1st Issue by Manager Today Managzine
- 4. EDITOR’S NOTE MAKE A DIFFERENCE Ijaz Nisar Editor-in-Chief & CEO Leading Edge Y You have the first issue of Manager Today. It is Pakistan's first-ever magazine devoted to the personal and profes- sional 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 per- son going back and forth between the surf’s edge and the beach. Back and forth this person went. As the man ap- proached 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 strate- gies regarding Human Resource, Training and Develop- ment, 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 INSPIRED? from the state of mind of hopelessness and helplessness, MOTIVATED? stress and depression, contradictions and controversies, DID YOU LIKE WHAT YOU READ? paradoxes and dichotomies and never say ‘Why even try’ If you find ManagerToday Inspirational for the rather say ‘I can and I will’ make a difference in the life of personal and professional development, do tell us. one person. We need to focus today on changing the hearts You can also contribute your articles, suggestion and mindsets of ourselves first then others. As Allah and recommendations, including your full name, Almighty says in Holy Book: postal address and phone number "Allah does not change the destiny of people until and un- Mail your comments at less they change themselves and Allah knows all" editor@themanagertoday.com, (8:54). ijaznisar@gmail.com 4 MANAGER TODAY | April - May 2009
- 5. 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 im- mediately 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 discom- fort. – Hazrat Ali A.S April - May 2009 | MANAGER TODAY 5
- 6. CONTENTS PCPB # 303-M ManagerToday Contents 08 Editor-in-Chief Ijaz Nisar Managing Editor Shakil A. Chaudhary 10 COVER STORY Editorial Advisor Shakeel Ahmed Transformation of HR Editor profession in Pakistan Nabeela Malik Sub Editor 12 Mariam Lodhi Associate Editor Saba Kiani HRM professional’s Art Director life-cycle stage Heesan Bilal 16 Marketing Manager Munir Hussain Sales Manager Evolution of HRD Haseeb Nisar in Pakistan Photographer Mansoor Ahmed INTERVIEW 20 Contributors Dr. SM Naqi Bakhtiar Khawaja Maqbool Ahmed Babri (Max) Masood Ali Khan Danish Shehryar MANAGEMENT 22 Bakhtiar Khawaja Idrees Qamar 21st century Irfan Ahmed Mir Sonia Urooj manager’s DNA Wali Muhammad CHANGE MANAGEMENT 23 Ghazanfar Azzam Shahid Nafees 7 keys to a Muhammad Zaheer Bilal Ilahi successful change Legal Advisor Muhammad Zulfiqar Ali Buttar 25 ORGANISATIONAL DEVELOPMENT Publisher Leading Edge 8 best downsizing Printer practices Javed Printers 26 Head Office ManagerToday CUSTOMER SERVICE PL-20 Siddique Trade Centre Main Boulevard, Gulberg III Renewe your Lahore customers Tel: 042-5792066, 5817048 email: info@themanagertoday.com SALES & MARKETING www.themanagertoday.com www.leadingedge.com.pk Anatomy of a sale 8 MANAGER TODAY | April - May 2009
- 7. 30 32 ENTREPRENEURE A true story of vision, passion & discipline TIME MANAGEMENT 33 5 tips for better work life balance 34 RELATIONSHIP The secret of 16 strong families 36 INTERVIEW Woman of Substance HUMAN RESOURCE 38 Core compentencies for HRM professionals STRESS MANAGEMENT 40 Stress free living 40 30 ECONOMY 34 45 Turnaround in the global economy 46 HEALTH & WELLNESS Manager’s Health & fitness CAREER MANAGEMENT 46 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
- 8. 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 the HR processes, is not biased, can push dog to employee developer. Industries and looking for human resource the policies of the employers and perhaps businesses in Pakistan now understand that (HR) talent, it gets struck by even arm twist the employees to remain sub- the competitive edge that will make or break the fact that apparently all of servient to the whims of the employers/ the business will come from the quality and the HR talent has already owners. Additionally, this position was also commitment of their talent. The HR depart- been mopped up by the com- responsible for maintaining the attendances ment of a modern organisation is like a very petitors. If they want to headhunt, it costs a lot and leaves records, deductions from sophisticated marketing department that and further enhances the price tag of seeking salaries, advances, gate and entrance man- visits the talent pool of the country at job HR talent. agement, dealing with the government’s fairs, universities while propagating their em- How did this happen? Not many years ago, labour department, tax department and ployee enabling environment and growth po- a retired government officer or someone managing the legal issues. A retired civil or tentials in the media. Many companies are from our defence services was considered defence officer was perfectly suited for this now offering stock options, housing loans, as a great HR manager. The demands of the role of ‘the ultimate administrator’. study loans and comprehensive medical position certainly required a professional Today, the role of HR has completely been cover for employees and their dependents. who understands procedures, implements transformed from being an employee watch- The key performance indicators (KPIs) for 8 MANAGER TODAY | April - May 2009
- 9. 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 ad- dress the issue of retention, the HR depart- ment 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 writ- ing creative CVs. Successful businesses evolve a culture that is respect driven where open conversa- tion and candid feedback is in vogue. People express their talent and demand answers portive. He is a mentor, a team player, a fa- and deploying it for excellence rather than because it has a direct impact on their vari- cilitator, a generous guide, has integrity; dis- just pushing policies and procedures. Most able pays. Meeting objectives, savings in plays and demands it, expressive, visionary, of all inculcating a spirit of ownership of tasks terms of reduced wastage, fuel costs, effi- go getter, available, polite and humble. The and activities brings out the true passion of cient utilisation of human resources, mini- above mentioned qualities are not only the an employee. This passion is the emotional mized sick leave, reduced absenteeism, domain of high street MBAs but can be energy that successful businesses are able reduced travel and medical costs, less re- found and developed in everyone. This is the to inculcate and harness to derive excep- work, enhanced quality and hence almost no landscape of today’s emerging business en- tional results. For business leaders, I urge warranty costs are all savings that supple- vironment. Any one of us considering HR as you to find HR talent that can disagree with ments performance based salaries of em- a profession will need to be aware of the you, can have a dialogue with you to arrive at ployees. needs of this environment as well as will have a consensus and does not only push agen- No wonder it is becoming more and more to prepare himself to meet the challenges of das that are prescribed to them. They must difficult to find appropriately qualified and ex- this job in terms of education, experience have the capacity to side with the employee perienced HR professionals who are willing and most importantly the attitudes. I urge and urge you to look at them as resources to become custodians of human resource of you to find avenues in order to further rather than costs. a business rather than the conniving agent strengthen and equip yourself so that you of the management. The modern HR pro- are able to facilitate human resources to un- The writer is a transformation consultant fessional is open, non-judgmental and sup- leash their talents; harnessing their energy and life skills coach April - May 2009 | MANAGER TODAY 9
- 10. 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 profes- sional at an HR forum once told me that she felt encour- aged 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 panies take in 150-200 fresh HRM people every year. Companies want to retain high- performance employees. Surely all this tells us HRM in Pakistan is now a ‘mature pro- fession’. The Question is: If it has become a ‘ma- ture profession in Pakistan, then what How come CEOs don’t have widely differing concepts of industrial relations, personnel organisations represent Pakistan’s 50,000 makes CEOs of Pakistani companies inter- and labour administration? Because well-de- private and public limited companies, she re- pret HRM so differently? Quick answer: Pak- fined labour laws and years of solid experi- mained upbeat. She said: “All Pakistan’s com- istani CEOs simply do not know what HRM is. ence tell them what it is. panies are opportunity for HRM. We I find it difficult to buy that. I have had the dis- Over the last 45 years the practices of in- shouldn’t see opportunities as problems.” cussion one-on-one with many ‘seth’ and dustrial relations and personnel administra- As an appreciative observer of how HRM ‘modern’ CEOs during the past 10 years. tion have matured, and CEOs don’t see any practices developed in the past 20 years, I’ve Their understanding of HRM has usually reason to interpret these professions in dif- often thought about what the young lady been quite remarkable. Their fellow CEOs dis- ferent ways. Perhaps one of the ‘real’ rea- said. Is the HRM profession ‘maturing’ in cuss it; they have read about it; they have at- sons Pakistani CEOs interpret HRM’s role Pakistan? You can argue the HR profession tended courses abroad; they listen to HRM differently is they are dealing with a profes- left its “administration” eggshell behind 15 speakers; their employees tell them about sion now going through its ‘Early Growth’ years ago. HRM. stage. You might say almost all business schools There is so much out there about HRM, I Like products and industries, business re- in Pakistan teach fairly standardized formal think it’s grossly misleading to assume that lated professions also develop along a life- HRM. Professional HR forums and societies Pakistani CEOs interpret HRM differently be- cycle curve. It took from the late 1940s to have formed to diligently discuss HRM. Com- cause they don’t know what it is. the early 80s for the Finance profession to 10 MANAGER TODAY | April - May 2009
- 11. and structure of Pakistani-owned compa- nies, HRM’s penetration at ‘Maturity’ will be when it reaches at least 33 per cent of po- tential 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 di- mension 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 cur- rently present in about 2,000 Pakistani- owned companies, the width of HRM integration in these companies is vastly dif- ferent. 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, com- pensation policies, performance manage- ment and basic career planning. It is 40 odd Pakistani owned companies, the top 2 per cent that have relatively the widest HRM in- penetrate 50-60 per cent of Pakistani HRM’s Introduction stage began roughly in tegration. owned companies and mature from book- 1992-93. An informal survey I conducted If this analysis resembles on-ground real- keeping to financial controllership, treasury suggested HRM had penetrated about 0.5 ity, can one still say the HRM profession is in and managerial finance. The marketing pro- per cent of 30,000 Pakistani owned pri- the ‘Early Growth’ stage? Yes, indeed fession took about 50 years to develop from vate/public limited companies in some form. because of a basic life-cycle principle; inten- wholesale selling to regional management, The Introduction stage continued roughly up sity of use follows user penetration. You first product management and brand marketing to 2000. Today, eight years later, the HRM penetrate a potential target user market strategy. profession is probably in its ‘Early Growth’ and then you encourage intensity of use. It Consider this idea: Pakistan’s HRM pro- stage. I estimate that perhaps three and a seems to me, therefore, that width of HRM fession is also developing along a life-cycle half per cent of Pakistani owned integration will follow penetration of poten- curve that can be defined on two dimen- private/public limited companies – some tial HRM users. As the number of HRM user sions. 2,000 firms – use HRM functions in one companies increases, more of them will One is penetration of potential users. Way form or another ranging from standard re- learn how to integrate HRM’s operational back in 1988, there were 21,000 Pakistani cruitment procedures to managing training, and strategic roles; provided HR managers owned private/public limited companies in to setting up HRM systems to truly strate- prove their operational effectiveness and Pakistan. Although talk about HRM had gic HR value-addition. demonstrate a strong awareness of their begun, it had not penetrated any potential How long might the profession take to ap- strategic mandate. n users among these. proach life-cycle ‘Maturity’? Given the nature Courtesy – The Nation April - May 2009 | MANAGER TODAY 11
- 12. COVER STORY DANISH SHEHRYAR Evolution of HRD in Pakistan P HR is playing an imperative role in the transformation of Pakistan from an underdeveloped country to a prosperous one. akistan is undergoing enor- mous human resource transi- tion and this epoch is considered the age of human resources. The current era is of constant change and up- income have also been alarming as compared HRM professionals are becoming more up to grading of human resource management to many countries of the world. The conse- date regarding the knowledge of activities (HRM) is becoming indispensable. The globali- quence of rapid population growth and eco- such as HR planning, equal employment op- sation is generating significant challenges in nomic volatility in Pakistan is leading to an portunity, recruitment and training. the business environment of the world and the immense and dynamic transition in Human The 21st century phobia is everywhere in notion of HRM is to create a considerate par- Resource Development (HRD). The drastic the world. Every aspect of life needs to be up- ticipation of the masses. New markets, new growth in population has produced excessive dated time to time to meet the ever changing products and changing processes are at all human resource and has cultivated a need for demands of national and international busi- times in demand for the efficient utilisation of immediate steps to be taken in this arena. ness. Private as well as public organisations in physical and financial resources. HR has be- Various steps are being taken in Pakistan for Pakistan have developed a special internal come the leading element in the dynamics of development of HR as it is the need of time. control structure to take care of their pre- economic activity along with land capital re- Dynamic changes have been witnessed in cious possessions such as financial and sources. The increasing globalisation is posing HRD and currently the consistent involvement human resources. Employees’ training is be- serious challenges to organisations through- of HRM has become mandatory in organisa- coming a major area. The only way to get the out the world, particularly to the South Asian tions. This labour force involvement, high best out of human resources is to value them region. skilled growth, and globalisation have brought as assets in the real sense. These vital factors Pakistan is one of the most populous coun- revolution in the intellect of workers. Today’s are now being categorically recognized in the tries of the world and stands at one of the low- HR managers in Pakistan work on operational development indicators of organisations in est places in the literacy rate. GDP/per capita levels, managerial levels and strategic levels. Pakistan.The employees are more encour- 12 MANAGER TODAY | April - May 2009
- 13. aged to display creativity, responsibility and human resources but most of these are in a Organisations are trying to find out the act as agents as well as subjects of change raw form. The rising figure and sophistication ways to polish effectiveness and efficiency of management. Higher-level executives are of paradigms require superior intellectual de- their employees. The term HRM has come making organisations a better place to work mands. Pakistan is a labour surplus economy into popular usage in recent years. Hence in. Today, the pace of human progress is even and has been going through difficult time of people are important whether they are full, faster and organisations in Pakistan are at- towering populace rate, short literacy rank part time employees, permanent, temporary taining more opportunities to seize competi- and deprived proficiency in expertise, which or contract workers. To satisfy employees, tive advantage through human resource has resulted in decisive unevenness and in- many laws have been formulated in our coun- strategies and practice initiatives. In Pakistan, volvement of HR is becoming compulsory. try to maintain equal employment opportuni- the work ethics and the environment of hon- The HR is playing an imperative role in the ties. Health benefit, occupational safety and est work is in the spotlight of HR. transformation of Pakistan from an underde- union management relation laws are now The HR development in Pakistan is creating veloped country to a prosperous one. Only dealing with the help of HRM. conditions and environment necessary for proper guidance and necessary assistance is Capital can be generated, technology can creativity and innovation essential for moving required to increase capabilities in order to be developed, but the appropriate, encour- into and being competitive in the knowledge- enhance the output. aged and motivated HR is required in the or- based industries that will provide the highest Pakistan is a nation chock-full of possessions ganisation throughout the country to face value added economies. Hence job opportu- and has enormous potential for growth along future challenges. nities vary with the size of the organisation, with progress. Pakistan’s socio-cultural com- The government has put special efforts in private/public sector, and multinational/local pactness is no more a gloomy barrier. Pakistan developing and utilizing HR. In the present day setup. The dynamic changes necessitate a still faces many challenges in fully realizing its of tight labour market, the emphasis is on up- need of labour force assortment, industrial potential for sustained economic growth, bet- grading the skills of workforce, increasing em- growth and globalisation has brought a revo- ter living standards, and greater resilience to ployee productivity, encouraging wage lution in the approach of workers. HRM is shocks. The role of HR in both public and pri- flexibility and attracting talent from overseas. doing very momentous work to choose, re- vate companies is becoming essential. In order to address inequalities and poverty, cruit and train the right people at the right The world economy is undergoing drastic 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. changes. For this, priority is given to organi- ferent programmes and the aim of these pro- The changing paradigms of international sational or industrial human resource devel- grammes is to support different economics, globalisation, investment and opment and training. There is a triumphant of organisations to eradicate poverty and pro- trade have created a situation where the role guided training and in past few years it is no- mote equitable human development by fur- of HRD has become more dynamic than ever. ticed that we are learning from experiences thering the economic, social and political The changing patterns of world commerce of rich economies and industrialised countries empowerment of women. It is the quality of have created an atmosphere where HRM that sustained investment in human capital education and training that facilitate the should not only be helpful to facilitate the busi- or competitiveness and growth. It is also em- human beings to play their constructive role ness but also gain a competitive advantage to inent that this is the era of information and to increase national productivity. get lead over its rivals. The idea of HRM is to the worth of cerebral resources should be Pakistan is emphasising more and more build up the productive contribution of people more significant. We are now imaginary to be on HR planning to make the organisations in business.Pakistan today is trying to catch in the age of HR as a change agent. system more effective. HR planning has up quickly with the high standards of living of Successful organisations in Pakistan are be- started to properly utilize human resource the developed economies through industrial coming bonus adaptable, flexible and swift in and is striving to make working atmosphere and technological revolution. In doing so, we changing directions. The executives are better and harmonious. Proper implemen- find ourselves face to face with a situation agreed on the proposal of carrying strategic tation of policies and appropriate deploy- where trained and talented manpower is in shift to promote internal dedication to the ment of HRD will not only enhance the HR short supply as the present era is an epoch of change. HR area is hastily changing pasture. eminence of HR related institutions, but will globalisation. Pakistan’s development of HR and environ- also pave the way to the evolution of socio- HRD in Pakistan has become the route to ment fortification has now started to main- economic revolution. n boost acquaintance and handiness in a soci- tain large-scale cost-effective firmness and The writer is former country head of ety. Pakistan is blessed with huge natural and self-reliance. training at the Allied Bank. April - May 2009 | MANAGER TODAY 13
- 16. INTERVIEW INTERVIEWED BY IJAZ NISAR T – 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 or- ganizations, 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
- 17. known than HRM in those days. Gradually as the entire organisation has to be involved we enter the 21st century, HRM now, we are even when HR formulates policies, which are in seems more and more in vogue. Good com- conducive toward development of a culture. panies are looking for experienced people in If, due to other factors, these policies are not HR field and they do not get them. It is a implemented there will not be a change in the dilemma as well as an opportunity. Business culture. It has to be an effort, which perme- schools are offering specialization in HR, ates in the entire organisation before the which is a good sign. Young HR professionals process of cultural change starts and it is not are coming in the field and they will take up an easy process. You cannot change the cul- senior positions in organisations in coming ture by hiring consultants and making them years. issue policies and letters. It does not happen. How do you see the future of fresh HR Could you tell us best HR Practics at Bank graduates in Pakistan? Alfalah? Certainly, I think, fresh graduates who are Bank Alfalah is a new bank. It started its op- coming out of universities have future ahead eration in 1997. In a short span of 11 years, it of them. But as in all professions even when has progressed very fast. There were only they get flooded there is a room at the top. 500 people working in the organisation and it Good professionals will always remain in de- had only three branches. From three mand. However, there will fresh entrants into branches, it has now 336 branches. From the field who may not have potential or apti- 500 staff members, it has now 7,000 staff tude. If they do not do well, of course, it will be members. This change actually was initiated partly their own responsibility. But those fresh with the turn of the century. I myself joined Good companies graduates who want to make their career in Bank Alfalah in 2000. The HR management their field. They have to do a lot. practices were primitive at that time. I had ex- are looking for Do you think organisational culture affect posure to visit four continents and work there. experienced people in HR HR Practices? I had a lot of ideas. By the grace of God, we Obviously, the organisational culture is all managed to put into practice a large number field and they do not get pervasive reality in the organisation. If you have of those ideas. We started the recruitment them. It is a dilemma as a poor culture, obviously, the HR practices will process, written tests and multi-layer inter- not be up to the mark. The organisational cul- views. We brought in fresh blood from uni- well as an opportunity. ture starts from the history of the organisa- versities and gave them 3-4 months training. Good business schools tion. When an organisation is established, the personality of the original owner dictates what The management trainee scheme was cru- cial in the change of the culture of an organi- are offering specialization the culture would be. The selection process of sation. Then the bank hired international in HR, which is a good the original entrepreneur strengthens the cul- consultants to introduce centralisation and sign. Young HR ture and then there is socialisation and the structural changes. During that process, HR training process. So it creates an environment management was also focussed upon. There professionals are coming and in that environment policies and proce- are a lot of changes going on in HR manage- in the field and they will dures are made. Obviously the policies will fol- ment. Now I am looking after training and de- low the culture of the organisation. velopment group. We renamed our training take up senior positions What is the role of top management and group as learning group. It learning group, in organisations in consultants in reshaping organisational which is going to play a major role in integrat- culture? ing the staff members of Bank Alfalah and of coming years. Generally, it is called the culture flows from course sharpening their skills. top to bottom. But I believe the culture flows How do you keep your HR practices in both sides – from top to bottom and from line with your organisation’s mission bottom to top. HR department, I think, can statement. play a crucial role and that role is of a cata- The HR Department does not operate in a lyst. To shape a culture or change a culture, vacuum, but within an organisation. There, I April - May 2009 | MANAGER TODAY 17
- 18. INTERVIEW 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 think, can be a crucial influence, i.e. whether will not distribute CDs. We will distribute our the HR head is taken seriously or not. I think an employee intranet. We already have a lot of planning Whether he is given a seat at the top level does not leave an and a lot of research. We are on our way to or not. In Bank Alfalah, we have a seat at the start preparing in-house contents, which will top for the HR head. The HR head is a mem- organisation. He leaves a be available to our employees according to ber of the central management committee, boss or a manager. How their needs. Online courses will be launched which is the highest committee in the bank. do you treat employees is and employees will be sent passwords to get That’s the way the integration process them. Employees will be required to go starts. Because of the HR head’s inclusion in a crucial factor. So make through that material and they have to pass the committee, he is always aware of poli- sure that you get the a quiz of that material. They will be given a cies, influences and directives of the board week to solve it. If they pass the quiz, they will of directors. Then of course the HR depart- right people, train them be given certificates. If they do not pass, they ment is also integrated with the rest of the well, care for them and will get letters from the HR department. market. There is a lot of information available What are the initiatives taken by your or- on the Internet. So you can take information make sure their ganisation regarding training and devel- from those sources and then get them im- managers are treating opment? plemented by making policies, which will be When we started we had a training centre in approved by the board. Then those policies them well. Karachi. Now the training centre, I think, is a which when implemented will ensure that the dominant centre because the population of organisation is moving forward in unison. employees is very large. We are also think- What are your organisation’s communi- subjects. Under these topics, new subject will ing of starting a training centre in Rawalpindi cation channels? Or how employees, feed- be floated. Since the time I was the HR head, for the employees of Northern Areas. Then back is taken by the top managemen?. I used to see the intranet sites daily. Some we will get approve a policy of minimum train- OK, there are a number of ways. We are employees give a very good insight about the ing for all employees. We started with the talking about various communication chan- organisation. Electronic media is such a one-day training, then two-day and now we nels where you can find your employees’ place where people tend to speak more have three-day training. Then we will ask em- thinking. I have already mentioned that in the openly as compared to face-to-face commu- ployees to go for four-day training. Of course, training, you can talk about policies in an nication. So, to me, that has been a very good this training will be supplemented by online open manner. During the training sessions, source to get employees’ feedback. training. I think the management will eventu- you establish rapport with the trainees. They Tell us about role of training and devel- ally feel a little more comfortable because will talk about it and most of them will give opment. the costs of training will go down. We antici- you honest feedback. However, there is an- Training is is the most crucial area because pate that more than half of our training will other channel such as newsletters. But my the world is changing fast. The only answer be done online within a couple of years. In this favourite is bank’s intranet. We have an em- speed of change is that we must have a way, we will make a major difference of the ployee’s portal, which is placed on the bank’s speedy training. The training has become an cost of training. intranet. We have discussion groups on that expensive business now. So I think the man- Why employee leave an organisation? portal and there are a number of topics to agement has to think twice before giving a I think an employee does not leave an organ- be discussed. An employee can start a new free hand to the training department. We isation. He leaves a boss or a manager. How topic and other colleagues can respond to have found some shortcuts, again thinking do you treat employees is a crucial factor. Ob- that topic or start a new one. We limit the creatively. Recently we have a long meeting viously there are external factors as well. 18 MANAGER TODAY | April - May 2009
- 19. PROFILE MR BAKHTIAR KHAWAJA is a seasoned professional who has over 30 years of experience in HR Manage- ment & 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 presi- dent 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 con- ducted over 300 courses of varying duration. His favorite hobbies are sports and reading and he is a prac- ticing musician in his spare time. During the last few years, we have seen that the training in the morning. That is very im- Do you think training makes the differ- the banking employees have left for the Gulf. portant. But beyond that we have recently ence? But as things are getting crowded over started two initiatives. One is a detailed I think, Bank Alfalah is taking training very there, I think, some of them will start com- course facilitator’s checklist. There are seriously. One example, I think, is that I am at ing back. Then largely depends how you treat about 40 items on that list. It starts about a the highest level of the group. I do not think your employees. So make sure that you get month before the course. In new courses, it a training person will be at such a senior po- the right people, train them well, care for is two months before the course. It starts sition in other organisation. Bank Alfalah is them and make sure their managers are with research, development and develop- serious about its training. The central man- treating them well. Of course, you have to ment of branches and collecting cases. Then agement committee has approved all the ini- make sure as well that employees are learn- goes on what actions were done. Two days tiatives that we hope to launch. We will make ing and growing all the time. Then, of course, after the course what has to be done and training an essential part of the employees’ your employees do not leave. one week after so and so. life. Generally, training is hand in hand with In your view what are the core compe- Then this process includes doing two the HR management. Training is now also tencies of trainer? things. All trainees are supposed to fill, what being recognised as a driving force and no That is an interesting question. I think one we called, a ‘commitment with self form’. As doubt makes the difference for the success can superficially talk about communication a result of attending this course, I promise of an organisation. skills and technical knowledge. That is es- myself that I will do following actions one, What are challenges regarding HR or sential. You cannot become a good trainer two, three, four and five. We ask them for training do you think we are facing right without it. But beyond that, you have to have five specific actions that they will do. So we now? an ability to enter into the mind of the trainee keep a copy and give the original to them. At the HR level, the tendency of the people to see what is going in there. If he is not care- After two weeks, we write an email to that to move out of Pakistan has been challeng- ful there, he will leave you. Plus, I think, a wide employee and attach a copy of the ‘commit- ing for us for the last two years. But i think angle of view of life in general. I always sug- ment with self form’, asking whether you because of economic crisis, this tendency gest to my training team to become versa- have started doing these things or not. Be- will halt for a while. But that, I think, life has tile. I also ask them to engage in sports and fore that, we have already sent a copy of that become very busy for all of us whether from other hobbies. I myself have done all that. I form to their managers Mr so and so came, HR, training or field. The field people should am a sportsman, a musician and I love work- attended the training course, which con- be able to focus on the employees’ needs, es- ing with computers. And, I think, they help a tained the following subjects. He committed pecially in the area of training that is becom- lot. Communication skills, knowledge and ex- to do these activities. Please have an inter- ing more and more difficult. So we have to perience are very essential as without them view with him and see whether he has become a little more pro-active in pursuing you cannot become a trainer. You have to be started with these for the better. So this, we the field management. To make them realise able to have empathy to think how other per- believe, will enhance the effectiveness of that the training is going to benefit the field son is thinking. training. officers. Because after training, the employ- How do you evaluate training? ees’ productivity is going to increase and the We have usual stuff. By they end of the field unit will get benefit. I think, we are at the course, there is an in-depth feedback form winning end. having four sections. One section talks about Do you think HR or training profession is the course and how it has helped the em- in transition in Pakistan? ployee in their work. The second is about If you pick up a 20-year-old newspaper you his/her preparation and your questions-an- would read headlines like, “Pakistan is pass- swers. The third is the environment at the ing through a crucial phase.” We are all training centre. The fourth and equally im- going to be in transition. The HR manage- portant is the environment at the hostel ment is something like ‘people will keep where trainees reside. If a trainee is not able changing and the world will keep changing. to sleep at night, he will not be able to attend We will have to be in transition all the time. n April-May 2009 | MANAGER TODAY 19
- 20. 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
- 21. c lassically ‘The management is the process of getting things done through and with the peo- ple effectively and efficiently’. Today a manager is required to manage both tangible and intangible assets cost-effectively, cost-efficiently and cost-intel- ligently. Today the life of a manager revolves company’s business as well. This adds an- other challenge in the life of today’s manager and that is to get young, qualified people on- board and develop, train and equip them with the competencies and behaviour needed for the company’s progress, and all this is re- quired on the fast track. In addition to the existing deliverables, around leading, planning, organising and con- which manager is actually responsible for trolling tangible and intangible assets. and he must understand and let other un- The today’s fast paced world and knowl- derstand too that only people are not the edge based economy are bringing rapid most important assets but the “right people” changes that are not easily controllable, are the most important assets. what to think about managing them. Strong Today’s workforce is equipped with knowl- organisations are replacing small organisa- edge and aware of the market needs and will be a tedious job but it will pay us in the tions rapidly and young workers are replac- wants very well. Job switching and even long run. It is well said that people do not ing old workers even more rapidly. This switching professions are so common phe- leave companies, they leave managers. Yes, created an ever increasing demand for nomena that the career progression is no it is true that one of the main reasons of peo- multi-skilled workers. Fast paced work more considered seriously. On the average, ple leaving the companies is its managers. processes are need of the hour and so as the workers spend more time on unimpor- This brings us to a point that managers are fast paced managers. tant things rather than important things. actually makers and breakers of the com- According to a research produced by Hay They are unable to distinguish between ur- pany. Today’s knowledge based economy de- Group on “The War for Leaders” which gent but less important, important and less mands an effective use of knowledge of its states that “some 75 million workers in the urgent things and above all the distracting people, engaging them to use their knowl- US will retire in the next 5 to 10 years and media is playing its full part in taking them edge, skills in creative and innovative ways to with them 50 per cent of the CEOs of major off the track. They are living in an environ- help resolve company’s problems, exceed organisations. The available talent to replace ment which is externally connected through customer expectations and take the com- them will need to be picked from the next blogs, job sites, cellular technology and cable pany to new levels of success and this can generation of just 45 million.” TV networks but at the same time deterio- only be done through effective manager. The We can say that 21st century manager is rating internally as social conditions, inflation 21st century manager’s DNA comprises Dy- not only working in a hyper competitive work- and weak economy is causing frustration. namic change handling ability, Naturally in- place but also expected to give innovative re- Their families are exerting pressures on novative and All time integrated approach. sults by managing creatively available them to move to greener pasture around This DNA has to be transferred to each resources in the 21st century way and hav- the globe for better earnings and ROE (re- team mate so that they together deliver the ing steel nerves inside his body and mind. turns on education) and the flight of intellec- maximum output and achieve sustainable The various forms of pressure mounting tual capital is started happening across all success. n around today’s managers are shortage of the job levels. Retaining and attracting good skilled team players, attracting good talent, talent is getting difficult with the passage of retaining good talent, compensating talent time. As the Harvard Business Review says, ABOUT THE AUTHOR in cash tight situation and taking the brand “Top performers who join new companies he author is a human resource pro- into next decade successfully. He has to have excellent people management skills and has are unusually slow to adopt fresh ap- proaches to work, primarily because of their T fessional presently working as Head of Human Resource in a leading textile to play the role of “Line-HR Manager” in the past successes, and they are unwilling to fit company in Lahore. He is also the company. easily into organisations.” founder of “The Wise Nutrition.com”, a Now the old and experienced workforce is We need to develop our people internally, website dedicated to positive, motiva- changing into new and less experienced at mid level and senior level and across all tional and inspirational attitude in the workforce so as their in-depth knowledge of the departments. Developing our own talent 21st century. April - May 2009 | MANAGER TODAY 21
- 22. CHANGE MANAGEMENT MUHAMMAD ZAHEER What will the change’s impact be on existing power & status relationship? The more a proposed change conforms to the existing power and status structure, the People will change their behaviour less likely it is to be opposed by entrenched when it suits them.They just powers. But what if the point is to change this won’t do it to suit you structure as in process reengineering, where departmental “silos” are supposed to give way to a new structure based on the processes e’ve all heard the old saying that “people resist change”. But it doesn’t take a rocket scientist W 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 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 coercion. We need to understand the factors that matter in change and what impact they have the reorganisation throughout the company. 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: Will the change fit the existing organisational Is the change a burden or Will the benefits of the culture? a challenge? change begin to appear quickly? The better the change you propose fits the A change with a clear payoff will feel like a values of the existing culture, the better its challenge. If it lacks such a payoff will feel like a The longer it takes for the change to bear chances of success. For example, many com- burden. Does the individual see how a proposal fruit, the more difficult it is to maintain the con- panies have struggled with the conflict be- will help him or her solve a real work problem? centration and enthusiasm required to bring it tween quality defined as technical excellence Get work done faster and easier? Make more about. This suggests that extensive and and quality defined as customer satisfaction. money? Those payoffs will energize the em- lengthy changes are often best introduced by The more that customer satisfaction can be ployee. using pilot project or other limited applications presented as an extension of the tradition of so that people can see positive results quickly. excellence, the smother the transition will be. Is the change limited to one function or a few Is the change clear, closely related Is the change certain to worthwhile and real? functions? happen? When the change promises clear, worth- The more functions that cooperate to pro- Top management support counts for more while and believable benefits, it will look desir- duce a change, the greater probability that at than any other variable in the equation. People able. How to make the change real? Word least one function will see itself as a loser in are much more likely to get involved with pictures help, as do videos depict the new the change and work to sabotage it. At least in something if they believe it is really going to state of affairs. If the change involves, say, self- the initial stages, limit the number of functions happen. The point is simple: if you want some- managing teams, then visits to an organisa- affected by the change. Doing so will signifi- thing to change, line up enough organisational tion that has already converted to a cantly improve the odds of the success. horsepower to ensure that it will before you team-based system will promote the change start the change.n as no speeches can. The writer is Ph.D scholar 22 MANAGER TODAY | April - May 2009
- 23. T ORGANISATIONAL DEVELOPMENT he new managerial thoughts and the fast developments in technologies, mar- Managerial Implication strategies of current decade almost kets and managerial systems. Therefore, we turned 360 degree reverse from the need to understand and follow the practices thoughts and strategies of past five regarded as best in downsizing efforts. Prof This has many practical implications. For decade. Not long ago, large organisa- Kim Cameron of Michigan University, based on example, it emphasizes that downsizing tion, more manpower, permanency, a study of 30 organisations that were en- in action must be presented and treated consistency and the like were considered as a gaged in downsizing, identified eight best prac- as a big opportunity to recast organisa- source of organisational flexibility and agility. tices in downsizing, and enumerated them in tion’s focus rather than a reaction com- The same is now being rejected as causes of his paper titled “Strategies for Successful ing from a desperate company. This is a organisational competitive backwardness, Downsizing” published in Human Resource mistake many organisations commit in business redundancies and managerial inef- Management in 1994. These are: practice. Secondly, administer the whole fectiveness. The prominent among new strate- 1.APPROACH: This practice advocates program from a positive perspective gies that can ensure organisational flexibility 1 approaching downsizing as a long term rather than in paranoid style. Thirdly, and competitiveness is downsizing. However, strategy, downsizing must be understood as an experiences of organisations with downsizing 2 approaching HR as assets rather than as li- organisational program comprising are mixed. Some succeeded in achieving an- abilities and approaching downsizing as an op- many strategies such as revamping ticipated results while others encountered portunity rather than as a reaction to crises. managerial systems, shifting market new problems. This is due to adoption of un- 2.PREPARATION: It consists of three activi- focus, altering the company objectives sound downsizing practices, claim experts on ties: and of course, reducing the manpower. In the subject. It is no denying the fact that, more 1 involving employees in downsizing imple- practice, organisations make the mis- and more organisations have to offload more mentation rather than driving as top down, take of limiting themselves to manpower and more manpower in coming years due to 2 seeking involvement and suggestion from cuts and forget redefining the downsized suppliers and customers and 3) treating organisation. Therefore, these eight best ZULFIQAR ILAHI downsizing as everybody’s activity rather than downsizing practices have valuable prac- only of top management. tical for managers. 3.LEADERSHIP: During the downsizing process, leaders must be quite visible and ac- to people who stay in organisation. cessible, and they must personally communi- 6.COST CUTTING: In order to realise the cate with all the employees. They must seek benefits of downsizing, simultaneously three feedback continuously from all the people and actions must be initiated: find out ways to motivate people in downsizing 1 analyse all the activities in the organisation situation. to eliminate inefficiencies, non value added 4.COMMUNICATION: Employees particu- services, redundant processes and larly need to be over communicated in down- 2 institute a variety of cost cutting measures. sizing process. Further, the communication We need to develop the measures and pa- must be fast and honest. It must be truly a sys- rameters and also decide on methodology tem of multiple communications. that facilitates in realistic assessment of var- 5.SUPPORT: It involves ious things connected with downsizing in pre, 1 providing a safety net to those being down- present and post scenarios. For example, sized, there must be a system of measurement to 2 training and retraining to ensure uninter- understand what skills of employees are rupted availability of skills and 3) pay attention value-added and redundant in order to draft appropriate actions. This is a critical prac- tice in the entire downsizing program. It should be implemented with all fairness. HR practices such as appraisal, reward, selec- tion, development and communication must be reoriented to reflect the goals and objec- tives 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
- 25. CUSTOMER SERVICE Renew your customers SONIA UROOJ again & again 2 CUSTOMER 4 INVITE YOUR CUSTOMERS TO The best time to renew a client is from the SURVEYS ONLY EVENTS first day after a sale. You need to provide ev- idence of value to your existing customers from day one, not just days before their serv- Ask your customers through an online sur- Teleconferences, webex presentations, ice expires. Do you have products or services vey what matters most to them. Show them etc. that can help your customer better that must be renewed on a regular basis? that their opinion matters. Once you ask utilise your product or service is another Think about engagement. Do you engage them to complete a survey, collect the re- way to keep them engaged. Keep them in- your customer in a dialogue throughout the sponses and analyse them. Once you have formed of updates and changes and provide year? There are a number of tactics for something meaningful to share, distribute ongoing training and support. 1 3 doing so that will help you engage your cus- your findings. Customers will see the value These are just a few of the tactics for com- tomer, develop a relationship and prove you provide and develop more trust in you municating the value of your products and value. and your services. services to your customers. When it comes time to renew, you won't have to sell. Your NEWSLETTERS OR SHARE BEST customers will inherently know and feel that ANNOUNCEMENTS PRACTICES value you have provided over the past year. Remember, the time to renew is now. Do Each month, give yourself and your com- Whether it is a white paper, brief, or forum, not wait until days before the subscription is pany a reason to reach out to your cus- share information you've learned from your about to end to make your first contact. As tomers with information valuable to them. customers and distribute to a larger group. they say, get out in front of the curve. Over Do not underestimate the power of frequent Share these findings in various formats. This time, this strategy will help you exceed your communication. Be flexible with your content shows that you value your customers' time sales goals and allow you to develop a large and include opportunities to solicit feedback and want to make them successful. following. n from your customers. April - May 2009 | MANAGER TODAY 25
- 26. SALES & MARKETING saLE ANATOMY OF A AASIM S. MULLICK M illions of sales people consider themselves profession- als. Many read books, listen to tapes, go to seminars, and practise to improve their selling skills. Very few, how- ever, take the time to carefully dissect a sale and the sell- ing 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 Let’s take a few moments to look at selling from first is knowledge. Learn everything there is to know about the product this point of view. As we do, let’s see if we can or service you are selling. The second is practice. Rehearse your sales learn something that can make us better presentation until you can say it perfectly and convincingly. The third is salespeople. experience. It takes a long, determined effort and a sincere commit- 26 MANAGER TODAY | April - May 2009
- 27. ment to develop the skills needed to succeed a minute to show you the difference between the salesperson attempts to close the sale, in sales. our product or service and the others that the customer slams on the breaks with line Identify and locate customers who will are out in the market. like, “I have to think about it.” Of course, he genuinely benefit from your product or I am going to show you something new. If has to think about it! The customer did not service. Qualify your customers to verify that you like what you see, then I am going to understand what the salesperson was say- they are able to make the buying decision. make you a fantastic offer.” When customers ing! Remember that you cannot make a suc- Questions 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. appropriate and helpful. Do not waste your encounter any surprises. VALUE OF YOUR CUSTOMER time trying to find a customer whom you DEMONSTRATION OR PRESENTATION The only reason anyone buys anything is think will buy. You cannot know who will buy Be informative. People will always give you that he or she perceives a real value or ben- 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. The first impression any professional CREATING URGENCY salesperson make on a prospective cus- For any salesperson to be successful, he or tomer is vitally important. True profes- Establish she must master the skill of giving the cus- sionals know exactly what they are going to Relations tomer a reason to do business now rather say, and they expect others to listen to than later. Urgency is made up of two ele- them. ments: the reason and the reward for Tell customers whom you work for, doing the business now. To create ur- and do it with pride. Be sure to tell Deliver and Need gency, the customer must first want them what your company does, and Evaluate Recognition your product or service. Until this de- where it is located. Doing so makes sire is in plan, it is impossible to gen- the company seem more real because erate urgency. customers can fix location in their YOUR PROPOSITION TO THE minds. This in turn makes customers CUSTOMER 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 the product or service. Excitement and Close the Formulate service to the customer. You also point enthusiasm are contagious. Create at least Sale Solution 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 con- service. 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 presentation. CLARITY is when the customer is ready to say yes. THE EXPLANATION The salesperson depends on the cus- If you have done your job properly, you will Wise 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
- 28. 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 de- L sire 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. Fergu- son, Bank Al-Habib, Royal Palm Golf & Country Club, are learning and having fun together. Ijaz Nisar is giving a thought-provoking talk. Participants doing relaxation exercise Dr. S.M. Naqi presenting a book to Masood Ali Khan Group photo of participants in training “Developing the Manager in You.” Ijaz Nisar and Shakil A. Chudhary in ‘Communication Participants with Mr. Bakhtiar Khawaja, training head of Bank Alfalah Ltd. Skills Program’ 28 MANAGER TODAY | April - May 2009
- 29. Interactive and participative learning Leading Edge Philosophy “Learning with Fun!” Teamwork and creative learning Teamwork and creative learning Brain storming session Participants preparing for balloon bashing Team “Cheetay” with their own designed flag. exercise April - May 2009 | MANAGER TODAY 29
- 30. ENTREPRENEUR NABEELA MALIK vIsIon passion A true story of & discipline D 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 per- son. He did his PhD in business ad- ministration from the United States at the age of 63. Among manage- ment 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 inde- pendence, he opted for Pakistan Railways and moved to Lahore. Subsequently, he worked in Multan, Quetta, Karachi and Rawalpindi in various capacities. 30 MANAGER TODAY | April - May 2009
- 31. 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 promises of timely payments. A stage local mould, the company now has a series public sector, when big industrial units came when the bulk of the working capital of state-of-the-art machines installed at the were nationalized. He worked on different got stuck in the market. The company’s ca- factory, which now spreads over acres. positions in the public sector, such as man- pacity to produce at the optimum level was Product diversification and market diver- aging director of companies like Hyeson badly affected. At last where it became im- sification had been continuing for the last Steel (now Karachi Pipe Mills) Karachi, It- possible to continue the business. Conse- thirty years now. The SPEL has also in- tefaq Foundation (later named LEFO) La- quently, he had to close the shop. stalled sophisticated machinery to make hore and Batala Engineering Company, Simultaneously, he decided to diversify the modules and dyes in house not only for the later named Pakistan Engineering Com- production line to cover manufacture of products that it is making but also for ex- pany. After six years in different compa- specialised components for assembling the port. Modules are being produced for nies, he was elevated to the position of plants of auto industry. other customers in the country, as well. chairman of the Engineering Corporation, While diversifying, he decided to stay with SPEL has recently added a blow moulding which was the holding company for all the the basic technology in which the company unit to produce heavy-duty large bottles for light engineering units, under the govern- had specialised i.e. polymer or plastic tech- mineral water and other liquids. Because ment sector. nology. Thanks to his foresight, he did not of SPEL’s high standards, quality-conscious After spending seven years in senior po- have to change the name of company. So it companies such as Nestle and Lever sitions involving high finance, labour man- remained Synthetic Products Enterprise Brothers are its loyal customers. agement, marketing and administration, he (Pvt) Limited (SPEL). The SPEL has set up another factory i.e. decided to start his own business. So, he At that time, the government had asked SPEL Packaging Industries, to make dis- got his son, Almas Hayder, relieved from the auto industry to locally manufacture up posable containers for ice cream and yo- the army. Almas had earned an engineer- to 75% spare parts within five years. So gurt etc. This unit is being managed by Dr. ing degree as a defence nominee. After his the auto industry was under pressure to Naqi’s second son, Zia Hayder, who is an release from the army, Mr Naqi got him to get their components made through local engineer and also has done MBA. receive training from Amir Ali Fancy, one of vendors. Most of the auto industry was SPEL is the market leader in both of the most successful Pakistani entrepre- being managed by the public sector of these fields. In addition, the SPEL has set neurs at the time. Then he asked his son which Dr Naqi had a vast work experience. up a business by the name of SPEL Elec- to study the market for identifying a suit- Owing to his contacts, he was able to se- tronics, to make security devices for home able line for setting up a family business. cure orders with advance payments for and cars including CCTV systems. Another The first project was the production of making the moulds and also securing the company was formed by the name of SPEL low-cost plastic shoes to meet the growing appropriate machinery and equipment. Fujiya to manufacture and market split air- demand, particularly among the cash- The company started first manufactur- conditioners. The business is managed by strapped people who could not afford to ing gear shift lever knobs and then the the third son, Raza Haider, who also is an buy expensive footwear. Some funds were steering wheels for Millat Tractors. The engineer and an MBA graduate. mobilised by selling the family property and samples produced by the company passed In SPEL’s effort to globalize the business, from partnership with a few friends and all the tests and confirmed orders were re- Raza moved to Canada to set up shop relatives, he started production of low-cost ceived for full delivery of the components. there. Interestingly, the SPEL sold the SPEL plastic shoes and flip-flops at a rented Thereafter all the car and tractor makers Electronics and SPEL Fujiya to loyal em- place on Ravi Road, Lahore. in the country went to the SPEL for the ployees of the company, who are running At this stage, Dr Naqi quit the govern- manufacture of the steering wheels. SPEL these companies in a very conscientious ment job and devoted himself fully to his had the quality and the right price. So for a manner. n business. He looked after the production considerable time, SPEL continued to be and ancillary activities, while his son took the only company that produced the steer- ADVICE care of the marketing. ing wheels and that line of product still con- Get up early in the morning. Plan your In a couple of years, he realised that the tinues along with several other day. Show commitment to yourself and business involved credit selling and the components, that SPEL now makes. your passion. Provide quality customer wholesale customers would not keep their Starting with one local machine and a services and exceed the expectations. April - May 2009 | MANAGER TODAY 31
- 32. TIIME MANAGEMENT MARIAM LODHI 4. Accept help to balance your life Time management is the key to a first and most essential step. ships. Guard the personal time successful career and a panacea l Use an exercise to explore fervently and do not let work in- to all work related problems. In what matters the most. trude. Even stop checking Allow yourself to rely on your view of the current scenario, the l Take couple of days off to emails or cell phones. Few peo- partner, or friends, who can entire world is clamped in the eco- meditate and contemplate ple are important enough to be watch the kids or run an errand nomic crunch and the interna- the answers to the following con-tacted at personal time. If while you focus on other top pri- tional ramifications of downsizing, questions: work consistently interferes orities. Try tag-teaming one the stress at the workplace has I. If my life could focus only one with your personal time, you spouse works out before dinner, increased. The successors of thing, what would that be? should discuss some adjust- one after dinner, while the other downsizing are facing the major II. If I could add a second, what ments with your boss. “More watches the kids. To get more chunk of this workplace pressure, would be that? hours mean more”. You can de- alone time with your life-partner, with added responsibilities and III. A third? And so on liver better results in fewer accept babysitting offer from more intense expectation of their Among these top priorities hours. Your job performance another couple, or try a regular employers. More or less in every there may be family, career, reli- should never be judged in terms trade off. Watch their kids this organisation there is a culture of gion, health, sports, community of hours of input. Protecting Saturday and they will watch sluggishness with special refer- services, spirituality, art or hob- your private time often leads to your kids next Saturday. Tag- ence to the Pakistani society. But bies. Split your time and your greater satisfaction, productiv- teaming is a great way to cre- things should not be taken as mind so that, when at work, think ity and creativity. If you are your 5. Plan fun ate extra free time. what they seem to be ostensibly. for work only, and pay attention to own boss, it is up to you to cre- and relaxation This is my personal observation your family when you are at ate boundaries that keep work 2. Drop unnecessary activities that 80 per cent of the managers home. from intruding on family time. in Pakistan today, are to blame for Make it clear that you will work An essential part of living a the indolence just because they at nights or holidays at your op- well-balanced life is fun and re- People are devoting too much are not familiar with the term tion. Tell them that if they call you laxation—weekly guitar lessons, time to activities that are their our 'work-life balance'. To get rid of the at your personal time, they a yoga class, a date night with priority, and can be adjusted ac- stress and to manage things bet- should not expect you to answer spouse, even exercise on a cordingly. Unnecessary activities ter at workplace, one of the tools until the next business day. trampoline in backyard. We keep you away from the things of the trade is “to balance time be- Learn to be open-minded, ex- must believe that the most im- that matter to you. For instance, tween work and life”. Following are cited and curious about life. Key portant thing is to be happy in If you have a newborn, you should life and this cannot be achieved 3. Protect your private time five preeminent tips to have equi- cut back on television. ingredient for innovation is librium between official and per- breakthrough thinking. If you do even if one becomes millionaire or stands retired. So do not 1. Figure out what really sonal time. Think twice before skipping not spend time with your chil- squeeze your playtime while matters to you in life work. Your private time de- dren, this opportunity will be lost forever. running your business or shar- serves respect. Carve out hours ing the responsibilities. n l Getting your priorities clear is the that contribute to your relation- 32 MANAGER TODAY | April - May 2009
- 33. 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 we have done skating, camp- 6 ACCEPTANCE The best type of communica- ing, walking, swimming, etc. Members value, acknowledge tion in families is positive, We believe this is helping our and tolerate each other. open, honest and, in some children catch the idea of We see one another as an in- 4 AFFECTION cases, laced with humour. strong family bonds.” dividual, and respect and cele- 7 COMMITMENT We share a freedom to discuss brate our differences. anything that comes our way, Members regularly show 2 TOGETHERNESS whether is be a worry or joy. each other they care. The wellbeing of the family is “Affection is simply stuff, like a a high priority. Strong families share an “in- cuddle in the morning, or just Commitment is to stand firm a pat on the head…a question 8 RESILIENCE visible glue,” giving them a regardless of the situation. firm sence of belonging. about how things are When someone in our family going…and being genuinely in- Reacting to challenges in a 5 SUPPORT has a problem, we pull to- terested in the answer.” positive way is essential. 3 SHARING ACTIVITIES gether to find the solution. We have encountered sev- They are comfortable offer- eral trying situations that Strong families choose to ing or seeking support. have had the capability of play together. “Over the years Being a strong family unit tearing us apart, but which means if one of the family has have in fact bounded us a challenge, there are many together. family members to listen, ad- vise and support. April - May 2009 | MANAGER TODAY 33
- 34. WOMAN OF SUBSTANCE SABA KIANI PROFILE RASHIDA HAYAT MALIK is Secre- tary, Management and Professional Development Department, Govern- ment of Punjab (MPDD). She is a dy- namic lady and much like most women at the top, she has made a bench mark and has provided leadership and devel- oped Human Resource Management in the public sector through hard work and dedication. She joined the Civil Serv- ices District Management Group in 1983. She is gold medalist in psychol- ogy, took distinction in Master’s in De- velopment Administration from the UK and various other scholarships from Harvard University. Her distinguished educational background, exposure and experience make her a prominent fig- ure in public sector of Pakistan. Could you tell us about the estab- lishment and role of Management and Professional development de- partment (MPDD)? The MPDD Punjab was established in July 2002 by upgrading Punjab Insti- tute of Human Resource Development (PIHRD). MPDD is the apex training de- partment responsible for imparting MPDD is the apex training department responsible for imparting quality training quality training to the officers and offi- RASHIDA HAYAT MALIK cials of different departments of gov- ernment of the Punjab. Our vision at MPDD is to develop motivated, proac- tive, dedicated, disciplined and compe- tent public service through high quality training aimed at inculcating appropri- ate attitudes, skills, knowledge and be- havior 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 ac- count future needs. MPDD has focused on the following major areas of im- provement 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
- 35. 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 empower- MPDD? ment in Pakistan? We have established a resource person Unfortunately, statistics do not tell a positive search committee. Although our department story. I believe still there is no complete is small but it is working very efficiently as com- change present institutionally. There should be pared to other departments or to the civil more women in government service also. Now services academy. They have senior scale women are coming into different fields but you staff and plenty of workers but we have only see about seventy per cent of them thrive into few people and with them we are holding a medical profession. Then there is not much of major eight month post induction course and will in our women. They do not really want to almost on yearly basis. We are in collaboration excel in competitive professions, as most of with the resource persons to hire for the train- them end up adopting teaching as their pro- one is willing to perform. ing of session judges and for that we would be fession and taking it as a career. Until and un- Do you think that corporate manage- focusing on the practical training because they less there is change in the mindset of the ment practices can be incorporated in pub- have read the laws in theory and in detail. So whole society, situation cannot be improved. lic sector? And what are its limitations? the practitioner focus and emphasis would be Even our Mullahs discourage women empow- The debate is very much in the air but in re- on ground realities and implementation. We erment but actually it is not the Mullah factor ality it is not easy. We are actually not at the have five to six promotional related long term responsible but many other factors as well. stage where we might do something practi- courses that we complete on yearly basis. Regardless of whatever Mullahs had in mind cally in terms of incorporating corporate man- Right now we are conducting two such train- they had no objections against women in real- agement practices into the public sector. And ings including EDOs working on grade nine- ity but steadily they are made to say what the still we are introducing different strategies teen positions. So, two full time batches are feudal system or the bureaucratic system and we are inculcating the areas where the being managed and trained at MPDD. made them to say. Thus, actually backed by training may be needed for all officials. I em- In our social set-up it is widely believed the overall system they also spoke the lan- phasize on the possibilities of what actually we that working women’s families suffer. How guage of the general masses and the society can do. Then, there are issues concerned with do you manage this social approach? on the whole. But my experience says that our blaming others for different problems. Even I think it is very unjust and wrong approach society has to go a long way. Social change is top management is blamed for faulty policies; to expect from them to devote as much time affecting women’s lives in many ways but the means there is a chain of blaming one another to their families as give to their professions. outcome is not nearly as empowering as we going on from top to bottom. Everyone asks This unjust requirement makes working tend to expect. for making good policies but nobody cares for women feel uncomfortable, rather guilt con- What challenges and issues you faced implementation and utilization of policies that scious when they face the allegation of a mis- being on the top and how do you deal with have been already made. You should stop managed domestic life because of their the challenges related to training? blaming others at top. I remember I was Ad- professional business. What I want to com- You have to be innovative and change ori- ditional Secretary Education and Sheikh ment is that working women are not super ented. Probably you have more opportunity Rasheed was Minister for Overseas Pakista- human beings; they need support and assis- when things are very bad and your area of re- nis Foundation. He established four colleges tance on the maximum. The tendency of blam- sponsibility is rather limited. In smaller organ- for girls on the land of Railways of Pakistan, ing working women should be stopped, as izations you have greater area of doing things using the money of the Overseas Pakistanis husbands keep commenting bluntly that the and making a difference. I had to set the trend, Foundation. They asked me to get there for work routine of wives disturb family setup and never to deny any training options and I al- the recruitment of the lecturers for those col- it is simply to make women less productive lowed trainings at our premises. We got very leges but I said I would not go for the purpose and more frustrated. On the other hand there first financial support from the government. as I bluntly told him that I personally did not feel are upper class socialites amongst our We used to run three training classes at a appropriate. But you see many of us do not women and they do not take care of their fam- time. We established service rules which were have courage to voice their disagreement. Our ilies and their children’s but nobody blames on plan but practically missing for the past six people, even if they feel against the said roles, them. So there should be a set of social values years. We got government approval, made re- they keep on performing them, simply to stay to be followed by our women. If the set priori- cruitments of staff and it was made strictly on on their positions and fearing the loss of the ties are right, nothing will be wrong but if the merit. So, challenges are unlimited but the privileges etc. family is not on one’s priority, it will suffer, no good thing is they become opportunities when What are your upcoming projects at matter women are working or not. n April - May 2009 | MANAGER TODAY 35
- 36. HUMAN RESOURCE IJAZ NISAR t Core Competencies for HRM Professionals Behavioral & Technical Skills Required from HR Managers he competencies required to perform the rapport, relationships, and networks internal and external customers and their role of HRM professionals is rapidly across a broad range of people and needs. changing. Further, HR professionals per- groups. 4. Creativity: Ability to invent, explore, imag- form different roles such as generalist, 5. Teamwork: Understanding how to collabo- ine new approaches, framework or solu- consultant, organisation leader, strategist rate and foster collaboration among others. tions; ability to stimulate ideas in self and and specialist in a particular area of HRM. 6. Standards of quality: Have high per- others. However, what competencies are essential and formance expectations for self and others. 5. Questioning: Ability to gather and inter- desirable in order to perform these roles effec- 7. Judgment: Able to make rational and re- pret objective information through skilful tively is a big question to many across the disci- alistic decisions based on logical assump- questioning of individuals and groups. pline. Experts have identified 11 core tions which reflect factual information. 6. Organisational astuteness: Under- competencies and six leverage competencies 8. Result orientation: Knows how to work standing individual sensitivities, power dy- that are commonly required for all types of roles to get results. namics, relationships, and how the within HRM function based on our research. 9. Initiative: Able to go beyond the obvious organisation operates. These are briefly explained in the following: requirements of a situation. 10. Self-confidence: Possesses a high degree MANAGERIAL IMPLICATION CORE COMPETENCIES of confidence in own abilities. This competency model helps organisation 1. Ethics: Possesses fidelity to fundamental 11. Enthusiasm and commitment: Able to in many ways. This can be used for require- values, including respect for the individual, believe in employer, find enjoyment and in- ment and development of HR managers and responsibility of purpose, honesty, reliabil- volvement in work, and to be committed job analysis purposes. This also helps as a ity, fairness, integrity and respect for prop- to quality performance. benchmarked competency set for HR profes- erty. sionals for charting their own development. 2. Communication: Uses language, style LEVERAGE COMPETENCIES HR professionals must make an assessment and effective expression, including non-ver- 1. Influence: Ability and skill to cause an ef- of themselves with references to these com- bal in speaking and writing so that others fect in indirect ways. Ability to impact indi- petencies and work to acquire the missing can understand and take appropriate ac- viduals and organisations without exercise ones. These competencies are commonly ap- tion. of direct power or command. plicable across all the roles and managerial 3. Listening: Able to interpret and use in- 2. Utilisation of resources: Able to find, ac- position within HR function. Therefore, HR de- formation extracted from oral communi- quire and leverage appropriate resources, partments in organisations can draft training cation. inside and outside the organisation. programs to impact and develop their HR ex- 4. Relationship building: Able to establish 3. Customer awareness: Understand both ecutives on these competencies. n 36 MANAGER TODAY | April - May 2009
- 38. 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
- 40. global ECONOMY economy Turnaround BILAL ILAHI in the 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. M ajor problems facing Pak- istan’s economy like our cur- rent 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 re- solve of our political and business leadership to tackle them. Good governance, invest- & our exports growth …the likely scenario ment in physical and human infrastructure are the underlying issues which need to be addressed on an urgent basis. Efficient for- mulation and implementation of policy is re- quired. As far as the current global crisis is con- cerned there is not much we can do except wait for it to recede. However, it deeply im- pacts 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 un- employment and lack of availability of credit. Consumer confidence has suffered and pur- chasing power is low. Garments and bed wear, for example, are items whose pur- chase can easily be postponed for a year or two. Textiles are more than 60% of Pak- istan’s exports and will continue to face diffi- culty 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 be- lieve that even today (China notwithstanding) US is going to be the engine of global recov- 40 MANAGER TODAY | April - May 2009
- 41. ery. In other words, we have to see a turn- around in the US before we see a turn- around 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 mort- gage”. 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 be- havior because home owners are then able to take out second mortgages. This leads to higher consumer spending. As the con- sumer is 70% of the US GDP, higher con- sumer 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 Many economists believe that even today (China was a mortgage which banks begin giving to borrowers who were not financially qual- notwithstanding) US is going to be the engine of global ified. In a growing economy all went well for recovery. In other words, we have to see a turnaround in a few years. Real estate demand and values went up. Financial sector’s profits and the US before we see a turnaround in the global economy. growth were unprecedented. When the downturn began and unemployment started rising many of the sub-prime bor- rowers were unable to service their debt. to each other but also to customers. US GDP growth provides a stimulus Defaults led to oversupply of housing which in turn led to real estate collapse and a fall 2. Increased liquidity creates a demand for homes which boosts home prices 5. for the global economy. Until these events begin to take place in in consumer confidence. The resultant and real estate values. the US and the rest of the world, we should downturn is the most severe since the This in turn positively affects US con- not expect to see an increase in demand of great depression. Whatever the time line of US recovery, the 3. sumer confidence and increases con- sumer spending. Including spending our exports. Healthy exports will improve our balance of payments. In the meantime, the most likely scenario will play out in this se- on garments and bed wear! other underlying issues of our twin deficits quence: Increased consumer spending puts need resolution on an urgent basis.n 1. Choked credit markets become un- clogged. Banks not only begin to lend 4. the US GDP on a growth trajectory. The writer is business consultant & corporate trainer April - May 2009 | MANAGER TODAY 41
- 44. COMMUNICATION/HUMOUR SHAKIL A. CHAUDHARY Manager’s Humour Corner Vocabulary Bank Memo from CEO to manager: oday at 11 o'clock there will be a total eclipse aberration: l For a long time the T of the sun. This is when the sun disappears be- hind the moon for two minutes. As this is some- a departure from what is idea of majority rule was thing that cannot be seen every day, time will be right, true, or correct anathema to most allowed for employees to view the eclipse in the l He stole my pen in a whites in South Africa. parking lot. Staff should meet in the lot at ten to moment of aberration. anodyne: eleven, when I will deliver a short speech intro- alienate: dull; unlikely to cause ar- ducing the eclipse, and giving some background to make someone un- gument or offence, in a information. Safety goggles will be made available friendly or unwilling to way the opposite of con- at a small cost. support you. troversial l The president has l He is known for writ- alienated some of his al- ing anodyne book re- Memo from manager to department lies. views. head: oday at ten to eleven, all staff should meet in ambience: the general feeling that you get from a particular apocryphal an apocryphal story (usually about a famous T the car park. This will be followed by a total eclipse of the sun, which will appear for two min- place; atmosphere person or event) is well utes. For a moderate cost, this will be made safe l I like the relaxed am- known but probably not with goggles. The CEO will deliver a short speech bience of this restau- true beforehand to give us all some information. This is rant. l Most of the stories not something that can be seen everyday. ambivalent: about his private life are having or showing probably apocryphal. Memo from department head to floor mixed feelings about a articulate: manager: certain object, person or able to talk clearly and he CEO will today deliver a short speech to situation l He has an ambivalent effectively l This department store T make the sun disappear for two minutes in the form of an eclipse. This is something that cannot be attitude towards coedu- is looking for a highly ar- seen everyday, so staff will meet in the car park at cation. ticulate spokesperson. ten or eleven. amenable: banana republic: This will be safe, if you pay a moderate cost. willing to be influenced a derogatory word for a or controlled by some- small, poor and unstable country with usually Memo from floor manager to supervisor: thing en or eleven staff members are to go to the car l I’m sure he’ll be amenable to rational ar- one-crop economy con- trolled by foreign capital. T park, where the CEO will eclipse the sun for two minutes. This does not occur everyday. It will be gument. It has a weak (and often despotic) government safe, and as usual it will cost you. anathema: something that is com- that depends on finan- pletely the opposite of cial help from abroad Memo from supervisor to staff: ome staff will go to the car park today to see the what you believe in; a person or thing that is l How many banana re- publics are there in the world? S CEO disappear. It is a pity this does not happen everyday. detested or despised 44 MANAGER TODAY | April - May l, 2009
- 45. 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 W 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 individ- ually and collectively to make the transfor- ing from entirely preventable illness, I know aerobic exercise combined with balanced mation from worst to best — literally from they do not yet place a premium value on and smart eating. the worst shape of our lives to the best. their well-being. In many cases, this includes 5. Prepare to succeed every day There are five essential steps to begin and people who are achieving successful results Anyone who has achieved success knows it sustain the process of transforming your in their business endeavours and other is more than a matter of mere luck. When health for life. areas of their lives. one prepares to succeed by consciously 1. Accept your ability & responsibility 3. Set specific health and fitness goals scheduling his workout time in advance just We have the ability to create stunning An entrepreneur should learn the funda- as he would have an important business or changes for the better in our bodies and mental facts about exercise, nutrition, fat doctor appointment, he finds it easy to follow lives. It is exciting and empowering to con- loss and muscle strengthening. Get in great through and no ‘thinking’ is required. One sider the scope of this ability. However, it is shape is not a goal. It is a wish, a dream and should do the same with his meals. When he not always as exciting to accept that along an idea. Within 12 weeks, I will lose 20 schedules what he is going to eat, at what with our ability to transform comes the re- pounds of fat. Within 12 weeks, I will reduce time and in what quantity, before the day be- sponsibility to do so. Until that responsibility my low-density cholesterol by 20 per cent. gins, he does not waste any time. is accepted, the ability lies dormant. These are goals. They are specific, measur- These five essentials constitute a practical 2. Being healthy a priority able and challenging. and powerful method for becoming healthier, Over the past 20 years of working in the 4. Keep your plan of action simple stronger and more energetic manager. world of well-being and fitness, I have discov- It is not at all necessary to put together a When practiced consistently, this is a way to ered that when people highly value their complicated programme with undue em- realise your true potential to transform your health, they do what has to be done to be- phasis on diet and exercise idiosyncrasies to health and enjoy a richer quality and quantity come healthy. So when I see people who are achieve your goals. What works better is a of life. n overweight, underweight or who are suffer- simple combination of strength training and The writer is nutrition & health consultant April - May 2009 | MANAGER TODAY 45
- 46. CAREER MANAGMENT In today’s work environment, doing the work cludes the opportunity to express their in- you love is critical to success. nate talents and abilities, to be creatively en- SAGHIR AHMED Here is how to find it. gaged (not simply to show up), to feel as The rat race. The fast track. The old grind. though they are making a meaningful differ- The same ol’ same ol’ – whatever you want ence, and to integrate their spiritual values to call it, a lot of people are looking for a way with the everyday business of working and out. Many today have a sense that their lives making a living. Where once people were are not their own, that they have few choices willing to do the work they were born into. and little power over their own destinies. were content to view work merely as a They see their lives getting away from them, means of making a living, today many people moving at a frantic pace they feel powerless are looking for considerably more. to control. They are expecting to find a place for their heart and soul in their work, a place to ex- press 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 We have been told that the rat race is the he or she loves. While the idea of doing the road to success. Yet many today have an work you love may be new to some, it idea of success different from those of pre- harkens back to a cardinal tenet of many sa- vious generations. For these people, success cred and philosophical traditions that each is not defined in economic terms, but in- of us is called to do a unique life’s work More 46 MANAGER TODAY | April - May 2009
- 47. than a job or career, it is your special gift to will be the most secure? Now write the ques- possible, even if you don’t get paid for it, or humanity. Traditionally, life’s work was called tion that you want to use to shape the re- if you can only work at it part-time. Albert vocation, which literally means “calling”. To mainder of your work life. Make sure that is Einstein was unable to secure a job as a the extent that your work takes into account really meaningful to you. For instance, what physics professor. He could have said to the needs of the world, it will be meaningful; would I truly love to do? How can I be useful? himself, ”Well, I just don’t have what it takes to the extent that through it you express What is my natural work? What would give to work in physics. I should give up on it and your unique talents, it will be joyful. me the greatest joy and satisfaction? settle for something else. Instead, he wrote The quest for the work you love begins with the two most significant papers of his re- a few simple questions: Who am I -? What in DECIDE TO KEEP LOOKING markable career while employed as a the world am I doing ? What is my special UNTIL YOU FIND IT patent clerk. After their publication, there gift to give? Where it ends is up to you. To Once you decide what you are looking for, was not a major university in the world that be satisfying, your answer must be more determine to persist until you find it. Many of would not have been delighted to have him than philosophical speculation; that must be- us have not learned to assert what we want, on their staff. come your life. It means putting your values not only in terms of career, but in other If you want to work as an artist and you to work by determining to make what you do areas of our lives as well. It may take us are making a living as a waiter, don’t think reflect who you really are. some time before we are ready to admit that of yourself as a waiter who hopes one day we, in fact, know what we want. Be patient to become an artist. That puts the work THREE DECISIONS with yourself. As the poet Rainer Maria Rilke you love somewhere off in the distant fu- The process of finding the work you love is put it, “Be patient toward all that is unsolved ture. Rather, think of yourself as an artist, best understood as a matter of making in your heart and… try to love the questions temporarily supporting yourself by waiting three decisions. It requires that you decide themselves….” tables and paint, draw, or sculpt as much ELEMENTS CREATIVE POWER FOCUSING QUESTIONS what you are looking for is not a career role INTEGRITY: A life's work is inspired from within, Conscience What speaks to me? per se. What “it” is your creative passion. born of your own values, visions & intuitions. Over the course of a lifetime, it may take a variety of forms, roles, or structures; yet run- SERVICE: A life's work is useful to others, providing Compassion What touches me? you with the opportunity to give your gifts in a meaningful way. ENJOYMENT: A life's work is natural to you, allowing Talent What turns me on? ning through all of these will be a common you to take full advantages of your innate talentsand abilities. thread of meaning and joy. EXCELLENCE: A life's work prompts you to do your best Destiny What draws out my best? work; you love what you are doing enough to do your best. DECIDE WHAT YOU ARE LOOKING FOR Finding the work you love begins with ask- ing the right questions. When framing your central question, tailor it to your individual DECIDE WHEN YOU HAVE FOUND IT as you can. It is possible to earn a living needs and be as specific as you like. For Ex- wage as a waiter working 24 hours a week. ample, in seeking his calling, Buckminster The final and most important decision in That leaves plenty of time to devote to Fuller, an American engineer, designer and the process of finding the work you love is training or developing your craft in the off architect, asked, “What could a healthy the decision that you have found what you hours. young male human of average size, experi- are looking for. This means to definitely claim While seeking to discover the work you ence, and capability with an economically de- that you know what your work is. We should love, it helps to expand your awareness into pendent wife and newborn child, starting recognize that claiming the work you love the universe of all possibilities. You don’t without capital or any kind of wealth, or uni- can seem like a big emotional risk. If you have want to be limited to preconceived ideas of versity degree, effectively do that could not a job that is not coming out of who you really what you should do or confined to what you be done by great nations or great private en- are (your career passion), you might erect have done before. terprise to lasting improve protection and an emotional barrier between yourself and Having opened to all possibilities, you support of all human lives, abroad our planet your work. Then, when your work is criticised then focus again by making a definite deci- Earth?” It led him to the study of mythology, or you fail to do your best. You can say. “Well, sion and claiming to work you love as your which he helped to reinvigorate and popu- this is just my job. It has nothing to do with own. larise in the later part of twentieth century. my real life.” But when you are doing work You decide what you are working for. In your own words and in a way that is you really love and are criticised or come up Doing the work you love then requires that meaningful to you, frame a question that against odds about your ability to see it you be equally comfortable with the imagi- works for you. Take a few minutes to write through, you may feel much more vulnera- native and the practical. It requires the abil- down the question you were asking that led ble. It takes great courage then, to claim that ity to dream big dreams and the ability to you into this occupation. For example, what you know what you want. confront and master all the little details will bring in the most money? What is most in that go into making dreams come true. n demand? What will take the least effort? QUICK START The writer is career consultant and What will give me status and prestige? What Begin doing the work you love as soon as movtivational trainer April - May 2009 | MANAGER TODAY 47
- 48. 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 T T his book comprises Great managers be- interviews conducted with more than 4. lieve that perform- ance is in synapses, the Managerial implication he book is greatly helpful for HR 80,000 managers connections between a per- managers. It helps to draw prag- from more than 400 compa- sons brain cells. They develop matic plans in the areas of nies besides 20 years of their in early childhood. As a result i) employee retentions, ii) hiring of own experience in studying the core charac- of this some people are great strategic employees, teristics of great managers and work- thinkers, some have talent for mathematics, iii) matching the employee’ compe- places? Management consultants Marcus others in social skills and so on and so forth. tence profile with compatible job in Buckingham and Curt Coffman published a Trying to put someone in a function hisher the organisation and remarkable book titled, First, Break All The brain cells do not match will result in job mis- iv) career management. More im- Rules: What The world’s Greatest Managers match and on-the-job-failure. portantly, it provides valuable infor- Do Differently. The study conducted by the mation, on how a productive authors is the largest of its kind ever under- Great managers follow some key prac- workplace should be created, and taken, which has great relevance to human resource practitioners. Some of the key ob- 5. tices: 1) keep the focus on outcomes, its importance. The other insights it can offer are servations of this work are: 2) value world class performance, l why managers should be great 3) study your best, managers, and their prominent role Employee stock options and other ben- 4) do not waste time trying to put in what in organisational functioning and 1. efit programmes, though can attract the people to join in a company, it is the qual- was left, 5) try to draw out what was left in. l the limitations of behavioural in- terventions. This book may con- ity of the immediate manager and the pro- Authors have presented the following 12 vince HR managers as to why they ductive environment of the workplace that questions that can be used to measure need to create managers who are determine the retention of employees in the whether your workplace is productive or not. capable of breaking conventional company. Yours is a productive workplace if employees rules uninterruptedly for business answer these questions affirmatively. excellence. Great managers break conventional 1. Do I know what is expected of me? 2. wisdom in hiring norms. They do not hire a person based on hisher experience, 2. Do I have the materials and equipment I need to do my work right? 9. Are my co-workers committed to doing intelligence and knowledge. They do so by 3. At work, do I have the opportunity to do quality work? identifying a person’s talent. Talent here is what I do the best every day? 10.Do I have a best friend at work? defined as natural recurring patterns, feel- 4. In the last seven days, have I received 11. In the last six months, has someone at ing, or behaviour that can be productively ap- recognition or praise for doing good work to learn and grow? plied. work? 12.Last year, did I have opportunities at 5. Does my supervisor or someone at work work to learn and grow? Great managers do not believe that seem to care about me as a person? Further, the authors have criticised the con- 3. people can change much. They dismiss self-help and self-improvement programmes 6. Is there someone at work who encour- ages my development? ventional career path of promoting people out of roles in which they excel and moving them as ineffective. You cannot just teach each 7. At work, do my opinions seem to count? into roles in which they struggle. In essence, employee the nine habits of an effective life 8. Does the mission/purpose of my com- great managers break one conventional and expect them to excel. pany, make me feel my job is important? golden rule a day to create benchmarks. n 48 MANAGER TODAY | April - May 2009
- 49. MOVIE REVIEW MUNIR HUSSAIN WILL SMITH STARRING: Will Smith, Jaden Smith, Castellan- eta, Thandie Newton DIRECTOR: Gabriele Muccino RATING: 4 out of 5 T he real difference between suc- cessful and unsuccessful people is that in tough times the unsuccess- ful 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, no- body would buy it, but Chris is not the per- son 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 and he is struggling harder and harder to tribulations, he ultimately finds what he is unhappy. One day he meets happiness and make both ends meet. looking for. hope outside of a brokerage firm. He ap- One day he gets the shock of his life when It is a fabulous movie. It tells you a lot plies for a highly competitive internship at tax authorities withdraw all his money from about resources, time management, smart the firm, in which 20 candidates will be se- his bank account. Now he has nothing: no work and problems solving. It is a well-writ- lected and after six month only one will get money, no house and no friends. He is on ten, well-directed and well-acted movie. Will the job and above all that internship is un- the street with his baggage, his son, and Smith has given a superb performance. paid. Meanwhile, his wife leaves him. Now scanners. Each day seems to bring new The sequence is good, with beautiful dia- he is with his son, his scanners and a hope and unsurpassable problems. He can logues and an amazing. The actors have for broker's job. He has to compete for in- barely feed and house himself, let alone ful- put life in characters. After watching this ternship; he has to sell scanners, and has fill the requirements of his internship. If he movie, you will be highly motivated and you to take care of his son. He is very con- doesn’t win the desirable single slot will start believing that nothing can stop cerned about his son and wants to give him awarded at the end of the internship it will you from achieving your goal, provided you his best. Things getting tougher by the day all be for naught. After all these trials and are determined.n April - May 2009 | MANAGER TODAY 49