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http://totallyunrelatedrandomanddebatable.blogspot.com/
YEAR-END CHECKLIST FOR HR DEPARTMENTS[Complete Guide to Managing Year End HR Matters]
Training Session and Workshop
Kenny Ong
http://totallyunrelatedrandomanddebatable.blogspot.com/
THE BATTLE FOR TALENT Staff Attraction & Retention
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Intro:
“Cow don’t drink water cannot push cow head down”
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Question: Talent Management for Who?
Excellent
Very Good
Average
Not Good
Commit Suicide
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Before we start…
1. Who designs your Talent Management programs?
2. Are you in the Talent Pool?
3. Do you qualify?
4. “It takes a crook to catch a crook”
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Talent Segmentation
• Who are your Talents?
: A Talent for others does not mean a Talent for you
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Talent Segment Targeting
• Unwanted by big MNCs• Small companies• Boring Environment• No Growth/Learning• No MBA• Passion, Values, IQ (streetsmart)• Appreciate Chaos• Multitask• Passion to Learn
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Talent Segmentation
Group I
(Talent Pool)
23
45
PE
RF
OR
MA
NC
E
2 3 4 5
POTENTIAL• Identify
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Talent Segmentation
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
23
45
PE
RF
OR
MA
NC
E
POTENTIAL• Identify
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Selection and Identification
PERFORMANCE APPRAISAL
1. Results
2. Values
3. Special Contributions
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Selection and Identification
POTENTIAL EVALUATION
1. Capacity
2. Competencies
3. Culture
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Selection and Identification
POTENTIAL EVALUATION
1. Capacity
Learn
Next Level
Ambition
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Selection and Identification
POTENTIAL EVALUATION
2. Competencies
Competent
Reliable/Consistent
Pressure
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Selection and Identification
POTENTIAL EVALUATION
3. Culture
Demonstrate
Improve
Influence
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Exercise
Define ‘Performance’ Define ‘Potential’
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Exercise
• Exercise:
1.Factors for Performance Appraisal
2.Factors for Potential Appraisal
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Talent Scarcity and Brain-Drain Problem
1. Change your Business
2. Change your Business Model
3. Re-locate
4. In-Source
5. JV or Partnership or Swap
6. Create micro Business Units
7. Over Promote
8. Over Pay
9. Contractual tie-up
10.Hire Low, Train High
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SALARY & BENEFITS: HOW IT FITS INTO THE BIGGER SCHEME OF THINGS
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Brand Execution: Aligning the 4-Wheels
Philosophies
Brand
PositionSegmentation & Targeting
StructureResources
Leadership
Person
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Brand Alignment: Talent Segment Philosophies
Principles HR Philosophy
1.Equal / Fair
2.Happy / Productive
3.Hire Low, Train High
4.Performance vs Potential
5.SP drives TM
6.Talent Pool owned by the company
7.Retention / Engagement
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Brand Alignment: Demographics Segment Philosophies?
Principles HR Philosophy
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Alignment: Framework
• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized vs. Centralized • Control vs. Empower
Structure
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Strategy: Framework
• Tools• Physical facilities• Peer support• Information• T&D Programs• Mentors• Guides• ICT• OJT
Resources
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Strategy: Framework
• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B• Promotions• Transition development
Leadership
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Strategy: Framework
• Recognition• Recruitment• Training• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)
Person
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Alignment: 4-Wheels Model
Philosophies
Brand
PositionSegmentation & Targeting
StructureResources
Leadership
Person
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• Exercise: Use the 4-wheels to determine corporate alignment needs
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Consulting Process and Deliverables
28
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SALARY & BENEFITS
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What to Pay?
• Pay for Service• Pay for Job• Pay for Competency• Pay for Performance
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Performance and Incentives
1. Internal Equity1. Internal Job Rates
2. Performance differentials
2. External Competitiveness1. External Job Rates - Benchmarking
2. Demand & Supply
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What’s the Difference?
• Increment
• Bonus
• Promotion
Exercise: How does your company define the difference?
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Pay For SERVICE
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“He has 20 years experience: 1 year of bad experience
repeated 20 times”
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Pay for SERVICE
• Loyalty (relevant years of service)This consideration may be rewarded in the following manner :-
Descriptions of performance Years in Position
Compa Ratio
Consistently 10 years of competent performance in the position
10 1.43-1.50
Consistently 9 years of competent performance in the position
9 1.36-1.42
Consistently 8 years of competent performance in the position
8 1.29-1.35
Consistently 7 years of competent performance in the position
7 1.21-1.28
Consistently 6 years of competent performance in the position
6 1.13-1.20
Consistently 5 years of competent performance in the position
5 1.06-1.12
Consistently 4 years of competent performance in the position
4 1.00-1.05
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Pay for SERVICE
• Seniority (career level on the professional career level)
We do not recommend that years of service(Seniority) in the organization be rewarded directly. Years of service must contribute to performance improvement or must lead to structural and content change of the position.
In both cases the recognition can be systematically rewarded as explained earlier.
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Pay For JOB
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JOB DESIGNDocumentation
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District Engineer, TNB
Duties and Responsibilities
If stated as Accountabilities then the job must produce :
Control, operate and maintain the District Distribution System
Ensure uninterrupted supply to consumers in the district by operating the District Distribution System.
Manage major supply projects to customers in the district.
Ensure satisfaction of the major customers in the district by managing supply and Distribution.
Supervise all technical staff in the district.
Ensure high performance and Productivity of technical staff by adopting proper human resource management methods on selection, training, coaching, counselling and motivation.
Plan and design the High voltage system
Ensure availability of adequate supply for future needs of industries in the district by planning and designing the High voltage System
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Results Driven
Activity vs. Accountability
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Exercise: Results Description
Key Result
Key Activities KPIs
1. 1.2.3.4.
1.2.3.4.
2. 1.2.3.4.
1.2.3.4.
3. 1.2.3.4.
1.2.3.4.
4. 1.2.3.4.
1.2.3.4.
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Key Results
Major Supporting Actions Performance Indicators
1. Ensure achievement of targeted production volume
•By monitoring production performance and taking corrective actions•By analysing production downtime and introducing improvements•By thorough preparation for introduction and implementation of new models and variants
•Timely production targets•Productivity ratios•Downtime•Implementation schedule•
2. Ensure achievement of product quality targets
•By reviewing quality performance results and identifying non conformance and undertaking corrective actions•By analysing customer feedback and taking corrective actions•By undertaking on-line and off-line continuous quality improvement programs and activities•By undertaking education and re-education programs
•Quality index•Defect occurrence•Non-conformance to established standards•Demerit points
General Manager, Manufacturing
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Key Results
Major Supporting Actions Performance Indicators
3. Ensure safe and healthy operating environment
•By incorporating safety and health features into infrastructure design and development•By creating awareness of safety and health among employees through programs and campaigns•By constant monitoring of safety and health standards through working committees•By developing and implementing occupational health programs
•Accident rate•Health standards•Operation audit findings
4. Ensure competent, motivated and productive manufacturing workforce
•By developing and implementing on-the-job training•By developing and promoting effective communication with employees and union•By ensuring continuous development and upgrading of skills•By providing appropriate recognition and rewards for high performance•By promoting teamwork through QCC and 5s activities
•Productivity ratios•Turnover rate•Employee morale•Team activities•Strikes / disciplinary actions
General Manager, Manufacturing
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Key Results
Major Supporting Actions Performance Indicators
5. Enhance operating efficiency and productivity
•By ensuring effective and efficient maintenance of plant, machinery and resources•By reducing wastage and eliminating pilferage•By reducing and managing indirect overtime•By managing utilisation of consumables and materials
•Operating efficiency standards•Cost per unit•Wastages and losses
6. Timely execution of projects
•By undertaking effective planning and provision of resources•By monitoring implementation and progress of projects•By managing project costs•By developing effective project teams
•Timely completion of projects within cost allocation
General Manager, Manufacturing
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Salary Practice Analysis of Executive Director Positions
Market Base Salary Practice of Executive Directors
y = 7333.3x - 53742
0
20,000
40,000
60,000
80,000
100,000
120,000
8 9 10 11 12 13 14 15 16 17Market Reference Job Grade
Mon
thly
Bas
e Sa
lary
(R
M)
Q 3
Median
Q 1
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Pay For PERFORMANCE
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Behavior-based
Knowledge/Skill based
Results-based
Trait-based
Which system should we use?
Managing Performance = Managing Expectations
What’s YOUR expectation?
Activity based
Refer: Which Performance
Management System should we use?
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Compa Ratio Table
Use this if your company: • Pays for Performance, and • Pays for Job rates
Def:
Mid-Point = Mid Point of Pay Grade
Grade E2
Min RM2,000
MID RM2,500
Max RM3,000
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Compa Ratio Analysis – An Indicator of Salary Position
Compa Ratio (CR) =
Actual Salary ÷ Mid-Point Salary of the Salary Range
Sal
ary
(RM
)
Job Points
75th Percentile
CR = 1.00
CR = 1.30
CR = 0.70
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Incumbent Mkt Reference Job Grade
Mid Point Salary for the Market Job
Grade
Current Monthly
Base Salary
Compa Ratio
ABC 2 RM2,6000
RM2,600
1.00
Hj XYZ 2 RM2,600
RM2,750
1.05
GHI 2 RM2,600
RM2,400
0.75
Incumbents’ Salary Analysis
Incumbents’ monthly base salaries compared with mid-point salary of the recommended salary range :-
This job grade represents the measured “job size” based on current job accountabilities
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5
4
3
2
1
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5
4
3 5%
2
1
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 9
4 7
3 9 7 5% 4 3
2 2
1 0
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 15 12 9 8 7
4 12 9 7 5 3
3 9 7 5% 4 3
2 6 4 2 1 0
1 4 2 0 0 0
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Employee Distinction?
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 9 8 7 6 5
4 8 7 6 5 4
3 7 6 5% 4 3
2 6 5 4 3 2
1 5 4 3 2 1
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Employee Distinction?
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 20 15 12 8 5
4 18 12 9 5 3
3 9 7 5% 4 3
2 1 1 1 0 0
1 0 0 0 0 0
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Employee Distinction
Average Rating
Rating Multiply Factor
Example Rating
Example Increme
nt
> 4.1 5 2 4.2 8.4%
> 3.3 – 4.1 4 1.2 3.5 4.2%
> 2.3 – 3.3 3 0.75 2.8 2.1%
> 1.3 – 2.3 2 0.5 1.8 0.9%
≤ 1.3 1 0 1.0 0%
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Job Holder’s Salary Determination Model
Performance Rating
Descriptions
Rating
Distinguished 5
Commendable 4
Competent 3
Adequate 2
Entry zone / unsatisfactory
1
Step 1Descriptions of
performanceYears in Position
Salary Range
Consistently 8 years of competent performance in the position
8 32,756 – 33,740
Consistently 7 years of competent performance in the position
7 31,801 – 32,755
Consistently 6 years of competent performance in the position
6 30,876 – 31,800
Consistently 5 years of competent performance in the position
5 29,976 – 30,875
Consistently 4 years of competent performance in the position
4 29,101 – 29,975
Consistently 3 years of competent performance in the position
3 26,000 – 29,100
Step 2Personal
Contribution Level
Rating Recognition (%
increment)
Unique AuthorityThe individual is a recognised industry leader in the field.
3 10%
SignificantThe individual brings market-recognised characteristics to the job.
2 5%
Insignificant 1 0%
Step 3
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Job Holder’s Salary Determination
The significant compensable elements of the three incumbents are linked below showing the related salary decision :-
Incumbent Mkt Ref. Job
Grade
Current Monthly
Base Salary
Mid Point Salary
ABC 11 RM27,500
RM26,000
XYZ 11 RM27,500
RM26,000
DEF 11 RM27,500
RM26,000
New
Salary
(RM)
New
Compa
Ratio
27,500
28,875
27,500
1.05
1.11
1.05
Incumbent’s Performance
RatingCurrent Sal. CR
3
3
3
1.05
1.05
1.05
Step 1
26,000 – 29,100 (current salary already within
the range)
26,000 – 29,100 (current salary already within
the range)
26,000 – 29,100 (current salary already within
the range)
Yrs in Pst’n
Loyalty
Min Sal.Level
3
3
3
Step 2
%Increase
PersonalCharacteristics
Level
1
2
1
0%
5%
0%
Step 3
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Employee Distinction
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
23
45
PE
RF
OR
MA
NC
E
POTENTIAL• Identify
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Curse of the Bell Curve
‘A’ Staff
‘B’ Staff
‘D’ Staff
‘E’ Staff
‘C’ Staff
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Pay For COMPETENCIES
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Position: SecretaryResponsibilities + Tasks + Activities
Personal Competencies Differentiating Competencies
The Job Person Characteristics The Superior Performer
•Typing•Manages communications•Keeps short-hand notes•Makes appointments•Uses the computer•Filing•Takes minutes•Follow-up•Makes coffee•Keeps secrets•Drafts letter•Screens calls
•Pleasant•Accurate•Is able to take notes on shorthand and typing memo effectively•Presentable
•Appearance•Behaviours
•Good manners•Courteous•Diligent
•Proactive•Initiative•Independent•Integrity (trust)•Creative•Resourcefulness•Always excel•Unwavering dedication and commitment•Ability to make simple decisions•Sensitive to people•Positive attitude
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Competencies
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Competency Target Setting
1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity
What’s the problem here?
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Competency Target Setting
Initiative
1. Minimize problems quickly without needing to be asked
2. Seeks personal growth and professional self-development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and approaches to completing assignments
5. Looks for opportunities to help others and team
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• Exercise: Competency Dictionary
• (Refer to Workbook for examples)
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Competency Standards
3 Meets behavioral standards consistently. Is a good role model for others.
2 Meets behavioral standards some of the time. Needs improvement.
1 Does not meet behavioral standards. Require counseling or disciplinary actions.
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Exercise: Competency Standards
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• The Specialist Career Ladder
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Career Management
A professional of the past The new career professional
Where is my job
GM
Manager Manager
Asst Mgr Asst Mgr
Executive
Seasoned Professional
Senior Professional
Developing Professional
Developmental Executive
I need an interesting career
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SCL: Specialist Career Ladder
Associate Specialist (2)
Specialist (4)
Consultant (4)
Principal Consultant (1)
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SCL: Specialist Career Ladder
•Telco, •Outsourcing, •Aerospace, •Biotech,•Digital media, •Animation, •M&A•Financial forensics
Associate Specialist (2)
Specialist (4)
Consultant (4)
Principal Consultant (1)
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SCL: Specialist Career Ladder
General incentives & privileges:
a. Extra monetary incentive
b. Official Specialist / Consultant job title.
c. Higher external training subsidy limit by company.
d. Tie-pin or pin
e. Certificate
f. Additional benefits
General qualifying/re-qualifying criteria:a. Meet the competency criteriab. Performance min B, PEDc. Min. 40 training hr/yeard. Physical contribution: i Mentoring ii Write-up iii Speaking iv Multimedia recording v R&D publication / Thesis
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Non-Monetary Rewardsand Benefits
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Reminder…
Reality #1
Cash is King
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Reminder …
Reality #2
Tangible C&B
Attraction
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Reminder …
Reality #3
In-Tangible C&B
Retention
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Reminder …
Reality #4
In-Tangible C&B
Tipping Point for Attraction/Retention
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Benefits Analysis and Comparison
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Total Remuneration Composition
46% 12% 42%
45% 6% 49%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percentage
10 - 11
12 - 16
Mar
ket
Ref
eren
ce J
ob G
rade
Total Remuneration Composition for Executive Director & Executive Chairman
Base Salary Fixed Cash Allowance Benefits-in-kind
Average Annual Total Remuneration
Value (RM)
RM 1,016,000
RM 535,000
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Market Practice on Fixed Cash Allowance for Executive Director and Executive Chairman
15%
8%
15%
23%
38%
23%
15%
31%
54%
0% 10% 20% 30% 40% 50% 60%
Other Allowances
Cost of Living Allowance
Entertainment Allowance
Transport Allowance
Housing Allowance
Attendant Allowance
Board Allowance
Director Fees
Contractual/Regular Bonus
98
76
54
32
1
% of Companies
These Board of Directors related Allowances/Fees are not a common practice among the Companies as Base Salary is provided.
Fixed Cash Allowances
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Benefits-in-Kind
Benefits-in-kind Practice for Executive Director and Executive Chairman Positions
98%
100%
25%
100%
35%
15%
30%
20%
70%
80%
100%
20%
30%
70%
16%
98%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Leave Passage
Club Membership
Car Loan
Company Car
Housing Loan
Body Guards
Domestic help
Company House
Group Life Insurance
Group Personal Accident Insurance
Medical benefits
Gratuity
Retirement Scheme
Additional EPF
Stock Option/Profit Sharing
Increment
1615
1413
1211
109
87
65
43
21
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The 51.28% Theory
• Resign = Push + Pull > 51.28%• If staff is Happy:
=> 0 + Pull > 51.28%
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Retention
Retention
Experience Swing Ex
Oppose
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Retention 1: Experience
Loyalty = Experience vs. Expectations
Solution Strategy: Talent Management Plan
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Loyalty 1: Experience• Talent
Management Plan
PhilosophyOJT, 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
Development
Motivation
Selection
Evaluation
http://totallyunrelatedrandomanddebatable.blogspot.com/
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
http://totallyunrelatedrandomanddebatable.blogspot.com/
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
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Post-Recession
Retention
Experience Swing Ex
Oppose
Post-Recession
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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
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Talent Strategy: C&B
1. Eliminate Staff Awards
2. Eliminate Staff Trips
3. Eliminate HOD trips
4. Remove Salary structure limitations for TP
5. Premium Group Pay
6. Year-round promotions/increment
7. Spot Bonus Pool
8. Additional Profit Sharing points for TP
9. ↑ Pay for Performers, ↓ pay for Non-Performers
10.Additional % during annual increments
11.Special Allowances
12.SCL Allowances
13.Flexitime
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Values Driven C&B
1. Performance
2. Differentiation
3. Caring
4. Non-tangibles & Segmentation
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Demographic Segmentation - General
Veterans (Pre-Boomers)1934-1945
Boomers1945-1960
Gen X (Cusper, Buster)1960 - 1980
Gen Y (Millennials, Netster)
1980+
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Demographic Segmentation - others
1. Women, Working Mothers
2. Youtube generation
3. Working retired
4. Social Activists
5. Work/Life balancers
6. Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.)
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What needs work?
Current Attractions
Impo
rtan
ce t
o T
arge
t S
egm
ent
High
Low
Weak Strong
High Salary
Career Opportunities
Familiarity with Tasks
Training Opportunities
Attractive Location
For people like me
Fun place to work
Overseas Opportunities
Innovative company
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What needs work?
Current Attractions
Impo
rtan
ce t
o T
arge
t S
egm
ent
High
Low
Weak Strong
High Salary
Career Opportunities
Familiarity with Tasks
Training Opportunities
Attractive Location
For people like me
Fun place to work
Overseas Opportunities
Innovative company
http://totallyunrelatedrandomanddebatable.blogspot.com/
Caring (1/2)
Loans/Subsidies
LactationRoom
ExtensiveTraining
Flexitime
Work/LifeBalance
SRC
Free Carpark
Subsidized Lunch
Allowance/COLA
Uniform
Staff Discounts
Caring
http://totallyunrelatedrandomanddebatable.blogspot.com/
Caring (2/2)
Add. Maternity
LeaveFree IT Classes
Discount PnB
& OOP
EmergencyLoan Study &
Exam Leave
Library &Magazines
Sub. Yoga/Line Dance
VanTransport
(KTM)
PaternityLeave
Transfer/Secondment
InternalSelection
Caring
http://totallyunrelatedrandomanddebatable.blogspot.com/
For Starting Up…Im
port
anc
e to
T
arg
et
Se
gm
ent
High
Low
http://totallyunrelatedrandomanddebatable.blogspot.com/
For Starting Up…
Current BrandWeak Strong
http://totallyunrelatedrandomanddebatable.blogspot.com/
INTANGIBLE BENEFITS & STAFF MOTIVATION
http://totallyunrelatedrandomanddebatable.blogspot.com/
ATTRACTING AND POSITIONING
Employer Branding
http://totallyunrelatedrandomanddebatable.blogspot.com/
The real goal of Marketing and Branding
Understanding our role in the whole scheme of things
http://totallyunrelatedrandomanddebatable.blogspot.com/
• Exercise: Why do we need ‘Branding’?
http://totallyunrelatedrandomanddebatable.blogspot.com/
What is the purpose of Marketing & Branding?
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.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
What is the purpose of Marketing & Branding?
“Retention and Loyalty are useless if No Conversion is happening.”
“Communication is useless if No Conversion is happening.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
What is the Objective?
1.Comm = Relationship (something like Dating)
2.Comm ≠ Media glitz 3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL4.Comm ≠ CSR5.Comm = Get more people, to buy
more, more frequently, at higher prices
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Intro
“Retention and Loyalty are useless if No Conversion is happening.”
“Retention and Loyalty are useless if No Performance is happening.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
Intro
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention• Retention ≠ Good Performance
http://totallyunrelatedrandomanddebatable.blogspot.com/
So… are we in business for Retention or Performance?
http://totallyunrelatedrandomanddebatable.blogspot.com/
Corporate & Employer Brand
Corporate Brand
Employer Brand
Right Type of People
http://totallyunrelatedrandomanddebatable.blogspot.com/
Why Employer Branding?
Employer Branding
1.Attract
2.Retain
3.Motivate
4.Focus
http://totallyunrelatedrandomanddebatable.blogspot.com/
Components of Branding
Positioning, Execution, and Communication
http://totallyunrelatedrandomanddebatable.blogspot.com/
Components of Branding
Positioning
Execution
Communication
http://totallyunrelatedrandomanddebatable.blogspot.com/
Brand Positioning
Segmentation, Targeting, Basics, Differentiators
http://totallyunrelatedrandomanddebatable.blogspot.com/
Positioning
“Hope is not a strategy”John Maxwell
http://totallyunrelatedrandomanddebatable.blogspot.com/
Positioning
• For who? – Segmentation, Targeting
• Your Offer?
• Key Differentiator?
http://totallyunrelatedrandomanddebatable.blogspot.com/
Two Types of Segmentation for HRM
1. Demographic segmentation
2. Talent segmentation
http://totallyunrelatedrandomanddebatable.blogspot.com/
UNDERSTANDING DEMOGRAPHICS
Recruitments of Gen X and Gen Y
http://totallyunrelatedrandomanddebatable.blogspot.com/
Demographic Segmentation - General
Veterans (Pre-Boomers)1934-1945
Boomers1945-1960
Gen X (Cusper, Buster)1960 - 1980
Gen Y (Millennials, Netster)
1980+
http://totallyunrelatedrandomanddebatable.blogspot.com/
• Now 4 Generations in the workplace• Events and conditions each of us experience during
our formative years help define who we are and how we view the world.
• Each Generation has different value systems – Values drive behavior.
• We need to understand each other so we can value what each generation brings to the team.
• In 10 years, 40% of current workforce will retire.
Generational Differences In The Workplace
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• X&Y act first, evaluate later – they know more than older generations knew at their age. Thrive in speed and chaos. May think about having multiple careers.
– May not Actively Listen to Builders & Boomers, missing valuable info.
• Builders & Boomers – paid their dues, have vast experience & knowledge.– May question how much X&Y know, undervalue their quick
decision-making, don’t think of them as colleagues and collaborators because assume they’re inexperienced.
– May think X&Y are too impatient –quick to throw out tried & true strategies .
• Loyalty to Co. – Builders & Boomers may value; X&Y may not
• Challenge Authority – Builders & Boomers may not, X&Y may.• Work Life Balance: Builders & Boomers may do without, X&Y
may not do without.
Generational Thoughts
http://totallyunrelatedrandomanddebatable.blogspot.com/
Generational Thoughts
• Builders may see Boomers as self absorbed & prone to sharing too much info.
• Boomers may see Builders as dictatorial and rigid.
• Y may view X as too cynical and negative.• X may view Y as too spoiled and self-
absorbed.• X may view Boomers as being too Politic –
say right thing to right person.
http://totallyunrelatedrandomanddebatable.blogspot.com/
All Generations want:
Work-Life Balance – flexible hours, fewer hours• Younger Generations – may be less ambitious in
traditional terms, less willing to make tradeoffs - family focus.
• Boomers – want time for hobbies or fitness, care for aging parents, family, start own business.
Timely, Constructive FeedbackSense of Community with OthersEffective Projects and MeetingsUse their TalentsEnhance their Skills
What Bonds Generations
http://totallyunrelatedrandomanddebatable.blogspot.com/
Things Research SaysGens Want to be Valued for
• Builders: “Your experience is respected – It’s valuable to hear what’s worked in the past.”
• Boomers: “You are valuable & worthy. Your contribution is unique and important to our success.”
• Xers: “Let’s explore some options outside the box – your technical expertise and is a big asset.”
• Y’s: “You will be collaborating with other bright, creative people – you have really rescued this situation with your commitment.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
What All Generations Need to Do
Seek balance between • building on traditional procedures and • supporting flexibility and creativity
to effectively blend the generations work ethics.• Allow choices• Openly explore ideas• Value different points of view • Encourage active listening • Share expertise • Share recognition and appreciation• Value hard work• Build in humor and fun into learning. • Accommodate the needs and values of all generations.
http://totallyunrelatedrandomanddebatable.blogspot.com/
Demographic Segmentation - others
1. Women, Working Mothers
2. Youtube generation
3. Working retired
4. Social Activists
5. Work/Life balancers
6. Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.)
http://totallyunrelatedrandomanddebatable.blogspot.com/
WHAT NEEDS WORK?Employer Branding
http://totallyunrelatedrandomanddebatable.blogspot.com/
Basics & Differentiators
Segments
Targets
Targets
Basics
Differentiators
http://totallyunrelatedrandomanddebatable.blogspot.com/
Demographic Segment: Example Exercise
1. Gen Y
2. ICT
3. Women
Refer: • GEN Y ranking of
job considerations• 10 non-monetary
benefits to attract and retain top developers
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What needs work?
Current Brand
Impo
rtan
ce t
o T
arge
t S
egm
ent
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
http://totallyunrelatedrandomanddebatable.blogspot.com/
What needs work?
Current Brand
Impo
rtan
ce t
o T
arge
t S
egm
ent
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
http://totallyunrelatedrandomanddebatable.blogspot.com/
For Starting Up…Im
port
anc
e to
T
arg
et
Se
gm
ent
High
Low
http://totallyunrelatedrandomanddebatable.blogspot.com/
For Starting Up…
Current BrandWeak Strong
http://totallyunrelatedrandomanddebatable.blogspot.com/
Activity Grid to determine HRM priorities
Increase (↑)What are features/
activities/services to increase?
Create (+)What are features/
activities/services to introduce?
Reduce ( )↓ What are features/
activities/services to reduce?
Eliminate (-)What are features/
activities/services to eliminate?
http://totallyunrelatedrandomanddebatable.blogspot.com/
Exercise: Activity Grid
Increase (↑) Create (+)
Reduce ( )↓ Eliminate (-)
http://totallyunrelatedrandomanddebatable.blogspot.com/
TALENT MANAGEMENT & SUCCESSION PLANNING
Part D
http://totallyunrelatedrandomanddebatable.blogspot.com/
INTRODUCTION TO SUCCESSION PLANNING
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Intro:
“Cow don’t drink water cannot push cow head down”
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Assumption 1
1. Business Owners who have heirs
2. CEOs or Management who wish to instruct HR about SP
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Assumption 2
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Assumption 2
http://totallyunrelatedrandomanddebatable.blogspot.com/
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.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
Philosophy
“Retention and Loyalty are useless if No Conversion is happening.”
“Retention and Loyalty are useless if No Performance is happening.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
Philosophy
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention• Retention ≠ Good Performance
http://totallyunrelatedrandomanddebatable.blogspot.com/
PRACTICAL SUCCESSION PLANNING
http://totallyunrelatedrandomanddebatable.blogspot.com/
Right vs. Wrong SP Method
Succession Planning as per Job Positions
Succession Planning as per Leveling
http://totallyunrelatedrandomanddebatable.blogspot.com/
What’s your purpose for Succession Planning?
Succession Planning
=
Business Continuity Plan
http://totallyunrelatedrandomanddebatable.blogspot.com/
What’s your SP goal?
Business ContinuityBusiness Continuity
http://totallyunrelatedrandomanddebatable.blogspot.com/
Principles and Objectives
Principles Company’s Needs
1.Succession Planning of Key Leaders – Founding Directors (perpetual business theory)
2.Retention of Key Staff – especially younger ones
3.Transform into a Performance-based organization
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Principles and Objectives
Principles HR Philosophy
1.Equal / Fair
2.Happy / Productive
3.Hire Low, Train High
4.Performance vs Potential
5.Retention / Engagement
http://totallyunrelatedrandomanddebatable.blogspot.com/
The Wrong Approach
http://totallyunrelatedrandomanddebatable.blogspot.com/
The Better Approach
Business Strategy
OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,
P/P Grid, SP Table, PDP, Premium,
Q12, C&B, ACDP, SCL, Transfers, Events
P/P Grid, Q12, PA, SDP, SP
Development
Motivation
Selection
Evaluation
http://totallyunrelatedrandomanddebatable.blogspot.com/
Why HCM System?
HCMDevelopment
Motivation
Selection
Evaluation
http://totallyunrelatedrandomanddebatable.blogspot.com/
Talent & Performance Management
PhilosophyOJT, 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
Development
Motivation
Selection
Evaluation
http://totallyunrelatedrandomanddebatable.blogspot.com/
DEVELOPING AND MOTIVATING
http://totallyunrelatedrandomanddebatable.blogspot.com/
The Better Approach
Business Strategy
OJT, Mentoring, Big-5, LP, PDP, SDP, Projects,
P/P Grid, SP Table, PDP, Premium,
Q12, C&B, ACDP, SCL, Transfers, Events
P/P Grid, Q12, PA, SDP, SP
Development
Motivation
Selection
Evaluation
http://totallyunrelatedrandomanddebatable.blogspot.com/
Succession Planning Table: Example
Succession Plan Business-Critical Position 1
Ready Now 1-2 years > 2 years (Year estimated)
Head of Sales 1. Ramli Bakar
2. Joseph Wan
3. Selina Chan
1. Rebecca Ganaraj
2. Abu Hassan
3. Lee Tai How
1. Irene Soo
2. Fatimah Ibrahim
3. Kan Weng Tai
Business-Critical Position 2
Ready Now 1-2 years > 2 years (Year estimated)
Head of Operations 1. Wong Wai Chun
2. Selina Chan
3. -
1. Abu Hassan
2. Syed Kamil
3. Jessica Lee
1. Khoo Tien Wee
2. -
3. -
Business-Critical Position 3
Ready Now 1-2 years > 2 years (Year estimated)
Head of R&D 1. Michael Wong
2. -
3. -
1. -
2. -
3. -
1. Khariul Nizam
2. Jessica Lee
3. Wong Lai Sun
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Advanced Career Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE: Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS: State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS: State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
http://totallyunrelatedrandomanddebatable.blogspot.com/
Advanced Career Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE: Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS: State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS: State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
http://totallyunrelatedrandomanddebatable.blogspot.com/
Advanced Career Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE: Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS: State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS: State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
http://totallyunrelatedrandomanddebatable.blogspot.com/
Advanced Career Development Plan: Example
9. PERSONALITY PROFILE:
10. LEADERSHIP STYLE:
11. RELOCATABLE: Within Country Within Region Globally
12. PERFORMANCE/POTENTIAL RECORDS
Year Performance Rating
Potential Rating
Performance/ Potential Grid
Exceptions:
13. SHORT RANGE CAREER GOALS: State goals for the next 1-2 years
14. LONG RANGE CAREER GOALS: State Career goals for the 3-5 years
15. CAREER PLAN
Next Position Option 1 Readiness for Next Position Option 1
Next Position Option 2 Readiness for Next Position Option 2
Next Position Option 3 Readiness for Next Position Option 3
Next Position Option 4 Readiness for Next Position Option 4
http://totallyunrelatedrandomanddebatable.blogspot.com/
SCL: Specialist Career Ladder
•Telco, •Outsourcing, •Aerospace, •Biotech,•Digital media, •Animation, •M&A•Financial forensics•FSI
Associate Specialist (2)
Specialist (4)
Consultant (4)
Principal Consultant (1)
http://totallyunrelatedrandomanddebatable.blogspot.com/
SCL: Specialist Career Ladder
General incentives & privileges:
a. Extra monetary incentive
b. Official Specialist / Consultant job title.
c. Higher external training subsidy limit by company.
d. Tie-pin or pin
e. Certificate
f. Additional benefits
General qualifying/re-qualifying criteria:a. Meet the competency criteriab. Performance min B, PEDc. Min. 40 training hr/yeard. Physical contribution: i Mentoring ii Write-up iii Speaking iv Multimedia recording v R&D publication / Thesis
http://totallyunrelatedrandomanddebatable.blogspot.com/
Motivating Talent
Hope
Control
http://totallyunrelatedrandomanddebatable.blogspot.com/
Motivating Talent
Passion Job
GrowthTalent
Minimum Motivation Target: 2 out of 4
Delegation
http://totallyunrelatedrandomanddebatable.blogspot.com/
Curse of the Bell Curve
‘A’ Staff
‘B’ Staff
‘D’ Staff
‘E’ Staff
‘C’ Staff
http://totallyunrelatedrandomanddebatable.blogspot.com/
Performance Planning and KPIs: Cascading from Company-Department-
Individual
http://totallyunrelatedrandomanddebatable.blogspot.com/
E3 – Department BSC
Financial Perspective
Goals Measures Targets CAPEX OPEX
Quality
Innovation
On Time Delivery
http://totallyunrelatedrandomanddebatable.blogspot.com/
Individual Performance
1.0 Key Results
Area (Max 6)
2.0 Goals and
Targets for Q1
3.0 Achievements and
Efforts for Q1
4.0 Merit* 5.0 Rating (Merit x Weight)
6.0 Appraiser
Overall Comments/ Feedback
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Cascading
Customer Perspective
Goals Strategies Targets Direct Indirect
Base Retention
Mkt
Share Gain Mkt
New Business
BD
http://totallyunrelatedrandomanddebatable.blogspot.com/
E3 – Department BSC
Customer Perspective – Marketing Department
Goals Strategies Targets CAPEX OPEX
Base Retention
Share Gain
Budgeting
http://totallyunrelatedrandomanddebatable.blogspot.com/
Individual MBO
Employee A – Marketing Executive
KRAs Action Plans
Targets Weight (%)
Score
Class A Customer Retention
Class B Customer Retention
Competition Crossovers
Re: Base Retention
http://totallyunrelatedrandomanddebatable.blogspot.com/
HOSPITAL & SURGICAL
http://totallyunrelatedrandomanddebatable.blogspot.com/
Cost Inflation Management
http://totallyunrelatedrandomanddebatable.blogspot.com/
Challenges
Medical cost will continue to escalate:
Emergence of new and expensive drugs and medical technology Drug cost increase by ~ 10% year on year Medical tourism will drive the medical cost up with more hospitals
invest in JCI accreditation Defensive medical management Unnecessary admission Doctors charging multiple procedures Multi disciplinary approach involved Excessive investigation Increasing trend of after office hours consultation
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An Overview of Medical Cost Management
Pre-Authorization (LOG) Red Flags & Alerts Claims
ManagementNetwork
Management
Re-direct patients away from non panel specialists after 6 continuous visits
-Medication collection – hypertension, diabetes, high cholesterol, etc
-Long term illnesses monitoring – blood pressure and blood sugar monitoring, etc
Greater scrutiny on doctors under watch list
Monthly onsite/offsite audit on GP panel claims
Expand GP panel scope of services to manage SP cost
Fixed GP night consultation
Detect abuse & excessive charges
Specialist peer review
Review policy exclusion
Identify abnormal trends
Benchmarking of cost & Length Of Stay
Direct Billing for cashless access
Selection & de-selection of panel GP & Specialist
Negotiate:• Preferred rates
on hospital fees• Package
rates/case rates Provider
relationship building
Collaboration with other major health insurer via LIAM
Verify eligibility & validity of claim
Manage unnecessary admission via Pre-Admission Assessment Form with guidelines drawn for greater scrutiny
Encourage daycare procedures
Query procedure cost and length of stay not within range
Review one day admissions
Call Center Medical ManagementCall Center Claims & Quality
Management
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A Good H&S Strategy
Benefits of A Good H&S Strategy:
1.Decrease absenteeism and increase productivity of staff
2.Manage and control rising Healthcare costs
3.Increase morale and engagement of staff
4.Improve Corporate and Employer Branding
5.Attract and Retain Top Talent
180
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• Entitlements, Claims Review & Settlement, Letter of Guarantees
• Working Relationship with all major hospitals
• Enquiries on LOG, LOG issuance, 24 hours Emergency Line
Administration
Medical Management
Member Services
Provider • Risk underwriter, issuance of policy & bills
Administration
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Typical Benefits
Worldwide coverage
Medical Provider Network with Major Hospitals nationwide
Worldwide coverage
24 Hours Toll Free Assistance
Guarantee Letter Facility
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HOSPITAL & SURGICAL
SMI PLAN
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Schedule of Basic Benefits
Hospital & Surgical Care Plan 350
Plan 200
Plan 150
Plan 80
1. In-Hospital Care
• Hospital Room & Board (max. daily benefits)(i) Ordinary Room
(up to 120 days max. per disability)(ii) Intensive Care (max. daily benefits)
(up to 20 days max. per disability)
350
500
200
500
150
500
80
500
• Hospital Supplies & Services
Full Reimbursement
• Surgical Fees
• Anaesthetic Fees
• Operating Theatre Charges
• In-Hospital Physician’s Fees (Max. 120 days per disability)
• Hospital Service Tax (on eligible Room & Board charges paid)
5% 5% 5% 5%
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Medical: Basic - Hospitalisation Plan 350 Plan 200 Plan 150 Plan 802. Ambulatory Care
• Pre-Surgical/Medical Diagnostic Services (within 60 days)
Full Reimbursement
• Pre-Surgical/Medical Specialist Consultation (within 60 days)
• Second Surgical Opinion
• Post-Hospitalisation Treatment (up to 60 days following discharged from hospital)
• Emergency Outpatient Accidental Treatment (within 24 hours up to 60 days)
• Daycare Procedure (Surgical/Medical)
• Ambulance Fees
• Medical Report Fee Reimbursement 80 80 80 80
Overall Limit (per policy year) 100,000 50,000 30,000 10,000
Schedule of Basic Benefits
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Hospitalization – Special Conditions
Waiting Period: Eligibility for benefits starts 30 days after the Insured has been included in the Policy, except for a covered Accident occurring after the effective date of coverage.
Specified Illnesses: No benefits shall be payable for hospitalization, surgery and/or charges incurred which are caused directly or indirectly by Specified Illnesses and its related complications.
“Specified Illnesses” shall mean the following disabilities and its related complications, occurring within the first 120 days of Insurance of the Insured Person:
(a) Hypertension, diabetes mellitus and Cardiovascular disease
(b) All tumours, cancers, cysts, nodules, polys, stones of the urinary system and biliary system.
(c) All ear, nose (including sinuses) and throat conditions
(d) Hernias, haemorrhoids, fistulae, hydrocele, varicocele
(e) Endometriosis including disease of the Reproduction system
(f) Vertebro-spinal disorders(including disc) and knee conditions.
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Typical Eligibility
Employee
All present and full-times active employees Entry age : 18 to 59 years of age Renewable up to 64 years old
Dependent
Spouse’s entry age <= 64 years & not an employee of the Employer. Renewable (spouse) up to 64 years old Child’s entry age >= 30 days <= 19 years, or 23 years, still on full-time higher education & not employed.
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Typical Participation & Movement
Participation Requirement Compulsory participation for all eligible employees Premiums are paid by employer
Employee/Dependent Movement To provide complete listing of employee/ dependent within 30 days to Insurer Return of OPC card if termination happens
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Sample Pricing - Hospitalization
Medical Benefit
Plan 350 Plan 200 Plan 150 Plan 80
Basic Hospital
W/O LOG
With LOG
W/O LOG
With LOG
W/O LOG
With LOG
W/O LOG
With LOG
Employee Only 616 632 426 442 324 340 198 214
Employee & Spouse 1540 1572 1065 1097 810 842 495 527
Employee & Children 1540 1588 1065 1113 810 858 495 543
Employee & Family 2464 2528 1704 1768 1296 1360 792 856
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OUTPATIENT
SMI PLAN
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Sample Schedule of Optional Benefits
Medical: Outpatient GP & Specialist RM
1. Outpatient GP Care
(i) Panel GP Clinic Visit(ii) Emergency Non-Panel Clinic Visit(iii) Pap Smear at Panel GP Clinic only (max once
per Policy year)
Cash FreeFull reimbursementFull reimbursement
2. Specialist Care• Specialist Visit - with Referral from Panel GP
Clinic 100 per visit
3. Outpatient Diagnostic Services• With Referral from Panel GP Clinic or Specialist 250 per visit
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Sample Pricing - Optional
Optional - Out Patient Clinical
Annual Premium per Employee / Dependent RM345.00
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What’s Not Covered Cosmetic surgery or treatment
Experimental procedures
Substance abuse
Private nursing care
Sexual dysfunction or infertility
Pregnancy
Alternative therapies
Psychotic, mental ornervous disorders
Congenital or hereditary illnesses
Routine physicalexamination
Refractive errors
Dental
Terrorism & atomic
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Sample Quotations
• SMI Quotation – Hospitalization
(With LOG)
• SMI Quotation – Hospitalization (Without LOG)
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A Good H&S SMI Plan
Cover all types of sickness after 120 days
Unlimited coverage for clinical services
Immediate cover for GP visits
Not required to be warded – Day Care Procedure
No co-payment
Can also cover outpatient
Guaranteed For X year renewal
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H&S Group Plans
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Sample Key Scope of Services-Coverage
• Extensive hospital network in Malaysia – Goverment and Private
• Cashless access 24 hours a day via Toll Free Line
• Pre-existing conditions – waived
• Specified Illness – waived
• 30 days waiting period – waived
• Room & Board upgrade - Members have to pay only the difference in Room & Board charges. No co-sharing of 20% on overall bill
• Operations done in one surgery – Cashless with LOG (day-care)
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Typical Key Scope of Services- Value Added Services
• Cost Inflation Management - Negotiate preferred rate on R/B, consultation fees, hospital charges with major private hospital.
• Claim Report / Utilization Report.
• Client Portal (Corporate)
a) Updated member listing
b) Accessing reports
• Staff Portal
a) Accessing list of ING panel hospitals
b) Checking claims status
• E-payment & E-notification on claims payment
• SMS LOG notification
• LOG Issuance Notification to HR
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Comparison Checklist
Microsoft Excel Worksheet
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GROUP PERSONAL ACCIDENT&
GROUP TERM
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Group Personal Accident
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Summary of Cover
This certificate provides coverage to protect the employees against Death or Permanent Disablement due to accidental. The coverage is 24 hours and worldwide.
Typical Coverage & Benefits
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Sample Coverage & Benefits
No Benefit Covered Amount Covered
1. Death 36 X Monthly Salary
2. Permanent Disablement 36 X Monthly Salary
3. Temporary Total Disablement 25% of Monthly Salary or Max. RM1,000/week
4. Temporary Partial Disablement 12.5% of Monthly Salary or Max. RM500/week
5. Funeral Expenses RM1,000/person
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The Clauses, Endorsements & Warranties
Exposure & Disappearance Murder & Assault Clause (Unprovoked) Standard Exclusion for Death & TPD Strike, Riot & Civil Commotion Motorcycle Endorsement Schedule & Commercial Flying Amateur Sport Kidnapping Hijacking Food Poisoning Accidental Drowning, Gas Inhalation & Suffocation Harmful Insect & Snake Bites
Sample Coverage & Benefits
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Coverage Year
Annual Contribution RM
5% Service Tax RM
Stamp Duty RM 10.00 10.00
Total Contribution RM
Note 1.Rate reduced from 0.075% to 0.05% due to good claim experience2.Sum Covered increase from RM___m to RM____m
Sample Contribution
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Group Term
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Summary of Cover
This certificate provides coverage to protect the employees against Death or Total Permanent Disablement (TPD) due to natural causes only. The coverage is 24 hours and worldwide.
Sample Coverage & Benefits
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OPTION 1 – Current Benefits
Sample Coverage & Benefits
No Benefit Covered Amount Covered
1. Death 48 X Monthly Salary
2. Permanent Disablement 48 X Monthly Salary
3. Funeral Expenses RM1,000/person
Note1. TPD cover expires upon attaining age of 652. Maximum TPD per life is RM1,500,0003. Free Cover Limit is RM250,0004. Standard exclusion for Death & TPD applies.
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Proposed Coverage Option 1 Option 2
Death due to Natural Causes Only
Total Permanent Disablement (TPD) due to Natural Causes Only
Immediate Death Expenses
Sample Rates Per Mile
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RM
Death due to Natural Causes Only RM
Total Permanent Disablement (TPD) due to Natural Causes Only RM
Immediate Death Expenses RM
Annual Contribution RM
5% Service Tax RM
Stamp Duty RM 10.00
Total Contribution RM
Sample Contribution
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End Notes
The end of the Beginning
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Other thoughts…
1. Big matters/Small Matters
2. Differentiate of Die
3. Define “Talent”
4. No “Jerk” rule
5. Flat Structure?
6. The Jerk Boss
7. All aspects
8. Hire Strict