Effective Strategies on how to Identify, Develop and Sustain High Performance Human Capital to drive Business Results Kenny Ong CNI Holdings Berhad

Contents: Agenda: Principles and Objectives Strategy Examples Attract and Identify Issues and Challenges Mistakes and Lessons What’s Next?

Agenda:

Principles and Objectives

Strategy Examples

Attract and Identify

Issues and Challenges

Mistakes and Lessons

What’s Next?

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

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

A. Principles and Objectives Principles 1. Background 2. Needs 3. HR

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

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

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

Succession Planning of Key Leaders – Founding Directors (perpetual business theory)

Retention of Key Staff – especially younger ones

Transform into a Performance-based organization

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

Equal / Fair

Happy / Productive

Hire Low, Train High

Performance vs Potential

SP drives TM

Retention / Engagement

Talent Pool owned by the company

A. Principles and Objectives Objectives of Talent Management Succession Planning Retention of Key Staff Performance-based organization

Succession Planning

Retention of Key Staff

Performance-based organization

B. Strategy Examples CNI Model A: In theory…

CNI Model A: In theory…

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

CNI Model B: More Practical…

C. Attract and Identify 1 year Service E1 and above Finalized by BOD Non-HOD Supported by HOD Decision? Identify

Identify

C. Attract and Identify Group I (Talent Pool) Identify 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL

Identify

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

Identify

C. Attract and Identify Attract CNI’s candidate attraction strategy is not strong at this moment.

Attract

CNI’s candidate attraction strategy is not strong at this moment.

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

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

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

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

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

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

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

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

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

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

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

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

Summary Segmented & Targeted Attraction, Retention and Succession STARS ™

Segmented & Targeted

Attraction, Retention and Succession

STARS ™

Thank You. soft copy of slides: [email_address]