Talent management buy_off_29th_sept2010_iqpc_novotel_hotel_ver2

Educating & Training Line Managers In Talent Management

Getting Their Full Support For Your Program

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Getting Full Support From Line ManagerFor Your Talent Management Programs

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A. Background

B. Gaining Support Strategies

Outline

1. Co-designing Corporate Strategy2. Identifying Business Challenges3. Communicating Effectively

4. Reviewing Training Programs Collectively5. Creating Teaching Culture6. Conducting Talent Review meetings7. Setting up Council to review monthly

Outline

7. Setting up Council to review monthly

C. Summary

A. Background

Talent Management

A.Specific Employees –Future Leaders B.Common Group – Build Talent & Culture

Two Approaches

Busy. Priorities

How do you

Dilemmas

How do yougain their support?

B. Gaining Support Strategies

1. Co-designing Corporate Strategy

Vision, Mission & Values

tStrategy Creation Change

Management Implementation

STRATEGYIMPLEMENTATION

& ValuesManagement Implementation

Do What Matters Most

Purpose Vision Mission Main Thing

Critical Success Factor

Stretch Goals Champion

Ensuring Customer Satisfaction

Top Quartile of top Ten Customer (Balance

Scorecard)Rick & GMs

Enhancing Employee Involvement

Employer of Choice through achieving 1)80% of Employee

Satisfaction Survey Index 2) 50% reduction in attrition rate by end of

FY2010

Omar Hakim

To be a World Class

Company Offering

Assembly & Test to

semiconductor

Enhance Stakeholder

Value

Build Strong

Reputation (Peter)

Carsem will strive to ensure profitable growth by impressing

our customers

with committed

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Contribution Margin before Depreciation(Profitability)

Contribution Margin per budget plan

Iain

To be seen by our customers as the

technology leader: Be top quartile for top 10 rateable customers scorecard for

technology

LW Yong

Meet 10% target for new product revenue by June

2010LW Yong

Developing Technology Leadership

semiconductor Company

Throughout the World

(Peter)committed and engaged employees delivering operational and service excellence.

Critical Success Factor

Stretch Goals Champion Strategies

1) Instill QPP Culture

2) Enhance Reward & Recognition

Enhancing 3) Management - Involvement &

Employer of Choice through achieving 1)80% of Employee Satisfaction Survey

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Enhancing Employee Involvement

Omar HakimInvolvement & Employee Communication

4) Be a Caring Employer

5) Technical & Leadership Development Program

Satisfaction Survey Index

2) 50% reduction in attrition rate by end

of FY2010

Strategies Activities & Tactics Targets Champions

5. Technical &

a) Multi skill technicians - learning one process upstream and one process downstream program - pilot run

b) Improve Cost Knowledge

a) One pilot run team in each site by Oct 09

b) Targeted on gold wire, mold compound, epoxy by Sept 09

a) WT Chim & TL Soo

b) Omar Hakim

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5. Technical & Leadership Program

b) Improve Cost Knowledge awareness

c) Supervisory Leadership Enhancement

d) Technical Symposium

e) Skills Olympics Competition

compound, epoxy by Sept 09

c) Implement by Jul 09

d) Twice a year, start by Oct 09

e) 1x/year, 1 FOL & 1 EOL process @ each site

Hakim

c) Iain / Laurence

d) LW Yong e) TL Soo & WT Chim

PURPOSE

Enhance Value To Our Stakeholders

MISSION

To Support The Vision

CRITICAL SUCCESS FACTORS

Big Few Things

DEFINE STRETCH GOALS

Key Metrics

STRUCTURE TREE DEVELOPMENTSTRUCTURE TREE DEVELOPMENT

VISION

To SupportOur Purpose

WE ARE HERE

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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

1st Meeting (30 Apr)

Pre-Strategy Meeting

2. Identifying Business Challenges

Talent Gaps/Issues*

• #1

• #2

• #3

Current Changes/Challenges Impacting Your Business

• #1

• #2

• #3

Future Changes/Challenges Impacting Your Business

• #1

• #2

• #3

Talent Strengths*

• #1

• #2

• #3

Business Challenges Based : Direct

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Talent Management Action Plan (2009)

• #1

• #2

• #3

• #4

• #5

Talent Management Accomplishments (2009)

• #1

• #2

• #3

• #4

• #5

2010 Talent Management Action Plan• #1

• #2

• #3

• #4

3. Communicating Effectively

Dialog Session with Carsem Dialog Session with Carsem Supervisory Community

Speed of Execution

Today’s Session

Our superintendents, supervisors and line leaders are recognized as being a critical and important part of Carsem’s leadership as being a critical and important part of Carsem’s leadership framework.

(You are the key interface between management and our direct workforce building the products)

PROPOSED PROGRAMME

Mandatory Technical Training (Training Calendar)

New Sup training Kit New Sup training Kit (for New sup only)(for New sup only)

• System & Documentation

• Performance Indices

1.1. Technical Training (9 Days)Technical Training (9 Days)(Scheduled in Training (Scheduled in Training Calendar)Calendar)

• Online SPC ~ 1 Day

• Statistical Method

1.1. Dynamic Leadership Dynamic Leadership Programme (6 Days)Programme (6 Days)~ By : Focus Learning~ By : Focus Learning• Followership• Communication• Leading Skills

People /Soft Skills

2.2. 7 Human Tools (6 7 Human Tools (6 Days)Days)

Job Knowledge (By Mentor)

Technical Skills

a)Basic Training

b)System & Documentation

c)Performance Indices• Performance Indices

• Cost Control

• Statistical Method~ 1 - 1.5 Day

• MSA (MeasurementSystem Analysis)~ 1.5 Days

• ESD (Electro Static Discharge) Basic - 1 Day

• ESD Intermediate - 2 Days

• Problem Solving Technique- 1 Day

• Lean Overview – 1 Day

3.3. End Stage End Stage –– Domestic Domestic Enquiry (DI) Enquiry (DI) ~ By : Nexus

Consultant(Mr. George)

2.2. Practical OnPractical On--Job Job training training will be carried out by will be carried out by Mentor / BuddyMentor / Buddy( Superintendent)( Superintendent)

a) Checklist & a) Checklist & Evaluation Evaluation for mentor/buddyfor mentor/buddy

Days)Days)• Reminding Skills• Advising Skills• Reprimand Skills• Motivating Skills• Counseling Skills• Coaching Skills• Mentoring Skills

c)Performance Indices

d)Cost Control

e)Manpower Planning

B Peter Yates

Group Managing Director

D Iain Meikle

Vice President Manufacturing

Sharing from Pilot Team

4. Reviewing Training Programs Collectively

F. Have Fun In Your Supervision

F

Evaluation Team

Evaluation Team

Summary Evaluation Form

Comment

5. Creating Teaching Culture

Leadership Training

46Module 1 Best Leadership Practice (1

Program Overview

• Module 1 Best Leadership Practices (1)• Module 2 Best Leadership Practices (2)• Module 3 How to Motivate Today’s Employees

Program Overview

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Employees • Module 4 Situational Leadership • Module 5 Business Alignment

Carsem Key Beliefs

Customer 1st 1 Listen to customers 2 Treat customers as friends3 Be courteous , respectful and professional

Speed of Execution

1. Sense of urgency.2. Be responsive .3. Make fast decisions

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Continuous Improvement

1. Always believe there is a better way2. Challenge the status quo3. Seek new ways of doing things

Constant Respect for People

1. Focus on the issue , not the person 2. Remember -- Everyone’s role is important 3. Seek first to understand.

Uncompromising Integrity

1. Honesty2. Keep your word3. Maintain confidentiality

Lead by Example 1. Be supportive 2. Say what you do and Do what you say3. Be a coach

Carsem Key Beliefs

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Always seek win-win solution

1. Be objective 2. Be open minded3. Collaborate and compromise.

Carsem BOLEH! 1. CAN DO attitude 2. Determination 3. Positive mindset

Talent Management

A. Role ModelB. Promotion CriteriaC. KPI

Teaching Culture

C. KPID. Leaders pick up critical subjects

6. Conducting Talent Review meetings

Selection

Development

Talent Management Pool Flow

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Development

Review

Carsem talent pool Selection Criteria AGE Group 1 – Age 27 to 30 Group 2 – Age 31 to 35

Performance Rank 4 and above for past 2 years Applicable for E2 and above only

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Applicable for E2 and above only

Potential Manager Green – yes Yellow – yes but need to further develop on certain aspects

(EG :communication , management skills…..etc)Red – Not Ready Yet (Good worker )

YMAC selection matrix

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Not Suitable

Summary @ number of pax in each grade

Grade Green Yellow Red

M5 1 0 0

M4 0 1 0

E1 9 1 4

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E1 9 1 4

E2 6 1 2

TOTAL 16 3 19

Summary by age and grade

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M4,M5 & E1 @ Rank > 4 for past 2 years

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NOTE: :CW SENG : MORE FOR TECHNICAL LADDER

RANK 4 and above for past 3 years

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Development

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INTERNAL TRAININGSINTERNAL TRAININGS(Proposed for Talent Pool Management Candidates)(Proposed for Talent Pool Management Candidates)

Course Title Day

Hours

Manager/ Sec Mgr

Executive

Engineer

Superitenden

Supervisor

Technician

Support Staff

Operator/ L/Leader

2009-Jul

2009-Aug

2009-Sep

2009-Oct

2009-Nov

2009-Dec

2010-Jan

2010-Feb

2010-Mar

2010-Apr

2010-May

2010-Jun

Positive Confrontation 1 8 18 19 7 8 19 21

TARGET AUDIENCE SCHEDULE FOR 09/10

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Decision Making 1 8 14 3 27 15 17

Getting the right Customer Service Mindset 1 8 19

Effective Handling of Challenging Customers 2 16 18-19

Effective Meetings & Writing Minutes 2 16 24-25

Power Communication Presentation Skills 2 16 7-8

Negotiation Skills 2 16 16-17

Project Management 2 16 17-18

Others Trg :Supervisory trgLeadership trg Internet trg

61

62

Concern - vacancies

63

64

TALENT POOLPROFILE

65

PROFILE

Review

66

REVIEW

67

7. Setting up Councils

Talent Management

A. QPP Council for LeadershipB. Lean Council for Lean

Councils

B. Lean Council for Lean manufacturing

Management Involvement

• Corporate Communication Session by COO SW Woo

• Training classes are compulsory

• Report of attendance• Report of attendance• Constantly stresses the

importance of Lean in all meetings

• Query of non-committed team members

B. Improve ProductivityB. Improve Productivity

Output = 3

Before

* 30% Waste reduction

Output = 3.9After

Defects

Overproduction

Waiting

Non-utilized People

A. Elimination of wasteA. Elimination of waste

Transportation

Inventory

Motion

Extra Processing

A Member of the Hong Leong Group

Wave 1Wave 1

•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management

Wave 2Wave 2

• Visual Management• Standardized Work• Error Proofing• Handling Resistance

LEANLEANLEANLEAN IMPLEMENTATION IN CARSEMIMPLEMENTATION IN CARSEMIMPLEMENTATION IN CARSEMIMPLEMENTATION IN CARSEM

• Factory will be more Visual & Organize• Reduced set-up time

• Factory will have less error• Work will be more standardize/repeatable• Reduced set-up time • Work will be more standardize/repeatable

Wave 3Wave 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 4Wave 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

Lean ConsultantsLean Consultants

• The AMC founders & principal consultants are:– Ramesh Victor Rajathavavaram– Ramesh Victor Rajathavavaram

Lean Master (USA)

– Soundrarajan Pitchay Lean Master (USA)

URL: http://www.adv-mc.comEmail: [email protected]

LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING

ConsultingConsulting

STEERING COMMITTEE STEERING COMMITTEE

Senior Managers including those from Support Group (IT, Finance, Material, PC, HRD)

Rewards

Fear and Status Quo

C. Summary

How is teamwork in Carsem?

Teamwork in Work Area, Go out of the way to help other Groups and Teamwork is a Way of Life

80.67 81.34 80.48

70.00

75.00

80.00

85.00

90.00

q About 80% of respondents felt team work is the way of life in Carsem

%

40.00

45.00

50.00

55.00

60.00

65.00

Teamwork and cooperation in workarea

My work groups goes out of the wayto help other work groups when

needed

Teamwork is the way of l ife inCarsem

%

Training Organization satisfaction rate

85.0682.65 82.09 82.33 83.53

81.12

65.00

70.00

75.00

80.00

85.00

90.00

q About 80% of respondents are satisfied with Training offered in Carsem

%

40.00

45.00

50.00

55.00

60.00

65.00

Orientation andinductionprogram

Adequateeffectiveness of

trainingopportunities

Equipment andfacil ities in

training room

Teachingmaterials and

aids

Trainers'behaviour and

attitude

Multimediatraining adequate

and effective

%

Gaining Support Strategies

1. Co-designing Corporate Strategy2. Identifying Business Challenges

Summary

3. Communicating Effectively4. Reviewing Training Programs Collectively5. Creating Teaching Culture6. Conducting Talent Review meetings7. Setting up Council to review monthly

Discover Talent: Paul Potts

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OD, Training and Educationwww.linkedin.com/laurenceyap

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