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ALIGNING TALENT MANAGEMTENT AND SUCCESSION PLANNING WITH BUSINESS STRATEGY Case Study of CNI’s Journey Kenny Ong CNI Holdings Berhad

Aligning Talent Management and Succession Planning with Business Strategy - Comfori HR Conference

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  • 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
    Business Strategy 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
  • 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
    2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
  • 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
    Business Strategy 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
  • 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]