SlideShare ist ein Scribd-Unternehmen logo
1 von 83
Downloaden Sie, um offline zu lesen
EFFECTIVE STRATEGIES ON HOW TO
IDENTIFY, DEVELOP AND SUSTAIN HIGH
PERFORMANCE HUMAN CAPITAL TO
DRIVE BUSINESS
Case Study, Concepts and Debatable Ideas

Kenny Ong
Takaful IKHLAS Sdn Bhd
TAKAFUL IKHLAS CORPORATE PROFILE
•   Shareholder              : MNRB Holdings Berhad (100%)
•   Established Date         : 18 September 2002
•   Operational since        : 2 July 2003
•   Takaful Model            : Al-Wakalah

•   Business Portfolio       : General and Family Takaful

•   Number Products          : More than 90
•   Number of Participants   : More than 1,800,000
•   Number of Agents         : More than 6,000

•   Number of Staff          : 490

•   Regional Offices         : 11
•   Paid Up Capital          : RM295 million
IKHLAS Medical/Health (EB/GHS)
                 Solutions
                                               CLIENT                       PANEL CLINICS
                                                                            •Processing Bills
                                                                            •Payment
   EASY ACCESS TO CARE                                                      •Appointment and
      •Panel of 2000 clinics                                                removal
            nationwide                                                      •Policies & Procedures
 •All major hospitals recognises                                            •Tracking Entitlements
             our GLs                           TISB                         •Issues & Complaints
•Appointment & management of                                                •Overcharging & Abuse
                                                                            •MC Verification
          medical panel
                                                                                 Panel GP Clinics
       1 CLASS SERVICE
       st

  •Benefit & Procedure briefing                                    Specialist
                                                                                     Referral
                                                                  & Hospitals
           •Help Desk
  •Tri-annual Cost & Utilization                                      SPECIALIST & HOSPITALS
                                              Employees               •Issuance of GL
             Report
                                                                      •Hosp. Bank
         •Benchmarking             EMPLOYEES & DEPENDANT              Guarantee/Deposit
 •Analysis & Recommendations       • Claims Submission                •Appointment and removal
                                   • Tracking of eligibility          •Tracking Entitlements
                                   • Enquiries & Complaints           •Processing Bills
                                   • Employee benefit materials       •Payment
       PEACE OF MIND
                                   • Unions                           •Hospital Reports
     •24/7 LOG Issuance            • Abuse of benefits
     •Cashless Admission
          •Comments
The New World…
             13th April 2009
             •Two Domino’s employees
             •YouTube
             •Apology from Domino’s after
             48 hours
             •1 million hits
             •Twitter: questions on silence
             •LinkedIn: suggestions by users
             in forum
BusinessWeek, May 4, 2009
Question 1: Human Capital - Who?
         Excellent

         Very Good

          Average

         Not Good

       Commit Suicide
Question 2




What is the Objective?
Intro
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”

“Retention and Loyalty are useless if
No Conversion is happening.”

                  Sergio Zyman
Intro



“Retention and Loyalty are useless if
No Conversion is happening.”


“Retention and Loyalty are useless if
No Performance is happening.”
Intro

Loyalty is misleading…

• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption

• Good Performance ≠ Retention
• Retention ≠ Good Performance
Principles and Objectives

   Principles             Company’s Needs


1. Succession Planning of Key Leaders –
   Founding Directors (perpetual business theory)
2. Retention of Key Staff – especially younger
   ones
3. Transform into a Performance-based
   organization
Principles and Objectives

Principles                 HR Philosophy


 1. Equal / Fair
 2. Happy / Productive
 3. Hire Low, Train High
 4. Performance vs Potential
 5. Retention / Engagement
Summary: Today’s
presentation


    1. Business Model

    2. Building Blocks
#1: Get the right Business
        Model first
“Hope is not a strategy”
             John Maxwell
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
The McPlaybook*

 Make it easy to eat              Make it easy to prepare
 • 50% drive-thru                 • High Turnover
 • Meals held in one              • Tasks simple to learn
   hand                             & repeat

 Make it quick        Make what customers want
 • “Fast Food”        • Prowls market for new
 • Tests new products   products
   for Cooking Times • Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
What is the Business
    Model?

•Google
•Tata Nano       USP




                            Market
  Profit Model
                           Discipline
Business Model: Profit
 Model

          Revenue

Assets                    Cost


   Cash
                      Margin
   Flow
Market Discipline
      Product         "They are the most innovative"    •LV
   Leadership         "Constantly renewing and creative"
                      "Always on the leading edge"

•Air Asia         Operational
                                                       •Ramly           Customer
                                                                        Intimacy
                  Excellence                      "Exactly what I need"
"A great deal!"
                                                      Customized products
   Excellent/attractive price
                                                      Personalized communications
   Minimal acquisition cost and                   "They're very responsive"
   hassle
                                                      Preferential service and
   Lowest overall cost of                             flexibility
   ownership                                          Recommends what I need
"A no-hassles firm"                               "I'm very loyal to them"
   Convenience and speed                              Helps us to be a success
   Reliable product and
   service
Alignment & Consistency:
                   Market Disciplines
                                                                  Product Leadership
                                                                    (best product)




Operational Excellence                                                        Customer Intimacy
 (low cost producer)                                                          (best total solution)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Strategy: Market Disciplines

                                                                    Product Leadership
                                                                      (best product)




  Operational Excellence                                                      Customer Intimacy
   (low cost producer)                                                        (best total solution)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Strategy: Market Disciplines

                                                                    Product Leadership
                                 Apple powerful                       (best product)
                            products, premium
                         pricing, limited range

                                                   Still Doing
                                                     well in
                                                   2009-201
    Acer super lean                                      1                    HP well-balanced
    cost structure,                                                               portfolio, mass
    aggressive pricing                                                            customization
  Operational Excellence                                                       Customer Intimacy
   (low cost producer)                                                         (best total solution)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Strategy: Market Disciplines

Operational             Product Leadership      Customer Intimacy
  Excellence
                        •   New, state of the   •   Management by
•   Competitive price       art products or         Fact
•                           services
    Error free,                                 •   Easy to do
    reliable            •   Risk takers             business with
•   Fast (on            •   Meet volatile       •   Have it your way
    demand)                 customer needs          (customization)
•   Simple              •   Fast concept-to-    •   Market segments
•                           counter                 of one
    Responsive
•                       •   Never satisfied -   •   Proactive,
    Consistent
                            obsolete own and        flexible
    information for
                            competitors'
    all                                         •   Relationship and
                            products
•                                                   consultative
    Transactional
                        •   Learning                selling
•   'Once and Done'         organization
                                                •   Cross selling
Alignment & Consistency:
  Market Disciplines

• Operational Excellence
    • Move know-how from top performing
      units to others
    • Benchmark against best in class
    • Ensure operations training for all
      employees
    • Use disciplines like TQM for continuous
      learning to reduce costs and improve
      quality
Alignment & Consistency:
  Market Disciplines


• Customer Intimacy
    • Capture knowledge about customers
    • Understand customer needs
    • Empower front line employees
    • Ensure that everyone knows the
      customer
    • Make company knowledge available to
      customers
Alignment & Consistency:
  Market Disciplines

• Product Leadership
    • Reduce time to market
    • Commercialize new products fast
    • Ensure that ideas flow
    • Reuse what other parts of the company
      have already learned
    • Ensure there are multiple sources of
      funding
#2: Building Blocks

People, Strategies, Structures, Culture
Intro:



“Cow don’t drink water cannot
    push cow head down”
Business Model vs. Talent &
           Performance Management


Organization, jobs,
skills


Culture, values,
norms                 Operationa   Product      Customer
                      l            Leadership   Intimacy
Information and
systems               Excellenc
                      e
Management
systems
Business Model vs. Talent &
          Performance Management

                   Operational Excellence

Organization,      • Central authority, low level of empowerment
jobs, skills       • High skills at the core of the organization

                   • Disciplined Teamwork
Culture, values,
norms              • Process, product- driven
                   • Conformance, 'one size fits all' mindset


Information and    • Integrated, low cost transaction systems
systems            • The system is the process


Management         • Command and control
systems            • Quality management
Business Model vs. Talent &
          Performance Management
                   Product Leadership
Organization, jobs,•Ad hoc, organic and cellular
skills             •High skills abound in loose-knit structures


Culture, values,   •Concept, future-driven
norms              •Experimentation and 'out of the box' mindset


Information and
                   •Person-to-person communications systems
systems            •Technologies enabling cooperation


Management         •Rewarding individuals' innovative capacity
systems            •Risk and exposure management
                   •Product Life Cycle profitability
Business Model vs. Talent &
          Performance Management

                   Customer Intimacy

Organization, jobs,• Empowerment close to point of customer
skills               contact
                   • High skills in the field and front-line
Culture, values,
norms              • Customer-driven
                   • Variation and 'have it your way' mindset

Information and
systems            • Strong customer databases, linking internal
                     and external information
                   • Strong analytical tools
Management
systems            • Customer equity measures like life time value
                   • Satisfaction and share management
                   • Focus on ‘Share of Wallet’
Alignment: 4-Wheels Model
                                               Business
                                                Model
                  Person
Structure
                                   Strategic
                                   Planning
            Culture
                      Leadership

     Resources
Alignment: Framework


Culture     •   Focus point
            •   Alignment
            •   Quality
            •   Innovation & Differentiation
            •   Risk taking
            •   Performance Management
            •   Corporate obsession
            •   Decision making
Alignment: Framework


Structure   •   Org Structure
            •   Job Design
            •   C&B
            •   Policies & procedures
            •   Decision making
            •   Job fit
            •   Management Systems
            •   BSC and KPIs
            •   Decentralized & Empower
Strategy: Framework


Leadership   •   Role modeling
             •   Vision/Mission/Philosophy
             •   Leadership Style
             •   Delegation & Empowerment
             •   C&B, Promotions
             •   Sense of Urgency
             •   Speak regularly about Performance
Strategy: Framework
         •   Recognition
         •   Recruitment
Person   •   Training
         •   Profit sharing
         •   Values
         •   Motivation
         •   Self Efficacy
         •   Awareness
         •   Useful Competencies
         •   Career aspirations
         •   Attribution (control)
Strategy: Framework

          Enablers
Resources • Technology
          • Equipment
                             Funding
          • Materials        • CAPEX
          • Human            • OPEX
          • Intellectual
            Property
          • Partners
          • Property
Alignment: 4-Wheels Model
                                               Business
                                                Model
                  Person
Structure
                                   Strategic
                                   Planning
            Culture
                      Leadership

     Resources
Retention, Engagement and
        Motivation
  Employees are not your assets.
 Good Employees are your assets
Background: The Four
  Desperates


1. Desperate      2. Desperate
Competition        Consumer

3. Desperate      4. Desperate
 Achievers          Changes
Targeting: Identify and
      Attract
• Who are your Talents?




 : A Talent for others does not mean a
 Talent for you
Example: ABC’s Talent Profile

•   Unwanted by big MNCs
•   Small companies
•   Boring Environment
•   No Growth/Learning
•   No MBA
•   Passion, Values, IQ (streetsmart)
•   Appreciate Chaos
•   Multitask
•   Passion to Learn
Targeting: Identify and Attract

• Identify                   POTENTIAL
                     2        3            4        5
PERFORMANCE




                                               Group I
              5




                                           (Talent Pool)
              4
              3
              2
Targeting: Identify and Attract

• Identify                     POTENTIAL
                     2           3         4        5
PERFORMANCE




                          Group II             Group I
              5




                         ( Potential)     (Talent Pool)
              4




                         Group IV           Group III
              3




                         (Counseling)    ( Performance)
              2
MBO Standards

A    Excellent

B    Good

C    Average

D    Poor

E    Useless
MBO Standards

A    Excellent

B    Good

C    Average     Good

D    Poor

E    Useless
MBO Standards

A    Excellent   Excellent

B    Good        Very Good

C    Average     Good

D    Poor        Not Good

E    Useless     Commit Suicide
MBO Standards

A     Excellent   Consistently achieved 4 for 3
                    quarters
B     Very Good Higher than planned results

C     Good        Achieved Planned Results


D     Not Good    Did not fully meet planned
                    results


E     Commit      Unacceptable performance
       Suicide
Top Performers and the ‘No
   Contribution’ Problem

          Historical, Outcome, Results, 1st
Lagging   Level, Usually Financial or
          tangible, Quarterly and Annually


          Current, Indicators, Drivers, 2nd
Leading   Level onwards, usually non-
          financial or intangible, Weekly,
          Monthly and Quarterly
Top Performers and the ‘No
        Contribution’ Problem

               Customer Retention %    Lagging, 1st Level


               Customer Satisfaction   Leading, 2nd Level
               Index

On time delivery
Time to market for new products
                                       Leading, 3rd Level
TNA %                                  onwards
Defect levels, warranty claims
Linking Business Model,
                Strategy and Building Blocks
 Financial
                    Revenue Growth        Productivity              Market Value

Customers

      Base            Share Gain     Positioning         Adjacent           New
    Retention                                             Market          Business



   Internal
   Process
                    Operational       Product       Customer              Investment
                    Excellence       Leadership     Intimacy                Strategy


Learning & Growth

       Competencies                Information                   Motivation,
                                     Systems                    empowerment,
                                                                  alignment
Before we continue…

Which comes first?
2. Strategies -> KPI?
3. KPI -> Strategies?
Before we continue …

Which comes first?
• Strategies -> KPI?
• KPI -> Strategies?
•already know our priorities, aware of all
strategy options available
•creating something UNIQUE, INNOVATIVE
and DISRUPTIVE e.g. Air Asia
•conducting a business Turnaround e.g. MAS
Before we continue …

Which comes first?
• Strategies -> KPI?
• KPI -> Strategies?
•want to find out possible strategies,
•determine our priorities first thru selection of
important KPIs;
•growing through ‘normal’ business, not a
Turnaround.
Competency Target Setting

1.   Initiative
2.   Teamwork
3.   Problem Solving
4.   Leadership
5.   Integrity

           What’s the problem here?
Competency Target Setting

Initiative
2. Minimize problems quickly without needing to
     be asked
3. Seeks personal growth and professional self-
     development
4. Doing more than is required/expected in a job
5. Seeks new and improved solutions and
     approaches to completing assignments
6. Looks for opportunities to help others and team
Competency Standards

3     Meets behavioral standards consistently. Is a
        good role model for others.


2     Meets behavioral standards some of the
        time. Needs improvement.


1     Does not meet behavioral standards.
        Require counseling or disciplinary actions.
Reminder…

Reality #1

             Cash is King
Reminder …

Reality #2
             Tangible C&B



              Attraction
Reminder …

Reality #3
          In-Tangible C&B



            Retention
Reminder …

Reality #4
          In-Tangible C&B



         Tipping Point for
        Attraction/Retention
The 51.28% Theory

• Resign = Push + Pull > 51.28%
• If staff is Happy:
 => 0 + Pull > 51.28%
Retention


             Retention


Experience       Swing     Ex

                         Oppose
Retention 1: Experience


Loyalty = Experience vs. Expectations



   Solution Strategy: Talent
   Management Plan
Loyalty 1: Experience
  • Talent
                                  P/P Grid, SP Table,
    Management Plan
                                  PDP, Premium,
                      Selection
P/P Grid, Q12,
PA, SDP, SP
    Evaluation      Philosophy          Development
                                           OJT, Mentoring,
                                           Big-5, LP, PDP,
                      Motivation           SDP, Projects,

          Q12, C&B, ACDP, SCL,
          Transfers, Events, Recognition
Loyalty 2: Swing


Loyalty = Best alternative at the current
 moment until I find another alternative


   Solution Strategy: Improve your
   Talent Management Plan, Try Your
   Best, or Live with It
Loyalty 2: Swing

Swing Talents are “loyal” because:
• Individual Relationships
• Convenience (at that point in time)
• Contractually tied-up
• Direct Incentives*
• No better alternative
• Subordinates
• No known alternative
• CV friendly
Post-Recession


              Retention


Experience       Swing          Ex

                              Oppose
             Post-Recession
Swing Loyalty: Try Your
       Best…
•   Over Promote        1. “Position” the
•   Loans                  competition
•   Spot Bonuses        2. Sell the Dream
•   Block recruiters    3. Give them a Best
•                          Friend
    The Spouse
•   Toys                4. Internal Trainer
•   Glorified Titles
•   Forced Ambassador
SCL: Specialist Career Ladder


                           •Telco,
Principal Consultant (1)   •Outsourcing,
                           •Aerospace,
     Consultant (4)
                           •Biotech,
      Specialist (4)
                           •Digital media,
                           •Animation,
                           •M&A
Associate Specialist (2)
                           •Financial forensics
Motivating Talent


Hope




                      Control
Motivating Talent



Passion                 Job
           Delegation
 Talent                 Growth

   Minimum Motivation Target:
          2 out of 4
Curse of the Bell Curve




 ‘A’     ‘B’     ‘C’     ‘D’     ‘E’
Staff   Staff   Staff   Staff   Staff
End Notes & Start Up

 The end of the Beginning
For Starting Up…

1.   Get the Business Model right
2.   Link HRM to Strategy (e.g. BSC)
3.   Clarify the HRM Philosophy
4.   Strengthen Performance Management System
5.   Redirect Funds ($$)
6.   Design simple processes
7.   Develop and Reward focused on Talent groups
8.   Communicate throughout
Which Company?


American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
  companies

• 500 million customers
                   2010 American Customer Satisfaction Index (ACSI)
                                                 E-Business Report
Which Company?


American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
  companies

• 500 million customers
                   2010 American Customer Satisfaction Index (ACSI)
                                                 E-Business Report
Popularly Unpopular




     Popularity
          ≠
      Affection
MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results
Thank You.
              soft copy of slides:
http://totallyunrelatedrandomanddebatable.
                blogspot.com/

Weitere ähnliche Inhalte

Andere mochten auch

Aligning the entire Organization to achieve Business and Organizational Goals
Aligning the entire Organization to achieve Business and Organizational GoalsAligning the entire Organization to achieve Business and Organizational Goals
Aligning the entire Organization to achieve Business and Organizational GoalsKenny Ong
 
Women & Entrepreneurship in Malaysia - Strategies & Action Plans
Women & Entrepreneurship in Malaysia - Strategies & Action PlansWomen & Entrepreneurship in Malaysia - Strategies & Action Plans
Women & Entrepreneurship in Malaysia - Strategies & Action PlansKenny Ong
 
Human capital theory – wage theories - compensation management - Manu Melwin...
Human capital theory – wage theories -  compensation management - Manu Melwin...Human capital theory – wage theories -  compensation management - Manu Melwin...
Human capital theory – wage theories - compensation management - Manu Melwin...manumelwin
 
Develop your vision board
Develop your vision boardDevelop your vision board
Develop your vision boardClara Novy
 
Theory of Human Becoming by Rosemarie Rizzo Parse
Theory of Human Becoming by Rosemarie Rizzo ParseTheory of Human Becoming by Rosemarie Rizzo Parse
Theory of Human Becoming by Rosemarie Rizzo ParseMaria Neze Dalimocon
 
The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
 
Change Leadership-Understanding the Role of Management in Achieving Business ...
Change Leadership-Understanding the Role of Management in Achieving Business ...Change Leadership-Understanding the Role of Management in Achieving Business ...
Change Leadership-Understanding the Role of Management in Achieving Business ...Kenny Ong
 
Innovative Go-To-Market strategies for Financial Product Innovations
Innovative Go-To-Market strategies for Financial Product InnovationsInnovative Go-To-Market strategies for Financial Product Innovations
Innovative Go-To-Market strategies for Financial Product InnovationsKenny Ong
 
Michael Porter's Competitive Advantage
Michael Porter's Competitive AdvantageMichael Porter's Competitive Advantage
Michael Porter's Competitive AdvantageWesley Shu
 
Human Capital Formation
Human Capital FormationHuman Capital Formation
Human Capital FormationAmritaArora48
 
Coaching For Optimal Performance
Coaching For Optimal Performance   Coaching For Optimal Performance
Coaching For Optimal Performance Yodhia Antariksa
 
Self determination theory
Self determination theorySelf determination theory
Self determination theoryJeannie Maraya
 

Andere mochten auch (15)

Aligning the entire Organization to achieve Business and Organizational Goals
Aligning the entire Organization to achieve Business and Organizational GoalsAligning the entire Organization to achieve Business and Organizational Goals
Aligning the entire Organization to achieve Business and Organizational Goals
 
Women & Entrepreneurship in Malaysia - Strategies & Action Plans
Women & Entrepreneurship in Malaysia - Strategies & Action PlansWomen & Entrepreneurship in Malaysia - Strategies & Action Plans
Women & Entrepreneurship in Malaysia - Strategies & Action Plans
 
Human capital theory – wage theories - compensation management - Manu Melwin...
Human capital theory – wage theories -  compensation management - Manu Melwin...Human capital theory – wage theories -  compensation management - Manu Melwin...
Human capital theory – wage theories - compensation management - Manu Melwin...
 
Develop your vision board
Develop your vision boardDevelop your vision board
Develop your vision board
 
Theory of Human Becoming by Rosemarie Rizzo Parse
Theory of Human Becoming by Rosemarie Rizzo ParseTheory of Human Becoming by Rosemarie Rizzo Parse
Theory of Human Becoming by Rosemarie Rizzo Parse
 
The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011
 
Change Leadership-Understanding the Role of Management in Achieving Business ...
Change Leadership-Understanding the Role of Management in Achieving Business ...Change Leadership-Understanding the Role of Management in Achieving Business ...
Change Leadership-Understanding the Role of Management in Achieving Business ...
 
HUMAN CAPITAL
HUMAN CAPITALHUMAN CAPITAL
HUMAN CAPITAL
 
Innovative Go-To-Market strategies for Financial Product Innovations
Innovative Go-To-Market strategies for Financial Product InnovationsInnovative Go-To-Market strategies for Financial Product Innovations
Innovative Go-To-Market strategies for Financial Product Innovations
 
Michael Porter's Competitive Advantage
Michael Porter's Competitive AdvantageMichael Porter's Competitive Advantage
Michael Porter's Competitive Advantage
 
Generation y
Generation   yGeneration   y
Generation y
 
Human Capital Formation
Human Capital FormationHuman Capital Formation
Human Capital Formation
 
Coaching For Optimal Performance
Coaching For Optimal Performance   Coaching For Optimal Performance
Coaching For Optimal Performance
 
Self determination theory
Self determination theorySelf determination theory
Self determination theory
 
Motivation ppt
Motivation pptMotivation ppt
Motivation ppt
 

Mehr von Kenny Ong

C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...Kenny Ong
 
Storytelling and Brand Integrity
Storytelling and Brand IntegrityStorytelling and Brand Integrity
Storytelling and Brand IntegrityKenny Ong
 
Reversing the Great Resignation
Reversing the Great ResignationReversing the Great Resignation
Reversing the Great ResignationKenny Ong
 
Balancing Human and Digital Resources for HR Digital Transformation
Balancing Human and Digital Resources for HR Digital TransformationBalancing Human and Digital Resources for HR Digital Transformation
Balancing Human and Digital Resources for HR Digital TransformationKenny Ong
 
Sound of the Future
Sound of the FutureSound of the Future
Sound of the FutureKenny Ong
 
Maneuvering Through A Crowded Media Landscape
Maneuvering Through A Crowded Media LandscapeManeuvering Through A Crowded Media Landscape
Maneuvering Through A Crowded Media LandscapeKenny Ong
 
BACK TO ZERO - Understanding who our customers really are and what to do with...
BACK TO ZERO - Understanding who our customers really are and what to do with...BACK TO ZERO - Understanding who our customers really are and what to do with...
BACK TO ZERO - Understanding who our customers really are and what to do with...Kenny Ong
 
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees Today
FUTURE WORKPLACE:  Preparing and Planning for Tomorrow’s Employees TodayFUTURE WORKPLACE:  Preparing and Planning for Tomorrow’s Employees Today
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees TodayKenny Ong
 
Engaging you audience for a informed digital marketing campaign in the age of...
Engaging you audience for a informed digital marketing campaign in the age of...Engaging you audience for a informed digital marketing campaign in the age of...
Engaging you audience for a informed digital marketing campaign in the age of...Kenny Ong
 
Managing Your Professional Development
Managing Your Professional DevelopmentManaging Your Professional Development
Managing Your Professional DevelopmentKenny Ong
 
Digital Marketing - Getting Your Audience Involved
Digital Marketing  - Getting Your Audience InvolvedDigital Marketing  - Getting Your Audience Involved
Digital Marketing - Getting Your Audience InvolvedKenny Ong
 
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...Kenny Ong
 
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...Kenny Ong
 
(BridgeKnowle) Year End Checklist for HR - Companion WorkBook
(BridgeKnowle) Year End Checklist for HR - Companion WorkBook(BridgeKnowle) Year End Checklist for HR - Companion WorkBook
(BridgeKnowle) Year End Checklist for HR - Companion WorkBookKenny Ong
 
(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main Slides(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main SlidesKenny Ong
 
Sketching the mental framework and physical appearance of a fraudster
Sketching the mental framework and physical appearance of a fraudsterSketching the mental framework and physical appearance of a fraudster
Sketching the mental framework and physical appearance of a fraudsterKenny Ong
 
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)Kenny Ong
 
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)Kenny Ong
 
BridgeKnowle Conference - Managing Training & Development Workshop
BridgeKnowle Conference -  Managing Training & Development WorkshopBridgeKnowle Conference -  Managing Training & Development Workshop
BridgeKnowle Conference - Managing Training & Development WorkshopKenny Ong
 
Content Marketing 101: Overview of Content Marketing
Content Marketing 101: Overview of Content MarketingContent Marketing 101: Overview of Content Marketing
Content Marketing 101: Overview of Content MarketingKenny Ong
 

Mehr von Kenny Ong (20)

C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...
 
Storytelling and Brand Integrity
Storytelling and Brand IntegrityStorytelling and Brand Integrity
Storytelling and Brand Integrity
 
Reversing the Great Resignation
Reversing the Great ResignationReversing the Great Resignation
Reversing the Great Resignation
 
Balancing Human and Digital Resources for HR Digital Transformation
Balancing Human and Digital Resources for HR Digital TransformationBalancing Human and Digital Resources for HR Digital Transformation
Balancing Human and Digital Resources for HR Digital Transformation
 
Sound of the Future
Sound of the FutureSound of the Future
Sound of the Future
 
Maneuvering Through A Crowded Media Landscape
Maneuvering Through A Crowded Media LandscapeManeuvering Through A Crowded Media Landscape
Maneuvering Through A Crowded Media Landscape
 
BACK TO ZERO - Understanding who our customers really are and what to do with...
BACK TO ZERO - Understanding who our customers really are and what to do with...BACK TO ZERO - Understanding who our customers really are and what to do with...
BACK TO ZERO - Understanding who our customers really are and what to do with...
 
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees Today
FUTURE WORKPLACE:  Preparing and Planning for Tomorrow’s Employees TodayFUTURE WORKPLACE:  Preparing and Planning for Tomorrow’s Employees Today
FUTURE WORKPLACE: Preparing and Planning for Tomorrow’s Employees Today
 
Engaging you audience for a informed digital marketing campaign in the age of...
Engaging you audience for a informed digital marketing campaign in the age of...Engaging you audience for a informed digital marketing campaign in the age of...
Engaging you audience for a informed digital marketing campaign in the age of...
 
Managing Your Professional Development
Managing Your Professional DevelopmentManaging Your Professional Development
Managing Your Professional Development
 
Digital Marketing - Getting Your Audience Involved
Digital Marketing  - Getting Your Audience InvolvedDigital Marketing  - Getting Your Audience Involved
Digital Marketing - Getting Your Audience Involved
 
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...
 
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...
 
(BridgeKnowle) Year End Checklist for HR - Companion WorkBook
(BridgeKnowle) Year End Checklist for HR - Companion WorkBook(BridgeKnowle) Year End Checklist for HR - Companion WorkBook
(BridgeKnowle) Year End Checklist for HR - Companion WorkBook
 
(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main Slides(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main Slides
 
Sketching the mental framework and physical appearance of a fraudster
Sketching the mental framework and physical appearance of a fraudsterSketching the mental framework and physical appearance of a fraudster
Sketching the mental framework and physical appearance of a fraudster
 
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)
 
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)
 
BridgeKnowle Conference - Managing Training & Development Workshop
BridgeKnowle Conference -  Managing Training & Development WorkshopBridgeKnowle Conference -  Managing Training & Development Workshop
BridgeKnowle Conference - Managing Training & Development Workshop
 
Content Marketing 101: Overview of Content Marketing
Content Marketing 101: Overview of Content MarketingContent Marketing 101: Overview of Content Marketing
Content Marketing 101: Overview of Content Marketing
 

Kürzlich hochgeladen

Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 

Kürzlich hochgeladen (20)

Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 

MICG - Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results

  • 1. EFFECTIVE STRATEGIES ON HOW TO IDENTIFY, DEVELOP AND SUSTAIN HIGH PERFORMANCE HUMAN CAPITAL TO DRIVE BUSINESS Case Study, Concepts and Debatable Ideas Kenny Ong Takaful IKHLAS Sdn Bhd
  • 2. TAKAFUL IKHLAS CORPORATE PROFILE • Shareholder : MNRB Holdings Berhad (100%) • Established Date : 18 September 2002 • Operational since : 2 July 2003 • Takaful Model : Al-Wakalah • Business Portfolio : General and Family Takaful • Number Products : More than 90 • Number of Participants : More than 1,800,000 • Number of Agents : More than 6,000 • Number of Staff : 490 • Regional Offices : 11 • Paid Up Capital : RM295 million
  • 3. IKHLAS Medical/Health (EB/GHS) Solutions CLIENT PANEL CLINICS •Processing Bills •Payment EASY ACCESS TO CARE •Appointment and •Panel of 2000 clinics removal nationwide •Policies & Procedures •All major hospitals recognises •Tracking Entitlements our GLs TISB •Issues & Complaints •Appointment & management of •Overcharging & Abuse •MC Verification medical panel Panel GP Clinics 1 CLASS SERVICE st •Benefit & Procedure briefing Specialist Referral & Hospitals •Help Desk •Tri-annual Cost & Utilization SPECIALIST & HOSPITALS Employees •Issuance of GL Report •Hosp. Bank •Benchmarking EMPLOYEES & DEPENDANT Guarantee/Deposit •Analysis & Recommendations • Claims Submission •Appointment and removal • Tracking of eligibility •Tracking Entitlements • Enquiries & Complaints •Processing Bills • Employee benefit materials •Payment PEACE OF MIND • Unions •Hospital Reports •24/7 LOG Issuance • Abuse of benefits •Cashless Admission •Comments
  • 4. The New World… 13th April 2009 •Two Domino’s employees •YouTube •Apology from Domino’s after 48 hours •1 million hits •Twitter: questions on silence •LinkedIn: suggestions by users in forum BusinessWeek, May 4, 2009
  • 5. Question 1: Human Capital - Who? Excellent Very Good Average Not Good Commit Suicide
  • 6. Question 2 What is the Objective?
  • 7. Intro Ultimate Objective of Marketing: “Get more people, to buy more things, more frequently, at higher prices.” “Retention and Loyalty are useless if No Conversion is happening.” Sergio Zyman
  • 8. Intro “Retention and Loyalty are useless if No Conversion is happening.” “Retention and Loyalty are useless if No Performance is happening.”
  • 9. Intro Loyalty is misleading… • Heavy Consumption ≠ Loyalty • Loyalty ≠ Heavy Consumption • Good Performance ≠ Retention • Retention ≠ Good Performance
  • 10. Principles and Objectives Principles Company’s Needs 1. Succession Planning of Key Leaders – Founding Directors (perpetual business theory) 2. Retention of Key Staff – especially younger ones 3. Transform into a Performance-based organization
  • 11. Principles and Objectives Principles HR Philosophy 1. Equal / Fair 2. Happy / Productive 3. Hire Low, Train High 4. Performance vs Potential 5. Retention / Engagement
  • 12. Summary: Today’s presentation 1. Business Model 2. Building Blocks
  • 13. #1: Get the right Business Model first
  • 14. “Hope is not a strategy” John Maxwell
  • 18. The McPlaybook* Make it easy to eat Make it easy to prepare • 50% drive-thru • High Turnover • Meals held in one • Tasks simple to learn hand & repeat Make it quick Make what customers want • “Fast Food” • Prowls market for new • Tests new products products for Cooking Times • Monitored field tests *Adapted from: Businessweek , Februrary 5th 2007
  • 19. What is the Business Model? •Google •Tata Nano USP Market Profit Model Discipline
  • 20. Business Model: Profit Model Revenue Assets Cost Cash Margin Flow
  • 21. Market Discipline Product "They are the most innovative" •LV Leadership "Constantly renewing and creative" "Always on the leading edge" •Air Asia Operational •Ramly Customer Intimacy Excellence "Exactly what I need" "A great deal!" Customized products Excellent/attractive price Personalized communications Minimal acquisition cost and "They're very responsive" hassle Preferential service and Lowest overall cost of flexibility ownership Recommends what I need "A no-hassles firm" "I'm very loyal to them" Convenience and speed Helps us to be a success Reliable product and service
  • 22. Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • 23. Strategy: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • 24. Strategy: Market Disciplines Product Leadership Apple powerful (best product) products, premium pricing, limited range Still Doing well in 2009-201 Acer super lean 1 HP well-balanced cost structure, portfolio, mass aggressive pricing customization Operational Excellence Customer Intimacy (low cost producer) (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • 25. Strategy: Market Disciplines Operational Product Leadership Customer Intimacy Excellence • New, state of the • Management by • Competitive price art products or Fact • services Error free, • Easy to do reliable • Risk takers business with • Fast (on • Meet volatile • Have it your way demand) customer needs (customization) • Simple • Fast concept-to- • Market segments • counter of one Responsive • • Never satisfied - • Proactive, Consistent obsolete own and flexible information for competitors' all • Relationship and products • consultative Transactional • Learning selling • 'Once and Done' organization • Cross selling
  • 26. Alignment & Consistency: Market Disciplines • Operational Excellence • Move know-how from top performing units to others • Benchmark against best in class • Ensure operations training for all employees • Use disciplines like TQM for continuous learning to reduce costs and improve quality
  • 27. Alignment & Consistency: Market Disciplines • Customer Intimacy • Capture knowledge about customers • Understand customer needs • Empower front line employees • Ensure that everyone knows the customer • Make company knowledge available to customers
  • 28. Alignment & Consistency: Market Disciplines • Product Leadership • Reduce time to market • Commercialize new products fast • Ensure that ideas flow • Reuse what other parts of the company have already learned • Ensure there are multiple sources of funding
  • 29. #2: Building Blocks People, Strategies, Structures, Culture
  • 30. Intro: “Cow don’t drink water cannot push cow head down”
  • 31. Business Model vs. Talent & Performance Management Organization, jobs, skills Culture, values, norms Operationa Product Customer l Leadership Intimacy Information and systems Excellenc e Management systems
  • 32. Business Model vs. Talent & Performance Management Operational Excellence Organization, • Central authority, low level of empowerment jobs, skills • High skills at the core of the organization • Disciplined Teamwork Culture, values, norms • Process, product- driven • Conformance, 'one size fits all' mindset Information and • Integrated, low cost transaction systems systems • The system is the process Management • Command and control systems • Quality management
  • 33. Business Model vs. Talent & Performance Management Product Leadership Organization, jobs,•Ad hoc, organic and cellular skills •High skills abound in loose-knit structures Culture, values, •Concept, future-driven norms •Experimentation and 'out of the box' mindset Information and •Person-to-person communications systems systems •Technologies enabling cooperation Management •Rewarding individuals' innovative capacity systems •Risk and exposure management •Product Life Cycle profitability
  • 34. Business Model vs. Talent & Performance Management Customer Intimacy Organization, jobs,• Empowerment close to point of customer skills contact • High skills in the field and front-line Culture, values, norms • Customer-driven • Variation and 'have it your way' mindset Information and systems • Strong customer databases, linking internal and external information • Strong analytical tools Management systems • Customer equity measures like life time value • Satisfaction and share management • Focus on ‘Share of Wallet’
  • 35. Alignment: 4-Wheels Model Business Model Person Structure Strategic Planning Culture Leadership Resources
  • 36. Alignment: Framework Culture • Focus point • Alignment • Quality • Innovation & Differentiation • Risk taking • Performance Management • Corporate obsession • Decision making
  • 37. Alignment: Framework Structure • Org Structure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Management Systems • BSC and KPIs • Decentralized & Empower
  • 38. Strategy: Framework Leadership • Role modeling • Vision/Mission/Philosophy • Leadership Style • Delegation & Empowerment • C&B, Promotions • Sense of Urgency • Speak regularly about Performance
  • 39. Strategy: Framework • Recognition • Recruitment Person • Training • Profit sharing • Values • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control)
  • 40. Strategy: Framework Enablers Resources • Technology • Equipment Funding • Materials • CAPEX • Human • OPEX • Intellectual Property • Partners • Property
  • 41. Alignment: 4-Wheels Model Business Model Person Structure Strategic Planning Culture Leadership Resources
  • 42. Retention, Engagement and Motivation Employees are not your assets. Good Employees are your assets
  • 43. Background: The Four Desperates 1. Desperate 2. Desperate Competition Consumer 3. Desperate 4. Desperate Achievers Changes
  • 44. Targeting: Identify and Attract • Who are your Talents? : A Talent for others does not mean a Talent for you
  • 45. Example: ABC’s Talent Profile • Unwanted by big MNCs • Small companies • Boring Environment • No Growth/Learning • No MBA • Passion, Values, IQ (streetsmart) • Appreciate Chaos • Multitask • Passion to Learn
  • 46. Targeting: Identify and Attract • Identify POTENTIAL 2 3 4 5 PERFORMANCE Group I 5 (Talent Pool) 4 3 2
  • 47. Targeting: Identify and Attract • Identify POTENTIAL 2 3 4 5 PERFORMANCE Group II Group I 5 ( Potential) (Talent Pool) 4 Group IV Group III 3 (Counseling) ( Performance) 2
  • 48. MBO Standards A Excellent B Good C Average D Poor E Useless
  • 49. MBO Standards A Excellent B Good C Average Good D Poor E Useless
  • 50. MBO Standards A Excellent Excellent B Good Very Good C Average Good D Poor Not Good E Useless Commit Suicide
  • 51. MBO Standards A Excellent Consistently achieved 4 for 3 quarters B Very Good Higher than planned results C Good Achieved Planned Results D Not Good Did not fully meet planned results E Commit Unacceptable performance Suicide
  • 52. Top Performers and the ‘No Contribution’ Problem Historical, Outcome, Results, 1st Lagging Level, Usually Financial or tangible, Quarterly and Annually Current, Indicators, Drivers, 2nd Leading Level onwards, usually non- financial or intangible, Weekly, Monthly and Quarterly
  • 53. Top Performers and the ‘No Contribution’ Problem Customer Retention % Lagging, 1st Level Customer Satisfaction Leading, 2nd Level Index On time delivery Time to market for new products Leading, 3rd Level TNA % onwards Defect levels, warranty claims
  • 54. Linking Business Model, Strategy and Building Blocks Financial Revenue Growth Productivity Market Value Customers Base Share Gain Positioning Adjacent New Retention Market Business Internal Process Operational Product Customer Investment Excellence Leadership Intimacy Strategy Learning & Growth Competencies Information Motivation, Systems empowerment, alignment
  • 55. Before we continue… Which comes first? 2. Strategies -> KPI? 3. KPI -> Strategies?
  • 56. Before we continue … Which comes first? • Strategies -> KPI? • KPI -> Strategies? •already know our priorities, aware of all strategy options available •creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia •conducting a business Turnaround e.g. MAS
  • 57. Before we continue … Which comes first? • Strategies -> KPI? • KPI -> Strategies? •want to find out possible strategies, •determine our priorities first thru selection of important KPIs; •growing through ‘normal’ business, not a Turnaround.
  • 58. Competency Target Setting 1. Initiative 2. Teamwork 3. Problem Solving 4. Leadership 5. Integrity What’s the problem here?
  • 59. Competency Target Setting Initiative 2. Minimize problems quickly without needing to be asked 3. Seeks personal growth and professional self- development 4. Doing more than is required/expected in a job 5. Seeks new and improved solutions and approaches to completing assignments 6. Looks for opportunities to help others and team
  • 60. Competency Standards 3 Meets behavioral standards consistently. Is a good role model for others. 2 Meets behavioral standards some of the time. Needs improvement. 1 Does not meet behavioral standards. Require counseling or disciplinary actions.
  • 61. Reminder… Reality #1 Cash is King
  • 62. Reminder … Reality #2 Tangible C&B Attraction
  • 63. Reminder … Reality #3 In-Tangible C&B Retention
  • 64. Reminder … Reality #4 In-Tangible C&B Tipping Point for Attraction/Retention
  • 65. The 51.28% Theory • Resign = Push + Pull > 51.28% • If staff is Happy: => 0 + Pull > 51.28%
  • 66. Retention Retention Experience Swing Ex Oppose
  • 67. Retention 1: Experience Loyalty = Experience vs. Expectations Solution Strategy: Talent Management Plan
  • 68. Loyalty 1: Experience • Talent P/P Grid, SP Table, Management Plan PDP, Premium, Selection P/P Grid, Q12, PA, SDP, SP Evaluation Philosophy Development OJT, Mentoring, Big-5, LP, PDP, Motivation SDP, Projects, Q12, C&B, ACDP, SCL, Transfers, Events, Recognition
  • 69. Loyalty 2: Swing Loyalty = Best alternative at the current moment until I find another alternative Solution Strategy: Improve your Talent Management Plan, Try Your Best, or Live with It
  • 70. Loyalty 2: Swing Swing Talents are “loyal” because: • Individual Relationships • Convenience (at that point in time) • Contractually tied-up • Direct Incentives* • No better alternative • Subordinates • No known alternative • CV friendly
  • 71. Post-Recession Retention Experience Swing Ex Oppose Post-Recession
  • 72. Swing Loyalty: Try Your Best… • Over Promote 1. “Position” the • Loans competition • Spot Bonuses 2. Sell the Dream • Block recruiters 3. Give them a Best • Friend The Spouse • Toys 4. Internal Trainer • Glorified Titles • Forced Ambassador
  • 73. SCL: Specialist Career Ladder •Telco, Principal Consultant (1) •Outsourcing, •Aerospace, Consultant (4) •Biotech, Specialist (4) •Digital media, •Animation, •M&A Associate Specialist (2) •Financial forensics
  • 75. Motivating Talent Passion Job Delegation Talent Growth Minimum Motivation Target: 2 out of 4
  • 76. Curse of the Bell Curve ‘A’ ‘B’ ‘C’ ‘D’ ‘E’ Staff Staff Staff Staff Staff
  • 77. End Notes & Start Up The end of the Beginning
  • 78. For Starting Up… 1. Get the Business Model right 2. Link HRM to Strategy (e.g. BSC) 3. Clarify the HRM Philosophy 4. Strengthen Performance Management System 5. Redirect Funds ($$) 6. Design simple processes 7. Develop and Reward focused on Talent groups 8. Communicate throughout
  • 79. Which Company? American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax) • 2nd last among 30 companies surveyed • Lowest 5% among 223 companies surveyed • Bottom 5% of all measured private sector companies • 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
  • 80. Which Company? American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax) • 2nd last among 30 companies surveyed • Lowest 5% among 223 companies surveyed • Bottom 5% of all measured private sector companies • 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
  • 81. Popularly Unpopular Popularity ≠ Affection
  • 83. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable. blogspot.com/

Hinweis der Redaktion

  1. CNI is very concerned about the subjectivity of the word ‘Customer Loyalty’… with the same concerns that Sergio Zyman has. Loyalty has to Equal business results and Changes in the Life of others.
  2. Now let’s look at it from a HR perspective...
  3. Just a thought… are we in business for loyalty or for consumption? Actually = BOTH are important and must be in balance. But today’s conference is on one side of the Equation and we must be mindful of that. We are still in the topic of Philosophy. So… are we in business for Retention or Performance?
  4. Business Model: USP, Profit Model, Market Discipline, Strategies: Planning, Objectives, Priorities, KPIs, BSC, Enablers Resources: Alignment, Funding, Budgeting
  5. Example of successful customer loyalty strategy focusing on Operational Excellence and Product Leadership while maintaining market standard on Customer Service without indulging in it
  6. The Business Model is made up of three components – Unique Selling Proposition, Profit Model and Market Discispline Each business is unique depending on how the Business Model is configured Each organization’s PMS has to follow the Business Model If your Business Model is wrong (or inferior), a better PMS cannot help you. Change your Business Model first Example: Google vs Yahoo USP – Simplicity, Search-focused, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Tata Nano vs. GM (Proton vs. Kia, Hyundai, Cherry) USP – Cheap (below USD2,500), no-frills Profit Model – Motorcycle (as opposed to Automobile manufacturing model) ‏
  7. The Profit Model is the total interaction between fives components: revenue (how to get money), cost, margin, cash flow, and asset utilization & velocity All five components must be aligned, otherwise a business cannot survive financially A PMS must ensure that all five KPIs are accounted for and have leading KPIs attached to each of the five Example: Google, Tata Nano Local example: Courts Mammoth, Jusco (Aeon)
  8. How does the Customer define “Great Experience”? - It depends on their own perceptions. Problem is…this differs depending on the Customer! If you are very good in something that the Customer does not value, it will not improve the Experience.
  9. To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  10. A leading business organization can only afford to focus on ONE, at the most TWO of the disciplines If you try to accomplish all three at once, you will end up with: an average business confused employees mixed up product lines too many KPIs wasted funds To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  11. Quick slide to show that the Market Discipline approach is practical and proven
  12. Each Market Discipline requires different operational emphasis This means that each Market Discipline requires a different Performance Management System in order to achieve results Trying to accomplish or benchmark all three (even two) will confuse and dilute your PMS effectiveness
  13. Many people go around setting up PMS without clear understanding of Business Directions… (sometimes its hidden from lower management & consultants)… End up HR and FAC getting beat up by Management by now implementing PMS ‘properly’ and everyone over-zealous on KPIs and BSC and processes, without anyone looking at the business. Sometimes the Business itself is unclear, in this case, do not put in a PMS – it will worsen the situation.
  14. The next four slides explain how an organization’s Business Model should affect the definition of ‘Talent’ , and the role of PMS in differentiating and highlighting them
  15. Different Talents are attracted and motivated by different cultures, systems and norms Your Business Model (executed through your PMS) will decide which Talents you attract and keep The right Talent will help to execute the right Business Model
  16. Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here. Resources must follow the Business Model: USP, Profit Model, Market Discipline
  17. CNI:
  18. Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.
  19. Note: Refer to Handout 1: Analysis of Retention
  20. B. Adopting creative approaches and models to attract and identify right talents There are many definitions of Talent. Don’t listen blindly to Consultants nor simply trust books nor MNC practices.
  21. Performance The ability of a person to meet current expectations Key Words: Results, Targets, KPIs, Achievement, Expectations, Training, Job Concentrates on the Past i.e. what the person has done Potential The capacity of a person to meet future expectations Key Words: Competencies, Learning, Fit, Adversity, Failure rate, Development, Career Concentrates of the Future
  22. Group 1: High Potential, High Performance (Talent) Staff this category will automatically be placed in the company’s Succession Plans. Be the first priority to be considered for any promotions or upgrading exercises. Career Acceleration + Specialist Career Paths. Group 2: Average Potential, High Performance (Leadership Issues) Leadership, motivational and cultural development would be given to these staff while they perform in their current positions. Group 3: High Potential, Average Performance (Potential) Should not be given career advancement unless performance improves. Good targets for transfers or job rotations to departments that require urgent manpower. Group 4: Average Potential, Low Performance (Issues) Staff in this group should be monitored closely by HR. They should be eventually moved out of their current work function, department or even the company entirely.
  23. Example: What do you mean by Good? A, B, or C? Achieve 5 tasks, what is your rating? You mean if I achieve all, I only get AVERAGE? You must be crazy
  24. This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  25. This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  26. This looks better right? But… also still not good enough, right? Refer to Handout 4: 1. Priority, Targets and Standards
  27. Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  28. Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  29. Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  30. Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale?
  31. Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale? Exercise: Determine 1 core Competency/Values you want to evaluate Create a list of 5 ‘observable’ behaviors of that competency
  32. To CNI, there are two definitions and therefore two types of Employee Retention or employees who stay with you, both whom we have to treat differently.
  33. *Strategy means concentrating all energy and all aspects of the organization for the purpose of Talent Management. In fact, it’s a mistake to call it “Talent Management” program. Very un-business like So… let’s call it “ Business Continuity Plan ” or “ Business Opportunity Planning ”?
  34. Swing happens because of either: You cannot meet the basic expectations, or You are simply not the permanent choice **For the purpose of this Seminar, I am only taking number 1: Providing the Experience to Meet Expectations
  35. *Be very very careful about using Direct Incentives:
  36. To CNI, there are two definitions and therefore two types of Employee Retention or employees who stay with you, both whom we have to treat differently.
  37. Red Underlined: Related to either Compensation or Benefits