We have partnered with many organisations in designing their
HR Strategies and developing their talents

Building human capital to maximum potential

 





"We are here to put a dent
in the universe, otherwise why else even be here" 

Steve Jobs

 





"Life isn’t about finding yourself.
Life is about creating yourself"

George Bernard Shaw

 

Strategic Talent Management

(STM)

Our Strategic Talent Management consultancy services assist clients in facilitating their Human Resource Management Process. It covers from auditing the process, engaging stakeholders expectations and strategizing for better return on Human Capital investment through optimum performance.

STMC 1 - Succession Planning

 

                       

                         ISSUES IN SUCCESSION PLANNING

1. Unanticipated lost of key talents taking away the expertise of the organisation with them

2. Unstructured manpower planning disrupting objective promotions leading to inefficient organisational performance

3. Unobjective favouritism in determining successor demoralising qualified talents creating unhealthy environment

4. Unstructured Succession Planning approach leaving competency gaps unattended and incumbent not ready

 

OBJECTIVES OF SUCCESSION PLANNING PROGRAM

1. Facilitate structured approach  in succesion planning objectively

2. Identify key compentencies required for key positions and match with the incumbents competencies

3. Strategize and design the development plan of the talents matching the leading styles of the predecessors

4. Track and facilitate performance  development plan of talent pool aligning with succession plan of the organisation

 

 CONTENT OF SUCCESSION PLANNING PROGRAM

1. Talent Management Process in meeting Succession Planning

2. Succession Planing Structure, process and communication

3. Mapping organisational competencies future needs, predecessors capabilities and successors gaps

4. Succession Planning initiatives, talent development approach and tracking system

STMC 2 - Talent Assessment

                   

 

                         ISSUES IN TALENT ASSESSMENT PROCESS

1. Poor and disintegrated Talent Management Process leading to unobjective assessment

2. Lack of assessment tools and expertise in evaluating talents

3. Lack of strategies and guidance  in developing the talents after competency gap being identified

4. Difficult to track the performance development initiated from talent assessment exercise

 

OBJECTIVES OF TALENT ASSESSMENT EXERCISE

1. Structured and practical assessment process providing an objective assessment results

2. Flexible tools of assessment relating to desired organisational competencies and business environment

3. Beneficial findings leading to objective development plan of the talents

4. Structured and systematic process allowing future improvement in assessing the talents competencies

 

CONTENT OF TALENT ASSESSMENT EXERCISE

1. Talent Management Approaches and benefits

2. Talent Management Process and Communication Pack

3. Talent Assessment Strategies and Objectives

4. Talent Assessment Tools, Approaches and Advantages

5. Do's and don'ts in Talent Assessment

6. Talent Assessment Findings and recommending Talent Development Plan

7. Talent Assessment Management Report and presentation

8. Tracking Talent Development Plan

STMC 3 - Career Planning

                   

 

                         ISSUES IN LACK OF CAREER PLANNING IN ORGANISATION

1. Lack of integrated Human Resource Management Strategies in developing the career of the staff

2. Staff unaware how their career advancement in the organisation leading to low retention rates of talents

3. Slow career advancement and difficult to develop performance due to poor anticipation of future needs

4. Disintegrated reward and recognition program due to lack of direction in driving performance

 

OBJECTIVES OF CAREER PLANNING PROGRAM

1. Designing career path, growth potential and aligning career vision with organisation

2. Skill requirement for various Job Clusters, Job Family and Job Grades

3. Benefits and opportunities of Technical and Management career paths

4. Planning career development, documenting and pursuing for career opportunities

 

CONTENT OF CAREER PLANNING PROGRAM

1. Career Planning process and the benefits

2. Building career and preparing for corporate ladder

3. Skill inventory - building technical, business and conceptual competencies

4. Resume updating, show casing portfolios and performance evidence

5. Working in team and getting superior support for career advancement

6. Performance Improvement strategies and initiatives

7. Tracking projects and getting support

8. Personal development in career pursuit

STMC 4 - DACUM

                   

 

                         ISSUES IN DOCUMENTING JOB ANALYSIS

1. Lack of participations in giving collective information about the job details by the working team

2. Rigid templates and structures of the job analysis documentation

3. Elaborate writing and descriptions to prepare the job analysis require extra effort from technical team to prepare

4. Rigid document structure making task updates into the job analysis exercise tedious

 

OBJECTIVES OF DACUM APPROACH IN JOB ANALYSIS EXERCISE

1. Facilitate the job analysis exercise with practical approach and relevant for the working teams

2. Collaborating ideas in detailing the elements of the job positions promoting good teamwork

3. Provide awareness on flexible usage on DACUM tool help to generate more relevant job documents 

4. Compiling tasks, duties, responsibilities  in practical manner and concise documentation

 

CONTENT ON DACUM APPROACH PROGRAM

1. Job analysis and the benefits

2. Job analysis approach and processes

3. DACUM effectiveness in facilitation

4. Generating DACUM templates and document

5. Facilitating DACUM Process

6. Documenting Job Analysis document

7. Generating  other HR Document using DACUM approach

8. Continuous improvement for future projects

STMC 5 - Job Analysis and Loading

                   

 

                         ISSUES IN JOB ANALYSIS AND JOB LOADING EXERCISE

1. Elaborate process of documentation and lack of practical guidance

2. Lack of participation and ownership from the working team in providing inputs on the job positions

3. Frequent change in job duties and responsibilities making job analysis exercise continuous and dynamic

4. Archive document not frequently updated losing the relevance as reference guidance

 

OBJECTIVES OF JOB ANALYSIS AND JOB LOADING EXERCISE

1. Awareness on the importance, benefit and usage of job analysis

2. Demonstrate how Job analysis and Job Loading integrate in organisational Manpower Planning

3. Awareness on critical information generated in Job Loading exercise  to optimize manpower productivity

4. Facilitate the process of Job Analysis and Job Loading exercise

 

CONTENT OF JOB ANALYSIS AND JOB LOADING EXERCISE

1.  How Job Analysis and Job Loading integrate the Human Resource Management Process

2. Importance of good Job Analysis and Job Loading findings

3. Usage of Job Analysis - Recruitment, Selection, Training, Performance Management and Compensation

4. Job Loading for optimum manpower productivity

5. Relating Job Loading to Manpower investment for better return

6. Facilitating Job Analysis and Job Loading exercise

7. Departmental Project Management

8. Documenting findings and management report

STMC 6 - Training Needs Analysis

                   

 

 

                         ISSUES IN TRAINING NEEDS ANALYSIS

1. Unstructured analysis conducted based on adhoc competency model leading to unobjective findings

2. Difficulty in getting cooperation of the superior to identify and develop key competencies of staff

3. Difficulty in analysing data giving poor info to plan the individual development and budgetting the training program

4. Difficulty in tracking and prioritising training activities leading to challenges in measuring training effectiveness

 

OBJECTIVES OF TRAINING NEEDS ANALYSIS PROGRAM

1. Designing a practical approach and processes of Training Needs Analysis in organisation

2. Identifying organisational key competencies, functional and technical proficiency levels

3. Practical data collection approach, information analysis leading to relevant training plan

4. Tracking Training and Development Plan and Measurement Initivaties

 

CONTENT OF TRAINING NEEDS ANALYSIS PROGRAM

1. Objectives of Training Needs Analysis and understanding its challenges

2. Training Needs Analysis process

3. Identifying key competencies and proficiency levels in relation to job clusters

4. Various data collection approaches - advantages and disadvantages

5. Generating important trainng information, TNA Management Report and presentation

6. Designing training development plan (IDP)

7. Effective budgeting and maximizing training resources 

8. Training and Development  Program Administration - Tracking  T&D Effectiveness

STMC 7 - HR For Non HR

                   

 

 

                         ISSUES IN DEVELOPING  HUMAN RESOURCE MANAGEMENT (HRM)  SKILLS FOR NON HRM STAFF

1. Lack of understanding in HR Practices leading to misconduct in organisational HRM Practices

2. Poor understanding of Labour Law implicate the organisation into legal issues and future risks

3. Lack of accountability  by superior in managing HR Performance and quick to transer to HR Department

4. Lack of confidence and awareness that with good HR understanding will lead to good HR performance

 

OBJECTIVES IN HR FOR NON HR STAFF TRAINING PROGRAM

1. Educate  the accountability and benefit to superior in practising good Human Resource Management

2. HR Services and processes in organisation

3. Managing Performance, Misconduct and Grievances in organisation

4. Avoiding mistakes and risks with proactive Human Resource Management practices at operational level

 

CONTENT OF HR FOR NON HR TRAINING PROGRAM

1. The importance and benefit of good Human Resource Management practices

2. Roles, responsibilities and accountabilities  in Human Resource Management 

3. Partnering Human Resource  Development with HR Department - Support and expectations in operations

4. Human Resource Services and implementation at business operation level

5. Labour Law for Departmental Managers

6. Managing Performance, Misconduct and Grievances - Roles of Operational Managers

7. Avoiding mistakes, risks and legal implications

8. Good practices of Human Resource Management

Our Clients For Organizational Development

We look forward to doing great things with you anywhere in the world.

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Our consultants offer global experience and local knowledge to help you focus on the big picture and succeed in any public or private business environment.

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