Lighthouse Assessments WORK

ETHICS in Oman

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)

Thank you

• 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…

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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

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Our clients…

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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

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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

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