Training Department : Facilitation of Corporate Strategies
1. Laurence Yap M.A. Sr Manager of Learning and OD
Facilitation of Corporate
Strategies Planning
2.
3. Contents
• Background – HRD and Strategy Planning
• Benefits of Facilitation
• Facilitation Process of Strategy Planning
• Challenges of HRD
• After Thoughts
5. HRD is the integrated use of
training and learning, career
development, and organization
development to improve individual
and organizational effectiveness
Patrician
McLaren
10. Nine 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. Consequences of Attachment
• HRM - HR Functions - constraints
• COO – Operational Strategies
• CEO – Business Strategies
29. 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.
30. 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)
31. 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.
32. Minors - 4 Factors
Master two of the four secondary management
practices:
(i) Talent: hold on to talented employees and find
more.
(ii) Innovation: make industry-transforming
innovations.
(iii) Leadership: find leaders who are committed to the
business and its people.
(iv) Mergers and acquisitions: seek growth through
mergers and partnerships
39. 1st
Day
Quarterly Review
11.00-12.00pm
Review FY0910 Structure Tree Status
– CSF #1 A Person (15mins)
– CSF # 2 B Person (15mins)
– CSF # 3 C Person (15mins)
– CSF # 4 D Person (15mins)
NOTE :All pkgs to include a summary of what went
well & what improvements are needed
40. Understand your Business Environment,
Customer Needs & Future Challenges
12.00 - 300
Sharing of Future Challenges
– Customer Expectation – @ 20mins
– Manufacturing Challenges – @ 20mins
– Financial Status & Outlook – @ 20mins
- Voice of Employees – @ 20mins
- Technologies Challenges – @ 20min
41. Assessment by External Consultant
4.00 – 6.00
Consultant Assessment
1. Subject Matter Expertise
2. Business Process
3. Culture
43. SWOT and PESTEL Analysis
9.00 am – 2pm
- SWOT and PESTEL analysis
–SWOT and PESTEL Presentation
– Group A (15mins)
– Group B (15mins)
– Group C (15mins)
44. Grouping
• Group 1 –
• Group 2 –
Organizational Diagnostics:
How good are we at Strategy, Leadership, Customer, Processes,
Business Results, Structure
Organizational Diagnostics:
How good are we at, Technology, Innovation, Talent, Engagement, HR
Alignment
Situation Analysis:
What is happening with our Internal Operations , Customers, Suppliers
& Competitors?
• Group 3 –
45. Description Strength Weakness Proposed
Strategies
Prioritization
Quadrant
Internal
Operations
1)
2)
1) HD (current) A
Situation Analysis:
What is happening with our Internal Operations , Customers, Suppliers &
Competitors?
Participants : A, B. C . D
46. Description Strength Weakness Proposed
Strategies
Prioritization
Quadrant
Strategy
Leadership •Team base leadership in
SLT
•Periodic comm thru
exec forum
• Iain give leadership for
all exec and mangers
• Provide Sup dev trg .
Not link the
leadership
behavior to PMS ,
promotion and
recruitment
process .
Define a set of leadership
behavior and get it measure
in PMS and become
promotion /recruitment
criteria.
B
Internal
Customer
Processes
Business Results
Organizational Diagnostics:
How good are we at Strategy, Leadership, Customer, Processes, Business Results,
Structure, Technology, Innovation, Talent, Engagement, HR Alignment
Participants : A, B, C,D
47. Description Strength Weakness Proposed
Strategies
Prioritization
Quadrant
Structure
Technology &
Innovation
Talent
Engagement
HR Alignment
Organizational Diagnostics:
How good are we at Strategy, Leadership, Customer, Processes, Business Results,
Structure, Technology, Innovation, Talent, Engagement, HR Alignment
Participant : A, B, C & D
54. Focus on the Issue, not on the
person
One person talks at a time; there
are no side discussions
Be Positive
Maintain confidentiality
Treat each other with respect
Ground Rules
59. Facilitator Role :
HR Facilitator --Time
Keeper & logistic
support
Group Advisor
Role :
a) To guide the team
b) To offer advice
c) Provide support.
rules
64. IMPACT EFFORT DIAGRAM
HighLow
High
Impact
Effort / Difficulty
Just Do It! Careful consideration
required
Don’t waste timeLow priority
A
DC
B
• Use the Impact Effort matrix to prioritize which
strategies to implement.
65. BRAINSTORMING GROUND RULES
• No Criticism
• Quantity is needed
• Combine and improve on others
• “Free wheeling “ welcome
• Participate actively
66.
67. Presenting Session
• Q &A session should not challenge the ideas
but only to seek clarification (brainstorming
rules )
72. Meeting Process Flow
• Flow
i. Compilation of Strategies
ii. Summarized Strategies
iii. Discussion & Decision making of Strategies
iv. Compilation of Tactics
v. Categorized Tactics
vi. Discussion & Decision making of Tactics
• Review of Strategies & Tactics
84. Summary
• Background – HRD and
Strategy Planning
• Benefits of Facilitation
• Facilitation Process of
Strategy Planning
• Challenges of HRD
• After Thoughts
Editor's Notes
http://www.flickr.com/photos/pingnews/493761196/
Creative Commons – Attribution Share Alike License
David Shapinsky
http://www.flickr.com/photos/pingnews/493761196/
Creative Commons – Attribution Share Alike License
David Shapinsky