onboarding process ver 4

HRD as Business Partner  

Laurence Yap M.A. (Uni. Malaya)Sr Manager , Learning & OD

Outline

• Background of HRD 

•  8 Success Factors 

• Contribution of    HRD with examples

• Challenges of HRD 

Organization Needs

• Performance• Positive Behaviors• Team Effectiveness • Quality• Sales• Profit

Outline

• Background of HRD 

•  8 Success Factors 

• Contribution of    HRD with examplesfrom different companies

• Challenges of HRD 

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

HRDDepartment Structure

HRD

Training Administration

Human Capital

Frontline Employee

Technical Skills

Development

OD

Lean

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

Outline

• Background of HRD 

•  8 Success Factors 

• Contribution of    HRD with examples

• Challenges of HRD 

Sustain Business SuccessFormula4 Majors+ 4 Minors

The Evergreen Project

• A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996). 

• The authors point out that companies which consistently follow this formula of 4  + 2 have a 90% chance of sustaining superior business performance. 

Background• Nitin Nohria is the Richard P. 

Chapman Professor of Business Administration at Harvard Business School 

• Sustained Business Success

• Nitin Nohria, William Joyce, and Bruce Roberson 

Results (10 Years)

• Total Return to Shareholders   943% (Winners) vs 62% (losers)• Sales   413% (Winners) vs 83% (losers)• Operating Income   326% (Winners) vs 22% (losers)• Return on Invested Capital (%)   +5.45% (Winners) vs -8.52% (losers)

Major 4 Factors1.Strategy: devise and maintain a clearly stated, 

focused strategy. 2. Execution: develop and maintain flawless operational 

execution. 

3. Culture: develop and maintain a performance-oriented culture. 

4. Structure: build and maintain a fast, flexible, flat organization. 

Major 4 Factors

1. Strategy: devise and maintain a clearly stated, focused strategy.

  Facilitating Strategies for Business Focus

      Do what matter most vs Everything is important

Major 4 Factors

1. Strategy: devise and maintain a clearly stated, focused strategy.

  Facilitating Strategies for Business Focus

      Do what matter most vs Everything is important

Vision, Mission

& Values

tStrategy Creation Change

Management

Implementation

STRATEGYIMPLEMENTATION

© B

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Bu

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Con

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cy In

t, 2

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5t

Goal Alignment Structure Tree FY 2009/2010

Purpose Vision Mission Main Thing

Critical Success Factor

Stretch Goals

Ensuring Customer

Satisfaction

Top Quartile of top Ten Customer (Balance

Scorecard)

Enhancing Employee

Involvement

Employer of Choice through achieving

1)80% of Employee Satisfaction Survey Index

2) 50% reduction in attrition rate by end of

FY2010

Contribution Margin before Depreciation(Profitability)

Contribution Margin per budget plan

To be a World Class

Company Offering

Assembly & Test to

semiconductor Company

Throughout the World

Enhance Stakeholder

Value

Build Strong

Reputation (Peter)

Carsem will strive to ensure

profitable growth by impressing

our customers

with committed

and engaged employees delivering

operational and service excellence.

FY0910 Carsem Structure Tree

PURPOSE

Enhance Value To Our

Stakeholders

MISSION

To Support The Vision

CRITICAL SUCCESS FACTORS

Big Few Things

DEFINE STRETCH

GOALS

Key Metrics

FY2010/11 STRATEGY MEETING

SET STRATEGIES

2nd meeting(18th MAY)

Strategies to meet Critical Success Factor /Goals

STRATEGIES REVIEW /

PRIORITIZATION

3rd Meeting(3rd JUNE)

Senior Manager’s to review/buy off 2nd meeting outcome

DEFINE DEPT ACTIVITIES

& TACTICS

Departmental Level -Key Actions 

To Be Executed

FINAL REVIEW

5th Meeting (30th JUNE)

Dept  Structure Tree Review

VISION

To SupportOur Purpose

Pre Strategy Meeting ~ Set Direction (27th & 28th Apr) 

WE ARE HERE

Strategy Comm forum

4th Meeting(14th JUNE)

Full Structure Tree

Major 4 Factors

 2. Execution: develop and maintain flawless operational 

execution. 

Lean Manufacturing

Factory Physics

Business Operation Excellency Unit

Lean Manufacturing 

AL 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

Wave 1

•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management

Wave 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 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 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

Major 4 Factors

3. Culture: develop and maintain a performance-oriented culture. 

Example 

• Paypal – • Pfizer – Appreciative Inquiry – Team Conflict• Pfizer – Department Planning• Carsem – Define Behaviors

Major 4 Factors

 4. Structure: build and maintain a fast, flexible, flat organization. 

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•  

Secondary 4 Factors

   Master two of the four secondary management practices: 

(5) Talent: hold on to talented employees and find more. 

(6) Innovation: make industry-transforming  innovations. 

(7) Leadership: find leaders who are committed to the business and its people. 

(8) Mergers and acquisitions: seek growth through mergers and partnerships 

Secondary 4 Factors

   Master two of the four secondary management practices: 

(5) Talent: hold on to talented employees and find more. 

• Examples from Paypal

Secondary 4 Factors

   (6) Leadership: find leaders who are committed to the business and its people. 

Examples

• Leaders train leaders – role modeling    (Carsem)• Plant wide supervisory training (Carsem)• Stringet Recruitment Process for leaders (Paypal) 

• Leadership Development (Paypal)

Secondary 4 Factors

   Master two of the four secondary management practices: 

(7) Innovation: make industry-transforming  innovations.

• R&D Center• Technical symposium (HRD)• X Factors (Paypal)

Secondary 4 Factors

   (8) Mergers and acquisitions: seek growth through mergers and partnerships

•  Cultural integration• Training • Leadership Practices

Major 4 Factors1.Strategy: devise and maintain a clearly stated, 

focused strategy. 2. Execution: develop and maintain flawless operational 

execution. 

3. Culture: develop and maintain a performance-oriented culture. 

4. Structure: build and maintain a fast, flexible, flat organization. 

Secondary 4 Factors

   Master two of the four secondary management practices: 

(5) Talent: hold on to talented employees and find more. 

(6) Innovation: make industry-transforming  innovations. 

(7) Leadership: find leaders who are committed to the business and its people. 

(8) Mergers and acquisitions: seek growth through mergers and partnerships 

Acknowledgement

   (1) Nitin Nohria,       Professor of Business Admin      at Harvard Business School (2) Carsem Malaysia(3) Pfizer Malaysia(8) Paypal US

HRD as Business Partner

Contact: layap@ebay.com

Laurence Yap M.A. (Uni. Malaya)[Senior Manager]

Human Resource Development