Talent Management and Succession Planning Regional Conference

1. Laurence Yap
INCORPORATING RELATIONSHIP
MANAGEMENT SKILLS

2. CONTENTS
1. Background, Research Findings & Scope
2. Asian Mindset: Harmony and Respect Elders
3. Engagement Model
5. Method of Leadership Development
6. Results
7. Take Away

3. BACKGROUND

4. RELATIONSHIP
MANAGEMENT SKILLS
How many skills do you have.
Who are your Role model?
How was your relationship with your pass bosses?

5. 1. BACKGROUND
Definition
Employee Relationship Management
(ERM) is a process that companies use
to effectively manage all interactions
with employees, ultimately to achieve
the goals of the organization.

6. BACKGROUND
The human resources department can
play a critical role in this process, both in
terms of training and coaching
managers and executives on how to
effectively establish and nurture
relationships with employees

7. MANAGERS’ ROLES
Enable managers to
communicate with their teams,
align employees with the overall goals
share information
build a common understanding
motivate employees to work extra
miles

8. RESEARCH FINDINGS:
Employee Relationship Management and
its Effect on Employees Performance at
Telecommunication and Banking Sectors
70% Related
Nisren Osama Al-Khozondar, MBA

9. RESULTS

10. SCOPE: YONGCAI
Labor Relationship Management: Hiring
Communication Management
Employee Participation Management:
Leadership Style
Employee Information Management
Enterprise Culture Construction: Values

12. AMA MANAGEMENT
COMPETENCIES

13. KNOWING AND MANAGING OTHERS
Oral Communication
Written
Communication
Valuing Diversity
Building Teams
Networking
Building Relationships
Partnering
Emotional
Intelligence/Interperso
nal Savvy
Influencing
Managing Conflict
Managing People for
Performance
Clarifying Roles and
Accountabilities
Delegating
Empowering Others
Motivating Others
Developing Top Talent

14. ASIAN MINDSET

15. ASIAN MINDSET
Does not come easy to Asians
Need to learn it
Artist Yang Liu was born in Beijing
and has been living in Germany for
over 20 years. This gives her an
insight into the way Chinese and
German culture differs, and Liu
created an exhibition which was later
made into a book, called ‘East Meets
West’.

16. 1. THE DESIRE TO PRESERVE HARMONY
a. Indicating a “Yes” which does not
necessarily mean agreement
b. Avoiding to confront issues even when it
affects performance.
c. Inability to be completely honest about
how one feels.
d. Being pretentious in order to be polite
and courteous despite differences.

17. TRUTH

18. PROBLEM SOLVING

19. MINDSET
Boss

20. 2. RESPECTING THE ELDERS TO
PRESERVE ORDER AND HIERARCHY
a. Holding back personal opinions when
ideas differ.
b. Avoiding challenging the elders even
when they disagree.
c. Giving the benefit of doubt to the elders.

21. EAST & WEST MINDSET
Opinions

22. SENIORITY

23. NETWORKING

24. ENGAGEMENT MODEL TO BUILD
RELATIONSHIPS

26. INTELLECTUAL NEEDS
Achievement3: We all want to succeed at something. There are two key
strategies to fulfill your employees’ need for achievement.
Eliminate barriers to achievement.
Define clear goals. (SMART: specific, measurable, achievable, relevant, and
time-bound.)
Automony4: We all want to control our work. There are two key strategies to
fulfill your employees’ need for autonomy.
Involve employees in improving their work processes.
Set broad yet clear boundaries.
Mastery5: People have the need to develop expert skills and/or knowledge.
There are two key strategies to fulfill your employees’ need for mastery.
Fit the person to position for “highest and best use.”
Seize teachable moments to coach employees.

27. MIND
Achievement
Define Clear Goals
Remove Barriers
Autonomy
Involve employees in improving
their work processes.
Set broad yet clear boundaries
Mastery
Fit the person to position
to coach employees.

28. EMOTIONAL NEEDS
Purpose7: We all want to be part of something bigger than ourselves.
Some key strategies to fulfill your employees’ needs for purpose
include:
Create a compelling purpose.
Stay focused on activities that directly support your team’s purpose.
Intimacy8: Everybody wants to feel like they belong. Some key
strategies to fulfill your employees’ need for intimacy include:
Maintain a sense of smallness.
Create rituals and celebrations.
Appreciation9: People want to be recognized for their work. Some
key strategies to fulfill your employees’ need for appreciation include:
Find opportunities to appreciate employee’s contributions.
Demonstrate a sincere interest in your employees as people.

29. Purpose
Create a compelling purpose.
Stay focused on activities
Intimacy
Maintain a sense of smallness.
Create rituals and celebrations.
Appreciation
Find opportunities to appreciate
employee’s contributions.
Demonstrate a sincere interest in
your employees as people

30. LEADERSHIP DEVELOPMENT MODEL TO
BUILD RELATIONSHIPS

31. LEADERSHIP DEV MODEL

32. 1. SELF DEVELOPMENT
Structure Programs
Komag – Zenger Miller – 12 Programs for Leadership
First Solar – 10 Shawn Hopkin’s Leadership Programs
University of Phoenix and University of
Michigan
Pfizer – Skillsoft & Harvard Business Manager
Dexon – Linkedin Learning

33. 1. SELF DEVELOPMENT
Supervisors & Mentors
Malini (Pfizer’s HRD), Iain Meikle (Carsem’s VP), SW Woo
(Carsem’s COO), Mathem Dills (First Solar’s HR SHRD), Nina
Swanson (PayPal, Global OD Dir), Tan Thiam Seng (Komag’s
MD), Christina Ng (Komag’s Training Manager), Norita (First
Solar, HRD APAC), VK Lai (CEO), LW Yong (Carsme’s CTO),
Datin Dr Siti Hawa (Mydin’s HRD)
Training & Self Learning
7 Habits, Situation Leadership, Strength Based Management,
Asset Based Thinking, EQ, Win Friends, The Secret

34. 2. COACH & DEV OTHERS
20%-30%
100 Staff – Monthly Workshop
Annually Appreciation Week
Personal Coaching
Diagnose Competencies
Career Development Conversation

35. ONE ON ONE
MEETING – 60 MINS
1. Informal Conversation about employee
2. Company or Department Updates
3. Work Progress
4. Challenges and Support
5. Career Development Progress
6. Next Week Activities

36. 2. COACH & DEV OTHERS
One on one Coaching- PayPal
100-50-0
Diagnose Competencies

37. 3. SUPPORT DAILY KAIZEN FOR
RELATIONSHIP MANAGEMENT SKILLS
1. Maintenance Kaizen – Demonstrate the Skills
2. Improvement Kaizen – Improving the Skills
periodically

38. 4. CREATE VISION
AND ALIGN GOALS
1. Create Vision for the Behaviors
2. Develop 5 Behavior Indicators
3. Promote T-level employees and supervisors
(Work well with people across the board and
high performers)
4. Performance Appraisal 30%
5. Promotion is allowed if they score X % and above

39. START
Where do you start? There are five steps you will need to
take to ignite Passionate Performance.12
Engaging leaders start with themselves
Assess your leadership skills and identify areas of opportunity
Select one opportunity to work on
Turn the opportunity into a habit by continually focusing on it
Identify a new opportunity and build another habit.

40. QUESTIONS