PD RENEWAL

1
PD RENEWAL 

• People Developer StandardThe 2nd Wave
• October 2003

2
Outline

• People Developer Standard
• PDS in ITE
• Our Roles in PDS
• Our Preparation for Renewal
• Q A

3
People Developer Standard

• A quality standard
• Recognition given to organisations that
• invest in people and
• adopt a comprehensive system for developing its
  people.
• Validity is 3 years

4
People Developer Standard (Major Changes)

With effect from October 2002
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Compliance vs Continuum

• Emphasis is on continual improvement Going
  beyond the best
• Journey of Excellence

People Developer Standard
People Excellence Award
Self-scoring using APEX
1000
0
400
700
6
Scoring (APEX)

• Max Score
• Learning Needs Analysis 100
• Career Development 40
• Resource Allocation 60
• Communication 100
• Induction 120
• Monitoring 160
• Evaluation 100
• Improvement 320
• Total APEX Score 1000

7
2/3 Deployment vs Business Imperatives

• Deployment based on business imperatives
• Driven by
• Key business areas/objectives
• Key staff
• Key programmes
• Key processes
• Assessed on approach to deployment
• E.g. Is the approach reactive, defined,
  integrated, refined or innovative?

8
Training vs Learning

• Focuses on people development processes and
  activities
• Activities include OJT, briefings, sharings, job
  attachments and mentoring
• Processes not confined to HRD but also include
  career development, performance management, human
  resource planning, selection and staffing, etc.

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Definition of Staff Groups
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1 Learning Needs Analysis (100)

• A Needs Identification
• 1 CEO sets the strategic learning direction for
  staff (10)
• 2 Structured learning needs analysis is conducted
  for staff (10)
• 3 Structured learning needs analysis is conducted
  periodically for staff (10)
• 4 The structured learning needs analysis
  conducted for staff is in line with business
  objectives (10)
• 5 Immediate supervisors identify individual
  learning needs (10)
• 6 Managers review the individual learning needs
  analysis conducted (10)
• B Total Learning Plan
• 7 The organisation has a Total Learning Plan for
  staff (10)
• 8 The Total Learning Plan incorporates a variety
  of people development activities for staff (10)
• 9 Senior managers endorse the Total Learning Plan
  (10)
• 10 CEO endorses the Total Learning Plan for staff
  (10)

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2 Career Development (40)

• A Career Development Plan
• 11 Structured Career Development Plan is provided
  for staff (10)
• 12 Immediate supervisors discuss career
  development plans with staff (10)
• 13 Managers review career development plans (10)
• 14 CEO endorses the career development plans of
  staff (10)

12
3 Resource Allocation (60)

• A Budget
• 15 Budget is allocated for developing staff (10)
• 16 Learning hours are allocated for staff (10)
• B People
• 17 A senior manager is responsible for the
  development activities of staff (10)
• 18 Staff are provided for implementing the
  development activities of employees (10)
• 19 Managers allocate time for participating in
  the development activities of staff (10)
• 20 CEO allocates time for participating in the
  development activities of staff (10)

13
4 Communication (100)

• A Communication
• 21 CEOs strategic learning direction is
  communicated to staff (20)
• 22 Structured Career Development Plan is
  communicated to staff (20)
• 23 Immediate supervisors communicate the planned
  learning programmes to staff (20)
• 24 Immediate supervisors communicate learning
  objectives for all key programmes to staff before
  learning (20)
• 25 Immediate supervisors communicate post-course
  performance targets for all key programmes to
  staff before learning (20)

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5 Induction (120)

• A Induction
• 26 Structured induction is conducted for new
  staff (20)
• 27 Structured induction is conducted immediately
  for new staff (20)
• 28 Structured induction is conducted for existing
  staff given new job functions (20)
• 29 Structured induction is conducted immediately
  for existing staff given new job functions (20)
• 30 Immediate supervisors are involved in
  inducting new staff (20)
• 31 Immediate supervisors are involved in
  inducting existing staff given new job functions
  (20)

15
6 Monitoring (160)

• A Utilisation of Learning Places
• 32 Immediate supervisors ensure that learning
  schedules are adhered to (20)
• 33 At least 75 of learning places provided in
  the Total Learning Plan are utilised by staff
  (20)
• B Acknowledgement of Participation
• 34 There is tracking of staff learning
  participation (20)
• 35 Immediate supervisors are informed of staff
  performance in learning (20)
• 36 Job assignments take into account learning
  acquired in learning programmes (20)
• C Post-Course Review
• 37 Immediate supervisors review learning acquired
  from all key programmes by staff after learning
  (20)
• 38 Immediate supervisors confirm the
  attainability of post-course performance targets
  for all key programmes with staff after learning
  (20)
• 39 Immediate supervisors determine whether
  post-course performance targets for all key
  programmes are met by staff (20)

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7 Evaluation (100)

• A Evaluation
• 40 There is a structured review of the
  effectiveness of programmes in the Total Learning
  Plan (20)
• 41 Structured review of the effectiveness of
  programmes in the Total Learning Plan is
  conducted periodically (20)
• 42 Managers review the effectiveness of learning
  for their staff (20)
• 43 Senior managers review the effectiveness of
  the Total Learning Plan (20)
• 44 CEO reviews the effectiveness of programmes in
  the Total Learning Plan (20)

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8 Improvement

• A Use of Feedback
• 45 There is a system to obtain feedback for
  improving programmes in the Total Learning Plan
  (20)
• 46 Feedback obtained is used to improve
  programmes in the Total Learning Plan (20)
• 47 There is a system to obtain feedback for
  improving people development processes in the
  organization (20)
• 48 Feedback obtained is used to improve people
  development processes in the organization (20)
• B Results
• 49 The Total Learning Plan achieves the business
  objectives established (30)
• 50 There is an improvement trend in the
  achievement of business objectives established
  (30)
• 51 There is an improvement trend in people
  development indicators (20)
• 52 There is a comparison of people development
  indicators with benchmarks (30)

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8 Improvement (320)

• C People Innovation
• 53 There is a system for learning from the best
  to improve people development programmes in the
  organization (30)
• 54 Innovative people development programmes have
  been implemented in the organization (30)
• 55 There is a system for learning from the best
  to improve people development processes in the
  organization (30)
• 56 Innovative people development processes have
  been implemented in the organization (30)

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New/Enhanced Dimensions

• For CEO
• CEO sets strategic learning direction (1)
• CEO endorses the career development plans of
  staff
• (14)
• CEOs strategic learning direction is
  communicated
• to staff (21)
• For Managers
• Senior Managers review the effectiveness of
  the
• Total Learning Plan (43)
• Managers review the individual learning needs
• analysis conducted (6)
• Managers review career development plans (13)
  

20
New/Enhanced Dimensions

• For Immediate Supervisors
• Discuss career development plans with staff
• Structured induction is conducted immediately for
  new staff (27)
• Structured induction is conducted immediately for
  existing staff given new job functions (21)

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PDS in ITE

• Awarded in Dec 2000
• Due for Renewal by Dec 2003
• Renewal Process
• Document Review on 10 Nov 2003
• Site Interviews on 20 Nov 2003

22
PDS Structure in ITE
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Why Renew?

• People Development is One of the Core Corporate
  Values of ITE
• Committed to invest in staff training
  development by providing time, facilities and
  learning opportunities
• Each staff takes personal responsibilities to
  ensure the relevance and currency of his
  competencies
• Each staff is entitled to 100 hours of learning
  per year (Target At least 75 of staff achieve
  100 learning hours per year)
•  

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Why Renew?

• Promotes a structured approach to people
  development and benchmarks our systems against
  national standards
• Ensures that staff remain competent and
  employable
• Enhances learning culture among staff
• Serves to build ITE into a learning organisation

25
CEOs Strategic Learning Direction for FY03

• We need to inculcate an innovative mindset
  and develop entrepreneurial spirit in our
  students. Thus our corporate theme innovation
  and enterprise will take center stage as our
  corporate learning direction for FY03.

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Innovation and Enterprise

• Programmes that support this direction
• Innovation Quality Circle (IQC) Programmes
• Creative Thinking Programmes
• CREST Problem Solving Creativity
• 7 Habits of Highly Effective People
• ITE Teachers Conference 2003 Innovation in
  Teaching and Learning

27
Managements Involvement in PD
28
Role of Staff in PD
29
Role of Staff in PD
New Criteria
30
Role of Staff in PD
31
Preparation for PDS Renewal

• Need to Know
• Need to Do
• Need to Bring

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Need to Know

• CEO Learning Direction for FY03
• (slide 25)
• ITE/Establishment Workplan
• Programmes attended that support above
• Your horizontal, vertical and diagonal career
  paths within ITE (PD database in Lotus Notes or
  Staff Portal)

33
Need to Do

• ILP 2003
• Completed Section 1 2 (signed by RO and CO/HOE)
• 2 TRFs
• Completed at least one TRF for a key programme
  (all sections completed and signed)
• Another TRF in progress (Sections 1 2
  completed)
• Cite the learning results of your last training
  
• programme!

34
Need to Do

• STR
• Ensure that all programmes attended by you have
  been updated
• Induction Form (New and transferred staff)
• Ensure that it is completed and signed by your RO
  

35
TRF

• Set learning objectives
• Plan post-course performance target prior to
  course
• Arrange for covering of duties
• To attend the programme in full, as planned
• Apply learning

36
Induction Form

• All new and newly deployed staff should be
• inducted promptly
• Components of Induction
• Programme are
•   - Corporate Education
• - Social Orientation
• - Job-Specific Orientation
• - Training

37
Audit Interview

• Purpose of interview
• - Assess level and approach of
  deployment of 8 PD systems
• - Assess involvement of CEO, senior
  management, immediate supervisors and staff
• Interview 3 groups on 20 Nov 03
• - CEO
• - Senior Management
• - Selected staff members
•  

38
Audit Interview

• Start the interview session with CEO.
• Followed by interview(s) of Senior management
  (could be 1-1or group) and Staff groups
• Selection of Staff to be interviewed will be done
  by National Assessor. Please standby on 20 Nov
  03 (9am 1pm).

39
Audit Interview

• Staff will be informed about 5 days before 20
  Nov 03 on their involvement at the interviews
• Staff interviews will be conducted on a group
  basis (max of about 8) and is likely to be held
  at ITEHQ
•  

40
Need to Bring

• ILP 2003
• 2 TRFs
• STR printout
• Induction Form (new and transferred staff only)

41
ISO 9001 Procedures

• HR01 Training Needs Analysis (Corporate Training
  Plan)
• HR02 Training Needs Analysis (Establishment
  Learning Plan)
• HR03 Identification Documentation of Individual
  Learning Plan
• HR04 Implementation of Training Plan (Formal
  Training Education Fellowship)
• HR05 Implementation of Training Plan (Formal
  Training Education Sponsorship)
• HR06 Implementation of Training Plan (Formal
  Training Education Assistance)
• HR07 Implementation of Corporate Training Plan
  (Non-Formal Training)
• HR08 Implementation of Establishment Training
  Plan (Non- Formal Training)
• HR09 Review of Training Plans
• HR10 Induction for New Staff
• HR11 Induction of Existing Staff

42
Some Useful Links

• People Developer Database
• ISO 9001 QMS
• Electronic Training Database
• Staff Training Record Database

43
End of Session

• Thank You
•  

44
End of Session

• Q A
•  

45
Suggestion From the Cut Waste Panel (CWP) ..
Whats Your View .

• ITE staff are all required to attend at least
  100 hours of structured courses a year. As there
  are not enough suitable and related courses for
• staff to attend, many staff are sent to
  attend basic courses like MS Word, Communication
  skills, etc, just so that on paper, all staff
  appear to have upgraded themselves.
• This means waste of a lot of time and money
  for ITE.
• This scheme should be modified to make it more
  effective and less costly by allowing staff to
  attend relevant courses without using numbers as
  a measurement.

46
Our Stand as a PD Organisation

• As a People Developer Standard organisation, ITE
• adopts a systematic and total approach towards
  developing staff for organisational excellence.
• We have the annual ILP whereby each officer and
  his RO identify learning needs to meet
  performance expectations as well as to
  continuously enhance job competency and support
  personal development.
• ILP is developed in synergy with the objectives
  under the Annual Corporate Work Plan and the
  respective Establishment Work Plan.

47
Our Stand as a PD Organisation

• ITE is committed to supporting the ILP with an
  average of 100 learning hours per staff per year.
  
• Learning takes different forms, including
  education, training, OJT, learning sharing,
  etc.
• The ILP is endorsed by the Head of Establishment
  and there is a structured review of the
  effectiveness of programmes in the ILP.