corporate strategic learning needs
DESCRIPTION
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STRATEGIC LEARNING APPROACHES
THE LEARNING ORGANIZATION CONTINUUM
Focus on filling gapsin employee’s current jobroles or on specific projects
TacticalLearning
Focus on developingemployees’ skills andcapabilities against a best-in-class model through formaland informal training.
IntegratedLearning
Focus on integrating allcomponents that affect humanperformance and organization effectiveness.
StrategicLearning
Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning
Training ManagementDevelopment
CorporateUniversity
STRATEGIC LEARNING AND OD OVERVIEWLevel Business Needs Training & OD Needs Out comes
CorporateStrategic Needs
Business ChallengesCompetitive EdgeEngagement CultureLeadership Pipeline
Strategic Management
Action LearningDevelopment ModelAction Learning & CoachingLeadership Dev
Strategic Thinking and Planning
Business GoalsWorld Class ExpertiseMotivated workplaceEmployee Retention & Leadership continuityAlignment and Productivity
DepartmentTactical Needs
Department GoalsCritical KnowledgeTeam Member Retention
High Performance Team
Action LearningTWILeadership Hiring and CoachingPerformance Management. Coaching and Facilitation
Department GoalsQuality Consistency Productivity
Committed Employees
EmployeesCompetencyNeeds
Skillful People Innovation and Continues Improvement
Employee CompetenciesInnovation and Continuous Improvement Tools, Convention and Sharing sessions
Capable EmployeesInnovative workforce
BUSINESS FOCUSED TNATraining needs analysis traditionally focus on employee needs. It has indirect impact to business needs
An improvised model of TNA is to divide the training needs from corporate strategic needs, departmental tactical needs and employee competency needs.
The new model of TNA will bring high impact to organization by investing training and OD interventions wisely to critical organization growth and sustainability areas. It focuses the strength and development aspect of the organization
This new Business Focused Training Needs Analysis is derived from the Business Sustainable and Growth Model derived form Prof Nitri Nordin from Havard Business School
LEARNING FOR CORPORATE LEVEL
Target Growth:Critical Business ChallengesAnnual Corporate StrategiesBusiness SustainabilityLeadership Talent Continuity Strategy ManagementTools:Action LearningBusiness Sustainable Growth AnalysisCorporate Strategies MappingMcKInsey 7sPerformance ConsultingApprecitative InquorySuccession PlanningTalent ManagementBench Strength MeasurementStructure Tree and Balanced score cardOutcomes:Improvement of ProductivityResolve of critical business Issues Achieving corporate annual strategic goalsStrengthen Leadership pipelines
LEARNING FOR DEPARTMENT LEVEL
Target Growth:Critical Department ChallengesDepartment Goals and Tactics Leadership Talent Continuity
Tools:Action LearningTactical MappingMcKInsey 7sPerformance ConsultingApprecitative InquoryTalent ManagementPerformance ManagementCoaching
Outcomes:Improvement of Departmental ProductivityResolve of critical Department Issues Achieving annual strategic goalsLeadership pipelinesCoaching culture to achieve department goals
LEARNING FOR EMPLOYEE LEVEL
Target Growth:Employee Competency DevelopmentExpertise Pipeline DevelopmentCritical Technical Skills TransferInnovation and Continuous Improvement
Tools:Competency MappingExpertise Pipeline ManagementTraining Within IndustrialInnovative and Continuous Improvement Tools
Outcomes:Employee DevelopmentWorld Class Talent Expertise Smooth transfer and proliferation of technical skillsInnovative workforce
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
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 & LearningTactical Tools & Methodologies
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