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About Us…
• Omani business consulting firm
• In Oman since 2005
• Work we do:
– Turn around sick companies make them profitable
– Work with stakeholders to enhance profitability
– Human capital management
• Worked with more than 100 companies
• Have offices in India, Oman and Singapore
Work ethics…?
• Work ethic is a set of VALUESbased on HARD WORK and
Diligence…to achieve celestial performance…
Productivity
Examples of ethical values
• Integrity
• Sense of responsibility
• Emphasis on quality
• Discipline
• Sense of teamwork
• Taking initiative
Leaders in companies are
expected to…
• …deal with complex problems
• …make tough (sometimes unpopular) decisions
• Wear different hats…
– Manage people
– Manage business
– Manage stakeholders
– Manage self….
• Lead people to realize company objective…
But in reality….
• Supervisors work ethics may not coincide with that of the subordinates
– Workplace becoming operationally complex
– Culturally diverse
– Ethnically different
• Behavior of a leader directly impacts work group climate and team members
• Alignment of perceptions…toughest challenge…or else be ready for….
Complexity of conflict…
Complexity
Time taken to resolve a conflictLow
Low
High
High
Facts
Methods
Objective
Values
Culture
Alignment of culture with strategy
CompetenceEnhancing people
capabilities
Ethical behavior
Perception and demonstration of work ethics
Productivity
Total alignment….
Linking values to team
dynamics…
Values
HUNGER &
ACHIEVEMENTCOMMITMENT
EMOTIONAL
GLUE
HARD WORK
TEAM REQUIREDNESS & COMPOSITION
TEAM SUCCESS
OBJECTIVES
* TASK * GROWTH * INDIVIDUAL SATISFACTION
Team
Skills
Individual
Nourishment
Team
Processes
Team
Roles
Linking values to team
dynamics…
Values
HUNGER &
ACHIEVEMENTCOMMITMENT
EMOTIONAL
GLUE
HARD WORK
TEAM REQUIREDNESS & COMPOSITION
TEAM SUCCESS
OBJECTIVES
* TASK * GROWTH * INDIVIDUAL SATISFACTION
Team
Skills
Individual
Nourishment
Team
Processes
Team
Roles
Incidents of unethical behavior…
260 respondents
33%
46%
56%
57%
71%
77%
77%
82%
85%
89%
90%
91%
95%
97%
0% 20% 40% 60% 80% 100% 120%
Moonlighting
Passing the buck
Decision delays
Empire building
Harrassment
Mediocrity
Red Tapism
Misuse of Power
Corporate bullying
Circumvention of policies
Turf Wars
Vaasta
AWOL
Chronic absenteesm
Incidents of unethical behaviour
Hard-work & Absenteeism on
Knowledge curve
Physical
Physical Intellectual
Intellectual
Discovery
Talent Value Rationalization
Talent Value Development
Competency Development
Pro
du
ctiv
ity
High
HighLow
Initial slow learning, slow acquisition of skills
Steep learning phase, acquiring new skills fast
Expertise gained, rate of learning slows down
Rationalizing Talent…finish line is
results
Stage 1Awareness
To what extent talent management program make employees aware of skills needed for tomorrow
Stage 2Learning
Stage 3 Behavior
Stage 4 Results
To what extent did employees improve knowledge and skills and change attitudes as a result of program
To what extent did employees change their behavior back in the workplace as a result of the program
What measurable organizational benefits resulted from the program in terms such as productivity, efficiency and sales revenue?
Training programs at most impact “Awareness” stage
of the transformation
A robust talent management program impacts all the 4 stages of skills transformation
90% of all training interventions designed to change habits or behaviours
do not achieve their objectives. This explains why leadership
performance has only improved by 20% over the last 20 years inspite of
annual global expenditure on leadership development in excess of €40
billion!
Now more than ever, training and people development interventions
need to show a tangible impact on business performance and ultimately
the bottom line…
Harvard Business Review
Elements of Talent Value
Rationalization
Training programsHigh visibility projects
Job rotation
First supervision responsibility
Projects related to cost savings,Process improvement, reduction of waste,Systems improvement, etc.
High impact assignments
EmployeesTalent
Rationalization Program
Talent Value Rationalizationbudgets utilization…23 Pvt. Cos. in Oman
Training budget utilization/technical training budgets (number of respondents = 23 companies)
Percentile Range 10th 25th 33rd 50th 66th 75th 90th Average
%of companies budget utilization
18% 25% 31% 37% 46% 56% 71% 41%
Hard facts…
Total no. of Omanis employed in private sector
Only 1909 draw a salary upwards of OMR 2000 pm.
2.2% of total Omani working population in Pvt. Sector
5% of the top management comprising of Omani Nationals
Source: Ministry of Manpower
Introduction to TVI
• Proprietary tool that measures “Talent
Value Index” of human capital in a
company
• Enables leaders to assess existing HR
competencies and capabilities
• Compute ROI on human capital
• Assist them to shorten the learning curve
Elements of Talent Value Index
Top LevelStrategic
OrientationResult
OrientationPeople
OrientationCollaboration
and InfluencingCustomer
ImpactChange
LeadershipMarket Insight
Middle Level
Business Acumen
Drive for resultsTeam
LeadershipImpact and Influence
Customer FocusContinuous
ImprovementNetworking
skills
Junior Level Holistic thinkingAchievement
motivationTeamwork Self Confidence
Customer responsiveness
InitiativeMarket
Awareness
Organization success
Steps for assessments…
• The tool assess all employees on the set of competencies defined
• Assessment includes, case studies, group activities, psychometrics and interviews
• Results in assessment score in %age– Person 1 = 75%
– Person 2 = 60%
– Person 3 = 110%
– Average (TVI) = 81%
Omanization…Oh Really???
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
IT Telecom Industrial FinancialInst
KnowledgeOasis
Powercompanies
Universities Automobile Sales & Dist
Omanization percentage
TVI (THO)
TVI(ON)
TVI(EX)
Role of a leader…
Competence
Work Ethics
Productivity
Complementary Skills Common Purpose Common Approach Mutual Accountability
Performance Goal Common Values
L
E
A
D
E
R TASK
IDENTITY
SYSTEM
ROLE
RELATEDNESS
SELF
Impact
Job Engagement
Results
Conclusion…
Un ethical behavior Steps to be taken to address the issue
Chronic absenteeism Enhance employee engagement
Vaasta Decline politely, regret sincerely, learn to say “NO” politely
Turf Wars Restructure and rationalize manpower
Circumvention of policies Have a strong systems and processes
Corporate bullyingSet whistle blower policies
Misuse of Power
Red Tapism Simplify systems and encourage people to take decisions
Mediocrity Set accountabilities and manage performance aggressively
Harrassment Make it a non negotiable act and take action quickly
Empire building Rationalize manpower, restructure, process improvements
Decision delays Process mapping and improvements
Passing the buck Incentivize staff who conclude work on time, instill values
Moonlighting No tolerance policy (during work hours)
• Lighthouse is a business consulting firm started in 2004 by consultants working with prominent consulting firms in India
• Lighthouse is in Oman since 2007
• Offices in:– India
– Sultanate of Oman
– JV office in London
• Have strategic tie – ups with:– Sharakah – youth fund of Oman
– MAS Clearsight – Dubai based PE firm
– World at work
About us…
25
The Lighthouse – Array of
Services
The Lighthouse - Practices
People StrategyBusiness ConsultingPerformance and
RewardsStrategic Finance
• Organization Design• Change Management• HR Audit• Employee opinion
surveys• Leadership
Development• Competency Mapping
and Assessments• Design, development,
implementation and communication of HR systems based on PCMM
• Attraction and retention
• Business plans design• Project feasibility
studies• Mergers and
acquisitions• Business Process Re –
engineering• Corporate integration• De – mergers• Joint ventures and
partnerships
• Designing rewards strategy
• Benefits benchmarking• Compensation Surveys• Job Evaluation &
Grading• Performance
Management Systems• Design &
Implementation of Balanced Scorecards
• Performance linked rewards
• ESOP• Board Remuneration
• Debt financing• Private equity financing• Mezzanine financing• Strategic fund raising• Venture capital
partnerships• Investor introductions• Corporate finance • Term loans and
guarantees
26
Key clients in Sultanate of
Oman…
• Royal Court Affairs –
Oman
• Oman Cement Company
• Oman Air
• MEDC
• OPWP
• Electricity Holding
Company
• PAEW
• Oman Waste Water (Haya)
• RAECO
• Enhance
• Towell Group
• Galfar
• OMINVEST
• Al Hassan Group
• Khimji Ramdas Group
• Oman Arab Bank
• Standard Chartered Bank
• Takamul Investments
Company
• Nizwa University
• Sohar University
• Barka Power Company
• Fair Trade LLC
• Dhofar Power Company
• Voltamp
• Al Yosuf Group
• Muscat Overseas Group
• Oman Computer Services
• Imtac Technologies
• Shanfari Group
• Al Hosn Investment
Company
• Jawad Sultan Group
• Muscat Finance Company
• National Finance Company
• Raysut Cement
• SABCO Group
• Majis Industrial Services
• Oman Four Mills
• Mustafa Sultan Enterprises
• Fincorp
28
List of worldwide clients…
• DHL International
• Tesco
• ANZ IT
• Macmillan India Ltd.
• IBM
• Hewlett Packard
• Motorola
• Intel Corporation
• HAL (Engines division)
• Aurigene
• America Online (AOL)
• Dell International
• Amazon. Com
• World Health Organization (WHO)
• Malakoff Malaysia
• Toyota Motors
• Sony Corporation
• Dubai Cables
• Yokogawa India
• ABB Ltd.
• General Electric
(GE)
• Mashreq Bank
• Dubai Aluminum
• Hulumale
Development
Corporation
(Maldives)
• JH Whitney
Investment Fund
• Atkins
• Deloitte and Touché
• Tata Consultancy
• British Telecom
• Nokia
• Reliance Industries
• SG Bio – Fuels
• Shell India
• Dhabi Group
• Kingfisher Airlines
• Qatar Airways
• Unicef
29
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