Laurence Yap M.A. Sr Manager of Learning and OD

Facilitation of Corporate Strategies Planning

Contents

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

A. Background of HRD

HRD is the integrated use of

training and learning, career development, and organization development to improve individual and organizational effectiveness

Patrician McLaren

Workscope

HRD = Developmental HR = Operational

Job Scope

HRDDepartment Structure

HRD

Training Administration

Human Capital

Frontline Employee

Technical Skills

Development

OD

Lean

HRDepartment Structure

HR

Compensation and Benefit

Recruitment

Indirect Recruitment

Employee Relations

Safety

Security

•Organization Development

Specialist – Succession Planning

•Performance Consultant

•Facilitator

•Frontline Employee

Developers

•Knowledge Management

•Nano Learning

•Learning Specialist

•Organization change

thru Lean Manufacturing

Nine Strategies

Focus on Performance Solution

Align to Corporate Objectives

BroadeningLearning Activities

Building Employee Branding

Invest in Strategic Learning

Leverage on our intellectual capital

Partnership with Different Business UnitCultivate Values and

Positive Culture

Speed up knowledge transfer

Consequences of Attachment

• HRM - HR Functions - constraints • COO – Operational Strategies • CEO – Business Strategies

B. Background of Strategy Planning

13

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

10/04/23 16© Marc Sniukas

18

Benefits of Facilitation

HRD act as Asst to SLT

Business Partner

HRD gathers info

Info Consolidator

HRD facilitates planning

Credibility

HRD Organizes and Plans events

Network

Facilitation Process of Strategy Planning

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

Facilitation Process of Strategy Planning• Stage 5 Strategy Communication

Meeting

• Stage 6 Alignment of Department Planning Meeting

• Stage 7 Quarterly Strategy Review Meeting

Stage 1 Engagement with CEO and COO

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.

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)

Major 4 Factors1. 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.

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

Stage 2 Pre Strategy Meeting

Pre-Strategy Meeting2010/2011

Do What Matters Most

DO WHAT MATTERS MOST

Current & Future Status

1st DayQuarterly 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

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

Assessment by External Consultant

4.00 – 6.00 Consultant Assessment

1. Subject Matter Expertise 2. Business Process3. Culture

2nd DayReview of Corporate Foundation

SWOT and PESTEL Analysis9.00 am – 2pm

- SWOT and PESTEL analysis

–SWOT and PESTEL Presentation– Group A (15mins)– Group B (15mins)– Group C (15mins)

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 –

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

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

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

Strategies Main Thing 2009

CSF 2009

Main Thing 2010

CSF 2010

Main Thing and Critical Success Factors2.00 am – 4pm

Main Thing Critical Success Factors

Stretch Goals Champions

50

Stage 3 Strategy Meeting

Human Knots

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

Theme of Strategy Planning

What Matters Most

Do What Matters Most

Vision, Mission

& Values

tStrategy Creation Change

Management

Implementation

STRATEGYIMPLEMENTATION

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Bu

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ess

Con

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Do What Matters Most

GROUP 1

GROUP 2 GROUP 4

GROUP 3

GROUPING

STAGE

Facilitator Role :HR Facilitator --Time Keeper & logistic support

Group Advisor Role :

a) To guide the team b) To offer advice c) Provide support.

rules

Team Roles

Identify roles :

1 Leader 2 Note Taker (laptop & Flipchart) 3 Presenters

Team Roles• Brainstorm Ideas -

strategies and tactics

• Select ideas

• Present strategies and tactics

fill up your template in excel template

Goal Alignment Structure Tree for Year

Critical Success Factors

ChampionStretch Goals

ChampionStrategies Tactics & Targets

sample

OutcomeStrategy Meeting

2

A. 2 Strategies; 6 Tactics

B. Prioritization Matrix

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.

BRAINSTORMING GROUND RULES

• No Criticism• Quantity is needed• Combine and improve on others• “Free wheeling “ welcome• Participate actively

Presenting Session

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

Stretching Exercise

Carsem Annual Strategy Meeting

2009

Stage 4 Prioritization Meeting

Meeting Process Flow

• Flowi. Compilation of Strategies ii. Summarized Strategies iii. Discussion & Decision making of Strategiesiv. Compilation of Tacticsv. Categorized Tactics vi. Discussion & Decision making of Tactics

• Review of Strategies & Tactics

Stage 5 Strategy Communication Meeting

Vision

Mission

CSF #1 Improve Profitability

CSF #2 Building Strong Reputation

CSF #3 Employee Engagement

Stage 6 Alignment of Department

Planning Meeting

Stage 7 Quarterly Strategy Review

Meeting

Traffic Light System

83

Challenges

Dealing with Senior High Business Acumen

Ability to Facilitate small and large groups

Presentation design

84

Challenges

Creative Event Management Video, Food, Games, fragrance

Strong Team Support

Able to deal with high level management

Summary

• Background – HRD and Strategy Planning

• Benefits of Facilitation• Facilitation Process of

Strategy Planning• Challenges of HRD• After Thoughts