How to be a Strategic Business Partner

for HR, OD and Training Department

Case Studies of a HR Driven Business Growth Model

Contents

• Strategic Business Partner Roles and Dilemma

• HR Driven Business Growth Models

– Strategies, Execution, Culture, Structure

– Talent, Leadership, Innovation, Merger and Innovation

• Case Studies of OD and Training

• Your Action Plan

HR Strategic Roles and Dilemmas

• Today HR roles have transformed from administration to strategic roles

• More and more business require

HR look into talent development, cultural business, and even innovation culture.

• How do we face this new challenges? What can we do?

HR Roles

HR Roles can be divided into two major roles:

HR Operations C&B, Recruitment, IR and ER

HR Development

Learning and Training, Organization Development and Career Development

OD Space

Business Process Improvement Corporate Strategies

Facilitation

Talent Management Succession Planning

Cultural Building Collaboration Building Change Management Leadership Development and Pipelines

Organization design and structure

Employee Engagement

Challenging Questions

• How do we use all division of HR to help business to drive sustainability and growth?

• How can we be a strategic business partner to CEO and Business Leaders?

• How can we partner with business leaders to drive business (P&L) and employee engagement (Turnover)?

Questions

• I was asking this questions 10 years ago when I was working with FMGC, Semiconductor and Manufacturing?

• Carsem – Local – Initiate change – COO & Business Leaders

• How can we use Training, OD and HR in general to assist the business leaders who have to fire fight everyday? They have to answer to the board of their number of P&L.

• How can we relate to them?

Business and People Needs

9

Engagement Culture

10

People Development

11

Four Organization Needs

Organization Primary

Needs

Profit Productivity

EngagementCulture

Talent and Leadership Dev

Business

People

OD Driven

13

OD Driven Business Sustainable Growth Model

Process Dévelopment

Organisation Development

Talent Development

Productivity Profit

Engagement Talent

Strategy Management

Team Development

Effective Org Structure

Engagement Culture

OD Interventions Talent Management

Leadership

Development

Bench Strength

Training & Dev

Productivity

Innovation

Simplification

Business Growth Model

OD Focused

• I found one model in which I use for many years as the reference framework to drive business growth

• Green Projects by Harvard Business School – Profession Nitrin. In his stidies of 10 years of the successful US companies, he discover something…..

The Evergreen Project

• A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996).

• The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.

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.

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

Results

Strategy Execution Culture Structure

Talent

Leadership

Innovation

M&A

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)

Engagement

Talent

Productivity

Profit

Background The Evergreen Project

A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996).

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

Engagement

Talent

Productivity

Profit

Diagnosis

Strengths Next Level Development

HR/OD/Training Solutions

Results

Strategies

Execution

Innovation

Organization Structure

Culture

Leadership

Talent

M&A

Business Growth Analysis KRA KPI Tools Results

Strategies

Strategy Management Business Goals 110% Review Quarterly

Structure Tree Communication Review

Alignment Business Goals

Execution

Critical Process Department Process

20% process improvement

Lean Enterprise Performance Con Process Mapping

Productivity

Innovation

Continuous Improvement

2X Innovative Seminar 10% new ideas

Innovation Tools Productivity

Org Structure

Effective Structure Buy off by Stakeholder

5 level Model Productivity

Culture

Engagement 75% as base 3% improve yealy

WIFI Model Coaching, HR

Engagement

Leadership

Leadership Pipeline Senior Leadership

Bench Strength 60%

Strategic Leadership Talent Management

High Performance Leadership

Talent High Performance Competencies

HiPO Talent Management

Talent Continuity

Results

• Carsem

Build the next generation of managers

Improve productivity through lean manufacturing – 20% output and cost saving

Develop critical competencies for Marketing, R%D, Manufacturing to compete

Turn around during VSS and losses

Improve engagement survey ratings

The Major 4 Factors

Strategies, Execution, Culture and Structure

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.

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.

Encouragement Index Kozes and Posner

___ I make certain we set a standard that motivates us to do better in the future than

we are doing now.

___ I express high expectations about what people are capable of accomplishing.

___ I pay more attention to the positive things people do than to the negative.

___ I personally acknowledge people for their contributions.

___ I tell stories about the special achievements of the members of the team.

___ I make sure that our group celebrates accomplishments together.

___ I get personally involved when we recognize the achievements of others.

___ I clearly communicate my personal values and professional standards to

everyone on the team.

___ I let people know I have confidence in their abilities

___ I personally congratulate people for a job well done.

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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.

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.

The Minority 4

Talent, Leadership, Innovation and Merger

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.

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.

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.

OD/HR

• Facilitate and manage corporate strategies

• Improve business processes

• Recommend organization structure

• Manage employee engagement survey and improvement

• Manage talent of high potential and managers

• Recruit, develop and engage leadership team

• Create innovation culture

• Manage culture after merger

Case Studies of OD Business Partnering

Case Studies

• A. Facilitate, Communicate and Monitor Corporate Strategies

• B. Combine Key Business Process improvement with Talent and Leadership Development

Laurence Yap M.A. Sr Manager of Learning and OD

Facilitation of Corporate Strategies Planning

38

Strategy Planning Facilitation

Goals

Develop Stretch Goals and Strategies

Communicate to employees for engagement

Quarterly review

Activities

Facilitate Review and Stretch Goals with Senior Leadership Team

Facilitate Strategy Planning Session

HR Communicate to Employees

Facilitate Alignment of Department Goals

Facilitate SLT reviews of HOD Strategies

Quarterly Review

PURPOSE

Enhance

Value To Our

Stakeholders

MISSION

To Support

The Vision

CRITICAL

SUCCESS

FACTORS

Big Few

Things

DEFINE

STRETCH

GOALS

Key Metrics

Process

SET

STRATEGIES

Strategies to

meet Critical

Success Factor

/Goals

One Day

STRATEGIES

REVIEW /

PRIORITIZATION

Senior Manager’s

to review/buy off

2nd meeting

outcome

½ Day

DEFINE

DEPT ACTIVITIES

&

TACTICS

Departmental Level -

Key Actions

To Be

Executed

FINAL

REVIEW

Dept

Structure Tree

Review

1-2 Days

VISION

To Support

Our Purpose

Pre Strategy Meeting ~ Set Direction

Strategy

Comm forum

Full Structure

Tree

Purpose Vision Mission

Critical

Success

Factor

Stretch Goals Champions

Enhance

Stakeholder

Value

2

Build Strong

Reputation

2.1

Top Quartile of top Ten Customer (Balance

Scorecard)

2.2

50% reduction in DTD CT on 40% of product

sales by Q4 FY11 & 75% of product sales by

Q2 FY12

2.3

Meet 15% target for new product revenue

by June 2011 ( Carsem Group)

2.1

Rick Flowers

2.2

Iain Meikle

2.3

LW Yong

Theme Speed of Execution Main Thing

Carsem will

strive to ensure

by

with

delivering

operational,

service and

technology

excellence.

3

Employee

Engagement

3.1

Effective Communication

3.2

Employee Satisfaction Survey Index of 80%

3.1

Omar Hakim

3.2

Omar Hakim

1

Improve

profitability

1.1

Achieve sustainable PBT of 12% by Q2

FY2010/11

1.1

Eric & GMs

To be a

World Class

Company

Offering

Assembly &

Test

to

semiconductor

Companies

Throughout

the World

Profitable

Growth

Impressing

Customers

Committed

& Engaged

Employees

Goal Alignment

Structure Tree for Year 2010/2011

(1)

Improve

Profitability

(2)

Build Strong

Reputation

Critical

Success

Factors Champion

Achieve

sustainable PBT of

12% by Q2

FY2010/11

1) Top Quartile of

top Ten Customer

(Balance

Scorecard)

2) Business

Process Speed

Improvement

consistent with 7

days door to door

cycle time .

3) Meet 15%

target for new

product revenue

by June 2011

( Carsem Group)

(3)

Employee

Engagement

1) Effective

Communication

2) Employee

Satisfaction

Survey Index of

80%

Eric &

GMs

1) Rick

2) Iain

3) LW

Stretch

Goals

Omar

Champion Strategies Tactics & Targets

sample

Outcome from 18th May

Strategy Meeting

Strategy Planning

APAC Strategy Planning

47

Talent and Productivity Dev

Goals

Reduce eight wastes, Reduce Operating Expense, Reduce Excess Inventory Increase output

Develop Leaders through talent selection, review, development and review

Sustain leadership and lean culture through Lean Council, Senior Leadership Team and Reward System

Activities

Consultant led Approach – 30% productivity improvement Diagnosis organization in lean context Conduct projects with employees Train employees on the jobs Report results

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Lean Productivity for Suppliers

Activities

Change Management Diagnosis organization in lean context Conduct projects with employees Train employees on the jobs Report results Talent Management Talent selection and review Talent Development through lean and leadership training Talent Evaluation Change Management Promotion and reward system Manufacturing lean structure Lean Council and Senior Leadership Team

McKinsey 7S Framework

John Kotter’s Change Management

McKinsey 7S Framework to implement Lean Manufacturing

2:00 – 5:00 min Video

Strategy A set of actions that you start with & must maintain

Structure How people & tasks / work are organized

Systems All the processes and information flows that link the

organization together

Style How people behave

Staff How you develop people

Superordinate

Goals

Longer-term vision & goals that shapes the destiny of the

organization

Skills Dominant attributes or capabilities that exist in the

organization

Action Learning Design

Stage One: Education and Projects

Stage Three:

Integration, Sharing and Proliferation

Project introduction

& selection

Work planning

tools & techniques

Team building

Project specific /

Just In Time (JIT)

education

Innovation

Mid-point

progress

review

Assimilate &

synthesize work

Create, test &

improve presentations

• What’s learnt?

• Findings &

recommendations

• Implementation

plan

Presentations to

sponsors

Debriefing &

planning next steps

3 - 6 Month Timeline

½ - 1 Day

Teams do projects

Stage Two: Review

HRD Department Structure

LAURENCE

Training Administration

( Ros ) 5 persons

~ Support training

arrangements & Financing

Human Capital ( Malar)

3 persons ~ Leadership

Dev & Soft Skills

Frontline Employees ( Salbiah/Din)

60 persons ~ Instructors support

new procedures

Lean ( KS Chew ) 3 persons

~ Coordination, Facilitating

Technical Skills Development ( Ramond ) 3 persons

~ Support Quality Training, Event Management &

Publicity

OD ( KW Cheah )

3 persons ~ Planning & Coordination

Lean Consultants

• The AMC founders & principal consultants are:

– Ramesh Victor Rajathavavaram

Lean Master (USA)

– Soundarajan Pitchay

Lean Master (USA)

Wave 1

•Lean overview

•Value Stream Mapping

•Set-up Reduction

•5S

•Change Management

Wave 2

• Visual Management

• Standardized Work

• Error Proofing

• Handling Resistance

LEAN IMPLEMENTATION IN CARSEM

• Factory will be more Visual & Organize

• Reduced set-up time

• Factory will have less error

• Work will be more standardize/repeatable

Wave 3

• Material Control (Kanban)

• Total Production Mgt (TPM)

• Overall Engineering Efficiency (OEE)

• Performance Measurement

• Introduce pull mechanism through Kanban

• Working with lower level of inventory

• Improve equipment OEE

Wave 4

• Theory of constraints

• Lay-out optimization

• IT Tools

• Lean Diagnostics

• Further strengthen the whole Value

Stream Map after the 3 waves project.

• Lean Masters have advanced diagnostic

ability for continuous improvement on

their own VSM (Value Stream Mapping)

• Lean lay-out

LEAN TRAINING -- MANAGEMENT GROUP

Leadership Training

• VP of Manufacturing and I join together to train and facilitate leadership training

• 5 Modules to 200 section heads and managers

• Basic Leadership, Best Practice, Motivation, Alignment and Building Competencies

Consulting

Secretariat

IC Power QA Material

Various LEAN Project Teams

CS IC/AP/MLP/MF

Steering Comm. Level

Council Level

Working Comm. Level

Teams

2nd

3rd

4th

1st

Department Working Committees (Include Value Stream Champion meeting)

Structure To Support Lean

M-site council Leader: TL SOO

S-site Council Leader: CS Lim

Steering Comm. Leader: SW WOO

Test council Leader: WT CHIM

Once a month

STEERING COMMITTEE

Senior Managers including those from Support Group (IT, Finance, Material, PC, HRD)

Proliferation Methodology

Sharing of projects by LM to all Area (Attendees - Product Manager, Identified Project Doer)

Council to review & ensure proliferation is done at their own area.

Complete every wave at Pilot line

Select Projects that is recommended to be proliferated by Council & Consultant

Training - JIT Tool for Proliferation (Conducted by LM / HRD)

Proliferation of recommended projects and identify new opportunities at own Area

Wk 1

Wk 1

Wk 1

Wk 2-6

Wk 6

Time line

Product Manager to identify suitable members for proliferation and exploration of new opportunities

Rewards

Training Approaches

Training Department

• Change the TNA Questions to Performance and Business Goals needs !

• Work with Business leaders to close the gap

• Develop competency models

• Learn faster than our competitors – Strengthen Critical Competencies

• Use effective training delivery – facilitation and action and whole brain based

• Apply learning models – action learning and 6D model (can see results)

Case Studies of Training Business Partnering

Training Needs Analysis

• Change the way you conduct TNA

Strategic Learning focused on Business Performance Goals

Business Challenges

Strategic learning and OD

Level Business Needs HR, OD and Training Out comes

Corporate Strategic Needs

Business Challenges Competitive Edge Engagement Culture Leadership Pipeline Strategic Management

Action Learning Development Model Action Learning & Coaching Leadership Dev Strategic Thinking and Planning

Business Goals World Class Expertise Motivated workplace Employee Retention & Leadership continuity Alignment and Productivity

Department Tactical Needs

Department Goals Critical Knowledge Team Member Retention High Performance Team

Action Learning TWI Leadership Hiring and Coaching Performance Management. Coaching and Facilitation

Department Goals Quality Consistency Productivity Committed Employees

Employees Competency Needs

Skillful People Innovation and Continues Improvement

Employee Competencies Innovation and Continuous Improvement Tools, Convention and Sharing sessions

Capable Employees Innovative workforce

Strategic learning and OD

Level Business Needs HR, OD and Training Solutions

Out comes

Corporate Strategic Needs

Department Tactical Needs

Employees Competency Needs

Strategic Learning

CEO Team

• What are your top three priorities of the year?

• What are the top three competencies you want to improve (lack) and strengthen (strong points) ?

• What are your top 2 current business challenges and future business challenges? What services you would like HR to provide to the company?

Strategic Learning

Department Head/Business Leaders

• What are your top three priorities of the year?

• What are the top three competencies you want to improve (lack) and strengthen (strong points) ?

• What are your top 2 current business challenges and future business challenges? What services you would like HR to provide to the department?

Strategic Learning

Employee Competencies and Performance Goals

• What are your top three KPI or performance goals of the year?

• What are the top three competencies you need to improve (lack) and strengthen (strong points) to achieve the goals of the year?

• What are your top 3 current and future work challenges? What services you would like HR to provide to you?

Current Business Challenge

Item Current Business Challenge 1

Current Business Challenge 2

Current Business Challenge 3

Challenges

Competencies

Talent

Corporate Actions

HR Solutions

Future Business Challenge

Item Future Business Challenge 1

Future Business Challenge 2

Future Business Challenge 3

Challenges

Competencies

Talent

Corporate Actions

HR Solutions

What is Action Learning?

• Drive strategic

change

• Transform the

organization

• Accelerate

development

• Achieve business

breakthroughs

• Develop

leadership

capabilities, etc. Develop participants

Address significant

business challenges

Results

Learning

Action

HR Solutions

Concerns Project Training and Coaching

Implementation with timelines

Results

Incompetent leadership capability to lead teams in Finance Department

Leadership competency building

4 stages of leadership training 6 coaching sessions

Application of leadership tools Jan-August

Employee survey on leadership capabilities from 3 to 7

Low Customer satisfaction rating in Sales and Marketing

Improve customer engagement

8 phases of training with 8 assignments

Jan - September Improve of customer satisfaction rating from 4 to 8

Training Delivery

• Broadening the Learning Channels

Benchmarking – Visit other industries

Whole Brain Learning – Action based, VAKD (vision, auditory, kinesthetic and digital)

Interesting, adult learning and Fast paced

E-Learning and Gaminization, Virtual Reality

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Do Things Differently!

What can you do?

Take Home

• Business Growth Model

• Performance, Goals and Business Challenges Analysis

• Expand the roles of OD and Training

– Training – transfer and development of skills

– OD – change of organization.

Diagnosis

Strengths Next Level Development

HR/OD/Training Solutions

Results

Strategies

Execution

Innovation

Organization Structure

Culture

Leadership

Talent

M&A

Strategic learning and OD

Level Business Needs HR, OD and Training Solutions

Out comes

Corporate Strategic Needs

Department Tactical Needs

Employees Competency Needs

Current Business Challenge

Item Current Business Challenge 1

Current Business Challenge 2

Current Business Challenge 3

Challenges

Competencies

Talent

Corporate Actions

HR Solutions

Engagement (gallup)

Portfolio

• Laurence Yap Organization Development Talent Management Training and Development

18 Years of Training & OD Experience with 7 Years of Senior Manager (Pfizer, Komag, Carsem, PayPal, First Solar) Local and Fortune 500 MNC

Contact

Online Portfolio http://www.laurenceyap.com

Mobile +60162080096

Email laurence.yap@gmail.com

Linkedin https://www.linkedin.com/in/laurenceyap

Blog http://journeyofhrd.blogspot.com

Thank You

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