Shaw Macons Introductory Presentation

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Shaw Macons Introductory Presentation

  1. 1. INTRODUCTORY PRESENTATION December, 2012 10 / 5, Rustom Baug, Next to Masina Hospital, Victoria Road, Mumbai – 400027, India : +919967822993 : bomi@shawmacons.com
  2. 2. Content 1. Our vision, mission & values 2. What exactly do we do? 3. Demonstrated RoI 4. People profile we’ve dealt with 5. The team Confidential 2
  3. 3. Our Vision SHAW MACONS VISION … Started up with a vision of building a Global Coaching & Consulting company. The Company’s VISION is to HELP BUILD GLOBAL ORGANIZATIONS AS WELL AS LEADERS FOR TOMORROW. We provide clients with customized solutions that include strategic consulting services, tailor made leadership development interventions and specific assessments as well as Leadership (Executive) Coaching. Confidential 3
  4. 4. Our Mission SHAW MACONS MISSION … To build leadership where there is a commitment to taking risks, the courage to lead by example, think big thoughts and the passion to bring those thoughts to reality. Building client specific leadership competencies that impact the entire organization. Confidential 4
  5. 5. Our Values SHAW MACONS VALUE SYSTEM … We value our clients We value the opportunity within human potential We value the hunger from the gut for continuous learning and development We value the achievement of goals and We value the potential for breakthrough results Shaw Macons facilitates success for it’s clients through a wide selection of material that reflects Global thinking based on the network of successful leaders in business and the field of human development. Confidential 5
  6. 6. Content 1. Our vision, mission & values 2. What exactly do we do? 3. Demonstrated RoI 4. People profile we’ve dealt with 5. The team Confidential 6
  7. 7. Customized Solutions The choice of engagement depends on the organisation’s current status. We proficiently diagnose the level and provide clients with customized solutions that include strategic consulting, development interventions and specific assessments with Executive Coaching. Low Process Maturity Improved Process Maturity High Process Maturity Ad hoc processes, Improve competitive Establish a Status constantly reinvented foundation Standardization edge for the & often seem chaotic organisation • Acquiring Talent • Manpower • Competency w/o Job Planning Mapping • Individual Descriptions DevelopmentProcesses • Organisation • Succession Planning • Managing Structuring Planning training w/o • Leadership individual • Performance & • Talent Coaching development Potential Management plans Measuring Processes Health Building Key Productivity & BestIntervention Check, Employees’ Processes & Practice building Best in Breed Practices Engagement Study Practices for Standardization Confidential 7
  8. 8. Some Offering … I. Start with a detailed process health check II. Build frame work for Organisation Structuring SUSTAIN Reinforce & Measure III. Policy with process for Workforce Planning IMPLEMENT Communicate & Commit IV. Lay out the policy and process for Talent Acquisition (Hiring) PLAN V. Competency Framework DevelopmentAssess, Define, & Build VI. Talent Retention processes Communication – Learning - Reinforcement VII. Performance Measuring System VIII. Succession Planning IX. Individual Development Planning X. Leadership Coaching Confidential 8
  9. 9. Health Check … I. The detailing for a Health Check would involve i. Understand the business strategy, ii. Identify the formal and informal stake holders across the levels, iii. Interview key performers and stakeholders, iv. Designing the structured questionnaire, v. Administer the questionnaire, vi. Collate the relevant material and facts, vii.Analyze the data viii.Develop a detailed implementation strategy and ix. Finally, report out with the next steps that the organisation should follow through on Confidential Back to list 9
  10. 10. Organisation Structuring … II. An Organisation Structuring exercise involves i. Understand the business strategy, ii. Study the industry specifics, iii. Develop the model template for the core functions, iv. Designing the structure, v. Build scalability vi. Define core job description templates vii.Assemble the data viii.Develop the detailed implementation strategy ix. Determine frequency of validation and x. Finally, report out with the documentation to follow through Confidential Back to list 10
  11. 11. Workforce Planning … III. The detailing for a Workforce Planning system would involve i. Demand Management - demand is identified and made measurable by key data. ii. Plan for gender, cultural and religious diversity, iii. Forecast work orders to help plan the number and skills of technical members that will be needed. iv. Workforce Scheduler - uses predefined rules to optimize the schedule and use of resources v. Workforce Dispatcher - assigning work orders within predefined zones to particular technicians vi. Communicate on real time basis vii.Finally, report out with the documentation to follow through Confidential Back to list 11
  12. 12. Talent Acquisition … IV. A Talent Acquisition system involves i. Workflow based on Workforce planning, ii. Requisitioning of requirement, iii. Sourcing methods, iv. Specific functional competency based interviewing, v. Candidates verification process, vi. Managing compensation fitment vii. Negotiation and Offer letter viii. The pre joining and joining process, ix. Finally, the documentation to follow through on the system Note : Training & Certification for Competency based interviewing can be run separately as an intervention if the client so desires, at an investment. Confidential Back to list 12
  13. 13. Competency Development … V. Competency Framework Development detailing would involve i. Understand business strategy, ii. Interview key performers and iii. Interview key stakeholders, iv. Examples of effective and ineffective behavior related to job are collected from people with knowledge of job., v. Developing a model with behaviorally anchored rating scales (BARS*), vi. Reclassify the incidents vii.Convert these behaviors in to performance dimensions viii.Test and validate the model ix. Developing a detailed implementation strategy x. Finally, report out including next steps that the organisation should follow through on Confidential Back to list 13
  14. 14. Talent Retention … VI. The Talent Retention & Attrition Management system includes i. Understanding the attrition issue ii. The pre joining workflow iii. The on boarding process iv. The cost of attrition v. Retention management & control vi. Engagement challenges vii. The (EWS) Early Warning System Note : Training & Certification with coaching on the Early Warning System can be run separately as an intervention if the client so desires, at an investment. Confidential Back to list 14
  15. 15. Productivity Improvement … VII. The design of a Performance Management system would involve i. Understanding the organisational performance measurement maturity, ii. Design the process to evolve from a subjective (person dependant) system to an objective (result focused), transparent system, iii. Setting up the organisation, function and individual performance target setting system iv. Setting up the frequency of monitoring, measuring and reviewing performance v. Linkage to managing Reward & Recognition vi. Finally, the documentation to follow through on the system Note : Coaching leadership to effectively deliver feedback is run as a separate intervention. Confidential Back to list 15
  16. 16. Succession Planning … VIII. The design of a Succession Planning system requires i. Demand Management - measurable by key data, ii. The design of the Organisation’s Human Resource Planning, iii. People and position tracking, iv. The “What & How” framework, v. The frequency of review vi. Finally, report out with the system documentation to follow through for future implementation Confidential Back to list 16
  17. 17. Individual Development Plan … IX. The system of an Individual Development Planning cycle includes i. Methods of engagement in evaluation of individual knowledge, skills and competencies, ii. Direct and transparent discussion about performance, potential and career goals iii. It’s alignment with the Organisation’s Human Resource Plan … People and position tracking, iv. The “What & How” framework for the individual’s development process v. The frequency of review and vi. Finally, report out with the system documentation to follow through for future implementation Confidential Back to list 17
  18. 18. Our Offering … continued X. Leadership Coaching Our passion for Leadership Coaching makes Bomi bring in specialised competencies, taking the client’s leadership through building behavioral process maturity as well as the oraganisation’s individual leadership competencies at it’s apex level. Bomi’s Coaching interventions include Executive Coaching, Career Coaching, and Life Coaching using the NeuroLeadership Model of Results Coaching Systems (Australia). He has extensive experience in using various psychometric tools (such as MBTI, 360 degrees and DISC) and is a Life member of the National HRD Network for the past 15 years. Confidential Back to list 18
  19. 19. Content 1. Our vision, mission & values 2. What exactly do we do? 3. Demonstrated RoI 4. People profile we’ve dealt with 5. The team Confidential 19
  20. 20. Demonstrated Return on Investment Called by Dell in April 2005 to set up HR Generalist function across India Created the employees’ Retention Blue Book with controls, saving US$ 1.3 billion per annum, that became Global Standards acknowledged by Dell’s Leaders across EMEA, APAC besides India Global Lead for Agents’ Certification Programme at Dell for Contact Centers World Wide … created the framework, trained the trainers to run the Certification Programme with potential savings of US$ 28 million per annum APJ Regional Lead for Business Continuity & Recovery Planning. Operations Auditor for the Dell – Malaysia (Mfg. facility) besides the four sites across India Confidential 20
  21. 21. Demonstrated Return on Investment Recalled by the Reliance Group in June 2007 Set up systems & controls at Reliance Life Sciences leading to Saving employee costs by 33%, Increased headcount from 783 in July 2007 to 1306 by March 2008 with 52% post graduates & PhDs … instrumental in more than double the turn over in the following year Rs.78 Cr. revenue FY’07 – ’08 Rs.207Cr. revenue FY’08 – ‘09 Confidential 21
  22. 22. Content 1. Our vision, mission & values 2. What exactly do we do? 3. Demonstrated RoI 4. People profile we’ve dealt with 5. The team Confidential 22
  23. 23. People profile … Over the last fifteen years, Bomi has been a mentor to The CEO of an Office Automation Company Managing Committee of an Imaging Systems Company Executive Director of a Software Development Company Presidents of Oil & Gas, Agrotech, Infrastructure and Cellular divisions Managing Director of a Software Systems Company a coach to A Bio Pharma CEO from Germany and Another Bio Pharma CEO in UK Two CEOs in Clinical Research & Semiconductor in USA, Two Presidents of Solar, Health Care & Bio fuels businesses He’s worked with the Senior Management Teams from nationalities across the globe, including China, Singapore, Malaysia, Philippines and Australia. Confidential 23
  24. 24. Our International Connections … The International CoheChange Network : A body of International Leadership Consulting & Coaching is a Global group of Coaches, Trainers and Consultants with a background in intercultural environments across many parts of the globe. Bomi is the only Indian figure in this Global Group with members from United States, United Kingdom, France, Italy, Germany, Belguim, Switzerland, Czech Republic, Gautemala and South Africa. To view The International CoheChange Network please go to http://thecohechangenetwork.com/ in your browser or click here. To view Bomi’s profile at the Coach Exchange click here. Confidential 24
  25. 25. Our Friends & Advisors Dr. John C Beck – Dean at Globis University, Tokyo, Japan. President at North Star Leadership Group. CEO at The Attention Company Frank Flynn – Head of Organizational Behavior at the Graduate School of Business at Stanford University Romi Malhotra – Serial entrepreneur and ex Managing Director of Dell International Services in India. Founder & CEO at Dominion CXO Forum and Leadership Development, now MD of Linkage Inc., in India Confidential 25
  26. 26. A few of our Customers & Consultancy Assignments HR Strategic Planning + Organisation Structuring as well as Key Talent Acquisition and Management System for Veling Aircraft Parts and Components (VAPAC) in Dubai Set Up Training, Learning & Development function @ JW Marriotts (Dusit Group) of Hotels – Dubai Identified causes, Strategized and Initiated specific OD interventions @ Four Seasons Hotel – London System on Managing Attrition@ Dell Health Check (employee engagement survey), Organization Structuring, Revamping their Compensation Structure and introducing a Succession Planning System @ Convonix (Internet Marketing Company) Confidential 26
  27. 27. Programs / workshops conducted include …Just some of the programs / workshops conducted by our key facilitator include@ Greaves Cotton – Finance for Non Finance & around 20 MDPs@ Eicher – 16 programs on Basics of TQM & 12 others on TQM@ Modi Group – 18 workshops on Leadership through Quality@ IDM (HCL Group) – 6 workshops on Business Process Reengineering@ (RPG) Searle – 18 workshops on Performance Management, Succession Planning@ Reliance Industries – 60 workshops on Performance Management, communications & MDPs@ Ducet – 6 workshops on Customer Interface@ Dell – approximately 48 Workshops on Managing Attrition, 3 workshops onSuccession Planning & 12 workshops on Industrial Relations@ Reliance Life Sciences – more than 20 MDPs@ Monster.com – Strategic Leadership Workshop@ BHEL – “Dealing with Ambiguity” for their top line management team@ TNT – 3 workshops on MDPThese does not include other programs that he has conducted on various otherplatforms like NHRDN, NIPM, Etc Confidential 27
  28. 28. Content 1. Our vision, mission & values 2. What exactly do we do? 3. Demonstrated RoI 4. People profile we’ve dealt with 5. The team Confidential 28
  29. 29. The Team The Company’s started by Bomi Manekshaw 22 years corporate experience Group HR Head – Reliance Life Sciences National Director – HR Generalist for Dell International Services Has been Head of HR for more than 30 industry verticals including Heavy Engineering, Infrastructure, Automotive, Oil & Gas, Coal Bed Methane, Petroleum, Agrochemicals, Bio fuel, Bio Pharma, Pharmaceuticals, Clinical Research, Healthcare, Insurance, Office Automation, Telecom (cellular & fixed lines), IT (software & hardware) plus ITeS, Solar, Semiconductor and several others Confidential 29
  30. 30. The Team Bomi is … A Graduate in Psychology from University of Bombay. A Masters’ in Organisational Behavior from Independence, Missouri – USA, A Post Grad. in Training and Development and A Bachelor of General Law from University of Bombay. Currently pursuing the ICF Master Coach Certification with Results Coaching Systems (Australia) BUT ABOVE ALL … Over the last decade plus, he’s been a coach to CEOs from USA, Germany as well as UK. He has worked with the Senior Management from across a very wide range of nationalities worldwide, including Singapore, China, Malaysia, Philippines and Australia. Confidential 30
  31. 31. THANK YOU

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