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 FieldUS: Chief Learning OfficerFocus on Performance

28%MALAYSIA’S HRDF:An Evaluation of Its Effects on Training and ProductivityHong TanLead Economist, World Bank Institute

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

High Performance Model

Learning: change

Collaborating: speed

Teaching: Growth

LearningInformal learningformal 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

TrainingGraduate Engineering Program

Department Needs: YB

Action Learning – Lean, FMEA

Nano Training

Internet Research

Web 2.0

Organization Development

Set Direction

Strategy Meeting

Vision, Mission

& Values

tStrategy Creation Change

Management

Implementation

STRATEGYIMPLEMENTATION

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Vision, Mission

& Values

Lean Manufacturing

AL Model: PDCAAL 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

The Training ApproachThe Training Approach

The Learn – Do The Learn – Do –– Mentoring Approach 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 ConsultantsLean 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 1Wave 1

•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management

Wave 2Wave 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 3Wave 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 4Wave 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

• #3Talent 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 1st

• Speed of Execution• Continuous Improvement• Constant respect for people• Uncompromising Integrity• Lead by Example• Always seek win-win solution• Carsem BOLEH !

Customer 1st 1 Listen to customers

2 Treat customers as friends

3 Be courteous , respectful and professional

Speed of Execution

1. Sense of urgency.

2. Be responsive .

3. Make fast decisions

Continuous Improvement

1. Always believe there is a better way

2. Challenge the status quo

3. Seek new ways of doing things

Constant Respect for People

1. Focus on the issue , not the person

2. Remember -- Everyone’s role is important

3. Seek first to understand.

Behaviors

Uncompromising Integrity

1. Honesty

2. Keep your word

3. Maintain confidentiality

Lead by Example

1. Be supportive

2. Say what you do and Do what you say

3. Be a coach

Always seek win-win solution

1. Be objective

2. Be open minded

3. Collaborate and compromise.

Carsem BOLEH!

1. Can DO attitude

2. Determination

3. Positive mindset

Behaviors

Internet research

• Abundance of useful information

• Control for fear of abuse

Free Free softwaresoftware

Redes Redes socialessociales

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 Malaysiawww.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 / 1997-2002Senior Executive

Recruitment Outsourcing US / 2006Training Manager

Global PharmaceuticalUS / 2006Learning Manager (Mal & Singapore)

Manufacturing (Assembly and Test)Malaysia MNC / 2007HRD 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