jointly developed i.e. the “Experienced Leaders Programme (ExLeP)” and the “Emerging Leaders Programme (EmLeP)”. We presented and tested the final product with the key stakeholders i.e. HR Leadership Team, followed by the shareholders & MB directors, and subsequently, the management teams of the respective companies. Based on inputs/feedback received from the above engagement process, the necessary “fine-tuning” was made to the final programme. Finally, the programme was launched towards the end of January this year with the first modules for experienced leaders and the emerging leaders delivered in February.
HR 6 CARAT DIAMOND
In putting the programme together, the Group made a substantial investment in engaging the services of a leading HR development firm, Meirc Training & Consulting, for the detailed design, development and delivery of the programme which mirrors the set of leadership competences and behaviours defined for the MB Group. These tasks included the programme objectives, content, structure, modules, learning methodology, resources and scheduling. HOW MANY LEADERS AND ‘WOULD BE LEADERS’ WOULD UNDERGO THIS PROGRAMME? MOHAMMED: We are currently
looking at about 160 existing leaders (excluding overseas companies) and about 80 emerging leaders although we expect this number to grow substantially once the assessment process has been completed. WHAT IS GOING TO BE YOUR CRITERIA TO SELECT THEM? SHARE DETAILS OF THE PROGRAMMES THEY WOULD UNDERGO AND WHAT KINDS OF SKILLS/FUNCTIONAL CAPABILITIES THEY ARE EXPECTED TO DEVELOP/ACQUIRE? MOHAMMED: Existing leaders are current managers or heads of departments occupying specific roles in the companies nominated by their respective businesses after due prioritization process and ability to complete the one year programme. Emerging leaders are staff who are in the company for more than three years with “above target performance” and in specific job grades, have the potential to occupy at least three positions above their current job level, possess a bachelor’s degree or the equivalent professional qualification, competent in spoken English and willing to commit to complete the programme within 15 months duration and nominated by their respective businesses. The leadership capabilities to be developed are divided into three areas. First is “Leading Self”. This addresses Managerial Leadership, Emotional Intelligence, Change Management, Communication and Creative Problem Solving. The second is “Leading Others”. It encompasses Team Building, Conflict Resolution, Performance Management, Coaching & Counseling. And the next is “Leading the Business”. Strategic Planning & Management, Developing and Implementing a Business Plan, Planning, Budgeting & Cost Optimization, and Customer Service are part of it. The participants will work on a business related
project to apply what they have learnt and that can add value to the businesses. WHEN FEW EMPLOYEES ARE PLACED ON A FAST TRACK GROWTH BACKED UP BY AGGRESSIVE TRAINING PROGRAMMES, MANY A TIMES THE ORDINARY ACHIEVERS WITHIN THE RANKS FEEL ALIENATED AND GETS DEMOTIVATED. HOW DO YOU PLAN TO ADDRESS THIS CRITICAL ISSUE WHICH MAY ARISE AS A RESULT OF LDP? MOHAMMED: These two LD programmes were especially designed for current and emerging leaders, and those who have been identified with the potential to assume current and future leadership roles and senior management positions in the Group. We have assessed and identified those individuals who will be required to go through this development programme. Every individual in this group will have the opportunity to go through the programme, and this will be implemented in phases over the course of the next five years – given the maximum number of 15 participants per cohort. For the rest of the MB staff, their development needs are equally taken care of. These are appropriately addressed through the existing in-house “Multi-Level Training Programme (MLTP) i.e. a programme that offers a series of training modules targeted at staff at the individual contributor, supervisory and middle management levels. This critical issue will also be addressed through coaching of the participants. Existing leaders who will manage such staff will be offered a coaching and mentoring training to support their development needs. We will be using the GROW Model as one of the techniques. This should equip them with the necessary tools and confidence to address such issues. Mar-Apr, 2012
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