aec and human resources development
DESCRIPTION
ThailandHuman ResourcesASEAN Economic CommunityTRANSCRIPT
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Momentum �� ��� ������� �������� �������� ���
How does this relateHow does this relate to SEA?
By 2030
� China will be world’s largest economy, double the size of US economy
� India’s economy will be 5 times larger, representing 10% of global GDP How does this relate to SEA?
04/07/2011 5 .���"�," -�/� � [email protected]
� Part of historical trades routes for 900 years - SEA will rise naturally as Chindia risesnaturally as Chindia rises
� E7: predicted to be larger than G7 economies by 2050 Includes Indonesia Vietnam Thailand Philippines MexicoIncludes Indonesia, Vietnam, Thailand, Philippines, Mexico, Turkey
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� ������� ��������������!��� ��"� 20113.7
2.02.6
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2007
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World US Euro Area AP (excl Japan)
Source: EIU Country Briefing Report, October 2010
World US Euro Area AP (excl. Japan)
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Source: Harvard Business Review, June 2011
KFC
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World Ranking Port Name Trade Region Total TEU Country
�#��� $�� ��% � 1-9 �� ����&#�����"�����World Ranking Port Name Trade Region Total TEU Country1 (2) Shanghai East Asia 29,069,000China2 (1) Singapore South East Asia 28,430,800Singapore3 (3) Hong Kong East Asia 23,532,000China (SAR HK)3 (3) Hong Kong East Asia 23,532,000China (SAR HK)4 (4) Shenzhen East Asia 22,509,700China5 (5) Busan North East Asia 14,157,291Korea6 (8) Ningbo East Asia 13,144,000China6 (8) Ningbo East Asia 13,144,000China7 (6) Guangzhou East Asia 12,550,000China8 (9) Qingdao East Asia 12,012,000China9 (7) Dubai Mid-East 11,600,000UAE9 (7) Dubai Mid East 11,600,000UAE10 (10) Rotterdam Northern Europe 11,145,804Netherlands22 (22) Laem Chabang South East Asia 5,068,076Thailand
Shanghai Singapore Hong KongShanghai Singapore Hong Kong
Dubai RotterdamDubai Rotterdam
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Single Market Production Base21/06/2011 .���"�," -�/� � [email protected] 10
Single Market Production Base����� ���������� �����$��!'��� 270 �0� ������'* �� 60 ��0� *
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ASEAN Plus One mechanisms withmechanisms withindividual Dialogue Partners of ASEAN
Source: ADB’s Emerging Asian Regionalism, A Partnership for Shared Prosperity
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• ��&� '���()��� 2510(1967) ������ 40 �� ��()��� �)���% (2550)• ,���$�������)��� ������%���� )��� �!()�&������� ��������%�� �&�• ,����$�������� – �����%������ �!�&������ �������%��&
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ASEAN Free Trade Area : AFTAASEAN Free Trade Area : AFTA
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������0 '���/���<H!�* $� H* AMBDC /'� GMS
Year 2011
ChinaTaiwan Korea
HKJapan
Laos
Myanmar
Thailand
Vietnam
CambodiaPhilippinesLaos
Brunei
Thailand
Malaysia
BruneiIndonesia
Singapore
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ASEAN Economic Community : AEC
ASEAN Security Community
ASEAN Economic
ASEAN Socio-CulturalCommunity
(ASC) Community (AEC)
Cultural Community
(ASCC)
E it bl F ll I t t dSingle Market and production base
High competitive economic region
Equitable economic
development
Fully Integratedinto global economy
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���� �*�������"�����3��/��*���K� 11 Clusters
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����$�$������ $ $��*K�� ������
SingaporeSingapore offers
taccess to 2.8 billion
people within a 7 hour flight
radius3M, Shell, Top 10 Pharmaceuticals & Bi h l radius, ,
Exxon Mobil Top 10 & Biotechnology
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*����#��D$��F$�
•Integrity
*����& � ����D$���� *4G���D�� ��
Integrity•Quality•Reliability•Productivity
•Knowledge-based manufacturing and services
•Thought and information
•Physical connectivity
•People and•Excellent place to live,
•Strong legal system
Thought and information hub
•Commitmentto education and skills
People and business networks
pwork, learn and play
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INSIDE OUT�����'*$�
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Organization Development Theme���������������� *�%��K�������*�
g p
+ ++ +
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U f i Ch i R f i
++
Unfreezing Changing Refreezing5 ��/�� 5 ���� � 5 ���� E�
� "�� / �<E�� "�� / �<E�
Source: Lewin’s Three-Step Process
� "�� / �E�
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IS
�'"�'� ��'"�' �
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Source: Harvard Business Review – May - June 1983
���* *�%���� � � ����* *���� � ���� � *������J ��0 �����
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Reflective ObservationReflective Observation
• Logically analyzing
• Planning systematicallyideas
Abstract ConceptualizationAbstract ConceptualizationActive ExperimentationActive Experimentation
• Carefully observing• Showing ability to y gbefore making judgments
• Viewing issues from
g yget things done
• Taking risks• Influencing
7& ��Q� ��� �"V �7& ��Q� ��� �"V �
Concrete ExperienceConcrete Experience
Viewing issues fromdifferent perspectives
gpeople
����#�� #�����#�� #�• Learning from
specific experiences
Concrete ExperienceConcrete Experience ���� ����� �
specific experiences• Relating to people• Being sensitive to
f li d l
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feelings and people
Harness the Power of ChangeHarness the Power of Change
Face Reality!Face Reality!
Managing Less Is ManagingBetterManaging Less Is ManagingBetter
Downsize Before It’s Too Late!Downsize Before It’s Too Late!Downsize, Before It s Too Late!Downsize, Before It s Too Late!
De-Layer: Get Rid of the Fat!De-Layer: Get Rid of the Fat!
Act Like a Small CompanyAct Like a Small CompanyAct Like a Small CompanyAct Like a Small Company
Listen to the People WhoActually Do the WorkListen to the People WhoActually Do the Work
Go Before Your Workers andAnswer All Their QuestionsGo Before Your Workers andAnswer All Their Questions
k l h b fk l h b fMake Quality the Job of EveryEmployeeMake Quality the Job of EveryEmployee
Take Advantage ofTake Advantage ofTake Advantage ofE-Business OpportunitiesTake Advantage ofE-Business Opportunities
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� �� ��� ���& ��� ���& ��� ���!3�������!3������!3������!3��"� �� ���L�"� �� ���L�
� �� ��� ��� ������ �� �8�,���� �8�,���
�� D����$���� D����$��
Source:Ronan and Shenkar countryRonan and Shenkar countryclusters-cultural comparisons
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� �8�� “Y�”�8�� Y�*&#� � � �8��
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55 Y PlY Pl5 5 Years PlanYears Plan((20062006--20092009))
TIPSTIPS--BSCBSCLearning & GrowthLearning & Growth
PerspectivePerspectivepp
TargetSe tio
Welfare &fi
Team &SkillD l t
SalarySt t
BalancedS d
HRIS I(Employee Self
NewPromotionSection Benefits Development Structure Scorecard(Employee Self
Service)Promotion
System
� Manpower� e Recruitment
� JD/CompetencyC P th
� Training Road MapT i i Y l Pl
� Salary StructureP ti
� BSC / KPIs� Measurement Tools
� OT Online� Leave Online
� Promotion System� HR Best Practice� e-Recruitment
� Skill Test� Interview
Committee� New Orientation
� Career Path� New Benefits
Adjustment� Regulation Review� Salary Survey
� Training Yearly Plan� Career Development� Leadership Training� Promotion Committee� Team Building
� Promotion Regulation
� Young Target Selection
� Talent Retention
� Measurement Tools� Evaluation Review� Coaching/Mentoring� IDP� Strategic Workshop
� Leave Online� Shift Online� HR Intranet� HR Less Paper
� HR Best Practice� Thailand 5s Award� Safety Award� HR E-Form
Programy y
� Team Building� Procurement Manual /
RO Online� ISPS Code
� Talent Retention
� ISPS Code� 5s Best Practice
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33 Y Pl (Y Pl (20102010 20122012))3 3 Years Plan(Years Plan(20102010--20122012))
Learning & GrowthLearning & GrowthPerspectivePerspective
PSHEMS,HRIS II KM ???
SAP,HAPPY8
NewPerformance ???
Sparcs N4 HRIS IILO
8(Work Life
Balance)
Performance System
� Key person SAP � PSHEMS � Performance � Happy
Workplace� Happy Brain� 5P Culture� Emp.Survey
� 5PS Culture� White Factory� Happy Body� Happy Money
Base Pay� Cooperative
Fund
� Emp.Survey
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������*���L- ��3��������3 ��������*���L- ��3��������3 ��
20%20%
10%
20% 20%10%
5%10%
10%15%
5%
5%10%
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/���"������� ��� �**� A+B�C
Getting the right peopleAt the right placeAt the right placeOn the right time
� �*�� = E" ���$<*�/' �E��K- �' �(ROI)
� �*�� = ������2��� �*��'�������($�������%)
� �*�� = ����� �*��* �0 ��G-$��E��� �� 13 ��*-�� 2554 Sakda Hwankaew 47
�*�� = ���� �*���* � �G-$E����
Towers Watson’s View on Total Reward A framework that captures all aspects of the work experiencep p p
�����L��*#���3�������L��*#���3��Pa B fitPay Benefits
� Base salaryB
� Long-term sickness benefitP i� Bonuses
� Recognition� Allowances
� Pension� Holiday� Staff restaurant
� Geographical and shift allowancesC d l t
� Relocation assistance� Life insurance
� Career development� Learning experiences� Performance management
� Leadership� Culture� InvolvementPerformance management
� Succession planning� Training
� Involvement� Diversity� Work/life balance
L i d D l t W k E i t
� Talent Management� Coaching
� Interesting meaningful work� Job security
48
Learning and Development Work EnvironmentSource: 2010 Towers Watson. Proprietary and Confidential. For Towers Watson and Towers Watson
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THE FOUR FUNDAMENTAL CAPACITIES OF PEOPLE
Potential
Competency
Capacity
ance
Perform
PersonalQualityLQ = Learning Quotient
Source: Grow Talent Company Limited ,India AbilitySkillsLQ Learning Quotient
CQ = Conceptual QuotientRQ R l ti hi Q ti t
Skills
RQ = Relationship QuotientAQ = Action Quotient
Knowledge
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�Q�L�%��4�,-������ �8��4*����Job Rotation
Special Project Assignment Off-site Training Program Community of Practice (CoP)Self Study
Assessment Center Career Counseling
Apprentice TrainingShadowing
O th J b T i i
Mentoring
g g y ( )y
Job Enlargement/EnrichmentE-Learning
CoachingOn-the-Job Training
P fPreferences,Corporate Culture,Actual Possibilities
Source : Hunseok Oh (Department of Education, Seoul National University, Korea)( p y )
13 ��*-�� 2554 50Sakda Hwankaew
����'����/���"K�����2���
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Framework of Competencies by the Advanced Manufacturing Industry
Management Occupational Specific Requirements
by the Advanced Manufacturing Industry
Technical & Specific
Tier 4 : Industry-Wide Technical Competencies
Requirement Occupational Specific Requirements Knowledge Areas
Entry Level & Technical Level
• ManufacturingProcess Dev./Design
• Production • Supply Chain Logistics
Ti 3 W k l C t i
ocess e / es g
• Maintenance,Installation & Repair
• Quality/AssuranceCont. Improvement
• Health & Safety
Tier 3 : Workplace Competencies
• Business Fundamentals
• Teamwork • Adaptability/Flexibility
• Marketing &Customer Focus
• Planning &Organizing
• Problem Solving &Decision-Making
• Applied Technology
Tier 2 : Foundation Academic Competencies
• Applied • Basic Computer • Applied • Reading for • Business • Listening & • Location/ • Speaking/
Tier 1 : Personal Effective Competencies
AppliedScience
Basic ComputerSkills
Applied Mathematics/Measurement
Reading forInformation
BusinessWriting
Listening & FollowingDirections
Location/UsingInformation
Speaking/PresentationSkills
Tier 1 : Personal Effective Competencies
• Integrity • Motivation • Dependability & Reliability • Willing to Learn
2010 – 2011 Salary Increases: General Industry 2010 - 2011 General Industry - Median Salary Increases
9.6 10.0
11.9
10.0 10.010.0 11.0
12.9
10.311.5
12.0
14.0 2010 2011
7.08.4
6.0
0 0
6.0
8.09.0
5.5 5.57.0
5.36 0
8.0
10.0
3.55.0
3.02.0
5.0 5.0
3.03.5
3.2
5.04.03.5
2.5
3.34.0 3.5
2 0
4.0
6.0
0.0
2.0
S 2010 T W t C ti Pl i R t O t b 2010Source: 2010 Towers Watson – Compensation Planning Report, October 2010
� 2011 Salary Increase presented are based on projected/forecasted figures shared by participating companies
� A total of 2 560 companies shared information for 2010 and 2 200 for 2011� A total of 2,560 companies shared information for 2010 and 2,200 for 2011 General Industry figures
21/06/2011 .���"�," -�/� � [email protected] 54
21/06/2011 .���"�," -�/� � [email protected] 55
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Architecture, 25 MARCH 2010 AUCKLAND, NEW ZEALAND• "�. ������� �'��' & ��)�, � ��� ������������������ �����, �#
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������� ���-�*����$�, 25 ��3���� 2552• Dr. Kitti Prasirtsuk, Economic Crises and East Asian Cooperation, 9 May
2009• Ed Ramsami, Five Temptations of a CEO, 21 October 2009, p ,• Peter A. Topping, Managerial Leadership, The Mcgraw-Hill Executive MBA
Series, 2002• Low Jeng-tek Entering South-East Asia through Singapore 7 June 2011• Low Jeng tek, Entering South East Asia through Singapore, 7 June 2011
21/06/2011 .���"�," -�/� � [email protected] 56