www.themanagertoday.com
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EDITOR’S NOTE
MAKE A DIFFERENCE
Ijaz Nisar Editor-in-Chief & CEO Leading Edge
INSPIRED? MOTIVATED? DID YOU LIKE WHAT YOU READ? If you find ManagerToday Inspirational for the personal and professional development, do tell us. You can also contribute your articles, suggestion and recommendations, including your full name, postal address and phone number Mail your comments at editor@themanagertoday.com, ijaznisar@gmail.com
4 MANAGER TODAY | April - May 2009
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You have the first issue of Manager Today. It is Pakistan's first-ever magazine devoted to the personal and professional developments of current and future managers. It is here to make a difference. The philosophy of this magazine is: Don't curse the darkness—light a candle. This can be explained with the help of a parable. Once a man was walking along a beach; the sun was shining and it was a beautiful day. Off in the distance, he could see a person going back and forth between the surf’s edge and the beach. Back and forth this person went. As the man approached he could see that there were hundreds of starfish stranded on the sand as the result of the natural action of the tide. The man was stuck by the apparent futility of the task. There were far too many starfish. Many of them were sure to perish. As he approached the person continued the tas k of picking up starfish; one by one and throwing them into the surf. As he came up to the person he said, ‘you must be crazy’. There are thousands of miles of beach covered with starfish. You can’t possibly make a difference. The person looked at the man. He then stooped down and picked up one more starfish and threw it back into the ocean. He turned back to the man and said, ‘It sure made a difference to that one!’ Key areas of this magazine are current issues and strategies regarding Human Resource, Training and Development, Organisation Development, Leadership, Customer Service, Sales and Marketing, Banking and Finance, IT and Global Economy. Now it is right time to make a strong pledge to come out from the state of mind of hopelessness and helplessness, stress and depression, contradictions and controversies, paradoxes and dichotomies and never say ‘Why even try’ rather say ‘I can and I will’ make a difference in the life of one person. We need to focus today on changing the hearts and mindsets of ourselves first then others. As Allah Almighty says in Holy Book: "Allah does not change the destiny of people until and unless they change themselves and Allah knows all" (8:54).
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WISDOM CORNER
quotable quotes MANAGEMENT The key to being a good manager is keeping the people who hate me away from those who are still undecided. - Casey Stengel Management is nothing more than motivating other people. - Lee Iacocca
PLANNING Plans are only good intentions unless they immediately degenerate into hard work. - Peter Drucker Bite off more than you can chew, then chew it. Plan more than you can do, then do it. - Anonymous
SUCCESS Always bear in mind that your own resolution to succeed is more important than any one thing. -Abraham Lincoln If A is success in life, then A equals x plus y plus z. Work is x; y is play; and z is keeping your mouth shut. -Albert Einstein
ADVISING Advice is like snow. The softer it falls, the longer it dwells upon, and the deeper it sinks into the mind. – Coleridge Listen and you will teach yourself; remain silent, and you risk nothing. – Hazrat Ali A.S
CAREER There is no future in any job, future lies in the man who holds the job. – G.W. Cran There may be luck in getting a good job, but there’s no luck in keeping it. – Jonathan Ogdan Armour
ATTITUDE & PERSONALITY There is no personal charm so great as the charm of a cheerful temperament. – Henry Van Dyke One who has no control over his tongue will often have to face embarrassment and discomfort. – Hazrat Ali A.S
April - May 2009 | MANAGER TODAY 5
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CONTENTS
PCPB # 303-M
ManagerToday
Contents Editor-in-Chief Ijaz Nisar Managing Editor Shakil A. Chaudhary Editorial Advisor Shakeel Ahmed Editor Nabeela Malik Sub Editor Mariam Lodhi Associate Editor Saba Kiani Art Director Heesan Bilal Marketing Manager Munir Hussain Sales Manager Haseeb Nisar Photographer Mansoor Ahmed Contributors Dr. SM Naqi Maqbool Ahmed Babri (Max) Masood Ali Khan Danish Shehryar Bakhtiar Khawaja Idrees Qamar Irfan Ahmed Mir Sonia Urooj Wali Muhammad Ghazanfar Azzam Shahid Nafees Muhammad Zaheer Bilal Ilahi Legal Advisor Muhammad Zulfiqar Ali Buttar Publisher Leading Edge Printer Javed Printers Head Office ManagerToday PL-20 Siddique Trade Centre Main Boulevard, Gulberg III Lahore Tel: 042-5792066, 5817048 email: info@themanagertoday.com www.themanagertoday.com www.leadingedge.com.pk
8 MANAGER TODAY | April - May 2009
08 10 12 16 20 22 23 25 26
COVER STORY
Transformation of HR profession in Pakistan HRM professional’s life-cycle stage Evolution of HRD in Pakistan INTERVIEW
Bakhtiar Khawaja MANAGEMENT
21st century manager’s DNA CHANGE MANAGEMENT
7 keys to a successful change ORGANISATIONAL DEVELOPMENT
8 best downsizing practices CUSTOMER SERVICE
Renewe your customers SALES & MARKETING
Anatomy of a sale
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30 32 33 34 16 36 38 30 40 45 34 46 46
ENTREPRENEURE
A true story of vision, passion & discipline TIME MANAGEMENT
5 tips for better work life balance RELATIONSHIP
The secret of strong families INTERVIEW
Woman of Substance HUMAN RESOURCE
Core compentencies for HRM professionals STRESS MANAGEMENT
Stress free living ECONOMY
Turnaround in the global economy HEALTH & WELLNESS
Manager’s Health & fitness CAREER MANAGEMENT
How to find the work you love BOOK/MOVIE REVIEW
First Break All the Rules The pursuit of happyness April - May 2009 | MANAGER TODAY 9
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COVER STORY
MAX BABRI
Transformation of
Human Resource profession in Pakistan Today, the role of HR has completely been transformed from being an employee watchdog to employee developer. The HR department of a modern organisation is like a very sophisticated marketing department that visits the talent pool of the country at job fairs & universities. While propagating their employee enabling environment and growth potentials in the media
t
oday when industry goes out looking for human resource (HR) talent, it gets struck by the fact that apparently all of the HR talent has already been mopped up by the competitors. If they want to headhunt, it costs a lot and further enhances the price tag of seeking HR talent.
How did this happen? Not many years ago, a retired government officer or someone from our defence services was considered as a great HR manager. The demands of the position certainly required a professional who understands procedures, implements 8 MANAGER TODAY | April - May 2009
the HR processes, is not biased, can push the policies of the employers and perhaps even arm twist the employees to remain subservient to the whims of the employers/ owners. Additionally, this position was also responsible for maintaining the attendances and leaves records, deductions from salaries, advances, gate and entrance management, dealing with the government’s labour department, tax department and managing the legal issues. A retired civil or defence officer was perfectly suited for this role of ‘the ultimate administrator’. Today, the role of HR has completely been transformed from being an employee watch-
dog to employee developer. Industries and businesses in Pakistan now understand that the competitive edge that will make or break the business will come from the quality and commitment of their talent. The HR department of a modern organisation is like a very sophisticated marketing department that visits the talent pool of the country at job fairs, universities while propagating their employee enabling environment and growth potentials in the media. Many companies are now offering stock options, housing loans, study loans and comprehensive medical cover for employees and their dependents. The key performance indicators (KPIs) for
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Successful businesses evolve a culture that is respect driven where open conversation and candid feedback is in vogue. People express their talent and demand answers because it has a direct impact on their variable pays.
an HR department now include measurable activities undertaken in the realm of human resource needs forecasts that includes area of expertise, skills, education and experience of the employees. Employee retention is another indicator for the success of an HR department. It involves creating migration paths to successively more responsible assignments and positions and preparing its people through hard and soft skills enhancement and adding value to the even-handedness of the talent pool. To address the issue of retention, the HR department also creates clear succession planning where each employee is aware how he/she can impact his/her own growth within the company. Compensation and benefits is an area that requires special expertise of balancing salary and other benefits so that the employees can focus on doing their job rather than writing creative CVs. Successful businesses evolve a culture that is respect driven where open conversation and candid feedback is in vogue. People express their talent and demand answers because it has a direct impact on their variable pays. Meeting objectives, savings in terms of reduced wastage, fuel costs, efficient utilisation of human resources, minimized sick leave, reduced absenteeism, reduced travel and medical costs, less rework, enhanced quality and hence almost no warranty costs are all savings that supplements performance based salaries of employees. No wonder it is becoming more and more difficult to find appropriately qualified and experienced HR professionals who are willing to become custodians of human resource of a business rather than the conniving agent of the management. The modern HR professional is open, non-judgmental and sup-
portive. He is a mentor, a team player, a facilitator, a generous guide, has integrity; displays and demands it, expressive, visionary, go getter, available, polite and humble. The above mentioned qualities are not only the domain of high street MBAs but can be found and developed in everyone. This is the landscape of today’s emerging business environment. Any one of us considering HR as a profession will need to be aware of the needs of this environment as well as will have to prepare himself to meet the challenges of this job in terms of education, experience and most importantly the attitudes. I urge you to find avenues in order to further strengthen and equip yourself so that you are able to facilitate human resources to unleash their talents; harnessing their energy
and deploying it for excellence rather than just pushing policies and procedures. Most of all inculcating a spirit of ownership of tasks and activities brings out the true passion of an employee. This passion is the emotional energy that successful businesses are able to inculcate and harness to derive exceptional results. For business leaders, I urge you to find HR talent that can disagree with you, can have a dialogue with you to arrive at a consensus and does not only push agendas that are prescribed to them. They must have the capacity to side with the employee and urge you to look at them as resources rather than costs. The writer is a transformation consultant and life skills coach April - May 2009 | MANAGER TODAY 9
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COVER STORY
PHILIP LAL
HRM professional’s
life-cycle stage An informal survey I conducted suggested that HRM had penetrated about 0.5 per cent of 30,000 Pakistani owned private/public limited companies in some form
a
n enthusiastic HR professional at an HR forum once told me that she felt encouraged by the ‘maturing up’ of HRM profession in Pakistan. She pointed to Unilever, Pakistan Tobacco and Engro Foods as examples. When I asked: Do these three organisations represent Pakistan’s 50,000 private and public limited companies, she remained upbeat. She said: “All Pakistan’s companies are opportunity for HRM. We shouldn’t see opportunities as problems.” As an appreciative observer of how HRM practices developed in the past 20 years, I’ve often thought about what the young lady said. Is the HRM profession ‘maturing’ in Pakistan? You can argue the HR profession left its “administration” eggshell behind 15 years ago. You might say almost all business schools in Pakistan teach fairly standardized formal HRM. Professional HR forums and societies have formed to diligently discuss HRM. Com-
10 MANAGER TODAY | April - May 2009
panies take in 150-200 fresh HRM people every year. Companies want to retain highperformance employees. Surely all this tells us HRM in Pakistan is now a ‘mature profession’. The Question is: If it has become a ‘mature profession in Pakistan, then what makes CEOs of Pakistani companies interpret HRM so differently? Quick answer: Pakistani CEOs simply do not know what HRM is. I find it difficult to buy that. I have had the discussion one-on-one with many ‘seth’ and ‘modern’ CEOs during the past 10 years. Their understanding of HRM has usually been quite remarkable. Their fellow CEOs discuss it; they have read about it; they have attended courses abroad; they listen to HRM speakers; their employees tell them about HRM. There is so much out there about HRM, I think it’s grossly misleading to assume that Pakistani CEOs interpret HRM differently because they don’t know what it is.
How come CEOs don’t have widely differing concepts of industrial relations, personnel and labour administration? Because well-defined labour laws and years of solid experience tell them what it is. Over the last 45 years the practices of industrial relations and personnel administration have matured, and CEOs don’t see any reason to interpret these professions in different ways. Perhaps one of the ‘real’ reasons Pakistani CEOs interpret HRM’s role differently is they are dealing with a profession now going through its ‘Early Growth’ stage. Like products and industries, business related professions also develop along a lifecycle curve. It took from the late 1940s to the early 80s for the Finance profession to
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penetrate 50-60 per cent of Pakistani owned companies and mature from bookkeeping to financial controllership, treasury and managerial finance. The marketing profession took about 50 years to develop from wholesale selling to regional management, product management and brand marketing strategy. Consider this idea: Pakistan’s HRM profession is also developing along a life-cycle curve that can be defined on two dimensions. One is penetration of potential users. Way back in 1988, there were 21,000 Pakistani owned private/public limited companies in Pakistan. Although talk about HRM had begun, it had not penetrated any potential users among these.
HRM’s Introduction stage began roughly in 1992-93. An informal survey I conducted suggested HRM had penetrated about 0.5 per cent of 30,000 Pakistani owned private/public limited companies in some form. The Introduction stage continued roughly up to 2000. Today, eight years later, the HRM profession is probably in its ‘Early Growth’ stage. I estimate that perhaps three and a half per cent of Pakistani owned private/public limited companies – some 2,000 firms – use HRM functions in one form or another ranging from standard recruitment procedures to managing training, to setting up HRM systems to truly strategic HR value-addition. How long might the profession take to approach life-cycle ‘Maturity’? Given the nature
and structure of Pakistani-owned companies, HRM’s penetration at ‘Maturity’ will be when it reaches at least 33 per cent of potential users. Since it took about 15 years to develop from ‘Introduction’ to ‘Early Growth’, my guess is the approach to ‘Maturity’ will also take another 15 years. By 2020, the HRM profession may penetrate about 20,000 organisations. But penetrating potential HRM users is only the half story. The other life-cycle dimension for the profession is width of HRM integration. Any good marketing person would tell you: Penetrating a potential user market is one thing; achieving intensity of use is quite another. So, though HRM is currently present in about 2,000 Pakistaniowned companies, the width of HRM integration in these companies is vastly different. The majority of these users – perhaps 85 per cent – have integrated HRM narrowly to personnel administration, recruitment, and off-the-shelf training. Some – perhaps 13 per cent – have widened HRM to selection, compensation policies, performance management and basic career planning. It is 40 odd Pakistani owned companies, the top 2 per cent that have relatively the widest HRM integration. If this analysis resembles on-ground reality, can one still say the HRM profession is in the ‘Early Growth’ stage? Yes, indeed because of a basic life-cycle principle; intensity of use follows user penetration. You first penetrate a potential target user market and then you encourage intensity of use. It seems to me, therefore, that width of HRM integration will follow penetration of potential HRM users. As the number of HRM user companies increases, more of them will learn how to integrate HRM’s operational and strategic roles; provided HR managers prove their operational effectiveness and demonstrate a strong awareness of their strategic mandate. n Courtesy – The Nation April - May 2009 | MANAGER TODAY 11
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COVER STORY
DANISH SHEHRYAR
Evolution of HRD in Pakistan
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HR is playing an imperative role in the transformation of Pakistan from an underdeveloped country to a prosperous one.
akistan is undergoing enormous human resource transition and this epoch is considered the age of human resources. The current era is of constant change and upgrading of human resource management (HRM) is becoming indispensable. The globalisation is generating significant challenges in the business environment of the world and the notion of HRM is to create a considerate participation of the masses. New markets, new products and changing processes are at all times in demand for the efficient utilisation of physical and financial resources. HR has become the leading element in the dynamics of economic activity along with land capital resources. The increasing globalisation is posing serious challenges to organisations throughout the world, particularly to the South Asian region. Pakistan is one of the most populous countries of the world and stands at one of the lowest places in the literacy rate. GDP/per capita 12 MANAGER TODAY | April - May 2009
income have also been alarming as compared to many countries of the world. The consequence of rapid population growth and economic volatility in Pakistan is leading to an immense and dynamic transition in Human Resource Development (HRD). The drastic growth in population has produced excessive human resource and has cultivated a need for immediate steps to be taken in this arena. Various steps are being taken in Pakistan for development of HR as it is the need of time. Dynamic changes have been witnessed in HRD and currently the consistent involvement of HRM has become mandatory in organisations. This labour force involvement, high skilled growth, and globalisation have brought revolution in the intellect of workers. Today’s HR managers in Pakistan work on operational levels, managerial levels and strategic levels.
HRM professionals are becoming more up to date regarding the knowledge of activities such as HR planning, equal employment opportunity, recruitment and training. The 21st century phobia is everywhere in the world. Every aspect of life needs to be updated time to time to meet the ever changing demands of national and international business. Private as well as public organisations in Pakistan have developed a special internal control structure to take care of their precious possessions such as financial and human resources. Employees’ training is becoming a major area. The only way to get the best out of human resources is to value them as assets in the real sense. These vital factors are now being categorically recognized in the development indicators of organisations in Pakistan.The employees are more encour-
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aged to display creativity, responsibility and act as agents as well as subjects of change management. Higher-level executives are making organisations a better place to work in. Today, the pace of human progress is even faster and organisations in Pakistan are attaining more opportunities to seize competitive advantage through human resource strategies and practice initiatives. In Pakistan, the work ethics and the environment of honest work is in the spotlight of HR. The HR development in Pakistan is creating conditions and environment necessary for creativity and innovation essential for moving into and being competitive in the knowledgebased industries that will provide the highest value added economies. Hence job opportunities vary with the size of the organisation, private/public sector, and multinational/local setup. The dynamic changes necessitate a need of labour force assortment, industrial growth and globalisation has brought a revolution in the approach of workers. HRM is doing very momentous work to choose, recruit and train the right people at the right
human resources but most of these are in a raw form. The rising figure and sophistication of paradigms require superior intellectual demands. Pakistan is a labour surplus economy and has been going through difficult time of towering populace rate, short literacy rank and deprived proficiency in expertise, which has resulted in decisive unevenness and involvement of HR is becoming compulsory. The HR is playing an imperative role in the transformation of Pakistan from an underdeveloped country to a prosperous one. Only proper guidance and necessary assistance is required to increase capabilities in order to enhance the output. Pakistan is a nation chock-full of possessions and has enormous potential for growth along with progress. Pakistan’s socio-cultural compactness is no more a gloomy barrier. Pakistan still faces many challenges in fully realizing its potential for sustained economic growth, better living standards, and greater resilience to shocks. The role of HR in both public and private companies is becoming essential. The world economy is undergoing drastic
Organisations are trying to find out the ways to polish effectiveness and efficiency of their employees. The term HRM has come into popular usage in recent years. Hence people are important whether they are full, part time employees, permanent, temporary or contract workers. To satisfy employees, many laws have been formulated in our country to maintain equal employment opportunities. Health benefit, occupational safety and union management relation laws are now dealing with the help of HRM. Capital can be generated, technology can be developed, but the appropriate, encouraged and motivated HR is required in the organisation throughout the country to face future challenges. The government has put special efforts in developing and utilizing HR. In the present day of tight labour market, the emphasis is on upgrading the skills of workforce, increasing employee productivity, encouraging wage flexibility and attracting talent from overseas. In order to address inequalities and poverty, the government is providing support for dif-
Capital can be generated, technology can be developed, but the appropriate, encouraged and motivated HR is required in the organisation throughout the country to face future challenges. time at the right place for right type of work. The changing paradigms of international economics, globalisation, investment and trade have created a situation where the role of HRD has become more dynamic than ever. The changing patterns of world commerce have created an atmosphere where HRM should not only be helpful to facilitate the business but also gain a competitive advantage to get lead over its rivals. The idea of HRM is to build up the productive contribution of people in business.Pakistan today is trying to catch up quickly with the high standards of living of the developed economies through industrial and technological revolution. In doing so, we find ourselves face to face with a situation where trained and talented manpower is in short supply as the present era is an epoch of globalisation. HRD in Pakistan has become the route to boost acquaintance and handiness in a society. Pakistan is blessed with huge natural and
changes. For this, priority is given to organisational or industrial human resource development and training. There is a triumphant of guided training and in past few years it is noticed that we are learning from experiences of rich economies and industrialised countries that sustained investment in human capital or competitiveness and growth. It is also eminent that this is the era of information and the worth of cerebral resources should be more significant. We are now imaginary to be in the age of HR as a change agent. Successful organisations in Pakistan are becoming bonus adaptable, flexible and swift in changing directions. The executives are agreed on the proposal of carrying strategic shift to promote internal dedication to the change. HR area is hastily changing pasture. Pakistan’s development of HR and environment fortification has now started to maintain large-scale cost-effective firmness and self-reliance.
ferent programmes and the aim of these programmes is to support different organisations to eradicate poverty and promote equitable human development by furthering the economic, social and political empowerment of women. It is the quality of education and training that facilitate the human beings to play their constructive role to increase national productivity. Pakistan is emphasising more and more on HR planning to make the organisations system more effective. HR planning has started to properly utilize human resource and is striving to make working atmosphere better and harmonious. Proper implementation of policies and appropriate deployment of HRD will not only enhance the HR eminence of HR related institutions, but will also pave the way to the evolution of socioeconomic revolution. n The writer is former country head of training at the Allied Bank. April - May 2009 | MANAGER TODAY 13
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INTERVIEW
INTERVIEWED BY IJAZ NISAR
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– BAKHTIAR KHAWAJA ell us about HRM practices in Pakistan. Human resource management (HRM) in our part of the world is relatively a new field. In my opinion, it is one of the oldest fields. It dates back to the establishment of organizations, which were supervised by some people senior to others. So HRM has been there there for a long time. In the Pakistani context, HRM was introduced during the last decade. I came back in the early 1990s. At that time, HRM was a difficult profession. My entry into the field was through training and development. And training courses fell in the domain of HRM. But training was better 16 MANAGER TODAY | April-May 2009
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known than HRM in those days. Gradually as we enter the 21st century, HRM now, we are in seems more and more in vogue. Good companies are looking for experienced people in HR field and they do not get them. It is a dilemma as well as an opportunity. Business schools are offering specialization in HR, which is a good sign. Young HR professionals are coming in the field and they will take up senior positions in organisations in coming years. How do you see the future of fresh HR graduates in Pakistan? Certainly, I think, fresh graduates who are coming out of universities have future ahead of them. But as in all professions even when they get flooded there is a room at the top. Good professionals will always remain in demand. However, there will fresh entrants into the field who may not have potential or aptitude. If they do not do well, of course, it will be partly their own responsibility. But those fresh graduates who want to make their career in their field. They have to do a lot. Do you think organisational culture affect HR Practices? Obviously, the organisational culture is all pervasive reality in the organisation. If you have a poor culture, obviously, the HR practices will not be up to the mark. The organisational culture starts from the history of the organisation. When an organisation is established, the personality of the original owner dictates what the culture would be. The selection process of the original entrepreneur strengthens the culture and then there is socialisation and the training process. So it creates an environment and in that environment policies and procedures are made. Obviously the policies will follow the culture of the organisation. What is the role of top management and consultants in reshaping organisational culture? Generally, it is called the culture flows from top to bottom. But I believe the culture flows both sides – from top to bottom and from bottom to top. HR department, I think, can play a crucial role and that role is of a catalyst. To shape a culture or change a culture,
the entire organisation has to be involved even when HR formulates policies, which are conducive toward development of a culture. If, due to other factors, these policies are not implemented there will not be a change in the culture. It has to be an effort, which permeates in the entire organisation before the process of cultural change starts and it is not an easy process. You cannot change the culture by hiring consultants and making them issue policies and letters. It does not happen. Could you tell us best HR Practics at Bank Alfalah? Bank Alfalah is a new bank. It started its operation in 1997. In a short span of 11 years, it has progressed very fast. There were only 500 people working in the organisation and it had only three branches. From three branches, it has now 336 branches. From 500 staff members, it has now 7,000 staff members. This change actually was initiated with the turn of the century. I myself joined Bank Alfalah in 2000. The HR management practices were primitive at that time. I had exposure to visit four continents and work there. I had a lot of ideas. By the grace of God, we managed to put into practice a large number of those ideas. We started the recruitment process, written tests and multi-layer interviews. We brought in fresh blood from universities and gave them 3-4 months training. The management trainee scheme was crucial in the change of the culture of an organisation. Then the bank hired international consultants to introduce centralisation and structural changes. During that process, HR management was also focussed upon. There are a lot of changes going on in HR management. Now I am looking after training and development group. We renamed our training group as learning group. It learning group, which is going to play a major role in integrating the staff members of Bank Alfalah and of course sharpening their skills. How do you keep your HR practices in line with your organisation’s mission statement. The HR Department does not operate in a vacuum, but within an organisation. There, I
Good companies are looking for experienced people in HR field and they do not get them. It is a dilemma as well as an opportunity. Good business schools are offering specialization in HR, which is a good sign. Young HR professionals are coming in the field and they will take up senior positions in organisations in coming years.
April - May 2009 | MANAGER TODAY 17
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INTERVIEW
think, can be a crucial influence, i.e. whether the HR head is taken seriously or not. Whether he is given a seat at the top level or not. In Bank Alfalah, we have a seat at the top for the HR head. The HR head is a member of the central management committee, which is the highest committee in the bank. That’s the way the integration process starts. Because of the HR head’s inclusion in the committee, he is always aware of policies, influences and directives of the board of directors. Then of course the HR department is also integrated with the rest of the market. There is a lot of information available on the Internet. So you can take information from those sources and then get them implemented by making policies, which will be approved by the board. Then those policies which when implemented will ensure that the organisation is moving forward in unison. What are your organisation’s communication channels? Or how employees, feedback is taken by the top managemen?. OK, there are a number of ways. We are talking about various communication channels where you can find your employees’ thinking. I have already mentioned that in the training, you can talk about policies in an open manner. During the training sessions, you establish rapport with the trainees. They will talk about it and most of them will give you honest feedback. However, there is another channel such as newsletters. But my favourite is bank’s intranet. We have an employee’s portal, which is placed on the bank’s intranet. We have discussion groups on that portal and there are a number of topics to be discussed. An employee can start a new topic and other colleagues can respond to that topic or start a new one. We limit the 18 MANAGER TODAY | April - May 2009
I think an employee does not leave an organisation. He leaves a boss or a manager. How do you treat employees is a crucial factor. So make sure that you get the right people, train them well, care for them and make sure their managers are treating them well. subjects. Under these topics, new subject will be floated. Since the time I was the HR head, I used to see the intranet sites daily. Some employees give a very good insight about the organisation. Electronic media is such a place where people tend to speak more openly as compared to face-to-face communication. So, to me, that has been a very good source to get employees’ feedback. Tell us about role of training and development. Training is is the most crucial area because the world is changing fast. The only answer speed of change is that we must have a speedy training. The training has become an expensive business now. So I think the management has to think twice before giving a free hand to the training department. We have found some shortcuts, again thinking creatively. Recently we have a long meeting
on various aspects of our training. That’s is the use of online learning or e-learning. When I learnt about Microsoft word, I bought a CD and learnt from that. The same is the concept. The only difference is that we will not distribute CDs. We will distribute our intranet. We already have a lot of planning and a lot of research. We are on our way to start preparing in-house contents, which will be available to our employees according to their needs. Online courses will be launched and employees will be sent passwords to get them. Employees will be required to go through that material and they have to pass a quiz of that material. They will be given a week to solve it. If they pass the quiz, they will be given certificates. If they do not pass, they will get letters from the HR department. What are the initiatives taken by your organisation regarding training and development? When we started we had a training centre in Karachi. Now the training centre, I think, is a dominant centre because the population of employees is very large. We are also thinking of starting a training centre in Rawalpindi for the employees of Northern Areas. Then we will get approve a policy of minimum training for all employees. We started with the one-day training, then two-day and now we have three-day training. Then we will ask employees to go for four-day training. Of course, this training will be supplemented by online training. I think the management will eventually feel a little more comfortable because the costs of training will go down. We anticipate that more than half of our training will be done online within a couple of years. In this way, we will make a major difference of the cost of training. Why employee leave an organisation? I think an employee does not leave an organisation. He leaves a boss or a manager. How do you treat employees is a crucial factor. Obviously there are external factors as well.
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PROFILE MR BAKHTIAR KHAWAJA is a seasoned professional who has over 30 years of experience in HR Management & Development, in addition to 6 years of active banking experience. Mr. Khawaja got his first degree from the London School of Economics and an MBA from a Pakistani institution. He was the founder president of the LUMS HR Forum at Lahore, and also served the Karachi chapter of the forum as president for two years. He has attended a large number of national and international training courses, and has conducted over 300 courses of varying duration. His favorite hobbies are sports and reading and he is a practicing musician in his spare time.
During the last few years, we have seen that the banking employees have left for the Gulf. But as things are getting crowded over there, I think, some of them will start coming back. Then largely depends how you treat your employees. So make sure that you get the right people, train them well, care for them and make sure their managers are treating them well. Of course, you have to make sure as well that employees are learning and growing all the time. Then, of course, your employees do not leave. In your view what are the core competencies of trainer? That is an interesting question. I think one can superficially talk about communication skills and technical knowledge. That is essential. You cannot become a good trainer without it. But beyond that, you have to have an ability to enter into the mind of the trainee to see what is going in there. If he is not careful there, he will leave you. Plus, I think, a wide angle of view of life in general. I always suggest to my training team to become versatile. I also ask them to engage in sports and other hobbies. I myself have done all that. I am a sportsman, a musician and I love working with computers. And, I think, they help a lot. Communication skills, knowledge and experience are very essential as without them you cannot become a trainer. You have to be able to have empathy to think how other person is thinking. How do you evaluate training? We have usual stuff. By they end of the course, there is an in-depth feedback form having four sections. One section talks about the course and how it has helped the employee in their work. The second is about his/her preparation and your questions-answers. The third is the environment at the training centre. The fourth and equally important is the environment at the hostel where trainees reside. If a trainee is not able to sleep at night, he will not be able to attend
the training in the morning. That is very important. But beyond that we have recently started two initiatives. One is a detailed course facilitator’s checklist. There are about 40 items on that list. It starts about a month before the course. In new courses, it is two months before the course. It starts with research, development and development of branches and collecting cases. Then goes on what actions were done. Two days after the course what has to be done and one week after so and so. Then this process includes doing two things. All trainees are supposed to fill, what we called, a ‘commitment with self form’. As a result of attending this course, I promise myself that I will do following actions one, two, three, four and five. We ask them for five specific actions that they will do. So we keep a copy and give the original to them. After two weeks, we write an email to that employee and attach a copy of the ‘commitment with self form’, asking whether you have started doing these things or not. Before that, we have already sent a copy of that form to their managers Mr so and so came, attended the training course, which contained the following subjects. He committed to do these activities. Please have an interview with him and see whether he has started with these for the better. So this, we believe, will enhance the effectiveness of training.
Do you think training makes the difference? I think, Bank Alfalah is taking training very seriously. One example, I think, is that I am at the highest level of the group. I do not think a training person will be at such a senior position in other organisation. Bank Alfalah is serious about its training. The central management committee has approved all the initiatives that we hope to launch. We will make training an essential part of the employees’ life. Generally, training is hand in hand with the HR management. Training is now also being recognised as a driving force and no doubt makes the difference for the success of an organisation. What are challenges regarding HR or training do you think we are facing right now? At the HR level, the tendency of the people to move out of Pakistan has been challenging for us for the last two years. But i think because of economic crisis, this tendency will halt for a while. But that, I think, life has become very busy for all of us whether from HR, training or field. The field people should be able to focus on the employees’ needs, especially in the area of training that is becoming more and more difficult. So we have to become a little more pro-active in pursuing the field management. To make them realise that the training is going to benefit the field officers. Because after training, the employees’ productivity is going to increase and the field unit will get benefit. I think, we are at the winning end. Do you think HR or training profession is in transition in Pakistan? If you pick up a 20-year-old newspaper you would read headlines like, “Pakistan is passing through a crucial phase.” We are all going to be in transition. The HR management is something like ‘people will keep changing and the world will keep changing. We will have to be in transition all the time. n April-May 2009 | MANAGER TODAY 19
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MANAGEMENT
MUHAMMAD FAHD KHAN
The 21st century manager is not only working in a hyper competitive workplace but also expected to give innovative results by managing creatively available resources in the 21st century way and having steel nerves inside his body and mind. 20 MANAGER TODAY | April - May 2009
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lassically ‘The management is the process of getting things done through and with the people effectively and efficiently’. Today a manager is required to manage both tangible and intangible assets cost-effectively, cost-efficiently and cost-intelligently. Today the life of a manager revolves around leading, planning, organising and controlling tangible and intangible assets. The today’s fast paced world and knowledge based economy are bringing rapid changes that are not easily controllable, what to think about managing them. Strong organisations are replacing small organisations rapidly and young workers are replacing old workers even more rapidly. This created an ever increasing demand for multi-skilled workers. Fast paced work processes are need of the hour and so as fast paced managers. According to a research produced by Hay Group on “The War for Leaders” which states that “some 75 million workers in the US will retire in the next 5 to 10 years and with them 50 per cent of the CEOs of major organisations. The available talent to replace them will need to be picked from the next generation of just 45 million.” We can say that 21st century manager is not only working in a hyper competitive workplace but also expected to give innovative results by managing creatively available resources in the 21st century way and having steel nerves inside his body and mind. The various forms of pressure mounting around today’s managers are shortage of skilled team players, attracting good talent, retaining good talent, compensating talent in cash tight situation and taking the brand into next decade successfully. He has to have excellent people management skills and has to play the role of “Line-HR Manager” in the company. Now the old and experienced workforce is changing into new and less experienced workforce so as their in-depth knowledge of
company’s business as well. This adds another challenge in the life of today’s manager and that is to get young, qualified people onboard and develop, train and equip them with the competencies and behaviour needed for the company’s progress, and all this is required on the fast track. In addition to the existing deliverables, which manager is actually responsible for and he must understand and let other understand too that only people are not the most important assets but the “right people” are the most important assets. Today’s workforce is equipped with knowledge and aware of the market needs and wants very well. Job switching and even switching professions are so common phenomena that the career progression is no more considered seriously. On the average, the workers spend more time on unimportant things rather than important things. They are unable to distinguish between urgent but less important, important and less urgent things and above all the distracting media is playing its full part in taking them off the track. They are living in an environment which is externally connected through blogs, job sites, cellular technology and cable TV networks but at the same time deteriorating internally as social conditions, inflation and weak economy is causing frustration. Their families are exerting pressures on them to move to greener pasture around the globe for better earnings and ROE (returns on education) and the flight of intellectual capital is started happening across all the job levels. Retaining and attracting good talent is getting difficult with the passage of time. As the Harvard Business Review says, “Top performers who join new companies are unusually slow to adopt fresh approaches to work, primarily because of their past successes, and they are unwilling to fit easily into organisations.” We need to develop our people internally, at mid level and senior level and across all the departments. Developing our own talent
will be a tedious job but it will pay us in the long run. It is well said that people do not leave companies, they leave managers. Yes, it is true that one of the main reasons of people leaving the companies is its managers. This brings us to a point that managers are actually makers and breakers of the company. Today’s knowledge based economy demands an effective use of knowledge of its people, engaging them to use their knowledge, skills in creative and innovative ways to help resolve company’s problems, exceed customer expectations and take the company to new levels of success and this can only be done through effective manager. The 21st century manager’s DNA comprises Dynamic change handling ability, Naturally innovative and All time integrated approach. This DNA has to be transferred to each team mate so that they together deliver the maximum output and achieve sustainable success. n
ABOUT THE AUTHOR he author is a human resource professional presently working as Head of Human Resource in a leading textile company in Lahore. He is also the founder of “The Wise Nutrition.com”, a website dedicated to positive, motivational and inspirational attitude in the 21st century.
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CHANGE MANAGEMENT
MUHAMMAD ZAHEER
What will the change’s impact be on existing power & status relationship?
People will change their behaviour when it suits them.They just won’t do it to suit you e’ve all heard the old saying that “people resist change”. But it doesn’t take a rocket scientist to figure out why: people resist being changed especially when the change appears to have a pay off for someone else. A great deal of organisational change takes this form, and it feels a lot like coercion. We need to understand the factors that matter in change and what impact they have
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on the people we expect to change. Managers can best think of the factors as questions that need to be answered to improve the odds that innovations will succeed. Here are those questions:
Is the change a burden or a challenge? A change with a clear payoff will feel like a challenge. If it lacks such a payoff will feel like a burden. Does the individual see how a proposal will help him or her solve a real work problem? Get work done faster and easier? Make more money? Those payoffs will energize the employee.
Is the change clear, worthwhile and real? When the change promises clear, worthwhile and believable benefits, it will look desirable. How to make the change real? Word pictures help, as do videos depict the new state of affairs. If the change involves, say, selfmanaging teams, then visits to an organisation that has already converted to a team-based system will promote the change as no speeches can.
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Will the benefits of the change begin to appear quickly? The longer it takes for the change to bear fruit, the more difficult it is to maintain the concentration and enthusiasm required to bring it about. This suggests that extensive and lengthy changes are often best introduced by using pilot project or other limited applications so that people can see positive results quickly.
Is the change limited to one function or a few closely related functions? The more functions that cooperate to produce a change, the greater probability that at least one function will see itself as a loser in the change and work to sabotage it. At least in the initial stages, limit the number of functions affected by the change. Doing so will significantly improve the odds of the success.
The more a proposed change conforms to the existing power and status structure, the less likely it is to be opposed by entrenched powers. But what if the point is to change this structure as in process reengineering, where departmental “silos” are supposed to give way to a new structure based on the processes that serve customers? One possibility is that the organisation might begin reengineering on a small scale and count on the logic of it to drive the reorganisation throughout the company.
Will the change fit the existing organisational culture? The better the change you propose fits the values of the existing culture, the better its chances of success. For example, many companies have struggled with the conflict between quality defined as technical excellence and quality defined as customer satisfaction. The more that customer satisfaction can be presented as an extension of the tradition of excellence, the smother the transition will be.
Is the change certain to happen? Top management support counts for more than any other variable in the equation. People are much more likely to get involved with something if they believe it is really going to happen. The point is simple: if you want something to change, line up enough organisational horsepower to ensure that it will before you start the change.n The writer is Ph.D scholar
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ORGANISATIONAL DEVELOPMENT
he new managerial thoughts and strategies of current decade almost turned 360 degree reverse from the thoughts and strategies of past five decade. Not long ago, large organisation, more manpower, permanency, consistency and the like were considered as a source of organisational flexibility and agility. The same is now being rejected as causes of organisational competitive backwardness, business redundancies and managerial ineffectiveness. The prominent among new strategies that can ensure organisational flexibility and competitiveness is downsizing. However, experiences of organisations with downsizing are mixed. Some succeeded in achieving anticipated results while others encountered new problems. This is due to adoption of unsound downsizing practices, claim experts on the subject. It is no denying the fact that, more and more organisations have to offload more and more manpower in coming years due to
ZULFIQAR ILAHI
the fast developments in technologies, markets and managerial systems. Therefore, we need to understand and follow the practices regarded as best in downsizing efforts. Prof Kim Cameron of Michigan University, based on a study of 30 organisations that were engaged in downsizing, identified eight best practices in downsizing, and enumerated them in his paper titled “Strategies for Successful Downsizing” published in Human Resource Management in 1994. These are: 1.APPROACH: This practice advocates 1 approaching downsizing as a long term strategy, 2 approaching HR as assets rather than as liabilities and approaching downsizing as an opportunity rather than as a reaction to crises. 2.PREPARATION: It consists of three activities: 1 involving employees in downsizing implementation rather than driving as top down, 2 seeking involvement and suggestion from suppliers and customers and 3) treating downsizing as everybody’s activity rather than only of top management. 3.LEADERSHIP: During the downsizing process, leaders must be quite visible and accessible, and they must personally communicate with all the employees. They must seek feedback continuously from all the people and find out ways to motivate people in downsizing situation. 4.COMMUNICATION: Employees particularly need to be over communicated in downsizing process. Further, the communication must be fast and honest. It must be truly a system of multiple communications. 5.SUPPORT: It involves 1 providing a safety net to those being downsized, 2 training and retraining to ensure uninterrupted availability of skills and 3) pay attention
Managerial Implication This has many practical implications. For example, it emphasizes that downsizing in action must be presented and treated as a big opportunity to recast organisation’s focus rather than a reaction coming from a desperate company. This is a mistake many organisations commit in practice. Secondly, administer the whole program from a positive perspective rather than in paranoid style. Thirdly, downsizing must be understood as an organisational program comprising many strategies such as revamping managerial systems, shifting market focus, altering the company objectives and of course, reducing the manpower. In practice, organisations make the mistake of limiting themselves to manpower cuts and forget redefining the downsized organisation. Therefore, these eight best downsizing practices have valuable practical for managers. to people who stay in organisation. 6.COST CUTTING: In order to realise the benefits of downsizing, simultaneously three actions must be initiated: 1 analyse all the activities in the organisation to eliminate inefficiencies, non value added services, redundant processes and 2 institute a variety of cost cutting measures. We need to develop the measures and parameters and also decide on methodology that facilitates in realistic assessment of various things connected with downsizing in pre, present and post scenarios. For example, there must be a system of measurement to understand what skills of employees are value-added and redundant in order to draft appropriate actions. This is a critical practice in the entire downsizing program. It should be implemented with all fairness. HR practices such as appraisal, reward, selection, development and communication must be reoriented to reflect the goals and objectives of downsizing. Employee involvement and participation must be paid full attention in the implementation phase. n The writer is Human Resource Manager in a local company April - May 2009 | MANAGER TODAY 23
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CUSTOMER SERVICE
Renew your customers again & again SONIA UROOJ
The best time to renew a client is from the first day after a sale. You need to provide evidence of value to your existing customers from day one, not just days before their service expires. Do you have products or services that must be renewed on a regular basis? Think about engagement. Do you engage your customer in a dialogue throughout the year? There are a number of tactics for doing so that will help you engage your customer, develop a relationship and prove value.
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NEWSLETTERS OR ANNOUNCEMENTS
Each month, give yourself and your company a reason to reach out to your customers with information valuable to them. Do not underestimate the power of frequent communication. Be flexible with your content and include opportunities to solicit feedback from your customers.
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CUSTOMER SURVEYS
Ask your customers through an online survey what matters most to them. Show them that their opinion matters. Once you ask them to complete a survey, collect the responses and analyse them. Once you have something meaningful to share, distribute your findings. Customers will see the value you provide and develop more trust in you and your services.
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SHARE BEST PRACTICES
Whether it is a white paper, brief, or forum, share information you've learned from your customers and distribute to a larger group. Share these findings in various formats. This shows that you value your customers' time and want to make them successful.
4
INVITE YOUR CUSTOMERS TO ONLY EVENTS
Teleconferences, webex presentations, etc. that can help your customer better utilise your product or service is another way to keep them engaged. Keep them informed of updates and changes and provide ongoing training and support. These are just a few of the tactics for communicating the value of your products and services to your customers. When it comes time to renew, you won't have to sell. Your customers will inherently know and feel that value you have provided over the past year. Remember, the time to renew is now. Do not wait until days before the subscription is about to end to make your first contact. As they say, get out in front of the curve. Over time, this strategy will help you exceed your sales goals and allow you to develop a large following. n
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SALES & MARKETING
saLE ANATOMY OF A
AASIM S. MULLICK
Let’s take a few moments to look at selling from this point of view. As we do, let’s see if we can learn something that can make us better salespeople.
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illions of sales people consider themselves professionals. Many read books, listen to tapes, go to seminars, and practise to improve their selling skills. Very few, however, take the time to carefully dissect a sale and the selling process to analyse it, and find out it is really made of. Let’s take a few moments to look at selling from this point of view. As we do, let’s see if we can learn something that can make us better salespeople. Never sell any product or service that you do not firmly believe will offer benefits to yours customers that outweigh the cost. Also find a product or service that has broad applications or enough appeal to enable you to make a good living from selling it. Make your customers think of you as someone they would always like to talk to. Self-confidence is the number one prerequisite for success in sales. Self-confidence comes from focusing on three key issues. The first is knowledge. Learn everything there is to know about the product or service you are selling. The second is practice. Rehearse your sales presentation until you can say it perfectly and convincingly. The third is experience. It takes a long, determined effort and a sincere commit-
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ment to develop the skills needed to succeed a minute to show you the difference between the salesperson attempts to close the sale, our product or service and the others that the customer slams on the breaks with line in sales. like, “I have to think about it.” Of course, he Identify and locate customers who will are out in the market. I am going to show you something new. If has to think about it! The customer did not genuinely benefit from your product or service. Qualify your customers to verify that you like what you see, then I am going to understand what the salesperson was saythey are able to make the buying decision. make you a fantastic offer.” When customers ing! Remember that you cannot make a sucQuestions such as “Are you the owner of the have been given a brief explanation of your cessful sale to every one understands your business?” or “Do you have a partner?” are plans, they can feel assured that they will not proposition. VALUE OF YOUR CUSTOMER appropriate and helpful. Do not waste your encounter any surprises. time trying to find a customer whom you DEMONSTRATION OR PRESENTATION The only reason anyone buys anything is Be informative. People will always give you that he or she perceives a real value or benthink will buy. You cannot know who will buy before the selling process because perspec- their time when they feel they are learning efits in owning the product or service. You tive customers do not know whether or not something new and interesting from you. should master the art of building value into they will buy at this point. your product or service. CREATING URGENCY The first impression any professional salesperson make on a prospective cusFor any salesperson to be successful, he or tomer is vitally important. True professhe must master the skill of giving the cusEstablish sionals know exactly what they are going to tomer a reason to do business now rather Relations say, and they expect others to listen to than later. Urgency is made up of two elethem. ments: the reason and the reward for Tell customers whom you work for, doing the business now. To create urNeed and do it with pride. Be sure to tell gency, the customer must first want Deliver and Recognition them what your company does, and your product or service. Until this deEvaluate where it is located. Doing so makes sire is in plan, it is impossible to genthe company seem more real because erate urgency. YOUR PROPOSITION TO THE customers can fix location in their CUSTOMER minds. This in turn makes customers feel more comfortable and secure. At this point in the sale, you describe Show excitement as you introduce the benefits of owning your product or Formulate Close the the product or service. Excitement and service to the customer. You also point Solution Sale enthusiasm are contagious. Create at least out or demonstrate the unique nature of one good reason why your customer should your special offer. In addition, you describe the take a look and consider your product or stability and reliability of your company. You service now. You might say, “This product is demonstrate your own competency, ability, new, and we have a special introductory offer and knowledge. Clearly outline the terms and for you today.” Be brief. Put a premium on Provide your prospective customers all the conditions of the sale. Make your proposition your time and use it wisely. If you do not, no information they need to make an intelligent in straightforward manner. Be concise while prospective customer will take you seriously. buying decision. Point out all the unique fea- still communicating all needed information. At this point in the sale, your objective is to tures and benefits of your product or service. THE CLOSE get the customer to look at your product or Become a great actor. Learn your lines, The close should always be the logical conservice. Do not jump ahead by trying to sell choreograph your movements, and focus clusion of your well-thought-out, carefully him or her on its merits. That comes later, your entire performance on your basic ob- planned, and professionally delivered sales after he or she has agreed to listen to your jective to sell the product. presentation. The proper time to close a sale CLARITY presentation. is when the customer is ready to say yes. THE EXPLANATION If you have done your job properly, you will The salesperson depends on the cusWise sales professionals set the stage for tomers to understand and retain vast array get either a yes or a no at this point. If you their presentations with a brief explanation of facts presented in a single, casual offering. have done your job convincingly, you will get before beginning the formal presentation. A To make matters even more confusing, the more yeses than nos. n sensible explanation might go something like salesperson peppers the presentation with The writer is Corporate Sale Trainer at this: “Mr or Ms customer, I am going to take jokes, anecdotes, and questions. Then when Leading Edge April - May 2009 | MANAGER TODAY 27
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PICTORIAL
Glimpses of Leading Edge Trainings eading Edge is a higly proactive and client focued Training & Development Consultancy. As an energetic company, it is infused with a desire to provide value added services. The core phillosophy of Leading Edge is “Learning with fun”. To demonstrate this philosophy ,below are the glimpses in which participants, from different organisations like, Federal Board of Revenue, Allied Bank Ltd., PEL, Ufone, A.F. Ferguson, Bank Al-Habib, Royal Palm Golf & Country Club, are learning and having fun together.
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Ijaz Nisar is giving a thought-provoking talk.
Dr. S.M. Naqi presenting a book to Masood Ali Khan
Participants doing relaxation exercise
Group photo of participants in training “Developing the Manager in You.”
Participants with Mr. Bakhtiar Khawaja, training head of Bank Alfalah Ltd. 28 MANAGER TODAY | April - May 2009
Ijaz Nisar and Shakil A. Chudhary in ‘Communication Skills Program’
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Interactive and participative learning
Leading Edge Philosophy “Learning with Fun!”
Teamwork and creative learning
Team “Cheetay” with their own designed flag.
Teamwork and creative learning
Brain storming session
Participants preparing for balloon bashing exercise April - May 2009 | MANAGER TODAY 29
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ENTREPRENEUR
NABEELA MALIK
vIsIon passion & discipline A true story of
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It is a story of transition from the governiment service to private initiative at the age of 52.
r SM Naqi is truly a remarkable person. He did his PhD in business administration from the United States at the age of 63. Among management gurus, he is greatly impressed by Peter Drucker (1909-2005). Mr Naqi started his career with the government of India in 1945 as an engineer, working on the Indian Railways, having been selected by the All India Civil Services Board. He was first posted at a station on the East Indian Railways, near Calcutta. After the independence, he opted for Pakistan Railways and moved to Lahore. Subsequently, he worked in Multan, Quetta, Karachi and Rawalpindi in various capacities.
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Most of the auto industry was being managed by the government in the public sector of which Dr Naqi had experience. Most of the auto industry was being managed by the government in the public sector of which Dr Naqi had a vast work experience.
In 1972, he was drawn into the vortex of public sector, when big industrial units were nationalized. He worked on different positions in the public sector, such as managing director of companies like Hyeson Steel (now Karachi Pipe Mills) Karachi, Ittefaq Foundation (later named LEFO) Lahore and Batala Engineering Company, later named Pakistan Engineering Company. After six years in different companies, he was elevated to the position of chairman of the Engineering Corporation, which was the holding company for all the light engineering units, under the government sector. After spending seven years in senior positions involving high finance, labour management, marketing and administration, he decided to start his own business. So, he got his son, Almas Hayder, relieved from the army. Almas had earned an engineering degree as a defence nominee. After his release from the army, Mr Naqi got him to receive training from Amir Ali Fancy, one of the most successful Pakistani entrepreneurs at the time. Then he asked his son to study the market for identifying a suitable line for setting up a family business. The first project was the production of low-cost plastic shoes to meet the growing demand, particularly among the cashstrapped people who could not afford to buy expensive footwear. Some funds were mobilised by selling the family property and from partnership with a few friends and relatives, he started production of low-cost plastic shoes and flip-flops at a rented place on Ravi Road, Lahore. At this stage, Dr Naqi quit the government job and devoted himself fully to his business. He looked after the production and ancillary activities, while his son took care of the marketing. In a couple of years, he realised that the business involved credit selling and the wholesale customers would not keep their
promises of timely payments. A stage came when the bulk of the working capital got stuck in the market. The company’s capacity to produce at the optimum level was badly affected. At last where it became impossible to continue the business. Consequently, he had to close the shop. Simultaneously, he decided to diversify the production line to cover manufacture of specialised components for assembling the plants of auto industry. While diversifying, he decided to stay with the basic technology in which the company had specialised i.e. polymer or plastic technology. Thanks to his foresight, he did not have to change the name of company. So it remained Synthetic Products Enterprise (Pvt) Limited (SPEL). At that time, the government had asked the auto industry to locally manufacture up to 75% spare parts within five years. So the auto industry was under pressure to get their components made through local vendors. Most of the auto industry was being managed by the public sector of which Dr Naqi had a vast work experience. Owing to his contacts, he was able to secure orders with advance payments for making the moulds and also securing the appropriate machinery and equipment. The company started first manufacturing gear shift lever knobs and then the steering wheels for Millat Tractors. The samples produced by the company passed all the tests and confirmed orders were received for full delivery of the components. Thereafter all the car and tractor makers in the country went to the SPEL for the manufacture of the steering wheels. SPEL had the quality and the right price. So for a considerable time, SPEL continued to be the only company that produced the steering wheels and that line of product still continues along with several other components, that SPEL now makes. Starting with one local machine and a
local mould, the company now has a series of state-of-the-art machines installed at the factory, which now spreads over acres. Product diversification and market diversification had been continuing for the last thirty years now. The SPEL has also installed sophisticated machinery to make modules and dyes in house not only for the products that it is making but also for export. Modules are being produced for other customers in the country, as well. SPEL has recently added a blow moulding unit to produce heavy-duty large bottles for mineral water and other liquids. Because of SPEL’s high standards, quality-conscious companies such as Nestle and Lever Brothers are its loyal customers. The SPEL has set up another factory i.e. SPEL Packaging Industries, to make disposable containers for ice cream and yogurt etc. This unit is being managed by Dr. Naqi’s second son, Zia Hayder, who is an engineer and also has done MBA. SPEL is the market leader in both of these fields. In addition, the SPEL has set up a business by the name of SPEL Electronics, to make security devices for home and cars including CCTV systems. Another company was formed by the name of SPEL Fujiya to manufacture and market split airconditioners. The business is managed by the third son, Raza Haider, who also is an engineer and an MBA graduate. In SPEL’s effort to globalize the business, Raza moved to Canada to set up shop there. Interestingly, the SPEL sold the SPEL Electronics and SPEL Fujiya to loyal employees of the company, who are running these companies in a very conscientious manner. n
ADVICE Get up early in the morning. Plan your day. Show commitment to yourself and your passion. Provide quality customer services and exceed the expectations. April - May 2009 | MANAGER TODAY 31
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TIIME MANAGEMENT
MARIAM LODHI
Time management is the key to a successful career and a panacea to all work related problems. In view of the current scenario, the entire world is clamped in the economic crunch and the international ramifications of downsizing, the stress at the workplace has increased. The successors of downsizing are facing the major chunk of this workplace pressure, with added responsibilities and more intense expectation of their employers. More or less in every organisation there is a culture of sluggishness with special reference to the Pakistani society. But things should not be taken as what they seem to be ostensibly. This is my personal observation that 80 per cent of the managers in Pakistan today, are to blame for the indolence just because they are not familiar with the term 'work-life balance'. To get rid of the stress and to manage things better at workplace, one of the tools of the trade is “to balance time between work and life”. Following are five preeminent tips to have equilibrium between official and personal time.
1. Figure out what really matters to you in life l
Getting your priorities clear is the
first and most essential step. Use an exercise to explore what matters the most. l Take couple of days off to meditate and contemplate the answers to the following questions: I. If my life could focus only one thing, what would that be? II. If I could add a second, what would be that? III. A third? And so on Among these top priorities there may be family, career, religion, health, sports, community services, spirituality, art or hobbies. Split your time and your mind so that, when at work, think for work only, and pay attention to your family when you are at home. l
2. Drop unnecessary activities
People are devoting too much time to activities that are their our priority, and can be adjusted accordingly. Unnecessary activities keep you away from the things that matter to you. For instance, If you have a newborn, you should cut back on television.
3. Protect your private time
Think twice before skipping work. Your private time deserves respect. Carve out hours that contribute to your relation-
32 MANAGER TODAY | April - May 2009
ships. Guard the personal time fervently and do not let work intrude. Even stop checking emails or cell phones. Few people are important enough to be con-tacted at personal time. If work consistently interferes with your personal time, you should discuss some adjustments with your boss. “More hours mean more”. You can deliver better results in fewer hours. Your job performance should never be judged in terms of hours of input. Protecting your private time often leads to greater satisfaction, productivity and creativity. If you are your own boss, it is up to you to create boundaries that keep work from intruding on family time. Make it clear that you will work at nights or holidays at your option. Tell them that if they call you at your personal time, they should not expect you to answer until the next business day. Learn to be open-minded, excited and curious about life. Key ingredient for innovation is breakthrough thinking. If you do not spend time with your children, this opportunity will be lost forever.
4. Accept help to balance your life
Allow yourself to rely on your partner, or friends, who can watch the kids or run an errand while you focus on other top priorities. Try tag-teaming one spouse works out before dinner, one after dinner, while the other watches the kids. To get more alone time with your life-partner, accept babysitting offer from another couple, or try a regular trade off. Watch their kids this Saturday and they will watch your kids next Saturday. Tagteaming is a great way to create extra free time.
5. Plan fun and relaxation
An essential part of living a well-balanced life is fun and relaxation—weekly guitar lessons, a yoga class, a date night with spouse, even exercise on a trampoline in backyard. We must believe that the most important thing is to be happy in life and this cannot be achieved even if one becomes millionaire or stands retired. So do not squeeze your playtime while running your business or sharing the responsibilities. n
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RELATIONSHIPS
HASEEB NISAR
Researchers at Australia’s University of Newcastle surveyed more than 600 members of close families about their values and attitudes, isolating eight key characteristics from responses.
1 COMMUNICATION
The best type of communication in families is positive, open, honest and, in some cases, laced with humour. We share a freedom to discuss anything that comes our way, whether is be a worry or joy.
2 TOGETHERNESS
Strong families share an “invisible glue,” giving them a firm sence of belonging. When someone in our family has a problem, we pull together to find the solution.
3 SHARING ACTIVITIES
Strong families choose to play together. “Over the years
we have done skating, camping, walking, swimming, etc. We believe this is helping our children catch the idea of strong family bonds.”
4 AFFECTION
Members regularly show each other they care. “Affection is simply stuff, like a cuddle in the morning, or just a pat on the head…a question about how things are going…and being genuinely interested in the answer.”
5 SUPPORT
They are comfortable offering or seeking support. Being a strong family unit means if one of the family has a challenge, there are many family members to listen, advise and support.
6 ACCEPTANCE
Members value, acknowledge and tolerate each other. We see one another as an individual, and respect and celebrate our differences.
7 COMMITMENT
The wellbeing of the family is a high priority. Commitment is to stand firm regardless of the situation.
8 RESILIENCE
Reacting to challenges in a positive way is essential. We have encountered several trying situations that have had the capability of tearing us apart, but which have in fact bounded us together.
April - May 2009 | MANAGER TODAY 33
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WOMAN OF SUBSTANCE SABA KIANI
PROFILE
RASHIDA HAYAT MALIK is Secretary, Management and Professional Development Department, Government of Punjab (MPDD). She is a dynamic lady and much like most women at the top, she has made a bench mark and has provided leadership and developed Human Resource Management in the public sector through hard work and dedication. She joined the Civil Services District Management Group in 1983. She is gold medalist in psychology, took distinction in Master’s in Development Administration from the UK and various other scholarships from Harvard University. Her distinguished educational background, exposure and experience make her a prominent figure in public sector of Pakistan. Could you tell us about the establishment and role of Management and Professional development department (MPDD)? The MPDD Punjab was established in July 2002 by upgrading Punjab Institute of Human Resource Development (PIHRD). MPDD is the apex training department responsible for imparting
MPDD is the apex training department responsible for imparting quality training quality training to the officers and officials of different departments of government of the Punjab. Our vision at MPDD is to develop motivated, proactive, dedicated, disciplined and competent public service through high quality training aimed at inculcating appropriate attitudes, skills, knowledge and behavior for top class service delivery. MPDD is planning, organizing, designing and conducting training programs to improve the human resource potential of Punjab government taking into account future needs. MPDD has focused on the following major areas of improvement in the last one year: 1) Quantitative increase in number of courses 2) Qualitative excellence 3) Infrastructural improvements in training. 4) Development of quality processes and systems 34 MANAGER TODAY | April - May 2009
RASHIDA HAYAT MALIK
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Our vision at MPDD is to develop motivated, proactive, dedicated, disciplined and competent public service through high quality training aimed at inculcating appropriate attitudes, skills, knowledge and behavior for top class service delivery. How do see the state of women empowerment in Pakistan? Unfortunately, statistics do not tell a positive story. I believe still there is no complete change present institutionally. There should be more women in government service also. Now women are coming into different fields but you see about seventy per cent of them thrive into medical profession. Then there is not much of will in our women. They do not really want to excel in competitive professions, as most of them end up adopting teaching as their profession and taking it as a career. Until and unless there is change in the mindset of the whole society, situation cannot be improved. Even our Mullahs discourage women empowerment but actually it is not the Mullah factor responsible but many other factors as well. Regardless of whatever Mullahs had in mind they had no objections against women in reality but steadily they are made to say what the feudal system or the bureaucratic system made them to say. Thus, actually backed by the overall system they also spoke the language of the general masses and the society on the whole. But my experience says that our society has to go a long way. Social change is affecting women’s lives in many ways but the outcome is not nearly as empowering as we tend to expect. What challenges and issues you faced being on the top and how do you deal with the challenges related to training? You have to be innovative and change oriented. Probably you have more opportunity when things are very bad and your area of responsibility is rather limited. In smaller organizations you have greater area of doing things and making a difference. I had to set the trend, never to deny any training options and I allowed trainings at our premises. We got very first financial support from the government. We used to run three training classes at a time. We established service rules which were on plan but practically missing for the past six years. We got government approval, made recruitments of staff and it was made strictly on merit. So, challenges are unlimited but the good thing is they become opportunities when
one is willing to perform. Do you think that corporate management practices can be incorporated in public sector? And what are its limitations? The debate is very much in the air but in reality it is not easy. We are actually not at the stage where we might do something practically in terms of incorporating corporate management practices into the public sector. And still we are introducing different strategies and we are inculcating the areas where the training may be needed for all officials. I emphasize on the possibilities of what actually we can do. Then, there are issues concerned with blaming others for different problems. Even top management is blamed for faulty policies; means there is a chain of blaming one another going on from top to bottom. Everyone asks for making good policies but nobody cares for implementation and utilization of policies that have been already made. You should stop blaming others at top. I remember I was Additional Secretary Education and Sheikh Rasheed was Minister for Overseas Pakistanis Foundation. He established four colleges for girls on the land of Railways of Pakistan, using the money of the Overseas Pakistanis Foundation. They asked me to get there for the recruitment of the lecturers for those colleges but I said I would not go for the purpose as I bluntly told him that I personally did not feel appropriate. But you see many of us do not have courage to voice their disagreement. Our people, even if they feel against the said roles, they keep on performing them, simply to stay on their positions and fearing the loss of the privileges etc. What are your upcoming projects at
MPDD? We have established a resource person search committee. Although our department is small but it is working very efficiently as compared to other departments or to the civil services academy. They have senior scale staff and plenty of workers but we have only few people and with them we are holding a major eight month post induction course and almost on yearly basis. We are in collaboration with the resource persons to hire for the training of session judges and for that we would be focusing on the practical training because they have read the laws in theory and in detail. So the practitioner focus and emphasis would be on ground realities and implementation. We have five to six promotional related long term courses that we complete on yearly basis. Right now we are conducting two such trainings including EDOs working on grade nineteen positions. So, two full time batches are being managed and trained at MPDD. In our social set-up it is widely believed that working women’s families suffer. How do you manage this social approach? I think it is very unjust and wrong approach to expect from them to devote as much time to their families as give to their professions. This unjust requirement makes working women feel uncomfortable, rather guilt conscious when they face the allegation of a mismanaged domestic life because of their professional business. What I want to comment is that working women are not super human beings; they need support and assistance on the maximum. The tendency of blaming working women should be stopped, as husbands keep commenting bluntly that the work routine of wives disturb family setup and it is simply to make women less productive and more frustrated. On the other hand there are upper class socialites amongst our women and they do not take care of their families and their children’s but nobody blames them. So there should be a set of social values to be followed by our women. If the set priorities are right, nothing will be wrong but if the family is not on one’s priority, it will suffer, no matter women are working or not. n April - May 2009 | MANAGER TODAY 35
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HUMAN RESOURCE
IJAZ NISAR
t
Core Competencies for HRM Professionals Behavioral & Technical Skills Required from HR Managers
he competencies required to perform the role of HRM professionals is rapidly changing. Further, HR professionals perform different roles such as generalist, consultant, organisation leader, strategist and specialist in a particular area of HRM. However, what competencies are essential and desirable in order to perform these roles effectively is a big question to many across the discipline. Experts have identified 11 core competencies and six leverage competencies that are commonly required for all types of roles within HRM function based on our research. These are briefly explained in the following:
CORE COMPETENCIES 1. Ethics: Possesses fidelity to fundamental values, including respect for the individual, responsibility of purpose, honesty, reliability, fairness, integrity and respect for property. 2. Communication: Uses language, style and effective expression, including non-verbal in speaking and writing so that others can understand and take appropriate action. 3. Listening: Able to interpret and use information extracted from oral communication. 4. Relationship building: Able to establish 36 MANAGER TODAY | April - May 2009
rapport, relationships, and networks across a broad range of people and groups. 5. Teamwork: Understanding how to collaborate and foster collaboration among others. 6. Standards of quality: Have high performance expectations for self and others. 7. Judgment: Able to make rational and realistic decisions based on logical assumptions which reflect factual information. 8. Result orientation: Knows how to work to get results. 9. Initiative: Able to go beyond the obvious requirements of a situation. 10. Self-confidence: Possesses a high degree of confidence in own abilities. 11. Enthusiasm and commitment: Able to believe in employer, find enjoyment and involvement in work, and to be committed to quality performance.
LEVERAGE COMPETENCIES 1. Influence: Ability and skill to cause an effect in indirect ways. Ability to impact individuals and organisations without exercise of direct power or command. 2. Utilisation of resources: Able to find, acquire and leverage appropriate resources, inside and outside the organisation. 3. Customer awareness: Understand both
internal and external customers and their needs. 4. Creativity: Ability to invent, explore, imagine new approaches, framework or solutions; ability to stimulate ideas in self and others. 5. Questioning: Ability to gather and interpret objective information through skilful questioning of individuals and groups. 6. Organisational astuteness: Understanding individual sensitivities, power dynamics, relationships, and how the organisation operates.
MANAGERIAL IMPLICATION This competency model helps organisation in many ways. This can be used for requirement and development of HR managers and job analysis purposes. This also helps as a benchmarked competency set for HR professionals for charting their own development. HR professionals must make an assessment of themselves with references to these competencies and work to acquire the missing ones. These competencies are commonly applicable across all the roles and managerial position within HR function. Therefore, HR departments in organisations can draft training programs to impact and develop their HR executives on these competencies. n
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STRESS MANAGEMENT
Golden Principles of
Stress-free living Stress is a messenger listen to it. Consider your pressure a challenge; your coping ability will increase. Meet, great and beat your stress successfully. There is always a hidden benefit in every event of life. You are unique, don’t compare yourself with others. The past is cancelled cheque; don’t repeat your mistakes. Future is promissory note, don’t worry about it. Be content, do not be jealous. Give up your ego, don’t feel superior. The world is huge drama; don’t get upset by scenes of sorrow and tragedy. Spare time to help others, and your worries will soon be forgotten. Your critics are instruments to carry you forward, so consider them as well wishers. Forgive and forget, don’t think of taking revenge. Observe your mind, control you mental traffic and you will not have waste thoughts. Laughter is an antidote to stress, laugh at your mistakes but not at others. 15 minutfes of meditation daily will bring peace, happiness and relaxation of mind & body.
38 MANAGER TODAY | April - May 2009
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global economy ECONOMY
Turnaround in the
BILAL ILAHI
& our exports growth …the likely scenario
40 MANAGER TODAY | April - May 2009
As far as the current global crisis is concerned there is not much we can do except wait for it to recede. However, it deeply impacts our economy.
ajor problems facing Pakistan’s economy like our current account and fiscal deficit were there even before the global financial crisis began to impact us. The global crisis has intensified the crisis. The twin deficits are a consequence of our bad policies and indiscipline. It requires a firm resolve of our political and business leadership to tackle them. Good governance, investment in physical and human infrastructure are the underlying issues which need to be addressed on an urgent basis. Efficient formulation and implementation of policy is required. As far as the current global crisis is concerned there is not much we can do except wait for it to recede. However, it deeply impacts our economy. For instance our exports growth which has been stagnant for a long time is also now getting adversely affected by the slowdown in the US and the EU.This is because the consumer in the west faces unemployment and lack of availability of credit. Consumer confidence has suffered and purchasing power is low. Garments and bed wear, for example, are items whose purchase can easily be postponed for a year or two. Textiles are more than 60% of Pakistan’s exports and will continue to face difficulty till there is a turn around in the economies of the EU and the US. Experts have developed scenarios which see a turnaround in the US as early as the last quarter of ’09 and then there are those which do not see the US economy turning around even in 2011.Many economists believe that even today (China notwithstanding) US is going to be the engine of global recov-
M
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ery. In other words, we have to see a turnaround in the US before we see a turnaround in the global economy. So what are the signs in the US economy that we in Pakistan should be looking for? What will indicate that the US is indeed coming out of the recession? And when can we expect an improvement in our exports to the US; our largest export destination? The genesis of the current US financial and economic crisis is the “Sub-prime mortgage”. USA has one of the highest home ownerships per capita in the world. Typically for an American home owner, the house is his or her most valuable asset. Mortgages play a huge role in home buying. Also rising home prices positively impact consumer behavior because home owners are then able to take out second mortgages. This leads to higher consumer spending. As the consumer is 70% of the US GDP, higher consumer spending has a substantial impact on US GDP figures. In the decade of the 90’s the US economy saw heady growth. Wall Street not to be left behind came up with newer and more innovative financial products, one of which came to be known as the “sub-prime mortgage”. This basically was a mortgage which banks begin giving to borrowers who were not financially qualified. In a growing economy all went well for a few years. Real estate demand and values went up. Financial sector’s profits and growth were unprecedented. When the downturn began and unemployment started rising many of the sub-prime borrowers were unable to service their debt. Defaults led to oversupply of housing which in turn led to real estate collapse and a fall in consumer confidence. The resultant downturn is the most severe since the great depression. Whatever the time line of US recovery, the most likely scenario will play out in this sequence: Choked credit markets become unclogged. Banks not only begin to lend
1.
Many economists believe that even today (China notwithstanding) US is going to be the engine of global recovery. In other words, we have to see a turnaround in the US before we see a turnaround in the global economy.
2. 3. 4.
to each other but also to customers. Increased liquidity creates a demand for homes which boosts home prices and real estate values. This in turn positively affects US consumer confidence and increases consumer spending. Including spending on garments and bed wear! Increased consumer spending puts the US GDP on a growth trajectory.
US GDP growth provides a stimulus for the global economy. Until these events begin to take place in the US and the rest of the world, we should not expect to see an increase in demand of our exports. Healthy exports will improve our balance of payments. In the meantime, the other underlying issues of our twin deficits need resolution on an urgent basis.n
5.
The writer is business consultant & corporate trainer April - May 2009 | MANAGER TODAY 41
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COMMUNICATION/HUMOUR
SHAKIL A. CHAUDHARY
Vocabulary Bank aberration:
l For a long time the
a departure from what is right, true, or correct l He stole my pen in a moment of aberration.
idea of majority rule was anathema to most whites in South Africa. anodyne: dull; unlikely to cause argument or offence, in a way the opposite of controversial l He is known for writing anodyne book reviews. apocryphal an apocryphal story (usually about a famous person or event) is well known but probably not true l Most of the stories about his private life are probably apocryphal. articulate: able to talk clearly and effectively l This department store is looking for a highly articulate spokesperson. banana republic: a derogatory word for a small, poor and unstable country with usually one-crop economy controlled by foreign capital. It has a weak (and often despotic) government that depends on financial help from abroad l How many banana republics are there in the world?
alienate: to make someone unfriendly or unwilling to support you. l The president has alienated some of his allies.
ambience: the general feeling that you get from a particular place; atmosphere l I like the relaxed ambience of this restaurant.
ambivalent: having or showing mixed feelings about a certain object, person or situation l He has an ambivalent attitude towards coeducation.
amenable: willing to be influenced or controlled by something l I’m sure he’ll be amenable to rational argument.
anathema: something that is completely the opposite of what you believe in; a person or thing that is detested or despised
44 MANAGER TODAY | April - May l, 2009
Manager’s Humour Corner Memo from CEO to manager: oday at 11 o'clock there will be a total eclipse of the sun. This is when the sun disappears behind the moon for two minutes. As this is something that cannot be seen every day, time will be allowed for employees to view the eclipse in the parking lot. Staff should meet in the lot at ten to eleven, when I will deliver a short speech introducing the eclipse, and giving some background information. Safety goggles will be made available at a small cost.
T
Memo from manager to department head: oday at ten to eleven, all staff should meet in the car park. This will be followed by a total eclipse of the sun, which will appear for two minutes. For a moderate cost, this will be made safe with goggles. The CEO will deliver a short speech beforehand to give us all some information. This is not something that can be seen everyday.
T
Memo from department head to floor manager: he CEO will today deliver a short speech to make the sun disappear for two minutes in the form of an eclipse. This is something that cannot be seen everyday, so staff will meet in the car park at ten or eleven. This will be safe, if you pay a moderate cost.
T
Memo from floor manager to supervisor: en or eleven staff members are to go to the car park, where the CEO will eclipse the sun for two minutes. This does not occur everyday. It will be safe, and as usual it will cost you.
T
Memo from supervisor to staff: ome staff will go to the car park today to see the CEO disappear. It is a pity this does not happen everyday.
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HEALTH & WELLNESS
DR. AMIR MEHMOOD
Manager’s
health and fitness The opportunity is here now for us individually and collectively to make the transformation from worst to best
e are living in exciting times. The people never had more opportunity to pursue the life of their dreams, a life rich with extraordinary personal and professional achievements. The opportunity is here now for us individually and collectively to make the transformation from worst to best — literally from the worst shape of our lives to the best. There are five essential steps to begin and sustain the process of transforming your health for life.
ing from entirely preventable illness, I know they do not yet place a premium value on their well-being. In many cases, this includes people who are achieving successful results in their business endeavours and other areas of their lives.
1. Accept your ability & responsibility
3. Set specific health and fitness goals
We have the ability to create stunning changes for the better in our bodies and lives. It is exciting and empowering to consider the scope of this ability. However, it is not always as exciting to accept that along with our ability to transform comes the responsibility to do so. Until that responsibility is accepted, the ability lies dormant.
An entrepreneur should learn the fundamental facts about exercise, nutrition, fat loss and muscle strengthening. Get in great shape is not a goal. It is a wish, a dream and an idea. Within 12 weeks, I will lose 20 pounds of fat. Within 12 weeks, I will reduce my low-density cholesterol by 20 per cent. These are goals. They are specific, measurable and challenging.
W
2. Being healthy a priority Over the past 20 years of working in the world of well-being and fitness, I have discovered that when people highly value their health, they do what has to be done to become healthy. So when I see people who are overweight, underweight or who are suffer-
4. Keep your plan of action simple It is not at all necessary to put together a complicated programme with undue emphasis on diet and exercise idiosyncrasies to achieve your goals. What works better is a simple combination of strength training and
aerobic exercise combined with balanced and smart eating.
5. Prepare to succeed every day Anyone who has achieved success knows it is more than a matter of mere luck. When one prepares to succeed by consciously scheduling his workout time in advance just as he would have an important business or doctor appointment, he finds it easy to follow through and no ‘thinking’ is required. One should do the same with his meals. When he schedules what he is going to eat, at what time and in what quantity, before the day begins, he does not waste any time. These five essentials constitute a practical and powerful method for becoming healthier, stronger and more energetic manager. When practiced consistently, this is a way to realise your true potential to transform your health and enjoy a richer quality and quantity of life. n The writer is nutrition & health consultant April - May 2009 | MANAGER TODAY 45
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CAREER MANAGMENT
SAGHIR AHMED
In today’s work environment, doing the work you love is critical to success. Here is how to find it. The rat race. The fast track. The old grind. The same ol’ same ol’ – whatever you want to call it, a lot of people are looking for a way out. Many today have a sense that their lives are not their own, that they have few choices and little power over their own destinies. They see their lives getting away from them, moving at a frantic pace they feel powerless to control.
We have been told that the rat race is the road to success. Yet many today have an idea of success different from those of previous generations. For these people, success is not defined in economic terms, but in-
46 MANAGER TODAY | April - May 2009
cludes the opportunity to express their innate talents and abilities, to be creatively engaged (not simply to show up), to feel as though they are making a meaningful difference, and to integrate their spiritual values with the everyday business of working and making a living. Where once people were willing to do the work they were born into. were content to view work merely as a means of making a living, today many people are looking for considerably more. They are expecting to find a place for their heart and soul in their work, a place to express their unique talents and abilities. They want a greater sense of joy and meaning in their work. Life’s work. The issue is not so much one of “putting people to work” as it is of empowering them to work – unleashing their innate creative powers. This process begins with each individual finding the work he or she loves. While the idea of doing the work you love may be new to some, it harkens back to a cardinal tenet of many sacred and philosophical traditions that each of us is called to do a unique life’s work More
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than a job or career, it is your special gift to humanity. Traditionally, life’s work was called vocation, which literally means “calling”. To the extent that your work takes into account the needs of the world, it will be meaningful; to the extent that through it you express your unique talents, it will be joyful. The quest for the work you love begins with a few simple questions: Who am I -? What in the world am I doing ? What is my special gift to give? Where it ends is up to you. To be satisfying, your answer must be more than philosophical speculation; that must become your life. It means putting your values to work by determining to make what you do reflect who you really are.
THREE DECISIONS The process of finding the work you love is best understood as a matter of making three decisions. It requires that you decide what you are looking for is not a career role per se. What “it” is your creative passion. Over the course of a lifetime, it may take a variety of forms, roles, or structures; yet running through all of these will be a common thread of meaning and joy.
DECIDE WHAT YOU ARE LOOKING FOR Finding the work you love begins with asking the right questions. When framing your central question, tailor it to your individual needs and be as specific as you like. For Example, in seeking his calling, Buckminster Fuller, an American engineer, designer and architect, asked, “What could a healthy young male human of average size, experience, and capability with an economically dependent wife and newborn child, starting without capital or any kind of wealth, or university degree, effectively do that could not be done by great nations or great private enterprise to lasting improve protection and support of all human lives, abroad our planet Earth?” It led him to the study of mythology, which he helped to reinvigorate and popularise in the later part of twentieth century. In your own words and in a way that is meaningful to you, frame a question that works for you. Take a few minutes to write down the question you were asking that led you into this occupation. For example, what will bring in the most money? What is most in demand? What will take the least effort? What will give me status and prestige? What
will be the most secure? Now write the question that you want to use to shape the remainder of your work life. Make sure that is really meaningful to you. For instance, what would I truly love to do? How can I be useful? What is my natural work? What would give me the greatest joy and satisfaction?
DECIDE TO KEEP LOOKING UNTIL YOU FIND IT Once you decide what you are looking for, determine to persist until you find it. Many of us have not learned to assert what we want, not only in terms of career, but in other areas of our lives as well. It may take us some time before we are ready to admit that we, in fact, know what we want. Be patient with yourself. As the poet Rainer Maria Rilke put it, “Be patient toward all that is unsolved in your heart and… try to love the questions themselves….”
possible, even if you don’t get paid for it, or if you can only work at it part-time. Albert Einstein was unable to secure a job as a physics professor. He could have said to himself, ”Well, I just don’t have what it takes to work in physics. I should give up on it and settle for something else. Instead, he wrote the two most significant papers of his remarkable career while employed as a patent clerk. After their publication, there was not a major university in the world that would not have been delighted to have him on their staff. If you want to work as an artist and you are making a living as a waiter, don’t think of yourself as a waiter who hopes one day to become an artist. That puts the work you love somewhere off in the distant future. Rather, think of yourself as an artist, temporarily supporting yourself by waiting tables and paint, draw, or sculpt as much
ELEMENTS INTEGRITY: A life's work is inspired from within, born of your own values, visions & intuitions. SERVICE: A life's work is useful to others, providing you with the opportunity to give your gifts in a meaningful way. ENJOYMENT: A life's work is natural to you, allowing you to take full advantages of your innate talentsand abilities. EXCELLENCE: A life's work prompts you to do your best work; you love what you are doing enough to do your best.
DECIDE WHEN YOU HAVE FOUND IT The final and most important decision in the process of finding the work you love is the decision that you have found what you are looking for. This means to definitely claim that you know what your work is. We should recognize that claiming the work you love can seem like a big emotional risk. If you have a job that is not coming out of who you really are (your career passion), you might erect an emotional barrier between yourself and your work. Then, when your work is criticised or you fail to do your best. You can say. “Well, this is just my job. It has nothing to do with my real life.” But when you are doing work you really love and are criticised or come up against odds about your ability to see it through, you may feel much more vulnerable. It takes great courage then, to claim that you know what you want.
QUICK START Begin doing the work you love as soon as
CREATIVE POWER Conscience
FOCUSING QUESTIONS What speaks to me?
Talent
What turns me on?
Compassion Destiny
What touches me?
What draws out my best?
as you can. It is possible to earn a living wage as a waiter working 24 hours a week. That leaves plenty of time to devote to training or developing your craft in the off hours. While seeking to discover the work you love, it helps to expand your awareness into the universe of all possibilities. You don’t want to be limited to preconceived ideas of what you should do or confined to what you have done before. Having opened to all possibilities, you then focus again by making a definite decision and claiming to work you love as your own. You decide what you are working for. Doing the work you love then requires that you be equally comfortable with the imaginative and the practical. It requires the ability to dream big dreams and the ability to confront and master all the little details that go into making dreams come true. n The writer is career consultant and movtivational trainer April - May 2009 | MANAGER TODAY 47
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BOOK REVIEW
First, break all the rules MUHAMMAD YASIR
This book comprises interviews conducted with more than 80,000 managers from more than 400 companies besides 20 years of their own experience in studying the core characteristics of
his book comprises interviews conducted with more than 80,000 managers from more than 400 companies besides 20 years of their own experience in studying the core characteristics of great managers and workplaces? Management consultants Marcus Buckingham and Curt Coffman published a remarkable book titled, First, Break All The Rules: What The world’s Greatest Managers Do Differently. The study conducted by the authors is the largest of its kind ever undertaken, which has great relevance to human resource practitioners. Some of the key observations of this work are:
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Employee stock options and other benefit programmes, though can attract the people to join in a company, it is the quality of the immediate manager and the productive environment of the workplace that determine the retention of employees in the company.
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Great managers break conventional wisdom in hiring norms. They do not hire a person based on his\her experience, intelligence and knowledge. They do so by identifying a person’s talent. Talent here is defined as natural recurring patterns, feeling, or behaviour that can be productively applied.
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Great managers do not believe that people can change much. They dismiss self-help and self-improvement programmes as ineffective. You cannot just teach each employee the nine habits of an effective life and expect them to excel.
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48 MANAGER TODAY | April - May 2009
Great managers believe that performance is in synapses, the connections between a persons brain cells. They develop in early childhood. As a result of this some people are great strategic thinkers, some have talent for mathematics, others in social skills and so on and so forth. Trying to put someone in a function his\her brain cells do not match will result in job mismatch and on-the-job-failure.
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Great managers follow some key practices: 1) keep the focus on outcomes, 2) value world class performance, 3) study your best, 4) do not waste time trying to put in what was left, 5) try to draw out what was left in. Authors have presented the following 12 questions that can be used to measure whether your workplace is productive or not. Yours is a productive workplace if employees answer these questions affirmatively. 1. Do I know what is expected of me? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do the best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor or someone at work seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company, make me feel my job is important?
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Managerial implication he book is greatly helpful for HR managers. It helps to draw pragmatic plans in the areas of i) employee retentions, ii) hiring of employees, iii) matching the employee’ competence profile with compatible job in the organisation and iv) career management. More importantly, it provides valuable information, on how a productive workplace should be created, and its importance. The other insights it can offer are l why managers should be great managers, and their prominent role in organisational functioning and l the limitations of behavioural interventions. This book may convince HR managers as to why they need to create managers who are capable of breaking conventional rules uninterruptedly for business excellence.
9. Are my co-workers committed to doing quality work? 10.Do I have a best friend at work? 11. In the last six months, has someone at work to learn and grow? 12.Last year, did I have opportunities at work to learn and grow? Further, the authors have criticised the conventional career path of promoting people out of roles in which they excel and moving them into roles in which they struggle. In essence, great managers break one conventional golden rule a day to create benchmarks. n
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MOVIE REVIEW
MUNIR HUSSAIN
WILL SMITH
STARRING: Will Smith, Jaden Smith, Castellaneta, Thandie Newton DIRECTOR: Gabriele Muccino RATING: 4 out of 5
he real difference between successful and unsuccessful people is that in tough times the unsuccessful ones blame and complain but the successful ones do their best to make things happen against all odds. This is what Chris Gardner has done in his life, full of odds, problems and disturbance but he did what he wanted to do. He wants to be happy. He pursues happiness and finds it. This is the gist of this film. Will Smith plays Chris Gardner who is a salesman for expensive medical scanners, which were supposed to sell like hot cakes but doctors considered it a luxury. So, nobody would buy it, but Chris is not the person to give in. These scanners are his last hope to feed his family. He has spent his life’s savings on them. He has nothing to do except selling these scanners. He is struggling to sell scanners; his wife is moonlighting to meet household expenses. He is extremely depressed and unhappy. One day he meets happiness and hope outside of a brokerage firm. He applies for a highly competitive internship at the firm, in which 20 candidates will be selected and after six month only one will get the job and above all that internship is unpaid. Meanwhile, his wife leaves him. Now he is with his son, his scanners and a hope for broker's job. He has to compete for internship; he has to sell scanners, and has to take care of his son. He is very concerned about his son and wants to give him his best. Things getting tougher by the day
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and he is struggling harder and harder to make both ends meet. One day he gets the shock of his life when tax authorities withdraw all his money from his bank account. Now he has nothing: no money, no house and no friends. He is on the street with his baggage, his son, and scanners. Each day seems to bring new and unsurpassable problems. He can barely feed and house himself, let alone fulfill the requirements of his internship. If he doesn’t win the desirable single slot awarded at the end of the internship it will all be for naught. After all these trials and
tribulations, he ultimately finds what he is looking for. It is a fabulous movie. It tells you a lot about resources, time management, smart work and problems solving. It is a well-written, well-directed and well-acted movie. Will Smith has given a superb performance. The sequence is good, with beautiful dialogues and an amazing. The actors have put life in characters. After watching this movie, you will be highly motivated and you will start believing that nothing can stop you from achieving your goal, provided you are determined.n April - May 2009 | MANAGER TODAY 49
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