HR - Deptalal Development

8/14/2019 HR - Deptalal Development

1/57

Carsem Malaysia Sdn Bhd

HRD Department Dev

2007/8 Plan


2/57


Agenda

1. Vision and Mission

2. Situation & Reality

3. Focus

4. Strategies

5. Department Structure

6. Action Plan

7. Review & Balance Score Card


3/57


Carsem Vision

Carsem Vision

To be a world classcompany offering totalassembly and test solution to

the global semiconductorindustry

Carsem Mission

Carsem will continue toshow profitable growth inorder to expand and becomea manufacturing company

with factories through theworld

Emphasis on employeedevelopment and operationaland service Excellency will

ensure that we are theemployee and supplier ofchoice.


4/57


Hong Leong Group Vision

Quality

Entrepreneur

Innovation

Honor Human Resource

Committed

Progressiveness Social Responsibilities


5/57


6/57


High Performance Model:

Learning Organization

Learning: change Collaborating:

speed

Teaching: Growth

Learning

Informal learning

formal learning

Teaching

Management becomes trainersGroom internal employees as trainers

Collaborating

Network to customers and vendors

Cross Function TeamCommunity of Practices

Profit

Employee

Supplier


7/57Carsem Malaysia Sdn Bhd

Reality

Eroding Profit of RM 40 Million a year

from 2001 to 2006 Target of Saving RM 100 Million a year

in 2009

Challenges from Neighboring Countries

(The world is flat)

Learning faster is our only competitive

edge Information Warfare (on time and on

target)


8/57


HRD

Learning Focus



Focus

Text

Focus

HRD

Management Dev

Technical andQuality Dev

Lean Academy

Engineering Dev

OD for SuccessionPlanning

For E-Learning

Nano LearningFor Frontline Employee

Employee Dev Center forResource Group Dev



Team Approach


11/57


Best Practices


12/57



13/57


Talent Life Cycle


14/57


Cultural Changes


15/57


Competency Model at IBM


16/57


Defining L Services


17/57


Informal Learning


18/57


Learning Management System


19/57


Nano Learning

Posters: 15 Minutes


20/57


Asset Based Thinking


21/57


Benchmarking


22/57


Training

Center

HRD

Global Learning Center

TSDC

Carsem Business School

Center of Excellent

Carsem U

Carsem Multimedia Studio

Training Center


23/57


Branding

Learning to Compete

Professional InnovationGlobal


24/57


HRD

Strategies and Activities


25/57


Nine Strategies

Focus on Performance

Solution

Align to Corporate

Objectives

Broadening

Learning Activities

Building Employee

Branding

Invest in Strategic

Learning

Leverage on our

intellectual capital

Partnership with Different

Business UnitCultivate Values and

Positive Culture

Speed up

knowledge transfer


26/57


Strategies Focus on Performance Solutions Align department activities to Organizational Objectives

Widening effective personal and organizational learningactivities

Invest in strategic learning initiatives that have the highestimpact on business and performance results

Leverage our intellectual capital to grow our knowledgebase

Speed up the transfer of knowledge to overcome businessconcerns

Partnership with different business units to improveperformance

Cultivate values, mission, positive culture and behaviorsthat can give life, meaning and joy at workplace to improveemployee engagement and commitment

Building an Employer Brand through Investments inLearning


27/57


Focus on Performance Solution

Human Performance ModelLook beyond Training 94.6% Deming

Performance Solution


28/57


Focus on Performance Solution

Develop training management competency

(team learning April-July) Build up human performance consultingcompetency (Human Performance ModelTraining) August-November)

Establish OD section Build team synergy by Team Approach, JobRotation and Strenght Based Management

Upgrade instructor training and coachingcompetency to improve effectiveness

Recruit talents with wide expose, OD mindedand fresh ideas to cope with new Departmentchallenges


29/57

Align department activities


30/57


Align department activities

to Organizational Objectives

Create a structure tree for TrainingDepartment that align to Carsems Main

Things

Realign department to support cost saving,

productivity improvement, time saving andinnovation effort of organization such as lean

enterprise, 5S housekeeping, technical

development, ZDT and supervisory

leadership

Measure business impact of the department

activities


31/57


ROI


32/57


Realign department to fit future

challenges

Training Shared services LMS, HRDF, Logistic,

Technical Development : Technical Skill and

Multimedia

People and Management Development: Supervisorand Managers, Carsem U

Process Improvement - TPM, Lean, Six Sigma,

OD,

Succession Planning, Competency Model

Frontline Employee Development Process

Learning, Nano Learning


33/57


Broadening effective personaland organizational learning activities

LearningActivities

Learning Activities


34/57


Broadening Learning Opportunities


35/57


HRD:

Re branding

Layout Upgrading Team Learning Benchmarking

Training: internet, communication, projectmanagement, soft skills

External Training Projects: Matrix shared leadership model

Lean Master Consulting Skills

Widening effective personal and


36/57


Widening effective personal and

organizational learning activities

Provide soft skills development to supervisors and

superintendent with training classes, coaching,phone-counseling, level 3 evaluation

Provide Engineers with quality related e-learningcourses (skillsoft Inc)

Provide Strategic and knowledge based courses to

Senior Managers Provide external trainers for FMEA, DOE, SPC

training classes Improve corporate orientation and departmental

orientation programs

Provide training for P.A.s, administrators, clerks andreceptionists

Provide Nano Learning to Executives, Engineers and


37/57


Strategic Learning

vest in strategic learning initiatives that hav

e highest impact on business and performan

sults


38/57


Invest in strategic learning initiatives

Competency Model learning

Strategic Leadership

Lean Master Six Sigma Black Belt

Human Performance Improvement Model

Internal Consulting

Innovation training for R&D and New ProductDevelopment

Success Planning and Talent Management

C


39/57


Leverage our intellectual capital

to grow our knowledge base

Intellectual Capital


40/57


Leverage our intellectual capital to

grow our knowledge base

Utilize internet research to gather informationfor work effectiveness Capture knowledge: good and best practice,

high performers experiences through BestPractice Network

Peer Assist: Organize seminar for peersharing for specific topics

Organize Shared Learning Forum Establish Community of Practice

Setup informal learning structure (blog,group discussion, digital library, onlinesearch, digital magazine, ebook, mp3 andetc) TMS Intranet

S d


41/57


Speed

Speed up the transfer of knowledgeto overcome businessconcerns

S d th t f f k l d


42/57


Speed up the transfer of knowledge

Deliver E- Learning to 2000 employees forfive courses each per year

(skillsoft Inc., the biggest e-learningdelivery in the world with 4000 courses)

Deliver Nano Learning (short span learningfor video based training: 15 45 minutes) to

supervisors, operators, managers andexecutive

Auditorium sharing (large audience) foroperators and executive (200 employees)

Provide Executive Coaching for supervisorsand managers Nano Learning for Staff and above for 30

minutes video based leanring

P t i


43/57


Partnership with different businessunits to improve performance

Partnering


44/57

E l E t


45/57


Cultivate values, mission and behaviors

that can give life, meaning and joy at

workplace to improve employee

engagement and commitment

Employee Engagement

E l E t


46/57


Employee Engagement

Revitalize Carsems core values and belief

Establish Leadership Practices (Kauze

and Posner Model), and Competencies

Leadership Development Plan Personal

Leadership, People Leadership,

Organizational Leadership

Develop motivated leaders to provide

conducive environment for employees

L d hi D l t


47/57


Leadership Development

Personal LeadershipValues (PEP) Six Thinking Hats, Seven Habits (Impact)

People Leadership Presentation, Negotiation and Influence (Initiative), Mind

Mapping and Reading

Team Leadership Leadership Practice (Initiative), 8 management principle Impact),

Coaching (Lean advisor), team building, facilitation

Organization Leadership

Mini MBA (Finance, Operation management, HR, material etc)(Global 21), Strategy Development (Square), TEC Asia,Innovation (Focus Learning)

B di th h L i


48/57


Building an Employer Brandthrough Investments inLearning

Branding through Learning

Building an Employer Brand through


49/57


u d g a p oye a d oug

Investments in Learning

Develop internal branding to improve image of HRDDepartment logo, form, type, color and font,department brochure, trainer profile, graphic design

Better layout of poster arrangement, notice board,HRD office areas

Better presentation of HRDs vision, mission,strategies, activities, trainers, long term and shortterm planning to external customer and new recruits

Establish Global Learning Center at S Site office

Establish Center of Excellent for Frontline Employees Engage qualified external trainers


50/57


HRD

Department Structure

New Structure


51/57


New Structure

Training Administration(Ros)

Management Skills Development(SK Yeong)

Technical Skills Development Multimedia

(Ramond) Frontline Employee (M, S, Test)

(Salbiah & Kamaruddin) Process Improvement (Lean, TPM, Sigma)

(Peter Chew) Change Management (OD, QPP, Lean)

(SK Cheah)


52/57


HRD

Development

Staff Development


53/57


Staff Development

Training Management Competency(one day a month: Mc Grew Hill; ASTD)

Consulting Skills Lean Academy Internet Research

Performance Communication Leadership Skills Organizing and Managing Training Delivery Skills

Soft skills for Instructors Benchmarking HRD Conferences (4 times a year)

Internal Changes


54/57


Internal Changes

Restructure Department Structure

Job Rotation Branding

Establish various Training Centers

(GLC, CoE, Carsem U etc) External Consultants (AMD, Intel & Aiesec)

Team Learning

Matrix Organization Sculpture/Media/Model center

Intranet


55/57


HRD

Review

Review


56/57


Review

Weekly Section Head Meeting

Bi-weekly Department Meeting

Once a week Section Meeting

Monthly KRA Meeting


57/57

Professional . Innovation . Global

HR - Deptalal Development

Documents

Transcript of HR - Deptalal Development