POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENT

1、positioning your organisation to attract and retain top talent case study of cnis journey kenny ong cni holdings berhad contents: a. background & philosophy b. positioning c. attraction & retention plans d. issues, mistakes & lessons learned e. for start ups f. summary background & philosophy the an

2、chor for all decisions 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” about: cni 1. 18 years old 2. core business: mlm 3. others: contract manufacturing, export/trading, ecommerce 4. malaysia, singapore, br

3、unei, indonesia, india, china, hong kong, philippines, italy, taiwan 5. staff force: 500 6. distributors: 250,000 7. products: consumer goods and services a. background & philosophy principlesbackground & implications 1.founders 2.senior leaders 3.age, gender, race not a barrier 4.customer-focused,

4、really focused 5.flexibility vs. discipline 6.ad-hoc 7.project-based 8.empowerment 9.young talents leaving background: the four desperates 1. desperate competition 2. desperate consumer 3. desperate achievers 4. desperate changes the 51.28% theory resign = push + pull 51.28% if staff is happy: = 0 +

5、 pull 51.28% 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.” philosophy “retention and loyalty are useless if no conversion is happening.” “retention

6、and loyalty are useless if no performance is happening.” philosophy loyalty is misleading heavy consumption loyalty loyalty heavy consumption good performance retention retention good performance philosophy “in business after business, 60% to 80% of lost customers reported on a survey just prior to

7、defecting that they were satisfied or very satisfied.” hbr march/april 1996 a. background & philosophy principleshr 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 positioning

8、retain, remove, refuse positioning “hope is not a strategy” john maxwell positioning for who? your offer? key differentiator? attraction & retention plans target. experience. bingo targeting: identify and attract who is your talent? : a talent for others does not mean a talent for you cnis talent pr

9、ofile unwanted by big mncs small companies boring environment no growth/learning no mba passion, values, iq (streetsmart) appreciate chaos multitask passion to learn targeting: identify and attract group i (talent pool) 2 345 performance 2345 potential identify targeting: identify and attract group

10、i (talent pool) group ii ( potential) group iii ( performance) group iv (counseling) 2345 2 345 performance potential identify *additional categories definition of premium staff 1. specially selected from the tp. 2. they have in addition, the following attributes: a. high-profile in the field or ind

11、ustry b. loyalty proven c. proven high work-rate and great attitude d. undeniable contribution and efforts e. highly looked upon and respected by most staff f. ability to multi-task and assist in various areas g. key people in cnis succession plans definition of specialist staff 1. has competencies

12、(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 com

13、petency is difficult to learn, transfer and/or duplicate targeting: identify and attract retention experienceswingex oppose attract “you dont attract who you want. you attract who you are” john maxwell attract 1. whats your main differentiator? money? opportunity? big projects? big clients? career g

14、rowth? 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 attract: hr and marketing 1. who designs your job ads? 1. it better be marketing 2. understan

15、d 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. retention 1: experience loyalty = experience vs. expectations solution str

16、ategy: talent management plan 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 loyalty 2

17、: 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 loyalty 1: experience talent management plan philosophy ojt, mentoring, big-5, lp, pdp, sdp, projects, p/p grid, sp table, pdp, premium, q1

18、2, c&b, acdp, scl, transfers, events, recognition p/p grid, q12, pa, sdp, sp development motivation selection evaluation 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

19、/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 loyalty 2: swing swing talents are “loyal” because: individual relationships convenien

20、ce (at that point in time) contractually tied-up direct incentives* no better alternative subordinates no known alternative cv friendly 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

21、. 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?, try your best 1. over promote 2. loans 3.

22、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 issues, mistakes, and lessons if at first you dont succeed, dont try skydiving issues and challenges 1. hods

23、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 issues and challenges 8. difficult to eva

24、luate 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”

25、predicament mistakes and lessons 1. succession planning = business directions 2. ceos role 3. separate hrm and tnd departments 4. measuring potential is really difficult. 5. two types of talent: leaders and specialists 6. openly announcing the talent pool - painful! 7. pdp group of rough diamonds 8.

26、 split leadership development 9. official annual event 10.tm = annual performance appraisal discussions 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.