Training Resource Center Management

Corporate UniversityBuilding, Implementation, Readiness and Work Experience

Definition

• A corporate university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and effectiveness

Contents

Background

Building

Implementation

Readiness

Related Work Experience

Objectives

• Prepare employees to compete in a global economy by enhancing employee performance and productivity

• Meet and exceed service expectations with customers

• Respond to current and future global business challenges

• Raise the level of importance of education within the organization by providing a formal learning process;

• Deliver organization development initiative to improve organizational effectiveness

• Support change in corporate culture across the organization.

Comparison

Training Departments Corporate Universities

Run classes based on popularity

and demand.

Align learning opportunities with

the company's initiatives.

Use e-learning as a cost-cutting

device.

Utilize technology strategically in

order to support and reinforce

learning.

Outsource training to minimize

full-time head count in the

department.

Create outside partnerships to

support organizational goals.

Executives view training as an

expense that should be kept as

low as possible.

Senior management is actively

involved in the learning process

and sees a commitment to

learning as a competitive

advantage.

The Learning Organization Continuum

Focus on filling gaps

in employee’s current job

roles or on specific projects

Tactical

Learning

Focus on developing

employees’ skills and

capabilities against a best-

in-class model through formal

and informal training.

Integrated

Learning

Focus on integrating all

components that affect human

performance and organization

effectiveness.

Strategic

Learning

Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning

TrainingManagement

Development

Corporate

University

Management of Corporate University

Previous Corporate University Management ExperienceTraining Council – First Solar- HR VPCarsem – HR Development –COOWestern Digital – Komag College –Training Manager

(Malaysia is not allowed the term Corporate University by the government to be used by private sectors. Thus we have the term U, College, Center and etc.)

Carsem – M Site Founded in 1972

Acquired by Hong Leong Group in 1984

Floor Space : 436K sq.ft. (40,500 sq. m.)

Workforce : 3,100 employees

Carsem – S Site Production Commenced in 1992



Carsem – Suzhou Production Commenced in July'04



Packages: MLPQ & MLPD

Managed Carsem HRD10K Employees

Facilities – Two Factories in Malaysia

• 12 Classrooms

• 2 Auditorium with 200 seating capacities

• 2 Computer Labs

• 3 Technical Centers

• 2 Multimedia Labs

• LMS System

• 3 Training Administration Centers

• 1 TPM Room

• 100 subordinates

Managed Komag College3000 employees

Facilities –Two Campuses in Malaysia

• 7 Classrooms

• 1 Auditorium with 200 seating capacities

• 1 Computer Lab

• 1 Multimedia Lab

• 1 Video Conference Room

• 2 subordinates

Training Council 3000 Employees

Facilities Six Factories in Malaysia

• 6 Classrooms

• 2 auditorium with 200 seating capacities

• 1 Computer Lab

• 1 Multimedia Lab

• LMS System

• 4 subordinates

Contents

Background

BuildingImplementation

Readiness


Building Corporate U

• Work with Management to craft a long term vision, mission and direction

Link the proposed training strategy to corporate business strategy

Link Corporate University Structure to training and OD Strategies

Decide on your delivery methodology and facilities

• Partner with experts, vendors and universities for maximum results

Prepare a funding strategy

• Branding Your Corporate University

Corporate University: Mission

Corporate University

ProfitProductivity

Engagement Dev

Using corporate university as a platform to

consolidate effort to improve profit, productivity,

culture and employee development

Corporate University: Vision

Learning

Culture

Employee

EngagementOrganization

Effectiveness

Building a world class corporate university in PV industry that

can bring about organization effectiveness, learning culture

and employee engagement by using cutting edge learning,

career development and organization development

technologies and processes

Corporate

UniversityTraining, OD and Career

Development


• Work with Management to craft a long term vision and mission and deliverable metrics

• Link the proposed training and OD strategy to corporate business strategy

• Link Corporate University Model to training and OD Strategies

• Decide on your delivery methodology and facilities

• Partner with training vendors and universities for maximum results

• Prepare a funding strategy and budget


Four Needs of Organization

Sustainable Growth Model

Business Profit

Strategy

Leadership Dev

Productivity

Execution

Innovation

People Development

Talent

Engagement

Culture

Structure

M&A

Corporate University

Strategy Execution

Culture

Structure

Leadership

Talent

Innovation

Profit Productivity

EngagementDevelopment

Customers

HR Involvement

21HR Driven Business Sustainable Growth Model

Process Development

Organisation Development

TalentDevelopment

Productivity

Profit

Talent

Culture

Strategy Management

Corporate Culture

Effective Org Structure

Talent and

LeadershipProductivity

Innovation

Overview of Tools and Processes

Strategy

Execution

Culture

Structure

Strategy Planning and ReviewStrategy Communication and alignmentStrategic Learning

Process Improvement ToolsLeanCore Business CompetenciesCustomer Relations

Corporate Culture Employee Engagement Survey Team Bonding and PlanningOnboardingLearning and Development

Organization Structure Review

Overview of Tools and Processes

Talent

Leadership

Innovation

Talent Management Competency DevelopmentTechnical Advancement

Management DevelopmentSenior Leadership Development Succession PlanningManagement Competencies

Continuous Improvement Culture

Corporate Business Strategies

Balance Scorecard

(finance, customer, processes and employee development)

Organization Growth

(profit, productivity, culture, employee development)

Business Sustainability

(strategy, execution, culture, structure, talent, leadership, innovation and merger and acquisition)

Link Training and OD Strategies to Corporate Business Strategies

Corporate

Level

Employee

LevelDepartment

Level

Corporate

Business

Strategies

Corporate Level

Corporate Level

Short Term: Action Learning Strategies

Middle Term:Succession Planning Facilitate Corporate StrategiesEmployee Engagement CultureE-Learning Delivery

Long Term: Corporate Culture Expert Talent Management StrategiesLeadership Talent Dev StrategiesCareer Development StrategiesInnovation and Continues Improvement Culture

Action Learning Strategies

Annual corporate strategies – Quick Win

Action Learning Strategies to deal with current corporate business challenges

eg – Customer Scorecard of Marketing DepartmentKnowledge acquisition by R&D DepartmentSupply Chain circle time by Manufacuting

Department Level

• Department/Academy Level

Short Term: Action Learning Strategies

Middle Term:Competency Development ModelTraining Within Industry (Job Instruction, Job Methods and Job Relations)E-Learning DeliveryMobile Learning

Long Term: Expert DevelopmentKnowledge ManagementInternal Trainer Development

Employee Level • Employee Development

Short Term: Personal Development Plan70/20/10 Development Model

Middle Term:

Strength based Development Strategies, KPI and Coaching Model

Long Term:

Career Development

Prioritize Strategic Direction

• There are several strategic orientations found in corporate universities

• Skills and Competency Development

• Qualification

• External Customer Focus

• Relationship

• Change Management Focus

• Change

• Strategic Business Issue Focus

• Business Challenges

• Research

• Academic


• Work with Management to craft a long term vision and mission

• Link the proposed training strategy to corporate business strategy

• Link Corporate University Structure to Training and OD Strategies





Governance

• Board of Governors, which includes the CEO and senior executives

- Approve learning and OD budgets and priorities

- Determine policy

• Advisory Board for Academy, which includes senior leaders from related departments

- Members represent different business units

- Geographic and subject matter mix

32

Partnership in DevelopingStrategic Learning

• Global Teams (global model)

- Learning and Development Managers from each geographical areas

- Subject-Matter Experts invited to be on the team to serve as consultants on key initiatives

- Weekly teleconferences

33

34

Solar Tech

Projects

Product

Support

Software

Hardware

Process

Safety

Lean

People

Leadership

Business

Supp Academy

Adm. Asst.

Mgn

Academy

Engineering

AcademyManufacturing

AcademyIT

Academy

Global Training Director

CHO

HR

Finance

Security

OD Consulting Center

Competencies

Career Development

Vendor Management

Talent Development

Performance Consulting

E-learning

LMS

Regional Center CoordinationMetrics

Admin Center

Records, Tech

and System

Global

Team

Campus• OD Consulting Center - Engagement and Culture

• Admin Center – Administration of Corporate University

Talent development, succession planning, corporate culture, engagement survey, corporate strategy facilitation, organization structure, team development, business strategy alignment, action learning team

• Leadership and People Academy - Development

• Engineering and innovation Academy (R&D)– Productivity

• Marketing and Sales Academy – Profit

• Supply Chain Academy– Productivity

• Manufacturing Academy – Productivity

• Business Support Academy – Productivity

• IT Academy - Productivity

Academy Goals Department Emphasis Performance Indicators

Engineering

and Innovation

(R&D)

Product

Innovation

Patents Sources of

ideas

Manufacturing

(Operation)

Operating

Efficiency

Productivity Process

Marketing and

Sales

Customer

Intimacy

Segment Service Brand

Supply Chain Distribution Logistic Channels

IT Technology Hardware and

software

New

Applications

Leadership

and People

Management Bench

strength

High Potential

Community

People Skills

Business

Support

(HR, Fin. etc)

Process Turn around

time

Process

simplification





• Decide on delivery methodology and facilities




Delivery Methodology

• Classroom Training with InstructorsClassroom or Auditorium

• One-on-One Tutorial Classroom or Meeting Room

• Lecture and Demonstration Classroom or auditorium

• Action LearningClassroom, Meeting Room and Workplace

• SimulationsClassroom or Technical Center, Computer Lab

• Sharing from Community of Practice

Auditorium

Delivery Methodology

• E-Learning, FacilitatedComputer Lab or Meeting room

• E-Learning, Self-PacedComputer Lab, Home, any where

• Blended LearningClass room , Computer Lab, Meeting room

• Mobile LearningAny where

• Internet Research and learningAny where

Shared Services Infrastructure

• Enterprise-wide LMS and LCMS infrastructure.

• Curriculum definition and instructional design.

• Content development across all media.

• Documentation fulfillment.

• Instructor training and delivery (both face-to-face and virtual).

• Learning administration and 24x7 help desk.

• Sourcing and vendor management.

Learning scope

Enterprise learning strategy

Development of new learning/redesign orretirement of existing learning

Design control for learning

Enterprise learning budget

Enterprise metrics and measures






• Partner with internal experts, training vendors and universities for maximum results



Experts and Vendors

• Internal Experts – transfer their tacit knowledge to training. Using instruction designers to assist them

• Internal Trainers – deliver skills and knowledge from internal trainers to employees

• Training Providers – engage external training providers to deliver much needed training

• Consultants – partner with consultants with expertise to deliver results via coaching and consulting

• Colleges and Universities – engage well known education institution for modular learning like mini MBA or collaborative Diploma Programs









Funding

1. Federal and Network

• Federal Funding for Admin U and OD Consulting Center

• Department Funding for Academy

• Employee Development : 1% from total employee Salaries

2. Centralized Funding

3. Decentralized

Budget

• Facilities

• Admin

• Course Materials

• Learning Management System

• Video Production

• Bandwidth

• Software

• Multimedia Lab









Branding

• Training Materials. color and design standards, Power Point presentations, graphics.

• Logo and symbols

• Stationary

• Dress code for trainers

• Office design and color

• Marketing Materials

• Learning and Career Fair Exhibition Materials

Contents

Background

Building

Implementation

Readiness


Implement Corporate U

• Define the scope and deliverables

• Develop and implement the product and services

• Monitor the progress and communication

• Continuous Review and Promotion

QUICK WIN

• Annual business strategies to get quick results through action learning

• Department’s KPI to drive action learning

• Leadership Programs for HiPO

• Corporate Onboarding Programs

• Train the trainer for high impact delivery

Using Facilitation, multi-sensory and adult learning principles to make training and learning interesting and practical.

Developmental Phases

52

Process Improvement

0 6 month 12 month 18th Month 24th Month

Creativity

TWI

Pro

du

cti

vity

Pro

fit

De

v

Lean

Cu

ltu

re

Training

Career Dev

Soft Skills

Competency

Structure

Culture

Team

Engagement

Leadership

KPI

Strategy

Coaching

Talent Mgn

Customers

Contents

Background

Building

Implementation

Readiness


Readiness Survey

• Learning Function Readiness

• Organization Growth Readiness

Organization Growth Readiness

Results

Strategy

Execution

Culture

Structure

Talent

Leadership

Innovation

M&A

Total Return to Shareholders943% (Winners) vs 62% (losers)

Sales413% (Winners) vs 83% (losers)

Operating Income326% (Winners) vs 22% (losers)

Return on Invested Capital (%)+5.45% (Winners) vs -8.52%

(losers)

Engagement

Talent

Productivity

Profit

Background The Evergreen Project

200 well-established management practices within 160 companies over a 10-year period (1986-1996)

Prof Nirtin Nohria from Harvard Business School has pointed out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.

Engagement

Talent

Productivity

Profit

Strategy

Execution

Culture

Structure

Innovation

Talent

Leadership

Merger and Acquisition

Corporate University Readiness

Learning Function 1General Management

• Organization Design

• Funding

• Strategic Planning

• Goal Alignment

• Investment Priority

• Competency Management

• Measurement

• L&D Staff Selection and Development

Learning Function 2Relationship Management

• Communicating Values

• Needs Assessment

• Internal Marketing

• Cross Functional Partnering

• Branding

• Clients Partnering

Learning Function 3Operational Efficiency

• Content Design

• Administrative Process Efficiency

• Contents Portfolio Management

• Channel Management

• L&D Sourcing

• Vendor Partnering and Management

Learning Function 4Leadership Development

• Talent Pipeline Segmentation

• Onboarding

• High Potential Identification

• Leadership Development Programs

• Succession Management

• Leaders as Teachers

• Transition Management

• Executive Coaching

Learning Function 5Service Delivery

• Manager Led Development

• Coaching and Mentoring

• Experience Based Delivery

• Individualized Development Plan

• E-Learning

• Peer to peer Learning

Learning Function 6Systems and Infrastructure

• Learning Technology Architecture

• In the moment performance support systems

• Knowledge Management Systems

• Learning Portal

• Performance Management and Development Planning Systems

Contents

Background

Building

Implementation

Readiness


74

Presenting Asia Learning Strategies

US: PayPal Global OD Planning

78

Organization Strategies - Business

Sustainability

DiagnosisStrengthNext LevelSolutionsResults Engagement

Talent

Productivity

Profit

Strategy

Execution

Culture

Structure

Leadership

Talent

Innovation

M& A

80High Performance Model

Process Development

Organisation Development

TalentDevelopment

Productivity

Profit

Talent

Culture

Strategy Management

Corporate Culture

Effective Org Structure

Talent and

LeadershipProductivity

Innovation

81

Facilitating Corporate Strategies

Strategy Communication Forum2010 Jun 24

83

PURPOSE

Enhance

Value To Our

Stakeholders

MISSION

To Support

The Vision

CRITICAL

SUCCESS

FACTORS

Big Few

Things

DEFINE

STRETCH

GOALS

Key Metrics

STRUCTURE TREE DEVELOPMENT

SET

STRATEGIES

2nd meeting

(7 MAY)

Strategies to

meet Critical

Success Factor

/Goals

STRATEGIES

REVIEW / BUY

OFF

3rd Meeting

(15 & 22 May)

Senior Manager’s

to review/buy off

2nd meeting

outcome

DEFINE

ACTIVITIES &

TACTICS

Departmental Level -

Key Actions

To Be

Executed

MEASURES

& TARGETS

& SPONSOR

/ LEADER

Departmental

Metrics VS

Key Actions

FINAL

REVIEW

4th Meeting

(~ 1mth later)

Full Structure

Tree Review

VISION

To Support

Our Purpose

1st Meeting (30 Apr)

WE ARE HERE

Malaysia: Strategy Planning

Strategy Communication Forum2010 Jun 24

86

Talent Management

87

Identification and Review

Development

Evaluation

Talent Management Pool Flow

Identifying Our Best Leaders: Calibrating Talent on the Performance to Potential (P2P) Matrix

HIGHLY

PROMOTABLE

Agile, promotable, a track

record of success

High Potential

EXPANDABLE

Complexity, impact and

scope of role can expand

High Potential

UNDER-PERFORMING

Mismatched to position or

role has outgrown

individual

Skill Alley?

EXPANDABLE

Complexity, impact and

scope of role can expand

High Professional

WELL PLACED

Well-suited for growth in

current role

UNDER-PERFORMING


role has outgrown

individual

Skill Alley?

WELL PLACED


current role

WELL PLACED


current role

Blocker?

UNDER-PERFORMING


role has outgrown

individual

Act Now!

Po

ten

tial

Hig

hM

ed

ium

Lo

w

Does Not Meet Meets Some - Meets Exceeds Some - Exceeds Most

Performance

89

90

TALENT POOL

PROFILE

91

INTERNAL TRAININGS

(Proposed for Talent Pool Management Candidates)

Course Title Da

y

Ho

urs

Man

ag

er/

Sec M

gr

Execu

tive

En

gin

eer

Su

peri

ten

den

Su

perv

iso

r

Tech

nic

ian

Su

pp

ort

Sta

ff

Op

era

tor/

L/L

ead

er

2009-J

ul

2009-A

ug

2009-S

ep

2009-O

ct

2009-N

ov

2009-D

ec

2010-J

an

2010-F

eb

2010-M

ar

2010-A

pr

2010-M

ay

2010-J

un

Positive Confrontation 1 8 18 19 7 8 19 21

Decision Making 1 8 14 3 27 15 17

Getting the right Customer Service Mindset 1 8 19

Effective Handling of Challenging Customers 2 16 18-19

Effective Meetings & Writing Minutes 2 16 24-25

Power Communication Presentation Skills 2 16 7-8

Negotiation Skills 2 16 16-17

Project Management 2 16 17-18

TARGET AUDIENCE SCHEDULE FOR 09/10

Others Trg :

Supervisory trg

Leadership trg

Internet trg

92

Leadership Development

New Senior Leadership Development

• Annual Strategy Planning and Review

• Review of Organization Effectiveness

• Management Benchmarking of Self Director Work Team

• Team Building for Senior Leadership Team

Zenger Miller Leadership Program

• Zenger Miller Frontline Leadership

• Zenger Miller Leadership 2000

• Zenger Miller Working Program

PayPal Global Leadership Fundamentals Programme 2011Session Classroom Self-Directed Competencies

1 • Leadership• Social Styles• Career Inventory• Listening• Business Value Link

• Personal Board of Directors• Personal Development Plan• Practice Generous Listening• HMM: Presentation Skills

• Self Knowledge• Business Acumen• Action Oriented• Listening

2 • Business Value Link• Values & Behaviors• Facilitation• Motivation in Practice

• Facilitate Team Learning & Daily Stand Up• 1:1 for Facilitation Feedback• HMM: Difficult Interactions• HMM: Change Management

• Presentation Skills• Motivating Others• Ethics & Values• Integrity & Trust

3 • Change Management• Feedback• Coaching• Managing Conflict

• Conduct 2 1:1 sessions (if appropriate)• HMM: Team Management

• Dealing with Ambiguity• Conflict Management• Developing Direct Reports & Others

4 • Effective Teams• Final Presentations to Management

• Contingency Placement arranged by manager (if appropriate)

• Building Effective Teams• Presentation Skills

95

97

Graduate Trainee Program

Objectives

98

The 6-months Graduate Engineer Program is

tailored for Fresh Engineering Graduates

with the intention of developing a well-

rounded Engineers through structured

training approach.

99

Engineer Graduates Development Program Model

Assessment

Area specific familiarization FOL / EOL / TEST / QA / CTC 2nd mth

Attachment Attachment

Recruitment /Selection

FOL EOL Test

5 days 5 days

Induction

10 days 2 days3

Attachment: Depending on the dept e.g. Engineering, CTC & QA

3rd mth

4th– 6th

mth

Mid-point assessment

Project Assignment

Graduation

*Final Review & Assessment

1. Include the FLE training e.g. inspection, MOP,

etc.

2. Mid-point assessment to check the progress e.g.

feedbacks.

3. Evaluation by candidate for further

improvement.

1st mthFamiliarization

QA/CTC/IT

5 days

1st week Management Trainee Introduction at FOL.doc

1st week Management Trainee Introduction at FOL.doc

../1st week Management Trainee Introduction at EOL.doc


1st Week Management Trainee Introduction at Test Department.doc

1st Week Management Trainee Introduction at Test Department.doc

../1st week Management Trainee Introduction at FOL.doc


Orientation schedule (2009-Jul-15).xls

../1st Week Management Trainee Introduction at Test Department.doc

Orientation schedule (2009-Jul-15).xls

../1st Week Management Trainee Introduction at Test Department.doc

100

Lean Development

Secretariat

IC Power QA Material

Various LEAN Project Teams

CSIC/AP/MLP/MF

Steering

Comm.

Level

Council

Level

Working

Comm.

Level

Teams

2nd

3rd

4th

1st

Department Working Committees

(Include Value Stream Champion meeting)

Structure To Support Lean

M-site council

Leader: TL SOO S-site Council

Leader: CS Lim

Steering Comm.

Leader: SW WOO

Test council

Leader: WT CHIM

Once a

month

Lean Leadership Development

• Learning of Key Focus: Lean, Factory Physics

• Lean Manufacturing Training

• Lean Business Challenges and Projects

• Lean Council Meeting

Change Management

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

106

Organization Design

Reorganization Considerations

1. General Structure Overview

2. Reporting Levels Improve communication

3. Span of control Expand of responsibilities

4. Departmentalization Consolidation

4. Decentralization/Centralization Control of Decisions

5. Abnormality Unusual Occurance

108

Onboarding

Overview of Global Supervisor OnboardingTraining Plan

Confidential & Proprietary 109

External Hire Supervisors

(90 Day Programme)

Internally Promoted

Supervisors

(60 Day Programme)

Company Induction &

Product Training

Supervisor Training & Job

Shadowing

30 Day Product Training

Checkpoint

Recruited

using the

Assessment

Centre Model

Prior

completion

of the

Introduction

to People

Management

Programme

30 Days

60 Days60 Training Checkpoint

On the Job Training and

Support

90 Day Training Checkpoint

90 Days

Supervisor Training & Job

Shadowing

On the Job Training and

Support



30 Days

60 Days

Final Sign Off As In Role Supervisor

Final Sign Off As In Role Supervisor

110

Career Development

Career Development

Identifying Career Path to Motivate and Retain High Potential Employees

HREC 8th Annual Talent Management &

Leadership Dev

The 8th Annual Conference on TALENT MANAGEMENT & LEADERSHIP

DEVELOPMENT HREC 人才管理与领导力发展年会Beijing, Rosedale Hotel 2012 23rd-25th, October Beijing

明确职业发展路径是激励和留用高潜力员工的助推器

Laurence Yap Sr. Manager of Org Dev & Training

7 Phases for Employees

1. Understanding Career Development了解职业发展

2. Assessing yourselves 评估自己

3. Exploring Options 探索选项

4. Discussing with Managers 与经理讨论

5. Formulating Development Plan 制定发展计划

6. Learning and Developing 学习与发展

7. Evaluating Progress 评估进展情况

•

HREC 8th Annual Talent Management & Leadership Dev

115

HRD Strategies

Nine 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 UnitCultivate Values and

Positive Culture

Speed up

knowledge transfer

Lean

Quality

People Engagement

Quality Program (Engineer)OPLOperator Quality (OD effort)TSDCTraining Method (TWI-Operator and Department)

Lean Manufacturing Phase 1(AMC)Lean Supply ChainLean Manufacturing Phase 2Lean Culture (Prod Floor)

Executive Development (Nexus)The Leadership Challenge(Pace Learning)Supervisory Development (Focus Learning)Business Skills (Intuitive Sdn Bhd)

119

Annual Employee Survey:

Exceed Expectation in Training Effectiveness 83%

Training Organization satisfaction rate

About 80% of respondents are satisfied with Training offered in Carsem

%

85.0682.65 82.09 82.33 83.53

81.12

40.00

45.00

50.00

55.00

60.00

65.00

70.00

75.00

80.00

85.00

90.00

Orientation and

induction

program

Adequate

effectiveness of

training

opportunities

Equipment and

facilities in

training room

Teaching

materials and

aids

Trainers'

behaviour and

attitude

Multimedia

training adequate

and effective

%

121

Comments from Supervisors and Stakeholders

First Solar – HR VP (US)

• Since joining First Solar, Laurence took on leadership of our Malaysian site as well as APAC regional coverage for Training and OD. He did a phenomenal job managing the programs through a successful transition of the function. He provided tremendous support organizationally to both the HR and training departments and assisted a number of our functional leaders on key OD projects.

• I highly recommend Laurence to anyone looking to improve their training and organizational development programs. He has deep knowledge and expertise on OD and training matters and has the ability to work independently yet collaboratively to improve company processes.

• Matthew Dills (ex-supervisor)

PayPal Senior Managers (China)

• Laurence has the substantial experiences in Learning & Organization Development area. Laurence's facilitation skills in Leadership Development programs impressed me the most. He is also good at social network building... I believe Laurence is a great facilitator, executive coach and OD expert.

• Norman Song, Sr Manager L&OD EBay

PayPal HR Business Partner (MY)

• Laurence Yap has a natural flair and genuine interest in helping employees and friends alike to gain new skills in raising the bar of their level of competencies.

His energy and passion are admirable, and participants in his training and facilitation find him impressive. Some of his expertise are :-

A. Great interactions with all levels of employees B. Excellent results and feedback from people managers of all levels C. Leadership feedback and value added function D. Good networking skills E. OD and talent management competencies F. Sharp business acumen

Overall a great asset to the company and proactive team-player.

• Steve Teoh PayPal HRBP

Carsem VP of Manufacturing (MY)

• I found Laurence to be very creative and appeared to have a vast network of connections in several industries to pull information and get necessary support when needed.

• His ability to execute well was very clear, I found him to be very hard working and diligently in completing several key tasks. He offers great idea’s on training content and delivery techniques and I learned much from our many interactions.

• Iain Mickle (ex stakeholder)

Pfizer Senior Director of APAC (MY)

• “I never cease to be amazed by Laurence's passion for his work, energy and selflessness. He is a true believer of organizational development and is constantly looking into new ways to support the organization and colleagues whilst developing himself at the same time. He builds rapport easily with all levels of people and treats everyone with respect. He is a respected leader, a trusted colleague and an asset to any organization that he works with.” October 8, 2009

• Malini Tharumalingam (ex-supervisor)

127