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Slide 1: Company LOGO Strategy Planning Training Department Mydin Mohammed Holding Berhad Slide 2: Process Flow • • • • • Practical

Vision Underlying Constraint Strategic Directions Systematic Actions Implementation Timeline Slide 3: Vision: Definition • A mental picture of what the organization should look like in the future Slide 4: New Definition of Mission • To assist in increasing the effectiveness and efficiency of all individuals in Mydin Mohamed Holdings Bhd. • Our measures of success is based on the improvement of job behaviors, job performance, problem solved, cost savings to organization, product quantity, product quality, lower absenteeism, lower turnover and customer satisfaction of the training we provide, Slide 5: Objective • Transform organization to achieve performance effectiveness • Create a joyful and meaningful workplace. Slide 6: Old Definition of Mission • To provide all types of training support services to all employees • Our measures of success is based on – Hours of training – Persons trained – Classes delivered – Media Produced – Instructional objectives accomplished – Course catalogs Slide 7: Transformation Traditional Training Performance Driven (refer to HPI Model) Slide 8: Comparison • • • • • • • • Sample Mission statement Measures of success Origin of performance problems Audience served Relationship with organizational goals Perception of others Staff skills required Potential survival in difficult times Slide 9: Roles Past Trainer Future: Facilitator (Process control) Consultant (Provide answer) Trainer (Skills, attitudes, knowledge) Slide 10♣ ♣ ♣ ♣ ♣ ♣ ♣ ♣ ♣ ♣ ♣: Skills Required Consulting Needs assessment Needs analysis Data collection System Design Long♣ range planning Cost-benefit planning Evaluation Research Learning Facilitation Training Slide 11: Training skills • • • • • • • • Delivering Training Creating lesson plans Media Production Department Budgeting Course Scheduling Coordinating events Developing survey, questionnaires Manage external vendors or trainers Slide 12: Old Relationship with Organization • Support function • Cost center • Little relationship exists between dept activities and organizational goals Slide 13: New Relationships • Proactive Function • Profit Center • Documented savings related to waste, turnover, defects, and downtime • A high relationship exists with organizational goals Slide 14: Traditional Training Function • Indirect link to organizational bottom line • Lack of management support • No relation to other organizational Initiative • Lack of respect and credibility Slide 15: Improving♣Strategic Direction Learning Organization that encompasses: Facilitating organization development or♣organizational learning capabilities ♣ Building team based workforce to enhance productivity ♣reengineering ♣ Upgrading operational excellence ♣Cultivating world class customer care Building, expanding and manage knowledge Slide 16: Company LOGO Improving organizational learning capabilities Slide 17: Organizational Learning • Focus on training and learning • Training and learning must be fun, practical and interactive • Exploring new ways of training and learning methods such as Multisensory, NLP, Visual/Music/Multimedia, Dialogue, Facilitative and etc Slide 18: Learning • Widening learning channels such as accessing to internet, resource library, audio visual • Hold in house seminar, conference and workshop to improve convergence and divergence of knowledge • Encourage Team Learning (training department) Slide 19: Prioritize Training Course Focus on the foundation for first year – Customer Care – Retail Training – Housekeeping – Merchandizing Display – English – Supervisor Development – Team Development – HR competency training Slide 20: What we do now • Conduct fundamental training • Setting up team learning • Applying facilitative and multi-sensory training Slide 21: What can we do further? • Exploring latest training methodology • Widening learning opportunities such as Certificate Program Slide 22: Company LOGO Facilitating organization development or reengineering Slide 23: Organization Development/Reengineering • Function as Process facilitator • Using various facilitator tools such as – – – – – HPE: Performance FishBone 5 Why Flow Chart Run Chart • Needed for fundamental change due to outdated organization system (;policies, roles and responsibilities etc) Slide 24: What are we doing now? • Renovation – mental rehearsal – Nesan/Laurence • Store clearance – Nesan/Laurence • Price Change - Laurence • Energy level of Cashier – Guna/Zaidi/Laurence • Motivational level of employees • Collecting problems facing by employees through customer service training- Trg Dept Slide 25: JMI: Our first client of Consultancy • Conduct field study and consulting on JMI from 15th Sept onward (45 days) • Informed Zaidi, the branch manager of JMI. Areas to look into: – – – – – – – – Redesigning jobs or work tasks Improving information flow Improving feedback to performer Improving OJT (on job or off job training) Using structure practice (OA2) Improving tools and equipment Using job or performance aids Improving reward systems Slide 26: What can we do further? • Facilitating the final project management by doing mental rehearsal for

grooming housekeeping and mechanizing • Get to know each other activities • Training Slide 36: Company LOGO Cultivating world class customer care Slide 37: Customer Care Driven • Customer Care • Complete JMI’s Training • Still no positive results. It is the organizational system (80%) that contribute to the “indifferent” of customer service Slide 38: What are we doing now? • Completed customer care training at H=JMI within six week time • Completed the manual writing (Farha) • Training at Malacca (5th-13th Sept) Slide 39: What can we do further? • Weekly focus – Floor Meeting. Roles and responsibilities. Slide 40: Operasi Akar 2 • Operational excellency driven – Nesan • 360 degree feedback for Leadership style • Set up Ground Rules of Human Relationships Slide 41: Company LOGO Upgrading operational excellence Slide 42: Operational Excellency Driven • Implement housekeeping and mechanizing display Slide 43: What do we do now? • Training an audit SKE • Begin training at JMI Slide 44: Company LOGO Building. Nestle and Komag in Malaysia Slide 30: What is SDWT? • • • • • Empower to make decisions Know each other jobs Supervisors act as facilitator Accountable for work group Facilitator. knowledge. branch executive etc. Daily Briefing • Competition • Poster • Customer Survey form • Remember customer names • Field study on JMI Organization System – Manpower. team leader and team member Slide 31: Skills needed 1/2 • • • • • • • • Leadership Communication Interpersonal Group problem Solving Peer Coaching and feedback Consensus decision making Conflict management Project management Slide 32: Skills Needed -2/ 2 • Team dynamics • Process Improvement Slide 33: • • • • • • • • Change of Perception of Team Members Accept change Try new things Take on more responsibilties Held accountable Take actions Act in the best interest of team Take risks Be open minded Slide 34: Experiment on JMI • • • • • • Halid 8 45 am 15 people Daily meeting and discussion Rest 30 minutes in afternoon Scram Slide 35: Agenda of Meetings • • • • • Motivation sharing Improvement projects Group and individual appraisal Problems and solutions sharing Ways to increase sales and customer base • Ways to upgrade customer service. hobbies and achievement of every employees • Have info exchange session • Do benchmarking tours Slide 50: Best Invite experts to share such as Victor and♣Practice/Lesson-Learned Sharing Facilitate the session to have tangible outcome♣Halim Slide 51: Access to Public Library Access to Magazines♣ ♣ ♣ ♣Enlarge learning channels Access to Internet Access to books (RM 300) Slide 52: What do we do Gather the list of skills from HR personnel ♣ Facilitate Halim’s session ♣now? Doing some studies on LMS and e module♣ Slide 53: What can we do further? • Have web presence at intranet (Oct) • Put up e Module online (Nov) Slide 54: Who do what? • List down our expertise • Take one strategy direction to champion • Teach internet search to access info • Master learning skills • Master facilitation skills • Master training skills • Set up self manage team for ourselve • Team learning on workbook Slide 55: Next • Have weekly meeting • Have weekly strategy discussion to generate action plan • Have weekly training . expanding and manage knowledge Slide 45: Knowledge Management • • • • • E Learning Internet Strategy Portal Information Community of Expert Best Practice/Lesson-Learned Sharing • Enlarge learning channels Slide 46: E Learning • Build learning module online for managers and executives to learn • Incorporating LMS into our recording system • Experimenting short and practical topic such as: – 10 minutes learning on effective email writing – 10 minutes learning on vendor negotiation – 10 minutes learning on English for customer service Slide 47: Internet Strategy • Search information for competitive edge • Teach internet search strategy • Formulate internet user policy to draw boundaries of surfing and searching • Train buyers. • Create directory search for relevant departments Slide 48: Portal Information • Put up useful information on training department • Provide a online suggestion and feedback format Slide 49: Community of Expert • Gather expert for sharing knowledge • Collect list of skills. It proves my hypothesis is right. HR.Hypermarket • GAMES for Hypermarket • Examine the organization system of SUBANG • Doing organization studies of SKE and other branches • Move into troubled branches to find root course and solutions • Initial projects to rescue critical area of Mydin Slide 27: Things to remember • • • • • Water and stone Human psychology Positive orientated Ambience Beware of people Slide 28: Company LOGO Building team based workforce to enhance productivity Slide 29: Building team based workforce • Organize Group to become Team • Train team to be Self Directed Work Team (SDWT) or Self Managed Team (SMT) • The move will revolutionize the industrial practice of retail industry • Implement in MNC Manufacturing such as AMD. Leadership style etc….

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