HR Conference

1. Good Practices of Retention Strategies to
Keep Employees
REVOLUTIONIZING RECRUITMENT AND RETENTION 2015
CapSource, Prince Hotel & Residence March 24 & 25

2. Contents
Good Practices of Retention Strategies to Keep
Employees
7 hidden reasons why employees leave their
organizations
Good practices of retention strategies local and foreign
companies with real life examples
Employee of Choice model to enhance retention

3. What are good retention
strategies to keep
employees?

4. BACKGROUND

5. Employee Retention
Leigh Branham
Saratoga Institute of Research

6. Background
• Saragato Institute is part of PwC. World leader
in exit interview and employee commitment
survey
• Saragato Institute maintained a 5 years of
database of 19700 of exit and employee
surveys from 1999-2003
• Exit interview of 3149 employees
• Wide range of industries

7. Guessing
Reasons Percentage

8. REASONS OF LEAVING

9. 65 Reasons

11. Why Employees Are Leaving?
Reasons Percentage
Too few growth and advancement
opportunities
16
Lack of support by and respect from supervisor 13
Compensation 12
Job Duties Boring and unchallenging 11
Lack of leadership skills by supervisor 9
Work Hours 6
Unavoidable reasons 5

12. PEOPLE DO NOT LEAVE COMPANIES, THEY LEAVE BAD
BOSSES
Reasons Percentage
Too few growth and advancement
opportunities
16
Lack of support by and respect from supervisor 13
Compensation 12
Job Duties Boring and unchallenging 11
Lack of leadership skills by supervisor 9
Work Hours 6
Unavoidable reasons 5

13. Selection of Leaders

14. Good Retention Strategies
To Match Expectations with Reality
Select the Right Talent for the Job
To Provide Coaching and Feedback
To Provide Career Advancement and Growth Opportunities
To Make Employees Feel Valued and Recognized
To Reduce Stress from Work-Life Imbalance and Overwork
To Inspire and Confidence in Senior Leaders

15. GOOD PRACTICES

16. Good Practices
To Match Expectations with Reality
Select the Right Talent for the Job
To Provide Coaching and Feedback
To Provide Career Advancement and Growth Opportunities
To Make Employees Feel Valued and Recognized
To Reduce Stress from Work-Life Imbalance and Overwork
To Inspire and Confidence in Senior Leaders

17. Retention Good Practices
To Provide Career Advancement and Growth Opportunities
Career Development
Weekly Department Meeting
1 On 1
To Make Employees Feel Valued and Recognized
Motivation Voucher
Corporate Strategy
Annual Employee Survey
Job Title Changes
To Reduce Stress from Work-Life Imbalance and Overwork
Pfizer – FCW

18. PAYPAL GLOBAL OPS
PULSE FINDING
Career Development
Job Title

19. BUSINESS CONTEXT
SETTING THE
SCENE

20. Career Development
• Co-develop with
Accenture埃森哲

21. 7 phases for Employees
1. Understanding Career Development了解职业发展
2. Assessing yourselves 评估自己
3. Exploring Options 探索选项
4. Discussing with Managers 与经理讨论
5. Formulating Development Plan 制定发展计划
6. Learning and Developing 学习与发展
7. Evaluating Progress 评估进展情况

22. B. Career mapping 职业定位
Department
部门
Position 工作职位

23. C. Description of New position
新的工作职位描述

24. D. Comparison of two jobs
两个职位比较

25. E.Development resources- Elearning &
Class room
学习资源 - 网络学习与课堂

27. TEAM COACHING 1 HOUR

28. New Job Titles -
Talent Retention
Shanghai

29. MANAGEMENT PATH/ROUTE
29PayPal 101
Current Job Grade and
Ranking
Technical Path People
Management
(CS, Fraud, Comp)
28 Director Director
27 Sr Manager Sr Manager
Head of Department
26 Lead Manager Lead Manager
25 Manager Manager
24 Sr. Supervisor Sr Consultant Asst Manager
23 Supervisor
Specialist
Consultant Senior Supervisor
22 Supervisor
Specialist
Supervisor

30. PRODUCTION PATH/ROUTE
30PayPal 101
Current Job Grade and
Ranking
Technical Management People Management
18 Senior Agent None Teammate Support Leader
17 Agent None Senior Specialist
16 Agent None CS Specialist (SH)
Risk Analyst (SH)
CS/Risk Executive (KL)

31. Address concerns from previous week
Discuss balanced scorecard and performance targets
Decide on goals for the week
Provide feedback from agent 1-on-1’s and floor observations
Topics to cover during weekly 1-on-1’s
with Manager
CONFIDENTIAL AND PROPRIETARY 32




32. Pfizer

33. Carsem
• Festive
• Team Bonding
• Communicate Strategies regularly
• Gemba Walk
• Leader-teach-leaders
• Team Building
• Supervisor Development

34. Carsem Confidential A Member of the Hong Leong Group
Training Organization satisfaction rate
 About 80% of respondents are satisfied with Training offered in Carsem
%
85.06
82.65 82.09 82.33 83.53
81.12
40.00
45.00
50.00
55.00
60.00
65.00
70.00
75.00
80.00
85.00
90.00
Orientation and
induction
program
Adequate
effectiveness of
training
opportunities
Equipment and
facilities in
training room
Teaching
materials and
aids
Trainers'
behaviour and
attitude
Multimedia
training adequate
and effective
%

35. Carsem Confidential A Member of the Hong Leong Group
How is teamwork in Carsem?
Teamwork in Work Area, Go out of the way to help other Groups
and Teamwork is a Way of Life
 About 80% of respondents felt team work is the way of life in Carsem
%
80.67 81.34 80.48
40.00
45.00
50.00
55.00
60.00
65.00
70.00
75.00
80.00
85.00
90.00
Teamwork and cooperation in work
area
My work groups goes out of the way
to help other work groups when
needed
Teamwork is the way of life in
Carsem
%

36. CURRENT SUMMARY
Total booklet issued (Jul – to date) : 336 booklets (508)
Adhoc H1N1(exclude) : 92 booklets
244 booklets
Budget (exclude adhoc) from Jul to Oct
= 4 mths X RM4K
= RM 16K.
Total issued = 244 booklets X RM 105
= RM 25, 620 for 4 months

37. Spec QPP0007 : QPP R & R
(iv)
Motivational
Voucher
(applicable for
Operator &
Staff Level
only)
Applicable during
Gemba Walk, Quick
& Easy Kaizen &
other occasion where
department manager
spot a good deed
which deserve timely
& simple recognition.
To provide a simple &
timely recognition to
employees spoted
doing something good
(at the descretion of
dept manager)
RM3.50 motivational
voucher / pax
As and when the dept
manager spot the good
deed.

38. IT SHOULD NOT BE USED AS :
Reward for internal trainers when they conduct training. There is another platform for
trainers recognition (trainers recognition lunch)
Reward for training / briefing / comm session attendance.

39. 41

40. Flash Back

41. PURPOSE
Enhance
Value To Our
Stakeholders
MISSION
To Support
The Vision
CRITICAL
SUCCESS
FACTORS
Big Few
Things
DEFINE
STRETCH
GOALS
Key Metrics
FY2010/11 STRATEGY MEETING
SET
STRATEGIES
2nd meeting
(18th MAY)
Strategies to
meet Critical
Success Factor
/Goals
STRATEGIES
REVIEW /
PRIORITIZATION
3rd Meeting
(3rd JUNE)
Senior Manager’s
to review/buy off
2nd meeting
outcome
DEFINE
DEPT ACTIVITIES
&
TACTICS
Departmental Level -
Key Actions
To Be
Executed
FINAL
REVIEW
5th Meeting
(30th JUNE)
Dept
Structure Tree
Review
VISION
To Support
Our Purpose
Pre Strategy Meeting ~ Set Direction (27th & 28th Apr)
WE ARE HERE
Strategy
Comm forum
4th Meeting
(14th JUNE)
Full Structure
Tree

42. Carsem Confidential A Member of the Hong Leong Group
Purpose Vision Mission
Critical
Success
Factor
Stretch Goals Champions
Enhance
Stakeholder
Value
2
Build Strong
Reputation
2.1
Top Quartile of top Ten Customer (Balance
Scorecard)
2.2
50% reduction in DTD CT on 40% of product
sales by Q4 FY11 & 75% of product sales by
Q2 FY12
2.3
Meet 15% target for new product revenue
by June 2011 ( Carsem Group)
2.1
Rick Flowers
2.2
Iain Meikle
2.3
LW Yong
Theme Speed of Execution Main Thing
Carsem will
strive to ensure
by
with
delivering
operational,
service and
technology
excellence.
3
Employee
Engagement
3.1
Effective Communication
3.2
Employee Satisfaction Survey Index of 80%
3.1
Omar Hakim
3.2
Omar Hakim
1
Improve
profitability
1.1
Achieve sustainable PBT of 12% by Q2
FY2010/11
1.1
Eric & GMs
To be a
World Class
Company
Offering
Assembly &
Test
to
semiconductor
Companies
Throughout
the World
Profitable
Growth
Impressing
Customers
Committed
& Engaged
Employees

45. RETENTION APPROACHES

46. Good Retention Strategies
To Match Expectations with Reality
Select the Right Talent for the Job
To Provide Coaching and Feedback
To Provide Career Advancement and Growth Opportunities
To Make Employees Feel Valued and Recognized
To Reduce Stress from Work-Life Imbalance and Overwork
To Inspire and Confidence in Senior Leaders

47. Four Fundamental Human Needs
● The need for trust.
● The need to have hope.
• The need to feel a sense of worth
● The need to feel competent.

48. To Match Expectations with Reality

49. Select the Right Talent for the Job

50. To Provide Coaching and Feedback

51. To Provide Career Advancement
and Growth Opportunities

52. To Make Employees Feel Valued
and Recognized

53. To Reduce Stress from Work-Life
Imbalance and Overwork

54. To Inspire and Confidence in Senior
Leaders

55. EMPLOYEE OF CHOICE STRATEGIES

56. Employee of Choice

57. IMPACTS

58. ONE LAST THING

59. Corporate Culture
•

60. Four Corporate Culture

62. 64

65. 33% 49% 18%
After 1 year on the job….70% of U.S

69. 1. Do I know what is expected
me of me at work?

70. 2. Do I have the materials and equipments
I need to do my work right?

71. 3. At work, do I have the opportunity to do
what I do best every day?

72. 4. In the last 7 days, have I received
recognition for doing good work?

73. 5. Does my supervisor, or someone at work,
seem to care about me as a person?

74. 6. Is there someone at work
who encourages my development?

75. 7. At work, do my opinions seem to count?

76. 8. Does the mission/ purpose of my
company make me feel my job is
important?

77. 9. Are my co-workers committed
to doing quality work?

78. 10. Do I have a best friend at work?

79. 11. In the last 6 months, has someone at
work talked to me about my progress?

80. 12. This last year, have I had opportunities
at work to learn and grow?