Positioning Your Organization to Attract and Retain Top Talent - Jobstreet.com HR Networking Event 2007
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This document outlines CNI Holdings Berhad's journey to position itself as an employer that can attract and retain top talent. Some key points: 1) CNI developed philosophies around talent management focused on performance over potential and identifying a "talent pool" of top performers. 2) Their strategies included targeting specific types of talent, developing attraction and retention plans, and addressing issues like unclear expectations and functional silos. 3) Lessons learned included separating HR and training functions, measuring potential is difficult, openly announcing the talent pool can be painful, and supervisors must be committed to developing talent.
Positioning Your Organization to Attract and Retain Top Talent - Jobstreet.com HR Networking Event 2007
- 1. POSITIONING YOUR ORGANISATION TO ATTRACT AND RETAIN TOP TALENT Case Study of CNI’s Journey Kenny Ong CNI Holdings Berhad
- 2. Contents: Background & Philosophy Positioning Attraction & Retention plans Issues, Mistakes & Lessons Learned For Start Ups… Summary
- 3. Background & Philosophy The anchor for all decisions
- 4. 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”
- 5. About: CNI 18 years old Core Business: MLM Others: Contract Manufacturing, Export/Trading, eCommerce Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan Staff force: ± 500 Distributors: 250,000 Products: Consumer Goods and Services
- 6. A. Background & Philosophy Principles Background & Implications Founders Senior leaders Age, Gender, Race not a barrier Customer-focused, really focused Flexibility vs. Discipline Ad-hoc Project-based Empowerment Young talents leaving
- 7. Background: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
- 8. The 51.28% Theory Resign = Push + Pull > 51.28% If staff is Happy: => 0 + Pull > 51.28%
- 9. 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.”
- 10. Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No Performance is happening.”
- 11. Philosophy Loyalty is misleading… Heavy Consumption ≠ Loyalty Loyalty ≠ Heavy Consumption Good Performance ≠ Retention Retention ≠ Good Performance
- 12. 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
- 13. A. Background & Philosophy Principles HR Philosophy Equal / Fair Happy / Productive Hire Low, Train High Performance vs Potential SP drives TM Talent Pool owned by the company Retention / Engagement
- 14. Positioning Retain, Remove, Refuse
- 15. Positioning “ Hope is not a strategy” John Maxwell
- 16. Positioning For who? Your Offer? Key Differentiator?
- 17. Attraction & Retention Plans Target. Experience. Bingo
- 18. Targeting: Identify and Attract Who is your Talent? : A Talent for others does not mean a Talent for you
- 19. 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
- 20. Targeting: Identify and Attract Group I (Talent Pool) Identify 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
- 21. Targeting: Identify and Attract Group I (Talent Pool) Group II ( Potential) Group III ( Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL Identify
- 22. **Additional Categories Definition of ‘Premium’ staff Specially selected from the TP. They have in addition, the following attributes: High-profile in the field or industry Loyalty proven Proven high work-rate and great attitude Undeniable contribution and efforts Highly looked upon and respected by most staff Ability to multi-task and assist in various areas Key people in CNI’s Succession Plans Definition of ‘Specialist’ Staff Has competencies (skills & knowledge) in a particular professional field of work. A staff is deemed to be a Specialist when all the following occurs: The particular Competency (Skills or Knowledge or both) is highly required by CNI Supply for the competency in the market is low but demand is high The competency is difficult to learn, transfer and/or duplicate
- 23. Targeting: Identify and Attract Retention Experience Swing Ex Oppose
- 24. Attract “ You don’t attract who you want. You attract who you are ” John Maxwell
- 25. Attract What’s your main Differentiator? Money? Opportunity? Big Projects? Big Clients? Career Growth? Environment? Love and Fresh Air? Fish where the Fish are… i.e. Jobstreet Hire Strict. Refuse if possible. Look for Passion, IQ, and the “Unwanted” Who you retire determines who you attract
- 26. Attract: HR and Marketing Who designs your Job Ads? It better be Marketing Understand the psychology of a Talent Job Seeker when reading Job Ads Not sure? Consult Jobstreet Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc.
- 27. Retention 1: Experience Loyalty = Experience vs. Expectations Solution Strategy: Talent Management Plan
- 28. Loyalty 1: Experience Clear expectations Resources Maximize talents Recognition Caring Boss Encourage development* Expression Company Mission Co-workers** Friends Progress updates Learn and Grow What “Expectations”? Refer Q12
- 29. 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
- 30. Loyalty 1: Experience Talent Management Plan Philosophy OJT, 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 Selection Development Motivation Evaluation
- 31. Strategy: C&B Eliminate Staff Awards Eliminate Staff Trips Eliminate HOD trips Remove Salary structure limitations for TP Premium Group Pay Year-round promotions/increment Spot Bonus Pool Additional Profit Sharing points for TP ↑ Pay for Performers, ↓ pay for Non-Performers Additional % during annual increments Special Allowances SCL Allowances Flexitime
- 32. 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
- 33. Dangers of Direct Incentives lessen internal motivation, switch to mercenary mode, do something and do not do something else, bribe and fraud culture, easier for competitors to recruit, lessen teamwork & helpful culture, less and less impact for same value, mockery of base salary and employment contract, rebellion from non-incentivised staff, end up incentivising everyone for everything?,
- 34. Try Your Best… Over Promote Loans Spot Bonuses Block recruiters The Spouse Toys Glorified Titles Forced Ambassador “ Position” the competition Sell the Dream Give them a Best Friend Internal Trainer
- 35. Issues, Mistakes, and Lessons If at first you don’t succeed, don’t try skydiving
- 36. Issues and Challenges HODs unclear HODs disagree/unsupportive of TM HODs not committed to developing staff Functional silos HODs not willing to openly differentiate staff Incompetent superiors/HODs to TP staff Succession plan for specific positions is a moving target
- 37. Issues and Challenges Difficult to evaluate Performance Difficult to evaluate Potential Aligning TM and SP with Business Goals To the Talent Pool, it is more work, no reward Unsynchronized and unmonitored training and development Difficult for TP staff to allocate time for training and development “Once in, always in” predicament
- 38. Mistakes and Lessons Succession Planning = business directions CEO’s role Separate HRM and TND departments Measuring Potential is really difficult. Two types of Talent: Leaders and Specialists Openly announcing the Talent Pool - painful! PDP group of rough diamonds Split Leadership Development Official annual ‘Event’ TM = Annual Performance Appraisal Discussions
- 39. Mistakes and Lessons Quarterly Performance Appraisals Change attitude and become arrogant. Create a ‘Premium Group’ Projects and OJT assignments HODs = TP caretakers HODs can get isolated and jealous. Under-performing HODs. Rewards Sell and allocate their TP candidates TM = HRM
- 40. More problems we faced Criticism of TP selection Limited Funds ‘Silo’ mentality Competitor recruitment target! Removal of Talent Pool members
- 41. Start Up & Summary The end of the Beginning
- 42. For Starting Up… Get the Business Strategy right Link HR’s role to Strategy (e.g. BSC) Clarify the HR Philosophy Strengthen Performance Management System Tackle the Learning Culture Redirect Funds ($$) Design simple Selection process Develop and Reward focused on Talent Pool Communicate throughout Attend more Jobstreet conferences
- 43. Summary Big matters/Small Matters Differentiate of Die Define “Talent” No “Jerk” rule Flat Structure? The Jerk Boss All aspects Hire Strict
- 44. Summary Segmented & Targeted Attraction, Retention and Succession STARS ™
- 45. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/