Strategy

1. Day Two
Laurence Yap
Strategic Management of HR

2. Objectives
• Understand the Corporate and HR Strategic Management Process
and Components
• Review the Past, Current and Brainstorm the Future Strategy Plan
• Develop the fundamental of the Department : Vision, Mission,
Values and Future Plan
• Apply the Balance ScoreCard Method to conduct HR Strategic
Planning
• Establish Communication Methods to inform Your Employees
• Review the Strategy by using the traffic light system and
Appreciative Inquiry
• Apply facilitation skills to manager conversation
• Develop the Annual HR Strategic Plan
2

3. Ice Break – Know Your Colleagues More
Name Craziest
Things
You have
Done
Proudest
Moment
Boldest Act
Laurence Drove to
Ipoh to
meet my
future wife
Got the job in
PayPal after 7
interview and
beat
Singaporean and
Chinese
Travelled around
Gagasan
Malaya
3

4. Ice Break – Know Your Colleagues More
Name Achievement Craziest
Things
You have
Done
Proudest
Moment
Boldest Act
Laurence M.A with three
years of
Scholarship in
University
Malaya
Drove to
Ipoh to
meet my
future wife
Got the job in
PayPal after 7
interview and
beat
Singaporean and
Chinese
Travelled around
Gagasan
Malaya
4

5. Outline
Day One
A. Introduction to Strategy
Management
B. HR Strategy Intent
C. HR Strategy Situation
Analysis
D. HR Strategy Formulation
5
Day 2
E. HR Strategy Implementation
F. HR Strategy Evaluation
G. Drafting Your Annual HR
Strategic Plan

6. E. Strategy Execution
F1. Establish Communication Methods to inform Your Employees
F2. Formulate Implementation Plan WWW Plan and A3
F3. Change Management: McKInsey7s, John Kotter Management and
Performance Consulting
F. Strategy Renewal
G1 Review Strategy Plan Regularly by using the traffic light system
and Appreciative Inquiry
G2. Analyse and concluding the Annual HR Strategic Plan
Measure, Report and Celebrate
G. Drafting Your Annual HR Strategic Plan
6
Strategy Management Process

7. Strategy 2018: United foR efficiency
Strategic Priority Initiative Target Champion
What
we
are
getting
Financial Increase revenue (CPI) 100 Mil KG
Increase sales (CPI) 90 Mil HP
Reduce COGS (sub for
Revenue)
Overhead Budget Budgeted 8 Mil Phoon
Customer Diversity of Business 1 new field HP
Secure New Clients 5 HP
What
we
are
doing
Retention of Existing
Clients
5 HP
Process Material Tracking Establish tracking Paul
Map out and simplify
(CPI)
One Pager (Project)
Dashboard
(Company)
Laurenc
e
People Employee Engagement Score 7.5 out of 10 Lee
Training Hours 16 hours per
employee
Lee
Technical Competency
(sub)
Organisation Structure Conduct Market Survey Laurence

8. Linking HR Services to Corporate
Strategies
8

9. Linking Corp Strategies to HR
9
NoObjectives Target Initiatives Target Com and Ben Training Performance
1 Finance: Improve
Profitability
1.1 Increase
Revenues
RM 105
Million
1.1.1 Achieve Time line
budget
RM 105 Million Bonus 3 Months
1.1.2 Tracks Gross Profit
of VO
Gross Profit 20%
of VO based on
claims
1.1.3 Cert timely
received
Target 90% cert
received on time
Tracking
Monthly
1.1.4 Monthly Claim
Target
10.5 Mil Per
Month
1.2 Increase
Sales
RM 90
Million
1.2.1 Provides "A" Leads
of Potential Projects
RM 500 Million Competency-
base Interview
Networking,
Marketing
One on One
Meeting
1.2.2 Prepares and
Submit Tenders
RM 300 Million Tender
Management
1.2.3 Secure Sales RM 70 Million
Vision
Mission
Aspiration

10. Areas
Strategic Perspectives Areas Details
1. Financial Profit
Cost Reduction
Training Income Profit from Training Program
Productivity
2. Customer/Stakeholders Business Units Respond Time
Employees Employee Survey
Vendors Low Cost Providers
3. Process Recruitment
Training and Development
Performance Management
Employee Relations
PayRoll
Compensation and Benefits
CSR
4. Capability Learning and Development Employee Training
IT System HR Technology
IT System
Leadership Development Leadership Developmnet
Succession Planning
Continuos Improvement Projects Performance Based Culture
Coaching Culture
Expert Knowledge Expertise Development
10

11. HR Corp Services to Fulfil Needs
Ask your leaders if you do not have a corporate strategic plan
a. What are the Business Plan of the Year?
b. What are our challenges?
c. What are our bottle neck?
d. What do we want to achieve this year?
e. How can HR assist in achieving your company/Department
goals?
11

12. Another Set of Questions to Business
Leaders
• Perspective
• What part of the organization do you want to change
Attendance for remote workers
• Present
• What are you currently doing that needs to change?
No tracking
• Future
• What would you rather be doing in the future?
Mobile Attendance

13. Departments
Needs/Issues Hiring Training Com and Ben Engagement
13

14. Four Case Studies
• Marketing – Customer Services – Action
Learning
• Quality – Product Rejects – FMEA – Action
Learning
• Retain Production Supervisors – Skip Level
and Structured Training
• Integration – 2 Sites and 12000 employees -
Team Building
14

15. F. Strategy Implementation
F1. Establish Communication Methods to inform Your Employees
F2. Formulate Implementation Plan WWW Plan and A3
F3. Change Management: McKInsey7s, John Kotter Management and
Performance Consulting
15

16. F1 Communicating the Strategic Plan
Communicating the strategic plan to all members of the organization
to ensure their understanding of the organization’
s strategic direction
so they can take action on the goals, strategies, and objectives.
• All-hands meetings
• Briefing materials with a script
• Department meetings
• Focus groups
• Q&A sessions
• Special kick-off event
• New employee orientation
16

17. R&R
Senior Leader
A. Provides overall leadership and guidance to the organization
regarding the strategic plan
B. Formally and informally communicates the published strategic
plan to the workforce, customers, and stakeholders
C. Champions the change that the plan represents
D. Works with the budget officer to plan for resource allocation to
implement the strategic plan
Senior Leader Team
A. Develops the best method for formally communicating the plan
B. Champions the strategic plan within own area of responsibilities
C. Communicates with employees about progress, lessons learned
D. Aligns own department, division, etc., with the strategic plan
17

18. R&R
Facilitator
• Guides senior leadership in communication strategies
• Serves as a sounding board for questions
• Works with mid-level managers to build commitment
• Coordinates communication mechanisms
Mid Level Managers
 Support the plan
 Present employee briefings or hold Q&A sessions on the plan
 Translate strategies and objectives into action implications for
employees
 Align current work activities with the strategic plan
Finance
 Supports the plan 4 Plans ways to incorporate strategic plan
resource initiatives into the budgeting process
18

19. Communicate the plan constantly and
consistently
• The formal communication of the published strategic plan
should be handled as a special event to mark a new
beginning, a focus on the future.
• Choose a combination of methods that will most effectively
demonstrate to employees that this plan is real and will be
implemented.
• None of the printed or technological tools should be used
without personal involvement from the senior leadership
team.
• Remember that strategic management is a continuing
process, therefore, keep these methods in mind
throughout the implementation process
19

20. Change Management for the Reactions of
the Employees towards the Strategy Plan
Denial
During denial, senior leaders need to focus on the need for change and
repeatedly provide the reasons for the change. Reasons of survival help
focus everyone.
Resistance
Senior leaders need to listen, empathize, and assist in setting priorities
during the resistance stage.
Exploration
During the exploration stage it is important for the senior leadership team
to keep the effort energized, keep people focused, and encourage them
not to leap to action before the ideas have been fully explored.
Commitment
Once commitment is obtained from the organization, the senior leaders
should acknowledge and share the success and prepare the organization
for changes to come.
20

21. Mid-level Managers should
• Explain why change is imperative
• Be active participants in the communication process
• Listen and bring suggestions to top leaders
• Help set goals, define plans, and choose team leaders
• Manage by consensus, where possible
• Set a positive work climate to encourage motivation
• Ask questions related to the strategic plan
21

22. Questions to Handle Changes
• What is the change?
• Is it real?
• Is it good for the organization?
• Is it possible to do in this organization?
• What happens if the organization doesn’
t do it?
• Is it good for me?
• Can I effectively contribute to change?
• What is my new role?
• What happens if I don’
t help?
• What happens if we’
re successful?
22

23. Format of Communication
First Time
• The Theme of the Year and Four Perspectives
• The Overall Plan briefs by the HR Heads
• The Specific Plan briefs by HODs
Next Quarter
• Progress of the Plan
• Achievement and Challenges
• Activities for the next Quarter
• Recognition for employees
• Questions and Answer
23

24. Exercise
• Practice in a group
24

25. Implementation R&R
Senior Leader
• Leads the implementation effort
• Establishes clear roles and responsibilities
• Allocates resources for action items
• Holds monthly strategic plan meetings with the senior leadership
team to monitor the status of the plan Leads by consensus, but
makes key decisions when necessary
• Incorporates brief status updates at weekly staff meetings
• Communicates plan status, accomplishments, and lessons
learned with the workforce
• Communicates results as appropriate to customers, stakeholders,
parent organization
25

26. Senior Leadership Team
Senior Leadership Team
• Support the strategic plan and incorporate in to day-to-day
business and processes
• Prioritize objectives
• Allocate resources for action items
• Define measures for progress and mission performance
• Sponsor assessment surveys (e.g., internal employee climate
surveys, customer surveys, etc.)
• Provide training resources
• Attend monthly strategic plan meetings
• Give brief status updates at weekly staff meetings
• Lead goal groups
• Serve as linking pins on strategy-level teams
26

27. R&R
• Charter teams
• Guide the workforce through implementation issues
• Remove organizational barriers to goal accomplishment
• Create or revise policies and procedures to achieve goals
• Communicate plan status, accomplishments, and lessons learned
with their employees
• Create lower-level plans to support the corporate pla
27

28. R&R
Facilitator
• Serves as point of contact for the plan with the senior leadership
team
• Provides TQ guidance and consultation to senior leaders
• Assesses and coordinates training needs
• Conducts assessment surveys
• Tracks strategic plan action items
• Handles logistics for updating the plan
• Facilitates senior leadership team meetings and offers facilitation
to other team meetings
• Works with senior leader to develop meeting agendas
28

29. R&R
Finance
• Serves on senior leadership team
• Identifies resource issues related to effective implementation
• Distributes and monitors use of allocated resources
• Ensures that budget reflects strategic plan implementation
funding needs
• Determines how to reflect mission performance with budget
29

30. R&R
Implementation Team Leader (for Goal Groups, Strategy Teams, and
Objectives Teams)
Works with linking pin to choose team membership
Establishes team meeting schedule
Leads team meetings
Coordinates with strategic planning facilitator/quality advisor on
meeting agendas
Monitors plan of action and milestones
Briefs status to higher level teams
Requests necessary resources
Asks subject matter experts to attend certain meetings
Ensures distribution of meeting minutes
30

31. R&R
Team Members
Create plan of action and milestones
Attend meetings
Implement tasks
Define measures
Develop data collection plan
Collect data
Identify implementation problem areas
31

32. Purpose of A3
• The A3 process allows groups of people to actively collaborate on the
purpose, goals, and strategy of a project. It encourages in-depth
problem solving throughout the process, and adjusting as needed to
ensure that the project most accurately meets its intended goal.
• The A3 process prescribes to the famed quote by Abraham Lincoln:
“Give me six hours to chop down a tree and I will spend the first four
sharpening the axe.” The A3 process helps an organization sharpen its
proverbial axes by fostering effective collaboration, bringing out the best
problem solving in teams.
32

33. F2. Formulate Implementation Plan
33

34. Steps
• The following steps will guide you through the A3 Process. To get a
more in-depth explanation of the step, click on the step and a popup
window will appear with more information. If you're using Internet
Explorer and have popups blocked, you will have to unblock them to
see the window.
• Step 0: Identify a problem or need
• Step 1: Conduct research to understand the current situaion
• Step 2: Conduct root cause analysis
• Step 3: Devise countermeasures to address root causes
• Step 4: Develop a target state
• Step 5: Create an implementation plan
• Step 6: Develop a follow-up plan with predicted outcomes
34

35. Post A3
• The results of steps 0-6 can be recorded on an A3 report. Click here to
download an MS Word template of an A3 Report.
• Step 7: Discuss plans with all affected parties
• Step 8: Obtain approval for implementation
• Step 9: Implement plans
• Step 10: Evaluate the results
35

36. WWW
36

37. F3 Change Management
37

38. 7s
• The 7-S model can be used in a wide variety of situations where an
alignment perspective is useful, for example, to help you:
• Improve the performance of a company.
• Examine the likely effects of future changes within a company.
• Align departments and processes during a merger or acquisition.
• Determine how best to implement a proposed strategy.
38

39. Scope
• Strategy: the plan devised to maintain and build competitive advantage
over the competition.
• Structure: the way the organization is structured and who reports to
whom.
• Systems: the daily activities and procedures that staff members
engage in to get the job done.
• Shared Values/Goals: called "superordinate goals" when the model
was first developed, these are the core values of the company that are
evidenced in the corporate culture and the general work ethic.
• Style: the style of leadership adopted.
• Staff: the employees and their general capabilities.
• Skills: the actual skills and competencies of the employees working for
the company.
39

40. Check List
• Strategy:
• What is our strategy?
• How do we intend to achieve our objectives?
• How do we deal with competitive pressure?
• How are changes in customer demands dealt with?
• How is strategy adjusted for environmental issues?
• Structure:
• How is the company/team divided?
• What is the hierarchy?
• How do the various departments coordinate activities?
• How do the team members organize and align themselves?
• Is decision making and controlling centralized or decentralized? Is this
as it should be, given what we're doing?
• Where are the lines of communication? Explicit and implicit?
40

41. Checklist
• Systems:
• What are the main systems that run the organization? Consider
financial and HR systems as well as communications and document
storage.
• Where are the controls and how are they monitored and evaluated?
• What internal rules and processes does the team use to keep on track?
• Shared Values:
• What are the core values?
• What is the corporate/team culture?
• How strong are the values?
• What are the fundamental values that the company/team was built on?
41

42. Checklist
• Style:
• How participative is the management/leadership style?
• How effective is that leadership?
• Do employees/team members tend to be competitive or cooperative?
• Are there real teams functioning within the organization or are they just
nominal groups?
• Staff:
• What positions or specializations are represented within the team?
• What positions need to be filled?
• Are there gaps in required competencies?
42

43. Checklist
• Skills:
• What are the strongest skills represented within the company/team?
• Are there any skills gaps?
• What is the company/team known for doing well?
• Do the current employees/team members have the ability to do the job?
• How are skills monitored and assessed?
43

44. 7s
Solutions Skills Staff Style System Structure Shared
Values/Go
als
Strategy
44

45. 5. Total Approach to Develop Coaching
Culture
45
Train Senior Managers, Managers, Supervisors
as Coach
Implement regular one hour one on one meeting
(weekly or monthly)
Coaching as part of the hiring, promotion and
KPI measurement
Solution Focused Coaching method
Core Competency and EVP
Empowerment, Supportive and Positive Mindset
Incorporate into Performance Appraisal, Part of
the Leadership Development, Leaders as Role
Models: Strength Focused, Positive Mindset and
Solution Focused
Staff
Structure
System
Skills
Shared
Values
Style of
Leaders
Strategy

46. John Kotter
46

47. Step 1-2
1. Creating an Urgency: This can be done in the following ways:
– Identifying and highlighting the potential threats and the repercussions
which might crop up in the future.
– Examining the opportunities which can be tapped through effective
interventions.
– Initiate honest dialogues and discussions to make people think over the
prevalent issues and give convincing reasons to them.
– Request the involvement and support of the industry people, key
stakeholders and customers on the issue of change.
2. Forming Powerful Guiding Coalitions
• This can be achieved in the following ways:
– Identifying the effective change leaders in your organizations and also the
key stakeholders, requesting their involvement and commitment towards
the entire process.
– Form a powerful change coalition who would be working as a team.
– Identify the weak areas in the coalition teams and ensure that the team
involves many influential people from various cross functional departments
and working in different levels in the company.
47

48. Step 3 & 4
3. Developing a Vision and a Strategy
• This can be achieved by:
– Determining the core values, defining the ultimate vision and the strategies
for realizing a change in an organization.
– Ensure that the change leaders can describe the vision effectively and in a
manner that people can easily understand and follow.
4. Communicating the Vision
– Communicate the change in the vision very often powerfully and
convincingly. Connect the vision with all the crucial aspects like
performance reviews, training, etc.
– Handle the concerns and issues of people honestly and with involvement.
48

49. Step 5 and 6
5. Removing Obstacles
– Ensure that the organizational processes and structure are in place and
aligned with the overall organizational vision.
– Continuously check for barriers or people who are resisting change.
Implement proactive actions to remove the obstacles involved in the
process of change.
– Reward people for endorsing change and supporting in the process.
6. Creating Short-Term Wins
– By creating short term wins early in the change process, you can give a feel
of victory in the early stages of change.
– Create many short term targets instead of one long-term goal, which are
achievable and less expensive and have lesser possibilities of failure.
– Reward the contributions of people who are involved in meeting the targets.
49

50. Step 7 & 8
7. Consolidating Gains
– Achieve continuous improvement by analysing the success stories
individually and improving from those individual experiences.
8. Anchoring Change in the Corporate Culture
– Discuss the successful stories related to change initiatives on every given
opportunity.
– Ensure that the change becomes an integral part in your organizational
culture and is visible in every organizational aspect.
– Ensure that the support of the existing company leaders as well as the new
leaders continue to extend their support towards the change.
50

51. Steps Actions People
51

52. G. Strategy Evaluation
G1 Review Strategy Plan Regularly by using the traffic light
system and Appreciative Inquiry
52

53. G1 Traffic Light
53

54. Symbols
54

55. Traffic Light
GREEN Achieve of 100% and more
Any good practices to share?
YELLOW Achieve from 51% to 99%
Any Support you need?
Any resources you would like to have?
RED Achieve below 50%
Any challenges you are facing?
Any Support you need?
Any resources you would like to have?
55

56. Quarterly Review
56
HR Department
Theme of the Year Green= 100% and more (Good); Yellow = 50%-99% (WIP); Red = Below 50% (Bad)
HR Strategic Plan 2019
Objectives Measurement Target Initiative
Finance: Plan Actual Plan Actual Plan Actual Plan Actual
F1. Cost Medical Cost 10% saving F1.1 Great Eastern 10% 6% 10% 10% 10%
F2. Saving Electricity and Aircon 5% F.2.1 TNB 5% 1% 5% 5% 5%
F3. Earning Training Income RM25,000 F.3.1 Berjaya
Learning
RM5,000 RM6,000 RM5,000 RM5,000 RM5,000
2. Customers Plan Actual Plan Actual Plan Actual Plan Actual
C1. Business Units
C2.Employees
C3 Vendors
Plan Actual Plan Actual Plan Actual Plan Actual
I1. Recruitment
I2. Training and
Development
I3. Performance
Management
4. Learning and Growth
L1. Learning Hours
L2. Leadership
Development
Q1 Q2 Q3 Q4
3. Internal Process

57. Evaluation: Key Questions
• Objective
– Key Events - What major events happened in the last quarter?
– Major Projects – Any new, completed or on-going projetcs?
• Reflective
– Big Surprises – Any surprises?
– Achievements – Any significant achievements?
– Joy and Fun – Any moments of joy or fun?
– Proud Moments – Amy proud moments?
• Interpretative
– Went Well – What went well?
– Positive Development – Any positive development?
– Development Needed – Any areas need to develop further?
– Struggle
• Decision
– What do we want to do differently?
– What do we want to do next?
– What do we want to Start/Stop/Continue doing?
57

58. Sample
1. Overall Review
Objective
Key Events
Team Building at Gopeng
Lean Visit by Japanese
SME 100 Fast Moving Company Award
Carrer Fair
IEM Symposium
Talk at TAR College
Major Projects
TWY
Reflective
Big Surprises
Hospital
Collection Challenges
Delay of Oil & Gas Project in Pengerang Johor for
six months
Maxim – Fastest Final Account
Achievements
Captured a new sector - Hospital
ISO 9001/2015
Team Building Gopeng
Teamm Best Electrical Contractor of Malaysia
1st Strategy Summit
5 New Clients 58

59. Sample
59
Interpretative
Went Well
Team Building Activities at Gopeng
Christmas Party
Marketing Package
Mega Career Fair
IEM Symposium
1st Site Audit Results
ISO 9001/2015
Value Engineering
30 days if sub-contractor payment
Struggled
COGS
Social Media
Accountability
Payment Collection
Timeline
Overhead
Market Sentiment
Decision
What do we want to do differently?
Selection of tenders
Claims and Payment – Yellow Flag and Red Flag
COGS: finding new options
Overhead Management – Properties
Open up new clientele and consults to form new
strategic partnership
Accountability

60. Year End Discussion
What is working
well?
What is not
working well?
What needs to
improve next
year?
Finance
Customers
Process
People

61. One more things
The Other Things you can do
to share lessons learned,
to share successes, and
to show that work is being accomplished.
61

62. Sharing
• Emotions
• New, Practical
• Things You can do the next two
weeks
• Learn from your peers
62

63. H. Draft Annual Strategic Plan
63