Internal Branding To Strengthen Talent Retention Strategies

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*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.

Published in: Business, Design

Internal Branding To Strengthen Talent Retention Strategies

  1. 1. INTERNAL BRANDING TO STRENGTHEN TALENT RETENTION STRATEGIES ABF Post-Conference Workshop, 23 rd April 2008 Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  2. 2. Basics of Retention Regardless of Branding or No Branding www.myCNI.com.my www.OOBEY.com
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. Philosophy <ul><li>“ In business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied .” </li></ul>HBR March/April 1996 www.myCNI.com.my www.OOBEY.com
  8. 8. Retention Groups Retention Experience Swing Ex Oppose www.myCNI.com.my www.OOBEY.com
  9. 9. Retention 1: Experience <ul><li>Loyalty = Experience vs. Expectations </li></ul>Solution Strategy: Expectations = Business, Boss (Q12), Job www.myCNI.com.my www.OOBEY.com
  10. 10. Loyalty 1: Experience <ul><li>Clear expectations </li></ul><ul><li>Resources </li></ul><ul><li>Maximize talents </li></ul><ul><li>Recognition </li></ul><ul><li>Caring Boss </li></ul><ul><li>Encourage development* </li></ul><ul><li>Expression </li></ul><ul><li>Company Mission </li></ul><ul><li>Co-workers** </li></ul><ul><li>Friends </li></ul><ul><li>Progress updates </li></ul><ul><li>Learn and Grow </li></ul><ul><li>What “Expectations”? Refer Q12 </li></ul>www.myCNI.com.my www.OOBEY.com
  11. 11. Loyalty 2: Swing <ul><li>Loyalty = Best alternative at the current moment until I find another alternative </li></ul>Solution Strategy: Improve your Q12, or Try Your Best, or Live with It www.myCNI.com.my www.OOBEY.com
  12. 12. Brand Execution: Talent Sub-segment - 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
  13. 13. 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
  14. 14. Swing Talents: 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
  15. 15. Current Brand vs. Ideal Brand Know the past to create the future www.myCNI.com.my www.OOBEY.com
  16. 16. Current ‘Brand’ Current Status Background & Implications <ul><li>Founders </li></ul><ul><li>Senior leaders </li></ul><ul><li>Age, Gender, Race not a barrier </li></ul><ul><li>Customer-focused, really focused </li></ul><ul><li>Flexibility vs. Discipline </li></ul><ul><li>Ad-hoc </li></ul><ul><li>Project-based </li></ul><ul><li>Empowerment </li></ul><ul><li>Young talents leaving </li></ul>www.myCNI.com.my www.OOBEY.com
  17. 17. Current Brand: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes www.myCNI.com.my www.OOBEY.com
  18. 18. Components of Branding Positioning, Execution, and Communication www.myCNI.com.my www.OOBEY.com
  19. 19. Objective of Branding: Way back in 2004… <ul><li>Thomas Cup, Indonesia </li></ul>www.myCNI.com.my www.OOBEY.com
  20. 20. Objective of Branding: Now in 2007… <ul><li>CNI ‘Beemax’ Factory Visit, China </li></ul><ul><li>Top Leaders </li></ul><ul><li>Product Development </li></ul><ul><li>Media </li></ul>www.myCNI.com.my www.OOBEY.com
  21. 21. Components of Branding Positioning Execution Communication www.myCNI.com.my www.OOBEY.com
  22. 22. Brand Positioning Segmentation, Targeting, Basics, Differentiators www.myCNI.com.my www.OOBEY.com
  23. 23. Positioning <ul><li>“ Hope is not a strategy” </li></ul><ul><li>John Maxwell </li></ul>www.myCNI.com.my www.OOBEY.com
  24. 24. Positioning <ul><li>For who? – Segmentation, Targeting </li></ul><ul><li>Your Offer? </li></ul><ul><li>Key Differentiator? </li></ul>www.myCNI.com.my www.OOBEY.com
  25. 25. Two Types of Segmentation for HRM <ul><li>Demographic segmentation </li></ul><ul><li>Talent segmentation </li></ul>www.myCNI.com.my www.OOBEY.com
  26. 26. Demographic Segmentation - General www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
  27. 27. 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><ul><li>Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.) </li></ul>www.myCNI.com.my www.OOBEY.com
  28. 28. Talent Segmentation <ul><li>Who is your Talent? </li></ul> : A Talent for others does not mean a Talent for you www.myCNI.com.my www.OOBEY.com
  29. 29. Talent Segmentation 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
  30. 30. Talent Segmentation 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
  31. 31. Talent Segment Targeting <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>www.myCNI.com.my www.OOBEY.com
  32. 32. Talent Sub-segmentation: Premium target <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
  33. 33. Talent Sub-segmentation: Specialists target <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
  34. 34. What needs work? Current Brand Importance to Target Segment High Low Weak Strong www.myCNI.com.my www.OOBEY.com High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company
  35. 35. Activity Grid to determine HRM priorities www.myCNI.com.my www.OOBEY.com Eliminate (-) What are features/ activities/services to eliminate? Reduce (↓) What are features/ activities/services to reduce? Create (+) What are features/ activities/services to introduce? Increase ( ↑) What are features/ activities/services to increase?
  36. 36. Basics & Differentiators Segments Targets Targets Basics Differentiators www.myCNI.com.my www.OOBEY.com
  37. 37. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
  38. 38. KEY MESSAGES <ul><li>Who am I? </li></ul><ul><li>What do I offer? </li></ul><ul><li>Support? </li></ul><ul><li>End benefit(s) </li></ul><ul><li>Tagline: </li></ul>www.myCNI.com.my www.OOBEY.com
  39. 39. Brand Execution Alignment, Basics, Differentiators Also known as ‘Reason To Believe’ www.myCNI.com.my www.OOBEY.com
  40. 40. Brand Execution: Aligning the 4-Wheels Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
  41. 41. Brand Alignment: Talent Segment Philosophies 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>SP drives TM </li></ul><ul><li>Talent Pool owned by the company </li></ul><ul><li>Retention / Engagement </li></ul>www.myCNI.com.my www.OOBEY.com
  42. 42. Brand Alignment: Demographics Segment Philosophies? Principles HR Philosophy www.myCNI.com.my www.OOBEY.com
  43. 43. Alignment: Framework <ul><li>Org Structure </li></ul><ul><li>Job Design </li></ul><ul><li>C&B </li></ul><ul><li>Policies & procedures </li></ul><ul><li>Decision making </li></ul><ul><li>Job fit </li></ul><ul><li>Management Systems </li></ul><ul><li>BSC and KPIs </li></ul><ul><li>Decentralized vs. Centralized </li></ul><ul><li>Control vs. Empower </li></ul>www.myCNI.com.my www.OOBEY.com Structure
  44. 44. Strategy: Framework <ul><li>Tools </li></ul><ul><li>Physical facilities </li></ul><ul><li>Peer support </li></ul><ul><li>Information </li></ul><ul><li>T&D Programs </li></ul><ul><li>Mentors </li></ul><ul><li>Guides </li></ul><ul><li>ICT </li></ul><ul><li>OJT </li></ul>www.myCNI.com.my www.OOBEY.com Resources
  45. 45. Strategy: Framework <ul><li>Role modeling </li></ul><ul><li>Vision/Mission/Philosophy </li></ul><ul><li>Leadership Style </li></ul><ul><li>Delegation & Empowerment </li></ul><ul><li>C&B </li></ul><ul><li>Promotions </li></ul><ul><li>Transition development </li></ul>www.myCNI.com.my www.OOBEY.com Leadership
  46. 46. Strategy: Framework <ul><li>Recognition </li></ul><ul><li>Recruitment </li></ul><ul><li>Training </li></ul><ul><li>Values </li></ul><ul><li>Motivation </li></ul><ul><li>Self Efficacy </li></ul><ul><li>Awareness </li></ul><ul><li>Useful Competencies </li></ul><ul><li>Career aspirations </li></ul><ul><li>Attribution (control) </li></ul>www.myCNI.com.my www.OOBEY.com Person
  47. 47. Alignment: 4-Wheels Model Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person
  48. 48. Brand Execution: Talent Segment <ul><li>Talent Segment </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
  49. 49. Brand Execution: Demographic Segment <ul><li>Key Demographics </li></ul>Philosophy Selection www.myCNI.com.my www.OOBEY.com Development Motivation Evaluation
  50. 50. Example Brand Execution: Talent Segment - C&B <ul><li>Eliminate Staff Awards </li></ul><ul><li>Eliminate Staff Trips </li></ul><ul><li>Eliminate HOD trips </li></ul><ul><li>Remove Salary structure limitations for TP </li></ul><ul><li>Premium Group Pay </li></ul><ul><li>Year-round promotions/increment </li></ul><ul><li>Spot Bonus Pool </li></ul><ul><li>Additional Profit Sharing points for TP </li></ul><ul><li>↑ Pay for Performers, ↓ pay for Non-Performers </li></ul><ul><li>Additional % during annual increments </li></ul><ul><li>Special Allowances </li></ul><ul><li>SCL Allowances </li></ul><ul><li>Flexitime </li></ul>www.myCNI.com.my www.OOBEY.com
  51. 51. Demographic Segment: Example Strategies <ul><li>Gen Y </li></ul><ul><li>ICT </li></ul><ul><li>Women </li></ul>www.myCNI.com.my www.OOBEY.com
  52. 52. Sample Policy: Career <ul><li>Internal Transfer </li></ul><ul><li>Internal Selection </li></ul><ul><li>Rotation </li></ul><ul><li>Special Projects </li></ul><ul><li>Transitional assignments </li></ul><ul><li>Secondments </li></ul><ul><li>Roll-out teams </li></ul><ul><li>Sabbaticals </li></ul><ul><li>Tele-commuting </li></ul><ul><li>Part-time </li></ul><ul><li>Micro business units </li></ul><ul><li>Specialist Career Ladders </li></ul><ul><li>Employee Exchange programs </li></ul><ul><li>Boomerangs </li></ul><ul><li>Job enlargement (depth) </li></ul><ul><li>Job enhancement (breadth) </li></ul><ul><li>Freelance, Consulting </li></ul><ul><li>Job Reduction </li></ul>www.myCNI.com.my www.OOBEY.com
  53. 53. Brand Communication Image, Touch Points, Repetition, and Emphasis www.myCNI.com.my www.OOBEY.com
  54. 54. Attract <ul><li>“ You don’t attract who you want. You attract who you are ” </li></ul><ul><li>John Maxwell </li></ul>www.myCNI.com.my www.OOBEY.com
  55. 55. Attract <ul><li>What’s your main Differentiator? </li></ul><ul><ul><li>Money? Opportunity? Big Projects? Big Clients? Career Growth? Environment? Love and Fresh Air? </li></ul></ul><ul><li>Fish where the Fish are… </li></ul><ul><li>Hire Strict. Refuse if possible. </li></ul><ul><li>Who you retire determines who you attract </li></ul>www.myCNI.com.my www.OOBEY.com
  56. 56. Attract: HR and Marketing <ul><li>Who designs your Job Ads? </li></ul><ul><ul><li>It better be Marketing </li></ul></ul><ul><li>Understand the psychology of a Talent Job Seeker when reading Job Ads </li></ul><ul><li>Not sure? Consult experts </li></ul><ul><li>Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc. </li></ul>www.myCNI.com.my www.OOBEY.com
  57. 57. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
  58. 58. KEY MESSAGES <ul><li>Who am I? </li></ul><ul><li>What do I offer? </li></ul><ul><li>Support? </li></ul><ul><li>End benefit(s) </li></ul><ul><li>Tagline: </li></ul>www.myCNI.com.my www.OOBEY.com
  59. 59. Touch Points Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet* Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
  60. 60. Touch Pointsl Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
  61. 61. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Internships, joint projects with University Events, workshops, campaign visits, seated dinners www.myCNI.com.my www.OOBEY.com
  62. 62. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mentorship programs Campus presentations, career fairs Online games, sponsorship of awards www.myCNI.com.my www.OOBEY.com
  63. 63. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Direct Marketing (eg. mailing) Direct-response marketing Print media, radio www.myCNI.com.my www.OOBEY.com
  64. 64. End Point The end of the Beginning www.myCNI.com.my www.OOBEY.com
  65. 65. Issues and Challenges <ul><li>HODs unclear </li></ul><ul><li>HODs disagree/unsupportive </li></ul><ul><li>HODs not committed </li></ul><ul><li>Functional silos </li></ul><ul><li>HODs not willing to openly differentiate </li></ul><ul><li>Incompetent superiors/HODs </li></ul><ul><li>Difficult to evaluate </li></ul><ul><li>Aligning with Business Goals </li></ul><ul><li>Unsynchronized and unmonitored training and development </li></ul>www.myCNI.com.my www.OOBEY.com
  66. 66. For Starting Up… Importance to Target Segment High Low www.myCNI.com.my www.OOBEY.com
  67. 67. For Starting Up… Current Brand Weak Strong www.myCNI.com.my www.OOBEY.com
  68. 68. For Starting Up… Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person
  69. 69. For Starting Up… Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass www.myCNI.com.my www.OOBEY.com
  70. 70. 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
  71. 71. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

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