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Learning and Employee Retention: Leadership Development

Laurence YapSr Training & OD Manager

Learning and Employee RetentionWhat’s the Correlation Towards Leadership Development

Leadership

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The correlation of Learning, Employee Retention and Leadership Development

Gen-X, Gen-Y and Baby Boomers – Do they require separatelearning initiatives?

Understanding the varying level of importance these generationplace on a commonly shared wants

Creating a challenging environment to keep them thinkingand learning constantly to progress through the corporateLadder

Acknowledging learning and professional growth as one ofthe core dimensions irrespective of generations

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AgendaAgenda

Are there correlation of Leadership Development,

Learning, and Employee Retention?

Conclusion

• Higher Learning Opportunities in Leadership Development, Higher Employee Retention and Engagement

• War of Talent: Manager engaged in leadership development has 5X less likely to leave the organizations

FindingsFindings

• Leadership Learning – Employee Retention

A. Role Modeling• Komag – Best Manager of Malaysia and Sg

Experience• Komag MD• Pfizer HR Director• Carsem COO – Iain Meikle

Personal Experience

B. LearningZenger Miller – Interpersonal & Communication7 HabitsOne Minute Manager Situational Leadership

C. ReadingLeadership Challenges

Personal Experience

• 100 staff – highly motivated and low resignations

• 3 rules: a. No scolding b. Solve problems together c. Use your strengths

Personal Experience

Top Priority

involvement in decision making,

more appreciation,

better communication,

more team building,

flexible work conditions,

more autonomy and better coaching.

What Employee Wants from LeadersWhat Employee Wants from Leaders

Gallup results tell it all

↑ Better leadership Management

↑Employee engagement ↑ EPS 3.8 Times (150 organizations)

Employee Engagement work

more than 30 years of in-depth behavioral economic research involving more than 17 million employees worldwide

http://www.gallup.com/consulting/52/employee-engagement.aspx

Within the U.S. workforce, Gallup estimates this

cost to be more than $300 billion in lost productivity alone.

Actively Disengage Employees

In world-class organizations, the ratio of engaged to actively

disengaged employees is 9.57:1. 10%

In average organizations, the ratio of engaged to actively

disengaged employees is 1.83:1. 50%

Gen-X, Gen-Y and Baby Boomers – Do they require separate learning initiatives?

• Training - Class rooms• Assignment - Work Projects• Coaching - OJT• Exposure - Exhibitions, Conference• Learning - Books, Webs, People

Learning Approaches: TACEL

Pfizer: Mobile learning (Gen Y) Online learning (Gen Y)

Carsem: Supervisors (Gen Y) Leadership Dev (Gen X) Team Bonding (Gen BM vs Gen X/Y)

Komag: Zenger Miller (Gen X)

Experience

Do these three generations have a commonly shared wants in Leadership Learning?

Physiological needs •

The physiological needs of the organism, those enabling homeostasis, take first precedence. These consist mainly of:

The need to breathe . The need for water. The need to eat. The need to dispose of bodily wastes. The need for sleep. The need to regulate body temperature. The need for protection from microbial aggressions (hygiene).

Safety Security

• Security of employment. Security of revenues and resources. Physical security - safety from violence, delinquency, aggressions. Moral and physiological security. Familial security. Security of health.

Belonging Needs

• Care about them as a person• Team Bonding Activities• Corporate Sports Activities or Events• CSR

Esteem Needs

• Respect Others• Engage Employees• Gain recognition • Appreciation• Meaning of Work• Hobbies

Self Actualization

Creativity and InnovationSolving problems

Projects Involvement to something bigger

Integrity

Competency

How do we create a challenging environment to keep them thinking and learning constantly ?

• Strategy Planning – leadership development, Structure Tree Carsem

• Teaching culture - Interpersonal and Communication, Zenger Miller Komag

Create an environment

• Leaders teaching leaders 5 Modules by COO Carsem

• Community of Practice, Shared Learning Culture – Lean, Poka Yoke, Engineering, Technical Forun Carsem

Create an environment

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Trainer @Vice President Manufacturing

Iain Meikle

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Program Overview

• Module 1 Best Leadership Practices (1)

• Module 2 Best Leadership Practices (2)

• Module 3 How to Motivate Today’s Workers

• Module 4 Situational Leadership • Module 5 Business Alignment

Program Overview

• Carsem Key Values/ Kauzes and Posner Model Recruitment, Promotion, Performance

Create an environment

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Key Beliefs

Customer 1st 1 Listen to customers 2 Treat customers as friends3 Be courteous , respectful and professional

Speed of Execution

1. Sense of urgency.2. Be responsive .3. Make fast decisions

Continuous Improvement

1. Always believe there is a better way2. Challenge the status quo3. Seek new ways of doing things

Constant Respect for People

1. Focus on the issue , not the person 2. Remember -- Everyone’s role is important 3. Seek first to understand.

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Uncompromising Integrity

1. Honesty2. Keep your word3. Maintain confidentiality

Lead by Example

1. Be supportive 2. Say what you do and Do what you say3. Be a coach

Always seek win-win solution

1. Be objective 2. Be open minded3. Collaborate and compromise.

Carsem BOLEH!

1. CAN DO attitude 2. Determination 3. Positive mindset

Key Beliefs

Do we acknowledging learning and professional growth as one of the core dimensions

irrespective of generations?

The Evergreen Project

• A careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996).

• The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.

Results (10 Years)

• Total Return to Shareholders 943% (Winners) vs 62% (losers)• Sales 413% (Winners) vs 83% (losers)• Operating Income 326% (Winners) vs 22% (losers)• Return on Invested Capital (%) +5.45% (Winners) vs -8.52% (losers)

Major 4 Factors1. Strategy: devise and maintain a clearly stated,

focused strategy. 2. Execution: develop and maintain flawless

operational execution.

3. Culture: develop and maintain a performance-oriented culture.

4. Structure: build and maintain a fast, flexible, flat organization.

Minors - 4 Factors

Master two of the four secondary management practices:

(i) Talent: hold on to talented employees and find more.

(ii) Innovation: make industry-transforming innovations.

(iii) Leadership: find leaders who are committed to the business and its people.

(iv) Mergers and acquisitions: seek growth through mergers and partnerships

Minors - 4 Factors

Leadership Behaviors

Conclusion

1. 12 Management 2. TACEL – Learning Approaches 3. AMA Management Competency 4. Ever Green Project 5. Leadership Challenges

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