David Lutes

Expert Trainer

David is a Organizational Development, Talent Management and Training Consultant and Trainer with 25 years international ex-perience at a senior strategic, middle management and operational level. A naturalized British citizen of American origin and a former intern with the late Dr W Edwards Deming, he infuses TQM (Total Quality Management) thinking and practice into 20+ years of management and leadership consulting and training experience in over 25 countries. 15+ years in CEE/CIS and APAC and 5+ years in Middle East (UAE, Qatar, Oman, Saudi Arabia, Kuwait, Palestine, Egypt, Kurdistan). A key part of his work in the GCC has been to help organizations in their Nationalization/Localization strategies and implementation. He is also a Certified Executive Career Coach and a UK CIPD certified Master Trainer.

A former senior director with several multinational corporations and a former HR Director, as an HR consultant he is a specialist in broad HR planning with strong experience in training needs salary restructuring, job re-grading and rationalization, role/position optimization and integrated competency and performance management frameworks. As a training consulting he specializes in a wide range of soft skills subject areas such as: Situational Leadership, Customer Service, Team Working, Coach-ing as a Management Habit, Presentation Skills, Collaboration and Influence, Performance Management, Problem-solving and Analytical Skills, Strategic Thinking and Planning, Balanced Scorecards, Total Quality Transformation, Change Management, and numerous inter-related HR and Talent Management subjects – such as Employee Engagement, Succession Planning, Em-ployee Development, Competency Frameworks and Behavioral Interviewing. He also has client/internal consultant-focused HRMS systems experience (SuccessFactors, Cornerstone-on-Demand, Oracle ERP).

After some years as a teacher and coach in South Africa, the USA and UK, through his work with Deming, in 1990 he began training emerging Leaders and Managers from the former Soviet Union including managing large-scale re-skilling and training projects for massive defense down-sizing in 5 former Soviet-controlled countries. During this time he also was Managing Editor for Executive Business Channel – a BBC TV subscription management development program service. From 1990-1998 he designed and delivered training courses and programs to over 5,000 managers and trained 150 trainers from 6 European, African and CIS countries to Master Trainer level.

Previously based in the UK and later in Kiev, Ukraine, beginning in 2001 until 2011, and interspersed with time as Director of HR for the Government of the British Virgin Islands, David has worked for several large, global multi-nationals and Fortune 100/250/500 companies in the USA/UK and Middle East. His various roles were Global Program Director, Director of Training and Organizational Effectiveness or Senior OD and Training Consultant for North America. From 2008-11 he was Director of Training, Talent Manage-ment and Organizational Effectiveness for Petrofac International (F250 company) based in Sharjah, UAE.

Over the past 5½ years he has designed numerous supervisory and management level programs, and delivered training to various offices and construction sites in the Middle East, CIS and APAC for a total trainee population exceeding 3,000 peo-ple. His most recent role in the GCC was a Senior OD and Training Consultant for a prominent oil and gas company where he was responsible for the design and implementation of a performance management system and the company’s localization (Nationalization) program in Kurdistan (Iraq) and as Senior Talent Management Consultant for a global Talent and Succession review project for a prominent energy, construction project management organization.

5 KEY TAKE AWAYS

1Clarify and agree on their own values, vision and definitions (people ‘philosophy’) for Human Cap-ital Management and Development (HCMD) and shape and align this with organisational and de-partmental business objectives

2Clarify and agree on ultimate HR goals, objectives and strategy for implementing world class HCMD processes and systems – with the capability of evolving and improving

3How to develop an integrated competency-based recruitment, performance management and learning and development framework

4How to develop an Action Plan for improving em-ployee engagement, satisfaction, high-potential support and general employee retention

5Know how to establish the breadth of HR functions and support and become a Service Provider seen and trusted as a true business partner and not a necessary but isolated administrative bureaucra-cy – and effectively communicate and collaborate with business leaders

» HR Professionals – experienced and responsible for more strategic, higher level support for business units and providing direction to HR functional units

» HR Professionals – specialists, managers or sub-departmental functions such as competency profiling, targeted recruitment, candidate screening, relocation, on-boarding, orientation, performance management

» Learning and Development Managers and those responsible for skills gap assessment, monitoring and skills needs projections; planning and coordinating different types of learning programmes and LMS admin

» Organisational Effectiveness managers, specialists or internal consultants supporting business units in process, people and resource allocation and improvement

» Employee Relations managers and those responsible for employee support, engagement and satisfaction, including survey creation and administration and staff retention

» HR Professionals – managers and specialists responsi-ble for business unit support focused on Hi-potential identification, nationalisation, career pathing and suc-cession planning

WHO SHOULDATTEND?

PROGRAMTIMINGS

Registration will begin at 08.00 on Day One. The program will commence at 08.30 each day and continue until 16.30. There will be two refreshment breaks and lunch at ap-propriate intervals.

» Understand the changing role of HR in organisations » Comprehend the value HR can bring to organisations » Determine strengths and weaknesses against HR core

competencies » Identify actions they can take to build trust and

credibility with their stakeholders » Align their HR activities to the needs of their business

more effectively » Describe relevant strategies for overcoming some of

the major obstacles in becoming a trusted HR Partner » Establish a process to solve customer problems » Identify individual success measures to measure their

success as an HR Partner » Foster a strong internal Customer mind-set to enhance

the HR departments effectiveness

LEARNINGOBJECTIVES

September 30 - October 04, 2018 | Riyadh, KSA

LEORON Professional Development In-stitute is registered with the National As-sociation of State Boards of Accountan-cy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards

of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding regis-tered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org

LSBF has grown from a single college focused on professional quali-fications to an interna-tional network delivering

a wide range of degrees in partnership with a variety of schools and associations. The college now has campuses all over the world including the UK, Singapore, and Canada, as well as using the online platform InterActive to deliver edu-cation to students who can’t attend a campus. It is a mem-ber of Global University Systems (GUS), which is a growing network of 20 institutions and academic partners provid-ing education to over 40,000 students worldwide. In 2013, LSBF won the Queen’s Award for Enterprise. LSBF won two Global Business Excellence Awards in 2014 for ‘Outstand-ing Educational Service’ and ‘Outstanding Executive’.

The programme will move in a supportive learning atmosphere by looking at HR needs in their organisations as well as how to audit and evaluate HR, with an additional focus to help them to establish and manage a performance culture, determine Key Results Areas (KRAs), set objectives and Key Performance Indicators (KPIs), and establish the right competencies and behaviours for all the roles in their organisation.

Participants will design and define the right performance management system to support their organisation’s goals and business objectives, and encourage the development of each individual employee. They will examine the most up-to-date HR concepts which will help them to improve their performance, at the same time enabling them to offer advice regarding HR operations.

It is extremely important, that the reality and the theory are connected and the values demonstrated during the pro-gramme are visible in the approach of Human Resources and in the approach of the HR Management Team every day.

Basic Overall Approach to the Programme

While not every leader or manager attending this programme will have responsibility for each of the above elements, these are the areas we will address in some depth because to do them Right, means an effective and productive and engage work-force who will stay with the company longer and happier. We will look at these elements in some depth so that all partici-pants can learn and appreciate the strategic importance of an integrated Strategic Talent Management approach.

Experiential Learning ApproachThe following classic learner Retention Model illustrates that this programme is committed where possible to the final two levels of the Pyramid (at the bottom). Each session will include where relevant:

» Stimulating PowerPoint slides and interesting worksheets and discussion and paper-based activities

» Scenario-based discussion or activities – i.e. will require participants to draw on ‘live’, real and relevant situations, data and information from their real work context

» Fun or stimulating physical or mental activities with rel-evant applied learning points

» Lessons learned and gener-ate information for a Personal Action Plan – which will be shared with their immediate line manager to agree when and how learning will be ap-plied on the workplace.

Our Approach is Based on the Experiential Learning/Reten-tion Pyramid

TRAINING METHODOLOGY

Putting the Right People in the Right Jobs

Competency-based Recruitment, Performance Goals and Training

At the Right Cost

And the Right Per-formance Goals

With the Right Re-sources

With the Right Train-ing & De-velopment Support

With the Right Level of Engage-ment

While Solving the Right Prob-lems at the Right Time in the Right Way

DAY 1 DAY 3DAY 2 DAY 4 DAY 5

September 30 - October 04, 2018 | Riyadh, KSA

COURSE OVERVIEWBy 2020 employers in many parts of the world will need to adjust to the unprecedented challenge of having five generations of employees working together: employees with vastly different interests and life experiences from varied regional and ethnic backgrounds. While this reality may not impact GCC as acutely as other parts of the world, recruiting, developing and motivating such diverse employees will become crucial to companies’ success and will depend on the values, vision and the quality of the competencies of its human resources department.

This programme will review all the desirable attributes, qualities and styles to be successful at identifying, screening, inter-viewing, evaluating applicants and employees. Participants will learn principles and frameworks, Do’s and Don’ts, and explore best practice examples from small-to-medium as well as large sized organisations. The modules will help participants devel-op specific programmes, processes and policies that will support companies’ overall strategies; analyse internal and external data and information and make recommendations for organisational change; facilitate and manage that change; determine organisational design and then define competencies and reporting/working relationships for each position represented in the design; and create an organisational development plan to achieve desired staffing levels and skill mix.

The role of HR in the modern workplace is evolving quickly. To be successful, people working in HR need to position them-selves as business partners by building relationships with people across the organisation, developing a deep understanding of the organisation’s business model, presenting viable business solutions, influencing management decisions and taking ownership of business outcomes.

In this highly practical and insightful programme, the participants will discover new competencies that will be needed as the expectations for HR professionals change, as well as strategies for building credibility and respect for HR. Participants will boost their HR business partner skills and learn how to have a greater impact on their organisation and build highly productive working relationships with their internal clients. Participants will also explore how to align their activities toward the needs of their own, unique or specialised relationships within the organisation and how to make a successful transition from function-al expert into an HR Business Partner role.

DAY 1Putting the Right People in the Right Jobs – Pre-emptive Planning

» HR being an Internal Consultant and Enabler, Not an Administrative Threat or Headache » Know your internal ‘customers’ HR needs now – get-ting their perspective » Know your internal ‘customers’ HR needs to some specific future date – getting their perspective » Helping them identify which KSAOs (Knowledge, Skills, Abilities/Attitudes and Other Characteristic) are needed for each position/job » Building and validating KSAO (Competency) profiles – using Job Descriptions and relevant manager’s val-idation » Consolidating Positions/Profiles based on KSAO (Competencies) – Improved Job Framework » Conducting KSAO Gap Assessment » Pinpointing precisely which positions need to be filled, by when » Developing an understanding of attrition, critical tal-ent losses impact » When mobilisation/demobilisation is an issue

Putting the Right People in the Right Jobs – Interviewing Skills

» Integral parts of recruitment and selection process – cold, pro-active, responsive, head-hunting » Factoring in competency gaps when shortlisting » Identifying the skills required to conduct successful interviews » Skills and techniques (and ‘system’ needs) for con-ducting Behavioural Interviews

» Clear and effective interview structure » Applying techniques of competency-based inter-viewing » Preparing for, and conducting a successful selection interview » Understanding steps to follow during the interview evaluation and follow-up » Understanding importance of integrated and consis-tent tracking documentation

At the Right Cost – Cost and Savings Are More Than Money

» Staying in touch with global/regional/positional salary and benefits trends » Knowing the limits, boundaries and latitude HR has re: alternative ‘packages’ » Balancing ‘head count’ limits, departmental budgets with urgency » Projected and actual recruitment costs » Being confident and competent with company’s com-pensation system » Optimising the recruitment process – Value for Money Recruiting » What are possible ‘lost opportunity’, HR process sub-optimisation and related costs? » What about expatriate relocation, allowance expecta-tions/limits? » Where is the process, people, waste, duplication and rework?

Exercise A: Small group and main group key HR Process Flowcharting – live and actual processesExercise B: Creation of a Supplier-Customer Chain HR Service Model

September 30 - October 04, 2018 | Riyadh, KSA

DAY 3Right Resources – People, Process Tools, Skills– The HR Partnership Multiplication Principle

» HR as the On-boarding and Induction and New Employee Orientation Masters » HR as Departmental Induction and On-boarding Facilitator Trainers » Helping departments accept more responsibility and

DAY 4Right Level of Engagement – When and Why People What to Commit and Give More – Part 1

» What are your organisation’s ultimate Engagement Objectives?

- Talent Pool Pipeline Creation - Increased Performance - Improved Retention - Succession Plan

ownership for change and improvement » Developing HR’s standard People problem-detection toolkit

» Developing HR’s standard People problem-solving toolkit » Developing HR’s standard Process problem-detection toolkit

» Developing HR’s standard Process problem-solving toolkit » Developing HR staff with multi-tasking and backstop-ping KSAOs » Using external agencies, online tools, social me-dia, e-HR programmes – Right and Wrong Reliance/Dependence » New HR Policies and Procedures: When HR needs to insist and there’s no debate

Exercise A: Producing Stakeholder, Key People and Influencers and Relational DiagramsExercise B: Using Discovery Tools with Departmental Managers – Facilitation Ownership

Right Training and Development – Converting KSAOs Gap Assessment into Learning Options

» Top 10 Reasons Why People Give More, Take Initiative and Stay Longer with the Company » The Learning Cycle – When have you really learned something?

» Why Training for Training’s Sake costs more than just time » Training course attendance ≠ Learning » Attendance ≠ Competence » KSAOs ≠ Learning or Competence – Use it or Lose it! » Competency-based - Individual Professional Development Plans » Ownership for Training Implementation » Training/learning Delivery Options » Personal Learning Styles and Preferences » Building KSAO/Competency-based Common Foundational Programmes

» Understanding Departmental ‘Culture’ and Development Needs (Assessing the support you will get) » Learning-Performance Accountability Agreements (L-PAA) – Ensuring effective learning transfer to the workplace » HR’s Role in Supporting Learners’ and their Managers to turn Learning into Performance Productivity

Exercise A: Using Learning Styles and Preferences QuestionnairesExercise B: Creating Sample Learning-Performance Accountability Agreements

DAY 2Right Performance Goals – Organisation’s Performance Management System Policy and ‘Philosophy’

» Performance evaluations/reviews - your ‘weapon/stick of choice’ (to punish) » Performance evaluations/reviews – your ‘carrot of preference’ (to reward) » Publicly stated organisational values need to be true values (principles, beliefs) not quasi-competencies

» Organisational competencies must not be quasi-values » Goal-setting (next year’s goals and objectives) should be discussed, ‘negotiated’ and agreed (not imposed) » SMART(ER) Goals and Objectives – A truly better way! » What are stretch goals and when are they valid » What is an ‘innovation goal’?

Right Performance Goals – More Effective Performance Review/Appraisal Meeting and Process

» Introduction to Organisational Models – assessing and ‘drawing’ your organisation performance culture » Knowing more about your internal ‘Customers’ busi-ness – goals, objectives, talent issues » Both manager and direct report have equal respon-sibility and accountability for ensuring the process is fair, consistent and transparent » Very clear and enforced definitions about perfor-mance rating scoring values

» Conducting a ‘directional assessment’ – not pass/fail ‘test’ » Mandatory ‘face-to-face’, ‘phone-to-phone’, auto-mated performance review meetings? » Difference between ‘performance’ and ‘behaviours’ (what vs. how) » Blind (by both ‘Assesee’ and ‘Assessor’) pre-meeting assessments – good, bad, practical, impractical » Focusing on Potential, Motivation, Attitude, Interest, Drive, Purpose, Willingness to Learn and Grow » Power of regular, on-going feedback, recognition, af-firmation, praise » Final Performance Appraisal submission and Appeals Procedure/Rules » Connecting bonus or increment or promotion to Performance ‘scores’ » Culture Shock! Preparing, coaching and training or-ganisation to embrace new Performance approach

Exercise A: Simulated Coaching (of departmental man-ager) Role Play – Performance ConversationExercise B: Scenario-based SMART(ER) Goal-setting Case Studies

September 30 - October 04, 2018 | Riyadh, KSA

- ‘Bench’ Strengthened - Enhanced Mobility - Readiness for Accelerated Growth - Other….?

» 11th Reason (see Day 3 - Top 10 Reasons) Why People Give More, Take Initiative and Stay Longer with the Company » Relationship between Engagement, Performance and Retention » Outcomes Focused Definition of Engagement » Non-engagement – A Risk and an Opportunity

Right Level of Engagement – When and Why People What to Commit and Give More – Part 2

» Engagement Levers – Rational, Emotion Commitment – Intention to Stay and Discretionary Effort » From Malicious Compliance to Disbelievers to Agnostic Neutrals to True Believers

» HR’s Role in Helping Managers Make Engaged ‘Believers’ » Engagement and Potential ‘Flight Risks’ » Impact of Discretionary Effort on Performance Percentile » Taking People from Strong/Moderate Disengagement to Strong Engagement » Risks and Rewards of Employee Engagement Surveys

Right Level of Engagement - Succession Planning and Career Pathing

» Our Obsession with Hi-potentials » Back to the Top 10 Reasons Why People Stay – Reason No. 1 Expanded » Understanding the Classic 9-Box Succession Planning Matrix » HR Helping Assessors Avoid Subjective Pitfalls » What is Potential and Why is it so Difficult to Determine? » Motivation, Drive for Excellence, Passion, Vision, Purpose – Converting these to Retention

» Key Elements of an Effective Succession Plan » Ready Now, Ready Soon, Ready Forward – Readiness for Advancement or Promotion

» Full-cycle Competency-based Development and Career Path » What if there is nowhere to put them!? Flight Risk Assessments, Criticality to Retain, Impact of Loss

Exercise A: Building a competency-based Succession Planning Assessment model activity; practical expo-sure to Career Tracks©, Excel-based Integrated Talent Management ToolkitExercise B: Transfer of relevant information to personal and HR Departmental Action Plan

DAY 5Solving the Right Problems at the Right Time in the Right Way – Bringing it All Together

» HR – Jugglers, Magicians, Coaches, Mothers, Monsters, Heroes – Establishing Your Credentials and Shaping Your Image » Don’t Boil the Ocean – Boil one or two teacups at a time – very well! » Communicate Competencies (KSAOs) very well » Engaging Departmental Managers in the Discovery Process » Linking KSAO Gaps to Performance Goals to Learning Plan to Career Path to Succession Plan » Learning Programme Follow-up, Monitoring and Impact Measuring – Keep a Record » Using L-PAAs (see Day 3) to Measure Business Results – Recognition, Reward, Celebration

» HR Ensuring Engagement Levers are More than ‘Feel Good’ Factors – Real Retention with Real Productivity Increase

Exercise: Lengthy Physical HR Team Project Uniting Most of the Key Elements – The Helium Pipe

Delivery Type Group Live

Pre-requisites None

Level Advanced Training

This Program is worth 35 NASBA CPE credits

IN-HOUSE If interested to run this course in-house please contact Goran Gakidev at: +971 4 447 5711 or e-mail: goran.gakidev@leoron.com

DISTANCE LEARNING PROG. If interested to run this course with our distance learning program please contact Agron Kurtishi at:

+971 4 447 5711 or e-mail: agron.kurtishi@leoron.com

September 30 - October 04, 2018 | Riyadh, KSA

TERMS & CONDITIONS

1. Payment Terms for LEORON Professional Development Institute (hereafter LEORON PDI)a. 100% payment of the amount in maximum 15 days upon the receipt of the invoice. b. The payment shall be conducted either in cash, credit/debit card, cheque or bank transfer. c. The stated amount is exclusive of Withholding Tax and other duties, taxes and transfer related charges which if

applicable are payable by the client in addition to the stated amount.2. Cancelation and Postponement Policy

a. All cancelations and postponements shall be done in written form.b. In case of client cancelation:

i. No cancelation fee if the cancelation takes place not less than 14 days prior to the beginning of the course,ii. 50% cancelation fee if the cancelation takes place between 7 days and 14 days prior to the beginning of the course,iii. 100% cancelation fee if the cancelation takes place less than 7 days prior to the beginning of the course,

c. In case of client postponement, i. LEORON PDI issues a credit note which states that the paid amount can be used for participation in any of the

company’s courses which are scheduled in a period of 12 months from the date of the credit note.ii. A 25% postponement fee if the postponement takes place less than 10 days prior to the beginning of the course

d. In case of LEORON PDI cancelation:i. A 100% refund shall be applicable if LEORON PDI decides to cancel the event - the client has an option to receive

a credit note which can be used for any course for a period of 12 months.ii. In case of LEORON PDI postponement - the client may choose to participate on the same course at the later date or

to be issued a credit note which states that the paid amount can be used for participation of any of the company’s courses which are scheduled in a period of 12 months from the date of the credit note.

3. Selection of Trainer and LocationSelection of the trainer and training location shall be at the discretion of LEORON PDI. Every effort shall be made to maintain continuity, but, if necessary, LEORON PDI can change the trainer and training location any time prior to commencement of the course.

4. Intellectual PropertyThe copyright, intellectual property and design rights of the learning materials are property of LEORON PDI and its expert trainers. It cannot be copied, shared or reproduced without prior written consent of LEORON PDI.

5. Health and SafetyThe clients must conform to and comply with the Health and Safety Policy and Procedures as laid down by LEORON PDI or its partner organizations when the course is delivered in leased premises. Breaches of these policies and procedures may result with the client being suspended or excluded from the course and premises.

6. Complaints and Refunds Procedurea. LEORON PDI shall deem relevant the following types of complaints:

i. If the contents of a course or the training materials are incorrect or inappropriate.ii. If the duration of the course is significantly different to that invoiced.iii. If the conduct or actions by the LEORON PDI trainer are inappropriate or offensive.iv. If the training delivery is not on a satisfactory level

b. Enquiries and complaints shall be made in written form and have to contain sufficient detail to allow LEORON PDI to compile an official written response.

c. All official enquiries and complaints shall be submitted electronically to Val Jusufi, Managing Director of LEORON PDI, at val@leoron.com

d. LEORON PDI shall officially respond to the complaint no later than 7 days from the date of its reception.7. Force Majeure

LEORON PDI shall not be liable to the clients or be deemed to be in breach of any agreement it has concluded with them for any delay in performing or failure to perform any of the LEORON PDI’s obligations in respect of the services if the delay or failure was due to any cause such as war, warlike activities, fire, storm, explosion, national emergency, labor dispute, strike, lock-out, civil disturbance, actual or threatened violence by any terrorist group, newly enacted law or regulation or any other cause not within the control of LEORON PDI.

8. Governing LawThis contract shall be governed by and construed in accordance with the Laws and Regulations of the Au-thority in the Kingdom of Saudi Arabia.

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