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How To Get The Most Out Of This SessionListen Closely

Be prepared to ChangeTake good notes Be prepared to learn new skillsParticipate Think Differently

Have FunDo what you would NOT normally do.

FIRSTDo You Know What Is Going On Around You?

S A M I + E G Y P Y T + N I G E R I A + P A K I S T A N

USALATINAMERICA

BRICS

AFRICA

SOUTHERN ENGINES OF GLOBAL GROWTH| MOST POPULOUS DEMOCRACY – INDIA | LARGEST COUNTRY - RUSSIA | SECOND BIGGEST ECONOMY – CHINA | SEND MORE TOURISTS THAN ANY OTHER COUNTRY –CHINA | RESOURCES/MINERALS – SOUTH AFRICA | INFLUENCE GROWING GEO POLITICAL AND STRATEGIC POSTURING IN GLOBAL AFFAIRS AND INVESTMENT ABROAD AFFECT ALL NATIONS BEYOND THEIR BORDERS.

HIGH DEBT BURDENS; CHALLENGING GROWTH AND DEMOGRAPHICS DECLINE

• MIDDLE EAST | THE ARAB WORLD UNBOUND (VIJAY MAHAJAN)-350 MILLION MARKET• MUSLIM WORLD | POPULATION INCREASE FROM 1.6 B (2010) TO 2.2 B (2030)• ASIA SHARE OF GLOBAL ECONOMY | 35% (2005) TO 43 % (2020)• KSA | GLOBAL HAJ INDUSTRY – 15 MILLION OF GLOBAL SUPPLY CHAIN

• ASEAN 2015- 600 MILLION MARKET BLOCK• ECONOMIC GROWTH UNDERPINNED BY DOMESTIC CONSUMPTION,

FISCAL SPENDING, PRIVATE INVESTMENT AND INCREASE IN WAGES• INDONESIA'S RECORD FDI OF US 5.9 B (MORGAN STANLEY, THE STARBIZ,

26/10/2012)

Understanding The New Growth Regions Of The World

Global Leadership Repositioning

Global Collaborative Forums

Knowledge / Global Service / Product

Key Global Hubs

Global Geo Strategic Trends

• War Over Ideas • New Global Powers• Demographic Changes• New Economic Power

House• Scientific Advancement &

Technology Shifts• Knowledge Economy• Business for the Poor• Knowledge Expansion• Devolution of

Governance

Cosmopolitan World and

Sustainable Development Goals

Your New Global World

Talent Management versus

People Management

1. Failure to motivate for commitment, e.g. Lacking empowerment.2. Failure to set directions that are well understood and reinforced3. Failure of integrity, e.g. Failure to align espoused values with behavior (walk the talk).4. Failure to build capacity, e.g. Dysfunctional processes and system5. Lack of emotional competence. Destructive emotions such as greed, envy and invalidity to deal with

conflicts6. Serious mindlessness

Why Talent Management FAIL At TimesHR’s Constant Consistent Headache!

You Invested So Much For The Special And Elite Group Of Talent. The following are the

findings from the majority of organisations GLOBALLY…........

Why Talent Management FAIL At Times

“An astounding 80% of investments in human resource training made by governments and corporations around the world were wasted with negligible impact on the benefits expected from training. The majority of this wastage stemmed from the inability to match needs with performance requirements and knee jerk reactions to training rather than a structured long term approach”

People Management

What People Are Looking For?

3-eengagement, empowerment & environment

Is Talent Management Relevant?The models and foundation are not going away.HR must RESET and depart from the norm andmust organically adapt more broadly along theHR Value Chain.

"People Management” is the NEXT IMPERATIVE and it has to take on a much broader perspective and holistic approach.

Ultimately The People Want

Meaningful Work

Hands-on Management

Positive Work Environment

Growth Opportunity and Progression

Trust in Leadership

INDEX

1. Focus on people - talent

2. Set direction – governance!3. Build capacity4. Align resources5. Motivate for commitment / sacrifice6. Demonstrate personal character PRIDE (Professionalism / Results Based /

Integrity / Devotion / Excellence) for Everyone in the organisation7. Play as role model

Foundation of People Management

Let’s Go Back To The Past!

Knowledge Intensity

Physically Built Vocational Skills Learning Culture Success and Pursuit of Happiness

Agriculture Economy Industrial Economy Knowledge Economy Humanity Economy

Factor Driven Investment Driven Innovation Driven Value Driven

• Land• Labour

• Infrastructure• Capital • Labour

• Human Capital• Technology &

Knowledge• Risk Capital

• Sustainability (Maqasid Shariah)

• Human Capital• Technology &

Knowledge• Risk Capital

Ethical & Moral Conduct /

Corruption Free

Performance Culture:• Service• Speed• Special Needs

Knowledge Culture

Empowerment

Reputation• Branding• Marketing• Products• Services• Knowledge

Team Work And Partnership

Culture

Business Like Mindset

Malaysian Development Journey

Faith/Din Nafs/Self Aqal/Intellectual Wealth/Mal Nasl/Posterity

MaqasidShariah

BalancedValueCapital

PhysicalCapital HumanCapital NaturalResourcesCapital

SocialandCultureCapital

FinancialCapital

The World View Framework

Takes charge of leadership development

Recruit future leaders

Review performance and publicly honors excellence

Deploy strategically to develop leaders

Develop leaders and high potential talent

Build HR capabilities and line ownership

Engage and retain leaders

The Trigger of the Transformation for GLCs, GILCs and GOCs

Enhancing Board Effectiveness (GREEN),Apr 2006

1 •Strengthening Directors Capabilities (MINDA), •Dec 2006

2 Enhancing GLIC Monitoring & Management Functions,Dec 2006

3 4 Achieving Value Through Social Responsibility (SILVER),Sep 2006

5 Reviewing and Revamping Procurement Practices (RED),Apr 2006

6

Optimising Capital Management Practices (PURPLE),Dec 2006

7 Strengthening Leadership Development (ORANGE),Dec 2006

8 Intensifying Performance Management Practices (BLUE),Aug 2005

9 Enhancing Operational Efficiency and Effectiveness (YELLOW),Sep 2006

10Programme for Implementing Value-Based Performance Management,Dec 2006

9

Improving Regulatory Environment(WHITE)Sep 2008

4Strengthening Directors Capabilities(MINDA),Dec 2006

2

Lessons from Malaysia | GLC Transformation Initiatives

Domesticchampion

Regional champion Global champion

v3.0

v4.0

v5.0

v2.0

GLC Starting Point

Performance(e.g. Profitability, Growth, Market Share)

Comparable toTop Domestic Peers

Comparable toTop Regional Peers

Comparable to Top Global Companies

Examples of Metrics for Success:

Scope(e.g. Geography, No. of Markets)

Capabilities(e.g. Operations, branding, etc.)

Scale(e.g. Revenues)

Majority of Current GLCs

GLCs

[All GLCs by 2015] [~5 GLCs by 2015]

GLC Board & Mgt to determine appropriate level of aspirations

Resilience (e.g. against systemic and non-systemic risk)

Other GLCs

v1.0

Lessons from Malaysia | GLC Transformation Journey

Source: Orange Book, 2006

Lessons from Malaysia | Managing the People and Resources

Talent Management Versus People Management

Eight Comparisons That Will Make You Think And PonderYou May Agree To Disagree And If You Do, Treat It As A Second Opinion

8

Talent Management think about lifetime career management and "pre-hire to retirement”

People Management focus on mobility, job to job transitions, and constant and regular movement of people to

new projects and assignment

Talent Management Versus People Management comparison1of8

Talent Management focus on the integration of HR practices across the lifecycle of an employee

People Management focus on making employees happy, giving them a highly engaging and enjoyable work

experience, and giving them software tools that make their work easier, not just tools for HR

Talent Management Versus People Management comparison2of8

Talent Management focus on identifying the "top talent" and segmenting, ranking, and rating people based on

performance and potential

People Management focus on everyone's strengths and find roles that help people leverage their skills,

empowering them to add value wherever we can

Talent Management Versus People Management comparison3of8

Talent Management put together career ladders and progressive training programs that take you from place to

place

People Management assume that people want to learn all the time and in their own way, so we create an entire

"learning environment" to help people continuously develop and learn at work

Talent Management Versus People Management comparison4of8

Talent Management segment people and reward them based on performance, with narrow bands of

compensation

People Managementperformers with tremendous rewards and try to make sure everyone is rewarded based on

their potential market value, not just their performance rating

Talent Management Versus People Management comparison5of8

Talent Management think about people in terms of the way they add value to the company, training and focusing

them on what the business needs

People Managementfocus on each individual as an "owner" and try to create an environment where they feel

part of the mission and give them flexibility to add value in unique and special ways

Talent Management Versus People Management comparison6of8

Talent Management create talent pools and try to group people into segments and clusters to manage them better

People Managementembrace and honor diversity and realize that every person is unique and try to remove

unconscious bias and empower people to thrive in their own way

Talent Management Versus People Management comparison7of8

Talent Management buy software that integrates all of HR together into an "integrated data platform”

People Managementbuy software that empowers people to do their jobs better, is very easy to use, and is a

"system of engagement”

Talent Management Versus People Management comparison8of8

Expectation 1Inculcate a culture of high performance and humility

People Management Expectations

Expectation 2Instil leadership qualities at different

levels

People Management Expectations

Expectation 3Increase employee contribution of

constructive solutions

People Management Expectations

Expectation 4Intensify internal collaboration and

intra-competition

People Management Expectations

Expectation 5Improve international competitive

standing

People Management Expectations

Expectation 6Innovate and continuously enhance

products and services

People Management Expectations

Trust in Leadership

Just a reminderIn Order For Change To Happen, The Leader Must Have The Will Power To Make The Change

Anatomy of a Leader

“A leader performs with exceptional anatomies. How he uses them determines whether he becomes a great leader or otherwise”

SCENARIO 1You are in a corner grocer shop and notice an poor elderly women stuffing some chocolates intoher hand bag. Do you report her?

SCENARIO 2You can only rescue one of the two in the following cases. Which would you save and why? Howyou would solve the dilemma'a) A child and an adultb) Your spouse or your sister / brotherc) A secret formula to terminal disease or the life of your brother who have earlier donated one of his kidneys

to you.

Paradoxes as a Leader

1. Ability to deal with paradoxes and ambiguities.

2. Ability to deal with increasing diversity of cultures, norms and values. [“Unity with Diversity.”]

3. Ability to understand and practice integrity and respect for others – servant leadership.

4. Ability to empower transform and release the energy and capacity of followers.

5. Ability to create a social architecture capable of generating intellectual growth. –”K-Organisations.”

6. Capacity to generate and sustain trust through empowering, effective communications, constancy andcaring.

7. Bias towards action, based on agreed plan.

8. Effective role models consistent with shared values.

Can You Do People Management? Checkl ist

To create an environment of trust where followers are nurtured or inspired to make a difference in a changing world of business, work or service.

Mindful leaders encourage others to avoid being imprisoned by their own mental constructs.

Commitment & Will Power

Lack Teamwork“working silos”

Lack Motivation

Slow Decision Making

HR & Talent Management

Blood ClotLack Communication

“ no face to face”

STEP 1 – “Our Issues”

STEP 2 – “Our Commitment”

42

Teamwork“Participative”

Open Communication“Face to face”

Integrity“Walk the Talk” Passion for Excellence

“Beyond expectations”

Communication

Commun icat ion S ty les Typ ica l ly Encompas s One of the fo l low ing app r oaches :

Adversarial Co-Operative

1. Backbiting2. Suspicious and Spying3. Being Two-faced4. Abuse or Ridicule5. Vain Discussion6. Anger and Emotions7. Server Relations8. Secret talks in small Groups9. Fast Talking and frequent Interruption10. Manipulate

Aspects to be avoided in

Pit Falls To Be Avoided1. Talking too much, listening too little2. Making negative assumptions without checking3. Focusing on disagreed points4. Focusing on self-glorification5. Talking too little, low voice or taking no interest at all6. Using e-mail or SMS when visit is easy7. Pushing own idea and ignoring others’ ideas8. Focusing on personality rather than ideas9. Failing to keep commitments (time/action)10.Using ambigious, unclear or difficult words

Managing The People

How will my jobtransformation?

Who will Ireport to?

How will myperformance

bemeasured?

Whatdecisions do I

have tomake?

Whatnew skills

do Ineed?

Will this transformation beas difficult as the

last transformation?

How will myco-workers be

effected?

When willthe

transformationimpactme?

Whowill Iworkwith?

What’sin it forme?

They are of a very personal, individual nature.

?

Whyshould Icare?

During times of transformation, employees Design :• 1st, personal implications of the transformation• 2nd, organizational implications

• Employees may or may not ask these questions outloud, but more often than not they are thinking them.

• The process for answering the questions is as importantas the answers themselves.

Types of people who would not do well in a Team

People who are over-analytical.

People who already know it All.

People who expect the their peers and colleagues to do it for them.

People with control issues.

People who say, “Prove it to me.”

People whom only sort by the familiar.

People who don’t want to participate.

People who insists on NOT having Fun.

People who would transform

Gives themselves permission to change

Open mind and heart to unlearn and re-learn

Allow transformation process to happen

Respect for self and others

Use it or Lose it

Apply to self before others

Believe and You will See

Trust in self and others

7 Powerful Spices as Ingredients

For People Management

“NIAT” intentions must be SINCERE

ingredient1Salt

“FACE UP” Conducting Face Up sessions

among staff & peers

ingredient2Pepper

“COACH” Constantly Coach & develop

your staff / team

ingredient3Cinnamon

“WALK THE TALK” Just Do It and Avoid NATO

(No Action Talk Only)

ingredient4Thyme

“PARADIGM SHIFT” Dare to shift and Minimise

Avoidance

ingredient5CurryPowder

“ZERO TO HERO” Move Fast And Deliver

ingredient6Cumin

“HP Culture” Leaders Must Create a High

Performance Culture

ingredient7Ginger

Knowledge & Power

People Management Power

1. The Power of Position

2. The Power of Personality (Charisma!)

3. The Power of Ideas

4. The Power of Communication

5. The Power of Connection (Relational Power)

6. The Power of Investment & Sacrifice/Altruism

7. The Power of Rewarding

People Management and Meaning of Power They Must Understand The True Meaning of POWER

What Must We Do?

Change the DNA of the “People”

Highly Capable Individual

Contributing Team Member

Competent Manager

Effective Leader

Global Executive

Statesman

Level 5

Level 2

Level 3

Level 4

Level 1

Level 6

Statesmanship of Global Level with Exemplary Excellence; Integrity, Intelligence, Acumen, Trusteeship and God Fearing

Builds enduring greatness through a paradoxical blend personal humility and professional will

Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives

Contributes individual capabilities to the achievement of group objectives and works effectively with others in group setting

Makes productive contributions through talent, knowledge, skills and good work habits

New Iconic “PEOPLE” DNA Reboot

DNA Roadmap For New And Transformed Leaders And Executives

Progression

Organisation Structure & Governance

System, Structure, Processes & Innovation

Capability & People Development

Products, Services and Research

Revenue Paths & Commercial Framework

Business & Collaboration Models

Brand Strategy & Management

Risk Management Framework

Reengineering The Organisation

Changes From Within | Structures, Systems, Processes and PEOPLE

Options for Hybrid Learning Methodologies ON THE JOBo Job Enrichmento Special Projectso Committee Assignmentso Task Force Participationo Lead Person Responsibilitieso Giving Presentationso Preparing Proposalso Installing A New Systemo Leading A New Programmeo Temporary Job Assignmentso Full Job Change

LEARNING FROM OTHERS o Working With A Mentoro Teaming With An Experto 360 Feedbacko Focused Interviewso Prestigious & Notable Leadership Programmeso GLC Cross Assignmento GOVT-GLC Cross Fertilisationo GLC C-suite Accelerated Development Programmeo Job Attachment Programmeso Inter-divisional Cross Assignmento Mentoring & Coachingo GLCs Leadership Exchange Programmeo Leader Dialogue Session

TRAINING & EDUCATION

o Seminars & Conferenceso Continuing Educationo E-Learningo Cross Training

Options for Hybrid Learning Methodologies IDEAS Generation SchemeIGS is a structured and sustainable scheme toharness, generate, collate, develop innovativeideas, recommendation and solutions.

The scheme will usually be headed by the BusinessDevelopment Unit which is under the auspices of theManaging Director’s Office whereby the Head of Unitwill be the main promoter of the IGS. The membershipof IGS will be staffs from cross-cutting units anddivisions and may include the Board of Directors,Strategic Business Advisors and Industry Partners. Theproposed SOP will be strictly adhered and the BDU isaccountable to report to the Management Committeeand the Board if needs be.

Value Improvement Lab (VeIL) Value Improvement Lab (VeIL) is the term used to refer to the Innovative and Creative Circle (ICC) or QCC used by other organisations. In summary the PDCA (plan–do–check–act or plan–do–check–adjust) approach to problem solving will be implemented.

The scheme will usally be headed by the BusinessDevelopment Unit which is under the auspices of theManaging Director’s Office whereby the Head of Unitwill be the main promoter of the VeIL. The membershipof VeIL will be staffs from cross-cutting units anddivisions and may include the Board of Directors, andStrategic Business Advisors. The proposed SOP will bestrictly adhered and the BDU is accountable to reportto the Management Committee and the Board if needsbe.