IFTDO NEWS NUMBER 2 OF 20111

Number 2 - 2011

INSIDE

IFTDO Chair'sMessage……….……….......... 2

Secretary GeneralUpdate………….……............. 2

Meet the 2011-12 IFTDOPresident……….…………...... 3

New Members……………..... 3

40th World ConferenceSummary………………........... 4

IFTDO Global AwardWinners…………………......... 11

40th Conference Pictures... 12

Proposals can be submitted online. See Conference web site: www.iftdo2012.comfor more information.

Last day to submit the abstract: 30/10/2011Acceptance of the abstract: 30/11/2011Last day to submit the full-length paper: 06/01/2012Final acceptance of the paper : 20/01/2012

For more detailswww.iftdo2012.com

Important Dates for the 41stIFTDO World Conference

and Exhibition Kuwait City,Kuwait

Important Dates for submission of proposals for Papers:

42nd IFTDOWorld Conference

New Delhi, IndiaApril 22-25, 2013

Hosted by:Indian Society for Training

and DevelopmentFor further information,

contact ISTD:email: istdtrg@airtelmail.inwebsite: www.istdtrg.org

CALL FOR PROPOSALS FOR CONFERENCE PAPERS/PRESENTATIONS.DEADLINE IS OCTOBER 31, 2011.

INVITATIONOn behalf of the State ofKuwait, we would like toinvite delegatesworldwide to attend andshare a rewarding andmemorable event. Thisconference will offer aState-of-the Artprofessional program toenable delegates to gainthe needed knowledgeand skills for achievingthe future goals of theirorganizations. We seekyour input andparticipation.Jamal Al Duaij, ChairmanHigher OrganizingCommittee

IFTDO NEWS NUMBER 2 OF 20112

Dear Members:

As Chair of the Executive Board, I welcome youto this edition of IFTDO news. Since the lastedition of the newsletter we held our flagshipevent, the 40th Annual IFTDO World Conferencein Warsaw, Poland in May which was very ably

organized by Nowoczesnafirma and Obserwatorium Zarzadzania. Ourhosts worked with great effort to create an exciting conference andour thanks go to Irenuesz Tomczak and Monika Nowacka Sahin andtheir team for a memorable event.

There was a wide range of sessions and international keynote speakersand one of the many benefits gained from the conference was theinsight we gained into the latest trends and research and developmentsin HRD. It was also a great opportunity to build networks and forgenew links to professionals in our field. Whilst the conference was wellattended from Poland and the region our only disappointment was therelatively low number of international delegates. Whilst this was nottoo surprising given the global recession, the board and ConferenceCommittee are actively working with future conference organisers tohelp boost the number of international delegates. Our thanks go especiallyto those members who made it to the conference despite the momentouschanges taking place in their countries.

During the conference we announced the winners of the 2011 IFTDOGlobal HRD awards and our thanks must go to the judges and in particularour external expert Professor Jim McGoldrick for his invaluable insightand perspective.

Our next world conference is to be held in Kuwait from 15 to 18 April2012 and is being organised by CADEF. There is more in the newsletterabout the exciting event ahead of us.

MESSAGE FROM IFTDO CHAIRAt our board meetings in Warsaw we built on the excellent work of mypredecessor, Ray Bonar and further fine-tuned the board’s committeestructure to meet our future needs and to give more focus to the areasof Developing Countries, HRD Academic Research and Practice andMembership. The Board therefore approved a new Committee onDeveloping Countries, chaired by Tayo Rotimi, which was set up to replacethe earlier Research and Projects Committee that was ably led by MarieDayton. Another new Committee was the Resources Committee, chairedby Ebrahim Al Dossary who has a tremendous record of raising resourcesfor IFTDO.

Part of our strategy is to keep abreast of the latest thinking and practicein HRD and to ensure its dissemination across our members and thewider HRD field. To support this we have entered into reciprocalmembership with the UK Universities HRD Association. Our thanks go toProfessor Jim McGoldrick for brokering this alliance. It gives us accessto the latest HRD research on a global basis and our members now havethe opportunity to become involved in robust research projects with astrong academic provenance as well as practical application.

Our membership committee has also been very active as we recognizeIFTDO’s effectiveness relies on growing our membership and building onthe professional contributions of our members. Under the guidance of itschair, Carol Panza, we are constantly seeking to expand our membershipand to reach out to the developing world as well as developed world so wecan share best practice and deliver on our Vision and Values.

Finally I wish to record my appreciation and thanks to the board and to ourSecretary General for his continued expertise and guidance in the day today running of IFTDO. His unstinting efforts ensure we have a viableorganisation with a role to play in the international HRD community.

Bob MortonChair, Executive Board

FROM THE DESK OF SECRETARY GENERALThe 41st IFTDO World Conference in 2012 willbe held at Kuwait, to be hosted by the ArabianGulf Career Development Forum (CADEF). TheConference Announcement Brochure and otherdetails are available on Conference web sitewww.iftdo2012.com. The last date forsubmission of proposals for paper presentationis October 31, 2011 and the proposals can be

submitted on-line at the Conference web site.

The 42nd IFTDO World Conference will be hosted by the Indian Societyfor Training and Development at New Delhi, April 22-25, 2013. TheseConferences provide an excellent opportunity for learning, exchangingexperiences, networking and making long lasting relationships.

I wish to reiterate IFTDO’s world-wide contributions:

• IFTDO provides opportunities to speak, participate and exhibit atits Annual World and Regional Conferences and learn first-handfrom experts from all over the world, network and exchangeexperiences

• IFTDO is affiliated with the United Nations Economic and SocialCouncil and the International Labor Organisation to represent theworld’s HRD community.

• IFTDO’s Newsletter and Website (www.iftdo.net) provide informationabout world-wide HRD developments and provide the opportunity formembers to submit event announcements and articles to inform aglobal audience of their organization’s expertise and contributions.The website has been expanded to give one page free of cost to eachmember to promote its organization and activities.

To continue our significant professional association, we look forward toIFTDO members to support our mutual goals and help create a Federationthat can be influential in shaping better corporate governance and creatingsocietal achievements. With your involvement, we can better assist allnations to strengthen their HRD systems.

Dr. Uddesh KohliSecretary General

IFTDO NEWS NUMBER 2 OF 20113

INTRODUCING IFTDO 2011-12 PRESIDENT

Dr. Jamal A. Al-Duaij, Kuwait, is a Professor of CivilEngineering, a consultant in the field of StructuralEngineering, President of the Gulf Connection ConsultingBureau and General Secretary, Gulf Managers Forum.

AN INVITATION from Dr JAMAL AL-DUAIJ

On behalf of the Higher Organizing Committee of the41st IFTDO Annual World Conference, to be held on April 15-18, 2012,at Kuwait, I would like to invite delegates from all over the world to sharewith us this fantastic experience. As the State of Kuwait will be hostingthis gathering for the very first time, it will support all possible efforts tomake it a very memorable event.

Sustaining the Workforce in a Competitive Environment will be thetheme of the conference. The United Nations defines “sustainability” assatisfying present needs without sacrificing nor risking the futureones. A sustainable effort is also referred to as “a trade-off processbetween elements of a defined formula to reach a compromise.” Itmeans highlighting activities which are bearable, equitable, viable, andhave long lasting results. Since it was founded, IFTDO has emphasizedachieving these goals to maintain sustainable development.

Human resources managers are continuously monitoring and assessing theoutcomes of their duties and the levels of satisfaction contributing tocorporate development. Their studies indicate that workforces graduallylose their momentum and productivity as time passes. This is why modernorganizations always seek comprehensive roadmaps to follow to keep upwith the standards of the competitive global environment and energeticworkforce. Sustainable measures are the ingredients to use in organizationalactivities and programs to ensure that feasible long-lasting services andproducts result. Our Conference program will be designed to explore boththe theorectical and practical knowledge needed by practioners.

The Arabian Gulf Career Development Forum (CADEF) will be hosting thisworld conference under the President’s direct guidance using all capabilitiesto achieve IFTDO’s goals and objectives. A Higher Organizing Committeewas formed and has approved five objectives based on the IFTDO mission,the interests of the host firm (CADEF), and the official sponsors. Theseobjectives are:

1. Furnish the best platform for members and non-members toexchange knowledge as a vehicle to develop and enhance theperformance of the individuals in a sustainable way.

2. Support all possible opportunities as a world federation toencourage the participation of diversified networks of

idividuals, corporations, research centers, institutions, experts,and establishments from public and private sectors.

3. Enhance and support initiatives and excellency and continuethe worthwhole IFTDO practice of providing awards for distinctaccomplishments of all related parties.

4. Acknowledge activities of individuals, corporations, specialtybodies, professional societies, associations and present themto the communities.

5. Enforce excellent ties with local, regional, and internationalcouncils and bodies to produce the most outstanding productsworking in partnership with them.

To this end, we will present a program of an outstanding worldwideprofessional nature that meets the needs and interests of our respecteddelegates to make this conference a very rewarding and memorable eventfor all parties. Looking forward to seeing you in Kuwait this coming April,and for all of you, I send my best regards and wishes.

ANNOUNCING IFTDO WORLD CONFERENCE 2012 CONFERENCEPROGRAM

Managers and team members, system developers, auditors, and clients arethe cornerstones of the successful implementation of an organization’smission, objectives and action plans. This conference will address “whatthe participants need to know” either to lead, or be part of a team or ataskforce responsible for high performance in their enterprise. Identifyingbest practices is the focus. Therefore, real causes and methods ofenhancement of high performance will be discussed and practical solutionswill be provided. The following topics will be covered:

• 21st century trends, including managing uncertainty, privatization andpartnerships

• Leadership: Excellence models and indicators• Performance management• Sustainable development of the workforce in a competitive environment• Training and career development• Human Resources Industry & modernization of HR management• Evaluation - expected returns and analysis of measures, criteria, and

indicators• Project Management in directing activities to achieve a successful and

sustainable outcome.-budget, schedules, and conflicts.• Evolution of information technology and communications• Learning and Training Methodologies • Culture, ethnicity and values.

Full Members:

1. Human Resources Development Service of Korea, SOUTH KOREA (April 2011)2. Deanship of Skill Development, King Saud University, SAUDI ARABIA (July 2011)

Associate Members:

1. Al-Ebda’a Center for Consulting & Training Services, KUWAIT (April 2011)2. West bay Training, QATAR (May 2011)3. Management Centre Turkey, TURKEY (July 2011)

Reciprocal Members

1. International Vocational Education and Training Association (ETDF), FRANCE2. University Forum for Human Resource Development (UFHRD), U.K.

WELCOME NEW MEMBERS

IFTDO NEWS NUMBER 2 OF 20114

40TH IFTDO WORLD CONFERENCE & EXHIBITION MAY 8-11, 2011, WARSAW, POLAND

CONFERENCE HIGHLIGHTS

The Nowoczesnafirma and the Obserwatorium zarzadzania were the principalhosts of the 40th IFTDO Conference. Ireneusz Tomczak, IFTDO President,reported that about100 sessions were held (including 9 plenary) and about140 speakers, of whom 35 were international. About 70% sessions werein English or had English translation. The Honorary patrons were the Presidentof Poland, Warsaw City Presidents Chancellery of Prime Minister, Ministryof Labour & Social Policy and Ministry of Economy. There were severalsponsors, conference partners and media partners. The total participants(Conference/Expo) were about 1500 - including Polish and internationaldelegates, speakers, Board members, VIPs, sponsors and exhibitors. Manyof the attendees were young, enthusiastic professionals who were eagerto attend so the energy level was high. The Exhibition had 50 booths. Therewere 3 all-day workshops and an international reception held in a Chopinconcert theatre. A celebration and dinner occurred at the Royal Castle. TheIFTDO Global Awards were given at that time and the 40th IFTDO Anniversarybook was distributed at the conference.

IFTDO appreciates the great efforts made by the Conference team toorganize a high quality conference with so many speakers and delegates andfor printing of the IFTDO Anniversary book.

SUMMARY OF PRESENTATIONS- STATE-OF-THE ARTOF HUMAN RESOURCE DEVELOMENT &

ORGANISATION PERFORMANCE

“Keep your mind open to change all the time. Welcome it. Courtit. It is only by examining and re-examining your options and

ideas that you can progress. “Dale Carnegie

Conference presenters discussed the current challenges facing leaders.They identified financial and economic, demographic and political changesand uncertainty. Additional challenges were rapid technology and climatechange and environmental degradation thru natural and societal crises.Regarding demographic changes, presenters noted that countries worldwideare in various stages of demographic transition, including population growthestimated to reach from 3,000,000,000 to nearly 7,000,000,000 in fiftyyears. The youth bulge can speed economic development, as David Bloomof Harvard University suggests. As much as a third of Asia’s miraclegrowth rates over the past few decades are attributed to the youth bulge.

Minister Michal Boni, Chief of the Team of Strategic Advisors to thePresident of the Council of Ministers, Poland, spoke about significant globalchanges. Europe faces an environment of competitive intensity as a resultof globalization, technology and government action. An example is therestructuring of the airline industry from government ownership to lowcost private carriers. A major recession with loss of jobs overseas is beingfelt. Further, consumer choice and increasing demand add value: for examplein financial services, such as pension funds management.

To be a world-class country with a competitive edge, modernizing the stateand improving human capital are essential. Accordingly, an effective humanresources system is the key to innovation by undertaking peopledevelopment, such as in the IT sector. Specifically he sees the importanceof sustainable public finances based on increases in employment for a

higher tax base, productivity, greater knowledge and increased savings.The future labor market involves the creation of knowledge-based workrequiring skilled labor which employers compete for. Population will growwith increased older persons but with younger people holding more managerialpositions. For the unskilled, less choice of work and pay will be evident andinequality will increase.

The new times call for more people to be economically active andentrepreneurial and for organizations to continually re-invent themselves tosucceed. Flattening bureaucracies and increasing incidence of virtual teamsis more common. Organizations face a future of greater volatility requiringgreater flexibility and mobility, including not being able to guarantee longterm employment and facing the increased pressure for cutting costs-doing more with less. Often, managers don’t like the greater risks andchanges. In this environment, the HR function has to demonstrate its value.It has to have the capacity for change and to address the need for differenttypes of leaders and employees with different skill capacities.

THOUGHTS ABOUT LEADERSHIP

“Leaders Must Walk the Talk”

Dr. Victor Vroom, International Expert, argues that effective leaders aresensitive to the nuances of their organizations and cultural environmentsallowing them to better address short and long-term objectives. However,in 1911, according to Frederick Winslow Taylor’s The Principles of ScientificManagement, there was one best way to do every job, and it was up tomanagement, with the aid of time studies, to figure out what that was. Nocreativity or discretion was needed. Workers should not be thinking; theyshould be doing what they are instructed to do. At that point, the averageperson in the workforce had a limited formal education which didn’t encourageindividual freedom, development and expression anyway. It was, “This isthe right answer,” or “Paint a painting, but it has to be a red rose.”Education is different now. Families are different. Things are differentnow. People are not just more highly educated but want to have someinfluence on decisions that have effects on them. Globalization andaffirmative action increase the diversity of people.

Dr. Vroom notes that from 1972 to now, we’ve observed a fairly consistentpattern of movement toward more inclusive styles and more participativestyles. It is hard to know exactly why, but there are a number of possiblefactors that may contribute to finding this pattern. As the complexity ofdecisions increases—along with globalization and a move from a manufacturingeconomy to a service economy—the likelihood that a manager will have allof the data that’s needed in order to make a sound decision decreases. Youneed to match the complexities of the situation with complexities in thedecision processes that are used to deal with these challenges.

Furthermore, the organizational pyramid has gotten both flatter and fatter.Some time ago as many as ten levels existed between the bottom and thetop. Jack Welch, former CEO GE, decreed that there would be no morethan four or five levels. Cross-functional management was pushed down toa much lower organizational level. Spans of control increased greatly. Itwas once thought that a manager could not have more than seven directreports. Now some people find themselves with as many as 40 directreports. That has played into a team-based organizational structure.

IFTDO NEWS NUMBER 2 OF 20115

Principles of Leadership

Vroom points out that people are looking for universals. Many people thinkthat leaders are born, not made. They clearly see it as a trait, part of theirpersonality and based on their DNA. They want the one “best” leadershipstyle. Each pundit has his or her own “10 Principles of Leadership”—truisms about leadership. They’re presented as always correct. Alternatively,a few scholars have been conducting research on contingency or situationaltheories of leadership, which emphasize the fact that different kinds oforganizations, different kinds of challenges, and different kinds of decisions,require different leadership styles.

Dr. Vroom defines leadership as influencing others to work together in thepursuit of a common goal. It is a process, not a property. He defines it assomething that people exercise, enact, or display. Of all the factors explaininghow people behave, he purports, cultural differences account for most ofthe variance. One of the consequences of working in a global context is theneed to adjust to different cultural expectations and norms.

Organizations have appointed CEOs who have great brand names, who haveaccomplished great things but in different organizations or under differentcircumstances. They are brought in with the expectation that they will beequally successful, but it doesn’t always turn out to be the case. Even moreimportant than having a brand name is knowing something about the needsand challenges of the organization and having the sensitivity to adapt theirstyle to the new set of demands. Maybe success becomes associated withthe organization, not the leader. If everybody feels like they’re engaged andthe organization is performing, it isn’t the leader who did it, it’s everybody.

Most leaders emphasize short-range results. That may be appropriate insome situations. If you’re about to lay people off, investing in theirdevelopment may not be justified. But in other cases, you might want to dothe long-term work to change the situation by developing your team. Inworking with government and business leaders in Abu Dhabi, Dr. Vroom haslearned that they want to develop an economy that isn’t dependent on oilproduction. They want to develop leaders who foster creativity and dynamismand have the ability to deal with rapid change. If they’re going to create aneconomy that’s capable of creating new products that will compete withthe best in the world, they’re going to have to develop the talent in the laborforce. If their priority is to change the business culture, which has beenbuilt around people taking orders from the top, they have to make long-termefforts to change the situation.

A lot of leaders don’t develop the potential talents of the people they areworking with. They don’t develop teams of people who can work closelytogether. And they don’t develop what some people call “goal alignment,” inwhich people are willing to sacrifice their own personal motives for thegoals of the organization. That level of commitment comes when you feel asthough you’ve got a voice in decision making and care not just about whatyou get out of it, but how well the organization functions.

Many people, particularly in highly technical fields, do not pay enough attentionto the need for commitment to decisions. They overestimate their owncharisma or their ability to sell their decisions to their subordinates. Quitea number of them are conflict avoiders. That is, if they see conflict, theyautomatically move to more autocratic solutions as opposed to, “Let’s havea meeting and talk this out and maybe we can learn from one another.” Thenotion that conflict and the juxtaposition of different ideas can spur creative

thinking about issues is foreign to a lot of managers. If people have a voice,ownership is increased.

Many social scientists believe that individual differences among leadersdon’t make much difference. Structural, economic, and other situationalforces will account for much more of the variance in organizationalperformance. Regression studies have looked at organizations over time tosee how much of the variance is attributable to changes in the leadership,which is one way of getting an answer. The same thing has been done withathletic teams. If you change the coach, does it really make a difference?Not as much as people believe. If you change the conductor of a symphonyorchestra, how much of a difference does it make? Not as much as peoplebelieve. We tend to overestimate the degree to which the leader isresponsible for the effectiveness of the organization and ignore other factors.This has been referred to as leader attribution error. It’s not that individualleaders don’t matter, but they probably don’t matter as much as we generallythink.

What people try to do in inventing a construct called “leadership” is tofigure out the characteristics of people that lead others to follow them.But it turns out the answer isn’t in the personal traits of the individual.These vary depending on whether you’re talking about leadership in cartelsin Mexico, political leadership, or scientific leadership. Influence is a corequality of leadership, but the process by which influence takes place is verydifferent. For example, leadership in science and the arts results fromwriting papers and books that other people read and which influence theirthinking. It isn’t a directly interactive process. However, if you look at whatleaders do in organizations, it is building consensus and motivating people towork together around shared objectives. It is a highly interactive processthat doesn’t depend on a trait of the leader, but on the kinds of relationshipsthat the leader establishes with followers.

People naturally make some adaptations. If there is a fire, most peoplebecome more directive. It’s the same with a time-constrained businessdecision. People can be taught to read more subtle situational cues and Dr.Vroom teaches them to methodically go through a set of questions toassess what sort of situation they are facing, such as: Do you have theknowledge needed to make this decision? If not, does your team have theknowledge? Do you need the team’s commitment and support to executethe decision? Is there conflict and disagreement among the team? Shouldyou take charge? Should you work to build consensus. There are variousbehaviors for determining what decision making style is appropriate. Vroomsees a range from:

Leader/Manage Decides - Consults with individuals - Consults with group/team - Facilitates team decisions - Delegates

Dr. Vroom suggests that the decision as to what style to use depends uponthe situation. He indicates that if the leader has the required expertise,there is a good likelihood that others will commit to the decision. If time ispressing and interaction difficult, the decision style should be more to theleft side of the line above. If the group has the expertise and competence,if commitment of group members and their development is important andgoal alignment necessary, then using a style on the right is best. He findsthat establishing an “Expert System” is useful in framing the problem andinvolves team formation, establishing criteria for effective decision making,engaging various decision processes, defining theoretical considerations,

IFTDO NEWS NUMBER 2 OF 20116

and developing a bibliography to get technical data. It is also useful todocument the processes used and the information obtained. In circumstanceswhen there are shared goals, Vroom states, disagreement about meanscan be a good thing, because it leads to a deeper and deeper level of analysisof issues. That’s when you don’t want a lot of like-minded people aroundyou.

Based on existing research on leadership styles, Vroom has developedsoftware that aims to help managers choose the leadership style with thegreatest likelihood of success based on the leader’s assessment of elevensituational factors.

Organizational Needs

Bob Morton, Chairman CIPD Enterprises (UK) and IFTDO presented ARadar Check for HR – 2011/12. He emphasized the organizational needfor: retaining talent and building leadership resilience, emphasis on costreduction and increased productivity, meeting financial requirements whilstmaintaining employee ability, commitment and contribution, senior rewards(bonuses), and managing redundancies (survivors). Engagement becomesmore difficult with the lowest levels of trust. Finding cost effective, creativeways to develop people is vital.

Resonance is required

As noted by Morton, “Leadership is a resonant relationship that embracesmindfulness, hope and compassion.” Needed qualities are:

• Mindfulness is being awake, aware, attending and attuned toourselves, to other people, and to the world around us.

• Hope is the ability to give people an image of a better and feasiblefuture with a realism and belief that they can make it happen.

• Compassion is being in tune with or on the same wave length asothers so we are able to show care and concern.

• Empathy and a willingness to act.

• Achieve a Secure Base for People. The purpose of a secure baseis to create a psychological anchor so that attention can be focusedon positive goals, exploration and creativity. Without a secure base,people can become distracted by stress, so limiting their potential andhindering their success. The two pillars of a secure base are:

• Relationships- Genuine, Accepting, Empathetic

• Positive goals - Seeks to understand and positively reframe theother person’s drivers.

How do we choose resilient leaders? There are many ways: do an integratedassessment, identify experience and results, psychometric profiling of abilityand personality, and use simulations and behavioral interviews. How do wedevelop them? Through psychometrics and assessment tools; experientiallearning, simulations, targeted development – fewer external programs;and more internal action learning, can be productive.

The Two Dimensions of Leadership Organization: Vertical andHorizontal Leadership

Demos introduced the concepts of Horizontal and Vertical Leadership.Horizontal Leadership is a creative process dealing with cultural and peopleenvironment where co-creation is dialogical, involves listening, and is inputoriented. Life is horizontal: more flexible, builds trust, exhibits feelings anduses open communications. Horizontal leaders initiate innovation or change

– they are the “artists. “They create something new and bring it into theworld. The image is the “Front Office.”

Vertical Leadership is about making things happen: community building andteaming. It is about making sense of a situation and dealing with reality andinvolves stru cturing and organizing. Its image is the “back office.”

Creating Momentum in Your Company: The role of values in buildinga company

There are companies that succeed without defining their values. But it isnot recommended. Choosing not to have values is actually a value statement.Why isn’t there any change in organizations? Hidden values become thepink elephant in the room. – everyone can see it, but they pretend not to.Organizational values are seen in the actions of the leaders. When there isa difference between stated values and the actual hidden values of theorganization, employees become cynical, confused, withhold commitmentand conflicts arise. They can ignore or even scorn company values.

What to do? Purposeful application of values helps focus employees asthey do their work. Employees pulling together (values) in the same direction(goals) makes the organization more productive. To make this a realityrequires making values and the assessing of values’ application a part of themanagement of the organization.

How can we help managers specify values? Change job descriptions torequire managers to develop their direct reports in value clarification. Makethe evaluation of values part of the recruitment process. Make the applicationof values part of the employee evaluation process.

Having Shorter Communication Interactions

Saving time but gaining the value of face-to-fact interactions is useful.Veneet Nayar, CEO, HCL, an Indian company, shared how to do so:

• Dropping by someone’s workplace, exchange pleasantries and diveinto the heart of the topic.

• Scheduling shorter meetings.

• Gently guiding others when they initiate the meeting.

• Letting colleagues know what to expect from you. Expect them tocome with a proposed solution and a clear statement of what theywant from you.

• Making staff and team meetings more efficient. Obtaining agreementabout the purpose and desired outcome from your discussion.

• Offering positive reinforcement, and

• Doing quick data collection.

HUMAN RESOURCE MANAGEMENT

In the next 20-30 years, Stephen Taylor, Senior Lecturer in HRM at theManchester Metropolitan University Business School, UK, sees moreconsolidation leaving fewer larger competitors due to growing globalization,technology, government actions, consumer choice and changing attitudes.In this hyper-competitive environment, the psychological contract of promisedlong term employment is less likely so the workforce will have to take moreindividual career responsibility and be more flexible. Cost control means lesswage increases. Subsequently, the HR function must demonstrate itsability to add value. Basic functions will continue but must be acted ondifferently. He argues that over time labor markets for skilled workers will

IFTDO NEWS NUMBER 2 OF 20117

become tighter as demand grows and that dealing with skill shortages willincreasingly dominate HR work. However, he also argues that therequirement for effective recruitment, retention and training practices willoccur in an increasingly resource-constrained environment, requiring HR todevelop new and more imaginative approaches to the management of people.In any discussion about the future of HR, the need to speak the languageand understand the nature of business, finance/accounting and operationsis emphasized. HR people must have deep knowledge of their businesssettings so they can influence business decisions.

The Changing Nature of Global and Cultural Human ResourceManagement- Key Challenges Ahead

Dr. Michael Potter, President, Michael Potter and Associates, spoke aboutglobal challenges. According to him, talent management has risen to becomea global issue affecting more organizations. The world around us is changing,particularly due to significant technological advancement. Countries andenterprises are also facing other challenges, including: managing downturns,disasters and concerns about business ethics. As a result, the globalmarket is changing along with the requirements to meet market demands;global economics are becoming intellectually–based rather than commodity-based. It has become essential for organizations to adapt to the changingdemands which require dynamic strategic planning and a flexible and highlevel-skilled workforce. For employees, a narrow set of skills and a singlecareer path are no longer sustainable. It is essential that an organizationpossess the most talented personnel.

According to a World Federation of Personnel Management Associations(WFPMA Survey 2010), there are two key challenges facing globalorganizations: Change Management and Leadership Development.Specifically for European HR professionals the challenges are:

1. Change Management – international migration of workers

2. Organizational effectiveness

3. Staffing: recruitment and availability of labor

4. Rapid Technology Change/Globalization/Ageing/Economic downturn

5. Formal Leadership Acquisition - middle management and topmanagement

For Eastern European countries, the challenge is moving into free enterprisesystems. Also, many European organizations are not prepared for successfulintegration of foreign workers. Cultural integration is prevented by: lack oflanguage and professional and educational skills; failure to recognize previousqualifications; limited knowledge of the labor market and limited social andprofessional networks; and also low flexibility and understanding of newculture.

Dr. Potter defines culture as ‘The way we do things around here.’ Accordingto him, there are various cultures:

Country Culture: Traditions, History, Politics, Law and GovernanceCorporate Culture: Vision, Values, Mission, Beliefs, Board Influence/CEOPersonal Culture: Ways of our family, tribe, community.

“One cannot manage change. One can only be ahead of it.”Peter F. Drucker

Some companies have global programs to address their cultural challenges.IKEA has a Diversity Management System that has the following traits:integration into HRM, aligned closely with business plan, employees aware

of diversity and cultural matters to create a climate of respect andacceptance. Also present are: Director/Manager commitment, and somemigrants appointed to mid-level positions as a result of focused activitiesrelated to ethnicity in the company. Some companies have other GlobalHuman Resource Management Strategies, including: Change Management,Leadership Development, Talent Management (and retention) focusing onemployee understanding, mentoring and counseling, Networkingopportunities, and Recognition and understanding of foreign qualifications.

Changing People Management in the Coal Industry of India

R. Mohan Das, Director (Personnel & Industrial Relations), Coal India Ltd, aMaharatnaCompany, Govt. of India and Narendra Kumar, Head of Personnel,Indian Institute of Coal presented a case study on his company’s changeeffort. He described his company’s situation. Use of coal is growingworldwide. India is the third largest producer of coal in the world whereproduction grew by 8% in FY2010. Exploration capacities are being enhancedin both public and private sectors increasing direct employment for about ahalf million people. Although the industry has regulations and a good safetyrecord, nevertheless, there is room for further improvement. It works tocontinue to focus on environmentally and socially sustainable operations.

His company has a dedicated management team who foster transparency,openness, accountability & fairness. It employs standard corporategovernance and has introduced innovative and experienced HR management.It has worked to adopt flexibility and adoptability in the management function.It aligns HR strategy and objectives with the business, requisite trainingand re-skilling of employees. Further, it has created a learning organizationbased on building competence and commitment, a knowledge managementsystem, a talent management system which enables promotion and careergrowth, a performance management system, and promotes employeesengagement. It is comitted to ensuring responsive justice to employees inthe light of the changing global market. It has worked to transform employeerelations through participative management and creative decision makingforums at unit, region and corporate levels by information sharing, consultingand joint decision making and effective negotiation with the employeerepresentatives.

To transform coal employees into high performers, management hasprogressively emphasized development of the following soft skills: IQ(Intelligence Quotient), EQ (Emotional Quotient), SQ (Spiritual Quotient),effective communication, purposeful leadership & team building, conflictresolution, group dynamics, overcoming stress and increasing creativity.

Professionalization of the HR Function

Several speakers spoke about the need and process for making personnelmanagement more of a profession helping societies and organizations changeeffectively. David Doughty – Director of International HR Development,Nottingham Business School, spoke about some recent efforts in Russia,Azerbaijan and the Czech Republic where societies were moving fromauthoritarian governments to free enterprise systems and where thepersonnel function was formerly held in low esteem. Other issues examinedwere dealing with recruitment concerns in key skill areas and retention anddevelopment of talent.

The approach involved recognizing distinctive competencies for personnelprofessionals including: the need for a formal period of training leading tocertification, gaining greater credibility and influence in their organizations,and building a professional community with global perspectives. Anotherbenefit of the effort was increasing the skills of the training staff to deal

IFTDO NEWS NUMBER 2 OF 20118

with global and national changes and to develop different learning approachesand responses. It is also a good example of connecting work to learning. Theexperience of the teachers and the structure of material ensured that thevital link between theory and practice, often missing in post-graduateeducation, would be present. According to the students, development ofthe “thinking performer” culture through provocative discussions and honestassessment taught them “to fish” for their own solutions rather than begiven “the fish” itself.’ Another project outcome was knowledge transferthrough the dissemination of articles and conference papers written aboutunique topics, such as ‘Learning and Tensions in Managerial InterculturalEncounters’ and a text book including case studies.

COACHING

“Coaching turns managers into leaders”

Coaching is a very commonly explored topic. Several presenters hadinteresting perspectives to share. They stressed the need for a ‘coachingculture.’ The culture of any organization or any group of individuals is areflection of the values, beliefs, needs, and behaviors of leaders of thegroup and the legacy of past leaders. It is the way we do things in ourenterprises.

What is a coaching culture? David Clutterbuck and David Megginson,Global Experts, have defined it: where coaching is the predominant style ofmanaging and working together, and where a commitment to grow theorganization is embedded in a parallel commitment to grow the people in theorganization. Its evolution began with direct coaching between managerand subordinates, transforming in time into more complex interactions.Core coaching competencies include: creating a safe environment for thecoaching relationship, questioning and listening skills and facilitating growth.

Giovanna D’Alessio, Board Member of International Coach Foundation, statedthat there is increasing evidence that coaching is the best and mostpersonalized approach to ensure that the potential and performance ofindividuals and teams are developed and maintained over time and to increasethe bottom line business performance. Developing a coaching culture makesthe organization stronger in times of turbulence and change because itbuilds a learning and resilient environment. A coaching culture within anorganization is one where not only formal coaching occurs, but also wheremost people use coaching behaviors as a means of managing, influencingand communicating with each other. The use of mobile communicationsenables greater use of coaching.

Return on Investment in Executive Coaching

“The goal of coaching is the goal of good management: to makethe most of an organization’s valuable resources. “

Harvard Business Review

“The Bottom Line: Coaching produced a 529% return oninvestment and significant intangible benefits to the business.”

Metrix Global, LLC 2001

New research reveals a large return on investment (ROI) from usingcoaching. Gerald O’Donovan, Founder and Managing Director, NobleManhattan Coaching, noted a two hundred percent increase in return oninvestment, even for small companies. The Manchester Review Study ofmore than 300 companies found that an average ROI was 5.7 times theinitial investment. Other improvements noted: executive productivity,customer service, retaining executives who received coaching, direct reportand supervisor relationships, teamwork, working relationships with peersand job satisfaction. An Association for Coaching Study of more than 600

companies found that purchasers of coaching gained better peoplemanagement skills, such as in decision making, time management,information sharing, risks taken on new projects, delegation, lowered stressand also profit share increase based on assisted team decisions.

New coaching models include group and self-coaching. Group Coaching is afacilitated group process that is led by a professional coach and formedwith the intention of maximizing the combined energy, experience, andwisdom of individuals who chose to join in order to achieve organizationalobjectives and/or individual goals. Top executives and managers serving asteachers and coaches are highly recommended to promote organizationalgoals and “best practices.”

ORGANIZATIONAL PERFORMANCE

“Change is hard but no business survives over the long-term if itcan’t reinvent itself, But change is often resisted by people it

most affects”Editor, Harvard Business Review

“It takes strong and visible leadership to convince people thatchange is necessary”

Per Brogaard, Danish Ministry of Finance

Knowing the status of a nation’s competitiveness can be a motivatingfactor for increasing organizational performance. Each year the WorldCompetiveness Yearbook is published as a comprehensive report on thedegree of each nation’s competitiveness. Some of the measures include:unemployment, life expectancy, HR development, the degree of skilledworkforce, brain drain, effectiveness of government decisions and thedegree of labor relations.

For better performance improvement and business results, organizationsneed to:

1. Connect business and participant needs to shape specified outcomes

2. Consult stakeholders and be clear on expectations and success criteria

3. Carefully consider that organization architecture relates toorganizational culture, learner’s reality and fears about change. Includeeffective and frequent communications.

4. Ensure that emotional engagement, interaction and personal feedbackare provided.

5. For sustainability, offer learning that is stretching, memorable, wellfacilitated and supported back in the workplace.

Carol Panza and Christine Marsh, Instructional Performance Consultantsand IFTDO Board Members, explained the value of maps created as analysistools to increase performance improvement processes. These maps areuseful when shared fully and freely in data gathering and reality checkingand prompting further contributions of action recommendations.

LEARNING-TRAINING

If you find training expensive, have you tried ignorance?

Today’s training builds on the research of Malcolm Knowles who enunciatedthe principles of Adult Learning. He found that adult learners are: practical,goal-oriented, learn from experience, need to be shown respect and areautonomous and self-directed. Dr. Rothwell, Global expert/researcher ,finds learning statistics that shows that worldwide the average number oftrainers per 1000 is 4.35. The average training & development enterpriseexpenditure is 2.1% of wages paid.

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Killing Training Is Not Going To Be Easy, It Will Take Tremendous–Commitment –Competence -Effort

Parimal N. Gandhi, Academy of Human Excellence, India, led a session,How to Kill Training in Your Organization. He emphasized that learning playsan important role. He noted that most organizations do not train theiremployees and don’t take training seriously even if they do: they buy thecheapest and give up on training after its execution. Most people andorganizations never change while the environment is changing rapidly. Mr.Gandhi’s advice for killing training is:

Advanced Techniques for Chairmen, Managing Directors, ChiefExecutives

1. Never go for training.

2. Attend. Talk about training but change nothing. Just engage in theappearance of changing.

3. Provide no budget or a measly one - Easier to do in a recession: in yourcost cutting efforts, slash the training budget first; in good times,insist that this is the time to produce.

4. Control where the budget is spent. Spend the training budget oneverything except training. Ensure that most of the training budget isspent on lodging and boarding. Pay the caterer more than the trainer.

5. Avoid scientific performance appraisals.

6. Reward thru training only the high level personnel and the loyal.

7. Never allow linkage of training with business objectives and neverhave measurement of ROI. Demand unrealistic results and insist thatresults cannot be measured.

8. Keep expressing doubts about the effectiveness of training.

9. Ensure that key employees who need training are never nominated forit.

10. Often call your people out of the training.

11. Build none or poor training facilities.

12. Insist that anyone can conduct training and select the least suitablepersons.

13. Curtail training duration.

Advanced Techniques for Training Managers

1. Train the maximum number.

2. Keep programs short.

3. Tender training contracts.

4. Send training invitation very late.

5. Select only the participants with no authority to implement, thosewith incorrigible attitudes, and those for whom training is irrelevant.

6. Whatever you manage, you can mismanage... dates, communications,trainer travel, participant food, and audiovisual equipment, inauguration,and graduation.

7. Most important… Never undergo training yourself.

Techniques for Trainers

Be committed to obsolescence, Avoid preparing, Make programs only for

humor, Use the post-lunch session for important topics, Use dramaticallyineffective and ill-timed audiovisuals, Use lots of jargon, If training fails,blame others and most important… Never undergo training.

Techniques for Participants

Resist being nominated, Continue working throughout the program, Use thelaptop, cell phone constantly, Ask long, irrelevant questions and Demoralizethe trainer.

“The ability to learn faster than your competitors may be theonly sustainable competitive advantage”.

Peter Senge

“An organization’s ability to learn and translate that learninginto action is the ultimate competitive advantage”.

Jack Welch, former CEO, GE

Evaluating Training Programs

According to Kirkpatrick Partners, the levels of evaluation are:

Level 0: Program Measures: number of programs, attendees, costs.

Level 1: Reaction and Perceived Value (Measures of relevance, importance)

Level 2: Learning Measures

Level 3: Application and Implementation (Measures of use of information,knowledge, skills, and contacts)

Level 4: Impact (Measures of output, quality, time and cost linked toprogram)

Level 5: ROI- compares the monetary benefits to program costs.

For cost-effective evaluations, consider using available evaluation resourcesand relevant, credible and persuasive measures, estimate the least frequencyneeded and the cost of program and assess the level of executive interestand demand. Increasing response rates can be achieved by using simple andbrief formats. For example, it is useful to have an advance communicationwith an introduction letter signed by the highest official/group that specifiesthe reason, who will be involved and how the results will be helpful to therespondees. Also, provide an incentive to respond. Communicate the resultsin understandable and appealing manner to the appropriate stakeholders.Share stories and examples to illustrate the training results.

CUSTOMER RELATIONS

“The benefit of a strong relationship with your customer is thatit is difficult for your competitor to imitate.”

Jules Goddard, London Business School

TACK-HR International had the challenge of implementing a strategy forsales expansion in international markets by building retail sales competenciesmet by establishing an International Sales Academy. Its challenges included:identifying the key ingredients of a successful Sales Academy project,specifying corporate needs, establishing the curriculum, monitoring thereturn on investment when implementing an international sales trainingprogram, and fostering the sharing of best practices within leadership,operations, sales and service groups.

TACK’s key learnings about building training academies cover the need to:

1. Gain commitment & involvement of top management, including definingthe required competencies

2. Align a project strategy to the company strategy.

IFTDO NEWS NUMBER 2 OF 201110

3. Make project visible to all involved on a regular basis.

5. Measure success.

6. Secure and gain awareness of Return on Investment.

Paul Gauci, Head – Training & Consultancy, Bank of Valletta plc, Maltashared that his company’s philosophy is:

“Ensuring that...the profitability of the total customerrelationship is maximized over time, rather than seeking to

extract the most profit from one particular transaction.”

His company developed Relationship Management Training to ensure goodcustomer relations. Its objectives are to go beyond the traditional CustomerRelations concept. Its need is to practice the concept of ‘customer delight’where the customer’s requirements are not only met, but exceeded.

Many organizations, particularly banks, are recognizing that a gap in outlookexists between managers and customers and are anxious to bridge it. Theyare encouraging managers to build a relationship with personal/businesscustomers so that they can understand their needs better and build apartnership that benefits them both.

It is well established that bankers seem to be scrupulous when it comes todetail. Their customers may not be. The identification of such differencesbetween the two enables relationship managers to better understandbusiness customers’ perceptions and behavior. Relationship Banking has togo beyond simply judging the health of a business by its financial statements.It is not the occasional face-to-face meeting – for example, when a businesscustomer applies for a loan or an extension to an overdraft. Nor does itimply merely the provision of off-the-shelf, “customer care” training skillsto bank employees.

Customers want relationship managers who are flexible, who can act as asounding board and who can provide support in both good times and bad.Relationship Managers need to be able to put themselves in their customers’shoes if they are to fully understand their current and future financial andbusiness needs. These relationships should be based on trust, continuity,regular contact, a common language and shared objectives.

The training at the Bank serves as a catalyst for change and deliveringexcellent quality service. Training conducted included bank representativesand customers (business owners) that gave ‘lending’ managers some ideaof what it is like to sit on the other side of the bank manager’s desk. It wasdesigned to help managers understand the process of growth in businesses,to appreciate the pressures faced by business owners, and to help themwork more effectively.

The company’s vehicles are:

• Marketing: Decentralizing marketing and niche marketing usingmapping methodology

• Information Technology…customer based system, real time; data-warehousing; alternative delivery channels: internet

• Customer Care & Quality- Customer Service Centre which focuseson key customers and other segmentation efforts.

• Centralization thru back offices support & administration

• Branches Infrastructure and design and layout reflecting ‘relationshipmanagement’ oriented service environment.

• Sales Process …transition of branch staff to relationship officers.

“What we learn in business is that you get what you want bygiving other people what they want.”

MacDougall

“Change need not come in the form of big dramatic innovationor restructuring. It should be accepted as a continuous process,

with constant adjustments in every area.”Sir John Harvey Jones

MANAGING AND TRAINING OLDER EMPLOYEES FORHIGH PRODUCTIVITY

The long-term aging of the global workforce is creating a new and importantchallenge for management, one that has been made worse by the economicdownturn affecting many countries. More older individuals are staying inthe job market longer — or are trying to get jobs, but they often facediscrimination for a variety of stereotypical reasons. Adopting a lifelongapproach to education and training for all employees is particularly importantin view of societal changes, including advancing technology.

Retaining older employees is a good thing for employers because researchfinds that on almost every dimension of job performance, older employeesdo better than their younger counterparts. This may sound surprising, butif we substitute the word “experience,” which has positive connotations,for the word “age,” it starts to make sense: Wouldn’t you want the mostexperienced doctor or the most experienced mechanic working for you?

Interpersonal abilities as well as job-related knowledge grow as we getolder. Older employees have the ability to step right in and start contributing,to “hit the ground running,” as employers say they need employees to do.It is certainly true that age-related infirmities can cause performance andattendance problems, but it is important to remember that not all olderindividuals suffer them. The only job-related ability that worsens with age islearning novel tasks. But few employers today hire anyone of any agewithout expecting to update them. The fact is that we are living longer andhealthier.

Nor is it true that older employees cost more. But many experiencedemployees receive higher pay because the market rewards the competencethat comes with age. Nor do their benefits necessarily cost more. Whilethey use more health care themselves, they have fewer dependents –athome children who use a lot of healthcare dollars.

Challenges to Working with Adult Learners

There are many challenges in training all employees, not only older ones.Knowing the specific challenges one might face when working with adults isthe key step to being a successful human performance professional. Antherkey to success is to apply knowledge of adult learning theories and principleswhen developing training programs to give adult learners the best learningexperience possible. It is also important to ensure that the environmentmeets the needs of the learners, especially for older employees. Adultsneed to feel safe within their learning environment so that they can becomfortable being engaged. They sometimes need physical aids to helpthem with poor hearing and sight and limited movement.

Dr. Annette Hartenstein, International Human Resources Consultant andIFTDO Editor and Dr. David Waugh, International Human ResourcesConsultant, IFTDO’s Representative to the United Nations.

IFTDO NEWS NUMBER 2 OF 201111

The Move to Distance Learning: Advantages of Distance Learning(DL) Methods

Several presenters explored distance learning. Most of the training toolsprovided to us in the past have been instructor-entered, top-down systems,including our much vaunted learning management systems. Research resultshave consistently shown that with good instructional design there’s nosignificant difference between distance learning and in-class learning.Distance learning programs allow for increased cost-effectiveness. Theypromote ease of access to learning and encourage life-long learning, evenfor busy executives and staff persons who want to combine work andeducation. Other benefits include:

• Potential of reaching global and larger target populations, thus reducingcost per trainee. The reduction of time spent away from the job byemployees may be the most positive offshoot. Consistent delivery ofcontent is possible with asynchronous, self-paced e-learning andflexibility for self-paced learning in any convenient location with anInternet connection.

• Access to rich and global resources and experts.

• Increased possibility of interactions between faculty and learners,and between the learners themselves

• Possibilities to engage in interactive exercises and work in teams.

• Proof of completion and certification, essential elements of traininginitiatives, can be automated.

• Easy and relatively cheap updating of study material as compared tohard-copy material (especially books).

Many forms of distance learning involve little or no cost. In many countrieshomes have televisions and many are connected to a cable-TV service. Forthese homes, it is relatively easy for the students to watch a public broadcasttelevision show or educational documentary. In addition, increasing numbersof people have access to a telephone and/or the Internet, enabling the useof voicemail and audio conferencing.

One of the benefits of distance learning is that there is a wide variety ofmaterials that can meet everyone’s learning preference — at least part ofthe time. For example, some people learn from visual stimuli, such as videoand others learn best by listening or interacting with a computer program.If distance learning courses are well-designed, they will likely offer learners

a wide range of choices, thereby providing the optimal combinations ofinteraction and media.

No More Boring Training or Limitations in Knowledge Transfer

Filipe Carrera, Portugal, Professor in several Universities and President ofASTD GN Portugal spoke about the limitations of traditional training andhow to overcome them. He stated the limitations as:

• Different levels of knowledge are not reached.

• Relies on Memory

• Not “just- in-time”

• Uses manuals rather than computers

• Relies on only a few experts.

He stated that new approaches are needed. Speed is the name of the game.Continuous knowledge transfers the solution and informal training has anew role. Informal Training is every form of knowledge transfer that isa normal part of day-to-day work and is non- systematic. It representsknowledge and competencies gained through informal channels. Its practicalapplications include: bolstering external training, furthering employee toemployee communications and orienting new employees; and facilitatingcommunications to customers and other external stakeholders. In thesetimes of economic downturns encouraging it is cost-effective. In surveysthe following means have been identified as most popular: email, companyintranet, Google-type searches, communities of practice, and voluntarymentoring.

Knowledge Pills Methodology can help achieve these goals by creating smallunits of knowledge to be used in a just-in-time learning perspective byinternal and external people and capturing tacit knowledge in the organization.It covers information made available from and to every staff member in amultimedia format. It can facilitate the transfer of knowhow by makingeach employee a training agent. It reduces costs and creates a “we-learning”culture. Technologies that can be used include: Web-cam, digital camera,video/audio software and social media.

Learning professionals face the challenge of leveraging informal learning toachieve organizational goals. Since employees are accessing informationthrough many channels, including external sources, it is necessary to ensurethat the information acquired is accurate and useful.

CATEGORY WINNERS:

Overall Winner and People Management:State Institute for Urban Development, Mysore, India

Knowledge Management:BRAC Training Division, Bangladesh

Performance Management:Reddy Group (Tanoa Hotel Group), Fiji Islands

CERTIFICATE OF MERIT:

Vedanta Aluminium Ltd, India(Performance Management)

WINNERS OF IFTDO GLOBAL HRD AWARD 2011

Bank Pekao SA, Poland(Knowledge Management)

BRAC Training Division, Bangladesh(People Management)

Suzlon Energy Ltd, India(Knowledge Management)

Planmeca Group, Finland(Performance Management)

Saudi Aramco, Training & Development, Saudi Arabia(Knowledge Management)

IFTDO NEWS NUMBER 2 OF 201112

www.iftdo.net

IFTDO MEMBERSHIP APPLICATION

Category of Membership applying for:FULL MEMBER (USD$1000)Subscription is less for small professional societies. See belowASSOCIATE MEMBER (USD$350)

___________________________________________________________________________Official Organisation Title___________________________________________________________________________Address___________________________________________________________________________Telephone Fax Website___________________________________________________________________________Name & Title of Contact Person E-mail

Payment Choice:Invoice requestedDirector transfer to IFTDO Account (Ask for Account No.)International Bank Draft or cheque drawn on U.S. Bank (ask for Address to which cheque to be mailed)

* Small Professional Society applying as Full Member, please answer these additional questions:Number of individual members______________ Number of organisational members ______________

Dr. Uddesh Kohli, Secretary General, IFTDO Scan and email to: sgiftdo@gmail.com,S-50, Greater Kailash-1 or ukkohli@yahoo.co.inNew Delhi 110048, India Fax: +91 11 2645 1604 Phone +91 11 41619842

GLIMPSES FROM 41ST IFTDO WORLD CONFERENCE, WARSAW,May 8-11, 2011

Executive Board 2011

PRESIDENTJamal Al Duaij (Kuwait)

PRESIDENT ELECTB P Rao (India)

PAST PRESIDENTIreneusz Tomczak (Poland)

CHAIRBob Morton (UK)

HONORARY TREASURERRay Bonar (Ireland)

MEMBERSKaylash Allgoo (Mauritius)Marie Dayton (Australia)Ebrahim Al’Dossary(Bahrain)Abdel Bari Durra (Jordan)Bill Fenton (UK)Hussain Ismail (Bahrain)Winston Jacob(PNG)Kayode Ogungbui (Nigeria)Y Manohar (India)Christine Marsh (UK)Carol Panza (USA)Helmi Sallam (Egypt)Tayo Rotimi (Nigeria)Wei Wang (USA)

REPRESENTATIVE TO UNDavid Waugh (USA)

SECRETARY GENERALUddesh Kohli (India)S-50, Greater Kailash-1,New Delhi 110048, IndiaTel: +91 11 41619842 (O)Mobile: +91 9811273142Fax: +91 11 2645 1604E-mail: sgiftdo@gmail.comukkohli@yahoo.co.in

EDITORAnnette Hartenstein (USA)draahart@aol.com

IFTDO does notnecessarily agree withthe comments expressedin this News and does notaccept responsibility forany views stated therein.