aligning talent management and succession planning with business strategy - comfori hr conference
DESCRIPTION
TRANSCRIPT
- 1. ALIGNING TALENT MANAGEMTENT AND SUCCESSION PLANNING WITH BUSINESS STRATEGY Case Study of CNIs Journey Kenny Ong CNI Holdings Berhad
- 2. Contents:
- Principles and Objectives
- Attract and Identify
- Strategy Examples
- Issues and Challenges
- Mistakes and Lessons
- Whats Next?
- For Starting Up
- 3. 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
- 4. A. Principles and Objectives Principles 1. Background 2. Needs 3. HR
- 5. A. Principles and Objectives Principles 1. Background &
Implications
- Founders
- Senior leaders
- Dedication & commitment
- Multi-racial, multi-cultural
- Age, Gender not a barrier
- Operational culture
- Operations-intensive
- Customers and policies
- Vocal and demanding
- Flexibility vs. Discipline
- Systems run operations
- Hierarchy and status
- Ad-hoc
- Project-based
- Meetings
- Empowerment
- Do not dare consult
- Young talents leaving
- 6. The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
- 7. A. Principles and Objectives Principles 2. Companys Needs
- Succession Planning of Key Leaders Founding Directors (perpetual business theory)
- Retention of Key Staff especially younger ones
- Transform into a Performance-based organization
- 8. A. Principles and Objectives Principles 3. HR Philosophy
- Equal / Fair
- Happy / Productive
- Hire Low, Train High
- Performance vs Potential
- SP drives TM
- Retention / Engagement
- Talent Pool owned by the company
- 9. A. Principles and Objectives Objectives of Talent Management
- Succession Planning
- Retention of Key Staff
- Performance-based organization
- 10. A. Principles and Objectives
- CNI Model A: In theory
- 11. A. Principles and Objectives
- CNI Model B: More Practical
- 12. A. Strategy First Culture Corporate Objective Corporate Strategy Structure Resources Leadership Person
- 13. A. Strategy First
- Balanced Scorecard
- Market Disciplines
- 14. A. Strategy First Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
- 15. A. Strategy First Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 16. B. Attract and Identify 1 year Service E1 and above
Finalized by BOD Non-HOD Supported by HOD Decision?
- Identify
- 17. B. Attract and Identify Group I (Talent Pool)
- Identify
- 18. B. Attract and Identify Group I (Talent Pool) Group II (
Potential) Group III ( Performance) Group IV (Counseling) 2 3 4 5 2
3 4 5 PERFORMANCE POTENTIAL
- Identify
- 19. B1. 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 CNIs 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
- 20. B. Attract and Identify
- Attract
-
- CNIs candidate attraction strategy is not strong at this moment.
- Hiring
-
- Behavioral Event Interview
-
- Panel
-
- Telephone Interview
-
- Live Assessments
-
- Big 5 Psychometric Profile
- 21. C. Strategy Examples
- CNI Model B: More Practical
- 22. C1. 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
- 23. D. 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
- 24. D. 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
- 25. E. Mistakes and Lessons
- Succession Planning = business directions
- CEOs 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
- 26. E. 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
- 27. E. More problems we faced
- Criticism of TP selection
- Limited Funds
- Silo mentality
- Competitor recruitment target!
- Removal of Talent Pool members
- 28. F. Whats Next?
- Revamp LP
- Task Forces
- Over pay Premium from market
- Give talk in Induction Program
- Assign talent pool to other Divisional meetings
- Conduct 'Stay' interviews
- Start an intranet e-forum
- Flexi-benefits scheme for TP
- Survey to select their Top 5 most wanted special benefits
- Form central committees
- 29. F. Whats Next?
- Develop "XP Database" - similar to a Jobstreet CV
- Change Potential Evaluation;
- Break Talent Pool into Small Groups
- Social Work
- New methods for SP
- 3 months 'acting manager' program
- Introduce 360 appraisal
- Reinforce: Mentoring, Specialist Career ladder, E-Learning
- Maximize Talent using BCG Matrix
- 30. G. For Starting Up
- Get the Business Strategy right
- Link HRs 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 Comfori conferences
- 31. Summary
- Segmented & Targeted
- Attraction, Retention and Succession
- STARS
- 32. Thank You. soft copy of slides: [email_address]