The National Talent Summit Building National Talent for Strategic Competitive Advantage Based on Research by Oxford Strategic Consulting ً أهالً و سه ال Under the Patronage of: His Excellency Sheikh Khalifa Bin Jassim Bin Mohammed Al Thani Chairman, Qatar Chamber of Commerce and Industry His Excellency Sheikh Khalifa Bin Jassim Bin Mohammed Al Thani Chairman, Qatar Chamber of Commerce and Industry Opening Address Introduction to Qatar Finance and Business Academy Building National Talent for Strategic Competitive Advantage Based on Research by Oxford Strategic Consulting “Man can only have the keys to progress when he begins developing his resources and capabilities” value strategic capabilities human resources and high HRH Emir Sheikh Hamad bin Khalifa Al Thani (Lessons learned: The Report Qatar 2009, Oxford Business Group) Outline Agenda 9:00 Introduction 9:15 Opening Address - Excellency Sheikh Khalifa Bin Jassim Al Thani, Chairman QCCI 9:30 Introducing QFBA 9:45 Building National Talent – Professor William Scott-Jackson 10:30 Case study: Serco - Building national talent 11:15 Prayer and coffee break 11:45 Introducing SRg and Blue Ocean Strategy – Professor Jens Meyer 13:30 Discussion and Conclusions 14:00 Lunch - During and after lunch - chance to network Employment Mentoring of GCC Women Top Team Leadership Board Development Members Oxford Strategic Consulting Strategy and Talent Research and high-impact consultancy on: Management – Talent management – Strategy and capabilities Executive Search Recruitment Process – Leader and team development - training coaching etc outsourcing – HR Review and Effectiveness – Executive Search Recent research into: Customer Service Excellence – Employment of GCC women World-class – Gulf Arab Management Style Learning and Development – Nationalization etc The Gulf Arab Management Style A Story “the Palace” A King in Europe had a vision of building the best palace in the world! The King had 10 sons He sent them for very expensive education! Meanwhile the King got on with planning the Palace and ordering the best materials Three year’s later he called his sons to ask how they can help to build the Palace The first son had learned to become a SHOCK!! world-class barber VERY NICE – BUT!! The second son had learned to become a world-class Oud Player He finds he has 4 barbers, 3 Oud players, 1 horse doctor, a lawyer and a banker He has two problems: How to build the best Palace in the world and what to do with 4 barbers! So he hires the world’s best architect All Barbers have to employ one of his sons Only his sons But the banker can play the oud and the lawyer can take care of themselves! He pays a friend to employ the horse doctor So what went wrong? He had a beautiful vision (strategy) He had good plans He had the But he built the finest materials WRONG capabilities Building National Talent Nationalization is not simply an employment issue. it must create important capabilities for the organisation or country The most important capabilities We have to have processes to are those that allow define our strategic intent and achievement of strategic how to achieve competitive objectives and create advantage competitive advantage. The aim of Talent management, HR and nationalization should We have to have a process to therefore be to build define and build the required differentiating strategic DiSCs capabilities (DiSCs). What are Differentiating Strategic Capabilities (DiSCs)? Basic Capabilities Best practice, necessary Organization C e.g. Skills, IT, processes. Your Organization gains Organization A Your Organization B Competitive Organization Advantage Differentiating Strategic Capabilities (DiSCs): Organisation D •Valuable (in relation to the market) •Rare •Hard to copy E.g. innovative capacity, •Owned by you ability to exploit knowledge, team working, trust/loyalty Differentiating Strategic Capabilities (DiSCs) : What are yours? Organisation Strategic Intent Differentiating capability Jumeirah the world's most luxurious hospitality brand … Staff that are FRIENDLIER and more Group synonymous with outstanding service helpful than anyone else’s Google to organize the world’s information and make it Capability to INVENT universally accessible and useful UK Police Working together for a safer Britain – the best Capability to gain RESPECT force police force in the world . United Arab ... that citizens are able to benefit from the Capability to LEAD Emirates country's increasing wealth . World-beating design capability The Prince To Build the world’s most beautiful palace! World-beating project management Qatar National Vision 2030 Differentiating Strategic Capabilities (DiSCs) : Organisation Strategic Intent Differentiating capability Diversify into Knowledge Economy Capability to deploy advanced . technical and IT Skills Balance specialist ex-pats with Qatari Capability to lead. Leadership . Qatar Maintain National Identity and traditions Qatari Leadership Style . (define and teach) Maximise participation of Qataris Capability to define strategy and (including women) Build DiSCs . The Gulf Arab Leadership Style: The components Trading With Respect Being the Continuously Best Adapting Culture Honouring Building Lasting Islam Responsibility Relationships History Creating Bold Treasuring Time Visions Leading as Head of the ‘Family’ The DiSC process 1. Strategic Intent: Identify Strategic goals and objectives . 2. Precise Advantage: Market and competitor research 3. DiSCs: Identify differentiating strategic capabilities (DiSCs) to achieve strategic goals 4. Build Advantage: Define and plan Talent Management projects to build the capabilities 5. Achieve Strategic Intent: Review capabilities and assess against strategic objectives Case Study: Building Differentiating Strategic Capabilities Aviation Commercial Consulting • Serco is a major FTSE 100 global service company: Defence Public and private sector Education • Over 73,000 people in 35 countries Health • Source, nurture and deploy the best people - talent is Home Affairs available to customers wherever they need it. Local Government • Serco improve services by managing people, Nuclear Science processes, technology and assets more effectively. Transport • Operating air traffic control and providing Welfare to work engineering services for Bahrain Civil Aviation Affairs (BCAA) and Sharjah International Airport. • Operating air navigation services at Dubai, Abu Dhabi, Ras Al Khaimah and Al Ain. • Managing transport service -Dubai Metro The process 1. Strategic Intent: Identify Strategic goals and objectives . 2. Precise Advantage: Market and competitor research 3. DiSCs: Identify differentiating strategic capabilities (DiSCs) to achieve strategic goals 4. Build Advantage: Define and plan Talent Management projects to build the capabilities 5. Achieve Strategic Intent: Review capabilities and assess against strategic objectives 1. Identify Strategic Intent • To be the leading service company in the GCC – projects and revenue • “Partner of choice” for Governments and major corporations 3. Identify Differentiating Strategic Capabilities (DiSCs) Your Ideas? • Technical, IT, Price – required but not differentiating Differentiating: • Provide unique levels of customer service • Support key national social objectives • Demonstrate unique coherence with GCC culture and identity • UAE leadership 4. Build Advantage • Employ large numbers of Emiratis into visible, front-line roles • Recruit Emiratis with strong customer service aptitudes • Invest, train and develop Emiratis for supervisory and management roles – mentor and develop • NOT “nationalization” but “building national talent” • Build national leaders for the future 4 (con) Talent Management projects to build capabilities The ‘Ambassadors’ Programme • Resourcing • Development – Sourcing – Induction – Attraction – Job related – Selection – Development • Retention • Exit – Identify high value – Agreed and supportive – Identify ‘at risk’ – ‘Alumni’ – Retention actions – Developing national talent Success so far ….. • 145 Nationals employed on Dubai metro – mainly frontline customer service roles + security, revenue/ticket inspection, coporate • Knowledge Transfer – through tailored apprenticeship and graduate programmes to build local expertise in Transportation Systems. • Recruited (with Tanmia) 150 Nationals with school leaver qualifications to develop key personal and technical skills. – 95% completed the programme. – 50% of trainees were retained for further development to fulfill key frontline roles within the Dubai Metro. • Now working with the Higher Colleges of Technology to: – develop core engineering transport modules for the curriculum – deliver regular seminars and lectures to drive interest in working in the integrated transport industry. Summary: Building National Talent • Clarify Strategic Intent Summary • Identify key Differentiating Strategic Capabilities (DiSCs) to impact future strategic success • Build, develop and measure the DiSCs (Talent Management) • Build them to be: – Valuable (in relation to the market) – Rare – Hard to copy – Owned by you • Demonstrate their impact on strategic success • Assess your organisation The DiSC Assessment tool STRATEGY From Quotas to 25 Talent 20 Management 15 10 MANAGING ACQUIRING 5 0 RETAINING DEVELOPING Our vision for the future of nationalization • We know what our Strategic Intent is • We know what strategic capabilities (DiSCs) we need to achieve it • We are recruiting and developing nationals to build those DiSCs year on year • Our Talent Management and HR processes focus on developing DiSCs • We know our future resource flows and plan accordingly • Nationals develop themselves using the best methods to build DiSCs that are important to them, the organisation and the country • Identify critical talent that must be retained • We actively search for national talent with the right DiSCs - internally and externally Blue Ocean Strategy Strategy Regeneration Group Summary and Conclusions Conclusions and Summary • Need to build National Talent • Need clear strategic intent (e.g. Qatar 2030) • Need carefully defined Differentiating Strategic Capabilities (DiSC) – OSC • Need effective talent management programmes to build DiSC (e.g. Serco) • Need innovation and fast reaction to change (Blue Ocean) Follow ups: • For free Initial Review - meet with me during this week or contact us • Assess your own organisation using the Nationalization Audit You are invited to become a Fellow of the Gulf Talent Advisory Board Senior forward-thinking business leaders from GCC public and private organizations: • Position you and your organization on the forefront of management thinking • Help determine the research agenda - and take part • Free VIP invitations to GTAB meetings and workshops • Receiving complete research outputs first • Influencing the future of talent management in the Gulf • Able to sponsor individual research projects • ‘Fast response’ – rapidly gain a view of the latest thinking on any subject • Access to previous research studies archive such as: – Building National Talent (advanced nationalization) – Maximising GCC women’s participation in the GCC labour market – Building Strategic Capabilities for competitive advantage • Annual Fee of $500 to support research Tomorrow – Implementation Masterclass 8.00 Registration 8.30 Summary of day one & intro to day two Professor William Scott-Jackson 9:00 Blue Ocean Workshop - Professor Jens Meyer 10:30 Coffee 10:45 Blue Ocean 11:15 Building National Talent Workshop - Prof William Scott-Jackson 12:30 Prayer break 13:00 National Talent 13:30 Summary, conclusions and next steps 14:00 Lunch - Over and after lunch - chance to network Thank you and lunch!
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