MANAGING THE MOST VALUABLE RESOURCE PEOPLE

Transcription

1 CHARITY GOVERNANCE CONFERENCE MANAGING THE MOST VALUABLE RESOURCE PEOPLE Ms. Theresa Goh Chairman, SATA CommHealth

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3 Life cycle of Non profits

4 Current realities Commissioner of Charity report 2015 Annual receipts (government grants/ Donations/earned income) in $14.6B Number of charities Size 20% 48% % % <$250K 20% <$1M 20% <$5M 80% >$10M Education, Health, Social and Welfare Community, Arts, Sports, others Religious Non religious Small charities has only 2% of the annual receipts

5 Current realities - Survey findings from Bain & Co/CNPL Singapore NPOs have grown more confident in their capabilities Clarity Singapore NPOs 2010 n=69 Singapore NPOs 2014 n=39 Compelling vision Clarity on strategic priorities Effective communication across org. Weak 2.5 Average Strong Leadership alignment Decision making Leadership team is aligned Effective communication with org. High quality and timely decisions Effective implementation of decisions Structure Effective organization structure Right people in right jobs Talent Performance measurement Culture Have the talent to succeed Development and retention of talent Evaluation aligned with org. objectives Effective evaluation and follow-up Meritocracy Performance oriented culture Open to change attitude Source: 2014 Survey on non profits in Singapore, N=39; Bridgespan database (N=235)

6 Current realities - more from Bain & Co/CNPL Key Challenges Talent Funding Impact measurements Leadership Alignment Boards needs effective renewal process NPOs concern about management succession pipeline Talent Very concern about attracting and retaining talent Talent management policies are weak Gaps are most apparent in Marketing, FundRaising, Strategic Planning and HR

7 Value Proposition - Many would not advocate a career in the sector On a scale of 1 to 10, would you recommend to a family member or a friend of joining the Non Profit Sector in Singapore? Source: 2014 Survey on non profits in Singapore, N=39

8 Where are your gaps? - Credit - Centre for Creative Leadership

9 Talent Management Process Vision, Mission, Strategy and Values Talent Management Strategy Competency & Values Framework Talent Acquisition Sourcing, Selection and On-boarding Employee Value Proposition Talent Development Assessment, Coaching, Performance Management, Growth & Learning Leadership Development Talent Alignment Engagement, Mobility and Advancement, Exit Critical hires, HiPos Succession Planning Employee Value Proposition Performance Management System

10 Hygiene and Motivators

11 Competency and values framework

12 CNPL s Compass Program Benchmark Executive Directors against 5 dimensions : - Creating the Vision - Driving the Vision - Achieving Outcomes - Managing the team - Personality attributes Workshop, assessment center and coaching elements

13 Employee Value proposition SATA CommHealth Everyone has unique skills, knowledge and experience. Every contribution makes a difference. All are valuable and recognized and treated as such.

14 Performance Management for non profits

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16 Talent Development

17 thow important is this behavior? Talent Development More Important Recruit right! Develop right! Less Important Reduce Focus Nice to have Not Trainable Trainable To what extent can this behavior be developed

18 Potential for development Targeted development high 'Difficult employees' - targeted development where possible 'Stars' - specifically promote their career low low 'Non performing' - retire where possible 'Workhorses' - form the backbone of the company appreciate and retain Level of Performance high

19 Talent Alignment - How do you distribute talent in a way that maximises engagement and productivity

20 Talent Alignment - How do you distribute talent in a way that maximises engagement and productivity

21 Policies, Practices and where to seek help Talent phase Strategies Board Management Employees Volunteers Acquisition Sourcing EVP CNPL Board Match Sector Admin NVPC EV NVPC SBV, Shared Svcs NVPC Development L&D Coaching Mentoring CNPL, SID NPD SLS, CNPL, SSI, CCL Varsities NCSS PPC, SSI NVPC COG fellowship Alignment Board-CEO PMS Balance Score Card CNPL Pulse NVPC EV Conjunct Consulting NVPC SBV NVPC Volunteer leadership program Competencies Values Leading the organisation Leading others Leading Self Relevant domain and soft skills Who owns? Board Chair/Committ ee Chairs ED HR HR?