Effective Strategies on how to Identify, Develop and Sustain High Performance Human Capital to drive Business Results

Kenny OngCNI Holdings Berhad

Contents:

Agenda:• Principles and Objectives• Strategy Examples• Attract and Identify• Issues and Challenges• Mistakes and Lessons• What’s Next?

About: CNI

1. 17 years old

2. Core Business: MLM

3. Others: Contract Manufacturing, Export/Trading, eCommerce

4. Malaysia, Singapore, Brunei, Indonesia, India, China

5. Staff force: ± 500

6. Distributors: 250,000

7. Products: Consumer Goods and Services

A. Principles and Objectives

Principles

1. Background 2. Needs 3. HR

A. Principles and Objectives

Principles 1. Background & Implications

1.Founders

2.Senior leaders

3.Dedication & commitment

4.Multi-racial, multi-cultural

5.Age, Gender not a barrier

6.Operational culture

7.Operations-intensive

8.Customers and policies

9.Vocal and demanding

10.Flexibility vs. Discipline

11.Systems run operations

12.Hierarchy and status

13.Ad-hoc

14.Project-based

15.Meetings

16.Empowerment

17.Do not dare consult

18.Young talents leaving

A. Principles and Objectives

Principles 2. 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

A. Principles and Objectives

Principles 3. HR Philosophy

1.Equal / Fair

2.Happy / Productive

3.Hire Low, Train High

4.Performance vs Potential

5.SP drives TM

6.Retention / Engagement

7.Talent Pool owned by the company

A. Principles and Objectives

Objectives of Talent Management

1.Succession Planning

2.Retention of Key Staff

3.Performance-based organization

B. Strategy Examples

CNI Model A: In theory…

B. Strategy Examples

CNI Model B: More Practical…

Business Strategy

OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,

P/P Grid, SP Table, PDP, Premium,

Q12, C&B, ACDP, SCL, Transfers, Events

P/P Grid, Q12, PA, SDP, SP

Development

Motivation

Selection

Evaluation

C. Attract and Identify

1 year 1 year

ServiceService

E1 and E1 and aboveabove

Finalized Finalized by BODby BOD

Non-Non-HODHOD

Supported Supported by HODby HOD

Decision?Decision?

• Identify

C. Attract and Identify

Group I

(Talent Pool)

23

45

PE

RF

OR

MA

NC

E

2 3 4 5

POTENTIAL• Identify

C. Attract and Identify

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

C. Attract and Identify

• Attract– CNI’s candidate attraction strategy is

not strong at this moment.

D. 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

D. 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

E. 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

E. 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

F. What’s Next?

1. Revamp LP 2. Task Forces3. Over pay ‘Premium’ from market4. Give talk in Induction Program5. Assign talent pool to other Divisional meetings6. Conduct 'Stay' interviews7. Start an intranet e-forum8. Flexi-benefits scheme for TP9. Survey to select their Top 5 most wanted

special benefits10.Form central committees

F. What’s Next?

11.Develop "XP Database" - similar to a Jobstreet® CV

12.Change Potential Evaluation;13.Break Talent Pool into Small Groups14.Social Work15.New methods for SP16.3 months 'acting manager' program 17. Introduce 360° appraisal18.Reinforce: Mentoring, Specialist Career ladder,

E-Learning19.Maximize Talent using BCG Matrix

Summary

Segmented & Targeted

Attraction, Retention and Succession

STARS™

Thank You.

soft copy of slides: kennyong@cni.com.my