HR Corner Training and development a business alignment tool by Charles Mak Investment in people a corporate commitment Last year, global printing company Leo Paper flew more than 120 of its frontline, administration, human resources and managerial staff to Japan for a series of training sessions, footing a bill of millions of Hong Kong dollars. The endeavour, in sync with the company's latest developments in lean manufacturing, included site visits to top Japanese corporations such as Toyota and Ajinomoto, as well as other world-renowned hardware manufacturers. "In today's highly-charged corporate environment, investment in human intelligence is worthwhile and indispensable because competition no longer lies in hardware upgrades," says King Lai, director, finance, MSS, HR, training and development department, Leo Paper Group. "People quality fundamentally sets us apart." This became apparent at the time when conceptualising lean manufacturing gained inevitable significance in the company's growth. "Lean manufacturing is a mentality based on 'just in time' manufacturing and automation," Mr Lai explains. "In a nutshell, it encompasses an amalgamation of manpower and machinery which minimises wastage while saving costs along the line." In Mr Lai's opinion, knowledge is widely available and easily accessible but the successful application of knowledge depends intrinsically on how it is managed. "As far as lean manufacturing is concerned, it is wiser to encourage staff to witness for themselves before they buy into such innovative concepts," he notes. Multi-layered structure Aligning knowledge and skills with specific job functions, Leo Paper's core training is structured in accordance with the company's five-level job grading system. Under this specific framework, an array of training programmes is well in place. For example, directorial and management training are designed and senior members of the company impart established knowledge to junior staff. At present, Mr Lai's management objectives include at least two training programmes each quarter. Mr Lai notes, "The job grading system projects a complete picture of our existing and future competence needs. While giving the company a chance to better position ourselves in terms of business and human capital, this high level of transparency also offers staff a clear picture of their own career development." "Whatever the training, meeting expectations is key" The company adopts a "mix and balance" approach for its various training programmes, which may comprise classroom training, seminars, workshops, on-the-job training, site visits, plus assessment activities and examinations. "Examinations help consolidate knowledge and instil a sense of responsibility and significance," explains Mr Lai. Project-based training is another of the company's focal point which will continue to spotlight the 14 lean manufacturing principles like problem solving, and systems and procedures. Also on the company's agenda are annual team building and leadership programmes, which take place in the form of experiential training, stretching participants' physical and mental strengths through a series of physically demanding activities outdoors. A range of workshops have also been designed to foster internal communication. "Learning through games can achieve practical results which in turn meet our training objectives," Mr Lai says. Key concepts Only recently, Mr Lai ran a two-hour project management workshop for 24 staff in the Hong Kong headquarters. "Effective project management is of utmost importance in Hong Kong's business context as the majority of job functions are nowadays far from routine," he adds. "In view of this, staff, particularly those in managerial positions, must be adept at taking the initiative." He notes that the process of a typical training programme, from design to implementation, closely follows the traditional approach to project management: initiation, planning, execution, monitoring and completion. No individual training programme can cover all aspects of a particular job function, according to Mr Lai. To achieve effectiveness, an initial training plan involving input from supervisory staff must be devised. "Whatever the training, meeting expectations is key," he stresses. "Therefore, aims and objectives must be articulated and consensus reached by both division supervisors and the trainees beforehand." Training results are gauged via various channels and mechanisms. "Besides the typical post-training survey and review sessions, we speak with supervisory staff some three months after each programme and ask if certain knowledge or skills have been applied," Mr Lai says, adding that refresher courses are often necessary to reinforce and update previously acquired knowledge. An accredited "innovation knowledge enterprise" by the Hong Kong Productivity Council, Leo Paper adheres to its vision and commitment of encouraging continuous growth and development by regularly investing in its people. Generous subsidies are granted and study leave available to staff taking external study programmes. "We also advocate cross-disciplinary horizontal development. For example, administration staff may delve into human resources or accounting," Mr Lai remarks. "Continuous learning and personal development draw no boundaries." Salient points * Competition no longer lies in hardware upgrades * Training must meet mutual expectations * Cross-disciplinary horizontal development encouraged * Training results gauged via diverse channels and mechanisms Taken from Career Times 25 January 2008, p. A20 Your comments are welcome at [email protected]