Learningandemployeeretentionjpgs23rdspet2010ver1 100923012027-phpapp02

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Learningandemployeeretentionjpgs23rdspet2010ver1 100923012027-phpapp02

  1. 1. 1 Learning and Employee Retention: Leadership Development Laurence Yap Sr Training & OD Manager
  2. 2. Learning and Employee Retention What’s the Correlation Towards Leadership Development
  3. 3. Leadership
  4. 4. 4 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 • AgendaAgenda
  5. 5. Are there correlation of Leadership Development, Learning, and Employee Retention?
  6. 6. 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 FindingsFindings
  7. 7. • 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
  8. 8. B. Learning Zenger Miller – Interpersonal & Communication 7 Habits One Minute Manager Situational Leadership C. Reading Leadership Challenges Personal Experience
  9. 9. • 100 staff – highly motivated and low resignations • 3 rules: a. No scolding b. Solve problems together c. Use your strengths Personal Experience
  10. 10. 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 LeadersWhat Employee Wants from Leaders
  11. 11. Gallup results tell it all ↑ Better leadership Management ↑Employee engagement ↑ EPS 3.8 Times (150 organizations)
  12. 12. Employee Engagement work more than 30 years of in-depth behavioral economic research involving more than 17 million employees worldwide
  13. 13. http://www.gallup.com/consulting/52/employee-engagement.aspx
  14. 14. Within the U.S. workforce, Gallup estimates this cost to be more than $300 billion in lost productivity alone.
  15. 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. 16. Gen-X, Gen-Y and Baby Boomers – Do they require separate learning initiatives?
  17. 17. • Training - Class rooms • Assignment - Work Projects • Coaching - OJT • Exposure - Exhibitions, Conference • Learning - Books, Webs, People Learning Approaches: TACEL
  18. 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) Experience
  19. 19. Do these three generations have a commonly shared wants in Leadership Learning?
  20. 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 (hygiene).
  21. 21. 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.
  22. 22. Belonging Needs • Care about them as a person • Team Bonding Activities • Corporate Sports Activities or Events • CSR
  23. 23. Esteem Needs • Respect Others • Engage Employees • Gain recognition • Appreciation • Meaning of Work • Hobbies
  24. 24. Self Actualization Creativity and Innovation Solving problems Projects Involvement to something bigger Integrity
  25. 25. Competency
  26. 26. How do we create a challenging environment to keep them thinking and learning constantly ?
  27. 27. • Strategy Planning – leadership development, Structure Tree Carsem • Teaching culture - Interpersonal and Communication, Zenger Miller Komag Create an environment
  28. 28. • Leaders teaching leaders 5 Modules by COO Carsem • Community of Practice, Shared Learning Culture – Lean, Poka Yoke, Engineering, Technical Forun Carsem Create an environment
  29. 29. 41 Trainer @ Vice President Manufacturing Iain Meikle
  30. 30. 42 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
  31. 31. • Carsem Key Values/ Kauzes and Posner Model Recruitment, Promotion, Performance Create an environment
  32. 32. 44 Key Beliefs Customer 1st 1 Listen to customers 2 Treat customers as friends 3 Be courteous , respectful and professional Speed of Execution 1. Sense of urgency. 2. Be responsive . 3. Make fast decisions Continuous Improvement 1. Always believe there is a better way 2. Challenge the status quo 3. Seek new ways of doing things Constant Respect for People 1. Focus on the issue , not the person 2. Remember -- Everyone’s role is important 3. Seek first to understand.
  33. 33. 45 Uncompromising Integrity 1. Honesty 2. Keep your word 3. Maintain confidentiality Lead by Example 1. Be supportive 2. Say what you do and Do what you say 3. Be a coach Always seek win-win solution 1. Be objective 2. Be open minded 3. Collaborate and compromise. Carsem BOLEH! 1. CAN DO attitude 2. Determination 3. Positive mindset Key Beliefs
  34. 34. Do we acknowledging learning and professional growth as one of the core dimensions irrespective of generations?
  35. 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 performance.
  36. 36. Results (10 Years) • Total Return to Shareholders 943% (Winners) vs 62% (losers) • Sales 413% (Winners) vs 83% (losers) • Operating Income 326% (Winners) vs 22% (losers) • Return on Invested Capital (%) +5.45% (Winners) vs -8.52% (losers)
  37. 37. 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.
  38. 38. 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
  39. 39. Leadership Behaviors
  40. 40. Conclusion
  41. 41. 1. 12 Management 2. TACEL – Learning Approaches 3. AMA Management Competency 4. Ever Green Project 5. Leadership Challenges Note

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