Building Organization Effectiveness and Employee Capability

 

Eight Months of Collaboration, discussion and interview for Career Development framework 

Two Years to develop lean master, improve productivity and develop technical leadership pipelines

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

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 Review

Next Action Plan

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 Management

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
 

1. Facilitation
2. Conducting Meeting
3. Training Delivery
4. Organization Development

5. Instruction Design

6. Training Management

7. Manager Development

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

Partnership between Penang industries, Education Faculty of USM and various rural schools for 7 years

UM, USM, UTM, UPM, MMU, UKM, University of Nottingham

China Biggest HR Conference and Training Producer
HR Conference Speaker in Shanghai and Beijing
 

Member of China HR Salon

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 Association

Associate of Talent Development

Chief, Learning Officer Network

Industry Advisor, Think Tank and International Relations

MIHRM 2018-

OD Network Malaysia

Education Committee Member

Hacking HR Forum Kuala Lumpur

Planning Team Member

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 Strategy

Partnered with HR Recruitment Team to Interview and Select Operators, Technician, Executives, Engineering and Managers

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 

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 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

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 growing                                   

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

Essential People Manager

Frontline Leadership

Zenger Miller Leadership

Laurence Yap shares : -

The trends for training and development are :-

1. 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.

2. 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.

3. 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:

http://www.hr-matters.info/feat2012/2012.jan.AsISeeIt.htm

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/

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/