Strategies of Learning and OD(HR Development)

HRM/ HRD• HRM deals with the day to day operations of the

human resources department.

bus. law, compensation, employee relations, benefits, and medical etc.

• HRD : Human Resource Development deals with the training and the developmental aspect of employees.

Most HRD curriculum include classes like T & D, organizational dev., industrial psy.

HRM/ HRD• HRD is more proactive; it copes with the changing needs of the

people as well as anticipate these needs and HRD is function more independent with separate roles to play.

• HRD is sub-system of a large system, more organizational oriented and HRD is function more independent with separate roles to play.

• HRD is continuous process and HRM is a routine and administrative function.

• •HRD is involvement of the entire work force from top to bottom is more and a must in most of the cases and HRM is basically the responsibilities of the HR department.

Workscope

• HRD = Developmental

• HR = Operational

Job Scope

HRD 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

•Organization Development

Specialist – Succession Planning

•Performance Consultant

•Facilitator

•Frontline Employee

Developers

•Knowledge Management

•Nano Learning

•Learning Specialist

•Organization change

thru Lean Manufacturing

Consequences of Attachment

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

Workscope

• HRD = Developmental

• HR = Operational

Job Scope

HRDDepartment Structure

HRDTraining

Administration

Human Capital

Frontline Employee

Technical Skills

Development

OD

Lean

Strategies

1. Corporate Strategies – Formula 4 + 2 2. Improving operation execution 2. Business Acumen 3. Org Talent and leadership behaviours 4. Employee Engagement

1 The Evergreen Project 4+2

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

2 Improving Operational Execution

A Supply Chain

Current

Consult

Chew

B Six Sigma

Quality

sharonAction L

C Lean

Vsm

One Tool

Lean MQPP

D Benchmarking

3 Business

Acumen

• Business acumen is an understanding of what it takes for a company to make money.

• financial literacy• business strategies• Marketing• Operation• supply Chain etc

Cutomize

Ex-CEO

One L

4 Org Talent

Analyze Organizational Talent Needs

slt

Building Leadership Behaviors

5 Employee Engagement

29%

62%

19%

WIFI model: Well-being Information FairnessInvolvement

Engagement Culture

Strength based LeadershipCoaching and Mentoring employeesCaring & Appreciation Create No Fear environment

Leadership Philosophy

Moving Forward

…Thank You