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™
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