Employee Differentiation In Successful Rewards Management - ABF Compensation and Benefits Seminar

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*How to differentiate employees’ using compensation and benefits
*Performance-based “Rewards and Recognition”
programme
*Living your values and keeping employees’ motivation levels high

Published in: Economy & Finance, Business

Employee Differentiation In Successful Rewards Management - ABF Compensation and Benefits Seminar

  1. 1. EMPLOYEE DIFFERENTIATION IN SUCCESSFUL REWARDS MANAGEMENT Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  2. 2. Background & Philosophy The anchor for all decisions www.myCNI.com.my www.OOBEY.com
  3. 3. About: CNI <ul><li>19 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Export/Trading, eCommerce, F&B Cafés </li></ul><ul><li>Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan, Oman, United States </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>www.myCNI.com.my www.OOBEY.com
  4. 4. Background: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes www.myCNI.com.my www.OOBEY.com
  5. 5. The 51.28% Theory <ul><li>Resign = Push + Pull > 51.28% </li></ul><ul><li>If staff is Happy: </li></ul><ul><ul><li>=> 0 + Pull > 51.28% </li></ul></ul>www.myCNI.com.my www.OOBEY.com
  6. 6. 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
  7. 7. 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
  8. 8. 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>www.myCNI.com.my www.OOBEY.com
  9. 9. A. Background & Philosophy 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>www.myCNI.com.my www.OOBEY.com
  10. 10. How “Differentiation” got started Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model
  11. 11. Targeting: Identify and Attract <ul><li>Who are your Talents? </li></ul> : A Talent for others does not mean a Talent for you www.myCNI.com.my www.OOBEY.com
  12. 12. Targeting: Identify and Attract Group I (Talent Pool) <ul><li>Identify </li></ul>www.myCNI.com.my www.OOBEY.com 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
  13. 13. 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>www.myCNI.com.my www.OOBEY.com
  14. 14. **Additional Categories <ul><li>Definition of ‘Premium’ staff </li></ul><ul><li>Specially selected from the TP. </li></ul><ul><li>They have in addition, the following attributes: </li></ul><ul><ul><li>High-profile in the field or industry </li></ul></ul><ul><ul><li>Loyalty proven </li></ul></ul><ul><ul><li>Proven high work-rate and great attitude </li></ul></ul><ul><ul><li>Undeniable contribution and efforts </li></ul></ul><ul><ul><li>Highly looked upon and respected by most staff </li></ul></ul><ul><ul><li>Ability to multi-task and assist in various areas </li></ul></ul><ul><ul><li>Key people in CNI’s Succession Plans </li></ul></ul>www.myCNI.com.my www.OOBEY.com
  15. 15. **Additional Categories <ul><li>Definition of ‘Specialist’ Staff </li></ul><ul><li>Has competencies (skills & knowledge) in a particular professional field of work. </li></ul><ul><li>A staff is deemed to be a Specialist when all the following occurs: </li></ul><ul><ul><li>The particular Competency (Skills or Knowledge or both) is highly required by CNI </li></ul></ul><ul><ul><li>Supply for the competency in the market is low but demand is high </li></ul></ul><ul><ul><li>The competency is difficult to learn, transfer and/or duplicate </li></ul></ul>www.myCNI.com.my www.OOBEY.com
  16. 16. Targeting: Identify and Attract Retention Experience Swing Ex Oppose www.myCNI.com.my www.OOBEY.com
  17. 17. Retention 1: Experience <ul><li>Loyalty = Experience vs. Expectations </li></ul>Solution Strategy: Talent Management Plan www.myCNI.com.my www.OOBEY.com
  18. 18. Loyalty 1: Experience <ul><li>Talent Management Plan </li></ul>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
  19. 19. Loyalty 2: Swing <ul><li>Loyalty = Best alternative at the current moment until I find another alternative </li></ul>Solution Strategy: Improve your Talent Management Plan, Try Your Best, or Live with It www.myCNI.com.my www.OOBEY.com
  20. 20. Loyalty 2: Swing <ul><li>Swing Talents are “loyal” because: </li></ul><ul><li>Individual Relationships </li></ul><ul><li>Convenience (at that point in time) </li></ul><ul><li>Contractually tied-up </li></ul><ul><li>Direct Incentives* </li></ul><ul><li>No better alternative </li></ul><ul><li>Subordinates </li></ul><ul><li>No known alternative </li></ul><ul><li>CV friendly </li></ul>www.myCNI.com.my www.OOBEY.com
  21. 21. Dangers of Direct Incentives <ul><li>lessen internal motivation, </li></ul><ul><li>switch to mercenary mode, </li></ul><ul><li>do something and do not do something else, </li></ul><ul><li>bribe and fraud culture, </li></ul><ul><li>easier for competitors to recruit, </li></ul><ul><li>lessen teamwork & helpful culture, </li></ul><ul><li>less and less impact for same value, </li></ul><ul><li>mockery of base salary and employment contract, </li></ul><ul><li>rebellion from non-incentivised staff, </li></ul><ul><li>end up incentivising everyone for everything?, </li></ul>www.myCNI.com.my www.OOBEY.com
  22. 22. What drives Reward? The driving force behind compensation and benefits strategies www.myCNI.com.my www.OOBEY.com
  23. 23. What drives our Reward? Compensation & Benefits Values Strategy www.myCNI.com.my www.OOBEY.com
  24. 24. Alignment & Consistency <ul><li>Mamak stall </li></ul>www.myCNI.com.my www.OOBEY.com
  25. 25. Alignment & Consistency <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 www.myCNI.com.my www.OOBEY.com
  26. 26. 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) www.myCNI.com.my www.OOBEY.com
  27. 27. 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 www.myCNI.com.my www.OOBEY.com
  28. 28. <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>www.myCNI.com.my www.OOBEY.com
  29. 29. <ul><li>Operational Excellence </li></ul><ul><ul><ul><li>Move know-how from top performing units to others </li></ul></ul></ul><ul><ul><ul><li>Benchmark against best in class </li></ul></ul></ul><ul><ul><ul><li>Ensure operations training for all employees </li></ul></ul></ul><ul><ul><ul><li>Use disciplines like TQM for continuous learning to reduce costs and improve quality </li></ul></ul></ul>Alignment & Consistency: Market Disciplines www.myCNI.com.my www.OOBEY.com
  30. 30. Alignment & Consistency: Market Disciplines <ul><li>Customer Intimacy </li></ul><ul><ul><ul><li>Capture knowledge about customers </li></ul></ul></ul><ul><ul><ul><li>Understand customer needs </li></ul></ul></ul><ul><ul><ul><li>Empower front line employees </li></ul></ul></ul><ul><ul><ul><li>Ensure that everyone knows the customer </li></ul></ul></ul><ul><ul><ul><li>Make company knowledge available to customers </li></ul></ul></ul>www.myCNI.com.my www.OOBEY.com
  31. 31. <ul><li>Product Leadership </li></ul><ul><ul><ul><li>Reduce time to market </li></ul></ul></ul><ul><ul><ul><li>Commercialize new products fast </li></ul></ul></ul><ul><ul><ul><li>Ensure that ideas flow </li></ul></ul></ul><ul><ul><ul><li>Reuse what other parts of the company have already learned </li></ul></ul></ul><ul><ul><ul><li>Ensure there are multiple sources of funding </li></ul></ul></ul>Alignment & Consistency: Market Disciplines www.myCNI.com.my www.OOBEY.com
  32. 32. 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) www.myCNI.com.my www.OOBEY.com
  33. 33. 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) www.myCNI.com.my www.OOBEY.com
  34. 34. Business Situations vs. HRM and their impact on C&B Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Stack R&D Early wins Slow Down HR Costs Top Talent focus Stack Sales Increase attrition
  35. 35. Values Driven C&B <ul><li>Performance </li></ul><ul><li>Differentiation </li></ul><ul><li>Teamwork </li></ul><ul><li>Caring </li></ul>www.myCNI.com.my www.OOBEY.com
  36. 36. Managing Performance through C&B www.myCNI.com.my www.OOBEY.com
  37. 37. Values Driven C&B <ul><li>Performance </li></ul><ul><li>Differentiation </li></ul><ul><li>Teamwork </li></ul><ul><li>Caring </li></ul>www.myCNI.com.my www.OOBEY.com
  38. 38. <ul><li>Beating a Dead Horse </li></ul>www.myCNI.com.my www.OOBEY.com
  39. 39. Most Common Desperate Performance Improvement methods <ul><li>Send for more Training </li></ul><ul><li>Enforce more Incentives (positive/negative) </li></ul>www.myCNI.com.my www.OOBEY.com
  40. 40. Mager and Pipe <ul><li>Analyzing Performance Discrepancies </li></ul>www.myCNI.com.my www.OOBEY.com
  41. 41. Alignment: 4-Wheels Model Philosophies Corporate Objective Performance Objectives www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
  42. 42. Incentive Problems <ul><li>Problem with C&B in managing performance: </li></ul><ul><li>Most people are confused or unsure about compensation tools </li></ul><ul><li>Some people misuse compensation tools </li></ul>www.myCNI.com.my www.OOBEY.com
  43. 43. What to Pay? <ul><li>Pay for Service </li></ul><ul><li>Pay for Job </li></ul><ul><li>Pay for Competency </li></ul><ul><li>Pay for Performance </li></ul>www.myCNI.com.my www.OOBEY.com
  44. 44. Pay for Job www.myCNI.com.my www.OOBEY.com <ul><li>Competency </li></ul><ul><li>- Knowledge </li></ul><ul><li>- Skills </li></ul><ul><li>- Experience </li></ul><ul><li>Problem solving </li></ul><ul><li>- Complex </li></ul><ul><li>- Type of problems </li></ul><ul><li>- Special Problems </li></ul><ul><li>Responsibility </li></ul><ul><li>- Authority </li></ul><ul><li>- Success/Failure </li></ul><ul><li>- Freedom to act </li></ul>
  45. 45. Performance and Incentives <ul><li>Internal Equity </li></ul><ul><ul><li>Internal Job Rates </li></ul></ul><ul><ul><li>Performance differentials </li></ul></ul><ul><li>External Competitiveness </li></ul><ul><ul><li>External Job Rates - Benchmarking </li></ul></ul><ul><ul><li>Demand & Supply </li></ul></ul>www.myCNI.com.my www.OOBEY.com
  46. 46. What’s the Difference? <ul><li>Increment </li></ul><ul><li>Bonus </li></ul><ul><li>Promotion </li></ul>www.myCNI.com.my www.OOBEY.com
  47. 47. Compa Ratio Table <ul><li>Use this if your company: </li></ul><ul><li>Pays for Performance , and </li></ul><ul><li>Pays for Job rates </li></ul><ul><li>Def: </li></ul><ul><li>Mid-Point = Mid Point of Pay Grade </li></ul>Grade E2 Min RM2,000 MID RM2,500 Max RM3,000 www.myCNI.com.my www.OOBEY.com
  48. 48. Compa Ratio Table www.myCNI.com.my www.OOBEY.com 1 2 3 4 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  49. 49. Compa Ratio Table www.myCNI.com.my www.OOBEY.com 1 2 5% 3 4 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  50. 50. Compa Ratio Table www.myCNI.com.my www.OOBEY.com 0 1 2 2 3 4 5% 7 9 3 7 4 9 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  51. 51. Compa Ratio Table www.myCNI.com.my www.OOBEY.com 0 0 0 2 4 1 0 1 2 4 6 2 3 4 5% 7 9 3 3 5 7 9 12 4 7 8 9 12 15 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  52. 52. Employee Differentiation through Relative Performance and Talent Management www.myCNI.com.my www.OOBEY.com
  53. 53. Values Driven C&B <ul><li>Performance </li></ul><ul><li>Differentiation </li></ul><ul><li>Teamwork </li></ul><ul><li>Caring </li></ul>www.myCNI.com.my www.OOBEY.com
  54. 54. Employee Distinction? www.myCNI.com.my www.OOBEY.com 1 2 3 4 5 1 2 3 4 5 6 2 3 4 5% 6 7 3 4 5 6 7 8 4 5 6 7 8 9 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  55. 55. Employee Distinction? www.myCNI.com.my www.OOBEY.com 0 0 0 0 0 1 0 0 1 1 1 2 3 4 5% 7 9 3 3 5 9 12 18 4 5 8 12 15 20 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  56. 56. Employee Distinction 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>www.myCNI.com.my www.OOBEY.com
  57. 57. SCL: Specialist Career Ladder www.myCNI.com.my www.OOBEY.com Associate Specialist (2) Specialist (4) Consultant (4) Principal Consultant (1)
  58. 58. 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 www.myCNI.com.my www.OOBEY.com
  59. 59. Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff www.myCNI.com.my www.OOBEY.com
  60. 60. Swing Loyalty: Try Your Best… <ul><li>Over Promote </li></ul><ul><li>Loans </li></ul><ul><li>Spot Bonuses </li></ul><ul><li>Block recruiters </li></ul><ul><li>The Spouse </li></ul><ul><li>Toys </li></ul><ul><li>Glorified Titles </li></ul><ul><li>Forced Ambassador </li></ul><ul><li>“ Position” the competition </li></ul><ul><li>Sell the Dream </li></ul><ul><li>Give them a Best Friend </li></ul><ul><li>Internal Trainer </li></ul>www.myCNI.com.my www.OOBEY.com
  61. 61. Managing Team performance – collaboration, innovation www.myCNI.com.my www.OOBEY.com
  62. 62. Values Driven C&B <ul><li>Performance </li></ul><ul><li>Differentiation </li></ul><ul><li>Teamwork </li></ul><ul><li>Caring </li></ul>www.myCNI.com.my www.OOBEY.com
  63. 63. Managing TEAMS <ul><li>Identify the right ‘levers’ </li></ul><ul><li>Set KPIs for the right ‘levers’ </li></ul><ul><li>Manage the ‘levers’ through performance systems </li></ul><ul><li>Balance Individual vs. Team priorities </li></ul><ul><li>Manage conflicting KPIs, but don’t eliminate them </li></ul>www.myCNI.com.my www.OOBEY.com
  64. 64. TEAM levers C.O.R.E. ÷ W.L. www.myCNI.com.my www.OOBEY.com
  65. 65. Possible TEAM-type KPIs and incentives www.myCNI.com.my www.OOBEY.com <ul><li>Recognition for exceptional success (usually not in cash) </li></ul><ul><li>Individual role considered in normal merit increase process </li></ul>Functional <ul><li>Recognition for exceptional individual or team successes in spot awards or share increases </li></ul><ul><li>Venture profit sharing </li></ul>Network/ Partnerships <ul><li>Recognition for exceptional individual contributions in spot wards or salary increases </li></ul><ul><li>Project / programme Phantom Stock or Profit Sharing </li></ul>Project/ Time-based <ul><li>Team competencies recognised in pay for proficiency approach </li></ul><ul><li>Gainsharing or operational progress incentives </li></ul>Process Possible Incentive Type Team Type
  66. 66. Team Incentive Models <ul><li>1. Fixed Salary Proportion (Fixed Personal, Variable Team) </li></ul>Performance Incentive = Fixed Quantum + (Balance Sum In Bonus Pool ÷ Headcount) www.myCNI.com.my www.OOBEY.com
  67. 67. Team Incentive Models <ul><li>2. Two-tier Multiplier (Variable Personal, Variable Team) </li></ul>Performance Incentive = Personal Target Achievement + (Personal Target Achievement x Team Performance Multiplier) www.myCNI.com.my www.OOBEY.com
  68. 68. Team Incentive Models <ul><li>3. Team Ratio Plan (Variable Personal, Fixed Team) </li></ul>Performance Incentive = Team Ratio x Personal Target Multiplier www.myCNI.com.my www.OOBEY.com
  69. 69. Values Driven C&B <ul><li>Performance </li></ul><ul><li>Differentiation </li></ul><ul><li>Teamwork </li></ul><ul><li>Caring </li></ul>www.myCNI.com.my www.OOBEY.com
  70. 70. What Next? Many things to be improved www.myCNI.com.my www.OOBEY.com
  71. 71. The Wish List <ul><li>Health and Wellness </li></ul><ul><li>Work/Life Balance </li></ul><ul><li>Mobility </li></ul><ul><li>Innovation </li></ul>www.myCNI.com.my www.OOBEY.com
  72. 72. <ul><li>Product Leadership </li></ul><ul><ul><ul><li>Reduce time to market </li></ul></ul></ul><ul><ul><ul><li>Commercialize new products fast </li></ul></ul></ul><ul><ul><ul><li>Ensure that ideas flow </li></ul></ul></ul><ul><ul><ul><li>Reuse what other parts of the company have already learned </li></ul></ul></ul><ul><ul><ul><li>Ensure there are multiple sources of funding </li></ul></ul></ul>Possible Innovation levers www.myCNI.com.my www.OOBEY.com
  73. 73. Innovation Levers? <ul><li>Add 10 value increasing properties to each product or service every 90 days </li></ul><ul><li>Reduce jointly held inventories and lead time required by 90% in 24 months </li></ul><ul><li>Reduce new-product/service development cycle time by 75% in next 2 years </li></ul><ul><li>Copy 10 ideas every 60 days form competitors and noncompetitors </li></ul><ul><li>Target % Revenue from New Products (previous 24 months ) - start with 50% </li></ul>Source: The Innovation Challenge, “ Thriving on Chaos” , by Tom Peters; Alfred A. Knopf Inc. www.myCNI.com.my www.OOBEY.com
  74. 74. Start Up & End Notes The end of the Beginning www.myCNI.com.my www.OOBEY.com
  75. 75. For Starting Up… <ul><li>Get the Business Strategy right </li></ul><ul><li>Link C&B to Strategy (e.g. BSC) </li></ul><ul><li>Clarify the C&B Philosophy </li></ul><ul><li>Strengthen Performance Management System </li></ul><ul><li>Redirect Funds ($$) </li></ul><ul><li>Design simple processes </li></ul><ul><li>Develop and Reward focused on Talent groups </li></ul><ul><li>Communicate throughout </li></ul>www.myCNI.com.my www.OOBEY.com
  76. 76. Problem with C&B… <ul><li>“ Good news for stockholders can be bad news for other stakeholders.” </li></ul><ul><li>Gregory Miller, Assoc. Prof., Harvard Business School. </li></ul>www.myCNI.com.my www.OOBEY.com
  77. 77. In the end… <ul><li>Great Wall of China </li></ul><ul><ul><li>humans are the weakest link </li></ul></ul><ul><ul><li>bad treatment of staff will lead to weak link i.e. easier to bribe, easier to con, etc; </li></ul></ul><ul><ul><li>bad treatment examples: insulting, lose face, broken promises, no dignity, public criticism, restructure without communication </li></ul></ul>www.myCNI.com.my www.OOBEY.com
  78. 78. Other thoughts… <ul><li>Big matters/Small Matters </li></ul><ul><li>Differentiate of Die </li></ul><ul><li>Define “Talent” </li></ul><ul><li>No “Jerk” rule </li></ul><ul><li>Flat Structure? </li></ul><ul><li>The Jerk Boss </li></ul><ul><li>All aspects </li></ul><ul><li>Hire Strict </li></ul>
  79. 79. Summary <ul><li>Segmented & Targeted </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </li></ul>www.myCNI.com.my www.OOBEY.com
  80. 80. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

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