Download - Training Resource Center Management
Definition
• A corporate university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and effectiveness
Objectives
• Prepare employees to compete in a global economy by enhancing employee performance and productivity
• Meet and exceed service expectations with customers
• Respond to current and future global business challenges
• Raise the level of importance of education within the organization by providing a formal learning process;
• Deliver organization development initiative to improve organizational effectiveness
• Support change in corporate culture across the organization.
Comparison
Training Departments Corporate Universities
Run classes based on popularity
and demand.
Align learning opportunities with
the company's initiatives.
Use e-learning as a cost-cutting
device.
Utilize technology strategically in
order to support and reinforce
learning.
Outsource training to minimize
full-time head count in the
department.
Create outside partnerships to
support organizational goals.
Executives view training as an
expense that should be kept as
low as possible.
Senior management is actively
involved in the learning process
and sees a commitment to
learning as a competitive
advantage.
The Learning Organization Continuum
Focus on filling gaps
in employee’s current job
roles or on specific projects
Tactical
Learning
Focus on developing
employees’ skills and
capabilities against a best-
in-class model through formal
and informal training.
Integrated
Learning
Focus on integrating all
components that affect human
performance and organization
effectiveness.
Strategic
Learning
Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning
TrainingManagement
Development
Corporate
University
Management of Corporate University
Previous Corporate University Management ExperienceTraining Council – First Solar- HR VPCarsem – HR Development –COOWestern Digital – Komag College –Training Manager
(Malaysia is not allowed the term Corporate University by the government to be used by private sectors. Thus we have the term U, College, Center and etc.)
Carsem – M Site Founded in 1972
Acquired by Hong Leong Group in 1984
Floor Space : 436K sq.ft. (40,500 sq. m.)
Workforce : 3,100 employees
Carsem – S Site Production Commenced in 1992
Floor Space : 640K sq.ft. (60,000 sq. m.)
Workforce : 5,600 employees
Carsem – Suzhou Production Commenced in July'04
Floor Space : 175K sq.ft. (16,000 sq. m.)
Workforce : 1,100 employees
Packages: MLPQ & MLPD
Managed Carsem HRD10K Employees
Facilities – Two Factories in Malaysia
• 12 Classrooms
• 2 Auditorium with 200 seating capacities
• 2 Computer Labs
• 3 Technical Centers
• 2 Multimedia Labs
• LMS System
• 3 Training Administration Centers
• 1 TPM Room
• 100 subordinates
Facilities –Two Campuses in Malaysia
• 7 Classrooms
• 1 Auditorium with 200 seating capacities
• 1 Computer Lab
• 1 Multimedia Lab
• 1 Video Conference Room
• 2 subordinates
Facilities Six Factories in Malaysia
• 6 Classrooms
• 2 auditorium with 200 seating capacities
• 1 Computer Lab
• 1 Multimedia Lab
• LMS System
• 4 subordinates
Building Corporate U
• Work with Management to craft a long term vision, mission and direction
Link the proposed training strategy to corporate business strategy
Link Corporate University Structure to training and OD Strategies
Decide on your delivery methodology and facilities
• Partner with experts, vendors and universities for maximum results
Prepare a funding strategy
• Branding Your Corporate University
Corporate University: Mission
Corporate University
ProfitProductivity
Engagement Dev
Using corporate university as a platform to
consolidate effort to improve profit, productivity,
culture and employee development
Corporate University: Vision
Learning
Culture
Employee
EngagementOrganization
Effectiveness
Building a world class corporate university in PV industry that
can bring about organization effectiveness, learning culture
and employee engagement by using cutting edge learning,
career development and organization development
technologies and processes
Corporate
UniversityTraining, OD and Career
Development
Building Corporate U
• Work with Management to craft a long term vision and mission and deliverable metrics
• Link the proposed training and OD strategy to corporate business strategy
• Link Corporate University Model to training and OD Strategies
• Decide on your delivery methodology and facilities
• Partner with training vendors and universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
Four Needs of Organization
Sustainable Growth Model
Business Profit
Strategy
Leadership Dev
Productivity
Execution
Innovation
People Development
Talent
Engagement
Culture
Structure
M&A
Corporate University
Strategy Execution
Culture
Structure
Leadership
Talent
Innovation
Profit Productivity
EngagementDevelopment
Customers
HR Involvement
21HR Driven Business Sustainable Growth Model
Process Development
Organisation Development
TalentDevelopment
Productivity
Profit
Talent
Culture
Strategy Management
Corporate Culture
Effective Org Structure
Talent and
LeadershipProductivity
Innovation
Overview of Tools and Processes
Strategy
Execution
Culture
Structure
Strategy Planning and ReviewStrategy Communication and alignmentStrategic Learning
Process Improvement ToolsLeanCore Business CompetenciesCustomer Relations
Corporate Culture Employee Engagement Survey Team Bonding and PlanningOnboardingLearning and Development
Organization Structure Review
Overview of Tools and Processes
Talent
Leadership
Innovation
Talent Management Competency DevelopmentTechnical Advancement
Management DevelopmentSenior Leadership Development Succession PlanningManagement Competencies
Continuous Improvement Culture
Corporate Business Strategies
Balance Scorecard
(finance, customer, processes and employee development)
Organization Growth
(profit, productivity, culture, employee development)
Business Sustainability
(strategy, execution, culture, structure, talent, leadership, innovation and merger and acquisition)
Link Training and OD Strategies to Corporate Business Strategies
Corporate
Level
Employee
LevelDepartment
Level
Corporate
Business
Strategies
Corporate Level
Corporate Level
Short Term: Action Learning Strategies
Middle Term:Succession Planning Facilitate Corporate StrategiesEmployee Engagement CultureE-Learning Delivery
Long Term: Corporate Culture Expert Talent Management StrategiesLeadership Talent Dev StrategiesCareer Development StrategiesInnovation and Continues Improvement Culture
Action Learning Strategies
Annual corporate strategies – Quick Win
Action Learning Strategies to deal with current corporate business challenges
eg – Customer Scorecard of Marketing DepartmentKnowledge acquisition by R&D DepartmentSupply Chain circle time by Manufacuting
Department Level
• Department/Academy Level
Short Term: Action Learning Strategies
Middle Term:Competency Development ModelTraining Within Industry (Job Instruction, Job Methods and Job Relations)E-Learning DeliveryMobile Learning
Long Term: Expert DevelopmentKnowledge ManagementInternal Trainer Development
Employee Level • Employee Development
Short Term: Personal Development Plan70/20/10 Development Model
Middle Term:
Strength based Development Strategies, KPI and Coaching Model
Long Term:
Career Development
Prioritize Strategic Direction
• There are several strategic orientations found in corporate universities
• Skills and Competency Development
• Qualification
• External Customer Focus
• Relationship
• Change Management Focus
• Change
• Strategic Business Issue Focus
• Business Challenges
• Research
• Academic
Building Corporate U
• Work with Management to craft a long term vision and mission
• Link the proposed training strategy to corporate business strategy
• Link Corporate University Structure to Training and OD Strategies
• Decide on your delivery methodology and facilities
• Partner with training vendors and universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
Governance
• Board of Governors, which includes the CEO and senior executives
- Approve learning and OD budgets and priorities
- Determine policy
• Advisory Board for Academy, which includes senior leaders from related departments
- Members represent different business units
- Geographic and subject matter mix
32
Partnership in DevelopingStrategic Learning
• Global Teams (global model)
- Learning and Development Managers from each geographical areas
- Subject-Matter Experts invited to be on the team to serve as consultants on key initiatives
- Weekly teleconferences
33
34
Solar Tech
Projects
Product
Support
Software
Hardware
Process
Safety
Lean
People
Leadership
Business
Supp Academy
Adm. Asst.
Mgn
Academy
Engineering
AcademyManufacturing
AcademyIT
Academy
Global Training Director
CHO
HR
Finance
Security
OD Consulting Center
Competencies
Career Development
Vendor Management
Talent Development
Performance Consulting
E-learning
LMS
Regional Center CoordinationMetrics
Admin Center
Records, Tech
and System
Global
Team
Campus• OD Consulting Center - Engagement and Culture
• Admin Center – Administration of Corporate University
Talent development, succession planning, corporate culture, engagement survey, corporate strategy facilitation, organization structure, team development, business strategy alignment, action learning team
• Leadership and People Academy - Development
• Engineering and innovation Academy (R&D)– Productivity
• Marketing and Sales Academy – Profit
• Supply Chain Academy– Productivity
• Manufacturing Academy – Productivity
• Business Support Academy – Productivity
• IT Academy - Productivity
Academy Goals Department Emphasis Performance Indicators
Engineering
and Innovation
(R&D)
Product
Innovation
Patents Sources of
ideas
Manufacturing
(Operation)
Operating
Efficiency
Productivity Process
Marketing and
Sales
Customer
Intimacy
Segment Service Brand
Supply Chain Distribution Logistic Channels
IT Technology Hardware and
software
New
Applications
Leadership
and People
Management Bench
strength
High Potential
Community
People Skills
Business
Support
(HR, Fin. etc)
Process Turn around
time
Process
simplification
Building Corporate U
• Work with Management to craft a long term vision and mission
• Link the proposed training strategy to corporate business strategy
• Link Corporate University Model to training and OD Strategies
• Decide on delivery methodology and facilities
• Partner with training vendors and universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
Delivery Methodology
• Classroom Training with InstructorsClassroom or Auditorium
• One-on-One Tutorial Classroom or Meeting Room
• Lecture and Demonstration Classroom or auditorium
• Action LearningClassroom, Meeting Room and Workplace
• SimulationsClassroom or Technical Center, Computer Lab
• Sharing from Community of Practice
Auditorium
Delivery Methodology
• E-Learning, FacilitatedComputer Lab or Meeting room
• E-Learning, Self-PacedComputer Lab, Home, any where
• Blended LearningClass room , Computer Lab, Meeting room
• Mobile LearningAny where
• Internet Research and learningAny where
Shared Services Infrastructure
• Enterprise-wide LMS and LCMS infrastructure.
• Curriculum definition and instructional design.
• Content development across all media.
• Documentation fulfillment.
• Instructor training and delivery (both face-to-face and virtual).
• Learning administration and 24x7 help desk.
• Sourcing and vendor management.
Learning scope
Enterprise learning strategy
Development of new learning/redesign orretirement of existing learning
Design control for learning
Enterprise learning budget
Enterprise metrics and measures
Building Corporate U
• Work with Management to craft a long term vision and mission
• Link the proposed training strategy to corporate business strategy
• Link Corporate University Model to training and OD Strategies
• Decide on your delivery methodology and facilities
• Partner with internal experts, training vendors and universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
Experts and Vendors
• Internal Experts – transfer their tacit knowledge to training. Using instruction designers to assist them
• Internal Trainers – deliver skills and knowledge from internal trainers to employees
• Training Providers – engage external training providers to deliver much needed training
• Consultants – partner with consultants with expertise to deliver results via coaching and consulting
• Colleges and Universities – engage well known education institution for modular learning like mini MBA or collaborative Diploma Programs
Building Corporate U
• Work with Management to craft a long term vision and mission
• Link the proposed training strategy to corporate business strategy
• Link Corporate University Model to training and OD Strategies
• Decide on your delivery methodology and facilities
• Partner with internal experts, training vendors and universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
Funding
1. Federal and Network
• Federal Funding for Admin U and OD Consulting Center
• Department Funding for Academy
• Employee Development : 1% from total employee Salaries
2. Centralized Funding
3. Decentralized
Budget
• Facilities
• Admin
• Course Materials
• Learning Management System
• Video Production
• Bandwidth
• Software
• Multimedia Lab
Building Corporate U
• Work with Management to craft a long term vision and mission
• Link the proposed training strategy to corporate business strategy
• Link Corporate University Model to training and OD Strategies
• Decide on your delivery methodology and facilities
• Partner with internal experts, training vendors and universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
Branding
• Training Materials. color and design standards, Power Point presentations, graphics.
• Logo and symbols
• Stationary
• Dress code for trainers
• Office design and color
• Marketing Materials
• Learning and Career Fair Exhibition Materials
Implement Corporate U
• Define the scope and deliverables
• Develop and implement the product and services
• Monitor the progress and communication
• Continuous Review and Promotion
QUICK WIN
• Annual business strategies to get quick results through action learning
• Department’s KPI to drive action learning
• Leadership Programs for HiPO
• Corporate Onboarding Programs
• Train the trainer for high impact delivery
Using Facilitation, multi-sensory and adult learning principles to make training and learning interesting and practical.
Developmental Phases
52
Process Improvement
0 6 month 12 month 18th Month 24th Month
Creativity
TWI
Pro
du
cti
vity
Pro
fit
De
v
Lean
Cu
ltu
re
Training
Career Dev
Soft Skills
Competency
Structure
Culture
Team
Engagement
Leadership
KPI
Strategy
Coaching
Talent Mgn
Customers
Results
Strategy
Execution
Culture
Structure
Talent
Leadership
Innovation
M&A
Total Return to Shareholders943% (Winners) vs 62% (losers)
Sales413% (Winners) vs 83% (losers)
Operating Income326% (Winners) vs 22% (losers)
Return on Invested Capital (%)+5.45% (Winners) vs -8.52%
(losers)
Engagement
Talent
Productivity
Profit
Background The Evergreen Project
200 well-established management practices within 160 companies over a 10-year period (1986-1996)
Prof Nirtin Nohria from Harvard Business School has pointed out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.
Engagement
Talent
Productivity
Profit
Learning Function 1General Management
• Organization Design
• Funding
• Strategic Planning
• Goal Alignment
• Investment Priority
• Competency Management
• Measurement
• L&D Staff Selection and Development
Learning Function 2Relationship Management
• Communicating Values
• Needs Assessment
• Internal Marketing
• Cross Functional Partnering
• Branding
• Clients Partnering
Learning Function 3Operational Efficiency
• Content Design
• Administrative Process Efficiency
• Contents Portfolio Management
• Channel Management
• L&D Sourcing
• Vendor Partnering and Management
Learning Function 4Leadership Development
• Talent Pipeline Segmentation
• Onboarding
• High Potential Identification
• Leadership Development Programs
• Succession Management
• Leaders as Teachers
• Transition Management
• Executive Coaching
Learning Function 5Service Delivery
• Manager Led Development
• Coaching and Mentoring
• Experience Based Delivery
• Individualized Development Plan
• E-Learning
• Peer to peer Learning
Learning Function 6Systems and Infrastructure
• Learning Technology Architecture
• In the moment performance support systems
• Knowledge Management Systems
• Learning Portal
• Performance Management and Development Planning Systems
DiagnosisStrengthNext LevelSolutionsResults Engagement
Talent
Productivity
Profit
Strategy
Execution
Culture
Structure
Leadership
Talent
Innovation
M& A
80High Performance Model
Process Development
Organisation Development
TalentDevelopment
Productivity
Profit
Talent
Culture
Strategy Management
Corporate Culture
Effective Org Structure
Talent and
LeadershipProductivity
Innovation
83
PURPOSE
Enhance
Value To Our
Stakeholders
MISSION
To Support
The Vision
CRITICAL
SUCCESS
FACTORS
Big Few
Things
DEFINE
STRETCH
GOALS
Key Metrics
STRUCTURE TREE DEVELOPMENT
SET
STRATEGIES
2nd meeting
(7 MAY)
Strategies to
meet Critical
Success Factor
/Goals
STRATEGIES
REVIEW / BUY
OFF
3rd Meeting
(15 & 22 May)
Senior Manager’s
to review/buy off
2nd meeting
outcome
DEFINE
ACTIVITIES &
TACTICS
Departmental Level -
Key Actions
To Be
Executed
MEASURES
& TARGETS
& SPONSOR
/ LEADER
Departmental
Metrics VS
Key Actions
FINAL
REVIEW
4th Meeting
(~ 1mth later)
Full Structure
Tree Review
VISION
To Support
Our Purpose
1st Meeting (30 Apr)
WE ARE HERE
Identifying Our Best Leaders: Calibrating Talent on the Performance to Potential (P2P) Matrix
HIGHLY
PROMOTABLE
Agile, promotable, a track
record of success
High Potential
EXPANDABLE
Complexity, impact and
scope of role can expand
High Potential
UNDER-PERFORMING
Mismatched to position or
role has outgrown
individual
Skill Alley?
EXPANDABLE
Complexity, impact and
scope of role can expand
High Professional
WELL PLACED
Well-suited for growth in
current role
UNDER-PERFORMING
Mismatched to position or
role has outgrown
individual
Skill Alley?
WELL PLACED
Well-suited for growth in
current role
WELL PLACED
Well-suited for growth in
current role
Blocker?
UNDER-PERFORMING
Mismatched to position or
role has outgrown
individual
Act Now!
Po
ten
tial
Hig
hM
ed
ium
Lo
w
Does Not Meet Meets Some - Meets Exceeds Some - Exceeds Most
Performance
91
INTERNAL TRAININGS
(Proposed for Talent Pool Management Candidates)
Course Title Da
y
Ho
urs
Man
ag
er/
Sec M
gr
Execu
tive
En
gin
eer
Su
peri
ten
den
Su
perv
iso
r
Tech
nic
ian
Su
pp
ort
Sta
ff
Op
era
tor/
L/L
ead
er
2009-J
ul
2009-A
ug
2009-S
ep
2009-O
ct
2009-N
ov
2009-D
ec
2010-J
an
2010-F
eb
2010-M
ar
2010-A
pr
2010-M
ay
2010-J
un
Positive Confrontation 1 8 18 19 7 8 19 21
Decision Making 1 8 14 3 27 15 17
Getting the right Customer Service Mindset 1 8 19
Effective Handling of Challenging Customers 2 16 18-19
Effective Meetings & Writing Minutes 2 16 24-25
Power Communication Presentation Skills 2 16 7-8
Negotiation Skills 2 16 16-17
Project Management 2 16 17-18
TARGET AUDIENCE SCHEDULE FOR 09/10
Others Trg :
Supervisory trg
Leadership trg
Internet trg
New Senior Leadership Development
• Annual Strategy Planning and Review
• Review of Organization Effectiveness
• Management Benchmarking of Self Director Work Team
• Team Building for Senior Leadership Team
Zenger Miller Leadership Program
• Zenger Miller Frontline Leadership
• Zenger Miller Leadership 2000
• Zenger Miller Working Program
PayPal Global Leadership Fundamentals Programme 2011Session Classroom Self-Directed Competencies
1 • Leadership• Social Styles• Career Inventory• Listening• Business Value Link
• Personal Board of Directors• Personal Development Plan• Practice Generous Listening• HMM: Presentation Skills
• Self Knowledge• Business Acumen• Action Oriented• Listening
2 • Business Value Link• Values & Behaviors• Facilitation• Motivation in Practice
• Facilitate Team Learning & Daily Stand Up• 1:1 for Facilitation Feedback• HMM: Difficult Interactions• HMM: Change Management
• Presentation Skills• Motivating Others• Ethics & Values• Integrity & Trust
3 • Change Management• Feedback• Coaching• Managing Conflict
• Conduct 2 1:1 sessions (if appropriate)• HMM: Team Management
• Dealing with Ambiguity• Conflict Management• Developing Direct Reports & Others
4 • Effective Teams• Final Presentations to Management
• Contingency Placement arranged by manager (if appropriate)
• Building Effective Teams• Presentation Skills
95
Objectives
98
The 6-months Graduate Engineer Program is
tailored for Fresh Engineering Graduates
with the intention of developing a well-
rounded Engineers through structured
training approach.
99
Engineer Graduates Development Program Model
Assessment
Area specific familiarization FOL / EOL / TEST / QA / CTC 2nd mth
Attachment Attachment
Recruitment /Selection
FOL EOL Test
5 days 5 days
Induction
10 days 2 days3
Attachment: Depending on the dept e.g. Engineering, CTC & QA
3rd mth
4th– 6th
mth
Mid-point assessment
Project Assignment
Graduation
*Final Review & Assessment
1. Include the FLE training e.g. inspection, MOP,
etc.
2. Mid-point assessment to check the progress e.g.
feedbacks.
3. Evaluation by candidate for further
improvement.
1st mthFamiliarization
QA/CTC/IT
5 days
Secretariat
IC Power QA Material
Various LEAN Project Teams
CSIC/AP/MLP/MF
Steering
Comm.
Level
Council
Level
Working
Comm.
Level
Teams
2nd
3rd
4th
1st
Department Working Committees
(Include Value Stream Champion meeting)
Structure To Support Lean
M-site council
Leader: TL SOO S-site Council
Leader: CS Lim
Steering Comm.
Leader: SW WOO
Test council
Leader: WT CHIM
Once a
month
Lean Leadership Development
• Learning of Key Focus: Lean, Factory Physics
• Lean Manufacturing Training
• Lean Business Challenges and Projects
• Lean Council Meeting
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
Reorganization Considerations
1. General Structure Overview
2. Reporting Levels Improve communication
3. Span of control Expand of responsibilities
4. Departmentalization Consolidation
4. Decentralization/Centralization Control of Decisions
5. Abnormality Unusual Occurance
Overview of Global Supervisor OnboardingTraining Plan
Confidential & Proprietary 109
External Hire Supervisors
(90 Day Programme)
Internally Promoted
Supervisors
(60 Day Programme)
Company Induction &
Product Training
Supervisor Training & Job
Shadowing
30 Day Product Training
Checkpoint
Recruited
using the
Assessment
Centre Model
Prior
completion
of the
Introduction
to People
Management
Programme
30 Days
60 Days60 Training Checkpoint
On the Job Training and
Support
90 Day Training Checkpoint
90 Days
Supervisor Training & Job
Shadowing
On the Job Training and
Support
30 Day Training Checkpoint
60 Day Training Checkpoint
30 Days
60 Days
Final Sign Off As In Role Supervisor
Final Sign Off As In Role Supervisor
Career Development
Identifying Career Path to Motivate and Retain High Potential Employees
HREC 8th Annual Talent Management &
Leadership Dev
The 8th Annual Conference on TALENT MANAGEMENT & LEADERSHIP
DEVELOPMENT HREC 人才管理与领导力发展年会Beijing, Rosedale Hotel 2012 23rd-25th, October Beijing
明确职业发展路径是激励和留用高潜力员工的助推器
Laurence Yap Sr. Manager of Org Dev & Training
7 Phases for Employees
1. Understanding Career Development了解职业发展
2. Assessing yourselves 评估自己
3. Exploring Options 探索选项
4. Discussing with Managers 与经理讨论
5. Formulating Development Plan 制定发展计划
6. Learning and Developing 学习与发展
7. Evaluating Progress 评估进展情况
•
HREC 8th Annual Talent Management & Leadership Dev
Nine Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning 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
Lean
Quality
People Engagement
Quality Program (Engineer)OPLOperator Quality (OD effort)TSDCTraining Method (TWI-Operator and Department)
Lean Manufacturing Phase 1(AMC)Lean Supply ChainLean Manufacturing Phase 2Lean Culture (Prod Floor)
Executive Development (Nexus)The Leadership Challenge(Pace Learning)Supervisory Development (Focus Learning)Business Skills (Intuitive Sdn Bhd)
Training Organization satisfaction rate
About 80% of respondents are satisfied with Training offered in Carsem
%
85.0682.65 82.09 82.33 83.53
81.12
40.00
45.00
50.00
55.00
60.00
65.00
70.00
75.00
80.00
85.00
90.00
Orientation and
induction
program
Adequate
effectiveness of
training
opportunities
Equipment and
facilities in
training room
Teaching
materials and
aids
Trainers'
behaviour and
attitude
Multimedia
training adequate
and effective
%
First Solar – HR VP (US)
• Since joining First Solar, Laurence took on leadership of our Malaysian site as well as APAC regional coverage for Training and OD. He did a phenomenal job managing the programs through a successful transition of the function. He provided tremendous support organizationally to both the HR and training departments and assisted a number of our functional leaders on key OD projects.
• I highly recommend Laurence to anyone looking to improve their training and organizational development programs. He has deep knowledge and expertise on OD and training matters and has the ability to work independently yet collaboratively to improve company processes.
• Matthew Dills (ex-supervisor)
PayPal Senior Managers (China)
• Laurence has the substantial experiences in Learning & Organization Development area. Laurence's facilitation skills in Leadership Development programs impressed me the most. He is also good at social network building... I believe Laurence is a great facilitator, executive coach and OD expert.
• Norman Song, Sr Manager L&OD EBay
PayPal HR Business Partner (MY)
• Laurence Yap has a natural flair and genuine interest in helping employees and friends alike to gain new skills in raising the bar of their level of competencies.
His energy and passion are admirable, and participants in his training and facilitation find him impressive. Some of his expertise are :-
A. Great interactions with all levels of employees B. Excellent results and feedback from people managers of all levels C. Leadership feedback and value added function D. Good networking skills E. OD and talent management competencies F. Sharp business acumen
Overall a great asset to the company and proactive team-player.
• Steve Teoh PayPal HRBP
Carsem VP of Manufacturing (MY)
• I found Laurence to be very creative and appeared to have a vast network of connections in several industries to pull information and get necessary support when needed.
• His ability to execute well was very clear, I found him to be very hard working and diligently in completing several key tasks. He offers great idea’s on training content and delivery techniques and I learned much from our many interactions.
• Iain Mickle (ex stakeholder)
Pfizer Senior Director of APAC (MY)
• “I never cease to be amazed by Laurence's passion for his work, energy and selflessness. He is a true believer of organizational development and is constantly looking into new ways to support the organization and colleagues whilst developing himself at the same time. He builds rapport easily with all levels of people and treats everyone with respect. He is a respected leader, a trusted colleague and an asset to any organization that he works with.” October 8, 2009
• Malini Tharumalingam (ex-supervisor)