The document outlines a strategic plan for transforming a company's training department. It discusses shifting from a traditional training function focused on hours and people trained, to a more strategic role of facilitating organizational development, building high-performance teams, and cultivating world-class customer care. Specific initiatives proposed include implementing e-learning modules, developing expertise in areas like change management and knowledge sharing, and empowering employees through self-managed work teams. The plan aims to make training more directly linked to business goals and operational excellence.

1. Strategy Planning Training Department Mydin Mohammed Holding Berhad

2. Process Flow Practical Vision Underlying Constraint Strategic Directions Systematic Actions Implementation Timeline

3. Vision: Definition A mental picture of what the organization should look like in the future

4. New Definition of Mission To assist in increasing the effectiveness and efficiency of all individuals in Mydin Mohamed Holdings Bhd. Our measures of success is based on the improvement of job behaviors, job performance, problem solved, cost savings to organization, product quantity, product quality, lower absenteeism, lower turnover and customer satisfaction of the training we provide,

5. Objective Transform organization to achieve performance effectiveness Create a joyful and meaningful workplace.

6. Old Definition of Mission To provide all types of training support services to all employees Our measures of success is based on Hours of training Persons trained Classes delivered Media Produced Instructional objectives accomplished Course catalogs

7. Transformation Traditional Training Performance Driven (refer to HPI Model)

8. Comparison Sample Mission statement Measures of success Origin of performance problems Audience served Relationship with organizational goals Perception of others Staff skills required Potential survival in difficult times

9. Roles Past Trainer Future: Facilitator (Process control) Consultant (Provide answer) Trainer (Skills, attitudes, knowledge)

10. Skills Required Consulting Needs assessment Needs analysis Data collection System Design Long range planning Cost-benefit planning Evaluation Research Learning Facilitation Training

11. Training skills Delivering Training Creating lesson plans Media Production Department Budgeting Course Scheduling Coordinating events Developing survey, questionnaires Manage external vendors or trainers

12. Old Relationship with Organization Support function Cost center Little relationship exists between dept activities and organizational goals

13. New Relationships Proactive Function Profit Center Documented savings related to waste, turnover, defects, and downtime A high relationship exists with organizational goals

14. Traditional Training Function Indirect link to organizational bottom line Lack of management support No relation to other organizational Initiative Lack of respect and credibility

15. Strategic Direction Learning Organization that encompasses: Improving organizational learning capabilities Facilitating organization development or reengineering Building team based workforce to enhance productivity Cultivating world class customer care Upgrading operational excellence Building, expanding and manage knowledge

16. Improving organizational learning capabilities

17. Organizational Learning Focus on training and learning Training and learning must be fun, practical and interactive Exploring new ways of training and learning methods such as Multisensory, NLP, Visual/Music/Multimedia, Dialogue, Facilitative and etc

18. Learning Widening learning channels such as accessing to internet, resource library, audio visual Hold in house seminar, conference and workshop to improve convergence and divergence of knowledge Encourage Team Learning (training department)

19. Prioritize Training Course Focus on the foundation for first year Customer Care Retail Training Housekeeping Merchandizing Display English Supervisor Development Team Development HR competency training

20. What we do now Conduct fundamental training Setting up team learning Applying facilitative and multi-sensory training

21. What can we do further? Exploring latest training methodology Widening learning opportunities such as Certificate Program

22. Facilitating organization development or reengineering

23. Organization Development/Reengineering Function as Process facilitator Using various facilitator tools such as HPE: Performance FishBone 5 Why Flow Chart Run Chart Needed for fundamental change due to outdated organization system (;policies, roles and responsibilities etc)

24. What are we doing now? Renovation – mental rehearsal – Nesan/Laurence Store clearance – Nesan/Laurence Price Change - Laurence Energy level of Cashier – Guna/Zaidi/Laurence Motivational level of employees Collecting problems facing by employees through customer service training- Trg Dept

25. JMI: Our first client of Consultancy Conduct field study and consulting on JMI from 15 th Sept onward (45 days) Informed Zaidi, the branch manager of JMI. Areas to look into: Redesigning jobs or work tasks Improving information flow Improving feedback to performer Improving OJT (on job or off job training) Using structure practice (OA2) Improving tools and equipment Using job or performance aids Improving reward systems

26. What can we do further? Facilitating the final project management by doing mental rehearsal for Hypermarket GAMES for Hypermarket Examine the organization system of SUBANG Doing organization studies of SKE and other branches Move into troubled branches to find root course and solutions Initial projects to rescue critical area of Mydin

27. Things to remember Water and stone Human psychology Positive orientated Ambience Beware of people

28. Building team based workforce to enhance productivity

29. Building team based workforce Organize Group to become Team Train team to be Self Directed Work Team (SDWT) or Self Managed Team (SMT) The move will revolutionize the industrial practice of retail industry Implement in MNC Manufacturing such as AMD, Nestle and Komag in Malaysia

30. What is SDWT? Empower to make decisions Know each other jobs Supervisors act as facilitator Accountable for work group Facilitator, team leader and team member

31. Skills needed 1/2 Leadership Communication Interpersonal Group problem Solving Peer Coaching and feedback Consensus decision making Conflict management Project management

32. Skills Needed -2/ 2 Team dynamics Process Improvement

33. Change of Perception of Team Members Accept change Try new things Take on more responsibilties Held accountable Take actions Act in the best interest of team Take risks Be open minded

34. Experiment on JMI Halid 8 45 am 15 people Daily meeting and discussion Rest 30 minutes in afternoon Scram

35. Agenda of Meetings Motivation sharing Improvement projects Group and individual appraisal Problems and solutions sharing Ways to increase sales and customer base Ways to upgrade customer service, grooming housekeeping and mechanizing Get to know each other activities Training

36. Cultivating world class customer care

37. Customer Care Driven Customer Care Complete JMI’s Training Still no positive results. It proves my hypothesis is right. It is the organizational system (80%) that contribute to the “indifferent” of customer service

38. What are we doing now? Completed customer care training at H=JMI within six week time Completed the manual writing (Farha) Training at Malacca (5 th -13 th Sept)

39. What can we do further? Weekly focus – Floor Meeting, Daily Briefing Competition Poster Customer Survey form Remember customer names Field study on JMI Organization System – Manpower, Roles and responsibilities, Leadership style etc….

40. Operasi Akar 2 Operational excellency driven – Nesan 360 degree feedback for Leadership style Set up Ground Rules of Human Relationships

41. Upgrading operational excellence

42. Operational Excellency Driven Implement housekeeping and mechanizing display

43. What do we do now? Training an audit SKE Begin training at JMI

44. Building, expanding and manage knowledge

45. Knowledge Management E Learning Internet Strategy Portal Information Community of Expert Best Practice/Lesson-Learned Sharing Enlarge learning channels

46. E Learning Build learning module online for managers and executives to learn Incorporating LMS into our recording system Experimenting short and practical topic such as: 10 minutes learning on effective email writing 10 minutes learning on vendor negotiation 10 minutes learning on English for customer service

47. Internet Strategy Search information for competitive edge Teach internet search strategy Formulate internet user policy to draw boundaries of surfing and searching Train buyers, HR, branch executive etc. Create directory search for relevant departments

48. Portal Information Put up useful information on training department Provide a online suggestion and feedback format

49. Community of Expert Gather expert for sharing knowledge Collect list of skills, knowledge, hobbies and achievement of every employees Have info exchange session Do benchmarking tours

50. Best Practice/Lesson-Learned Sharing Invite experts to share such as Victor and Halim Facilitate the session to have tangible outcome

51. Enlarge learning channels Access to Public Library Access to Magazines Access to Internet Access to books (RM 300)

52. What do we do now? Facilitate Halim’s session Gather the list of skills from HR personnel Doing some studies on LMS and e module

53. What can we do further? Have web presence at intranet (Oct) Put up e Module online (Nov)

54. Who do what? List down our expertise Take one strategy direction to champion Teach internet search to access info Master learning skills Master facilitation skills Master training skills Set up self manage team for ourselve Team learning on workbook

55. Next Have weekly meeting Have weekly strategy discussion to generate action plan Have weekly training