Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
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The document discusses strategies for gaining support from line managers for talent management programs. It outlines seven strategies: 1) Co-designing corporate strategy to ensure alignment, 2) Identifying business challenges and talent gaps, 3) Communicating effectively, 4) Reviewing training programs collectively, 5) Creating a teaching culture, 6) Conducting talent review meetings, and 7) Setting up councils to review programs monthly. The strategies aim to integrate line managers in the talent management process through collaboration, communication, and collective oversight of programs.
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Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2
- 1. Educating & Training Line Managers In Talent Management Getting Their Full Support For Your Program /DXUHQFH <DS
- 2. Getting Full Support From Line Manager For Your Talent Management Programs /DXUHQFH <DS 6U 0DQDJHU RI 7UDLQLQJ 2'
- 4. A. Background B. Gaining Support Strategies Outline 1. Co-designing Corporate Strategy 2. Identifying Business Challenges 3. Communicating Effectively
- 5. 4. Reviewing Training Programs Collectively 5. Creating Teaching Culture 6. Conducting Talent Review meetings 7. Setting up Council to review monthly Outline 7. Setting up Council to review monthly C. Summary
- 10. Talent Management A.Specific Employees –Future Leaders B.Common Group – Build Talent Culture Two Approaches
- 11. Busy. Priorities How do you Dilemmas How do you gain their support?
- 12. B. Gaining Support Strategies
- 13. 1. Co-designing Corporate Strategy
- 14. Vision, Mission Values t Strategy Creation Change Management Implementation STRATEGY IMPLEMENTATION Values Management Implementation Do What Matters Most
- 15. 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 15 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 2010 LW Yong Developing Technology Leadership semiconductor Company Throughout the World (Peter)committed and engaged employees delivering operational and service excellence.
- 16. 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 16 Enhancing Employee Involvement Omar Hakim Involvement 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
- 17. 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 17 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
- 18. 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 Support Our Purpose WE ARE HERE 18 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)
- 26. 2. Identifying Business Challenges
- 27. 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 27 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
- 29. Dialog Session with CarsemDialog Session with Carsem Supervisory Community
- 32. 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)
- 33. PROPOSED PROGRAMME Mandatory Technical Training (Training Calendar) New Sup training KitNew 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 LeadershipDynamic 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 (67 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 (Measurement System 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 StageEnd Stage –– DomesticDomestic Enquiry (DI)Enquiry (DI) ~ By : Nexus Consultant (Mr. George) 2.2. Practical OnPractical On--JobJob trainingtraining will be carried out bywill be carried out by Mentor / BuddyMentor / Buddy ( Superintendent)( Superintendent) a) Checklist a) Checklist EvaluationEvaluation 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
- 35. D Iain Meikle Vice President Manufacturing
- 36. Sharing from Pilot Team
- 39. 4. Reviewing Training Programs Collectively
- 40. F. Have Fun In Your Supervision F
- 41. Evaluation Team
- 42. Evaluation Team
- 44. 5. Creating Teaching Culture
- 46. Leadership Training 46 Module 1 Best Leadership Practice (1
- 47. Program Overview • Module 1 Best Leadership Practices (1) • Module 2 Best Leadership Practices (2) • Module 3 How to Motivate Today’s Employees Program Overview 47 Employees • Module 4 Situational Leadership • Module 5 Business Alignment
- 48. Carsem Key Beliefs Customer 1st 1 Listen to customers 2 Treat customers as friends 3 Be courteous , respectful and professional Speed of Execution 1. Sense of urgency. 2. Be responsive . 3. Make fast decisions 48 Continuous Improvement 1. Always believe there is a better way 2. Challenge the status quo 3. 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.
- 49. Uncompromising Integrity 1. Honesty 2. Keep your word 3. Maintain confidentiality Lead by Example 1. Be supportive 2. Say what you do and Do what you say 3. Be a coach Carsem Key Beliefs 49 Always seek win- win solution 1. Be objective 2. Be open minded 3. Collaborate and compromise. Carsem BOLEH! 1. CAN DO attitude 2. Determination 3. Positive mindset
- 50. Talent Management A. Role Model B. Promotion Criteria C. KPI Teaching Culture C. KPI D. Leaders pick up critical subjects
- 51. 6. Conducting Talent Review meetings
- 52. Selection Development Talent Management Pool Flow 52 Development Review
- 53. 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 53 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 )
- 54. YMAC selection matrix 54 Not Suitable
- 55. Summary @ number of pax in each grade Grade Green Yellow Red M5 1 0 0 M4 0 1 0 E1 9 1 4 55 E1 9 1 4 E2 6 1 2 TOTAL 16 3 19
- 56. Summary by age and grade 56
- 57. M4,M5 E1 @ Rank 4 for past 2 years 57 NOTE: :CW SENG : MORE FOR TECHNICAL LADDER
- 58. RANK 4 and above for past 3 years 58
- 59. Development 59
- 60. INTERNAL TRAININGSINTERNAL TRAININGS (Proposed for Talent Pool Management Candidates)(Proposed for Talent Pool Management Candidates) Course Title Day Hours Manager/SecMgr Executive Engineer Superitenden Supervisor Technician SupportStaff 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 60 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 trg Leadership trg Internet trg
- 61. 61
- 63. 63
- 64. 64
- 66. Review 66
- 67. REVIEW 67
- 68. 7. Setting up Councils
- 69. Talent Management A. QPP Council for Leadership B. Lean Council for Lean Councils B. Lean Council for Lean manufacturing
- 70. 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
- 71. B. Improve ProductivityB. Improve Productivity Output = 3 Before * 30% Waste reduction Output = 3.9 After
- 72. 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
- 73. 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
- 74. 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.com Email: rameshvictor@adv-mc.com
- 75. LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING
- 77. STEERING COMMITTEESTEERING COMMITTEE Senior Managers including those from Support Group (IT, Finance, Material, PC, HRD)
- 78. Rewards
- 79. Fear and Status Quo
- 80. C. Summary
- 82. 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 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 work area My work groups goes out of the way to help other work groups when needed Teamwork is the way of life in Carsem %
- 83. Training Organization satisfaction rate 85.06 82.65 82.09 82.33 83.53 81.12 65.00 70.00 75.00 80.00 85.00 90.00 About 80% of respondents are satisfied with Training offered in Carsem % 40.00 45.00 50.00 55.00 60.00 65.00 Orientation and induction program Adequate effectiveness of training opportunities Equipment and facilities in training room Teaching materials and aids Trainers' behaviour and attitude Multimedia training adequate and effective %
- 84. Gaining Support Strategies 1. Co-designing Corporate Strategy 2. Identifying Business Challenges Summary 3. Communicating Effectively 4. Reviewing Training Programs Collectively 5. Creating Teaching Culture 6. Conducting Talent Review meetings 7. Setting up Council to review monthly
- 85. Discover Talent: Paul Potts 85
- 87. OD, Training and Education www.linkedin.com/laurenceyap Corporate Learning Contact Network Corporate Learning www.journeyofhrd.blogspot.com HRD Best Practice Malaysia www.facebook.com Chief Learning Officer Network network.clomedia.com/profile/LaurenceYap
- 90. /DXUHQFH DS 6U 0DQDJHU RI 7UDLQLQJ 2'