Reversing the Great Resignation: Reimagining Workforce Dynamics to Increase Stability and Functionality • Ways to adapt, combat and overcome the biggest professional departure of recent times • Predicting attrition rates through cross-industry analysis of employee data • Prioritising stability and structural organisational efficiency through adaptable workforce models • Motivating employees through engagement, autonomy and personalisation

1. Reversing the Great
Resignation:
Reimagining Workforce
Dynamics to Increase Stability
and Functionality
Case Study, Concepts and
Debatable Ideas
Kenny Ong

2. Before We Start….

3. Demand > Supply
Great Resignation
Supply > Demand
Quiet Quitting

4. What is your HR Philosophy?
1.Equal / Fair
2.Happy / Productive
3.Hire / Train
4.Performance / Potential
5.Retention / Engagement

5. Summary: Today’s presentation
1. Business Model
2. Building Blocks

6. #1: Get the right Business
Model first

7. “Hope is not a strategy”
John Maxwell

11. The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007

12. What is the Business
Model?
USP
Market
Discipline
Profit Model
•Google
•Tata Nano

13. Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth
Air Asia
Apple
Ramly

14. Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines

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

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

17. #2: Building Blocks
People, Strategies, Structures, Culture

18. “Cow don’t drink water cannot
push cow head down”

19. Operational
Excellence
Customer
Intimacy
Product
Leadership
Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Business Model vs. Talent &
Performance Management

20. Operational Excellence
•Central authority, low level of empowerment
•High skills at the core of the organization
•Disciplined Teamwork
•Process, product- driven
•Conformance, 'one size fits all' mindset
•Integrated, low cost transaction systems
•The system is the process
•Command and control
•Quality management
Organization,
jobs, skills
Management
systems
Information and
systems
Culture, values,
norms
Business Model vs. Talent &
Performance Management

21. Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Product Leadership
•Ad hoc, organic and cellular
•High skills abound in loose-knit structures
•Concept, future-driven
•Experimentation and 'out of the box' mindset
•Person-to-person communications systems
•Technologies enabling cooperation
•Rewarding individuals' innovative capacity
•Risk and exposure management
•Product Life Cycle profitability
Business Model vs. Talent &
Performance Management

22. Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Customer Intimacy
•Empowerment close to point of customer contact
•High skills in the field and front-line
•Customer-driven
•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and
external information
•Strong analytical tools
•Customer equity measures like life time value
•Satisfaction and share management
•Focus on ‘Share of Wallet’
Business Model vs. Talent &
Performance Management

23. Alignment: 4-Wheels Model
Culture
Business
Model
Strategic
Planning
Structure
Person
Leadership
Resources

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

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

26. Strategy: Framework
• Role modeling
• Vision/Mission/Philosophy
• Leadership Style
• Delegation & Empowerment
• C&B, Promotions
• Sense of Urgency
• Speak regularly about Performance
Leadership

27. Strategy: Framework
• Recognition
• Recruitment
• Training
• Profit sharing
• Values
• Motivation
• Self Efficacy
• Awareness
• Useful Competencies
• Career aspirations
• Attribution (control)
Person

28. Strategy: Framework
Enablers
• Technology
• Equipment
• Materials
• Human
• Intellectual
Property
• Partners
• Property
Resources
Funding
• CAPEX
• OPEX

29. Alignment: 4-Wheels Model
Culture
Business
Model
Strategic
Planning
Structure
Person
Leadership
Resources

30. Retention, Engagement and
Motivation
Employees are not your assets.
Good Employees are your assets

31. Background: The Four Desperates
1. Desperate
Competition
2. Desperate
Consumer
3. Desperate
Achievers
4. Desperate
Changes

32. Targeting: Identify and
Attract
• Who are your Talents?
: A Talent for others does not mean a
Talent for you

33. 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

34. Targeting: Identify and Attract
Group I
(Talent Pool)
2
3
4
5
PERFORMANCE
2 3 4 5
POTENTIAL
• Identify

35. Targeting: Identify and Attract
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
2
3
4
5
PERFORMANCE
POTENTIAL
• Identify

36. MBO Standards
A Excellent
B Good
C Average
D Poor
E Useless

37. MBO Standards
A Excellent
B Good
C Average Good
D Poor
E Useless

38. MBO Standards
A Excellent Excellent
B Good Very Good
C Average Good
D Poor Not Good
E Useless Walking Dead

39. 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 Walking
Dead
Unacceptable performance

40. Reminder…
Reality #1
Cash is King

41. Reminder …
Reality #2
Tangible C&B
Attraction

42. Reminder …
Reality #3
In-Tangible C&B
Retention

43. Reminder …
Reality #4
In-Tangible C&B
Tipping Point for
Attraction/Retention

44. The 51.28% Theory
• Resign = Push + Pull > 51.28%
• If staff is Happy:
=> 0 + Pull > 51.28%

45. Retention
Retention
Experience Swing Ex
Oppose

46. Retention 1: Experience
Loyalty = Experience vs. Expectations
Solution Strategy: Talent
Management Plan

47. Loyalty 1: Experience
• Talent
Management Plan
Philosophy
OJT, Mentoring,
LP, PDP, SDP,
Projects,
P/P Grid, SP Table,
PDP, Premium,
Q12, C&B, ACDP, SCL,
Transfers, Events, Recognition
P/P Grid, PA,
SDP, SP
Development
Motivation
Selection
Evaluation

48. 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

49. Dangers of Employee Satisfaction Surveys
“In business after business, 60% to
80% of lost customers reported
on a survey just prior to defecting
that they were satisfied or very
satisfied.”
HBR March/April 1996

50. Retention: 80/20
Retention
Experience Swing Ex
Oppose
80%

51. 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

52. Swing Loyalty: Try Your Best…
1. Over Promote
2. Loans
3. Spot Bonuses
4. Block recruiters
5. The Spouse
6. Toys
7. Glorified Titles
8. Forced Ambassador
9. “Position” the
competition
10.Sell the Dream
11.Give them a Best
Friend
12.Internal Trainer

53. Motivating Talent
Hope
Control

54. Motivating Talent
Passion Job
Growth
Talent
Minimum Motivation Target:
2 out of 4
Delegation

55. Curse of the Bell Curve
‘A’
Staff
‘B’
Staff
‘D’
Staff
‘E’
Staff
‘C’
Staff

56. End Notes & Start Up
The end of the Beginning

57. End Note 1
“You don’t attract who you want.
You attract who you are”
John Maxwell

58. End Note 2
Beware of the Jerks

59. End Note 3
The Small Things Matter

61. Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.
blogspot.com/