By Pichaya Changsorn
The Nation
Published on November 27, 2009
Speaking at the "Re-engagement Day" event held by Dale Carnegie Thailand, TMB Bank chief executive Boontuck Wungcharoen said employee engagement was an essential condThe scheme, which began 18 months ago, is scheduled to take six years to fully implement.
Boontuck said three essential ingredients would enable the bank to achieve its goal of becoming a customer-centric organisation. Firstly, every employee has to see how his or her work is aligning with "the outside world"; with customers, shareholders and society. Secondly, the organisation is structured to enable each employee to accomplish their tasks, and thirdly, an organisational culture has been created to unite the collective forces of all employees.
To enable staff to see the linkage between their work and the company's goals, it is the responsibility of management to create a clear vision and mission for the organisation, as well as fixing explicit targets, he said. In the case of TMB, the bank spells out clearly that it wants to achieve a 14-per-cent market share, and it wants the proportion of revenue contributed by retail banking to achieve a specific percentage of its overall-income target.
Boontuck said he updated his executives every month on how stock analysts were viewing the banking industry and TMB, so that staff could see the alignment between their work and benefits to shareholders.
However, the most important thing was enabling employees to see a link between their work and customer satisfaction and benefits. He said TMB went as far as interviewing customers and presenting videos to the staff so they could learn the "pain points" for each group of customers, and how they could improve their daily work.
TMB staff have been encouraged to rethink and challenge "the old ways" of doing things, or their "status quo", and ask themselves questions, such as "Is it necessary to always manage customers in the same way?" and "Is it possible to offer new things and alternatives to customers?"
This has resulted into many new initiatives, such as a no-fee campaign for electronic-banking customers, a no-limit programme that waives fees for holders of the bank's ATM cards, even through they may use ATM machines provided by other banks, an Up and Up term-deposit account scheme, and the TMB SME Three Times Express Credit campaign.
By committing the bank to approving loans for qualified customers within 15 days, the new SME credit scheme also helps to force the bank to redesign its work processes, Boontuck said.
Meanwhile, the organisational structure must enable the staff to work to their full potential. This requires a clear structure of who is in charge of each customer group, and staff must be able to see the "end-to-end" process cutting across the various departments.
"To solve the problems of a river, you must be able to see the whole stream," he said.
As well, every member of TMB's staff has the right to choose to work on jobs for which they have competency, and about which they have a passion. "Most bosses don't like their subordinates to go, but I told them: 'we abolished slavery a long time ago'. If I find a case where a boss is preventing an employee from moving, I go down to see it myself and order the move within 45 days," he said.
The bank is also providing training to fill competence gaps that may be preventing staff members from moving to new posts, where they want to work.
On the issue of creating an organisational culture, Boontuck said the bank had announced the "TMB Way", which comprises five elements: customer centricity, open communications, high performance , risk management and integrity.
Boontuck said he spent four months meeting all of TMB's 10,000 employees and explaining why the bank had to change. The staff meetings were in groups no larger than 200 people because this was the maximum size for two-way communication, he said.
While celebrating its anniversary this month, TMB held a contest and found that nearly 700 staff were performing the "TMB Way" and were very proud that finally they were being recognised, he said.
"Transformation is a thing that every organisation has to do, and to make it possible requires employee engagement," Boontuck said.
Source: http://www.nationmultimedia.com/worldhotnews/30117543/Transformation,-the-TMB-way
วันเสาร์ที่ 12 ธันวาคม พ.ศ. 2552
Thai engagement found to be lacking
By Pichaya Changsorn
The Nation
Published on November 27, 2009
Only 12 per cent of local workers committed to company goals: Dale Carnegie
Lower productivity resulting from "non-engaged" employees is costing the Thai economy Bt98.8 billion a year, according to David Fagiano, the chief operating officer of US-based global training company Dale Carnegie & Associates.
Speaking at a conference held by the Thai unit of his company in Bangkok recently, Fagiano said employee engagement was a major driver to profit and growth in every business organisation. Unfortunately, studies have found that most employees are not engaged with their firms' business, and the only thing they engage with is their paycheque, he said.
Fagiano said engagement meant winning the hearts as well as the minds of employees. The difference between "I understand" and "I believe" has a huge impact on a company's achievements, he said. A study by global consultancy Watson Wyatt has found that companies with engaged employees outperform others by 47 to 202 per cent.
He said a study conducted prior to the global recession found that only 29 per cent of workers in the US were engaged, while 54 per cent were not engaged and 17 per cent were "actively disengaged".
The findings in Thailand were even more dramatic, with only 12 per cent of Thai workers categorised as engaged, 82 per cent not engaged and 6 per cent actively disengaged.
Engaged employees are usually busy because they like to work, Fagiano said. They are more productive, make more money for the company, stay with the organisation longer, are committed to quality and are ethical and accountable.
Employers that are "not engaged" are those who concentrate on tasks and not outcomes, want to be told what to do, and "do it - get paid - go home". "Actively disengaged" workers, on the other hand, "sow seeds of negativity", undermine the work of others and express mistrust and animosity.
Within Asia, Fagiano said Thailand and China had the lowest levels of active engagement among talented staff - the type of people every organisation wants to retain because they are the people who can really drive the organisation forward.
"Thirty per cent of talented employees in Thailand will leave as soon as they get an acceptable job offer," he said.
A more recent study commissioned in February has found that the number of disengaged employees in the US has risen to 21 per cent of the workforce, Fagiano said. The recession has brought fear and distrust, and as well as being afraid of losing their jobs, employees wonder whether the management is telling the truth. As a result, employees have "turned inward" and have applied "the turtle mentality": do nothing wrong, don't take risks and don't get noticed, he said.
"In this economy, you need people who will stand up, but the recession creates the opposite," Fagiano said.
To find ways of reversing the engagement trend, Dale Carnegie & Associates joined the American Society of Training Development in a study that identified three solutions: growth, contributions and connections.
In the current economy, employees can still "grow as individuals", through opportunities to learn, by becoming mentors, working on projects and through recognition.
Fagiano said he was surprised to find that career development and training together were the top drivers of talent retention in Asia.
Contributions - in second place - refers to employees who want to create an impact for the businesses and who say "I want to matter".
Fagiano said it was the responsibility of management to deliver a clear and explicit vision for an organisation and to create a linkage between individual goals and corporate objectives. However, the study found that nearly 60 per cent of employees did not know what their companies' objectives were.
"It's amazing," Fagiano said. "Then, when we ask them: 'Do you have any goals?' 80 per cent will say, no - they have no goals."
The survey also found that employees were spending more than 15 per cent of their time on "company politics" and 30 per cent on irrelevant activities such as surfing the Web, leaving only 45 per cent of their time for activities linked to their companies' affairs.
Fagiano said the typical "top-down" model for Thai companies would present challenges in creating employee engagement because this required management to actively encourage contributions from workers.
On the issue of connections, Fagiano said half of Thai workers claimed to have a best friend at work. However, while most workers believe the most important ingredient in engagement is the relationship they have with their supervisors, only one-fifth of Thai workers say their managers actually care about them. In the government sector, only one in 10 workers think their supervisors care about them, he said.
Source: http://www.nationmultimedia.com/worldhotnews/30117544/Thai-engagement-found-to-be-lacking
The Nation
Published on November 27, 2009
Only 12 per cent of local workers committed to company goals: Dale Carnegie
Lower productivity resulting from "non-engaged" employees is costing the Thai economy Bt98.8 billion a year, according to David Fagiano, the chief operating officer of US-based global training company Dale Carnegie & Associates.
Speaking at a conference held by the Thai unit of his company in Bangkok recently, Fagiano said employee engagement was a major driver to profit and growth in every business organisation. Unfortunately, studies have found that most employees are not engaged with their firms' business, and the only thing they engage with is their paycheque, he said.
Fagiano said engagement meant winning the hearts as well as the minds of employees. The difference between "I understand" and "I believe" has a huge impact on a company's achievements, he said. A study by global consultancy Watson Wyatt has found that companies with engaged employees outperform others by 47 to 202 per cent.
He said a study conducted prior to the global recession found that only 29 per cent of workers in the US were engaged, while 54 per cent were not engaged and 17 per cent were "actively disengaged".
The findings in Thailand were even more dramatic, with only 12 per cent of Thai workers categorised as engaged, 82 per cent not engaged and 6 per cent actively disengaged.
Engaged employees are usually busy because they like to work, Fagiano said. They are more productive, make more money for the company, stay with the organisation longer, are committed to quality and are ethical and accountable.
Employers that are "not engaged" are those who concentrate on tasks and not outcomes, want to be told what to do, and "do it - get paid - go home". "Actively disengaged" workers, on the other hand, "sow seeds of negativity", undermine the work of others and express mistrust and animosity.
Within Asia, Fagiano said Thailand and China had the lowest levels of active engagement among talented staff - the type of people every organisation wants to retain because they are the people who can really drive the organisation forward.
"Thirty per cent of talented employees in Thailand will leave as soon as they get an acceptable job offer," he said.
A more recent study commissioned in February has found that the number of disengaged employees in the US has risen to 21 per cent of the workforce, Fagiano said. The recession has brought fear and distrust, and as well as being afraid of losing their jobs, employees wonder whether the management is telling the truth. As a result, employees have "turned inward" and have applied "the turtle mentality": do nothing wrong, don't take risks and don't get noticed, he said.
"In this economy, you need people who will stand up, but the recession creates the opposite," Fagiano said.
To find ways of reversing the engagement trend, Dale Carnegie & Associates joined the American Society of Training Development in a study that identified three solutions: growth, contributions and connections.
In the current economy, employees can still "grow as individuals", through opportunities to learn, by becoming mentors, working on projects and through recognition.
Fagiano said he was surprised to find that career development and training together were the top drivers of talent retention in Asia.
Contributions - in second place - refers to employees who want to create an impact for the businesses and who say "I want to matter".
Fagiano said it was the responsibility of management to deliver a clear and explicit vision for an organisation and to create a linkage between individual goals and corporate objectives. However, the study found that nearly 60 per cent of employees did not know what their companies' objectives were.
"It's amazing," Fagiano said. "Then, when we ask them: 'Do you have any goals?' 80 per cent will say, no - they have no goals."
The survey also found that employees were spending more than 15 per cent of their time on "company politics" and 30 per cent on irrelevant activities such as surfing the Web, leaving only 45 per cent of their time for activities linked to their companies' affairs.
Fagiano said the typical "top-down" model for Thai companies would present challenges in creating employee engagement because this required management to actively encourage contributions from workers.
On the issue of connections, Fagiano said half of Thai workers claimed to have a best friend at work. However, while most workers believe the most important ingredient in engagement is the relationship they have with their supervisors, only one-fifth of Thai workers say their managers actually care about them. In the government sector, only one in 10 workers think their supervisors care about them, he said.
Source: http://www.nationmultimedia.com/worldhotnews/30117544/Thai-engagement-found-to-be-lacking
Giant retailer's talent-management style
By Pichaya Changsorn
The Nation
Published on December 9, 2009
The head of rewards and benefits for giant retailer Tesco Lotus, Ornvalun Sivaleepunth, shared some of the hypermarket chain's human-resources management practices, aimed at combating the effects of the economic downturn, at a recent Hay Group annual conference in Bangkok. The Nation's Pichaya Changsorn reports.
Learning from the high fluctuations in this year's economic conditions, giant retailer Tesco Lotus has become less comprehensive in linking its business management to economic projections and is instead inclining itself towards a period of uncertainty.
"We don't care anymore if the economic [recovery] is U-, V-, or W-shaped. Whatever the economic conditions, our aim will be to [find the right] balance between staff morale and the cost of business," said the retailer's head of rewards and benefits, Ornvalun Sivaleepunth.
Besides freezing its head-count and cutting training expenses, Ornvalun said Tesco Lotus had made a comprehensive review of its five-year rewards and benefits roadmap. It had also taken "a second look" at which projects it could defer, by finding concrete reasons why some should be reprioritised and why others should not, and determining how much this could save the company.
"Because we have a lot of employees, whatever we plan to do could involve a lot of money," she said.
However, despite the need to control costs and reprioritise projects, Tesco Lotus has continued to give a high priority to talent management and building trust and loyalty among its employees - based on the premise the company is a large organisation that will clearly survive the economic crisis, she said.
Tesco Lotus believes talented staff are its most important assets and that if it loses them, it will find itself tracking behind its competitors when the economy recovers, Ornvalun said.
To make sure of retaining talented staff during "the period of belt-tightening", Tesco Lotus has been categorising its staff into five groups. The top group comprises talented staff whose loss would cause a business risk.
The second group comprises underpaid but high-performing staff whose loss would not pose an immediate risk to the business, and so on down to a fifth group who are not underpaid and whose position requires no action from the company.
To prevent any "undesirable effects", employees are unaware to which talent group they belong, she said.
Despite the categorisation, Ornvalun said Tesco Lotus had initiated a "talent-spotting and options programme" based on its firm belief each staff member is talented. Under the motto "I Have an Opportunity to Get On", each member of the company's staff can nominate what he or she would like to do, including moving to other section, or transferring to a branch nearer to a home town.
Provided the staff member passes an assessment, he or she will undergo an orientation and training programme tailored specifically to his or her needs, mostly involving on-the-job training. Then, both the outgoing and incoming bosses must "sign off" on the relocation before the staff member can move to the new job, she said.
Staff members can enter the options programme if they are good performers, have not received a warning notice for at least one year, are able to work upcountry, and are prepared to work twice as hard because they must continue their existing jobs while training for the new one, Ornvalun said.
Staff members do not have to wait for the position they are seeking to become vacant. They may apply, undergo the options process at anytime, and move to a new post when the position they are seeking becomes available.
"Tesco Lotus is a very large organisation, and the options programme is open all the time. There is a high chance [for people to "move on"] because nowadays we can hardly develop our people fast enough to serve our needs. Hence, we don't wait to develop them, and when the positions are vacant, we can fill them [immediately]," she said.
The company's line managers can also nominate staff to enter the options programme.
To spot talented staff, Tesco Lotus does not use assessment tools other than observing a staff member's "twinkle", Ornvalun said, adding that it did, however, apply some interviewing guides for store-level staff.
Regarding performance management, Ornvalun said as an international company, Tesco Lotus had to be results-oriented, although it did not apply a "force-rank" measure that obliged staff who remained at the lowest position on the performance curve to leave the firm every year. The company, nevertheless, has a "process to manage poor performers" that gives underperformers six months to improve.
"We will give the person six months to review his key performance indicators with his supervisor, who will be coaching him closely. If his rating remains unchanged, we will invite him to leave," she said.
Ornvalun said in the present economic circumstances, staff communication was also a vital necessity. Tesco Lotus has several media to connect with its staff, including its monthly magazine called The One, e-mails and in-store voice broadcasts that remind staff of benefits provided by the company or any changes to work procedures, prior to stores opening every day.
On remuneration packages, Tesco Lotus does not communicate "piece by piece". Rather, it gives its staff members the overall picture of total remuneration they receive. At the end of each year, every member of the company's staff receives a benefits summary that details all cash and non-cash benefits he or she has received from the firm during the year. Every item is quantified in cash equivalent, including stock options, company cars, leave days, medical expenses and training courses. Ornvalun said in this way, Tesco Lotus staff understood that even though their basic salary was Bt180 a day and less than that of factory workers, they in fact received more from the company.
Tesco Lotus also believes because there is a recession, this does not mean there should be no fun. Staff have to work harder in periods of economic downturn, so companies should not avoid "energising them" with activities that do not need to cost extra money, she said. For example, firms can invite their workers to join in their corporate social responsibility projects, such as building dams and assisting communities.
"In these cases, employees don't feel they're working hard. It's an activity they can enjoy with their friends. Human resources departments should look for channels through which staff can take part in company activities," she said.
Tesco Lotus currently employs more than 36,000 staff in Thailand.
Source: http://www.nationmultimedia.com/worldhotnews/30118182/Giant-retailer's-talent-management-style
The Nation
Published on December 9, 2009
The head of rewards and benefits for giant retailer Tesco Lotus, Ornvalun Sivaleepunth, shared some of the hypermarket chain's human-resources management practices, aimed at combating the effects of the economic downturn, at a recent Hay Group annual conference in Bangkok. The Nation's Pichaya Changsorn reports.
Learning from the high fluctuations in this year's economic conditions, giant retailer Tesco Lotus has become less comprehensive in linking its business management to economic projections and is instead inclining itself towards a period of uncertainty.
"We don't care anymore if the economic [recovery] is U-, V-, or W-shaped. Whatever the economic conditions, our aim will be to [find the right] balance between staff morale and the cost of business," said the retailer's head of rewards and benefits, Ornvalun Sivaleepunth.
Besides freezing its head-count and cutting training expenses, Ornvalun said Tesco Lotus had made a comprehensive review of its five-year rewards and benefits roadmap. It had also taken "a second look" at which projects it could defer, by finding concrete reasons why some should be reprioritised and why others should not, and determining how much this could save the company.
"Because we have a lot of employees, whatever we plan to do could involve a lot of money," she said.
However, despite the need to control costs and reprioritise projects, Tesco Lotus has continued to give a high priority to talent management and building trust and loyalty among its employees - based on the premise the company is a large organisation that will clearly survive the economic crisis, she said.
Tesco Lotus believes talented staff are its most important assets and that if it loses them, it will find itself tracking behind its competitors when the economy recovers, Ornvalun said.
To make sure of retaining talented staff during "the period of belt-tightening", Tesco Lotus has been categorising its staff into five groups. The top group comprises talented staff whose loss would cause a business risk.
The second group comprises underpaid but high-performing staff whose loss would not pose an immediate risk to the business, and so on down to a fifth group who are not underpaid and whose position requires no action from the company.
To prevent any "undesirable effects", employees are unaware to which talent group they belong, she said.
Despite the categorisation, Ornvalun said Tesco Lotus had initiated a "talent-spotting and options programme" based on its firm belief each staff member is talented. Under the motto "I Have an Opportunity to Get On", each member of the company's staff can nominate what he or she would like to do, including moving to other section, or transferring to a branch nearer to a home town.
Provided the staff member passes an assessment, he or she will undergo an orientation and training programme tailored specifically to his or her needs, mostly involving on-the-job training. Then, both the outgoing and incoming bosses must "sign off" on the relocation before the staff member can move to the new job, she said.
Staff members can enter the options programme if they are good performers, have not received a warning notice for at least one year, are able to work upcountry, and are prepared to work twice as hard because they must continue their existing jobs while training for the new one, Ornvalun said.
Staff members do not have to wait for the position they are seeking to become vacant. They may apply, undergo the options process at anytime, and move to a new post when the position they are seeking becomes available.
"Tesco Lotus is a very large organisation, and the options programme is open all the time. There is a high chance [for people to "move on"] because nowadays we can hardly develop our people fast enough to serve our needs. Hence, we don't wait to develop them, and when the positions are vacant, we can fill them [immediately]," she said.
The company's line managers can also nominate staff to enter the options programme.
To spot talented staff, Tesco Lotus does not use assessment tools other than observing a staff member's "twinkle", Ornvalun said, adding that it did, however, apply some interviewing guides for store-level staff.
Regarding performance management, Ornvalun said as an international company, Tesco Lotus had to be results-oriented, although it did not apply a "force-rank" measure that obliged staff who remained at the lowest position on the performance curve to leave the firm every year. The company, nevertheless, has a "process to manage poor performers" that gives underperformers six months to improve.
"We will give the person six months to review his key performance indicators with his supervisor, who will be coaching him closely. If his rating remains unchanged, we will invite him to leave," she said.
Ornvalun said in the present economic circumstances, staff communication was also a vital necessity. Tesco Lotus has several media to connect with its staff, including its monthly magazine called The One, e-mails and in-store voice broadcasts that remind staff of benefits provided by the company or any changes to work procedures, prior to stores opening every day.
On remuneration packages, Tesco Lotus does not communicate "piece by piece". Rather, it gives its staff members the overall picture of total remuneration they receive. At the end of each year, every member of the company's staff receives a benefits summary that details all cash and non-cash benefits he or she has received from the firm during the year. Every item is quantified in cash equivalent, including stock options, company cars, leave days, medical expenses and training courses. Ornvalun said in this way, Tesco Lotus staff understood that even though their basic salary was Bt180 a day and less than that of factory workers, they in fact received more from the company.
Tesco Lotus also believes because there is a recession, this does not mean there should be no fun. Staff have to work harder in periods of economic downturn, so companies should not avoid "energising them" with activities that do not need to cost extra money, she said. For example, firms can invite their workers to join in their corporate social responsibility projects, such as building dams and assisting communities.
"In these cases, employees don't feel they're working hard. It's an activity they can enjoy with their friends. Human resources departments should look for channels through which staff can take part in company activities," she said.
Tesco Lotus currently employs more than 36,000 staff in Thailand.
Source: http://www.nationmultimedia.com/worldhotnews/30118182/Giant-retailer's-talent-management-style
วันอาทิตย์ที่ 6 ธันวาคม พ.ศ. 2552
HRD นำความยืนยงสู่องค์การ
โดย : ชนิตา ภระมรทัต วันที่ 12 พฤศจิกายน 2552 03:00
คำกล่าวของซุนวู ที่ว่า “จงเลี้ยงดูทหารของให้ดี บ่มเพาะความแข็งแกร่งภายใน เพื่อให้ปราศจากโรคภัย นี่คือ หลักประกันแห่งชัยชนะ”
เป็นข้ออ้างอิงหนึ่งที่สนับสนุนว่า ‘คน’ คือ หัวใจแห่งความสำเร็จ มาตั้งแต่อดีตกาลโน่นแล้ว เบญจวรรณ บุญใจเพ็ชร เกริ่นนำเรื่องนี้ก่อนเข้าสู่การบรรยายในหัวข้อ “HRD Strategy : เชื่อมโยงงานพัฒนาบุคลากรสู่การพัฒนาองค์การ” ซึ่งจัดโดยสถาบันเพิ่มผลผลิตแห่งชาติ และได้นำการตีความ HRD -Human Resource Development ของปรมาจารย์ HRD ของโลกอย่าง Dave Ulrich เพื่อให้เกิดความเข้าใจในเรื่องนี้ให้พูนเพิ่มยิ่งขึ้นซึ่งมีใจความว่า
"เป็นการสร้างและส่งเสริมให้เกิดบรรยากาศของการเรียนรู้ในองค์การ การออกแบบโปรแกรมการฝึกอบรม รวมถึงเป็นกระบวนการในการถ่ายโยงข้อมูลและประสบการณ์ของพนักงาน การให้คำปรึกษาในการพัฒนาสายอาชีพ (Career Development) ให้พนักงาน ตลอดจนเป็นกระบวนการสร้างองค์ความรู้ต่างๆ ให้เกิดขึ้น"
งานพัฒนาบุคลากรนั้นถือเป็นหัวใจสำคัญของความสำเร็จของธุรกิจ เพราะองค์การต้องอาศัยพนักงานที่มีความสามารถ มีการเรียนรู้และพัฒนา เพื่อสร้างกระบวนการทำงานที่ดี สร้างผลงานที่ยอดเยี่ยม ทำให้ลูกค้าพอใจ เพื่อนำมาซึ่งผลกำไร บริษัทมีความก้าวหน้า พนักงานอยู่ดีกินดี
เบญจวรรณ กล่าวว่าขอบเขตหน้าที่ของ HRD นั้นมีอยู่ 6 เรื่องหลักๆ นั่นคือ การฝึกอบรมและพัฒนา (Training &Development) การพัฒนาสายอาชีพ (Career Development) การพัฒนาสมรรถนะ (Competency Development) การบริหารผลงาน (Performance Management) การบริหารคนเก่งคนดี (Talent Management) และการบริหารองค์การ (Organization Development)
อย่างไรก็ตามธุรกิจในไทยโดยเฉพาะไซส์เล็กๆ ยังไม่ค่อยตื่นตัวในเรื่องนี้ โดยอาจมองว่าเป็นเรื่องที่ยุ่งยากเกินตัว และเธอเตือนว่าธุรกิจในประเทศลาวจำนวนมากกำลังลุกขึ้นมาทำเรื่องนี้อย่างเร่งรีบ และทำทั้ง 6 เรื่องอีกด้วย หากแต่หลุมพรางของความล้มเหลวของ HRD นั้นก็มักขึ้นอยู่กับสมรรถนะของนัก HRD หมายถึงความรู้ความสามารถด้านทักษะวิชาชีพ เช่น ความรู้ด้านพัฒนาทรัพยากรมนุษย์ การบริหารงานฝึกอบรม การบริหารและพัฒนาผลปฏิบัติการ การจัดการความรู้ในองค์การ ตลอดจนความรู้ความสามารถด้านธุรกิจและสติปัญญา ส่วนดีกรีความสามารถด้านความสัมพันธ์ส่วนบุคคลก็ต้องเป็นเลิศ เบญจวรรณบอกว่าต้องเก่งชนิดเป็นนักแสดงระดับรางวัลออสการ์ได้ยิ่งดี ประเภทตีบทกระจุย ไม่ว่าจะรับบทนางเอก หรือ นางมาร เพื่อนำไปสู่เป้าหมายคือความร่วมไม้ร่วมมือของคนในองค์การนั่นเอง
HRD ก็เหมือนกับเรื่องอื่นๆ จะแฮปปี้เอ็นดิ้งได้หรือไม่นั้นขึ้นอยู่กับ ‘กลยุทธ์’ วิทยากรท่านนี้ให้คำแนะนำว่ากลยุทธ์ที่ดีต้องพิจารณากันดีๆ ใน 5 ประเด็น คือ 1. วิสัยทัศน์และภารกิจขององค์การ 2. เป้าหมายและกลยุทธ์ของธุรกิจ 3. ลูกค้าภายนอกและลูกค้าภายใน 4. ขีดความสามารถหรือความได้เปรียบในการแข่งขัน และ 5. องค์การให้ความสำคัญต่อการลงทุนเพื่อพัฒนาด้านทรัพยากรมนุษย์มากน้อยเพียงไร
แน่นอนว่ากลยุทธ์ HRD ของบริษัทชั้นนำระดับประเทศและระดับโลกจะสัมผัสได้ถึงความเชื่อมโยงกับกลยุทธ์ธุรกิจขององค์การเสมอ
ข้อควรระวังก็คือ ความสำเร็จไม่อาจลอกเลียนกันได้ เนื่องจากแต่ละองค์การย่อมมีความต่างและต้องอย่าลืมประเมินผลลัพธ์หรือเป้าหมายหลักของกลยุทธ์ที่ต้องเกิดประสิทธิภาพต่อตัวของพนักงานเองและต่อองค์การด้วย
เบญจวรรณกล่าวว่าอาจจะกำหนดตัวชี้วัด (KPI-Key Performance Indicators) เช่น สัดส่วนพนักงานที่มีผลงานระดับดีมากต่อจำนวนพนักงานทั้งหมด อัตราส่วนของพนักงานที่ได้รับการเลื่อนขั้น การลดอัตราส่วนของพนักงานที่มีผลงานต่ำกว่ามาตรฐาน อัตราส่วนของพนักงานประเภท Multi-Skill Operator อัตราส่วนของพนักงานที่สามารถสอนงานผู้อื่นได้ ฯลฯ
การเชื่อมโยงงานพัฒนาบุคลากรสู่การพัฒนาองค์การเป็นงานซับซ้อนและต้องทำเป็นลำดับขั้น เริ่มที่ การพัฒนาพนักงาน (Individual Development) การพัฒนาสายอาชีพ (Career Development) การบริหารผลงาน (Performance Management) และ การพัฒนาองค์การ (Organization Development) และก่อนจะเริ่มต้นพัฒนาในแต่ละเรื่องย่อมต้องมีการวินิจฉัย ให้รู้ว่ามีปัญหาคาใจหรือมีจุดอ่อนจุดแข็ง มีรอยรั่วตรงจุดใด อย่างไรเสียก่อน เช่น การพัฒนาพนักงานนั้นต้องเช็คว่าองค์การมีพนักงานประเภท ไม้ตายซาก เด็กเจ้าปัญหา ดาวเด่น และพนักงานที่ปฏิบัติได้ตามเกณฑ์ ในส่วนผสมที่ลงตัวหรือไม่ เพื่อนำไปสู่การวางแผน และปฏิบัติได้อย่างเหมาะสม ไม่เช่นนั้นก็อาจเกาแต่ไม่ถูกที่คันก็เป็นได้
เธอบอกว่าจากประสบการณ์ มี 7 ปัจจัยความสำเร็จในการเชื่อมโยงงานพัฒนาบุคลากรสู่การพัฒนาองค์การ ได้แก่ 1.การสนับสนุนของผู้บริหาร 2. การสร้างจิตสำนึก และแรงจูงใจในการพัฒนาอย่างจริงจัง 3. การส่งเสริมและสนับสนุนให้เกิดการพัฒนา 4. การยกระดับทักษะทั้งด้านปฏิบัติการและด้านการบริหาร 5.การบริหารการเปลี่ยนแปลงสู่การปฏิบัติ 6.ประเมินผลและติดตามผลอย่างเป็นระบบ ไม่ว่าจะด้านความพึงพอใจ การเรียนรู้ พฤติกรรม และผลลัพธ์ทางธุรกิจ และ 7. การสร้างบรรยากาศ สิ่งแวดล้อมที่เอื้อต่อการปรับปรุงประสิทธิภาพการทำงานให้เกิดการมุ่งเน้นผลสัมฤทธิ์และทิ้งท้ายว่าทุกเรื่องราวจำเป็นต้องปรับปรุงให้ทันกับการหมุนของโลก ที่นับวันก็จะมีแต่เร็วขึ้น
Source: http://www.bangkokbiznews.com/home/detail/business/hr/20091112/85992/HRD-นำความยืนยงสู่องค์การ.html
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