talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
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Educating & Training Line Managers In Talent Management
Getting Their Full Support For Your Program
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Getting Full Support From Line ManagerFor Your Talent Management Programs
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A. Background
B. Gaining Support Strategies
Outline
1. Co-designing Corporate Strategy2. Identifying Business Challenges3. Communicating Effectively
4. Reviewing Training Programs Collectively5. Creating Teaching Culture6. Conducting Talent Review meetings7. Setting up Council to review monthly
Outline
7. Setting up Council to review monthly
C. Summary
A. Background
Talent Management
A.Specific Employees –Future Leaders B.Common Group – Build Talent & Culture
Two Approaches
Busy. Priorities
How do you
Dilemmas
How do yougain their support?
B. Gaining Support Strategies
1. Co-designing Corporate Strategy
Vision, Mission & Values
tStrategy Creation Change
Management Implementation
STRATEGYIMPLEMENTATION
& ValuesManagement Implementation
Do What Matters Most
Purpose Vision Mission Main Thing
Critical Success Factor
Stretch Goals Champion
Ensuring Customer Satisfaction
Top Quartile of top Ten Customer (Balance
Scorecard)Rick & GMs
Enhancing Employee Involvement
Employer of Choice through achieving 1)80% of Employee
Satisfaction Survey Index 2) 50% reduction in attrition rate by end of
FY2010
Omar Hakim
To be a World Class
Company Offering
Assembly & Test to
semiconductor
Enhance Stakeholder
Value
Build Strong
Reputation (Peter)
Carsem will strive to ensure profitable growth by impressing
our customers
with committed
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Contribution Margin before Depreciation(Profitability)
Contribution Margin per budget plan
Iain
To be seen by our customers as the
technology leader: Be top quartile for top 10 rateable customers scorecard for
technology
LW Yong
Meet 10% target for new product revenue by June
2010LW Yong
Developing Technology Leadership
semiconductor Company
Throughout the World
(Peter)committed and engaged employees delivering operational and service excellence.
Critical Success Factor
Stretch Goals Champion Strategies
1) Instill QPP Culture
2) Enhance Reward & Recognition
Enhancing 3) Management - Involvement &
Employer of Choice through achieving 1)80% of Employee Satisfaction Survey
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Enhancing Employee Involvement
Omar HakimInvolvement & Employee Communication
4) Be a Caring Employer
5) Technical & Leadership Development Program
Satisfaction Survey Index
2) 50% reduction in attrition rate by end
of FY2010
Strategies Activities & Tactics Targets Champions
5. Technical &
a) Multi skill technicians - learning one process upstream and one process downstream program - pilot run
b) Improve Cost Knowledge
a) One pilot run team in each site by Oct 09
b) Targeted on gold wire, mold compound, epoxy by Sept 09
a) WT Chim & TL Soo
b) Omar Hakim
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5. Technical & Leadership Program
b) Improve Cost Knowledge awareness
c) Supervisory Leadership Enhancement
d) Technical Symposium
e) Skills Olympics Competition
compound, epoxy by Sept 09
c) Implement by Jul 09
d) Twice a year, start by Oct 09
e) 1x/year, 1 FOL & 1 EOL process @ each site
Hakim
c) Iain / Laurence
d) LW Yong e) TL Soo & WT Chim
PURPOSE
Enhance Value To Our Stakeholders
MISSION
To Support The Vision
CRITICAL SUCCESS FACTORS
Big Few Things
DEFINE STRETCH GOALS
Key Metrics
STRUCTURE TREE DEVELOPMENTSTRUCTURE TREE DEVELOPMENT
VISION
To SupportOur Purpose
WE ARE HERE
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SET STRATEGIES
2nd meeting(7 MAY)
Strategies to meet Critical
Success Factor /Goals
STRATEGIES REVIEW / BUY
OFF
3rd Meeting(15 & 22 May)
Senior Manager’s to review/buy off 2nd meeting outcome
DEFINE ACTIVITIES & TACTICS
Departmental Level -Key Actions To Be Executed
MEASURES& TARGETS& SPONSOR / LEADER
Departmental Metrics VS Key Actions
FINAL REVIEW
4th Meeting(~ 1mth later)
Full Structure Tree Review
1st Meeting (30 Apr)
Pre-Strategy Meeting
2. Identifying Business Challenges
Talent Gaps/Issues*
• #1
• #2
• #3
Current Changes/Challenges Impacting Your Business
• #1
• #2
• #3
Future Changes/Challenges Impacting Your Business
• #1
• #2
• #3
Talent Strengths*
• #1
• #2
• #3
Business Challenges Based : Direct
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Talent Management Action Plan (2009)
• #1
• #2
• #3
• #4
• #5
Talent Management Accomplishments (2009)
• #1
• #2
• #3
• #4
• #5
2010 Talent Management Action Plan• #1
• #2
• #3
• #4
3. Communicating Effectively
Dialog Session with Carsem Dialog Session with Carsem Supervisory Community
Speed of Execution
Today’s Session
Our superintendents, supervisors and line leaders are recognized as being a critical and important part of Carsem’s leadership as being a critical and important part of Carsem’s leadership framework.
(You are the key interface between management and our direct workforce building the products)
PROPOSED PROGRAMME
Mandatory Technical Training (Training Calendar)
New Sup training Kit New Sup training Kit (for New sup only)(for New sup only)
• System & Documentation
• Performance Indices
1.1. Technical Training (9 Days)Technical Training (9 Days)(Scheduled in Training (Scheduled in Training Calendar)Calendar)
• Online SPC ~ 1 Day
• Statistical Method
1.1. Dynamic Leadership Dynamic Leadership Programme (6 Days)Programme (6 Days)~ By : Focus Learning~ By : Focus Learning• Followership• Communication• Leading Skills
People /Soft Skills
2.2. 7 Human Tools (6 7 Human Tools (6 Days)Days)
Job Knowledge (By Mentor)
Technical Skills
a)Basic Training
b)System & Documentation
c)Performance Indices• Performance Indices
• Cost Control
• Statistical Method~ 1 - 1.5 Day
• MSA (MeasurementSystem Analysis)~ 1.5 Days
• ESD (Electro Static Discharge) Basic - 1 Day
• ESD Intermediate - 2 Days
• Problem Solving Technique- 1 Day
• Lean Overview – 1 Day
3.3. End Stage End Stage –– Domestic Domestic Enquiry (DI) Enquiry (DI) ~ By : Nexus
Consultant(Mr. George)
2.2. Practical OnPractical On--Job Job training training will be carried out by will be carried out by Mentor / BuddyMentor / Buddy( Superintendent)( Superintendent)
a) Checklist & a) Checklist & Evaluation Evaluation for mentor/buddyfor mentor/buddy
Days)Days)• Reminding Skills• Advising Skills• Reprimand Skills• Motivating Skills• Counseling Skills• Coaching Skills• Mentoring Skills
c)Performance Indices
d)Cost Control
e)Manpower Planning
B Peter Yates
Group Managing Director
D Iain Meikle
Vice President Manufacturing
Sharing from Pilot Team
4. Reviewing Training Programs Collectively
F. Have Fun In Your Supervision
F
Evaluation Team
Evaluation Team
Summary Evaluation Form
Comment
5. Creating Teaching Culture
Leadership Training
46Module 1 Best Leadership Practice (1
Program Overview
• Module 1 Best Leadership Practices (1)• Module 2 Best Leadership Practices (2)• Module 3 How to Motivate Today’s Employees
Program Overview
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Employees • Module 4 Situational Leadership • Module 5 Business Alignment
Carsem Key Beliefs
Customer 1st 1 Listen to customers 2 Treat customers as friends3 Be courteous , respectful and professional
Speed of Execution
1. Sense of urgency.2. Be responsive .3. Make fast decisions
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Continuous Improvement
1. Always believe there is a better way2. Challenge the status quo3. Seek new ways of doing things
Constant Respect for People
1. Focus on the issue , not the person 2. Remember -- Everyone’s role is important 3. Seek first to understand.
Uncompromising Integrity
1. Honesty2. Keep your word3. Maintain confidentiality
Lead by Example 1. Be supportive 2. Say what you do and Do what you say3. Be a coach
Carsem Key Beliefs
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Always seek win-win solution
1. Be objective 2. Be open minded3. Collaborate and compromise.
Carsem BOLEH! 1. CAN DO attitude 2. Determination 3. Positive mindset
Talent Management
A. Role ModelB. Promotion CriteriaC. KPI
Teaching Culture
C. KPID. Leaders pick up critical subjects
6. Conducting Talent Review meetings
Selection
Development
Talent Management Pool Flow
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Development
Review
Carsem talent pool Selection Criteria AGE Group 1 – Age 27 to 30 Group 2 – Age 31 to 35
Performance Rank 4 and above for past 2 years Applicable for E2 and above only
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Applicable for E2 and above only
Potential Manager Green – yes Yellow – yes but need to further develop on certain aspects
(EG :communication , management skills…..etc)Red – Not Ready Yet (Good worker )
YMAC selection matrix
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Not Suitable
Summary @ number of pax in each grade
Grade Green Yellow Red
M5 1 0 0
M4 0 1 0
E1 9 1 4
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E1 9 1 4
E2 6 1 2
TOTAL 16 3 19
Summary by age and grade
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M4,M5 & E1 @ Rank > 4 for past 2 years
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NOTE: :CW SENG : MORE FOR TECHNICAL LADDER
RANK 4 and above for past 3 years
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Development
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INTERNAL TRAININGSINTERNAL TRAININGS(Proposed for Talent Pool Management Candidates)(Proposed for Talent Pool Management Candidates)
Course Title Day
Hours
Manager/ Sec Mgr
Executive
Engineer
Superitenden
Supervisor
Technician
Support Staff
Operator/ L/Leader
2009-Jul
2009-Aug
2009-Sep
2009-Oct
2009-Nov
2009-Dec
2010-Jan
2010-Feb
2010-Mar
2010-Apr
2010-May
2010-Jun
Positive Confrontation 1 8 18 19 7 8 19 21
TARGET AUDIENCE SCHEDULE FOR 09/10
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Decision Making 1 8 14 3 27 15 17
Getting the right Customer Service Mindset 1 8 19
Effective Handling of Challenging Customers 2 16 18-19
Effective Meetings & Writing Minutes 2 16 24-25
Power Communication Presentation Skills 2 16 7-8
Negotiation Skills 2 16 16-17
Project Management 2 16 17-18
Others Trg :Supervisory trgLeadership trg Internet trg
61
62
Concern - vacancies
63
64
TALENT POOLPROFILE
65
PROFILE
Review
66
REVIEW
67
7. Setting up Councils
Talent Management
A. QPP Council for LeadershipB. Lean Council for Lean
Councils
B. Lean Council for Lean manufacturing
Management Involvement
• Corporate Communication Session by COO SW Woo
• Training classes are compulsory
• Report of attendance• Report of attendance• Constantly stresses the
importance of Lean in all meetings
• Query of non-committed team members
B. Improve ProductivityB. Improve Productivity
Output = 3
Before
* 30% Waste reduction
Output = 3.9After
Defects
Overproduction
Waiting
Non-utilized People
A. Elimination of wasteA. Elimination of waste
Transportation
Inventory
Motion
Extra Processing
A Member of the Hong Leong Group
Wave 1Wave 1
•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management
Wave 2Wave 2
• Visual Management• Standardized Work• Error Proofing• Handling Resistance
LEANLEANLEANLEAN IMPLEMENTATION IN CARSEMIMPLEMENTATION IN CARSEMIMPLEMENTATION IN CARSEMIMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize• Reduced set-up time
• Factory will have less error• Work will be more standardize/repeatable• Reduced set-up time • Work will be more standardize/repeatable
Wave 3Wave 3
• Material Control (Kanban)• Total Production Mgt (TPM) • Overall Engineering Efficiency (OEE)• Performance Measurement
• Introduce pull mechanism through Kanban• Working with lower level of inventory• Improve equipment OEE
Wave 4Wave 4
• Theory of constraints• Lay-out optimization• IT Tools• Lean Diagnostics
• Further strengthen the whole Value Stream Map after the 3 waves project.
• Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping)
• Lean lay-out
Lean ConsultantsLean Consultants
• The AMC founders & principal consultants are:– Ramesh Victor Rajathavavaram– Ramesh Victor Rajathavavaram
Lean Master (USA)
– Soundrarajan Pitchay Lean Master (USA)
URL: http://www.adv-mc.comEmail: [email protected]
LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING
ConsultingConsulting
STEERING COMMITTEE STEERING COMMITTEE
Senior Managers including those from Support Group (IT, Finance, Material, PC, HRD)
Rewards
Fear and Status Quo
C. Summary
How is teamwork in Carsem?
Teamwork in Work Area, Go out of the way to help other Groups and Teamwork is a Way of Life
80.67 81.34 80.48
70.00
75.00
80.00
85.00
90.00
q About 80% of respondents felt team work is the way of life in Carsem
%
40.00
45.00
50.00
55.00
60.00
65.00
Teamwork and cooperation in workarea
My work groups goes out of the wayto help other work groups when
needed
Teamwork is the way of l ife inCarsem
%
Training Organization satisfaction rate
85.0682.65 82.09 82.33 83.53
81.12
65.00
70.00
75.00
80.00
85.00
90.00
q About 80% of respondents are satisfied with Training offered in Carsem
%
40.00
45.00
50.00
55.00
60.00
65.00
Orientation andinductionprogram
Adequateeffectiveness of
trainingopportunities
Equipment andfacil ities in
training room
Teachingmaterials and
aids
Trainers'behaviour and
attitude
Multimediatraining adequate
and effective
%
Gaining Support Strategies
1. Co-designing Corporate Strategy2. Identifying Business Challenges
Summary
3. Communicating Effectively4. Reviewing Training Programs Collectively5. Creating Teaching Culture6. Conducting Talent Review meetings7. Setting up Council to review monthly
Discover Talent: Paul Potts
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OD, Training and Educationwww.linkedin.com/laurenceyap
Corporate Learning
Contact Network
Corporate Learningwww.journeyofhrd.blogspot.comHRD Best Practice Malaysia
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network.clomedia.com/profile/LaurenceYap
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