ALIGNING TALENT MANAGEMTENT AND SUCCESSION PLANNING WITH BUSINESS STRATEGY Case Study of CNI’s Journey Kenny Ong CNI Holdi...
Contents: <ul><li>Principles and Objectives </li></ul><ul><li>Attract and Identify </li></ul><ul><li>Strategy Examples </l...
About: CNI <ul><li>18 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Exp...
A. Principles and Objectives Principles 1. Background 2. Needs 3. HR
A. Principles and Objectives Principles 1. Background & Implications <ul><li>Founders  </li></ul><ul><li>Senior leaders  <...
The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
A. Principles and Objectives Principles 2. Company’s Needs <ul><li>Succession Planning of Key Leaders – Founding Directors...
A. Principles and Objectives Principles 3. HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive  </li><...
A. Principles and Objectives Objectives of Talent Management <ul><li>Succession Planning </li></ul><ul><li>Retention of Ke...
A. Principles and Objectives <ul><li>CNI Model A: In theory… </li></ul>
A. Principles and Objectives <ul><li>CNI Model B: More Practical… </li></ul>Business Strategy OJT, Mentoring, Big-5, LP, P...
A. Strategy First… Culture Corporate  Objective Corporate Strategy Structure Resources Leadership Person
A. Strategy First… <ul><li>Balanced Scorecard </li></ul><ul><li>Market Disciplines </li></ul>
A. Strategy First… Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Marke...
A. Strategy First… Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fr...
B. Attract and Identify 1 year Service E1 and above Finalized by BOD Non-HOD Supported by HOD Decision? <ul><li>Identify <...
B. Attract and Identify Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
B. Attract and Identify Group I (Talent Pool) Group II (   Potential) Group III (   Performance) Group IV (Counseling) 2...
B1. Additional Categories <ul><li>Definition of ‘Premium’ staff </li></ul><ul><li>Specially selected from the TP. </li></u...
B. Attract and Identify <ul><li>Attract </li></ul><ul><ul><li>CNI’s candidate attraction strategy is not strong at this mo...
C. Strategy Examples <ul><li>CNI Model B: More Practical… </li></ul>Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP,...
C1. Strategy: C&B <ul><li>Eliminate Staff Awards </li></ul><ul><li>Eliminate Staff Trips </li></ul><ul><li>Eliminate HOD t...
D. Issues and Challenges <ul><li>HODs unclear  </li></ul><ul><li>HODs disagree/unsupportive of TM </li></ul><ul><li>HODs n...
D. Issues and Challenges <ul><li>Difficult to evaluate Performance </li></ul><ul><li>Difficult to evaluate Potential </li>...
E. Mistakes and Lessons <ul><li>Succession Planning = business directions </li></ul><ul><li>CEO’s role </li></ul><ul><li>S...
E. Mistakes and Lessons <ul><li>Quarterly Performance Appraisals  </li></ul><ul><li>Change attitude and become arrogant.  ...
E. More problems we faced <ul><li>Criticism of TP selection </li></ul><ul><li>Limited Funds </li></ul><ul><li>‘Silo’ menta...
F. What’s Next? <ul><li>Revamp LP  </li></ul><ul><li>Task Forces </li></ul><ul><li>Over pay ‘Premium’ from market </li></u...
F. What’s Next? <ul><li>Develop &quot;XP Database&quot; - similar to a Jobstreet®  CV </li></ul><ul><li>Change Potential E...
G. For Starting Up… <ul><li>Get the Business Strategy right </li></ul><ul><li>Link HR’s role to Strategy (e.g. BSC) </li><...
Summary <ul><li>Segmented & Targeted  </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </l...
Thank You. soft copy of slides:  [email_address]
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Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference

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Transcript of "Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference"

  1. 1. ALIGNING TALENT MANAGEMTENT AND SUCCESSION PLANNING WITH BUSINESS STRATEGY Case Study of CNI’s Journey Kenny Ong CNI Holdings Berhad
  2. 2. Contents: <ul><li>Principles and Objectives </li></ul><ul><li>Attract and Identify </li></ul><ul><li>Strategy Examples </li></ul><ul><li>Issues and Challenges </li></ul><ul><li>Mistakes and Lessons </li></ul><ul><li>What’s Next? </li></ul><ul><li>For Starting Up… </li></ul>
  3. 3. About: CNI <ul><li>18 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Export/Trading, eCommerce </li></ul><ul><li>Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan </li></ul><ul><li>Staff force: ± 500 </li></ul><ul><li>Distributors: 250,000 </li></ul><ul><li>Products: Consumer Goods and Services </li></ul>
  4. 4. A. Principles and Objectives Principles 1. Background 2. Needs 3. HR
  5. 5. A. Principles and Objectives Principles 1. Background & Implications <ul><li>Founders </li></ul><ul><li>Senior leaders </li></ul><ul><li>Dedication & commitment </li></ul><ul><li>Multi-racial, multi-cultural </li></ul><ul><li>Age, Gender not a barrier </li></ul><ul><li>Operational culture </li></ul><ul><li>Operations-intensive </li></ul><ul><li>Customers and policies </li></ul><ul><li>Vocal and demanding </li></ul><ul><li>Flexibility vs. Discipline </li></ul><ul><li>Systems run operations </li></ul><ul><li>Hierarchy and status </li></ul><ul><li>Ad-hoc </li></ul><ul><li>Project-based </li></ul><ul><li>Meetings </li></ul><ul><li>Empowerment </li></ul><ul><li>Do not dare consult </li></ul><ul><li>Young talents leaving </li></ul>
  6. 6. The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
  7. 7. A. Principles and Objectives Principles 2. Company’s Needs <ul><li>Succession Planning of Key Leaders – Founding Directors (perpetual business theory) </li></ul><ul><li>Retention of Key Staff – especially younger ones </li></ul><ul><li>Transform into a Performance-based organization </li></ul>
  8. 8. A. Principles and Objectives Principles 3. HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive </li></ul><ul><li>Hire Low, Train High </li></ul><ul><li>Performance vs Potential </li></ul><ul><li>SP drives TM </li></ul><ul><li>Retention / Engagement </li></ul><ul><li>Talent Pool owned by the company </li></ul>
  9. 9. A. Principles and Objectives Objectives of Talent Management <ul><li>Succession Planning </li></ul><ul><li>Retention of Key Staff </li></ul><ul><li>Performance-based organization </li></ul>
  10. 10. A. Principles and Objectives <ul><li>CNI Model A: In theory… </li></ul>
  11. 11. A. Principles and Objectives <ul><li>CNI Model B: More Practical… </li></ul>Business Strategy 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 Development Motivation Evaluation
  12. 12. A. Strategy First… Culture Corporate Objective Corporate Strategy Structure Resources Leadership Person
  13. 13. A. Strategy First… <ul><li>Balanced Scorecard </li></ul><ul><li>Market Disciplines </li></ul>
  14. 14. A. Strategy First… Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
  15. 15. A. Strategy First… Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  16. 16. B. Attract and Identify 1 year Service E1 and above Finalized by BOD Non-HOD Supported by HOD Decision? <ul><li>Identify </li></ul>
  17. 17. B. Attract and Identify Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
  18. 18. B. Attract and Identify Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL <ul><li>Identify </li></ul>
  19. 19. B1. Additional Categories <ul><li>Definition of ‘Premium’ staff </li></ul><ul><li>Specially selected from the TP. </li></ul><ul><li>They have in addition, the following attributes: </li></ul><ul><ul><li>High-profile in the field or industry </li></ul></ul><ul><ul><li>Loyalty proven </li></ul></ul><ul><ul><li>Proven high work-rate and great attitude </li></ul></ul><ul><ul><li>Undeniable contribution and efforts </li></ul></ul><ul><ul><li>Highly looked upon and respected by most staff </li></ul></ul><ul><ul><li>Ability to multi-task and assist in various areas </li></ul></ul><ul><ul><li>Key people in CNI’s Succession Plans </li></ul></ul><ul><li>Definition of ‘Specialist’ Staff </li></ul><ul><li>Has competencies (skills & knowledge) in a particular professional field of work. </li></ul><ul><li>A staff is deemed to be a Specialist when all the following occurs: </li></ul><ul><ul><li>The particular Competency (Skills or Knowledge or both) is highly required by CNI </li></ul></ul><ul><ul><li>Supply for the competency in the market is low but demand is high </li></ul></ul><ul><ul><li>The competency is difficult to learn, transfer and/or duplicate </li></ul></ul>
  20. 20. B. Attract and Identify <ul><li>Attract </li></ul><ul><ul><li>CNI’s candidate attraction strategy is not strong at this moment. </li></ul></ul><ul><li>Hiring </li></ul><ul><ul><li>Behavioral Event Interview </li></ul></ul><ul><ul><li>Panel </li></ul></ul><ul><ul><li>Telephone Interview </li></ul></ul><ul><ul><li>Live Assessments </li></ul></ul><ul><ul><li>Big 5 Psychometric Profile </li></ul></ul>
  21. 21. C. Strategy Examples <ul><li>CNI Model B: More Practical… </li></ul>Business Strategy 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 Development Motivation Evaluation
  22. 22. C1. Strategy: C&B <ul><li>Eliminate Staff Awards </li></ul><ul><li>Eliminate Staff Trips </li></ul><ul><li>Eliminate HOD trips </li></ul><ul><li>Remove Salary structure limitations for TP </li></ul><ul><li>Premium Group Pay </li></ul><ul><li>Year-round promotions/increment </li></ul><ul><li>Spot Bonus Pool </li></ul><ul><li>Additional Profit Sharing points for TP </li></ul><ul><li>↑ Pay for Performers, ↓ pay for Non-Performers </li></ul><ul><li>Additional % during annual increments </li></ul><ul><li>Special Allowances </li></ul><ul><li>SCL Allowances </li></ul><ul><li>Flexitime </li></ul>
  23. 23. D. Issues and Challenges <ul><li>HODs unclear </li></ul><ul><li>HODs disagree/unsupportive of TM </li></ul><ul><li>HODs not committed to developing staff </li></ul><ul><li>Functional silos </li></ul><ul><li>HODs not willing to openly differentiate staff </li></ul><ul><li>Incompetent superiors/HODs to TP staff </li></ul><ul><li>Succession plan for specific positions is a moving target </li></ul>
  24. 24. D. Issues and Challenges <ul><li>Difficult to evaluate Performance </li></ul><ul><li>Difficult to evaluate Potential </li></ul><ul><li>Aligning TM and SP with Business Goals </li></ul><ul><li>To the Talent Pool, it is more work, no reward </li></ul><ul><li>Unsynchronized and unmonitored training and development </li></ul><ul><li>Difficult for TP staff to allocate time for training and development </li></ul><ul><li>“Once in, always in” predicament </li></ul>
  25. 25. E. Mistakes and Lessons <ul><li>Succession Planning = business directions </li></ul><ul><li>CEO’s role </li></ul><ul><li>Separate HRM and TND departments </li></ul><ul><li>Measuring Potential is really difficult. </li></ul><ul><li>Two types of Talent: Leaders and Specialists </li></ul><ul><li>Openly announcing the Talent Pool - painful! </li></ul><ul><li>PDP group of rough diamonds </li></ul><ul><li>Split Leadership Development </li></ul><ul><li>Official annual ‘Event’ </li></ul><ul><li>TM = Annual Performance Appraisal Discussions </li></ul>
  26. 26. E. Mistakes and Lessons <ul><li>Quarterly Performance Appraisals </li></ul><ul><li>Change attitude and become arrogant. </li></ul><ul><li>Create a ‘Premium Group’ </li></ul><ul><li>Projects and OJT assignments </li></ul><ul><li>HODs = TP caretakers </li></ul><ul><li>HODs can get isolated and jealous. </li></ul><ul><li>Under-performing HODs. </li></ul><ul><li>Rewards </li></ul><ul><li>Sell and allocate their TP candidates </li></ul><ul><li>TM = HRM </li></ul>
  27. 27. E. More problems we faced <ul><li>Criticism of TP selection </li></ul><ul><li>Limited Funds </li></ul><ul><li>‘Silo’ mentality </li></ul><ul><li>Competitor recruitment target! </li></ul><ul><li>Removal of Talent Pool members </li></ul>
  28. 28. F. What’s Next? <ul><li>Revamp LP </li></ul><ul><li>Task Forces </li></ul><ul><li>Over pay ‘Premium’ from market </li></ul><ul><li>Give talk in Induction Program </li></ul><ul><li>Assign talent pool to other Divisional meetings </li></ul><ul><li>Conduct 'Stay' interviews </li></ul><ul><li>Start an intranet e-forum </li></ul><ul><li>Flexi-benefits scheme for TP </li></ul><ul><li>Survey to select their Top 5 most wanted special benefits </li></ul><ul><li>Form central committees </li></ul>
  29. 29. F. What’s Next? <ul><li>Develop &quot;XP Database&quot; - similar to a Jobstreet® CV </li></ul><ul><li>Change Potential Evaluation; </li></ul><ul><li>Break Talent Pool into Small Groups </li></ul><ul><li>Social Work </li></ul><ul><li>New methods for SP </li></ul><ul><li>3 months 'acting manager' program </li></ul><ul><li>Introduce 360° appraisal </li></ul><ul><li>Reinforce: Mentoring, Specialist Career ladder, E-Learning </li></ul><ul><li>Maximize Talent using BCG Matrix </li></ul>
  30. 30. G. For Starting Up… <ul><li>Get the Business Strategy right </li></ul><ul><li>Link HR’s role to Strategy (e.g. BSC) </li></ul><ul><li>Clarify the HR Philosophy </li></ul><ul><li>Strengthen Performance Management System </li></ul><ul><li>Tackle the Learning Culture </li></ul><ul><li>Redirect Funds ($$) </li></ul><ul><li>Design simple Selection process </li></ul><ul><li>Develop and Reward focused on Talent Pool </li></ul><ul><li>Communicate throughout </li></ul><ul><li>Attend more Comfori conferences </li></ul>
  31. 31. Summary <ul><li>Segmented & Targeted </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </li></ul>
  32. 32. Thank You. soft copy of slides: [email_address]
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