onboarding process ver 4
Post on 19-Oct-2014
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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
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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: [email protected]
Laurence Yap M.A. (Uni. Malaya)[Senior Manager]
Human Resource Development