Your SlideShare is downloading. ×
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF Conference
Talent Management and Succession Planning - ABF 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

Talent Management and Succession Planning - ABF Conference

4,263

Published on

Published in: Economy & Finance, Business
4 Comments
5 Likes
Statistics
Notes
No Downloads
Views
Total Views
4,263
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
747
Comments
4
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. Effective Strategies on how to Identify, Develop and Sustain High Performance Human Capital to drive Business Results Kenny Ong CNI Holdings Berhad
    • 2. Contents:
      • Agenda:
      • Principles and Objectives
      • Strategy Examples
      • Attract and Identify
      • Issues and Challenges
      • Mistakes and Lessons
      • What’s Next?
    • 3. About: CNI
      • 17 years old
      • Core Business: MLM
      • Others: Contract Manufacturing, Export/Trading, eCommerce
      • Malaysia, Singapore, Brunei, Indonesia, India, China
      • 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. 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
    • 7. 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
    • 8. A. Principles and Objectives Objectives of Talent Management
      • Succession Planning
      • Retention of Key Staff
      • Performance-based organization
    • 9. B. Strategy Examples
      • CNI Model A: In theory…
    • 10. B. 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 P/P Grid, Q12, PA, SDP, SP Selection Development Motivation Evaluation
    • 11. C. Attract and Identify 1 year Service E1 and above Finalized by BOD Non-HOD Supported by HOD Decision?
      • Identify
    • 12. C. Attract and Identify Group I (Talent Pool)
      • Identify
      2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    • 13. C. 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
    • 14. C. Attract and Identify
      • Attract
        • CNI’s candidate attraction strategy is not strong at this moment.
    • 15. 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
    • 16. 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
    • 17. 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
    • 18. 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
    • 19. 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
    • 20. 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
    • 21. Summary
      • Segmented & Targeted
      • Attraction, Retention and Succession
      • STARS ™
    • 22. Thank You. soft copy of slides: [email_address]

    ×