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1、How to Raise Employee Value Under the New Circumstances-Practicesoncreatingalearningorganization Jeremy Yao2How to Raise Employee Value-Practices on creating a learning organizationWhy Creating a Learning Organization?Practice Sharing:How to Create a Learning Organization3Human capital does not crea
2、te shareholder value,it is the management of human capital that produce valueHumanCapitalIntangibleassetsA major sourceof valueOne of thelargest investment,but least known4EOCEmployeeDelightLeadership StyleLearning OrganizationCompanyImageRewards&RecognitionCommittedWorkforce/TeamsCommunicationEmplo
3、yer-of-choicemodel(example)Learning Organization:One Key factor of Employer of Choice 5Learning and Development Is Highly Valued by Employees The 7 Valued Factors:EngagementCareer Development Growth/Development Advancement InteractionQuality of Life Physical environment Time/Work/LifeLeadership Cred
4、ibility TrustRelationships Coworkers Managers CustomersWork Activities Impact Challenge/Interest Status/PrideTotal Compensation Pay/Financial recognition BenefitsCulture Company culture Organizational valuesand behaviorsSource:Hewitt Associates6What Do people need-Maslow Hierarchy TheorySelf Actuali
5、zationEsteemSocialSafetyPhysiologicalMaslow HierarchyCareer DevelopmentChallenging Work&ProjectsContinuous Learning&DevCongratulationsCoaching&MentoringCultureConducive EnvironmentCommunicationCompensation Change ManagementSystem-Based(HR)People-Based(Manager)7What Motivate People-Herzbergs Motivati
6、on-hygiene Theory Motivators(激励因子激励因子)AchievementRecognitionWorkitselfResponsibilityAdvancementGrowthSatisfaction满意满意No Satisfaction没有满意没有满意Motivator 激励因子激励因子No Dissatisfaction没有不满意没有不满意Dissatisfaction不满意不满意Hygiene Factors 保健因子保健因子Hygiene Factors（保障因（保障因子）子）CompanypolicySupervisionRelationshipwithbo
7、ssWorkconditionsSalaryRelationshipwithpeers8The Reality Economy Recession&Uncertainty9Vision,BusinessstrategyBusinessmodelMarket,Clients,Price,OrganizationrightsizingTalentsisstillinshortageEfficiency,productivityCosts,costs&costsOrganization Challenges During Economy Recession10Partneringthebusines
8、sDrivingHRsolutionsDeliveringeffectivelyEngaging peopleinchangeHRCompetencyHRKeyBehavioursWhat HR Should Focus More On?11How to Raise Employee Value-Practices on creating a learning organizationWhy Creating a Learning Organization?Practice Sharing:How to Create a Learning Organization12What is a“Lea
9、rning Organization”?“Organizations where people continually expand their capacity to create the results they truly desire,where new and expansive patterns of thinking are nurtured,where collective aspiration is set free,and where people are continually learning to learn together.”Peter Senge5 Charac
10、teristics of a“Learning Organization”System Thinking Personal Mastery Mental Model Shared Vision Team Learning13To a Learning OrganizationCreating A Learning OrganizationLearning OrganizationIt achieves organizational purpose through creating learning atmosphere;Learning is shared and distributed am
11、ong members of the organization;learning outcomes are embedded in the organizations systems,structures and cultureDevelopmentAll sorts of content/action based interventions,leading to desired changes in abilities/behaviorsLearningLearning is a self-directed or learner-centered Process leading to inc
12、reased adaptive potentialIts the movement from the delivery of content to the development of learning capabilities as a people development strategySharing14After-training SharingInternal Training Programme CertificationReading CircleSubject Learning&sharingTechnical Publications&SharingTrainingProgr
13、amsSHARING PLATFORMSChina/worldWideSharingCompanywidesharingChinae-MagIntranetGroupSharingManagement MentoringAction LearningE-learning15ApproachesinCreatingaLearningOrganizationLearning InitiativesDescription1234After-trainingsharingtoenhancetheirlearningandtosharetheirlearningwithothersAssigningsu
14、bjectstohighpotentialstodofurtherstudyandtosharetheirlearningwithothersManagerstotransfertheirknowledgeinamoreflexibleapproach.SeniorpeopletocoachselectedpotentialstoacceleratetheirDevtAfter-training SharingInternal Training program CertificationSubject Learning&sharingManagement CoachingFormbooking
15、readinggrouptolearnandsharewithothersReading Circle5Providingopportunitiesforpotentials/managerstoworkonbusinessprojectsandtheylearnthroughworkingontheprojectsAction Learning6SharingResearchresultsfromTechnicalPublicationsTechnical Publications&Sharing7E-learningToenablemanagersaccesstoe-learningmod
16、ules816Reading Circle To cultivate learning habits by encouraging reading and sharingp Reading Circle Formation:STEP 1:Interested books survey:HRtocollectstaffinterestedbooklistSTEP 2:Reading Groups Formation:HRpublicizetheselectedbooklistandinvitepeopletoselecttheirinterestedbooksPeoplewhochoosethe
17、samebookwillformareadinggroupEachgroupwillsendHRtheirreadingactivitiesplanswithin1weekafterreceivingtheHRprovidedbook STEP 3:Sharing SessionsHRtofollowuptoarrangethesharingsessionspTop 10 best books:BestBooksvotedbyemployeesafterthesharingandrecommendedtocolleagues17After-Training SharingpCourses ar
18、e mandatory for sharing:-Allexternaltrainingcourses-AfewselectedcoursespAfter-training Sharing SessionsAlltheparticipantsmustsharetheirlearningeitherbygrouporindividualthroughformalpresentationsHRtoscheduleSharingSessionbyinvitingalltheinterestedcolleagueswithin1monthafterthetrainingpSharingApproach
19、es:EitherindividuallyoringrouppSharing Folders Set up-AlltheshareddocumentstobearchivedunderasharedfolderTo enhance learning effectiveness through after-training sharing18InternalTrainingProgrammeCertificationnatleast10participantsinanyevent,andminimum2hoursofactiveparticipationindeliveringtrainingo
20、rfacilitation(excludetraveltime,timespentonorganization)nAllthestaffdesignedprogramshavetobeendorsedbyrespectivemanagementandlocalHR(2weekspriortostartdateofcourse).To cascade functional expertise/Management knowledge in a more flexible approach19Subject Learning&Sharing by High PotentialsSubjectsar
21、eidentifiedbyChinaorSiteManagementTeam;SelectedHighPotentialwillbeassignedwith1subjectTheHPwillinitiatethelearning&sharingprocess:lToformagrouptostudy,research,anddialoguetogainin-depthknowledgeofthesubjectlDevelopaformalpresentation/packageonthesubjectlTosharethelearningresultsofthesubjectTo encour
22、age high potentials to learn some specific subjects which are good for their development,and the HPs are invited to share with others their learning20Management CoachingCoach NameDeptCoacheeCoaching subjectsCoaching Session FrequencyCoaching Status To encourage knowledge&experiences transfer and at
23、the same time,assess the potentiality of the selected talentsCoachingworkshopforthecoachCoachexpectedcoachingsubjectstobecollectedbyHRCoachwillbaseonhis/herinterestsandspecialtytoselectcoachesCoachingisorganizedonayearlybasis21Action Learning is the most Effective Learning YouHear,YouforgetYouSee,Yo
24、uRememberYouDo,Youunderstand-Confucius不闻不若闻之，闻之不若见之，见之不若知之，知之不若行之。学至于行之而止矣。-荀子儒效22ProjectslReal business issues within the companylProject execution period:6 monthslThe project team are responsible for the resultslIts a mixed team from different business lines,functions,locations,etc.lAward for the
25、winning teamlLearning is more important,its not competition.23ProcessChinaleadershipteamtoagreeontheactionlearningapproachIdentifyrealbusinessprojectswithprojectsponsorfromrespectivebusinesslinesNominate3-4participants(HPs)fromeachbusinesstoformprojectteams(Max.4teamatatime)Nominate4managersatDirect
26、orleveloraboveasrespectiveprojectcoachPlanandscheduleactionlearningprogram24Action Learning ProgramKick-OffWorkshop2-3dayslWorkasateamtoworkontheprojectlImplementpersonaldevelopmentplanlPrepareprojectfindingstopresenttosponsorsandjuryFinalWorkshop2dayslPresentprojectfindingtosponsor/jurylSharelearni
27、ngwithpeerslAwardwinnerProjectExecution6MonthslGaininsightsintocompanybusinessstrategylAttendchangemanagement&projectmanagementworkshoptopreparefortheprojectexecutionlDiscusswithsponsortoprepareprojectframework,executionplansandtogetsponsorsbuy-in1 13 32 225Leaders modeling Min.1 session a yearActiv
28、e ParticipationRecognitionImmediate recognitionSharing Photos during annual partyBest team awardSponsored trip to other sites for sharing1 element in PAGood Promotion&PlanningTask force monthly meetingPromotion via e-mail,intranet and mass comPublishing quarterly plan and sharing calendarQuality Execution&Follow upRehearsal before presentationEmployee Evaluation on every sharing sessionSlides posted on intranetHow to Sustain&Enhance Learning&Sharing Culture26