www.themanagertoday.com
EDITOR’S   NOTE                                                     MAKE A DIFFERENCE                           Ijaz Nisar...
WISDOM CORNERquotable quotes                  MANAGEMENT                  The key to being a good manager is keeping the  ...
CONTENTS                                     PCPB # 303-M                               ManagerToday Contents             ...
30        32             ENTREPRENEURE             A true story of vision,             passion & discipline             TI...
COVER STORY                                                                        MAX BABRI                              ...
Successful businesses evolve a culture that is respect driven where openconversation and candid feedback is in vogue. Peop...
COVER STORY                                       PHILIP LAL                              HRM professional’s   life-cycle ...
and structure of Pakistani-owned compa-                                                                                   ...
COVER STORY       DANISH SHEHRYAREvolutionof HRD in PakistanPHR is playing an imperative rolein the transformation ofPakis...
aged to display creativity, responsibility and       human resources but most of these are in a              Organisations...
INTERVIEW                                             INTERVIEWED BY                                                IJAZ N...
known than HRM in those days. Gradually as            the entire organisation has to be involvedwe enter the 21st century,...
INTERVIEW                                                                                                   on various asp...
PROFILE                                MR BAKHTIAR KHAWAJA is a seasoned professional who has over 30 years of experience ...
MANAGEMENT                                       MUHAMMAD FAHD KHAN               The 21st century manager is not only wor...
c            lassically ‘The management is             the process of getting things             done through and with the...
CHANGE MANAGEMENT                                                        MUHAMMAD ZAHEER                                  ...
T                                                                                               ORGANISATIONAL DEVELOPMENT...
CUSTOMER SERVICE                    Renew                   your customers                                                ...
SALES & MARKETINGsaLE  ANATOMY OF A                                          AASIM S. MULLICK                             ...
ment to develop the skills needed to succeed a minute to show you the difference between the salesperson attempts to close...
PICTORIALGlimpses of Leading Edge Trainings   eading Edge is a higly proactive and client focued Training & Development Co...
Interactive and participative learningLeading Edge Philosophy “Learning with Fun!”Teamwork and creative learning          ...
ENTREPRENEUR       NABEELA MALIKvIsIon passion A true story of& discipline DIt is a story of transition from thegovernimen...
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1st Issue

  1. 1. www.themanagertoday.com
  2. 2. 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 Pakistans 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: Dont 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 ofpersonal 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.com4 MANAGER TODAY | April - May 2009
  3. 3. WISDOM CORNERquotable 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
  4. 4. 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 sale8 MANAGER TODAY | April - May 2009
  5. 5. 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 living40 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
  6. 6. 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 mediat 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 verypetitors. If they want to headhunt, it costs a lot and leaves records, deductions from sophisticated marketing department thatand further enhances the price tag of seeking salaries, advances, gate and entrance man- visits the talent pool of the country at jobHR 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 arefrom 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 medicalposition 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) for8 MANAGER TODAY | April - May 2009
  7. 7. Successful businesses evolve a culture that is respect driven where openconversation and candid feedback is in vogue. People express their talent anddemand answers because it has a direct impact on their variable pays.an HR department now include measurableactivities undertaken in the realm of humanresource needs forecasts that includes areaof expertise, skills, education and experienceof the employees. Employee retention is another indicator forthe success of an HR department. It involvescreating migration paths to successivelymore responsible assignments and positionsand preparing its people through hard andsoft skills enhancement and adding value tothe even-handedness of the talent pool. To ad-dress the issue of retention, the HR depart-ment also creates clear succession planningwhere each employee is aware how he/shecan impact his/her own growth within thecompany. Compensation and benefits is an area thatrequires special expertise of balancing salaryand other benefits so that the employeescan focus on doing their job rather than writ-ing creative CVs. Successful businesses evolve a culturethat is respect driven where open conversa-tion and candid feedback is in vogue. Peopleexpress their talent and demand answers portive. He is a mentor, a team player, a fa- and deploying it for excellence rather thanbecause it has a direct impact on their vari- cilitator, a generous guide, has integrity; dis- just pushing policies and procedures. Mostable pays. Meeting objectives, savings in plays and demands it, expressive, visionary, of all inculcating a spirit of ownership of tasksterms of reduced wastage, fuel costs, effi- go getter, available, polite and humble. The and activities brings out the true passion ofcient utilisation of human resources, mini- above mentioned qualities are not only the an employee. This passion is the emotionalmized sick leave, reduced absenteeism, domain of high street MBAs but can be energy that successful businesses are ablereduced 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 urgewarranty costs are all savings that supple- vironment. Any one of us considering HR as you to find HR talent that can disagree withments performance based salaries of em- a profession will need to be aware of the you, can have a dialogue with you to arrive atployees. 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 mustdifficult to find appropriately qualified and ex- this job in terms of education, experience have the capacity to side with the employeeperienced HR professionals who are willing and most importantly the attitudes. I urge and urge you to look at them as resourcesto 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 youof the management. The modern HR pro- are able to facilitate human resources to un- The writer is a transformation consultantfessional is open, non-judgmental and sup- leash their talents; harnessing their energy and life skills coach April - May 2009 | MANAGER TODAY 9
  8. 8. 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 forma n enthusiastic HR profes- sional at an HR forum once told me that she felt encour- aged by the ‘maturing up’ ofHRM profession in Pakistan. She pointed toUnilever, Pakistan Tobacco and Engro Foodsas 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, personnelorganisations 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 anypractices 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 rolePakistan? 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 tohave formed to diligently discuss HRM. Com- cause they don’t know what it is. the early 80s for the Finance profession to10 MANAGER TODAY | April - May 2009
  9. 9. 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 inand managerial finance. The marketing pro- per cent of 30,000 Pakistani owned pri- the ‘Early Growth’ stage? Yes, indeedfession 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 firstproduct management and brand marketing to 2000. Today, eight years later, the HRM penetrate a potential target user marketstrategy. 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 HRMfession 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 usersions. 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 operationalback in 1988, there were 21,000 Pakistani cruitment procedures to managing training, and strategic roles; provided HR managersowned private/public limited companies in to setting up HRM systems to truly strate- prove their operational effectiveness andPakistan. Although talk about HRM had gic HR value-addition. demonstrate a strong awareness of theirbegun, it had not penetrated any potential How long might the profession take to ap- strategic mandate. nusers among these. proach life-cycle ‘Maturity’? Given the nature Courtesy – The Nation April - May 2009 | MANAGER TODAY 11
  10. 10. COVER STORY DANISH SHEHRYAREvolutionof HRD in PakistanPHR is playing an imperative rolein the transformation ofPakistan from anunderdeveloped country to aprosperous 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 tograding 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 innotion 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 changingproducts 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 inphysical and financial resources. HR has be- Various steps are being taken in Pakistan for Pakistan have developed a special internalcome 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 andsources. 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 theout the world, particularly to the South Asian tions. This labour force involvement, high best out of human resources is to value themregion. 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 thetries of the world and stands at one of the low- HR managers in Pakistan work on operational development indicators of organisations inest 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
  11. 11. aged to display creativity, responsibility and human resources but most of these are in a Organisations are trying to find out theact as agents as well as subjects of change raw form. The rising figure and sophistication ways to polish effectiveness and efficiency ofmanagement. Higher-level executives are of paradigms require superior intellectual de- their employees. The term HRM has comemaking organisations a better place to work mands. Pakistan is a labour surplus economy into popular usage in recent years. Hencein. 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, temporarytaining 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 andest 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 cancreativity 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 facevalue 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 inprivate/public sector, and multinational/local pactness is no more a gloomy barrier. Pakistan developing and utilizing HR. In the present daysetup. 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 wagelution 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 thecountry 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 differenteconomics, 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 politicalThe changing patterns of world commerce of rich economies and industrialised countries empowerment of women. It is the quality ofhave created an atmosphere where HRM that sustained investment in human capital education and training that facilitate theshould not only be helpful to facilitate the busi- or competitiveness and growth. It is also em- human beings to play their constructive roleness 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 morebuild up the productive contribution of people more significant. We are now imaginary to be on HR planning to make the organisationsin business.Pakistan today is trying to catch in the age of HR as a change agent. system more effective. HR planning hasup quickly with the high standards of living of Successful organisations in Pakistan are be- started to properly utilize human resourcethe developed economies through industrial coming bonus adaptable, flexible and swift in and is striving to make working atmosphereand 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 HRshort supply as the present era is an epoch of change. HR area is hastily changing pasture. eminence of HR related institutions, but willglobalisation. 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. nboost acquaintance and handiness in a soci- tain large-scale cost-effective firmness and The writer is former country head ofety. Pakistan is blessed with huge natural and self-reliance. training at the Allied Bank. April - May 2009 | MANAGER TODAY 13
  12. 12. 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 better16 MANAGER TODAY | April-May 2009
  13. 13. known than HRM in those days. Gradually as the entire organisation has to be involvedwe enter the 21st century, HRM now, we are even when HR formulates policies, which arein 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 notHR field and they do not get them. It is a implemented there will not be a change in thedilemma 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 thewhich is a good sign. Young HR professionals process of cultural change starts and it is notare 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 themyears. 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 Bankgraduates 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, itof them. But as in all professions even when has progressed very fast. There were onlythey get flooded there is a room at the top. 500 people working in the organisation and itGood professionals will always remain in de- had only three branches. From threemand. However, there will fresh entrants into branches, it has now 336 branches. Fromthe field who may not have potential or apti- 500 staff members, it has now 7,000 stafftude. If they do not do well, of course, it will be members. This change actually was initiatedpartly their own responsibility. But those fresh with the turn of the century. I myself joined Good companiesgraduates who want to make their career in Bank Alfalah in 2000. The HR managementtheir field. They have to do a lot. practices were primitive at that time. I had ex- are looking forDo you think organisational culture affect posure to visit four continents and work there. experienced people in HRHR 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 getpervasive reality in the organisation. If you have of those ideas. We started the recruitment them. It is a dilemma asa 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 schoolstion. When an organisation is established, thepersonality of the original owner dictates what The management trainee scheme was cru- cial in the change of the culture of an organi- are offering specializationthe culture would be. The selection process of sation. Then the bank hired international in HR, which is a goodthe original entrepreneur strengthens the cul- consultants to introduce centralisation and sign. Young HRture and then there is socialisation and the structural changes. During that process, HRtraining process. So it creates an environment management was also focussed upon. There professionals are comingand in that environment policies and proce- are a lot of changes going on in HR manage- in the field and they willdures 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 positionsWhat is the role of top management and group as learning group. It learning group, in organisations inconsultants 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 inboth sides – from top to bottom and from line with your organisation’s missionbottom 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 alyst. To shape a culture or change a culture, vacuum, but within an organisation. There, I April - May 2009 | MANAGER TODAY 17
  14. 14. 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 ourthe HR head is taken seriously or not. I think an employee intranet. We already have a lot of planningWhether he is given a seat at the top level does not leave an and a lot of research. We are on our way toor not. In Bank Alfalah, we have a seat at the start preparing in-house contents, which willtop for the HR head. The HR head is a mem- organisation. He leaves a be available to our employees according tober of the central management committee, boss or a manager. How their needs. Online courses will be launchedwhich is the highest committee in the bank. do you treat employees is and employees will be sent passwords to getThat’s the way the integration process them. Employees will be required to gostarts. Because of the HR head’s inclusion in a crucial factor. So make through that material and they have to passthe committee, he is always aware of poli- sure that you get the a quiz of that material. They will be given acies, influences and directives of the board week to solve it. If they pass the quiz, they willof directors. Then of course the HR depart- right people, train them be given certificates. If they do not pass, theyment 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 inapproved by the board. Then those policies them well. Karachi. Now the training centre, I think, is awhich when implemented will ensure that the dominant centre because the population oforganisation 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 Rawalpindication channels? Or how employees, feed- be floated. Since the time I was the HR head, for the employees of Northern Areas. Thenback 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 thetalking about various communication chan- organisation. Electronic media is such a one-day training, then two-day and now wenels 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 onlineopen 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 becausewill 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 willother channel such as newsletters. But my the world is changing fast. The only answer be done online within a couple of years. In thisfavourite 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 theployee’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. Howtopic 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
  15. 15. 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 verythere, I think, some of them will start com- course facilitator’s checklist. There are seriously. One example, I think, is that I am ating 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 thinkyour 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 isthem 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 makeing 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 withIn your view what are the core compe- Then this process includes doing two the HR management. Training is now alsotencies 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 successcan 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 orsential. You cannot become a good trainer two, three, four and five. We ask them for training do you think we are facing rightwithout 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 peopleto 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 thinkangle of view of life in general. I always sug- ment with self form’, asking whether you because of economic crisis, this tendencygest 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 hastile. 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 fromother hobbies. I myself have done all that. I form to their managers Mr so and so came, HR, training or field. The field people shouldam 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 toperience are very essential as without them view with him and see whether he has become a little more pro-active in pursuingyou cannot become a trainer. You have to be started with these for the better. So this, we the field management. To make them realiseable to have empathy to think how other per- believe, will enhance the effectiveness of that the training is going to benefit the fieldson 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 thecourse, there is an in-depth feedback form winning end.having four sections. One section talks about Do you think HR or training profession isthe 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 youhis/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 alltraining 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 keepwhere 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
  16. 16. 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
  17. 17. 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 tomanage both tangible and intangible assetscost-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 fortrolling 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 theedge 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 thetions rapidly and young workers are replac- wants very well. Job switching and even long run. It is well said that people do noting 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 arefast 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 itsstates 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 towith them 50 per cent of the CEOs of major off the track. They are living in an environ- help resolve company’s problems, exceedorganisations. 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 cangeneration 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 eachresources in the 21st century way and hav- the globe for better earnings and ROE (re- team mate so that they together deliver theing steel nerves inside his body and mind. turns on education) and the flight of intellec- maximum output and achieve sustainableThe various forms of pressure mounting tual capital is started happening across all success. naround today’s managers are shortage of the job levels. Retaining and attracting goodskilled team players, attracting good talent, talent is getting difficult with the passage ofretaining good talent, compensating talent time. As the Harvard Business Review says, ABOUT THE AUTHORin 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 haveexcellent 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 textileto play the role of “Line-HR Manager” in the past successes, and they are unwilling to fit company in Lahore. He is also thecompany. 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 theworkforce so as their in-depth knowledge of the departments. Developing our own talent 21st century. April - May 2009 | MANAGER TODAY 21
  18. 18. 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 scientistW to figure out why: people resist being changed especially when the change appears to have apay 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 drivecoercion. 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 thatneed 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 itschallenge. 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 excellenceGet 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 beployee. 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 morewhile and believable benefits, it will look desir- duce a change, the greater probability that at than any other variable in the equation. Peopleable. How to make the change real? Word least one function will see itself as a loser in are much more likely to get involved withpictures 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 tostate 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 organisationaltion that has already converted to a cantly improve the odds of the success. horsepower to ensure that it will before youteam-based system will promote the change start the change.nas no speeches can. The writer is Ph.D scholar22 MANAGER TODAY | April - May 2009
  19. 19. 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 treatedconsistency 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 aorganisational competitive backwardness, Downsizing” published in Human Resource mistake many organisations commit inbusiness redundancies and managerial inef- Management in 1994. These are: practice. Secondly, administer the wholefectiveness. The prominent among new strate- 1.APPROACH: This practice advocates program from a positive perspectivegies 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 anexperiences of organisations with downsizing 2 approaching HR as assets rather than as li- organisational program comprisingare mixed. Some succeeded in achieving an- abilities and approaching downsizing as an op- many strategies such as revampingticipated results while others encountered portunity rather than as a reaction to crises. managerial systems, shifting marketnew problems. This is due to adoption of un- 2.PREPARATION: It consists of three activi- focus, altering the company objectivessound downsizing practices, claim experts on ties: and of course, reducing the manpower. Inthe 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 manpowerand 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
  20. 20. CUSTOMER SERVICE Renew your customers SONIA UROOJ again & again 2 CUSTOMER 4 INVITE YOUR CUSTOMERS TOThe best time to renew a client is from the SURVEYS ONLY EVENTSfirst day after a sale. You need to provide ev-idence of value to your existing customersfrom 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 betterthat 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 provideyear? There are a number of tactics for something meaningful to share, distribute ongoing training and support.1 3doing 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 andvalue. and your services. services to your customers. When it comes time to renew, you wont 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 ispany a reason to reach out to your cus- share information youve learned from your about to end to make your first contact. Astomers with information valuable to them. customers and distribute to a larger group. they say, get out in front of the curve. OverDo not underestimate the power of frequent Share these findings in various formats. This time, this strategy will help you exceed yourcommunication. Be flexible with your content shows that you value your customers time sales goals and allow you to develop a largeand include opportunities to solicit feedback and want to make them successful. following. nfrom your customers. April - May 2009 | MANAGER TODAY 25
  21. 21. SALES & MARKETINGsaLE 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
  22. 22. 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, hegenuinely benefit from your product or I am going to show you something new. If has to think about it! The customer did notservice. 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 yourbusiness?” 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 CUSTOMERtime trying to find a customer whom you DEMONSTRATION OR PRESENTATION The only reason anyone buys anything isthink 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. Youtive customers do not know whether or not something new and interesting from you. should master the art of building value intothey will buy at this point. your product or service. The first impression any professional CREATING URGENCYsalesperson make on a prospective cus- For any salesperson to be successful, he ortomer 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 rathersay, 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 wantthem 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 THEminds. This in turn makes customers CUSTOMERfeel more comfortable and secure. At this point in the sale, you describe Show excitement as you introduce the benefits of owning your product orthe product or service. Excitement and Close the Formulate service to the customer. You also pointenthusiasm are contagious. Create at least Sale Solution out or demonstrate the unique nature ofone good reason why your customer should your special offer. In addition, you describe thetake a look and consider your product or stability and reliability of your company. Youservice 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 andfor you today.” Be brief. Put a premium on Provide your prospective customers all the conditions of the sale. Make your propositionyour time and use it wisely. If you do not, no information they need to make an intelligent in straightforward manner. Be concise whileprospective 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 CLOSEget 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, carefullyhim or her on its merits. That comes later, your entire performance on your basic ob- planned, and professionally delivered salesafter he or she has agreed to listen to your jective to sell the product. presentation. The proper time to close a salepresentation. 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 youtheir presentations with a brief explanation of facts presented in a single, casual offering. have done your job convincingly, you will getbefore beginning the formal presentation. A To make matters even more confusing, the more yeses than nos. nsensible explanation might go something like salesperson peppers the presentation with The writer is Corporate Sale Trainer atthis: “Mr or Ms customer, I am going to take jokes, anecdotes, and questions. Then when Leading Edge April - May 2009 | MANAGER TODAY 27
  23. 23. PICTORIALGlimpses 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 ,beloware 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 exerciseDr. 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 ‘CommunicationParticipants with Mr. Bakhtiar Khawaja, training head of Bank Alfalah Ltd. Skills Program’28 MANAGER TODAY | April - May 2009
  24. 24. Interactive and participative learningLeading Edge Philosophy “Learning with Fun!”Teamwork and creative learning Teamwork and creative learning Brain storming session Participants preparing for balloon bashingTeam “Cheetay” with their own designed flag. exercise April - May 2009 | MANAGER TODAY 29
  25. 25. ENTREPRENEUR NABEELA MALIKvIsIon passion A true story of& discipline DIt is a story of transition from thegoverniment service to privateinitiative 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

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