Jason Wee

Talent Management, Learning and Organization Development leader with global and regional experience. Lead global and regional teams. Develop talent and learning strategies to attract, develop and retain valued employees. Plan, develop, collaborate and project manage succession and high potential identification followed by leadership design and development. Lead in business consulting and coaching with functions that result in USD 200K+ savings per year. Engaged, committed and dedicated to organizational effectiveness. Believes in teamwork and partnering for success.

CommScope Solutions Pte Ltd (Telecommunications/ Technology) Oct 2016 - Nov 2022

Global Senior Manager, Talent Management and Learning, HOD APAC

• Consult, design and facilitate 3-Year talent strategy work plans with business stakeholders and HRLT
• Access employee capabilities and aspirations through talent calibration and build talent plan through succession planning and HiPO management
• Design and develop learning content. Partner with subject matter experts for specific business related programs.
• Build KF competency framework according to function and tie within the employment life cycle
• Identify and manage learning vendors and partner for curriculum development
• Conduct learning need analysis and develop learning solutions and propose interventions to close gaps
• Lead global team to revamp and redesign talent toolkits for global employees
• Design framework and facilitate leadership development programs to build talent pipeline
• Coach global leaders using Korn Ferry 360 assessment for performance discussion and development
• Lead organization re-design and restructure exercise
• Build Human Resource capability with talent toolkits and training in Organization Consulting and Partnership
• Design internship program
• Lead multiple teams globally and regionally

Key Achievements

• Talent Risk Management - Build talent analytics from talent calibration data using MS Power BI. Identify solutions with the business to minimize Talent Risk. Build templates and guides offering clarity in talent risk discussion so as to continuously attract, engage & motivate valued employees especially HiPOs and Successors.
• Performance Management - Re-design PM system to align towards CommScope values. Implement GROW conversation within the process to focus on career development and manager-employee collaboration and engagement. Employees felt highly motivated as it focus more on them rather on project completion alone.   
• Learning and Development - Revamp APAC L&D framework and courses in alignment with organization strategy + blended learning approach. This increased learning effectiveness and decreased in-person workshop learning time by 50-70%. 
• Team Intervention - Lead globally the Leadership Assimilation for leaders and team in each region. Identify future actions which subsequently led to global employees forming action teams to address issues at global and local levels. This intervention enhanced global collaboration, increased work motivation and build strong interpersonal relationships.
• High Potential Development - Design and facilitate the “Business Innovation and Growth” program for HiPOs. Cross functional regional teams attend a 6-month program working on business related challenges and offer productive and cost cutting solutions at global and APAC level.

Special Project Initiatives

• Nominated as Global DEI Leader. Ran DEI training at a global level like, unconscious bias and micro-aggressions. Contributed towards global DEI policies and processes. Collaborate on the development of DEI decision making toolkit for managers. This result in greater awareness and how managers and employees should behave.   
• Appointed to be part of the Global Flexible Work committee. Design training, communication plan and roll out globally the Flex@Work plans, including policies and flexible work procedures. This result in positive take up rate for employees who are eligible to apply for the flexible work scheme.

John Wiley & Sons (Publishing)                                Nov 2010 - May 2016

Senior Regional Manager, Learning and Organization Development (HOD APAC)

Global Coverage

• Revamp Wiley learning methodology to include blended learning opportunities to increase learning experience
• Partner with regional leaders for organizational development consultation and engagement 
• Collaborate and facilitate engagement surveys, SAP implementation, talent management and learning strategy planning at the global level
• Lead and facilitate the Professional Career Growth and Development (PCGD) for identified HiPOs and Successors
• Design, develop and deliver learning solutions and collaborate with internal subject matter experts for content development. Act as in-house coach for senior leaders
• Identify and assign internally trained coaches and mentors to HiPOs and successors and measure progress
• Lead 1 direct report

Key Achievements

• Merger and Acquisition - Project managed the alignment and harmonization of Human Resource policies from two merged organizations that resulted in clarity of processes and alignment of policies with corporate HQ. Eliminated confusion and conflict amongst colleagues which resulted in lower turnover and higher engagement.
• Manager Development Program - Design, developed and launched the manager development program within a year. From the program, colleagues understood the expectations of the organization and are better aligned. Feedback shows that managers are more independent and HRBPs can better focus on consulting conversations.
• On-boarding - Design, develop and coordinated the employee on-boarding program. With the buddy system, colleagues are engaged and motivated. HRBP reported that tenure increased due to clarity of work plans and a stronger support for development opportunities and setting of work expectations. 
• Organization Development - Champion the monthly regional cross-functional sharing. Event focused on sharing best practices, making money, opportunities and challenges and services brought to customers internally and externally. This result in deeper understanding of the business and how to work with x-functional teams.

Health Sciences Authority (Government)                 Oct 2008 - Oct 2010

Assistant Director, Learning and Development (HOD)

• Collaborate with CEO, business leaders and Human Resource on long term corporate strategies translating to 3-year L&D plans 
• Be the internal consultant to support business leaders in employee performance and engagement, reviewing business processes, policies and capabilities 
• Develop business score card and align towards organizational goals and objectives
• Develop and review learning and development policies and procedure
• Partner with OD function to design leadership programs, corporate values and OD initiatives
• Manage a SGD $4 million training budget
• Lead a team of 6 direct reports

Key Achievements

• Organization Re-Structure - Revamp learning and development department from operations to business partnering offering consultancy services. This increased the value of the department which enhance career growth for the L&D team and minimize the use of external consultants there by saving cost

Volume Interactions Pte Ltd (Medical Devices)  Jun 2006 - Aug 2008

Manager, Learning and Organization Development (Regional HOD)

NCS Pte Ltd (Information Technology)   Feb 2005 - Jun 2006

Senior Consultant – Learning and Development

Cerebos Pacific Limited (FMCG)  Feb 2004 - Feb 2005

Senior Training Executive (Regional HOD)

ST Microelectronics (Semiconductor)   Jun 2000 - Feb 2004

Senior Training Administrator (HOD)

Ace Equipment (1985) Pte Ltd (Engineering)  Mar 1999 - Jun 2000

Human Resource and Administrative Executive

Academy of Certified Counsellors I Feb 06-Jan 07

Specialist Diploma in Counselling Psychology 

George Washington University I Oct 01-Oct 03

MA in Education and Human Development                                           

Singapore Institute of Mgt I Jan 98-May 99

Graduate Diploma in Personnel Management