EDS Delegation 20NOV07

7/31/2019 EDS Delegation 20NOV07

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2007 LKT Strictly Private & Confidential 2007 LKT Strictly Private & ConfidentialEDS 21NOV07EDS 21NOV07

Attracting, Motivating and Retaining TalentAttracting, Motivating and Retaining Talent

2121stst Nov 2007Nov 2007

Bobby AngBobby Ang

Corporate ManagerCorporate Manager

LKT Industrial BerhadLKT Industrial Berhad


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ATTRACTING TALENTATTRACTING TALENT


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Understanding of the business modelUnderstanding of the business model

Developing hiring policies, the need to understand the businessDeveloping hiring policies, the need to understand the business

model.model.

The term business model describes a broad range of informal andThe term business model describes a broad range of informal andformal models that are used by enterprises to represent variousformal models that are used by enterprises to represent variousaspects of business, such as operational processes,aspects of business, such as operational processes,

organizational structures, and financial forecasts.organizational structures, and financial forecasts.

A business model is a conceptual tool that contains a big set ofA business model is a conceptual tool that contains a big set ofelements and their relationships and allows expressing theelements and their relationships and allows expressing thebusiness logic of a specific firm. It is a description of the value abusiness logic of a specific firm. It is a description of the value acompany offers to one or several segments of customers and ofcompany offers to one or several segments of customers and of

the architecture of the firm and its network of partners forthe architecture of the firm and its network of partners forcreating, marketing, and delivering this value and relationshipcreating, marketing, and delivering this value and relationshipcapital, to generate profitable and sustainable revenuecapital, to generate profitable and sustainable revenuestreams. streams. OstenwalderOstenwalder,,PigneurPigneurandandTucciTucci(2005)(2005)
http://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdfhttp://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of%20the%20Concept.pdf


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Understanding the Corporate CultureUnderstanding the Corporate Culture

Corporate culture refers to the shared values, attitudes,Corporate culture refers to the shared values, attitudes,

standards, and beliefs that characterize members of anstandards, and beliefs that characterize members of anorganization and define its nature.organization and define its nature.

Corporate culture is rooted in an organization's goals,Corporate culture is rooted in an organization's goals,strategies, structure, and approaches to hiring policies.strategies, structure, and approaches to hiring policies.

"It is an"It is an unwrittenunwritten value-set that management communicatesvalue-set that management communicatesdirectly or indirectly that all employees know and work under,"directly or indirectly that all employees know and work under,"statedstated John O'Malley inJohn O'Malley in Birmingham Business Journal.Birmingham Business Journal. "It is"It isthe underlying soul and guiding force within an organizationthe underlying soul and guiding force within an organizationthat creates attitude alliance, or employee loyalty. A winningthat creates attitude alliance, or employee loyalty. A winning

corporate culture is the environmental keystone forcorporate culture is the environmental keystone formaintaining the highest levels of employeemaintaining the highest levels of employee satisfactionsatisfaction,,customer loyalty, and profitability."customer loyalty, and profitability."
http://www.answers.com/topic/unwrittenhttp://www.answers.com/topic/unwrittenhttp://www.answers.com/topic/satisfactionhttp://www.answers.com/topic/satisfactionhttp://www.answers.com/topic/satisfactionhttp://www.answers.com/topic/unwritten


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Choose the right person for the right jobChoose the right person for the right job

EVERY TIMEEVERY TIME

Your hiring decisions will either make or break your companyYour hiring decisions will either make or break your company

Need to sell the company business model and cultureNeed to sell the company business model and culture

Interviewing Process (applicability differ for different job)Interviewing Process (applicability differ for different job) TraditionalTraditional SituationalSituational

Behavior-basedBehavior-based

Six companies has been successful using Behavior based interviewSix companies has been successful using Behavior based interview Golden CorralGolden Corral Ranstad North AmericaRanstad North America Inter-Continental HotelsInter-Continental Hotels TD Madison & AssociatesTD Madison & Associates Hallmark CardsHallmark Cards GEGE

How to choose

the RIGHT

PERSON forthe RIGHT JOB

EVERY TIME

- Lori Davila &

Louise

Kursmark


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Training them rightTraining them right

Develop a comprehensive training policyDevelop a comprehensive training policy

Stages of trainingStages of training

OrientationOrientation

Probation PeriodProbation Period

On the job trainingOn the job training

Organization Excellence trainingOrganization Excellence training

Re-fresher / retrainingRe-fresher / retraining

Training is expensive, Training Need Analysis isTraining is expensive, Training Need Analysis iscrucial to get the right training to train the rightcrucial to get the right training to train the rightpeoplepeople


7/23 2007 LKT Strictly Private & Confidential 2007 LKT Strictly Private & ConfidentialEDS 21NOV07EDS 21NOV07

MOTIVATING TALENTMOTIVATING TALENT



Motivating the EmployeeMotivating the Employee

A simple definition ofA simple definition ofmotivationmotivation is the ability to change behavior. It isis the ability to change behavior. It is

a drive that compels one to act because human behavior is directeda drive that compels one to act because human behavior is directedtoward some goal.toward some goal.

IIntrinsicntrinsic (internal) Motivation; it comes from within based on personal(internal) Motivation; it comes from within based on personalinterests, desires, and need for fulfillment.interests, desires, and need for fulfillment.

Extrinsic (external) Motivation factors such as rewards, praise, andExtrinsic (external) Motivation factors such as rewards, praise, andpromotions also influence motivation.promotions also influence motivation.

People who are committed to achieving organizational objectivesPeople who are committed to achieving organizational objectivesgenerallygenerally outperformoutperform those who are not committed. Those who arethose who are not committed. Those who areintrinsically rewarded by accomplishments in theintrinsically rewarded by accomplishments in the workplaceworkplace arearesatisfied with their jobs and are individuals with high self-esteem.satisfied with their jobs and are individuals with high self-esteem.Therefore, an important part of management is to help make workTherefore, an important part of management is to help make workmore satisfying and rewarding for employees and to keep employeemore satisfying and rewarding for employees and to keep employeemotivation consistent with organizational objectives. With themotivation consistent with organizational objectives. With thediversity of contemporary workplaces, this is a complex task. Manydiversity of contemporary workplaces, this is a complex task. Manyfactors, including the influences of different cultures, affect whatfactors, including the influences of different cultures, affect whatpeople value and what is rewarding to them.people value and what is rewarding to them.
http://www.answers.com/topic/intrinsichttp://www.answers.com/topic/intrinsichttp://www.answers.com/topic/outperformhttp://www.answers.com/topic/outperformhttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/outperformhttp://www.answers.com/topic/intrinsic




Quick (1985) presented these four underlyingQuick (1985) presented these four underlying

principles that are important to understandingprinciples that are important to understanding

motivation:motivation:

People have reasons for everything they do.People have reasons for everything they do.

Whatever people choose as a goal is somethingWhatever people choose as a goal is something

they believe is good for them.they believe is good for them.

The goal people choose must be seen asThe goal people choose must be seen as

attainable.attainable.

The conditions under which the work is done canThe conditions under which the work is done can

affect its value to the employee and his or heraffect its value to the employee and his or her

perceptions of attainability or success.perceptions of attainability or success.




Hierarchy of Needs Maslow 1943Hierarchy of Needs Maslow 1943
http://upload.wikimedia.org/wikipedia/commons/5/58/Maslow%27s_hierarchy_of_needs.svg



Motivation-Hygiene TheoryMotivation-Hygiene Theory

Motivation-Hygiene Theory Frederick HerzbergMotivation-Hygiene Theory Frederick Herzberg

MotivationMotivation is based on the positive satisfaction thatis based on the positive satisfaction thatpsychological growth provides. The presence of factorspsychological growth provides. The presence of factorssuch as responsibility, achievement, recognition, andsuch as responsibility, achievement, recognition, andpossibility for growth or advancement will motivate andpossibility for growth or advancement will motivate andsatisfy people. The absence of these factors will notsatisfy people. The absence of these factors will notnecessarilynecessarily demotivatedemotivate or causeor cause dissatisfactiondissatisfaction..

HygieneHygiene is based on an individual's desire to avoidis based on an individual's desire to avoiddeprivation and the resulting physical and emotionaldeprivation and the resulting physical and emotionaldiscomfortdiscomfort. Hygiene factors include. Hygiene factors include willingnesswillingness totosupervise; positive working conditions;supervise; positive working conditions; interpersonalinterpersonalrelations with peers, subordinates, and superiors; status;relations with peers, subordinates, and superiors; status;

job security; and salary. These factors do not motivate,job security; and salary. These factors do not motivate,nor will their presence causenor will their presence causejob satisfactionjob satisfaction. Their. Theirabsense, however, will cause dissatisfaction.absense, however, will cause dissatisfaction.
http://www.answers.com/topic/demotivatehttp://www.answers.com/topic/demotivatehttp://www.answers.com/topic/dissatisfactionhttp://www.answers.com/topic/dissatisfactionhttp://www.answers.com/topic/discomforthttp://www.answers.com/topic/discomforthttp://www.answers.com/topic/willingness-3http://www.answers.com/topic/willingness-3http://www.answers.com/topic/interpersonalhttp://www.answers.com/topic/interpersonalhttp://www.answers.com/topic/job-satisfactionhttp://www.answers.com/topic/job-satisfactionhttp://www.answers.com/topic/job-satisfactionhttp://www.answers.com/topic/job-satisfactionhttp://www.answers.com/topic/interpersonalhttp://www.answers.com/topic/willingness-3http://www.answers.com/topic/discomforthttp://www.answers.com/topic/dissatisfactionhttp://www.answers.com/topic/demotivate



Theory X and Theory YTheory X and Theory Y

Theory X and Theory Y Douglas McGregor, aTheory X and Theory Y Douglas McGregor, a

professor at the Massachusetts Institute ofprofessor at the Massachusetts Institute ofTechnologyTechnology The assumptions ofThe assumptions ofTheory XTheory Xare that most peopleare that most people

will avoid work because they don't like it and mustwill avoid work because they don't like it and mustbe threatened or persuaded to put forth adequatebe threatened or persuaded to put forth adequate

effort. People have little ambition and don't wanteffort. People have little ambition and don't wantresponsibility. They want to be directed and areresponsibility. They want to be directed and aremost interested in job security.most interested in job security.

The assumptions ofThe assumptions ofTheory YTheory Yare that work is veryare that work is verynatural to people and that most people are self-natural to people and that most people are self-

directed to achieve objectives to which they aredirected to achieve objectives to which they arecommitted. People are ambitious and creative.committed. People are ambitious and creative.They desire responsibility and derive a sense ofThey desire responsibility and derive a sense ofsatisfaction from the work itself.satisfaction from the work itself.




The application of motivation theories can help managers toThe application of motivation theories can help managers to

create work situations and employee recognition systems thatcreate work situations and employee recognition systems thathelp workers fulfill their needs.help workers fulfill their needs.

Some aspects of all jobs may be routine orSome aspects of all jobs may be routine ormundanemundane, but other, but otheraspects can be developed to promote job satisfaction andaspects can be developed to promote job satisfaction and

increased productivity. The sharing of responsibility canincreased productivity. The sharing of responsibility canprovide opportunities for growth, renewal, and achievement.provide opportunities for growth, renewal, and achievement.This empowerment of workers canThis empowerment of workers can heightenheighten employeeemployeemotivation and improve morale.motivation and improve morale.

Both long-term and short-term incentive programs are neededBoth long-term and short-term incentive programs are needed

for the employee commitment and effectiveness necessary tofor the employee commitment and effectiveness necessary toachieve organizational objectives. And in all instances, workersachieve organizational objectives. And in all instances, workersmust be treated fairly and equitably.must be treated fairly and equitably.
http://www.answers.com/topic/mundanehttp://www.answers.com/topic/mundanehttp://www.answers.com/topic/heightenhttp://www.answers.com/topic/heightenhttp://www.answers.com/topic/heightenhttp://www.answers.com/topic/mundane


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RETAINING TALENTRETAINING TALENT



Retention of EmployeeRetention of Employee

Employee retention refers to policies and practicesEmployee retention refers to policies and practices

companies use to prevent valuable employees fromcompanies use to prevent valuable employees fromleaving their jobs.leaving their jobs.

A rather obvious way for a company to better retainA rather obvious way for a company to better retaintheir employees is by offering competitive salariestheir employees is by offering competitive salaries

and bonuses.and bonuses. Everyone likes to be recognized for a job well done,Everyone likes to be recognized for a job well done,

and nothing makes someone feel more appreciatedand nothing makes someone feel more appreciatedthan cold hard cash.than cold hard cash.

In many instances, employeeIn many instances, employee retentionretention starts just asstarts just as

soon as an employee is hired.soon as an employee is hired.
http://www.answers.com/topic/retentionhttp://www.answers.com/topic/retentionhttp://www.answers.com/topic/retention



Benefits of retentionBenefits of retention

The retention of existing employees saves companiesThe retention of existing employees saves companies

money.money.

There are advertising and recruiting expenses,There are advertising and recruiting expenses,

orientation and training of the new employee,orientation and training of the new employee,

decreased productivity until the new employee is updecreased productivity until the new employee is up

to speed, and loss of customers who were loyal toto speed, and loss of customers who were loyal tothe departing employee.the departing employee.

When an employee leaves a company for a directWhen an employee leaves a company for a direct

competitor, there is always a chance that they willcompetitor, there is always a chance that they will

take important business strategies and secrets withtake important business strategies and secrets withthem to be exploited by the competition.them to be exploited by the competition.



Retention of EmployeeRetention of Employee

Company policies and practices has to be in placeCompany policies and practices has to be in place

The Compensation and Benefits package has to beThe Compensation and Benefits package has to be

tailored for different job categories withtailored for different job categories with

understanding of the job market factors, requirement,understanding of the job market factors, requirement,

social and economic environmentsocial and economic environment

Creating retention program right from the beginningCreating retention program right from the beginning

when an employee joined the companywhen an employee joined the company



Rewards appropriatelyRewards appropriately

MethodsMethods

IndividualIndividual Normally on a annual basisNormally on a annual basis Time to time on achievement/accomplishmentTime to time on achievement/accomplishment

DepartmentalDepartmental Annually and usually at the end of physical year (profit driven)Annually and usually at the end of physical year (profit driven) Time to time on achievement/accomplishmentTime to time on achievement/accomplishment

CompanyCompany

Contractual/ObligationContractual/Obligation Profit Driven (discretionary)Profit Driven (discretionary) Events and CelebrationEvents and Celebration

One time offOne time off Time to time productivity, efficiency, reach goalsTime to time productivity, efficiency, reach goals

Types of RewardsTypes of Rewards MoneyMoney In kindsIn kinds Gifts/CertificatesGifts/Certificates Simple Thank you NoteSimple Thank you Note



Have a systemHave a system


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Put your system in placePut your system in place

Competency ModelingCompetency Modeling

Date less quickly then job descriptionsDate less quickly then job descriptions

Are focused on results, not work activitiesAre focused on results, not work activities Include focus on the intangible-but-increasingly importantInclude focus on the intangible-but-increasingly important

soft skills associated with successful performancesoft skills associated with successful performance

Include a focus on interpersonal relationshipsInclude a focus on interpersonal relationships

Focus on the people who do the work, not the work they doFocus on the people who do the work, not the work they do

Employee ProfilingEmployee Profiling

Profiling the traits and characteristics shared by the bestProfiling the traits and characteristics shared by the bestpeople already working for you can dramatically increasepeople already working for you can dramatically increaseyour ratio of successful hires. Employee profiling is ayour ratio of successful hires. Employee profiling is a

process that moves beyond the resume and assesses lessprocess that moves beyond the resume and assesses lessvisible indicators for potential success. These indicatorsvisible indicators for potential success. These indicatorscan include such things as how well potential employeescan include such things as how well potential employeeswill interact with co-workers and clients, or the number ofwill interact with co-workers and clients, or the number ofprojects they will be able to manage simultaneously andprojects they will be able to manage simultaneously andwell.well.


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Put your system in placePut your system in place

Background CheckBackground Check

Secrets revealSecrets reveal A background check is the process of looking up official andA background check is the process of looking up official and

commercial records about a person.commercial records about a person. Background checks are important because they allow betterBackground checks are important because they allow better

informed and less-subjective evaluations to be made about a personinformed and less-subjective evaluations to be made about a personbut also pose risks.but also pose risks.

Employee AssessmentEmployee Assessment A mix of methods for different job categoriesA mix of methods for different job categories

Training ProgramTraining Program Covers organization requirement, personal development and skillsCovers organization requirement, personal development and skills

developmentdevelopment

Company Business Model, Policy & Procedures, KSF & KPICompany Business Model, Policy & Procedures, KSF & KPI The soul of a successful companyThe soul of a successful company


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S & C fS O

Thank youThank you

Bobby Ang

Email : [email protected]

Mobile : +6012 4091288
mailto:[email protected]:[email protected]

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