1. 1
Learning and Employee Retention: Leadership
Development
Laurence Yap
Sr Training & OD Manager

2. Learning and Employee Retention
What’s the Correlation Towards Leadership Development

3. Leadership

4. 4
The correlation of Learning, Employee Retention and Leadership
Development
Gen-X, Gen-Y and Baby Boomers – Do they require separate
learning initiatives?
Understanding the varying level of importance these generation
place on a commonly shared wants
Creating a challenging environment to keep them thinking
and learning constantly to progress through the corporate
Ladder
Acknowledging learning and professional growth as one of
the core dimensions irrespective of generations
•
AgendaAgenda

5. Are there correlation of Leadership Development,
Learning, and Employee Retention?

6. Conclusion
• Higher Learning Opportunities in Leadership
Development, Higher Employee Retention
and Engagement
• War of Talent: Manager engaged in leadership
development has 5X less likely to leave the
organizations
FindingsFindings

7. • Leadership Learning – Employee Retention
A. Role Modeling
• Komag – Best Manager of Malaysia and Sg
Experience
• Komag MD
• Pfizer HR Director
• Carsem COO – Iain Meikle
Personal Experience

8. B. Learning
Zenger Miller – Interpersonal & Communication
7 Habits
One Minute Manager
Situational Leadership
C. Reading
Leadership Challenges
Personal Experience

9. • 100 staff – highly motivated and low
resignations
• 3 rules:
a. No scolding
b. Solve problems together
c. Use your strengths
Personal Experience

10. Top Priority
involvement in decision making,
more appreciation,
better communication,
more team building,
flexible work conditions,
more autonomy and better coaching.
What Employee Wants from LeadersWhat Employee Wants from Leaders

11. Gallup results tell it all
↑ Better leadership
Management
↑Employee engagement
↑ EPS 3.8 Times
(150 organizations)

12. Employee
Engagement work
more than 30 years
of in-depth
behavioral
economic research
involving more
than 17 million
employees
worldwide

16. http://www.gallup.com/consulting/52/employee-engagement.aspx

17. Within the U.S. workforce, Gallup estimates this
cost to be more than $300 billion in lost
productivity alone.

18. Actively Disengage Employees
In world-class organizations, the ratio of engaged to actively
disengaged employees is 9.57:1. 10%
In average organizations, the ratio of engaged to actively
disengaged employees is 1.83:1. 50%

19. Gen-X, Gen-Y and Baby Boomers – Do they require
separate learning initiatives?

23. • Training - Class rooms
• Assignment - Work Projects
• Coaching - OJT
• Exposure - Exhibitions, Conference
• Learning - Books, Webs, People
Learning Approaches: TACEL

24. Pfizer: Mobile learning (Gen Y)
Online learning (Gen Y)
Carsem: Supervisors (Gen Y)
Leadership Dev (Gen X)
Team Bonding (Gen BM vs Gen X/Y)
Komag: Zenger Miller (Gen X)
Experience

25. Do these three generations have a commonly
shared wants in Leadership Learning?

27. Physiological needs
•
The physiological needs of the organism, those enabling
homeostasis, take first precedence.
These consist mainly of:
The need to breathe .
The need for water.
The need to eat.
The need to dispose of bodily wastes.
The need for sleep.
The need to regulate body temperature.
The need for protection from microbial aggressions
(hygiene).

28. Safety Security
• Security of employment.
Security of revenues and resources.
Physical security - safety from violence,
delinquency, aggressions.
Moral and physiological security.
Familial security.
Security of health.

29. Belonging Needs
• Care about them as a person
• Team Bonding Activities
• Corporate Sports Activities or Events
• CSR

30. Esteem Needs
• Respect Others
• Engage Employees
• Gain recognition
• Appreciation
• Meaning of Work
• Hobbies

31. Self Actualization
Creativity and Innovation
Solving problems
Projects
Involvement to something bigger
Integrity

37. Competency

38. How do we create a challenging environment to
keep them thinking and learning constantly ?

39. • Strategy Planning –
leadership development, Structure Tree
Carsem
• Teaching culture -
Interpersonal and Communication, Zenger Miller
Komag
Create an environment

40. • Leaders teaching leaders
5 Modules by COO
Carsem
• Community of Practice, Shared Learning Culture
–
Lean, Poka Yoke, Engineering, Technical Forun
Carsem
Create an environment

41. 41
Trainer @
Vice President
Manufacturing
Iain Meikle

42. 42
Program Overview
• Module 1 Best Leadership Practices (1)
• Module 2 Best Leadership Practices (2)
• Module 3 How to Motivate Today’s
Workers
• Module 4 Situational Leadership
• Module 5 Business Alignment
Program Overview

43. • Carsem Key Values/
Kauzes and Posner Model
Recruitment, Promotion, Performance
Create an environment

44. 44
Key Beliefs
Customer 1st 1 Listen to customers
2 Treat customers as friends
3 Be courteous , respectful and professional
Speed of
Execution
1. Sense of urgency.
2. Be responsive .
3. Make fast decisions
Continuous
Improvement
1. Always believe there is a better way
2. Challenge the status quo
3. Seek new ways of doing things
Constant
Respect for
People
1. Focus on the issue , not the person
2. Remember -- Everyone’s role is important
3. Seek first to understand.

45. 45
Uncompromising
Integrity
1. Honesty
2. Keep your word
3. Maintain confidentiality
Lead by
Example
1. Be supportive
2. Say what you do and Do what you say
3. Be a coach
Always seek
win-win solution
1. Be objective
2. Be open minded
3. Collaborate and compromise.
Carsem BOLEH! 1. CAN DO attitude
2. Determination
3. Positive mindset
Key Beliefs

47. Do we acknowledging learning and professional
growth as one of the core dimensions
irrespective of generations?

48. The Evergreen Project
• A careful examination of more than
200 well-established management
practices within 160 companies over
a 10-year period (1986-1996).
• The authors point out that companies
which consistently follow this
formula of 4 + 2 have a 90% chance
of sustaining superior business
performance.

49. Results (10 Years)
• Total Return to Shareholders
943% (Winners) vs 62% (losers)
• Sales
413% (Winners) vs 83% (losers)
• Operating Income
326% (Winners) vs 22% (losers)
• Return on Invested Capital (%)
+5.45% (Winners) vs -8.52% (losers)

50. Major 4 Factors
1. Strategy: devise and maintain a clearly stated,
focused strategy.
2. Execution: develop and maintain flawless
operational execution.
3. Culture: develop and maintain a performance-
oriented culture.
4. Structure: build and maintain a fast, flexible, flat
organization.

51. Minors - 4 Factors
Master two of the four secondary management
practices:
(i) Talent: hold on to talented employees and find
more.
(ii) Innovation: make industry-transforming
innovations.
(iii) Leadership: find leaders who are committed to the
business and its people.
(iv) Mergers and acquisitions: seek growth through
mergers and partnerships
Minors - 4 Factors

53. Leadership Behaviors

54. Conclusion

55. 1. 12 Management
2. TACEL – Learning Approaches
3. AMA Management Competency
4. Ever Green Project
5. Leadership Challenges
Note