Mercer 美世咨询-人才管理.ppt

* Practical experiences Facts and Fiction Responding to the challenge Take aways Dispelling the myths Setting the record straight Why it is a very big business issue Diagnostics Tools Case studies How do you rate Tools you can use * Facts and Fiction Dispelling the myths Setting the record straight Why it is a very big business issue * The Common Myth of Talent Management ... Even though pay has been increasing, …“it’s a problem of COMPENSATION” it is not enough to attract, retain and motivate professionals ... * So, what are the magnets that bind? Inspiring Leadership Fun work culture Challenging Work Feedback Career growth Pay is fair * And, why do top talent leave? Bad boss No career prospects No feedback and support Broken promises No customisation for my needs Wrong people in wrong jobs Red Tape My voice not heard Work life balance Pay Wm M Mercer Private Survey in Singapore 2000 * High-performance talent management practices yield significant economic returns The Business Opportunity Based upon a one-standard- deviation increase in high performance talent management practices Talent Talent Management Management System System $27,000 Sales/ EE $18,600 Market Value/ EE $3,800 Profit/ EE 7% Turnover Decrease Source: “Mark A. Huselid, “The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance,” Academy of Management Journal 38 (1995) * High-performance talent management creates an employee-customer-profit chain Increased employee commitment and productivity Increased customer satisfaction and retention Increased shareholder value For every 5% improvement in employee behavior ... 1.3% increase in customer retention 1.04% increase in revenues and 0.4% increase in profits Source: Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn, “The Employee-Customer- Profit Chain at Sears,” Harvard Business Review, January, 1998 / February, 1998 * The cost of turnover is a business issue Rule of th