EFFECTIVE STRATEGIES ON HOW TOIDENTIFY, DEVELOP AND SUSTAIN HIGHPERFORMANCE HUMAN CAPITAL TODRIVE BUSINESSCase Study, Conc...
TAKAFUL IKHLAS CORPORATE PROFILE•   Shareholder              : MNRB Holdings Berhad (100%)•   Established Date         : 1...
IKHLAS Medical/Health (EB/GHS)                 Solutions                                               CLIENT             ...
The New World…             13th April 2009             •Two Domino’s employees             •YouTube             •Apology f...
Question 1: Human Capital - Who?         Excellent         Very Good          Average         Not Good       Commit Suicide
Question 2What is the Objective?
IntroUltimate Objective of Marketing:“Get more people, to buy morethings, more frequently, at higherprices.”“Retention and...
Intro“Retention and Loyalty are useless ifNo Conversion is happening.”“Retention and Loyalty are useless ifNo Performance ...
IntroLoyalty is misleading…• Heavy Consumption ≠ Loyalty• Loyalty ≠ Heavy Consumption• Good Performance ≠ Retention• Reten...
Principles and Objectives   Principles             Company’s Needs1. Succession Planning of Key Leaders –   Founding Direc...
Principles and ObjectivesPrinciples                 HR Philosophy 1. Equal / Fair 2. Happy / Productive 3. Hire Low, Train...
Summary: Today’spresentation    1. Business Model    2. Building Blocks
#1: Get the right Business        Model first
“Hope is not a strategy”             John Maxwell
The McPlaybook* Make it easy to eat              Make it easy to prepare • 50% drive-thru                 • High Turnover ...
What is the Business    Model?•Google•Tata Nano       USP                            Market  Profit Model                 ...
Business Model: Profit Model          RevenueAssets                    Cost   Cash                      Margin   Flow
Market Discipline      Product         "They are the most innovative"    •LV   Leadership         "Constantly renewing and...
Alignment & Consistency:                   Market Disciplines                                                             ...
Strategy: Market Disciplines                                                                    Product Leadership        ...
Strategy: Market Disciplines                                                                    Product Leadership        ...
Strategy: Market DisciplinesOperational             Product Leadership      Customer Intimacy  Excellence                 ...
Alignment & Consistency:  Market Disciplines• Operational Excellence    • Move know-how from top performing      units to ...
Alignment & Consistency:  Market Disciplines• Customer Intimacy    • Capture knowledge about customers    • Understand cus...
Alignment & Consistency:  Market Disciplines• Product Leadership    • Reduce time to market    • Commercialize new product...
#2: Building BlocksPeople, Strategies, Structures, Culture
Intro:“Cow don’t drink water cannot    push cow head down”
Business Model vs. Talent &           Performance ManagementOrganization, jobs,skillsCulture, values,norms                ...
Business Model vs. Talent &          Performance Management                   Operational ExcellenceOrganization,      • C...
Business Model vs. Talent &          Performance Management                   Product LeadershipOrganization, jobs,•Ad hoc...
Business Model vs. Talent &          Performance Management                   Customer IntimacyOrganization, jobs,• Empowe...
Alignment: 4-Wheels Model                                               Business                                          ...
Alignment: FrameworkCulture     •   Focus point            •   Alignment            •   Quality            •   Innovation ...
Alignment: FrameworkStructure   •   Org Structure            •   Job Design            •   C&B            •   Policies & p...
Strategy: FrameworkLeadership   •   Role modeling             •   Vision/Mission/Philosophy             •   Leadership Sty...
Strategy: Framework         •   Recognition         •   RecruitmentPerson   •   Training         •   Profit sharing       ...
Strategy: Framework          EnablersResources • Technology          • Equipment                             Funding      ...
Alignment: 4-Wheels Model                                               Business                                          ...
Retention, Engagement and        Motivation  Employees are not your assets. Good Employees are your assets
Background: The Four  Desperates1. Desperate      2. DesperateCompetition        Consumer3. Desperate      4. Desperate Ac...
Targeting: Identify and      Attract• Who are your Talents? : A Talent for others does not mean a Talent for you
Example: ABC’s Talent Profile•   Unwanted by big MNCs•   Small companies•   Boring Environment•   No Growth/Learning•   No...
Targeting: Identify and Attract• Identify                   POTENTIAL                     2        3            4        5...
Targeting: Identify and Attract• Identify                     POTENTIAL                     2           3         4       ...
MBO StandardsA    ExcellentB    GoodC    AverageD    PoorE    Useless
MBO StandardsA    ExcellentB    GoodC    Average     GoodD    PoorE    Useless
MBO StandardsA    Excellent   ExcellentB    Good        Very GoodC    Average     GoodD    Poor        Not GoodE    Useles...
MBO StandardsA     Excellent   Consistently achieved 4 for 3                    quartersB     Very Good Higher than planne...
Top Performers and the ‘No   Contribution’ Problem          Historical, Outcome, Results, 1stLagging   Level, Usually Fina...
Top Performers and the ‘No        Contribution’ Problem               Customer Retention %    Lagging, 1st Level          ...
Linking Business Model,                Strategy and Building Blocks Financial                    Revenue Growth        Pro...
Before we continue…Which comes first?2. Strategies -> KPI?3. KPI -> Strategies?
Before we continue …Which comes first?• Strategies -> KPI?• KPI -> Strategies?•already know our priorities, aware of allst...
Before we continue …Which comes first?• Strategies -> KPI?• KPI -> Strategies?•want to find out possible strategies,•deter...
Competency Target Setting1.   Initiative2.   Teamwork3.   Problem Solving4.   Leadership5.   Integrity           What’s th...
Competency Target SettingInitiative2. Minimize problems quickly without needing to     be asked3. Seeks personal growth an...
Competency Standards3     Meets behavioral standards consistently. Is a        good role model for others.2     Meets beha...
Reminder…Reality #1             Cash is King
Reminder …Reality #2             Tangible C&B              Attraction
Reminder …Reality #3          In-Tangible C&B            Retention
Reminder …Reality #4          In-Tangible C&B         Tipping Point for        Attraction/Retention
The 51.28% Theory• Resign = Push + Pull > 51.28%• If staff is Happy: => 0 + Pull > 51.28%
Retention             RetentionExperience       Swing     Ex                         Oppose
Retention 1: ExperienceLoyalty = Experience vs. Expectations   Solution Strategy: Talent   Management Plan
Loyalty 1: Experience  • Talent                                  P/P Grid, SP Table,    Management Plan                   ...
Loyalty 2: SwingLoyalty = Best alternative at the current moment until I find another alternative   Solution Strategy: Imp...
Loyalty 2: SwingSwing Talents are “loyal” because:• Individual Relationships• Convenience (at that point in time)• Contrac...
Post-Recession              RetentionExperience       Swing          Ex                              Oppose             Po...
Swing Loyalty: Try Your       Best…•   Over Promote        1. “Position” the•   Loans                  competition•   Spot...
SCL: Specialist Career Ladder                           •Telco,Principal Consultant (1)   •Outsourcing,                   ...
Motivating TalentHope                      Control
Motivating TalentPassion                 Job           Delegation Talent                 Growth   Minimum Motivation Targe...
Curse of the Bell Curve ‘A’     ‘B’     ‘C’     ‘D’     ‘E’Staff   Staff   Staff   Staff   Staff
End Notes & Start Up The end of the Beginning
For Starting Up…1.   Get the Business Model right2.   Link HRM to Strategy (e.g. BSC)3.   Clarify the HRM Philosophy4.   S...
Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among ...
Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among ...
Popularly Unpopular     Popularity          ≠      Affection
Thank You.              soft copy of slides:http://totallyunrelatedrandomanddebatable.                blogspot.com/
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
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MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results

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MICG NATIONAL HRM, LABOUR LAW UPDATES AND COMPLIANCE SEMINAR FOR THE PUBLIC AND PRIVATE SECTOR 2012

Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
• Key characteristics and capabilities of high-performing organizations
• Steps to foster development of high-performing organisations
• Analysing organisational structures and climates in order to maximise the satisfaction and effectiveness of individuals and work groups
• Cultivating loyalty by aligning employees’ career growth with company goal
• Evaluate the links between systems of high performance work practices and strategic business planning
• How can HR practices add value to business performance?

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  • CNI is very concerned about the subjectivity of the word ‘Customer Loyalty’… with the same concerns that Sergio Zyman has. Loyalty has to Equal business results and Changes in the Life of others.
  • 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?
  • Business Model: USP, Profit Model, Market Discipline, Strategies: Planning, Objectives, Priorities, KPIs, BSC, Enablers Resources: Alignment, Funding, Budgeting
  • Example of successful customer loyalty strategy focusing on Operational Excellence and Product Leadership while maintaining market standard on Customer Service without indulging in it
  • The Business Model is made up of three components – Unique Selling Proposition, Profit Model and Market Discispline Each business is unique depending on how the Business Model is configured Each organization’s PMS has to follow the Business Model If your Business Model is wrong (or inferior), a better PMS cannot help you. Change your Business Model first Example: Google vs Yahoo USP – Simplicity, Search-focused, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Tata Nano vs. GM (Proton vs. Kia, Hyundai, Cherry) USP – Cheap (below USD2,500), no-frills Profit Model – Motorcycle (as opposed to Automobile manufacturing model) ‏
  • The Profit Model is the total interaction between fives components: revenue (how to get money), cost, margin, cash flow, and asset utilization & velocity All five components must be aligned, otherwise a business cannot survive financially A PMS must ensure that all five KPIs are accounted for and have leading KPIs attached to each of the five Example: Google, Tata Nano Local example: Courts Mammoth, Jusco (Aeon)
  • 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
  • A leading business organization can only afford to focus on ONE, at the most TWO of the disciplines If you try to accomplish all three at once, you will end up with: an average business confused employees mixed up product lines too many KPIs wasted funds To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • Quick slide to show that the Market Discipline approach is practical and proven
  • Each Market Discipline requires different operational emphasis This means that each Market Discipline requires a different Performance Management System in order to achieve results Trying to accomplish or benchmark all three (even two) will confuse and dilute your PMS effectiveness
  • Many people go around setting up PMS without clear understanding of Business Directions… (sometimes its hidden from lower management & consultants)… End up HR and FAC getting beat up by Management by now implementing PMS ‘properly’ and everyone over-zealous on KPIs and BSC and processes, without anyone looking at the business. Sometimes the Business itself is unclear, in this case, do not put in a PMS – it will worsen the situation.
  • The next four slides explain how an organization’s Business Model should affect the definition of ‘Talent’ , and the role of PMS in differentiating and highlighting them
  • Different Talents are attracted and motivated by different cultures, systems and norms Your Business Model (executed through your PMS) will decide which Talents you attract and keep The right Talent will help to execute the right Business Model
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here. Resources must follow the Business Model: USP, Profit Model, Market Discipline
  • CNI:
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.
  • Note: Refer to Handout 1: Analysis of Retention
  • 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: 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?
  • This looks better right? But… also still not good enough, right? Refer to Handout 4: 1. Priority, Targets and Standards
  • Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  • Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  • Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  • 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
  • To CNI, there are two definitions and therefore two types of Employee Retention or employees who stay with you, both whom we have to treat differently.
  • *Strategy means concentrating all energy and all aspects of the organization for the purpose of Talent Management. In fact, it’s a mistake to call it “Talent Management” program. Very un-business like So… let’s call it “ Business Continuity Plan ” or “ Business Opportunity Planning ”?
  • Swing happens because of either: You cannot meet the basic expectations, or You are simply not the permanent choice **For the purpose of this Seminar, I am only taking number 1: Providing the Experience to Meet Expectations
  • *Be very very careful about using Direct Incentives:
  • To CNI, there are two definitions and therefore two types of Employee Retention or employees who stay with you, both whom we have to treat differently.
  • Red Underlined: Related to either Compensation or Benefits
  • MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results

    1. 1. EFFECTIVE STRATEGIES ON HOW TOIDENTIFY, DEVELOP AND SUSTAIN HIGHPERFORMANCE HUMAN CAPITAL TODRIVE BUSINESSCase Study, Concepts and Debatable IdeasKenny OngTakaful IKHLAS Sdn Bhd
    2. 2. TAKAFUL IKHLAS CORPORATE PROFILE• Shareholder : MNRB Holdings Berhad (100%)• Established Date : 18 September 2002• Operational since : 2 July 2003• Takaful Model : Al-Wakalah• Business Portfolio : General and Family Takaful• Number Products : More than 90• Number of Participants : More than 1,800,000• Number of Agents : More than 6,000• Number of Staff : 490• Regional Offices : 11• Paid Up Capital : RM295 million
    3. 3. IKHLAS Medical/Health (EB/GHS) Solutions CLIENT PANEL CLINICS •Processing Bills •Payment EASY ACCESS TO CARE •Appointment and •Panel of 2000 clinics removal nationwide •Policies & Procedures •All major hospitals recognises •Tracking Entitlements our GLs TISB •Issues & Complaints•Appointment & management of •Overcharging & Abuse •MC Verification medical panel Panel GP Clinics 1 CLASS SERVICE st •Benefit & Procedure briefing Specialist Referral & Hospitals •Help Desk •Tri-annual Cost & Utilization SPECIALIST & HOSPITALS Employees •Issuance of GL Report •Hosp. Bank •Benchmarking EMPLOYEES & DEPENDANT Guarantee/Deposit •Analysis & Recommendations • Claims Submission •Appointment and removal • Tracking of eligibility •Tracking Entitlements • Enquiries & Complaints •Processing Bills • Employee benefit materials •Payment PEACE OF MIND • Unions •Hospital Reports •24/7 LOG Issuance • Abuse of benefits •Cashless Admission •Comments
    4. 4. The New World… 13th April 2009 •Two Domino’s employees •YouTube •Apology from Domino’s after 48 hours •1 million hits •Twitter: questions on silence •LinkedIn: suggestions by users in forumBusinessWeek, May 4, 2009
    5. 5. Question 1: Human Capital - Who? Excellent Very Good Average Not Good Commit Suicide
    6. 6. Question 2What is the Objective?
    7. 7. IntroUltimate Objective of Marketing:“Get more people, to buy morethings, more frequently, at higherprices.”“Retention and Loyalty are useless ifNo Conversion is happening.” Sergio Zyman
    8. 8. Intro“Retention and Loyalty are useless ifNo Conversion is happening.”“Retention and Loyalty are useless ifNo Performance is happening.”
    9. 9. IntroLoyalty is misleading…• Heavy Consumption ≠ Loyalty• Loyalty ≠ Heavy Consumption• Good Performance ≠ Retention• Retention ≠ Good Performance
    10. 10. Principles and Objectives Principles Company’s Needs1. Succession Planning of Key Leaders – Founding Directors (perpetual business theory)2. Retention of Key Staff – especially younger ones3. Transform into a Performance-based organization
    11. 11. Principles and ObjectivesPrinciples HR Philosophy 1. Equal / Fair 2. Happy / Productive 3. Hire Low, Train High 4. Performance vs Potential 5. Retention / Engagement
    12. 12. Summary: Today’spresentation 1. Business Model 2. Building Blocks
    13. 13. #1: Get the right Business Model first
    14. 14. “Hope is not a strategy” John Maxwell
    15. 15. The McPlaybook* Make it easy to eat Make it easy to prepare • 50% drive-thru • High Turnover • Meals held in one • Tasks simple to learn hand & repeat Make it quick Make what customers want • “Fast Food” • Prowls market for new • Tests new products products for Cooking Times • Monitored field tests*Adapted from: Businessweek , Februrary 5th 2007
    16. 16. What is the Business Model?•Google•Tata Nano USP Market Profit Model Discipline
    17. 17. Business Model: Profit Model RevenueAssets Cost Cash Margin Flow
    18. 18. Market Discipline Product "They are the most innovative" •LV Leadership "Constantly renewing and creative" "Always on the leading edge"•Air Asia Operational •Ramly Customer Intimacy Excellence "Exactly what I need""A great deal!" Customized products Excellent/attractive price Personalized communications Minimal acquisition cost and "Theyre very responsive" hassle Preferential service and Lowest overall cost of flexibility ownership Recommends what I need"A no-hassles firm" "Im very loyal to them" Convenience and speed Helps us to be a success Reliable product and service
    19. 19. Alignment & Consistency: Market Disciplines Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
    20. 20. Strategy: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
    21. 21. Strategy: Market Disciplines Product Leadership Apple powerful (best product) products, premium pricing, limited range Still Doing well in 2009-201 Acer super lean 1 HP well-balanced cost structure, portfolio, mass aggressive pricing customization Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
    22. 22. Strategy: Market DisciplinesOperational Product Leadership Customer Intimacy Excellence • New, state of the • Management by• Competitive price art products or Fact• services Error free, • Easy to do reliable • Risk takers business with• Fast (on • Meet volatile • Have it your way demand) customer needs (customization)• Simple • Fast concept-to- • Market segments• counter of one Responsive• • Never satisfied - • Proactive, Consistent obsolete own and flexible information for competitors all • Relationship and products• consultative Transactional • Learning selling• Once and Done organization • Cross selling
    23. 23. Alignment & Consistency: Market Disciplines• Operational Excellence • Move know-how from top performing units to others • Benchmark against best in class • Ensure operations training for all employees • Use disciplines like TQM for continuous learning to reduce costs and improve quality
    24. 24. Alignment & Consistency: Market Disciplines• Customer Intimacy • Capture knowledge about customers • Understand customer needs • Empower front line employees • Ensure that everyone knows the customer • Make company knowledge available to customers
    25. 25. Alignment & Consistency: Market Disciplines• Product Leadership • Reduce time to market • Commercialize new products fast • Ensure that ideas flow • Reuse what other parts of the company have already learned • Ensure there are multiple sources of funding
    26. 26. #2: Building BlocksPeople, Strategies, Structures, Culture
    27. 27. Intro:“Cow don’t drink water cannot push cow head down”
    28. 28. Business Model vs. Talent & Performance ManagementOrganization, jobs,skillsCulture, values,norms Operationa Product Customer l Leadership IntimacyInformation andsystems Excellenc eManagementsystems
    29. 29. Business Model vs. Talent & Performance Management Operational ExcellenceOrganization, • Central authority, low level of empowermentjobs, skills • High skills at the core of the organization • Disciplined TeamworkCulture, values,norms • Process, product- driven • Conformance, one size fits all mindsetInformation and • Integrated, low cost transaction systemssystems • The system is the processManagement • Command and controlsystems • Quality management
    30. 30. Business Model vs. Talent & Performance Management Product LeadershipOrganization, jobs,•Ad hoc, organic and cellularskills •High skills abound in loose-knit structuresCulture, values, •Concept, future-drivennorms •Experimentation and out of the box mindsetInformation and •Person-to-person communications systemssystems •Technologies enabling cooperationManagement •Rewarding individuals innovative capacitysystems •Risk and exposure management •Product Life Cycle profitability
    31. 31. Business Model vs. Talent & Performance Management Customer IntimacyOrganization, jobs,• Empowerment close to point of customerskills contact • High skills in the field and front-lineCulture, values,norms • Customer-driven • Variation and have it your way mindsetInformation andsystems • Strong customer databases, linking internal and external information • Strong analytical toolsManagementsystems • Customer equity measures like life time value • Satisfaction and share management • Focus on ‘Share of Wallet’
    32. 32. Alignment: 4-Wheels Model Business Model PersonStructure Strategic Planning Culture Leadership Resources
    33. 33. Alignment: FrameworkCulture • Focus point • Alignment • Quality • Innovation & Differentiation • Risk taking • Performance Management • Corporate obsession • Decision making
    34. 34. Alignment: FrameworkStructure • Org Structure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Management Systems • BSC and KPIs • Decentralized & Empower
    35. 35. Strategy: FrameworkLeadership • Role modeling • Vision/Mission/Philosophy • Leadership Style • Delegation & Empowerment • C&B, Promotions • Sense of Urgency • Speak regularly about Performance
    36. 36. Strategy: Framework • Recognition • RecruitmentPerson • Training • Profit sharing • Values • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control)
    37. 37. Strategy: Framework EnablersResources • Technology • Equipment Funding • Materials • CAPEX • Human • OPEX • Intellectual Property • Partners • Property
    38. 38. Alignment: 4-Wheels Model Business Model PersonStructure Strategic Planning Culture Leadership Resources
    39. 39. Retention, Engagement and Motivation Employees are not your assets. Good Employees are your assets
    40. 40. Background: The Four Desperates1. Desperate 2. DesperateCompetition Consumer3. Desperate 4. Desperate Achievers Changes
    41. 41. Targeting: Identify and Attract• Who are your Talents? : A Talent for others does not mean a Talent for you
    42. 42. Example: ABC’s Talent Profile• Unwanted by big MNCs• Small companies• Boring Environment• No Growth/Learning• No MBA• Passion, Values, IQ (streetsmart)• Appreciate Chaos• Multitask• Passion to Learn
    43. 43. Targeting: Identify and Attract• Identify POTENTIAL 2 3 4 5PERFORMANCE Group I 5 (Talent Pool) 4 3 2
    44. 44. Targeting: Identify and Attract• Identify POTENTIAL 2 3 4 5PERFORMANCE Group II Group I 5 ( Potential) (Talent Pool) 4 Group IV Group III 3 (Counseling) ( Performance) 2
    45. 45. MBO StandardsA ExcellentB GoodC AverageD PoorE Useless
    46. 46. MBO StandardsA ExcellentB GoodC Average GoodD PoorE Useless
    47. 47. MBO StandardsA Excellent ExcellentB Good Very GoodC Average GoodD Poor Not GoodE Useless Commit Suicide
    48. 48. MBO StandardsA Excellent Consistently achieved 4 for 3 quartersB Very Good Higher than planned resultsC Good Achieved Planned ResultsD Not Good Did not fully meet planned resultsE Commit Unacceptable performance Suicide
    49. 49. Top Performers and the ‘No Contribution’ Problem Historical, Outcome, Results, 1stLagging Level, Usually Financial or tangible, Quarterly and Annually Current, Indicators, Drivers, 2ndLeading Level onwards, usually non- financial or intangible, Weekly, Monthly and Quarterly
    50. 50. Top Performers and the ‘No Contribution’ Problem Customer Retention % Lagging, 1st Level Customer Satisfaction Leading, 2nd Level IndexOn time deliveryTime to market for new products Leading, 3rd LevelTNA % onwardsDefect levels, warranty claims
    51. 51. Linking Business Model, Strategy and Building Blocks Financial Revenue Growth Productivity Market ValueCustomers Base Share Gain Positioning Adjacent New Retention Market Business Internal Process Operational Product Customer Investment Excellence Leadership Intimacy StrategyLearning & Growth Competencies Information Motivation, Systems empowerment, alignment
    52. 52. Before we continue…Which comes first?2. Strategies -> KPI?3. KPI -> Strategies?
    53. 53. Before we continue …Which comes first?• Strategies -> KPI?• KPI -> Strategies?•already know our priorities, aware of allstrategy options available•creating something UNIQUE, INNOVATIVEand DISRUPTIVE e.g. Air Asia•conducting a business Turnaround e.g. MAS
    54. 54. Before we continue …Which comes first?• Strategies -> KPI?• KPI -> Strategies?•want to find out possible strategies,•determine our priorities first thru selection ofimportant KPIs;•growing through ‘normal’ business, not aTurnaround.
    55. 55. Competency Target Setting1. Initiative2. Teamwork3. Problem Solving4. Leadership5. Integrity What’s the problem here?
    56. 56. Competency Target SettingInitiative2. Minimize problems quickly without needing to be asked3. Seeks personal growth and professional self- development4. Doing more than is required/expected in a job5. Seeks new and improved solutions and approaches to completing assignments6. Looks for opportunities to help others and team
    57. 57. Competency Standards3 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.
    58. 58. Reminder…Reality #1 Cash is King
    59. 59. Reminder …Reality #2 Tangible C&B Attraction
    60. 60. Reminder …Reality #3 In-Tangible C&B Retention
    61. 61. Reminder …Reality #4 In-Tangible C&B Tipping Point for Attraction/Retention
    62. 62. The 51.28% Theory• Resign = Push + Pull > 51.28%• If staff is Happy: => 0 + Pull > 51.28%
    63. 63. Retention RetentionExperience Swing Ex Oppose
    64. 64. Retention 1: ExperienceLoyalty = Experience vs. Expectations Solution Strategy: Talent Management Plan
    65. 65. Loyalty 1: Experience • Talent P/P Grid, SP Table, Management Plan PDP, Premium, SelectionP/P Grid, Q12,PA, SDP, SP Evaluation Philosophy Development OJT, Mentoring, Big-5, LP, PDP, Motivation SDP, Projects, Q12, C&B, ACDP, SCL, Transfers, Events, Recognition
    66. 66. Loyalty 2: SwingLoyalty = Best alternative at the current moment until I find another alternative Solution Strategy: Improve your Talent Management Plan, Try Your Best, or Live with It
    67. 67. Loyalty 2: SwingSwing Talents are “loyal” because:• Individual Relationships• Convenience (at that point in time)• Contractually tied-up• Direct Incentives*• No better alternative• Subordinates• No known alternative• CV friendly
    68. 68. Post-Recession RetentionExperience Swing Ex Oppose Post-Recession
    69. 69. Swing Loyalty: Try Your Best…• Over Promote 1. “Position” the• Loans competition• Spot Bonuses 2. Sell the Dream• Block recruiters 3. Give them a Best• Friend The Spouse• Toys 4. Internal Trainer• Glorified Titles• Forced Ambassador
    70. 70. SCL: Specialist Career Ladder •Telco,Principal Consultant (1) •Outsourcing, •Aerospace, Consultant (4) •Biotech, Specialist (4) •Digital media, •Animation, •M&AAssociate Specialist (2) •Financial forensics
    71. 71. Motivating TalentHope Control
    72. 72. Motivating TalentPassion Job Delegation Talent Growth Minimum Motivation Target: 2 out of 4
    73. 73. Curse of the Bell Curve ‘A’ ‘B’ ‘C’ ‘D’ ‘E’Staff Staff Staff Staff Staff
    74. 74. End Notes & Start Up The end of the Beginning
    75. 75. For Starting Up…1. Get the Business Model right2. Link HRM to Strategy (e.g. BSC)3. Clarify the HRM Philosophy4. Strengthen Performance Management System5. Redirect Funds ($$)6. Design simple processes7. Develop and Reward focused on Talent groups8. Communicate throughout
    76. 76. Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector companies• 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
    77. 77. Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector companies• 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
    78. 78. Popularly Unpopular Popularity ≠ Affection
    79. 79. Thank You. soft copy of slides:http://totallyunrelatedrandomanddebatable. blogspot.com/

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