training and organization developlemt division
Post on 13-Sep-2014
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2011 Plan, Roles and ResponsibilitiesTRANSCRIPT
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Strategies of Learning and OD(HR Development)
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HRM/ HRD• HRM deals with the day to day operations of the
human resources department.
bus. law, compensation, employee relations, benefits, and medical etc.
• HRD : Human Resource Development deals with the training and the developmental aspect of employees.
Most HRD curriculum include classes like T & D, organizational dev., industrial psy.
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HRM/ HRD• HRD is more proactive; it copes with the changing needs of the
people as well as anticipate these needs and HRD is function more independent with separate roles to play.
• HRD is sub-system of a large system, more organizational oriented and HRD is function more independent with separate roles to play.
• HRD is continuous process and HRM is a routine and administrative function.
• •HRD is involvement of the entire work force from top to bottom is more and a must in most of the cases and HRM is basically the responsibilities of the HR department.
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Workscope
• HRD = Developmental
• HR = Operational
Job Scope
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HRD Nine 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
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•Organization Development
Specialist – Succession Planning
•Performance Consultant
•Facilitator
•Frontline Employee
Developers
•Knowledge Management
•Nano Learning
•Learning Specialist
•Organization change
thru Lean Manufacturing
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Consequences of Attachment
• HRM - HR Functions - constraints • COO – Operational Strategies • CEO – Business Strategies
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Workscope
• HRD = Developmental
• HR = Operational
Job Scope
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HRDDepartment Structure
HRDTraining
Administration
Human Capital
Frontline Employee
Technical Skills
Development
OD
Lean
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Strategies
1. Corporate Strategies – Formula 4 + 2 2. Improving operation execution 2. Business Acumen 3. Org Talent and leadership behaviours 4. Employee Engagement
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1 The Evergreen Project 4+2
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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.
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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)
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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.
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Minors - 4 Factors Master two of the four secondary management
practices: (i) Talent: hold on to talented employees and find
more. (ii) Innovation: make industry-transforming
innovations. (iii) Leadership: find leaders who are committed to
the business and its people. (iv) Mergers and acquisitions: seek growth through
mergers and partnerships
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2 Improving Operational Execution
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A Supply Chain
Current
Consult
Chew
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B Six Sigma
Quality
sharonAction L
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C Lean
Vsm
One Tool
Lean MQPP
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D Benchmarking
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3 Business
Acumen
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• Business acumen is an understanding of what it takes for a company to make money.
• financial literacy• business strategies• Marketing• Operation• supply Chain etc
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Cutomize
Ex-CEO
One L
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4 Org Talent
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Analyze Organizational Talent Needs
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slt
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Building Leadership Behaviors
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5 Employee Engagement
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29%
62%
19%
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WIFI model: Well-being Information FairnessInvolvement
Engagement Culture
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Strength based LeadershipCoaching and Mentoring employeesCaring & Appreciation Create No Fear environment
Leadership Philosophy
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Moving Forward
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…Thank You