Product development self development and training programs by Sutherland Global Services

Case Study and Sample Slides The GCC Region: Self-development and Training Programs

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Self-development and Training Programs Client • The client is a United Kingdom-based organization specializing in international educational and cultural opportunities

Client Ask • The client commissioned this study to assess prospects of expanding its self-development program targeted towards women employees in the Middle East region • The focus was on the following countries in the region: Qatar, Oman, the UAE, Bahrain, Yemen, Kuwait and Saudi Arabia • The research was also undertaken with an aim to identify potential partners and evaluate demand for the client’s program in the above-mentioned countries so as to help the client make an informed decision

Sutherland’s Solution • Primary Research: SGS conducted an extensive primary research (telephonic interviews) with HR managers/heads, training managers/heads, executive management and other directly relevant designations at select Middle East companies • SGS reached out to 807 companies across seven countries and followed up with them for telephonic interviews. In-depth telephonic interviews with 100 people across HR and training functions at select companies were conducted • Our secondary sources included company websites, select paid databases such as OneSource and Zawya and generic Internet search

• Benefits to the Client • The client received insightful information including the following– – – – – – –

Nearly one-third of the total women employees are employed in senior and middle management roles in the ME region Organizations in the ME region provide equal training and development opportunities to men and women Participation level of senior and middle level management women employees in T&D programmes is high T&D Budgets are expected to witness moderate increase over the next 1-2 years Companies are following a cautious approach towards adoption of CSR-related policies Program concept garnered moderate reaction across the region

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Training and Development is viewed as an integral part of Employee Development by respondents • More than one-third of the companies surveyed considered training and development programs an imperative tool assisting in the overall growth and implemented them as a strategic priority • However, nearly 25% of total respondents did not clearly state the direct importance of trainings. Their decision was influenced by more than one parameter • Important factors considered in such organizations before implementing training programs were employee needs, training budgets, job requirements, importance to organization, impact on productivity, etc. General Attitude towards Training and Development across Countries • More than 30% of the companies implementing needbased training mentioned that their decision to go for this training approach was influenced to a great extent by the ongoing financial turmoil • Need-based trainings vary according to the specific job requirements and the seniority of the employee • Respondents also opined that need-based trainings enabled them in keeping T&D budgets under tight control

CA 25%

NB 31%

SP 41%

CR 3% N = 100

• More than 40% respondents considered training a strategic priority as: – It helps develop employees to improve productivity, efficiency and career prospects – It prepares workers to address and overcome complex business issues and aids development • Companies are realizing the value of human resource and investing in training and development to make employees feel ‘wanted’ and keep them motivated

SP - Strategic Priority, CR - Corporate Responsibility, | NB - Need-Based, CA - Combination of above

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More than half of the companies surveyed undertake training programs that directly benefit employee performance on the job Overall Break-up of T&D Programs

•

Functional skills related trainings are the most widely conducted program by organizations in the Middle East region and constitute 44% of the T&D programs

•

Communication skills training programs also hold prominence, constituting 17% of the T&D programs

•

Self-development programs hold approximately 14% of the total pie

9% 14%

Functional skills development

Management training programs Self development programs 9%

44%

Leadership development programs Communication skills development Educational programs Others*

17% 4%

N = 99

Details of T&D Programs in the Countries Surveyed Leadership Development

Communication Skills

Educational Programs

Leadership and Motivation

Leadership Skills

English Language

Degree/Diploma Programs

Financial Management Program

Time Management

Conflict Management

Effective Communication

e-learning Courses

Sales and Marketing

Performance Management

Personality Development

Brand Management

Soft and Interpersonal Skills

Vocational Programs

Customer Service

Strategic Planning

Team Work and Behavioral Training

Advance Management Programs

Telephone Etiquettes

Certified Management Accounting

Functional Skills

Management Training

Self-development

Job Related Technical Skills

Team Building and Managerial Skills

Computer and IT

*Others include sessions on health and safety, eco-friendly behavior etc

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More than three-fourths of the organizations surveyed have Training & Development as part of their Human Resource function Role of T&D in the Organization 2% 20% >USD 1 mn 5% USD 0.5-1 mn 3% USD 0.250.50 mn 4%

78%

Upto USD 0.25 mn 9%

DND 79%

Middle East T&D Part of HR Department Independent T&D Department DND

N = 100

• Of 78 firms that had T&D as part of their HR functions, only 20% disclosed their HR budgets • Of 16 firms who disclosed their budgets: – 7 have budgets of up to USD 0.25 mn – 4, having an HR budget of over USD1mn, are large organizations with 2 belonging to the UAE’s retail sector – Interestingly, one-third of HR budgets are devoted towards training and development activities for firms with HR budgets of over USD1mn

N = 78

Reasons cited for non-disclosure varied from: • Confidentiality issues • Variable budget policies – either because the organization size is too small to have a fixed budget policy or because budget is decided as a percentage of projected sales • Budgets being under consideration – The on-going economic recession has made organizations rethink and resize their HR budgets © 2013 Sutherland Global Services Inc., All rights reserved. Privileged and confidential information of Sutherland Global Services Inc.

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More than half respondents were positive about the project concept; 53% showed interest Interest Levels in the Concept

Immediate Reaction to the Concept

Perception of the Concept

11%

53%

42%

Positive 37%

or Neutral

4% 6%

Mix of Both 3%

CSR 3%

Positive 29%

or Neutral

18%

Middle East Not at all interested Uninterested Somewhat Interested Interested Very Interested N = 81

• Of the total respondents, 53% showed some level of consideration in arranging such programs for their employees

T&D 94%

Middle East Negative Neutral Positive N = 100

• The self-development program concept received mixed reactions, with 53% respondents having a positive view

N = 80

• Except for a few respondents in the UAE, Bahrain, Oman and Yemen, most organizations view the program concept to be a part of their training and development activities

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Organizations in Leisure & Tourism and F&B have reacted positively to the concept Immediate Reaction to Proposed Program 11%

17%

37%

20%

14%

17%

33%

11%

14%

29%

43%

13%

44%

30% 14%

52%

Diversified

Financial Services

43%

71%

67%

50%

F&B

Healthcare Leisure and Tourism

Positive

Neutral

20%

67% 43%

44%

Retail

Transport

29% TMT

Others N = 100

Negative

Extent of Interest in the Program – For Positive and Neutral Only 100%

4% 8%

80% 60%

20% 50%

42% 50%

40% 20%

30%

60%

38% 8%

20%

Diversified Financial F&B Services Very interested Interested

9% 0% 18%

13% 60%

38% 33%

50% 20%

33%

25%

33%

Healthcare Leisure and Tourism Somewhat interested

50%

55% 38%

20%

13%

20%

18%

Transport

TMT

Others

25% Retail

• Majority of the sectors were positive with more than 50% favorable responses • L&T* was the most positive, with more than two-thirds approving the program • TMT and Transport were the only sectors in which the program found least favor. TMT recorded least positive responses and Transport ended with maximum negatives

Uninterested

• Most of the respondents did not commit instantly to the program and played safe by responding in the range of Interested to Somewhat Interested • L&T was a sharp contrast with maximum positive responses and uninterested responses. Majority of the respondents cited budgets as the restraining factor for further training requirements

N = 98 Not at all interested

*L&T – Leisure & Tourism

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