hr kpi conference 29th nov_ritz carltoon hotel_audience Asia Business Forum Irish

1. Laurence Yap M.A. Sr Manager of Learning and OD
Facilitation of Corporate
Strategies Planning

3. Contents
• Background – HRD and Strategy Planning
• Benefits of Facilitation
• Facilitation Process of Strategy Planning
• Challenges of HRD
• After Thoughts

4. A. Background of HRD

5. HRD is the integrated use of
training and learning, career
development, and organization
development to improve individual
and organizational effectiveness
Patrician
McLaren

6. Workscope
HRD = Developmental
HR = Operational
Job Scope

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

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

9. •Organization Development
Specialist – Succession Plannin
•Performance Consultant
•Facilitator
•Frontline Employee
Developers
•Knowledge Management
•Nano Learning
•Learning Specialist
•Organization change
thru Lean Manufacturing

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

12. B. Background of Strategy Planning

13. 13

16. Strategy Map Balanced Scorecard Action Plan
Perspective Objectives Measurement Target Initiative Budget
Financial Profitability ROCE 25% € XXX
Customer Attract &
retain more
customers
# repeat customers
# customers
70%
+12%
Implement
CRM
Quality Mgmt
€ XXX
€ XXX
Internal Asset
Utilization
Inventory Turnover 4x Inventory
Mgmt
€ XXX
Learning &
Growth
Develop the
necessary
skills
Develop the
support
system
Strategic job
readiness
Info system
availability
Y1-70%
Y3-90%
Y5-
100%
100%
Staff training € XXX
€ XXX
Strategy Maps & the Balanced
Scorecard
30/01/15 16© Marc Sniukas

18. 18

20. Benefits of Facilitation

21. HRD act as Asst to
SLT
Business Partner

22. HRD gathers info
Info Consolidator

23. HRD facilitates planning
Credibility

24. HRD Organizes and Plans events
Network

25. Facilitation Process of
Strategy Planning

26. Facilitation Process of Strategy Planning
• Stage 1 Engagement with
CEO and COO
• Stage 2 Pre Strategy
Meeting
• Stage 3 Strategy Meeting
• Stage 4 Prioritizing
Strategies Meeting

27. Facilitation Process of Strategy Planning
• Stage 5 Strategy Communication
Meeting
• Stage 6 Alignment of Department
Planning Meeting
• Stage 7 Quarterly Strategy Review
Meeting

28. Stage 1
Engagement with CEO and COO

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

33. Stage 2
Pre Strategy Meeting

34. Pre-Strategy Meeting
2010/2011

35. Do What Matters Most

36. DO WHAT MATTERS MOST

38. Current & Future Status

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

42. 2nd Day
Review of Corporate Foundation

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

48. Strategies Main Thing 2009
CSF 2009
Main Thing 2010
CSF 2010

49. Main Thing and Critical Success
Factors2.00 am – 4pm
Main Thing
Critical Success Factors
Stretch Goals
Champions

50. 50

51. Stage 3
Strategy Meeting

53. Human Knots

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

55. Theme of Strategy
Planning
What Matters
Most

56. Do What Matters Most

57. Vision,
Mission
&
Values
t
Strategy
Creation Change
Management Implementation
STRATEGY
IMPLEMENTATION
Do What Matters Most

58. GROUP 1
GROUP 2 GROUP 4
GROUP 3
GROUPING
STAGE

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

60. Team Roles
Identify roles :
1 Leader
2 Note Taker (laptop
& Flipchart)
3 Presenters

61. Team Roles
• Brainstorm Ideas -
strategies and tactics
• Select ideas
• Present strategies and
tactics
fill up your template in excel
template

62. Goal Alignment
Structure Tree for Year
Critical
Success
Factors
Champion
Stretch
Goals
ChampionStrategies Tactics & Targets
sample
Outcome
Strategy Meeting

63. 2
A. 2 Strategies; 6 Tactics
B. Prioritization Matrix

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

67. Presenting Session
• Q &A session should not challenge the ideas
but only to seek clarification (brainstorming
rules )

68. Stretching Exercise

69. Carsem Annual Strategy Meeting
2009

71. Stage 4
Prioritization Meeting

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

73. Stage 5
Strategy Communication Meeting

74. Vision

75. Mission

76. CSF #1
Improve Profitability

77. CSF #2
Building Strong Reputation

78. CSF #3
Employee Engagement

79. Stage 6
Alignment of Department
Planning Meeting

80. Stage 7
Quarterly Strategy Review
Meeting

81. Traffic Light System

82. 83
Challenges
Dealing with Senior
High Business Acumen
Ability to Facilitate small
and large groups
Presentation design

83. 84
Challenges
Creative Event
Management
Video, Food, Games,
fragrance
Strong Team Support
Able to deal with high level
management

84. Summary
• Background – HRD and
Strategy Planning
• Benefits of Facilitation
• Facilitation Process of
Strategy Planning
• Challenges of HRD
• After Thoughts