Od and talent portfolio laurence yap v2

OD AND TALENT PORTFOLIO

Laurence Yap Senior Manager of OD and Training APAC

DEVELOP TALENT MANAGEMENT AND DEVELOPMENT STRATEGY Based on the business direction to develop talent management and development strategy and plan, including assessment, coaching, hipo development plan, etc, to ensure leadership pipeline is ready for business growth in the region.

3

Selection & Review

Development

Evaluation and Action

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 Mismatched to position or role

has outgrown individual Skill Alley?


current role


current role Blocker?

UNDER-PERFORMING Mismatched to position or role

has outgrown individual Act Now!

Po

ten

tial

Hig

h

Me

diu

m

Lo

w

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

Performance

Potentials

Mental Agility People Agility

• Curious • Able to get to root causes • Comfortable with ambiguity and

complexity • Finds parallels and contrasts easily • Questions conventional wisdom • Finds solutions to tough problems • Reads broadly and has wide interests

• Open-minded and tolerant • Self-aware • Comfortable with diversity and

differences of opinion • Able to play many roles simultaneously • Understands others • Relishes helping others succeed • Politically agile • Deals with conflict constructively • Skilled communicator

Change Agility Results Agility

• Loves tinkering and trying new things • Easily accepts challenges • Accepts responsibility and accountability • Introduces new slants on old ideas

• Builds high-performance teams • Can pull off things against the odds • Has tremendous drive to accomplish

tasks • Very flexible and adaptable • Has significant personal presence

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TALENT REVIEW PROCESS

Discuss organization and people

Create talent action plans

Conduct Talent Review Meeting

Follow up

Provide feedback to colleagues and follow-up on action plans

Talent Review Process

Prepare

Gather organization and talent data

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TALENT POOL

PROFILE

8

INTERNAL TRAININGS

(Proposed for Talent Pool Management Candidates)

Course Title Da

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Man

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2009-A

ug

2009-S

ep

2009-O

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2009-N

ov

2009-D

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2010-J

an

2010-F

eb

2010-M

ar

2010-A

pr

2010-M

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2010-J

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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

9

10

SUCCESSION CHART

1. Candidate (Codes)















Position Name

Incumbent Name

Position Name

Incumbent Name

Position Name

Incumbent Name

Position Name

Incumbent Name

Position Name

Incumbent Name

Position Name

Incumbent Name

5. FORMULATING DEVELOPMENT PLAN

制定发展计划 70/20/10

HR

EC 8

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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

▪ Benchmarking of Lean Manufacturing

ZENGER MILLER LEADERSHIP PROGRAM

▪ Zenger Miller Frontline Leadership

▪ Zenger Miller Leadership 2000

▪ Zenger Miller Working Program

PAYPAL GLOBAL LEADERSHIP FUNDAMENTALS PROGRAMME 2011

Session 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

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TALENT COUNCIL Assist HRD for TM and OD on organization review, talent management council (functional and sector) on building up pipeline, succession plan, development plan and regular review on career move and risk. Serves as a resource to, the sector/functional Talent Council.

TALENT COUNCIL

▪ Chaired Talent Council at CEO Level

▪ Part of the Talent Council to facilitate and communicate for Talent Identification, review, development and evaluation and also succession planning

▪ Quarterly Talent Evaluation

EXPERT ON ORGANIZATION DEVELOPMENT As the expert on organization development, including organization design, change management, team and organization effectiveness, enterprise transformation, culture assessment and change, based on current and long range business needs.

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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

TYPES OF REORGANIZATION ▪ Streamlining Functions

▪ HRD + HR + ESH = Human Capital Department

TYPES OF REORGANIZATION ▪ Reduce Reporting Levels

TYPES OF REORGANIZATION ▪ Span of control

▪

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LARGE SCALE CHANGE MANAGEMENT

LEAN LEADERSHIP DEVELOPMENT

▪ Learning of Key Focus: Lean, Factory Physics

▪ Lean Manufacturing Training

▪ Lean Business Challenges and Projects

▪ Lean Council Meeting

CHANGE MANAGEMENT

MCKINSEY 7S

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 optimizat ion

• IT Tools • Lean Diagnost ics

• 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

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TEAM EFFECTIVENESS

TEAM EFFECTIVENESS

▪ Team Building for 10000 employees

▪ Team Building for Exempt staffs

▪ Team Planning Using Appreciative Inquiry

▪ Team Building for Senior Leadership Team

▪ Team Effectiveness in Continuous Improvement Program

▪ Team Facilitation for Post Mortem, Process Improvement, Brainstorming, Empowerment Meeting, Event Rehearsal

TEAM BONDING AND REORG

Know Your Team

STRENGTHS

SUCCESSES

Departmental Strengths & Desired Development

Future Possibilities

Summary

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ORGANIZATION EFFECTIVENESS

DIAGNOSIS STRENGTH NEXT LEVEL SOLUTIONS RESULTS

Engagement

Talent

Productivity

Profit

Strategy

Execution

Culture

Structure

Leadership

Talent

Innovation

M& A

35 High Performance Model

Process Development

Organisation Development

Talent Development

Productivity

Profit

Talent

Culture

Strategy Management

Corporate Culture

Effective Org Structure

Talent and

Leadership Productivity

Innovation

A. LONG TERM BUSINESS SUSTAINABILITY

Strategy

Execution

Culture

Structure

Talent

Leadership

Innovation

Mergers

and acquisitions

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)

DIAGNOSIS Strengths Next Area

Improvement Solutions Results

Strategies

Execution

Innovation

Organization

Culture

Leadership

Talent

COMPANY Pfizer Carsem PayPal First Solar

Strategies

Corporate strategies

Corporate Strategies

Propose org growth solutions

Execution

Lean Propose Lean to US and Asia

Innovation

Kaizen

Organization Design

Org Design for Whole Org

Training Council

Culture

Team Conflict Team Planning Leadership Engagement

Team Dev Pulse Survey Com Culture Job Title Coaching

Values and Management Competencies Career Exhibition

Leadership

Communication Teacher teach leaders Sr Leadership Dev

Leadership Course

First Solar Junior Manager

Talent TNA Training

Lean Talent HiPo

Career Dev HiPO Succession

Senior Leadership Dev Sr Manager

STRATEGY Whatever your strategy, whether it is low prices or innovative products,

it will work if it is sharply defined, clearly communicated, and well

understood by employees, customers, partners, and investors.

▪ Build a strategy around a clear value proposition for the customer.

▪ Develop strategy from the outside in, based on what your customers, partners, and investors have to say—and how they behave—not on gut feel or instinct.

▪ Continually fine-tune your strategy based on changes in the marketplace—for example, a new technology, a social trend, a government regulation, or a competitor's breakaway product.

▪ Clearly communicate your strategy within the organization and to customers and other external stakeholders.

▪ Keep focused. Grow your core business, and beware the unfamiliar.

EXECUTION

Develop and maintain flawless operational execution. You

might not always delight your customers, but make sure

never to disappoint them.

▪ Deliver products and services that consistently meet customers' expectations.

▪ Put decision-making authority close to the front lines so employees can react quickly to changing market conditions.

▪ Constantly strive to eliminate all forms of excess and waste; improve productivity at a rate that is roughly twice the industry average.

CULTURE

Corporate culture advocates sometimes argue that if you can make the

work fun, all else will follow. Our results suggest that holding high

expectations about performance matters a lot more.

▪ Inspire all managers and employees to do their best.

▪ Empower employees and managers to make independent decisions and to find ways to improve operations—including their own.

▪ Reward achievement with pay based on performance, but keep raising the performance bar.

▪ Pay psychological rewards in addition to financial ones.

▪ Create a challenging, satisfying work environment.

▪ Establish and abide by clear company values.

STRUCTURE

Managers spend hours agonizing over how to structure

their organizations (by product, geography, customer, and

so on). Winners show that what really counts is whether

structure reduces bureaucracy and simplifies work.

▪ Simplify. Make your organization easy to work in and work with.

▪ Promote cooperation and the exchange of information across the whole company.

▪ Put your best people closest to the action.

▪ Establish systems for the seamless sharing of knowledge.

LEADERSHIP

Choosing great chief executives can raise performance significantly. Closely link the leadership team's pay to its performance. Encourage management to strengthen its connections with people at all levels of the company. Inspire management to hone its capacity to spot opportunities and problems early. Appoint a board of directors whose members have a substantial stake in the company's success.

TALENT

Winners hold on to talented employees and develop more. Fill mid- and high-level jobs with outstanding internal talent whenever possible. Create and maintain top-of-the-line training and development programs. Design jobs that will intrigue and challenge your best performers. Keep senior management actively involved in the selection and development of people.

INNOVATION

An agile company turns out innovative products and

services and anticipates disruptive events in an industry

rather than reacting when it may already be too late.

▪ Relentlessly pursue disruptive technologies to develop innovative new products and services.

▪ Don't hesitate to cannibalize existing products.

▪ Apply new technologies to enhance all operating processes, not just those dedicated to designing new products and services.

MERGERS & ACQUISITIONS

Internally generated growth is essential, but companies that

can master mergers and acquisitions can also be winners.

▪ Enter new businesses that leverage existing customer relationships and complement core strengths.

▪ When partnering, move into new businesses that make the best use of both partners' talents.

▪ Develop a system for identifying, screening, and closing deals.

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CULTURAL ASSESSMENT AND CHANGE

PULSE SURVEY QUESTIONS ▪ Respond to statements using a 5 point scale

▪ Strongly Agree – Agree – Neither Agree nor disagree – Disagree – Strongly Disagree

▪ Example statement: Overall, I am satisfied with eBay Inc as a place to work.

▪ Question Categories

• Employee Engagement

• Job Satisfaction

• Work Life Balance

• Collaboration

• Decision Making

• Treatment and Respect

• Trust in Leadership

• Manager Effectiveness

• Open-ended questions

• 1-2 things that are working in your organization/location

• 1-2 things you would most like to see improved in your organization/location

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Activity Dates Owner

• Pulse “education” deck sent to all People Managers

• Global HR/Comms calls re: Pulse • Comms partners have key messaging, email templates and graphics

August 8-12 eBay

• Updated Pulse Hub page live

• “Pulse Points” stories launch on The Hub—new story featured each week up to and throughout Pulse. August 15-19 eBay

• Leaders talk to teams about Pulse in advance of Survey opening

August 15-

September 5 eBay

• “Importance of Pulse” email from John Donahoe to all employees August 30 eBay

• Sirota invite to all employees launches in each major region at 8:00 a.m.

• SURVEY OPENS • John Donahoe email to all leaders with expectations for their support • Emails from local leaders to employees about importance of Pulse September 6

Sirota and

eBay

• Weekly reminder email from Sirota to employees who have not yet taken

Pulse

September

12-22 Sirota

• SURVEY CLOSES September 23 Sirota

• Update on The Hub main page shows final participation rates and thank you

message/graphic. September 26 Sirota

•People Manager Network Sessions focus on how to do Pulse read-outs November eBay

FOUR CORPORATE CULTURES

F. SARAH COOK-WIFI MODEL

▪ Well Being

▪ Information

▪ Fairness

▪ Involvement

▪ 45 Questions

WELL BEING

▪ Corporate social responsibilities

▪ Employee Branding

▪ Organization values

▪ Work Life Balance

▪ Flexible Working

▪ Employee Welfare

▪ Job Design

▪ Feeling Valued

INFORMATION

▪ A clear sense of direction

▪ Developing a vision of the future

▪ Communicating the vision in an engaging manner

▪ Strategic goals

▪ Keeping people informed

▪ Making information interactive (intranet)

▪ Personal present and impact

FAIRNESS

▪ Respecting the individuals

▪ Recruitment and selection

▪ Induction

▪ Performance management

▪ Learning and Development

▪ Career Developing and Succession Planning

▪ Talent Management

▪ Reward and Recognition

INVOLVEMENT

▪ The role of line managers

▪ Coaching and facilitation skills

▪ Involvement with other teams

▪ Involvement with senior managers

▪ Senior Managers as role models

LARGE SCALE CHANGE AT REGIONAL LEVEL.

As expert in OD, consult with sr. business leader on the strategy, plan for large scale change at regional level.

REGIONAL CHANGES

▪ Lean Manufacturing for HQ

▪ Job Title Adjustment for APAC

▪ Career Development for APAC

▪ Global Cultural Communication Development

▪ Facilitation of Corporate Strategies

FACILITATING CORPORATE STRATEGIES

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Strategy Communication Forum 2010 Jun 24

MALAYSIA: STRATEGY PLANNING

STRATEGIC TALENT CAPABILITY

Working together with the Asia HRD to develop plan to help build up strategic talent capability to support the business growth in emerging market.

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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

Talent Development

Organizational Overview Template

OD CAPABILITY. Develop strategy, plan and its execution to build up OD capability.

PERSONAL LEVEL

1. Individual Level

2. Team/Group Level

3. Process Level

4. Organization Level

1. PERSONAL LEVEL

Coaching Mentoring Self Awareness Tools Training, Education, and Development Leadership Development Action Learning

2. TEAM/WORK GROUP INTERVENTIONS

Dialogue Sessions: Focused Conversation Team Building Team Development/Effectiveness Meeting Facilitation Conflict Management Brainstorming Strategic Alignment Assessment Mental Rehearsal

3. PROCESS INTERVENTIONS

Lean Enterprise Process Reengineering Benchmarking TWI

4. ORGANIZATIONAL INTERVENTIONS

Organization Design Company-wide Survey Learning Organization Organizational Learning Cultural Change: Competing values Framework Talent Management Succession Planning Strategic Planning Mission, Vision and Values Development Large-Scale Interactive Events

PROVIDE T&OD SUPPORT IN HR ACTIVITIES As sector interface to provide T&OD support in talent management, including succession planning, workforce planning, performance management, career development, talent movement, organization assessment and effectiveness, leadership assessment, development to help increase organization and talent capability for business growth.

MANAGEMENT OF LEARNING ACADEMY

Previous Corporate University Management Experience Training Council – First Solar- HR VP Carsem – HR Development –COO Western 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.)

FACILITIES – TWO FACTORIES IN MALAYSIA ONE IN SUZHOU

▪ 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

FIRST SOLAR –TWO CAMPUSES IN MALAYSIA ▪ 7 Classrooms

▪ 1 Auditorium with 200 seating capacities

▪ 1 Computer Lab

▪ 1 Multimedia Lab

▪ 1 Video Conference Room

▪ 2 subordinates

FACILITIES SIX FACTORIES IN MALAYSIA

▪ 6 Classrooms

▪ 2 auditorium with 200 seating capacities

▪ 1 Computer Lab

▪ 1 Multimedia Lab

▪ LMS System

▪ 4 subordinates

CURRICULUM DESIGN AND DELIVERY OF TRAINING

▪ Facilitation Skills

▪ Supervisory Skills

▪ Organization Development

▪ Instructional Design

▪ Train the Trainers

▪ Junior Manager Development

▪ Middle Manager Development

▪ Communication Skills

▪ Internet Research

DATABASE OF EXTERNAL OD Research, recommend for selection and manage a network of external suppliers and other professional organizations to leverage on their OD expertise and resources; establish a comprehensive database of external OD/ LD consultants.

LEAN CONSULTANTS

▪ The AMC founders & principal consultants are:

▪ Ramesh Victor Rajathavavaram

Lean Master (USA)

▪ Soundarajan Pitchay

Lean Master (USA)

2007 MAR 26

Assessment Criteria

CLOSE/BUSINESS PARTNER The effective performance of the job needs to work as a very close partner with Regional T&OD leader, Regional Learning and his/her team, Talent Acquisition Leader, BPHR leaders.

CLOSE PARTNER

Carsem HR Division, CEO Team, Business Leaders

PayPal Global OD Virtual Team, Asia OD Global Team, HR Asia Team, HRBP Malaysia, HRBP China, HR Director , Head of PayPal Asia, Head of Ops in Malaysia and China, China Business Leaders, Malaysia Business Leaders

First Solar L&OD Global Team, HR Director APAC, HR VP Global, VP of Malaysia, HR Asia Team, HR Malaysia Team, Business Leaders, Asia Business Leaders

DEPARTMENT STRATEGIES AND TACTICAL PLANNING

Coaching for growth Managing by strengths Solving problems together Taking responsibility Creating a motivated working environment

Leadership Values

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 Unit Cultivate Values and

Positive Culture

Speed up

knowledge transfer

Lean Quality People Engagement

Quality Program (Engineer) OPL Operator Quality (OD effort) TSDC Training Method (TWI-Operator and Department)

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

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

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

%

BIODATA

93

CAREER PORTFOLIO

Laurence Yap Training and Development Talent Management Organization Development Kuala Lumpur, Penang, Shanghai, Singapore, San Jose, Omaha, Tempe, Perrysburg 18 Years of Professional Experience

STRENGTHS

▪ Innovate and simplify current processes

▪ Research online to access to best practices worldwide

▪ Adapt best practices for organization growth

▪ Create new models for organization effectiveness

▪ Leading and Inspiring teams to transform organization

▪ Cross cultural communication to bridge East and West

Global Exposure Singapore

Shanghai

San Jose

Omaha

Perrysburg

Tempe

Kuala Lumpur

Penang

COMPETENCIES

Organization Development Facilitate Corporate Strategies, Change Management, Team Development, OD Interventions, Facilitation, Process Improvement, Lean Manufacturing and Career Development Talent Management Talent Review, Talent Development, Talent Evaluation, Talent Actions, Succession Planning, Bench Strength Measurement, Leadership Development, Senior Leadership Team Development Training and Development Strategic corporate learning, Learning and Development, Corporate University or Learning Academy, Learning Technology and LMS, Training Audit, Policies and Manuals, Annual Training Plan, TNA and Evaluation, Training Marketing, Promotion and Exhibition, Department Budget and Training Investment, Partnering Skills, Virtual Team, , Multimedia, Management of Stakeholders and Business Leaders, Training Council, Management of Training Curriculum Training Delivery and Instructional Design

Strategic OD, Talent & Learning

Tactical Tools & Methodologies

REFERENCES

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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)

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