CONFIDENTIAL
3.9 Lastly, RTHKC's marketing plan will be an important forcing device to stimulate discussion of revenue-generating opportunities. It should be developed by the marketing unit in close cooperation with the TV and Radio divisions, and should define potential customers, marketing approaches, and revenue targets in several broad areas, such as sponsorship, sale of programme rights, leasing of production resources and facilities, and commissioned output for commercial broadcasters (Exhibir Q)
STAFFING ARRANGEMENTS
10
3.10 The new structure and systems described above will be most effective if RTHKC is staffed by talented and committed individuals. To attract, motivate, and retain such people will require flexible, private-sector-like personnel policies. In particular, the flexibility to recruit high-calibre staff, to reward outstanding performance through incentive-based renumeration and promotion, and to terminate inadequate performers is essential. Such approach would be difficult to realise if the Government Civil Service arrangements remain with RTHKC.
3.11 In this new environment of flexible personnel management, RTHKC will be able to operate with a much leaner staff provided the skills and quality of key people can be upgraded. Because of RTHK's relatively attractive compensation ranges, skills can likely be improved without significant aggregate increases in cost. Specifically, four initiatives are required with regard to staff.
3.12.1 Reduce the number of posts and staff: RTHK today has an approved staff establishment of 969, including 200 Hong Kong Telecom International (HKTI) staff provided under the Technical Services Agreement. Some positions are unfilled, and RTHK employs some temporary workers, yielding a total staff strength of 1,044 as of November 1, 1990. The lack of clear standards for manning levels and overlapping responsibilities suggest that overstaffing exists in some areas. Moreover, RTHK is unable to maximise the effectiveness of its personnel given relatively rigid Government policies on job classification, recruitment, compensation, promotion, and termination.
3.12.2 Rather than seeking to rationalise the current organisation, the team adopted a zero-based approach to assess staffing requirements for the new RTHKC from the ground up. After a detailed evaluation and extensive consultation with RTHK management, an indicative staff range of 710 to 760 has been reached (Exhibit 10). The analysis suggests
SA HA
McKinsey & Company, Im.
CONTULIVIAL
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