STRATEGIC LEARNING APPROACHES

THE LEARNING ORGANIZATION CONTINUUM

Focus on filling gapsin employee’s current jobroles or on specific projects

TacticalLearning

Focus on developingemployees’ skills andcapabilities against a best-in-class model through formaland informal training.

IntegratedLearning

Focus on integrating allcomponents that affect humanperformance and organization effectiveness.

StrategicLearning

Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning

Training ManagementDevelopment

CorporateUniversity

STRATEGIC LEARNING AND OD OVERVIEWLevel Business Needs Training & OD Needs Out comes

CorporateStrategic Needs

Business ChallengesCompetitive EdgeEngagement CultureLeadership Pipeline

Strategic Management

Action LearningDevelopment ModelAction Learning & CoachingLeadership Dev

Strategic Thinking and Planning

Business GoalsWorld Class ExpertiseMotivated workplaceEmployee Retention & Leadership continuityAlignment and Productivity

DepartmentTactical Needs

Department GoalsCritical KnowledgeTeam Member Retention

High Performance Team

Action LearningTWILeadership Hiring and CoachingPerformance Management. Coaching and Facilitation

Department GoalsQuality Consistency Productivity

Committed Employees

EmployeesCompetencyNeeds

Skillful People Innovation and Continues Improvement

Employee CompetenciesInnovation and Continuous Improvement Tools, Convention and Sharing sessions

Capable EmployeesInnovative workforce

BUSINESS FOCUSED TNATraining needs analysis traditionally focus on employee needs. It has indirect impact to business needs

An improvised model of TNA is to divide the training needs from corporate strategic needs, departmental tactical needs and employee competency needs.

The new model of TNA will bring high impact to organization by investing training and OD interventions wisely to critical organization growth and sustainability areas. It focuses the strength and development aspect of the organization

This new Business Focused Training Needs Analysis is derived from the Business Sustainable and Growth Model derived form Prof Nitri Nordin from Havard Business School

LEARNING FOR CORPORATE LEVEL

Target Growth:Critical Business ChallengesAnnual Corporate StrategiesBusiness SustainabilityLeadership Talent Continuity Strategy ManagementTools:Action LearningBusiness Sustainable Growth AnalysisCorporate Strategies MappingMcKInsey 7sPerformance ConsultingApprecitative InquorySuccession PlanningTalent ManagementBench Strength MeasurementStructure Tree and Balanced score cardOutcomes:Improvement of ProductivityResolve of critical business Issues Achieving corporate annual strategic goalsStrengthen Leadership pipelines

LEARNING FOR DEPARTMENT LEVEL

Target Growth:Critical Department ChallengesDepartment Goals and Tactics Leadership Talent Continuity

Tools:Action LearningTactical MappingMcKInsey 7sPerformance ConsultingApprecitative InquoryTalent ManagementPerformance ManagementCoaching

Outcomes:Improvement of Departmental ProductivityResolve of critical Department Issues Achieving annual strategic goalsLeadership pipelinesCoaching culture to achieve department goals

LEARNING FOR EMPLOYEE LEVEL

Target Growth:Employee Competency DevelopmentExpertise Pipeline DevelopmentCritical Technical Skills TransferInnovation and Continuous Improvement

Tools:Competency MappingExpertise Pipeline ManagementTraining Within IndustrialInnovative and Continuous Improvement Tools

Outcomes:Employee DevelopmentWorld Class Talent Expertise Smooth transfer and proliferation of technical skillsInnovative workforce

CAREER PORTFOLIO

Laurence Yap

CAREERPORTFOLIO

Laurence YapTraining and DevelopmentTalent ManagementOrganization Development

Kuala Lumpur, Penang, Shanghai, Singapore, San Jose, Omaha, Tempe, Perrysburg18 Years of Professional Experience

COMPETENCIES

Organization DevelopmentFacilitate Corporate Strategies, Change Management, Team Development, OD Interventions, Facilitation, Process Improvement, Lean Manufacturing and Career Development

Talent ManagementTalent Review, Talent Development, Talent Evaluation, Talent Actions, Succession Planning, Bench Strength Measurement, Leadership Development, Senior Leadership Team Development

Training and DevelopmentStrategic corporate learning, Learning and Development, Corporate University or Learning Academy, Learning Technology and LMS, Training Audit, Policies and Manuals, Annual Training Plan, TNA and Evaluation, Training Marketing, Promotion and Exhibition, Department Budget and Training Investment, Partnering Skills, Virtual Team, , Multimedia, Management of Stakeholders and Business Leaders, Training Council, Management of Training Curriculum Training Delivery and Instructional Design

Strategic OD, Talent & LearningTactical Tools & Methodologies

STRENGTHS

▪ Innovate and simplify current processes

▪ Research online to access to best practices worldwide

▪ Adapt best practices for organization growth

▪ Create new models for organization effectiveness

▪ Leading and Inspiring teams to transform organizations

▪ Cross cultural communication

Global Exposure Singapore

Shanghai

San Jose

Omaha

Perrysburg

Tempe

Kuala Lumpur

Penang