Talent Retention For Business Sustainability
Should organization concern about talent retention? Perhaps a more interesting question to organization is: “Is there a strong relationship between talent retention and business sustainability?” High employee turnover costs business owners in time and productivity. .No matter the size of your company, one thing is certain. Your employees play a big role in determining your level of success or failure.
The most important asset at your company isn’t something you can put your hands on. It isn’t equipment or the physical plant, and it isn’t data, technology, or intellectual property. The most valuable part of your company is the people—the human capital—and any plans to move your business forward have to start there.
Many organizations spent their financial resources in attracting the best talent in the market but they failed miserably in their effort to retain them. So when talent leaves, they have to go through the cycle of attracting new talents and it becomes a spiral cycle of talent acquisition. Hence talent retention plays an important role in an effective talent management system towards business sustainability.
- Explain the importance of employee retention
- Identify the hidden reason for staff attrition and how to overcome it
- Apply effective strategies for managing employee attrition
- List the benefits of effective employee retention management
- Use appropriate process for effective retention based on generational differences
- Recognize their own managerial style
- Consider various factors for effective employee retention
Module 1: Employee Attrition
- What manager believe about attrition
- Why employees leave
- What are the hidden reason, not from exit interview
- Who is responsible for attrition
- Effect of attrition
- Generational view on job changing
Module 2: Views on Attrition
- The renewal view
- Iceberg theory
- Visible / hidden costs
- Retention view
Module 3: Pillars for Retention
- What are the main pillars
- Foundation for the main pillars
- Strategies for each pillar
Module 4: Generational views on retention
- Drivers for retention
- Gen Y
- Gen X
- Baby Boomers
Module 5: Retention Strategies
- Long vs Short
- Tangibles vs intangibles
Module 6: Management styles
- Self-reflection and assessment
- Task vs People
Module 7: Action plan
- Post course evaluation
- Traffic light action plan : Stop / Keep / Start
This course is suitable for Business Heads, HR Practitioners, Managers, Senior Executives, and Project Managers.
This is an interactive training workshop whereby participants are to gain the learning points through self-reflection, assessment, group discussion, presentation, experiential learning and action planning.
Ong Chee Eng
C E Ong holds a Master Of Management (2008) from University Malaya, Malaysia and a Bachelors in Business Administration (2004) from RMIT University, Melbourne Australia. He is also an Accredited Administrator of Myers-Briggs Type Indicator (MBTI) ® by Australian Psychologist Press & Asianic Psychologists Press (APP) since 2007.
In 2010, C E Ong was awarded Certified Training Professional (CTP) by ARTDO. He is a PSMB exempted and certified trainer (Certificate No. TTT/4705) and has been appointed as Master Trainer for PSMB 5-day Train-The-Trainer Program (TTT Program) since 2011. Since then, he has conducted 20+ sessions TTT Program (in-house & public classes) with total attendance of 300+ participants.
He was also awarded Certified Coaching & Mentoring Professional (CCMP) by ITD in 2013. Senior Professional Human Resource – International (SPHR-i) from Human Resource Certification Institute (HRCI) US, since March 2015.
C E Ong has more than 30 years of corporate experience with a multi-national financial institution, covering areas such as Operations, Collection, Finance and Human Resources. He was also involved in Learning and Development (L&D) functions and his last position was as Human Resource –Relationship Manager for Consumer Division of a bank where he handled end-to-end manpower transaction which covers among others; managing staff transfers, secondments, placements, promotion, performance appraisal, exit interviews and general staff matters. He also involved in the division’s yearly Employee Engagement Survey (EES) program and a member of Talent Review Council (TRC). TRC’s main roles are talent management and succession planning.
In L&D, his roles covered three areas on (1) Program Management, (2) Relationship Management & (3) Facilitation. As a Facilitator, he has been certified to conduct a wide range of in-house training courses, from Career Coaching, Career Development, Change Management, Quality Principles, Customers Service to Employee Orientation. He was one of the facilitators assigned to conduct Personal Change Mastery and Change Leadership programs during the following organizational change projects: 1. Merger of banks in Singapore, 2. Centralization of trade processing and other operations, 3. Relocation of call centre.
Besides Malaysia, he has conducted training regionally in Singapore, Brunei and Indonesia and is able to conduct change mastery, leadership and managerial skills, MBTI and HR related topics such as TNA, recruitment and performance management.
He has conducted in house training for OCBC Bank (Singapore & Malaysia), AITI (Brunei), Bank NISP (Indonesia), AmBank (M) Berhad, AmAssurance, Carsem, Columbia Asia Hospital, DHL Supply Chain, Flextronics, Islamic Relief Malaysia (IRM), Malaysia Software Testing Board (MSTB), Mewah Oils, MCIS Insurance, NOL Global Services Centre, Perdana University, Securities Commission Malaysia (SC), Selangor Dredging Berhad (SDB), Telekom Malaysia (TM), Tokio-Marine Life Ins, UEM Edgenta, University Tenaga Nasional (UNITEN), Wolters Kluwer Asia Pacific etc.