HR and OD Strategies for Business Sustainability
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Transcript of HR and OD Strategies for Business Sustainability
Company
LOGOHR Driven Business Sustainability Development
Objectives
A. Provides Direction and Strategy Framework
B. Equips Employees
C. Enhances Employee Engagement
D. Drive productivity and innovation
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Contents
A. Long Term Business Sustainability
B. Organization Development
C. Process Improvement
D. Talent Development
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Business Results
Organization Development
Process Improvement
Talent Development
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A. Business Sustainability
A. Long Term Business Sustainability
Strategy Execution Culture Structure Talent Leadership Innovation Mergers and acquisitions
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)
DiagnosisStrengths Next Area
ImprovementSolutions Results
Strategies
Execution
Innovation
Organization
Culture
Leadership
Talent
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High Performance Model
Process Development
Organisation Development
TalentDevelopment
ProductivityProfitTalentCulture
Strategy ManagementCorporate Culture Effective Org Structure
Talent and Leadership
ProductivityInnovation
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Developmental Phases
Strategy Management Strategy Management
Lean Productivity Improvement Lean Productivity Improvement
1st Year 2nd year 3rd year 4th Year 5th Year
Account ManagementAccount Management
Leadership DevelopmentLeadership Development
InnovationInnovation
HiPo DevelopmentHiPo Development
CoachingCoaching
Career DevelopmentCareer Development
TWITWI
EngagementEngagement
Team BondingTeam Bonding
STRATEGY MANAGEMENT, TEAM BONDING, COACHING, ENGAGEMENT
B. Organization Development
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STRATEGY MANAGEMENT, TEAM BONDING, COACHING, ENGAGEMENT
C. Process Improvement
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STRATEGY MANAGEMENT, TEAM BONDING, COACHING, ENGAGEMENT
D. Talent Management
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ScopeSystem Training Consulting Outcomes
Strategies Corporate Strategies – formulation, communicate and review
Strategic Training and Planning
Facilitate Strategy Planning and review
Accomplishes Corporate and Department Strategies and Goals
ScopeSystem Training Consulting Outcomes
Culture Coaching Culture
Engagement Culture – WIFI Model
Team Culture
Coaching Program
Team Bonding
Coaching follow-up
Engagement Survey and Analysis
Train-the-trainer
Improve employee performance 10-20%
Understand and improve engagement .50% lower staff turnover; 38% productivity:56% Customer loyalty; 27% Profitability
Bonding team to reduce conflict and increase loyalty to organization
ScopeSystem Training Consulting Outcomes
Execution Lean Productivity Lean ManufacturingTraining ( 3 options)
Lean Assessment
Consulting or leading projects
Continuous ImprovementCulture
Lean Quarterly Review
Productivity Improvement 30%
Reduced Inventory and cycle time by 50%
Reduced labour-hours by over 25%
ScopeSystem Training Consulting Outcomes
Execution Account Management
Operator Training and Engagement(Training Within Industry)
Business Development Workshop (1-2D)
TWI (6 Days) –
Job InstructionJob MethodJob Relations
Training Manual
Job Analysis
Improve of Sales from 10% to 25%
Reduced training time by 25% or more
Reduced scrap/rework by at least 25%
Reduced grievances by more than 25%
DiagnosisSystem Training Consulting Outcomes
Innovation Innovation Culture
Lean Innovation Training
Projects
DiagnosisSystem Training Consulting Outcomes
Leadership Leadership Development
Senior Leadership Development
Leadership Dev Phase 1
Leadership Dev Phase 2
Senior Leadership Phase 1
Executive Coaching
Higher Productivity and engagement
Talent HiPO Development
Career Development
Junior Manager Phase 2, 3 and 4
Various Soft Skills
Executive Coaching
Higher Productivity and engagement
Tools: Management Competencies
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Team of Experts
• Turn Around Expert: Dr Yulin
(Asia Pacific Turn Around Solution
provider from Dell)• Profitable and Productivity Expert: Ramesh
Victor (Global Lean Enterprise Solution Providers from Seagate)
• People and Leadership Expert: Laurence Yap (Asia Pacific Organization and People Development Experts from Ebay)
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Development Components
C. Organization Development C. Organization Development
A. Leadership Development A. Leadership Development
3. Clear Strategy Alignment and review4.Effective Operational Execution through systemic process5.Develop Innovation and continuous improvement culture6.Build and maintain a fast and flexible organization structure7.Develop Performance Driven Culture
2. Build leadership pipelines: HiPo, Succession Planning, Sr leadership Development
1. Develop Employees and Management CompetenciesA. A.
• A Fortune Magazine study suggested that 70% of 10 CEOs who fail do so not because of bad strategy, but because of bad execution. (Source: Why CEOs Fail - R Charan & G Colvin, Fortune Magazine, 21 Jun 1999.)
• In another study of 200 companies in the Times 1000, 80% of directors said they had the right strategies but only 14% thought they were implementing them well
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Driven by HR
People and Leadership Development - Trg Management Skills Dev People and Leadership Development - Trg Management Skills Dev
Strategy Management - HR/Trg: Facilitation – Com - ReviewStrategy Management - HR/Trg: Facilitation – Com - Review
Profit and Productivity Improvement: Trg: Action learning Profit and Productivity Improvement: Trg: Action learning
1st Year 2nd year 3rd year 4th Year 5th Year
Customer Service Trg: Action learningCustomer Service Trg: Action learning
Succession Planning – HR: Review – Dev - EvaluateSuccession Planning – HR: Review – Dev - Evaluate
Innovation Trg: Action LearningInnovation Trg: Action Learning
HiPo Development – HR: selection, review, dev, evaHiPo Development – HR: selection, review, dev, eva
Performance Management: HR: Review- Career Dev Performance Management: HR: Review- Career Dev
Organization Structure: HR: ReviewOrganization Structure: HR: Review
Employee Engagement – HR: Survey-Anaysis-ActionEmployee Engagement – HR: Survey-Anaysis-Action
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Benefits
People and Leadership Development - Engagement & Contribution People and Leadership Development - Engagement & Contribution
Strategy Management - Clear Direction, Alignment and SynergyStrategy Management - Clear Direction, Alignment and Synergy
Profit and Productivity Improvement: Profit , Effective & EfficiencyProfit and Productivity Improvement: Profit , Effective & Efficiency
1st Year 2nd year 3rd year 4th Year 5th Year
Customer Service : Business Growth & brand reputationCustomer Service : Business Growth & brand reputation
Succession Planning – Leadersahip ContinuitySuccession Planning – Leadersahip Continuity
Innovation: Profit, organization renewal & market share Innovation: Profit, organization renewal & market share
HiPo Development – Retention HiPo Development – Retention
Performance Management: Performance Improvement & RetentionPerformance Management: Performance Improvement & Retention
Organization Structure: Effective ExecutionOrganization Structure: Effective Execution
Employee Engagement - Productivity , Profitable & Turnover Employee Engagement - Productivity , Profitable & Turnover
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B. People, Talent and Leadership
Process
• Link Management competencies to corporate behaviors or values
• Select Management Competencies in four management levels
• Within each management competencies, refine behaviors needed
• Use newly development management competencies for hiring, development and appraisal
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Tools: Management Competencies
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Behaviors and Management
Individual Management
Focus on self-awareness and
learning (7)
Focus on Self Awareness and Learning recognizes how our behaviors affect those around us. We must
accurately assess our own strengths and weaknesses and take action to improve.
•Listen and accept feedback for improvement as a message that others care about your safety.•Accept feedback and demonstrate commitment to modify behaviors based upon it. •Keep emotions from interfering with performance and objectivity.•Push yourself outside of your individual comfort zones in order to learn and grow. •Learn from personal successes and failures, as well as from those of others. -
Communicate effectively (5)
providing timely and concise information to others, and using clear and thoughtful oral and written communications to influence, negotiate, and collaborate effectively. Leaders and associates need to appreciate that effective communication is about listening and being listened to, but is not always about being in agreement.
•Simplify complex issues whenever possible.•Write and speak clearly and succinctly. •Anticipate the informational needs of diverse audiences. •Use the most effective means or technology to provide information to people around the globe
Be an integrative thinker (3)
requires decisiveness and taking action by applying intuition, experience, and judgment to the data available. We should demonstrate the ability to assimilate various and conflicting information or opinions into a well-considered decision. We should understand the implications of individual actions or recommendations on other markets, processes, and functions
•Each day make safety an integral part of your routine. Never perform a task unless it can be done safely.•Connect experiences, observations, and seemingly unrelated bits of information to see patterns and draw conclusions not readily apparent to others.•Use information, judgment, and logic to understand a problem or situation and assess it carefully before acting.•Be able to identify and address the critical issues in a complex situation.•Give appropriate weight and balance to different pieces of information.•Identify the part of the business value chain that is affected by a particular decision or action, diagnose the situation, and prioritize what needs to be done and who needs to be involved.•Think strategically and critically on multiple levels while gathering, analyzing, and synthesizing globally relevant data.•Balance seemingly conflicting goals and do well at executing both (i.e., innovation and dependability, clear goals and flexible strategies, quality and speed).
Exemplify technical and functional excellence (2)
being capable and effective in a particular area of expertise. We should remain aware of advances and current thinking in our fields and look for ways to apply the latest technologies to our work
•Form opinions and conclusions that are technically sound. •Increase technical or functional knowledge through education.•Understand, promote, and utilize TOC, Six Sigma, and continuous improvement tools to solve problems and improve processes.(back to top)
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1. Knowing and Managing Yourself
Emotional Intelligence/Self-AwarenessSelf-ConfidenceSelf-DevelopmentBuilding Trust and Personal AccountabilityResilience and Stress ToleranceAction OrientationTime ManagementFlexibility and AgilityCritical and Analytical ThinkingCreative Thinking
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2. Knowing and Managing Others
Oral Communication Written Communication Valuing Diversity Building Teams Networking Building Relationships Partnering Emotional Intelligence/Interpersonal Savvy
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Influencing Managing Conflict Managing People for Performance Clarifying Roles and Accountabilities Delegating Empowering Others Motivating Others Developing Top Talent
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3. Knowing and Managing Others
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Developmental Phases
People and Leadership Development People and Leadership Development
Strategy Management Strategy Management
Profit and Productivity Improvement Profit and Productivity Improvement
1st Year 2nd year 3rd year 4th Year 5th Year
Customer ServiceCustomer Service
Succession PlanningSuccession Planning
InnovationInnovation
HiPo DevelopmentHiPo Development
Performance ManagementPerformance Management
Organization StructureOrganization Structure
Employee EngagementEmployee Engagement
ImplemenatationQ1 Q2 Q3 Q4 Q1
People and management competencies
Select competencies
Leadership trgEmployee trg
Recruitment criteria
Performance Appraisal
Leadership trgEmployee trg
Leadership trgEmployee tr
Hi Po Selection(2nd year)
Potencies definition and process
Talent selection and review
Training and coaching
Project and coaching
Evaluation and Next Action
Succession Planning(2nd Year)
Process Survey, Pipeline strength
EvaluationExecutive Coaching70/20/10
Training
Employee Engagement
Measurement and survey
Diagnosis and discussion
Assignment Assignment Review
Leadership Dev
Talent
34 C. Strategy Management
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D. Productivity, Performance and Innovation Growth
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E. Customer Service
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F. Org Structure and Performance Management
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Developmental Phases
People and Leadership Development People and Leadership Development
Strategy Management Strategy Management
Profit and Productivity Improvement Profit and Productivity Improvement
1st Year 2nd year 3rd year 4th Year 5th Year
Customer ServiceCustomer Service
Succession PlanningSuccession Planning
InnovationInnovation
HiPo DevelopmentHiPo Development
Performance ManagementPerformance Management
Organization StructureOrganization Structure
Employee EngagementEmployee Engagement
Contents
A. Big Pictures for Sustainability Objectives, Focuses, Development Phases and Diagnosis
B. People, Talent Leadership
C. Strategy Management
D. Productivity, Performance and Innovation
Growth
E. Customer Service
F. Org Structure and Performance Management
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Company
LOGO
B1. Focus and Timelines
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3 Components
People Development
Corporate CultureTEXT
Employee Engagement
*Foundation (Values, Leadership and People Behaviors)
People and Management Dev
Focus
Focuses onA.Management Competencies: Managing Self, Managing People, Managing Business
(360 degree or level 3 survey)
B. Tlnt Mngmnt
Development
C. Engagement Culture
(Attrition and engagement rates)
D. Develop Corporate Culture and Foundation
(Values and Behaviors)
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Foundation
Linking Values, Leadership and Employee Behaviors to training, hiring and performance appraisal
•Values (Safety First, Integrity, Customer Service etc)• Leadership Behaviors (Build team, Empower employees, Focus on Issues) •Employee Behaviors (Team Player, Work Extra Miles, Contribute positively)
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Leadership Practices
Model the Way
Encouraging the Heart
Leadership Practices
Enable Others to Act
Challenge the Process
Develop a Shared Vision
Company
LOGO
B1. Focus and Timelines
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Time Line: Year One
DiagnosisDiagnosis
Training and Dev for People and Mgm( Cont)Training and Dev for People and Mgm( Cont)
OD Interventions: Culture/Engagement (cont’)OD Interventions: Culture/Engagement (cont’)
4th Q 1st Q 2nd Q 3rd Q 4th Q
Coaching (Cont’)Coaching (Cont’)
Engagement, Corporate Culture, Competencies, Foundation*, Strategies
Senior Mgm DevSenior Mgm Dev
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Timeline: Year Two to Five
Training and Dev for People and Mgm( Cont)Training and Dev for People and Mgm( Cont)
OD Interventions: Culture/Engagement (cont’)OD Interventions: Culture/Engagement (cont’)
1st Year 2nd Year 3rd Year 4th Year 5th Year
Coaching (Cont’)Coaching (Cont’)
Senior Mgm Dev (Strategy, bencmarking etc)Senior Mgm Dev (Strategy, bencmarking etc)
Team Dev (Bonding, Conflict, Colaboration)Team Dev (Bonding, Conflict, Colaboration)
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3 Components
People Development
Corporate CultureTEXT
Employee Engagement
*Foundation (Values, Leadership and People Behaviors)
People and Management Dev
Company
LOGO
B2. Methods, Measurement and Tools
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B2: Measurements
People Development
Corporate Culture30% improvement In desirable cultural development
TEXT
Employee Engagement30% improvement in Engagement Surveyannually
Foundation (Values, Leadership and People Behaviors)
People and Management Dev
40% gain inLearning (Level 2) and Competencies
(Level 3)
Results
Results•Measurement of Expected Results- 30% increase
(determine by management team)•Attrition Rates – reduced 30% if they walk the talk
•Engagement Rates – Increase 30% (Gallup Q12 or WIFI Model)
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B3: Tools and Methodologies
People Development
Corporate CultureCompeting Values Model
McKinsey 7S Model Human Performance Model
Survey, Training, OD Intervention,
Facilitation TEXT
Employee EngagementGallup Q12 Model,
Saratoga Institute ModelMcKinsey 7S Model
Survey, Training, OD Intervention,
Facilitation, Engagement and Attrition Rates
Foundation (Values, Leadership and People Behaviors)
People and Management DevAMA Management
Model Training, Executive
Coaching, 360 survey
Methods
Methods•Training on people and management •Executive Coaching•360 degree on leadership behaviors •Engagement and Attrition Survey
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Tools: Human Performance Enhancement
Tools: Management Competencies
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STRATEGYSTRATEGY
HARD ELEMENTS
SOFT ELEMENTS
TRUST WORTHY
. . The system is The system is described based
described based on McKinsey’s 7S on McKinsey’s 7S framework framework
STRUCTURESTRUCTURE
SYSTEMSSYSTEMS
GOALSGOALS
STAFFSTAFF(Team)(Team)
STYLESTYLE
SKILLSSKILLS
Tools: McKinsey 7S
7S 7S FRAMEWORKFRAMEWORK THE SYSTEM COMPONENTSTHE SYSTEM COMPONENTS
SYSTEM 6S TWI KAIZENWORLD CLASS SUPERVISOR
STYLE
• Learn-Do-Maintain and improve
• Learn-Do-Maintain and improve
• Focused Cyclical improvement on Constraint and Value Stream
• Proactive management of shop-floor cultures and performance
SKILLS
- 5S- Safety Near
Miss - Self audit and
workplace improvement skills
- 6S activity facilitation skills
- Effective training method
- Shop floor problem solving
- Job method standardization skills
- Employee engagement skills
- Employee relations skills
- Value Stream mapping
- Waste Elimination- Lean Tools: Quick
Changeover, Pokayoke, Equipment Improvement (TPM), Kanbans and Inventory Management
- Constraint Management
- Daily Proactive planning skill
- Time management
- Performance monitoring
- Employee Engagement skills
- Audit and improvement skills
7S 7S FRAMEWORKFRAMEWORK THE SYSTEM COMPONENTSTHE SYSTEM COMPONENTS
SYSTEM 6S TWI KAIZENWORLD CLASS SUPERVISOR
GOALS
• 100% Safety compliance
• Uncluttered and clean Work space
• Employee Engagement
• 100% Employee Engagement
• Autonomous employee management skills
• Increasing Employee commitment & Passion
• Constraint Management
• Waste Elimination
• Productivity & Quality improvement
• Continuous Improvement Culture
• Consistent Shop-floor performance to standards and targets
• Employee Engagement
• Safe Work Environment
STRUCTURE
• Shop-Floor Daily 10 to 15 mins 6S activity – Red tagging
• Weekly 6S improvement activities
• Daily audits• Monthly
involvement by management in 6S activity and cleaning
• Supervisor/Engineer trains using TWI Learn-Do-Coaching method
• Daily/Weekly involvement by operators in Job Method improvement
• Daily supervisor-employee interaction
• 6 months once value stream map created
• Waste (Non Value Adds) elimination
• Identifying and managing Constraints
• Equipment improvement
• Inventory management
• Supervisor uses the daily supervisor checklist to proactively manage shop floor
7S 7S FRAMEWORKFRAMEWORK THE SYSTEM COMPONENTSTHE SYSTEM COMPONENTS
SYSTEM 6S TWI KAIZENWORLD CLASS SUPERVISOR
STAFF
Supervisor, Leader, Engineer, Technicians & Operators.
Supervisor, Leader, Engineer, Technicians & Operators
Manager, Engineers, Supervisor, Selected operators/technicians
Supervisors, Technicians, Engineers, Operators
STRATEGY
• Shop-Floor personnel implement, monitor and maintain the system
• Management reviews, involves periodically and shows sponsorship
• Shop-floor supervisors /Technicians/Engineers and operators involve in Job Training, Improvement & monitoring
• Department Management reviews periodically and shows sponsorship
• Managers, supervisors, engineers and selected operators/leaders will plot , improve value stream and mange constraints on a cyclical basis
• Top management review and show sponsorship
• Self motivated approach to meet daily KPI, Improve Performance and Engage Employees
Tools: Corporate Culture
• Each type of culture emphasis certain management competencies and practices
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Corporate Culture
• Using 25 questions to evaluate corporate cultures.
• Each culture has its emphasis on people and management development
• Determine the future direction of corporate culture
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Culture and People Development
Tools: Employee Engagement
• Gallup Q12
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C. People and Management Development Modules
Individual Contributor level
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Supervisor and Junior Manager
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Manager
72
Directors and Senior Managers
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Questions
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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
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.
Strategy
Whatever your strategy, whether it is low prices or innovative products,it will work if it is sharply defined, clearly communicated, and wellunderstood by employees, customers, partners, and investors.
• Build a strategy around a clear value proposition for the customer.
• Develop strategy from the outside in, based on what your customers, partners, and investors have to say—and how they behave—not on gut feel or instinct.
• Continually fine-tune your strategy based on changes in the marketplace—for example, a new technology, a social trend, a government regulation, or a competitor's breakaway product.
• Clearly communicate your strategy within the organization and to customers and other external stakeholders.
• Keep focused. Grow your core business, and beware the unfamiliar.
Major 4 Factors
1. Strategy: devise and maintain a clearly stated, focused strategy.
Execution
Develop and maintain flawless operational execution. Youmight not always delight your customers, but make surenever to disappoint them.
• Deliver products and services that consistently meet customers' expectations.
• Put decision-making authority close to the front lines so employees can react quickly to changing market conditions.
• Constantly strive to eliminate all forms of excess and waste; improve productivity at a rate that is roughly twice the industry average.
Major 4 Factors
2. Execution: develop and maintain flawless
operational execution.
Culture
Corporate culture advocates sometimes argue that if you can make thework fun, all else will follow. Our results suggest that holding highexpectations about performance matters a lot more.
• Inspire all managers and employees to do their best.
• Empower employees and managers to make independent decisions and to find ways to improve operations—including their own.
• Reward achievement with pay based on performance, but keep raising the performance bar.
• Pay psychological rewards in addition to financial ones.
• Create a challenging, satisfying work environment.
• Establish and abide by clear company values.
Major 4 Factors
3. Culture: develop and maintain a performance-oriented culture.
Structure
Managers spend hours agonizing over how to structuretheir organizations (by product, geography, customer, andso on). Winners show that what really counts is whetherstructure reduces bureaucracy and simplifies work.
• Simplify. Make your organization easy to work in and work with.
• Promote cooperation and the exchange of information across the whole company.
• Put your best people closest to the action.
• Establish systems for the seamless sharing of knowledge.
Major 4 Factors
4. Structure: build and maintain a fast, flexible, flat organization.
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
Talent
Winners hold on to talented employees and develop more.
Fill mid- and high-level jobs with outstanding internal talent whenever possible.
Create and maintain top-of-the-line training and development programs.
Design jobs that will intrigue and challenge your best performers.
Keep senior management actively involved in the selection and development of people.
Innovation
An agile company turns out innovative products andservices and anticipates disruptive events in an industryrather than reacting when it may already be too late.
• Relentlessly pursue disruptive technologies to develop innovative new products and services.
• Don't hesitate to cannibalize existing products.
• Apply new technologies to enhance all operating processes, not just those dedicated to designing new products and services.
Leadership
Choosing great chief executives can raise performancesignificantly.
Closely link the leadership team's pay to its performance.
Encourage management to strengthen its connectionswith people at all levels of the company.
Inspire management to hone its capacity to spot opportunities and problems early.
Appoint a board of directors whose members have a substantial stake in the company's success.
Mergers & Acquisitions
Internally generated growth is essential, but companies thatcan master mergers and acquisitions can also be winners.
• Enter new businesses that leverage existing customer relationships and complement core strengths.
• • When partnering, move into new businesses that make
the best use of both partners' talents.
• Develop a system for identifying, screening, and closing deals.