Internal Branding To Strengthen Talent Retention Strategies

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    Internal Branding To Strengthen Talent Retention Strategies - Presentation 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/

    + Kenny OngKenny Ong, 2 years ago

    custom

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    *Signal to the staff the chance of career developme more

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