[1] Outsource Your Learning/Development Function

As your “A to Z” Outsourced Learning/Development Function, I offer the following areas of Professional Services to drive Sustainable Human Capital Breakthrough Performance.

(1) Establish Key Result Area and Performance-based Learning / Development Needs Analysis for all your staff

(2) Prepare your Company’s Annual Learning/Development Plan and Calendar

(3) Arrange your Staff to participate in Needs-driven Learning/Development Programmes

(4) Plan, Organise, Administer and Coordinate all your Company’s Learning/Development Activities

(5) Prepare your Staff for Learning, Development and Growth

(6) Facilitate Transfer of Learning to Work Place Applications

(7) Carry out effective Evaluation of Learning/Development

(8) Ensure that Learning/Development contributes to the achievement of Performance Goals and your Company Direction

(9) Maximise the Learning/Development Budget for your Company and establish the Return of Learning/Development Investment

(10) Provide Periodic Learning/Development Performance Report

(11) Maintain an effective Set of Learning/Development Records and Administration System

(12) Manage all HRDF related matters

(13) Implement Learning/Development as an effective Talent Acquisition, Motivation, Retention and Succession Strategy

(14) Align Learning/Development with your Company’s Human Capital Management Policies and Performance Management Practices

(15) Offer Strategic and Operational-level Learning/Development Advisory Services and related Human Capital Development Recommendations

 

Why Outsource 
Your Learning/Development Function ?

(1) You have No Time to Manage your Learning/Development Function

(2) You have No Staff to Manage your Learning/Development Function

(3) Lack of Expertise to Manage your Learning/Development Function

(4) Lack of System to Manage your Learning/Development Function

(5) Unable to significantly improve Performance after investing in L/D

(6) Unable to Attract, Motivate, Retain Talents after investing in L/D

(7) Unable to maximise L/D Budget and achieve Zero ROI

(8) Unable to Align L/D with Human Capital & Company Direction

 

Why Outsource to My TEAM ?

(1) My Core Expertise is to Manage your Learning/Development Function

(2) I Take Care of “Everything” for you- “A to Z” in Learning/Development

(3) I address all your 8 Concerns listed above and Much More…………

(4) I Make Time for you to Concentrate on the More Urgent Human Capital Matters and Most Important, It is VERY ECONOMICAL and COST-EFFECTIVE

 

[2] Set up Your Learning/Development Function

To Set Up a Highly Effective Learning/Development Function for your Company, I offer the following areas of Professional Services to significantly enhance your Human Capital Potentials and Sustain Breakthrough Performance.

(1) Formulate the Learning/Development Mission to support your Company’s Corporate Direction

(2) Prepare the Learning/Development Policy to provide the platform to coordinate all your Human Capital Development activities

(3) Develop the Learning/Development Culture Framework to sustain your Company’s Human Capital Development Practices

(4) Develop the Learning/Development Function’s Operating Structure and Lines of Reporting

(5) Establish the Goals, Targets, Key Result Areas and Key Performance Indicators of the Learning/Development Function and Staff

(6) Determine the Learning/Development Staffing Requirements and Prepare the Performance-based Job Descriptions of the Learning/Development Staff, including Roles and Responsibilities

(7) Conduct Learning/Development Staff Sourcing, Recruitment and Selection, including Orientation and Competency-based Learning

(8) Establish the Key Result Area and Performance-based Learning/Development Needs Analysis System and Procedures

(9) Establish your Company’s Annual Learning/Development Plan and Calendar to manage all the Human Capital Development activities

(10) Establish The Transfer of Learning System and Procedures

(11) Establish the Learning/Development Evaluation System

(12) Establish the Learning/Development Performance Reporting System

(13) Establish the Learning/Development Administration System, including Records Management and HRDF-related matters

(14) Align Learning/Development with your Company’s Human Capital Management Policies, including Talent Acquisition, Motivation, Retention and Succession Planning Practices and Performance Management System

(15) Counsel and Coach the Learning/Development Staff to effectively Plan, Organise and Manage the Learning/Development Function

If your Organisation has the Passion to seriously
leverage on your Talents to drive Breakthrough Performance,
I strongly RECOMMEND your Organisation to
Establish a CORPORATE LEARNING CENTRE

 

Most important, It Must be COST- EFFECTIVE

Comparison between
A Typical Learning/Development Function and 
A Corporate Learning Centre

	Learning/Development  Function	Corporate Learning Centre
1	Tend to be more Reactive when establishing the L/D Needs of Employees (You tell me your Needs)	Tend to be more Proactive when establishing the L/D Needs of Employees (I ask you what are your needs)
2	Operates like an Order-Taking Support Function (Let me know what programmes you need. I will source them for you)	Operates like A Self-driven L/D Service Provider  (Let me recommend the programmes that Best meet your needs)
3	Add Value by placing key emphasis on L/D Coordination and Administration	Add Value by capitalising on Needs-driven and Innovative L/D Solutions to drive Breakthrough Performance
4	Views L/D as an Operational, “Stand-Alone” and “One-Off” Activity	Views L/D as an Integrated and Strategic Human Capital Development Practice that is directly linked to Performance Management, Talent Development, Succession Planning and related initiatives
5	L/D is generally perceived as Less Critical with Lower Level Priority in the Organisation	L/D is positioned and branded as a Highly Critical Human Capital Enhancement Strategy in the Organisation
6	Reports directly to Head of Human Capital only	Reports to the Head of Company (Sometimes, with dotted line reporting to Head of Human Capital)
7	A Unit or Section within the Human Capital Department	A Distinct Entity with its own Mission Statement and Philosophy (Living Policies, Structured Systems and Positive Role Model Learning Culture)
8	Generally, has a Learning/Development Calendar	Has a Well-Structured and Comprehensive Directory of Performance-driven Corporate Learning/ Development Solutions
9	Treats all employees as Inter-Department Colleagues	Treats all employees as Internal Clients and places key emphasis on assisting them to achieve their Key Result Areas and Key Performance Indicators
10	Generally, facilitates Micro Interventions only, namely Individual/Team-based Skills Development	Facilitates both Macro and Micro Interventions, namely – 1| Organisational Development (OD) Solutions that focus on (A) achieving the Corporate Vision, Mission and Philosophy, (B) buiding Strong Culture, Shared Values or Core Values and (C) Organisational Transformation and 2| Individual/ Team-based Skills Development
11	Places key emphasis on L/D Coordination and Administration Effectiveness and Efficiency	Adopts numerous L/D Facilitation and Consulting Techniques to effectively deploy the Performance-driven L/D Solutions supported by Full-Time and/or Part-Time Content Experts
12	Generally, functions as a Cost Centre	Functions as a Strategic Revenue Centre placing key emphasis on managing Return on Learning/ Development Investment, including – Monthly Income and Expenditure Statements

 

[3] Upgrade Your Learning/Development Function 
[4] Establish Your Corporate Learning Centre

To Upgrade your Learning/Development Function to a Corporate Learning Centre OR To Directly Establish your Corporate Learning Centre, I offer the following areas of Professional Services listed below.

My Key Focus is to fully capitalise on your Corporate Learning Centre to “Energise your Talents” and “Power your Organisation” – leading to Sustainable Breakthrough Performance

(1) Facilitate a Familiarisation Session to Strategically Position your Corporate Learning Centre as An Innovative Internal Corporate Learning Solutions Provider that adopts a Highly Pro-Active approach when offering Customised Solutions to Meet and Exceed The Real Needs of User Departments and the Organisation.

(2) Formulate the Strategic Focus of your Corporate Learning Centre (CLC) – Mission, Policy and Culture

(3) Develop your CLC Operating Structure and its Professional Relationship with the Senior Management, Human Capital Function and User Departments

(4) Establish your CLC Objectives, Goals, Targets and Strategies

(5) Determine the Strategic and Operational Roles of your CLC

(6) Determine Staffing Requirements, Establish the Key Result Areas and Key Performance Indicators of your CLC Staff and Prepare their Performance-based Job Descriptions

(7) Carry out Staff Sourcing, Recruitment and Selection for your CLC and Implement a Model of Excellence to progressively develop the Highly Focused Capabilities of your CLC Staff

(8) Establish the Knowledge-based and Performance-driven Learning/Development Needs Analysis System

(9) Establish the Strategic Annual Plan of your CLC and the Strategic CLC Performance Review System

(10) Establish your Corporate Learning and Development Directory to drive Sustainable Breakthrough Performance

(11) Establish the Corporate Transfer of Learning System

(12) Establish the Corporate Learning/Development Evaluation System

(13) Establish the Corporate Learning/Development Performance Reporting System 

(14) Establish the CLC Learning/Development Administration System 

(15) Establish the Knowledge-based Performance Management System for the CLC and align Corporate Learning/Development with your Organisation’s Strategic Human Capital Management Policies, including Talent Acquisition, Motivation, Retention and Succession Planning Practices

My Recommendation

Now that you have reviewed and identified – 1| the OBVIOUS DIFFERENCE between A Typcial L/D Function and A Corporate Learning Centre and 2| the REAL VALUE of establishing a Corporate Learning Centre, I would like to strongly RECOMMEND you to seriously consider establishing your own CORPORATE LEARNING CENTRE

I can assure you that the entire process of establishing your Corporate Learning Centre will be – 1| very Budget-friendly and Cost-effective and 2| very meaningful and definitely Not Time Consuming

Ultimately, your Corporate Learning Centre will be your Most Powerful Human Capital Strategy to Attract, Motivate, Nurture and Retain your Talents, and of course – to Facilitate Sustainable Breakthrough Performance

As such, May I propose that you contact – Frankie Knowledge to INITIATE a Non-obligatory Preliminary Discussion to explore how your Organisation can effectively Capitalise on My Core Expertise, that is – “To assist your Organisation to facilitate Sustainable Breakthrough Performance by Establishing, Managing and Enhancing your Corporate Learning Centre”

[5] Strengthen Your CLC Management

To Strengthen the Strategic and Operational Management of your Corporate Learning Centre to drive Sustainable Breakthrough Performance, My Professional Services will place key focus on the following areas –

(1) Conduct a CLC Management Analysis

(2) Strengthen the Strategic Focus of your CLC 

(3) Strengthen your CLC Strategic and Operational Structure

(4) Develop Strategic Capabilities of your CLC Staff

(5) Strengthen your Corporate Learning/Development Solutions

(6) Develop more Strategic Alliances with Internal and External Collaborating Partners

(7) Improve your CLC Learning/Development Processes and Systems

(8) Accelerate your CLC Innovation Intensity

(9) Strengthen your CLC Culture

(10) Improve the Financial Aspects of Managing your CLC

[6] Enhance Your Corporate Learning Centre 

To move the Corporate Learning Centre to the Next Level of Excellence and to Significantly Enhance the Breakthrough Performance Impact, My Professional Service will place Key Focus on the following areas –

(1) Conduct a CLC Enhancement Analysis

(2) Re-position and Re-brand CLC

(3) Carry out CLC Organisational Restructuring

(4) Develop Strategic Capabilities of CLC Staff and Import Critical Capabilities

(5) Re-organise the Corporate Learning/Development Solutions

(6) Significantly Enhance Strategic Alliances with Internal and External Collaborating Partners

(7) Re-engine your CLC Learning/Development Processes and Systems

(8) Accelerate your CLC Innovation Intensity

(9) Institutionalise your CLC Culture

(10) Re-structure the FInancial Aspects of Driving your CLC

 

My Key Milestones in CORPORATE LEARNING and DEVELOPMENT

 

1986

Designed, developed and launched The 1st 3-day CERTIFICATE in TRAINING TECHNOLOGY Programme upon returning from The Asian Institute of Management (AIM), Philippines.

 

1987

Designed, developed and launched The 1st 3-day CERTIFICATE in TRAINING INTERVENTION TECHNIQUES Programme. This is an Advanced-Level Train the Trainers Programme

 

1988

Designed, developed and launched The 1st 5-day CERTIFICATE in TRAINING MANAGEMENT Programme. From 1988 to 2000, I facilitated more than 100 Training Management Public Programmes and Customised Training Management In-House Corporate Learning Progs. 
Click to view My Past Corporate Clients

 

1994

Conceptualised, designed, developed and successfully launched a Range of TRAINING MANAGEMENT PACKAGES to enhance the Strategic and Operational Management of LEARNING/DEVELOPMENT FUNCTIONS, CORPORATE LEARNING CENTRES and ACADEMIES.
Click to view My Training Management Packages

 

1995

Conceptualised The 1st Version of My FrankieKnowledge CORPORATE LEARNING CENTRE (CLC) FRAMEWORK.
Click to view MY VIDEO on – “Corporate Learning Centre Framework”

 

1996

Conceptualised The 1st Version of My FrankieKnowledge PRACTICE of KNOWLEDGE MANAGEMENT (POKM) MODEL. The Model offers 8 Highly Focused Capabilities required to systematically manage Critical Knowledge to achieve Breakthrough Performance
Click to view My Core Expertise

 

1996

In December 1996, I was engaged to establish a GROUP CORPORATE LEARNING CENTRE for a Local Conglomerate to provide total, integrated and needs-driven Organised Learning/Development for their 15,000 plus employees. 

I was appointed as the PRINCIPAL and CEO of The CENTRE of EXCELLENCE (COE) from 1st December 1996 to 28th February 1999. An overview of the Concept and Focus of The Centre of Excellence is provided below

The Group has BUSINESS INTERESTS in Financial Services, Property Development, Hotels, Clubs, Information Technology, Education, Manufacturing, Fast Food, Automobiles, Trading and others
Click to view My Corporate Career and Key Appointments

1997

Established Corporate Learning Centres in The PHILIPPINES, INDONESIA and TAIWAN by duplicating the Highly Structured FrankieKnowledge Corporate Learning Centre Framework
Click to view My Specialised Global Engagements

 

1998

Developed Strategic Collaboration with INDUSTRIAL and VOCATIONAL TRAINING BOARD (IVTB), Republic of Mauritius and designed, developed, customised and facilitated The 1st 5-day CERTIFICATE in TRAINING MANAGEMENT Programme in May 1998 in Mauritius

IVTB is a Semi-Government Organisation that operates under the supervision of the MINISTRY of TRAINING, SKILLS DEVELOPMENT and PRODUCTIVITY, Republic of Mauritius
Click to view MY VIDEO on – “TM and POKM in Mauritius”

 

1998

Developed Strategic Collaboration with FLOREAL KNITWEAR LIMITED, Republic of Mauritius and Crystallised the GROUP CORPORATE LEARNING CENTRE FRAMEWORK for 7500 plus employees.

FLOREAL is The LARGEST KNITWEAR MANUFACTURER in Mauritius and the Second Biggest Woolmark Knitwear Manufacturer in The WORLD after BENNETON
Click to view MY VIDEO on – “TM & POKM in an Organisation in Mauritius”

 

1999

Designed, developed and facilitated The 1st 5-day CERTIFICATE in TRAINING TECHNOLOGY Programme and The 1st 5-day CERTIFICATE in TRAINING NEEDS ANALYSIS Programme in the Republic of Mauritius

 

1999

Designed, developed and implemented the Key Result Area – driven TRAINING NEEDS ANALYSIS SURVEY leading to the formulation of Floreal Knitwear Limited’s 1st HUMAN RESOURCE DEVELOPMENT DIRECTORY. Developed Floreal’s TRAINING ADMINISTRATION SYSTEM

Designed, developed, coached and certified a TEAM of IN-HOUSE TRAINERS to implement 4 Floreal GENERAL MANAGEMENT Progs. consisting of 42 Modules

 

2000

Designed, developed and facilitated The 1st 5-day CERTIFICATE in TRAINING MANAGEMENT CERTIFICATION Programme for TRAINERS. This Programme was organised in collaboration with Industrial and Vocational Training Board (IVTB), Republic of Mauritius

 

2013

Innovated and launched the Latest FrankieKnowledge CORPORATE LEARNING and DEVELOPMENT SERIES consisting of 17 Programme Titles. These 17 Programmes incorporate The Practice of Knowledge Management (POKM)
Click to view My Recent Corporate Clients

 

2014

Innovated and launched the Latest FrankieKnowledge Programme on – “A Systematic Approach to SET UP a CORPORATE LEARNING CENTRE“
Click to view My Participants

 

2015

A PARTIAL LIST of ORGANISATIONS that have sent their Learning/ Development Staff to participate in My Latest FrankieKnowledge CORPORATE LEARNING and DEVELOPMENT Programmes include the following – 

A Systematic Approach to SET UP a CORPORATE LEARNING CENTRE 
RHB BANKING GROUP| BANK RAKYAT| UMW CORPORATION BHD| KNM PROCESS SYSTEMS S/B|  C-PAK CERGAS S/B| CIMB ISLAMIC BANK

Certificate in Training Management
HSBC AMANAH MALAYSIA BHD| BRIDGESTONE ENGINEERED PRODUCTS Of ASIA S/B|   MEDITOP CORPORATION (M) S/B| PRESTARIANG BHD| PRESTARIANG SYSTEMS S/B| BC PETROCHEMICAL S/B| COUNTRY HEIGHTS HOLDINGS BHD| KONSORTIUM LOGISTIK BERHAD| AUTOCOACH DRIVING SCHOOL | WELLNESS CONCEPT (M) S/B| INTEGRATED MANAGEMENT CORPORATION S/B| MYANGKASA HOLDINGS S/B| 

Corporate Training Coordinator Enhancement Programme
UMW TOYOTA MOTOR S/B| BC PETROCHEMICAL S/B|  QINETICS SOLUTIONS S/B| KENSO CORPORATION (M) S/B| KENSO MARKETING (M) S/B| DENSO (M) S/B| TENAGA CABLE INDUSTRIES S/B| TAYLOR-WHARTON MALAYSIA S/B| MMC CORPORATION BHD| IJM CORPORATION BHD| SECRET RECIPE MANUFACTURING S/B| MAY-PLASTICS MANUFACTURERS S/B| MULPHA LAND BHD| UEM GROUP MANAGEMENT S/B| AJINOMOTO (Malaysia) BHD| MKH BHD| BANGKOK BANK BHD| MERCEDES-BENZ MALAYSIA S/B| SYARIKAT TAKAFUL MALAYSIA BHD| TAYLOR’S EDUCATION S/B| HICOM TECK-SEE MANUFACTURING (M) S/B| PEPS-JV (M) S/B| TRADERS HOTEL KL| PROTON EDAR S/B| TECHNOLOGY PARK MALAYSIA CORPORATION S/B| CYBERVIEW S/B| INTERNATIONAL BRASS INDUSTRIES S/B| MICROLINK SOLUTIONS BHD| PROPEL BHD| AFFIN INVESTMENT BANK BHD| LABUAN FINANCIAL SERVICES AUTHORITY| SEPANG AIRCRAFT ENGINEERING S/B|

How to design, develop & Conduct Structured On-the-Job Training
PRINCE COURT MEDICAL CENTRE| HONG LEONG YAMAHA MOTOR S/B| QSR BRANDS (M) HOLDINGS S/B| SECRET RECIPE MANUFACTURING S/B| IRIS CORPORATION BHD| HSBC AMANAH MALAYSIA S/B| MEDITOP CORPORATION BERHAD| HUA LYE CONSTRUCTION S/B| BASF-PETRONAS CHEMICALS S/B| HARDMETAL KNIVES S/B| CENTURY TOTAL LOGISTICS S/B| FORWARD FREIGHT SERVICES S/B| MEMC ELECTRONIC MATERIALS S/B| OVERSEAS ASSURANCE CORP (M) BHD| EMASLING S/B| COUNTRY HEIGHT GROUP OF COMPANIES| OPCOM CABLES S/B| TAN CHONG GROUP| AIK JOO CAN FACTORY S/B| CAN-ONE BERHAD| THE SAUJANA HOTEL KL|  UMW TOYOTA MOTOR S/B| 

Implementing an effective Transfer of Learning System
PLUS MALAYSIA BERHAD| BANGKOK BANK BHD| HEALTHTRONICS (M) S/B| MEMC ELECTRONIC MATERIALS S/B| SILVERLAKE SPRINTS S/B| VADS BHD| UNITED OVERSEAS BANK (MALAYSIA) BHD| GERMANISCHER LLOYD INDUSTRIAL SERVICES ASIA S/B| BANK OF TOKYO-MITSUBISHI UFJ (MALAYSIA) BHD| BERJAYA HOTELS & RESORTS

How to Design and Develop an effective Training Programme
POPULAR BOOK CO. (M) S/B| SWISS INN KUALA LUMPUR| KAMPACHI RESTAURANTS S/B| SOLEIL HOTEL KL| MCIS ZURICH INSURANCE BERHAD| SAISAKI JAPANESE RESTAURANT| MEASAT BROADCAST NETWORK SYSTEMS S/B (ASTRO) | QSR BRANDS (M) HOLDINGS S/B| JOHOR PORT BHD| UMW TOYOTA MOTOR S/B| AJINOMOTO (MALAYSIA) BHD|

How to Formulate and Implement Strategic Training Policy & Plan
DRB-HICOM BHD| KOTRA PHARMA (M) S/B| K&N KENANGA HOLDINGS BHD| BC PETROCHEMICAL S/B|

How to effectively develop Training Mission & Culture 
 K&N KENANGA HOLDINGS BHD| SEPANG AIRCRAFT ENGINEERING S/B

Formulating and Implementing Performance-based TNA
YOKOHAMA BATTERIES S/B| SUN MEDIA CORPORATION S/B| TA ENTERPRISE BHD|  POPULAR BOOK CO. (M) S/B

Formulating and Implementing a Strategic Talent Development System
PERMANIS SANDILANDS S/B| POPULAR BOOK CO. (M) S/B

Buidling Strong Positive Corporate Learning Culture
CORUS HOTEL KUALA LUMPUR | MINETECH RESOURCES BHD

Strategic Training Manager Enhancement Programme
 CETCO ENERGY SERVICES (MALAYSIA) S/B

Developing Effective Strategic Planning Skills for Training Staff 
TENAGA NASIONAL BHD| LEBLANC COMMUNICATIONS (MALAYSIA) S/B| GADANG HOLDINGS BHD|

Developing Strategic Training Consulting Skills 
CYBERVIEW S/B| PETROLIAM NASIONAL BHD(PETRONAS)| AJINOMOTO (MALAYSIA) BHD| MALAYSIA LIFE REINSURANCE GROUP BHD| 

Developing Advanced Strategic Training Management Skills 
HEITECH PADU BHD| BANK OF CHINA (M) BHD

Developing Key Knowledge Management Professional Competencies
VADS BUSINESS PROCESS S/B| PETRONAS CARIGALI S/B| HEITECH PADU BERHAD| SURUHANJAYA KOMUNIKASI & MULTIMEDIA MALAYSIA (MCMC)| BANK OF CHINA (MALAYSIA) BHD| BC PETROCHEMICAL S/B| 

Implementing Key Strategies to Significantly Enhance the Benefits of Sending Talents to Participate in Public Programmes 
LSF TECHNOLOGIES S/B| PMCARE S/B| MALAYSIAN LIFE REINSURANCE GROUP BHD| NGAI CHEONG METAL INDUSTRIES S/B| MKH BHD| MSTS ASIA S/B| UMW TOYOTA MOTOR S/B| BRIDGESTONE ENGINEERED PRODUCTS of ASIA S/B| POPULAR BOOK CO. (M) S/B | REKASETIA PLAYGROUND S/B| MINE LOGISTICS S/B| QINETICS SOLUTIONS S/B| SRG ASIA PACIFIC S/B| SECOM (M) S/B| AMANAHRAYA TRUSTEES BERHAD

Click to view My Graduation Ceremonies

 

In 1994, I Conceptualised, Designed, Developed and successfully Launched a Range of TRAINING MANAGEMENT PACKAGES to enhance the Strategic and Operational Management of LEARNING/DEVELOPMENT FUNCTIONS, CORPORATE LEARNING CENTRES and ACADEMIES.

These Training Management Packages are now part of My FrankieKnowledge CORPORATE LEARNING CENTRE FRAMEWORK

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Frankie facilitating the workshop on, – “How to effectively promote The Practice of Training Management Packages and Products to corporate Clients” – 3rd December 1995 

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An Overview of the  Concept and Focus of the CENTRE of EXCELLENCE (COE) established by FRANKIE in 1996

 

 

Contact FrankieKnowledge Consulting Team
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	frankie@frankieknowledge.com
	Brief Profile of Frankie