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The Better Approach to Succession Planning - MITBA CEO Conference 2011

Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011

- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools

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The Better Approach to Succession Planning - MITBA CEO Conference 2011

  1. 1. THE BETTER APPROACH TO SUCCESSSION PLANNING Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd
  2. 2. The World Today… <ul><li>13 th April 2009 </li></ul><ul><li>Two Domino’s employees </li></ul><ul><li>YouTube </li></ul><ul><li>Apology from Domino’s after 48 hours </li></ul><ul><li>1 million hits </li></ul><ul><li>Twitter: questions on silence </li></ul><ul><li>LinkedIn: suggestions by users in forum </li></ul>BusinessWeek, May 4, 2009
  3. 3. <ul><li>Shareholder : MNRB Holdings Berhad (100%) </li></ul><ul><li>Established Date : 18 September 2002 </li></ul><ul><li>Operational since : 2 July 2003 </li></ul><ul><li>Takaful Model : Al-Wakalah </li></ul><ul><li>Business Portfolio : General and Family Takaful </li></ul><ul><li>Number Products : More than 90 </li></ul><ul><li>Number of Participants : More than 1,800,000 </li></ul><ul><li>Number of Agents : More than 6,000 </li></ul><ul><li>Number of Staff : 490 </li></ul><ul><li>Regional Offices : 11 </li></ul><ul><li>Paid Up Capital : RM295 million </li></ul>TAKAFUL IKHLAS CORPORATE PROFILE
  4. 4. TISB Medical/Health (EB/GHS) Solution Referral Employees Specialist & Hospitals Panel GP Clinics <ul><li>EMPLOYEES & DEPENDANT </li></ul><ul><li>Claims Submission </li></ul><ul><li>Tracking of eligibility </li></ul><ul><li>Enquiries & Complaints </li></ul><ul><li>Employee benefit materials </li></ul><ul><li>Unions </li></ul><ul><li>Abuse of benefits </li></ul><ul><li>PANEL CLINICS </li></ul><ul><li>Processing Bills </li></ul><ul><li>Payment </li></ul><ul><li>Appointment and removal </li></ul><ul><li>Policies & Procedures </li></ul><ul><li>Tracking Entitlements </li></ul><ul><li>Issues & Complaints </li></ul><ul><li>Overcharging & Abuse </li></ul><ul><li>MC Verification </li></ul><ul><li>SPECIALIST & HOSPITALS </li></ul><ul><li>Issuance of GL </li></ul><ul><li>Hosp. Bank Guarantee/Deposit </li></ul><ul><li>Appointment and removal </li></ul><ul><li>Tracking Entitlements </li></ul><ul><li>Processing Bills </li></ul><ul><li>Payment </li></ul><ul><li>Hospital Reports </li></ul><ul><li>EASY ACCESS TO CARE </li></ul><ul><li>Panel of 2000 clinics nationwide </li></ul><ul><li>All major hospitals recognises our GLs </li></ul><ul><li>Appointment & management of </li></ul><ul><li>medical panel </li></ul><ul><li>1 st CLASS SERVICE </li></ul><ul><li>Benefit & Procedure briefing </li></ul><ul><li>Help Desk </li></ul><ul><li>Tri-annual Cost & Utilization Report </li></ul><ul><li>Benchmarking </li></ul><ul><li>Analysis & Recommendations </li></ul><ul><li>PEACE OF MIND </li></ul><ul><li>24/7 LOG Issuance </li></ul><ul><li>Cashless Admission </li></ul><ul><li>Comments </li></ul>CLIENT TISB
  5. 5. Inflation = 7.4% p.a. Inflation = 19.86% p.a. TISB Medical Cost Management
  6. 6. 100% RENEWED WITH US SINCE 2009/2010
  7. 7. INTRODUCTION TO SUCCESSION PLANNING
  8. 8. Intro: <ul><li>“ Cow don’t drink water cannot push cow head down” </li></ul>
  9. 9. Assumption 1 <ul><li>Business Owners who have heirs </li></ul><ul><li>CEOs or Management who wish to instruct HR about SP </li></ul>
  10. 10. Assumption 2
  11. 11. Assumption 2
  12. 12. Philosophy Ultimate Objective of Marketing: “ Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman “ Retention and Loyalty are useless if No Conversion is happening.”
  13. 13. Philosophy “ Retention and Loyalty are useless if No Conversion is happening.” “ Retention and Loyalty are useless if No Performance is happening.”
  14. 14. Philosophy <ul><li>Loyalty is misleading… </li></ul><ul><li>Heavy Consumption ≠ Loyalty </li></ul><ul><li>Loyalty ≠ Heavy Consumption </li></ul><ul><li>Good Performance ≠ Retention </li></ul><ul><li>Retention ≠ Good Performance </li></ul>
  15. 15. PRACTICAL SUCCESSION PLANNING
  16. 16. Right vs. Wrong SP Method <ul><li> Succession Planning as per Job Positions </li></ul> Succession Planning as per Leveling
  17. 17. What’s your purpose for Succession Planning? <ul><li>Succession Planning </li></ul><ul><li>= </li></ul><ul><li>Business Continuity Plan </li></ul>
  18. 18. What’s your SP goal? Business Continuity
  19. 19. Principles and Objectives Principles Company’s Needs <ul><li>Succession Planning of Key Leaders – Founding Directors (perpetual business theory) </li></ul><ul><li>Retention of Key Staff – especially younger ones </li></ul><ul><li>Transform into a Performance-based organization </li></ul>
  20. 20. Principles and Objectives Principles HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive </li></ul><ul><li>Hire Low, Train High </li></ul><ul><li>Performance vs Potential </li></ul><ul><li>Retention / Engagement </li></ul>
  21. 21. The Wrong Approach
  22. 22. The Better Approach Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&B, ACDP, SCL, Transfers, Events P/P Grid, Q12, PA, SDP, SP Selection Development Motivation Evaluation
  23. 23. Two Types of Segmentation for Succession Planning <ul><li>Demographic segmentation </li></ul><ul><li>Talent segmentation </li></ul>
  24. 24. Demographic Segmentation - General Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
  25. 25. Demographic Segmentation - others <ul><li>Women, Working Mothers </li></ul><ul><li>Youtube generation </li></ul><ul><li>Working retired </li></ul><ul><li>Social Activists </li></ul><ul><li>Work/Life balancers </li></ul>
  26. 26. Targeting: Identify and Attract <ul><li>Who are your Talents? </li></ul> : A Talent for others does not mean a Talent for you
  27. 27. Example: ABC’s Talent Profile <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Environment </li></ul><ul><li>No Growth/Learning </li></ul><ul><li>No MBA </li></ul><ul><li>Passion, Values, IQ (streetsmart) </li></ul><ul><li>Appreciate Chaos </li></ul><ul><li>Multitask </li></ul><ul><li>Passion to Learn </li></ul>
  28. 28. Targeting: Identify and Attract Group I (Talent Pool) <ul><li>Identify </li></ul>2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
  29. 29. Targeting: Identify and Attract Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL <ul><li>Identify </li></ul>
  30. 30. SUCCESSION PLANNING VS. YOUR BUSINESS MODEL
  31. 34. The McPlaybook* <ul><li>Make it easy to eat </li></ul><ul><li>50% drive-thru </li></ul><ul><li>Meals held in one hand </li></ul><ul><li>Make it easy to prepare </li></ul><ul><li>High Turnover </li></ul><ul><li>Tasks simple to learn & repeat </li></ul><ul><li>Make it quick </li></ul><ul><li>“ Fast Food” </li></ul><ul><li>Tests new products for Cooking Times </li></ul><ul><li>Make what customers want </li></ul><ul><li>Prowls market for new products </li></ul><ul><li>Monitored field tests </li></ul>*Adapted from: Businessweek , Februrary 5 th 2007
  32. 35. What is the Business Model? USP Market Discipline Profit Model <ul><li>Google </li></ul><ul><li>Tata Nano </li></ul>
  33. 36. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
  34. 37. What is the Business Model? USP Market Discipline Profit Model
  35. 38. Market Discipline <ul><li>&quot;Exactly what I need&quot; </li></ul><ul><li>Customized products </li></ul><ul><li>Personalized communications </li></ul><ul><li>&quot;They're very responsive&quot; </li></ul><ul><li>Preferential service and flexibility </li></ul><ul><li>Recommends what I need </li></ul><ul><li>&quot;I'm very loyal to them&quot; </li></ul><ul><li>Helps us to be a success </li></ul>&quot;They are the most innovative&quot; &quot;Constantly renewing and creative&quot; &quot;Always on the leading edge&quot; &quot;A great deal!&quot; Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership &quot;A no-hassles firm&quot; Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy <ul><li>Air Asia </li></ul><ul><li>LV </li></ul><ul><li>Ramly </li></ul>
  36. 39. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Eg. Google Tata Nano
  37. 40. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  38. 41. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Eg. Air Asia
  39. 42. <ul><li>Product Leadership </li></ul><ul><li>New, state of the art products or services </li></ul><ul><li>Risk takers </li></ul><ul><li>Meet volatile customer needs </li></ul><ul><li>Fast concept-to- counter </li></ul><ul><li>Never satisfied - obsolete own and competitors' products </li></ul><ul><li>Learning organization </li></ul>Alignment & Consistency: Disciplines, Priorities, and KPIs <ul><li>Operational Excellence </li></ul><ul><li>Competitive price </li></ul><ul><li>Error free, reliable </li></ul><ul><li>Fast (on demand) </li></ul><ul><li>Simple </li></ul><ul><li>Responsive </li></ul><ul><li>Consistent information for all </li></ul><ul><li>Transactional </li></ul><ul><li>'Once and Done' </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Management by Fact </li></ul><ul><li>Easy to do business with </li></ul><ul><li>Have it your way (customization) </li></ul><ul><li>Market segments of one </li></ul><ul><li>Proactive, flexible </li></ul><ul><li>Relationship and consultative selling </li></ul><ul><li>Cross selling </li></ul>
  40. 43. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  41. 44. Alignment & Consistency Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009/2010
  42. 45. SETTING EXPECTATIONS AND MONITORING PROGRESS
  43. 46. MBO Standards A Excellent B Good C Average D Poor E Useless
  44. 47. MBO Standards A Excellent B Good C Average Good D Poor E Useless
  45. 48. MBO Standards A Excellent Excellent B Good Very Good C Average Good D Poor Not Good E Useless Commit Suicide
  46. 49. Competency Target Setting <ul><li>Initiative </li></ul><ul><li>Teamwork </li></ul><ul><li>Problem Solving </li></ul><ul><li>Leadership </li></ul><ul><li>Integrity </li></ul>What’s the problem here?
  47. 50. Competency Target Setting <ul><li>Initiative </li></ul><ul><li>Minimize problems quickly without needing to be asked </li></ul><ul><li>Seeks personal growth and professional self-development </li></ul><ul><li>Doing more than is required/expected in a job </li></ul><ul><li>Seeks new and improved solutions and approaches to completing assignments </li></ul><ul><li>Looks for opportunities to help others and team </li></ul>
  48. 51. Competency Standards 3 Meets behavioral standards consistently . Is a good role model for others. 2 Meets behavioral standards some of the time. Needs improvement. 1 Does not meet behavioral standards. Require counseling or disciplinary actions.
  49. 52. DEVELOPING AND MOTIVATING
  50. 53. The Better Approach Business Strategy OJT, Mentoring, Big-5, LP, PDP, SDP, Projects, P/P Grid, SP Table, PDP, Premium, Q12, C&B, ACDP, SCL, Transfers, Events P/P Grid, Q12, PA, SDP, SP Selection Development Motivation Evaluation
  51. 54. Succession Planning Table: Example
  52. 55. Advanced Career Development Plan: Example
  53. 56. Advanced Career Development Plan: Example
  54. 57. Advanced Career Development Plan: Example
  55. 58. Advanced Career Development Plan: Example
  56. 59. SCL: Specialist Career Ladder <ul><li>Telco, </li></ul><ul><li>Outsourcing, </li></ul><ul><li>Aerospace, </li></ul><ul><li>Biotech, </li></ul><ul><li>Digital media, </li></ul><ul><li>Animation,  </li></ul><ul><li>M&A </li></ul><ul><li>Financial forensics </li></ul><ul><li>FSI </li></ul>
  57. 60. SCL: Specialist Career Ladder <ul><li>General incentives & privileges : </li></ul><ul><li>a. Extra monetary incentive </li></ul><ul><li>b. Official Specialist / Consultant job title. </li></ul><ul><li>c. Higher external training subsidy limit by company. </li></ul><ul><li>d. Tie-pin or pin </li></ul><ul><li>e. Certificate </li></ul><ul><li>f. Additional benefits </li></ul>General qualifying/re-qualifying criteria: a. Meet the competency criteria b. Performance min B, PED c. Min. 40 training hr/year d. Physical contribution: i Mentoring ii Write-up iii Speaking iv Multimedia recording v R&D publication / Thesis
  58. 61. Motivating Talent Hope Control
  59. 62. Motivating Talent Passion Job Growth Talent Minimum Motivation Target: 2 out of 4 Delegation
  60. 63. Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff
  61. 64. END NOTES
  62. 65. <ul><li>“ He has 20 years experience: 1 year of bad experience repeated 20 times” </li></ul>
  63. 66. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/
  64. 67. More About Takaful Ikhlas
  65. 68. BUSINESS GROWTH <ul><li>GROSS CONTRIBUTION (Gross Premium) : </li></ul><ul><li>2010/2011 : RM761 million </li></ul><ul><li>2009/2010 : RM615 million </li></ul><ul><li>2008/2009 : RM 579 million </li></ul><ul><li>2007/2008 : RM428 million </li></ul><ul><li>2006/2007 : RM224 million </li></ul><ul><li>2005/2006 : RM147 million </li></ul><ul><li>2004/2005 : RM66 million </li></ul><ul><li>2003/2004 : RM6.5 million </li></ul>
  66. 69. AWARDS <ul><li>Global Leadership Award 2011 (Takaful Sector) - YBhg Dato’ Hj Syed Moheeb </li></ul><ul><li>Kuala Lumpur Malay Chamber of Commerce Merit Industy Award 2011 (Insurance Sector) </li></ul><ul><li>- YBhg Dato’ Hj Syed Moheeb </li></ul><ul><li>MTA Takaful Awards 2011 </li></ul><ul><li>- BancaTakaful: Top Person Producer Award, </li></ul><ul><li>- BancaTakaful: Top Person Producer Award – Investment-Link Regular, </li></ul><ul><li>- BancaTakaful: Top Person Producer Award – Investment - Link Single </li></ul><ul><li>- Young Takaful Manager Award – Wan Jemizan W. Deraman </li></ul><ul><li>Islamic Finance News 2008, 2009 & 2010 – Best Takaful Provider </li></ul><ul><li>Takaful Leadership Awards 2010 – Best Marketing </li></ul><ul><li>International Takaful Awards 2010 – Best Takaful Product for IKHLAS Medic Assist Takaful (IMAT) </li></ul><ul><li>Euromoney Islamic Finance Awards 2010 – Best Takaful Provider </li></ul><ul><li>The BrandLaureate SMEs Chapter Awards 2009, 2010 – Best Corporate Brands Insurance </li></ul><ul><li>The Brand Laureate SMEs Chapter Awards 2008, 2009, 2010 – IKHLAS Medic Assist Takaful (IMAT) for Best Brands in Healthcare Insurance </li></ul>
  67. 70. Some of our valued clients
  68. 71. OUR CLIENTS MARITIME INSTITUTE OF MALAYSIA (MIMA) CITRA ALTI SDN.BHD GOLDEN STAR LOGISTIC SDN BHD RJH CONSULTANTS & SERVICES SDN.BHD TGS MARITIME TECHNOLOGY SDN.BHD SOFT TRIANGLE SERVICES SDN.BHD BROADTEC TV R & D CENTER SDN.BHD BAKTI INSANI SDN.BHD KOPERASI PEKEBUN KECIL DAERAH MUAR BHD PERLADANGAN PESERTA KUNDANG SDN.BHD MOF MANAGEMENT SDN.BHD AXXICO SDN.BHD AMALGAMATED METAL BUILDERS (M) SDN.BHD YAYASAN PUSAT HEMODIALISIS PERAK E - ORGANIZATION MAAHAD TAHFIZ NEGERI PAHANG FICRA NOVA SDN.BHD ESQ LEADERSHIP CENTER WELLNESS LIFESTYLES SDN.BHD WIRA KERJAYA SDN.BHD SURIA MEDIK SDN.BHD VR MARKETING (M) SDN.BHD DUALRANK (M) SDN BHD JENG YUAN RECLAIMED RUBBER SDN.BHD AEROTREE DEFENCE & SERVICES KHALID ALUMINIUM SDN.BHD MLC SHIPBUILDING SDN.BHD MILLELIA AQUA GHANI & CO AEREX SDN.BHD SCIENSIM SDN.BHD FRONTLINE SUPPORT SDN.BHD ANJUNG PERKASA SDN.BHD BESPOKE TECHNOLOGY SDN.BHD BIMB FOREIGN CURRENCY CLEARING AGENCY SDN.BHD GAFIS (M) SDN.BHD MEDIABIZ CREATIVE SDN.BHD KOPERASI UITM BERHAD ABENA CONSULTANTS AL RAJHI BANKING & INVESTMENT CORPORATION (MALAYSIA) BHD WISE INNOVATIONS SDN BHD FADZILL CONSTRUCTION SDN BHD S . N . AKMIDA HOLDINGS SDN BHD YAYASAN PELAJARAN JOHOR PELADANG HEITECH SDN BHD TELEVENTURE SDN BHD PERBADANAN ISLAM JOHOR BRIGHTMARK SDN BHD KEMASIK HOLDING SDN BHD UNIKL MEDICAL SERVICES SDN BHD AL-MADINAH INTERNATIONAL UNIVERSITY FOREST PLANTATION DEVELOPMENT SDN. BHD. FOX COMMUNICATIONS SDN. BHD. YAYASAN ISLAM NEGERI KEDAH SYARIKAT PERUMAHAN NEGARA BERHAD. SERI TEMIN DEVELOPMENT CORPORATION (M) SDN. BHD. CENTRAL SPECTRUM (M) SDN BHD MAJUIKAN SDN BHD MAJLIS BANDARAYA PETALING JAYA ADMINISTRATOR RUMAH AWANG ALAK BETATAR & DAMAI RESIDENCE
  69. 72. OUR CLIENTS MALAYSIAN NPK FERTILIZER SDN BHD FOXBORO (MALAYSIA) SDN BHD CEMENT INDUSTRIES (SABAH) SDN BHD STEEL INDUSTRIES (SABAH) SDN. BHD. INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. STRATEGI TEGAS SDN. BHD KUMPULAN DARUL EHSAN BERHAD PRO ASSET MANAGEMENT SDN BHD INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. MAJLIS PERBANDARAN SEPANG PELABUHAN TANJUNG PELEPAS SDN. BHD SENAI AIRPORT TERMINAL SERVICES SDN BHD PELEPAS BRIGANTINE CONTAINER SDN BHD PERMODALAN NASIONAL BERHAD. ISKANDAR REGION DEVELOPMENT AUTHORITY. SETIAUSAHA KERAJAAN NEGERI KED SCOMI GROUP BHD ASIAN FINANCE BANK BERHAD. KOPERASI ANGKATAN TENTERA BERHAD TISISIT CORPORATION (M) SDN BHD INSTITUT BANK BANK MALAYSIA OMNI OIL (ASIA) SDN BHD PERUNDING UNIKON SDN BHD MALAYSIA CONVENTION AND EXHIBITION BUREAU XAIR COMMUNICATION SDN BHD SYARIKAT BEKALAN AIR SELANGOR HLA ASSOCIATES SDN. BHD. CORPORATE LINE (M) SDN. BHD. PUNCAK NIAGA (M) SDN. BHD. WWE HOLDINGS BHD SUASA EFEKTIF (M) SDN. BHD. SYARIKAT BEKALAN AIR SELANGOR PLC INTERNATIONAL SYOR BERNAS S.B AFRIZAN TARMILI KHAIRUL AZHAR KOPERASI KAKITANGAN BANK RAKYAT BERHAD. MALAYSIAN REINSURANCE BERHAD LEMBAGA ZAKAT SELANGOR. (MAIS). UDA ANCASA SDN. BHD. RHB ISLAMIC BANK. TAKAFUL IKHLAS SDN. BHD. KUWAIT FINANCE HOUSE. RHB ISLAMIC BANK. MALAYSIAN REINSURANCE BERHAD. FELDA IFFCO SDN BHD BIMB INVESTMENT MANAGEMENT BERAD IBFIM
  70. 73. TISB’s Strength in Medical/Health <ul><li>H&S </li></ul><ul><li>Extensive hospital network in Malaysia – Goverment and Private </li></ul><ul><li>Pre-existing conditions – waived </li></ul><ul><li>Specified Illness – waived </li></ul><ul><li>30 days waiting period – waived </li></ul><ul><li>Room & Board upgrade - Members have to pay only the difference in Room & Board charges. No co-sharing of 20% on overall bill </li></ul><ul><li>Operations done in one surgery – Cashless with LOG (day-care) </li></ul>
  71. 74. The Best Medical/Health Solution for your Company <ul><li>Understanding the Program </li></ul><ul><li>Confirming the data on experience </li></ul><ul><li>Customized Programs </li></ul><ul><li>Consider Dread Disease Management </li></ul><ul><li>Cost Inflation at reasonable levels </li></ul><ul><li>Complete Analysis of staff disease trends </li></ul><ul><li>Ownership of health </li></ul>Year 1 Year 2 Year 3 3 year program for BEST RESULTS
  72. 75. TISB Medical Cost Management Pre-Authorization (LOG) Red Flags & Alerts Claims Management Network Management <ul><li>Greater scrutiny on doctors under watch list </li></ul><ul><li>Detect abuse & excessive charges </li></ul><ul><li>Review policy exclusion </li></ul><ul><li>Identify abnormal trends </li></ul><ul><li>Benchmarking of cost & Length Of Stay </li></ul><ul><li>Direct Billing for cashless access </li></ul><ul><li>Negotiate: </li></ul><ul><ul><li>Preferred rates on hospital fees </li></ul></ul><ul><ul><li>Package rates/case rates </li></ul></ul><ul><li>Provider relationship building </li></ul><ul><li>Collaboration with other major health insurer via LIAM </li></ul><ul><li>Verify eligibility & validity of claim </li></ul><ul><li>Manage unnecessary admission via Pre-Admission Assessment Form with guidelines drawn for greater scrutiny </li></ul><ul><li>Encourage daycare procedures </li></ul><ul><li>Query procedure cost and length of stay not within range </li></ul><ul><li>Review one day admissions </li></ul>Call Center Medical Management Call Center Claims & Quality Management
  73. 76. TISB Hospital Management Initiatives Value to Our Clients 1. Negotiate with Hospitals for Preferential Rates <ul><li>Savings from Room & Board Charges & Hospital Charges </li></ul><ul><li>Preferential Rates are Passed Back to Clients </li></ul><ul><li>Members can optimize their Medical Benefits Program </li></ul><ul><li>Conduct Bill Reviews / Profiling of Hospitals and Specialist Clinics </li></ul><ul><li>Query and Liaise with Hospitals and Specialist Clinics for Any Discrepancies </li></ul><ul><li>4. Constant Monitoring and Audits of Hospitals and Specialist Clinic Rates </li></ul><ul><li>5. Pre-Admission Assessment </li></ul><ul><li>6. Review & Redirect Outpatient Specialist Visits (after 6 th visit) </li></ul>Appropriate Charges for All Levels of Care Ensure Service Level are Maintained and Upheld
  74. 77. Passport to the Preferred Care Program Member ID Card Back Front
  75. 78. CONTACT US ….. Takaful Ikhlas Sdn. Bhd. (593075 U) IKHLAS Point, Menara 11A, Avenue 5, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur TEL : 03- 2723 9999 FAX : 03- 2723 9998 EMAIL : [email_address] WEBSITE : www.takaful-ikhlas.com.my

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