1. Company
LOGO
HR Driven Business
Sustainability Development

2. Objectives
A. Provides Direction and Strategy Framework
B. Equips Employees
C. Enhances Employee Engagement
D. Drive productivity and innovation
2

3. Contents
A. Long Term Business Sustainability
B. Organization Development
C. Process Improvement
D. Talent Development
3

4. Business Results
Organization Development
Process Improvement
Talent Development
4

5. 5
A. Business Sustainability

6. A. Long Term Business Sustainability
 Strategy
 Execution
 Culture
 Structure
 Talent
 Leadership
 Innovation
 Mergers
and acquisitions
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)

7. Diagnosis
Strengths Next Area
Improvement
Solutions Results
Strategies
Execution
Innovation
Organization
Culture
Leadership
Talent

8. 8
High Performance Model
Process
Development
Organisation Development
Talent
Development
Productivity
Profit
Talent
Culture
Strategy Management
Corporate Culture
Effective Org Structure
Talent and
Leadership
Productivity
Innovation

9. 9
Developmental Phases
Strategy Management
Lean Productivity Improvement
1st Year 2nd year 3rd year 4th Year 5th Year
Account Management
Leadership Development
Innovation
HiPo Development
Coaching
Career Development
TWI
Engagement
Team Bonding
Org
Dev
Process
Dev
TalentDev

10. STRATEGY MANAGEMENT, TEAM
BONDING, COACHING, ENGAGEMENT
B. Organization Development
10

11. STRATEGY MANAGEMENT, TEAM
BONDING, COACHING, ENGAGEMENT
C. Process Improvement
11

12. STRATEGY MANAGEMENT, TEAM
BONDING, COACHING, ENGAGEMENT
D. Talent Management
12

13. Scope
System Training Consulting Outcomes
Strategies Corporate
Strategies –
formulation,
communicate and
review
Strategic Training
and Planning
Facilitate
Strategy
Planning and
review
Accomplishes
Corporate and
Department
Strategies and
Goals

14. Scope
System Training Consulting Outcomes
Culture Coaching Culture
Engagement Culture
– WIFI Model
Team Culture
Coaching Program
Team Bonding
Coaching
follow-up
Engagement
Survey and
Analysis
Train-the-trainer
Improve employee
performance 10-
20%
Understand and
improve
engagement .
50% lower staff
turnover; 38%
productivity:56%
Customer loyalty;
27% Profitability
Bonding team to
reduce conflict and
increase loyalty to
organization

15. Scope
System Training Consulting Outcomes
Execution Lean Productivity Lean
Manufacturing
Training
( 3 options)
Lean
Assessment
Consulting or
leading
projects
Continuous
Improvement
Culture
Lean
Quarterly
Review
Productivity
Improvement
30%
Reduced
Inventory and
cycle time by
50%
Reduced labour-
hours by over
25%

16. Scope
System Training Consulting Outcomes
Execution Account
Management
Operator Training
and Engagement
(Training Within
Industry)
Business
Development
Workshop (1-2D)
TWI (6 Days) –
Job Instruction
Job Method
Job Relations
Training
Manual
Job Analysis
Improve of Sales
from 10% to
25%
Reduced training
time by 25% or
more
Reduced
scrap/rework by
at least 25%
Reduced
grievances by
more than 25%

17. Diagnosis
System Training Consulting Outcomes
Innovation Innovation
Culture
Lean Innovation
Training
Projects

18. Diagnosis
System Training Consulting Outcomes
Leadership Leadership
Development
Senior
Leadership
Development
Leadership Dev
Phase 1
Leadership Dev
Phase 2
Senior
Leadership
Phase 1
Executive
Coaching
Higher
Productivity
and
engagement
Talent HiPO
Development
Career
Development
Junior Manager
Phase 2, 3 and
4
Various Soft
Skills
Executive
Coaching
Higher
Productivity
and
engagement

19. Tools: Management Competencies
19

20. Team of Experts
• Turn Around Expert: Dr Yulin
(Asia Pacific Turn Around Solution
provider from Dell)
• Profitable and Productivity Expert: Ramesh
Victor (Global Lean Enterprise Solution
Providers from Seagate)
• People and Leadership Expert: Laurence Yap
(Asia Pacific Organization and People
Development Experts from Ebay)
20

21. 21
Development Components
C. Organization Development
A. Leadership Development
3. Clear Strategy Alignment and review
4. Effective Operational Execution through systemic process
5. Develop Innovation and continuous improvement culture
6. Build and maintain a fast and flexible organization structure
7. Develop Performance Driven Culture
2. Build leadership pipelines: HiPo, Succession Planning, Sr
leadership Development
1. Develop Employees and Management Competencies
A.

22. • A Fortune Magazine study suggested that 70%
of 10 CEOs who fail do so not because of bad
strategy, but because of bad execution. (Source:
Why CEOs Fail - R Charan & G Colvin, Fortune
Magazine, 21 Jun 1999.)
• In another study of 200 companies in the Times
1000, 80% of directors said they had the right
strategies but only 14% thought they were
implementing them well
22

23. 23
Driven by HR
People and Leadership Development - Trg Management Skills Dev
Strategy Management - HR/Trg: Facilitation – Com - Review
Profit and Productivity Improvement: Trg: Action learning
1st Year 2nd year 3rd year 4th Year 5th Year
Customer Service Trg: Action learning
Succession Planning – HR: Review – Dev - Evaluate
Innovation Trg: Action Learning
HiPo Development – HR: selection, review, dev, eva
Performance Management: HR: Review- Career Dev
Organization Structure: HR: Review
Employee Engagement – HR: Survey-Anaysis-Action

24. 24
Benefits
People and Leadership Development - Engagement & Contribution
Strategy Management - Clear Direction, Alignment and Synergy
Profit and Productivity Improvement: Profit , Effective & Efficiency
1st Year 2nd year 3rd year 4th Year 5th Year
Customer Service : Business Growth & brand reputation
Succession Planning – Leadersahip Continuity
Innovation: Profit, organization renewal & market share
HiPo Development – Retention
Performance Management: Performance Improvement & Retention
Organization Structure: Effective Execution
Employee Engagement - Productivity , Profitable & Turnover

25. B. People, Talent and Leadership

26. Process
• Link Management competencies to
corporate behaviors or values
• Select Management Competencies in four
management levels
• Within each management competencies,
refine behaviors needed
• Use newly development management
competencies for hiring, development and
appraisal
26

27. Tools: Management Competencies
27

28. Behaviors and Management
Individual
Management
Focus on self-
awareness and
learning (7)
Focus on Self Awareness and Learning recognizes how
our behaviors affect those around us. We must
accurately assess our own strengths and weaknesses
and take action to improve.
•Listen and accept feedback for improvement as a message
that others care about your safety.
•Accept feedback and demonstrate commitment to modify
behaviors based upon it.
•Keep emotions from interfering with performance and
objectivity.
•Push yourself outside of your individual comfort zones in
order to learn and grow.
•Learn from personal successes and failures, as well as from
those of others. -
Communicate
effectively (5)
providing timely and concise information to others, and
using clear and thoughtful oral and written
communications to influence, negotiate, and collaborate
effectively. Leaders and associates need to appreciate
that effective communication is about listening and
being listened to, but is not always about being in
agreement.
•Simplify complex issues whenever possible.
•Write and speak clearly and succinctly.
•Anticipate the informational needs of diverse audiences.
•Use the most effective means or technology to provide
information to people around the globe
Be an integrative
thinker (3)
requires decisiveness and taking action by applying
intuition, experience, and judgment to the data
available. We should demonstrate the ability to
assimilate various and conflicting information or
opinions into a well-considered decision. We should
understand the implications of individual actions or
recommendations on other markets, processes, and
functions
•Each day make safety an integral part of your routine. Never
perform a task unless it can be done safely.
•Connect experiences, observations, and seemingly
unrelated bits of information to see patterns and draw
conclusions not readily apparent to others.
•Use information, judgment, and logic to understand a
problem or situation and assess it carefully before acting.
•Be able to identify and address the critical issues in a
complex situation.
•Give appropriate weight and balance to different pieces of
information.
•Identify the part of the business value chain that is affected
by a particular decision or action, diagnose the situation, and
prioritize what needs to be done and who needs to be
involved.
•Think strategically and critically on multiple levels while
gathering, analyzing, and synthesizing globally relevant data.
•Balance seemingly conflicting goals and do well at executing
both (i.e., innovation and dependability, clear goals and
flexible strategies, quality and speed). 28

29. 1. Knowing and Managing Yourself
Emotional Intelligence/Self-Awareness
Self-Confidence
Self-Development
Building Trust and Personal Accountability
Resilience and Stress Tolerance
Action Orientation
Time Management
Flexibility and Agility
Critical and Analytical Thinking
Creative Thinking
29

30. 2. Knowing and Managing Others
 Oral Communication
 Written Communication
 Valuing Diversity
 Building Teams
 Networking
 Building Relationships
 Partnering
 Emotional Intelligence/Interpersonal Savvy
30

31.  Influencing
 Managing Conflict
 Managing People for Performance
 Clarifying Roles and Accountabilities
 Delegating
 Empowering Others
 Motivating Others
 Developing Top Talent
31
3. Knowing and Managing Others

32. 32
Developmental Phases
People and Leadership Development
Strategy Management
Profit and Productivity Improvement
1st Year 2nd year 3rd year 4th Year 5th Year
Customer Service
Succession Planning
Innovation
HiPo Development
Performance Management
Organization Structure
Employee Engagement

33. Implemenatation
Q1 Q2 Q3 Q4 Q1
People and
management
competencie
s
Select
competencies
Leadership trg
Employee trg
Recruitment
criteria
Performance
Appraisal
Leadership trg
Employee trg
Leadership trg
Employee tr
Hi Po
Selection
(2nd year)
Potencies
definition and
process
Talent
selection and
review
Training and
coaching
Project and
coaching
Evaluation
and Next
Action
Succession
Planning
(2nd Year)
Process Survey,
Pipeline
strength
Evaluation
Executive
Coaching
70/20/10
Training
Employee
Engagement
Measurement
and survey
Diagnosis
and
discussion
Assignment Assignment Review

34. 34
C. Strategy Management

35. 35
D. Productivity, Performance and
Innovation Growth

36. 36
E. Customer Service

37. 37
F. Org Structure and Performance
Management

38. 38
Developmental Phases
People and Leadership Development
Strategy Management
Profit and Productivity Improvement
1st Year 2nd year 3rd year 4th Year 5th Year
Customer Service
Succession Planning
Innovation
HiPo Development
Performance Management
Organization Structure
Employee Engagement

39. Contents
A. Big Pictures for Sustainability
Objectives, Focuses, Development Phases and Diagnosis
B. People, Talent Leadership
C. Strategy Management
D. Productivity, Performance and Innovation
Growth
E. Customer Service
F. Org Structure and Performance Management
39

40. Company
LOGO
B1. Focus and
Timelines
40

41. 41
3 Components
People Development
Corporate Culture
TEXT
Employee Engagement
*Foundation
(Values, Leadership and People Behaviors)
People and Management Dev

42. Focus
Focuses on
A.Management Competencies:
Managing Self, Managing People, Managing Business
(360 degree or level 3 survey)
B. Tlnt Mngmnt
Development
C. Engagement Culture
(Attrition and engagement rates)
D. Develop Corporate Culture and Foundation
(Values and Behaviors)
42

43. Foundation
Linking Values, Leadership and Employee
Behaviors to training, hiring and performance
appraisal
•Values (Safety First, Integrity, Customer
Service etc)
• Leadership Behaviors (Build team, Empower
employees, Focus on Issues)
•Employee Behaviors (Team Player, Work Extra
Miles, Contribute positively)
43

44. 44
Leadership Practices
Model the Way
Encouraging the Heart
Leadership Practices
Enable Others to Act
Challenge the Process
Develop a Shared Vision

45. Company
LOGO
B1. Focus and
Timelines
45

46. 46
Time Line: Year One
Diagnosis
Training and Dev for People and Mgm( Cont)
OD Interventions: Culture/Engagement (cont’
4th Q 1st Q 2nd Q 3rd Q 4th Q
Coaching (Cont’)
Engagement, Corporate Culture, Competencies,
Foundation*, Strategies
Senior Mgm Dev

47. 47
Timeline: Year Two to Five
Training and Dev for People and Mgm( Cont)
OD Interventions: Culture/Engagement (cont’)
1st Year 2nd Year 3rd Year 4th Year 5th Year
Coaching (Cont’)
Senior Mgm Dev (Strategy, bencmarking etc)
Team Dev (Bonding, Conflict, Colaboration)

48. 48
3 Components
People Development
Corporate Culture
TEXT
Employee Engagement
*Foundation
(Values, Leadership and People Behaviors)
People and Management Dev

49. Company
LOGO
B2. Methods,
Measurement and Tools
49

50. 50
B2: Measurements
People Development
Corporate Culture
30% improvement
In desirable cultural
development
TEXT
Employee Engagement
30% improvement in
Engagement Survey
annually
Foundation
(Values, Leadership and People Behaviors)
People and
Management Dev
40% gain in
Learning (Level 2)
and Competencies
(Level 3)

51. Results
Results
•Measurement of Expected Results- 30% increase
(determine by management team)
•Attrition Rates – reduced 30% if they walk the talk
•Engagement Rates – Increase 30% (Gallup Q12 or WIFI
Model)
51

52. 52
B3: Tools and Methodologies
People Development
Corporate Culture
Competing Values Model
McKinsey 7S Model
Human Performance Model
Survey, Training,
OD Intervention,
Facilitation
TEXT
Employee Engagement
Gallup Q12 Model,
Saratoga Institute Model
McKinsey 7S Model
Survey, Training,
OD Intervention,
Facilitation, Engagement and
Attrition Rates
Foundation
(Values, Leadership and People Behaviors)
People and
Management Dev
AMA Management
Model
Training, Executive
Coaching, 360
survey

53. Methods
Methods
•Training on people and management
•Executive Coaching
•360 degree on leadership behaviors
•Engagement and Attrition Survey
53

54. Tools: Human Performance Enhancement

55. Tools: Management Competencies
55

56. STRATEGY
HARD ELEMENTS
SOFT ELEMENTS
TRUST
WORTHY
STRUCTURE
SYSTEMS
GOALS
STAFF
(Team)
STYLE
SKILLS
Tools: McKinsey 7S

57. 7S
FRAMEWORK
THE SYSTEM COMPONENTS
SYSTEM 6S TWI KAIZEN
WORLD CLASS
SUPERVISOR
STYLE
• Learn-Do-
Maintain and
improve
• Learn-Do-Maintain
and improve
• Focused Cyclical
improvement on
Constraint and
Value Stream
• Proactive
management
of shop-floor
cultures and
performance
SKILLS
- 5S
- Safety Near
Miss
- Self audit and
workplace
improvement
skills
- 6S activity
facilitation
skills
- Effective training
method
- Shop floor problem
solving
- Job method
standardization
skills
- Employee
engagement skills
- Employee relations
skills
- Value Stream
mapping
- Waste Elimination
- Lean Tools: Quick
Changeover,
Pokayoke,
Equipment
Improvement
(TPM), Kanbans
and Inventory
Management
- Constraint
Management
- Daily
Proactive
planning skill
- Time
management
- Performance
monitoring
- Employee
Engagement
skills
- Audit and
improvement
skills

58. 7S
FRAMEWORK
THE SYSTEM COMPONENTS
SYSTEM 6S TWI KAIZEN
WORLD CLASS
SUPERVISOR
GOALS
• 100% Safety
compliance
• Uncluttered and
clean Work
space
• Employee
Engagement
• 100% Employee
Engagement
• Autonomous
employee
management skills
• Increasing
Employee
commitment &
Passion
• Constraint
Management
• Waste
Elimination
• Productivity &
Quality
improvement
• Continuous
Improvement
Culture
• Consistent
Shop-floor
performance
to standards
and targets
• Employee
Engagement
• Safe Work
Environment
STRUCTURE
• Shop-Floor
Daily 10 to 15
mins 6S activity
– Red tagging
• Weekly 6S
improvement
activities
• Daily audits
• Monthly
involvement by
management in
6S activity and
cleaning
• Supervisor/Enginee
r trains using TWI
Learn-Do-Coaching
method
• Daily/Weekly
involvement by
operators in Job
Method
improvement
• Daily supervisor-
employee
interaction
• 6 months once
value stream
map created
• Waste (Non
Value Adds)
elimination
• Identifying and
managing
Constraints
• Equipment
improvement
• Inventory
management
• Supervisor
uses the daily
supervisor
checklist to
proactively
manage shop
floor

59. 7S
FRAMEWORK
THE SYSTEM COMPONENTS
SYSTEM 6S TWI KAIZEN
WORLD CLASS
SUPERVISOR
STAFF
Supervisor,
Leader, Engineer,
Technicians &
Operators.
Supervisor, Leader,
Engineer, Technicians
& Operators
Manager, Engineers,
Supervisor, Selected
operators/technicians
Supervisors,
Technicians,
Engineers,
Operators
STRATEGY
• Shop-Floor
personnel
implement,
monitor and
maintain the
system
• Management
reviews,
involves
periodically
and shows
sponsorship
• Shop-floor
supervisors
/Technicians/Engin
eers and
operators involve
in Job Training,
Improvement &
monitoring
• Department
Management
reviews
periodically and
shows sponsorship
• Managers,
supervisors,
engineers and
selected
operators/leaders
will plot , improve
value stream and
mange constraints
on a cyclical basis
• Top management
review and show
sponsorship
• Self motivated
approach to
meet daily
KPI, Improve
Performance
and Engage
Employees

60. Tools: Corporate Culture
• Each type of culture emphasis certain
management competencies and practices
60

61. Corporate Culture
• Using 25 questions to evaluate corporate
cultures.
• Each culture has its emphasis on people
and management development
• Determine the future direction of corporate
culture
61

62. Culture and People Development

63. Tools: Employee Engagement
• Gallup Q12
63

64. 69
C. People and Management
Development Modules

65. Individual Contributor level
70

66. Supervisor and Junior Manager
71

67. Manager
72

68. Directors and Senior Managers
73

69. 74
Questions

70. 75

71. 76

72. Background
• Nitin Nohria is the
Richard P. Chapman
Professor of Business
Administration at Harvard
Business School
• Sustained Business
Success
• Nitin Nohria, William
Joyce, and Bruce
Roberson

73. Major 4 Factors
1. 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.

74. Strategy
Whatever your strategy, whether it is low prices or innovative products,
it will work if it is sharply defined, clearly communicated, and well
understood by employees, customers, partners, and investors.
• Build a strategy around a clear value proposition for the customer.
• Develop strategy from the outside in, based on what your customers,
partners, and investors have to say—and how they behave—not on gut
feel or instinct.
• Continually fine-tune your strategy based on changes in the
marketplace—for example, a new technology, a social trend, a
government regulation, or a competitor's breakaway product.
• Clearly communicate your strategy within the organization and to
customers and other external stakeholders.
• Keep focused. Grow your core business, and beware the unfamiliar.

75. Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.

76. Execution
Develop and maintain flawless operational execution. You
might not always delight your customers, but make sure
never to disappoint them.
• Deliver products and services that consistently meet customers'
expectations.
• Put decision-making authority close to the front lines so
employees can react quickly to changing market conditions.
• Constantly strive to eliminate all forms of excess and waste;
improve productivity at a rate that is roughly twice the industry
average.

77. Major 4 Factors
2. Execution: develop and maintain flawless
operational execution.

78. Culture
Corporate culture advocates sometimes argue that if you can make the
work fun, all else will follow. Our results suggest that holding high
expectations about performance matters a lot more.
• Inspire all managers and employees to do their best.
• Empower employees and managers to make independent decisions and
to find ways to improve operations—including their own.
• Reward achievement with pay based on performance, but keep raising
the performance bar.
• Pay psychological rewards in addition to financial ones.
• Create a challenging, satisfying work environment.
• Establish and abide by clear company values.

79. Major 4 Factors
3. Culture: develop and maintain a performance-
oriented culture.

80. Structure
Managers spend hours agonizing over how to structure
their organizations (by product, geography, customer, and
so on). Winners show that what really counts is whether
structure reduces bureaucracy and simplifies work.
• Simplify. Make your organization easy to work in and work with.
• Promote cooperation and the exchange of information across the
whole company.
• Put your best people closest to the action.
• Establish systems for the seamless sharing of knowledge.

81. Major 4 Factors
4. Structure: build and maintain a fast, flexible, flat
organization.

82. Secondary 4 Factors
Master two of the four secondary management
practices:
(5) Talent: hold on to talented employees and find
more.
(6) Innovation: make industry-transforming
innovations.
(7) Leadership: find leaders who are committed to
the business and its people.
(8) Mergers and acquisitions: seek growth through
mergers and partnerships

83. Talent
Winners hold on to talented employees and develop more.
Fill mid- and high-level jobs with outstanding internal talent
whenever possible.
Create and maintain top-of-the-line training and development
programs.
Design jobs that will intrigue and challenge your best performers.
Keep senior management actively involved in the selection and
development of people.

84. Innovation
An agile company turns out innovative products and
services and anticipates disruptive events in an industry
rather than reacting when it may already be too late.
• Relentlessly pursue disruptive technologies to develop
innovative new products and services.
• Don't hesitate to cannibalize existing products.
• Apply new technologies to enhance all operating
processes, not just those dedicated to designing new
products and services.

85. Leadership
Choosing great chief executives can raise performance
significantly.
Closely link the leadership team's pay to its performance.
Encourage management to strengthen its connections
with people at all levels of the company.
Inspire management to hone its capacity to spot
opportunities and problems early.
Appoint a board of directors whose members have a
substantial stake in the company's success.

86. Mergers & Acquisitions
Internally generated growth is essential, but companies that
can master mergers and acquisitions can also be winners.
• Enter new businesses that leverage existing customer
relationships and complement core strengths.
•
• When partnering, move into new businesses that make
the best use of both partners' talents.
• Develop a system for identifying, screening, and closing
deals.