multi-country study mission on in-company training program kiattisak sampaongern hr manager...
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Multi-Country Study Mission on In-Company Training Program
Kiattisak SampaongernHR ManagerCorporate HR DivisionThe Siam Cement Public Company [email protected]
CORPORATE HUMAN RESOURCES
In-Company Training Program
Organizer : Korea Productivity Center Participants : 15 persons from 13 countriesProgram Learning :HRD Trend in Korea
Business link to HRDCompetency (Individual/Global/Organization/Attitude - Value)HRD Trend (Competency based/Assessment & evaluation/Career
development/Leadership development/Live long learning/e-learning)Best Practices in LG
Talent DevelopmentHow to Assessment (ten percent bottom/succession plan) Leadership Development from career planning and mentoring
Best Practices in SamsungBusiness Strategy and Samsung SpiritHRD Center ( Leadership Program/Value Program/Global Program)
Best Practices in Nolboo RestaurantEducation and Training Program ( Technical Program)Service Recovery and Customer Experience Management
Best Practices in Small Business Training InstituteTechnical Training
CORPORATE HUMAN RESOURCES
MISSIONThe Asian Productivity Organization (APO) was established by Convention on 11 May 1961 as a regional intergovernmental organization. Its mission is to contribute to the socioeconomic development of Asia and the Pacific through enhancing productivity. The meaning of productivity has evolved and expanded over the years from simply producing quality products at minimum cost to the improvement of the quality of life for all. The character of the APO is nonpolitical, nonprofit, and nondiscriminatory.
Asian Productivity Organization(APO)
Membership : China, India, Japan, Korea, Nepal, Pakistan, Philippines, Thailand, Hong Kong (1963), Islamic Republic of Iran (1965), Sri Lanka (1966), Indonesia (1968), Singapore (1969), Bangladesh (1982), Malaysia (1983), Fiji (1984), Mongolia (1992), Vietnam (1996), Laos (2002), and Cambodia (2004).
CORPORATE HUMAN RESOURCES
Five trends in training
Globalization Regionalization/M&A
Business focus Develop talent/training budget/quality effectiveness
eLearning Benefit/limitation/new generation
War of talent HR Professional
Influence of market trend Market move training move
Source : Professor Alex Maggs University of Sunshine Coast
CORPORATE HUMAN RESOURCES
Changes in Business Environment and HRDFor Achievement of organizational vision and strategic goals
Scope of competition Domestic to Global…………………….. Global mindset
Rapid technical and social changes New technology and new life style…... Lifelong learning
Focus on competition Asset to Human and Knowledge……..Talent Development
Knowledge base economy Knowledge……………………………....Learning organization
Change in ideal type of talent Loyalty to Creativity……………………Self managed learning
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
6 HRD Trends in Korean Companies
I. Competency-Based HRDII. HRD Assessment and EvaluationIII. Career DevelopmentIV. Leadership DevelopmentV. Lifelong Learning System in WorkplaceVI. e-Learning
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Competency-Based HRD
Goal of competency-based HRD: To extract core competency aligned with business vision and strategy, and to design and use it for strategic integration in terms of human resource management
Vision /Mission
Business Goals
Vision /Mission
Business Goals
SelectionSelection
DevelopmentDevelopment
AssessmentAssessment
Define Competency
Design HR System
Competency ModelCompetency ProfileCompetency Measurement
Competency ModelCompetency ProfileCompetency Measurement
Strategy TasksKSF
KPI Maximizationof People
Value
Org. performance
Competitive advantage
Assessment of Job competency
Assessment of Job competency
Information Technology
Change Management
Competency Modeling
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Desirable Competencies of Employees
Individual CompetencyProfessionals leading changes with basics, education, and self-development
Global Capability Cosmopolitans with global outlook and foreign language ability
Organizational Competency (Including Human Relations)
Collaborators with mutual respect, good manners, trustworthiness, responsibility and politeness
Attitude and Values Personal attraction
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Competencies required by Large Korean Corporations
Individual Ability and Expertise
Global Capability
Org. and Human
RelationsAttitude and Values Etc.
SamsungTechnical knowledge, lifelong learning
Global Biz competencies & ability
Collaboration, etiquette
Open-mindedness, flexibility, creativity, progressiveness, goal-orientedness, morality, humane
Positive thinking on capitalistic economy
LG Faithful to basis
Broad vision, foreign language ability
Collaboration, compromise
Creativity, individuality, challenging minds, right sense of value
SK
Knowledge on management, planning ability, scientific analysis
Global Biz competencies
socialityAmbition(positiveness, progressiveness), challenge
Health and family care
Hyundai Motors
Learning professionals
Global Biz competencies
Members of society working together
Creativity, flexibility, challenging mind, progressiveness, humane, morality
HyundaiSelf-development, global professionals
Global Biz competencies, Broad vision
Creativity, challenging mind, innovative business management, responsibility
Honesty, Diligence, Frugality
POSCOProfessionalism, IT ability
Global Biz competencies. foreign language ability
Creativity
HanjinSelf-development, professionalism
Global Biz competencies
Politeness, trustworthiness, responsibility
Creativity, challenging mind, planning and will of accomplishment
Frugality, Honesty
Lotte Self-developmentGlobal Biz competencies
Collaboration, compromise
Ambition, fighting spirit, challenging mind, perseverance, effort
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
10 Most Important Competencies Expected for Employees
1. Technical knowledge and culture2. Global Biz Competency and foreign language ability3. Progressiveness4. Spirit of Challenge and Achievement5. Flexibility and creativity6. Right sense of value 7. Humanity 8. Responsibility 9. Collaboration 10. Politeness
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
HRD Assessment and Evaluation
CustomersCustomers
Team membersTeam members
ColleaguesColleagues
BossBoss
How am I doing?
How am I doing?
360° Feedback
Source : Dr Hunseok Oh Seoul National University
Accurate and objective info.
Self perception of Myself ≠ Others’ Evaluation
Accurate and objective info.
Self perception of Myself ≠ Others’ Evaluation
Development plan
Assessment of Self and Identification of Strengths and Weaknesses
Development plan
Assessment of Self and Identification of Strengths and Weaknesses
Company’s key messageLeadership development driven by Promise between Company and Employees
Company’s key messageLeadership development driven by Promise between Company and Employees
CORPORATE HUMAN RESOURCES
How to evaluate T&D program?
Kirkpatrick’s Four Level Model
• Reaction • Learning • Behavior • Result
Phillips’s Five Level Model
• Reaction, Satisfaction • Learning • Application, Implementation • Business Impact• ROI
Micro Level(program level evaluation)• To check if each curriculum has achieved its goals and objectives• For quality assurance• To make decisions on whether to keep the program go or not
Macro Level(organizational level evaluation)• To confirm if it is strategically aligned• To inspect the efficiency and effectiveness of organization's T&D activities• To understand business impact
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
[Example Case] XXX Program Evaluation
TimeTime
MethodologyMethodology
Feedback & Utilization
Feedback & Utilization
Level 1 Level 2 Level 3 Level 4Satisfaction Learning Implementation Business Impact
After program is finished
After program is finished
3 months after the program is done.
6-12 months after the program is done.
Survey Survey, or Pre & Post Test
Interview ROI calculation
Next year’s curriculum and program modification
- instructor, program contents etc.
Analysis of effectiveness of each program and decision-making on whether to keep it going or not
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Goals of Assessment Center To measure complex behavior accurately using several different kinds of measures for employee
selection and employee development To demonstrate personality characteristics, administrative skills, interpersonal skills To measure leadership, oral communication, written communication, judgment, organizational ability,
stress tolerance Directly related to performance, salary level, career advancement Selection, development, need
analysis Selection and promotion decision + CD, OD, succession planning → much broader exercise & focus,
and less job specific To measure the impact of the program Part of overall HR strategy: business strategy in recruiting, hiring, developing, managing people
Techniques for Assessment Center in-basket exercises 'stress' exercises and interviews presentation vision/strategy speeches job interview leaderless group exercises: leadership and organizational skill 'treasure hunt' exercise business production game role play peer coaching and counseling exercises simulated coaching meetings oral presentations paper-and-pencil tests (personality/ability test)
Assessment Center
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Why employees work
1.Career Growth2.Challenging Job3.Job Value4.Good Friends5.Good Team6.Good Boss7.Regcognition8.Enjoy Work9.Empowerment10.Flexible in Time and Dress
Source : research
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Career Development
Issue of Talent Development• Short term incentive =>Long term development• Talent make Biz competitiveness• Develop to key skill in each job• Brain retention and development• Talent Management
Current Trend to development• Talent Development• All employee development => Individual development plan• Succession Plan • Reflect employees’ career needs• Alignment with HRM
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Example Of A People Evaluation Matrix
HighUnder-performer:
Give warning; provide targeted development
support
Major leaguer:
Plan next move, provide extra coaching
Superstar: Plan multiple fast moves; ensure compensation is sufficient
Medium
Solid pro: Consider development
Major leaguer:
Plan next development opportunity
Low Failure:
Manage Out
Solid pro: Keep in place
Low Medium High
Potential
•Can be simply ‘has ability to move 2 levels up’
•Can explicitly include traits such as leadership, intelligence, values
Performance•Based on performance evaluation rating, A/B/C rating or quintiles•Emphasizes actual results/achievements, since competencies are captured by the potential axis
Source : Joseph M. Ryan, Ph.D./Wharton
CORPORATE HUMAN RESOURCES
[Example Case] XXX CDP
Staff
Employee
Director of Division
Executives
Talent Development
CEO Succession
Plan
Expert Developme
nt
Talent Development
Expert Development
Successor development on key-position
Succession planning
HPI Development program: High potential individual selection and development on long-term point of view
Expert development
Development
-Council for expert development
-Development based on competency model
-Circulation based on job positionSource : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Plan for Career development through periodic performance appraisal, and short- and long-term career goal setting, and T&D plan, job allocation Career goal setting To ensure what competencies are to be developed To ensure how to develop one’s competency
Career Counseling On-line career development counseling Regular HR counseling HR Information System
Career Counseling
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Leadership Development Company-wide leader development system
Leadership development system in all levels + talent development
Aligned with selection, development, performance appraisal, compensation, career development
Various leadership development method Action Learning Coaching and Mentoring Long-term education program (e.g. executive MBA)
Emphasis on leadership competency assessment 360° feedback Assessment center
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
LG HRD
“Great Company Great People”
Build leadership pipeline - selection and development of right people - Global Leader development - Leadership Platform development
Professionals development - Recognition of Certificate - Internal consultant development - Competency-based curriculum - Career planning
Source : Dr Hunseok Oh Seoul National University
CORPORATE HUMAN RESOURCES
Discern leadership stages Regulate the required competencies & job values at each leadership stage
Develop Leadership Pipeline Model
• Nurture High Performers at each Leadership Stage, develop the entire Leadership Pipeline so as new needs arise the company can easily utilize its Talent.
Leadership Pipeline Process
LeaderHPI
YoungHPI
Apply a Work Performance Index
SuccessorDevelopment
Understand strengths & areas for competencies development T&D programs operation based in individual competencies development plans
Clearly state leadership roles Clearly define performance measurement standards
Successor Selection & Evaluation
Evaluate performance & potential Succession Planning based in evaluation results
Leadership Pipeline Diagnosis
Evaluate individual employee’s competencies Analyze the general strengths & weaknesses at each leadership stage
#1 businesses need #1 executive leading. Systematic development of #1 people in a stepwise manner is required to develop #1 executives.
Senior Manager
Executive
CEO
Manager
Leadership Building Block
LeadershipPipeline
LGE Core Talent Development : Leader Development Image…
Source : LGE presentation
CORPORATE HUMAN RESOURCES
Apprentice Training
Program Selection Standards
Coaching
Job Rotation
Shadowing
Special Project Assignment
On-the-Job Training
Mentoring
Off-site Training ProgramCommunity of Practice (CoP)
Self Study
Assessment Center
Preferences,Preferences,Corporate Culture,Corporate Culture,Actual PossibilitiesActual Possibilities
Preferences,Preferences,Corporate Culture,Corporate Culture,Actual PossibilitiesActual Possibilities
Intervention for Development
Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development
Intervention for Development
Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development
Job Enlargement/Enrichment
CBT
Career Counseling
LGE Development Programs
Source : LGE presentation
CORPORATE HUMAN RESOURCES
LGMBA
Classification
Division /SubsidiaryPresident
CEO /Company President
Digital AMP
Prospective Executives
E D P
Global CEO Conference
Grade 3 Promotion
New Biz. Leader
Promotional RequirementsLeadership Pipeline
Key PositionHolder/Successor T&D
Leadership Education
EMBA-DGM / MBA-GLP
Leader
Senior
E n D P
Junior /Assistant
InnovationLeaderCourse
Grade 1 Promotion
Grade 2 Promotion
GEMBA
ExecutiveDevelopment
Course
ALDP
DLC
• Long-Term Overseas T&D• Business School Dispatch• Screen Training
Selective Management Skill T&D
FTM(Company)
Experienced NBL
• Value Based Coaching• Communication• Team Building• Strategic Decision Making• 7 Habits• Strategic Management• HR Organization• Strategic Planning Techniques• OAS• KT Problem Solving• Presentation• Meeting Skills
Group LeaderDev. Program
AP-EMBA
Internal Coaching
Executive Coaching
BYUGlobal
Exe. PGMDigitalMIP
IMPM
LGE Leadership T&D System
Source : LGE presentation
CORPORATE HUMAN RESOURCES
SAMSUNG
“The Most Admired Company in the world”
“The Most Admired Company in the world”
CORPORATE HUMAN RESOURCES
Global Competitiveness
HRD Strategy ModelHRD Strategy Model
1st-Class Samsung
Cultivate Next-Generation LeadersCultivate Next-Generation LeadersCultivate Next-Generation LeadersCultivate Next-Generation Leaders
Samsung BusinessLeader Program
Globalized Samsung
Develop Global CompetencDevelop Global CompetencyyDevelop Global CompetencDevelop Global Competencyy
Samsung GlobalExpert Program
People CultivationFor Realizing Global First Company in 21C
The Most Admired Company in the world The Most Admired Company in the world
Future Management
TrustManagement
GlobalManagement
Share Core Values of SamsungShare Core Values of SamsungShare Core Values of SamsungShare Core Values of Samsung
Samsung SharedValue Program
Integrated Samsung
Source : Samsung presentation
CORPORATE HUMAN RESOURCES
Structure of People CultivationStructure of People Cultivation
ClassificationSVP
Share Core Values
SLPCultivate Future
Leaders
SGPDevelop Global Competency
Executive
General
Manager
Senior
Manager
Manager
StaffSVP New EmployeeSVP New Employee
Summer FestivalSummer Festival
SVP
Samsung
Entrance
SVP
Samsung
EntranceSVP New M.SVP New M.
SVP New S.M.SVP New S.M.
SVP New G.M.SVP New G.M.
SVP New ExecutiveSVP New Executive
SVP Executive SeminarSVP Executive Seminar
SLP Mentor TrainingSLP Mentor Training
Samsung M B ASamsung M B A
SLP ExecutiveCourse
SLP ExecutiveCourse
SLP Sr. Executive Course
SLP Sr. Executive Course
SLP (S.) Manager Course
SGPSubsidiary
CEO
SGPSubsidiary
CEO
SGPExpatriate
SGPExpatriate
RegionalSpecialist
RegionalSpecialist
SGP
Cultivating
Local
Employees
SGP
Cultivating
Local
Employees
SGP
Foreign
Language
Courses
SGP
Foreign
Language
Courses
Source : Samsung presentation
CORPORATE HUMAN RESOURCES
From Training to Learning Organization
International Benchmarking Global statement Best practices Quality control
Learning Culture Lifelong learning Introduce technical-based learning Knowledge management Learning policies
Leadership Leadership by example Consistency in approach Transparency Fairness
Organization Structure Flat Organization
Rapid technical and social changes Adaptation to new technical and knowledge trends → Fluctuating industrial cycle and business changes5 working days per week
Knowledge-based economyIndividuals → knowledge
creation
CORPORATE HUMAN RESOURCES
Nolboo Restaurant
Source : Nolboo presentation
Training ProgramHead Officer Training ProgramOn the job restaurant employee trainingFranchisee CEOFood sanitation managementFranchisee employee trainingPromotion ContestFranchiser manager trainingGrand opening store trainingModel store training
CORPORATE HUMAN RESOURCES
Education Training & Human Resources Program
On the job Restaurant Employee Training
On the job Training, simply means teaching employee how to do their job. It involves teaching the procedure to follow and helping employees to develop the skills they need
to reach the standards required.
UpbringingTrainingSECTION Franchiser StoreFranchisee Store Specialty
STORE
StoreManager
1st AssistantManager
2nd AssistantManager
Captain
Employee
NewEmployee
4Course NO 5 3 6
New Employee
Internal Training
OJT Leader
Internet
Senior Course-NMC / Leadership
Junior Course-MCL / Leadership
Store Observation
Employee Retraining-F.O.H Contents-B.O.H Contents
New Store open-Company Introduction
-F.O.H Job Skill-B.O.H Job Skill
Franchisee CEO
Employee Retraining-F.O.H Contents-B.O.H Contents
New Store open-Company Introduction
-F.O.H Job Skill-B.O.H Job Skill
Senior ManagerSeminar/Workshop
Junior ManagerSeminar/Workshop
Parking Helper
Cashier
Benchmarking
Firm & SchoolPractice
Source : Nolboo presentation
CORPORATE HUMAN RESOURCES
Service Recovery and Customer Experience at Nolboo Restaurant
Product Service Revisit ratio(%)
Satisfaction Satisfaction 97%
Satisfaction Unsatisfaction 32%
Unsatisfaction Satisfaction 67%
Unsatisfaction Unsatisfaction 20%
Service & Loyalty Connection
Source : Nolboo presentation
What goes wrong• Non-standard Performace• Mistake (We are all human)• Response to failures/mistakes
CORPORATE HUMAN RESOURCES
1. Establishment of SBTI
○ Legislation of SMIs promotion law in 1979
2. Purpose of SBTI
○ To cultivate skilled workforce for SMIs by training of
new technology and management programs
○ To play a comprehensive role of HRD Center for SMIs
I. Overview
Source : SBTI presentation
CORPORATE HUMAN RESOURCES
Executive Training, Technology, Quality Management,
Administrative Management, IT•Automatization,
Int’l Training, e-Learning, etc. 683 Course
1. Types of Training
2. Method of Training
Off-Line Off-Line
Distance
Off-Line On Line On-Off Line
II. Contents of Training
Source : SBTI presentation
CORPORATE HUMAN RESOURCES
Off-Line
○ Regular
⊙ Executive
⊙ Technology
⊙ Management
⊙ Quality Mgt.
⊙ IT
○ Special
⊙ Customized
⊙ Int’l
On-Line○ e-Learning
○ Distance Training
• Customized for Industry & Public• Consulting service
• In-bound & out-bound
training
• General Management,etc
• Mechanics, Electrnics…
• Financing, Marketing,etc
• Quality, ISO, PL, etc.
• Information, Technology etc.
3. Training Courses
II. Contents of Training
Source : SBTI presentation
CORPORATE HUMAN RESOURCES
1. Facilities
Classification No MaximumCapacity
Remarks
Train
Facilities
Lecture Room 25 1,130 -
Discussion Room 13 513 -
Laboratory 39 1,325 -
Grand Auditorium 1 580 -
Small Auditorium 1 176 -
Conference Room 1 42 -
Event Room 1 80 -
- Dormitory 196 Room 490
- Dining Room 1 250
• Welfare : PC Room, Karaoke Room, Clinic, Library, Stall, etc.• Athletic : Football Field, Basket ball Court, Tennis Court, etc.
III. Facilities & Equipments
Source : SBTI presentation
CORPORATE HUMAN RESOURCES
Strategic Management Process
Mission Goal
ExternalAnalysis
InternalAnalysis
Human ResourcesNeeds-Skill-Behavior-Culture
Strategic Choice
Human ResourcesPractices
Human Action
OrganizationPerformance
Source : Human Resources Management 3rd edition Gaining a competitive advantage
Human Capability
CORPORATE HUMAN RESOURCES
Change
Globalization
Global Competitor
Global Mindset
Technology Change
Learning Organization Knowledge Base Economy
Talent
Performance Mgt.
Development Plan
CompetitivenessVision/
MissionKPIs Competency
HRD link to business result
Value/CultureOrganization
Technology/Skill
Business Result
HRM Process
Succession Plan
CORPORATE HUMAN RESOURCES
Lesson Learning :21 Century is era of change, HR is important function to
create competitiveness in business Korea Company focus on leadership training, talent
development and global developmentHRD function is important especially in Leadership
development and Talent ManagementCorporate value and Culture are core in business growthHuman being need (Achievement , Choice and Wealth)Global mindsetKnowledge and Skill , Dedication and Drive are important
for success
In-Company Training Program