Learning and Employee Retention: Leadership
Sr Training & OD Manager
2. Learning and Employee Retention
What’s the Correlation Towards Leadership Development
The correlation of Learning, Employee Retention and Leadership
Gen-X, Gen-Y and Baby Boomers – Do they require separate
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
Acknowledging learning and professional growth as one of
the core dimensions irrespective of generations
5. Are there correlation of Leadership Development,
Learning, and Employee Retention?
• Higher Learning Opportunities in Leadership
Development, Higher Employee Retention
• War of Talent: Manager engaged in leadership
development has 5X less likely to leave the
7. • Leadership Learning – Employee Retention
A. Role Modeling
• Komag – Best Manager of Malaysia and Sg
• Komag MD
• Pfizer HR Director
• Carsem COO – Iain Meikle
8. B. Learning
Zenger Miller – Interpersonal & Communication
One Minute Manager
9. • 100 staff – highly motivated and low
• 3 rules:
a. No scolding
b. Solve problems together
c. Use your strengths
10. Top Priority
involvement in decision making,
more team building,
flexible work conditions,
more autonomy and better coaching.
What Employee Wants from LeadersWhat Employee Wants from Leaders
11. Gallup results tell it all
↑ Better leadership
↑ EPS 3.8 Times
more than 30 years
than 17 million
14. Within the U.S. workforce, Gallup estimates this
cost to be more than $300 billion in lost
15. 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%
16. Gen-X, Gen-Y and Baby Boomers – Do they require
separate learning initiatives?
17. • Training - Class rooms
• Assignment - Work Projects
• Coaching - OJT
• Exposure - Exhibitions, Conference
• Learning - Books, Webs, People
Learning Approaches: TACEL
18. 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)
19. Do these three generations have a commonly
shared wants in Leadership Learning?
20. 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
21. Safety Security
• Security of employment.
Security of revenues and resources.
Physical security - safety from violence,
Moral and physiological security.
Security of health.
22. Belonging Needs
• Care about them as a person
• Team Bonding Activities
• Corporate Sports Activities or Events
23. Esteem Needs
• Respect Others
• Engage Employees
• Gain recognition
• Meaning of Work
24. Self Actualization
Creativity and Innovation
Involvement to something bigger
26. How do we create a challenging environment to
keep them thinking and learning constantly ?
27. • Strategy Planning –
leadership development, Structure Tree
• Teaching culture -
Interpersonal and Communication, Zenger Miller
Create an environment
28. • Leaders teaching leaders
5 Modules by COO
• Community of Practice, Shared Learning Culture
Lean, Poka Yoke, Engineering, Technical Forun
Create an environment
• Module 1 Best Leadership Practices (1)
• Module 2 Best Leadership Practices (2)
• Module 3 How to Motivate Today’s
• Module 4 Situational Leadership
• Module 5 Business Alignment
31. • Carsem Key Values/
Kauzes and Posner Model
Recruitment, Promotion, Performance
Create an environment
Customer 1st 1 Listen to customers
2 Treat customers as friends
3 Be courteous , respectful and professional
1. Sense of urgency.
2. Be responsive .
3. Make fast decisions
1. Always believe there is a better way
2. Challenge the status quo
3. Seek new ways of doing things
1. Focus on the issue , not the person
2. Remember -- Everyone’s role is important
3. Seek first to understand.
2. Keep your word
3. Maintain confidentiality
1. Be supportive
2. Say what you do and Do what you say
3. Be a coach
1. Be objective
2. Be open minded
3. Collaborate and compromise.
Carsem BOLEH! 1. CAN DO attitude
3. Positive mindset
34. Do we acknowledging learning and professional
growth as one of the core dimensions
irrespective of generations?
35. 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
36. Results (10 Years)
• Total Return to Shareholders
943% (Winners) vs 62% (losers)
413% (Winners) vs 83% (losers)
• Operating Income
326% (Winners) vs 22% (losers)
• Return on Invested Capital (%)
+5.45% (Winners) vs -8.52% (losers)
37. Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
2. Execution: develop and maintain flawless
3. Culture: develop and maintain a performance-
4. Structure: build and maintain a fast, flexible, flat
38. Minors - 4 Factors
Master two of the four secondary management
(i) Talent: hold on to talented employees and find
(ii) Innovation: make industry-transforming
(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