POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENT(2).ppt

POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENTCase Study of CNIs JourneyKenny OngCNI Holdings Berhad,Contents:,Background&PhilosophyPositioningAttraction&Retention plansIssues,Mistakes&Lessons LearnedFor Start UpsSummary,Background&Philosophy,The anchor for all decisions,Before we start,Who designs your Talent Management programs?Are you in the Talent Pool?Do you qualify?“It takes a crook to catch a crook”,About:CNI,18 years oldCore Business:MLMOthers:Contract Manufacturing,Export/Trading,eCommerceMalaysia,Singapore,Brunei,Indonesia,India,China,Hong Kong,Philippines,Italy,TaiwanStaff force:500Distributors:250,000Products:Consumer Goods and Services,A.Background&Philosophy,Principles,Background&Implications,Founders Senior leaders Age,Gender,Race not a barrierCustomer-focused,really focused,Flexibility vs.DisciplineAd-hocProject-basedEmpowerment Young talents leaving,Background:The Four Desperates,1.Desperate Competition,2.Desperate Consumer,3.Desperate Achievers,4.Desperate Changes,The 51.28%Theory,Resign=Push+Pull 51.28%If staff is Happy:=0+Pull 51.28%,Philosophy,Ultimate Objective of Marketing:“Get more people,to buy more things,more frequently,at higher prices.”,Sergio Zyman,“Retention and Loyalty are useless if No Conversion is happening.”,Philosophy,“Retention and Loyalty are useless if No Conversion is happening.”,“Retention and Loyalty are useless if No Performance is happening.”,Philosophy,Loyalty is misleadingHeavy Consumption LoyaltyLoyalty Heavy Consumption,Good Performance RetentionRetention Good Performance,Philosophy,“In business after business,60%to 80%of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied.”,HBR March/April 1996,A.Background&Philosophy,Principles,HR Philosophy,Equal/FairHappy/Productive Hire Low,Train HighPerformance vs Potential SP drives TMTalent Pool owned by the company Retention/Engagement,Positioning,Retain,Remove,Refuse,Positioning,“Hope is not a strategy”John Maxwell,Positioning,For who?Your Offer?Key Differentiator?,Attraction&Retention Plans,Target.Experience.Bingo,Targeting:Identify and Attract,Who is your Talent?,:A Talent for others does not mean a Talent for you,CNIs Talent Profile,Unwanted by big MNCsSmall companiesBoring EnvironmentNo Growth/LearningNo MBAPassion,Values,IQ(streetsmart)Appreciate ChaosMultitaskPassion to Learn,Targeting:Identify and Attract,Group I(Talent Pool),Identify,Targeting:Identify and Attract,Group I(Talent Pool),Group II(Potential),Group III(Performance),Group IV(Counseling),2,3,4,5,2,3,4,5,PERFORMANCE,POTENTIAL,Identify,*Additional Categories,Definition of Premium staffSpecially selected from the TP.They have in addition,the following attributes:High-profile in the field or industryLoyalty provenProven high work-rate and great attitudeUndeniable contribution and effortsHighly looked upon and respected by most staffAbility to multi-task and assist in various areasKey people in CNIs Succession Plans,Definition of Specialist StaffHas competencies(skills&knowledge)in a particular professional field of work.A staff is deemed to be a Specialist when all the following occurs:The particular Competency(Skills or Knowledge or both)is highly required by CNISupply for the competency in the market is low but demand is highThe competency is difficult to learn,transfer and/or duplicate,Targeting:Identify and Attract,Retention,Experience,Swing,Ex,Oppose,Attract,“You dont attract who you want.You attract who you are”John Maxwell,Attract,Whats your main Differentiator?Money?Opportunity?Big Projects?Big Clients?Career Growth?Environment?Love and Fresh Air?Fish where the Fish are i.e.JobstreetHire Strict.Refuse if possible.Look for Passion,IQ,and the“Unwanted”Who you retire determines who you attract,Attract:HR and Marketing,Who designs your Job Ads?It better be MarketingUnderstand the psychology of a Talent Job Seeker when reading Job AdsNot sure?Consult JobstreetUse Marketing weapons for Job Ads:brand logos,slogans,newspaper clips,awards,customer profile,video clips,web,banners etc.,Retention 1:Experience,Loyalty=Experience vs.Expectations,Solution Strategy:Talent Management Plan,Loyalty 1:Experience,Clear expectationsResourcesMaximize talentsRecognitionCaring BossEncourage development*,ExpressionCompany MissionCo-workers*FriendsProgress updatesLearn and Grow,What“Expectations”?Refer Q12,Loyalty 2:Swing,Loyalty=Best alternative at the current moment until I find another alternative,Solution Strategy:Improve your Q12,or Try Your Best,or Live with It,Loyalty 1:Experience,Talent Management Plan,Philosophy,OJT,Mentoring,Big-5,LP,PDP,SDP,Projects,P/P Grid,SP Table,PDP,Premium,Q12,C&B,ACDP,SCL,Transfers,Events,Recognition,P/P Grid,Q12,PA,SDP,SP,Selection,Strategy:C&B,Eliminate Staff AwardsEliminate Staff TripsEliminate HOD tripsRemove Salary structure limitations for TPPremium Group PayYear-round promotions/incrementSpot Bonus Pool,Additional Profit Sharing points for TP Pay for Performers,pay for Non-PerformersAdditional%during annual incrementsSpecial AllowancesSCL AllowancesFlexitime,Loyalty 2:Swing,Swing Talents are“loyal”because:Individual RelationshipsConvenience(at that point in time)Contractually tied-upDirect Incentives*No better alternativeSubordinatesNo known alternativeCV friendly,Dangers of Direct Incentives,lessen internal motivation,switch to mercenary mode,do something and do not do something else,bribe and fraud culture,easier for competitors to recruit,lessen teamwork&helpful culture,less and less impact for same value,mockery of base salary and employment contract,rebellion from non-incentivised staff,end up incentivising everyone for everything?,Try Your Best,Over PromoteLoansSpot BonusesBlock recruitersThe SpouseToysGlorified TitlesForced Ambassador,“Position”the competitionSell the DreamGive them a Best FriendInternal Trainer,Issues,Mistakes,and Lessons,If at first you dont succeed,dont try skydiving,Issues and Challenges,HODs unclear HODs disagree/unsupportive of TMHODs not committed to developing staffFunctional silosHODs not willing to openly differentiate staffIncompetent superiors/HODs to TP staffSuccession plan for specific positions is a moving target,Issues and Challenges,Difficult to evaluate PerformanceDifficult to evaluate PotentialAligning TM and SP with Business GoalsTo the Talent Pool,it is more work,no rewardUnsynchronized and unmonitored training and developmentDifficult for TP staff to allocate time for training and development“Once in,always in”predicament,Mistakes and Lessons,Succession Planning=business directionsCEOs roleSeparate HRM and TND departmentsMeasuring Potential is really difficult.Two types of Talent:Leaders and SpecialistsOpenly announcing the Talent Pool-painful!PDP group of rough diamondsSplit Leadership DevelopmentOfficial annual Event TM=Annual Performance Appraisal Discussions,Mistakes and Lessons,Quarterly Performance Appraisals Change attitude and become arrogant.Create a Premium Group Projects and OJT assignments HODs=TP caretakersHODs can get isolated and jealous.Under-performing HODs.RewardsSell and allocate their TP candidatesTM=HRM,More problems we faced,Criticism of TP selectionLimited FundsSilo mentalityCompetitor recruitment target!Removal of Talent Pool members,Start Up&Summary,The end of the Beginning,For Starting Up,Get the Business Strategy rightLink HRs role to Strategy(e.g.BSC)Clarify the HR PhilosophyStrengthen Performance Management SystemTackle the Learning CultureRedirect Funds($)Design simple Selection processDevelop and Reward focused on Talent PoolCommunicate throughoutAttend more Jobstreet conferences,Summary,Big matters/Small MattersDifferentiate of DieDefine“Talent”No“Jerk”rule,Flat Structure?The Jerk BossAll aspectsHire Strict,Summary,Segmented&Targeted Attraction,Retention and SuccessionSTARS,Thank You.,soft copy of slides:http:/,