Your SlideShare is downloading. ×
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

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

10,052

Published on

Published in: Business, Technology
0 Comments
5 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
10,052
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
1,154
Comments
0
Likes
5
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Transcript

    • 1. ALIGNING TALENT MANAGEMTENT AND SUCCESSION PLANNING WITH BUSINESS STRATEGY Case Study of CNI’s Journey Kenny Ong CNI Holdings Berhad
    • 2. Contents:
      • Principles and Objectives
      • Attract and Identify
      • Strategy Examples
      • Issues and Challenges
      • Mistakes and Lessons
      • What’s Next?
      • For Starting Up…
    • 3. 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
    • 4. A. Principles and Objectives Principles 1. Background 2. Needs 3. HR
    • 5. 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
    • 6. The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
    • 7. 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
    • 8. 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
    • 9. A. Principles and Objectives Objectives of Talent Management
      • Succession Planning
      • Retention of Key Staff
      • Performance-based organization
    • 10. A. Principles and Objectives
      • CNI Model A: In theory…
    • 11. 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
    • 12. A. Strategy First… Culture Corporate Objective Corporate Strategy Structure Resources Leadership Person
    • 13. A. Strategy First…
      • Balanced Scorecard
      • Market Disciplines
    • 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. 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. B. Attract and Identify 1 year Service E1 and above Finalized by BOD Non-HOD Supported by HOD Decision?
      • Identify
    • 17. B. Attract and Identify Group I (Talent Pool)
      • Identify
      2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    • 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
      • Identify
    • 19. 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
    • 20. 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
    • 21. 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
    • 22. 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
    • 23. 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
    • 24. 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
    • 25. 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
    • 26. 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
    • 27. E. More problems we faced
      • Criticism of TP selection
      • Limited Funds
      • ‘Silo’ mentality
      • Competitor recruitment target!
      • Removal of Talent Pool members
    • 28. 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
    • 29. 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
    • 30. 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
    • 31. Summary
      • Segmented & Targeted
      • Attraction, Retention and Succession
      • STARS ™
    • 32. Thank You. soft copy of slides: [email_address]

    ×