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Training Department as Business Partner

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Laurence Yap M.A. (UM) CHRM
Laurence Yap M.A. (UM) CHRM

HRD as Business Partner outlines how HRD can help organizations by integrating training, learning, career development, and organization development to improve individual and organizational performance. It discusses focusing HRD efforts on organizational needs, positive behaviors, team effectiveness, quality, sales and profit. Examples of HRD activities that help organizations include setting goals and direction, analyzing talent, leadership development, and change management.

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HRD as Business Partner   Laurence Yap M.A. (Uni. Malaya) [Senior Manager] Human Resource Development
Outline Background Training & Learning Organization Development
Organization Needs Performance Positive Behaviors Team Effectiveness Quality Sales Profit
 
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 Field US: Chief Learning Officer Focus on Performance
28% MALAYSIA’S HRDF: An Evaluation of Its Effects on Training and Productivity Hong Tan Lead Economist, World Bank Institute
Corporate Learning 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 Unit Cultivate Values and Positive Culture Speed up knowledge transfer
High Performance Model Learning: change Collaborating: speed Teaching: Growth Learning Informal learning formal learning Teaching Management becomes trainers Groom internal employees as trainers Collaborating Network to customers and vendors Cross Function Team Community of Practices
Organization Development Set Organization Goals & Direction Analyzes Organization Structure Organization Talent Analysis Talent Management Leaders as Teacher
Training Graduate Engineering Program Department Needs: YB Action Learning – Lean, FMEA Nano Training Internet Research Web 2.0
Organization Development
Set Direction
Strategy Meeting
 
Change Management Implementation STRATEGY IMPLEMENTATION © Bridges Business Consultancy Int, 2005t Vision, Mission & Values t Strategy Creation
Vision, Mission & Values
Lean Manufacturing
AL Model: PDCA Address Organization Concerns Engage Teams and select projects A. Plan C. Check D. Act B. Do Provide Training Carry out projects Review results Proliferate to other areas
7s McKinsey
The Training Approach The Learn – Do – Mentoring Approach CLASS ROOM LECTURES Lecture on Lean for graduate IE students (Asia Institute of Technology, Bangkok. Faculty of Industrial Engineering) Class Room Lecture during Lean Master training (MMI JB)
HANDS-ON SIMULATIONS & ACTIVITIES Hands-On practical simulation-Quick Changeover (Seagate, Wuxi) Hands-On Value Stream mapping session (MMI Yixing, China)
HANDS-ON SHOP FLOOR ACTIVITIES Shop-Floor exercises (NSK, KL) Shop-Floor exercises Video-Shooting (NSK, KL)
Lean Consultants The AMC founders & principal consultants are: Ramesh Victor Rajathavavaram Lean Master (USA) Soundrarajan Pitchay Lean Master (USA) URL: http://www.adv-mc.com Email: rameshvictor@adv-mc.com
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
Talent Gaps/Issues* #1 #2 #3 Talent Management Action Plan (2005) #1 #2 #3 #4 #5 Current Changes/Challenges Impacting Your Business #1 #2 #3 Future Changes/Challenges Impacting Your Business Talent Management Accomplishments (2005) #1 #2 #3 #4 #5 #1 #2 #3 2006 Talent Management Action Plan #1 #2 #3 #4 Talent Strengths* #1 #2 #3 * Aggregate organization talent strengths and gaps Organizational Talent Analysis
Nano Training Short Learning ( 1 hour) Lunch, Department Meeting, Coffee Break
Business Impact YB Purchasing HR integration Lean Manufacturing Marketing, Sales and Marketing Services
8 Key Beliefs:- Customer 1 st Speed of Execution Continuous Improvement Constant respect for people Uncompromising Integrity Lead by Example Always seek win-win solution Carsem BOLEH !
Behaviors Focus on the issue , not the person Remember -- Everyone’s role is important Seek first to understand. Constant Respect for People Always believe there is a better way Challenge the status quo Seek new ways of doing things Continuous Improvement Sense of urgency. Be responsive . Make fast decisions Speed of Execution 1 Listen to customers Treat customers as friends 3 Be courteous , respectful and professional Customer 1 st
Behaviors Can DO attitude Determination Positive mindset Carsem BOLEH! Be objective Be open minded Collaborate and compromise. Always seek win-win solution Be supportive Say what you do and Do what you say Be a coach Lead by Example Honesty Keep your word Maintain confidentiality Uncompromising Integrity
Internet research Abundance of useful information Control for fear of abuse Free software Redes sociales
Tools for Collaboration Social Networks Facebook, MySpace Flickr YouTube Blogs Wiki’s Podcasts
 
 
 
 
 
 
 
 
Reorganization
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
Team Bonding and Reorg Know Your Team STRENGTHS SUCCESSES Departmental Strengths & Desired Development Future Possibilities Summary
Appreciation of Strengths
Future Possibilities
 
OD, Training and Education www.linkedin.com/laurnceyap Corporate Learning www.journeyofhrd.blogspot.com HRD Best Practice Malaysia www.facebook.com Chief Learning Officer Network network.clomedia.com/profile/LaurenceYap Contact Network
[KL. PG. Singapore. Ipoh] 13 Years (1993-2009) Training & Development Organization Development HRD Career
Employment Computer Disk Drive US / 1997-2002 Senior Executive Recruitment Outsourcing US / 2006 Training Manager Global Pharmaceutical US / 2006 Learning Manager (Mal & Singapore) Manufacturing (Assembly and Test) Malaysia MNC / 2007 HRD Senior Manager
Higher Education B.A (Hons.), M.A Social Science Fellowship Award 1990-1993 Management European History Malaysia Development Asian Politics Chinese Studies Indian Culture Japanese Religious

More Related Content

Training Department as Business Partner

  • 1. HRD as Business Partner   Laurence Yap M.A. (Uni. Malaya) [Senior Manager] Human Resource Development
  • 2. Outline Background Training & Learning Organization Development
  • 3. Organization Needs Performance Positive Behaviors Team Effectiveness Quality Sales Profit
  • 4.  
  • 5. HRD is the integrated use of training and learning , career development , and organization development to improve individual and organizational effectiveness Patrician McLaren
  • 6. HRD: New Playing Field US: Chief Learning Officer Focus on Performance
  • 7. 28% MALAYSIA’S HRDF: An Evaluation of Its Effects on Training and Productivity Hong Tan Lead Economist, World Bank Institute
  • 8. Corporate Learning 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 Unit Cultivate Values and Positive Culture Speed up knowledge transfer
  • 9. High Performance Model Learning: change Collaborating: speed Teaching: Growth Learning Informal learning formal learning Teaching Management becomes trainers Groom internal employees as trainers Collaborating Network to customers and vendors Cross Function Team Community of Practices
  • 10. Organization Development Set Organization Goals & Direction Analyzes Organization Structure Organization Talent Analysis Talent Management Leaders as Teacher
  • 11. Training Graduate Engineering Program Department Needs: YB Action Learning – Lean, FMEA Nano Training Internet Research Web 2.0
  • 15.  
  • 16. Change Management Implementation STRATEGY IMPLEMENTATION © Bridges Business Consultancy Int, 2005t Vision, Mission & Values t Strategy Creation
  • 19. AL Model: PDCA Address Organization Concerns Engage Teams and select projects A. Plan C. Check D. Act B. Do Provide Training Carry out projects Review results Proliferate to other areas
  • 21. The Training Approach The Learn – Do – Mentoring Approach CLASS ROOM LECTURES Lecture on Lean for graduate IE students (Asia Institute of Technology, Bangkok. Faculty of Industrial Engineering) Class Room Lecture during Lean Master training (MMI JB)
  • 22. HANDS-ON SIMULATIONS & ACTIVITIES Hands-On practical simulation-Quick Changeover (Seagate, Wuxi) Hands-On Value Stream mapping session (MMI Yixing, China)
  • 23. HANDS-ON SHOP FLOOR ACTIVITIES Shop-Floor exercises (NSK, KL) Shop-Floor exercises Video-Shooting (NSK, KL)
  • 24. Lean Consultants The AMC founders & principal consultants are: Ramesh Victor Rajathavavaram Lean Master (USA) Soundrarajan Pitchay Lean Master (USA) URL: http://www.adv-mc.com Email: rameshvictor@adv-mc.com
  • 25. 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
  • 26. Talent Gaps/Issues* #1 #2 #3 Talent Management Action Plan (2005) #1 #2 #3 #4 #5 Current Changes/Challenges Impacting Your Business #1 #2 #3 Future Changes/Challenges Impacting Your Business Talent Management Accomplishments (2005) #1 #2 #3 #4 #5 #1 #2 #3 2006 Talent Management Action Plan #1 #2 #3 #4 Talent Strengths* #1 #2 #3 * Aggregate organization talent strengths and gaps Organizational Talent Analysis
  • 27. Nano Training Short Learning ( 1 hour) Lunch, Department Meeting, Coffee Break
  • 28. Business Impact YB Purchasing HR integration Lean Manufacturing Marketing, Sales and Marketing Services
  • 29. 8 Key Beliefs:- Customer 1 st Speed of Execution Continuous Improvement Constant respect for people Uncompromising Integrity Lead by Example Always seek win-win solution Carsem BOLEH !
  • 30. Behaviors Focus on the issue , not the person Remember -- Everyone’s role is important Seek first to understand. Constant Respect for People Always believe there is a better way Challenge the status quo Seek new ways of doing things Continuous Improvement Sense of urgency. Be responsive . Make fast decisions Speed of Execution 1 Listen to customers Treat customers as friends 3 Be courteous , respectful and professional Customer 1 st
  • 31. Behaviors Can DO attitude Determination Positive mindset Carsem BOLEH! Be objective Be open minded Collaborate and compromise. Always seek win-win solution Be supportive Say what you do and Do what you say Be a coach Lead by Example Honesty Keep your word Maintain confidentiality Uncompromising Integrity
  • 32. Internet research Abundance of useful information Control for fear of abuse Free software Redes sociales
  • 33. Tools for Collaboration Social Networks Facebook, MySpace Flickr YouTube Blogs Wiki’s Podcasts
  • 34.  
  • 35.  
  • 36.  
  • 37.  
  • 38.  
  • 39.  
  • 40.  
  • 41.  
  • 43. Several Types of Reorganization 1. Streamlining of Functions Consolidation 2. Reporting Levels improve communication 3. Span of control expand responsibilities 4. Others
  • 44. Types of Reorganization Streamlining Functions HRD + HR + ESH = Human Capital Department
  • 45. Types of Reorganization Reduce Reporting Levels
  • 46. Types of Reorganization Span of control
  • 47. Team Bonding and Reorg Know Your Team STRENGTHS SUCCESSES Departmental Strengths & Desired Development Future Possibilities Summary
  • 50.  
  • 51. OD, Training and Education www.linkedin.com/laurnceyap Corporate Learning www.journeyofhrd.blogspot.com HRD Best Practice Malaysia www.facebook.com Chief Learning Officer Network network.clomedia.com/profile/LaurenceYap Contact Network
  • 52. [KL. PG. Singapore. Ipoh] 13 Years (1993-2009) Training & Development Organization Development HRD Career
  • 53. Employment Computer Disk Drive US / 1997-2002 Senior Executive Recruitment Outsourcing US / 2006 Training Manager Global Pharmaceutical US / 2006 Learning Manager (Mal & Singapore) Manufacturing (Assembly and Test) Malaysia MNC / 2007 HRD Senior Manager
  • 54. Higher Education B.A (Hons.), M.A Social Science Fellowship Award 1990-1993 Management European History Malaysia Development Asian Politics Chinese Studies Indian Culture Japanese Religious

Editor's Notes

  1. http://www.flickr.com/photos/pingnews/493761196/ Creative Commons – Attribution Share Alike License David Shapinsky
  2. http://www.flickr.com/photos/dankamminga/17580365/ CC Attribution License Dan Kamminga