Training and Employee Retention Strategies

Learning and Employee Retention: Leadership Development Laurence Yap Sr Training & OD Manager

Learning and Employee Retention What’s the Correlation Towards Leadership Development

Leadership

The correlation of Learning, Employee Retention and Leadership
Development
Gen-X, Gen-Y and Baby Boomers – Do they require separate
learning initiatives?
Understanding the varying level of importance these generation
place on a commonly shared wants
Creating a challenging environment to keep them thinking
and learning constantly to progress through the corporate
Ladder
Acknowledging learning and professional growth as one of
the core dimensions irrespective of generations
•
Agenda Agenda

Are there correlation of Leadership Development, Learning, and Employee Retention ?

Conclusion
Higher Learning Opportunities in Leadership Development, Higher Employee Retention and Engagement
War of Talent: Manager engaged in leadership development has 5X less likely to leave the organizations
Findings

Leadership Learning – Employee Retention
A. Role Modeling
Komag – Best Manager of Malaysia and Sg Experience
Komag MD
Pfizer HR Director
Carsem COO – Iain Meikle
Personal Experience

Learning
Zenger Miller – Interpersonal & Communication
7 Habits
One Minute Manager
Situational Leadership
C. Reading
Leadership Challenges
Personal Experience

100 staff – highly motivated and low resignations
3 rules:
a. No scolding
b. Solve problems together
c. Use your strengths
Personal Experience

Top Priority
involvement in decision making,
more appreciation,
better communication,
more team building,
flexible work conditions,
more autonomy and better coaching.
What Employee Wants from Leaders

Gallup results tell it all
↑ Better leadership
Management ↑Employee engagement
↑ EPS 3.8 Times
(150 organizations)

Employee Engagement work
more than 30 years of in-depth behavioral economic research involving more than 17 million employees worldwide

http://www.gallup.com/consulting/52/employee-engagement.aspx

Within the U.S. workforce, Gallup estimates this cost to be more than $300 billion in lost productivity alone.

Actively Disengage Employees
In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1. 10%
In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1. 50%

Gen-X, Gen-Y and Baby Boomers – Do they require separate learning initiatives?

Training - Class rooms
Assignment - Work Projects
Coaching - OJT
Exposure - Exhibitions, Conference
Learning - Books, Webs, People
Learning Approaches: TACEL

Pfizer: Mobile learning (Gen Y)
Online learning (Gen Y)
Carsem: Supervisors (Gen Y)
Leadership Dev (Gen X)
Team Bonding (Gen BM vs Gen X/Y)
Komag: Zenger Miller (Gen X)
Experience

Do these three generations have a commonly shared wants in Leadership Learning?

Physiological needs
The physiological needs of the organism, those enabling homeostasis, take first precedence. These consist mainly of: The need to breathe . The need for water. The need to eat. The need to dispose of bodily wastes. The need for sleep. The need to regulate body temperature. The need for protection from microbial aggressions (hygiene).

Safety Security
Security of employment. Security of revenues and resources. Physical security - safety from violence, delinquency, aggressions. Moral and physiological security. Familial security. Security of health.

Belonging Needs
Care about them as a person
Team Bonding Activities
Corporate Sports Activities or Events
CSR

Esteem Needs
Respect Others
Engage Employees
Gain recognition
Appreciation
Meaning of Work
Hobbies

Self Actualization
Creativity and Innovation Solving problems
Projects Involvement to something bigger
Integrity

Competency

How do we create a challenging environment to keep them thinking and learning constantly ?

Strategy Planning –
leadership development, Structure Tree
Carsem
Teaching culture -
Interpersonal and Communication, Zenger Miller
Komag
Create an environment

Leaders teaching leaders
5 Modules by COO
Carsem
Community of Practice, Shared Learning Culture –
Lean, Poka Yoke, Engineering, Technical Forun
Carsem

Trainer @ Vice President Manufacturing Iain Meikle

Program Overview
Module 1 Best Leadership Practices (1)
Module 2 Best Leadership Practices (2)
Module 3 How to Motivate Today’s Workers
Module 4 Situational Leadership
Module 5 Business Alignment
Program Overview

Carsem Key Values/
Kauzes and Posner Model
Recruitment, Promotion, Performance

Key Beliefs Customer 1 st
1 Listen to customers
Treat customers as friends
3 Be courteous , respectful and professional
Speed of Execution
Sense of urgency.
Be responsive .
Make fast decisions
Continuous Improvement
Always believe there is a better way
Challenge the status quo
Seek new ways of doing things
Constant Respect for People
Focus on the issue , not the person
Remember -- Everyone’s role is important
Seek first to understand.

Key Beliefs Uncompromising Integrity
Honesty
Keep your word
Maintain confidentiality
Lead by Example
Be supportive
Say what you do and Do what you say
Be a coach
Always seek win-win solution
Be objective
Be open minded
Collaborate and compromise.
Carsem BOLEH!
CAN DO attitude
Determination
Positive mindset

Do we acknowledging learning and professional growth as one of the core dimensions irrespective of generations?

The Evergreen Project
A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996).
The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.

Results (10 Years)
Total Return to Shareholders
943% (Winners) vs 62% (losers)
Sales
Operating Income
Return on Invested Capital (%)
+5.45% (Winners) vs -8.52% (losers)

Major 4 Factors
1. Strategy : devise and maintain a clearly stated, focused strategy.
2. Execution : develop and maintain flawless operational execution.
3. Culture : develop and maintain a performance-oriented culture.
4. Structure : build and maintain a fast, flexible, flat organization.

Minors - 4 Factors
Master two of the four secondary management practices:
(i) Talent : hold on to talented employees and find more.
(ii) Innovation : make industry-transforming innovations.
(iii) Leadership : find leaders who are committed to the business and its people.
(iv) Mergers and acquisitions : seek growth through mergers and partnerships
Minors - 4 Factors

Leadership Behaviors

Conclusion

1. 12 Management
2. TACEL – Learning Approaches
3. AMA Management Competency
4. Ever Green Project
5. Leadership Challenges
Note

Training and Employee Retention Strategies

by Laurence Yap on Sep 23, 2010

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