWPK L/H
Interaction Management
Business Seminar
Man Management
Business Simulation
General Mgmt. Program (PWPK D/H)
Competency Matrix
49. 2. Developing Training
Program
• At this stage, the
development of an
educational program is
carried out, in which the
necessary procedures
must be defined to
identify, channel and
formalize all training and
information needs for
each function, family and
sub-family position, and
existing roles within the
organization.
50. An ideal CU
curriculum and
delivery
infrastructure by
organizational level
according to BCG
research
52. 3. Formation of Corporate
University Processes and
Structures
• At this stage, it is called the initial
formation of CU by developing processes
and structures that function to enhance
the framework that will occur in the
development of CU as a new process in
the organization.
• Designed in line with the information
obtained in the first phase and in an
effort to build a governance structure for
CU starting with drawing appropriate
process mapping, developing regulations,
documents and procedures needed to
operate efficiently.
• Establish the basis for the division of
training areas and different training
Institutions or areas that will be part of
the new CU that will run.
53. 4. Development and
Implementation of Learning
Management System (LMS)
• This tool is an important
technology in development so
that CU can function properly,
interact and be managed
properly.
• To do this, decision makers
should be very careful with
respect to the various
offerings that are in the
market regarding convenience
and ancillary services offered
by suppliers and providers
before finally choosing the
proposal that best suits the
needs of CUs in the
organization.
54. 5. Knowledge and Release
• In the fifth stage, the project
will be released and all
internal (and external,
depending on the scope of
the project) audience will be
informed, given an overview,
and provided information
about the features that exist
and are involved in it.
55. How
• Preparation Phase
• Kick-off
• Benchmarking
• Corporate University Assessment
• Corporate university
• Blueprint Corporate University
Kementerian Keuangan, Badan Pendidikan dan Pelatihan Keuangan, (2016). Kemenkeu Corporate University:
Belajar Tanpa Batas, Kinerja Berkualitas, 1–43, https://bppk.kemenkeu.go.id/kemenkeu-corpu
57. All business organizations need to
have a structure in place that provides
systematic processes to advance their
organization through growing the
knowledge, skills, and attitudes of
their employees— whatever they call
that”
- Kathleen Gallo, SVP and Chief Learning Officer, Northwell Health
60. Challenges
• To create a system based on the strategic plan it is essential to comply
with items such as engagement of senior management, and strategic
alignment model of people management with business strategies.
• The investment required for the operation of a corporate university.
• The intangible assets necessary to model the learning process,
through the absorption of knowledge for learning to learn, are the
methodological guidance in the preparation of courses, the sensitivity
of teachers and tutors to make the process a learning activity to be
extended out the organization, as an exercise in life.
• To develop a creative environment, propitious to sharing experiences
among those involved in the process. With the objective, of building
learning communities, involving academic theories and practice of the
corporate world.
61. Challenges
There are other challenges in substantial changes on internal structures of the
development of people with the proposal of Corporate Universities such as:
• Empowering people to compete in a globalized economy;
• The development of mental models and behavior toward continuous learning
and adaptation to environments subjected the frequent change;
• Training to lead organizations in international contexts, with strong cultural
diversity present in everyday business and the people who work there;
• Preparation for constant acquisitions and merger,
• The reconciliation of people and the prospects of the company,
• so as to reach both the interests at stake in the educational process and those
that are fundamental to the success of its implementation;
• And finally, the encouragement of self-development of employees, which
implies strong changes in the company’s culture of learning
62. Challenges
Corporate university is no longer responsible just for training oriented
courses available for employees. Instead, corpu is embracing a more
powerful role in which it reshapes capabilities and organizational culture.
There are 3 transformation areas:
• 1. Transforming organizations’ learning goals, shifting the focus from
the development of skills to the development of mindsets and
capabilities that will help workers perform well now and adapt
smoothly in the future.
• 2. Transforming organizations’ learning methods, making them more
experiential and immediate, and atomizing content for delivery when
and where it’s needed.
• 3. Transforming organizations’ learning departments, making them
leaner, more agile, and more strategic.
63. Result
• The remarks of Jack Welch – Former CEO GE—are very apt in the context of training and learning. Jack Welch states that any
organization that is capable to learn, and transfer its learning into results has a competitive advantage (Gloeckler,2014). Peter
Drucker also stated the maxim: “Education can no longer be confined to schools. Every employing institution has to become a
teacher” (Drucker,1987) Drucker was thus hinting at the need and importance of continuous learning or lifelong learning, which
every organization must adopt in order to remain competitive.
• Learning is thus becoming an outcome of training in the workplace. A few organizations have even developed an inbuilt learning
mechanism in the form of a learning institute, a kind of a corporate university wherein employees attend customized courses and
excel in their areas of expertise. Such organizations have now started talking about learnability as a unique skill of their employees
and prefer to call themselves a Learning Organization.
• Training in these organizations is thus redefined and restructured as organizational learning. What was earlier considered as
administrative function or a necessary tool to ensure that employees possessed necessary skills to carry out the assigned job was
transformed into a kind of organizational learning. Such organizations have started calling their employees as intellectual assets or
intellectual capital or knowledge workers who now collectively work for achieving organizational goals and objectives.
• Such organizations are thus people’s organizations where intangible (intellectual) assets are more important than the tangible
ones. If such a workforce is to be available to a nation, the corporate university model is the only potential method to built this
workforce.
64. Impacts
• Corpu provides learning opportunities for employees, suppliers and customers of the parent organization (Paton et al, 2005) and
the community (Meister, 1998), Corpu also helps organizations achieve their mission, strengthens work culture and business
innovation (Mark Allen, 2011), as well as support organizational strategy, and change management initiatives (Kiely, 2017)
continuous improvement and competitive advantage (Walton, 2015), compared to university functions in general which are
associated with scientific, teaching and research activities with academic degrees (D1-D2-D3-S1 -S2-S3) (Krisna Wijaya, 2019)
because in the corpu each division or department can focus more on improving technical and managerial capabilities to improve
the ability of their daily tasks and tiered education or promotion requirements, in addition to being tactical or operational, to
improve the implementation of work activities and activities better.
• Corpu is designed to strengthen organizational culture, develop top leadership, support change management initiatives,
encourage business innovation, relevant and focused research and operate like a business unit (Krisna Wijaya, 2019). Corpu also
has a goal of involving senior management as a key initiative, ensuring learning outcomes are consistent with better company
activities, supporting the transfer of learning content into the company's daily business, bringing new knowledge for company
progress and cultivating critical thinking for company progress.
• With the existence of a corpu, the company can focus more on developing employees, so that increasing employee competency
will help employees improve performance and cumulatively, the good performance shown by all employees will help improve
company performance.
65. Final Thoughts
• Corporate universities can be a driving force in an
organization. They can add value, drive change and
contribute to the growth and development of the
overall enterprise, but only if the corporate university
is connected to the business, relevant, managed in a
productive, efficient manner and valuable to the
organization.
• The success factors identified in this article are review
points to judge the success of the corporate university
and provide the impetus for sustained improvement,
change and growth.
66. References
• Allen, M (2002). The Corporate University Handbook: Designing, Managing, and Growing a Successful Program. AMACOM Div
American Mgmt Assn.
• Assen, Daan. (2010). Corporate Universities: Making A Strategic Contribution By Enhancing Absorptive Capacity. Working paper.
Atrivision, Amersfoort, the Netherlands. Faculty of Behavioural Sciences, University of Twente, Enschede, the Netherlands. P.O.
Box 217 7500 AE Enschede The Netherlands d.t.assen@utwente.nl
• Ayuningtyas, H. G., Anggadwita, A.N. G., Putri, M. K (2015) The Corporate University Landscape in Indonesia. 3rd International
Seminar and Conference on Learning Organization (ISCLO 2015): Atlantis Press
• Betof, E. Leaders as Teachers: Unlock the Teaching Potential of Your Company’s Best and Brightest; Data Reproductions
Corporation
• (ASTD): Auburn Hills, MI, USA, 2014.
• Chusminah (2015). Analisis Implementasi Konsep Corporate University Dalam Meningktakan Kinerja Karyawan, StudiKasus: PT
PLN Persero, Jakarta. Jurnal Widya Cipta, (VII;5), 86-94.
• Dasenbrock, R.W. One and a half cheers for the corporate university. ADE Bull. 2002, 130, 42–49. [CrossRef]
• Grenzer, Jeffrey W (2006) Developing and Implementing a Corporate University. HRD Press Inc. USA.
• J. Barney, “Firm resources and sustained competitive advantage”, Journal of Management, Vol. 17 No. 1, 1991, pp. 99-120.
• Kementerian Keuangan, Badan Pendidikan dan Pelatihan Keuangan, (2016). Kemenkeu Corporate University: Belajar Tanpa
Batas, Kinerja Berkualitas, 1–43, https://bppk.kemenkeu.go.id/kemenkeu-corpu
• Meister, Jeanne C (1998). Corporate Universities-Lessons in Building a World Class Workforce. McGraw Hill New York USA
• Peris-Ortiz, M., Gomez, J.A., Marquez, P., 2018. Corporate Universities as a New Paradigm and Source of Social Innovation,
Sustainability, Technology and Education in the XXI Century, in: Strategies and Best Practices in Social Innovation: An Institutional
Perspective. 153–169. https://doi.org/10.1007/978-3-319-89857-5
• R. Deiser, “Corporate universities – Modeerscheinung oder strategischer Erfolgsfaktor?”, Organisation sentwicklung, Vol. 17 No.
1, 1998, pp. 36-49
• Rademakers, M. (2005). Corporate Universities: Driving Force of Knowledge Innovation. Journal of Workplace Learning, 17 (1/2),
130-136.
• Walton, J.Would the real corporate university please stand up? J. Eur. Ind. Train. 2005, 29, 7–20. [CrossRef]