1.
INTERNAL BRANDING TO STRENGTHEN TALENT RETENTION STRATEGIES ABF Post-Conference Workshop, 23 rd April 2008 Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com

2.
Basics of Retention Regardless of Branding or No Branding www.myCNI.com.my www.OOBEY.com

3.
The 51.28% Theory <ul><li>Resign = Push + Pull > 51.28% </li></ul><ul><li>If staff is Happy: </li></ul><ul><ul><li>=> 0 + Pull > 51.28% </li></ul></ul>www.myCNI.com.my www.OOBEY.com

4.
Philosophy Ultimate Objective of Marketing: “ Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman “ Retention and Loyalty are useless if No Conversion is happening.” www.myCNI.com.my www.OOBEY.com

5.
Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No Performance is happening.” www.myCNI.com.my www.OOBEY.com

6.
Philosophy <ul><li>Loyalty is misleading… </li></ul><ul><li>Heavy Consumption ≠ Loyalty </li></ul><ul><li>Loyalty ≠ Heavy Consumption </li></ul><ul><li>Good Performance ≠ Retention </li></ul><ul><li>Retention ≠ Good Performance </li></ul>www.myCNI.com.my www.OOBEY.com

7.
Philosophy <ul><li>“ 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 .” </li></ul>HBR March/April 1996 www.myCNI.com.my www.OOBEY.com

8.
Retention Groups Retention Experience Swing Ex Oppose www.myCNI.com.my www.OOBEY.com

9.
Retention 1: Experience <ul><li>Loyalty = Experience vs. Expectations </li></ul>Solution Strategy: Expectations = Business, Boss (Q12), Job www.myCNI.com.my www.OOBEY.com

10.
Loyalty 1: Experience <ul><li>Clear expectations </li></ul><ul><li>Resources </li></ul><ul><li>Maximize talents </li></ul><ul><li>Recognition </li></ul><ul><li>Caring Boss </li></ul><ul><li>Encourage development* </li></ul><ul><li>Expression </li></ul><ul><li>Company Mission </li></ul><ul><li>Co-workers** </li></ul><ul><li>Friends </li></ul><ul><li>Progress updates </li></ul><ul><li>Learn and Grow </li></ul><ul><li>What “Expectations”? Refer Q12 </li></ul>www.myCNI.com.my www.OOBEY.com

11.
Loyalty 2: Swing <ul><li>Loyalty = Best alternative at the current moment until I find another alternative </li></ul>Solution Strategy: Improve your Q12, or Try Your Best, or Live with It www.myCNI.com.my www.OOBEY.com

12.
Brand Execution: Talent Sub-segment - Swing <ul><li>Swing Talents are “loyal” because: </li></ul><ul><li>Individual Relationships </li></ul><ul><li>Convenience (at that point in time) </li></ul><ul><li>Contractually tied-up </li></ul><ul><li>Direct Incentives* </li></ul><ul><li>No better alternative </li></ul><ul><li>Subordinates </li></ul><ul><li>No known alternative </li></ul><ul><li>CV friendly </li></ul>www.myCNI.com.my www.OOBEY.com

13.
Dangers of Direct Incentives <ul><li>lessen internal motivation, </li></ul><ul><li>switch to mercenary mode, </li></ul><ul><li>do something and do not do something else, </li></ul><ul><li>bribe and fraud culture, </li></ul><ul><li>easier for competitors to recruit, </li></ul><ul><li>lessen teamwork & helpful culture, </li></ul><ul><li>less and less impact for same value, </li></ul><ul><li>mockery of base salary and employment contract, </li></ul><ul><li>rebellion from non-incentivised staff, </li></ul><ul><li>end up incentivising everyone for everything?, </li></ul>www.myCNI.com.my www.OOBEY.com

14.
Swing Talents: Try Your Best… <ul><li>Over Promote </li></ul><ul><li>Loans </li></ul><ul><li>Spot Bonuses </li></ul><ul><li>Block recruiters </li></ul><ul><li>The Spouse </li></ul><ul><li>Toys </li></ul><ul><li>Glorified Titles </li></ul><ul><li>Forced Ambassador </li></ul><ul><li>“ Position” the competition </li></ul><ul><li>Sell the Dream </li></ul><ul><li>Give them a Best Friend </li></ul><ul><li>Internal Trainer </li></ul>www.myCNI.com.my www.OOBEY.com

15.
Current Brand vs. Ideal Brand Know the past to create the future www.myCNI.com.my www.OOBEY.com

16.
Current ‘Brand’ Current Status Background & Implications <ul><li>Founders </li></ul><ul><li>Senior leaders </li></ul><ul><li>Age, Gender, Race not a barrier </li></ul><ul><li>Customer-focused, really focused </li></ul><ul><li>Flexibility vs. Discipline </li></ul><ul><li>Ad-hoc </li></ul><ul><li>Project-based </li></ul><ul><li>Empowerment </li></ul><ul><li>Young talents leaving </li></ul>www.myCNI.com.my www.OOBEY.com

17.
Current Brand: The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes www.myCNI.com.my www.OOBEY.com

18.
Components of Branding Positioning, Execution, and Communication www.myCNI.com.my www.OOBEY.com

19.
Objective of Branding: Way back in 2004… <ul><li>Thomas Cup, Indonesia </li></ul>www.myCNI.com.my www.OOBEY.com

20.
Objective of Branding: Now in 2007… <ul><li>CNI ‘Beemax’ Factory Visit, China </li></ul><ul><li>Top Leaders </li></ul><ul><li>Product Development </li></ul><ul><li>Media </li></ul>www.myCNI.com.my www.OOBEY.com

21.
Components of Branding Positioning Execution Communication www.myCNI.com.my www.OOBEY.com

22.
Brand Positioning Segmentation, Targeting, Basics, Differentiators www.myCNI.com.my www.OOBEY.com

23.
Positioning <ul><li>“ Hope is not a strategy” </li></ul><ul><li>John Maxwell </li></ul>www.myCNI.com.my www.OOBEY.com

24.
Positioning <ul><li>For who? – Segmentation, Targeting </li></ul><ul><li>Your Offer? </li></ul><ul><li>Key Differentiator? </li></ul>www.myCNI.com.my www.OOBEY.com

25.
Two Types of Segmentation for HRM <ul><li>Demographic segmentation </li></ul><ul><li>Talent segmentation </li></ul>www.myCNI.com.my www.OOBEY.com

26.
Demographic Segmentation - General www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+

27.
Demographic Segmentation - others <ul><li>Women, Working Mothers </li></ul><ul><li>Youtube generation </li></ul><ul><li>Working retired </li></ul><ul><li>Social Activists </li></ul><ul><li>Work/Life balancers </li></ul><ul><li>Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.) </li></ul>www.myCNI.com.my www.OOBEY.com

28.
Talent Segmentation <ul><li>Who is your Talent? </li></ul> : A Talent for others does not mean a Talent for you www.myCNI.com.my www.OOBEY.com

29.
Talent Segmentation Group I (Talent Pool) <ul><li>Identify </li></ul>www.myCNI.com.my www.OOBEY.com 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL

30.
Talent Segmentation Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL <ul><li>Identify </li></ul>www.myCNI.com.my www.OOBEY.com

31.
Talent Segment Targeting <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Environment </li></ul><ul><li>No Growth/Learning </li></ul><ul><li>No MBA </li></ul><ul><li>Passion, Values, IQ (streetsmart) </li></ul><ul><li>Appreciate Chaos </li></ul><ul><li>Multitask </li></ul><ul><li>Passion to Learn </li></ul>www.myCNI.com.my www.OOBEY.com

32.
Talent Sub-segmentation: Premium target <ul><li>Definition of ‘Premium’ staff </li></ul><ul><li>Specially selected from the TP. </li></ul><ul><li>They have in addition, the following attributes: </li></ul><ul><ul><li>High-profile in the field or industry </li></ul></ul><ul><ul><li>Loyalty proven </li></ul></ul><ul><ul><li>Proven high work-rate and great attitude </li></ul></ul><ul><ul><li>Undeniable contribution and efforts </li></ul></ul><ul><ul><li>Highly looked upon and respected by most staff </li></ul></ul><ul><ul><li>Ability to multi-task and assist in various areas </li></ul></ul><ul><ul><li>Key people in CNI’s Succession Plans </li></ul></ul>www.myCNI.com.my www.OOBEY.com

33.
Talent Sub-segmentation: Specialists target <ul><li>Definition of ‘Specialist’ Staff </li></ul><ul><li>Has competencies (skills & knowledge) in a particular professional field of work. </li></ul><ul><li>A staff is deemed to be a Specialist when all the following occurs: </li></ul><ul><ul><li>The particular Competency (Skills or Knowledge or both) is highly required by CNI </li></ul></ul><ul><ul><li>Supply for the competency in the market is low but demand is high </li></ul></ul><ul><ul><li>The competency is difficult to learn, transfer and/or duplicate </li></ul></ul>www.myCNI.com.my www.OOBEY.com

34.
What needs work? Current Brand Importance to Target Segment High Low Weak Strong www.myCNI.com.my www.OOBEY.com High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company

35.
Activity Grid to determine HRM priorities www.myCNI.com.my www.OOBEY.com Eliminate (-) What are features/ activities/services to eliminate? Reduce (↓) What are features/ activities/services to reduce? Create (+) What are features/ activities/services to introduce? Increase ( ↑) What are features/ activities/services to increase?

36.
Basics & Differentiators Segments Targets Targets Basics Differentiators www.myCNI.com.my www.OOBEY.com

37.
COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT

38.
KEY MESSAGES <ul><li>Who am I? </li></ul><ul><li>What do I offer? </li></ul><ul><li>Support? </li></ul><ul><li>End benefit(s) </li></ul><ul><li>Tagline: </li></ul>www.myCNI.com.my www.OOBEY.com

39.
Brand Execution Alignment, Basics, Differentiators Also known as ‘Reason To Believe’ www.myCNI.com.my www.OOBEY.com

40.
Brand Execution: Aligning the 4-Wheels Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person

41.
Brand Alignment: Talent Segment Philosophies Principles HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive </li></ul><ul><li>Hire Low, Train High </li></ul><ul><li>Performance vs Potential </li></ul><ul><li>SP drives TM </li></ul><ul><li>Talent Pool owned by the company </li></ul><ul><li>Retention / Engagement </li></ul>www.myCNI.com.my www.OOBEY.com

42.
Brand Alignment: Demographics Segment Philosophies? Principles HR Philosophy www.myCNI.com.my www.OOBEY.com

43.
Alignment: Framework <ul><li>Org Structure </li></ul><ul><li>Job Design </li></ul><ul><li>C&B </li></ul><ul><li>Policies & procedures </li></ul><ul><li>Decision making </li></ul><ul><li>Job fit </li></ul><ul><li>Management Systems </li></ul><ul><li>BSC and KPIs </li></ul><ul><li>Decentralized vs. Centralized </li></ul><ul><li>Control vs. Empower </li></ul>www.myCNI.com.my www.OOBEY.com Structure

44.
Strategy: Framework <ul><li>Tools </li></ul><ul><li>Physical facilities </li></ul><ul><li>Peer support </li></ul><ul><li>Information </li></ul><ul><li>T&D Programs </li></ul><ul><li>Mentors </li></ul><ul><li>Guides </li></ul><ul><li>ICT </li></ul><ul><li>OJT </li></ul>www.myCNI.com.my www.OOBEY.com Resources

45.
Strategy: Framework <ul><li>Role modeling </li></ul><ul><li>Vision/Mission/Philosophy </li></ul><ul><li>Leadership Style </li></ul><ul><li>Delegation & Empowerment </li></ul><ul><li>C&B </li></ul><ul><li>Promotions </li></ul><ul><li>Transition development </li></ul>www.myCNI.com.my www.OOBEY.com Leadership

46.
Strategy: Framework <ul><li>Recognition </li></ul><ul><li>Recruitment </li></ul><ul><li>Training </li></ul><ul><li>Values </li></ul><ul><li>Motivation </li></ul><ul><li>Self Efficacy </li></ul><ul><li>Awareness </li></ul><ul><li>Useful Competencies </li></ul><ul><li>Career aspirations </li></ul><ul><li>Attribution (control) </li></ul>www.myCNI.com.my www.OOBEY.com Person

47.
Alignment: 4-Wheels Model Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person

48.
Brand Execution: Talent Segment <ul><li>Talent Segment </li></ul>Philosophy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&B , ACDP, SCL, Transfers, Events, Recognition P/P Grid, Q12, PA, SDP, SP Selection www.myCNI.com.my www.OOBEY.com Development Motivation Evaluation

49.
Brand Execution: Demographic Segment <ul><li>Key Demographics </li></ul>Philosophy Selection www.myCNI.com.my www.OOBEY.com Development Motivation Evaluation

50.
Example Brand Execution: Talent Segment - C&B <ul><li>Eliminate Staff Awards </li></ul><ul><li>Eliminate Staff Trips </li></ul><ul><li>Eliminate HOD trips </li></ul><ul><li>Remove Salary structure limitations for TP </li></ul><ul><li>Premium Group Pay </li></ul><ul><li>Year-round promotions/increment </li></ul><ul><li>Spot Bonus Pool </li></ul><ul><li>Additional Profit Sharing points for TP </li></ul><ul><li>↑ Pay for Performers, ↓ pay for Non-Performers </li></ul><ul><li>Additional % during annual increments </li></ul><ul><li>Special Allowances </li></ul><ul><li>SCL Allowances </li></ul><ul><li>Flexitime </li></ul>www.myCNI.com.my www.OOBEY.com

51.
Demographic Segment: Example Strategies <ul><li>Gen Y </li></ul><ul><li>ICT </li></ul><ul><li>Women </li></ul>www.myCNI.com.my www.OOBEY.com

52.
Sample Policy: Career <ul><li>Internal Transfer </li></ul><ul><li>Internal Selection </li></ul><ul><li>Rotation </li></ul><ul><li>Special Projects </li></ul><ul><li>Transitional assignments </li></ul><ul><li>Secondments </li></ul><ul><li>Roll-out teams </li></ul><ul><li>Sabbaticals </li></ul><ul><li>Tele-commuting </li></ul><ul><li>Part-time </li></ul><ul><li>Micro business units </li></ul><ul><li>Specialist Career Ladders </li></ul><ul><li>Employee Exchange programs </li></ul><ul><li>Boomerangs </li></ul><ul><li>Job enlargement (depth) </li></ul><ul><li>Job enhancement (breadth) </li></ul><ul><li>Freelance, Consulting </li></ul><ul><li>Job Reduction </li></ul>www.myCNI.com.my www.OOBEY.com

53.
Brand Communication Image, Touch Points, Repetition, and Emphasis www.myCNI.com.my www.OOBEY.com

54.
Attract <ul><li>“ You don’t attract who you want. You attract who you are ” </li></ul><ul><li>John Maxwell </li></ul>www.myCNI.com.my www.OOBEY.com

55.
Attract <ul><li>What’s your main Differentiator? </li></ul><ul><ul><li>Money? Opportunity? Big Projects? Big Clients? Career Growth? Environment? Love and Fresh Air? </li></ul></ul><ul><li>Fish where the Fish are… </li></ul><ul><li>Hire Strict. Refuse if possible. </li></ul><ul><li>Who you retire determines who you attract </li></ul>www.myCNI.com.my www.OOBEY.com

56.
Attract: HR and Marketing <ul><li>Who designs your Job Ads? </li></ul><ul><ul><li>It better be Marketing </li></ul></ul><ul><li>Understand the psychology of a Talent Job Seeker when reading Job Ads </li></ul><ul><li>Not sure? Consult experts </li></ul><ul><li>Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc. </li></ul>www.myCNI.com.my www.OOBEY.com

57.
COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT

58.
KEY MESSAGES <ul><li>Who am I? </li></ul><ul><li>What do I offer? </li></ul><ul><li>Support? </li></ul><ul><li>End benefit(s) </li></ul><ul><li>Tagline: </li></ul>www.myCNI.com.my www.OOBEY.com

59.
Touch Points Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet* Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com

60.
Touch Pointsl Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com

61.
The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Internships, joint projects with University Events, workshops, campaign visits, seated dinners www.myCNI.com.my www.OOBEY.com

62.
The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mentorship programs Campus presentations, career fairs Online games, sponsorship of awards www.myCNI.com.my www.OOBEY.com

63.
The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Direct Marketing (eg. mailing) Direct-response marketing Print media, radio www.myCNI.com.my www.OOBEY.com

64.
End Point The end of the Beginning www.myCNI.com.my www.OOBEY.com

65.
Issues and Challenges <ul><li>HODs unclear </li></ul><ul><li>HODs disagree/unsupportive </li></ul><ul><li>HODs not committed </li></ul><ul><li>Functional silos </li></ul><ul><li>HODs not willing to openly differentiate </li></ul><ul><li>Incompetent superiors/HODs </li></ul><ul><li>Difficult to evaluate </li></ul><ul><li>Aligning with Business Goals </li></ul><ul><li>Unsynchronized and unmonitored training and development </li></ul>www.myCNI.com.my www.OOBEY.com

66.
For Starting Up… Importance to Target Segment High Low www.myCNI.com.my www.OOBEY.com

67.
For Starting Up… Current Brand Weak Strong www.myCNI.com.my www.OOBEY.com

68.
For Starting Up… Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person

69.
For Starting Up… Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass www.myCNI.com.my www.OOBEY.com

70.
Summary <ul><li>Segmented & Targeted </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </li></ul>www.myCNI.com.my www.OOBEY.com

71.
Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/