2. Definition
• A corporate university is any
educational entity that is a strategic
tool designed to assist its parent
organization in achieving its goals by
conducting activities that foster
individual and organizational learning
and effectiveness
4. Objectives
• Prepare employees to compete in a global economy by
enhancing employee performance and productivity
• Meet and exceed service expectations with customers
• Respond to current and future global business challenges
• Raise the level of importance of education within the
organization by providing a formal learning process;
• Deliver organization development initiative to improve
organizational effectiveness
• Support change in corporate culture across the
organization.
5. Comparison
Training Departments Corporate Universities
Run classes based on popularity
and demand.
Align learning opportunities with
the company's initiatives.
Use e-learning as a cost-cutting
device.
Utilize technology strategically in
order to support and reinforce
learning.
Outsource training to minimize
full-time head count in the
department.
Create outside partnerships to
support organizational goals.
Executives view training as an
expense that should be kept as
low as possible.
Senior management is actively
involved in the learning process
and sees a commitment to
learning as a competitive
advantage.
6. The Learning Organization
Continuum
Focus on filling gaps
in employee’s current job
roles or on specific projects
Tactical
Learning
Focus on developing
employees’ skills and
capabilities against a best-
in-class model through formal
and informal training.
Integrated
Learning
Focus on integrating all
components that affect human
performance and organization
effectiveness.
Strategic
Learning
Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning
Training Management
Development
Corporate
University
7. Management of Corporate
University
Previous Corporate University Management
Experience
Training Council – First Solar- HR VP
Carsem – HR Development –COO
Western Digital – Komag College –Training
Manager
(Malaysia is not allowed the term Corporate
University by the government to be used by
private sectors. Thus we have the term U,
College, Center and etc.)
8. Carsem – M Site
Founded in 1972
Acquired by Hong Leong Group in 1984
Floor Space : 436K sq.ft. (40,500 sq. m.)
Workforce : 3,100 employees
Carsem – S Site
Production Commenced in 1992
Floor Space : 640K sq.ft. (60,000 sq. m.)
Workforce : 5,600 employees
Carsem – Suzhou
Production Commenced in July'04
Floor Space : 175K sq.ft. (16,000 sq. m.)
Workforce : 1,100 employees
Packages: MLPQ & MLPD
Managed Carsem HRD
10K Employees
9. Facilities – Two Factories in Malaysia
• 12 Classrooms
• 2 Auditorium with 200 seating capacities
• 2 Computer Labs
• 3 Technical Centers
• 2 Multimedia Labs
• LMS System
• 3 Training Administration Centers
• 1 TPM Room
• 100 subordinates
15. Building Corporate U
• Work with Management to craft a long term vision, mission and
direction
Link the proposed training strategy to corporate business strategy
Link Corporate University Structure to training and OD Strategies
Decide on your delivery methodology and facilities
• Partner with experts, vendors and universities for maximum
results
Prepare a funding strategy
• Branding Your Corporate University
17. Corporate University: Vision
Learning
Culture
Employee
EngagementOrganization
Effectiveness
Building a world class corporate university in PV industry that
can bring about organization effectiveness, learning culture
and employee engagement by using cutting edge learning,
career development and organization development
technologies and processes
Corporate
University
Training, OD and Career
Development
18. Building Corporate U
• Work with Management to craft a long term vision and
mission and deliverable metrics
• Link the proposed training and OD strategy to corporate
business strategy
• Link Corporate University Model to training and OD
Strategies
• Decide on your delivery methodology and facilities
• Partner with training vendors and universities for maximum
results
• Prepare a funding strategy and budget
• Branding Your Corporate University
19. Four Needs of Organization
Sustainable Growth Model
Business Profit
Strategy
Leadership Dev
Productivity
Execution
Innovation
People Development
Talent
Engagement
Culture
Structure
M&A
21. HR Involvement
21HR Driven Business Sustainable Growth Model
Process
Development
Organisation Development
Talent
Development
Productivity
Profit
Talent
Culture
Strategy Management
Corporate Culture
Effective Org Structure
Talent and
Leadership
Productivity
Innovation
22. Overview of Tools and Processes
Strategy
Execution
Culture
Structure
Strategy Planning and Review
Strategy Communication and alignment
Strategic Learning
Process Improvement Tools
Lean
Core Business Competencies
Customer Relations
Corporate Culture
Employee Engagement Survey
Team Bonding and Planning
Onboarding
Learning and Development
Organization Structure Review
23. Overview of Tools and Processes
Talent
Leadership
Innovation
Talent Management
Competency Development
Technical Advancement
Management Development
Senior Leadership Development
Succession Planning
Management Competencies
Continuous Improvement Culture
24. Corporate Business Strategies
Balance Scorecard
(finance, customer, processes and employee development)
Organization Growth
(profit, productivity, culture, employee development)
Business Sustainability
(strategy, execution, culture, structure, talent,
leadership, innovation and merger and acquisition)
25. Link Training and OD Strategies to
Corporate Business Strategies
Corporate
Level
Employee
LevelDepartment
Level
Corporate
Business
Strategies
26. Corporate Level
Corporate Level
Short Term:
Action Learning Strategies
Middle Term:
Succession Planning
Facilitate Corporate Strategies
Employee Engagement Culture
E-Learning Delivery
Long Term:
Corporate Culture
Expert Talent Management Strategies
Leadership Talent Dev Strategies
Career Development Strategies
Innovation and Continues Improvement Culture
27. Action Learning Strategies
Annual corporate strategies – Quick Win
Action Learning Strategies to deal with
current corporate business challenges
eg – Customer Scorecard of Marketing Department
Knowledge acquisition by R&D Department
Supply Chain circle time by Manufacuting
28. Department Level
• Department/Academy Level
Short Term:
Action Learning Strategies
Middle Term:
Competency Development Model
Training Within Industry (Job Instruction,
Job Methods and Job Relations)
E-Learning Delivery
Mobile Learning
Long Term:
Expert Development
Knowledge Management
Internal Trainer Development
29. Employee Level
• Employee Development
Short Term:
Personal Development Plan
70/20/10 Development Model
Middle Term:
Strength based Development
Strategies, KPI and Coaching Model
Long Term:
Career Development
30. Prioritize Strategic Direction
• There are several strategic orientations found in corporate
universities
• Skills and Competency Development
• Qualification
• External Customer Focus
• Relationship
• Change Management Focus
• Change
• Strategic Business Issue Focus
• Business Challenges
• Research
• Academic
31. Building Corporate U
• Work with Management to craft a long term vision and
mission
• Link the proposed training strategy to corporate business
strategy
• Link Corporate University Structure to Training and OD
Strategies
• Decide on your delivery methodology and facilities
• Partner with training vendors and universities for maximum
results
• Prepare a funding strategy and budget
• Branding Your Corporate University
32. Governance
• Board of Governors, which includes the
CEO and senior executives
- Approve learning and OD budgets and priorities
- Determine policy
• Advisory Board for Academy, which
includes senior leaders from related
departments
- Members represent different business units
- Geographic and subject matter mix
32
33. Partnership in Developing
Strategic Learning
• Global Teams (global model)
- Learning and Development Managers from each
geographical areas
- Subject-Matter Experts invited to be on the team to
serve as consultants on key initiatives
- Weekly teleconferences
33
35. Campus
• OD Consulting Center - Engagement and Culture
• Admin Center – Administration of Corporate University
Talent development, succession planning, corporate culture, engagement
survey, corporate strategy facilitation, organization structure, team
development, business strategy alignment, action learning team
• Leadership and People Academy - Development
• Engineering and innovation Academy (R&D)– Productivity
• Marketing and Sales Academy – Profit
• Supply Chain Academy– Productivity
• Manufacturing Academy – Productivity
• Business Support Academy – Productivity
• IT Academy - Productivity
36. Academy Goals
Department Emphasis Performance Indicators
Engineering
and Innovation
(R&D)
Product
Innovation
Patents Sources of
ideas
Manufacturing
(Operation)
Operating
Efficiency
Productivity Process
Marketing and
Sales
Customer
Intimacy
Segment Service Brand
Supply Chain Distribution Logistic Channels
IT Technology Hardware and
software
New
Applications
Leadership
and People
Management Bench
strength
High Potential
Community
People Skills
Business
Support
(HR, Fin. etc)
Process Turn around
time
Process
simplification
37. Building Corporate U
• Work with Management to craft a long term vision and
mission
• Link the proposed training strategy to corporate business
strategy
• Link Corporate University Model to training and OD
Strategies
• Decide on delivery methodology and facilities
• Partner with training vendors and universities for maximum
results
• Prepare a funding strategy and budget
• Branding Your Corporate University
38. Delivery Methodology
• Classroom Training with Instructors
Classroom or Auditorium
• One-on-One Tutorial
Classroom or Meeting Room
• Lecture and Demonstration
Classroom or auditorium
• Action Learning
Classroom, Meeting Room and Workplace
• Simulations
Classroom or Technical Center, Computer Lab
• Sharing from Community of Practice
Auditorium
39. Delivery Methodology
• E-Learning, Facilitated
Computer Lab or Meeting room
• E-Learning, Self-Paced
Computer Lab, Home, any where
• Blended Learning
Class room , Computer Lab, Meeting room
• Mobile Learning
Any where
• Internet Research and learning
Any where
40. Shared Services Infrastructure
• Enterprise-wide LMS and LCMS infrastructure.
• Curriculum definition and instructional design.
• Content development across all media.
• Documentation fulfillment.
• Instructor training and delivery (both face-to-face and
virtual).
• Learning administration and 24x7 help desk.
• Sourcing and vendor management.
41. Learning scope
Enterprise learning strategy
Development of new learning/redesign or
retirement of existing learning
Design control for learning
Enterprise learning budget
Enterprise metrics and measures
42. Building Corporate U
• Work with Management to craft a long term vision and
mission
• Link the proposed training strategy to corporate business
strategy
• Link Corporate University Model to training and OD
Strategies
• Decide on your delivery methodology and facilities
• Partner with internal experts, training vendors and
universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
43. Experts and Vendors
• Internal Experts – transfer their tacit knowledge to
training. Using instruction designers to assist them
• Internal Trainers – deliver skills and knowledge from
internal trainers to employees
• Training Providers – engage external training
providers to deliver much needed training
• Consultants – partner with consultants with expertise
to deliver results via coaching and consulting
• Colleges and Universities – engage well known
education institution for modular learning like mini
MBA or collaborative Diploma Programs
44. Building Corporate U
• Work with Management to craft a long term vision and
mission
• Link the proposed training strategy to corporate business
strategy
• Link Corporate University Model to training and OD
Strategies
• Decide on your delivery methodology and facilities
• Partner with internal experts, training vendors and
universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
45. Funding
1. Federal and Network
• Federal Funding for Admin U and OD Consulting
Center
• Department Funding for Academy
• Employee Development : 1% from total employee
Salaries
2. Centralized Funding
3. Decentralized
46. Budget
• Facilities
• Admin
• Course Materials
• Learning Management System
• Video Production
• Bandwidth
• Software
• Multimedia Lab
47. Building Corporate U
• Work with Management to craft a long term vision and
mission
• Link the proposed training strategy to corporate business
strategy
• Link Corporate University Model to training and OD
Strategies
• Decide on your delivery methodology and facilities
• Partner with internal experts, training vendors and
universities for maximum results
• Prepare a funding strategy and budget
• Branding Your Corporate University
48. Branding
• Training Materials. color and design
standards, Power Point presentations,
graphics.
• Logo and symbols
• Stationary
• Dress code for trainers
• Office design and color
• Marketing Materials
• Learning and Career Fair Exhibition Materials
50. Implement Corporate U
• Define the scope and deliverables
• Develop and implement the product and services
• Monitor the progress and communication
• Continuous Review and Promotion
51. QUICK WIN
• Annual business strategies to get quick results through
action learning
• Department’s KPI to drive action learning
• Leadership Programs for HiPO
• Corporate Onboarding Programs
• Train the trainer for high impact delivery
Using Facilitation, multi-sensory and adult learning
principles to make training and learning interesting and
practical.
52. Developmental Phases
52
Process Improvement
0 6 month 12 month 18th Month 24th Month
Creativity
TWI
ProductivityProfitDev
Lean
Culture
Training
Career Dev
Soft Skills
Competency
Structure
Culture
Team
Engagement
Leadership
KPI
Strategy
Coaching
Talent Mgn
Customers
56. Results
Strategy
Execution
Culture
Structure
Talent
Leadership
Innovation
M&A
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)
Engagement
Talent
Productivity
Profit
57. Background
The Evergreen Project
200 well-established management
practices within 160 companies over a
10-year period (1986-1996)
Prof Nirtin Nohria from Harvard Business
School has pointed out that companies
which consistently follow this formula of
4 + 2 have a 90% chance of sustaining
superior business performance.
Engagement
Talent
Productivity
Profit
69. Learning Function 3
Operational Efficiency
• Content Design
• Administrative Process Efficiency
• Contents Portfolio Management
• Channel Management
• L&D Sourcing
• Vendor Partnering and Management
70. Learning Function 4
Leadership Development
• Talent Pipeline Segmentation
• Onboarding
• High Potential Identification
• Leadership Development Programs
• Succession Management
• Leaders as Teachers
• Transition Management
• Executive Coaching
71. Learning Function 5
Service Delivery
• Manager Led Development
• Coaching and Mentoring
• Experience Based Delivery
• Individualized Development Plan
• E-Learning
• Peer to peer Learning
72. Learning Function 6
Systems and Infrastructure
• Learning Technology Architecture
• In the moment performance support systems
• Knowledge Management Systems
• Learning Portal
• Performance Management and Development
Planning Systems
80. 80High Performance Model
Process
Development
Organisation Development
Talent
Development
Productivity
Profit
Talent
Culture
Strategy Management
Corporate Culture
Effective Org Structure
Talent and
Leadership
Productivity
Innovation
83. 83
PURPOSE
Enhance
Value To Our
Stakeholders
MISSION
To Support
The Vision
CRITICAL
SUCCESS
FACTORS
Big Few
Things
DEFINE
STRETCH
GOALS
Key Metrics
STRUCTURE TREE DEVELOPMENT
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
VISION
To Support
Our Purpose
1st Meeting (30 Apr)
WE ARE HERE
88. Identifying Our Best Leaders:
Calibrating Talent on the Performance to Potential (P2P) Matrix
HIGHLY
PROMOTABLE
Agile, promotable, a track
record of success
High Potential
EXPANDABLE
Complexity, impact and
scope of role can expand
High Potential
UNDER-PERFORMING
Mismatched to position or
role has outgrown
individual
Skill Alley?
EXPANDABLE
Complexity, impact and
scope of role can expand
High Professional
WELL PLACED
Well-suited for growth in
current role
UNDER-PERFORMING
Mismatched to position or
role has outgrown
individual
Skill Alley?
WELL PLACED
Well-suited for growth in
current role
WELL PLACED
Well-suited for growth in
current role
Blocker?
UNDER-PERFORMING
Mismatched to position or
role has outgrown
individual
Act Now!
Potential
HighMediumLow
Does Not Meet Meets Some - Meets Exceeds Some - Exceeds Most
Performance
93. New Senior Leadership
Development
• Annual Strategy Planning and Review
• Review of Organization Effectiveness
• Management Benchmarking of Self Director Work
Team
• Team Building for Senior Leadership Team
98. Objectives
98
The 6-months Graduate Engineer Program is
tailored for Fresh Engineering Graduates
with the intention of developing a well-
rounded Engineers through structured
training approach.
99. 99
Engineer Graduates Development Program Model
Assessment
Area specific familiarization FOL / EOL / TEST / QA / CTC2nd mth
Attachment Attachment
Recruitment /Selection
FOL EOL Test
5 days 5 days
Induction
10 days 2 days3
Attachment: Depending on the dept e.g. Engineering, CTC & QA
3rd mth
4th – 6th
mth
Mid-point assessment
Project Assignment
Graduation
*Final Review & Assessment
1. Include the FLE training e.g. inspection, MOP,
etc.
2. Mid-point assessment to check the progress e.g.
feedbacks.
3. Evaluation by candidate for further
improvement.
1st mthFamiliarization
QA/CTC/IT
5 days
102. Secretariat
IC Power QA Material
Various LEAN Project Teams
CSIC/AP/MLP/MF
Steering
Comm.
Level
Council
Level
Working
Comm.
Level
Teams
2nd
3rd
4th
1st
Department Working Committees
(Include Value Stream Champion meeting)
Structure To Support Lean
M-site council
Leader: TL SOO
S-site Council
Leader: CS Lim
Steering Comm.
Leader: SW WOO
Test council
Leader: WT CHIM
Once a
month
103. Lean Leadership Development
• Learning of Key Focus: Lean, Factory Physics
• Lean Manufacturing Training
• Lean Business Challenges and Projects
• Lean Council Meeting
105. Wave 1
•Lean overview
•Value Stream Mapping
•Set-up Reduction
•5S
•Change Management
Wave 2
• Visual Management
• Standardized Work
• Error Proofing
• Handling Resistance
LEAN IMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize
• Reduced set-up time
• Factory will have less error
• Work will be more standardize/repeatable
Wave 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 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
107. Reorganization Considerations
1. General Structure Overview
2. Reporting Levels Improve communication
3. Span of control Expand of responsibilities
4. Departmentalization Consolidation
4. Decentralization/Centralization Control of Decisions
5. Abnormality Unusual Occurance
109. Overview of Global Supervisor Onboarding
Training Plan
Confidential & Proprietary 109
External Hire Supervisors
(90 Day Programme)
Internally Promoted
Supervisors
(60 Day Programme)
Company Induction &
Product Training
Supervisor Training & Job
Shadowing
30 Day Product Training
Checkpoint
Recruited
using the
Assessment
Centre Model
Prior
completion
of the
Introduction
to People
Management
Programme
30 Days
60 Days
60 Training Checkpoint
On the Job Training and
Support
90 Day Training Checkpoint
90 Days
Supervisor Training & Job
Shadowing
On the Job Training and
Support
30 Day Training Checkpoint
60 Day Training Checkpoint
30 Days
60 Days
Final Sign Off As In Role Supervisor
Final Sign Off As In Role Supervisor
111. Career Development
Identifying Career Path to Motivate and Retain
High Potential Employees
HREC 8th Annual Talent Management &
Leadership Dev
The 8th Annual Conference on TALENT MANAGEMENT & LEADERSHIP
DEVELOPMENT HREC 人才管理与领导力发展年会
Beijing, Rosedale Hotel 2012 23rd-25th, October Beijing
明确职业发展路径是激励和留 用高潜力员工的助推器
Laurence Yap Sr. Manager of Org Dev & Training
112. 7 Phases for Employees
1. Understanding Career Development了解职业发展
2. Assessing yourselves 评估自己
3. Exploring Options 探索选项
4. Discussing with Managers 与经理讨论
5. Formulating Development Plan 制定发展计划
6. Learning and Developing 学习与发展
7. Evaluating Progress 评估进展情况
•
HREC 8th Annual Talent Management & Leadership Dev
117. Nine Strategies
Focus on Performance
Solution
Align to Corporate
Objectives
Broadening
Learning Activities
Building Employee
Branding
Invest in Strategic
Learning
Leverage on our
intellectual capital
Partnership with Different
Business Unit
Cultivate Values and
Positive Culture
Speed up
knowledge transfer
118. Lean
Quality
People
Engagement
Quality Program (Engineer)
OPL
Operator Quality (OD effort)
TSDC
Training Method (TWI-Operator
and Department)
Lean Manufacturing Phase 1
(AMC)
Lean Supply Chain
Lean Manufacturing Phase 2
Lean Culture (Prod Floor)
Executive Development (Nexus)
The Leadership Challenge
(Pace Learning)
Supervisory Development
(Focus Learning)
Business Skills (Intuitive Sdn
Bhd)
120. Training Organization satisfaction rate
About 80% of respondents are satisfied with Training offered in Carsem
%
85.06
82.65 82.09 82.33 83.53
81.12
40.00
45.00
50.00
55.00
60.00
65.00
70.00
75.00
80.00
85.00
90.00
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
%
122. First Solar – HR VP (US)
• Since joining First Solar, Laurence took on leadership of our
Malaysian site as well as APAC regional coverage for Training
and OD. He did a phenomenal job managing the programs
through a successful transition of the function. He provided
tremendous support organizationally to both the HR and
training departments and assisted a number of our functional
leaders on key OD projects.
• I highly recommend Laurence to anyone looking to improve
their training and organizational development programs. He
has deep knowledge and expertise on OD and training
matters and has the ability to work independently yet
collaboratively to improve company processes.
• Matthew Dills (ex-supervisor)
123. PayPal Senior Managers (China)
• Laurence has the substantial experiences in Learning &
Organization Development area. Laurence's facilitation
skills in Leadership Development programs impressed
me the most. He is also good at social network
building... I believe Laurence is a great facilitator,
executive coach and OD expert.
• Norman Song, Sr Manager L&OD EBay
124. PayPal HR Business Partner
(MY)
• Laurence Yap has a natural flair and genuine interest in helping
employees and friends alike to gain new skills in raising the bar
of
their level of competencies.
His energy and passion are admirable, and participants in his
training
and facilitation find him impressive. Some of his expertise are :-
A. Great interactions with all levels of employees
B. Excellent results and feedback from people managers of all
levels
C. Leadership feedback and value added function
D. Good networking skills
E. OD and talent management competencies
F. Sharp business acumen
Overall a great asset to the company and proactive team-player.
• Steve Teoh PayPal HRBP
125. Carsem VP of Manufacturing
(MY)
• I found Laurence to be very creative and appeared to have
a vast network of connections in several industries to pull
information and get necessary support when needed.
• His ability to execute well was very clear, I found him to be
very hard working and diligently in completing several key
tasks. He offers great idea’s on training content and
delivery techniques and I learned much from our many
interactions.
• Iain Mickle (ex stakeholder)
126. Pfizer Senior Director of APAC
(MY)
• “I never cease to be amazed by Laurence's passion for his
work, energy and selflessness. He is a true believer of
organizational development and is constantly looking into
new ways to support the organization and colleagues whilst
developing himself at the same time. He builds rapport easily
with all levels of people and treats everyone with respect. He
is a respected leader, a trusted colleague and an asset to any
organization that he works with.” October 8, 2009
• Malini Tharumalingam (ex-supervisor)