Jobstreet HR Networking Event KL, 22nd July 2010 Jobstreet Talent Wars II - Riding The Recovery Wave 1. Post-recession and the staff retention implications 2. Talent Wars in the New Economy 3. Aligning Staff Retention strategies with your company’s Business Model 4. Optimizing Compensation & Benefits to match Staff retention Strategies 5. Developing a Talent Management system 6. Retaining ‘Swing’ employees and non-conventional strategies to Staff Retention 7. Motivating & Engaging Employees vs. Retention 8. Addressing the Talent Scarcity problems

1. TALENT WAR II: RIDING THE RECOVERY WAVE Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad

6. The Recession Days

7. Post Recession Trends and Implications No trust in Big Companies No trust in Experts No trust in Best Practices Cash Flow issues M&A&D increase Malaysia no big effect Decrease in Offshoring Seniors working longer, re-entry Part-timers and Freelancers

8. Post Recession Trends and Implications Industry Convergence/ Extinction Social Networking Green & CSR Non-Profit/NGO increase Increased Regulations Auditors, Lawyers, Civil Servants, Consultants, Documentors

13. Question 1: Talent Management for Who? Excellent Very Good Average Not Good Commit Suicide

15. Intro 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.”

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

22. Budgeting vs. Priorities Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer NPD Cycle Time Improve Edge Extensions Counter Competitor Innovation Acquire Profits Build momentum Sales Cash Flow Focused on ‘Breakthrough’ JV, In-source, Out-source Eliminate bottom 20% Improve Top 15% revenue-generating products ↓ R&D, ↑ Sales Example: Business Situation vs. R&D Priorities

23. Business Situations vs. HRM Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Innovation/R&D Early wins Slow Down HR Costs Top Talent focus Sales, Sales, Sales Increase attrition Motivation

28. Business and Talent Management The Business of business is business, not Talent Management

32. Alignment & Consistency: Market Disciplines 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)

33. Strategy: Market Disciplines 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)

34. Strategy: Market Disciplines 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) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009

44. For those obsessed with Balanced Scorecard Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction

45. Targeting, Segmentation and Selection If everyone is doing it, best practices is the same thing as mediocre

47. Demographic Segmentation - General Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+

53. Branding, Positioning and Attraction You attract who are, not who you want

60. What needs work? Current Brand Importance to Target Segment High Low Weak Strong 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

61. What needs work? Current Brand Importance to Target Segment High Low Weak Strong 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

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

69. Retention Retention Experience Swing Ex Oppose

74. Post-Recession Retention Experience Swing Ex Oppose Post-Recession

78. Motivating Talent Hope Control

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

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

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

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