WWF-Malaysia Charting succession planning

with an

employee centric focus

Presented By Mary Barton Head, People & Strategic Operations Department

EST: 13th January 1972

WWF Malaysia has been established since 1972 with only 2 employees, a tiny office, sheer determination and passion for both wildlife and environment in Malaysia. Now, after 45 years, we are standing stronger with 200 plus employees, bigger offices, greater determination to make a change and the never ending passion for both wildlife and environment in Malaysia.

© naturepl.com / Andy

Rouse / WWF

WHAT DOES WWF MALAYSIA DO?

WWF MALAYSIA’S WORK COVERS: - Scientific field projects. - Policy and advocacy work with the government. - Environmental education. - Public awareness programs. - Working with the local communities on environmental protection and

sustainable livelihoods. - Collaborate with other conservation organizations in Malaysia.

As the Panda

family:

We trust... in creating a

motivating work environment

where a positive work culture shall

be prevalent.

We expect and recognize... professional

performance in our organization.

We are… an equal opportunity employer and our

diversity is evident.

We are fully committed... to

our core business and believe that our

success depends on the effort, capability, and commitment of

our Employees.

Shaping employee behaviour and

performance with work environments

THE OBJECTIVES AND GOALS OF THE ORGANISATION:

- Create a motivating work environment where a positive work culture shall be prevalent.

- Expect and recognize professional performance. - Encourage teamwork. - Enforce positive discipline. - Treat employees in a just and fair manner.

© naturepl.com / Andy

Rouse / WWF © Harish Segar /

WWF

TALENT MANAGEMENT

- To enable the WWF-Malaysia Conservation Strategy plan to be delivered successfully in 2020.

- Provide career growth for the right internal talent and build the capacity for sustainable talent in this organization.

- Succession planning in place to ensure business continuity in conservation work and other departments without impact to deliverables as current leaders retire.

- To groom Thought Leaders in the organization in all departments.

© Harish Segar /

WWF

© WWF-US / James

Morgan

ORIENTATION AND INTEGRATION PROCESS

LEARNING AND DEVELOPMENT

JOURNEY TOWARDS HIGH PERFORMING CULTURE

• Implemented and launched an e-learning platform to the organization.

• Introduced competency based performance management and enhanced the e-PA (IDP and LDP) with constant updates on competencies based on different roles.

• Have an internal WWF-Malaysia training calendar. • Monitoring and evaluation (JDs and KPIs) across the organization.

(retention strategy)

Simon Hardaker John Manning

OFFICE SPACES IN MALAYSIA

KOTA KINABALU,

SABAH

KUCHING, SARAWAK

ABREAST WITH THE TECHNOLOGIES

- We have since moved to Cloud Computing (whereby you could use the WWF-Malaysia Intranet anywhere outside the office. In this case, the employee can work from home without any disruptions).

- We do use systems such as: Google Drive, GChat, Skype (for communication within the office platform), Employees Self Service Portal (this is not only an advantage for the employees, but it is also a good way for WWF-Malaysia to save cost).

- WWF-Malaysia has its own centralized portal for communication and retrieval of information which is called the MY Market Place.

FLEXI TIME POLICY

- Flexi Time is an arrangement that allows an employee to adjust the start and end time at work around the normal schedule.

- This policy is part of the Employer/e Value Proposition which entitle staff to

use Flexi time effective from 1st March 2012. This flexibility allows staff to vary their working conditions and organize their working lives taking into consideration traffic jams which contribute to loss of productivity time and assist in reducing carbon emission.

(retention strategy)

Rajiv Tewari

WORK FROM HOME POLICY

- WWF-Malaysia recognizes that “Working from Home” is not just a way of working but is the way forward in this era where employees want increased flexibility in working arrangements and where technological advances have enabled such arrangements to become possible. assist to reduce carbon emission.

(retention strategy)

Jenna Weiner Jose Vasquez

INNOVATION CHAMPION TEAM

- The objective of the Innovation Champion Team is to set up and

drive WWF-Malaysia’s innovation community with the WWF-Malaysia staffs to identify and solve Organization related issues and challenges in an innovative and impactful manner (out of the box solutions).

Idea Champions Globacos

Factoring in succession plans to reduce

employee turnover rates

SUCCESSION PLANNING

Succession planning was a conscious decision by the Board and Management to foster and promote the continuous development of employees, and ensure that key positions maintain some measure of stability, thus enabling the organization to achieve its main objectives and ensure business continuity.

AIM Ambition/Drive

Feedback/360 review Learning agility

Direct observation of : Competency capacity

-on the job behaviour Results orientation -performance Strategic orientation

Change leadership (improvement & innovation drive)

Potential indicates whether someone will be able to succeed in a bigger

role in the future. It is a person’s ability to grow and to handle

responsibilities of greater scale and scope.

High potentials have great ambition /drive and want to leave their mark,

but they also aspire to big, collective goals, show deep personal humility,

and invest in getting better at everything they do.

Talent = Performance x Potential

“9-Box” Talent Grid -

interpretation

Perf

orm

an

ce

Excellen

t

3

High Performer (low potential)

2

High Performer with Potential

1

Exceptional Talent

Go

od

6

Solid Performer (low/unknown

potential)

5

Solid Performer with Potential 4

Solid Performer with High

Potential

Po

or

/ U

nkn

ow

n

9

Mismatched Talent/ Low

Performer

8

Potential Performer (low/unknown

performance)

7

Potential Talent (low

performance)

Limited / Unknown Good Excellent

Potential & Motivation Source: GHRST

Development actions – 3 principles I. A combination of development options following the 70-20-10 principle

70% On-the-job

20% Learning from

others

10% Formal

Learning

Action learning and problem solving

Shadowing, self-directed and incidental learning

Projects and special /stretch assignments

Secondments, job rotations, job sharing,

provisional assignments, acting position

Working groups, task forces

On-the-job training

Induction

Coaching

Mentoring

Feedback

360 review

Social learning

Learning

communities

Exposure

Workshops

e-Campus

Classroom

trainings

Webinars

Formal

study

Source: GHRST

Communication

• Organizational level: overall communication to staff

• Individual/micro level: Talent Management Playbook – WWF Intl

prep tool for Managers

Preparing for a Talent Conversation

Holding the Talent Conversation

Do’s and Don’ts in raising the bar on talent

Specific messages for those who don’t have a designation of Talent

Coaching questions for various talent categories

Development of interventions

Building employee loyalty highlighting

contributions to organisation’s success

CAPACITY-BUILDING FUND (CBF)

- People and Development Sector (P&D) make the announcement of the annual financial budget in July/August 2005. Employee from all levels of employment who fulfil the criteria can apply for financial assistance thereafter by providing full supporting documents and the application form to P&D anytime throughout the financial year.

- The CBF may fall into the following categories: - Enhancement of employees skills - Acquiring knowledge and experience on new technology and work

method. - Enhancing personal knowledge and personal development.

-

(retention strategy)

CONSERVATION LEADERS

CAPACITY BUILDING FUND (CLCBF)

- The establishment of the CLCBF enables eligible Employee to obtain financial assistance from WWF-Malaysia to pursue study/higher learning whilst possibly increasing the Organization’s knowledge and skills base.

- Preference will be given to applications that complement the nature of the applicant’s job as well as consistent with WWF-Malaysia’s mission.

- Applicants can either do a diploma, advanced diploma, bachelors, masters, doctorate or professional course i.e. ACCA, MCSE, WWF College, Harvard Business School etc.

- All decisions regarding the application and amount of scholarship approved for successful applications are at the sole discretion of the SMT and shall be final.

(retention strategy)

SECONDMENTS TO OTHER NETWORK OFFICES

WWF-Malaysia may ‘second’ employee to other offices within the network in accordance with the terms determined by the Executive Director/CEO after consultation with the Head of Department and People and Development Sector and with the agreement of the Employee concerned.

(retention strategy)

WWF Malaysia HR AWARDS -Employee Recognition Award

- The organisation has established this Employee Recognition Award so that our talents who are role models can be identified and honoured. It is the right thing to do for all of the right reasons.

- Some of the categories of the above award: * The behind the scenes wonder. * Outstanding Innovator. * Healthy living promoter. * Outstanding idea of the year and more.

(retention strategy)

State Bank of India

Recognition Engraving &

Awards, Ltd.

REWARD OF INCREMENT IN SALARY FOR SUCCESSFUL

COMPLETION OF CERTIFICATION/STUDIES

- WWF-Malaysia values its employee’s educational growth. Thus, every certificate they successfully complete during their tenure in WWF-Malaysia will be rewarded with an increment in salary.

- The reward will vary according to the level of certification the employee achieves.

John Egan Liz Seda Adam Grant

LONG SERVICE AWARD

- We have upgraded our Long Service Award to appreciate the employees who have served WWF-Malaysia continuously for every 5 year time period.

- We appreciate our employees by providing them with free health screening, gift vouchers, a Long Service Certificate from our CEO and additional leave (according to the tenure).

(retention strategy)

EES for

Schools Cirteq Ltd

SPECIAL MERIT AWARD

- At WWF-Malaysia, any employee who has been in continuous service for at least 12 months and if he/she has displayed exemplary leadership qualities beyond the job scope and recommended by the Supervisor shall at the discretion of the Executive Director/CEO be considered for a Merit Award.

- The Merit Award may be a token of appreciation and a letter of commendation from the Executive Director/CEO.

Pixabay

Authordiscovery Authordiscovery

SABBATICAL, STUDY LEAVE & ADOPTION LEAVE

- WWF-Malaysia will grant its employees sabbatical leave of up to one year for studies. When the employee finishes his/her studies, he/she will be able to resume work with WWF-Malaysia in the same position that the person was working in before taking leave.

- WWF-Malaysia grants its employees a paid study Leave of three (3) days every calendar year with proof of offer letter presented.

- An Employee shall be eligible for three (3) working days paid leave for adoption of a child and such leave shall be taken within one (1) week of the adoption of the child.

Peter W. Mayer

University

of Liverpool The Norton

Knatchbull School

© Sanjog Rai / WWF-

Nepal

© David Lawson / WWF-

UK

© Gustavo Ybarra / WWF © Gerald S. Cubitt / WWF © Gerald S. Cubitt / WWF

© Susan A. Mainka / WWF © Martin Harvey / WWF © Fletcher & Baylis / WWF

Indonesia

THANK YOU