(BridgeKnowle) Year End Checklist for HR - Main Slides

YEAR-END CHECKLIST FOR
HR DEPARTMENTS
[Complete Guide to Managing Year End HR Matters]
Training Session and Workshop
http://totallyunrelatedrandomanddebatable.blogspot.com/
Kenny Ong

Staff Attraction & Retention
THE BATTLE FOR TALENT

Intro:
“Cow don’t drink water cannot
push cow head down”

Question: Talent
Management for Who?
Excellent
Very Good
Average
Not Good
Commit Suicide

Before we start…
1. Who designs your Talent
Management programs?
2. Are you in the Talent Pool?
3. Do you qualify?
4. “It takes a crook to catch a crook”

Talent Segmentation
• Who are your Talents?
: A Talent for others does not
mean a Talent for you

Talent Segment Targeting
• Unwanted by big MNCs
• Small companies
• Boring Environment
• No Growth/Learning
• No MBA
• Passion, Values, IQ (streetsmart)
• Appreciate Chaos
• Multitask
• Passion to Learn

Talent Segmentation
Group I
(Talent Pool)
• Identify POTENTIAL
2 3 4 5
PERFORMANCE
2 3 4 5

Talent Segmentation
2 3 4 5
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
PERFORMANCE

Selection and
Identification
PERFORMANCE
APPRAISAL 1. Results
2. Values
3. Special
Contributions

Selection and
Identification
POTENTIAL
EVALUATION 1. Capacity
2. Competencies
3. Culture

Selection and
Identification
POTENTIAL
EVALUATION 1. Capacity
Learn
Next Level
Ambition

Selection and
Identification
POTENTIAL
2. Competencies
EVALUATION Competent
Pressure
Reliable/Consistent

Selection and
Identification
POTENTIAL
EVALUATION 3. Culture
Demonstrate
Improve
Influence

Exercise
Define ‘Performance’ Define ‘Potential’

Exercise
• Exercise:
1.Factors for Performance Appraisal
2.Factors for Potential Appraisal

Talent Scarcity and Brain-
Drain Problem
1. Change your Business
2. Change your Business Model
3. Re-locate
4. In-Source
5. JV or Partnership or Swap
6. Create micro Business Units
7. Over Promote
8. Over Pay
9. Contractual tie-up
10.Hire Low, Train High

SALARY & BENEFITS: HOW IT
FITS INTO THE BIGGER
SCHEME OF THINGS

Brand Execution: Aligning
the 4-Wheels
Philosophies
Brand
Position
Segmentation
& Targeting
Structure
Resources
Leadership
Person

Brand Alignment: Talent
Segment Philosophies
Principles HR Philosophy
1.Equal / Fair
2.Happy / Productive
4.Performance vs Potential
5.SP drives TM
6.Talent Pool owned by the company
7.Retention / Engagement

Brand Alignment: Demographics
Segment Philosophies?

Alignment: Framework
• Org Structure
• Job Design
• C&B
• Policies & procedures
• Decision making
• Job fit
• Management Systems
• BSC and KPIs
• Decentralized vs. Centralized
• Control vs. Empower
Structure

Strategy: Framework
• Tools
• Physical facilities
• Peer support
• Information
• T&D Programs
• Mentors
• Guides
• ICT
• OJT
Resources

Strategy: Framework
• Role modeling
• Vision/Mission/Philosophy
• Leadership Style
• Delegation & Empowerment
• C&B
• Promotions
• Transition development
Leadership

Strategy: Framework
• Recognition
• Recruitment
• Training
• Values
• Motivation
• Self Efficacy
• Awareness
• Useful Competencies
• Career aspirations
• Attribution (control)
Person

Alignment: 4-Wheels Model
Philosophies
Brand
Position
Segmentation
& Targeting
Structure
Resources
Leadership
Person

• Exercise: Use the 4-wheels to determine
corporate alignment needs

Consulting Process and
Deliverables
28

SALARY & BENEFITS

What to Pay?
• Pay for Service
• Pay for Job
• Pay for Competency
• Pay for Performance

Performance and Incentives
1. Internal Equity
1. Internal Job Rates
2. Performance differentials
2. External Competitiveness
1. External Job Rates - Benchmarking
2. Demand & Supply

What’s the Difference?
• Increment
• Bonus
• Promotion
Exercise: How does your company
define the difference?

Pay For SERVICE

“He has 20 years experience:
1 year of bad experience
repeated 20 times”

Pay for SERVICE
· Loyalty (relevant years of service)
This consideration may be rewarded in the following manner :-
Descriptions of performance Years in
Position
Compa Ratio
Consistently 10 years of competent performance in the
position
10 1.43-1.50
position
9 1.36-1.42
position
8 1.29-1.35
position
7 1.21-1.28
position
6 1.13-1.20
position
5 1.06-1.12
position
4 1.00-1.05

Pay for SERVICE
· Seniority (career level on the professional career level)
We do not recommend that years of service(Seniority) in the
organization be rewarded directly. Years of service must contribute to
performance improvement or must lead to structural and content
change of the position.
In both cases the recognition can be systematically rewarded as
explained earlier.

Pay For JOB

Documentation
JOB DESIGN

District Engineer, TNB
Duties and
Responsibilities
If stated as Accountabilities then the job
must produce :
Control, operate and
maintain the District
Distribution System
Ensure uninterrupted supply to
consumers in the district by operating
the District Distribution System.
Plan and design the High
voltage system
Manage major supply
projects to customers in
the district.
Ensure availability of adequate supply for
future needs of industries in the district by
planning and designing the High voltage
System
Ensure satisfaction of the major customers
in the district by managing supply and
Distribution.
Supervise all technical
staff in the district.
Ensure high performance and Productivity
of technical staff by adopting proper human
resource management methods on
selection, training, coaching, counselling
and motivation.

Results Driven
Activity vs.
Accountability

Exercise: Results
Description
Key
Result
Key Activities KPIs
1. 1.
2.
3.
4.
1.
2.
3.
4.
2. 1.
2.
3.
4.
1.
2.
3.
4.
3. 1.
2.
3.
4.
1.
2.
3.
4.
4. 1.
2.
3.
4.
1.
2.
3.
4.

Key Results
Major Supporting Actions Performance
Indicators
1. Ensure
achievement
of targeted
production
volume
•By monitoring production performance and
taking corrective actions
•By analysing production downtime and
introducing improvements
•By thorough preparation for introduction and
implementation of new models and variants
•Timely production
targets
•Productivity ratios
•Downtime
•Implementation
schedule
•
2. Ensure
achievement
of product
quality targets
•By reviewing quality performance results and
identifying non conformance and undertaking
corrective actions
•By analysing customer feedback and taking
corrective actions
•By undertaking on-line and off-line
continuous quality improvement programs
and activities
•By undertaking education and re-education
programs
•Quality index
•Defect occurrence
•Non-conformance to
established
standards
•Demerit points
General Manager, Manufacturing

Key Results
Indicators
3. Ensure safe
and healthy
operating
environment
•By incorporating safety and health features
into infrastructure design and development
•By creating awareness of safety and health
among employees through programs and
campaigns
•By constant monitoring of safety and health
standards through working committees
•By developing and implementing
occupational health programs
•Accident rate
•Health standards
•Operation audit
findings
4. Ensure
competent,
motivated and
productive
manufacturing
workforce
•By developing and implementing on-the-job
training
•By developing and promoting effective
communication with employees and union
•By ensuring continuous development and
upgrading of skills
•By providing appropriate recognition and
rewards for high performance
•By promoting teamwork through QCC and 5s
activities
•Productivity ratios
•Turnover rate
•Employee morale
•Team activities
•Strikes / disciplinary
actions

Key Results
Indicators
5. Enhance
operating
efficiency and
productivity
•By ensuring effective and efficient
maintenance of plant, machinery and
resources
•By reducing wastage and eliminating
pilferage
•By reducing and managing indirect overtime
•By managing utilisation of consumables and
materials
•Operating efficiency
standards
•Cost per unit
•Wastages and
losses
6. Timely
execution of
projects
•By undertaking effective planning and
provision of resources
•By monitoring implementation and progress
of projects
•By managing project costs
•By developing effective project teams
•Timely completion
of projects within
cost allocation

Salary Practice Analysis of
Executive Director Positions
Market Base Salary Practice of Executive Directors
Market Reference Job Grade Monthly Base Salary (RM)
Q 3
Median
Q 1
y = 7333.3x - 53742
120,000
100,000
80,000
60,000
40,000
20,000
0
8 9 10 11 12 13 14 15 16 17

Pay For PERFORMANCE

Which system should we
use?
Trait-based
Behavior-based
Knowledge/Skill based
Activity based
Results-based
Managing Performance = Managing Expectations
What’s YOUR expectation?
Refer: Which
Performance
Management System
should we use?

Compa Ratio Table
Use this if your company:
• Pays for Performance, and
• Pays for Job rates
Def:
Mid-Point = Mid Point of Pay Grade
Grade E2
Min
RM2,000
MID
RM2,500
Max
RM3,000

Compa Ratio Analysis – An
Indicator of Salary Position
Compa Ratio (CR) =
Actual Salary ÷ Mid-Point Salary of the Salary Range
CR = 1.30
Salary (RM)
Job Points
75th Percentile
CR = 1.00
CR = 0.70

Incumbent Mkt Reference
Job Grade
Mid Point Salary
for the Market Job
Grade
Current
Monthly
Base Salary
Compa
Ratio
ABC 2 RM
2,6000
RM
2,600
1.00
Hj XYZ 2 RM
2,600
RM
2,750
1.05
GHI 2 RM
2,600
RM
2,400
0.75
Incumbents’ Salary Analysis
Incumbents’ monthly base salaries compared with mid-point salary of the
recommended salary range :-
This job grade represents the measured “job size”
based on current job accountabilities

Compa Ratio Table
< 0.7 ≥0.7 -
≤0.9
>0.9 -
<1.1
≥1.1 -
≤1.3
> 1.3
5
4
3
2
1

Compa Ratio Table
< 0.7 ≥0.7 -
≤0.9
>0.9 -
<1.1
≥1.1 -
≤1.3
> 1.3
5
4
3 5%
2
1

Compa Ratio Table
< 0.7 ≥0.7 -
≤0.9
>0.9 -
<1.1
≥1.1 -
≤1.3
> 1.3
5 9
4 7
3 9 7 5% 4 3
2 2
1 0

Compa Ratio Table
< 0.7 ≥0.7 -
≤0.9
>0.9 -
<1.1
≥1.1 -
≤1.3
> 1.3
5 15 12 9 8 7
4 12 9 7 5 3
3 9 7 5% 4 3
2 6 4 2 1 0
1 4 2 0 0 0

Employee Distinction?
< 0.7 ≥0.7 -
≤0.9
>0.9 -
<1.1
≥1.1 -
≤1.3
> 1.3
5 9 8 7 6 5
4 8 7 6 5 4
3 7 6 5% 4 3
2 6 5 4 3 2
1 5 4 3 2 1

Employee Distinction?
< 0.7 ≥0.7 -
≤0.9
>0.9 -
<1.1
≥1.1 -
≤1.3
> 1.3
5 20 15 12 8 5
4 18 12 9 5 3
3 9 7 5% 4 3
2 1 1 1 0 0
1 0 0 0 0 0

Employee Distinction
Average
Rating
Rating Multiply
Factor
Example
Rating
Example
Increme
nt
> 4.1 5 2 4.2 8.4%
> 3.3 – 4.1 4 1.2 3.5 4.2%
> 2.3 – 3.3 3 0.75 2.8 2.1%
> 1.3 – 2.3 2 0.5 1.8 0.9%
≤ 1.3 1 0 1.0 0%

Job Holder’s Salary
Determination Model
Step 3
Performance
Rating
Descriptions
Rating
Distinguished 5
Commendable 4
Competent 3
Adequate 2
Entry zone /
1
unsatisfactory
Step 1
Descriptions of
performance
Years in
Position
Salary
Range
Consistently 8 years of
competent performance
in the position
8 32,756
–
33,740
in the position
7 31,801
–
32,755
in the position
6 30,876
–
31,800
in the position
5 29,976
–
30,875
in the position
4 29,101
–
29,975
in the position
3 26,000
–
29,100
Step 2
Personal
Contribution
Level
Rating Recognit
ion (%
increme
nt)
Unique
Authority
The individual is
a recognised
industry leader
in the field.
3 10%
Significant
The individual
brings market-recognised
characteristics
to the job.
2 5%
Insignificant 1 0%

Job Holder’s Salary
Determination
The significant compensable elements of the three incumbents are linked below
showing the related salary decision :-
Step 1
Loyalty
Personal
Characteristics
Level
Incumbent Mkt
Ref.
Job
Grade
Current
Monthly
Base
Salary
Mid
Point
Salary
ABC 11 RM
27,500
RM
26,000
XYZ 11 RM
27,500
RM
26,000
DEF 11 RM
27,500
RM
26,000
New
Salary
(RM)
New
Compa
Ratio
27,500
28,875
27,500
1.05
1.11
1.05
Incumbent’s
Performance
Rating
Current
Sal. CR
3
3
3
1.05
1.05
1.05
26,000 –
29,100 (current
salary already within
the range)
26,000 –
29,100 (current
the range)
26,000 –
29,100 (current
the range)
Yrs in
Pst’n
Min Sal.
Level
3
3
3
Step 2
%
Increase
1
2
1
0%
5%
0%
Step 3

Employee Distinction
2 3 4 5
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
PERFORMANCE

Curse of the Bell Curve
‘A’
Staff
‘B’
Staff
‘D’
Staff
‘E’
Staff
‘C’
Staff

Pay For COMPETENCIES

Position: Secretary
Responsibilities +
Tasks + Activities
Personal Competencies Differentiating
Competencies
•Typing
•Manages
communications
•Keeps short-hand
notes
•Makes
appointments
•Uses the computer
•Filing
•Takes minutes
•Follow-up
•Makes coffee
•Keeps secrets
•Drafts letter
•Screens calls
•Pleasant
•Accurate
•Is able to take notes
on shorthand and
typing memo effectively
•Presentable
•Appearance
•Behaviours
•Good manners
•Courteous
•Diligent
•Proactive
•Initiative
•Independent
•Integrity (trust)
•Creative
•Resourcefulness
•Always excel
•Unwavering
dedication and
commitment
•Ability to make simple
decisions
•Sensitive to people
•Positive attitude
The Job Person Characteristics The Superior Performer

Competencies

Competency Target Setting
1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity
What’s the problem here?

Competency Target Setting
Initiative
1. Minimize problems quickly without needing to
be asked
2. Seeks personal growth and professional self-development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and
approaches to completing assignments
5. Looks for opportunities to help others and team

• Exercise: Competency Dictionary
• (Refer to Workbook for examples)

Competency Standards
3 Meets behavioral standards consistently. Is a
good role model for others.
2 Meets behavioral standards some of the
time. Needs improvement.
1 Does not meet behavioral standards.
Require counseling or disciplinary actions.

Exercise: Competency
Standards

• The Specialist Career Ladder

Career Management
A professional of the past The new career professional
Where is my job
I need an
interesting career
GM
Manager Manager
Asst Mgr Asst Mgr
Executiv
e
Seasoned
Professional
Senior Professional
Developing
Professional
Developmental
Executive

SCL: Specialist Career
Ladder
Principal Consultant (1)
Consultant (4)
Specialist (4)
Associate Specialist (2)

SCL: Specialist Career Ladder
•Telco,
•Outsourcing,
•Aerospace,
•Biotech,
•Digital media,
•Animation,
•M&A
Consultant (4)
Specialist (4)
Associate Specialist (2) •Financial forensics

SCL: Specialist Career
Ladder
General incentives &
privileges:
a. Extra monetary incentive
b. Official Specialist /
Consultant job title.
c. Higher external training
subsidy limit by company.
d. Tie-pin or pin
e. Certificate
f. Additional benefits
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

Non-Monetary Rewards
and Benefits

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

Benefits Analysis and Comparison

Total Remuneration Composition
45% 6% 49%
46% 12% 42%
12 - 16
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percentage
10 - 11
Market Reference Job Grade
Total Remuneration Composition for Executive Director & Executive Chairman
Base Salary Fixed Cash Allowance Benefits-in-kind
Average Annual
Total Remuneration
Value (RM)
RM 1,016,000
RM 535,000

Market Practice on Fixed Cash Allowance for Executive Director and Executive Chairman
15%
15%
15%
8%
23%
23%
38%
31%
Contractual/Regular Bonus
Board Allowance
Attendant Allowance
Housing Allowance
Transport Allowance
Entertainment Allowance
Cost of Living Allowance
Other Allowances
54%
0% 10% 20% 30% 40% 50% 60%
Director Fees
9 8 7 6 5 4 3 2 1
% of Companies
These Board of
Directors related
Allowances/Fees are
not a common practice
among the Companies
as Base Salary is
provided.
Fixed Cash Allowances

Benefits-in-Kind
Benefits-in-kind Practice for Executive Director and Executive Chairman Positions
Increment
Stock Option/Profit Sharing
Additional EPF
Retirement Scheme
Gratuity
Medical benefits
Group Personal Accident Insurance
Group Life Insurance
Company House
Domestic help
Body Guards
Housing Loan
Company Car
Car Loan
Club Membership
100%
98%
25%
100%
35%
15%
30%
20%
70%
80%
100%
20%
30%
70%
16%
98%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Leave Passage
16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1

The 51.28% Theory
• Resign = Push + Pull > 51.28%
• If staff is Happy:
=> 0 + Pull > 51.28%

Retention
Retention
Experience Swing Ex
Oppose

Retention 1: Experience
Loyalty = Experience vs. Expectations
Solution Strategy: Talent
Management Plan

Loyalty 1: Experience
• Talent
Management Plan
P/P Grid, SP Table,
PDP, Premium,
Selection
Philosophy
Development
OJT, Mentoring,
Big-5, LP, PDP,
SDP, Projects,
P/P Grid, Q12,
PA, SDP, SP
Motivation
Evaluation
Q12, C&B, ACDP, SCL,
Transfers, Events, Recognition

Loyalty 2: Swing
Loyalty = 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

Loyalty 2: Swing
Swing 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

Post-Recession
Retention
Experience Swing Ex
Oppose
Post-Recession

Swing Loyalty: Try Your
Best…
1. Over Promote
2. Loans
3. Spot Bonuses
4. Block recruiters
5. The Spouse
6. Toys
7. Glorified Titles
8. Forced Ambassador
9. “Position” the
competition
10.Sell the Dream
11.Give them a Best
Friend
12.Internal Trainer

Talent Strategy: C&B
1. Eliminate Staff Awards
2. Eliminate Staff Trips
3. Eliminate HOD trips
4. Remove Salary structure
limitations for TP
5. Premium Group Pay
6. Year-round
promotions/increment
7. Spot Bonus Pool
8. Additional Profit Sharing
points for TP
9. ↑ Pay for Performers,
↓ pay for Non-
Performers
10.Additional % during
annual increments
11.Special Allowances
12.SCL Allowances
13.Flexitime

Values Driven C&B
1. Performance
2. Differentiation
3. Caring
4. Non-tangibles & Segmentation

Demographic Segmentation
- General
Veterans (Pre-Boomers)
1934-1945
Boomers
1945-1960
(Millennials, Netster)
Gen X (Cusper, Buster)
1960 - 1980
Gen Y
1980+

Demographic Segmentation
- others
1. Women, Working Mothers
2. Youtube generation
3. Working retired
4. Social Activists
5. Work/Life balancers
6. Industry (ICT, Advertising, Engineer,
Accounting, Lawyer, etc.)

What needs work?
Fun place to work
For people like me
Attractive Location
Current Attractions Importance to
Training
Opportunities
Familiarity
with Tasks
Career
Opportunities
High Salary
Overseas
Opportunities
Innovative
company
Target Segment
High
Low
Weak Strong

Caring (1/2)
Loans/
Subsidies
Lactation
Room
Extensive
Training
Flexitime
Uniform
Staff
Discounts
Caring
Work/Life
Balance SRC
Allowance/
COLA
Subsidized
Lunch
Free
Carpark

Caring (2/2)
Add.
Maternity
Leave
Free IT
Classes
Discount
PnB
& OOP
Emergency
Loan Study &
Exam
Leave
Transfer/
Secondment
Paternity
Leave
Sub. Yoga/
Line Dance
Library &
Magazines
Van
Transport
(KTM)
Internal
Selection
Caring

For Starting Up…
Importance to
High
Target
Segment
Low

For Starting Up…
Weak Strong
Current Brand

INTANGIBLE BENEFITS &
STAFF MOTIVATION

Employer Branding
ATTRACTING AND
POSITIONING

The real goal of Marketing and
Branding
Understanding our role in the whole
scheme of things

• Exercise: Why do we need ‘Branding’?

What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
“Retention and Loyalty are useless if
No Conversion is happening.”
Sergio Zyman

What is the purpose of
Marketing & Branding?
“Communication is useless if No
Conversion is happening.”

What is the Objective?
1.Comm = Relationship (something
like Dating)
2.Comm ≠ Media glitz
3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL
4.Comm ≠ CSR
5.Comm = Get more people, to buy
more, more frequently, at higher
prices

Intro
No Performance is happening.”

Intro
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention
• Retention ≠ Good Performance

So… are we in business for
Retention or Performance?

Corporate & Employer
Brand
Corporate
Brand
Employer
Brand
Right Type
of People

Why Employer Branding?
Employer
Branding
1.Attract
2.Retain
3.Motivate
4.Focus

Components of Branding
Positioning, Execution, and
Communication

Components of Branding
Positioning
Execution
Communication

Brand Positioning
Segmentation, Targeting, Basics,
Differentiators

Positioning
“Hope is not a strategy”
John Maxwell

Positioning
• For who? – Segmentation, Targeting
• Your Offer?
• Key Differentiator?

Two Types of Segmentation
for HRM
1. Demographic segmentation
2. Talent segmentation

Recruitments of Gen X and Gen Y
UNDERSTANDING
DEMOGRAPHICS

Generational Differences In
The Workplace
• Now 4 Generations in the workplace
• Events and conditions each of us experience during
our formative years help define who we are and
how we view the world.
• Each Generation has different value systems –
Values drive behavior.
• We need to understand each other so we can value
what each generation brings to the team.
• In 10 years, 40% of current workforce will retire.

Generational Thoughts
• X&Y act first, evaluate later – they know more than older
generations knew at their age. Thrive in speed and chaos. May
think about having multiple careers.
– May not Actively Listen to Builders & Boomers, missing
valuable info.
• Builders & Boomers – paid their dues, have vast experience &
knowledge.
– May question how much X&Y know, undervalue their quick
decision-making, don’t think of them as colleagues and
collaborators because assume they’re inexperienced.
– May think X&Y are too impatient –quick to throw out tried &
true strategies .
• Loyalty to Co. – Builders & Boomers may value; X&Y may not
• Challenge Authority – Builders & Boomers may not, X&Y may.
• Work Life Balance: Builders & Boomers may do without, X&Y
may not do without.

Generational Thoughts
• Builders may see Boomers as self absorbed
& prone to sharing too much info.
• Boomers may see Builders as dictatorial and
rigid.
• Y may view X as too cynical and negative.
• X may view Y as too spoiled and self-absorbed.
• X may view Boomers as being too Politic –
say right thing to right person.

What Bonds Generations
All Generations want:
Work-Life Balance – flexible hours, fewer hours
• Younger Generations – may be less ambitious in
traditional terms, less willing to make tradeoffs - family
focus.
• Boomers – want time for hobbies or fitness, care for
aging parents, family, start own business.
Timely, Constructive Feedback
Sense of Community with Others
Effective Projects and Meetings
Use their Talents
Enhance their Skills

Things Research Says
Gens Want to be Valued for
• Builders: “Your experience is respected – It’s valuable
to hear what’s worked in the past.”
• Boomers: “You are valuable & worthy. Your
contribution is unique and important to our success.”
• Xers: “Let’s explore some options outside the box –
your technical expertise and is a big asset.”
• Y’s: “You will be collaborating with other bright,
creative people – you have really rescued this
situation with your commitment.”

What All Generations
Need to Do
Seek balance between
• building on traditional procedures and
• supporting flexibility and creativity
to effectively blend the generations work ethics.
• Allow choices
• Openly explore ideas
• Value different points of view
• Encourage active listening
• Share expertise
• Share recognition and appreciation
• Value hard work
• Build in humor and fun into learning.
• Accommodate the needs and values of all generations.

Employer Branding
WHAT NEEDS WORK?

Basics & Differentiators
Segments
Differen
tiators
Targets
Targets
Basics

Demographic Segment:
Example Exercise
1. Gen Y
2. ICT
3. Women
Refer:
• GEN Y ranking of
job considerations
• 10 non-monetary
benefits to attract
and retain top
developers

What needs work?
Fun place to work
For people like me
Attractive Location
Current Brand Importance to
Training
Opportunities
Familiarity
with Tasks
Career
Opportunities
High Salary
Expected
success of
application
Innovative
company
Target Segment
High
Low
Weak Strong

Activity Grid to determine
HRM priorities
Increase (↑)
What are features/
activities/services to
increase?
Create (+)
What are features/
introduce?
Reduce (↓)
What are features/
reduce?
Eliminate (-)
What are features/
eliminate?

Exercise: Activity Grid
Increase (↑) Create (+)
Reduce (↓) Eliminate (-)

TALENT MANAGEMENT &
SUCCESSION PLANNING
Part D

INTRODUCTION TO
SUCCESSION PLANNING

Assumption 1
1. Business Owners who have heirs
2. CEOs or Management who wish to
instruct HR about SP

Assumption 2

Philosophy
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman

Philosophy
No Performance is happening.”

Philosophy
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention
• Retention ≠ Good Performance

PRACTICAL SUCCESSION
PLANNING

Right vs. Wrong SP Method
 Succession Planning as
per Job Positions
 Succession Planning as
per Leveling

What’s your purpose for
Succession Planning?
Succession Planning
=
Business Continuity Plan

What’s your SP goal?
Business
Continuity
Business
Continuity

Principles and Objectives
Principles Company’s Needs
1.Succession Planning of Key Leaders –
Founding Directors (perpetual business theory)
2.Retention of Key Staff – especially younger
ones
3.Transform into a Performance-based
organization

Principles and Objectives
1.Equal / Fair
2.Happy / Productive
4.Performance vs Potential
5.Retention / Engagement

The Wrong Approach

The Better Approach
P/P Grid, SP Table,
PDP, Premium,
Selection
Business
Strategy
Development
OJT, Mentoring,
Big-5, LP, PDP,
SDP, Projects,
P/P Grid, Q12,
PA, SDP, SP
Motivation
Evaluation
Transfers, Events

Why HCM System?
Selection
HCM Development
Motivation
Evaluation

Talent & Performance
Management
P/P Grid, SP Table,
PDP, Premium,
Selection
Philosophy
Development
OJT, Mentoring,
Big-5, LP, PDP,
SDP, Projects,
P/P Grid, Q12,
PA, SDP, SP
Motivation
Evaluation
Transfers, Events, Recognition

DEVELOPING AND
MOTIVATING

Succession Planning Table:
Example
Succession Plan
Business-Critical
Position 1
Ready Now 1-2 years > 2 years
(Year estimated)
Head of Sales 1. Ramli Bakar
2. Joseph Wan
3. Selina Chan
1. Rebecca Ganaraj
2. Abu Hassan
3. Lee Tai How
1. Irene Soo
2. Fatimah Ibrahim
3. Kan Weng Tai
Business-Critical
Position 2
(Year estimated)
Head of Operations 1. Wong Wai Chun
2. Selina Chan
3. -
1. Abu Hassan
2. Syed Kamil
3. Jessica Lee
1. Khoo Tien Wee
2. -
3. -
Business-Critical
Position 3
(Year estimated)
Head of R&D 1. Michael Wong
2. -
3. -
1. -
2. -
3. -
1. Khariul Nizam
2. Jessica Lee
3. Wong Lai Sun

Advanced Career
Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE:
Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance
Rating
Potential
Rating
Performance/
Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS:
State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS:
State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next
Position Option 1
Position Option 2
Position Option 3
Position Option 4

Advanced Career
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE:
Within Country Within Region Globally
Exceptions:
13. SHORT RANGE CAREER GOALS:
State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS:
State Career goals for the 3-5 years
15. CAREER PLAN
Position Option 1
Position Option 2

Advanced Career
Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance
Rating
Potential
Rating
Performance/
Potential Grid

Advanced Career
15. CAREER PLAN
Position Option 1
Position Option 2
Position Option 3
Position Option 4

SCL: Specialist Career Ladder
•Telco,
•Outsourcing,
•Aerospace,
•Biotech,
•Digital media,
•Animation,
•M&A
•Financial forensics
•FSI Associate Specialist (2)
Consultant (4)
Specialist (4)

Motivating Talent
Hope
Control

Motivating Talent
Passion Job
Delegation
Talent Growth
Minimum Motivation Target:
2 out of 4

Performance Planning and KPIs:
Cascading from Company-Department-
Individual

E3 – Department BSC
Financial Perspective
Goals Measures Targets CAPEX OPEX
Quality
Innovation
On Time
Delivery

Individual Performance
1.0 Key
Results
Area (Max
6)
2.0
Goals
and
Targets
for Q1
3.0
Achievem
ents and
Efforts for
Q1
4.0 Merit* 5.0 Rating
(Merit x
Weight)
6.0
Appraiser
Overall
Comments
/ Feedback

Cascading
Customer Perspective
Goals Strategies Targets Direct Indirect
Base
Mkt
Retention
Share Gain Mkt
New
BD
Business

E3 – Department BSC
Customer Perspective –
Marketing Department
Goals Strategies Targets CAPEX OPEX
Base
Retention
Share Gain
Budgeting

Individual MBO
Employee A – Marketing Executive
KRAs Action
Plans
Targets Weight
(%)
Score
Class A
Customer
Retention
Class B
Customer
Retention
Competition
Crossovers
Re: Base
Retention

HOSPITAL & SURGICAL

Cost Inflation Management

Challenges
Medical cost will continue to escalate:
 Emergence of new and expensive drugs and medical technology
 Drug cost increase by ~ 10% year on year
 Medical tourism will drive the medical cost up with more hospitals
invest in JCI accreditation
 Defensive medical management
 Unnecessary admission
 Doctors charging multiple procedures
 Multi disciplinary approach involved
 Excessive investigation
 Increasing trend of after office hours consultation

An Overview of Medical Cost
Management
Call Center Medical
Call Center Management Claims & Quality
Management
Pre-Authorization
(LOG) Red Flags & Alerts Claims
Management
Network
Management
Re-direct patients
away from non
panel specialists
after 6 continuous
visits
-Medication
collection –
hypertension,
diabetes, high
cholesterol, etc
-Long term illnesses
monitoring – blood
pressure and blood
sugar monitoring,
etc
Greater scrutiny on
doctors under
watch list
Monthly
onsite/offsite audit
on GP panel claims
 Expand GP panel
scope of services to
manage SP cost
 Fixed GP night
consultation
 Detect abuse &
excessive charges
 Specialist peer
review
 Review policy
exclusion
 Identify abnormal
trends
 Benchmarking of
cost & Length Of
Stay
Direct Billing for
cashless access
 Selection & de-selection
of panel
GP & Specialist
Negotiate:
• Preferred rates
on hospital fees
• Package
rates/case rates
 Provider
relationship
building
Collaboration with
other major health
insurer via LIAM
 Verify eligibility &
validity of claim
Manage
unnecessary
admission via Pre-
Admission
Assessment Form
with guidelines
drawn for greater
scrutiny
 Encourage
daycare
procedures
Query procedure
cost and length of
stay not within
range
 Review one day
admissions

A Good H&S Strategy
Benefits of A Good H&S Strategy:
1.Decrease absenteeism and increase productivity
of staff
2.Manage and control rising Healthcare costs
3.Increase morale and engagement of staff
4.Improve Corporate and Employer Branding
5.Attract and Retain Top Talent
180

Provider • Risk underwriter, issuance of policy &
bills
• Entitlements, Claims Review & Settlement,
Letter of Guarantees
• Working Relationship with all major hospitals
• Enquiries on LOG, LOG issuance, 24 hours
Emergency Line
Administration
Medical Management
Member Services

Typical Benefits
 Worldwide coverage
 Medical Provider Network with Major Hospitals nationwide
 Worldwide coverage
 24 Hours Toll Free Assistance
 Guarantee Letter Facility

HOSPITAL & SURGICAL
SMI PLAN

Schedule of Basic Benefits
Hospital & Surgical Care Plan
350
Plan
200
Plan
150
Plan
80
1. In-Hospital Care
• Hospital Room & Board (max. daily benefits)
(i) Ordinary Room
(up to 120 days max. per disability)
(ii) Intensive Care (max. daily benefits)
(up to 20 days max. per disability)
350
500
200
500
150
500
80
500
• Hospital Supplies & Services
Full Reimbursement
• Surgical Fees
• Anaesthetic Fees
• Operating Theatre Charges
• In-Hospital Physician’s Fees
(Max. 120 days per disability)
• Hospital Service Tax
(on eligible Room & Board charges paid) 5% 5% 5% 5%

Schedule of Basic Benefits
Medical: Basic - Hospitalisation Plan 350 Plan 200 Plan 150 Plan 80
2. Ambulatory Care
• Pre-Surgical/Medical Diagnostic Services
(within 60 days)
Full Reimbursement
• Pre-Surgical/Medical Specialist
Consultation
(within 60 days)
• Second Surgical Opinion
• Post-Hospitalisation Treatment (up to 60
days following discharged from hospital)
• Emergency Outpatient Accidental
Treatment
(within 24 hours up to 60 days)
• Daycare Procedure (Surgical/Medical)
• Ambulance Fees
• Medical Report Fee Reimbursement 80 80 80 80
Overall Limit (per policy year) 100,000 50,000 30,000 10,000

Hospitalization – Special
Conditions
 Waiting Period: Eligibility for benefits starts 30 days after the Insured has been
included in the Policy, except for a covered Accident occurring after the effective date of
coverage.
 Specified Illnesses: No benefits shall be payable for hospitalization, surgery
and/or charges incurred which are caused directly or indirectly by Specified Illnesses
and its related complications.
“Specified Illnesses” shall mean the following disabilities and its related
complications, occurring within the first 120 days of Insurance of the Insured Person:
(a) Hypertension, diabetes mellitus and Cardiovascular disease
(b) All tumours, cancers, cysts, nodules, polys, stones of the urinary system
and biliary system.
(c) All ear, nose (including sinuses) and throat conditions
(d) Hernias, haemorrhoids, fistulae, hydrocele, varicocele
(e) Endometriosis including disease of the Reproduction system
(f) Vertebro-spinal disorders(including disc) and knee conditions.

Typical Eligibility
 Employee
 All present and full-times active employees
 Entry age : 18 to 59 years of age
 Renewable up to 64 years old
 Dependent
 Spouse’s entry age <= 64 years & not an employee of the
Employer.
 Renewable (spouse) up to 64 years old
 Child’s entry age >= 30 days <= 19 years, or 23 years, still on full-time
higher education & not employed.

Typical Participation
& Movement
 Participation Requirement
 Compulsory participation for all eligible employees
 Premiums are paid by employer
 Employee/Dependent Movement
 To provide complete listing of employee/ dependent within 30
days to Insurer
 Return of OPC card if termination happens

Sample Pricing -
Hospitalization
Medical Benefit
Plan 350 Plan 200 Plan 150 Plan 80
Basic
Hospital
W/O
LOG
With
LOG
W/O
LOG
With
LOG
W/O
LOG
With
LOG
W/O
LOG
With
LOG
Employee
Only 616 632 426 442 324 340 198 214
Employee
& Spouse 1540 1572 1065 1097 810 842 495 527
Employee
& Children 1540 1588 1065 1113 810 858 495 543
Employee
& Family 2464 2528 1704 1768 1296 1360 792 856

OUTPATIENT
SMI PLAN

Sample Schedule of
Optional Benefits
Medical: Outpatient GP & Specialist RM
1. Outpatient GP Care
(i) Panel GP Clinic Visit
(ii) Emergency Non-Panel Clinic Visit
(iii) Pap Smear at Panel GP Clinic only (max once
per Policy year)
Cash Free
Full reimbursement
Full reimbursement
2. Specialist Care
• Specialist Visit - with Referral from Panel GP
Clinic 100 per visit
3. Outpatient Diagnostic Services
• With Referral from Panel GP Clinic or Specialist 250 per visit

Sample Pricing -
Optional
Optional - Out Patient Clinical
Annual Premium per Employee / Dependent RM345.00

What’s Not Covered
 Cosmetic surgery or treatment
 Experimental procedures
 Substance abuse
 Private nursing care
 Sexual dysfunction or infertility
 Pregnancy
 Alternative therapies
 Psychotic, mental or
nervous disorders
 Congenital or hereditary
illnesses
 Routine physical
examination
 Refractive errors
 Dental
 Terrorism & atomic

Sample Quotations
• SMI Quotation – Hospitalization
(With LOG)
• SMI Quotation – Hospitalization
(Without LOG)

A Good H&S SMI Plan
 Cover all types of sickness after
120 days
 Unlimited coverage for clinical
services
 Immediate cover for GP visits
 Not required to be warded – Day
Care Procedure
 No co-payment
 Can also cover outpatient
 Guaranteed For X year
renewal

H&S Group Plans

Sample Key Scope of
Services-Coverage
• Extensive hospital network in Malaysia – Goverment and
Private
• Cashless access 24 hours a day via Toll Free Line
• Pre-existing conditions – waived
• Specified Illness – waived
• 30 days waiting period – waived
• Room & Board upgrade - Members have to pay only the
difference in Room & Board charges. No co-sharing of
20% on overall bill
• Operations done in one surgery – Cashless with LOG
(day-care)

Typical Key Scope of Services-
Value Added Services
• Cost Inflation Management - Negotiate preferred rate on
R/B, consultation fees, hospital charges with major
private hospital.
• Claim Report / Utilization Report.
• Client Portal (Corporate)
a) Updated member listing
b) Accessing reports
• Staff Portal
a) Accessing list of ING panel hospitals
b) Checking claims status
• E-payment & E-notification on claims payment
• SMS LOG notification
• LOG Issuance Notification to HR

Comparison Checklist
Microsoft Excel
Worksheet

GROUP PERSONAL ACCIDENT
&
GROUP TERM

Group Personal Accident

Typical Coverage & Benefits
Summary of Cover
This certificate provides coverage to protect the
employees against Death or Permanent
Disablement due to accidental. The coverage is
24 hours and worldwide.

Sample Coverage &
Benefits
No Benefit Covered Amount Covered
1. Death 36 X Monthly Salary
2. Permanent Disablement 36 X Monthly Salary
3. Temporary Total Disablement 25% of Monthly Salary or
Max. RM1,000/week
4. Temporary Partial Disablement 12.5% of Monthly Salary or
Max. RM500/week
5. Funeral Expenses RM1,000/person

Sample Coverage &
Benefits
The Clauses, Endorsements & Warranties
 Exposure & Disappearance
 Murder & Assault Clause (Unprovoked)
 Standard Exclusion for Death & TPD
 Strike, Riot & Civil Commotion
 Motorcycle Endorsement
 Schedule & Commercial Flying
 Amateur Sport
 Kidnapping
 Hijacking
 Food Poisoning
 Accidental Drowning, Gas Inhalation & Suffocation
 Harmful Insect & Snake Bites

Sample Contribution
Coverage Year
Annual Contribution RM
5% Service Tax RM
Stamp Duty RM 10.00 10.00
Total Contribution RM
Note
1.Rate reduced from 0.075% to 0.05% due to good claim experience
2.Sum Covered increase from RM___m to RM____m

Group Term

Sample Coverage &
Benefits
Summary of Cover
This certificate provides coverage to protect the
employees against Death or Total Permanent
Disablement (TPD) due to natural causes only.
The coverage is 24 hours and worldwide.

Sample Coverage &
Benefits
OPTION 1 – Current Benefits
No Benefit Covered Amount Covered
1. Death 48 X Monthly Salary
2. Permanent Disablement 48 X Monthly Salary
3. Funeral Expenses RM1,000/person
Note
1. TPD cover expires upon attaining age of 65
2. Maximum TPD per life is RM1,500,000
3. Free Cover Limit is RM250,000
4. Standard exclusion for Death & TPD applies.

Sample Rates Per Mile
Proposed Coverage Option 1 Option 2
Death due to Natural Causes Only
Total Permanent Disablement (TPD)
due to Natural Causes Only
Immediate Death Expenses

RM
Sample Contribution
Death due to Natural Causes Only RM
Total Permanent Disablement (TPD)
due to Natural Causes Only RM
Immediate Death Expenses RM
Annual Contribution RM
5% Service Tax RM
Stamp Duty RM 10.00
Total Contribution RM

End Notes
The end of the Beginning

Other thoughts…
1. Big matters/Small
Matters
2. Differentiate of Die
3. Define “Talent”
4. No “Jerk” rule
5. Flat Structure?
6. The Jerk Boss
7. All aspects
8. Hire Strict

Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.
blogspot.com/

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