HRD Gateway 02-2004 Version 01

Editorial
Feature Article One: "Top Ten Mistakes in Business Process Reengineering and How to Avoid Them"
Feature Article Two: "Margin Notes"
Feature Article Three: "Be An Effective HR General -- Learning From Ancient Chinese Generals -- Part II of IV"
Feature Article Four: "Why Managers Need To Have A High Level of Emotional Intelligence and Other Soft Skills"
Humor Resource
Book Review: "Asian Business Wisdom: Lessons from the Region's Best and Brightest Business Leaders"
Attitude Vitamins
Links of Interest
Organization News

As you might have learned by now, Mr. Raghav Rao of India is now the new President of HRD Gateway. Raghav is Head of HR for Raffles Software in Bangalore, India. He has more than 15 years of functional experience in HR. In addition to HRD Gateway, he also manages the biggest online network of HR practitioners in India and is the Chief Editor of "Hrudaya," India's largest circulated HR ezine.

Of course, Thomas Wong, now Immediate Past President, will work closely with Raghav to ensure that HRD Gateway keeps growing. It's interesting to note that Thomas is based in California, while Raghav is in Bangalore. To make things even more interesting, HRD Gateway's International Secretariat Office is in Kuala Lumpur, and the rest of the Executive Council members are diversely located in China, Indonesia, Philippines, Singapore, Sri Lanka, Czech Republic, Taiwan, and Vietnam (see www.hrdgateway.org/hub1/executive.htm). Despire the distance, the Council does meet practically everyday in cyberspace. To date, we have grown to a network of 15,000 professionals.

Let's get back to this issue of the newsletter. You will notice that the first article is about business process reengineering, which is a hot topic in many parts of the world. Thomas Wong will share with you his insight on the topic with "Top Ten Mistakes in Business Process Reengineering and How to Avoid Them."

One of Covey's Seven Habits is "Sharpen The Saw." As HRD/HRM practitioners, you need to sharpen your saw in all areas of your work. One of them is making notes of what you read. Or as Jarrett D. Ragan Jr. says, "Margin Notes." When what you read on a page catches your attention, makes notes somewhere on that page. The article "Margin Notes" shows you how to do that.

Dr. Sunny T.H. Goh gives us the second part of his four-part series on using Sun Tzu principles in HR. Here he talks about being benevolent and courageous when carrying out your duties, and he illustrates these principles with two stories from the annals of ancient China.

Are managers in your company super sharp at their analytical skills? Great. What about their soft skills -- you knows, skills like a high level of emotional intelligence, able to communicate well, etc.? According to Susan Dunn in her article "Why Managers Need To Have A High Level of Emotional Intelligence and Other Soft Skills," soft skills seem to be more useful to a manager than "hard" skills. Managers should not just manage process and systems. Managers should, in fact, manage people who deal with the processes and systems. Read the article and make a paradigm shift.

We look forward to hearing from you on how you have benefited from this newsletter. Even if you don't say more than "This issue was filled with very good information. Keep it coming," as Margaret Fook did recently, it'd do more than just charge our volunteer editorial team's mental batteries. Granted our editorial team consider this a labor of love, but an occasional feel-good love-letter could liven up things a bit. :-)

Feature Article One: "Top Ten Mistakes in Business Process Reengineering and How to Avoid Them"

Reengineering is a technique for achieving quantum leaps in performance. It’s one of the hottest topics in business and used by many corporations worldwide. Unfortunately, many of the implementations (e.g. Six Sigma, Peoplesoft, e-HR, Broadvision, Webex, etc.) fail to reach their objectives, i.e. increased revenues, quality, and market share. What went wrong? Based on researches and the author's experience, there are ten mistakes most commonly made by practitioners. The good news is that by learning what they are, you can avoid the pitfalls.

1. No Top Management Support
The quickest way to fail a reengineering project is to try to do it with co-workers without top management support. Unlike changing ordinary processes, reengineering is about organization change. You cannot do it without agreement and support from top management. To do otherwise is to get in the way of top management. Not a smart career move.

2. Treat Reengineering as A Technology Problem
Whatever technology you choose to deploy, the human factor must be integrated. The more complex the technology, the more effort you must put in to design the system and to train the users. What is easy for the technical professionals is often hard and confusing for the non-technical employees. Be sure to balance the needs of both groups.

3. Lack of Resources
To save money or to try to make the best use of a small budget, you may be tempted to carry out a project with minimal resources. This approach works for small process change but not for one that involves a large portion of the organization. Reengineering almost always cost more than you budget. Be sure to get the sponsorship before you proceed.

4. Failure to Build Relationship
It’s easy to drive employees to build parts and make products on the operations floor. Beware that once the culture is set, it’s difficult to change it by setting policies and procedures alone. Building relationship with the employees is a crucial first step in opening them up for change. They will be more receptive to explore new ideas with you when you get to know their needs.

5. Use One Approach for All
From an implementation perspective it’s much easier to work with everyone using one approach—be it user interface of a software application or relationship building with employees. The risk with this approach is that employees play different roles at work. The approach that works well for a job function may not work for another. Likewise, even the same job function may have different job needs. Be sure to evaluate all requirements and consider requests made by employees affected by the change.

6. Want to Be the Hero
You may have the best idea and support form top management. Perhaps, you always have the people and monetary resources. You think that you can get the reengineering project done and claim the credit. In practice, you may be able to do some of that in the short term. However, the problem is that once others see your taking all the credit, they will resent you. You will receive less cooperation and may even be blocked from doing more.

7. Ignore the Technical Challenge
Reengineering often involves new technologies and processes. If you are non-technical, you may want to avoid the technical challenge by delegating or assigning technical activities to others. Wrong! You must learn the technologies and processes as well as the technical people. You do not need to learn how to repair a machine or write software codes, but learning how they are put together and operate is a must.

8. Reinvent the Wheel
Your company may be the most unique and no vendor products/services will work for you. Still, it’s better to work with them rather than to reinvent everything from scratch. Keep in mind that your primary purpose is to serve your customers with your company products and services. Do not get tied down with the development of reengineering applications and processes. You may have the time and resources, but other employees do not have them.

9. Assume that “Build It and They Will Come”
Employees will not switch to new technologies and processes until they are sold on the benefits and learn how to make changes. The transition period is most crucial. Be sure to set up a transition process that includes change management, employee coaching, work-flow redesign, training, and technical support.

10. Not Measuring the Results
At the end of the day, it’s the results that count. The two reasons for project managers not to measure the results are that they don’t know how to do it and that they are afraid of seeing negative results. Measuring the results throughout the reengineering efforts is the best feedback mechanism you got. Use them to make course adjustment and do more of what is needed.

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Thomas Wong, M.S., is a leading technology analyst and consultant based in Silicon Valley of California. He assists multinational companies with acquisition of new technologies and human resources. He is currently with Kaiser Permanente, US's largest medical group of 70,000 employees, to implement automated medical systems. Previously, he managed technology curriculum at Solectron Corporation (a two-time winner of the prestigious Malcolm Baldrige National Quality Award in the US). He will share with you strategies on how to work with the above in his forthcoming workshop entitled "Mastering Business Process Reengineering.” Click here to download the brochure or write to Human Resources Services for more information.

Whenever a person reads something that they need or want to remember then making notes is a smart thing to do. We do not always have extra paper with us but we usually have a pen or pencil handy, especially if we are managers or office workers. If you own the book, magazine or handout you are reading then margin notes are the quick and easy way to begin making notes. Sometimes they are all the notes you need.

As Colin Rose says, in his Accelerated Learning self study course, which I highly recommend, you can make the book talk back to you by making notes in the margins. I personally like to make notes, write comments and questions to remember the important points or the parts that I do not understand. I can easily reread only the parts I need when I review. I can also remember the questions I had and the links I made with other information.

So how do you make margin notes? It is quite simple really. You just use the margins of the book or handout to write in your keywords, short comments and questions. In effect you are having a conversation with the book by doing this. If the margins are too small then use post-it notes for your notes and post them in the margins.

If you a creative and proactive learner, as I believe you are or want to be, then you will have handy color pens, pencils or highlighters. You can use them to make your margin notes more interesting and easier to remember. You can also highlight the main points in the text that your key words refer to. Be creative and develop this basic system to suit your learning needs.

Exercise 1: Print out this article and then reread the above information and make notes questions and comments in the margins. Stop reading now and do this exercise.

How did it go? Did you find it easy? Fun? Why or why not? If you found it difficult that is normal. Most things are difficult the first few times you do them. I believe that if you make a habit of taking margin notes you will find that you understand and remember more in less time. If you develop the skill of making margin notes then you will have a better chance of doing well on performance reviews and professional exams. Remember that practice makes progress. You must take action. Good progress.

Margin notes can be a first step to your own key word note taking such as a learning or Mindmapping. You can easily turn the margin notes into or add to an existing learning map on a related topic or project you are working on. You do this by using the keywords or turning the short phrase or questions into key words, pictures or symbols on your learning map. Margin notes are especially useful for short readings and handouts that do not require more extensive notes or for times when you do not have time to do extensive notes for example during an exam.

Remember, practice makes progress, so take some more action and do the following exercises:

Exercise 2: In one of your reports, documents or books make margin notes on at least one section or better one chapter or the whole report. You can choose one that is not that important so it will not matter much when you make mistakes.

Exercise 3: Buy a book (Superbrain, Oxford Press, by Dilip Mukerjea is a good choice), video or take a course in Mindmapping. Go to your favorite web search engine and type in Mindmapping. The Mind Map (or Learning map) is the most powerful, versatile and useful learning tool I have come across to date.

Margin notes and learning maps are both useful tools for your learning. Learn and use them to help your learning be more fun and effective. The only way you will know for certain if these will work for you is if you learn them and use them. The choice is up to you. Thanks for reading and good learning.

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Jarrett D. Ragan Jr. is from Miami, Florida and was raised in Georgia, Singapore and Malaysia. Mr. Ragan attended Miami-Dade Community College and Florida International University receiving bachelors degrees in History and English and a Master's Degree in Teaching English to Speakers of Other Languages. Currently he is working at the Akita International University Preparation Office of the Department of Planning and Development of Akita Prefectural Government in Japan. He may be contacted at ragan@mail2.pref.akita.jp.

Feature Article Three: Be An Effective HR General -- Learning From Ancient Chinese Generals -- Part II of IV

Once, Liu Bei managed to defeat Cao Cao, thanks to the advice of one of his able counselors, Xu Shu. But Xu Shu had a "soft spot": A deep devotion to his mother (who was then living in Cao Cao's territory). Upon learning this, Cao Cao abducted his mother. Although Liu Bei's counselors were dead against it, Liu Bei granted permission to Xu Shu to leave his service so that he could be with his mother. In repaying Liu Bei's benevolence, Xu Shu said that "No matter how Cao Cao pressures me, I will not propose a single strategy for him to my dying day."

So, is there benevolence in us? Imagine this scenario: The global economy is doing badly. So, perhaps, is your company, or certain units within your company. What do you do? Start identifying who would be on your "chopping list"? Well, that's an option, albeit an easy one. And a common one too. Perhaps then you could learn from Konosuke Matsushita. During the infamous 1922 Great Depression, two senior managers told him to halve the workforce. Matsushita rejected it. Outright. He halved the production instead, and asked the employees to help sell the products. Result? Sales improved. In a short span of a few months, production was at full steam again.

The essence of HR is benevolence. But what's benevolence? In a word, kindness, or taking good care of our people. Be kind to the people we deal with or manage. Have a heart. The result? Like sincerity, we'll have abundant support and help to overcome any crisis or problem. Or to achieve our objective. Question is, are we? Will we? Or are we treating them like slaves?

Have a heart, but don't have a heart attack. In other words, don't be overly benevolent. Zhuge Liang once advised Liu Bei to seize Jingzhou, establish it as his base and from there, encroach into Yizhou. But Liu Bei couldn't bring himself to do it. Reason: Jingzhou and Yizhou belonged to his kinsmen Liu Biao and Liu Zhang respectively. After Liu Bei defeated Cao Cao's big army, Zhuge Liang warned that Cao Cao would return with a larger army to avenge defeat, and again advised Liu Bei to seize Jingzhou to establish it as strategic base to fight off Cao Cao. Liu Bei refused again as Liu Biao had been kind to him. Shortly after that, Liu Biao - who was ill - requested Liu Bei to administer the territory after his death because his eldest son Liu Qi was unfit to succeed him. But Liu Bei remained undecided. Upon Liu Biao's death, his wife - with her brother's help - forged a testament conferring succession to her own 14-year-old son Liu Zong. Under his uncle's influence, Liu Zong surrendered Jingzhou to Cao Cao. And Liu Bei had to flee south.

So, being overly benevolent does not pay. I once had a long-serving staff whom I later discovered had a history of bad attitude. Yet, for a period of one year, I offered the staff one opportunity after another to improve, primarily out of compassion. When the staff's bad attitude persisted and affected my department's morale and performance, I had to make a tough but right decision: let him go.

Shortly after Liu Bei recruited the 26-year-old Zhuge Liang as his military strategist, Cao Cao sent a 100,000-strong army under general Xiahou Dun to attack Liu Bei.

Being young, Liu Bei's sworn brothers Guan Yu and Zhang Fei doubted Zhuge Liang's ability. Unfazed, Liu Bei courageously handed over his sword of authority and seal of office to Zhuge Liang. With that, Zhuge Liang had total command of Liu Bei's army. When Zhuge Liang instructed the generals, including Guan Yu and Zhang Fei, Liu Bei did not interfere but again courageously supported the young but brilliant strategist. And Xiahou Dun was defeated.

I once "inherited" a team whose members' salaries did not correspond with their job responsibilities. This salary-responsibility mismatch had been there for years as their previous bosses played it safe. So, no rocket science was needed to figure out what the right thing to do was - a salary adjustment. Or so it seemed. My team got their "rewards" a year later.

So, do we have the courage to do what's right and persevere, though it may be unconventional? Or do we often chicken out like typical spineless cowards? We often have the strong courage to avoid setting precedents. Yet, not an iota of courage in doing the right things.

Exactly the case with one HR manager. When his immediate superior made baseless accusations against one star performer and insisted to have a warning letter issued, the least he could have done was to give objective advice and unbiased facts to the immediate superior. But he did not. That staff left the company shortly after, followed by others.

How about the courage to admit our ignorance so that we can learn and do the right things? Hard to do? Sure. But that's what former Malaysian Prime Minister Dr Mahathir Mohamad did. Before pegging the Malaysian currency at RM3.80 to one US dollar during the height of the Asian economic crisis a few years ago, Dr Mahathir was courageous enough to acknowledge his own shallow knowledge of how currency trading was done. He then sought the help of a London-based financial expert who was then in charge of -- and experienced in Malaysia's currency trading. Malaysia was saved from further economic ruins. If a country's CEO could do it, what about us? Don't let our ego stand in the way to do what's right.

How about the courage to be flexible? Consider one HR manager I personally know of. Prior to this, he was a production manager, then quality operations manager, followed by regulatory affairs manager, before assuming his current HR position. Such backgrounds have helped him effectively in performing his HR function. But many companies have a "boxed mentality". Positions are filled, if and only if, the candidates come from the same industry or same function. Is it any wonder there's so much commodity-oriented thinking in such companies?

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© 2004 Sunny T.H. Goh. Dr Sunny Goh is a simplicity marketing specialist. He has co-authored two books, "MARKETING*WISE: An Unconventional Approach To Strategic Marketing For Asia" (Prentice Hall, 2003), and "HITCH-A-RIDE ON THE THREE KINGDOMS: Learning From Ancient Chinese Strategists" (Prentice Hall, 2003)

Feature Article Four: Why Managers Need To Have A High Level of Emotional Intelligence and Other Soft Skills

A major problem for employers today is getting the best employees and then keeping them. How do you do this? One way is by understanding what it is employees want. Being able to sense what others feel and want is empathy, an emotional intelligence competency, a crucial "soft" skill if you want to have productive employees and a solid bottom line.

Also, as you'll see in this survey which keeps coming up with the same results, it takes emotional intelligence on the part of managers to meet the needs employees want most.

This survey first came out in 1946 in Foreman Facts, from the Labor Relations Institute of NY and was produced again by Lawrence Lindahl in Personnel magazine, in 1949. This study has since been replicated with similar results by Ken Kovach (1980); Valerie Wilson, Achievers International (1988); Bob Nelson, Blanchard Training & Development (1991); and Sheryl & Don Grimme, GHR Training Solutions (1997-2001).

Print these surveys out and lay them side by side and you'll see quite a discrepancy.

1. Full appreciation for work done
2. Feeling "in" on things
3. Sympathetic help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion/growth opportunities
8. Personal loyalty to workers
9. Good working conditions
10. Tactful discipline

WHAT MANAGERS THINK EMPLOYEES WANT

1. Good wages
2. Job security
3. Promotion/growth opportunities
4. Good working conditions
5. Interesting work
6. Personal loyalty to workers
7. Tactful discipline
8. Full appreciation for work done
9. Sympathetic help with personal problems
10. Feeling "in" on things

You can see there's quite a discrepancy here. We don't leave our emotions at home when we come to work. In fact we need them, to get along, to treat others with respect, and to guide us in making decisions.

Emotional intelligence means understanding your own emotions and those of others, and being able to use this information to make wise decisions, and to negotiate to win-win outcomes for all concerned.

"Soft" skills bring "hard" results in the workplace. Studies have shown that emotional intelligence can bring positive effects to your bottom line. It stands to reason that employees who feel good about themselves and - as they say - feel appreciated and "in" on things, will work better for you, stay longer, and pass the word on that yours is a good place to work.

One of the sad facts about a dysfunctional workplace is that like attracts like. What you have in place now, you'll likely get more of, as people rise to hiring positions and choose people like themselves, and as the word gets out what it's like to work for your organization.

Recruiters who go to the MBA schools say that the soft skills are what they are most eager to find, and least likely to find. This sort of training is slowly making its way into the schools. Here you can see the top ten business schools as rated for soft skills: http://topten.org/public/AC/AC317.html .

This data is take from The Wall Street Journal/Harris Interactive Business School Year 2 Survey, based on the opinions of 2,221 MBA recruiters.

Interpersonal communication and other so-called soft skills are what the corporate recruiters crave the most but find the least in MBA graduates, they say.

"The major business schools produce graduates with analytical horsepower and solid command of the basics -- finance, marketing and strategy. But soft skills such as communication, leadership and a team mentality sometimes receive cursory treatment." (WSJ) Recruiters' comments included "cutthroat," "soften the edges of the students," "humility should be a core curriculum course," "arrogant," "tone down the egos," but also "creme de la creme," "salt-of-the-earth, but a little out of touch," "marketing gurus" and "quant wizards."

Have an emotionally intelligent workplace. It's the smart thing to do. It means establishing a culture in your business respecting such EQ competencies as resilience (the stress buster for the decade), change-proficiency, flexibility, creativity, and Intentionality. Assessments are available to determine the current EQ (emotional quotient) of your staff, and then workshops, seminars, distance learning courses, the EQ Learning Lab™ and other materials, as well as individual and group coaching, can bring your office up-to-speed in these crucial skills.

Research has shown that raising the overall level of EQ works better than just raising one person's EQ.

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© Susan Dunn, MA, The EQ Coach, http://www.susandunn.cc. Susan Dunn and associates offer individual and business programs around emotional intelligence. Coaching, distance learning courses, ebooks and The EQ Learning Lab™ . We focus on long-term gains through personal and professional development.
mailto:sdunn@susandunn.cc for free ezines, put "EQ at Work" and/or "EQ Personal" for the subject line. For daily EQ tips, send blank email to EQ4U-subscribe@yahoogroups.com .

A man went to the police station asking to speak with the burglar who had broken into his house the night before.

"You'll get your chance in court." said the desk sergeant.

"No, no, no!" said the man. "I want to know how he got into the house without waking my wife. I've been trying for years."

If anyone tells you you're getting old, squash his toes with your rocking chair!

The older we get, the fewer things seem worth waiting in line for.

Maturity is that time when you know when to say yes and when to say no, and when to say "WHOOPEE!"

You know you are getting old when everything either dries up or leaks.

The golden years are really metallic years; gold in your tooth, silver in your hair and lead in your backside.

Eventually you will reach a point when you stop lying about your age and start bragging about it.

A lawyer returns to his parked BMW to find the headlights broken and considerable damage to the bonnet. There's no sign of the offending vehicle but he's relieved to see that there's a note stuck under the windshield wiper.

"Sorry. I just backed into your Beemer. The witnesses who saw the accident are nodding and smiling at me because they think I'm leaving my name, address and other particulars. But I'm not."

Book Review: "Asian Business Wisdom: Lessons from the Region's Best and Brightest Business Leaders"

Asian business leaders have not exactly written a wealth of material documenting their timeless management philosophies, success stories, and practical advice on key business concepts. Subsequently, there is a dearth of materials on managing in Asia and Asian business success stories. This book helps to fill the void, giving valuable information from the leading names in Asian business markets. Now, for the first time, some of the region's best and brightest business leaders have been brought together in one exciting collection.

Rajat Gupta of McKinsey, Stan Shih of Acer, Washington SyCip of SGV Group, Joanna Lau of LAU Technologies, David K.P. Li of Bank of East Asia Ltd, Cheong Choong Kong of Singapore Airlines, are some of the 32 leading Asian CEOs who share their thoughts on doing business in Asia. Informative, insightful, and inspirational, the book offers a fascinating glimpse into the finest business minds in the region.

The 32 articles in Asian Business Wisdom are organized into six parts covering Management Philosophies, Instilling Corporate Culture, The Entrepreneurial Spirit, Lessons from China, Sales and Marketing Strategies and Managing in Tough Times. Each article is accompanied by an introduction that highlights its author's life and business achievements and a list of online resources which points the reader to related articles or organisations.

The editor of this book is Dinna Louise C. Dayao, a freelance writer and editor, and a former associate editor of World Executive Digest, one of Asia's leading business magazines.

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Reviewed by Azlan Adnan. Formerly Business Development Manager with KPMG, Azlan is currently Managing Partner of Azlan & Koh Knowledge and Professional Management, an education and management consulting practice based in Kota Kinabalu, Malaysian Borneo. He holds a Master's degree in International Business and Management from the Westminster Business School in London. He may be contacted at Tel: +6088-383 526 or E-mail: azlan@azlan.org.

You've got to get up every morning with determination if you're going to go to bed with satisfaction. -- George Lorimer

Follow your instincts. That's where true wisdom manifests itself. -- Oprah Winfrey

It is not the great temptations that ruin us; it is the little ones. -- John W. De Forest

Mountaintops inspire leaders but valleys mature them. -- J. Philip Everson

The sound of failure is such a familiar sound... it can be found in the center of excuses. -- Doug Firebaugh

Achievement requires more than a vision -- it takes courage, resolve and tenacity. -- Neil Eskelin

The time to stop talking is when the other person nods his head affirmatively but says nothing. -- Henry S. Haskins

Decision making can sometimes seem like inner civil war. -- Jim Rohn

Few men during their lifetime comes anywhere near exhausting the resources dwelling within them. There are deep wells of strength that are never used. -- Richard E. Byrd

Courage and perseverance have a magical talisman, before which difficulties disappear and obstacles vanish into air. -- John Quincy Adams

Organization Development--Creating An Environment in which the Spirit of the Organization Moves the Brand

Brand building is a way of life for most large organisations in today's world. The major global brands got to where they are today by building an awareness of their products in a consistent way so that the consumer had faith that the product would not deviate in quality and that it had a relevance to their lifestyle and /or needs. This is obviously an over simplification of what goes into brand building but demonstrates what the objective is in portraying an organisation in a way that builds trust and loyalty. Read more about it in http://www.jmw.com.my/news/index.htm.

The three elves are Ree Pare, Ree Fine and Dee Sign. Find out what each elf does....

A landmark study reveals eight current and merging workplace trends and offers recommendations to help workplace learning and performance professionals prepare for the future:

I feel immensely honoured by getting invited to write this note. The year that went by has had its share of ups and downs.In retrospect it was quite good for all of us. We eagerly look forward for 2004. We are curious to know what is in store for us. If the early signals are anything to go by, this looks like an eventful year ahead.

For all of us at HRD Gateway this holds lots of promise. I am delighted to share that the Executive Council is meeting up on 14-17 March 2004 at JW Marriot Hotel in Kuala Lumpur, Malaysia. The Team has met numerous times and meetings like this will go a long way in alligning ourselves with the goals which we have set for ourselves to make HRD Gateay a top destination for serious-minded HR professionals worldwide.We all share a passion--that is to excell in our chosen human resource development function. As we are aware passion is contagious and spreads positive energy all around and multiplies. Let's all share our experiences and let fellow professionals benefit from our learnings. I invite you to come and meet with me and the rest of the Team in KL. Please write to 2004@hrdgateway.org for more info.

2. HRD Masters Series Workshop: "Mastering Business Process Reengineering"

Location: JW Marriott Hotel
Dates: 16-17 March 2004
Workshop Leader: Thomas Wong, Assisted by: Raghav Rao
Registration: Click here to download the brochure or email Human Resources Services for more info
Sponsored by: HRD Gateway
Supported by: Malaysian Institute of Human Resource Management

Business Process Reengineering is for re-optimization of organizational processes and structures to achieve dramatic improvements in critical and contemporary measures of performance, such as cost, quality, efficiency, and market share. It is usually done by introducing new information or engineering technologies into an organization. Studies show that even small changes demand a careful restructuring of the organization to bring about the results promised by new technologies.

This workshop is designed to enable companies become more effective in their efforts to re-engineering their business processes. Using an internal consulting approach, you will get the essentials of change management and enhanced ability to resolve issues related to new process implementation. Whether it’s a new HR system or Six Sigma implementation, you will be able to do it more successfully.

In addition to the early-bird and group discounts, HRD Gateway members receive an additional 10% discount. When you register, please copy one of following individuals if you belong to the corresponding organization:
  1. HR Brunei: Mazlan Gapar
  2. China HRM: Chungang Zhang
  3. HR Indonesia: Ismaila
  4. HR Philippines: Ma. Concepcion Ureta
  5. HRinIndia: Raghav Rao
  6. HR Singapore: Hari Ramadas
  7. HumanTalent and HR Sri Langka: Jaya De Silva
  8. malaysiaHRonline, HR Laos, HR Thailand, HR Cambodia, HR Vietnam, HR Myanmar: Major Teoh
  9. MIHRM: Dr. Mohd Kamal Khir
10. SVASEi: Esther Nguyen
11. Taiwan Society for Training and Development: Eric Tseng
12. All Others: GK Lim

"malaysiaHRonline" was conceived on February 5, 2000 as a result of a need for a platform for HR Practitioners in Malaysia and the Asia Pacific Rim to interact, discuss, exchange views and news on all matters related Human Resource Management. Basically "malaysiaHRonline" gathers, disseminates news, and provide free consultancy services to all its members on a P2P (Peer to Peer) and a "buyer beware basis". Founder Major Teoh has also provide management and technical support to many other groups. His efforts in this area is greatly appreciated by all. Click here to visit malaysiaHRonline.

Readers, please email comments, news items, and article contributions to the editor, G. K Lim. HRD Gateway reserves the right to use your contribution.