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Workforce And Leadership Development Roadmap
1©KaizenexConsul0ng&TrainingServicesCompany
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Kaizenex offers consulting and training services to help your organization achieve Operational Excellence, supporting your Continuous Improvement and workforce development effort.
ElmerBuscadoFounder/SrConsultantOPEX&[email protected]
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WeareyourpartnerinbuildingLeadershipandWorkforce
capabili9es.
3©KaizenexConsul0ng&TrainingServicesCompany
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Let’sstartbybuildingaroadmaptodevelophighlycapableorganiza9on.
©KaizenexConsul0ng&TrainingServicesCompany 4
What are the competencies you
need to support the Current & Future
Strategy?
What are the obstacles
to performance and capability gaps?
If instruction is needed, How you will ensure performance
and what are the priority courses?
How you will you measure the impact of
your training & development
solution?
DEFINE ASSESS DEVELOP EVALUATE
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DEFINEWhatarethe
competenciesyouneedtosupporttheCurrent
&FutureStrategy
Define leadership attribute, competency and performance
measure to support future strategy
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DerivedthestrategiccompetenciesandperformancemeasurefromyourStrategyMAP
©KaizenexConsul0ng&TrainingServicesCompany 6
The Balanced Scorecard Strategy Map Improve Shareholder Value
Revenue Growth Strategy Productivity Strategy
Build the Franchise Increase Customer Value Improve Cost Structure Improve Asset Utilization
New Revenue Sources Customer Profitability Cost per Unit Asset Utilization
Shareholder Value ROCE
Product Leadership
Customer Intimacy
Operational Excellence
Price Quality Time Function- ality
Service Relation- ships
Brand
Customer Value Proposition
Image Relationship Product/Service Attributes
“Be a Good Corporate Citizen” (Regulatory and Environmental Processes)
“Build the Frnchise” (Innovation Processes)
A Motivated and Prepared Workforce
Strategic Competencies Strategic Technologies Climate for Action
Financial Perspective
Customer Perspective
Internal Perspective
Learning & Growth Perspective
Source: Kaplan & Norton, The Strategy Focused Organization
“Achieve Operational Excellence” (Operational Processes)
“Increase Customer Value” (Customer Management Processes)
TheBalancedScorecardLinksPerformanceMeasures
Learning and Innovation
Perspective
How do we look to shareholders?
How do customers see us? What must we excel at?
Can we continue to improve and create value?
Customer Perspective
Goals Measures
Financial Perspective
Internal Business
Perspective
Goals Measures
Goals Measures
Goals Measures
BalancescorecardStrategymapclearlydepictsthevalueofcompetenciestosupportinternalprocessestoachievethecustomerandfinancialgoals.
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DefineyourLeadershipAMributesandCompetenciestosupportyour
strategy
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Thereisnoneedtoreinvent,greatsourcesoncompetenciesareavailableandusedbythousandsofcompanies.
FYI4thEdi0on FYI5thEdi0on LeadershipCompetenciesReferenceCards
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Developingacompetenciesisasimpleprocessandnotarocketscience.
ShuffleLeadershipCompetencyCards
SortCartformMost,MiddleandLeastImportant
Rankcompetenciesandpriori9ze.
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Anditprovidesanalignmentandfocusonbehaviorsthatwillsupportorganiza9on’sdirec9on.CareerStage/Leadership
ATributes ManageSelf ManageOthers
Individual&TeamEfficiency
Ac0onOriented Ac0onOriented
PrioritySeXng PrioritySeXng
ProblemSolving ProblemSolving
StandingAlone StandingAlone Planning ProcessManagement
ClearDirec9onandConstruc9veCommunica9on
CustomerFocus CustomerFocus
IntegrityAndTrust IntegrityAndTrust
PeerRela0onships PeerRela0onships
Direc0ngOthers
DevelopingDirectReportsAndOthers
Emo9onalIntelligence
ComfortAroundHigherManagementComfortAroundHigherManagement
Composure Composure
Self-knowledge Self-knowledge
Listening Listening
Mo0va0ngOthers
InterpersonalSavvyEntrepreneurial
SkillsLearningOnTheFly LearningOnTheFly
Organiza0onalAgility Organiza0onalAgility
Sampleofcompetenciesthataremissioncri0calforManageselfandManageotherfunc0on.
10©KaizenexConsul0ng&TrainingServicesCompany
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DefinedcompetencieswillgreatlybenefityourHRlearning,development,performanceandselec9onprocess.
Team Capabilities
Organizational Capabilities
Succession Planning
Performance Management
Interviewing & Selection Feedback
Learning Career Development
03
04
01
Competencies 02
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ASSESSWhataretheobstaclestoperformanceandcapabilitygaps.
Use effective analysis tools, to define what exemplary performance
is and the gap in competencies.
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PeopleManagersSupervisorsTeamLeaders
ManagersAllManagers
OfficeStaffOfficeBased
OtherOfficeBasedFinance/HRProcurement
Field/Prod/ServiceStaff
Rank&FileEmployeeSalesPeople
CallCenterAgentsOperatorTechnicians
Technical/EngineersIT/SystemEngineersMechanicalEngineersElectricalEngineersOtherEngineers
Specialist
ManagingOthers
ManagingSelf
DefinetheJobfamiliesofyourOrganiza9onandconductanalysistodeterminerequiredcompetenciesandperformance.
13©KaizenexConsul0ng&TrainingServicesCompany
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Thevalueofanalysis
©KaizenexConsul0ng&TrainingServicesCompany 14
Analysisuncoverstheprecisedefini0onofperformancethatthebusiness
requiresinordertoaccomplishstrategicgoalsandobjec0ves.
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Andtodefineyourexemplaryperformanceyoumustbeabletoanswertheseques9ons:
Whatdoesexemplaryperformancelooklike?Howwouldweknowitifwesawit?
Whatshouldpeopledodifferentlytobeexemplaryperformers?
Willtrainingbeneededbecausepeopledon’tknowhowtodowhatweneedthemtodo?Ifso,whatskillsdopeopleneedandwhatisworthteaching?
Ifskillsarenotneeded,whatelseisge?nginthewayofexemplaryperformance?Howcantheseobstaclesberemoved?
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Doawaywith“Tradi9onalTNA”andusebelowsystema9ctoolstobeTerclarifywhatdesiredjobperformancelookslike.
16©KaizenexConsul0ng&TrainingServicesCompany
Performance Analysis
Provide comprehensive recommendations on skill
needs, removing motivational barriers, and
overcoming other operational obstacles to
desired performance.
Goal Analysis
Use to take fuzzy goal statements and translate
them into measurable behavioral terms. Gives
performance expectations that can be observed,
reinforced, and measured.
Job Performance
Profiling
Identify major tasks of a job and the standards
performance for each of those tasks. Helps manager clearly
communicate performance expectations.
Source:TheNewMagerSix-PackbyRobertMager
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RobertF.Mageroncesaid,“Ifyoudon’tknowwhereyou’regoing,you’reliabletoendup
somewhereelse.”
Analysishelpsusmakecertainthatweknowexactlywhereweneedtogotoimprovejob
performanceandbusinessresults.
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ThereareotheranalysisproceduresweusetobeTerclarifywhatdesiredjobperformancelookslike.
18©KaizenexConsul0ng&TrainingServicesCompany
Job Performance
Profiling
Identify major tasks of a job and the
standards of performance for
each of those tasks. Helps communicate
performance expectations.
Task Analysis
Define value adding steps of
how activities will be carried out and knowledge, skills and behaviors to be learned first
before tasks can be performed
Performance Analysis
provide comprehensive
recommendations on skill needs,
removing motivational barriers, and
overcoming other operational obstacles to
desired performance.
Goal Analysis
Use to take fuzzy goal statements
and translate them into measurable behavioral terms.
Gives performance expectations that can be observed, reinforced, and
measured.
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Theoutcomeofanalysiswillenableustoformulateadevelopmentplanformissioncri9calcompetencies.
CareerStage/LeadershipATributes ManageSelf ManageOthers
Individual&TeamEfficiency
Ac0onOriented Ac0onOriented
PrioritySeXng PrioritySeXng
ProblemSolving ProblemSolving
StandingAlone StandingAlone Planning ProcessManagement
ClearDirec9onandConstruc9veCommunica9on
CustomerFocus CustomerFocus
IntegrityAndTrust IntegrityAndTrust
PeerRela0onships PeerRela0onships
Direc0ngOthers
DevelopingDirectReportsAndOthers
Emo9onalIntelligence
ComfortAroundHigherManagement ComfortAroundHigherManagement
Composure Composure
Self-knowledge Self-knowledge
Listening Listening
Mo0va0ngOthers
InterpersonalSavvyEntrepreneurial
SkillsLearningOnTheFly LearningOnTheFly
Organiza0onalAgility Organiza0onalAgility
Improvable
Meets
Exceeds
Legend
SampleOnly
19©KaizenexConsul0ng&TrainingServicesCompany
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DEVELOPIfinstruc0onisneededHowyouwillensurePerformanceandwhatAretheprioritycourses?
Employ performance-base training in developing your leaders and workforce.
Deploying curriculum and priority courses.
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Inthisstage,mostofussimplyassumethatalackofskillsistheonlyproblem,andthattrainingis
theonlypossiblesolu9on.thenallowmetopresentthe
succeedingslidesfirst.
21©KaizenexConsul0ng&TrainingServicesCompany
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ThiswerethecommonanswersIgatheredWheniasked,“WhyPeopleDon’tPerform?”
• Don’tknowhow• Don’tknowwhat’sexpectedof
them• Don’thavetheauthority• Don’tgetfeedback• Badornon-existent
documenta9on
• NoJobaids• Worksta9onshaveobstacles• Organiza9onstructureinterferes• Punished/ignoredfordoingit
right• Rewardedfordoingitwrong• Nobodyno9ces.
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Itrevealsthatonly1outof11concernsrequirestrainingsolu9ons
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Trainingisnottheonlysolu9on.Itisjustpartofthesolu9ontooverallperformanceconcerns.
23
Skill and
Self-Efficacy
Operational
Supports
(Hills)
Motivation
To Perform
(Will)
High Performance
And Proficiency
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SoitonlymeansthatDifferentObstaclesCallforDifferentSolu9ons
Obstacle
24
Solu9on KeyAc9onsDesign&DeliverPerformance-basedinstruc0on
Isdesiredperformancepunishedinsomeway?Isitpunishingtoperformwell?Isundesiredperformancerewarded?DoesmisbehavinggetmoreaMen0onthandoingitright?Arethereanyconsequencesatall?
Visitthesiteassessthesitua0on.Ini0atestudy,processimprovement,leanorsixsigmaproject.Involveyourteamandletthembepartofthesolu0on.
Instruc0on
Consequences
RemoveorWorkAround
Skills
Mo0va0onal
Opera0onal
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AnotherthingthatIwouldliketointroducetoyouis..,
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70% 20% 10%
Toughjobexperience People(Boss) Courses
70:20:10Learningconcept
(Yeah,Iknowitisnotnew.)
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70:20:10becomestheLearningStrategyofmanyLargeCorpora9on
Ittellsusthatlessonslearnedbysuccessfulandeffec9vemanagersareroughly• 70percentfromtoughjobs• 20percentfrompeople(mostlytheboss)• 10percentfromcoursesandreading.
26©KaizenexConsul0ng&TrainingServicesCompany
70% 20% 10%
Toughjobexperience People(Boss) Courses
Source:CareerArchitectPlanner(1996LomingerPress)
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Now,Whydowes9llneedtraininginterven9onwhen90%isavailableinsideourorganiza9on?
Becausewithjobexperience…WearenotonlypickingGOODbehaviorsbutalsoadaptBADbehaviorsAndbecausewithpeople…WearenotonlyexposetoGOODBossesbutalsoconformstoBADbosses.
27©KaizenexConsul0ng&TrainingServicesCompany
70% 20% 10%
Toughjobexperience People(Boss) Courses
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Sinceweunderstandnowhowouraudiencelearnsweneedtoadaptitonhowwedesignourcourse.
28©KaizenexConsul0ng&TrainingServicesCompany
70% 20% 10%
Toughjobexperience People(Boss) Courses
DeveloporInvestonhighlyexperien9altrainingwithOn-Jobapplica9on.
Use“Performance-BasedTraining”methodologyinyourdesignanddevelopment.
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Andwhenyoudeployedthelearning,involvetheirleader’sfirst.Rememberpeoplelearnsfromthemtwicethanyourcourse.
• InvestindevelopingyourLeaders• Weneedleaderswhodevelopstheirteams• Leadersareeffec9vedriversofperformance
andbehaviors
29©KaizenexConsul0ng&TrainingServicesCompany
70% 20% 10%
Toughjobexperience People(Boss) Courses
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YouheardPerformance-BasedTrainingtwiceandmaybeyoustartedaskingalready,“Whatisit?”
Performance-Basedtrainingisstructuredarounddefinedandmeasurableprocessesthatarealignedwithperformancegoals,afullperformanceimprovementmethodologythattakesintoaccountthethreefactorsthataffectperformancemainly:
©KaizenexConsul0ng&TrainingServicesCompany 30
Skill Will Hills
Thelackofaneffec0veinstruc0on
TheabsenceoffiMedconsequencesfor
desirable/undesirablebehaviors
Thepresenceofworkplaceobstaclesthatinterferewithdesired
performance
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31
Training Ends
Performance Based Training
Academic Approach to Training
BecausePBTfocusonperformance,andnotonsubjectmaTercontent,weareabletoeliminatethelearningcurve.*
*LearningcurveistypicalofthesubjectmaMerbased,academicapproachtotrainingthatwe’reaccustomedto.
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Herearethe7characteris9coftheperformance-basedtraining,thereasonitguaranteedsuccess.
32
Trainingprovidesclearlystatedperformance
objec0ves
Trainingisderiveddirectlyfromthejob
Trainingmeetsthespecificneeds&characteris0csof
learners
Trainingprovidesprac0ce&immediate
feedback
Prac0cemirrorsactualjobcondi0ons
Alllearnersmustdemonstratecompetence
Trainingincludesonlywhatisneededto
performtoexpecta0ons
GuaranteedSuccess
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Performance-BasedTrainingfollowsADDIEconcept.
Analyze Design Develop Implement Evaluate
SimpleTrainingProcesswithAdvanceDevelopmentTools
33©KaizenexConsul0ng&TrainingServicesCompany
JobProfilingJobAnalysisPerformanceAnalysisGoalAnalysis
TaskAnalysis
DerivingPerformanceObjec0ves
SkillHierarchies
Performance-BasedLessonPlanning
ModuleDevelopment
RelevantSkillPrac0ce
SkillCheck
LessonPlanning
ModuleDelivery
RelevantSkillPrac0ce
SkillCheck
TrainingEvalua0on
SelfEfficacyBeforeandAqerPerformanceMonitoring
SkillCheck-SelfEvalua0on
DefiningPerformanceCriteria&Measurement
Audi0ngandimprovingexis0ngtrainingmodule
Conver0ngexis0ngmoduletoPerformance-based
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Performance-BasedTrainingisperfectforanytypeofdeliverymethod.
Analyze Design Develop Implement Evaluate
34©KaizenexConsul0ng&TrainingServicesCompany
Instructor-Led
Training Self-paced
E-learning
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LEADERSHIP
COMMUNI-CATION
BUSINESS&OPERATIONS
CONTINUOUSPROCESSIMPROVEMENT
AdvanceIntermediateBasic
DeliveringPresenta0on
LeadingTeams* SeXngObjec0ves*
ManagingPerformance*
GivingFeedback*
Effec0veMee0ngs
FinanceEssen0al
A3ProblemSolvingLeanIntroduc0on&7Waste
5SandVisualManagement
ManagingChange
Delega0ngEffec0vely
AchievingQuality
BecomingMoreEffec0ve
ManagingBudget
DevelopingJobInstruc0on SixSigmaTraining
ManagingJobRela0ons
LeaderStandardWork
ValueStreamMapping
ManagingProject
ManagingTime
MakingBusinessDecision
StrategyFormula0on
LeadingSafety
7QualityControlTools
Completed
WithPerformance-basedtrainingcapabilityitwouldbeeasierforyoutobuildcustomizedcurriculumfortheorganiza9on.
35©KaizenexConsul0ng&TrainingServicesCompany
ImprovingJobMethods
SalesFundamentals
Marke0ngFundamentals
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EVALUATEHowwillyoumeasuretheimpactofyourtraining&development
solu0on?
Integrating the leadership attribute and competency development in the annual performance assessment
and strategy development.
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FindwaystoMeasureandchecktheimpactofyoursolu9on.
CareerStage/LeadershipATributes ManageSelf ManageOthers
Individual&TeamEfficiency
Ac0onOriented Ac0onOriented
PrioritySeXng PrioritySeXng
ProblemSolving ProblemSolving
StandingAlone StandingAlone Planning ProcessManagement
ClearandConstruc9ve
Communica9on
CustomerFocus CustomerFocus
IntegrityAndTrust IntegrityAndTrust
PeerRela0onships PeerRela0onships
Direc0ngOthers
DevelopingDirectReportsAndOthers
Emo9onalIntelligence
ComfortAroundHigherManagement ComfortAroundHigherManagement
Composure Composure
Self-knowledge Self-knowledge
Listening Listening
Mo0va0ngOthers
InterpersonalSavvyEntrepreneurial
SkillsLearningOnTheFly LearningOnTheFly
Organiza0onalAgility Organiza0onalAgility
Improvable
Meets
Exceeds
Legend
37©KaizenexConsul0ng&TrainingServicesCompany
Before Aqer Before Aqer
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RevisitKPIDashboard,askfeedbackandifpossiblecorrelatetheimpactoncapabilitydevelopment
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Con9nuouslyrepeatthecycletocon9nuouslyimproveandprovideinputsinshapingyourstrategy.
©KaizenexConsul0ng&TrainingServicesCompany 39
DEFINEWhatarethe
competenciesyouneedtosupporttheCurrent
&FutureStrategy
ASSESSWhataretheobstaclestoperformanceandcapabilitygaps.
DEVELOPIfinstruc0onisneededHowyouwillensurePerformanceandwhatAretheprioritycourses?
EVALUATEHowyouwillyouknowTheimpactofyour
solu0on?
The Balanced Scorecard Strategy Map Improve Shareholder Value
Revenue Growth Strategy Productivity Strategy
Build the Franchise Increase Customer Value Improve Cost Structure Improve Asset Utilization
New Revenue Sources Customer Profitability Cost per Unit Asset Utilization
Shareholder Value ROCE
Product Leadership
Customer Intimacy
Operational Excellence
Price Quality Time Function- ality
Service Relation- ships
Brand
Customer Value Proposition
Image Relationship Product/Service Attributes
“Be a Good Corporate Citizen” (Regulatory and Environmental Processes)
“Build the Frnchise” (Innovation Processes)
A Motivated and Prepared Workforce
Strategic Competencies Strategic Technologies Climate for Action
Financial Perspective
Customer Perspective
Internal Perspective
Learning & Growth Perspective
Source: Kaplan & Norton, The Strategy Focused Organization
“Achieve Operational Excellence” (Operational Processes)
“Increase Customer Value” (Customer Management Processes)
TheBalancedScorecardLinksPerformanceMeasures
Learning and Innovation
Perspective
How do we look to shareholders?
How do customers see us? What must we excel at?
Can we continue to improve and create value?
Customer Perspective
Goals Measures
Financial Perspective
Internal Business
Perspective
Goals Measures
Goals Measures
Goals Measures
The Balanced Scorecard Strategy Map Improve Shareholder Value
Revenue Growth Strategy Productivity Strategy
Build the Franchise Increase Customer Value Improve Cost Structure Improve Asset Utilization
New Revenue Sources Customer Profitability Cost per Unit Asset Utilization
Shareholder Value ROCE
Product Leadership
Customer Intimacy
Operational Excellence
Price Quality Time Function- ality
Service Relation- ships
Brand
Customer Value Proposition
Image Relationship Product/Service Attributes
“Be a Good Corporate Citizen” (Regulatory and Environmental Processes)
“Build the Frnchise” (Innovation Processes)
A Motivated and Prepared Workforce
Strategic Competencies Strategic Technologies Climate for Action
Financial Perspective
Customer Perspective
Internal Perspective
Learning & Growth Perspective
Source: Kaplan & Norton, The Strategy Focused Organization
“Achieve Operational Excellence” (Operational Processes)
“Increase Customer Value” (Customer Management Processes)
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HowDoIStartwithPerformance-Basedtobuildahighlycapableorganiza9on?
40
Start Small
Limit Risk Build a plan based on
scalable steps
Build support by demonstrating financial return
• Identify an underperforming area • Partner with a supportive business owner • Document results
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KAIZENEX4SimpleStepstoPerformance-Based
41
Selected Underperforming Area
• Requires limited resources (people/time/money) • Ensures successful first steps toward performance-based (gaining buy-in) • Provides basis for measuring improvement (ROI)
Set Clear
Expectations
Identify
Gaps
Develop
Action Plan
Job Performance
Profile
Performance Analysis Report
Recommendations Report
Develop Competencies and
Performance measure
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MakeYourBusinessaModel
Assess Your Organization
Develop Internal Skills
Monitor Performance
Provide Expert Modeling
Kaizenex Can Help
Ø Work side by side on projects while building internal capacity
Ø Quality review and coach
Ø Provide inhouse workshops for skill-building
Ø Provide an objective organization assessment
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PMIMarikinaFactory
Roadmap Organiza0onAssessment PerformanceAnalysis JobAnalysis,TaskAnalysis
Skill-Building InhouseWorkshops -TechTrainingProfessionals TraintheTrainer
Capacity-Building Coaching,JointProjects
Results:• Reducethelearningcurve• ImproveOperatorsPerformance(Up0me,Quality,Safety,etc.)• ImproveQualityofTrainingMaterialsandAssessment.
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Drama9cImprovementsinBasicTechnicalTrainingOpera9onsCourseofLargestTobaccoCompanyinMarikina,Philippines
Criteria Before After Improvement Average Machine Performance (1 month after the basic training)
40% & below 50%-58% After attending advance module – 58% to 62% Average 1Yr & above Experience worker is
60-65% # Weeks Training Development
4 months 1-2 months Reduced length of training by 75%
Training Time Delivery
8 weeks 4 weeks Reduced length of training by 50%
Status after the training
Still on Job Coach
Standalone can operate
Reduce the learning curve.
1 Week Machine Performance after the training
40+ hours 55% - 65% Reduced length of training by 90%
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Fullyperformance-based
Par0allyperformance-basedbutnotfullythere
Wanttomovetherebuts0llac0vity-basedrightnow
Notsure
HowPerformance-BasedAreYou?
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NextSteps
• MakeKAIZENEXyourlong-termpartner.
• [email protected];ContactNumber:+639174024533
• Visitoursite:www.kaizenex.com
“…skilled people (more than any other resource) now define an organization’s competitive advantage.”
-- Smith Barney
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Thank You
47©KaizenexConsul0ng&TrainingServicesCompany