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THE BETTER APPROACH TO SUCCESSSION PLANNING Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd
The World Today… <ul><li>13 th  April 2009 </li></ul><ul><li>Two Domino’s employees </li></ul><ul><li>YouTube </li></ul><u...
<ul><li>Shareholder : MNRB Holdings Berhad (100%) </li></ul><ul><li>Established Date : 18 September 2002 </li></ul><ul><li...
TISB Medical/Health (EB/GHS) Solution Referral Employees Specialist & Hospitals Panel GP Clinics <ul><li>EMPLOYEES & DEPEN...
Inflation = 7.4% p.a. Inflation = 19.86% p.a. TISB Medical Cost Management
100% RENEWED WITH US SINCE 2009/2010
INTRODUCTION TO SUCCESSION PLANNING
Intro: <ul><li>“ Cow don’t drink water cannot push cow head down” </li></ul>
Assumption 1 <ul><li>Business Owners who have heirs </li></ul><ul><li>CEOs or Management who wish to instruct HR about SP ...
Assumption 2
Assumption 2
Philosophy Ultimate Objective of Marketing:  “ Get more people, to buy more things, more frequently, at higher prices.” Se...
Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No  ...
Philosophy <ul><li>Loyalty is misleading… </li></ul><ul><li>Heavy Consumption  ≠  Loyalty </li></ul><ul><li>Loyalty  ≠  He...
PRACTICAL SUCCESSION PLANNING
Right vs. Wrong SP Method <ul><li>   Succession Planning as per Job Positions </li></ul>   Succession Planning as per Le...
What’s your purpose for Succession Planning? <ul><li>Succession Planning  </li></ul><ul><li>= </li></ul><ul><li>Business C...
What’s your SP goal? Business Continuity
Principles and Objectives Principles Company’s Needs <ul><li>Succession Planning of Key Leaders – Founding Directors (perp...
Principles and Objectives Principles HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive  </li></ul><u...
The Wrong Approach
The Better Approach Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,  P/P Grid, SP Table, PDP, Premium,  Q...
Two Types of Segmentation for Succession Planning <ul><li>Demographic segmentation </li></ul><ul><li>Talent segmentation <...
Demographic Segmentation - General Veterans  (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X  (Cusper, Buster) 1960 - 1980...
Demographic Segmentation - others <ul><li>Women, Working Mothers </li></ul><ul><li>Youtube generation </li></ul><ul><li>Wo...
Targeting: Identify and Attract <ul><li>Who are your Talents? </li></ul> : A Talent for others does not mean a Talent for...
Example: ABC’s Talent Profile <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Envi...
Targeting: Identify and Attract Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
Targeting: Identify and Attract Group I (Talent Pool) Group II (   Potential) Group III (   Performance) Group IV (Couns...
SUCCESSION PLANNING VS. YOUR BUSINESS MODEL
 
 
 
The McPlaybook* <ul><li>Make it easy to eat </li></ul><ul><li>50% drive-thru </li></ul><ul><li>Meals held in one hand </li...
What is the Business Model? USP Market  Discipline Profit Model <ul><li>Google </li></ul><ul><li>Tata Nano </li></ul>
Business Model: Profit Model Revenue Cost Margin Cash  Flow Assets
What is the Business Model? USP Market  Discipline Profit Model
Market Discipline <ul><li>&quot;Exactly what I need&quot; </li></ul><ul><li>Customized products </li></ul><ul><li>Personal...
Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Lead...
Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Lead...
Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Lead...
<ul><li>Product Leadership </li></ul><ul><li>New, state of the art products or services </li></ul><ul><li>Risk takers </li...
Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Lead...
Alignment & Consistency Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (be...
SETTING EXPECTATIONS AND MONITORING PROGRESS
MBO Standards A Excellent B Good C Average D Poor E Useless
MBO Standards A Excellent B Good C Average Good D Poor E Useless
MBO Standards A Excellent Excellent B Good Very Good C Average Good D Poor Not Good E Useless Commit Suicide
Competency Target Setting <ul><li>Initiative </li></ul><ul><li>Teamwork </li></ul><ul><li>Problem Solving </li></ul><ul><l...
Competency Target Setting <ul><li>Initiative </li></ul><ul><li>Minimize problems quickly without needing to be asked </li>...
Competency Standards 3 Meets behavioral standards  consistently . Is a good role model for others. 2 Meets behavioral stan...
DEVELOPING AND MOTIVATING
The Better Approach Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,  P/P Grid, SP Table, PDP, Premium,  Q...
Succession Planning Table: Example
Advanced Career Development Plan: Example
Advanced Career Development Plan: Example
Advanced Career Development Plan: Example
Advanced Career Development Plan: Example
SCL: Specialist Career Ladder <ul><li>Telco,  </li></ul><ul><li>Outsourcing,  </li></ul><ul><li>Aerospace,  </li></ul><ul>...
SCL: Specialist Career Ladder <ul><li>General incentives & privileges : </li></ul><ul><li>a. Extra monetary incentive </li...
Motivating Talent Hope Control
Motivating Talent Passion Job Growth Talent Minimum Motivation Target: 2 out of 4 Delegation
Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff
END NOTES
<ul><li>“ He has 20 years experience: 1 year of bad experience repeated 20 times” </li></ul>
Thank You.  soft copy of slides:   http://totallyunrelatedrandomanddebatable.blogspot.com/
More About Takaful Ikhlas
BUSINESS GROWTH <ul><li>GROSS CONTRIBUTION (Gross Premium) : </li></ul><ul><li>2010/2011 : RM761 million </li></ul><ul><li...
AWARDS <ul><li>Global Leadership Award 2011 (Takaful Sector) - YBhg Dato’ Hj Syed Moheeb </li></ul><ul><li>Kuala Lumpur Ma...
Some of our valued clients
OUR CLIENTS MARITIME INSTITUTE OF MALAYSIA (MIMA) CITRA ALTI SDN.BHD GOLDEN STAR LOGISTIC SDN BHD RJH CONSULTANTS & SERVIC...
OUR CLIENTS MALAYSIAN NPK FERTILIZER SDN BHD  FOXBORO (MALAYSIA) SDN BHD  CEMENT INDUSTRIES (SABAH) SDN BHD  STEEL INDUSTR...
TISB’s Strength in Medical/Health <ul><li>H&S </li></ul><ul><li>Extensive hospital network in Malaysia – Goverment and Pri...
The Best Medical/Health Solution for your Company <ul><li>Understanding the Program </li></ul><ul><li>Confirming the data ...
TISB Medical Cost Management Pre-Authorization  (LOG) Red Flags  & Alerts  Claims  Management Network  Management <ul><li>...
TISB Hospital Management Initiatives Value to Our Clients 1. Negotiate with Hospitals for Preferential Rates <ul><li>Savin...
Passport to the Preferred Care Program Member ID Card Back Front
CONTACT US ….. Takaful Ikhlas Sdn. Bhd. (593075 U)   IKHLAS Point, Menara 11A,  Avenue 5, Bangsar South,  No. 8, Jalan Ker...
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The Better Approach to Succession Planning - MITBA CEO Conference 2011

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Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011

- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools

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  • Now let’s look at it from a HR perspective...
  • Just a thought… are we in business for loyalty or for consumption? Actually = BOTH are important and must be in balance. But today’s conference is on one side of the Equation and we must be mindful of that. We are still in the topic of Philosophy. So… are we in business for Retention or Performance?
  • B. Practical Examples of successful strategies in identifying the right talents
  • Refer to Handout: Managing Change – Understanding the Demographics of the Evolving Workforce.pdf Engaging the Four Generations of Workers Exercise: What are the Demographic spreads for your ‘Current’ vs. ‘Ideal’ Brand? What appeals to your ‘Ideal’ segment? What do you need to do to Brand your company?
  • Exercise: What are the Demographic spreads for your ‘Current’ vs. ‘Ideal’ Brand? What appeals to your ‘Ideal’ segment? What do you need to do to Brand your company?
  • B. Adopting creative approaches and models to attract and identify right talents There are many definitions of Talent. Don’t listen blindly to Consultants nor simply trust books nor MNC practices.
  • Performance The ability of a person to meet current expectations Key Words: Results, Targets, KPIs, Achievement, Expectations, Training, Job Concentrates on the Past i.e. what the person has done Potential The capacity of a person to meet future expectations Key Words: Competencies, Learning, Fit, Adversity, Failure rate, Development, Career Concentrates of the Future
  • Group 1: High Potential, High Performance (Talent) Staff this category will automatically be placed in the company’s Succession Plans. Be the first priority to be considered for any promotions or upgrading exercises. Career Acceleration + Specialist Career Paths. Group 2: Average Potential, High Performance (Leadership Issues) Leadership, motivational and cultural development would be given to these staff while they perform in their current positions. Group 3: High Potential, Average Performance (Potential) Should not be given career advancement unless performance improves. Good targets for transfers or job rotations to departments that require urgent manpower. Group 4: Average Potential, Low Performance (Issues) Staff in this group should be monitored closely by HR. They should be eventually moved out of their current work function, department or even the company entirely.
  • Example of successful customer loyalty strategy focusing on Operational Excellence and Product Leadership while maintaining market standard on Customer Service without indulging in it
  • Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
  • Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
  • How does the Customer define “Great Experience”? - It depends on their own perceptions. Problem is…this differs depending on the Customer! If you are very good in something that the Customer does not value, it will not improve the Experience.
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • OPTION 1
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • Example: What do you mean by Good? A, B, or C? Achieve 5 tasks, what is your rating? You mean if I achieve all, I only get AVERAGE? You must be crazy
  • This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  • This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  • Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale?
  • Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale? Exercise: Determine 1 core Competency/Values you want to evaluate Create a list of 5 ‘observable’ behaviors of that competency
  • Transcript of "The Better Approach to Succession Planning - MITBA CEO Conference 2011"

    1. 1. THE BETTER APPROACH TO SUCCESSSION PLANNING Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd
    2. 2. The World Today… <ul><li>13 th April 2009 </li></ul><ul><li>Two Domino’s employees </li></ul><ul><li>YouTube </li></ul><ul><li>Apology from Domino’s after 48 hours </li></ul><ul><li>1 million hits </li></ul><ul><li>Twitter: questions on silence </li></ul><ul><li>LinkedIn: suggestions by users in forum </li></ul>BusinessWeek, May 4, 2009
    3. 3. <ul><li>Shareholder : MNRB Holdings Berhad (100%) </li></ul><ul><li>Established Date : 18 September 2002 </li></ul><ul><li>Operational since : 2 July 2003 </li></ul><ul><li>Takaful Model : Al-Wakalah </li></ul><ul><li>Business Portfolio : General and Family Takaful </li></ul><ul><li>Number Products : More than 90 </li></ul><ul><li>Number of Participants : More than 1,800,000 </li></ul><ul><li>Number of Agents : More than 6,000 </li></ul><ul><li>Number of Staff : 490 </li></ul><ul><li>Regional Offices : 11 </li></ul><ul><li>Paid Up Capital : RM295 million </li></ul>TAKAFUL IKHLAS CORPORATE PROFILE
    4. 4. TISB Medical/Health (EB/GHS) Solution Referral Employees Specialist & Hospitals Panel GP Clinics <ul><li>EMPLOYEES & DEPENDANT </li></ul><ul><li>Claims Submission </li></ul><ul><li>Tracking of eligibility </li></ul><ul><li>Enquiries & Complaints </li></ul><ul><li>Employee benefit materials </li></ul><ul><li>Unions </li></ul><ul><li>Abuse of benefits </li></ul><ul><li>PANEL CLINICS </li></ul><ul><li>Processing Bills </li></ul><ul><li>Payment </li></ul><ul><li>Appointment and removal </li></ul><ul><li>Policies & Procedures </li></ul><ul><li>Tracking Entitlements </li></ul><ul><li>Issues & Complaints </li></ul><ul><li>Overcharging & Abuse </li></ul><ul><li>MC Verification </li></ul><ul><li>SPECIALIST & HOSPITALS </li></ul><ul><li>Issuance of GL </li></ul><ul><li>Hosp. Bank Guarantee/Deposit </li></ul><ul><li>Appointment and removal </li></ul><ul><li>Tracking Entitlements </li></ul><ul><li>Processing Bills </li></ul><ul><li>Payment </li></ul><ul><li>Hospital Reports </li></ul><ul><li>EASY ACCESS TO CARE </li></ul><ul><li>Panel of 2000 clinics nationwide </li></ul><ul><li>All major hospitals recognises our GLs </li></ul><ul><li>Appointment & management of </li></ul><ul><li>medical panel </li></ul><ul><li>1 st CLASS SERVICE </li></ul><ul><li>Benefit & Procedure briefing </li></ul><ul><li>Help Desk </li></ul><ul><li>Tri-annual Cost & Utilization Report </li></ul><ul><li>Benchmarking </li></ul><ul><li>Analysis & Recommendations </li></ul><ul><li>PEACE OF MIND </li></ul><ul><li>24/7 LOG Issuance </li></ul><ul><li>Cashless Admission </li></ul><ul><li>Comments </li></ul>CLIENT TISB
    5. 5. Inflation = 7.4% p.a. Inflation = 19.86% p.a. TISB Medical Cost Management
    6. 6. 100% RENEWED WITH US SINCE 2009/2010
    7. 7. INTRODUCTION TO SUCCESSION PLANNING
    8. 8. Intro: <ul><li>“ Cow don’t drink water cannot push cow head down” </li></ul>
    9. 9. Assumption 1 <ul><li>Business Owners who have heirs </li></ul><ul><li>CEOs or Management who wish to instruct HR about SP </li></ul>
    10. 10. Assumption 2
    11. 11. Assumption 2
    12. 12. 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.”
    13. 13. Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No Performance is happening.”
    14. 14. Philosophy <ul><li>Loyalty is misleading… </li></ul><ul><li>Heavy Consumption ≠ Loyalty </li></ul><ul><li>Loyalty ≠ Heavy Consumption </li></ul><ul><li>Good Performance ≠ Retention </li></ul><ul><li>Retention ≠ Good Performance </li></ul>
    15. 15. PRACTICAL SUCCESSION PLANNING
    16. 16. Right vs. Wrong SP Method <ul><li> Succession Planning as per Job Positions </li></ul> Succession Planning as per Leveling
    17. 17. What’s your purpose for Succession Planning? <ul><li>Succession Planning </li></ul><ul><li>= </li></ul><ul><li>Business Continuity Plan </li></ul>
    18. 18. What’s your SP goal? Business Continuity
    19. 19. Principles and Objectives Principles 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>
    20. 20. Principles and Objectives Principles 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>Retention / Engagement </li></ul>
    21. 21. The Wrong Approach
    22. 22. The Better Approach 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
    23. 23. Two Types of Segmentation for Succession Planning <ul><li>Demographic segmentation </li></ul><ul><li>Talent segmentation </li></ul>
    24. 24. Demographic Segmentation - General Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
    25. 25. Demographic Segmentation - others <ul><li>Women, Working Mothers </li></ul><ul><li>Youtube generation </li></ul><ul><li>Working retired </li></ul><ul><li>Social Activists </li></ul><ul><li>Work/Life balancers </li></ul>
    26. 26. Targeting: Identify and Attract <ul><li>Who are your Talents? </li></ul> : A Talent for others does not mean a Talent for you
    27. 27. Example: ABC’s Talent Profile <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Environment </li></ul><ul><li>No Growth/Learning </li></ul><ul><li>No MBA </li></ul><ul><li>Passion, Values, IQ (streetsmart) </li></ul><ul><li>Appreciate Chaos </li></ul><ul><li>Multitask </li></ul><ul><li>Passion to Learn </li></ul>
    28. 28. Targeting: Identify and Attract Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    29. 29. Targeting: Identify and Attract 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>
    30. 30. SUCCESSION PLANNING VS. YOUR BUSINESS MODEL
    31. 34. The McPlaybook* <ul><li>Make it easy to eat </li></ul><ul><li>50% drive-thru </li></ul><ul><li>Meals held in one hand </li></ul><ul><li>Make it easy to prepare </li></ul><ul><li>High Turnover </li></ul><ul><li>Tasks simple to learn & repeat </li></ul><ul><li>Make it quick </li></ul><ul><li>“ Fast Food” </li></ul><ul><li>Tests new products for Cooking Times </li></ul><ul><li>Make what customers want </li></ul><ul><li>Prowls market for new products </li></ul><ul><li>Monitored field tests </li></ul>*Adapted from: Businessweek , Februrary 5 th 2007
    32. 35. What is the Business Model? USP Market Discipline Profit Model <ul><li>Google </li></ul><ul><li>Tata Nano </li></ul>
    33. 36. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
    34. 37. What is the Business Model? USP Market Discipline Profit Model
    35. 38. Market Discipline <ul><li>&quot;Exactly what I need&quot; </li></ul><ul><li>Customized products </li></ul><ul><li>Personalized communications </li></ul><ul><li>&quot;They're very responsive&quot; </li></ul><ul><li>Preferential service and flexibility </li></ul><ul><li>Recommends what I need </li></ul><ul><li>&quot;I'm very loyal to them&quot; </li></ul><ul><li>Helps us to be a success </li></ul>&quot;They are the most innovative&quot; &quot;Constantly renewing and creative&quot; &quot;Always on the leading edge&quot; &quot;A great deal!&quot; Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership &quot;A no-hassles firm&quot; Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy <ul><li>Air Asia </li></ul><ul><li>LV </li></ul><ul><li>Ramly </li></ul>
    36. 39. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Eg. Google Tata Nano
    37. 40. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    38. 41. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Eg. Air Asia
    39. 42. <ul><li>Product Leadership </li></ul><ul><li>New, state of the art products or services </li></ul><ul><li>Risk takers </li></ul><ul><li>Meet volatile customer needs </li></ul><ul><li>Fast concept-to- counter </li></ul><ul><li>Never satisfied - obsolete own and competitors' products </li></ul><ul><li>Learning organization </li></ul>Alignment & Consistency: Disciplines, Priorities, and KPIs <ul><li>Operational Excellence </li></ul><ul><li>Competitive price </li></ul><ul><li>Error free, reliable </li></ul><ul><li>Fast (on demand) </li></ul><ul><li>Simple </li></ul><ul><li>Responsive </li></ul><ul><li>Consistent information for all </li></ul><ul><li>Transactional </li></ul><ul><li>'Once and Done' </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Management by Fact </li></ul><ul><li>Easy to do business with </li></ul><ul><li>Have it your way (customization) </li></ul><ul><li>Market segments of one </li></ul><ul><li>Proactive, flexible </li></ul><ul><li>Relationship and consultative selling </li></ul><ul><li>Cross selling </li></ul>
    40. 43. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    41. 44. Alignment & Consistency Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009/2010
    42. 45. SETTING EXPECTATIONS AND MONITORING PROGRESS
    43. 46. MBO Standards A Excellent B Good C Average D Poor E Useless
    44. 47. MBO Standards A Excellent B Good C Average Good D Poor E Useless
    45. 48. MBO Standards A Excellent Excellent B Good Very Good C Average Good D Poor Not Good E Useless Commit Suicide
    46. 49. Competency Target Setting <ul><li>Initiative </li></ul><ul><li>Teamwork </li></ul><ul><li>Problem Solving </li></ul><ul><li>Leadership </li></ul><ul><li>Integrity </li></ul>What’s the problem here?
    47. 50. Competency Target Setting <ul><li>Initiative </li></ul><ul><li>Minimize problems quickly without needing to be asked </li></ul><ul><li>Seeks personal growth and professional self-development </li></ul><ul><li>Doing more than is required/expected in a job </li></ul><ul><li>Seeks new and improved solutions and approaches to completing assignments </li></ul><ul><li>Looks for opportunities to help others and team </li></ul>
    48. 51. Competency Standards 3 Meets behavioral standards consistently . Is a good role model for others. 2 Meets behavioral standards some of the time. Needs improvement. 1 Does not meet behavioral standards. Require counseling or disciplinary actions.
    49. 52. DEVELOPING AND MOTIVATING
    50. 53. The Better Approach 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
    51. 54. Succession Planning Table: Example
    52. 55. Advanced Career Development Plan: Example
    53. 56. Advanced Career Development Plan: Example
    54. 57. Advanced Career Development Plan: Example
    55. 58. Advanced Career Development Plan: Example
    56. 59. SCL: Specialist Career Ladder <ul><li>Telco, </li></ul><ul><li>Outsourcing, </li></ul><ul><li>Aerospace, </li></ul><ul><li>Biotech, </li></ul><ul><li>Digital media, </li></ul><ul><li>Animation,  </li></ul><ul><li>M&A </li></ul><ul><li>Financial forensics </li></ul><ul><li>FSI </li></ul>
    57. 60. SCL: Specialist Career Ladder <ul><li>General incentives & privileges : </li></ul><ul><li>a. Extra monetary incentive </li></ul><ul><li>b. Official Specialist / Consultant job title. </li></ul><ul><li>c. Higher external training subsidy limit by company. </li></ul><ul><li>d. Tie-pin or pin </li></ul><ul><li>e. Certificate </li></ul><ul><li>f. Additional benefits </li></ul>General qualifying/re-qualifying criteria: a. Meet the competency criteria b. Performance min B, PED c. Min. 40 training hr/year d. Physical contribution: i Mentoring ii Write-up iii Speaking iv Multimedia recording v R&D publication / Thesis
    58. 61. Motivating Talent Hope Control
    59. 62. Motivating Talent Passion Job Growth Talent Minimum Motivation Target: 2 out of 4 Delegation
    60. 63. Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff
    61. 64. END NOTES
    62. 65. <ul><li>“ He has 20 years experience: 1 year of bad experience repeated 20 times” </li></ul>
    63. 66. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/
    64. 67. More About Takaful Ikhlas
    65. 68. BUSINESS GROWTH <ul><li>GROSS CONTRIBUTION (Gross Premium) : </li></ul><ul><li>2010/2011 : RM761 million </li></ul><ul><li>2009/2010 : RM615 million </li></ul><ul><li>2008/2009 : RM 579 million </li></ul><ul><li>2007/2008 : RM428 million </li></ul><ul><li>2006/2007 : RM224 million </li></ul><ul><li>2005/2006 : RM147 million </li></ul><ul><li>2004/2005 : RM66 million </li></ul><ul><li>2003/2004 : RM6.5 million </li></ul>
    66. 69. AWARDS <ul><li>Global Leadership Award 2011 (Takaful Sector) - YBhg Dato’ Hj Syed Moheeb </li></ul><ul><li>Kuala Lumpur Malay Chamber of Commerce Merit Industy Award 2011 (Insurance Sector) </li></ul><ul><li>- YBhg Dato’ Hj Syed Moheeb </li></ul><ul><li>MTA Takaful Awards 2011 </li></ul><ul><li>- BancaTakaful: Top Person Producer Award, </li></ul><ul><li>- BancaTakaful: Top Person Producer Award – Investment-Link Regular, </li></ul><ul><li>- BancaTakaful: Top Person Producer Award – Investment - Link Single </li></ul><ul><li>- Young Takaful Manager Award – Wan Jemizan W. Deraman </li></ul><ul><li>Islamic Finance News 2008, 2009 & 2010 – Best Takaful Provider </li></ul><ul><li>Takaful Leadership Awards 2010 – Best Marketing </li></ul><ul><li>International Takaful Awards 2010 – Best Takaful Product for IKHLAS Medic Assist Takaful (IMAT) </li></ul><ul><li>Euromoney Islamic Finance Awards 2010 – Best Takaful Provider </li></ul><ul><li>The BrandLaureate SMEs Chapter Awards 2009, 2010 – Best Corporate Brands Insurance </li></ul><ul><li>The Brand Laureate SMEs Chapter Awards 2008, 2009, 2010 – IKHLAS Medic Assist Takaful (IMAT) for Best Brands in Healthcare Insurance </li></ul>
    67. 70. Some of our valued clients
    68. 71. OUR CLIENTS MARITIME INSTITUTE OF MALAYSIA (MIMA) CITRA ALTI SDN.BHD GOLDEN STAR LOGISTIC SDN BHD RJH CONSULTANTS & SERVICES SDN.BHD TGS MARITIME TECHNOLOGY SDN.BHD SOFT TRIANGLE SERVICES SDN.BHD BROADTEC TV R & D CENTER SDN.BHD BAKTI INSANI SDN.BHD KOPERASI PEKEBUN KECIL DAERAH MUAR BHD PERLADANGAN PESERTA KUNDANG SDN.BHD MOF MANAGEMENT SDN.BHD AXXICO SDN.BHD AMALGAMATED METAL BUILDERS (M) SDN.BHD YAYASAN PUSAT HEMODIALISIS PERAK E - ORGANIZATION MAAHAD TAHFIZ NEGERI PAHANG FICRA NOVA SDN.BHD ESQ LEADERSHIP CENTER WELLNESS LIFESTYLES SDN.BHD WIRA KERJAYA SDN.BHD SURIA MEDIK SDN.BHD VR MARKETING (M) SDN.BHD DUALRANK (M) SDN BHD JENG YUAN RECLAIMED RUBBER SDN.BHD AEROTREE DEFENCE & SERVICES KHALID ALUMINIUM SDN.BHD MLC SHIPBUILDING SDN.BHD MILLELIA AQUA GHANI & CO AEREX SDN.BHD SCIENSIM SDN.BHD FRONTLINE SUPPORT SDN.BHD ANJUNG PERKASA SDN.BHD BESPOKE TECHNOLOGY SDN.BHD BIMB FOREIGN CURRENCY CLEARING AGENCY SDN.BHD GAFIS (M) SDN.BHD MEDIABIZ CREATIVE SDN.BHD KOPERASI UITM BERHAD ABENA CONSULTANTS AL RAJHI BANKING & INVESTMENT CORPORATION (MALAYSIA) BHD WISE INNOVATIONS SDN BHD FADZILL CONSTRUCTION SDN BHD S . N . AKMIDA HOLDINGS SDN BHD YAYASAN PELAJARAN JOHOR PELADANG HEITECH SDN BHD TELEVENTURE SDN BHD PERBADANAN ISLAM JOHOR BRIGHTMARK SDN BHD KEMASIK HOLDING SDN BHD UNIKL MEDICAL SERVICES SDN BHD AL-MADINAH INTERNATIONAL UNIVERSITY FOREST PLANTATION DEVELOPMENT SDN. BHD. FOX COMMUNICATIONS SDN. BHD. YAYASAN ISLAM NEGERI KEDAH SYARIKAT PERUMAHAN NEGARA BERHAD. SERI TEMIN DEVELOPMENT CORPORATION (M) SDN. BHD. CENTRAL SPECTRUM (M) SDN BHD MAJUIKAN SDN BHD MAJLIS BANDARAYA PETALING JAYA ADMINISTRATOR RUMAH AWANG ALAK BETATAR & DAMAI RESIDENCE
    69. 72. OUR CLIENTS MALAYSIAN NPK FERTILIZER SDN BHD FOXBORO (MALAYSIA) SDN BHD CEMENT INDUSTRIES (SABAH) SDN BHD STEEL INDUSTRIES (SABAH) SDN. BHD. INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. STRATEGI TEGAS SDN. BHD KUMPULAN DARUL EHSAN BERHAD PRO ASSET MANAGEMENT SDN BHD INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. MAJLIS PERBANDARAN SEPANG PELABUHAN TANJUNG PELEPAS SDN. BHD SENAI AIRPORT TERMINAL SERVICES SDN BHD PELEPAS BRIGANTINE CONTAINER SDN BHD PERMODALAN NASIONAL BERHAD. ISKANDAR REGION DEVELOPMENT AUTHORITY. SETIAUSAHA KERAJAAN NEGERI KED SCOMI GROUP BHD ASIAN FINANCE BANK BERHAD. KOPERASI ANGKATAN TENTERA BERHAD TISISIT CORPORATION (M) SDN BHD INSTITUT BANK BANK MALAYSIA OMNI OIL (ASIA) SDN BHD PERUNDING UNIKON SDN BHD MALAYSIA CONVENTION AND EXHIBITION BUREAU XAIR COMMUNICATION SDN BHD SYARIKAT BEKALAN AIR SELANGOR HLA ASSOCIATES SDN. BHD. CORPORATE LINE (M) SDN. BHD. PUNCAK NIAGA (M) SDN. BHD. WWE HOLDINGS BHD SUASA EFEKTIF (M) SDN. BHD. SYARIKAT BEKALAN AIR SELANGOR PLC INTERNATIONAL SYOR BERNAS S.B AFRIZAN TARMILI KHAIRUL AZHAR KOPERASI KAKITANGAN BANK RAKYAT BERHAD. MALAYSIAN REINSURANCE BERHAD LEMBAGA ZAKAT SELANGOR. (MAIS). UDA ANCASA SDN. BHD. RHB ISLAMIC BANK. TAKAFUL IKHLAS SDN. BHD. KUWAIT FINANCE HOUSE. RHB ISLAMIC BANK. MALAYSIAN REINSURANCE BERHAD. FELDA IFFCO SDN BHD BIMB INVESTMENT MANAGEMENT BERAD IBFIM
    70. 73. TISB’s Strength in Medical/Health <ul><li>H&S </li></ul><ul><li>Extensive hospital network in Malaysia – Goverment and Private </li></ul><ul><li>Pre-existing conditions – waived </li></ul><ul><li>Specified Illness – waived </li></ul><ul><li>30 days waiting period – waived </li></ul><ul><li>Room & Board upgrade - Members have to pay only the difference in Room & Board charges. No co-sharing of 20% on overall bill </li></ul><ul><li>Operations done in one surgery – Cashless with LOG (day-care) </li></ul>
    71. 74. The Best Medical/Health Solution for your Company <ul><li>Understanding the Program </li></ul><ul><li>Confirming the data on experience </li></ul><ul><li>Customized Programs </li></ul><ul><li>Consider Dread Disease Management </li></ul><ul><li>Cost Inflation at reasonable levels </li></ul><ul><li>Complete Analysis of staff disease trends </li></ul><ul><li>Ownership of health </li></ul>Year 1 Year 2 Year 3 3 year program for BEST RESULTS
    72. 75. TISB Medical Cost Management Pre-Authorization (LOG) Red Flags & Alerts Claims Management Network Management <ul><li>Greater scrutiny on doctors under watch list </li></ul><ul><li>Detect abuse & excessive charges </li></ul><ul><li>Review policy exclusion </li></ul><ul><li>Identify abnormal trends </li></ul><ul><li>Benchmarking of cost & Length Of Stay </li></ul><ul><li>Direct Billing for cashless access </li></ul><ul><li>Negotiate: </li></ul><ul><ul><li>Preferred rates on hospital fees </li></ul></ul><ul><ul><li>Package rates/case rates </li></ul></ul><ul><li>Provider relationship building </li></ul><ul><li>Collaboration with other major health insurer via LIAM </li></ul><ul><li>Verify eligibility & validity of claim </li></ul><ul><li>Manage unnecessary admission via Pre-Admission Assessment Form with guidelines drawn for greater scrutiny </li></ul><ul><li>Encourage daycare procedures </li></ul><ul><li>Query procedure cost and length of stay not within range </li></ul><ul><li>Review one day admissions </li></ul>Call Center Medical Management Call Center Claims & Quality Management
    73. 76. TISB Hospital Management Initiatives Value to Our Clients 1. Negotiate with Hospitals for Preferential Rates <ul><li>Savings from Room & Board Charges & Hospital Charges </li></ul><ul><li>Preferential Rates are Passed Back to Clients </li></ul><ul><li>Members can optimize their Medical Benefits Program </li></ul><ul><li>Conduct Bill Reviews / Profiling of Hospitals and Specialist Clinics </li></ul><ul><li>Query and Liaise with Hospitals and Specialist Clinics for Any Discrepancies </li></ul><ul><li>4. Constant Monitoring and Audits of Hospitals and Specialist Clinic Rates </li></ul><ul><li>5. Pre-Admission Assessment </li></ul><ul><li>6. Review & Redirect Outpatient Specialist Visits (after 6 th visit) </li></ul>Appropriate Charges for All Levels of Care Ensure Service Level are Maintained and Upheld
    74. 77. Passport to the Preferred Care Program Member ID Card Back Front
    75. 78. CONTACT US ….. Takaful Ikhlas Sdn. Bhd. (593075 U) IKHLAS Point, Menara 11A, Avenue 5, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur TEL : 03- 2723 9999 FAX : 03- 2723 9998 EMAIL : [email_address] WEBSITE : www.takaful-ikhlas.com.my
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