Hyundai Kia Performance Consulting

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Performance Consulting

at Hyundai-Kia Motors:Linking Training andBusiness Results

Hyun-Suk KimHyundai Motor Company

Ronald L. Jacobs, Ph.D.

The Ohio State University

ASTD 2011 - M117May 23, 2011

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Session Introduction Hyundai-Kia HRD Center Business Challenge Performance Consulting Project HRD Solution Team & Projects Summary and Future Challenges Questions and Answers

Agenda

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Session Introduction

Partnership R&D project between a global corporation

(HKMC) and a university (OSU)

The process of improving HRD practice through scholarly

research and informed development practices (Jacobs,

1996; 1997).

Corporation provides the problem context and staff expertise University adapts theory, research, and practice to the context Together: corporation achieves goals and advances the field

Outcomes could not be achieved alone3


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The Workforce Development and Education graduate

program seeks to prepare advanced practitioners, leaders,

and scholars to address the following societal issues:

Prepare to enter or re-enter the workforce Undertake formal, informal, and non-formal learning

opportunities to improve workforce performance

Adapt to changes that affect workforce competitiveness Undergo life transitions related to workforce participation

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HMC Corporate Philosophy

Corporate

Philosophy

Realize the dream of mankind by creating a new future

through ingenious thinking and continuously

challenging new frontier

Customer Challenge Collaboration People GlobalityCoreValues

Vision

The Hyundai Motor Group aims to create ultimate value and

promote harmonious growth for all stakeholders through

eco-friendly management and respect for mankind.

Together for a better future

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HKMC HRD Center was established in 2003 by integratingthe training units at HMC and KMC.

Job-oriented training programs offered to employees whobelong to specific units such as R&D, production, and

maintenance.

For the structured training and professional developmentof our overseas employees, the Global Human ResourceDevelopment Standards (GHRDS) was established in

2007.

HKMC HRD Center

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HKMC HRD Center

Vision The Best HRD Engine Leading the Future Growth

Supporting global operations Contributing to business performance Building a boundary-free corporate culture Establishing the HRD Center as the corporate hub for

learning and developing competence

MissionDeveloping globally competitive talent that shares our

value and culture

Directions

For

2011

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Change was driven by leadership of the HRD Center

HKMC HRD Center Business

Challenge

The HRD Center should be a tool tohelp the organization achieve its

strategic objectives. Thus, HRD

programs must be linked to our business

performance.

Seong C. Lee, Ph.D.

Senior Executive Vice President

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Challenge

Transform Learning to Performance Improvement

Org. Issue HRD Response Org. Results

?

?

Mgt. competenceSenior executivesManagersStaff competence

Sales, production, R&D

Leadership Developmentprograms

S/K/A Development programs

Learning

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Do our training programs actually contribute to improvingperformance in our workplaces?

Are there ways of improving performance beyond the use oftraining alone?

Can our training programs be made more efficient andeffective?

Can we document our impacts of our work on theorganization?


Challenge

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The intent of the Project was to capacitate a pilot group ofHKMC HRD staff in using a performance consulting

process.

It was anticipated that the process will be disseminatedthroughout HKMC and be considered as a global standard

for the organization.

Performance Consulting Project

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A.Adapt current models of performance consulting andhuman performance technology to the HKMC context.

B.Provide a professional development program to HRD stafffocusing on the HKMC Performance Consulting Process.

C.Provide coaching and feedback support to HKMC HRDstaff in their initial use of the Process.

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D.Evaluate and recommend improvements to the HKMCPerformance Consulting Process.

E.Disseminate information about the experience and itsresults to both HRD practitioners and scholars.


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HKMC PC ModelPCFramework for performance ConsultingModels and processesPerformance consulting practice/feedback

HKMC ISD Model Competency based curriculumTraining design/Training transferPerformance support

Intervention ManualDiagnosis Tool

OD Framework and ProcessInterventions and Process FacilitationOrganization Diagnosis

Kick Off

(4/15, 2010)

1st PhaseProject(KOREA)

(4/15~6/19)

2st PhaseProject(OSU)

(7/5~9/10)

ConductProject

(9/13~11/30)

Present InitialOutcomes

(1st W of Dec)

Reflect onOutcomes

(May 2011)

ISD

OD

Expected Outputs Program

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Date Activities Location

April 16 - 17 Project Overview, Fundamentals of HPT and PC Seoul, Korea

May 14 - 15 Performance Consulting Seoul, Korea

July 6 Sep 2 OSU Training Management System (TMS) OSU CampusImplementing Performance Consulting

SCID Workshop

Visit Hyundai Motor Manufacturing Alabama

Cross-Cultural Management (CCM)

Evaluation

Performance Analysis Case Study

Organizational Issues and HRD Implication

S-OJT Developer Workshop

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Performance Analysis

Training Design Organization Development

Performance Support

PerformanceConsulting

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Human Performance Technology . . .

is the field of study that combines several bodies of

knowledge, including system theory, economics,education, psychology, and organization behavior, to form

a set of principles and practices that seek to improve and

sustain human performance in organizations.


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Organizations are systemsPerformance problems (existing or anticipated) are a

function of disconnects in the aspects of the system.

To improve organizations, we must find where disconnectsare occurring or are expected to occur.

Decisions about the solutions should be based onpsychological, economic, and system considerations, but

not always equally.

We live in a rational world . . . well, maybe.18


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Performance consulting is a process in which a

client and consultant partner to accomplish the

strategic outcome of optimizing workplace

performance in support of business goal.

Robinson & Robinson (1994)


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Our working definition . . .

An approach to working with clients that emphasizes the

use of a system approach for understanding and solvinghuman performance problems in organizations.

(Jacobs, 2010)

Systemapproach Considering all aspects of the problem

situation first, before focusing on how it will be solved


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Phase 1. Pre-EntryPhase 2. Entry and ContractingPhase 3. Analysis and Action PlanningPhase 4. Design and Implement SolutionPhase 5. Evaluate and RevisePhase 6. Project ClosePhase 7. Project Learning


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Performance Analysis is the process of 1) identifying the

existence of problem situations, either current or

anticipated, 2) determining the causes of the problem

situations, and 3) proposing solutions on how the problem

situations might be addressed.

Problem situations

Existing performance problems Future changes in mission, product, or service Future changes in operational context


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1. Describe problem context2. Identify gaps in performance3.

Facilitate problem identification

4. Analyze problem causes5. Propose problem situation6. Forecast financial benefits7. Obtain management commitment

1. Link changes in strategic plans andoperational context with likely

organizational impacts

2. Describe anticipated problem context3. Facilitate visioning of anticipated gaps

in performance

4. Facilitate anticipated problemidentification

5. Analyze problem causes6. Propose problem solutions7. Forecast financial benefits8. Obtain management commitment

Reactive Proactive


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HRD Solution Team

Leadership Dev.HRD Strategy

HRD Plan. Global HRD Leader Dev.Digital Learn. HRD Solution Value Dev.

CompetencyDev.HRD Plan. Value Edu.

HRD Division

Leader Dev. Global HRD

(1 Division 5 teams 2 Divisions 6 teams)

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Client: Customer Satisfaction unit Goal: Increase competitiveness of CS to align with

management value of Customer is First

HRD Solution Team

Accept the clients perspectiveof the problem Develop training solution basedon that perspective

Help the client understand theproblem and determine causes Suggest both training and non-training solutions

HRD Solution Team

Response

Traditional HRD Center

Response

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HRD Solution Team

HKMC adopted a performance consulting process

consisting of four phases:

Implementation

& Feedback

Performance

Assessment

Intervention

DesignEntry

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HRD Solution Team

Entry (Current Status Analysis): Reached agreement withthe CS unit based on the clients concern, and conducted

company, customer, and competitor analysis

Performance Assessment : Identified principal causespreventing desired performance, outcome through

interviews (n=40) and survey (n=2,398)

Intervention Design: Selected interventions according tothe cause analysis results, acceptability to client, and

efficiency considerations

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A. Training Interventions

Establishing the CS Learning Center Establishing a CS development system Developing customized CS programs

B. Long-term Non-Training Interventions

Improving channels of communications Documenting CS operations and processes Establishing CS Council to discuss issues with senior

management

HRD Solution Team

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C. Short-term Non-Training Intervention

Documenting and sharing the CS mission/vision Responding to customer feedback Improving CS evaluation systems Formalizing the performance appraisal system Developing criteria for recruiting CS professionals

HRD Solution Team

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Focus is on providing trainingprograms Develops and delivers training

programs on topics based onthe requests of clients

HRD is viewed as a nice-to-have support function, often

referred to as a cost center.

Summary and Future Challenges

Focus is on improvingorganizational performanceAnalyzes problems, develops

solutions, and evaluates resultsbased on the problem situation

HRD is beginning to be viewedas a business partner that

contributes to the organizations

mission

HRD Solution TeamTraditional HRD Center

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Summary and Future Challenges

Professional development: system thinking, consultingskills, performance problem solving, needs assessment,

evaluation - ROI, among other topics

Convince HRD staff of the importance of performanceconsulting

Document successes, be open about challenges

Educate clients about the processObtain management commitment to the process

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Questions and Answers

Hyun-Suk Kim

Hyundai Motor Company

[email protected]

Ronald L. Jacobs, Ph.D.

The Ohio State University

[email protected]

Thank you!!

Hyundai Kia Performance Consulting

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