Date post: | 16-Jan-2015 |
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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
© B
rid
ges
Bu
sin
ess
Con
sult
an
cy In
t, 2
00
5t
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