核心人才保留与激励--李桦嵩
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CATEGORY
WORKING ENVIRONMENT
ITEM
IMPACT
High
A lot of interesting social activities in my company
COMPENSATION WORKING ENVIRONMENT
I receive a fair compensation relative to my performance/contribution
Premium
Income Taxes Housing Housing
Goods & Services
Goods & Services
Goods & Services
Reserve Home country Salary
Reserve Cost in Assignment Location
Reserve Assignment Location Costs Paid by Company
Executive
Management
Professional
1
Long-term Incentive (LTI) Retention Bonus
Retention Bonus
2
Retention Bonus
Long-term Incentive (LTI) International Assignment
No 47%
Yes 53%
(N=214)
No 24%
源自文库
Yes 76%
(N=323)
No 73%
Yes 27%
(N=323)
Do you have any programs to retain key talent?
Do you have a dedicated role for talent retention?
knowledge
Requires a succession
20% of total employees
capabilities and/or knowledge that are difficult to find elsewhere
May have a retention plan
plan
• Latest New Car Test Drive • Premium Car for Marriage Use • Premium Car Monthly Rental
• •
Friday Early Home Bring Your Own Devices
•
Holiday with Physical Check-up • Premium Afternoon Tea
August 24, 2015
7
INTERNATIONAL ASSIGNEES PACKAGE DESIGN Balance worksheet approach
Income Taxes Income Taxes Housing Housing Goods & Services
Income Taxes
Younger generation staff attach a particularly higher importance to sociability at workplace, interesting social activities are found very effective to improving their engagement, followed by internal compensation equity and relationship with line manager.
Get along well with line manager
CAREER
My company gives a lot of attention on staff’s career development Low
COMPENSATION
The incentive plan (ie bonus) is motivating
Someone identified as
having high potential
Has unique critical skills,
high performing people
Needs deep specialist
plan + retention plan
Usually no more than
groups who are talents”
4
5
“Everyone in our
organisation is a talent”
© MERCER 2015
2
2
HOW to DEFINE KEY TALENT-MERCER’s APPROACH Key talent are often found with key persons on key positions
29
Interested
10 8 3
Neither nor
Interested Neither nor Not interested at all
Not so interested
Not interested at all
(N=820) * From employee survey
(N=820)
MERCER
Must be filled by capable,
a position, which is critical to business strategy realization
Requires a succession
significant contribution to current business success
35 - 39
Supplementary Housing Fund Housing Allowance
Supplementary Pension Insurance
>40
Supplementary Pension Insurance
1 2 3 4 5
Enterprise Annuity
Housing Loan
Reserve Home–Country Equivalent Purchasing Power
MERCER
August 24, 2015
8
INTERNATIONAL ASSIGNEES PACKAGE DESIGN Cost of living index
MERCER
August 24, 2015
健康
财富
职业
KEY TALENT RETENTION & MOTIVATION 核心人才保留与激励
AUG 2015,SHANGHAI
HOW to DEFINE TALENT? Market View
1
“Only very
few people are “talents”
2
3
“There are key
Key Position
A certain level or above Position is key to business
The key talent
Key Person
Highly valued person in
Someone who makes a
strategy realization
%
65
27
62
Overall
54
31
10 41
Age <30
70
24
41
Age <30
60
30
8 2 1
Age 30-39
62
28
72 1
Age 30-39
51
32
13 5
Age >39
63
Very interested Not so interested
27
64
Age >39
51
Very interested
High Risk High Risk
Key Position Stable Talent Weak Succession Pipeline
Stable
Strong
MERCER
Succession Pipeline
August 24, 2015
Weak
4
HR STRATEGIES FOR KEY TALENT RETENTION & MOTIVATION
(Ranked by % of employees rate it as important)
Age Group
<30
Supplementary Housing Fund Housing Allowance
30 - 34
Supplementary Housing Fund Housing Allowance
9
INTERNATIONAL ASSIGNEES PACKAGE DESIGN Quality of living index
MERCER
August 24, 2015
10
SUPPLEMENTARY BENEFITs VALUED By TALENT Housing, Medical and Pension are cared the most
3
Future Leader Development
Future Leader Development
Fast Track Program
(N=213)
MERCER
August 24, 2015
6
EDUCATION ASSISTANCE and INTERNATIONAL ASSIGNMENT Overall the interest is quiet high
Key Position
High Flight Risk Talent Weak Succession Pipeline
Stability of Talent
3.
Vacancy Risk
1. 2. 3. Key Position Stable Talent Strong Succession Pipeline 1. 2. 3.
No 34%
Yes 66%
No 84%
Yes 16%
(N=323)
MERCER August 24, 2015
(N=214)
5
RETENTION PROGRAMs VALUED by TALENT There is no one-size-fits-all solution
Ranked by % of companies indicate the most valued program
Do you have a centralized budget for key talent` retention? Does your company offer a more competitive compensation to key talents?
Does your company set a target turnover rate for key talents?
Level of Interest in Education Assistance With a 2-3 year service binding contract
% Overall
Level of Interest in International Assignment With a 2-3 year service binding contract
Supplementary Pension Insurance
Enterprise Annuity
MERCER
August 24, 2015
11
INNOVATIVE BENEFITS FOR TALENT
MERCER
August 24, 2015
12
INNOVATIVE BENEFITS FOR TALENT (Cont’d )
Enterprise Annuity
Supplementary Housing Fund
Enterprise Annuity
Housing Loan
Personal Car Assistance
Housing Allowance High-end Medical Insurance
(N=820)
Supplementary Pension Insurance
Auto
Working Time
Relaxation
MERCER
August 24, 2015
13
INNOVATIVE BENEFITS FOR TALENT Extended to Family Members
Dependents
MERCER
August 24, 2015
14
IMPORTANT DRIVERS to TALENT ENGAGEMENT Aged below 30
MERCER
August 24, 2015
3
KEY TALENT RISK MAP
High Flight
High Risk
1. 2. Key Position High Flight Risk Talent Strong Succession Pipeline
Highest Risk
1.
2. 3.
WORKING ENVIRONMENT
ITEM
IMPACT
High
A lot of interesting social activities in my company
COMPENSATION WORKING ENVIRONMENT
I receive a fair compensation relative to my performance/contribution
Premium
Income Taxes Housing Housing
Goods & Services
Goods & Services
Goods & Services
Reserve Home country Salary
Reserve Cost in Assignment Location
Reserve Assignment Location Costs Paid by Company
Executive
Management
Professional
1
Long-term Incentive (LTI) Retention Bonus
Retention Bonus
2
Retention Bonus
Long-term Incentive (LTI) International Assignment
No 47%
Yes 53%
(N=214)
No 24%
源自文库
Yes 76%
(N=323)
No 73%
Yes 27%
(N=323)
Do you have any programs to retain key talent?
Do you have a dedicated role for talent retention?
knowledge
Requires a succession
20% of total employees
capabilities and/or knowledge that are difficult to find elsewhere
May have a retention plan
plan
• Latest New Car Test Drive • Premium Car for Marriage Use • Premium Car Monthly Rental
• •
Friday Early Home Bring Your Own Devices
•
Holiday with Physical Check-up • Premium Afternoon Tea
August 24, 2015
7
INTERNATIONAL ASSIGNEES PACKAGE DESIGN Balance worksheet approach
Income Taxes Income Taxes Housing Housing Goods & Services
Income Taxes
Younger generation staff attach a particularly higher importance to sociability at workplace, interesting social activities are found very effective to improving their engagement, followed by internal compensation equity and relationship with line manager.
Get along well with line manager
CAREER
My company gives a lot of attention on staff’s career development Low
COMPENSATION
The incentive plan (ie bonus) is motivating
Someone identified as
having high potential
Has unique critical skills,
high performing people
Needs deep specialist
plan + retention plan
Usually no more than
groups who are talents”
4
5
“Everyone in our
organisation is a talent”
© MERCER 2015
2
2
HOW to DEFINE KEY TALENT-MERCER’s APPROACH Key talent are often found with key persons on key positions
29
Interested
10 8 3
Neither nor
Interested Neither nor Not interested at all
Not so interested
Not interested at all
(N=820) * From employee survey
(N=820)
MERCER
Must be filled by capable,
a position, which is critical to business strategy realization
Requires a succession
significant contribution to current business success
35 - 39
Supplementary Housing Fund Housing Allowance
Supplementary Pension Insurance
>40
Supplementary Pension Insurance
1 2 3 4 5
Enterprise Annuity
Housing Loan
Reserve Home–Country Equivalent Purchasing Power
MERCER
August 24, 2015
8
INTERNATIONAL ASSIGNEES PACKAGE DESIGN Cost of living index
MERCER
August 24, 2015
健康
财富
职业
KEY TALENT RETENTION & MOTIVATION 核心人才保留与激励
AUG 2015,SHANGHAI
HOW to DEFINE TALENT? Market View
1
“Only very
few people are “talents”
2
3
“There are key
Key Position
A certain level or above Position is key to business
The key talent
Key Person
Highly valued person in
Someone who makes a
strategy realization
%
65
27
62
Overall
54
31
10 41
Age <30
70
24
41
Age <30
60
30
8 2 1
Age 30-39
62
28
72 1
Age 30-39
51
32
13 5
Age >39
63
Very interested Not so interested
27
64
Age >39
51
Very interested
High Risk High Risk
Key Position Stable Talent Weak Succession Pipeline
Stable
Strong
MERCER
Succession Pipeline
August 24, 2015
Weak
4
HR STRATEGIES FOR KEY TALENT RETENTION & MOTIVATION
(Ranked by % of employees rate it as important)
Age Group
<30
Supplementary Housing Fund Housing Allowance
30 - 34
Supplementary Housing Fund Housing Allowance
9
INTERNATIONAL ASSIGNEES PACKAGE DESIGN Quality of living index
MERCER
August 24, 2015
10
SUPPLEMENTARY BENEFITs VALUED By TALENT Housing, Medical and Pension are cared the most
3
Future Leader Development
Future Leader Development
Fast Track Program
(N=213)
MERCER
August 24, 2015
6
EDUCATION ASSISTANCE and INTERNATIONAL ASSIGNMENT Overall the interest is quiet high
Key Position
High Flight Risk Talent Weak Succession Pipeline
Stability of Talent
3.
Vacancy Risk
1. 2. 3. Key Position Stable Talent Strong Succession Pipeline 1. 2. 3.
No 34%
Yes 66%
No 84%
Yes 16%
(N=323)
MERCER August 24, 2015
(N=214)
5
RETENTION PROGRAMs VALUED by TALENT There is no one-size-fits-all solution
Ranked by % of companies indicate the most valued program
Do you have a centralized budget for key talent` retention? Does your company offer a more competitive compensation to key talents?
Does your company set a target turnover rate for key talents?
Level of Interest in Education Assistance With a 2-3 year service binding contract
% Overall
Level of Interest in International Assignment With a 2-3 year service binding contract
Supplementary Pension Insurance
Enterprise Annuity
MERCER
August 24, 2015
11
INNOVATIVE BENEFITS FOR TALENT
MERCER
August 24, 2015
12
INNOVATIVE BENEFITS FOR TALENT (Cont’d )
Enterprise Annuity
Supplementary Housing Fund
Enterprise Annuity
Housing Loan
Personal Car Assistance
Housing Allowance High-end Medical Insurance
(N=820)
Supplementary Pension Insurance
Auto
Working Time
Relaxation
MERCER
August 24, 2015
13
INNOVATIVE BENEFITS FOR TALENT Extended to Family Members
Dependents
MERCER
August 24, 2015
14
IMPORTANT DRIVERS to TALENT ENGAGEMENT Aged below 30
MERCER
August 24, 2015
3
KEY TALENT RISK MAP
High Flight
High Risk
1. 2. Key Position High Flight Risk Talent Strong Succession Pipeline
Highest Risk
1.
2. 3.