The Power of One Entrepreneur: Hector Ricketts, Transportation Entrepreneur
MaGIC Academy - Be A Talent Driven Entrepreneur
-
Upload
malaysian-global-innovation-and-creativity-centre-magic -
Category
Small Business & Entrepreneurship
-
view
181 -
download
1
Transcript of MaGIC Academy - Be A Talent Driven Entrepreneur
2 Kelly Outsourcing & Consulting Group - proprietary and confidential Source: Dilbert
What is culture? It is pattern of basic
assumptions and beliefs, the learned behaviors, shared values and norms that define the work in an organization (Schein, E. 2006, Organizational Culture and Leadership, Jossey Bass: San Francisco, CA CA -0.37%)
5 Kelly Outsourcing & Consulting Group - proprietary and confidential
LARGE ENTERPRISESSTART-UPS
Founding employees get to help definethe culture, with the founder’s personalityas the baseline
Depending on the size and it’s maturity,have distinct needs such as team player,specific skills set
Flexible, agile, dynamic, ever changing Established processes, systems and structure, often many layers of red tape and bureaucracyPlenty of responsibility and
accountability, agility andspeed to cautiousness preferred
More job specific responsibilities and accountability that may involve millions
Performance driven Talents who areawesome will be able to grow andmove up their career far faster
Likely need to wait years and years to become a true leader with big ownership
Characteristics
6 Kelly Outsourcing & Consulting Group - proprietary and confidential
Leadership Touchstone
7 Kelly Outsourcing & Consulting Group - proprietary and confidential
Start-up Culture in Big Organizations - Acquisitions of start-ups have
been a great source of innovation for big companies in the technology world
Source: Dilbert
8 Kelly Outsourcing & Consulting Group - proprietary and confidential
Talent Needs at Different Stages of the Business Lifecycle
9 Kelly Outsourcing & Consulting Group - proprietary and confidential
Legislation
Regulations/Policies & Updates
EPF/Socso Contributions
Tax Deductions
Minimum Wage
Retirement Age
“Must have” system
Talent Acquisition Process
10 Kelly Outsourcing & Consulting Group - proprietary and confidential
Study Phase
& Needs
Analysis
Job Specs
Defined
Engage &
Integrate
new hire
Fill PositionMake OfferCandidate
Consideration
Develop &
Execute,
Sourcing,
Strategy
•Joint study phase
•Joint
development of
communication
package
•Create job specs,
skills,
competencies
•Decide on
sourcing strategy
Database/File
search
•Advertise search
•On-line sourcing
•Referrals
•Screen
candidates
•Present profiles
•Schedule
interviews
•Gather interview
feedback
•Background
Screening
•Reference &
Financial check
•Select final
candidate
•Application
declinations
•Assist in offer
negotiation
•Extend offer
•Offer acceptance
acknowledgement
•Confirm start
date
•Complete job file
•Congrats letter
•Glad letter
•On-boarding
activity
•Status call
•Decide on
sourcing strategy
• Industry &
company
mapping
•Targeted search
•Opportunity
selling
Database Search Process
Head-Hunting Process
11 Kelly Outsourcing & Consulting Group - proprietary and confidential
Work out what you need – don’t rush
Hiring someone you know – spouse, friends, family members
Taking someone on as a partner because you can't afford to hire him
Hiring a "jack of all trades" approach - specific functions of a business need to be staffed
with people who are specialists
Top-down hiring vs. bottom-up hiring
12 Kelly Outsourcing & Consulting Group - proprietary and confidential
RETENTION
ATTRACTION
13 Kelly Outsourcing & Consulting Group - proprietary and confidential
Preferred Employer Organization Size
15 Kelly Outsourcing & Consulting Group - proprietary and confidential
Source: Kelly Global Workforce Index 2014
Ideal Work Environment
16 Kelly Outsourcing & Consulting Group - proprietary and confidential
Source: Kelly Global Workforce Index 2014
17 Kelly Outsourcing & Consulting Group - proprietary and confidential
Talent Segmentation
Workforce Planning
Talent Acquisition Process
Legislation
Workforce Planning Approach
• Workforce Planning is having the right number of people, with the right skill sets, in the
right jobs, at the right time
• It is an array of interconnected processes by which an organization attracts, motivates,
develops and retains its human capital to perform and achieve business goals
• Having a Workforce Planning Program highlights the people factor that must be taken into
consideration to achieve desired business results
• Envisioning the operating environment that will most likely exist in the future
• Identifying the staffing levels and skill sets needed in the future
• Eliminating gaps and surpluses by proactive action planning
• Developing and implementing solutions strategies that can build and sustain the workforce
needed for the future
18 Kelly Outsourcing & Consulting Group - proprietary and confidential
Talent Segmentation
19 Kelly Outsourcing & Consulting Group - proprietary and confidential
Critical Skill Set
Technical Experts
Short Term Results
Long TermResults
Emerging
High Pos
High Potential
HIGHMEDIUMLOW
HIG
HM
EDIU
MLO
W
Ind
ivid
ual
Val
ue
Business Value
Leadership Development
Key Strategic
Roles
Career Building
If growth means gaining talent, it might also mean letting some go?
20 Kelly Outsourcing & Consulting Group - proprietary and confidential
Talent Mapping Talent Segmentation
Workforce Planning
Legislation
Talent Acquisition Process
21 Kelly Outsourcing & Consulting Group - proprietary and confidential
TALENT MAPPING
22 Kelly Outsourcing & Consulting Group - proprietary and confidential
Talent Mobility Alignment Process
23 Kelly Outsourcing & Consulting Group - proprietary and confidential
International Relocation
Process and Lifecycle
Types of International Relocation
Talent MappingTalent Mobility Alignment Process
Legislation
Talent Acquisition Process
24 Kelly Outsourcing & Consulting Group - proprietary and confidential
International Relocation: The Process & Lifecycle
International
Relocation
Policy
Process
Repatriation/Post-
AssignmentServices
Year-EndCompensation
and Tax Preparation/ Consulting
OngoingAssignment
Administration
Assignment Start
Payroll Initiation
AssignmentPlanning
AssigneeSelection
Pre-DepartureServices
• Repatriation timing
• Transfer to domestic payroll
status
• Repatriation initiation
• Home Purchase Assistance
• Tracking repatriated employees
• Transfer to international payroll
status
• Begin assignment allowances
• Destination services
• Tax entrance meetings
• Country entrance procedures
• Assignee orientations
• Immigration and visa coordination
• House hunting trip
• Home Sale Assistance
• Cultural Training
• Assessment and selection
• Look-see trip
• Assignment plan
• Assignment compensation / benefits
policies
• Cost Estimates
• Re-entry planning
• Home / host payroll coordination
• Third-party vendor management
• Policy administration
• Assignee and management
reporting
• Language Training
Types of International Relocation
25 Kelly Outsourcing & Consulting Group - proprietary and confidential
The Most Common Types of International Assignments
Long -Term
Short-Term
Permanent
Transfer
Short-Term
Business
Traveler
• Over 1 year on assignment
• Typically 3-5 years
• Typically will have the most robust policy
• Starts at 3 or 6 months or up to 1 year on assignment
• Important to monitor duration of assignment
• Typically will have a scaled down policy
• Indefinite duration
• Similar to a domestic move
• Typically treated as a local employee with some additional benefits to
assist with transition
• Up to 3 or 6 consecutive months
• Typically treated as regular business trips and follow company travel
policies
• Important to monitor travel days
Long -Term
Short-Term
Permanent
Transfer
26 Kelly Outsourcing & Consulting Group - proprietary and confidential
Talent Mapping
Talent Management Cycle
Talent Supply Chain Management
MATURE
International Relocation
Legislation Talent Mobility Alignment Process
Talent Segmentation
Talent Acquisition Process
Talent Management Cycle
28 Kelly Outsourcing & Consulting Group - proprietary and confidential
Plan
Attract
Acquire
Engage
Develop
Deploy
Retain
Understand what talent you need, where it will come from (internal promotions, outside the organization, around the world) & how you will nurture this talent.
Promote mobility as a unique employee value proposition to attract the right talent.
Set expectations that mobility is required to advance/gain skills.
Use mobility experiences to tap into the motivations and needs of critical talent.
Get them ready for tomorrow’s role. Use mobility experiences to help talent gain new
skills, acquire cultural insights and achieve performance objectives.
Use an agile, skilled workforce to fill critical skills and advance
corporate goals.
Leverage the experience gained to further engage and retain valuable talent & plan
for successions.
Talent Supply Chain Management
29 Kelly Outsourcing & Consulting Group - proprietary and confidential
30 Kelly Outsourcing & Consulting Group - proprietary and confidential
• Restructuring operations or laying off staff
• Outplacement services or career transition strategies?
• Businesses that have been the subject of changed circumstances through takeovers, mergers or majorrestructuring are having to deal withworkforces that do not fully meettheir needs
Fundamentals of Talent Management at Every Business Stage
31 Kelly Outsourcing & Consulting Group - proprietary and confidential
32 Kelly Outsourcing & Consulting Group - proprietary and confidential
THANK YOU