- Main Page
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- Functional Experience
- Work Experience
- Skills
- Corporate Facilitation
- Project Management
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- Network
- Education
- References
- Theories and Models
- Leadership Behaviors
- Work Samples
- Conference Speaker
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- Interview
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- Powered By
Global Training & Development Leadership Award 2017
Global HR Leadership Award 2018
Taj's Land Ends Hotel MumbaiGolden Globe Tiger Award - Malaysia HR Leadership 2017
Pullman Hotel KLAsia HR Leadership Award 2017
LeMeridian Hotel Singapore
An Organization's Ability to Learn, and Translate that Learning into Action Rapidly, is the Ultimate Competitive Advantage
Jack Welch
Functional Experience
Assistant General Manager (Learning and OD), Group HR & Admin, Berjaya Corp. Berhad 2018 July-Present
Cluster HR Director of Forest City Pacific View of Hotel Group 2018 April- June
Head of HR Dexon Electrical Engineering Sdn Bhd 2016 August - 2018 Feb
Head of Learning & OD AMC Kaizen 2013 - 2016 JulySenior Manager of Training & Organization Dev. APAC First Solar Malaysia 2012 - 2013 (VSS) (Global Top 10 Solar Renewable Energy)
Senior Manager of Learning & Organization Dev. APAC PayPal Shanghai & KL 2010 -2012 (Restructure) (Global No 1 Online Payment)
Senior Manager of HR Development Carsem Malaysia 2007- 2010 (Top 10 Global Contract Manufacturing)
Learning & Development Manager Pfizer Malaysia 2005- 2006 (Contract) (US Fortune 500 Pharmaceutical Company)Senior Training Executive Mydin Malaysia 2003 - 2005 (Malaysia No 1 FMCG) Senior Training Executive Western Digital Malaysia 1995 - 2003 (Global Top 1 Hard Disk Industry)
A. Training and Development
Designing and Delivering Training ProgramsManaging Employee Development
Managing Team
Managing Learning Academy
Managing Training and Web Technology
B. Organization Development and Talent Management
Talent Management,Succession Planning
Leadership Development Solutions
Corporate Strategy PlanningProcess Improvement
C. Management Experience
Partnering Experience with Business Leaders and HRBP
Managing Complex Projects
Influencing Capabilities
Coaching
Consult CEO Team and Business Leaders
WORK EXPERIENCE
Head of Learning and OD
(Sr. Training Consultant )
AMC Kaizen
August 2013-CurrentProvide Soft Skills Training to China clients
Offer Public Leadership Programs
Conduct in House Leadership Programs
Participate in HR ConferencesCoach people managers
Provide OD Training
Consult HR leaders
Publish articles in Linkedin PulseFirst Solar
Senior Manager of Training and OD (APAC Region)
Sep 2012 – Jul 2013
Partnered with Global Team to implement Asia Pacific On-boarding
Rolled out Global E-Learning Program for APAC Region
Facilitated and Organized Global Leadership Development
Set up Inter-departmental Training Council to intensify learning organization and training management practices
Designed First Solar Manufacturing Effectiveness System by combining Lean ,TWI, Supervisory Management System, 6S , McKinsey and John Kotter’s Change management
Managed the training needs of Beijing office
Developed leadership and coaching culture of the Finance Department
Presented findings of Business Sustainable Growth of First Solar to Managing DirectorFirst Solar Malaysia & APAC: 3000 employees
Training Dept: 4 Employees (same location: Kulim in Malaysia
Virtual Team in Tempe & Perrysburg US
Reporting to APAC HR Director and Global HR VPPayPal
Senior Manager of Learning and OD (Asia Pacific)
Dec 2010 – August 2012
Deployed two leadership training programs (leadership fundamental and people manager essential)
Conducted on-boarding training for new supervisors and people managers in KL
Facilitated corporate strategy sessions for APAC and Shanghai
Conducted talent identification, talent review and talent development in KL and Shanghai
Deployed global career development in APAC. Teamed up with Accenture to conduct interviews for merchant support, customer services, risk and financial services
Initiated global corporate communication and Job Title Change for Asia PacificPayPal 1100 Employees
OD Dept Individual Contributor.
Virtual team in Singapore, Ireland and Omaha
Reporting to Global OD DirectorCarsem
Senior Manager of Training and OD (Malaysia and China)
Jan 2007 – November 2010
Worked with CEO team to facilitated corporate strategies .Successfully aligned corporate goals with department and individual employees
Initiated OD programs to improve company Morales with support from CEO
Partnered with COO to develop change process for lean manufacturing with the results of 15% improvement of output cycleImplemented successfully lean manufacturing process in three major production lines to improve productivity, cycle time and reduce wastes. Using John Kotter's change management and McKinsey 7s to facilitate the change
Worked with Chief Technology Officer increase knowledge base of R&D Center
Developed bench strength of managerial level by developing 60 managers
Developed and supervised Graduate Engineering Scheme to groom new generation of fresh engineers. Developed 30 new engineers in a year
Managed talent identification, review and development for12 HiPo employees for HQ
Managed six divisions with 100 staff to handle training and OD needs of 10000 employees
Exceeded expectations in Training Department effectiveness and Team Building in Employee Survey of Carsem 2009-2010 with 83%
Partnership with training manager of Suzhou operation pertaining to training and development
Carsem: 11000 Employees
Training and OD Dept 100 Employees(same location Ipoh, Malaysia)
Virtual Team in China (HR Manager in Suzhou)Pfizer
Learning and Dev Manager (Malaysia and Singapore)
Dec 2005 – Dec 2006
(Contract)
Conducted TNA for Malaysia and Singapore employees
Applied various Organization Development intervention tools to improve team collaboration
Applied appreciative inquiry during annual team building for IT, Marketing, legal and HR Department
Conducted soft skills training for all levels of employees included communication, one minute manager, Internet research and facilitation skillsTraining Dept 1 Employees
(same location: Shah Alam)
Virtual Team: NoneReporting to HR Director
Mydin
Senior Training Executive
August 2003 – Nov 2005Implemented customer service culture in Mydin such as set up customer service team, Friday briefing and training for shop floor employees.
Won National Customer Service Award
Conducted Process improvement and event facilitation in store operations, foreign worker management, branch opening and floor management
Designed and delivered customer service training to 1000 employeesTraining Dept 4 Employees
(same location: KL)
Virtual Team: NoneReporting to HR Director
Western Digital Media (formerly known as Komag USA)
Senior Training Executive
Apr 1995 – Jul 2003
Managed three Zenger Miller corporate Leadership Training Program for five years
Managed training fund
Managed multimedia facilities and Komag College Resource Center
Delivered soft skills training - 5S, Zenger Miller Working Program, Learning Skills, Stress Management, Internet Research, Facilitation, Team Development, and Supervisory SkillsTraining Dept 1.5 Employees
(same location: Penang)
Virtual Team: NoneReporting to Senior Training Manager
Dexon Electrical Engineering Sdn Bhd
Head of HR
Aug 2016-Feb 2018
• Managed Corporate Strategic Plan with quarterly review and weekly reports
• Explored Business Process Improvement through lean construction
• Designed Talent Management and Succession Planning
• Managed Human Resources Management Functions
• Improved performance management system
• Implemented Digital HR and gamification
• Cultivated engaging working environment
• Coached HR and business leaders and People Matters
• Designed Interview Process and Procedures
• Managed difficult employees
• Migrated HR to digital HR and gamification platform
• Won three HR and OD AwardsHR Dept 2 Employees
(location: Puchong)
Virtual Team: NoneReporting to CEO
HR Community
Vice Chairman of Think Tank, MIHRM
Panelist for Recruitment Asia 2017 KL, Employee Engagement 2017 Singapore
Conference Speaker for Talent Management Regional Conference, Employee Engagement ConferenceForest City Pacific View
Cluster HR Director
April-July 2018
Managed Legal and Compliance Practices
Ensures compliance on all human resource audits.
Managed Human Resources Communication
Managed Staffing and Employee Development Activities
Participated in the interviewing and hiring of Human Resources employee team members.
Managed the performance appraisal process
Solicited employee feedback
Managed the quarterly review of corporate strategies
Developed Training and Development Tactics and StrategiesHR Dept 10 Employees
(location: Johor Bahru)
Virtual Team: NoneReporting to Reginal General Manager
HR Community
Industry Advisor, MIHRMConference Speaker at WHRD Congress
Think Tank Malaysia
Global HR leadership Award
Global & Asia OD Strategy Planning Session
PayPal Ops HQ Strategy Planning
US,Asia Pacific and Europe
First Solar HQ Global HR Strategy Planning
US, EMEA, APAC, LATIN AMERICA
Asia OD Annual Strategy Planning Session, Singapore
Korea, India, Shanghai, Malaysia & Singapore
PayPal APAC Strategy Planning
Shanghai China
CORPORATE FACILITATION
Corporate Strategy Planning APAC
Off Site Meeting for Strategy Planning
Leadership Strategy Planning Session in Malaysia
Senior Leadership Team Offsite Meeting
Facilitation of Strategy Planning Sessions with Key Managers
PROJECT MANAGEMENT
GLOBAL CAREER DEVELOPMENT FRAMEWORK COLLABORATION WITH ACCENTURE & GLOBAL PAYPAL OPS TEAM
Eight Months of Collaboration, discussion and interview for Career Development framework
LEAN MANUFACTURING CULTURE DEVELOPMENT WITH MULTIPLE STAKEHOLDERS
Two Years to develop lean master, improve productivity and develop technical leadership pipelines
CULTIVATE CUSTOMER SERVICE CULTURE IN FMCG
Formulated a series of initiatives
set up customer service team, improve floor and storage management, developed customer service program, delivered training to all employees, customer service briefing
IMPROVEMENT OF QC LAB TRAINING SYSTEM
Leadership Training
Eight Modules of Leadership Development Module 1 Positive Leadership Development Section 1: Understand LeadershipDefinition of People ManagerLeadership behaviors required for effective managementTransition from individual contributor to managerUnderstand Management CompetenciesSection 2: Managing YourselfManage TimeManage PrioritiesManage EmailsSection 3: Manage PeopleBasic PrinciplesOptimize their StrengthsKnow Them In PersonListen to their viewsProvides FeedbackAppreciate and Recognize their effortsDelegate EffectivelyModule 2 CommunicationSection 1 Communication4 Communication StylesAudio, Kinesthetic. Visual and Digital4 Communication ChannelsBody Language, Posture, Limbs, Gestures6 Steps of Effective Communication3 Tips on Presentation at MeetingSection 2 ListeningListening SkillsSection 3 Delegating Effectively and Clearly8 Steps to DelegateSection 4 FeedbackFeed ForwardReceiving FeedbackGiving positive feedbackGiving Constructive FeedbackAsking for Feedback (to actually help you) Module 3 Motivate Your TeamSection 1: Self-Motivation and MindsetsEight Ways of Self-MotivationMotivation Mechanism:Motive, Set Goals & MilestoneVisualization, EffortsSupport, Hurdles and PlateauSmall Win, Encouragement, SuccessFour Positive Mindsets Abundance, Growth, Positive, Strength FocusedYour Motivation Styles - Achievement, Affiliation and AutonomySection 2: Engage and Motivate Your TeamThree Motivation Theories4 Ways To Manage a TeamA. Make them feel importantPerformance guidanceAllocate Time Let them shineB. Interesting WorkAlign to StrengthAutonomyMasteryC. Dynamic TeamTeamwork and LearningJoyful EnvironmentEncouragementD. Contribution to organizationDepartment DevelopmentCompany ProgressCSR Module 4 Coaching and Performance SupportIntroductionScopeLeadership RolesPositive PMSection 1: Preparation for Performance ManagementPart 1 Performance GoalsPart 2 Career DevelopmentPart 3 Handle of Performance by ManagerSection 2: Management of Employee PerformancePart 1 One on One MeetingPart 2 Productive ConversationPart 3 Situational Guidance:Instructing, Coaching & DelegatingPart 4 Performance DiagnosisSection 3: Evaluation of Performance ManagementPart 1 Event Driven Reviewspart 2 Monthly ReportPart 3 Half Yearly Performance ReviewsPart 4 Annual Performance Reviews Module 5 Team Development IntroductionSharing Good PracticesSection 1 Building TeamPart 1 Know Your TeamPart 2 Understand Team PersonalitiesPart 3 Goals, Vision and MissionPart 4 Positive CulturePart 5 Understand Team DevelopmentSection 2 Be an Harmonious TeamPart 1 Group ThinkingPart 2 Provides FeedbackPart 3 Manage Values and Behaviors of TeamPart 4 Prevention of Team ConflictSection 3 Manage Team PerformancePart 1 Manage Team LearningPart 2 Basic FacilitatePart 3 Facilitate MeetingSection 4 Develop an Effective TeamPart 1 CollaborationPart 2 Mental Rehearsal Module 6 Emotional IntelligentSection 1 Background of EQEmotion and EQhe Impact of EQ in organizationCultivating EQ BehaviorsSection 2 Self AwarenessKnow YourselvesAccurate AssessmentSelf-ConfidenceSection 3 MotivationHuman NeedsSection 4 Self RegulationBrain FunctionsEmotional Self-ControlIntegrityAchievement DriveLearning OrientationInitiative and InnovationAdaptabilitySection 5 Awareness of OthersEmpathySocial ResponsibilitiesOrganization AcumenAppreciate Diversity Module 7 Advanced People ManagementSection 1 Appreciative LeadershipPart 1 Value Their ContributionPart 2 Be Clear of How They Can ContributePart 3 Gives People A Sense of BelongingPart 4 Provides people with a sense of direction.Part 5 Expect People to Have High IntegrityPart 6 Create a Strength focused environmentSection 2 Manage Four Corporate CulturesPart 1 Diagnose and Manage Your CulturePart 2 Diagnose and Develop Leadership SkillsSection 3 Handle ProblemsGet the FactsWeight and DecideTake Action Words and EmotionsCheck Results The power of wordsSection 4 Manage Your BossPart 1 Communication Styles of Your ManagerPart 2 Personality Profiling of Your ManagersPart 3 Six Ways to manage your bossPart 4 Seven Types of ManagersSection 5 Manage Senior LeadershipPart 1 Dealing With Senior LeadershipPart 2 Stakeholder Management Module 8 Business Acumen and Change ManagementSection 1 Big PictureBusiness AcumenSustainability and GrowthStrategy PlanningSection 2 Change ManagementPerformance DiagnosisManaging Waste Change ModelsSection 3 InnovationWork Process ImprovementProblem Solving & Appreciative solutionExecute Ideas Soft SkillsMeeting and Facilitation Effective Team Bonding Performance Communication Facilitation Skills Presentation Skills Time & Task Management New People Manager Team Bonding Communication Skills
Training and Consulting
Talent and Leadership Management
A. Definition
Select high potential talent who will be future leaders of each cohort of management – lower management, middle management or upper management
B. Process Flow
Talent Selection
Criteria selection
9 Boxes
Succession Planning
Talent Review
Profile of High Potential
Discussion of agreement
Development Plan
Talent Development
Corporate Efforts
Departmental Projects
Leadership Competencies
Talent Evaluation
Quarterly ReviewNext Action Plan
Leadership Development
Process
a. Employee Survey
b. Training
c. Periodical Coaching
d. Employee Survey
Additional Process
Leadership Competency Definition
Consulting
Growth, Strategy, Talent Base, Unity, Speed, Learning, Accountability and team, Collaboration, Brand
Training and Coaching Key Topic
Phase 1 Positive Management
Phase2 Motivation
Phase 3 Communication
Phase 4 Team Development
Phase 5 Coaching and Performance Improvement
Phase 6 Business Solutions and Change ManagementConsulting on Learning and Development Effectiveness
1. Training Needs Analysis
a. Compliance
b. Competencies
c. Department Needs
d. Organization Strategies
2. Alignment to Business Goals
New Understanding of Training Business
Business Sustainability Model
Corporate Strategies
3. Training Evaluation
Kirkpatrick Evaluation
4. Training Activities
Competencies Model
E-Learning
Talent Development
Action Learning
Manage consultants
Benchmarking
6 D approaches
Training Investment and Expectation- RoI/E
Team Bonding
Onboarding
5. OD
Change Management
Performance Consulting
Facilitate Discussion
6. Training Transition
McKinsey 7S
Components Evaluation
Individual Programs
1. Facilitation
2. Conducting Meeting
3. Training Delivery
4. Organization Development5. Instruction Design
6. Training Management
7. Manager Development
Global Network, Government and University Relations
Task Force Member of Malaysian Workforce Competitiveness and Competency
Appointed by Ministry of Human Resource by appointment. Collaboration between seven government agencies with 12 private companies to look into Malaysian workforce. Facilitated by Malaysia Productivity Center
PSMB Knowledge Network & CEO TALK
USM School Industry Partnership Program
Partnership between Penang industries, Education Faculty of USM and various rural schools for 7 years
University Industry Trainee, Program, Engineering Trainee Program in Malaysia
UM, USM, UTM, UPM, MMU, UKM, University of Nottingham
Collaboration with FMM for Training and Development
Partnership with Malaysia Productivity Center for Workforce Study
Malaysia Foreign Trade and Investment for Training Sponsorship
China HR Excellent Center
China Biggest HR Conference and Training Producer
HR Conference Speaker in Shanghai and Beijing
China HR Salon
Member of China HR Salon
Linkedin Group - 300000 Professional Members
Training & Development
Associate of Training and Development
OD, Training and Education: Moderator
Training Magazine
Training, OD and Education (Malaysia & Singapore)Chief learning Officer Network
Talent Management Magazine
China HR Professional
Malaysia HR Network
Malaysia HR AssociationProfessional Bodies
Associate of Talent Development
Chief, Learning Officer Network
Professional Bodies
Industry Advisor, Think Tank and International Relations
MIHRM 2018-
Professional Bodies
OD Network Malaysia
Education Committee Member
Professional Bodies
Hacking HR Forum Kuala Lumpur
Planning Team Member
EDUCATION
Universiti Malaya M.A.
Masters Social Sciences 1990 - 1993
Fellowship Award of University Malaya
Subjects: Politics, Social Mobility, New Economic Policy, Malaysia Studies, Chinese Modern StudiesUniversiti Malaya B.A (2nd Upper Hons.)
BA Social Sciences (2nd Upper with Honors) 1987 - 1990
Subjects: Economic, Business Management, Asian and European History, Asian Politics, Cultural Studies, Literature, Japanese
Activities: South East Asia Youth Summit - Organizing Sub Committee ,
Graduation Magazine Committee - Vice Chairman, Organizer of Student Camp
REFERENCES
Eric Levos
Corporate Learning Partner at The Andersons, Inc.
Laurence worked as a peer with me during his time at First Solar. He demonstrated exemplary performance in the following skill disciplines: Project Management, Managing and Measuring Learning. His innovative solutions in the area of Organizational Change Management were invaluable during our massive company re-organization. He is an inspired, customer-focused and team-centered leader who is an asset to any organization. I am honored to endorse Laurence.
Shankar Nagalingam
APAC Human Resources Director - at IHS
Laurence is a diligent individual and works well independently and able to liaise well with all levels. He has great passion in training and development and will be a good asset to any organization.
Malini Tharumalingam
Senior Director, HR Operations, APAC at Pfizer
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.Norman Song
Senior Manager, Learning & Organization Development
Laurence has the substantial experiences in Learning & Organization Development area. Laurence's facilitation skills in Leadership Developmenet 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.
Norita Wan-Mat
HR Business Partner at Maxis Berhad
Laurence Yap is a seasoned Training & Org Development experts. He has vast exposures in designing and implementing training interventions in both local and regional organizations such as Carsem and Paypal.
Laurence is a well respected leader to his Training & OD team at First Solar. He was not only an effective mentor and coach to the team members, he has successfully transformed the team development and achived a high satisfaction level among the members.
"People passion at heart" has to be Laurence's greatest gift to the world! His genuine liking for people is so visible where ever he present himself at.
Laurence's technical competencies, proven track record and his warm personalities will make him a great asset to any organization.Meng-Queen Yee
Business Unit Manager at AbbVie Sdn Bhd
Laurence rocks, very knowledgeable, great network capabilities and most importantly, he's generous in teaching and sharing knowledge.
Helene Tian
Staff Talent Development Specialist at Imperial Garments Sdn. Bhd.
Laurence is a knowledgeable person in HRD. Furthermore, he is always willing to teach and guide the fresher in this field. He is open-minded and willing to share his knowledge, experience and opinion with others. Moreover, he is friendly and supportive to matters which HRD related.
Anne Tseng
Operational Excellence Program Manager at PayPal
Laurence was a facilitator at two of our offsites and I found him very approachable, flexible and creative. He invests a lot of time and effort in setting the right mood and tone for a successful team-building or facilitation, and his management trainings have been very well-received at our company. Quirky and humorous, his infectious energy lights up the room!
Ezreen Malek
Human Resource Manager - Learning & Development at IJM Corporation
Laurence is very passionate about L&D. This is evident in the way he speaks & share about L&D topics. One could notice the sincerity and passion as he takes the stage.
Rene Cortez
QA Director at Carsem Malaysia
Mr. Laurence Yap has very good skills in OD management utilizing strategic approach in targeting and attaining given super ordinate objectives. His attention to key details and wide experience provides a balance in designing the right approach to program based OD projects.
He has a vast resource and good command methods in OD that would bring the organization to a strategic advantage. He works through teamwork style and can go well with the management. Truely a dependable leader in his own field. Having him in the team sets the motivation of the team to new opportunities in growing organization.Judy Cheong
Executive Secretary at Carsem
Laurence is a very creative, people orientated and knowledgeable person in HRD. He always upgrade himself attending seminars and do a lot of reading for his related field - HRD. He has introduced/conducted many training programmes to the management and the company such as team bonding. I think the team bonding is a good training structure to get know your superior and colleagues more closely in terms of hobbies, favourite food/sports/hobbies and create no barrier or any tension moment during the session.
Steve Teoh
Head of HR, South East Asia
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.Ruzi Panjang-Adni
Employee Learning & Development Lead (Asia Pac & Middle East) at Motorola Solutions
Laurence is very resourceful, almost like a walking wikipedia. He's the GREEN hat in the team - creative & full of ideas :-)
Hasrul Hasan
Senior Executive - Organizational Development at AmBank
Laurence is a strategic, analytical, persistent, considerate, resourceful, highly spirited, friendly, delightful and thoughtful manager. A huge amount of knowlegde I learnt from him. His is the pioneer of Organizational Development in Malaysia. Any organization hire him will be blessed by results delivered, very positive.
Carolyn Foo
Senior Team Lead- SEA/IN Account Management
Laurence is a great presenter and leader.I have attended a few leadership training sessions conducted by him and was very amazed and inspired by his enthusiasm and energy level.He engages everyone in all his training sessions and shared a lot of his own experience with his audience.outside of the training room, he is a good mentor and listener and is always willing to share his knowledge. He is always with the positive energy in him and this is what we need in the leadership team!
Fauziah Khalid
Senior Manager, Business Improvement Services - APAC Shared Services at TMF Group
I'd known Laurence since 2005 when we met at one of Dale Carnegie Training for consultants. He is very enthusiastic and focused in what he does. Over the years he has become a great resource for me in areas of organizational change, human resource management, training and facilitating skills. He is full of ideas, very willing to assist and also great fun to be with.
Cornelius Koh
at
I have had the good fortune to be associated with Laurence Yap for many years now. Two things stand out Laurence. He is a voracious reader. As such he is very knowledgeable and always very up to date on the latest and greatest in Management, Leadership and Training & Development trends. Secondly, he is excellent at networking with people and very easy to get along with. He is always willing to share what he knows with others unselfishly. A good role model for what positive and effective leadership in Training & Development should be.
Work Samples
Training Management and Solutions
Does Your Onboarding Process Lead to Employee Engagement?
CEO, HRD & Business Leaders need more than Training Needs Analysis
4 Learning Habits to Create Values to Your Organization
Application of Action Learning
Onboarding Impacts on Retention
Instruction Design
Learning & Development Competency Model
Training Effectiveness Results- Exceeded Expectations
7 Areas of Survey of the Effectiveness of Learning & Development
Alternate & Colorful Training Room Setup (Pictures)Training Strategies -190,000 Viewers and still growing
People & Leadership Skills
8 Ways to Motivate Yourself as a People Manager
65% of Employees Leave Because of Bad Bosses
Management & Leadership Competency Model
Positive Leadership with 4 Positive Psychology Applications
Positive Leadership Way: 7 Positive Steps to Discipline Employees
A Neglected Essential Skill by Most Managers
Business Leader's Guide of Post Mortem Facilitation
Leadership Development Programs and Social Learning Theory
7 Tips of Becoming a Damn Good Leadership Trainer
Design and Delivery of Leadership Programs
Meeting and Facilitation
Effective team Bonding
Facilitation Skills
Time & Task Management
New People Manager (Bilingual)
Communication Skills
Organization Development
How Can We Diagnose and Change Corporate Culture?
HR Driven Business Sustainability Model from Harvard Business School
Good Practices on Retention Strategies
Career Development
Organization Development Levels and Interventions
Action Learning Implementation
Facilitating Corporate StrategySpeaking Engagement
KUALA LUMPUR . SINGAPORE. SHANGHAI . BEIJING Good Practices on Retention Strategies, CapSource, March 24-25 2015, Prince Hotel, Kuala LumpurApplication of Action Learning , HREC, 15-16th July, 2013, Ramada Hotel, ShanghaiCareer Developmen HREC, 23rd-25th Oct, 2013, Rosedale Hotel, BeijingOnboarding Impacts on Retention, Key Media, 7th June, 2012 Singapore Hilton, SingaporeHR as Leading Dept Truevents, 9th-10th April 2012 Ritz Carlton Kuala LumpurEffectively managing Conflict in the Workplace, Key Media, 7th Dec 2010, SingaporeFacilitating Corporate Strategy, Asia Business Forum, Nov 2010 Ritz Carlton Hotel, KLEducating and Training Line Managers in Talent Management, IQPC – Talent Management South East Asia Summit, 29th-30th September 2010 Novotel Hotel, KLThe Future of Training in Manufacturing Sector in Penang, UUM MBA, 25th July 2009, Holiday Villa Hot el PJ
HR
Recruitment
Partnered with HR Recruitment Team to Interview and Select Operators, Technician, Executives, Engineering and Managers
Onboarding and Orientation
Partnered with Talent Acquisition in providing onboarding for Directors and Managers in Carsem
Facilitated Orientation for Operators and Technicians in Carsem
Designed and Conducted Onboarding for Team Leaders, Supervisors and Managers in PayPal
Performance Management
Career Development, Performance Coaching
One one one communication training
Annual Year End Performance Appraisal
Goal Setting
Personal Development Plan
Half Yearly Performance Feedback
Upward Feedback & 360
Business Partnering
Business Partner with HRBP to resolve Department Issues
Consulted Head of Department to improve performance
Engaged C-Suite Executive in Lean Manufacturing, Career Development,. Safety, Customer Services, Employee Engagement
Published Articles
Linkedin Pulse
HR Driven Business Sustainability Model from
Harvard Business School
CEO, HRD & Business Leaders need more than Training Needs Analysis
65% of Employees Leave Because of Bad Bosses
Does Your Onboarding Process Lead to Employee Engagement?
How Do You Manage the Performance of Your Employees?
3 Strategic Corporate Learning Approaches
4 Learning Habits to Create Values to Your Organization
Leadership Development Programs and Social Learning Theory
Corporate Culture 101 for CEO and HRD
8 Ways to Motivate Yourself as a People Manager
Training Strategies -190,000 Viewers and still growingTraining & Certification
Training
Human Performance Consulting
LMS Plateau Learning System Pfizer
Industrial Relations
HR Job Descriptions
HR Job Evaluation and Grade Structure
Working Globally
Career Development
HR Employee Discipline
Migration of LMS Incheon
HR Competence Building
Strategic Impact of Corporate Learning
Nottingham Trent University MBA- IT, Fin. & Marketing
Facilitation Skill
Certification
Essential People Manager
Frontline Leadership
Zenger Miller LeadershipCertified PSMB Trainer
Interview
Share with us the current trend in Learning and Development in 2012
Laurence Yap shares : -
The trends for training and development are :-
Linking talent development to training
Retaining talent has become an issue to employers in megacities like Singapore, Kuala Lumpur and Shanghai. People are changing jobs every two to three years. The grooming of talent has the attention of top leaders by utilising coaching, training and assignment to give talent broader responsibilities. The training department plays an important role to identify the individual and corporate needs of the talent. Then, they select effective channels to implement the development process for the talent.action learning based training
Corporates need to improve business performance which is essential. Training departments can deploy action learning based training for effective changes like lean manufacturing, six sigma, FMEA etc.
Training personnel identify experts to train and consult projects. The participants will carry out projects after training. The results will be measured and shared.e-learning
E-learning is here to stay. More and more of the Gen Y are getting used to getting things done online. Training needs to find creative ways to implement learning online.
Source:
Handle that row
HR’s essential role
The HR plays a big part in cultivating a good working environment, especially in which conflicts are kept at a minimal level. Clear delineated policy decisions, proper work delegation as well as team-building exercises are just some of the tools that HR can employ to manage or resolve the various types of conflict.
To keep the organisation running smoothly, HR has to clearly indicate each person’s task and delineate the work. “Proper induction, clarity of expectations, and prior agreement of targets, strategies and objectives prior to an assignment or a task will prevent conflicts between the employee and the line manager or supervisor,” Saturno says.
Laurence Yap, a taskforce member of Malaysia Workforce Competencies and Competitiveness (under the Malaysia Economic Model) explains that it is essential that HR matches the employee with the right job so that the person can be productive at work. “Sometimes, expected results could not be achieved and leads to conflicts as some employees could be placed in areas that do not utilise their strengths,” states Yap.
Personally, Yap notes that he has seen the same employer-employee conflict arising because an employee was placed in a job that underplayed his or her work abilities. An employee in Yap’s former company was good at training but performed poorly in an administration position. Despite the feedback from supervisors, the employee’s work had not improved. Yap eventually had a discussion with the employee and told him to focus on his strengths as well as transferring the administration duties to a clerk. Three months later, the employee was performing at an excellent level.
Source: http://www.hrmasia.com/site-search/handle-that-row/83049/
Picking the Best
Laurence Yap
Senior HR Development Manager, Carsem
I’ve asked many tough questions during the interviews, including “What was your greatest challenge at work and tell me how you solved it. What else was involved in it too?” I will ask this question to access how well the candidate handles crisis and tough challenges. I need to see if they have handled tough situations before. This will allow me to have an idea of how they will function under pressurising situations that may arise at Carsem.
Another question I normally ask is, “What are your values in life? How do you apply these values in your current jobs and give me three examples.” These questions will test the value system of the candidates. With examples, we can know if he walks the talk. We are also able to assess if the candidate is a good fit, bearing our company’s own values in mind.
Finally, this open-ended question, “How do you ‘change the world’ at your workplace?” helps to see if the candidate really sees his work as career or just as his or her job. People with conviction and passion will answer this with ease
Source: http://www.hrmasia.com/news/features/picking-the-best/108583/
Social Media
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Total View 700,000 since 2006Moderator of Organization Development, Training & Education with 14800 Members since 2008
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