hr and od strategies for business sustainability

Company

LOGOHR Driven Business Sustainability Development

Objectives

A. Provides Direction and Strategy Framework

B. Equips Employees

C. Enhances Employee Engagement

D. Drive productivity and innovation

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Contents

A. Long Term Business Sustainability

B. Organization Development

C. Process Improvement

D. Talent Development

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Business Results

Organization Development

Process Improvement

Talent Development

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A. Business Sustainability

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)

DiagnosisStrengths Next Area

ImprovementSolutions Results

Strategies

Execution

Innovation

Organization

Culture

Leadership

Talent

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High Performance Model

Process Development

Organisation Development

TalentDevelopment

ProductivityProfitTalentCulture

Strategy ManagementCorporate Culture Effective Org Structure

Talent and Leadership

ProductivityInnovation

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Developmental Phases

Strategy Management Strategy Management

Lean Productivity Improvement Lean Productivity Improvement

1st Year 2nd year 3rd year 4th Year 5th Year

Account ManagementAccount Management

Leadership DevelopmentLeadership Development

InnovationInnovation

HiPo DevelopmentHiPo Development

CoachingCoaching

Career DevelopmentCareer Development

TWITWI

EngagementEngagement

Team BondingTeam Bonding

STRATEGY MANAGEMENT, TEAM BONDING, COACHING, ENGAGEMENT

B. Organization Development

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STRATEGY MANAGEMENT, TEAM BONDING, COACHING, ENGAGEMENT

C. Process Improvement

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STRATEGY MANAGEMENT, TEAM BONDING, COACHING, ENGAGEMENT

D. Talent Management

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ScopeSystem Training Consulting Outcomes

Strategies Corporate Strategies – formulation, communicate and review

Strategic Training and Planning

Facilitate Strategy Planning and review

Accomplishes Corporate and Department Strategies and Goals

ScopeSystem Training Consulting Outcomes

Culture Coaching Culture

Engagement Culture – WIFI Model

Team Culture

Coaching Program

Team Bonding

Coaching follow-up

Engagement Survey and Analysis

Train-the-trainer

Improve employee performance 10-20%

Understand and improve engagement .50% lower staff turnover; 38% productivity:56% Customer loyalty; 27% Profitability

Bonding team to reduce conflict and increase loyalty to organization

ScopeSystem Training Consulting Outcomes

Execution Lean Productivity Lean ManufacturingTraining ( 3 options)

Lean Assessment

Consulting or leading projects

Continuous ImprovementCulture

Lean Quarterly Review

Productivity Improvement 30%

Reduced Inventory and cycle time by 50%

Reduced labour-hours by over 25%

ScopeSystem Training Consulting Outcomes

Execution Account Management

Operator Training and Engagement(Training Within Industry)

Business Development Workshop (1-2D)

TWI (6 Days) –

Job InstructionJob MethodJob Relations

Training Manual

Job Analysis

Improve of Sales from 10% to 25%

Reduced training time by 25% or more

Reduced scrap/rework by at least 25%

Reduced grievances by more than 25%

DiagnosisSystem Training Consulting Outcomes

Innovation Innovation Culture

Lean Innovation Training

Projects

DiagnosisSystem Training Consulting Outcomes

Leadership Leadership Development

Senior Leadership Development

Leadership Dev Phase 1

Leadership Dev Phase 2

Senior Leadership Phase 1

Executive Coaching

Higher Productivity and engagement

Talent HiPO Development

Career Development

Junior Manager Phase 2, 3 and 4

Various Soft Skills

Executive Coaching

Higher Productivity and engagement

Tools: Management Competencies

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Team of Experts

• Turn Around Expert: Dr Yulin

(Asia Pacific Turn Around Solution

provider from Dell)• Profitable and Productivity Expert: Ramesh

Victor (Global Lean Enterprise Solution Providers from Seagate)

• People and Leadership Expert: Laurence Yap (Asia Pacific Organization and People Development Experts from Ebay)

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Development Components

C. Organization Development C. Organization Development

A. Leadership Development A. Leadership Development

3. Clear Strategy Alignment and review4.Effective Operational Execution through systemic process5.Develop Innovation and continuous improvement culture6.Build and maintain a fast and flexible organization structure7.Develop Performance Driven Culture

2. Build leadership pipelines: HiPo, Succession Planning, Sr leadership Development

1. Develop Employees and Management CompetenciesA. A.

• A Fortune Magazine study suggested that 70% of 10 CEOs who fail do so not because of bad strategy, but because of bad execution. (Source: Why CEOs Fail - R Charan & G Colvin, Fortune Magazine, 21 Jun 1999.)

• In another study of 200 companies in the Times 1000, 80% of directors said they had the right strategies but only 14% thought they were implementing them well

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Driven by HR

People and Leadership Development - Trg Management Skills Dev People and Leadership Development - Trg Management Skills Dev

Strategy Management - HR/Trg: Facilitation – Com - ReviewStrategy Management - HR/Trg: Facilitation – Com - Review

Profit and Productivity Improvement: Trg: Action learning Profit and Productivity Improvement: Trg: Action learning

1st Year 2nd year 3rd year 4th Year 5th Year

Customer Service Trg: Action learningCustomer Service Trg: Action learning

Succession Planning – HR: Review – Dev - EvaluateSuccession Planning – HR: Review – Dev - Evaluate

Innovation Trg: Action LearningInnovation Trg: Action Learning

HiPo Development – HR: selection, review, dev, evaHiPo Development – HR: selection, review, dev, eva

Performance Management: HR: Review- Career Dev Performance Management: HR: Review- Career Dev

Organization Structure: HR: ReviewOrganization Structure: HR: Review

Employee Engagement – HR: Survey-Anaysis-ActionEmployee Engagement – HR: Survey-Anaysis-Action

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Benefits

People and Leadership Development - Engagement & Contribution People and Leadership Development - Engagement & Contribution

Strategy Management - Clear Direction, Alignment and SynergyStrategy Management - Clear Direction, Alignment and Synergy

Profit and Productivity Improvement: Profit , Effective & EfficiencyProfit and Productivity Improvement: Profit , Effective & Efficiency

1st Year 2nd year 3rd year 4th Year 5th Year

Customer Service : Business Growth & brand reputationCustomer Service : Business Growth & brand reputation

Succession Planning – Leadersahip ContinuitySuccession Planning – Leadersahip Continuity

Innovation: Profit, organization renewal & market share Innovation: Profit, organization renewal & market share

HiPo Development – Retention HiPo Development – Retention

Performance Management: Performance Improvement & RetentionPerformance Management: Performance Improvement & Retention

Organization Structure: Effective ExecutionOrganization Structure: Effective Execution

Employee Engagement - Productivity , Profitable & Turnover Employee Engagement - Productivity , Profitable & Turnover

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B. People, Talent and Leadership

Process

• Link Management competencies to corporate behaviors or values

• Select Management Competencies in four management levels

• Within each management competencies, refine behaviors needed

• Use newly development management competencies for hiring, development and appraisal

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Tools: Management Competencies

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Behaviors and Management

Individual Management

Focus on self-awareness and

learning (7)

Focus on Self Awareness and Learning recognizes how our behaviors affect those around us. We must

accurately assess our own strengths and weaknesses and take action to improve.

•Listen and accept feedback for improvement as a message that others care about your safety.•Accept feedback and demonstrate commitment to modify behaviors based upon it. •Keep emotions from interfering with performance and objectivity.•Push yourself outside of your individual comfort zones in order to learn and grow. •Learn from personal successes and failures, as well as from those of others. -

Communicate effectively (5)

providing timely and concise information to others, and using clear and thoughtful oral and written communications to influence, negotiate, and collaborate effectively. Leaders and associates need to appreciate that effective communication is about listening and being listened to, but is not always about being in agreement.

•Simplify complex issues whenever possible.•Write and speak clearly and succinctly. •Anticipate the informational needs of diverse audiences. •Use the most effective means or technology to provide information to people around the globe

Be an integrative thinker (3)

requires decisiveness and taking action by applying intuition, experience, and judgment to the data available. We should demonstrate the ability to assimilate various and conflicting information or opinions into a well-considered decision. We should understand the implications of individual actions or recommendations on other markets, processes, and functions

•Each day make safety an integral part of your routine. Never perform a task unless it can be done safely.•Connect experiences, observations, and seemingly unrelated bits of information to see patterns and draw conclusions not readily apparent to others.•Use information, judgment, and logic to understand a problem or situation and assess it carefully before acting.•Be able to identify and address the critical issues in a complex situation.•Give appropriate weight and balance to different pieces of information.•Identify the part of the business value chain that is affected by a particular decision or action, diagnose the situation, and prioritize what needs to be done and who needs to be involved.•Think strategically and critically on multiple levels while gathering, analyzing, and synthesizing globally relevant data.•Balance seemingly conflicting goals and do well at executing both (i.e., innovation and dependability, clear goals and flexible strategies, quality and speed).

Exemplify technical and functional excellence (2)

being capable and effective in a particular area of expertise. We should remain aware of advances and current thinking in our fields and look for ways to apply the latest technologies to our work

•Form opinions and conclusions that are technically sound. •Increase technical or functional knowledge through education.•Understand, promote, and utilize TOC, Six Sigma, and continuous improvement tools to solve problems and improve processes.(back to top)

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1. Knowing and Managing Yourself

Emotional Intelligence/Self-AwarenessSelf-ConfidenceSelf-DevelopmentBuilding Trust and Personal AccountabilityResilience and Stress ToleranceAction OrientationTime ManagementFlexibility and AgilityCritical and Analytical ThinkingCreative Thinking

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2. Knowing and Managing Others

Oral Communication Written Communication Valuing Diversity Building Teams Networking Building Relationships Partnering Emotional Intelligence/Interpersonal Savvy

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Influencing Managing Conflict Managing People for Performance Clarifying Roles and Accountabilities Delegating Empowering Others Motivating Others Developing Top Talent

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3. Knowing and Managing Others

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Developmental Phases

People and Leadership Development People and Leadership Development

Strategy Management Strategy Management

Profit and Productivity Improvement Profit and Productivity Improvement

1st Year 2nd year 3rd year 4th Year 5th Year

Customer ServiceCustomer Service

Succession PlanningSuccession Planning

InnovationInnovation

HiPo DevelopmentHiPo Development

Performance ManagementPerformance Management

Organization StructureOrganization Structure

Employee EngagementEmployee Engagement

ImplemenatationQ1 Q2 Q3 Q4 Q1

People and management competencies

Select competencies

Leadership trgEmployee trg

Recruitment criteria

Performance Appraisal

Leadership trgEmployee trg

Leadership trgEmployee tr

Hi Po Selection(2nd year)

Potencies definition and process

Talent selection and review

Training and coaching

Project and coaching

Evaluation and Next Action

Succession Planning(2nd Year)

Process Survey, Pipeline strength

EvaluationExecutive Coaching70/20/10

Training

Employee Engagement

Measurement and survey

Diagnosis and discussion

Assignment Assignment Review

Leadership Dev

Talent

34 C. Strategy Management

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D. Productivity, Performance and Innovation Growth

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E. Customer Service

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F. Org Structure and Performance Management

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Developmental Phases

People and Leadership Development People and Leadership Development

Strategy Management Strategy Management

Profit and Productivity Improvement Profit and Productivity Improvement

1st Year 2nd year 3rd year 4th Year 5th Year

Customer ServiceCustomer Service

Succession PlanningSuccession Planning

InnovationInnovation

HiPo DevelopmentHiPo Development

Performance ManagementPerformance Management

Organization StructureOrganization Structure

Employee EngagementEmployee Engagement

Contents

A. Big Pictures for Sustainability Objectives, Focuses, Development Phases and Diagnosis

B. People, Talent Leadership

C. Strategy Management

D. Productivity, Performance and Innovation

Growth

E. Customer Service

F. Org Structure and Performance Management

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Company

LOGO

B1. Focus and Timelines

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3 Components

People Development

Corporate CultureTEXT

Employee Engagement

*Foundation (Values, Leadership and People Behaviors)

People and Management Dev

Focus

Focuses onA.Management Competencies: Managing Self, Managing People, Managing Business

(360 degree or level 3 survey)

B. Tlnt Mngmnt

Development

C. Engagement Culture

(Attrition and engagement rates)

D. Develop Corporate Culture and Foundation

(Values and Behaviors)

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Foundation

Linking Values, Leadership and Employee Behaviors to training, hiring and performance appraisal

•Values (Safety First, Integrity, Customer Service etc)• Leadership Behaviors (Build team, Empower employees, Focus on Issues) •Employee Behaviors (Team Player, Work Extra Miles, Contribute positively)

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Leadership Practices

Model the Way

Encouraging the Heart

Leadership Practices

Enable Others to Act

Challenge the Process

Develop a Shared Vision

Company

LOGO

B1. Focus and Timelines

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Time Line: Year One

DiagnosisDiagnosis

Training and Dev for People and Mgm( Cont)Training and Dev for People and Mgm( Cont)

OD Interventions: Culture/Engagement (cont’)OD Interventions: Culture/Engagement (cont’)

4th Q 1st Q 2nd Q 3rd Q 4th Q

Coaching (Cont’)Coaching (Cont’)

Engagement, Corporate Culture, Competencies, Foundation*, Strategies

Senior Mgm DevSenior Mgm Dev

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Timeline: Year Two to Five

Training and Dev for People and Mgm( Cont)Training and Dev for People and Mgm( Cont)

OD Interventions: Culture/Engagement (cont’)OD Interventions: Culture/Engagement (cont’)

1st Year 2nd Year 3rd Year 4th Year 5th Year

Coaching (Cont’)Coaching (Cont’)

Senior Mgm Dev (Strategy, bencmarking etc)Senior Mgm Dev (Strategy, bencmarking etc)

Team Dev (Bonding, Conflict, Colaboration)Team Dev (Bonding, Conflict, Colaboration)

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3 Components

People Development

Corporate CultureTEXT

Employee Engagement

*Foundation (Values, Leadership and People Behaviors)

People and Management Dev

Company

LOGO

B2. Methods, Measurement and Tools

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B2: Measurements

People Development

Corporate Culture30% improvement In desirable cultural development

TEXT

Employee Engagement30% improvement in Engagement Surveyannually

Foundation (Values, Leadership and People Behaviors)

People and Management Dev

40% gain inLearning (Level 2) and Competencies

(Level 3)

Results

Results•Measurement of Expected Results- 30% increase

(determine by management team)•Attrition Rates – reduced 30% if they walk the talk

•Engagement Rates – Increase 30% (Gallup Q12 or WIFI Model)

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B3: Tools and Methodologies

People Development

Corporate CultureCompeting Values Model

McKinsey 7S Model Human Performance Model

Survey, Training, OD Intervention,

Facilitation TEXT

Employee EngagementGallup Q12 Model,

Saratoga Institute ModelMcKinsey 7S Model

Survey, Training, OD Intervention,

Facilitation, Engagement and Attrition Rates

Foundation (Values, Leadership and People Behaviors)

People and Management DevAMA Management

Model Training, Executive

Coaching, 360 survey

Methods

Methods•Training on people and management •Executive Coaching•360 degree on leadership behaviors •Engagement and Attrition Survey

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Tools: Human Performance Enhancement

Tools: Management Competencies

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STRATEGYSTRATEGY

HARD ELEMENTS

SOFT ELEMENTS

TRUST WORTHY

. . The system is The system is described based

described based on McKinsey’s 7S on McKinsey’s 7S framework framework

STRUCTURESTRUCTURE

SYSTEMSSYSTEMS

GOALSGOALS

STAFFSTAFF(Team)(Team)

STYLESTYLE

SKILLSSKILLS

Tools: McKinsey 7S

7S 7S FRAMEWORKFRAMEWORK THE SYSTEM COMPONENTSTHE SYSTEM COMPONENTS

SYSTEM 6S TWI KAIZENWORLD CLASS SUPERVISOR

STYLE

• Learn-Do-Maintain and improve

• Learn-Do-Maintain and improve

• Focused Cyclical improvement on Constraint and Value Stream

• Proactive management of shop-floor cultures and performance

SKILLS

- 5S- Safety Near

Miss - Self audit and

workplace improvement skills

- 6S activity facilitation skills

- Effective training method

- Shop floor problem solving

- Job method standardization skills

- Employee engagement skills

- Employee relations skills

- Value Stream mapping

- Waste Elimination- Lean Tools: Quick

Changeover, Pokayoke, Equipment Improvement (TPM), Kanbans and Inventory Management

- Constraint Management

- Daily Proactive planning skill

- Time management

- Performance monitoring

- Employee Engagement skills

- Audit and improvement skills

7S 7S FRAMEWORKFRAMEWORK THE SYSTEM COMPONENTSTHE SYSTEM COMPONENTS

SYSTEM 6S TWI KAIZENWORLD CLASS SUPERVISOR

GOALS

• 100% Safety compliance

• Uncluttered and clean Work space

• Employee Engagement

• 100% Employee Engagement

• Autonomous employee management skills

• Increasing Employee commitment & Passion

• Constraint Management

• Waste Elimination

• Productivity & Quality improvement

• Continuous Improvement Culture

• Consistent Shop-floor performance to standards and targets

• Employee Engagement

• Safe Work Environment

STRUCTURE

• Shop-Floor Daily 10 to 15 mins 6S activity – Red tagging

• Weekly 6S improvement activities

• Daily audits• Monthly

involvement by management in 6S activity and cleaning

• Supervisor/Engineer trains using TWI Learn-Do-Coaching method

• Daily/Weekly involvement by operators in Job Method improvement

• Daily supervisor-employee interaction

• 6 months once value stream map created

• Waste (Non Value Adds) elimination

• Identifying and managing Constraints

• Equipment improvement

• Inventory management

• Supervisor uses the daily supervisor checklist to proactively manage shop floor

7S 7S FRAMEWORKFRAMEWORK THE SYSTEM COMPONENTSTHE SYSTEM COMPONENTS

SYSTEM 6S TWI KAIZENWORLD CLASS SUPERVISOR

STAFF

Supervisor, Leader, Engineer, Technicians & Operators.

Supervisor, Leader, Engineer, Technicians & Operators

Manager, Engineers, Supervisor, Selected operators/technicians

Supervisors, Technicians, Engineers, Operators

STRATEGY

• Shop-Floor personnel implement, monitor and maintain the system

• Management reviews, involves periodically and shows sponsorship

• Shop-floor supervisors /Technicians/Engineers and operators involve in Job Training, Improvement & monitoring

• Department Management reviews periodically and shows sponsorship

• Managers, supervisors, engineers and selected operators/leaders will plot , improve value stream and mange constraints on a cyclical basis

• Top management review and show sponsorship

• Self motivated approach to meet daily KPI, Improve Performance and Engage Employees

Tools: Corporate Culture

• Each type of culture emphasis certain management competencies and practices

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Corporate Culture

• Using 25 questions to evaluate corporate cultures.

• Each culture has its emphasis on people and management development

• Determine the future direction of corporate culture

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Culture and People Development

Tools: Employee Engagement

• Gallup Q12

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C. People and Management Development Modules

Individual Contributor level

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Supervisor and Junior Manager

71

Manager

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Directors and Senior Managers

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Questions

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Background

• Nitin Nohria is the Richard P. Chapman Professor of Business Administration at Harvard Business School

• Sustained Business Success

• Nitin Nohria, William Joyce, and Bruce Roberson

Major 4 Factors

1. Strategy: devise and maintain a clearly stated, focused strategy.

2. Execution: develop and maintain flawless

operational execution.

3. Culture: develop and maintain a performance-oriented culture.

4. Structure: build and maintain a fast, flexible, flat organization.

Strategy

Whatever your strategy, whether it is low prices or innovative products,it will work if it is sharply defined, clearly communicated, and wellunderstood 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.

Major 4 Factors

1. Strategy: devise and maintain a clearly stated, focused strategy.

Execution

Develop and maintain flawless operational execution. Youmight not always delight your customers, but make surenever 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.

Major 4 Factors

2. Execution: develop and maintain flawless

operational execution.

Culture

Corporate culture advocates sometimes argue that if you can make thework fun, all else will follow. Our results suggest that holding highexpectations 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.

Major 4 Factors

3. Culture: develop and maintain a performance-oriented culture.

Structure

Managers spend hours agonizing over how to structuretheir organizations (by product, geography, customer, andso on). Winners show that what really counts is whetherstructure 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.

Major 4 Factors

4. Structure: build and maintain a fast, flexible, flat organization.

Secondary 4 Factors

Master two of the four secondary management practices:

(5) Talent: hold on to talented employees and find more.

(6) Innovation: make industry-transforming innovations.

(7) Leadership: find leaders who are committed to the business and its people.

(8) Mergers and acquisitions: seek growth through mergers and partnerships

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 andservices and anticipates disruptive events in an industryrather 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.

Leadership

Choosing great chief executives can raise performancesignificantly.

Closely link the leadership team's pay to its performance.

Encourage management to strengthen its connectionswith 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.

Mergers & Acquisitions

Internally generated growth is essential, but companies thatcan 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.