POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENT Case Study of CNI’s Journey Kenny Ong CNI Holdings Berhad
Contents: <ul><li>Background & Philosophy </li></ul><ul><li>Positioning </li></ul><ul><li>Attraction & Retention plans </l...
Background & Philosophy The anchor for all decisions
Before we start… <ul><li>Who designs your Talent Management programs? </li></ul><ul><li>Are you in the Talent Pool? </li><...
About: CNI <ul><li>18 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Exp...
A. Background & Philosophy Principles Background & Implications <ul><li>Founders  </li></ul><ul><li>Senior leaders  </li><...
Background: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
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 + ...
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...
Philosophy <ul><li>“ In business after business, 60% to 80% of lost customers reported on a survey just prior to defecting...
A. Background & Philosophy Principles HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive  </li></ul><...
Positioning Retain, Remove, Refuse
Positioning <ul><li>“ Hope is not a strategy” </li></ul><ul><li>John Maxwell </li></ul>
Positioning <ul><li>For who? </li></ul><ul><li>Your Offer? </li></ul><ul><li>Key Differentiator? </li></ul>
Attraction & Retention Plans Target. Experience. Bingo
Targeting: Identify and Attract <ul><li>Who is your Talent? </li></ul> : A Talent for others does not mean a Talent for you
CNI’s Talent Profile <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Environment <...
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...
**Additional Categories <ul><li>Definition of ‘Premium’ staff </li></ul><ul><li>Specially selected from the TP. </li></ul>...
Targeting: Identify and Attract Retention Experience Swing Ex Oppose
Attract <ul><li>“ You don’t attract who you want. You attract who you  are ” </li></ul><ul><li>John Maxwell </li></ul>
Attract <ul><li>What’s your main Differentiator? </li></ul><ul><ul><li>Money? Opportunity? Big Projects? Big Clients? Care...
Attract: HR and Marketing <ul><li>Who designs your Job Ads? </li></ul><ul><ul><li>It better be Marketing </li></ul></ul><u...
Retention 1: Experience <ul><li>Loyalty = Experience vs. Expectations </li></ul>Solution Strategy:  Talent Management Plan
Loyalty 1: Experience <ul><li>Clear expectations </li></ul><ul><li>Resources </li></ul><ul><li>Maximize talents </li></ul>...
Loyalty 2: Swing <ul><li>Loyalty = Best alternative at the current moment until I find another alternative </li></ul>Solut...
Loyalty 1: Experience <ul><li>Talent Management Plan </li></ul>Philosophy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,  ...
Strategy: C&B <ul><li>Eliminate Staff Awards </li></ul><ul><li>Eliminate Staff Trips </li></ul><ul><li>Eliminate HOD trips...
Loyalty 2: Swing <ul><li>Swing Talents are “loyal” because: </li></ul><ul><li>Individual Relationships </li></ul><ul><li>C...
Dangers of Direct Incentives <ul><li>lessen internal motivation,  </li></ul><ul><li>switch to mercenary mode,  </li></ul><...
Try Your Best… <ul><li>Over Promote </li></ul><ul><li>Loans </li></ul><ul><li>Spot Bonuses </li></ul><ul><li>Block recruit...
Issues, Mistakes, and Lessons If at first you don’t succeed, don’t try skydiving
Issues and Challenges <ul><li>HODs unclear  </li></ul><ul><li>HODs disagree/unsupportive of TM </li></ul><ul><li>HODs not ...
Issues and Challenges <ul><li>Difficult to evaluate Performance </li></ul><ul><li>Difficult to evaluate Potential </li></u...
Mistakes and Lessons <ul><li>Succession Planning = business directions </li></ul><ul><li>CEO’s role </li></ul><ul><li>Sepa...
Mistakes and Lessons <ul><li>Quarterly Performance Appraisals  </li></ul><ul><li>Change attitude and become arrogant.  </l...
More problems we faced <ul><li>Criticism of TP selection </li></ul><ul><li>Limited Funds </li></ul><ul><li>‘Silo’ mentalit...
Start Up & Summary The end of the Beginning
For Starting Up… <ul><li>Get the Business Strategy right </li></ul><ul><li>Link HR’s role to Strategy (e.g. BSC) </li></ul...
Summary <ul><li>Big matters/Small Matters </li></ul><ul><li>Differentiate of Die </li></ul><ul><li>Define “Talent” </li></...
Summary <ul><li>Segmented & Targeted  </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </l...
Thank You.  soft copy of slides:   http://totallyunrelatedrandomanddebatable.blogspot.com/
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Positioning Your Organization to Attract and Retain Top Talent - Jobstreet.com HR Networking Event 2007

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  • Positioning Your Organization to Attract and Retain Top Talent - Jobstreet.com HR Networking Event 2007

    1. 1. POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENT Case Study of CNI’s Journey Kenny Ong CNI Holdings Berhad
    2. 2. Contents: <ul><li>Background & Philosophy </li></ul><ul><li>Positioning </li></ul><ul><li>Attraction & Retention plans </li></ul><ul><li>Issues, Mistakes & Lessons Learned </li></ul><ul><li>For Start Ups… </li></ul><ul><li>Summary </li></ul>
    3. 3. Background & Philosophy The anchor for all decisions
    4. 4. Before we start… <ul><li>Who designs your Talent Management programs? </li></ul><ul><li>Are you in the Talent Pool? </li></ul><ul><li>Do you qualify? </li></ul><ul><li>“It takes a crook to catch a crook” </li></ul>
    5. 5. About: CNI <ul><li>18 years old </li></ul><ul><li>Core Business: MLM </li></ul><ul><li>Others: Contract Manufacturing, Export/Trading, eCommerce </li></ul><ul><li>Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan </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>
    6. 6. A. Background & Philosophy Principles 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>
    7. 7. Background: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
    8. 8. 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>
    9. 9. 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.”
    10. 10. Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No Performance is happening.”
    11. 11. 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>
    12. 12. 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
    13. 13. 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>SP drives TM </li></ul><ul><li>Talent Pool owned by the company </li></ul><ul><li>Retention / Engagement </li></ul>
    14. 14. Positioning Retain, Remove, Refuse
    15. 15. Positioning <ul><li>“ Hope is not a strategy” </li></ul><ul><li>John Maxwell </li></ul>
    16. 16. Positioning <ul><li>For who? </li></ul><ul><li>Your Offer? </li></ul><ul><li>Key Differentiator? </li></ul>
    17. 17. Attraction & Retention Plans Target. Experience. Bingo
    18. 18. Targeting: Identify and Attract <ul><li>Who is your Talent? </li></ul> : A Talent for others does not mean a Talent for you
    19. 19. CNI’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>
    20. 20. Targeting: Identify and Attract Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    21. 21. 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>
    22. 22. **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><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>
    23. 23. Targeting: Identify and Attract Retention Experience Swing Ex Oppose
    24. 24. Attract <ul><li>“ You don’t attract who you want. You attract who you are ” </li></ul><ul><li>John Maxwell </li></ul>
    25. 25. 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… i.e. Jobstreet </li></ul><ul><li>Hire Strict. Refuse if possible. </li></ul><ul><li>Look for Passion, IQ, and the “Unwanted” </li></ul><ul><li>Who you retire determines who you attract </li></ul>
    26. 26. 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 Jobstreet </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>
    27. 27. Retention 1: Experience <ul><li>Loyalty = Experience vs. Expectations </li></ul>Solution Strategy: Talent Management Plan
    28. 28. 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>
    29. 29. 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
    30. 30. 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 Development Motivation Evaluation
    31. 31. Strategy: 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>
    32. 32. 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>
    33. 33. 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>
    34. 34. 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>
    35. 35. Issues, Mistakes, and Lessons If at first you don’t succeed, don’t try skydiving
    36. 36. Issues and Challenges <ul><li>HODs unclear </li></ul><ul><li>HODs disagree/unsupportive of TM </li></ul><ul><li>HODs not committed to developing staff </li></ul><ul><li>Functional silos </li></ul><ul><li>HODs not willing to openly differentiate staff </li></ul><ul><li>Incompetent superiors/HODs to TP staff </li></ul><ul><li>Succession plan for specific positions is a moving target </li></ul>
    37. 37. Issues and Challenges <ul><li>Difficult to evaluate Performance </li></ul><ul><li>Difficult to evaluate Potential </li></ul><ul><li>Aligning TM and SP with Business Goals </li></ul><ul><li>To the Talent Pool, it is more work, no reward </li></ul><ul><li>Unsynchronized and unmonitored training and development </li></ul><ul><li>Difficult for TP staff to allocate time for training and development </li></ul><ul><li>“Once in, always in” predicament </li></ul>
    38. 38. Mistakes and Lessons <ul><li>Succession Planning = business directions </li></ul><ul><li>CEO’s role </li></ul><ul><li>Separate HRM and TND departments </li></ul><ul><li>Measuring Potential is really difficult. </li></ul><ul><li>Two types of Talent: Leaders and Specialists </li></ul><ul><li>Openly announcing the Talent Pool - painful! </li></ul><ul><li>PDP group of rough diamonds </li></ul><ul><li>Split Leadership Development </li></ul><ul><li>Official annual ‘Event’ </li></ul><ul><li>TM = Annual Performance Appraisal Discussions </li></ul>
    39. 39. Mistakes and Lessons <ul><li>Quarterly Performance Appraisals </li></ul><ul><li>Change attitude and become arrogant. </li></ul><ul><li>Create a ‘Premium Group’ </li></ul><ul><li>Projects and OJT assignments </li></ul><ul><li>HODs = TP caretakers </li></ul><ul><li>HODs can get isolated and jealous. </li></ul><ul><li>Under-performing HODs. </li></ul><ul><li>Rewards </li></ul><ul><li>Sell and allocate their TP candidates </li></ul><ul><li>TM = HRM </li></ul>
    40. 40. More problems we faced <ul><li>Criticism of TP selection </li></ul><ul><li>Limited Funds </li></ul><ul><li>‘Silo’ mentality </li></ul><ul><li>Competitor recruitment target! </li></ul><ul><li>Removal of Talent Pool members </li></ul>
    41. 41. Start Up & Summary The end of the Beginning
    42. 42. For Starting Up… <ul><li>Get the Business Strategy right </li></ul><ul><li>Link HR’s role to Strategy (e.g. BSC) </li></ul><ul><li>Clarify the HR Philosophy </li></ul><ul><li>Strengthen Performance Management System </li></ul><ul><li>Tackle the Learning Culture </li></ul><ul><li>Redirect Funds ($$) </li></ul><ul><li>Design simple Selection process </li></ul><ul><li>Develop and Reward focused on Talent Pool </li></ul><ul><li>Communicate throughout </li></ul><ul><li>Attend more Jobstreet conferences </li></ul>
    43. 43. Summary <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>
    44. 44. Summary <ul><li>Segmented & Targeted </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </li></ul>
    45. 45. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

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