Webinar: Retention Schemes And 9 Box Techniques

© Lemon Pip Consulting Limited

Managing Retention Schemes In The GCC

Tuesday, 17 May 2016 16:30 – 17:30 hrs (UAE time)

Presentation by: Robert Mosley

http://www.informa-mea.com/

http://www.informa-mea.com/


About the HR Observer

• The HR Observer is an initiative by Informa Middle East aimed at becoming a platform for HR professionals in the Middle East to exchange insights and expertise, both online and offline, in an effort to take the HR industry forward in the GCC region.

• The initiative features a blog, LinkedIn group, Twitter feed, online webinars and a series of offline informal networking functions.


Housekeeping

• Please wait to the end of the session to type questions

• Time will be allocated at the end to address questions

• The slides will be available on our SlideShare page for the next four weeks, and the link will be emailed to you

• The webinar recording will be available for the next four weeks, and the link will be emailed to you

• Please take time to complete the post-webinar survey that will pop-up at the end of this webinar


Today’s Presenter

Robert Mosley is one of the leading global experts on compensation and benefits in all sectors across the GCC. He was head of the Middle East practice with Hay Group in 1987-1990 before joining the Emirates Group to later become the SVP Human Resources. He spent 13 years based in Dubai at Emirates Group, before starting his own compensation consulting business, Lemon Pip Consulting, where he is working with over 400 companies in the Middle East and 80 airlines globally.


Retention Schemes in the GCC and 9-Box Techniques

Presentation Facilitator: Robert Mosley

Location: Webinar by Informa

Presentation Title: Retention Schemes in the GCC

Contact Email: [email protected]

Presentation Date: Tuesday 17th May 2016

Presentation Time: 16:30 to 17:30 (UAE)


Robert Mosley:1980-1983: MA in Mathematics at Oxford University1983-1985: MBA in Business Studies at London Business and Chicago Business School1985-1990: Hay Group Management Consultants (UK and UAE)1990-2003: Emirates Airline Group in UAE (Senior Vice President Human Resources)2003-2005: Qatar Airways in Qatar (Group General Manager Human Resources)2007-2009: Travelport-Galileo in UK (Group Vice President Global Reward)

2003-: Fellow of the Chartered Institute of Personnel and Development (FCIPD)2005-: CEO of Lemon Pip Consulting (Reward and HR Consulting in GCC)2015-: Master Trainer for CIPD and Member of “CIPD Reward Advisory Board”

Lemon Pip Consulting Limited:Specialism: Reward Consulting and Training Courses in Total Reward ManagementMain Services: Grading, Compensation, Performance Management, Pay for PerformanceGCC Clients: Over 400 clients globally (mainly in the Middle East and Asia)Email: [email protected]

Your Seminar Leader: Robert Mosley


(1) WHERE DOES RETENTION START ?

Retention starts with recruitment, so get the following right at recruitment:

• 1st interview of recruitment based mainly on technical competences

• 2nd interview of recruitment based mainly on behavioural competencies

• Psychometric test to help ensure a good person-job fit (eg: MBTI)


Retention continues with in-job employment, especially fair and equitable remuneration, so get pay right and competitive:

• Clear pay strategy and payscales that are market-competitive

• Clear job description for each job setting out the accountabilities and KRAs

• Clear performance goals for each job where the KPIs are linked to the KRAs

• Clear communications so each employee knows what is expected of them

• Develop a company competency framework and identify the critical 6-8 competencies for each job (of which 3-4 might be “core” to reflect values)

• Clear HR policies and procedures manual, so that each employee knows their rights and what they can expect from the company

• Use the “golden triangle” of managing remuneration and ensure that HR is following best-practice in all areas

(2) WHAT FACTORS WILL ENCOURAGE RETENTION ?


JOB

PERFORMANCE

MARKETPERSON

$

ODJOBDESC

JE

GRADESKRAs

KPIs

GOALSOBJECTIVES

BEHAVIOURSCOMPETENCIES

APPRAISALS

PAY-REVIEW& BONUS

PAYSTRATEGY

PAYSURVEYS

BENCHMARK

PAY RANGES& ALLOWs

JEJA

RATINGS

(2) USING REMUNERATION TO AID RETENTION


Retention continues with career development and engagement:

• A development plan every year for each and every employee

• Developing managers to give good feedback, and be good at coaching

• Identifying the issues that motivate each employee

• Having an objective performance appraisal system that can identify the top 5% “outstanding” and the top 30% “excellent”

• Having a “HiPo” career development programme for the top 5%-10% of employees who are the identified high-performers (“High-Potential”)

• Conduct employee opinion surveys every 2-3 years and find out about their feelings on employment with the company

• Monitor “attrition” (voluntary resignations) and “turnover” (total churn) and start to get worried if attrition rises above 10% or turnover rises above 15%

(3) CAREER DEVELOPMENT AND ENGAGEMENT


(4) UNDERSTANDING EMPLOYEE MOTIVATION

• 80% Desire to Maintain Good Work Reputation• 79% Enjoy Working with the Manager or Boss• 75% Importance of Work• 66% Appreciation and Recognition from Others• 62% Existing Financial Reward• 55% Opportunity to Prove Capabilities to Others• 50% Interesting Work• 45% Opportunity to Prove Capabilities to Self• 40% Employment Benefits• 35% Enjoyable Co-Workers and Colleagues• 30% Expectation of Improved Career Prospects and Promotion• 20% Personal Desire to Please Manager/Supervisor• 15% Expectation of Future Financial Reward• 10% Fear of Negative Consequences


(4) UNDERSTANDING TOP-PERFORMER MOTIVATION

• 89% Job Tailored to Match Individual Abilities and Interests• 88% Base Pay Above Market Average• 87% Existing Financial Reward• 85% Opportunities to Learn New Skills in Current Job• 84% Opportunities for Promotion• 82% Flexible Work Schedules

• 58% Desire to Maintain Good Work Reputation• 48% Enjoy Working with the Manager or Boss• 36% Interesting Work• 32% Expectation of Improved Career Prospects and Promotion• 31% Employment Benefits


Above all else, retention is absolutely critical for the top 5%-10% of your high-performers, so you must get the following right:

• Ability to identify the top 5%-10% of employees who must be retained using the 9-Box techniques

• Implement a 3-year “retention bonus scheme” to retain the top 5%-10% of employees who are deemed to be critical for the future

(5) RETENTION CASH-BONUS SCHEMES


(5) RETENTION CASH-BONUS SCHEMES

3-Year Scheme that is Highly Selective and Highly Secretive

Managed by Head-of-HR Personally

Head-of-HR Meets with Each Head-of-Department Individually

Aiming to Identify about 5%-10% of Employees for Retention

WHO ?

Selected Employees get a Personal Letter from Head-of-HR

Letters are Kept by Head-of-HR (Not Employee File)

If Employee Tells Anyone, then it is cause for “Gross Misconduct”

Employee is Offered “Career Development” and “Retention Bonus”

Employee Must Not Resign for 3-Years and Must Meet Expectations

If Employee Keeps Their Promise, then they get a Retention Bonus

Payments are Processed by CFO as an Ex-Gratia Cheque (Not Payroll)

HOW MUCH ?


(6) WHO? RETENTION AND TALENT MANAGEMENT

Link “Reward” with “Retention and Talent Management”

Who Is Selected for Retention Schemes?

Link “Reward” with “Retention and Talent Management”

Using the 9-Box Techniques and “Double Greens”

9-Boxes Techniques:

• Talent Management (Potential)

• Flight Risk (Retention)


High

Low HighPerformance

Po

ten

tial

9-Box:Talent ManagementAnd Performance

What does your talent profile look like for your key people in relation to performance and potential?

Notes:

• Ratings should be relative to top performing benchmarks in general, not to the team in particular

• Those in the top right hand box should only include the very highest performers with high potential

High Potentials(may be too early todetermine Performance)

Low Performers Low Potentials

Good Performers

High PerformersHigh Potentials

Good Performers(may be locking roles for low future potential people)

(6a)

RETENTIONROTATION

REWARD

COACHING

DO NOTHING


High

Low HighLikelihood

Imp

act

Low

Moderate

High

Notes:

Please evaluate the likelihood and potential impact of your people risks. These risks should include risks associated with:

• functions• teams• individuals

Those risks considered to be in the “High” category require mitigating action plans (see following page)

9-BoxRetention and Flight Risk Cabinet

Evaluate the risks associated with people & capability in your:• Top team• Business critical roles• Leadership succession

(6b)

RETENTION SUCCESSION

ENGAGE(Coach/Develop)

REWARD DO NOTHING(Farewell Party)


(7) RETENTION SCHEMES

The Three “Ps” of Retention:

Retention with Potential (Key Contributors)

Retention with Pressure (Key Projects)

Retention with Pain (Key Mergers with Risk)


(7) HOW MUCH? SUMMARY ON RETENTION MONEY

Retention with Potential (Key Contributors):

15%-25% of Basic Salary

Retention with Pressure (Key Projects):


Retention with Pain (Key Mergers with Risk):



(8) COMING SOON – FUTURE DATES

Tuesday 24th May:

Webinar at 16:30pm on “Competencies”.

Tuesday 31st May and Wednesday 1st June:

20th Annual Middle East C&B Forum in Dubai.


(9) ANY QUESTIONS ?

Any Questions ?

Or contact me for future consulting support:

[email protected]


Retention Schemes in the GCC and 9-Box Techniques

Presentation Facilitator: Robert Mosley

Location: Webinar by Informa

Presentation Title: Retention Schemes in the GCC

Contact Email: [email protected]

Presentation Date: Tuesday 17th May 2016

Presentation Time: 16:30pm to 17:30 (UAE)

Webinar: Retention Schemes And 9 Box Techniques

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