POSITIONINGYOURORGANISATIONTOATTRACTANDRETAINTOPTALENT

1、positioning your organisation to attract and retain top talentcase study of cnis journeykenny ongcni holdings berhadcontents:a. background & philosophyb. positioningc. attraction & retention plansd. issues, mistakes & lessons learnede. for start upsf. summarybackground & philosophyth

2、e anchor for all decisionsbefore 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: cni1. 18 years old2. core business: mlm3. others: contract manufacturing, export/trading, ecommerce4. malaysia, singapore, brun

3、ei, indonesia, india, china, hong kong, philippines, italy, taiwan5. staff force: 5006. distributors: 250,0007. products: consumer goods and servicesa. background & philosophyprinciplesbackground & implications1.founders 2.senior leaders 3.age, gender, race not a barrier4.customer-focused, r

4、eally focused5.flexibility vs. discipline6.ad-hoc7.project-based8.empowerment 9.young talents leavingbackground: the four desperates1. desperate competition2. desperate consumer3. desperate achievers4. desperate changesthe 51.28% theory resign = push + pull 51.28% if staff is happy:= 0 + pull 51.28%

5、philosophyultimate 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 and loyalty are use

6、less if no performance is happening.”philosophyloyalty is misleading heavy consumption loyalty loyalty heavy consumption good performance retention retention good performancephilosophy“in business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they wer

7、e satisfied or very satisfied.”hbr march/april 1996a. background & philosophyprincipleshr philosophy1.equal / fair2.happy / productive 3.hire low, train high4.performance vs potential 5.sp drives tm6.talent pool owned by the company 7.retention / engagementpositioningretain, remove, refusepositi

8、oning“hope is not a strategy”john maxwellpositioning for who? your offer? key differentiator?attraction & retention planstarget. experience. bingotargeting: identify and attract who is your talent?: a talent for others does not mean a talent for youcnis talent profile unwanted by big mncs small

9、companies boring environment no growth/learning no mba passion, values, iq (streetsmart) appreciate chaos multitask passion to learntargeting: identify and attractgroup i(talent pool)2345performance2345potential identifytargeting: identify and attractgroup i(talent pool)group ii( potential)group iii

10、( performance)group iv(counseling)23452345performancepotential identify*additional categoriesdefinition 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 att

11、ituded. undeniable contribution and effortse. highly looked upon and respected by most stafff. ability to multi-task and assist in various areasg. key people in cnis succession plansdefinition of specialist staff1. has competencies (skills & knowledge) in a particular professional field of work.

12、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 cnib. supply for the competency in the market is low but demand is highc. the competency is difficult to learn, transfer and/or duplicate targeting:

13、identify and attractretentionexperienceswingexopposeattract“you dont attract who you want. you attract who you are”john maxwellattract1. whats your main differentiator? money? opportunity? big projects? big clients? career growth? environment? love and fresh air?2. fish where the fish are i.e. jobst

14、reet3. hire strict. refuse if possible.4. look for passion, iq, and the “unwanted”5. who you retire determines who you attractattract: hr and marketing1. who designs your job ads?1. it better be marketing2. understand the psychology of a talent job seeker when reading job ads3. not sure? consult job

15、street4. use marketing weapons for job ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc.retention 1: experienceloyalty = experience vs. expectationssolution strategy: talent management planloyalty 1: experience1. clear expectations2. resources3. max

16、imize talents4. recognition5. caring boss6. encourage development*7. expression8. company mission9. co-workers*10.friends11.progress updates12.learn and grow what “expectations”? refer q12loyalty 2: swingloyalty = best alternative at the current moment until i find another alternativesolution strate

17、gy: improve your q12, or try your best, or live with itloyalty 1: experience talent management planphilosophyojt, 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, spdevelopmentmotivationselecti

18、onevaluationstrategy: c&b1. eliminate staff awards2. eliminate staff trips3. eliminate hod trips4. remove salary structure limitations for tp5. premium group pay6. year-round promotions/increment7. spot bonus pool8. additional profit sharing points for tp9. pay for performers, pay for non-perfor

19、mers10.additional % during annual increments11.special allowances12.scl allowances13.flexitimeloyalty 2: swingswing talents are “l(fā)oyal” because: individual relationships convenience (at that point in time) contractually tied-up direct incentives* no better alternative subordinates no known alternati

20、ve cv friendlydangers of direct incentives1. 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. m

21、ockery of base salary and employment contract, 9. rebellion from non-incentivised staff, 10.end up incentivising everyone for everything?, try your best1. over promote2. loans3. spot bonuses4. block recruiters5. the spouse6. toys7. glorified titles8. forced ambassador9. “position” the competition10.

22、sell the dream11.give them a best friend12.internal trainerissues, mistakes, and lessonsif at first you dont succeed, dont try skydiving issues and challenges1. hods unclear 2. hods disagree/unsupportive of tm3. hods not committed to developing staff4. functional silos5. hods not willing to openly d

23、ifferentiate staff6. incompetent superiors/hods to tp staff7. succession plan for specific positions is a moving targetissues and challenges8. difficult to evaluate performance9. difficult to evaluate potential10.aligning tm and sp with business goals11.to the talent pool, it is more work, no reward

24、12.unsynchronized and unmonitored training and development13.difficult for tp staff to allocate time for training and development14.“once in, always in” predicament mistakes and lessons1. succession planning = business directions2. ceos role3. separate hrm and tnd departments4. measuring potential i

25、s 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 discussionsmistakes and lessons11.quarterly performance appraisals 12.change attitude and become arrogant. 13.create a premium group 14.projects and ojt assignments 15.hods = tp caretakers16.hods can get isolated and jealous.17.under-performing hods. 18.rewards19.sel