Post on 26-Jan-2015
description
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Learning and Employee Retention: Leadership Development
Laurence YapSr Training & OD Manager
Learning and Employee RetentionWhat’s the Correlation Towards Leadership Development
Leadership
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The correlation of Learning, Employee Retention and Leadership Development
Gen-X, Gen-Y and Baby Boomers – Do they require separatelearning initiatives?
Understanding the varying level of importance these generationplace on a commonly shared wants
Creating a challenging environment to keep them thinkingand learning constantly to progress through the corporateLadder
Acknowledging learning and professional growth as one ofthe core dimensions irrespective of generations
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AgendaAgenda
Are there correlation of Leadership Development,
Learning, and Employee Retention?
Conclusion
• Higher Learning Opportunities in Leadership Development, Higher Employee Retention and Engagement
• War of Talent: Manager engaged in leadership development has 5X less likely to leave the organizations
FindingsFindings
• Leadership Learning – Employee Retention
A. Role Modeling• Komag – Best Manager of Malaysia and Sg
Experience• Komag MD• Pfizer HR Director• Carsem COO – Iain Meikle
Personal Experience
B. LearningZenger Miller – Interpersonal & Communication7 HabitsOne Minute Manager Situational Leadership
C. ReadingLeadership Challenges
Personal Experience
• 100 staff – highly motivated and low resignations
• 3 rules: a. No scolding b. Solve problems together c. Use your strengths
Personal Experience
Top Priority
involvement in decision making,
more appreciation,
better communication,
more team building,
flexible work conditions,
more autonomy and better coaching.
What Employee Wants from LeadersWhat Employee Wants from Leaders
Gallup results tell it all
↑ Better leadership Management
↑Employee engagement ↑ EPS 3.8 Times (150 organizations)
Employee Engagement work
more than 30 years of in-depth behavioral economic research involving more than 17 million employees worldwide
http://www.gallup.com/consulting/52/employee-engagement.aspx
Within the U.S. workforce, Gallup estimates this
cost to be more than $300 billion in lost productivity alone.
Actively Disengage Employees
In world-class organizations, the ratio of engaged to actively
disengaged employees is 9.57:1. 10%
In average organizations, the ratio of engaged to actively
disengaged employees is 1.83:1. 50%
Gen-X, Gen-Y and Baby Boomers – Do they require separate learning initiatives?
• Training - Class rooms• Assignment - Work Projects• Coaching - OJT• Exposure - Exhibitions, Conference• Learning - Books, Webs, People
Learning Approaches: TACEL
Pfizer: Mobile learning (Gen Y) Online learning (Gen Y)
Carsem: Supervisors (Gen Y) Leadership Dev (Gen X) Team Bonding (Gen BM vs Gen X/Y)
Komag: Zenger Miller (Gen X)
Experience
Do these three generations have a commonly shared wants in Leadership Learning?
Physiological needs •
The physiological needs of the organism, those enabling homeostasis, take first precedence. These consist mainly of:
The need to breathe . The need for water. The need to eat. The need to dispose of bodily wastes. The need for sleep. The need to regulate body temperature. The need for protection from microbial aggressions (hygiene).
Safety Security
• Security of employment. Security of revenues and resources. Physical security - safety from violence, delinquency, aggressions. Moral and physiological security. Familial security. Security of health.
Belonging Needs
• Care about them as a person• Team Bonding Activities• Corporate Sports Activities or Events• CSR
Esteem Needs
• Respect Others• Engage Employees• Gain recognition • Appreciation• Meaning of Work• Hobbies
Self Actualization
Creativity and InnovationSolving problems
Projects Involvement to something bigger
Integrity
Competency
How do we create a challenging environment to keep them thinking and learning constantly ?
• Strategy Planning – leadership development, Structure Tree Carsem
• Teaching culture - Interpersonal and Communication, Zenger Miller Komag
Create an environment
• Leaders teaching leaders 5 Modules by COO Carsem
• Community of Practice, Shared Learning Culture – Lean, Poka Yoke, Engineering, Technical Forun Carsem
Create an environment
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Trainer @Vice President Manufacturing
Iain Meikle
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Program Overview
• Module 1 Best Leadership Practices (1)
• Module 2 Best Leadership Practices (2)
• Module 3 How to Motivate Today’s Workers
• Module 4 Situational Leadership • Module 5 Business Alignment
Program Overview
• Carsem Key Values/ Kauzes and Posner Model Recruitment, Promotion, Performance
Create an environment
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Key Beliefs
Customer 1st 1 Listen to customers 2 Treat customers as friends3 Be courteous , respectful and professional
Speed of Execution
1. Sense of urgency.2. Be responsive .3. Make fast decisions
Continuous Improvement
1. Always believe there is a better way2. Challenge the status quo3. Seek new ways of doing things
Constant Respect for People
1. Focus on the issue , not the person 2. Remember -- Everyone’s role is important 3. Seek first to understand.
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Uncompromising Integrity
1. Honesty2. Keep your word3. Maintain confidentiality
Lead by Example
1. Be supportive 2. Say what you do and Do what you say3. Be a coach
Always seek win-win solution
1. Be objective 2. Be open minded3. Collaborate and compromise.
Carsem BOLEH!
1. CAN DO attitude 2. Determination 3. Positive mindset
Key Beliefs
Do we acknowledging learning and professional growth as one of the core dimensions
irrespective of generations?
The Evergreen Project
• A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996).
• The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.
Results (10 Years)
• Total Return to Shareholders 943% (Winners) vs 62% (losers)• Sales 413% (Winners) vs 83% (losers)• Operating Income 326% (Winners) vs 22% (losers)• Return on Invested Capital (%) +5.45% (Winners) vs -8.52% (losers)
Major 4 Factors1. Strategy: devise and maintain a clearly stated,
focused strategy. 2. Execution: develop and maintain flawless
operational execution.
3. Culture: develop and maintain a performance-oriented culture.
4. Structure: build and maintain a fast, flexible, flat organization.
Minors - 4 Factors
Master two of the four secondary management practices:
(i) Talent: hold on to talented employees and find more.
(ii) Innovation: make industry-transforming innovations.
(iii) Leadership: find leaders who are committed to the business and its people.
(iv) Mergers and acquisitions: seek growth through mergers and partnerships
Minors - 4 Factors
Leadership Behaviors
Conclusion
1. 12 Management 2. TACEL – Learning Approaches 3. AMA Management Competency 4. Ever Green Project 5. Leadership Challenges
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