Multi-Country Study Mission on In-Company Training Program

1. Multi-Country Study Mission on In-Company Training Program Kiattisak Sampaongern HR Manager Corporate HR Division The Siam Cement Public Company Limited kiattisa@cementhai.co.th

2. In-Company Training Program Organizer : Korea Productivity Center Participants : 15 persons from 13 countries Program Learning : • HRD Trend in Korea • Business link to HRD • Competency (Individual/Global/Organization/Attitude - Value) • HRD Trend (Competency based/Assessment & evaluation/Career development/Leadership development/Live long learning/e-learning) • Best Practices in LG • Talent Development • How to Assessment (ten percent bottom/succession plan) • Leadership Development from career planning and mentoring • Best Practices in Samsung • Business Strategy and Samsung Spirit • HRD Center ( Leadership Program/Value Program/Global Program) • Best Practices in Nolboo Restaurant • Education and Training Program ( Technical Program) • Service Recovery and Customer Experience Management • Best Practices in Small Business Training Institute • Technical Training

3. APO = Asian Productivity Organization

4. Asian Productivity Organization(APO) MISSION The Asian Productivity Organization (APO) was established by Convention on 11 May 1961 as a regional intergovernmental organization. Its mission is to contribute to the socioeconomic development of Asia and the Pacific through enhancing productivity. The meaning of productivity has evolved and expanded over the years from simply producing quality products at minimum cost to the improvement of the quality of life for all. The character of the APO is nonpolitical, nonprofit, and nondiscriminatory. Membership : China, India, Japan, Korea, Nepal, Pakistan, Philippines, Thailand, Hong Kong (1963), Islamic Republic of Iran (1965), Sri Lanka (1966), Indonesia (1968), Singapore (1969), Bangladesh (1982), Malaysia (1983), Fiji (1984), Mongolia (1992), Vietnam (1996), Laos (2002), and Cambodia (2004).

5. Multi-Country Study Mission on In-Company Training Program

7. Five trends in training • Globalization • Regionalization/M&A • Business focus • Develop talent/training budget/quality effectiveness • eLearning • Benefit/limitation/new generation • War of talent • HR Professional • Influence of market trend • Market move training move Source : Professor Alex Maggs University of Sunshine Coast

8. Changes in Business Environment and HRDFor Achievement of organizational vision and strategic goals • Scope of competition • Domestic to Global…………………….. Global mindset • Rapid technical and social changes • New technology and new life style…... Lifelong learning • Focus on competition • Asset to Human and Knowledge……..Talent Development • Knowledge base economy • Knowledge……………………………....Learning organization • Change in ideal type of talent • Loyalty to Creativity……………………Self managed learning Source : Dr Hunseok Oh Seoul National University

9. 6 HRD Trends in Korean Companies I. Competency-Based HRD II. HRD Assessment and Evaluation III. Career Development IV. Leadership Development V. Lifelong Learning System in Workplace VI. e-Learning Source : Dr Hunseok Oh Seoul National University

10. Competency-Based HRD Goal of competency-based HRD: To extract core competency aligned with business vision and strategy, and to design and use it for strategic integration in terms of human resource management Design HR System Define Competency • Competency Model • Competency Profile • Competency Measurement Change Management Selection Vision /Mission Business Goals Org. performance Competitive advantage • Strategy Tasks • KSF Assessment of Job competency Development Competency Modeling • KPI Maximization of People Value Assessment Information Technology Source : Dr Hunseok Oh Seoul National University

11. Desirable Competencies of Employees Source : Dr Hunseok Oh Seoul National University

12. Competencies required by Large Korean Corporations Source : Dr Hunseok Oh Seoul National University

13. 10 Most Important Competencies Expected for Employees 1. Technical knowledge and culture 2. Global Biz Competency and foreign language ability 3. Progressiveness 4. Spirit of Challenge and Achievement 5. Flexibility and creativity 6. Right sense of value 7. Humanity 8. Responsibility 9. Collaboration 10. Politeness Source : Dr Hunseok Oh Seoul National University

14. HRD Assessment and Evaluation Boss How am I doing? Colleagues Customers Team members 360° Feedback Company’s key message Leadership development driven by Promise between Company and Employees Development plan Assessment of Self and Identification of Strengths and Weaknesses Accurate and objective info. Self perception of Myself ≠ Others’ Evaluation Source : Dr Hunseok Oh Seoul National University

15. How to evaluate T&D program? • Micro Level(program level evaluation) • To check if each curriculum has achieved its goals and objectives • For quality assurance • To make decisions on whether to keep the program go or not • Macro Level(organizational level evaluation) • To confirm if it is strategically aligned • To inspect the efficiency and effectiveness of organization's T&D activities • To understand business impact • Phillips’s Five Level Model • Reaction, Satisfaction • Learning • Application, Implementation • Business Impact • ROI • Kirkpatrick’s Four Level Model • Reaction • Learning • Behavior • Result Source : Dr Hunseok Oh Seoul National University

16. [Example Case] XXXProgram Evaluation Level 2 Level 3 Level 4 Level 1 Satisfaction Learning Implementation Business Impact Time After program is finished After program is finished 3 months after the program is done. 6-12 months after the program is done. Methodology Interview ROI calculation Survey Survey, or Pre & Post Test Feedback & Utilization • Next year’s curriculum andprogram modification • - instructor, program contents etc. • Analysis of effectiveness of each program and decision-making on whether to keep it going or not Source : Dr Hunseok Oh Seoul National University

17. Assessment Center • Goals of Assessment Center • To measure complex behavior accurately using several different kinds of measures for employee selection and employee development • To demonstrate personality characteristics, administrative skills, interpersonal skills • To measure leadership, oral communication, written communication, judgment, organizational ability, stress tolerance • Directly related to performance, salary level, career advancement Selection, development, need analysis • Selection and promotion decision + CD, OD, succession planning → much broader exercise & focus, and less job specific • To measure the impact of the program • Part of overall HR strategy: business strategy in recruiting, hiring, developing, managing people • Techniques for Assessment Center • in-basket exercises • 'stress' exercises and interviews • presentation vision/strategy speeches • job interview • leaderless group exercises: leadership and organizational skill • 'treasure hunt' exercise • business production game • role play • peer coaching and counseling exercises • simulated coaching meetings • oral presentations • paper-and-pencil tests (personality/ability test) Source : Dr Hunseok Oh Seoul National University

18. Why employees work 1.Career Growth 2.Challenging Job 3.Job Value 4.Good Friends 5.Good Team 6.Good Boss 7.Regcognition 8.Enjoy Work 9.Empowerment 10.Flexible in Time and Dress Source : research

19. Career Development • Issue of Talent Development • Short term incentive =>Long term development • Talent make Biz competitiveness • Develop to key skill in each job • Brain retention and development • Talent Management • Current Trend to development • Talent Development • All employee development => Individual development plan • Succession Plan • Reflect employees’ career needs • Alignment with HRM Source : Dr Hunseok Oh Seoul National University

20. Example Of A People Evaluation Matrix • Potential • Can be simply ‘has ability to move 2 levels up’ • Can explicitly include traits such as leadership, intelligence, values • Performance • Based on performance evaluation rating, A/B/C rating or quintiles • Emphasizes actual results/achievements, since competencies are captured by the potential axis Source : Joseph M. Ryan, Ph.D./Wharton

21. [Example Case] XXX CDP Talent Development • Successor development on key-position • Succession planning • HPI Development program: High potential individual selection and development on long-term point of view CEO Succession Plan Executives Director of Division Expert Development • Expert development • Development • Council for expert development • Development based on competency model • Circulation based on job position Expert Development Talent Development Staff Employee Source : Dr Hunseok Oh Seoul National University

22. Career Counseling • Plan for Career development through periodic performance appraisal, and short- and long-term career goal setting, and T&D plan, job allocation • Career goal setting • To ensure what competencies are to be developed • To ensure how to develop one’s competency • Career Counseling • On-line career development counseling • Regular HR counseling • HR Information System Source : Dr Hunseok Oh Seoul National University

23. Leadership Development • Company-wide leader development system • Leadership development system in all levels + talent development • Aligned with selection, development, performance appraisal, compensation, career development • Various leadership development method • Action Learning • Coaching and Mentoring • Long-term education program (e.g. executive MBA) • Emphasis on leadership competency assessment • 360° feedback • Assessment center Source : Dr Hunseok Oh Seoul National University

24. LG HRD “Great Company Great People” • Build leadership pipeline • - selection and development of right people • - Global Leader development • - Leadership Platformdevelopment • Professionals development • - Recognition of Certificate • - Internal consultant development • - Competency-based curriculum • - Career planning Source : Dr Hunseok Oh Seoul National University

25. LGE Core Talent Development : Leader Development Image… #1 businesses need #1 executive leading. Systematic development of #1 people in a stepwise manner is required to develop #1 executives. Leadership Pipeline Process • Discern leadership stages • Regulate the required competencies & job values at each leadership stage Develop Leadership Pipeline Model CEO • Evaluate individual employee’s competencies • Analyze the general strengths & weaknesses at each leadership stage Leadership Pipeline Diagnosis Executive • Clearly state leadership roles • Clearly define performance measurement standards Apply a Work Performance Index Senior Manager Leader HPI • Evaluate performance & potential • Succession Planning based in evaluation results Young HPI Successor Selection & Evaluation Manager • Understand strengths & areas for competencies development • T&D programs operation based in individual competencies development plans Successor Development Leadership Pipeline Leadership Building Block • Nurture High Performers at each Leadership Stage, develop the entire Leadership Pipeline so as new needs arise the company can easily utilize its Talent. Source : LGE presentation

26. LGE Development Programs Program Selection Standards Assessment Center Job Rotation Career Counseling Community of Practice (CoP) Special Project Assignment Off-site Training Program Self Study Apprentice Training Job Enlargement/Enrichment Shadowing Mentoring CBT On-the-Job Training Coaching Preferences, Corporate Culture, Actual Possibilities • Intervention for Development • Development through Work • Job Rotations • Shadowing/Coaching • CoP Activities • Challenges • Training & Development Source : LGE presentation

27. LGE Leadership T&D System Leadership Pipeline Promotional Requirements Classification Key Position Holder/Successor T&D Selective Management Skill T&D Leadership Education CEO / Company President • Long-Term • Overseas T&D • Business • School Dispatch • Screen • Training Global CEO Conference Digital AMP Executive Coaching BYU Global Exe. PGM E n D P Division / Subsidiary President Digital MIP E D P IMPM • Value Based • Coaching • Communication • Team Building • Strategic Decision • Making • 7 Habits • Strategic • Management • HR Organization • Strategic • Planning • Techniques • OAS • KT Problem • Solving • Presentation • Meeting Skills Prospective Executives Internal Coaching AP- EMBA Executive Development Course ALDP Leader GE MBA Group Leader Dev. Program EMBA- DGM / MBA- GLP Grade 1 Promotion DLC LG MBA Innovation Leader Course Senior FTM (Company) Grade 2 Promotion Junior / Assistant Grade 3 Promotion Experienced NBL New Biz. Leader Source : LGE presentation

28. SAMSUNG “The Most Admired Company in the world”

29. Global Competitiveness Future Management Global Management Trust Management Globalized Samsung Integrated Samsung 1st-Class Samsung Cultivate Next-Generation Leaders Share Core Values of Samsung Develop Global Competency Samsung Business Leader Program Samsung Shared Value Program Samsung Global Expert Program Change & Innovation HRD Strategy Model The Most Admired Company in the world People Cultivation For Realizing Global First Company in 21C Source : Samsung presentation

30. SVP Executive Seminar SLP Sr. Executive Course SGP Subsidiary CEO SGP Cultivating Local Employees SGP Foreign Language Courses SVP New Executive SLP Executive Course SVP Samsung Entrance SVP New G.M. SVP New S.M. SGP Expatriate SLP (S.) Manager Course SVP New M. Summer Festival Samsung M B A Regional Specialist SVP New Employee SLP Mentor Training Structure of People Cultivation Source : Samsung presentation

31. From Training to Learning Organization Rapid technical and social changes Adaptation to new technical and knowledge trends → Fluctuating industrial cycle and business changes 5 working days per week • International Benchmarking • Global statement • Best practices • Quality control • Learning Culture • Lifelong learning • Introduce technical-based learning • Knowledge management • Learning policies • Leadership • Leadership by example • Consistency in approach • Transparency • Fairness • Organization Structure • Flat Organization Knowledge-based economyIndividuals → knowledge creation

32. Nolboo Restaurant Training Program Head Officer Training Program On the job restaurant employee training Franchisee CEO Food sanitation management Franchisee employee training Promotion Contest Franchiser manager training Grand opening store training Model store training Source : Nolboo presentation

33. Education Training & Human Resources Program On the job Restaurant Employee Training On the job Training, simply means teaching employee how to do their job. It involves teaching the procedure to follow and helping employees to develop the skills they need to reach the standards required. SECTION Upbringing Training Franchiser Store Franchisee Store Specialty S T O R E Store Manager New Employee Internal Training OJT Leader Internet • Senior Course • NMC / Leadership • Junior Course • MCL / Leadership • Store Observation • Employee Retraining • F.O.H Contents • B.O.H Contents • New Store open • Company Introduction • F.O.H Job Skill • B.O.H Job Skill • Franchisee CEO • Employee Retraining • F.O.H Contents • B.O.H Contents • New Store open • Company Introduction • F.O.H Job Skill • B.O.H Job Skill • Senior Manager • Seminar/Workshop • Junior Manager • Seminar/Workshop • Parking Helper • Cashier • Benchmarking • Firm & School • Practice 1st Assistant Manager 2nd Assistant Manager Captain Employee New Employee Course NO 4 5 3 6 Source : Nolboo presentation

34. Service Recovery and Customer Experience at Nolboo Restaurant Service & Loyalty Connection • What goes wrong • Non-standard Performace • Mistake (We are all human) • Response to failures/mistakes Source : Nolboo presentation

35. Small Business Training Institute

36. I. Overview 1. Establishment of SBTI ○Legislation of SMIs promotion law in 1979 2. Purpose of SBTI ○To cultivate skilled workforce for SMIs by training of new technology and management programs ○ To play a comprehensive role of HRD Center for SMIs Source : SBTI presentation

37. Off-Line On Line On-Off Line Off-Line Distance Off-Line II. Contents of Training 1. Types of Training Executive Training, Technology, Quality Management, Administrative Management, IT•Automatization, Int’l Training, e-Learning, etc. 683 Course 2. Method of Training Source : SBTI presentation

38. II. Contents of Training 3. Training Courses ⊙ Executive ⊙ Technology ⊙ Management ⊙ Quality Mgt. ⊙ IT • General Management,etc • Mechanics, Electrnics… • Financing, Marketing,etc • Quality, ISO, PL, etc. • Information, Technology etc. ○ Regular Off-Line • Customized for Industry & Public • Consulting service ⊙ Customized ⊙ Int’l ○ Special • In-bound & out-bound training ○e-Learning ○ Distance Training On-Line Source : SBTI presentation

39. III. Facilities & Equipments 1. Facilities • Welfare : PC Room, Karaoke Room, Clinic, Library, Stall, etc. • Athletic : Football Field, Basket ball Court, Tennis Court, etc. Source : SBTI presentation

40. Strategic Management Process External Analysis • Human • Resources • Needs • Skill • Behavior • Culture Human Resources Practices Goal Strategic Choice Mission Internal Analysis Human Action Human Capability Organization Performance Source : Human Resources Management 3rd edition Gaining a competitive advantage

41. HRD link to business result Change Business Result Global Mindset Globalization Competitiveness Vision/Mission Global Competitor KPIs Competency Development Plan Performance Mgt. HRM Process Succession Plan Talent Value/Culture Organization Technology/Skill Technology Change Learning Organization Knowledge Base Economy

42. In-Company Training Program • Lesson Learning : • 21 Century is era of change, HR is important function to create competitiveness in business • Korea Company focus on leadership training, talent development and global development • HRD function is important especially in Leadership development and Talent Management • Corporate value and Culture are core in business growth • Human being need (Achievement , Choice and Wealth) • Global mindset • Knowledge and Skill , Dedication and Drive are important for success

43. Q&A