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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
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Talent Management and Succession Planning - ABF Conference

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  • 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: <ul><li>Agenda: </li></ul><ul><li>Principles and Objectives </li></ul><ul><li>Strategy Examples </li></ul><ul><li>Attract and Identify </li></ul><ul><li>Issues and Challenges </li></ul><ul><li>Mistakes and Lessons </li></ul><ul><li>What’s Next? </li></ul>
    • 3. About: CNI <ul><li>17 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Export/Trading, eCommerce </li></ul><ul><li>Malaysia, Singapore, Brunei, Indonesia, India, China </li></ul><ul><li>Staff force: ± 500 </li></ul><ul><li>Distributors: 250,000 </li></ul><ul><li>Products: Consumer Goods and Services </li></ul>
    • 4. A. Principles and Objectives Principles 1. Background 2. Needs 3. HR
    • 5. A. Principles and Objectives Principles 1. Background &amp; Implications <ul><li>Founders </li></ul><ul><li>Senior leaders </li></ul><ul><li>Dedication &amp; commitment </li></ul><ul><li>Multi-racial, multi-cultural </li></ul><ul><li>Age, Gender not a barrier </li></ul><ul><li>Operational culture </li></ul><ul><li>Operations-intensive </li></ul><ul><li>Customers and policies </li></ul><ul><li>Vocal and demanding </li></ul><ul><li>Flexibility vs. Discipline </li></ul><ul><li>Systems run operations </li></ul><ul><li>Hierarchy and status </li></ul><ul><li>Ad-hoc </li></ul><ul><li>Project-based </li></ul><ul><li>Meetings </li></ul><ul><li>Empowerment </li></ul><ul><li>Do not dare consult </li></ul><ul><li>Young talents leaving </li></ul>
    • 6. A. Principles and Objectives Principles 2. Company’s Needs <ul><li>Succession Planning of Key Leaders – Founding Directors (perpetual business theory) </li></ul><ul><li>Retention of Key Staff – especially younger ones </li></ul><ul><li>Transform into a Performance-based organization </li></ul>
    • 7. A. Principles and Objectives Principles 3. HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive </li></ul><ul><li>Hire Low, Train High </li></ul><ul><li>Performance vs Potential </li></ul><ul><li>SP drives TM </li></ul><ul><li>Retention / Engagement </li></ul><ul><li>Talent Pool owned by the company </li></ul>
    • 8. A. Principles and Objectives Objectives of Talent Management <ul><li>Succession Planning </li></ul><ul><li>Retention of Key Staff </li></ul><ul><li>Performance-based organization </li></ul>
    • 9. B. Strategy Examples <ul><li>CNI Model A: In theory… </li></ul>
    • 10. B. Strategy Examples <ul><li>CNI Model B: More Practical… </li></ul>Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&amp;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? <ul><li>Identify </li></ul>
    • 12. C. Attract and Identify Group I (Talent Pool) <ul><li>Identify </li></ul>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 <ul><li>Identify </li></ul>
    • 14. C. Attract and Identify <ul><li>Attract </li></ul><ul><ul><li>CNI’s candidate attraction strategy is not strong at this moment. </li></ul></ul>
    • 15. D. Issues and Challenges <ul><li>HODs unclear </li></ul><ul><li>HODs disagree/unsupportive of TM </li></ul><ul><li>HODs not committed to developing staff </li></ul><ul><li>Functional silos </li></ul><ul><li>HODs not willing to openly differentiate staff </li></ul><ul><li>Incompetent superiors/HODs to TP staff </li></ul><ul><li>Succession plan for specific positions is a moving target </li></ul>
    • 16. D. Issues and Challenges <ul><li>Difficult to evaluate Performance </li></ul><ul><li>Difficult to evaluate Potential </li></ul><ul><li>Aligning TM and SP with Business Goals </li></ul><ul><li>To the Talent Pool, it is more work, no reward </li></ul><ul><li>Unsynchronized and unmonitored training and development </li></ul><ul><li>Difficult for TP staff to allocate time for training and development </li></ul><ul><li>“Once in, always in” predicament </li></ul>
    • 17. E. Mistakes and Lessons <ul><li>Succession Planning = business directions </li></ul><ul><li>CEO’s role </li></ul><ul><li>Separate HRM and TND departments </li></ul><ul><li>Measuring Potential is really difficult. </li></ul><ul><li>Two types of Talent: Leaders and Specialists </li></ul><ul><li>Openly announcing the Talent Pool - painful! </li></ul><ul><li>PDP group of rough diamonds </li></ul><ul><li>Split Leadership Development </li></ul><ul><li>Official annual ‘Event’ </li></ul><ul><li>TM = Annual Performance Appraisal Discussions </li></ul>
    • 18. E. Mistakes and Lessons <ul><li>Quarterly Performance Appraisals </li></ul><ul><li>Change attitude and become arrogant. </li></ul><ul><li>Create a ‘Premium Group’ </li></ul><ul><li>Projects and OJT assignments </li></ul><ul><li>HODs = TP caretakers </li></ul><ul><li>HODs can get isolated and jealous. </li></ul><ul><li>Under-performing HODs. </li></ul><ul><li>Rewards </li></ul><ul><li>Sell and allocate their TP candidates </li></ul><ul><li>TM = HRM </li></ul>
    • 19. F. What’s Next? <ul><li>Revamp LP </li></ul><ul><li>Task Forces </li></ul><ul><li>Over pay ‘Premium’ from market </li></ul><ul><li>Give talk in Induction Program </li></ul><ul><li>Assign talent pool to other Divisional meetings </li></ul><ul><li>Conduct &apos;Stay&apos; interviews </li></ul><ul><li>Start an intranet e-forum </li></ul><ul><li>Flexi-benefits scheme for TP </li></ul><ul><li>Survey to select their Top 5 most wanted special benefits </li></ul><ul><li>Form central committees </li></ul>
    • 20. F. What’s Next? <ul><li>Develop &amp;quot;XP Database&amp;quot; - similar to a Jobstreet® CV </li></ul><ul><li>Change Potential Evaluation; </li></ul><ul><li>Break Talent Pool into Small Groups </li></ul><ul><li>Social Work </li></ul><ul><li>New methods for SP </li></ul><ul><li>3 months &apos;acting manager&apos; program </li></ul><ul><li>Introduce 360° appraisal </li></ul><ul><li>Reinforce: Mentoring, Specialist Career ladder, E-Learning </li></ul><ul><li>Maximize Talent using BCG Matrix </li></ul>
    • 21. Summary <ul><li>Segmented &amp; Targeted </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </li></ul>
    • 22. Thank You. soft copy of slides: [email_address]

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