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Building for the future

VIEWS: 5 PAGES: 37

									               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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