HR Conference

1. HRD as Business Partner
Laurence Yap M.A. (Uni. Malaya)
Sr Manager , Learning & OD

2. Outline
• Background of HRD
• 8 Success Factors
• Contribution of
HRD with examples
• Challenges of HRD

4. Organization Needs
• Performance
• Positive Behaviors
• Team Effectiveness
• Quality
• Sales
• Profit

5. Outline
• Background of HRD
• 8 Success Factors
• Contribution of
HRD with examples
from different companies
• Challenges of HRD

6. HRDis the integrated use of training and
learning, career development, and
organization development to improve
individual and organizational effectiveness
Patrician McLaren

7. HRD: New Playing Field
US: Chief Learning Officer
Focus on Performance

8. HRD
Department
Structure
HRD
Training
Administration
Human Capital
Frontline Employee
Technical Skills
Development
OD
Lean

9. HR
Department
Structure
HR
Compensation
and Benefit
Recruitment
Indirect
Recruitment
Employee
Relations
Safety
Security

10. Corporate Learning Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning Activities
Building Employee
Branding
Invest in Strategic
Learning
Leverage on our
intellectual capital
Partnership with Different
Business Unit
Cultivate Values and
Positive Culture
Speed up
knowledge transfer

11. Outline
• Background of HRD
• 8 Success Factors
• Contribution of
HRD with examples
• Challenges of HRD

12. Sustain
Business
Success
Formula
4 Majors+ 4
Minors

13. 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.

14. 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

15. Results (10 Years)
• 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)

16. 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.

17. Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.
Facilitating Strategies for Business Focus
Do what matter most vs Everything is important

18. Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.
Facilitating Strategies for Business Focus
Do what matter most vs Everything is important

19. Vision,
Mission
& Values
t
Strategy
Creation Change
Management Implementation
STRATEGY
IMPLEMENTATION
©BridgesBusinessConsultancyInt,2005t

21. Goal Alignment
Structure Tree FY 2009/2010
Purpose Vision Mission
Main
Thing
Critical
Success
Factor
Stretch Goals
Ensuring
Customer
Satisfaction
Top Quartile of top Ten
Customer (Balance
Scorecard)
Enhancing
Employee
Involvement
Employer of Choice
through achieving
1)80% of Employee
Satisfaction Survey Index
2) 50% reduction in
attrition rate by end of
FY2010
Contribution
Margin before
Depreciation
(Profitability)
Contribution Margin per
budget plan
To be a World
Class
Company
Offering
Assembly &
Test to
semiconductor
Company
Throughout the
World
Enhance
Stakeholder
Value
Build
Strong
Reputation
(Peter)
Carsem will
strive to
ensure
profitable
growth by
impressing
our
customers
with
committed
and engaged
employees
delivering
operational
and service
excellence.
FY0910 Carsem Structure Tree

22. PURPOSE
Enhance Value
To Our
Stakeholders
MISSION
To Support The
Vision
CRITICAL
SUCCESS
FACTORS
Big Few
Things
DEFINE
STRETCH
GOALS
Key Metrics
FY2010/11 STRATEGY MEETING
SET
STRATEGIES
2nd meeting
(18th MAY)
Strategies to meet
Critical Success
Factor /Goals
STRATEGIES REVIEW
/ PRIORITIZATION
3rd Meeting
(3rd JUNE)
Senior Manager’s to
review/buy off 2nd
meeting outcome
DEFINE
DEPT ACTIVITIES
&
TACTICS
Departmental Level -
Key Actions
To Be
Executed
FINAL REVIEW
5th Meeting
(30th JUNE)
Dept Structure
Tree Review
VISION
To Support
Our Purpose
Pre Strategy Meeting ~ Set Direction (27th & 28th Apr)
WE ARE HERE
Strategy Comm
forum
4th Meeting
(14th JUNE)
Full Structure
Tree

24. Strategy Planning

26. Major 4 Factors
2. Execution: develop and maintain flawless operational
execution.
Lean Manufacturing
Factory Physics
Business Operation Excellency Unit

27. Lean Manufacturing

28. AL Model: PDCA
A. Plan
• Address Organization Concerns
• Engage Teams and select projects
C. Check
D. Act
B. Do
• Provide Training
• Carry out projects
• Review results
• Proliferate to other areas

29. 7s McKinsey

30. The Training Approach
The Learn – Do – Mentoring Approach
CLASS ROOM
LECTURES
Lecture on Lean for graduate IE students (Asia
Institute of Technology, Bangkok. Faculty of
Industrial Engineering)
Class Room Lecture during Lean
Master training (MMI JB)

31. HANDS-ON
SIMULATIONS &
ACTIVITIES
Hands-On practical simulation-
Quick Changeover (Seagate, Wuxi)
Hands-On Value Stream mapping
session (MMI Yixing, China)

32. HANDS-ON SHOP
FLOOR
ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-Shooting
(NSK, KL)

33. Lean Consultants
• The AMC founders & principal
consultants are:
– Ramesh Victor Rajathavavaram
Lean Master (USA)
– Soundrarajan Pitchay
Lean Master (USA)
URL: http://www.adv-mc.com
Email: rameshvictor@adv-mc.com

34. 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

35. Major 4 Factors
3. Culture: develop and maintain a performance-
oriented culture.

36. Example
• Paypal –
• Pfizer – Appreciative Inquiry – Team Conflict
• Pfizer – Department Planning
• Carsem – Define Behaviors

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

38. Several Types of Reorganization
1. Streamlining of Functions Consolidation
2. Reporting Levels improve communication
3. Span of control expand responsibilities
4. Others

39. Types of Reorganization
• Streamlining Functions
• HRD + HR + ESH = Human Capital Department

40. Types of Reorganization
• Reduce Reporting Levels

41. Types of Reorganization
• Span of control
•

42. 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

43. Secondary 4 Factors
Master two of the four secondary management
practices:
(5) Talent: hold on to talented employees and find
more.

44. • Examples from Paypal

45. Secondary 4 Factors
(6) Leadership: find leaders who are committed to the
business and its people.

46. Examples
• Leaders train leaders – role modeling
(Carsem)
• Plant wide supervisory training (Carsem)
• Stringet Recruitment Process for leaders
(Paypal)
• Leadership Development (Paypal)

47. Secondary 4 Factors
Master two of the four secondary management
practices:
(7) Innovation: make industry-transforming
innovations.
• R&D Center
• Technical symposium (HRD)
• X Factors (Paypal)

48. Secondary 4 Factors
(8) Mergers and acquisitions: seek growth through
mergers and partnerships
• Cultural integration
• Training
• Leadership Practices

49. 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.

50. 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

51. Acknowledgement
(1) Nitin Nohria,
Professor of Business Admin
at Harvard Business School
(2) Carsem Malaysia
(3) Pfizer Malaysia
(8) Paypal US

53. HRD as Business Partner
Contact: layap@ebay.com
Laurence Yap M.A. (Uni. Malaya)
[Senior Manager]
Human Resource Development