MaGIC Academy - Be A Talent Driven Entrepreneur

2 Kelly Outsourcing & Consulting Group - proprietary and confidential Source: Dilbert

What is culture? It is pattern of basic

assumptions and beliefs, the learned behaviors, shared values and norms that define the work in an organization (Schein, E. 2006, Organizational Culture and Leadership, Jossey Bass: San Francisco, CA CA -0.37%)

5 Kelly Outsourcing & Consulting Group - proprietary and confidential

LARGE ENTERPRISESSTART-UPS

Founding employees get to help definethe culture, with the founder’s personalityas the baseline

Depending on the size and it’s maturity,have distinct needs such as team player,specific skills set

Flexible, agile, dynamic, ever changing Established processes, systems and structure, often many layers of red tape and bureaucracyPlenty of responsibility and

accountability, agility andspeed to cautiousness preferred

More job specific responsibilities and accountability that may involve millions

Performance driven Talents who areawesome will be able to grow andmove up their career far faster

Likely need to wait years and years to become a true leader with big ownership

Characteristics


Leadership Touchstone


Start-up Culture in Big Organizations - Acquisitions of start-ups have

been a great source of innovation for big companies in the technology world

Source: Dilbert


Talent Needs at Different Stages of the Business Lifecycle


Legislation

Regulations/Policies & Updates

EPF/Socso Contributions

Tax Deductions

Minimum Wage

Retirement Age

“Must have” system

Talent Acquisition Process


Study Phase

& Needs

Analysis

Job Specs

Defined

Engage &

Integrate

new hire

Fill PositionMake OfferCandidate

Consideration

Develop &

Execute,

Sourcing,

Strategy

•Joint study phase

•Joint

development of

communication

package

•Create job specs,

skills,

competencies

•Decide on

sourcing strategy

Database/File

search

•Advertise search

•On-line sourcing

•Referrals

•Screen

candidates

•Present profiles

•Schedule

interviews

•Gather interview

feedback

•Background

Screening

•Reference &

Financial check

•Select final

candidate

•Application

declinations

•Assist in offer

negotiation

•Extend offer

•Offer acceptance

acknowledgement

•Confirm start

date

•Complete job file

•Congrats letter

•Glad letter

•On-boarding

activity

•Status call

•Decide on

sourcing strategy

• Industry &

company

mapping

•Targeted search

•Opportunity

selling

Database Search Process

Head-Hunting Process


Work out what you need – don’t rush

Hiring someone you know – spouse, friends, family members

Taking someone on as a partner because you can't afford to hire him

Hiring a "jack of all trades" approach - specific functions of a business need to be staffed

with people who are specialists

Top-down hiring vs. bottom-up hiring


RETENTION

ATTRACTION


Preferred Employer Organization Size


Source: Kelly Global Workforce Index 2014

Ideal Work Environment


Source: Kelly Global Workforce Index 2014


Talent Segmentation

Workforce Planning


Legislation

Workforce Planning Approach

• Workforce Planning is having the right number of people, with the right skill sets, in the

right jobs, at the right time

• It is an array of interconnected processes by which an organization attracts, motivates,

develops and retains its human capital to perform and achieve business goals

• Having a Workforce Planning Program highlights the people factor that must be taken into

consideration to achieve desired business results

• Envisioning the operating environment that will most likely exist in the future

• Identifying the staffing levels and skill sets needed in the future

• Eliminating gaps and surpluses by proactive action planning

• Developing and implementing solutions strategies that can build and sustain the workforce

needed for the future


Talent Segmentation


Critical Skill Set

Technical Experts

Short Term Results

Long TermResults

Emerging

High Pos

High Potential

HIGHMEDIUMLOW

HIG

HM

EDIU

MLO

W

Ind

ivid

ual

Val

ue

Business Value

Leadership Development

Key Strategic

Roles

Career Building

If growth means gaining talent, it might also mean letting some go?


Talent Mapping Talent Segmentation

Workforce Planning

Legislation



TALENT MAPPING


Talent Mobility Alignment Process


International Relocation

Process and Lifecycle

Types of International Relocation

Talent MappingTalent Mobility Alignment Process

Legislation



International Relocation: The Process & Lifecycle

International

Relocation

Policy

Process

Repatriation/Post-

AssignmentServices

Year-EndCompensation

and Tax Preparation/ Consulting

OngoingAssignment

Administration

Assignment Start

Payroll Initiation

AssignmentPlanning

AssigneeSelection

Pre-DepartureServices

• Repatriation timing

• Transfer to domestic payroll

status

• Repatriation initiation

• Home Purchase Assistance

• Tracking repatriated employees

• Transfer to international payroll

status

• Begin assignment allowances

• Destination services

• Tax entrance meetings

• Country entrance procedures

• Assignee orientations

• Immigration and visa coordination

• House hunting trip

• Home Sale Assistance

• Cultural Training

• Assessment and selection

• Look-see trip

• Assignment plan

• Assignment compensation / benefits

policies

• Cost Estimates

• Re-entry planning

• Home / host payroll coordination

• Third-party vendor management

• Policy administration

• Assignee and management

reporting

• Language Training

Types of International Relocation


The Most Common Types of International Assignments

Long -Term

Short-Term

Permanent

Transfer

Short-Term

Business

Traveler

• Over 1 year on assignment

• Typically 3-5 years

• Typically will have the most robust policy

• Starts at 3 or 6 months or up to 1 year on assignment

• Important to monitor duration of assignment

• Typically will have a scaled down policy

• Indefinite duration

• Similar to a domestic move

• Typically treated as a local employee with some additional benefits to

assist with transition

• Up to 3 or 6 consecutive months

• Typically treated as regular business trips and follow company travel

policies

• Important to monitor travel days

Long -Term

Short-Term

Permanent

Transfer


Talent Mapping

Talent Management Cycle

Talent Supply Chain Management

MATURE

International Relocation

Legislation Talent Mobility Alignment Process

Talent Segmentation


Talent Management Cycle


Plan

Attract

Acquire

Engage

Develop

Deploy

Retain

Understand what talent you need, where it will come from (internal promotions, outside the organization, around the world) & how you will nurture this talent.

Promote mobility as a unique employee value proposition to attract the right talent.

Set expectations that mobility is required to advance/gain skills.

Use mobility experiences to tap into the motivations and needs of critical talent.

Get them ready for tomorrow’s role. Use mobility experiences to help talent gain new

skills, acquire cultural insights and achieve performance objectives.

Use an agile, skilled workforce to fill critical skills and advance

corporate goals.

Leverage the experience gained to further engage and retain valuable talent & plan

for successions.

Talent Supply Chain Management



• Restructuring operations or laying off staff

• Outplacement services or career transition strategies?

• Businesses that have been the subject of changed circumstances through takeovers, mergers or majorrestructuring are having to deal withworkforces that do not fully meettheir needs

Fundamentals of Talent Management at Every Business Stage



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Small Business & Entrepreneurship

MaGIC Academy - Be A Talent Driven Entrepreneur