multi-country study mission on in-company training program kiattisak sampaongern hr manager...

Multi-Country Study Mission on In-Company Training Program

Kiattisak SampaongernHR ManagerCorporate HR DivisionThe Siam Cement Public Company [email protected]

CORPORATE HUMAN RESOURCES

In-Company Training Program

Organizer : Korea Productivity Center Participants : 15 persons from 13 countriesProgram Learning :HRD Trend in Korea

Business link to HRDCompetency (Individual/Global/Organization/Attitude - Value)HRD Trend (Competency based/Assessment & evaluation/Career

development/Leadership development/Live long learning/e-learning)Best Practices in LG

Talent DevelopmentHow to Assessment (ten percent bottom/succession plan) Leadership Development from career planning and mentoring

Best Practices in SamsungBusiness Strategy and Samsung SpiritHRD Center ( Leadership Program/Value Program/Global Program)

Best Practices in Nolboo RestaurantEducation and Training Program ( Technical Program)Service Recovery and Customer Experience Management

Best Practices in Small Business Training InstituteTechnical Training


APO = Asian Productivity Organization


MISSIONThe Asian Productivity Organization (APO) was established by Convention on 11 May 1961 as a regional intergovernmental organization. Its mission is to contribute to the socioeconomic development of Asia and the Pacific through enhancing productivity. The meaning of productivity has evolved and expanded over the years from simply producing quality products at minimum cost to the improvement of the quality of life for all. The character of the APO is nonpolitical, nonprofit, and nondiscriminatory.

Asian Productivity Organization(APO)

Membership : China, India, Japan, Korea, Nepal, Pakistan, Philippines, Thailand, Hong Kong (1963), Islamic Republic of Iran (1965), Sri Lanka (1966), Indonesia (1968), Singapore (1969), Bangladesh (1982), Malaysia (1983), Fiji (1984), Mongolia (1992), Vietnam (1996), Laos (2002), and Cambodia (2004).


Multi-Country Study Mission on In-Company Training Program


Five trends in training

Globalization Regionalization/M&A

Business focus Develop talent/training budget/quality effectiveness

eLearning Benefit/limitation/new generation

War of talent HR Professional

Influence of market trend Market move training move

Source : Professor Alex Maggs University of Sunshine Coast


Changes in Business Environment and HRDFor Achievement of organizational vision and strategic goals

Scope of competition Domestic to Global…………………….. Global mindset

Rapid technical and social changes New technology and new life style…... Lifelong learning

Focus on competition Asset to Human and Knowledge……..Talent Development

Knowledge base economy Knowledge……………………………....Learning organization

Change in ideal type of talent Loyalty to Creativity……………………Self managed learning

Source : Dr Hunseok Oh Seoul National University


6 HRD Trends in Korean Companies

I. Competency-Based HRDII. HRD Assessment and EvaluationIII. Career DevelopmentIV. Leadership DevelopmentV. Lifelong Learning System in WorkplaceVI. e-Learning



Competency-Based HRD

Goal of competency-based HRD: To extract core competency aligned with business vision and strategy, and to design and use it for strategic integration in terms of human resource management

Vision /Mission

Business Goals

Vision /Mission

Business Goals

SelectionSelection

DevelopmentDevelopment

AssessmentAssessment

Define Competency

Design HR System

Competency ModelCompetency ProfileCompetency Measurement

Competency ModelCompetency ProfileCompetency Measurement

Strategy TasksKSF

KPI Maximizationof People

Value

Org. performance

Competitive advantage

Assessment of Job competency

Assessment of Job competency

Information Technology

Change Management

Competency Modeling



Desirable Competencies of Employees

Individual CompetencyProfessionals leading changes with basics, education, and self-development

Global Capability Cosmopolitans with global outlook and foreign language ability

Organizational Competency (Including Human Relations)

Collaborators with mutual respect, good manners, trustworthiness, responsibility and politeness

Attitude and Values Personal attraction



Competencies required by Large Korean Corporations

Individual Ability and Expertise

Global Capability

Org. and Human

RelationsAttitude and Values Etc.

SamsungTechnical knowledge, lifelong learning

Global Biz competencies & ability

Collaboration, etiquette

Open-mindedness, flexibility, creativity, progressiveness, goal-orientedness, morality, humane

Positive thinking on capitalistic economy

LG Faithful to basis

Broad vision, foreign language ability

Collaboration, compromise

Creativity, individuality, challenging minds, right sense of value

SK

Knowledge on management, planning ability, scientific analysis

Global Biz competencies

socialityAmbition(positiveness, progressiveness), challenge

Health and family care

Hyundai Motors

Learning professionals


Members of society working together

Creativity, flexibility, challenging mind, progressiveness, humane, morality

HyundaiSelf-development, global professionals

Global Biz competencies, Broad vision

Creativity, challenging mind, innovative business management, responsibility

Honesty, Diligence, Frugality

POSCOProfessionalism, IT ability

Global Biz competencies. foreign language ability

Creativity

HanjinSelf-development, professionalism


Politeness, trustworthiness, responsibility

Creativity, challenging mind, planning and will of accomplishment

Frugality, Honesty

Lotte Self-developmentGlobal Biz competencies

Collaboration, compromise

Ambition, fighting spirit, challenging mind, perseverance, effort



10 Most Important Competencies Expected for Employees

1. Technical knowledge and culture2. Global Biz Competency and foreign language ability3. Progressiveness4. Spirit of Challenge and Achievement5. Flexibility and creativity6. Right sense of value 7. Humanity 8. Responsibility 9. Collaboration 10. Politeness



HRD Assessment and Evaluation

CustomersCustomers

Team membersTeam members

ColleaguesColleagues

BossBoss

How am I doing?

How am I doing?

360° Feedback


Accurate and objective info.

Self perception of Myself ≠ Others’ Evaluation

Accurate and objective info.

Self perception of Myself ≠ Others’ Evaluation

Development plan

Assessment of Self and Identification of Strengths and Weaknesses

Development plan

Assessment of Self and Identification of Strengths and Weaknesses

Company’s key messageLeadership development driven by Promise between Company and Employees

Company’s key messageLeadership development driven by Promise between Company and Employees


How to evaluate T&D program?

Kirkpatrick’s Four Level Model

• Reaction • Learning • Behavior • Result

Phillips’s Five Level Model

• Reaction, Satisfaction • Learning • Application, Implementation • Business Impact• ROI

Micro Level(program level evaluation)• To check if each curriculum has achieved its goals and objectives• For quality assurance• To make decisions on whether to keep the program go or not

Macro Level(organizational level evaluation)• To confirm if it is strategically aligned• To inspect the efficiency and effectiveness of organization's T&D activities• To understand business impact



[Example Case] XXX Program Evaluation

TimeTime

MethodologyMethodology

Feedback & Utilization

Feedback & Utilization

Level 1 Level 2 Level 3 Level 4Satisfaction Learning Implementation Business Impact

After program is finished

After program is finished

3 months after the program is done.

6-12 months after the program is done.

Survey Survey, or Pre & Post Test

Interview ROI calculation

Next year’s curriculum and program modification

- instructor, program contents etc.

Analysis of effectiveness of each program and decision-making on whether to keep it going or not



Goals of Assessment Center To measure complex behavior accurately using several different kinds of measures for employee

selection and employee development To demonstrate personality characteristics, administrative skills, interpersonal skills To measure leadership, oral communication, written communication, judgment, organizational ability,

stress tolerance Directly related to performance, salary level, career advancement Selection, development, need

analysis Selection and promotion decision + CD, OD, succession planning → much broader exercise & focus,

and less job specific To measure the impact of the program Part of overall HR strategy: business strategy in recruiting, hiring, developing, managing people

Techniques for Assessment Center in-basket exercises 'stress' exercises and interviews presentation vision/strategy speeches job interview leaderless group exercises: leadership and organizational skill 'treasure hunt' exercise business production game role play peer coaching and counseling exercises simulated coaching meetings oral presentations paper-and-pencil tests (personality/ability test)

Assessment Center



Why employees work

1.Career Growth2.Challenging Job3.Job Value4.Good Friends5.Good Team6.Good Boss7.Regcognition8.Enjoy Work9.Empowerment10.Flexible in Time and Dress

Source : research


Career Development

Issue of Talent Development• Short term incentive =>Long term development• Talent make Biz competitiveness• Develop to key skill in each job• Brain retention and development• Talent Management

Current Trend to development• Talent Development• All employee development => Individual development plan• Succession Plan • Reflect employees’ career needs• Alignment with HRM



Example Of A People Evaluation Matrix

HighUnder-performer:

Give warning; provide targeted development

support

Major leaguer:

Plan next move, provide extra coaching

Superstar: Plan multiple fast moves; ensure compensation is sufficient

Medium

Solid pro: Consider development

Major leaguer:

Plan next development opportunity

Low Failure:

Manage Out

Solid pro: Keep in place

Low Medium High

Potential

•Can be simply ‘has ability to move 2 levels up’

•Can explicitly include traits such as leadership, intelligence, values

Performance•Based on performance evaluation rating, A/B/C rating or quintiles•Emphasizes actual results/achievements, since competencies are captured by the potential axis

Source : Joseph M. Ryan, Ph.D./Wharton


[Example Case] XXX CDP

Staff

Employee

Director of Division

Executives

Talent Development

CEO Succession

Plan

Expert Developme

nt

Talent Development

Expert Development

Successor development on key-position

Succession planning

HPI Development program: High potential individual selection and development on long-term point of view

Expert development

Development

-Council for expert development

-Development based on competency model

-Circulation based on job positionSource : Dr Hunseok Oh Seoul National University


Plan for Career development through periodic performance appraisal, and short- and long-term career goal setting, and T&D plan, job allocation Career goal setting To ensure what competencies are to be developed To ensure how to develop one’s competency

Career Counseling On-line career development counseling Regular HR counseling HR Information System

Career Counseling



Leadership Development Company-wide leader development system

Leadership development system in all levels + talent development

Aligned with selection, development, performance appraisal, compensation, career development

Various leadership development method Action Learning Coaching and Mentoring Long-term education program (e.g. executive MBA)

Emphasis on leadership competency assessment 360° feedback Assessment center



LG HRD

“Great Company Great People”

Build leadership pipeline - selection and development of right people - Global Leader development - Leadership Platform development

Professionals development - Recognition of Certificate - Internal consultant development - Competency-based curriculum - Career planning



Discern leadership stages Regulate the required competencies & job values at each leadership stage

Develop Leadership Pipeline Model

• Nurture High Performers at each Leadership Stage, develop the entire Leadership Pipeline so as new needs arise the company can easily utilize its Talent.

Leadership Pipeline Process

LeaderHPI

YoungHPI

Apply a Work Performance Index

SuccessorDevelopment

Understand strengths & areas for competencies development T&D programs operation based in individual competencies development plans

Clearly state leadership roles Clearly define performance measurement standards

Successor Selection & Evaluation

Evaluate performance & potential Succession Planning based in evaluation results

Leadership Pipeline Diagnosis

Evaluate individual employee’s competencies Analyze the general strengths & weaknesses at each leadership stage

#1 businesses need #1 executive leading. Systematic development of #1 people in a stepwise manner is required to develop #1 executives.

Senior Manager

Executive

CEO

Manager

Leadership Building Block

LeadershipPipeline

LGE Core Talent Development : Leader Development Image…

Source : LGE presentation


Apprentice Training

Program Selection Standards

Coaching

Job Rotation

Shadowing

Special Project Assignment

On-the-Job Training

Mentoring

Off-site Training ProgramCommunity of Practice (CoP)

Self Study

Assessment Center

Preferences,Preferences,Corporate Culture,Corporate Culture,Actual PossibilitiesActual Possibilities

Preferences,Preferences,Corporate Culture,Corporate Culture,Actual PossibilitiesActual Possibilities

Intervention for Development

Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development

Intervention for Development

Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development

Job Enlargement/Enrichment

CBT

Career Counseling

LGE Development Programs



LGMBA

Classification

Division /SubsidiaryPresident

CEO /Company President

Digital AMP

Prospective Executives

E D P

Global CEO Conference

Grade 3 Promotion

New Biz. Leader

Promotional RequirementsLeadership Pipeline

Key PositionHolder/Successor T&D

Leadership Education

EMBA-DGM / MBA-GLP

Leader

Senior

E n D P

Junior /Assistant

InnovationLeaderCourse

Grade 1 Promotion

Grade 2 Promotion

GEMBA

ExecutiveDevelopment

Course

ALDP

DLC

• Long-Term Overseas T&D• Business School Dispatch• Screen Training

Selective Management Skill T&D

FTM(Company)

Experienced NBL

• Value Based Coaching• Communication• Team Building• Strategic Decision Making• 7 Habits• Strategic Management• HR Organization• Strategic Planning Techniques• OAS• KT Problem Solving• Presentation• Meeting Skills

Group LeaderDev. Program

AP-EMBA

Internal Coaching

Executive Coaching

BYUGlobal

Exe. PGMDigitalMIP

IMPM

LGE Leadership T&D System



SAMSUNG

“The Most Admired Company in the world”

“The Most Admired Company in the world”


Global Competitiveness

HRD Strategy ModelHRD Strategy Model

1st-Class Samsung

Cultivate Next-Generation LeadersCultivate Next-Generation LeadersCultivate Next-Generation LeadersCultivate Next-Generation Leaders

Samsung BusinessLeader Program

Globalized Samsung

Develop Global CompetencDevelop Global CompetencyyDevelop Global CompetencDevelop Global Competencyy

Samsung GlobalExpert Program

People CultivationFor Realizing Global First Company in 21C

The Most Admired Company in the world The Most Admired Company in the world

Future Management

TrustManagement

GlobalManagement

Share Core Values of SamsungShare Core Values of SamsungShare Core Values of SamsungShare Core Values of Samsung

Samsung SharedValue Program

Integrated Samsung

Source : Samsung presentation


Structure of People CultivationStructure of People Cultivation

ClassificationSVP

Share Core Values

SLPCultivate Future

Leaders

SGPDevelop Global Competency

Executive

General

Manager

Senior

Manager

Manager

StaffSVP New EmployeeSVP New Employee

Summer FestivalSummer Festival

SVP

Samsung

Entrance

SVP

Samsung

EntranceSVP New M.SVP New M.

SVP New S.M.SVP New S.M.

SVP New G.M.SVP New G.M.

SVP New ExecutiveSVP New Executive

SVP Executive SeminarSVP Executive Seminar

SLP Mentor TrainingSLP Mentor Training

Samsung M B ASamsung M B A

SLP ExecutiveCourse

SLP ExecutiveCourse

SLP Sr. Executive Course

SLP Sr. Executive Course

SLP (S.) Manager Course

SGPSubsidiary

CEO

SGPSubsidiary

CEO

SGPExpatriate

SGPExpatriate

RegionalSpecialist

RegionalSpecialist

SGP

Cultivating

Local

Employees

SGP

Cultivating

Local

Employees

SGP

Foreign

Language

Courses

SGP

Foreign

Language

Courses

Source : Samsung presentation


From Training to Learning Organization

International Benchmarking Global statement Best practices Quality control

Learning Culture Lifelong learning Introduce technical-based learning Knowledge management Learning policies

Leadership Leadership by example Consistency in approach Transparency Fairness

Organization Structure Flat Organization

Rapid technical and social changes Adaptation to new technical and knowledge trends → Fluctuating industrial cycle and business changes5 working days per week

Knowledge-based economyIndividuals → knowledge

creation


Nolboo Restaurant

Source : Nolboo presentation

Training ProgramHead Officer Training ProgramOn the job restaurant employee trainingFranchisee CEOFood sanitation managementFranchisee employee trainingPromotion ContestFranchiser manager trainingGrand opening store trainingModel store training


Education Training & Human Resources Program

On the job Restaurant Employee Training

On the job Training, simply means teaching employee how to do their job. It involves teaching the procedure to follow and helping employees to develop the skills they need

to reach the standards required.

UpbringingTrainingSECTION Franchiser StoreFranchisee Store Specialty

STORE

StoreManager

1st AssistantManager

2nd AssistantManager

Captain

Employee

NewEmployee

4Course NO 5 3 6

New Employee

Internal Training

OJT Leader

Internet

Senior Course-NMC / Leadership

Junior Course-MCL / Leadership

Store Observation

Employee Retraining-F.O.H Contents-B.O.H Contents

New Store open-Company Introduction

-F.O.H Job Skill-B.O.H Job Skill

Franchisee CEO

Employee Retraining-F.O.H Contents-B.O.H Contents

New Store open-Company Introduction

-F.O.H Job Skill-B.O.H Job Skill

Senior ManagerSeminar/Workshop

Junior ManagerSeminar/Workshop

Parking Helper

Cashier

Benchmarking

Firm & SchoolPractice



Service Recovery and Customer Experience at Nolboo Restaurant

Product Service Revisit ratio(%)

Satisfaction Satisfaction 97%

Satisfaction Unsatisfaction 32%

Unsatisfaction Satisfaction 67%

Unsatisfaction Unsatisfaction 20%

Service & Loyalty Connection


What goes wrong• Non-standard Performace• Mistake (We are all human)• Response to failures/mistakes


Small Business Training Institute


1. Establishment of SBTI

○ Legislation of SMIs promotion law in 1979

2. Purpose of SBTI

○ To cultivate skilled workforce for SMIs by training of

new technology and management programs

○ To play a comprehensive role of HRD Center for SMIs

I. Overview

Source : SBTI presentation


Executive Training, Technology, Quality Management,

Administrative Management, IT•Automatization,

Int’l Training, e-Learning, etc. 683 Course

1. Types of Training

2. Method of Training

Off-Line Off-Line

Distance

Off-Line On Line On-Off Line

II. Contents of Training



Off-Line

○ Regular

⊙ Executive

⊙ Technology

⊙ Management

⊙ Quality Mgt.

⊙ IT

○ Special

⊙ Customized

⊙ Int’l

On-Line○ e-Learning

○ Distance Training

• Customized for Industry & Public• Consulting service

• In-bound & out-bound

training

• General Management,etc

• Mechanics, Electrnics…

• Financing, Marketing,etc

• Quality, ISO, PL, etc.

• Information, Technology etc.

3. Training Courses

II. Contents of Training



1. Facilities

Classification No MaximumCapacity

Remarks

Train

Facilities

Lecture Room 25 1,130 -

Discussion Room 13 513 -

Laboratory 39 1,325 -

Grand Auditorium 1 580 -

Small Auditorium 1 176 -

Conference Room 1 42 -

Event Room 1 80 -

- Dormitory 196 Room 490

- Dining Room 1 250

• Welfare : PC Room, Karaoke Room, Clinic, Library, Stall, etc.• Athletic : Football Field, Basket ball Court, Tennis Court, etc.

III. Facilities & Equipments



Strategic Management Process

Mission Goal

ExternalAnalysis

InternalAnalysis

Human ResourcesNeeds-Skill-Behavior-Culture

Strategic Choice

Human ResourcesPractices

Human Action

OrganizationPerformance

Source : Human Resources Management 3rd edition Gaining a competitive advantage

Human Capability


Change

Globalization

Global Competitor

Global Mindset

Technology Change

Learning Organization Knowledge Base Economy

Talent

Performance Mgt.

Development Plan

CompetitivenessVision/

MissionKPIs Competency

HRD link to business result

Value/CultureOrganization

Technology/Skill

Business Result

HRM Process

Succession Plan


Lesson Learning :21 Century is era of change, HR is important function to

create competitiveness in business Korea Company focus on leadership training, talent

development and global developmentHRD function is important especially in Leadership

development and Talent ManagementCorporate value and Culture are core in business growthHuman being need (Achievement , Choice and Wealth)Global mindsetKnowledge and Skill , Dedication and Drive are important

for success

In-Company Training Program

multi-country study mission on in-company training program kiattisak sampaongern hr manager...

Documents

company training program

corporate human resources

hrd trends

countries program learning

hrd assessment

competencybased hrd

learning organization

lifelong learning focus