Positioning Your Organization to Attract and Retain Top Talent - Jobstreet.com HR Networking Event...
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POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENTCase Study of CNI’s Journey
Kenny OngCNI Holdings Berhad
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Contents:
A. Background & Philosophy
B. Positioning
C. Attraction & Retention plans
D. Issues, Mistakes & Lessons Learned
E. For Start Ups…
F. Summary
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Background & Philosophy
The anchor for all decisions
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Before we start…
• Who designs your Talent Management programs?
• Are you in the Talent Pool?• Do you qualify?• “It takes a crook to catch a crook”
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About: CNI
1. 18 years old
2. Core Business: MLM
3. Others: Contract Manufacturing, Export/Trading, eCommerce
4. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan
5. Staff force: ± 500
6. Distributors: 250,000
7. Products: Consumer Goods and Services
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A. Background & Philosophy
Principles Background & Implications
1.Founders
2.Senior leaders
3.Age, Gender, Race not a barrier
4.Customer-focused, really focused
5.Flexibility vs. Discipline
6.Ad-hoc
7.Project-based
8.Empowerment
9.Young talents leaving
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Background: The Four Desperates
1. Desperate Competition
2. Desperate Consumer
3. Desperate Achievers
4. Desperate Changes
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The 51.28% Theory
• Resign = Push + Pull > 51.28%
• If staff is Happy:=> 0 + Pull > 51.28%
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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.”
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Philosophy
“Retention and Loyalty are useless if No Conversion is happening.”
“Retention and Loyalty are useless if No Performance is happening.”
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Philosophy
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention
• Retention ≠ Good Performance
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Philosophy
“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.”
HBR March/April 1996
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A. Background & Philosophy
Principles HR Philosophy
1.Equal / Fair
2.Happy / Productive
3.Hire Low, Train High
4.Performance vs Potential
5.SP drives TM
6.Talent Pool owned by the company
7.Retention / Engagement
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Positioning
Retain, Remove, Refuse
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Positioning
“Hope is not a strategy”John Maxwell
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Positioning
• For who?
• Your Offer?
• Key Differentiator?
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Attraction & Retention Plans
Target. Experience. Bingo
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Targeting: Identify and Attract
• Who is your Talent?
: A Talent for others does not mean a Talent for you
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CNI’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
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Targeting: Identify and Attract
Group I
(Talent Pool)
23
45
PE
RF
OR
MA
NC
E
2 3 4 5
POTENTIAL• Identify
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Targeting: Identify and Attract
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
23
45
PE
RF
OR
MA
NC
E
POTENTIAL• Identify
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**Additional Categories
Definition of ‘Premium’ staff1. Specially selected from the
TP.2. They have in addition, the
following attributes:a. High-profile in the field or
industryb. Loyalty provenc. Proven high work-rate and
great attituded. Undeniable contribution
and effortse. Highly looked upon and
respected by most stafff. Ability to multi-task and
assist in various areasg. Key people in CNI’s
Succession Plans
Definition of ‘Specialist’ Staff1. Has competencies (skills &
knowledge) in a particular professional field of work.
2. A staff is deemed to be a Specialist when all the following occurs:a. The particular Competency
(Skills or Knowledge or both) is highly required by CNI
b. Supply for the competency in the market is low but demand is high
c. The competency is difficult to learn, transfer and/or duplicate
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Targeting: Identify and Attract
Retention
Experience Swing Ex
Oppose
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Attract
“You don’t attract who you want. You attract who you
are”John Maxwell
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Attract
1. What’s your main Differentiator?– Money? Opportunity? Big Projects? Big
Clients? Career Growth? Environment? Love and Fresh Air?
2. Fish where the Fish are… i.e. Jobstreet
3. Hire Strict. Refuse if possible.
4. Look for Passion, IQ, and the “Unwanted”
5. Who you retire determines who you attract
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Attract: HR and Marketing
1. Who designs your Job Ads?1. It better be Marketing
2. Understand the psychology of a Talent Job Seeker when reading Job Ads
3. Not sure? Consult Jobstreet
4. Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc.
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Retention 1: Experience
Loyalty = Experience vs. Expectations
Solution Strategy: Talent Management Plan
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Loyalty 1: Experience
1. Clear expectations
2. Resources
3. Maximize talents
4. Recognition
5. Caring Boss
6. Encourage development*
7. Expression
8. Company Mission
9. Co-workers**
10.Friends
11.Progress updates
12.Learn and Grow
• What “Expectations”? Refer Q12
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Loyalty 2: Swing
Loyalty = Best alternative at the current moment until I find another alternative
Solution Strategy: Improve your Q12, or Try Your Best, or Live with It
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Loyalty 1: Experience
• Talent Management Plan
PhilosophyOJT, 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
Development
Motivation
Selection
Evaluation
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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
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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
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Dangers of Direct Incentives
1. lessen internal motivation, 2. switch to mercenary mode, 3. do something and do not do something else, 4. bribe and fraud culture, 5. easier for competitors to recruit, 6. lessen teamwork & helpful culture, 7. less and less impact for same value, 8. mockery of base salary and employment
contract, 9. rebellion from non-incentivised staff, 10.end up incentivising everyone for everything?,
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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
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Issues, Mistakes, and Lessons
If at first you don’t succeed, don’t try skydiving
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Issues and Challenges
1. HODs unclear
2. HODs disagree/unsupportive of TM
3. HODs not committed to developing staff
4. Functional silos
5. HODs not willing to openly differentiate staff
6. Incompetent superiors/HODs to TP staff
7. Succession plan for specific positions is a moving target
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Issues and Challenges
8. Difficult to evaluate Performance
9. Difficult to evaluate Potential
10.Aligning TM and SP with Business Goals
11.To the Talent Pool, it is more work, no reward
12.Unsynchronized and unmonitored training and development
13.Difficult for TP staff to allocate time for training and development
14. “Once in, always in” predicament
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Mistakes and Lessons
1. Succession Planning = business directions2. CEO’s role3. Separate HRM and TND departments4. Measuring Potential is really difficult. 5. Two types of Talent: Leaders and Specialists6. Openly announcing the Talent Pool - painful!7. PDP group of rough diamonds8. Split Leadership Development9. Official annual ‘Event’ 10.TM = Annual Performance Appraisal
Discussions
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Mistakes and Lessons
11.Quarterly Performance Appraisals
12.Change attitude and become arrogant.
13.Create a ‘Premium Group’
14.Projects and OJT assignments
15.HODs = TP caretakers
16.HODs can get isolated and jealous.
17.Under-performing HODs.
18.Rewards
19.Sell and allocate their TP candidates
20.TM = HRM
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More problems we faced
1. Criticism of TP selection
2. Limited Funds
3. ‘Silo’ mentality
4. Competitor recruitment target!
5. Removal of Talent Pool members
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Start Up & Summary
The end of the Beginning
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For Starting Up…
1. Get the Business Strategy right
2. Link HR’s role to Strategy (e.g. BSC)
3. Clarify the HR Philosophy
4. Strengthen Performance Management System
5. Tackle the Learning Culture
6. Redirect Funds ($$)
7. Design simple Selection process
8. Develop and Reward focused on Talent Pool
9. Communicate throughout
10.Attend more Jobstreet conferences
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Summary
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
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Summary
Segmented & Targeted
Attraction, Retention and Succession
STARS™
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Thank You.
soft copy of slides: http://totallyunrelatedrandomanddebatable.
blogspot.com/