Strategic HR Driven Organization Growth

Contents

A. Background

B. Processes and Tools

C. Critical Success Factors

Growing Pains

Four Organization Needs

Engagement

TalentProductivi

tyProfit

Profit Productivity

Engagement

Dev

People

Business

BusinessSustainableGrowth Model

Engagement

TalentProductivit

yProfit

Strategy Execution

Culture

Structure

Leadership

Talent

Innovation

Profit Productivity

Engagement

Development

DiagnosisStrengthNext LevelSolutionsResults

Engagement

TalentProductivity

Profit

Strategy

Execution

Culture

Structure

Leadership

Talent

Innovation

M& A

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

TalentProductivity

Profit

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

TalentProductivity

Profit

Four Needs of Organization

Sustainable Growth Model

Business ProfitStrategyLeadership Dev

ProductivityExecutionInnovation

People Development Talent

EngagementCultureStructureM&A

HR and OD Tools and Processes

HR Involvement

12HR Driven Business Sustainable Growth Model

Process Development

Organisation Development

TalentDevelopment

ProductivityProfitTalent

Culture

Strategy ManagementCorporate Culture Effective Org Structure

Talent and Leadership

ProductivityInnovation

Overview of Tools and Processes

Strategy

Execution

Culture

Structure

Strategy Planning and ReviewStrategy Communication and alignmentStrategic Learning

Process Improvement ToolsLeanCore Business CompetenciesCustomer Relations

Corporate Culture Employee Engagement Survey Team Bonding and PlanningOnboardingLearning and Development

Organization Structure Review

Overview of Tools and Processes

Talent

Leadership

Innovation

M&A

Talent Management Competency DevelopmentTechnical Advancement

Management DevelopmentSenior Leadership Development

Succession PlanningManagement Competencies

Continuous Improvement Culture

StrategyWhatever 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.

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.

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.

Structure

Managers spend hours agonizing over how to structuretheir organizations (by product, geography, customer, andso on). Winners show that what really counts is whetherstructure 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.

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

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.

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.

Leadership

Choosing great chief executives can raise performancesignificantly.

Closely link the leadership team's pay to its performance.

Encourage management to strengthen its connectionswith 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.

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.

Developmental Phases

24

Process Improvement Process Improvement

0 6 month 12 month 18th Month 24th Month

CreativityCreativity

Acct MgnAcct MgnTWITWIP

roduct

ivit

yPro

fit

Dev

LeanLean

Cult

ure

Training

Career Dev

Soft Skills

Competency

Structure

Culture

Team

Engagement

Leadership

KPI

Strategy

Coaching

Talent Mgn

Customers

Career Portfolio

Laurence Yap

CareerPortfolio

Laurence YapTraining and DevelopmentTalent ManagementOrganization Development

Kuala Lumpur, Penang, Shanghai, Singapore, San Jose, Omaha, Tempe, Perrysburg18 Years of Professional Experience

Strengths• Innovate and simplify

current processes

• Research online to access to best practices worldwide

• Adapt best practices for organization growth

• Create new models for organization effectiveness

• Leading and Inspiring teams to transform organizations

• Cross cultural communication

Global Exposure Singapore

Shanghai

San Jose

Omaha

Perrysburg

Tempe

Kuala Lumpur

Penang

Competencies

Organization DevelopmentFacilitate Corporate Strategies, Change Management, Team Development, OD Interventions, Facilitation, Process Improvement, Lean Manufacturing and Career Development

Talent ManagementTalent Review, Talent Development, Talent Evaluation, Talent Actions, Succession Planning, Bench Strength Measurement, Leadership Development, Senior Leadership Team Development

Training and DevelopmentStrategic corporate learning, Learning and Development, Corporate University or Learning Academy, Learning Technology and LMS, Training Audit, Policies and Manuals, Annual Training Plan, TNA and Evaluation, Training Marketing, Promotion and Exhibition, Department Budget and Training Investment, Partnering Skills, Virtual Team, , Multimedia, Management of Stakeholders and Business Leaders, Training Council, Management of Training Curriculum Training Delivery and Instructional Design

Strategic OD, Talent & Learning

Tactical Tools & Methodologies