BridgeKnowle Conference - Managing Training & Development Workshop

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Managing Training & Development Function Main Slides Compilation

Kenny Ong



IMPORTANCE OF TRAINING

FUNCTION IN HUMAN RESOURCE

DEVELOPMENT IN YOUR

ORGANIZATION



Intro

What is your objective?



Managing Expectations

• Exercise: Please note down one important item

you want to learn or get out from this workshop



Intro: How does it look like?

In the old days of training…

• Average training hours per staff

• % of staff attending training

• # of training programs

• % of training programs conducted

• Training needs analysis conducted

• Competency models developed

• Training budget as % of payroll

What’s wrong with this picture?



Intro: How does it look like?

Moral of the story…

1. Innovation:

– Business models

– Products

– Services

2. Market Leadership

3. Competitive differentiation

Get the picture?



The McPlaybook*

Make it easy to eat

• 50% drive-thru

• Meals held in one

hand

Make it easy to prepare

• High Turnover

• Tasks simple to learn

& repeat

Make it quick

• “Fast Food”

• Tests new products

for Cooking Times

Make what customers want

• Prowls market for new

products

• Monitored field tests

*Adapted from: Businessweek , Februrary 5th 2007



What is the Business

Model?

USP

Market

Discipline Profit Model

•Google

•Tata Nano



Business Model: USP

USP (How do I

position my

organization?)

External

Customer

**Internal



Business Model: Profit

Model

Revenue

Cost

Margin Cash

Flow

Assets



Market Discipline

"They are the most innovative"

"Constantly renewing and creative"

"Always on the leading edge"

"A great deal!"

Excellent/attractive price

Minimal acquisition cost and hassle

Lowest overall cost of ownership

"A no-hassles firm"

Convenience and speed

Reliable product and service

"Exactly what I need"

Customized products

Personalized communications

"They're very responsive"

Preferential service and

flexibility

Recommends what I need

"I'm very loyal to them"

Helps us to be a success

Product Leadership

Operational Excellence

Customer Intimacy

• Cost

• Convenience

• TCO

• Features,

Benefits

• Limited

Range

• Solutions

• Customization

• Breadth &

Depth



Intro: Market Discipline

"They are the most innovative"

"Constantly renewing and creative"

"Always on the leading edge"

"A great deal!"

Excellent/attractive price

Minimal acquisition cost and hassle

Lowest overall cost of ownership

"A no-hassles firm"

Convenience and speed

Reliable product and service

"Exactly what I need"

Customized products

Personalized communications

"They're very responsive"

Preferential service and

flexibility

Recommends what I need

"I'm very loyal to them"

Helps us to be a success

Product Leadership


Customer Intimacy

•Air Asia

•LV

•Ramly




(low cost producer)

Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995

Product Leadership

(best product)

Customer Intimacy

(best total solution)

Alignment & Consistency:

Market Disciplines




(low cost producer)


Product Leadership

(best product)

Customer Intimacy


Strategy: Market Disciplines



Operational

Excellence

• Competitive price

• Error free, reliable

• Fast (on demand)

• Simple

• Responsive

• Consistent

information for all

• Transactional

• 'Once and Done'

Customer Intimacy

• Management by

Fact

• Easy to do

business with

• Have it your way

(customization)

• Market segments

of one

• Proactive, flexible

• Relationship and

consultative

selling

• Cross selling

Product Leadership

• New, state of the

art products or

services

• Risk takers

• Meet volatile

customer needs

• Fast concept-to-

counter

• Never satisfied -

obsolete own and

competitors'

products

• Learning

organization


Disciplines, Priorities, and KPIs



Sample KPIs for Each

Discipline

Operational

Excellence

• Price

• Selection

• Convenience

• Zero Defects

• Growth

Customer Intimacy

• Customer

Knowledge

• Solutions Offered

• Penetration

• Customer Data

• Customer-success

focus

Product

Leadership

• Marketing

• Functionality

• # of Successes

• # of Failures

• Learn from key

users

• Interdisciplinary

teams

• Pipeline




(low cost producer)


Product Leadership

(best product)

Customer Intimacy



Market Disciplines




(low cost producer)

Product Leadership

(best product)

Customer Intimacy


Market Disciplines: Hardware

HP well-balanced

portfolio, mass

customization

Acer super lean

cost structure,

aggressive pricing

Apple powerful

products, premium

pricing, limited range

Still Doing

well in

2009-

2011




(low cost producer)

Product Leadership

(best product)

Customer Intimacy


Market Disciplines: Hardware

Samsung well-

balanced portfolio,

mass customization

‘Locals’ super

lean cost structure,

aggressive pricing

Apple powerful

products, premium


Still Doing

well in

2012-

2013




(low cost producer)

Product Leadership

(best product)

Customer Intimacy


Market Disciplines: Technology

Google well-

balanced portfolio,

mass customization

Amazon super

lean cost structure,

aggressive pricing

Apple powerful

products, premium


Still Doing

well in

2012-

2013



Budgeting vs. Priorities

Upturn Flat Downturn

Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

NPD Cycle Time

Improve Edge

Extensions

Counter Competitor

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Focused on

‘Breakthrough’

JV, In-source, Out-

source

Eliminate bottom 20%

Improve Top 15%

revenue-generating

products

↓ R&D, ↑Sales

Example: Business Situation vs. R&D Priorities



Business Situations vs. HRM


Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

‘Change’ mgmt

Reduce Fat

Continuity

Everyone Happy

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Talent Mgmt

Innovation/R&D

Early wins

Slow Down HR Costs

Top Talent focus

Sales, Sales, Sales

Increase attrition

Motivation



Business Situations vs. HRM


Fight Complacency

Sharpen Edge

Keep Momentum

Conquer

‘Change’ mgmt

Reduce Fat

Continuity

Everyone Happy

Innovation

Acquire

Profits

Build momentum

Sales

Cash Flow

Talent Mgmt

Stack R&D

Early wins

Slow Down HR Costs

Top Talent focus

Stack Sales

Increase attrition

Motivation

•Projects

•Job Ads

•Communication

•F/L Manager Com.

•Middle Management

•Involvement (survey,

suggestions)

•Realistic Goals

•Controllable KPIs (customer

satisfaction, production)



Problems for T&D

1. Malaysian Education

system

2. Parents

3. Business short-term

thinking

4. Punishing mistakes

5. Lack of career drive

6. T&D = HR

7. T&D ≠ Business

8. Comfort

9. Laziness as human

nature

10.Underestimating

process (habits) &

overestimating events

11.Leaders

12.Not technology-ready

13.Pushed by Consultants

14.MNC case studies



Mistakes Made

1. Decentralized T&D funds

2. Too focused on Training

3. No linkage with staff

Performance gaps

4. Too focused on

Weaknesses

5. Failed to differentiate

Leaders vs. Specialists

6. Started too complex and

too much

7. No modern learning

8. ISO as control system, not learning system

9. Failed to differentiate cultures of different business units

10.Directly incentivized project work

11.No S.P. for HODs

12.Hiring & Selection criteria didn’t contain ‘Learning Attitude’

13.Too focused on soft skills



ROLE OF TRAINING OFFICER OR

TRAINING MANAGER



Role of T&D

ROLE

Company

Employees

Leaders HRM



Consulting Process and

Deliverables

Step 1: Data

Turnover history & Exit Interviews

Training Program input

Employee Satisfaction Survey

Q12 Staff Engagement Survey

Stay Survey

Compensation & Benefits

Step 2: Analysis

Turnover Analysis

Work Culture analysis

Leadership analysis

Compensation & Benefits analysis

HRM policies analysis

Step 3: Recommendations

Changes to HRM policies (inc. T&D)

Work Culture enhancements

Leadership and staff relationship mgmt

Performance management system

Staff Motivation

Step 4:

Tools/Resources

Interview Formats and Questions for Recruitment


Q12 Staff Engagement Tools

Benefits Survey format

31



JOB DESIGN


District Engineer, TNB

Duties and

Responsibilities

If stated as Accountabilities then the job

must produce :

Control, operate and

maintain the District

Distribution System

Ensure uninterrupted supply to

consumers in the district by operating

the District Distribution System.

Manage major supply

projects to customers in

the district.

Ensure satisfaction of the major customers

in the district by managing supply and

Distribution.

Supervise all technical

staff in the district.

Ensure high performance and Productivity

of technical staff by adopting proper human

resource management methods on

selection, training, coaching, counselling

and motivation.

Plan and design the High

voltage system

Ensure availability of adequate supply for

future needs of industries in the district by

planning and designing the High voltage

System


Results Driven

Activity vs.

Accountability



Exercise: Results

Description

Key

Result

Key Activities KPIs

1. 1.

2.

3.

4.

1.

2.

3.

4.

2. 1.

2.

3.

4.

1.

2.

3.

4.

3. 1.

2.

3.

4.

1.

2.

3.

4.

4. 1.

2.

3.

4.

1.

2.

3.

4.


Key Results

Major Supporting Actions

Performance

Indicators

1. Ensure

achievement

of targeted

production

volume

•By monitoring production performance and

taking corrective actions

•By analysing production downtime and

introducing improvements

•By thorough preparation for introduction and

implementation of new models and variants

•Timely production

targets

•Productivity ratios

•Downtime

•Implementation

schedule

•

2. Ensure

achievement

of product

quality targets

•By reviewing quality performance results and

identifying non conformance and undertaking

corrective actions

•By analysing customer feedback and taking

corrective actions

•By undertaking on-line and off-line

continuous quality improvement programs

and activities

•By undertaking education and re-education

programs

•Quality index

•Defect occurrence

•Non-conformance

to established

standards

•Demerit points

General Manager, Manufacturing

Key Results


Performance

Indicators

3. Ensure safe

and healthy

operating

environment

•By incorporating safety and health features

into infrastructure design and development

•By creating awareness of safety and health

among employees through programs and

campaigns

•By constant monitoring of safety and health

standards through working committees

•By developing and implementing

occupational health programs

•Accident rate

•Health standards

•Operation audit

findings

4. Ensure

competent,

motivated and

productive

manufacturin

g workforce

•By developing and implementing on-the-job

training

•By developing and promoting effective

communication with employees and union

•By ensuring continuous development and

upgrading of skills

•By providing appropriate recognition and

rewards for high performance

•By promoting teamwork through QCC and 5s

activities

•Productivity ratios

•Turnover rate

•Employee morale

•Team activities

•Strikes /

disciplinary actions


Key Results


Performance

Indicators

5. Enhance

operating

efficiency and

productivity

•By ensuring effective and efficient

maintenance of plant, machinery and

resources

•By reducing wastage and eliminating

pilferage

•By reducing and managing indirect overtime

•By managing utilisation of consumables and

materials

•Operating efficiency

standards

•Cost per unit

•Wastages and

losses

6. Timely

execution of

projects

•By undertaking effective planning and

provision of resources

•By monitoring implementation and progress

of projects

•By managing project costs

•By developing effective project teams

•Timely completion

of projects within

cost allocation



The Full-Services Training &

Development Department



ROLE OF T&D



Aligning the 4-Wheels

Culture

Business

Model Strategic

Planning

Structure Resources

Leadership

Person



Talent Segment

Philosophies

Principles HR Philosophy

1.Equal / Fair

2.Happy / Productive

3.Hire Low, Train High

4.Performance vs Potential

5.SP drives TM

6.Talent Pool owned by the company

7.Retention / Engagement



Alignment: Framework

• Org Structure

• Job Design

• C&B

• Policies & procedures

• Decision making

• Job fit

• Management Systems

• BSC and KPIs

• Decentralized vs. Centralized

• Control vs. Empower

Structure



Strategy: Framework

• Tools

• Physical facilities

• Peer support

• Information

• T&D Programs

• Mentors

• Guides

• ICT

• OJT

Resources



Strategy: Framework

• Role modeling

• Vision/Mission/Philosophy

• Leadership Style

• Delegation & Empowerment

• C&B

• Promotions

• Transition development

Leadership



Strategy: Framework

• Recognition

• Recruitment

• Training

• Values

• Motivation

• Self Efficacy

• Awareness

• Useful Competencies

• Career aspirations

• Attribution (control)

Person



Important Note:

• You can never directly ‘manage’

Culture

• But you can control factors that

determine the culture



Alignment: 4-Wheels Model

Culture

Business

Model Strategic

Planning

Structure Resources

Leadership

Person



Alignment: Framework

• Focus point

• Alignment

• Quality

• Innovation & Differentiation

• Risk taking

• Performance Management

• Corporate obsession

• Decision making

Culture



• Exercise: Use the 4-wheels to determine

corporate alignment needs



MANAGING THE TRAINING

DEPARTMENT / SECTION



Internal vs. External Trainers

1. They are aware about the procedures

and practices in the company.

2. They have job knowledge about their

area of work. They can answer

questions about the organisational

difficulties.

3. Their honorarium is fixed by the

management policies.

4. They can handle sessions with

examples from their area of work.

5. You should carefully choose people

who can volunteer and have relevant

knowledge and capability for handling

the session.

6. It may work out cheaper for you.

1. Bring with them their experience from

a different organization.

2. They read; study more because they

have taken it as a profession.

3. When you don’t have internal faculty

to handle some topic they are

preferred.

4. They can help to bring in new

concepts into your organization.

5. They have learnt the art of managing

the class. (you should assess)

6. They have lot of methods to create

interest among participants.

7. They may demand more money for

sessions.

8. You are not sure about their capability.

Internal Trainers External Trainers



Trainer Facilitator Consultant



Tell

Teach

Guided by material

Sponsored by HR dept

Share information

Controls agenda

Chaos is a problem

Hugs the shore

Event driven

Book open

Outcomes are predictable

Uses instruments to measure

Leader of group

Limits input to material

Trust=material

Directs a teaching process

Content specific

Time and content are concerns

Measured by ability to present

Ask

Listen

Guided by process

Sponsored by line management

Provokes thinking

Creates adult learning environment

Understands chaos

Blue water sailor

Relationship driven

Closes book

Outcomes unknown

Outcomes measured

Member of the group

Limits input to needs of group

Trust=process

Manages a learning process

Process specific

Processes and systems are

concerns

Measured by success of others

Question

Assesses

Guided by assessment

Sponsored by executives

Participates in thinking

Uses own agenda

Thrives on chaos

Navigator

Strategy driven

Writing book

Outcome=strategy

Identifies things to be

measured

Expert to the group

Limits input to area of expertise

Trust=experience

An information resource

Application specific

Outcomes are concerns

Measured by what he knows

Trainer Facilitator Consultant



An Inventory for Internal

Consultants



T&D vs. The Consultant



TND SOP



Budgeting for TND



TRAINING & DEVELOPMENT

NEEDS IN AN ORGANIZATION



Competencies and ‘Ideal’ Profiles


Position: Secretary Responsibilities +

Tasks + Activities

Personal Competencies Differentiating

Competencies

The Job

Person Characteristics The Superior Performer

•Typing

•Manages

communications

•Keeps short-hand

notes

•Makes

appointments

•Uses the computer

•Filing

•Takes minutes

•Follow-up

•Makes coffee

•Keeps secrets

•Drafts letter

•Screens calls

•Pleasant

•Accurate

•Is able to take notes

on shorthand and

typing memo

effectively

•Presentable

•Appearance

•Behaviours

•Good manners

•Courteous

•Diligent

•Proactive

•Initiative

•Independent

•Integrity (trust)

•Creative

•Resourcefulness

•Always excel

•Unwavering

dedication and

commitment

•Ability to make

simple decisions

•Sensitive to people

•Positive attitude


Competencies



Superstar Competency

Model

• Exercise: Develop Your Own “Superstar”

Competency Model



Competency Target Setting

1. Initiative

2. Teamwork

3. Problem Solving

4. Leadership

5. Integrity

What’s the problem here?




Initiative

1. Minimize problems quickly without needing to

be asked

2. Seeks personal growth and professional self-

development

3. Doing more than is required/expected in a job

4. Seeks new and improved solutions and

approaches to completing assignments

5. Looks for opportunities to help others and team



• Exercise: Competency Dictionary



Competency Standards

3 Meets behavioral standards consistently. Is a

good role model for others.

2 Meets behavioral standards some of the

time. Needs improvement.

1 Does not meet behavioral standards.

Require counseling or disciplinary actions.



DETERMINING TRAINING NEEDS

OF YOUR ORGANIZATION

WITH TNA (TRAINING NEEDS

ANALYSIS)



Sources of TNA

• Exercise: List down the sources of TNA

available in your company:

– E.g. Job Description (RDQ)



Sources of TNA

Step 1: Data

Turnover history & Exit Interviews

Training Program input


Q12 Staff Engagement Survey

Stay Survey

Compensation & Benefits

Step 2: Analysis

Turnover Analysis

Work Culture analysis

Leadership analysis

Compensation & Benefits analysis

HRM policies analysis

Step 3: Recommendations

Changes to HRM policies (inc. T&D)

Work Culture enhancements

Leadership and staff relationship mgmt

Performance management system

Staff Motivation

Step 4:

Tools/Resources

Interview Formats and Questions for Recruitment


Q12 Staff Engagement Tools

Benefits Survey format

TNA



Macro TNA



Operational

Excellence

Customer

Intimacy

Product

Leadership

Organization, jobs, skills

Management systems

Information and systems

Culture, values, norms

Business Model vs. Talent &

Performance Management




•Central authority, low level of empowerment

•High skills at the core of the organization

•Disciplined Teamwork

•Process, product- driven

•Conformance, 'one size fits all' mindset

• Integrated, low cost transaction systems

•The system is the process

•Command and control

•Quality management


Management systems








Management systems



Product Leadership •Ad hoc, organic and cellular •High skills abound in loose-knit structures •Concept, future-driven •Experimentation and 'out of the box' mindset •Person-to-person communications systems •Technologies enabling cooperation •Rewarding individuals' innovative capacity •Risk and exposure management •Product Life Cycle profitability






Management systems



Customer Intimacy

•Empowerment close to point of customer contact

•High skills in the field and front-line

•Customer-driven

•Variation and 'have it your way' mindset

•Strong customer databases, linking internal and

external information

•Strong analytical tools

•Customer equity measures like life time value

•Satisfaction and share management

•Focus on ‘Share of Wallet’





• Operational Excellence • Move know-how from top performing

units to others

• Benchmark against best in class

• Ensure operations training for all employees

• Use disciplines like TQM for continuous learning to reduce costs and improve quality


Market Disciplines




Market Disciplines

• Customer Intimacy • Capture knowledge about customers

• Understand customer needs

• Empower front line employees

• Ensure that everyone knows the

customer

• Make company knowledge available to

customers



• Product Leadership • Reduce time to market

• Commercialize new products fast

• Ensure that ideas flow

• Reuse what other parts of the company

have already learned

• Ensure there are multiple sources of

funding


Market Disciplines



Why BSC?

• Reason 1: Balanced

• Reason 2: Cause-and-Effect

www.myCNI.com.my www.OOBEY.com


http://www.mycni.com.my/

http://www.oobey.com/


Revenue

Base

Retention

Share Gain Positioning Adjacent

Market

New

Business

Financial

Learning & Growth

Internal Process

Customers

Cost Margin

Cause and Effect

Cash Flow Asset

Operational

Excellence

Product

Leadership

Customer

Intimacy

Investment

Strategy

Competencies Information Systems Motivation,

empowerment,

alignment

Satisfaction



Financial

Learning &

Growth

Internal

Process

Customers /

Distributors

Revenue Growth Productivity Market Value

Department

Operations

Supplier &

Alliances

External

Involvement

Target

Markets

Products/

Services

Channel

Strategies

Human

Resources

Technology

Information &

Intelligence Systems &

Processes

Cause and Effect: An

Example



Financial

Learning &

Growth

Internal

Process

Customers /

Distributors

Example: 1st Level BSC &

KPIs

Profit after Tax. Revenue. Cash-to-cash cycle. Operating

cash flow

Customer Complaints. Customer Acquisition Rate. Product

Availability. Product Quality & Service. Renewal Annual

Subscription. Distributor Rank Achievement. No. of Active

Distributor. No. DC/Regional Sales. Distributor with commission

Customer Database Availability. Accuracy of Forecast Planning.

Continuous Improvement. Response Time to Customer Needs.

Perfect Order Fulfillment. Inventory Turnover. Number of Effective

Sponsoring Program. On Time Delivery. No. of Effective Training.

Number of Effective A&P

% of staff evaluated on Core Competency Framework. % of staff

with Career Development Plans. No. of training hours completed

per staff. % of staff with access to strategic information. Q12

Index. % staff evaluated on Culture alignment



Leading and Lagging KPIs



Cause and Effect

Goal:

Healthy!

What are my

Vital Signs?

•Blood

Pressure?

•Temperature?

•Cholesterol?

•Fever?

•Chest Pain?

•Dizziness?



Cause and Effect

Also known as:

Leading vs. Lagging

Indicators



Exercise: Leading vs. Lagging

Lagging?

• Monthly Sales

• Customer Retention

• Project success

• Event attendance

• ARPU

• Customer Satisfaction

• Dealer Satisfaction

Leading?



Financial

“To satisfy our

stakeholders, what

Financial objectives must

we accomplish?”

Internal Process

“To satisfy our customers, in

which internal business

processes must we excel?"

Customer

“Who are our target

customers?

What is our value

proposition?”

Learning & Growth

“What capabilities and tools

do our employees require to

help them execute our

strategy?

Cause & Effect: Strategy



Top Performers and the ‘No

Contribution’ Problem

Lagging

Leading

Historical, Outcome, Results, 1st

Level, Usually Financial or

tangible, Quarterly and Annually

Current, Indicators, Drivers, 2nd

Level onwards, usually non-

financial or intangible, Weekly,

Monthly and Quarterly



Developing ‘Driver’ KPIs

Customer Retention % Lagging, 1st Level

Customer Satisfaction

Index Leading, 2nd Level

On time delivery

Time to market for new products

TNA %

Defect levels, warranty claims

Leading, 3rd Level

onwards



What is the Objective?

‘Do-or-Die’ KPIs for CNI

• Revenue

• ARPU

• Sponsoring

• Retention

• Commission Plan (BDP)

• Product

• Corporate Image



• Exercise: What are the Key 1st Level KPIs for

your Industry?



• Exercise: Developing your own Leading and

Lagging KPIs



B2B/B2G BSC Matching

Revenue

Base

Retention


Market

New

Business

Financial

Learning & Growth

Internal

Process

Customers

Cost Margin Cash Flow Asset

Operational

Excellence

Product

Leadership

Customer

Intimacy

Investment

Strategy

Competencies Information

Systems

Motivation,

empowerment,

alignment

Satisfaction

Customer/Client/

Government BSC

Revenue

Base

Retention


Market

New

Business

Financial

Learning & Growth

Internal

Process

Customers

Cost Margin Cash Flow Asset

Operational

Excellence

Product

Leadership

Customer

Intimacy

Investment

Strategy

Competencies Information

Systems

Motivation,

empowerment,

alignment

Satisfaction

Your BSC

1. Draw your ‘customer’s’ BSC

2. Match their CP/IP with your CP

3. Identify IPs that support/conflict



Macro TNA: Other Sources

1. SWOT

2. Risk Management

3. PESTEL

4. Scenario Analysis



SWOT: Opportunities &

Threats

Opportunities

=

Taking advantage of ‘Trends’

Threats

=

Strategic Risk Management



SWOT: General Strategic

Risks

1. Industry 1. Margin Squeeze

2. Rising R&D/CAPEX

3. Overcapacity

4. Commoditization

5. Deregulation

6. Increased power among suppliers

7. Extreme business-cycle volatility

2. Technology 1. Shift in technology

2. Patent expiration

3. Process becomes obsolete

3. Brand 1. Erosion

2. Collapse

4. Competitor 1. Emerging global rivals

2. Gradual market-share gainer

3. One-of-a-kind competitor

5. Customer 1. Customer priority shift

2. Increasing customer power

3. Over reliance on a few customers

6. Project 1. R&D failure

2. IT failure

3. Business development failure

4. Merger or acquisition failure

7. Stagnation 1. Flat or declining volume

2. Volume up, price down

3. Weak pipeline Adrian J. Slywotzky and John Drzik



PESTEL and Scenarios

Scenario 1 Scenario 2 Scenario 3

Political

Economic

Social

Technology

Environment

Legal



Macro TNA: Who Do What

by When?

Competency

(Training

Needs)

Who Reference When



Macro TNA: Who Do What

by When?

Competency

(Training

Needs)

Who Reference When

Basel III Finance BS3 doc Q2 2014

A&P strategy Marketing A&P modules Q1 2014

New OSHA

93150.12 std

OSHA OSHA

circular

4/2013

Q3 2014



Micro TNA



TNA and the HOD’s Role



What’s the Difference?

Performance Appraisal




What’s the Difference?

Month 1

Performance

Planning

Month 12

Performance

Appraisal

Month 2-11

?



What is the OBJECTIVE of a


System?

• What is the ultimate objective of a Performance

Management System?

• ‘Performance’ – achievement,

• ‘Management’ – controllable, improvement

• ‘System’ – predictable outcome, autorun

Summary?

• A Predictable process to Improve Controllable

Achievements



What’s In Between Planning

and Execution?

Succession Planning (Business

Continuity)

Talent Management

Differentiation

Performance Management System

Budgeting + Planning

KPIs

BSC

Business Model



What is the OBJECTIVE?

Succession Planning (Business

Continuity)

Talent Management

Differentiation

Performance Management System

Budgeting + Planning

BSC and KPIs

Strategy

Business Model

Business Strategy

Execution

Talent

Management



Intro

• Performance Management

System = Business Plan

Implementation

• Succession Planning = Business

Continuity Planning

• Talent Management = Sustainable

Business Performance

Management



Why T&D?

Performance

Management Development

Motivation

Selection

Evaluation



Talent Segmentation

Group I

(Talent Pool)

2

3

4

5

PE

RF

OR

MA

NC

E

2 3 4 5

POTENTIAL • Identify



Employee Differentiation

Group I

(Talent Pool)

Group II

( Potential)

Group III

( Performance)

Group IV

(Counseling)

2 3 4 5

2

3

4

5

PE

RF

OR

MA

NC

E




Selection and

Identification

PERFORMANCE

APPRAISAL 1. Results

2. Behavior

3. Special

Contributions



Selection and

Identification

POTENTIAL

EVALUATION 1. Capacity

2. Competencies

3. Culture



Selection and

Identification

POTENTIAL

EVALUATION 1. Capacity

Learn

Next Level

Ambition



Selection and

Identification

POTENTIAL

EVALUATION 2. Competencies

Competent

Reliable/Consistent

Pressure



Selection and

Identification

POTENTIAL

EVALUATION 3. Culture

Demonstrate

Improve

Influence



Exercise

Define ‘Performance’

Define ‘Potential’



Exercise

• Exercise:

1.Factors for Performance Appraisal

2.Factors for Potential Appraisal



Revision: Results

Description

Key Result Key Activities Competency Level

1. 1.

2.

3.

4.

2. 1.

2.

3.

4.

3. 1.

2.

3.

4.

4. 1.

2.

3.

4.



•Competency - Knowledge

- Skills - Experience

•Problem solving - Complex

- Type of problems

- Special Problems

•Responsibility - Authority

- Success/Failure - Freedom to act

Pay for Job



Action Plan: Organization

Talent Development



Employee Differentiation

Group I

(Talent Pool)

Group II

( Potential)

Group III

( Performance)

Group IV

(Counseling)

2 3 4 5

2

3

4

5

PE

RF

OR

MA

NC

E




Core Competency

Analysis



Mager & Pipe



Most Common Desperate

Performance Improvement

methods

1. Send for more Training

2. Enforce more Incentives (positive/negative)





Sample Staff

Development Plan



TRAINING METHODOLOGIES AND

HOW TO SUCCESSFULLY

USE EACH OF THEM



COMPETENCIES



Position: Secretary Responsibilities +

Tasks + Activities

Personal Competencies Differentiating

Competencies

The Job

Person Characteristics The Superior Performer

•Typing

•Manages

communications

•Keeps short-hand

notes

•Makes

appointments

•Uses the computer

•Filing

•Takes minutes

•Follow-up

•Makes coffee

•Keeps secrets

•Drafts letter

•Screens calls

•Pleasant

•Accurate

•Is able to take notes

on shorthand and

typing memo effectively

•Presentable

•Appearance

•Behaviours

•Good manners

•Courteous

•Diligent

•Proactive

•Initiative

•Independent

•Integrity (trust)

•Creative

•Resourcefulness

•Always excel

•Unwavering

dedication and

commitment

•Ability to make simple

decisions

•Sensitive to people

•Positive attitude





Competencies



The appointment of a Senior

Manager - an illustration

This model provides clarity on job related competencies.

Selection criteria of the

past

MBA

10 yrs work experience

I am an expert

I have to gain

respect of others

Aggressive or

submissive

• Personal

Aggrandizement

• Excessive use of

position power

(status & authority)

Present Selection

Criteria

Selection Criteria for the

Future

MBA

10 yrs work experience

I am able to help others

in doing things right

I enjoy contributing as a

team player to what is

right

Positive and

proactive

•Achievement &

social power

•Use of technical

knowledge &

power of

persuasion

MBA

Less than10 yrs work

experience

I can get others to agree

on what is right

I enjoy having to get

others to determine

what is right

Positive, enthusiastic

and proactive

Resourceful power

(persuasion,

influencing,

reasoning, concern

for personal

impact)

Knowledge

Skills

Self Concept

Social Role

Traits

Motive



Skills &

Knowledge

Social Role

Self Concept

Traits

Motive

Job vs Person Match:

District Engineer Mr. A Ms. B

M.Eng.10 years as

an engineer in

Tech.Jobs.

M.Eng.10 years as an

engineer in Tech.jobs

I like to help my

team achieve.

I like to learn new

things

Proactive

I want to do better

I’ll help if I am

asked

I am an

expert

Aggressive

I told them what is

right



Skills &

Knowledge

Social Role

Self Concept

Traits

Motive

Job vs Person Match:

Room Sales person Ms. A Ms. B

Diploma in Social

Sc. 5 years as an

Admin.clerk

Diploma in Social Sc.

5 years as as waitress

in a hotel

I like to meet

new people

I like to learn new

things

Assertive

I want to do better

I don’t like

injustice

I am always

unlucky

Aggressive

I told them

what is - right



Superstar Competency

Model

• Exercise: Develop Your Own “Superstar”

Competency Model




1. Initiative

2. Teamwork

3. Problem Solving

4. Leadership

5. Integrity

What’s the problem here?




Initiative

1. Minimize problems quickly without needing to

be asked

2. Seeks personal growth and professional self-

development

3. Doing more than is required/expected in a job

4. Seeks new and improved solutions and

approaches to completing assignments

5. Looks for opportunities to help others and team



• Exercise: Competency Dictionary

• (Refer to Workbook for examples)



Competency Standards

3 Meets behavioral standards consistently. Is a

good role model for others.

2 Meets behavioral standards some of the

time. Needs improvement.

1 Does not meet behavioral standards.

Require counseling or disciplinary actions.



Exercise: Competency

Standards



• The Specialist Career Ladder



Career Management

A professional of the past The new career professional

Where is my job

GM

Manager Manager

Asst Mgr Asst Mgr

Executiv

e

Seasoned

Professional

Senior Professional

Developing

Professional

Developmental

Executive

I need an

interesting career



SCL: Specialist Career

Ladder

Associate Specialist (2)

Specialist (4)

Consultant (4)

Principal Consultant (1)



SCL: Specialist Career Ladder

•Telco,

•Outsourcing,

•Aerospace,

•Biotech,

•Digital media,

•Animation,

•M&A

•Financial forensics Associate Specialist (2)

Specialist (4)

Consultant (4)

Principal Consultant (1)



SCL: Specialist Career

Ladder

General incentives &

privileges:

a. Extra monetary incentive

b. Official Specialist /

Consultant job title.

c. Higher external training

subsidy limit by company.

d. Tie-pin or pin

e. Certificate

f. Additional benefits

General qualifying/re-qualifying criteria:

a. Meet the competency criteria

b. Performance min B, PED

c. Min. 40 training hr/year

d. Physical contribution:

i Mentoring

ii Write-up

iii Speaking

iv Multimedia recording

v R&D publication / Thesis



Online or Classroom?



Virtual Goods…

$19.90



Gamification: Market Size



Gamification



Gamification

SPARX

Developer: University of Auckland

http://www.springwise.com/health_wellbeing/virtual-roleplaying-game-helps-teenagers-deal-depression/



1. SPARX (Smart, Positive, Active, Realistic, X-factor) thoughts, is a

3D fantasy roleplaying game that teaches young people with

mental health issues the skills they need to boost their confidence.

2. Developed by a team of specialists in treating adolescent

depression from the University of Auckand.

3. SPARX leads players through seven realms (each about 30

minutes long) that teach mental behavioral skills for battling

depression.

4. For example, in one level, gamers battle their way through a

swamp where they’re attacked by black, smoldering balls called

GNATS (Gloomy Negative Automatic Thoughts).

5. SPARX doesn’t require supervision and could help fill treatment

gaps, especially in underserved areas.

6. It’s also a private way for kids to get help when they may not want

to talk to an adult.

SPARX



Gamification



Gamification

Activities

Leader Board

(Ego/ Achievement)

Rewards (Satisfaction)

Community (Belonging)



DESIGNING EFFECTIVE TRAINING

PROGRAMS



Intro:

“Cow don’t drink water cannot

push cow head down”



Multiple Intelligences



Logical-Mathematical

OBJECTIVE

Spatial

Musical

Bodily-Kinesthetic

Interpersonal

Intrapersonal

Naturalist

Linguistic



Planning Questions: How can I use:

Logical-Mathematical numbers, calculations, logic,

Classifications, critical thinking Spatial visual aids, visualization,

Color, art, or metaphor

Musical Music, environmental Sounds, or set key points In a rhythmic or melodic

framework

Bodily-Kinesthetic Hands-on experience, involve

the whole body Interpersonal Peer sharing, cooperative Learning, large-group

simulation

Intrapersonal Personal feelings, memories,

Or give students choices

Naturalist Living things, natural Phenomena, ecological awareness

Linguistic Spoken or

written word



Training Design

Checklist



The Evolution of Training

in a Learning

Organization



ON THE JOB TRAINING AND

COACHING - HOW TRAINING &

DEVELOPMENT MANAGERS CAN

HELP



Employee Induction



Sample OJT Form



Coaching



Coaching & Counseling

Month 1

Performance

Planning

Month 12

Performance

Appraisal

Month 2-11

?



Why Coaching? Performance management process

Phase II : Performance coaching

Phase I

Performance Planning Process

Employee works on critical gaols

and demonstrates competencies

Manager

gathers data on

performance

Manager

provides informal coaching

Manager and

employee conduct periodic

results review

Employee monitors own progress

From customers, team members and the employee

From records, reports and any other written documentation

From observation

Are critical

goals current

Are results satisfactory

Manager provides

recognition

Employee

continue to work on critical goals

and demonstrates competencies

Manager

continues to provide on-

going informal coaching

Manager and employee add,

delete or update critical

goals or competencies

Manager provides

corrective feedback and manager and

employee agree on steps for

improvement

yes yes

No No



EVALUATION OF TRAINING &

DEVELOPMENT PROGRAMS



Kirkpatrick’s 4 Levels of

Evaluation

• Level 1 - Reaction

• Level 2 - Learning

• Level 3 - Behavioral Results

– (A) Observable (skills)

– (B) Non-Observable (attitudes)

• Level 4 - Organizational Results



If you want to know …

• Did participants like the

program?

• Did participants learn the

content intended?

• Are they applying skills

and behaviors taught?

• Are they applying non-

observable outcomes to

the job?

• Has there been any

impact on the

organization?

• Level 1

• Level 2

• Level 3 (A)

• Level 3 (B)

• Level 4

Then you must

ask at this level….



What do you want to find out

with Level 1 questions?

• Did the program meet the expectations of

trainees?

l What aspects were most helpful? Interesting? Informative?

l What aspects were least helpful, interesting, or informative?

l What were participants’ reactions to the program’s design?

Pacing? Materials? Precourse work? Instructor?

l Do people intend to use what they have learned? How?

l What barriers, if any, do people believe will inhibit their ability to

use what they have learned?



Level 2 - Evaluating

Learning

• Measures knowledge, skills, and attitudes

• Use a control group, if practical

• Pre-test can serve as a needs assessment

• Strive for 100% response on questionnaires



Knowledge Tests

• Essay or open-ended answer tests tests

• Write in or short answer tests

• Binary true-false tests

• Multiple choice tests



Competency Demonstrations:

Testing for Skill

• Learners are demonstrate competencies while

being observed by a trained evaluator.

• Can use simulations or demonstrations can be

part of the learning activity (role plays, etc)

• Need consistency in observers; multiple

observers need to be trained



Level 3 Focuses on Transfer: Are

They Using What They Learned?

• Affective outcomes focus on attitudes, values,

and beliefs of learners

• Cognitive outcomes are the concepts, principles,

and knowledge used on the job

• Behavioral or skill outcomes address what

learners are able to do that can be observed by

others



Decisions in Evaluating

Level 3 - Behavior

• When to evaluate

• How often to evaluate

• How to evaluate

• Costs vs. Benefits: When is it worth evaluating at

Levels 3 & 4?



Guidelines for Level 3

Evaluations

• Use a control group if practical

• Allow time for behavior change to take place

• Evaluate before and after program

• Survey / interview at least one or more:

– Trainees

– Immediate supervisors

– Trainees’ direct reports



Behavior Change without

Reinforcement



Example of Reinforced Behavior

Measured 3 to 6 Months after

Training



Evaluating Behavior:

Questions to Ask

• Ask if trainees if they are doing anything

differently on the job as a result of training?

• If so, ask them to describe

• If not, ask why

• Explore effects of management support,

organizational barriers, etc



Level 4 Questions: What’s

the Organizational Impact?

• How much did quality improve?

• How much did productivity increase?

• How much did did we save or prevent?

(accidents, turnover, wasted time, etc)

• What tangible benefits has the organization

seen from the money spent on training?



Evaluating Results - Level 4

• Look for evidence, not proof

• Use a control group, if possible, to isolate the

effects of training

• Measure before and after the program

• Repeat measurement at appropriate times

• Consider cost vs. benefits

– Not as expensive as Level 3 to collect

– Organizational data often available



Four Major Categories

of Hard Data

• Output increases

– Units produced, items sold or assembled

– Students graduated, patients visited, applications

processed

• Quality improvement

– Scrap, rework, rejects, error rates, complaints

• Cost savings

– Unit costs, overhead, operating, program costs

• Time savings

– Cycle time, overtime, equipment downtime



Categories of Soft Data

• Work habits

– Absenteeism, tardiness, communication breakdowns,

first aid treatments

• Climate

– Turnover, discrimination charges, job satisfaction,

number of grievances

• New skills

– Decisions made, problems solved, grievances

resolved,intention to use new skills, frequency of use

of new skills, importance of new skills



Categories of Soft Data,

con’t

• Development

– Number promotions, pay increases, training programs

attended, PA ratings

• Satisfaction

– Favorable reactions, attitude changes, increased

confidence, customer satisfaction

• Initiative

– Successful completion of new projects, number of

suggestions implemented, new ideas implemented



Sources of Data

• Organizational Performance Records

• Participants

• Supervisors of Participants

• Direct Reports of Participants

• Team / Peer Groups

• Internal or External evaluators as observers



T&D Effectiveness: How

does it look like?

1. Innovation

2. Open discussions

3. Admission of

mistakes

4. Integrated problem

solving

5. Dissatisfaction with

self

6. A lot of questions

7. More vocal and

demanding

8. Sharing

9. Maturity of leaders

10.Keep on changing

even if painful

11.Documentation of

lessons learned

12.A lot of projects



T&D Effectiveness: How

does it look like?

13.Read more

14.Training participation

15.Process improvements

16.Concern for Customers

17.Self confidence

18.Run out of Positions to promote

19.More Headhunting victims

20.Less dependent on

external Trainers

21.Increased

participation in

projects

22.Improved

productivity

23.Mentoring

24.Training Dept and

Consultants become

less important



T&D Reporting Examples



THE TALENT WARS



Business Today…

13th April 2009

•Two Domino’s employees

•YouTube

•Apology from Domino’s after

48 hours

•1 million hits

•Twitter: questions on silence

•LinkedIn: suggestions by users

in forum

BusinessWeek, May 4, 2009



Domino’s Malaysia:

GPS Tracker



THE BATTLE FOR TALENT

Staff Attraction & Retention



Intro:

“Cow don’t drink water cannot

push cow head down”



Question: Talent

Management for Who?

Excellent

Very Good

Average

Not Good

Commit Suicide



Before we start…

1. Who designs your Talent

Management programs?

2. Are you in the Talent Pool?

3. Do you qualify?

4. “It takes a crook to catch a crook”



Talent Segmentation

• Who are your Talents?

: A Talent for others does not

mean a Talent for you



Talent Segment Targeting

• Unwanted by big MNCs

• Small companies

• Boring Environment

• No Growth/Learning

• No MBA

• Passion, Values, IQ (streetsmart)

• Appreciate Chaos

• Multitask

• Passion to Learn



Talent Segmentation

Group I

(Talent Pool)

2

3

4

5

PE

RF

OR

MA

NC

E

2 3 4 5




Talent Segmentation

Group I

(Talent Pool)

Group II

( Potential)

Group III

( Performance)

Group IV

(Counseling)

2 3 4 5

2

3

4

5

PE

RF

OR

MA

NC

E




Retention

Retention

Experience Swing Ex

Oppose



Retention 1: Experience

Loyalty = Experience vs. Expectations

Solution Strategy: Talent

Management Plan



Loyalty 1: Experience

• Talent

Management Plan

Philosophy

OJT, Mentoring,

Big-5, LP, PDP,

SDP, Projects,

P/P Grid, SP Table,

PDP, Premium,

Q12, C&B, ACDP, SCL,

Transfers, Events, Recognition

P/P Grid, Q12,

PA, SDP, SP

Development

Motivation

Selection

Evaluation



Loyalty 2: Swing

Loyalty = Best alternative at the current

moment until I find another alternative

Solution Strategy: Improve your

Talent Management Plan, Try Your

Best, or Live with It



Loyalty 2: Swing

Swing Talents are “loyal” because:

• Individual Relationships

• Convenience (at that point in time)

• Contractually tied-up

• Direct Incentives*

• No better alternative

• Subordinates

• No known alternative

• CV friendly



Post-Recession

Retention

Experience Swing Ex

Oppose

Post-Recession



Swing Loyalty: Try Your

Best…

1. Over Promote

2. Loans

3. Spot Bonuses

4. Block recruiters

5. The Spouse

6. Toys

7. Glorified Titles

8. Forced Ambassador

9. “Position” the

competition

10.Sell the Dream

11.Give them a Best

Friend

12.Internal Trainer



Training Top 100



T&D Strategic Review



Demographic Segmentation

- General

Veterans (Pre-Boomers)

1934-1945

Boomers

1945-1960

Gen X (Cusper, Buster)

1960 - 1980

Gen Y

(Millennials, Netster)

1980+



Gen-Y



Demographic Segmentation

- others

1. Women, Working Mothers

2. Youtube generation

3. Working retired

4. Social Activists

5. Work/Life balancers

6. Industry (ICT, Advertising, Engineer,

Accounting, Lawyer, etc.)



End Notes

The end of the Beginning



Sample: C.L.O. Job

Description

1. Create access to training whenever and wherever

employees need it

2. Make learning an inherent part of jobs

3. Breakdown knowledge-sharing barriers

4. Create learning opportunities

5. Ensure workforce has information and skills to move

company forward

6. Sourcing and injecting new ideas from outside

7. Make people independent through self-sustaining

systems

8. Push learning initiatives that have financial impact

9. Create sharing and collaboration platforms



Personal: How about me?

1. Get invited to multi disciplinary committees

2. Invite other disciplines into your teams & meetings

3. Find a Mentor & shadow him everywhere

4. Read broad based books, magazines

5. Study the company’s business plan

6. Write down how the work you do supports those plans

7. Volunteer to serve on a strategic planning committee or

task force.

8. Read more Case Studies

9. Attend more courses



Personal: How does it look

like?

• “Be careful of using ROI to measure

the effectiveness of LC”

Strategy

CEO

Pfizer Importance

of T&D



Revision: How does it look

like?

Moral of the story…

1. Innovation:

– Business models

– Products

– Services

2. Market Leadership

3. Competitive differentiation



Don’t forget…

“The business of business

is Business, not

Training”


Thank You.

soft copy of slides: http://totallyunrelatedrandomanddebatable.

blogspot.com/