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Performance Consulting
at Hyundai-Kia Motors:Linking Training andBusiness Results
Hyun-Suk KimHyundai Motor Company
Ronald L. Jacobs, Ph.D.
The Ohio State University
ASTD 2011 - M117May 23, 2011
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Session Introduction Hyundai-Kia HRD Center Business Challenge Performance Consulting Project HRD Solution Team & Projects Summary and Future Challenges Questions and Answers
Agenda
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Session Introduction
Partnership R&D project between a global corporation
(HKMC) and a university (OSU)
The process of improving HRD practice through scholarly
research and informed development practices (Jacobs,
1996; 1997).
Corporation provides the problem context and staff expertise University adapts theory, research, and practice to the context Together: corporation achieves goals and advances the field
Outcomes could not be achieved alone3
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The Workforce Development and Education graduate
program seeks to prepare advanced practitioners, leaders,
and scholars to address the following societal issues:
Prepare to enter or re-enter the workforce Undertake formal, informal, and non-formal learning
opportunities to improve workforce performance
Adapt to changes that affect workforce competitiveness Undergo life transitions related to workforce participation
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HMC Corporate Philosophy
Corporate
Philosophy
Realize the dream of mankind by creating a new future
through ingenious thinking and continuously
challenging new frontier
Customer Challenge Collaboration People GlobalityCoreValues
Vision
The Hyundai Motor Group aims to create ultimate value and
promote harmonious growth for all stakeholders through
eco-friendly management and respect for mankind.
Together for a better future
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HKMC HRD Center was established in 2003 by integratingthe training units at HMC and KMC.
Job-oriented training programs offered to employees whobelong to specific units such as R&D, production, and
maintenance.
For the structured training and professional developmentof our overseas employees, the Global Human ResourceDevelopment Standards (GHRDS) was established in
2007.
HKMC HRD Center
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HKMC HRD Center
Vision The Best HRD Engine Leading the Future Growth
Supporting global operations Contributing to business performance Building a boundary-free corporate culture Establishing the HRD Center as the corporate hub for
learning and developing competence
MissionDeveloping globally competitive talent that shares our
value and culture
Directions
For
2011
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Change was driven by leadership of the HRD Center
HKMC HRD Center Business
Challenge
The HRD Center should be a tool tohelp the organization achieve its
strategic objectives. Thus, HRD
programs must be linked to our business
performance.
Seong C. Lee, Ph.D.
Senior Executive Vice President
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HKMC HRD Center Business
Challenge
Transform Learning to Performance Improvement
Org. Issue HRD Response Org. Results
?
?
Mgt. competenceSenior executivesManagersStaff competence
Sales, production, R&D
Leadership Developmentprograms
S/K/A Development programs
Learning
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Do our training programs actually contribute to improvingperformance in our workplaces?
Are there ways of improving performance beyond the use oftraining alone?
Can our training programs be made more efficient andeffective?
Can we document our impacts of our work on theorganization?
HKMC HRD Center Business
Challenge
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The intent of the Project was to capacitate a pilot group ofHKMC HRD staff in using a performance consulting
process.
It was anticipated that the process will be disseminatedthroughout HKMC and be considered as a global standard
for the organization.
Performance Consulting Project
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Performance Consulting Project
A.Adapt current models of performance consulting andhuman performance technology to the HKMC context.
B.Provide a professional development program to HRD stafffocusing on the HKMC Performance Consulting Process.
C.Provide coaching and feedback support to HKMC HRDstaff in their initial use of the Process.
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D.Evaluate and recommend improvements to the HKMCPerformance Consulting Process.
E.Disseminate information about the experience and itsresults to both HRD practitioners and scholars.
Performance Consulting Project
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Performance Consulting Project
HKMC PC ModelPCFramework for performance ConsultingModels and processesPerformance consulting practice/feedback
HKMC ISD Model Competency based curriculumTraining design/Training transferPerformance support
Intervention ManualDiagnosis Tool
OD Framework and ProcessInterventions and Process FacilitationOrganization Diagnosis
Kick Off
(4/15, 2010)
1st PhaseProject(KOREA)
(4/15~6/19)
2st PhaseProject(OSU)
(7/5~9/10)
ConductProject
(9/13~11/30)
Present InitialOutcomes
(1st W of Dec)
Reflect onOutcomes
(May 2011)
ISD
OD
Expected Outputs Program
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Performance Consulting Project
Date Activities Location
April 16 - 17 Project Overview, Fundamentals of HPT and PC Seoul, Korea
May 14 - 15 Performance Consulting Seoul, Korea
July 6 Sep 2 OSU Training Management System (TMS) OSU CampusImplementing Performance Consulting
SCID Workshop
Visit Hyundai Motor Manufacturing Alabama
Cross-Cultural Management (CCM)
Evaluation
Performance Analysis Case Study
Organizational Issues and HRD Implication
S-OJT Developer Workshop
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Performance Consulting Project
Performance Analysis
Training Design Organization Development
Performance Support
PerformanceConsulting
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Human Performance Technology . . .
is the field of study that combines several bodies of
knowledge, including system theory, economics,education, psychology, and organization behavior, to form
a set of principles and practices that seek to improve and
sustain human performance in organizations.
Performance Consulting Project
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Performance Consulting Project
Organizations are systemsPerformance problems (existing or anticipated) are a
function of disconnects in the aspects of the system.
To improve organizations, we must find where disconnectsare occurring or are expected to occur.
Decisions about the solutions should be based onpsychological, economic, and system considerations, but
not always equally.
We live in a rational world . . . well, maybe.18
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Performance consulting is a process in which a
client and consultant partner to accomplish the
strategic outcome of optimizing workplace
performance in support of business goal.
Robinson & Robinson (1994)
Performance Consulting Project
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Our working definition . . .
An approach to working with clients that emphasizes the
use of a system approach for understanding and solvinghuman performance problems in organizations.
(Jacobs, 2010)
Systemapproach Considering all aspects of the problem
situation first, before focusing on how it will be solved
Performance Consulting Project
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Phase 1. Pre-EntryPhase 2. Entry and ContractingPhase 3. Analysis and Action PlanningPhase 4. Design and Implement SolutionPhase 5. Evaluate and RevisePhase 6. Project ClosePhase 7. Project Learning
Performance Consulting Project
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Performance Analysis is the process of 1) identifying the
existence of problem situations, either current or
anticipated, 2) determining the causes of the problem
situations, and 3) proposing solutions on how the problem
situations might be addressed.
Problem situations
Existing performance problems Future changes in mission, product, or service Future changes in operational context
Performance Consulting Project
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Performance Consulting Project
1. Describe problem context2. Identify gaps in performance3.
Facilitate problem identification
4. Analyze problem causes5. Propose problem situation6. Forecast financial benefits7. Obtain management commitment
1. Link changes in strategic plans andoperational context with likely
organizational impacts
2. Describe anticipated problem context3. Facilitate visioning of anticipated gaps
in performance
4. Facilitate anticipated problemidentification
5. Analyze problem causes6. Propose problem solutions7. Forecast financial benefits8. Obtain management commitment
Reactive Proactive
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HRD Solution Team
Leadership Dev.HRD Strategy
HRD Plan. Global HRD Leader Dev.Digital Learn. HRD Solution Value Dev.
CompetencyDev.HRD Plan. Value Edu.
HRD Division
Leader Dev. Global HRD
(1 Division 5 teams 2 Divisions 6 teams)
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Client: Customer Satisfaction unit Goal: Increase competitiveness of CS to align with
management value of Customer is First
HRD Solution Team
Accept the clients perspectiveof the problem Develop training solution basedon that perspective
Help the client understand theproblem and determine causes Suggest both training and non-training solutions
HRD Solution Team
Response
Traditional HRD Center
Response
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HRD Solution Team
HKMC adopted a performance consulting process
consisting of four phases:
Implementation
& Feedback
Performance
Assessment
Intervention
DesignEntry
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HRD Solution Team
Entry (Current Status Analysis): Reached agreement withthe CS unit based on the clients concern, and conducted
company, customer, and competitor analysis
Performance Assessment : Identified principal causespreventing desired performance, outcome through
interviews (n=40) and survey (n=2,398)
Intervention Design: Selected interventions according tothe cause analysis results, acceptability to client, and
efficiency considerations
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A. Training Interventions
Establishing the CS Learning Center Establishing a CS development system Developing customized CS programs
B. Long-term Non-Training Interventions
Improving channels of communications Documenting CS operations and processes Establishing CS Council to discuss issues with senior
management
HRD Solution Team
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C. Short-term Non-Training Intervention
Documenting and sharing the CS mission/vision Responding to customer feedback Improving CS evaluation systems Formalizing the performance appraisal system Developing criteria for recruiting CS professionals
HRD Solution Team
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Focus is on providing trainingprograms Develops and delivers training
programs on topics based onthe requests of clients
HRD is viewed as a nice-to-have support function, often
referred to as a cost center.
Summary and Future Challenges
Focus is on improvingorganizational performanceAnalyzes problems, develops
solutions, and evaluates resultsbased on the problem situation
HRD is beginning to be viewedas a business partner that
contributes to the organizations
mission
HRD Solution TeamTraditional HRD Center
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Summary and Future Challenges
Professional development: system thinking, consultingskills, performance problem solving, needs assessment,
evaluation - ROI, among other topics
Convince HRD staff of the importance of performanceconsulting
Document successes, be open about challenges
Educate clients about the processObtain management commitment to the process
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Questions and Answers
Hyun-Suk Kim
Hyundai Motor Company
Ronald L. Jacobs, Ph.D.
The Ohio State University
Thank you!!