CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014

Copyright © 2014 Centre for Executive Education Pte Ltd www.cee-global.com

Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 1

Masterclass on Talent Management &

Succession Planning

“Winning the War for Talent 2.0”

Prof Sattar Bawany Prof Sattar Bawany

CEO, Centre for Executive Education (CEE)

C-Suite Master Executive Coach, Executive Development Associates (EDA)

15 May 2014, Marriott Hotel, Karachi, Pakistan

http://www.cee-global.com/





Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..

Are You a Tiger or a Deer?






Getting to Know Yourself






Module 1:

Introduction and

Workshop Objectives






About Centre for Executive Education (CEE)

Executive Education

Leadership & High Potential Development

Executive Coaching

Succession Planning

Executive Assessment

5

CEE Global is the Exclusive Strategic Partner of Executive Development Associates (EDA), a global leader in Executive Development & Coaching since 1982.






• Centre for Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges.

• CEE’s mission is to assist our client to secure a leading position in their respective market through the development of their human capital.

• CEE offers talent management solutions including executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations.

• Learning Minds! Group, is the Exclusive Affiliate Partner of CEE Global in Pakistan.

Who We Are





Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan

• CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA

• Master Facilitator, IPMA Asia Pacific

• Adjunct Professor of Paris Graduate School of Management

• Over 25 years’ in OD & HR consulting, executive coaching, facilitation, leadership development and training.

• Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management

• Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation.

About Your Speaker






S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN OF ACTION

NJOY OURSELVES

The S.C.O.P.E. Approach






• Understand the Best Working Practices in Talent Management and Succession Planning Strategies

• Develop the skill-sets of the existing Talent Pool as the Key to Success in Retention

• Develop an Effective Strategy for Employee Attraction and Retention

• Gain a deeper understanding of Career Development as a Retention Tool

• Be able leverage on Managerial Coaching to lead and engage a Multigenerational workforce

• Develop a S.M.A.R.T. Action Plan for developing your effectiveness in Talent Management & Succession Planning within your organization

This Masterclass will provide you with a foundation of knowledge that will enable you to:

Workshop Objectives





Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 10 10

The Current Realities of

Managing Today’s Talent




C:/Users/Prof Sattar Bawany/Desktop/Global Talent_ The Hard Facts - The Future of Work.mp4



Key Questions to Ask:

11

Questions for Senior Management and Board of Directors to ask:

1. What is the key talent risks associated with our core business

strategies? With our major investments?

2. What is our talent bench strength? How is our organization

mitigating succession risks?

3. What plans are in place to bring about smooth succession or

substitution of our key talent, if the need arises?

4. How can we strengthen our talent-related due diligence in joint

venture and M&A situations of any of our holdings or subsidiary

entities?






Group Exercise: State of Talent

Management in Organisations in Pakistan • What is the current state of talent management in organisations in Pakistan both in private and public sectors?

• What are the operational challenges and how would you resolve them? What are your recommendations?

Duration: 15 minutes






Best Practice Video on

Talent Management @

13

Jack Welch Part I of the Video: www.youtube.com/watch?v=CCVy7OxThGo

Jeff Immelt Part I of the Video: www.youtube.com/watch?v=8_mlEWJ_nto




C:/Users/Prof Sattar Bawany/Desktop/GE Talent_ Interviews Part 2 with Jeff Immelt.wmv.wmv

C:/Users/Prof Sattar Bawany/Desktop/GE Talent_ Interviews Part I with Jack Welch.wmv.wmv

http://www.youtube.com/watch?v=CCVy7OxThGo

http://www.youtube.com/watch?v=8_mlEWJ_nto



Module 2

Understanding

Human Capital and

Talent Management






Human Resource Management • Human Resource Management (HRM) is defined as a strategic and

coherent approach to the management of an organization’s most valued assets – the human capital (people working there) who individually and collectively contribute to the achievement of its strategic objectives. (Centre for Executive Education – CEE Global)

• HRM consists of four generic processes or functions that are performed in all organizations:

Selection – matching available human resources to jobs; Appraisal – performance management; Rewards – the reward system is one of the most under-utilized and

mishandled managerial tools for driving organizational performance; it must reward short as well as long-term achievements

Development – developing high quality employees.

15






What is Talent Management (TM)?

Talent Management is the strategic management of the flow of talent through an organization.

Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives.

The right supply of talented workforce is crucial to realize the strategic goals of the organization not only for today but also in the future.

Organization’s efforts to attract, select, develop, and retain key talented employees in key strategic positions.






Talent Management (TM) Concept

• TM introduced by McKinsey Consultants, in the 1990’s

• TM is identified as the critical success factor in the achieving sustainable organisational success

• TM focuses on

– differentiated performance: A, B, C players or employees influencing company performance and success

– identifying key or critical positions in the organization

• Research has consistently show that firms do recognize the importance of talent management but they lack the competence required to manage it effectively






Debate: What is Talent?

According to McKinsey; talent is the sum of

• a person’s abilities,

• his or her intrinsic gifts,

• skills, knowledge, experience ,

• intelligence,

• judgment, attitude, character, drive,

• his or her ability to learn and grow.






Who are Talented People?

• They regularly demonstrate exceptional ability and achievement over a range of activities

• They have transferable high competence in assuming different roles and responsibilities

• They are high impact people who are resilience, emotionally intelligence and can deal with complexity






CEE Talent Management Framework

20

Source: Sattar Bawany, ‘How Singapore Companies Can Win the War for Talent’ in Singapore Business Review http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent, 5 September 2013




http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent


















Elements of Talent Management

21

• Talent Acquisition.

• Talent Development

• Performance Management

• Succession Planning

• Talent Engagement

• Organizational Results






How does TM fits within HR?

TALENT ACQUISITION/PLANNING

Proactively recruiting world-class, diverse leadership talent

Executive Recruiting

New Leader On-Boarding

Assessment/Candidate Slating

PERFORMANCE MANAGEMENT/

SUCCESSION PLANNING Ensuring a strong leadership pipeline to drive growth for today and tomorrow.

Performance Management

EQ-i 360 Feedback

Leadership Transition

TALENT DEVELOPMENT Developing and executing programs,

processes & tools to grow our current and future leaders

Leadership Programs for High Potentials

Executive Coaching

Global Talent Development

ORGANISATIONAL CIMATE EMPLOYEE SATISFACTION - TALENT ENGAGEMENT – TALENT RETENTION

Identifying the level of engagement of employees to optimize contribution and reduce enhance retention

ACHIEVING ORGANISATIONAL RESULTS






The Business Case for TM

• To compete effectively in a complex and dynamic global environment to achieve sustainable growth

• To develop leaders for tomorrow from within an organization

• To maximize employee performance as a unique source of sustainable competitive advantage

• To empower employees: Cut down on high turnover rates Reduce the cost of constantly hiring new people and

also cost in training them






Value Proposition of TM

Talent Management strategies help ensure the quality, depth and diversity of a company’s leadership and talent bench.

Effective Talent Management accelerates businesses’ ability to exceed performance expectations and drive future growth by: Developing talent with the values, skills and experiences

needed to be successful today and in the future Aligning and integrating core HR processes with business

processes to increase individual, team and organizational performance






Individual Exercise: Best Practices

on TM Strategies in Organisations • Review of the 10 Best Practices

Approaches to Talent Management on pg. 16 of the Workbook and evaluate the relevance and application to your own Organisation?

• What are the operational challenges and how would you resolve them? What are your recommendations?

• Be Prepared to discuss with the larger Group.







Talent Management in Today’s

Global Economy • Companies today face formidable talent challenges. The ability

to sustain a steady supply of critical talent is a challenge facing all organizations — worldwide.

• Among the issues impacting the “next generation” workforce are impending skill shortages, an increasingly cross-generational and diverse workforce, the need for knowledge transfer from retiring baby boomers, and significant leadership gaps.

• Intense cost pressure from both traditional and emerging competitors, new markets, and more demanding customers are additional elements that give a new sense of urgency to the concept of talent management.






Talent Engagement to Achieve Results • Profitability

• ROI

• Cost Optimisation

• Employee Satisfaction

• Employee Loyalty

• Company Policies

• Rewards and Flexibility

• Culture, Espirit De Corps

• Coaching Leadership Style

• EQ/EI Competencies

• Level 5/Ontological Humility

Organisational Results

Employee/Stakeholder Engagement

Organisational Climate

Self & Team Leadership Effectiveness

Customer Engagement/Loyalty • Customer Satisfaction

• Service Value/

Relationship

Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013




http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore

















Role of Leaders in Talent Engagement

“Leadership is all about the ability to have impact and influence on your followers so as to ENGAGE THEM towards ACHIEVING RESULTS of your organisation

leveraging on Ontological Humility and Level 5 Servant Leadership as well as repertoire of Leadership Styles

blended with elements of Socialised Power/Social Intelligence Competencies ”

(Bawany, 2013)

Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.





















Module 3

Increasing

Senior Management

Accountability for

Talent Management






Questions to Ask:

32

Questions for Senior Management and Board of Directors to ask:

1. What is the talent strategy that supports our organization (business) objectives

and capital investments?

2. What talent KPIs are we monitoring at the board level? How do they connect

to our business strategy?

3. What development have we provided our key successors in the past year? Has

our leadership bench strength changed and why?

4. How does our management access the necessary talent to support operational

excellence, such as lean and other quality and process improvement methods?

What improvements are being made?

5. Which board committee provides primary oversight for our talent programs

and policies? Should a board level talent/human resources committee be

formed to allow more focused oversight by the board?






Group Discussion: Important

Talent-related KPIs

33

There are a number of metrics that directors should be given access to that would help provide more clear insight into talent-related risks. These include: • Succession bench strength • Pipeline for critical organizational roles • Leadership capabilities required in the future vs. current capabilities • Value of engagement score increase (dollars per point)

What are other KPIs that would be relevant to Your Organizations in Pakistan?







Module 4

Planning for Succession






Succession Planning - Defined

Process of identifying the future leaders of your organization and creating a development plan for them to be ready when the time comes.






Succession Planning

• It is imperative that Succession Planning is a key part of a company’s strategic planning process

• Without a proper succession plan, it would be difficult to nurture and develop your key talent.

• Succession Planning is much more important than most companies realize.






Succession Planning &

High Potentials • Succession planning involves the identification of high-potential

employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives.

• Succession planning involves:

Understanding the organization's long-term goals and objectives.

Identifying the high-potential candidates and their respective developmental needs.

Determining workforce trends and predictions.






Steps Involved in Succession

Planning

1. Identifying legal and diversity issues to consider

2. Establishing present and future leadership roles and objectives

3. Selecting key employees

4. Evaluating the strengths, weaknesses and readiness for succession in key employees

5. Planning for the individual development of and ways to retain key employees

6. Identifying “emergency” positions without successors

7. Planning for positions that cannot be filled internally






Possible Pitfalls of Succession

Planning • Lack of a formal development plan for each key person

• Development plans that are not implemented properly, or plans not implemented at all

• Development plans that are not tailored to the needs of an employee

• Development plans are not discussed with employees, and mutual consent is not obtained

• Key employees not knowing that they are key employees






Possible Pitfalls of Succession

Planning • Development plans that are not well thought out, and made

just for compliance

• Including employees who are not qualified in the “key employee” list just to make them feel better

• Employees staying in the same position for too long resulting in your best people leaving the organization

• An employee being identified as a successor, but not getting the leadership position when the time comes






Best Practice Approach for Identification,

Selection and Development of High Potentials

Review Talent

Integrate Performance Management Processes

Integrate Career Planning into Leadership Development & Succession Management

Identify

High Potential (HIPOs)

Assess High

Potential (HiPOs)

Develop

Implementation and Ongoing Evaluation / Review of the Framework

Define for the

Future Success of

the Organization

41






Key Definitions

Concept Definition

Mission Critical Roles Roles that require planning because they feed into senior management or are critical to organization success

Developmental Roles Roles that provide excellent developmental experience

High Potential Someone who has been identified as having the ability to advance

Nine-Box (9-Box) Grid Tool used to plot current performance and future potential of a segment of the workforce

Talent Pool A group of people being prepared for higher-level roles

Talent Review Broad review of talent to identify candidates for development to higher levels. Usually involves group discussion at multiple levels.

42





Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan 43 Confidential and Proprietary

How do you determine if a Leader has Potential? 1. Strong track record of performance.

2. Demonstrates initiative, drive, and persistence to reach higher. Seeks out feedback.

3. Understands the people side of the business. Strong interpersonal and communication skills.

4. Learning Agility. Desire to grow and develop.

5. Understand organization dynamics (up-down-across). Ability to communicate with and influence key stakeholders. Good “networking skills”.

6. Readily seeks out and accepts feedback

7. Improvement focus/mentality (self, team and business). Willingness to change behavior and embrace changes

8. Strong communication skills

9. Strong work ethic (willingness to go above and beyond)

10. Strong drive to succeed and continuous improvement

Source: EDA Research on Identifying and Developing HIPOs (Tomorrow's Leaders)

43






Who are High Potentials?

High Potentials consistently and significantly outperform

their peer groups in a variety of settings.

While achieving these superior levels of performance, they

exhibit behaviors that reflect their companies’ culture and

values in an exemplary manner.

Show a strong capacity to grow and succeed throughout

their careers within an organization – more quickly and

effectively than their peer groups do.

Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business

Review, June 2010






The difference between high-performance employees and

high-potential employees is that the high-performance

employee are very good at performing their jobs, while the

high-potential employees have demonstrated measurable

skills and abilities beyond their current jobs.

The real damage is done when the high-performance

employee is promoted to a managerial level, is uncomfortable

and struggles in their new role, resulting in high levels of

stress and anxiety, causing them to quit.

High Performers vs. High Potentials






Studies show employee turnover can cost companies up to

40 percent of their annual profit. That's for the turnover of

all employees, regardless of their performance levels.

The financial impact of losing a significant number of high-

potential employees (those Gen X and Y who have been

identified as your future leaders) can be exponentially

higher.

High Performers vs. High Potentials






Building a Leadership Pipeline

Reference: Ram Charan, Stephen Drotter and James Noel “The Leadership Pipeline”, Jossey-Bass,

Wiley, San Francisco, California, 2000






“Crisis may be an overused word, but it’s a

fair description of the state of leadership in

today’s corporations. CEOs are failing

sooner and falling harder, leaving their

companies in turmoil. At all levels,

companies are short on the quantity and

quality of leaders they need.”

Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008

Business Case for

Succession Planning






Introduced a clear Gen Y Talent Management Strategy

– Current leaders who espouse performance and development conversations

– HR facilitation without “encumbrance”

Key elements include:

– Selection based on values - creative, courageous, responsive, international and

trustworthy….and explicitly modelling desired behaviour

– Commitment from EXCO down…Talent Management Committee

– Senior Leaders have responsibility to be talent scouts for Gen Y leaders

– Senior Leaders expected to have “Conversations that Count” – performance, learn and

develop, career development and engagement of Gen Y employees

For this Bank, Gen Y Talent Management is a differentiator!

Case Study – Global Bank with

Significant Asia Presence






Program Evaluation

Development of Pipeline of

Gen Y High Potentials






• Develop Internally—buying may not be an option • Update Curriculum for Development of Gen X and Y • Update Approach to Organizational Learning • Boost Emphasis on Gen X and Y Future Leadership • Be Clear about Executable Tasks of Leadership Organizations need to be more intentional & articulate

about the leadership skills they require & more creative in designing experiences that help Gen X & Y

employees acquire them

HR’s Role: Building the Pipeline






Finding leadership talent early is essential. The path from initial recruitment to the senior levels of a company is approximately twenty-five years long and involves, on average, only five jobs before becoming eligible for the CEO post.

The sooner Gen Y potential talent is identified, the better it can be developed and tested.

The most precious resources here are not financial but the time, energy, and attention of other leaders. These are always in short supply and must therefore be devoted to the people who are most likely to succeed at top levels.

Identify Gen Y Talent Early






Alignment with

Strategic Direction

Expanding Leadership Competence Organization Competence

•Markets

•Competition

•Customers

•Products

• Shift of Mindset (Mental Models)

• Leadership Effectiveness – Core Transitional Skills

• Business and Financial Acumen

• Development of Others (Corporate Coaching Skills)

•Business Processes

•Structure & Accountabilities

•Relationships, Power & Politics

•Staffing & Capabilities (Knowledge Mgt)

Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p40

ART of High Potentials






Development

Review Board

Executive Development

Coach Professional

Network

Development

Assignments

Business

Results

Leadership

Growth

Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61

Accelerating the Development

of High Potentials






Agenda

Senior insight powerful (+)

HiPo presents goals, aspirations & developmental questions

Career plans assessed in light of organisational needs

Board shares personal insights

Brainstorm specific developmental suggestions & connections

HiPo Development Review Board

HiPo

Executive

Committee

HR Facilitator (Strategic

Business

Partner) Executive

Coach

HR

Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61

Accelerating the Development

of High Potentials






• Next Generation of leaders at all levels demonstrate a high degree of Emotional Intelligence in their role

• Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement

• Critical EI competencies includes: relationship management; cross cultural communication; effective negotiation and conflict management

Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Download Complimentary e-copy from from: www.cee-global.com/6/publication

Development for High Potentials in Asia




http://www.cee-global.com/6/publication





Accelerated

Growth

Potential

Continuing investment

(May be recently promoted)

High investment, help

improve performance

High investment and/or promote/give more responsibility

These “stars” are ready for an assignment at a higher organizational level – challenge them.

Solid

Growth

Potential

Monitor

Continuing investment

High investment, accelerate

skill development

Stable

Growth

Potential

Monitor

Need to demand performance improvements

May be in wrong job or at wrong level. Consider reassignment.

Continuing investment Minimal investment but

continue to reward, retain

Needs Improvement Meets Expectations Exceeds Expectations

1/3

1/2

1/1

2/3

2/2

2/1

3/3

3/2

3/1

Past Performance

Gro

wth

Po

ten

tial

58

Best Practice: GE* Nine Box Model

*GE Crotonville’s Management Training Center






Succession Plan Organization Name, Department Name ___________________

Key Position Title Incumbent

Name

Position

Vulnerability

Succession Candidate

Names

Open in

< 1 Yr

Open in

1–3 Yrs

Open in

3 + Yrs

Ready in

< 1 Yr

Ready in

1–3 Yrs

Ready in

3 + Yrs

Tool: Sample Readiness Level Chart






Overall Performance Summary: (Indicate recent performance including major accomplishments or performance issues.) Key Strengths: (List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person

has.) Development Needs: (List 2 or 3. Indicate key experiences, skills or knowledge the person lacks in order to move to

the next level.) Development Actions: 1. On The Job: (What new responsibilities do you plan to assign to help this person develop

this year?)

NAME: ________________ TITLE: ________________

Sample Development Plan Tool: High Potential Assessment - 1






2. Special Assignment: (What task force, projects or special assignments will be given this year to aid development?) 3. Training: (What specific training or seminars are recommended this year for his/her development?) Potential For Promotion: (Indicate this persons readiness to be promoted to the next organizational level.) Ready now for the next level. Ready in the next 24 months. Ready in 2 to 3 years. Recommended Next Position: (List the next assignment that would most benefit the individual in his/her development.)

Sample Development Plan (cont’d) Tool: High Potential Assessment - 2






Group Exercise: Case Study on

TM and Succession Planning






• Succession Planning Process: Identify a critical position in the organization (Ann, the CEO)

Delve down three levels below the critical position: no one, then Abby (Head of HR), and finally Robin (Head of Organisational Excellence)

• Looking at this example, what are the potential challenges do you foresee to the subject of succession planning for Ann’s role as the CEO and what are your recommendations to the Board?

Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group

Duration: 15 minutes (Small Group Discussion) 15 minutes (Plenary Discussion)

Group Exercise: Case Study on

TM and Succession Planning






Module 5

GROW Your Talent with

Managerial Coaching






“Coaches help people set better goals and then reach those goals, provide the tools, support and structure to accomplish them” International Coaching Federation

“Coaching is a powerful, collaborative relationship between a coach & a willing individual which enables, through a process of discovery, goal setting the realization of strategic action” Corporate Coach U

What is Coaching?






“Coaching is unlocking a person’s potential to maximise their own performance. It’s helping them to learn rather than teaching them”

The Inner Game in Business by W Timothy Gallwey

“Coaching is the art of improving the performance of others. Managers who coach encourage their teams to learn from and be challenged by their work. Create the conditions for continuous improvement by helping staff to define and achieve goals.”

Coaching Successfully by Roy Johnson and John Eaton.

What is Performance Coaching?






Helping an individual:

“Learn what it takes” to improve existing capabilities

Set meaningful goals

Be accountable for results

Understand and eliminate barriers

Focus of Managerial Coaching






Managerial Coaching Redefined

“Managerial Coaching is about developing and maximising an individual employee’s potential will

consequently impact positively on the organisation’s performance. It is about more inquiry (ask) and less

advocacy (tell) which means helping that individual to learn rather than teaching. Coaching sets out to embrace

the employee as an individual and understands the organisational context in which the employee operates. It seeks to achieve alignment between the individual

employee, team and organisational goals.”

(Centre for Executive Education, 2013)

69






Intention

Words Relationship

TRUST

COACHABLE MOMENT®

Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior.

Being a Manager - Coach






1. Goal 2. Reality

• Invite self assessment • Feedback • Is there a gap?

• Be creative – look at the full range, brainstorm • Offer suggestions for consideration – beware advice!

3. Options 4. Wrap Up • Identify possible obstacles • Commit to action • Identify steps • Agree support

• Agree topic for discussion • Agree specific objective of the session • Set longer term aim if appropriate

Gap?

The GROW Coaching Model






1. Goal 2. Reality

• What’s the evidence? • What have you already tried? • What did you learn from that? • What other feedback do you have?

• If you looked at this from another angle … what could you do then? • What could you try now? • What else? • What could you do as a first step?

3. Options 4. Wrap Up

• What do you want to cover today? • What are you hoping to achieve today? • What are the priorities?

• What other help/input do you need? • When could you do this? • What could get in the way of your plans? • How will you overcome this? • How will you/others know you’ve been successful?

• End – what have you learnt from today? How have we worked together? What could we do differently next time?

GROW – Coaching Questions






Conduct these role-play sessions in groups of 3. For each of the role-play sessions, there will be an employee, a manager-coach and an observer. Preparation – 5mins Coaching session – 15mins Debrief – 5 min Rotate the roles after each role-play session. Focus will be on a real-life case scenarios that you are currently experiencing in your workplace/teams. Alternatively you may consider one of the 3 examples workplace scenarios on page 43.

GROW – Coaching Practice Session






Module 6

Summary & Crafting a

SMART Personal Action Plan





Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan

Organization

Analysis

-Job descriptions

-Job specifications

Assessing the Employees

A B C D

Potential

Candidates

Performance

Evaluation

Bus. Results

Personal

Development

Activities

Talent

Review

Committees

Potancial

Candidates

and

Succession

Lists

Approval

of the

Lists

Analysis

Assessment

Development

Talent

Development

Programs

January - April May-June July onwards......

Summary: Talent Management Process






Individual Exercise: Creating a SMART Personal Development Plan

Specific Goal

Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s):

Actions What action will I take? What will I do differently?

Reality Check Is this goal achievable?

Why is this goal important?

What resource(s) do I need? Funding? Support?

Timeline

When will I start?

When do I expect to meet my goal?






Appendix

Recommended Further

Readings and Videos in the

Participants’ Resource

Workbook






Key Readings and Resource Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, First Published on 12 February 2013

Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, E-copy of the Chapter is available as a download from: http://www.cee-global.com/6/publication

Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly.

CEE Published Articles on Talent Management: http://www.cee-global.com/6/publication

CEE Presentations on TM: http://www.cee-global.com/7/speaking_engagements

78























http://www.performanceconsultants.com/resources/coaching-for-performance-book






http://www.cee-global.com/7/speaking_engagements






GE Talent Machine - Interview with Jeff Immelt and Jack Welch: http://www.youtube.com/watch?v=CCVy7OxThGo The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach: http://www.youtube.com/watch?v=G9ElB4RILm0 Talent Management Summit: Leading and Engaging a Multigenerational Workforce: http://www.youtube.com/watch?v=BiCJ3s7mRSo Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

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http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html



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Leading and Engaging Your Talent




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C:/Users/Prof Sattar Bawany/Desktop/Video on What Make a Great Leader - Leaders Care.mpg



If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts…






Prof Sattar Bawany

CEO, Centre for Executive Education (CEE)

Managing Director, EDA Asia Pacific

Email: [email protected]

LinkedIn: www.linkedin.com/in/ceeglobal

Facebook: www.facebook.com/ceeglobal

Twitter: www.twitter.com/cee_global

Articles: www.cee-global.com/6/publication

Presentation: www.cee-global.com/7/speaking_engagements

Further Dialogue on Social Media




http://www.linkedin.com/in/ceeglobal

http://www.facebook.com/ceeglobal

http://www.twitter.com/cee_global







http://www.linkedin.com/in/bawany

http://www.twitter.com/sattarbawany

http://www.facebook.com/ipma.singapore

To Register: Email: [email protected] | Call: +92-21-111-111-564

Overview In today’s globalized business environment, organizations are cultivating and accumulating human, organizational, and social capital as a means of gaining sustainable competitive advantages in order to respond to the critical business challenges that they face. Many managers and organizations are now coming to terms with the fact that human resources (HR) can play an important role in the company’s core and distinctive competencies. Organizations know that they must have the best talent in order to succeed in the hypercompetitive and increasingly complex global economy. Along with the understanding of the need to hire, develop, and retain talented people, organizations are aware that they must manage talent as a critical resource to achieve the best possible results. Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first to mid-level leadership ranks, and at the front lines. Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organizations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea of managing talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best relegated to the personnel department. Now, talent management is an organizational function that is taken far more seriously. Talent Management & Succession Planning Masterclass by Prof. Sattar Bawany coaches senior managers and HR practitioners on how to win the “War of Talent”.

Talent Management & Succession Planning Masterclass May 15, 2014, Marriott Hotel, Karachi

Facilitated by: Prof. Sattar Bawany


Talent Management Framework

Program Outline Introduction § Check-In & Workshop Objectives § Experiential Learning: The ‘S.C.O.P.E.’

Approach § Group Discussion: The State of Talent

Management in Today’s Organizations § Eight Talent Management Questions CEOs or

Effective Boards Should Ask Understanding Human Capital and Talent Management § What is Human Capital & Talent Management? § A Focused Effort to Manage Talent § Drivers for Talent Management in Organizations § Group Review: Best Practices on Talent

Management Strategies: Seven Keys to Effective Talent Management

Increasing Management Accountability for Talent § Business Strategy Oversight § Accountability and Execution § Group Exercise: Important Talent-related Board

KPIs § Improving Oversight of Talent-related risks

Planning for Succession § Role of Board in C-level Succession-Planning

process § Assessing competencies of its senior executives § Approaching global workforce planning § Retaining mission-critical and high-potential

talent GROW Your Talent with Managerial Coaching § What is Coaching? Context for Managerial

Coaching § The GROW Model for Coaching your Key

Talents § The Essentials Skills for Managerial Coaching § Skill Practice: Role-Play on Experiential

Coaching Practice using pertinent Case Scenarios

§ Group Debrief Summary & Action Plan § Self-Reflection and Summary § Individual Exercise: Development of SMART

Personal Action Plan § Conclusion and Checking-Out

Talent Acquisition: Proactively recruiting world-class, diverse

leadership talent and providing on-boarding support for them to

accelerate their assimilation into their roles.

Talent Development: Developing and executing learning and

development programs, processes & assessment tools to grow

current and future leaders

Performance Management: The process of creating a work

environment in which people can perform to the best of their

abilities.

Succession Planning: towards developing a leadership pipeline

or assuring near-term leadership continuity by thoughtful

consideration of the availability, readiness, and development of

internal talent (including High Potentials) to assume critical

“priority” leadership roles.

Talent Engagement: Identifying the level of engagement of

employees to optimize their contribution and reduce attrition as

well as to enhance retention.


About Prof. Sattar Bawany Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE). He is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. He is also the Managing Director as well as Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. IPMA is the Affiliate Partner of EDA in Asia Pacific. Prof Bawany is also the immediate past Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore. Prof Bawany has assumed various senior management roles including Managing Director/Country Head and Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organizational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay Group, The Forum Corporation and Mercuri International. He is especially skilled at helping executives work through leadership transition issues, whether individually or systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioral change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement. He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments including the Myers-Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and application of the Benchmarks® and Skillscope® Profiling Instruments. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC). In Pakistan, Prof. Sattar Bawany exclusively works with Learning Minds Group.

Program Investment & Registration Details:

Program fee per participant is PKR 35,000/- The program fee covers tuition, program manual, simulations, certificate of participation, lunch, refreshment and

business networking. Payment is due before program commencement. Avail 10% discount on registering 2 or more delegates from the same organization. Cancellations can be sent 7 days before the program, after which NO cancellations will be accepted.

For more information, please contact us at:

Learning Minds Group Suite no.12, Mezzanine Floor, Progressive Plaza, Beamount Road, Civil Lines, Karachi.

Email: [email protected] Phone: 92-21-35641305 - 07 Website: www.learningmindsgroup.com Facebook: https://www.facebook.com/learningminds LinkedIn: www.linkedin.com/company/learning-minds-group

© 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global)

www.cee-global.com

Talent Management & Succession

Planning Masterclass:

“Winning the War for Talent 2.0”

PARTICIPANT’S PRE-WORKSHOP PREPARATION (READINGS ON TALENT MANAGEMENT THEME)

Name :

Venue : Marriott Hotel, Karachi

Date : Thursday, 15th May 2014, 8.30 am to 5.30 pm

Facilitator : Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific Strategic Advisor & Master Facilitator, IPMA Asia Pacific

http://www.ipma.com.sg/cee.php

© 2014 Centre for Executive Education Pte Ltd – All Rights Reserved. (Learning Minds! Group is an Affiliate Partner of CEE Global) Page 2

www.cee-global.com

22 April 2014

Dear Participants As your Facilitator, it is a great pleasure to welcome you to the Talent Management & Succession Planning Masterclass: Winning the War for Talent 2.0 which is to be held on 15th May 2014 at Marriott Hotel, Karachi, Pakistan. In today’s globalized business environment, organizations are cultivating and accumulating human, organizational, and social capital as a means of gaining sustainable competitive advantages in order to respond to the critical business challenges that they face. Many managers and organizations are now coming to terms with the fact that human resources (HR) can play an important role in the company’s core and distinctive competencies. Although managers and organizations recognize the importance of the effectiveness of managing human capital, firms are yet to understand the process that leads to the appropriate implementation of HR policies and practices. CEO tenure continues to shrink, with two out of every five new CEOs failing in their first 18 months, it has become absolutely critical for companies to cultivate internal candidates for top positions. Yet corporations are beginning to realise that once executive succession pipelines are broken it will adversely affect their ability to identify and nurture future leaders. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the recent economic downturn we have experienced a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organizations including in Pakistan and across Asia Pacific. Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organizations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea of managing talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best relegated to the personnel department. Now, talent management is an organizational function that is taken far more seriously. As part of the preparation for the workshop, kindly review the accompanying set of Readings related to the theme of the workshop specifically on Talent Management & Succession Planning. Please bring along these set of Readings to the workshop. Finally, it is our hope that the workshop will be a rewarding and useful experience for you, and application to your workplace. Thank you and we look forward to meeting you personally on 15 May 2014. Your Master Facilitator Prof Sattar Bawany CEO, Centre for Executive Education, CEE Global C-Suite Master Executive Coach, EDA Asia Pacific Strategic Advisor & Master Facilitator, IPMA Asia Pacific Senior Advisor, Corporate Learning Solutions Email: [email protected] LinkedIn: www.linkedin.com/in/bawany


mailto:[email protected]

http://www.linkedin.com/in/bawany


www.cee-global.com

WINNING THE WAR FOR TALENT 2.0

Talent management consisting of talent planning and development is a relatively new concept, only emerging in the 2000s. It derives from the phrase ‘the war for talent’, which originated in the late 1990s from the research by global management consulting firm, McKinsey & Co as a means of highlighting the problems that organizations were having in attracting and retaining talented people1. Companies that adopt a “talent war” mindset may place too much value on outsiders and downplay the talent already in the company. The approach should be

one that emphasizes the ability of everyone to succeed and thereby ‘achieve extraordinary results with ordinary people.

In 1997, a groundbreaking McKinsey study exposed the "war for talent" as a strategic business challenge and a critical driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled, many assumed the war for talent was over. It's not.

Now the authors of the original study reveal that, because of enduring economic and social forces, the war for talent will persist for the next two decades. McKinsey & Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argue that winning the war for leadership talent is about much more than frenzied recruiting tactics. It's about the timeless principles of attracting, developing, and retaining highly talented managers - applied in bold new ways. And it's about recognizing the strategic importance of human capital because of the enormous value that better talent creates2. Fortified by five years of in-depth research on how companies manage leadership talent - including surveys of 13,000 executives at more than 120 companies and case studies of 27 leading companies - the authors propose a fundamentally new approach to talent management. They describe how to: create a winning EVP (employee

value proposition) that will make your company uniquely attractive to talent; move beyond recruiting hype to build a long-term recruiting strategy; use job experiences, coaching, and mentoring to cultivate the potential in managers; and, strengthen your talent pool by investing in A players, developing B players, and acting decisively on C players. Central to this approach is a pervasive talent mindset - a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels. Using practical examples from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five imperatives that every leader - from CEO to unit manager - must act on to build a stronger talent pool. Written by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent. In today’s tight labor market, companies are facing intense competition for talent – and are giving increased attention to ways to retain talent rather than rely on costly replacement and retraining. Retention of talent with critical skill sets is vital for achievement of business growth and to build organizational competencies, which represent a competitive advantage. The loss of needed talent is costly because of the resultant bidding up of market salaries for experienced hires to replace them, the costs of recruiting and assimilating new talent, the lost investment in talent development, and the hidden costs of lost productivity, lost sales opportunities, and strained customer relationships. Can companies win the “war for talent”? Will we be able to define and implement a retention strategy that will

1 Research by McKinsey & Co. www.mckinsey.com/insights and published in a book “The War for Talent” by Ed Michaels, Helen Handfield-Jones, Beth Axelrod, Harvard Business Press,

2001 (ISBN: 9781578514595)

2 Ed Michaels, Helen Handfield-Jones, Beth Axelrod, “The War for Talent” Harvard Business Press, 2001 (ISBN: 9781578514595)


http://www.mckinsey.com/insights

http://www.mckinsey.com/insights


www.cee-global.com

give us the stable, committed, capable workforce required to achieve a competitive business advantage? Consulting firm and research organization reports, published books and articles, and internal company retention studies suggest that everyone is following the same overall plan. How will this approach give a company an edge? Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first- to midlevel leadership ranks, and at the front lines. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the current economic downturn we may experience a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organizations. The supply of leadership talent is critical to any organization’s prosperity and is, therefore, a central element of talent management. The increasing trend of growing leaders from within is based on a dawning realization that a popular alternative for acquiring talent—poaching key people from competitors—ultimately leads to frustration. Outstanding leaders who can ‘ramp up’ quickly are hard to find, increasingly expensive, and even when successfully recruited, tend to move from company to company. So the best approach, usually, is to develop systems and processes to identify available leadership talent. Many studies have shown that an important factor for commitment and retention is the effectiveness of immediate management. Employees say it is an important element of the work environment; research shows it highly correlated with commitment and retention scores, and employees cite poor management as a key reason for leaving a company. Accordingly, there have been many books focused on manager effectiveness. One big seller was First, Break all the Rules, reporting on the Gallup Organization’s findings and recommendations for better management of people. So, what do we mean by talent management? In the broadest possible terms, it is the strategic and tactical management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. The term “talent management” is often used to denote e-recruitment and automated applicant tracking systems. This emphasis on staffing and recruiting is more appropriately called the talent acquisition phase of the talent management cycle (see Figure 1), an important but preliminary step in the overall process.

Figure 1: CEE Talent Management Cycle



www.cee-global.com

The CEE Talent Management Cycle includes the proactive analysis and planning to assure long-term strategic development and deployment of critical leadership and other resources through systematic identification, assessment, planning, and developmental action3. Talent Management Cycle is composed of several essential elements:

1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to accelerate their assimilation into their roles.

2. Talent Development: Developing and executing learning and development programs, processes &

assessment tools to grow current and future leaders

3. Performance Management: The process of creating a work environment in which people can perform to the best of their abilities.

4. Succession Planning: This is critical towards developing a leadership pipeline or assuring near-term

leadership continuity by thoughtful consideration of the availability, readiness, and development of internal talent (including High Potentials) to assume critical “priority” leadership roles.

5. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and

reduce attrition as well as to enhance retention. 6. Organizational Results: Achieving favourable and desired results is obviously the ultimate outcome

expected out of any effective integrated talent management system. However, it is a lagging indicator and business leaders will have to focus on the organisational climate which will have an impact on the other elements of the Integrated Talent Management Framework as explained earlier. The flow of effective communication and the systems of recognition and rewards are integral parts of the climate which influence the talent’s performance effecting productivity, creativity and in driving results with the right impact. The climate is impacted by a values-driven leadership team.

3 Source: Sattar Bawany, "How Singapore firms can win the war for talent" published by Singapore Business Review on 5 September 2013.




www.cee-global.com

APPENDIX I: RECOMMENDED READINGS & VIDEOS

1) Bawany, S (2013)) "How Singapore firms can win the war for talent" published by Singapore Business

Review on 5 September 2013. http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent

2) Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review,

http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, First Published on 12 February 2013

3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession

Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a download from: http://www.cee-global.com/6/publication

4) Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly.

5) CEE Listing of Published Articles on Talent Management and Leadership Effectiveness: http://www.cee-global.com/6/publication

6) CEE Past Speaking Engagement Presentations on Talent Management and Leadership Effectiveness: http://www.cee-global.com/7/speaking_engagements

1) GE Talent Machine: The Making of a CEO – Interview with Jeff Immelt and Jack Welch http://www.youtube.com/watch?v=CCVy7OxThGo

2) The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach :


3) Talent Management Summit: Leading and Engaging a Multigenerational Workforce : http://www.youtube.com/watch?v=BiCJ3s7mRSo

4) Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:


5) TED Talk by Simon Sinek on Inspiring Leadership & Engagement Talent: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html














http://www.youtube.com/watch?v=BiCJ3s7mRSo


http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html


www.cee-global.com

APPENDIX II: CORPORATE PROFILE OF CEE AND STRATEGIC PARTNER, LMG About Centre for Executive Education (CEE Global) The Centre for Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. CEE has established strategic partnerships with International Professional Managers Association (IPMA) and Executive Development Associates (EDA) as well as a network of Affiliate Partners across the globe. CEE faculty, consultants and executive coaches headed by our founder & CEO, Prof Sattar Bawany, are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth. They are authors, leaders, and each possesses an enormous passion for the success and growth that executive development and coaching can bring to our participants. CEE suite of executive development programs includes management & leadership development, executive coaching, CEO and board mentoring and advisory services. CEE together with our Strategic and Affiliate Partners helps corporate leaders and small business owners optimize their performance and accomplish their business and professional objectives. To maintain competitive advantage and sustain success in a fast-changing business environment, we believe organizations must identify, nurture, and prepare the next generation of high-performance leaders for excellence. To this end, our programs are designed to equip these leaders to support growth, execute change, and develop people to build high performance organizations – leading to increased productivity, exceptional business results, and greater profitability. CEE Value Proposition CEE collaborates with clients, adapting various organizational development approaches to their specific business contexts. We design and implement tailor-made learning and organisational development strategies that greatly improve our client's performance, increase market value and enhance organisational capability. We develop insight into what drives value creation and competitive advantage in our clients' businesses. Then, we work closely with our clients to convert insight into concrete strategies and tactics. The implementation of insight has high impact in the form of value created for our clients. When we deliver impact repeatedly, we earn their trust and build lasting relationships that serve as a platform for deeper insight and ever-greater impact.

CEE global network of talent management and leadership development consultants and executive coaches has a strong commitment to partner with our clients and participants towards achieving their success. Finally, as CEE is a global partnership and network of established human resource development and consulting firms around the globe, we offer executive development programs that our clients want in geographic locations where their do business. Clients tell us their needs, priorities and concerns and we provide cutting edge executive development solutions and the turnaround time in program development is very fast to ensure CEE programs are always current.

About Learning Minds! Group Learning Minds! Group works for "promoting learning, no matter what!" Powered by the desire to revolutionize the training landscape of Pakistan, the team at Learning Minds Group (LMG) has constantly endeavored to cultivate the passion for learning among their clients and participants. Yet, with the aim to strive for excellence in training and Organizational development solutions, LMG always aims to achieve positive change and process improvement in its core functions. The passion for learning and self-improvement stays ignited at LMG, and the same culture is promoted in all our trainings and solutions.



http://www.executivedevelopment.com/our-team-members/asia-pacific-team/

http://www.cee-global.com/3/speakers_profile

http://www.cee-global.com/19/affiliate_partners

http://www.cee-global.com/19/affiliate_partners

http://www.learningmindsgroup.com/


www.cee-global.com

APPENDIX III: MASTER FACILITATOR’S PROFILE – PROF SATTAR BAWANY

Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE Global). Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. He is also the Managing Director as well as Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. Prof Bawany is an Adjunct Faculty of Harvard Business Publishing Corporate Learning who partners with clients to create world-class leadership development solutions for managers at all levels in global organizations and governments.

He is a member of the Duke Corporate Education (CE) Global Learning Resource Network (GLRN). The Financial Times and Business Week continue to rate Duke CE as the world’s #1 provider of customized corporate education services.

Prof Bawany is also a member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organizations. He was the immediate Past Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore (AmCham Singapore).

He has over 25 years’ international business management experience, including 15 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities. He is currently the Adjunct Professor of Strategy with the Paris Graduate School of Management (PGSM). He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the following themes: Talent Management; Executive Leadership Development, Employee Engagement and Managing across Generational Gap, Strategic Human Resource Management, and Talent Management & Succession Planning. He is an accomplished Author with a Chapter on “Maximizing the Potential of Future Leader” in the Book “Coaching in Asia the First Decade”. He has published articles on topics such as Talent Management, Leadership Effectiveness, Strategic HR/OD, Career Management and Executive Coaching in the “The Straits’ Times”, “Singapore Business Review”, “Today’s Manager” and “Human Capital” magazine. He has also appeared regularly on MediaCorp’s Radio’s 93.8FM Live as a studio guest. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC). He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate with his audiences and to make workplace learning a fun and pleasurable experience. Married with 2 children, he believes strongly in work-life balance and is highly dedicated and committed to achieving his goals. Contact Details: Email: [email protected] LinkedIn: www.linkedin.com/bawany



http://www.cee-global.com/index.php

http://www.cee-global.com/index.php

http://www.ipma.co.uk/

http://www.ipma.co.uk/

http://www.executivedevelopment.com/OurTeam/BioSattarBawany/tabid/298/Default.aspx

http://www.harvardbusiness.org/about-us

http://www.harvardbusiness.org/about-us

http://www.harvardbusiness.org/sites/default/files/17713_CL_CapabiltiesBro_May2013.pdf

http://www.dukece.com/

http://www.ipma.com.sg/speaking-engagements.php

http://www.ipma.com.sg/Coaching-in-Asia-Maximising-the-Potential-of-Future-Leaders.pdf

http://www.ipma.com.sg/publications.php

mailto:[email protected]

http://www.linkedin.com/bawany


www.cee-global.com

PRE-READING OF

SELECTED ARTICLES OF

ON TALENT MANAGEMENT


Fish Bowls and TalenT PoolsJulie Winkle Giulioni

01.2014Vol.2 No.1

Presented By

$9.99 a month

2207

Purpose RevivedBy Brian MohrAsk Yourself and Your Employees the Most Im-portant Question of All.

Fish Bowls and Talent PoolsBy Julie winkle Giulioni

Talent BenchstrengthBy doris simsThe Talent Questions Every Board of Directors Should Ask.

The Advantages of Differ-entiated CompensationBy anke Mogannam

3326

Features

TALENT MANAGEMENT7 Talent Benchstrength doris sims

9 Succession Planning eric Kilponen

10 Talent Mindset Jan hills

11 Sourcing Talent Ken Keis

13 Flying Talent Maite Barón

14 Human Capital and Talent Management Terry Booysen & dr dicky els

16 Measuring Recruiting QUALITY nick Tubach

17 Winning The War For Talent 2.0 sattar Bawany

18 Ask, Listen, Involve Robin Guarnieri

19 Sucession Planning sonalee arvind

PERFORMANCEMANAGEMENT20 Training ReLoaded arupa Tesolin

22 Purpose Revived Brian Mohr

23 Performance Reviews dave Rietsema

24 How Managers Can Help Their Employees Write Great

Self-appraisals dominique Jones

25 The Five Biggest Mistakes Managers Make in Recognizing their Employees John schaefer

26 Fish Bowls and Talent Pools Julie winkle Giulioni

27 Four Ways To Get Your Employees To Care Like Owners louis effron

28 Managers Taking on Front Line HR Management Margot Uson

31 Forced Ranking

Performance Appraisal Method Pawan alamchandani

32 Goal Alignment steven hunt

COMPENSATION MANAGEMENT33 The Advantages of Differentiated Compensation anke Mogannam

34 War For Talent ian dunnington

35 Sales Compensation Report Card Joseph di Misa

36 The Psychology of Managing Compensation Karen d. sacdalan

12.2013Vol.2 No.1

Presented By

$9.99 a month

2207

Purpose RevivedBy Brian MohrAsk Yourself and Your Employees the Most Im-portant Question of All.

Fish Bowls and Talent PoolsBy Julie winkle Giulioni

Talent BenchstrengthBy doris simsThe Talent Questions Every Board of Directors Should Ask.

The Advantages of Differ-entiated CompensationBy anke Mogannam

3326

Fish Bowls and Talent PoolsWhen I was a kid, our community hosted a carnival each fall. Every year, either my brother or I won a goldfish by sinking a ping pong ball into a tiny cup. PG.26

http://www.compensationcafe.com/jacque-vilet.html

17Talent Management excellence essentials presented by HR.com | 01.2014

By Sattar Bawany

In ASIA Pacific Region.

Winning The War For Talent 2.0Interactive

In 1997, a groundbreaking McKinsey study exposed the “war for talent” as a strategic business challenge and a criti-cal driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled, many assumed the war for talent was over. It’s not.

Subsequently in 2001, the authors of the original study revealed that, because of enduring economic and social forces, the war for talent will persist for the next two decades. McK-insey & Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argued that winning the war for leadership talent is all about much more than frenzied recruiting tactics. It’s about the timeless prin-ciples of attracting, developing, and retaining highly talented managers - applied in bold new ways. And it’s about recognizing the strategic importance of human capital because of the enormous value that better talent creates

The outcome of the study is applicable to many companies operating in Asia Pacific markets as it was fortified by five years of in-depth research on how companies manage leadership talent - including surveys of 13,000 executives at more than 120 com-panies and case studies of 27 leading companies - the authors propose a fundamentally new approach to talent management. They describe how to: create a winning EVP (employee value proposition) that will make your company uniquely attractive to talent; move beyond recruiting hype to build a long-term re-cruiting strategy; use job experiences, coaching, and mentoring to cultivate the potential in managers; and, strengthen your talent pool by investing in A players, developing B players, and acting decisively on C players.

Central to this approach is a pervasive talent mindset - a deep conviction shared by leaders throughout the company that competitive advantage comes from having better talent at all levels. Using practical examples from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five imperatives that every leader - from CEO to unit manager - must act on to build a stronger talent pool. Written by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent.Today’s Context in Asia Pacific Region

In today’s tight labor market in fast growing Asia Pacific region, companies are facing intense competition for talent – and are giving increased attention to ways to retain talent rather than rely on costly replacement and retraining. Retention of talent with critical skill sets is vital for achievement of business growth and to build organizational competencies, which represent a competitive advantage. The loss of needed talent is costly because

of the resultant bidding up of market salaries for experienced hires to replace them, the costs of recruiting and assimilating new talent, the lost investment in talent development, and the hidden costs of lost productivity, lost sales opportunities, and strained customer relationships.

Can companies win the “war for talent”? Will we be able to define and implement a retention strategy that will give us the stable, committed, capable workforce required to achieve a competitive business advantage? Consulting firm and research organization reports, published books and articles, and internal company retention studies suggest that everyone is following the same overall plan. How will this approach give a company an edge?

Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first- to midlevel leadership ranks, and at the front lines.

Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the current economic downturn we may experience a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organizations.

Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on keeping those leaders—and developing their successors. Many organizations are reducing their workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds.

The supply of leadership talent is critical to any organization’s prosperity and is, therefore, a central element of talent manage-ment. The increasing trend of growing leaders from within is based on a dawning realization that a popular alternative for acquiring talent—poaching key people from competitors—ulti-mately leads to frustration. Outstanding leaders who can ‘ramp up’ quickly are hard to find, increasingly expensive, and even when successfully recruited, tend to move from company to company. So the best approach, usually, is to develop systems and processes to identify available leadership talent.

Many studies have shown that an important factor for com-mitment and retention is the effectiveness of immediate man-agement. Employees say it is an important element of the work environment; research shows it highly correlated with commitment and retention scores, and employees cite poor management as a key reason for leaving a company. Accordingly, there have been many books focused on manager effectiveness. One big seller was First, Break all the Rules, reporting on the Gallup Organization’s findings and recommendations for better management of people. Integrated Talent Management System

So, what do we mean by talent management? In the broadest possible terms, it is the strategic and tactical management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic

Talent Management excellence essentials presented by HR.com | 01.201418

business objectives. The term “talent management” is often used to denote e-recruitment and automated applicant track-ing systems. This emphasis on staffing and recruiting is more appropriately called the talent acquisition phase of the talent management cycle (see Figure 1), an important but preliminary step in the overall process.

Figure 1: CEE Talent Management CycleVision, Mission, Strategy and Values

The Talent Management Cycle includes the proactive analysis and planning to assure long-term strategic development and deploy-ment of critical leadership and other resources through systematic identification, assessment, planning, and developmental action.

Talent Management Cycle is composed of several essential elements:

1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to ac-celerate their assimilation into their roles.

2. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow current and future leaders

3. Performance Management: The process of creating a work environment in which people can perform to the best of their abilities.

4. Succession Planning: This is critical towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and develop-ment of internal talent (including High Potentials) to assume critical “priority” leadership roles.

5. Organizational Results: Achieving favorable and desired results is obviously the ultimate outcome expected out of any effective inte-grated talent management system. However it is a lagging indicator and business leaders will have to focus on the organizational climate which will have an impact on the other elements of Talent Manage-ment Cycle as explained earlier. The flow of effective communication and the systems of recognition and rewards are integral part of the climate which influences the talent’s performance effecting productiv-ity, creativity and in driving results with the right impact. The climate is impacted by a values-driven leadership team. ITM

Prof Sattar Bawany s the CEO of Centre for Executive Education (CEE Global), Managing Director of Executive Development Associates in Asia Pacific and Strategic Advisor of IPMA in Asia Pacific. Email [email protected] www.cee-global.com.

There’s an old adage from business writer and former man-agement professor Michael LeBoeuf that, “what gets measured gets done.” Yet for many companies, the quest to measure em-ployee engagement isn’t reaping the expected outcomes. In fact, avast majority of North Americancompanies may find employees planning to pursue new job opportunities in 2014. According to a recent onlinepoll by Right Management,83% of 900 employees who responded indicated they intend to ac-tively seek a new position in the New Year.With an improving labor market and employee satisfaction continuing its down-ward trend, employee engagement should be a top concern for companies who want to keep their best talent.

Do you plan to pursue new job opportunities in 2014?

2013 2012 2011 2010 2009

Yes, I intend to actively seek a new position.

83% 86% 84% 84% 60%

Maybe, so I’m net-working.

9% 8% 9% 8% 21%

Not likely, but I’ve updated my resume.

3% 1% 2% 3% 6%

No, I intend to stay in current position.

5% 5% 5% 5% 13%

High employee dissatisfaction has a ripple effect that can hurt the bottom line, disrupt productivity and damage morale. While many companies focus on measuring engagement, few have a true pulse on the significant value an engaged workforce provides. Even fewer are taking the necessary action for driving sustainable change and ensuring a return on their investment. In fact, results of a recent Right Management global survey on the effectiveness of employee engagement shows a majority (56%) of the human resources managers who responded con-cedingthat their organization’s employee engagement efforts fell short in driving bottom-line business objectives.

At the same time, we are in a new Human Age where compa-nies continue to navigate the growth of emerging markets, the

Optimize Employee Engagement to Retain

Key Talent and Drive Higher Performance. By Robin Guarnieri

Ask, Listen, Involve

Interactive

Winning The War For Talent 2.0

http://yscouts.com/

https://www.facebook.com/Yscouts

https://twitter.com/yscouts

http://www.linkedin.com/company/2598353

http://www.cee-global.com/13/integrated_talent_management


http://www.cee-global.com/1/about_cee

http://www.cee-global.com

http://www.right.com/news-and-events/press-releases/2013-press-releases/item25629.aspx

http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-en/home/thought-leadership/human-age#.UtgVwbThezc

Managementwww.ft.lk

THURSDAY JANUARY 17, 201314

By ShaBiya ali ahlam

Q: You conducted a CIMA master-course on ‘Leveraging on a wider

generation.’ This has both challenges as well as opportunities. What are the prevailing challenges in that area?

A: When discussing leveraging on a wider generation, we are talking

about leading and managing a multi gen-eration workforce which includes the tra-

ditional baby boomers and Generations X, Y and Z. In terms of the disparity due to the different age expiration, different value systems and different career aspi-rations, there is a chance of potential conflict since the ways and means of com-munication is different from one group to another.

When you look at people in Generation Y who are very intrigued with social media, they are used to using comprehensive elec-tronic communication methods while the baby boomers communicate in the old tra-ditional ways. Generation Y expects situa-tions to happen fast and immediately and anticipate instant gratification.

What it means is that a situation arises where managers are not able to deal with the communication conflict. The challenge there is removing the communication con-flict that prevails among the diverse gen-eration workgroup.

The opportunity there is that when you are able to engage and pull through

the differences well, you are able to have a cohesive and productive team working together while at the same time producing better results in the working environment. It is the role of the leader to communicate effectively to each of the groups of differ-ent ages and generation types.

Q: Can you stress more on the opportunities that lie there?

A: For example, looking at Generation Y, there lean more towards the use

of latest state-of-the-art technology. On recognising this, you can leverage on their expertise and have them extremely involved in functions of the company. For instance, they can be spokespeople and brand ambassadors of companies as they can communicate the company’s value proposition effectively through social media networks.

Each company has what you call a value proposition. Basically why should some-one join organisations like John Keells, MAS Holdings or Hayleys? Generation Y understands technology very well and they are able to communicate, broadcast and make known the working environ-ment and opportunities of being with the company. This is just one advantage of having younger generations as spokes-people as they are recognised as effective communicators.

There is a concept called reverse men-toring. This is where the younger group of employees who are intimidated by technology communicates to the manage-ment of the organisation certain aspects that they find difficult to master. For example, Nestle wanted to know what the younger population’s preferences are and wanted to get a good insight into the target group’s physiology and consumer behaviour trends.

If you are trying to sell and make prod-ucts that are for younger generation, you should speak to the younger generation. If you have employees who are young, they can provide insights into their gen-eration’s preferences. An organisation can depend on that to develop strate-gies on marketing and in other areas when catering to that target group. In a nutshell, reverse mentoring, employee value proposition and branding are a few opportunities leveraging brings in.

The other opportunity it provides is to look at the strength of each generation. For example, as you look at Generation X, they are very intrigued on working col-laboration. Interestingly, Generation Y is closer to the baby boomer generation because the parents of Generation Y are mostly from the baby boomer segment, so the opportunity is that you can form a very collaborative workplace environ-ment with baby boomers as mentors and supervisors for Generation Y.

The HR director or manager can actu-ally assign the two generations to work together. It is also advantageous to the organisation to be able to provide col-laborative team projects. Unfortunately, Generation X is perceived to have a ‘know it all’ attitude which is a misconception. The generation wants freedom, wants to be able to change jobs as and when they please, while for Generation Y, work has less meaning to them.

This can be explained better through an example. Companies that believe in CSR want to contribute to the society. Generation Y loves a company that has

a socially responsible policy and they want to able to effectively contribute to the company. They want to be more engaged and with that, they will be more productive. But one has to be careful with Generation Y as they do not want to be told what to do: they want flexibility.

Generation X is more about following the ‘do it my way’ strategy. Generation Y looks for involvement and their relation-ship with their boss in more important to then when compared to Generation X which puts more importance on finan-cial gain and compensation.

There is are a lot of differences and a good manager should understand this diversity and take the opportunity to make matters more productive.

Q: So basically, you cannot apply one set strategy when it comes

to managing generation diversity in the workforce?

A: Exactly. You need to look at what the different aspirations are in

each group and then look at how you can provide a strategy to enhance the pro-ductivity of the group. Customisation is necessary and the management should look into different value systems and strengths of the generations.

Q: At the directors’ forum, the topic ‘Intellectual capital, a

strategic difference’ was discussed. Tell us about the prevailing situation in South Asia in that scenario.

A: Intellectual talent is literally about the war of talent.

One should be very spe-cific on how one could win the war of talent. It’s about retaining and recruiting the right people and talent for the job to help in the execution of strategies. It is about defining recruit-ing, retaining and devel-oping of talent to help you reach the set goals through proper execution. That is about control and how you are able to get the most out of it, while creating sustainable competitive advantage.

We are talking about multigenerational talent as well. Looking at different age groups in the organi-sation, it is important how you identify the right talent and most importantly the right potential. We are talk-ing about future leaders. How do you develop future leaders? We should define the group of people who we can invest in over a period of time, allow-ing a smooth transition for them to take over the leadership position one day.

In South Asia, we have a shortage of talent and we have the older generation retiring. We have an influx of the young-er generation so how can you prepare the younger crowd to swiftly take on the role of leadership? They are inexperienced, eager and excited to play the role but how can we prepare Generations X and Y to assume the role of leadership when the baby boomers retire? These are aspects that need to be looked into.

Q: Certain research studies have explored the option of recruit-

ing known persons with known tal-ents rather than taking in unknown people with unknown talents. This is nepotism and cronyism to some degree and is against the ethics of HR. What is your opinion on that?

A: Unfortunately it is a reality, in countries even like the US, UK and

other developed nations – people tend to bring in individuals and former asso-ciates that they know and are familiar with. To me, that is not correct. To me, you should hire people with the right set of skills needed for the job waiting to be taken up.

It should never be a policy to look for someone who you know. Logically it is correct, play it safe by recruiting who you know rather than experimenting with an unknown person. However, by doing this, you will be missing out on better talents out there. It is about being fair and follow-ing good HR practices that are healthy for an organisation. It is important to give everyone an equal opportunity and based on that, may the best talent get the job! It is the best practice to follow irrespective of age and gender.

Q: What are the challenges you think organisations face when

trying to retain their ‘skilled’ employ-ees, and does it eventually tax them?

A: It is a challenge. When you have proven yourself to have high poten-

tial and when you have a high demand in the job market, the organisation wants to keep you and competitors want to employ you. For this purpose, leaders have to understand who the people with high potential are, identify them early on and engage them.

Let them know that they are valued and acknowledge their talents while let-ting them know that you are interested in investing in them to enhance their tal-ents and skills. They should be able to see a career progression. You have to make it clear that you want them. Having said that, there is the pull factor where com-petitors might offer opportunities with better salaries, benefits and a better posi-tion in their organisations.

It is the responsibility of business lead-ers to invest time to develop their star employees’ talents. This will not tax an organisation ever as when retaining high skilled and exceptional performers, due to their contribution made, the return the organisation would make is three or four times the investment.

Q: Singapore is a role model coun-try for economies like Sri Lanka.

What best practices we can bring from there to here?

A: Sri Lanka is a small nation with a small population and therefore

human capital is limited and scarce. Extremely talented individuals are lim-ited. The war for talent is not intense. If you ask me what to learn from Singapore, I would say two things: one is to have the desire to invest in and develop human capital, both from the side of the govern-ment as well as from the side of private institutions.

In Singapore, the government provides incentives to train employees. They give

tax breaks and training grants. Private companies are involved in training and developing while provid-ing opportunities for indi-viduals to go out to learn and then they welcome them come back. Many Singaporean companies of fer flexible workplace arrangements, for example they do not enforce a 9 a.m. to 5 p.m. work period. They encourage working from home and also encourage mothers on materiality leave to return to the com-pany by giving them work-ing flexibility. These strate-gies have proven to be suc-cessful and help boost the economy.

The other learning is to bring in fair employment practices and Singapore is gaining ground in this area. We have an ageing popula-tion in Singapore and we do not want to discriminate the elderly. We want to give

the older population an opportunity to continue working. These practices could be considered in Sri Lanka.

Q: In Singapore, the public and pri-vate sector works hand-in-hand,

but in Sri Lanka we see a notable dis-tance between the two. How do you suggest Sri Lanka minimise this gap and help boost the economy?

A: It is a little difficult to comment on Sri Lanka. In Singapore, the

government emphasises the importance of productivity and the importance of investing in people and human capital. We are small, we want to be able to invest in people’s talent and provide organisa-tions with the means to train people and keep them employed within the country.

O n e g o o d e x a m p l e i s t h a t t h e Singaporean government provides an absentee payroll for employees who go on training. When you go on training, you are actually up-scaling your productivity and skills from which the organisation is also going to benefit. For this, the govern-ment will pay your company an incentive for you being absent from work.

The Work Force Development Agency of Singapore offers such incentives to the private sector, acknowledging their con-tribution to the economy of the country. Sri Lanka should consider such meth-ods as public and private partnership is very important. The Government should acknowledge the fact that the perform-ance of all organisations contribute to the performance of the economy. The public and the private sectors should work closely for the benefit of the nation.

Q: Given that this is your first visit to Sri Lanka, what will be tak-

ing back with you to Singapore from here?

A: I think my dialogue at the sessions with managers as well as CEOs was

a productive one. My observations are that people in Sri Lanka are very bright and are very eager to engage in learning. The senior leaders indeed are very expe-rienced.

Q: Do you see yourself visiting Sri Lanka again?

A: I certainly hope so. CIMA has invited me for the conference that

is scheduled to take place in July and I am thinking about it. I most likely will be coming down again, but it’s not certain.

Managing generation diversity and acknowledging human capital in a workforceProfessor Sattar Bawany, the Master Executive Coach and Facilitator Managing Director for Executive Development Associates Asia Pacific and Strategic Advisor for the International Professional Managers Association was in Sri Lanka recently to facilitate two mastercourse ses-sions organised by CIMA Sri Lanka. With over 25 years of international business management experience, including 15 years in executive coaching, group facilitation, leader-ship development and training with global consultation firms, Bawaney was impressed with the highly experienced corporate leaders of Sri Lanka and their willingness to learn more despite their seniority. Visiting Sri Lanka for the first time, he suggested that Sri Lanka should learn from other countries and revo-lutionise the country’s way of doing work. He has also been invited by CIMA to be a part of the conference that is scheduled to take place in July this year. Accommodating a slot into his tight schedule, Professor Bawany, who is also the adjunct Professor of Strategy for the Paris Graduate School of Management, spoke to the Daily FT prior to taking off to Singapore. Following are excerpts are from inter-view:

If you are trying to sell and make products that are for younger generation, you should speak to the younger generat ion. I f you have emp loyees who are young, they can provide insights into their generation’s preferences. An organisation can depend on that to develop strategies on marketing and in other areas when catering to that target group. In a nutshell, reverse mentoring, employee value proposition and branding are a few oppor tunities leveraging brings in

Master Executive Coach and Facilitator Managing Director for Executive Development Associates Asia Pacific and Strategic Advisor for the International Professional Managers Association Professor Sattar Bawany – Pic by Sameera Wijesinghe

54 humanCapital I September > october 2007

Developing Leadership Pipeline for Succession Planning through Transition Coaching

by Dr Sattar Bawany

CEOstoday face a stark dilemmawhen it comes to retainingtalent: “Do I give high-potential executives the rapidpromotions they expect and risk putting under-preparedpeopleinover-challengingjobswheretheyarelikelytofail?”

or“DoIencouragethemtogathermoreexperienceandrisklosingthemtoacompetitor,leavingmestrugglingtofindreplacements?”

Today’shigh-performersknow their talents are in ever-shorter supply.They also know that as organisations flatten, career paths are contracting.Theyexpecttoreachthetopfasterthantheirpredecessors,takingfewerjobsalongtheway.Iftheircurrentorganisationcannot,orwillnot,offerfrequentandsubstantialpromotions,theywilllookelsewhere.

In the hyper-competitive environment of today's global economy,organisationsmustconstantlyadapttoandstayaheadofchangingmarketneeds. Whether it is merger and acquisition, restructuring, promotion,downsizing, on-boarding, role change or retirement, the transitions thatorganisations and individuals go through are major investments anddemand high returns. However, few deliver the desired results. It's thewaythesetransitionsaremanagedthatdetermineswhethertheresultsareenormousgainsorsignificantlosses.

Organisationsmovetheirleadersthroughpositionsofresponsibilityandchallengestodeveloptalentandensurecapabilityforthefuture.Wecall these transitions “role to role” transitions, that is, a leader who issuccessfullyperforminginoneroletakesonanotherrolewithdifferentresponsibilities.

Successfullyassuminganewleadershiprole isalmostnevereasy.Itismore often challenging and daunting – regardless of the amount ofexperiencealeadermayhave.

Actions taken in thefirst fewmonthsofa leadership transitiondirectlyimpact a leader’s chances of success.Transitions canbe times of both greatopportunity and great risk. Transitioning leaders often find the eyes ofsuperiors,colleagues,directreportsandevenshareholdersfirmlyfixedontheirfirstmoves.Expectationsarehigh.Sowhatarethesecretsofsucceedingandthrivingintimesofroletransition,withsomuchatstake?

Why The need For A TrAnSITIon?Humanbeingsgenerallythriveonpersonalachievements.True leaders,ontheotherhand,thriveontheachievementsoftheirteammembers.Asuccessfultransitiontoleadershipmeansleadersmustfocusondevelopingconfidenceinothersandderivingsatisfactionfromtheirachievements.

Role-to-role transitions are critical to company performance. Thecompany needs leaders to execute tomeet objectives and has bet thatinternal candidates are better value at less risk. Transitions, whetherplanned in conjunction with a succession planning/performance

management process or as business events arise, are also importantfor fulfilling career ambitions and leaders’ need for growth; successfultransitionsensurefuturecapability.

WhAT Are The ChALLengeS LeAderS In TrAnSITIon FACeS?Thespecificchallengesfacingnewleadersdependonthetypesoftransitionsthey are experiencing. Leaders who have been hired from the outside(on-boarding) confront the need to adapt to new business models andorganisationalcultures,andtobuildsupportivenetworksofrelationships.Forthosewhohavebeenpromoted(role-to-roletransitions), thechallenges lieinunderstandinganddevelopingthecompetenciesrequiredtobesuccessfulatthenewlevel.So,itisessentialtocarefullydiagnosethesituationandcrafttransitionstrategiesaccordingly.

WhAT Are The MAjor PITFALLS?Thebiggesttrapnewleadersfallintoistobelievethattheywillcontinuetobe successfulbydoingwhathasmade them successful in thepast.Thereisanoldsaying,"Toapersonwhohasahammer,everythinglookslikeanail."New leaders should focusfirstondiscoveringwhat itwilltaketobesuccessfulinthenewrole,thendisciplinethemselvestodothethingsthatdon'tcomenaturallyifthesituationdemandsit.

New leaders are expected to “hit the ground running”.Theymustproduce results quickly while simultaneously assimilating into theorganisation. The result is that a large number of newly recruited orpromotedmanagersfailwithinthefirstyearofstartingnewjobs.

With over 40 years of experience working with individuals andorganisations in transition, DBM executive coaching experience andresearchindicatesthreeareaswhererole-to-roletransitionsderail:(1)Theorganisationlacksclarityonrequirementsoftheroleandwhat

leadershipcapabilitiesandvaluesarebestsuited.(2) Theexecutivelacksreadinessononeorseveralleadershipdimensions,

suchascapabilitiestoexecute,understandingofpriorities,abilitytoforgealliances,etc.

(3)Individualexpectationsarenotalignedwithorganisationgoals;moreimportantly,thereisnodialoguetocreatealignment.

hoW To MAke The TrAnSITIon?In order to successfully transition, leaders must engage in the company’scorporatestrategyandculturetoaccelerateproductivity.Leadersmustlearntore-definetheirneedforpowerandcontrol.Teammembersnormallyvaluea certain amountof freedomandautonomy.Peoplewant to influence theeventsaroundthemandnotbecontrolledbyanover-bearingleader.World-classleadersdelegate.Theylearntotrust,andgiveupsomecontrol.Leaders

WinningtheWarforTalent:

VIEWPOINT

September > october 2007 I humanCapital 55

learntolivewiththerisksandknowledgethatsomeoneelsemaydothingsalittledifferently.Whenleadersdon’tempoweranddelegate,theycanbecomeineffectiveandoverwhelmed.Inturn,teammembersfeelunder-utilisedandthereforelessmotivated.

Leadersalsolearntotransitioninothercriticalways.Thechallengefor leaders lies in balancing the needs of many stakeholders: owners,employees, customers and community. Because of this challenge,team members can feel alienated when unpopular decisions must bemade.Leadershipcanbehard.Sometimesa leadershouldmakewaves,championchangeandchallengepeople’scomfortzone.Leadersareguidedbystandards,principlesandcorevalues.Leadersfocusonwhatisright,notwhoisright.

Leaders know they can’t make people happy. People have to takeownership and control of their ownhappiness. Leaders concentrate onsharedinterestsandtheteamgoal.Consequently,thedrivingforcebehindateamisaleaderwhotreatsteammemberswithrespect,whilekeepingthevisioninmind.

When we think about leaders in transition, on-boarding andassimilatingleadersnewtotheorganisationimmediatelycomestomind.However,thereareothersituationswheretransitionscoachingapply:• Withtheloomingtalentshortage,manyofourclientsarefocusing

on support for high potential leaders.While many organisationshave classroom-type programmes and action learning initiatives,real-timepost-programmesupporttoensureearlysuccessfortheseleadersastheymoveintochallengingnewpositionsisincreasinglyimportant.

• As globalisation, technology innovation and flatter organisationalstructuresreshapehowwework,evenexperiencedleaderscanbenefitfromtransitioncoaching.Theaverageleader’stenureinajobisnowshorter– leadersmaynotbe in theirprevious jobs longenough tohave developed the behavioural skills and effectiveness to take thenextstep.

• Often during a merger, acquisition or restructuring, leaders mayassume roles in managing the organisation’s transition. Coachingcan help leaders in these situations stay “attuned” to criticalpeople challenges involved in integration, such as the cultural andcommunicationsneedsofemployees.

Whatiftherewasaprovenprocesstosupportnewleadersintheirrolewhilesignificantlyincreasingreturnoninvestmentandensuringapositiveeconomicimpactfortheorganisation?

Onesuchprocess isTransitionCoaching®;aproven, integratedandsystematicprocessbyDBM,whichengagesnewleadersinthecompany’scorporatestrategyandculturetoaccelerateproductivity.

The TrAnSITIon CoAChIng APProAChDBM’s transition coaching solutions typically include four stages (seeFigure1):

First, DBMworks with the client organisation to define “mission-critical”transitionroles.Thisisacriticalstepindeterminingprioritiesforexecutivecoaching,thefocusofcoachingassignmentsandselectingandmatchingexecutivecoachesandclients.Thisreviewcancoverpositionsrangingfrommid-levelleaderstoincludetheC-Suite.

Our engagement team uses a range of tools, including stakeholderinterviews,analysisofHRprocessanddata,focusgroupsandsoforthto:• Definetransitionroles.• Uncovertheuniquechallengesforleadersintransition,specifictothe

organisation.

In addition tomission-critical positions, a client organisationmay usetransitions as a means of identifying and nurturing talent early. Weconsultwiththeclientonconceptsthatcombineotherformsofleadershipdevelopmentwithcoachingthatsupportthisgoal.

Second, we recommend solutions that – if implemented – willaccelerateleadershipdevelopmentandalignmentwithcompanyobjectives.Ourrecommendationsaretargetedatthespecificchallengesofeachtypeof transition and level of leader. Along with these recommendations,DBMprovidesexamplesofmetricsforevaluatingon-boardingoutcomesandsuccess.

DBMcanalsopartnerwiththeorganisationtoimplementsolutions.Forexample,DBMcandevelopcustomisedactionlearningeventstobuildskillsnecessaryforleadershipsuccess.

Third, using our extensive network of executive coaches, DBMprovides real-time support to individuals, from C-Suite to mid-levelleaders,as theymake the transition.A leader’spreparation forenteringa new role can have significant impact on overall performance. Our

Setting Expectations

ConTrACTIng For SuCCeSS

dBM CoAChIng ProCeSS

Measuring return

organisation

DBM & Stakeholders define:

• Thebusinesscontext

• Theclientsituation

• Coachingobjectivesandmeasures of success

• Confidentialityagreements

Client

• DBMrecommendscoaches

• Clientinterviewsrecommended coach(es)

• Clientselectscoach

• Coachandclientcontractfor success

• Clientsatisfaction/feedback survey

• Coacheesatisfaction/feedback survey

• Evaluationofbusinessperformance

Learning Priorities

Establishing Priorities &

Relationships

Focusing on Objectives

Fig1: DbM transition coaching approach

56 humanCapital I September > october 2007

VIEWPOINT

executive coaching programmes help leaders prepare for the transitionandcomeupthelearningcurvefaster.

For other leaders, DBM coaching can supplement leadershipdevelopment programmes, whether internally developed or byDBM.This one-to-one coaching facilitates self-awareness and results ina personal development plan that can be used in conjunction withperformancereviews.

Fourth, at the C-Suite and senior levels, executives are usuallyundertaking an organisation transition in their new role. Ourexecutivecoacheshavedeepexperienceinhelpingexecutivesdevelop,communicate, and implement their vision and organisation changeagenda.Thisexpertiseinchangeleadershipenablesthecoachedexecutivetoconnectandenliststakeholdersintheleader’sbusinessagenda.

Inaddition,DBMcoachingfacultyemploytestedfeedbackprocessestoensureseniorleaderscancontinuallyassesstheireffectivenessandtakeself-correctingaction.

At themid-level, early feedback has significant impact on success.DBMworkswith stakeholders to ensuremid-level executives not onlygetreceivefeedbackbuthavesupportindevelopingnewskills.Forcost-effectivedevelopment,DBMcanofferadditionalleadershipdevelopmentresources to support coaching programmes. These resources includeworkshopsandonlinelearning.

Asa standardpractice,DBMconducts evaluationsamong leaderswho have been coached. These evaluations are designed to pinpointthe impact of coaching in accelerating individual assimilation andperformance. In addition, DBM can conduct a second organisationassessment,withtheobjectiveofidentifyingwheretheorganisationhasmademeasurable improvement in transitioning executives andwheremoreworkcanbedone.

dBM’S exeCuTIve CoAChIng MeThodoLogyDBM utilises a proven four-step process (See Figure 2) that is firmlygroundedinleadershipdevelopmentbestpractices:

WhAT Are The SkILLS requIred For LeAderS In TrAnSITIon? Leadersmustidentifytherightgoals,developandfinetuneasupportingstrategy, align the architecture of theorganisation, andfigureoutwhatprojectstosuccessfullypursueandaccelerateproductivity.

Leadersatall levelsof theorganisationmustdemonstrateahighdegreeofemotionalintelligenceintheirleadershiprole.Emotionallyintelligentleaderscreateanenvironmentofpositivemoraleandhigherproductivity. The critical skills sets for leaders in transition includepossessing skills in relationship management, communication,negotiationandconflictresolution.

Relationships are great sources of leverage. By building credibilitywithinfluentialplayers,leadersarebetterabletogainagreementongoalsandcommitmenttoachievingthosegoals.Asanewleader,relationshipmanagement skills are critical as the leader is not the only one goingthrougha transition.Tovaryingdegrees,manydifferentpeople–bothinsideandoutsidetheleader’sdirectlineofcommand–areaffectedbythewayheorshehandlesthenewrole.

Butitisdifficulttomakeeveryonehappy.Leadersshouldconcentrateonsharedinterestsandtheteamgoal.Ultimately,thedrivingforcebehindateamisaleaderwhotreatsteammemberswithrespect,whilekeepingthevisioninmind.

The reality for leaders in transition is that relationships are greatsourcesof leverage.Bybuilding credibilitywith influentialplayers, youarebetterabletogainagreementongoals,andcommitmenttoachievingthosegoals.

Put another way, leaders negotiate their way to success in theirnewroles.

PLAnnIng For SuCCeSSFuL LeAderShIP TrAnSITIonStudieshavedemonstratedthatleaderswhoconsistentlyoutperformtheirpeersnotonlyhave the technical skills required,butmore importantly,havemasteredmostoftheaspectsofEmotionalIntelligence(EI).ThefourmainareasofEIare: self-awareness, self-management, socialawarenessandrelationshipmanagement.

Many of the EI competencies are tightly related to one another,and improving competency in one area will often positively affectcompetency in another. Competence in each of these areas will helpanyonebecomebetteratworkingwithpeople.Proficiencyincertainsetsofthesecompetencieswillpropelaleaderandanorganisationtowardsgreater productivity, greater satisfaction and increased profitability.Leaders who build these relationship competencies find they have agreater ability to improve their organisation's profitability, growth,satisfaction,teamworkandvision.

EI involves thecontrolofone’semotions tofitaparticular situation.This isdifferentfromapurelyrationalor intellectualresponsetovariousmanagementsituations.WhenaleaderhasahighEmotionalQuotient(EQ),thatpersonwillreactinapropermannertotheindividualsinthesituation,as well as the situation itself. A person reacting with their IntelligenceQuotient(IQ)wouldsimplyreacttothefactsofthesituationandnegatethe“totalpicture”,whichincludestheirrationalityofhumanbehaviour.

Theleadershipsuccessionissuedoesn’thavetobepainfulanddifficult.Itcanbeawin-win.How?Bypreparingfortheprocessof transition.Thisinvolvesmakingaplanforsuccession,includingtheincomingandoutgoing

Awareness: Through assessment and information gathering, leadersdeterminehowtheirperformancelinkstocurrentbusinessgoals.

Analysis:Feedbackandplanningenableexecutivestodeterminewhattodotoclosethegapsintheirleadershipcapability.

action: Takingwell-defined action steps informed by regular feedbackenablesleaderstomovetowardmeasurablegoals.

Achievement: Afullevaluationofthecoachingprocessyieldsobjectivemeasuresofbusinessresultsandprofessionaloutcomes.

Our consistent delivery methodology ensures that every one of yourexecutives receives the same degree of insightful business analysis,personalisedconsiderationandperformance-drivenpriority.

Fig2: DbM executive coaching steps

September > october 2007 I humanCapital 57

leadersintheprocessand,mostimportantly,involvingallinhowtohandlethispotentiallyemotionally-chargedtransition.

ThemostsuccessfulleadershiptransitionsresultwhenthoseinvolvedhaveimprovedtheirEIskills.Thatbeginswithjustacknowledgingthatamultitude of strong emotions are bound to occur in any leadershiptransition.Denying that those feelingsare there justmakes thewholesituationmoredifficultandmorevolatile.

Thesuccessoralsofacesadifficultsituation.Asmentionedearlier,hisdesire tobe seen as an effective change agent, butnot ausurperrequireshim towalk a fine line. If he sees theneed tomove swiftlywith major changes, but doesn’t demonstrate empathy or nurturerelationships with senior teammembers, he is likely to alienate hisbossandotherseniormanagers.Hisideascaneasilybeinterpretedasapersonalcriticismofhispredecessorandseniorteam.Ifhedoesn’tusetheinformationaboutothers’emotionsandtheirideasinpresentinghis ideasas solutions,hewill face resistance. Ifhisbossor theCEOresiststhechangestheleaderismaking,theexecutiveteamislikelynottorendersupportorgivetheir“buy-in”.

gAInIng A PoSITIve ouTLookThe process of transitioning into a leadership position can besmootherif leadersmonitorandmanagetheiroutlookandperspective.Leadershiptraining,education,toolsandsystemsareveryimportant.However, without the right outlook, new and even veteran leaderswill experience serious difficulties and unrest. Reflect and examineyourownleadershipattitudeandperspective.Developanintentionalplan toworkonareas thatneed improvement.Build your skills andget a coachormentor tohelpyou.Beproactive, set goals and trackprogress.Noticeyourbehaviourpatterns.Don’ttakeoverataskwhensomeoneisjustlookingforyourinput.Bepatient.Leadershiptrainingisalifelongdevelopmentprocess.Don’tbeafraidtoshareyourgoalsandvisionwithyour teammembers.Positivechangecanoccurwithcommitmentandpersistence.

In the end, the benefits of building transition capability gobeyond retention. When people receive transition coaching andsupport, theynotonlymaster their future transitionsmorequicklyandprofoundly,buttheirimmediateperformanceandcommitmentto theorganisation improvesdramatically.Allemployees–not justambitioushigh-potential ones–want to succeed and contribute tothebusiness.Theywillrepaywithcommitmentandinnovationthoseemployerswhohelpthemdothis.

Dr Sattar Bawany is the Head of Transition Coaching Practice with DBM Asia Pacific. Dr Bawany has over 25 years’ international business management experience, including 15 years in senior leadership position with global management consulting firms in the area of business development, strategic HR, organisation development, organisation effectiveness and executive coaching. In addition to his business and consulting career, Dr Sattar has over 10 years of concurrent

academic experience as an Adjunct Professor and Senior Faculty teaching senior managers and professionals business strategies, international business and HR courses at various leading universities.

CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014

Business

Transcript of CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014