Poultry India - Knowledge Day 2015 Speaker Mr. Christodoulou Yiannis

www.poultryindia.co.in | www.poultryprotein.com | www.poultryrecipes.co.in


Attracting and Retaining Talent in the

Poultry Sectorby: Yiannis Christodoulou

Knowledge Day Technical Seminar 24th November 2015

Hyderabad


Are we giving this topic the

amount of attention it deserves?

HOW SERIOUS IS THE SITUATION?

Attracting and Retaining Talent in the Poultry Sector

Content of the presentation

Current Situation

Future Direction

Strategy & Tactics

Conclusion

Companies exist

because of people

Company’s

success is based

on its talented employe

es

It’s going to be harder and harder to find and replace

top talent

Lengthening time-to-hire hampers the company’s

ability to grow

GROWTH & START-

UPS

CHANGE

DIFFERENT SKILL SET

MORE EXPERTISE NEEDED

MORE HIRING

TALENT WAR

The challenges faced are

the same for big, medium

or small companies

The degree of the

challenge may be

different for big, medium

or small companies


LOW EMPLOYEE

ENGAGEMENT

LOW INTAKE OF NEW TALENT

HIGHER EMPLOYEE TURNOVER

FEW EMPLOYEES CAN BE CLASSED AS TALENT

HIGH INCIDENCE OF MICROMANAGEMENT

LOW MORALE LEADING TO POOR CUSTOMER SERVICE

LOW CREATIVITY AND INNOVATION

TAKES TOO LONG TO FILL VACANCIES

COMPETING FOR SAME SMALL POOL OF “TALENT”

STRATEGY INBREEDING & LOW CREATIVITY AND INNOVATION

SLOW EXECUTION OF VALUABLE STRATEGIES

INCREASE WORKLOAD & WORK PRESSURE ON EXCISING STAFF

WHERE ARE WE NOW

MODERATE GROWTH


EXPANDING THE TALENT POOL AVAILABLE TO THE INDUSTRY

SUSTAINABLE IN-HOUSE TALENT POOL

LONG SERVING TALENTED EMPLOYEES

MORE INTERNAL CANDIDATES FOR PROMOTIONS TO FILL VACANCIES

EMPLOYEES THAT PERFORM AT THEIR ABSOLUTE BEST AT ALL TIMES

CREATIVE EMPLOYEES THAT INNOVATE FOR THE BUSINESS

ENGAGED EMPLOYEES – DEDICATED AND COMMITTED

EMPOWERED EMPLOYEES

EMPLOYEES THAT FULLY EMBRACING THE COMPANY’S CULTURE

TRANSFORMATIONAL GROWTH

WHERE WE SHOULD AIM TO BE

EXPANDING POOL OF TALENTED CANDIDATES

ENGAGED EMPLOYEES

TRANSFORMATIONAL GROWTH


ꭗ NOT EFFECTIVE OR LACK OF RECRUITMENT AND RETENTION PRACTICES

ꭗ IGNORANCE AS TO WHAT THE INDUSTRY DOES AND IT’S SIGNIFICANCE. THE GENERAL PUBLIC CONSIDERS THE INDUSTRY AS ‘PRIMITIVE’

ꭗ FEW COMPANIES IMPLEMENT “NON-PRODUCT" RELATED EMPLOYEE TRAINING

ꭗ LACK OF ‘SPECIALIZED’ COMPANY PERSONNEL DEALING WITH TALENT RELATED MATTERS

ꭗ THE INDUSTRY OFTEN OFFERS LABORIOUS AND HARSH WORK CONDITIONS

ꭗ NON-INDUSTRY EXPERIENCED TALENT IS NOT WELCOMED INTO THE INDUSTRY

ꭗ COMMUNITY MOSTLY UNAWARE OF THE IMPORTANCE OF THE INDUSTRY

WHY ARE WE WHERE WE ARE TODAY

ATTRACTING & RETAINING


Projected 2020 Labor Demand and Supply

HIGH-SKILLED WORKERSDemand: 66 millionSupply: 74 million

LOW-SKILLED WORKERSDemand: 319 millionSupply: 346 million

MEDIUM-SKILLED WORKERSDemand: 133 millionSupply: 120 million

-13 M

+8 M

+27 M

Source McKinsey&Company, McKinsey Global Institute, 2012

The Country Develops the Talent BUT, HOW MUCH OF TALENT

Remains in the country?

Attracted into the industry?

With industry-related education?

Today, 39% of Indians say it is a good time to find a job, up from

29% in 2013

ATTRACTING TALENT


WAR FOR TALENT ACROSS INDUSTRIES

EMERGING ROLESThe scarcity of people

with skills required for new emerging

roles

GENERATIONAL GAPYounger skilled workers seem less interested in

traditional roles

GLOBALIZATIONTalent/Skill shortages will most

likely increase as globalization and competitive pressures take hold

across sectors and industries and improving economic conditions

WITHIIN INDUSTRY JOB COMPETITION

ATTRACTING TALENT

Job opportunities outside the company improve


WAR FOR TALENT ACROSS INDUSTRIES

o ONLINE AND DIGITAL MARKETING

o ENGINEERINGo R&D o SALES/BUSINESS DEVELOPMENTo TRADITIONAL MARKETINGo PRODUCT DESIGNo PROJECT MANAGEMENT

DEMAND FOR ROLESFOR THE INDIAN TALENT

o INFORMATION TECHNOLOGYo TELECOMo HEALTHCARE/PHARMAo INFRASTRUCTUREo RETAILo START-UPS

PREFERRED INDUSTRIES FOR THE INDIAN TALENT

ATTRACTING TALENT


EMPLOYEE ENGAGEMENT IN INDIA

COUNTRY ENGAGED NOT ENGAGED

ACTIVELY DISENGAGED

INDIA 9% 60% 31%Sri Lanka 14% 62% 24%

China (Incl. Hong Kong)

6% 68% 26%Philippines 29% 63% 8%Thailand 14% 84% 2%Malaysia 11% 81% 8%

Singapore 9% 76% 15%Indonesia 8% 77% 15%Australia 24% 60% 16%

United States 30% 52% 18%Source: Gallup, Inc, The State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide (2013)

91% of employed Indians are not psychologically

committed to their organizations or been

productive as they could be---------

31% of employed Indians are

‘disruptive’ to their organizations

RETAINING TALENT


● The employee is doing well at the current role/ is promoted beyond their competence, then fails.

● There isn’t any point in training and

developing people. If do, other company will just poach them anyway

● Employee turn over is a fact of life

● There is no need for a succession plan

● Need to have over 10 years experience in the industry - “talent stereotype”

● People will not talk about their employment conditions with others

● Company policy does not allow for hiring this person

● Employees should be on a ‘need to know’ basis

COMMON BELIEFS: BENEFICIAL OR DESTRUCTIVE?

RETAINING TALENT


GDP Growth

Source: The World Bank Group, http://www.worldbank.org/

In June 2015, the World Bank forecast 7.5% economic growth for India this year, which would make it the world's fastest growing major economy

Talent acquisition related costs

increase as the GDP increases

%

ATTRACTING TALENT


What is your organization doing to create a workforce strategy?

Source: Workforce Strategy Survey: Global Key Findings, 2010, Manpower

But still, many have not gone beyond the talking stage

Create and implement a dynamic recruiting and retention strategy

and continually adjust to improve results and meet future needs

Strategic workforce planning helps organizations understand the talent required to deliver their strategy

WHAT CAN BE DONE?

INCLUDE TALENT IN THE ‘BOARD ROOM AGENDA’

ATTRACTING & RETAINING


Steps to Creating a Sound Talent Recruitment Strategy

Board Room Strategy

Function & Result

Expectations

Skills, Experience &

Attributes

Training Needs

ResourcingNeeds

Recruiting Tactics

Execution & Evaluation

LeadershipStyles

Attra

cting

and

Ret

aini

ng Ta

lent

in th

e Po

ultr

y Se

ctor

COLLEGE & UNIVERSITY STUDENTS

GRADUATES REMAINING IN LOCAL

INDUSTRY

YOUR INTERVIEW

FINALLYYOUR TALENT ACQUISITION

AVAILABLE TALENT

PUBLIC SECTOR

REJECTED

OWN BUSINESS

FOREIGN MIGRANTS

NON GRADUATES

MIGRATION (5%)

NO CURRENT FIT

HIRED BY OTHER COMPANIES

RETURNING

MIGRANTS

CHANGE SUBJECT

THE

NEW

TAL

ENT

FUN

NEL


1. Within the Company

2. Across the Poultry sector

3. Across the Agriculture market

4. Across India / Other Industries

5. Internationally…..

TALENT MARKET

Companies that can’t find creative ways to find the employees they need, can’t grow

INCREASING THE CHANCES

Industry Image 1.2Bn Indians need food

EducationSecondary School PromotionsUniversity Promotions

Company Market ImageEmployee ValueMarket Value as EmployerBrand Recognition & ValueDifferentiations

Recruitment Strategy/ProcessInterview ProcessTalent Search Strategy


Some Tactics for Effective Talent Recruitment

# TALENT RECRUITMENT ACTION / TACTIC CHECK LISTCHECK IF

COMPLETED

1 Create/implement dynamic recruiting strategy and continually adjust to improve results2 Networking to create pools of potential employees and create connections and relationships3 Enlist and empower management in talent management4 Focus on developing clear career paths 5 Looking for talent across industries6 Develop interest young and early!7 Tell a story that attracts the talent you seek -> winners like winners8 Commit yourself to transparency -> align each other’s goals9 Dis-aggregate complex jobs by splitting into several roles and allow for faster learning curves

10 Develop existing employees: The war for talent can’t be won by poaching from the outside

Forget the ‘that’s how we’ve always done things’ Innovation and growth involve doing things differently


EMPLOYEE RETENTION STRATEGY

FOCUS ON EMPLOYEE

ENGAGEMEN

HIRE RIGHT IN THE FIRST

PLACE EXECUTION

& EVALUATION

Board Room Strategy

Direction, Clarity, Responsibility,

Authority

Employee Training &

Development

Sincere Employee

Recognition

Hire & Train Leaders

Remain Market Relevant

Look For Stressors


Retaining Talent Through Employee Engagement

Examples of what Indians are looking for; Opportunities to work in an environment that

emphasizes collaboration, and to have the opportunity to create and innovate

There is greater emphasis on having co-workers who are intelligent, intellectually elite and culturally diverse

Clear career paths, including future earning potential and work-life balanceSource: Ernst & Young Global Limited (2012) How to secure top

talent


3 NEW FORCES THAT IMPACT THE WORKPLACE

GlobalizationDigital

Workplace & Social Media

Multiple Generations

Cultural Dynamicsand Work Behaviors

Access to Talent

5 generations in the workplace at once

Different Age Different Priorities

Employer Image

Employer Attractiveness

Transparence

Sourcing Talent

Training Employees


EFFECTIVE RETENTION STRATEGIES BY GENERATIONS

Rank Generation Y(under 30)

Generation X(Ages 30 to 40)

Baby Boomers(Ages 45 to 64)

Veterans(Over Age 65)

1 Company Culture Additional Bonus or Financial Incentives

Additional Benefits (health, pension)

Additional Bonus or Financial Incentives

2 Flexible Work Arrangements Additional Compensations Additional Bonus or

Financial IncentivesAdditional Benefits (health, pension)

3 New Training Programs

Strong Leadership/Organizational

SupportAdditional

CompensationsFlexible Work Arrangement

4 Recognition from Supervisors

Customized/Individual Career Planning

Strong Leadership/Organization

al SupportCorporate Social

Responsibility

Source: Deloitte Talent Edge 2020

India has at least 3: the Gen Y, Gen X and Baby Boomers


Cultural Dynamics & Generations Challenge at the Workplace

• Do employees understand how to work effectively and efficiently with collogues from different generations?

• Do employees understand customer needs, interaction and work styles from different generations?

• Similarly, for the cultural dynamics and work behaviors

Both demand certain fundamental capabilities from an organization


ORGANIZATION AND EMPLOYEES VALUE TRAINING

PEOPLE ARE THE MOST IMPORTANT ASSET TO YOUR BUSINESS, YOUR ORGANIZATION AND EMPLOYEES VALUE TRAINING

But, some businesses feel it is an unnecessary exercise and does not make a difference. Common misconceptions include;

ꭗ Once employees are trained, they will look for a different job or better opportunities elsewhere

ꭗ Rather than investing time and money in training for existing members of staff, it is cheaper to hire new employees with the necessary skills

ꭗ Employees do not like or often resist training

ꭗ We only hire experienced staff


IT IS CRUCIAL TO TRAIN YOUR EMPLOYEES

Training provides a wealth of far-reaching benefits. It has a massive impact on;

EMPLOYEE RETENTION!

EMPLOYEE DAILY WORK EFFICIENCY

EMPLOYEE MOTIVATION

EMPLOYEE JOB SATISFACTION

SAVES MONEY FOR THE COMPANY

ENHANCES COMPANY PROFITS

RECRUITMENT!

By engaging more employees and tapping the full extent of their

talents, skills, and ideas, organizations can develop

and expand their loyal customers and retain their

staff


BUT WHERE DO I START?

1. COMPANY & IT’S BUSINESS!

2. THE MARKET

3. FUNCTIONAL TRAINING: KNOWLEDGE

AND SKILL THAT EMPLOYEES NEED TO DO

THEIR JOB TODAY

4. FUNCTIONAL TRAINING FOR TOMORROW

5. GENERAL SKILLS TRAINING 27M Low-Skilled Workers will need new job opportunities and skills

PROJECTED 2020 LABOR DEMAND AND SUPPLY


Some Tactics for Effective Talent Retention

# TALENT RETENTION ACTION / TACTIC CHECK LISTCHECK IF

COMPLETED

1 Hire the right person at the right place at the right time2 Create/implement dynamic recruiting strategy and continually adjust to improve results3 Share information and expand knowledge4 Provide regular training and development5 Empower employees6 Provide honest feedback on performance regularly and formally 7 Recognize and appreciate employee achievements, make them realize that they are valuable8 Have respect, faith and trust in employees9 Keep high motivation

10 Create a healthy working environment

Forget the ‘that’s how we’ve always done things’ Innovation and growth involve doing things differently


HOW MUCH DOES ALL THIS COSTS: It is a balancing act

Cost to the business if open positions do not get filled in timely manner Research estimates that it takes around 28 weeks for a new hire to

reach their optimum productivity level & Cost of new hires Risk of the hired employee not having the capacity to perform at the

required standard leading to loss of time and business opportunity Risk of burning out the best workers; if they bail out, the vacancy

problem get’s worse or they be asking for higher wages as their work load has increase

Cost of having a workforce under delivering due to lack of appropriate skills

Hire for exactly the skill needed and pay more vs hiring cheaper less skilled workforce. TRAIN, TRAIN, TRAIN!


Top 5 Drivers of Attraction, Retention and Sustainable Engagement

ATTRACTION RETENTION SUSTAINABLE ENGAGEMENT

Base pay/Salary Base pay/Salary Leadership

Job Security Career Advancement Opportunities Stress, Balance and Workload

Career Advancement Opportunities

Relationship/Confidence with supervisor/manager/leaders Goals and objectives

Convenient work location Training and Development Supervision and Support

Training and DevelopmentOpportunities

Manage/limit work-related stress Company Culture

Companies that can’t find creative ways to find and retain the

employees they need can’t grow

A company’s success is based on

its talented employees

It’s going to be harder and harder to find and/or replace top

talent

SUM

MAR

YTAKE H

OM

E MESSAG

E

Investing in talent acquisition, training and retention will

help raise productivity,

improve efficiencyMotivate employees,

train them, care about them and make winners

of themLET’S APPLY SOME STRATEGIC THINKING TO THESE

OPPORTUNITIES


MY CONTACT DETAILS• Name: Yiannis Christodoulou

• Organisation: Athene Consulting, Progressus, Agentis Innovations

• Position: Co-Founder & Managing Director

• www: www.progressus.asia & www.agentisinnovations.com

• Email: [email protected] or [email protected]

• Phone: +66 (0) 2653 1148 or +66 (0) 2653 1147

• Twitter: @yiannnischristod or @progressus1

• LinkedIn: https://th.linkedin.com/in/yiannis-christodoulou-99866118

• Skype: yiannischristodoulou

Presentations & Public Speaking

Poultry India - Knowledge Day 2015 Speaker Mr. Christodoulou Yiannis