training department as business partner
DESCRIPTION
Learning and OD ApproachesTRANSCRIPT
HRD as Business Partner
Laurence Yap M.A. (Uni. Malaya)[Senior Manager]Human Resource Development
Outline
• Background
• Training & Learning
• Organization
Development
Organization Needs
• Performance
• Positive Behaviors
• Team Effectiveness
• Quality
• Sales
• Profit
HRD is the integrated use of
training and learning, career development, and organization development to improve individual and organizational effectiveness
Patrician McLaren
HRD: New Playing FieldUS: Chief Learning OfficerFocus on Performance
28%MALAYSIA’S HRDF:An Evaluation of Its Effects on Training and ProductivityHong TanLead Economist, World Bank Institute
Corporate Learning Strategies
Focus on Performance Solution
Align to Corporate Objectives
BroadeningLearning Activities
Building Employee Branding
Invest in Strategic Learning
Leverage on our intellectual capital
Partnership with Different Business UnitCultivate Values and
Positive Culture
Speed up knowledge transfer
High Performance Model
Learning: change
Collaborating: speed
Teaching: Growth
LearningInformal learningformal learning
Teaching Management becomes trainers Groom internal employees as trainers
Collaborating Network to customers and vendors Cross Function Team Community of Practices
Organization Development
Set Organization Goals &Direction
Analyzes Organization Structure
Organization Talent Analysis
Talent Management
Leaders as Teacher
TrainingGraduate Engineering Program
Department Needs: YB
Action Learning – Lean, FMEA
Nano Training
Internet Research
Web 2.0
Organization Development
Set Direction
Strategy Meeting
Vision, Mission
& Values
tStrategy Creation Change
Management
Implementation
STRATEGYIMPLEMENTATION
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Vision, Mission
& Values
Lean Manufacturing
AL Model: PDCAAL Model: PDCAA. Plan
• Address Organization Concerns• Engage Teams and select projects
C. Check
D. Act
B. Do
• Provide Training• Carry out projects
• Review results
• Proliferate to other areas
7s McKinsey
The Training ApproachThe Training Approach
The Learn – Do The Learn – Do –– Mentoring Approach Mentoring Approach
CLASS ROOM LECTURES
Lecture on Lean for graduate IE students (Asia Institute of Technology,
Bangkok. Faculty of Industrial Engineering)
Class Room Lecture during Lean Master training (MMI JB)
HANDS-ON SIMULATIONS & ACTIVITIES
Hands-On practical simulation-Quick
Changeover (Seagate, Wuxi)
Hands-On Value Stream mapping session (MMI Yixing, China)
HANDS-ON SHOP FLOOR
ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-Shooting (NSK, KL)
Lean ConsultantsLean Consultants
• The AMC founders & principal consultants are:
– Ramesh Victor Rajathavavaram Lean Master (USA)
– Soundrarajan Pitchay
Lean Master (USA)
URL: http://www.adv-mc.com
Email: [email protected]
Wave 1Wave 1
•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management
Wave 2Wave 2
• Visual Management• Standardized Work• Error Proofing• Handling Resistance
LEAN IMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize• Reduced set-up time
• Factory will have less error• Work will be more standardize/repeatable
Wave 3Wave 3
• Material Control (Kanban)• Total Production Mgt (TPM) • Overall Engineering Efficiency (OEE)• Performance Measurement
• Introduce pull mechanism through Kanban• Working with lower level of inventory• Improve equipment OEE
Wave 4Wave 4
• Theory of constraints• Lay-out optimization• IT Tools• Lean Diagnostics
• Further strengthen the whole Value Stream Map after the 3 waves project.
• Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping)
• Lean lay-out
Talent Gaps/Issues*
• #1
• #2
• #3Talent Management Action Plan (2005)
• #1
• #2
• #3
• #4
• #5
Current Changes/Challenges Impacting Your Business• #1
• #2
• #3
Future Changes/Challenges Impacting Your Business
Talent Management Accomplishments (2005)
• #1
• #2
• #3
• #4
• #5
• #1
• #2
• #3
2006 Talent Management Action Plan
• #1
• #2
• #3
• #4
Talent Strengths*
• #1
• #2
• #3
* Aggregate organization talent strengths and gaps
Organizational Talent Analysis
Nano Training
• Short Learning ( 1 hour)
• Lunch, Department Meeting, Coffee Break
Business Impact
YB• Purchasing
• HR integration
• Lean Manufacturing
• Marketing, Sales and Marketing Services
8 Key Beliefs:-
• Customer 1st
• Speed of Execution• Continuous Improvement• Constant respect for people• Uncompromising Integrity• Lead by Example• Always seek win-win solution• Carsem BOLEH !
Customer 1st 1 Listen to customers
2 Treat customers as friends
3 Be courteous , respectful and professional
Speed of Execution
1. Sense of urgency.
2. Be responsive .
3. Make fast decisions
Continuous Improvement
1. Always believe there is a better way
2. Challenge the status quo
3. Seek new ways of doing things
Constant Respect for People
1. Focus on the issue , not the person
2. Remember -- Everyone’s role is important
3. Seek first to understand.
Behaviors
Uncompromising Integrity
1. Honesty
2. Keep your word
3. Maintain confidentiality
Lead by Example
1. Be supportive
2. Say what you do and Do what you say
3. Be a coach
Always seek win-win solution
1. Be objective
2. Be open minded
3. Collaborate and compromise.
Carsem BOLEH!
1. Can DO attitude
2. Determination
3. Positive mindset
Behaviors
Internet research
• Abundance of useful information
• Control for fear of abuse
Free Free softwaresoftware
Redes Redes socialessociales
Tools for Collaboration • Social Networks
– Facebook, MySpace
– Flickr
– YouTube
• Blogs• Wiki’s• Podcasts
Reorganization
Several Types of Reorganization
1. Streamlining of Functions Consolidation
2. Reporting Levels improve communication
3. Span of control expand responsibilities
4. Others
Types of Reorganization
• Streamlining Functions
• HRD + HR + ESH = Human Capital Department
Types of Reorganization
• Reduce Reporting Levels
Types of Reorganization
• Span of control
•
Team Bonding and Reorg
Know Your Team STRENGTHS SUCCESSES Departmental Strengths
& Desired Development Future Possibilities Summary
Appreciation of Strengths
Future Possibilities
OD, Training and Education www.linkedin.com/laurnceyap
Corporate Learning www.journeyofhrd.blogspot.com
HRD Best Practice Malaysiawww.facebook.com
Chief Learning Officer Network network.clomedia.com/profile/LaurenceYap
Contact Network
[KL. PG. Singapore. Ipoh]
13 Years (1993-2009)
Training & Development Organization Development
HRD Career
Employment
Computer Disk Drive US / 1997-2002Senior Executive
Recruitment Outsourcing US / 2006Training Manager
Global PharmaceuticalUS / 2006Learning Manager (Mal & Singapore)
Manufacturing (Assembly and Test)Malaysia MNC / 2007HRD Senior Manager
Higher Education
B.A (Hons.), M.A Social Science
Fellowship Award 1990-1993
Management European History Malaysia Development Asian Politics Chinese Studies Indian Culture Japanese Religious