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- 1. Talent Engagement & RetentionStrategies Yogeswaran Govindarajah Workforce Management & Learning Global Delivery Center © 2015 IBM Corporation
- 2. • Transformed retail. •Big change requires big talent • Growth drives new jobs • Luxurious work environment • In a hyper-competitive market • Young Job – existed since 1998 Fortune 500 Highest Employee Turnover (www.ibtimes.com, 26 Jul ‘13) (www.businessinsider.com, 25 Jul ‘13) (www.bloombergview.com, 29 Jul ‘13)
- 4. Silent Generation Age: Older than68 Baby Boomers Age: 50 - 68 Gen X Age: 33 – 49 Gen Y / Millennials Age: 18 – 32 Gen Y / Millennials Age: 18 – 32 Understanding Patterns, grouping people by generations Retention is to understand the generation
- 5. Managing different agegroups with different expectations has become a major challenge for businesses today. Gen Y mantra – Always connected. Always mobile. Reputation for being tech savvy with short attention spans. Malaysia: % employed person by age & sex https://www.statistics.gov.my
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- 8. “ I wantmy business to be more society centric / caring ” • 73% believe that business are having positive impact • 75% believes that business are focused on their own agenda rather than society www.deloitte.com/MillennialSurvey Then Now Shy to hug parents Shy to say ‘I Love U’ Displays Affection (Caring) Home to Work Work to Home Active Social Life (Society) Find own transportation Parents chauffeur (Caring) Long way to fame Instant You Tube Fame (Society) Award for winning Participation Recognition (Caring)
- 9. “ I wantto make an impact to the right sense of purpose “ • Generating Jobs • Improving Society • Drive Innovation • Enable Progress www.deloitte.com/MillennialSurvey Then Now Trusts Regardless Value genuine people and leaders Follows what the leader says Questions the motive behind Addressing what’s needed now Seeing the bigger picture Wait for announcements Constant Communication Pursuit of Profit Profits via innovative products / approach
- 10. “ I wantleaders to focus on people and not just on profit & personal reward ” • Employee Well-Being • Employee Growth & Development • Improve Skills of Workforce www.deloitte.com/MillennialSurvey Then Now Work 15 hours straight Work and Fun combined Recognized for big achievements Tap on the back for every task Daily Robotic Routine Aspire to build something Traditional / Inward Looking Break Barriers / New Ideas Technical Skills preferred Soft Skills preferred
- 11. “ I wantto be a Leader “ • 59% Men & 47% Women hope to become a leader within their current organization • 27% Men & 21% Women rated their leadership skills as strong www.deloitte.com/MillennialSurvey Then Now I will wait till my manager retires I have a degree, when do I take over? Promotion after many years Instant Gratification Experience over Qualification Qualification over Experience Gender Biasness Gender Equality Gave Loyalty Expect Loyalty
- 12. “ I wantto go my own way “ • 70% of Millennials see themselves rejecting traditional business and working independently www.deloitte.com/MillennialSurvey Then Now Aim for large organizations Self Employment / Entrepreneurship Standard Process & Procedure Creativity Burst / Progressive Work Step by Step in completing tasks Multitasking with multiple tasks See the bosses as role models Instagram, Selfie, Facebook - Myself Limited Choices Sky’s the Limit
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- 16. How do weensure the IBMer experience is as DIFFERENTIATED and CONSISTENT as the client experience we are seeking to shape?
- 17. Performance Foundation Employee Commitment Employee Engagement Developmentand Enrichment High Performance Culture Differentiated Benefits Opportunities Work Life Integration Workplace Safety Employee Health Programs Talent Management and Learning Talent Management and Learning Leadership Pipeline Career Path Surveys and Analytics Rewards and Engagement Community Commitment IBM Values We listen to our employees Diversity and Inclusion Employee support HR Strategy Employee Experience
- 18. INTEGRATED LEARNING PLANSSOCIAL NETWORKING • Soon 2 B Blue Community and Pre- employment web site • 32K ANOBs worldwide • 1/3 attrition rate vs non-participants Royal Blue Ambassador provides: • Targeted high touch support • New Hire contact point (30 days) • Recommended and personalized new hire learning for first 2 years New2Blue - managed peer to peer community for new hires with hosted events ONBOARDING / INITIAL ORIENTATION NEW HIRE EVENTS •Annual Global Virtual Conference for new hires •Deeper Insight event • 87% increased their ability to leverage IBM’s social business strategy • 81% now able to live the Practices Accepted/Initial Welcome First 30 days Personalized site that consolidates all relevant onboarding assets needed (includes BU specific) • Initial face to face welcome to IBM • Ginni welcome video • Understanding IBM, IBM Values and Practices, what it means to be an IBMer, collaborating and developing yourself Pre-boarding 30 days … 2 years Pre-Hire Community High Touch Support* NEW EMPLOYEE PORTAL Selection On boarding
- 19. • Identify toptalents and engage them thru stretch assignments for greater exposure. • Job rotation and additional responsibility for added learning. Top Talent Engagement • Groom and develop potential leaders through leadership programs / mentoring / Job Shadowing • Advancement of Women in Leadership / Technology • Equal opportunity for PWD • Generational Diversity • Cultural Awareness • Work Life Balance Leadership Development Healthy Diversity Employee Engagement • Propagate the climate and culture that would strongly demonstrate the values and behaviors for an integrated organization. • Enabling employees to identify with and understand how their role and performance contribute to the greater goal of the organization.
- 20. • Alignment basedon capability / competency for better growth and progression. • Clear expectations target communication. Right Management System • Open Door policy so that there is no hierarchical divide • Social club to build a family like bonding among colleagues. • Juniors are pre-mapped to higher roles and groomed to move up the ranks and similar exercise for middle management Organizational Climate Cascade Program • Regular analysis on market trend to determine if salary offering is competitive. • Minimum twice yearly review based on market performance. • Internal portal for listing of all the available roles for internal rotation. • Internal career fair so that employees are aware what’s available and suitable for them. • Pairing with senior members of the team so that they get 1 to 1 personal guidance and support. • Someone to turn to for any work related advise. Compensation Adjustment Availability of Open Jobs Buddy System
- 21. • EWS helpsus identify potential attrition cases and prioritize mitigation efforts • Able to take counter measures in case of required retention. Early Warning System • Facilitates managers “connect” with employees. • Is aware of own performance Vs expectations • Account / Department Level Resource Planning • Identifies critical resources at risk 1-on-1 Employee Risk Profiling • A culture of reward and recognition translates into increased productivity increased employee morale • Someone to look over the mentee. • An experienced friend to help in any situation whatsoever. • Bonus to lock them in for a certain period of time. • A way of assuring that they are important to the organization Rewards Recognition Mentoring Coaching Retention Bonus
- 22. One Purpose Since ourfounding, IBMers have been guided by an enduring Purpose. It’s the “why” of IBM. It’s the impact we aim to make on our clients, the world and each other. It’s what we aspire to every day, as we have for the last 100 years. It is to be essential. Three Values Nine Practices Our Practices define how we behave— what our Values look like in action IBM