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

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

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