-
CP ALL : HCP ALL : HRS & Corporate University
Perspectives
Dr.Lertchai SuthammanonWichet Khambunrat
MBA Strategic HRM Program Panyapiwat Institute of Management
[email protected]; [email protected]
-
AgendaAgendaAgendaAgenda
CP All HR Strategy & Integrated Human
Performance
Learning and Development
Corporate University (CU) Perspective Corporate University (CU)
Perspective
Career and Talent Management
Organizational Development
-
HR Work in WavesH
R
E
v
a
l
u
a
t
i
o
n
Wave 3
HR Strategy
Wave 4
HR Outside in
H
R
E
v
a
l
u
a
t
i
o
n
Wave 1
HR Administration
Wave 2
HR Practices
TimeUlrich & Others .2012. HR from the Outside in
3
-
Placement & Promotion from the Outside in Training &
Development from the Outside in Rewards from the Outside in
HR Professional Think & Work form Out Side In
Rewards from the Outside in Performance from the Outside in
Leadership from the Outside in Communication from the Outside in
Culture from the Outside in
Ulrich & Others .2012. HR from the Outside in
4
-
AEC
The Research of HR System in AEC Context
AEC
Gap 1
3 8 GAP Strengthen HR System Toward AEC 2015
-
E3
E3E Focus Group In-depth Interview 14
depth Interview 14
Confirm Model HR Professional 499
HR Gap Analysis & Application
-
Bu
s
i
n
e
s
s
S
t
r
a
t
e
g
y
10 E
mployees
R
elation
& E
ngag
em
ent
5.Sourcing & Attractive
4.PerformanceManagement
7.Career & Talent
6.Learning & Development
8.Rewarding
Salary
9. Globalizing HR System
2.HPO & Organization DevelopmentStructure Process Culture
Innovation RiskQuality
.
H
R
S
t
r
a
t
e
g
y
Dr. Lertchai Suthammanon : PIM HR Excellence Center
: HR System Health Check for Competitiveness Advanced B
u
s
i
n
e
s
s
S
t
r
a
t
e
g
y
Em
ployees R
elation
& E
ngag
em
ent3.Competency
& Job Profile Core Function
Goals Setting Cascading Alignment Execution & Stretch
Assignment
Assessment Report
Leadership
Workforce Planning
Employee Attractive
Talent PoolsRecruitment Selection Employment Probation
Strategic Job Development
Career Planning Talent Mgt Succession Plan
Training Development Knowledge Mgt. Mentor Coach Action Learning
Education
Salary Incentive Welfare &Benefits
1
.
H
R
S
t
r
a
t
e
g
y
Job Analysis Job Description Job Evaluation
System Data Base MonitoringSelf Service Measurement
11. HR System and Information
-
43
2
1
Systematic HR
Business Driven & Partnership
Integration & Support to Business
1Agenda of Practice
0No HR System
-
7-11 HR Model
5
1
13
3
42
-
Strategy Planning & Deployment
External analyses Internal analyses
Pre-SP1
Strategic Context & Direction review
Strategic themes review Objectives & goals review
SP1
By CG & Analyst Teams
(3 3
Post SP
Objectives & goals review Initiatives
3
5-Year business plan Strategic projects
SP2( 7-Elven & BUs
Resource plans approval
/
-
(Goal) (Action Plan)
(KPIs)
(Action Plan)
/
Based Line (
)
Target
Cut off
/
(Weig
ht)
2559
2556 1 2 3 4 5 6 7 8 9 10 11 12
Ref.1 Ref.2
(Strategic Jobs)S 1
1. () (SAIFI) (//)2. () (SAIDI) (//)
1.74754.795
SO 1.1
1. ()2. () (MAIFI) (//)
38.7 SX 1.1.1
8() */ N/A 100 80
21.111 SX 1.1.2
100 () */ N/A 100 80
SX 1.1.3
100 N/A 100 80
SX 1.1.4
100 () */ N/A 100 80
SX 1.1.5 100 () N/A 100 80
Finance
Customer
Internal
Learning
C1.1C1
15
SX 1.1.5
100 () N/A 100 80
Learning
(Goal) (Action Plan)
(KPIs)
(Action Plan)
/
Based Line (
)
Target
Cut off
/
(Weig
ht)
2559
2556
1 2 3 4 5 6 7 8 9 10 11 12
Ref.1 Ref.2
(Strategic Jobs)S 1
1. () (SAIFI) (//)2. () (SAIDI) (//)
1.74754.795
SO 1.1
1. ()2. () (MAIFI) (//)
38.7 SX 1.1.1
8() */ N/A 100 80
21.111 SX 1.1.2
100 () */ N/A 100 80
SX 1.1.3
100 N/A 100 80
SX 1.1.4
100 () */ N/A 100 80
SX 1.1.5
100 () N/A 100 80
C 1.1 C 1.1.1
(Goal) (Action Plan)
(KPIs)
(Action Plan)
/
Based Line (
)
Target
Cut off
/
(Weig
ht)
2559
2556
1 2 3 4 5 6 7 8 9 10 11 12
Ref.1 Ref.2
(Strategic Jobs)S 1
1. () (SAIFI) (//)2. () (SAIDI) (//)
1.74754.795
SO 1.1
1. ()2. () (MAIFI) (//)
38.7 SX 1.1.1
8() */ N/A 100
80
21.111 SX 1.1.2
100 () */ N/A 100
80
SX 1.1.3
100 N/A 100
80
SX 1.1.4
100 () */
N/A 100
80
SX 1.1.5
100 () N/A 100
80
C 1.1.1 C 1.1.1.1
C 1.1.1.1
-
Learning & DevelopmentLearning & Development
-
Analyze HRD Needs
Organizational Level-Vision, Mission, Strategy- HR Strategy-
Organizational Culture- Organizational Climate/ESI
Division Level
Determine Training & Development Program
Implement the Interventions
Formal
Evaluate Results
CP ALL Human Resource Development Model
Identify HRD NeedsOrganization
NeedsDivisionNeeds
IndividualNeeds
- Division Strategy&Target-Procedural Task Analysis (PM, WI,
SD)- External/Internal Customer Complaint Review
Individual Level- Professional Knowledge & Skill-
Competencies
Program- Standard Course- Organizational Development Course-
Professional Development Course- Business Course- Education
Course
HRD Plan & Proposal
Formal
Informal- Perception Results (Satisfaction)- Learning Results
(K&S)- Performance Results
-
(./.)
-
()
RC + RN1
()
40
54
54/1
RN 2
()
()
()
RC + RN1
RE
RS
-
Ac
t
i
v
i
t
i
e
s
Role PlayRole Play
A
c
t
i
v
i
t
i
e
s
PracticePractice
A
c
t
i
v
i
t
i
e
s Workshop@ Classroom
Workshop@ Classroom
Franchise Store Management (General)
-
OJTE-learning
-
Integrated Integrated Integrated Integrated
LearningLearningLearningLearning
HRD in CU Context
Stakeholder Stakeholder Stakeholder Stakeholder
Learning & Learning & Learning & Learning &
Transformation Transformation Transformation Transformation
Public Corporate UPublic Corporate UPublic Corporate UPublic
Corporate U
Knowledge Knowledge Knowledge Knowledge Generator Generator
Generator Generator
????????
Training Training Training Training
Program by Program by Program by Program by Design Design Design
Design
Training DepartmentTraining DepartmentTraining
DepartmentTraining Department
Learning CenterLearning CenterLearning CenterLearning Center
In house Corporate U In house Corporate U In house Corporate U
In house Corporate U
Non Systematic HRDNon Systematic HRDNon Systematic HRDNon
Systematic HRD
Natural Natural Natural Natural
learning by learning by learning by learning by Situation
Situation Situation Situation
-
2533 25472549 2550 2555
All Training
-
1. 2.
3.
4.
5. S
1 2 3 4 1 2 3 1 2 3 1 2 3 4 5 1 2 3 4
W
Thailand Higher Education Quality Assurance
B
G
L
-
Traditional University focus on classroom learning, fixed
topics, a formalistic student-teacher relationship, and lockstep
planned curriculums.
New era of globalization, fast-paced change, and disruptive
business models?
Need Innovative learning : 4 Connect.
1.People & Knowledge.
2 People & People.
3.People & Business and
4.People & Communities.
The corporate universities provided 4 Connect.
The Corporate universities Provided changing and learning down
into the everyday work world.
Karl Moore, [email protected]
Is the Traditional University Dead ?
-
Thailand in World Economic Forum 2012-2013
77
4627
78
60
37
76
46
68/ 54
Thailand 38 / 144
7876
43
84/48
22
-
CCompanyVVender / Suppliers
CCustomerSSocialCollaborative
CUCCompany
SuppliersCCustomerSSocial CU
CUCU: Learning in Total Value Chain Business.
-
CU Focus on training , change. Technology advancements,
globalization, shifting from industrial- to a knowledge-based
economy, and increased competition and become learning
organization.
-
1113 (Toyota Way) 31 31 31 (Affiliated Company) 3 1 (Affiliated
Company) 3 111 (Supplier) 1 (Dealer) 3 (Toyota Way) (Core
Competency)
-
S ABA "" W
LKS Academy
(LeKise) S (LeKise) MINI MBA : Leadership & Teamwork ,
Marketing & Sales, Export Marketing, Human Resource Management
, Production Planning, Tax Planning ,ERP/IT Learning
Organization
.
-
42%
42%
26%
20%12%
31
-
(Knowledge Retained after Completed Development Process)
Why Work based Learning in CU ?
50 %
75 %
90 %
Group Discussion
Learning By Doing/OJT
One to one Coaching
5 %
10 %
20 %
30 %
50 %
Lecture
Reading
Audio / Visual
Demonstration
Group Discussion
Source : National Training Laboratory , USA
-
Advancing
CorporateObjective
Advancing
Human Advancing
Individual Human
Resource Objective
Advancing
PartnershipObjective
Individual
DevelopmentObjective
-
Degree
Career Management
Linking career paths and curricula
Linking career paths and Employee Desires
Research on career path modelsResearch on career path models
Knowledge Sharing Communities
Research
Wisdom Management
-
2016201620162016----17171717
2020202020202020
PIM Roadmap for Change 2012-2020
2018201820182018----19191919
Knowledge Knowledge Knowledge Knowledge
Wisdom of Wisdom of Wisdom of Wisdom of Business Group Business
Group Business Group Business Group
2012201220122012----13131313
2014201420142014----15151515
2016201620162016----17171717
Public Corporate Public Corporate Public Corporate Public
Corporate UniversityUniversityUniversityUniversity
Best in class ofBest in class ofBest in class ofBest in class
of
Corporate Corporate Corporate Corporate
UniversityUniversityUniversityUniversity
Talent IncubationTalent IncubationTalent IncubationTalent
Incubation
Knowledge Knowledge Knowledge Knowledge Generator Generator
Generator Generator
-
In House Corporate University
Public Corporate University
CU Alliances CU Alliances Work Based Integrated Recruitment
-
*
*
6
* * *
*
-
In House Corporate University Public Corporate University
CU AlliancesCU Alliances Work Based Integrated Recruitment
-
Career & Talent Management
10/10/56
-
Talent Management
(Talent)
(Re - Placement)
-
Personal Characteristics
5 core competencies
7 values
11 Leadership
Business/managerialcapability
Business acumen
Managing yourself
Managing your team
Managing the work
Leadership Capability
Driving for results
Visionary
Coaching/teaching
Adapt to change11 Leadership
Adhere the business ethic and employee code of conduct
Drive with energy, energize, edge, execute and passion
Managing the work
Managing collaboratively
Operational decision making
Adapt to change
Innovation
Learning & orientation
Valuing diversity
Tolerance for stress
Building organization talent
Communicating with impact
-
1. (Harmony Teamwork2. (Human Resource Focus)3. (Corporate
Culture Reinforcement)4. (Customer Communities and Social
Engagement)5. (Strategic Management) 5. (Strategic Management)
6.
7. (Innovation Focus)
-
PerformanceEvaluation
Business KPIMandatory KPI &Core Competency
Career Growth
TALENT H
i
g
h
Performance
Talent Management
Core Competency
PotentialAssessment
Personal CharacteristicBusiness CapabilityLeadership
Capability
Learning Styles/
Learning ByStudying
Learning By
PartneringLearning By
Doing
Learning By Coaching Others
TALENT MANAGEMENTTalent
Sourcing
Pass
Potential
M
e
d
i
a
m
L
o
w
Good Excellence
-
Multi-Assessment Methodologies :
6 Methods will be used
360 degree feedback
Behavioral Event Interview
Business Case Study
P
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Potential GridPotential GridPotential GridPotential Grid
Business Case Study
- Boss Meeting
- Direct Report meeting
Boss Interview
Psychometric Test
P - PACP
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/
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PerformancePerformancePerformancePerformancePerformancePerformancePerformancePerformance
-
5
S
Peacock: dazzling
Falcon: cool
Parrot: changeful
S
S
S
Ostrich: lovely
W
W S S
S
Wild gooseWild goose
-
Talent & Management Development Model
Team
//
-
Coaching
& Counseling
Replacement
HRG
Skill inventory Review
Replacement
-
Organization Diagnosis
Organization Development
Soft SideIndividual Behavior
Team Level Behavior
Hard Side
Structuring , Process
Quality , Innovation, Risk
Value Creation
Business GoalsTeam Level Behavior
Inter team Level Behavior
Quality , Innovation, Risk
Quality
Innovation
TQA
LEAN
Flexibility & Adaptability
Continuous Improvement
Learning DynamicFulfillment Capacity
Business Goals
49
Business
Achievement
-
5Principles
-
&&
