Internal Branding To Strengthen Talent Retention Strategies

  • 6,543 views
Uploaded on

*Signal to the staff the chance of career development in your …

*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.

More in: Business , Design
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
6,543
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
1,076
Comments
1
Likes
8

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. INTERNAL BRANDING TO STRENGTHEN TALENT RETENTION STRATEGIES ABF Post-Conference Workshop, 23 rd April 2008 Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  • 2. Basics of Retention Regardless of Branding or No Branding www.myCNI.com.my www.OOBEY.com
  • 3. The 51.28% Theory
    • Resign = Push + Pull > 51.28%
    • If staff is Happy:
      • => 0 + Pull > 51.28%
    www.myCNI.com.my www.OOBEY.com
  • 4. Philosophy Ultimate Objective of Marketing: “ Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman “ Retention and Loyalty are useless if No Conversion is happening.” www.myCNI.com.my www.OOBEY.com
  • 5. Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No Performance is happening.” www.myCNI.com.my www.OOBEY.com
  • 6. Philosophy
    • Loyalty is misleading…
    • Heavy Consumption ≠ Loyalty
    • Loyalty ≠ Heavy Consumption
    • Good Performance ≠ Retention
    • Retention ≠ Good Performance
    www.myCNI.com.my www.OOBEY.com
  • 7. Philosophy
    • “ In business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied .”
    HBR March/April 1996 www.myCNI.com.my www.OOBEY.com
  • 8. Retention Groups Retention Experience Swing Ex Oppose www.myCNI.com.my www.OOBEY.com
  • 9. Retention 1: Experience
    • Loyalty = Experience vs. Expectations
    Solution Strategy: Expectations = Business, Boss (Q12), Job www.myCNI.com.my www.OOBEY.com
  • 10. Loyalty 1: Experience
    • Clear expectations
    • Resources
    • Maximize talents
    • Recognition
    • Caring Boss
    • Encourage development*
    • Expression
    • Company Mission
    • Co-workers**
    • Friends
    • Progress updates
    • Learn and Grow
    • What “Expectations”? Refer Q12
    www.myCNI.com.my www.OOBEY.com
  • 11. Loyalty 2: Swing
    • Loyalty = Best alternative at the current moment until I find another alternative
    Solution Strategy: Improve your Q12, or Try Your Best, or Live with It www.myCNI.com.my www.OOBEY.com
  • 12. Brand Execution: Talent Sub-segment - Swing
    • Swing Talents are “loyal” because:
    • Individual Relationships
    • Convenience (at that point in time)
    • Contractually tied-up
    • Direct Incentives*
    • No better alternative
    • Subordinates
    • No known alternative
    • CV friendly
    www.myCNI.com.my www.OOBEY.com
  • 13. Dangers of Direct Incentives
    • lessen internal motivation,
    • switch to mercenary mode,
    • do something and do not do something else,
    • bribe and fraud culture,
    • easier for competitors to recruit,
    • lessen teamwork & helpful culture,
    • less and less impact for same value,
    • mockery of base salary and employment contract,
    • rebellion from non-incentivised staff,
    • end up incentivising everyone for everything?,
    www.myCNI.com.my www.OOBEY.com
  • 14. Swing Talents: Try Your Best…
    • Over Promote
    • Loans
    • Spot Bonuses
    • Block recruiters
    • The Spouse
    • Toys
    • Glorified Titles
    • Forced Ambassador
    • “ Position” the competition
    • Sell the Dream
    • Give them a Best Friend
    • Internal Trainer
    www.myCNI.com.my www.OOBEY.com
  • 15. Current Brand vs. Ideal Brand Know the past to create the future www.myCNI.com.my www.OOBEY.com
  • 16. Current ‘Brand’ Current Status Background & Implications
    • Founders
    • Senior leaders
    • Age, Gender, Race not a barrier
    • Customer-focused, really focused
    • Flexibility vs. Discipline
    • Ad-hoc
    • Project-based
    • Empowerment
    • Young talents leaving
    www.myCNI.com.my www.OOBEY.com
  • 17. Current Brand: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes www.myCNI.com.my www.OOBEY.com
  • 18. Components of Branding Positioning, Execution, and Communication www.myCNI.com.my www.OOBEY.com
  • 19. Objective of Branding: Way back in 2004…
    • Thomas Cup, Indonesia
    www.myCNI.com.my www.OOBEY.com
  • 20. Objective of Branding: Now in 2007…
    • CNI ‘Beemax’ Factory Visit, China
    • Top Leaders
    • Product Development
    • Media
    www.myCNI.com.my www.OOBEY.com
  • 21. Components of Branding Positioning Execution Communication www.myCNI.com.my www.OOBEY.com
  • 22. Brand Positioning Segmentation, Targeting, Basics, Differentiators www.myCNI.com.my www.OOBEY.com
  • 23. Positioning
    • “ Hope is not a strategy”
    • John Maxwell
    www.myCNI.com.my www.OOBEY.com
  • 24. Positioning
    • For who? – Segmentation, Targeting
    • Your Offer?
    • Key Differentiator?
    www.myCNI.com.my www.OOBEY.com
  • 25. Two Types of Segmentation for HRM
    • Demographic segmentation
    • Talent segmentation
    www.myCNI.com.my www.OOBEY.com
  • 26. Demographic Segmentation - General www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
  • 27. Demographic Segmentation - others
    • Women, Working Mothers
    • Youtube generation
    • Working retired
    • Social Activists
    • Work/Life balancers
    • Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.)
    www.myCNI.com.my www.OOBEY.com
  • 28. Talent Segmentation
    • Who is your Talent?
     : A Talent for others does not mean a Talent for you www.myCNI.com.my www.OOBEY.com
  • 29. Talent Segmentation Group I (Talent Pool)
    • Identify
    www.myCNI.com.my www.OOBEY.com 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
  • 30. Talent Segmentation Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL
    • Identify
    www.myCNI.com.my www.OOBEY.com
  • 31. Talent Segment Targeting
    • Unwanted by big MNCs
    • Small companies
    • Boring Environment
    • No Growth/Learning
    • No MBA
    • Passion, Values, IQ (streetsmart)
    • Appreciate Chaos
    • Multitask
    • Passion to Learn
    www.myCNI.com.my www.OOBEY.com
  • 32. Talent Sub-segmentation: Premium target
    • 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
    www.myCNI.com.my www.OOBEY.com
  • 33. Talent Sub-segmentation: Specialists target
    • 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
    www.myCNI.com.my www.OOBEY.com
  • 34. What needs work? Current Brand Importance to Target Segment High Low Weak Strong www.myCNI.com.my www.OOBEY.com High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company
  • 35. Activity Grid to determine HRM priorities www.myCNI.com.my www.OOBEY.com Eliminate (-) What are features/ activities/services to eliminate? Reduce (↓) What are features/ activities/services to reduce? Create (+) What are features/ activities/services to introduce? Increase ( ↑) What are features/ activities/services to increase?
  • 36. Basics & Differentiators Segments Targets Targets Basics Differentiators www.myCNI.com.my www.OOBEY.com
  • 37. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
  • 38. KEY MESSAGES
    • Who am I?
    • What do I offer?
    • Support?
    • End benefit(s)
    • Tagline:
    www.myCNI.com.my www.OOBEY.com
  • 39. Brand Execution Alignment, Basics, Differentiators Also known as ‘Reason To Believe’ www.myCNI.com.my www.OOBEY.com
  • 40. Brand Execution: Aligning the 4-Wheels Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
  • 41. Brand Alignment: Talent Segment Philosophies Principles HR Philosophy
    • Equal / Fair
    • Happy / Productive
    • Hire Low, Train High
    • Performance vs Potential
    • SP drives TM
    • Talent Pool owned by the company
    • Retention / Engagement
    www.myCNI.com.my www.OOBEY.com
  • 42. Brand Alignment: Demographics Segment Philosophies? Principles HR Philosophy www.myCNI.com.my www.OOBEY.com
  • 43. Alignment: Framework
    • Org Structure
    • Job Design
    • C&B
    • Policies & procedures
    • Decision making
    • Job fit
    • Management Systems
    • BSC and KPIs
    • Decentralized vs. Centralized
    • Control vs. Empower
    www.myCNI.com.my www.OOBEY.com Structure
  • 44. Strategy: Framework
    • Tools
    • Physical facilities
    • Peer support
    • Information
    • T&D Programs
    • Mentors
    • Guides
    • ICT
    • OJT
    www.myCNI.com.my www.OOBEY.com Resources
  • 45. Strategy: Framework
    • Role modeling
    • Vision/Mission/Philosophy
    • Leadership Style
    • Delegation & Empowerment
    • C&B
    • Promotions
    • Transition development
    www.myCNI.com.my www.OOBEY.com Leadership
  • 46. Strategy: Framework
    • Recognition
    • Recruitment
    • Training
    • Values
    • Motivation
    • Self Efficacy
    • Awareness
    • Useful Competencies
    • Career aspirations
    • Attribution (control)
    www.myCNI.com.my www.OOBEY.com Person
  • 47. Alignment: 4-Wheels Model Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person
  • 48. Brand Execution: Talent Segment
    • Talent Segment
    Philosophy 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 www.myCNI.com.my www.OOBEY.com Development Motivation Evaluation
  • 49. Brand Execution: Demographic Segment
    • Key Demographics
    Philosophy Selection www.myCNI.com.my www.OOBEY.com Development Motivation Evaluation
  • 50. Example Brand Execution: Talent Segment - 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
    www.myCNI.com.my www.OOBEY.com
  • 51. Demographic Segment: Example Strategies
    • Gen Y
    • ICT
    • Women
    www.myCNI.com.my www.OOBEY.com
  • 52. Sample Policy: Career
    • Internal Transfer
    • Internal Selection
    • Rotation
    • Special Projects
    • Transitional assignments
    • Secondments
    • Roll-out teams
    • Sabbaticals
    • Tele-commuting
    • Part-time
    • Micro business units
    • Specialist Career Ladders
    • Employee Exchange programs
    • Boomerangs
    • Job enlargement (depth)
    • Job enhancement (breadth)
    • Freelance, Consulting
    • Job Reduction
    www.myCNI.com.my www.OOBEY.com
  • 53. Brand Communication Image, Touch Points, Repetition, and Emphasis www.myCNI.com.my www.OOBEY.com
  • 54. Attract
    • “ You don’t attract who you want. You attract who you are ”
    • John Maxwell
    www.myCNI.com.my www.OOBEY.com
  • 55. Attract
    • What’s your main Differentiator?
      • Money? Opportunity? Big Projects? Big Clients? Career Growth? Environment? Love and Fresh Air?
    • Fish where the Fish are…
    • Hire Strict. Refuse if possible.
    • Who you retire determines who you attract
    www.myCNI.com.my www.OOBEY.com
  • 56. Attract: HR and Marketing
    • Who designs your Job Ads?
      • It better be Marketing
    • Understand the psychology of a Talent Job Seeker when reading Job Ads
    • Not sure? Consult experts
    • Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc.
    www.myCNI.com.my www.OOBEY.com
  • 57. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
  • 58. KEY MESSAGES
    • Who am I?
    • What do I offer?
    • Support?
    • End benefit(s)
    • Tagline:
    www.myCNI.com.my www.OOBEY.com
  • 59. Touch Points Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet* Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
  • 60. Touch Pointsl Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
  • 61. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Internships, joint projects with University Events, workshops, campaign visits, seated dinners www.myCNI.com.my www.OOBEY.com
  • 62. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mentorship programs Campus presentations, career fairs Online games, sponsorship of awards www.myCNI.com.my www.OOBEY.com
  • 63. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Direct Marketing (eg. mailing) Direct-response marketing Print media, radio www.myCNI.com.my www.OOBEY.com
  • 64. End Point The end of the Beginning www.myCNI.com.my www.OOBEY.com
  • 65. Issues and Challenges
    • HODs unclear
    • HODs disagree/unsupportive
    • HODs not committed
    • Functional silos
    • HODs not willing to openly differentiate
    • Incompetent superiors/HODs
    • Difficult to evaluate
    • Aligning with Business Goals
    • Unsynchronized and unmonitored training and development
    www.myCNI.com.my www.OOBEY.com
  • 66. For Starting Up… Importance to Target Segment High Low www.myCNI.com.my www.OOBEY.com
  • 67. For Starting Up… Current Brand Weak Strong www.myCNI.com.my www.OOBEY.com
  • 68. For Starting Up… Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person
  • 69. For Starting Up… Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass www.myCNI.com.my www.OOBEY.com
  • 70. Summary
    • Segmented & Targeted
    • Attraction, Retention and Succession
    • STARS ™
    www.myCNI.com.my www.OOBEY.com
  • 71. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/