CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014

Copyright © 2014 Centre for Executive Education Pte Ltd
www.cee-global.com
Learning Minds! Group is the Exclusive Affiliate Partner of CEE in Pakistan
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Masterclass on Talent Management &
Succession Planning
“Winning the War for Talent 2.0”
Prof Sattar BawanyProf Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, Executive Development Associates (EDA)
15 May 2014, Marriott Hotel, Karachi, Pakistan

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Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it will
starve to death.
Every morning in Asia, a deer wakes
up. It knows it must run faster than
the fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer: when the sun
comes up, you’d better be running…..
Are You a Tiger or a Deer?

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Getting to Know Yourself

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Module 1:
Introduction and
Workshop Objectives

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About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
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CEE Global is the Exclusive Strategic Partner of Executive Development Associates
(EDA), a global leader in Executive Development & Coaching since 1982.

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• Centre for Executive Education (CEE) is a premier network for
established human resource development and consulting firms
around the globe which partners with our client to design solutions
for leaders at all levels who will navigate the firm through
tomorrow's business challenges.
• CEE’s mission is to assist our client to secure a leading position in
their respective market through the development of their human
capital.
• CEE offers talent management solutions including executive
coaching and custom-designed leadership development programs
to accelerate individual performance and succession planning for
organisations.
• Learning Minds! Group, is the Exclusive Affiliate Partner of CEE
Global in Pakistan.
Who We Are

www.cee-global.com
• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA
• Master Facilitator, IPMA Asia Pacific
• Adjunct Professor of Paris Graduate School of Management
• Over 25 years’ in OD & HR consulting, executive coaching,
facilitation, leadership development and training.
• Adjunct Professor teaching international business and human
resource courses with Paris Graduate School of Management
• Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation.
About Your Speaker

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S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN OF ACTION
NJOY OURSELVES
The S.C.O.P.E. Approach

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• Understand the Best Working Practices in Talent Management and
Succession Planning Strategies
• Develop the skill-sets of the existing Talent Pool as the Key to Success in
Retention
• Develop an Effective Strategy for Employee Attraction and Retention
• Gain a deeper understanding of Career Development as a Retention Tool
• Be able leverage on Managerial Coaching to lead and engage a
Multigenerational workforce
• Develop a S.M.A.R.T. Action Plan for developing your effectiveness in
Talent Management & Succession Planning within your organization
This Masterclass will provide you with a foundation of knowledge
that will enable you to:
Workshop Objectives

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The Current Realities of
Managing Today’s Talent

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Key Questions to Ask:
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Questions for Senior Management and Board of Directors to ask:
1. What is the key talent risks associated with our core business
strategies? With our major investments?
2. What is our talent bench strength? How is our organization
mitigating succession risks?
3. What plans are in place to bring about smooth succession or
substitution of our key talent, if the need arises?
4. How can we strengthen our talent-related due diligence in joint
venture and M&A situations of any of our holdings or subsidiary
entities?

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Group Exercise: State of Talent
Management in Organisations in Pakistan
• What is the current state of talent
management in organisations in
Pakistan both in private and public
sectors?
• What are the operational challenges
and how would you resolve them?
What are your recommendations?
Duration: 15 minutes

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Best Practice Video on
Talent Management @
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Jack Welch
Part I of the Video:
www.youtube.com/watch?v=CCVy7OxThGo
Jeff Immelt
Part I of the Video:
www.youtube.com/watch?v=8_mlEWJ_nto

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Module 2
Understanding
Human Capital and
Talent Management

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Human Resource Management
• Human Resource Management (HRM) is defined as a strategic and
coherent approach to the management of an organization’s most
valued assets – the human capital (people working there) who
individually and collectively contribute to the achievement of its
strategic objectives. (Centre for Executive Education – CEE Global)
• HRM consists of four generic processes or functions that are
performed in all organizations:
 Selection – matching available human resources to jobs;
 Appraisal – performance management;
 Rewards – the reward system is one of the most under-utilized and
mishandled managerial tools for driving organizational performance;
it must reward short as well as long-term achievements
 Development – developing high quality employees.
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What is Talent Management (TM)?
Talent Management is the strategic management of the flow of
talent through an organization.
Its purpose is to assure that the supply of talent is available to align
the right people with the right jobs at the right time based on
strategic business objectives.
The right supply of talented workforce is crucial to realize the
strategic goals of the organization not only for today but also in the
future.
Organization’s efforts to attract, select, develop, and retain key
talented employees in key strategic positions.

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Talent Management (TM) Concept
• TM introduced by McKinsey Consultants, in the 1990’s
• TM is identified as the critical success factor in the achieving
sustainable organisational success
• TM focuses on
– differentiated performance: A, B, C players or employees
influencing company performance and success
– identifying key or critical positions in the organization
• Research has consistently show that firms do recognize the
importance of talent management but they lack the
competence required to manage it effectively

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Debate: What is Talent?
According to McKinsey; talent is the sum of
• a person’s abilities,
• his or her intrinsic gifts,
• skills, knowledge, experience ,
• intelligence,
• judgment, attitude, character, drive,
• his or her ability to learn and grow.

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Who are Talented People?
• They regularly demonstrate exceptional ability
and achievement over a range of activities
• They have transferable high competence in
assuming different roles and responsibilities
• They are high impact people who are
resilience, emotionally intelligence and can
deal with complexity

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CEE Talent Management Framework
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Source: Sattar Bawany, ‘How Singapore Companies Can Win the War for Talent’ in Singapore Business Review
http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent, 5 September 2013

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Elements of Talent Management
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• Talent Acquisition.
• Talent Development
• Performance Management
• Succession Planning
• Talent Engagement
• Organizational Results

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How does TM fits within HR?
TALENT
ACQUISITION/PLANNING
Proactively recruiting world-class,
diverse leadership talent
Executive Recruiting
New Leader On-Boarding
Assessment/Candidate Slating
PERFORMANCE
MANAGEMENT/
SUCCESSION PLANNING
Ensuring a strong leadership pipeline to
drive growth for today and tomorrow.
Performance Management
EQ-i 360 Feedback
Leadership Transition
TALENT DEVELOPMENT
Developing and executing programs,
processes & tools to grow our current
and future leaders
Leadership Programs for High
Potentials
Executive Coaching
Global Talent Development
ORGANISATIONAL CIMATE
EMPLOYEE SATISFACTION - TALENT ENGAGEMENT – TALENT RETENTION
Identifying the level of engagement of employees to optimize contribution and reduce enhance retention
ACHIEVING ORGANISATIONAL RESULTS

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The Business Case for TM
• To compete effectively in a complex and dynamic
global environment to achieve sustainable growth
• To develop leaders for tomorrow from within an
organization
• To maximize employee performance as a unique
source of sustainable competitive advantage
• To empower employees:
Cut down on high turnover rates
Reduce the cost of constantly hiring new people and
also cost in training them

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Value Proposition of TM
 Talent Management strategies help ensure the quality,
depth and diversity of a company’s leadership and
talent bench.
 Effective Talent Management accelerates businesses’
ability to exceed performance expectations and drive
future growth by:
 Developing talent with the values, skills and experiences
needed to be successful today and in the future
 Aligning and integrating core HR processes with business
processes to increase individual, team and organizational
performance

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Individual Exercise: Best Practices
on TM Strategies in Organisations
• Review of the 10 Best Practices
Approaches to Talent Management on pg.
16 of the Workbook and evaluate the
relevance and application to your own
Organisation?
• What are the operational challenges and
how would you resolve them? What are
your recommendations?
• Be Prepared to discuss with the larger
Group.

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Talent Management in Today’s
Global Economy
• Companies today face formidable talent challenges. The ability
to sustain a steady supply of critical talent is a challenge facing
all organizations — worldwide.
• Among the issues impacting the “next generation” workforce
are impending skill shortages, an increasingly cross-
generational and diverse workforce, the need for knowledge
transfer from retiring baby boomers, and significant leadership
gaps.
• Intense cost pressure from both traditional and emerging
competitors, new markets, and more demanding customers are
additional elements that give a new sense of urgency to the
concept of talent management.

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Talent Engagement to Achieve Results
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Coaching Leadership Style
• EQ/EI Competencies
• Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
Self & Team Leadership
Effectiveness
Customer Engagement/Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013

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Role of Leaders in Talent Engagement
“Leadership is all about the ability to have impact and
influence on your followers so as to ENGAGE THEM
towards ACHIEVING RESULTS of your organisation
leveraging on Ontological Humility and Level 5 Servant
Leadership as well as repertoire of Leadership Styles
blended with elements of Socialised Power/Social
Intelligence Competencies ”
(Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,
first published on 12 February 2013.

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Module 3
Increasing
Senior Management
Accountability for
Talent Management

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Questions to Ask:
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Questions for Senior Management and Board of Directors to ask:
1. What is the talent strategy that supports our organization (business) objectives
and capital investments?
2. What talent KPIs are we monitoring at the board level? How do they connect
to our business strategy?
3. What development have we provided our key successors in the past year? Has
our leadership bench strength changed and why?
4. How does our management access the necessary talent to support operational
excellence, such as lean and other quality and process improvement methods?
What improvements are being made?
5. Which board committee provides primary oversight for our talent programs
and policies? Should a board level talent/human resources committee be
formed to allow more focused oversight by the board?

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Group Discussion: Important
Talent-related KPIs
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There are a number of metrics that
directors should be given access to that
would help provide more clear insight into
talent-related risks. These include:
• Succession bench strength
• Pipeline for critical organizational roles
• Leadership capabilities required in the
future vs. current capabilities
• Value of engagement score increase
(dollars per point)
What are other KPIs that would be relevant to Your
Organizations in Pakistan?

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Module 4
Planning for Succession

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Succession Planning - Defined
Process of identifying the future
leaders of your organization and
creating a development plan for them
to be ready when the time comes.

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Succession Planning
• It is imperative that Succession Planning is a
key part of a company’s strategic planning
process
• Without a proper succession plan, it would be
difficult to nurture and develop your key
talent.
• Succession Planning is much more important
than most companies realize.

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Succession Planning &
High Potentials
• Succession planning involves the identification of high-potential
employees, evaluating and honing their skills and abilities, and
preparing them for advancement into positions which are key to
the success of business operations and objectives.
• Succession planning involves:
Understanding the organization's long-term goals and
objectives.
Identifying the high-potential candidates and their respective
developmental needs.
Determining workforce trends and predictions.

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Steps Involved in Succession
Planning
1. Identifying legal and diversity issues to consider
2. Establishing present and future leadership roles and objectives
3. Selecting key employees
4. Evaluating the strengths, weaknesses and readiness for
succession in key employees
5. Planning for the individual development of and ways to retain
key employees
6. Identifying “emergency” positions without successors
7. Planning for positions that cannot be filled internally

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Possible Pitfalls of Succession
Planning
• Lack of a formal development plan for each key person
• Development plans that are not implemented properly, or
plans not implemented at all
• Development plans that are not tailored to the needs of an
employee
• Development plans are not discussed with employees, and
mutual consent is not obtained
• Key employees not knowing that they are key employees

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Possible Pitfalls of Succession
Planning
• Development plans that are not well thought out, and made
just for compliance
• Including employees who are not qualified in the “key
employee” list just to make them feel better
• Employees staying in the same position for too long resulting
in your best people leaving the organization
• An employee being identified as a successor, but not getting
the leadership position when the time comes

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Best Practice Approach for Identification,
Selection and Development of High Potentials
Review
Talent
Integrate Performance Management Processes
Integrate Career Planning into Leadership Development & Succession Management
Identify
High
Potential
(HIPOs)
Assess
High
Potential
(HiPOs)
Develop
Implementation and Ongoing Evaluation / Review of the Framework
Define for
the
Future
Success of
the
Organization
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Key Definitions
Concept Definition
Mission Critical Roles Roles that require planning because they feed into senior
management or are critical to organization success
Developmental Roles Roles that provide excellent developmental experience
High Potential Someone who has been identified as having the ability to advance
Nine-Box (9-Box) Grid Tool used to plot current performance and future potential of a
segment of the workforce
Talent Pool A group of people being prepared for higher-level roles
Talent Review Broad review of talent to identify candidates for development to
higher levels. Usually involves group discussion at multiple levels.
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Confidential and Proprietary
How do you determine if a Leader has Potential?
1. Strong track record of performance.
2. Demonstrates initiative, drive, and persistence to reach higher. Seeks out
feedback.
3. Understands the people side of the business. Strong interpersonal and
communication skills.
4. Learning Agility. Desire to grow and develop.
5. Understand organization dynamics (up-down-across). Ability to communicate with
and influence key stakeholders. Good “networking skills”.
6. Readily seeks out and accepts feedback
7. Improvement focus/mentality (self, team and business). Willingness to change
behavior and embrace changes
8. Strong communication skills
9. Strong work ethic (willingness to go above and beyond)
10. Strong drive to succeed and continuous improvement
Source: EDA Research on Identifying and Developing HIPOs (Tomorrow's Leaders)
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Who are High Potentials?
 High Potentials consistently and significantly outperform
their peer groups in a variety of settings.
 While achieving these superior levels of performance, they
exhibit behaviors that reflect their companies’ culture and
values in an exemplary manner.
 Show a strong capacity to grow and succeed throughout
their careers within an organization – more quickly and
effectively than their peer groups do.
Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business
Review, June 2010

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 The difference between high-performance employees and
high-potential employees is that the high-performance
employee are very good at performing their jobs, while the
high-potential employees have demonstrated measurable
skills and abilities beyond their current jobs.
 The real damage is done when the high-performance
employee is promoted to a managerial level, is uncomfortable
and struggles in their new role, resulting in high levels of
stress and anxiety, causing them to quit.
High Performers vs. High Potentials

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 Studies show employee turnover can cost companies up to
40 percent of their annual profit. That's for the turnover of
all employees, regardless of their performance levels.
 The financial impact of losing a significant number of high-
potential employees (those Gen X and Y who have been
identified as your future leaders) can be exponentially
higher.
High Performers vs. High Potentials

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Building a Leadership Pipeline
Reference: Ram Charan, Stephen Drotter and James Noel “The Leadership Pipeline”, Jossey-Bass,
Wiley, San Francisco, California, 2000

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“Crisis may be an overused word, but it’s a
fair description of the state of leadership in
today’s corporations. CEOs are failing
sooner and falling harder, leaving their
companies in turmoil. At all levels,
companies are short on the quantity and
quality of leaders they need.”
Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008
Business Case for
Succession Planning

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 Introduced a clear Gen Y Talent Management Strategy
– Current leaders who espouse performance and development conversations
– HR facilitation without “encumbrance”
 Key elements include:
– Selection based on values - creative, courageous, responsive, international and
trustworthy….and explicitly modelling desired behaviour
– Commitment from EXCO down…Talent Management Committee
– Senior Leaders have responsibility to be talent scouts for Gen Y leaders
– Senior Leaders expected to have “Conversations that Count” – performance, learn and
develop, career development and engagement of Gen Y employees
 For this Bank, Gen Y Talent Management is a differentiator!
Case Study – Global Bank with
Significant Asia Presence

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Program Evaluation
Development of Pipeline of
Gen Y High Potentials

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• Develop Internally—buying may not be an option
• Update Curriculum for Development of Gen X and Y
• Update Approach to Organizational Learning
• Boost Emphasis on Gen X and Y Future Leadership
• Be Clear about Executable Tasks of Leadership
Organizations need to be more intentional & articulate
about the leadership skills they require & more
creative in designing experiences that help Gen X & Y
employees acquire them
HR’s Role: Building the Pipeline

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 Finding leadership talent early is essential. The path from
initial recruitment to the senior levels of a company is
approximately twenty-five years long and involves, on
average, only five jobs before becoming eligible for the CEO
post.
 The sooner Gen Y potential talent is identified, the better it
can be developed and tested.
 The most precious resources here are not financial but the
time, energy, and attention of other leaders. These are
always in short supply and must therefore be devoted to the
people who are most likely to succeed at top levels.
Identify Gen Y Talent Early

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Alignment with
Strategic Direction
Expanding Leadership Competence Organization Competence
•Markets
•Competition
•Customers
•Products
• Shift of Mindset (Mental Models)
• Leadership Effectiveness – Core Transitional Skills
• Business and Financial Acumen
• Development of Others (Corporate Coaching Skills)
•Business Processes
•Structure & Accountabilities
•Relationships, Power & Politics
•Staffing & Capabilities (Knowledge Mgt)
Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p40
ART of High Potentials

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Development
Review Board
Executive Development
Coach
Professional
Network
Development
Assignments
Business
Results
Leadership
Growth
Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61
Accelerating the Development
of High Potentials

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Agenda
 Senior insight powerful (+)
 HiPo presents goals,
aspirations & developmental
questions
 Career plans assessed in light
of organisational needs
 Board shares personal insights
 Brainstorm specific
developmental suggestions &
connections
HiPo Development Review Board
HiPo
Executive
Committee
HR Facilitator
(Strategic
Business
Partner)
Executive
Coach
HR
Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61
Accelerating the Development
of High Potentials

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• Next Generation of leaders at all levels
demonstrate a high degree of Emotional
Intelligence in their role
• Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement
• Critical EI competencies includes: relationship
management; cross cultural communication;
effective negotiation and conflict management
Reference: Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with
Transition Coaching’ In ‘Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010.
Download Complimentary e-copy from from:
www.cee-global.com/6/publication
Development for High Potentials in Asia

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Accelerated
Growth
Potential
Continuing investment
(May be recently promoted)
High investment, help
improve performance
High investment and/or
promote/give more
responsibility
 These “stars” are ready for an assignment
at a higher organizational level –
challenge them.
Solid
Growth
Potential
Monitor Continuing investment High investment, accelerate
skill development
Stable
Growth
Potential
Monitor
 Need to demand performance
improvements
 May be in wrong job or at wrong level.
Consider reassignment.
Continuing investment Minimal investment but
continue to reward, retain
Needs Improvement Meets Expectations Exceeds Expectations
1/3
1/2
1/1
2/3
2/2
2/1
3/3
3/2
3/1
Past Performance
GrowthPotential
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Best Practice: GE* Nine Box Model
*GE Crotonville’s Management Training Center

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Succession Plan
Organization Name, Department Name
___________________
Key Position Title
Incumbent
Name
Position
Vulnerability
Succession Candidate
Names
Open in
< 1 Yr
Open in
1–3 Yrs
Open in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs
Tool: Sample Readiness Level Chart

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Overall Performance Summary:
(Indicate recent performance including major accomplishments or performance issues.)
Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person
has.)
Development Needs:
(List 2 or 3. Indicate key experiences, skills or knowledge the person lacks in order to move to
the next level.)
Development Actions:
1. On The Job: (What new responsibilities do you plan to assign to help this person develop
this year?)
NAME: ________________ TITLE: ________________
Sample Development PlanTool: High Potential Assessment - 1

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2. Special Assignment: (What task force, projects or special assignments will be given this
year to aid development?)
3. Training: (What specific training or seminars are recommended this year for his/her
development?)
Potential For Promotion:
(Indicate this persons readiness to be promoted to the next organizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position: (List the next assignment that would most benefit the
individual in his/her development.)
Sample Development Plan (cont’d)Tool: High Potential Assessment - 2

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Group Exercise: Case Study on
TM and Succession Planning

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• Succession Planning Process:
 Identify a critical position in the organization (Ann, the CEO)
 Delve down three levels below the critical position: no one, then Abby (Head of
HR), and finally Robin (Head of Organisational Excellence)
• Looking at this example, what are the potential
challenges do you foresee to the subject of succession
planning for Ann’s role as the CEO and what are your
recommendations to the Board?
 Prepare your Group Response on Flipcharts and appoint a Spokesperson to
Present to the larger Group
 Duration: 15 minutes (Small Group Discussion) 15 minutes (Plenary Discussion)
Group Exercise: Case Study on
TM and Succession Planning

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Module 5
GROW Your Talent with
Managerial Coaching

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“Coaches help people set better goals and then reach those
goals, provide the tools, support and structure to accomplish
them”
International Coaching Federation
“Coaching is a powerful, collaborative relationship between a
coach & a willing individual which enables, through a process of
discovery, goal setting the realization of strategic action”
Corporate Coach U
What is Coaching?

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“Coaching is unlocking a person’s potential to maximise their own
performance. It’s helping them to learn rather than teaching them”
The Inner Game in Business by W Timothy Gallwey
“Coaching is the art of improving the performance of others.
Managers who coach encourage their teams to learn from and be
challenged by their work. Create the conditions for continuous
improvement by helping staff to define and achieve goals.”
Coaching Successfully by Roy Johnson and John Eaton.
What is Performance Coaching?

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Helping an individual:
 “Learn what it takes” to improve existing
capabilities
 Set meaningful goals
 Be accountable for results
 Understand and eliminate barriers
Focus of Managerial Coaching

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Managerial Coaching Redefined
“Managerial Coaching is about developing and
maximising an individual employee’s potential will
consequently impact positively on the organisation’s
performance. It is about more inquiry (ask) and less
advocacy (tell) which means helping that individual to
learn rather than teaching. Coaching sets out to embrace
the employee as an individual and understands the
organisational context in which the employee operates.
It seeks to achieve alignment between the individual
employee, team and organisational goals.”
(Centre for Executive Education, 2013)
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Intention
WordsRelationship
TRUST
COACHABLE MOMENT®
Those moments when an individual is open to taking in new information that will
effect a shift in his/her knowledge and behavior.
Being a Manager - Coach

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1. Goal 2. Reality
• Invite self
assessment
• Feedback
• Is there a gap?
• Be creative – look at the
full range, brainstorm
• Offer suggestions for
consideration – beware
advice!
3. Options4. Wrap Up
• Identify possible
obstacles
• Commit to action
• Identify steps
• Agree support
• Agree topic for discussion
• Agree specific objective
of the session
• Set longer term aim
if appropriate
Gap?
The GROW Coaching Model

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72
1. Goal 2. Reality
• What’s the evidence?
• What have you already tried?
• What did you learn
from that?
• What other feedback
do you have?
• If you looked at this from another
angle … what could you do then?
• What could you try now?
• What else?
• What could you do as a first step?
3. Options4. Wrap Up
• What do you want to cover today?
• What are you hoping to achieve today?
• What are the priorities?
• What other help/input do you need?
• When could you do this?
• What could get in the way of your plans?
• How will you overcome this?
• How will you/others know you’ve been
successful?
• End – what have you learnt from
today? How have we worked
together? What could we do
differently next time?
GROW – Coaching Questions

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73
Conduct these role-play sessions in groups of 3. For each of the role-
play sessions, there will be an employee, a manager-coach and an
observer.
Preparation – 5mins
Coaching session – 15mins
Debrief – 5 min
Rotate the roles after each role-play session.
Focus will be on a real-life case scenarios that you are currently
experiencing in your workplace/teams. Alternatively you may
consider one of the 3 examples workplace scenarios on page 43.
GROW – Coaching Practice Session

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74
Module 6
Summary & Crafting a
SMART Personal Action Plan

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Organization
Analysis
-Job descriptions
-Job specifications
Assessing the Employees
A B C D
Potential
Candidates
Performance
Evaluation
Bus. Results
Personal
Development
Activities
Talent
Review
Committees
Potancial
Candidates
and
Succession
Lists
Approval
of the
Lists
Analysis
Assessment
DevelopmentTalent
Development
Programs
January - April May-June July onwards......
Summary: Talent Management Process

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76
Individual Exercise: Creating a
SMART Personal Development Plan
Specific Goal
Measurement When I achieve this goal, I will know I am successful because:
Other people will notice the following difference(s):
Actions What action will I take? What will I do differently?
Reality Check Is this goal achievable?
Why is this goal important?
What resource(s) do I need? Funding? Support?
Timeline When will I start?
When do I expect to meet my goal?

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77
Appendix
Recommended Further
Readings and Videos in the
Participants’ Resource
Workbook

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78
Key Readings and Resource
Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business
Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-
work-in-singapore, First Published on 12 February 2013
Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership
Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid
Creation Publishing LLP, E-copy of the Chapter is available as a download from:
http://www.cee-global.com/6/publication
Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and
Purpose, Nicholas Brearly.
CEE Published Articles on Talent Management: http://www.cee-global.com/6/publication
CEE Presentations on TM: http://www.cee-global.com/7/speaking_engagements
78

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79
GE Talent Machine - Interview with Jeff Immelt and Jack Welch:
http://www.youtube.com/watch?v=CCVy7OxThGo
The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach:
http://www.youtube.com/watch?v=G9ElB4RILm0
Talent Management Summit: Leading and Engaging a Multigenerational Workforce:
http://www.youtube.com/watch?v=BiCJ3s7mRSo
Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:
http://www.youtube.com/watch?v=jZ6_-WhjT8I
TED Talk by Simon Sinek on Inspiring Leadership:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
79
Recommended Videos

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80
http://www.youtube.com/watch?v=03o1JZ7c7gI
Leading and Engaging Your Talent

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81
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…

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82
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Managing Director, EDA Asia Pacific
Email: sattar.bawany@cee-global.com
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Articles: www.cee-global.com/6/publication
Presentation: www.cee-global.com/7/speaking_engagements
Further Dialogue on Social Media

To Register: Email: events@learningmindsgroup.com | Call: +92-21-111-111-564

Overview
In today’s globalized business environment, organizations are cultivating and accumulating human,
organizational, and social capital as a means of gaining sustainable competitive advantages in order to
respond to the critical business challenges that they face. Many managers and organizations are now coming
to terms with the fact that human resources (HR) can play an important role in the company’s core and
distinctive competencies.
Organizations know that they must have the best talent in order to succeed in the hypercompetitive and
increasingly complex global economy. Along with the understanding of the need to hire, develop, and retain
talented people, organizations are aware that they must manage talent as a critical resource to achieve the
best possible results. Few, if any, organizations today have an adequate supply of talent. Gaps exist at the
top of the organization, in the first to mid-level leadership ranks, and at the front lines.
Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis
on keeping those leaders—and developing their successors. Many organizations are reducing their
workforces, but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea
of managing talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best
relegated to the personnel department. Now, talent management is an organizational function that is taken far
more seriously.

Talent Management & Succession Planning Masterclass by Prof. Sattar Bawany coaches senior
managers and HR practitioners on how to win the “War of Talent”.
Talent Management &
Succession Planning
Masterclass

May 15, 2014, Marriott Hotel, Karachi
Facilitated by:
Prof. Sattar Bawany

Talent Management Framework

Program Outline
Introduction
§ Check-In & Workshop Objectives
§ Experiential Learning: The ‘S.C.O.P.E.’
Approach
§ Group Discussion: The State of Talent
Management in Today’s Organizations
§ Eight Talent Management Questions CEOs or
Effective Boards Should Ask
Understanding Human Capital and Talent
Management
§ What is Human Capital & Talent Management?
§ A Focused Effort to Manage Talent
§ Drivers for Talent Management in Organizations
§ Group Review: Best Practices on Talent
Management Strategies: Seven Keys to Effective
Talent Management
Increasing Management Accountability for
Talent
§ Business Strategy Oversight
§ Accountability and Execution
§ Group Exercise: Important Talent-related Board
KPIs
§ Improving Oversight of Talent-related risks
Planning for Succession
§ Role of Board in C-level Succession-Planning
process
§ Assessing competencies of its senior executives
§ Approaching global workforce planning
§ Retaining mission-critical and high-potential
talent
GROW Your Talent with Managerial Coaching
§ What is Coaching? Context for Managerial
Coaching
§ The GROW Model for Coaching your Key
Talents
§ The Essentials Skills for Managerial Coaching
§ Skill Practice: Role-Play on Experiential
Coaching Practice using pertinent Case
Scenarios
§ Group Debrief
Summary & Action Plan
§ Self-Reflection and Summary
§ Individual Exercise: Development of SMART
Personal Action Plan
§ Conclusion and Checking-Out

Talent Acquisition: Proactively recruiting world-class, diverse
leadership talent and providing on-boarding support for them to
accelerate their assimilation into their roles.
Talent Development: Developing and executing learning and
development programs, processes & assessment tools to grow
current and future leaders
Performance Management: The process of creating a work
environment in which people can perform to the best of their
abilities.
Succession Planning: towards developing a leadership pipeline
or assuring near-term leadership continuity by thoughtful
consideration of the availability, readiness, and development of
internal talent (including High Potentials) to assume critical
“priority” leadership roles.
Talent Engagement: Identifying the level of engagement of
employees to optimize their contribution and reduce attrition as
well as to enhance retention.

About Prof. Sattar Bawany

Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive
Education (CEE). He is also concurrently the Strategic Advisor & Member of
International Professional Managers Association (IPMA) Board of Trustees and
Governing Council.
He is also the Managing Director as well as Master Executive Coach & Facilitator with
Executive Development Associates (EDA) Asia Pacific. IPMA is the Affiliate Partner of
EDA in Asia Pacific. Prof Bawany is also the immediate past Co-Chair of the Human
Capital Committee of the American Chamber of Commerce in Singapore.
Prof Bawany has assumed various senior management roles including Managing Director/Country Head and
Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader,
Organizational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR
Consulting, The Hay Group, The Forum Corporation and Mercuri International.
He is especially skilled at helping executives work through leadership transition issues, whether individually or
systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in
unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and
unique strengths needed to sustain practical behavioral change over time, resulting in the executive’s
enhanced self-awareness, better decision making, and continuous performance improvement.
He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the
administration and application of various psychometric instruments including the Myers-Briggs Type
Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of
the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool)
and “Strategic Leadership Development”. He is also accredited in the administration and application of the
Benchmarks®
and Skillscope®
Profiling Instruments.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is
on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered
Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management
(SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of
the International Coaching Federation (ICF) and International Association of Coaching (IAC).
In Pakistan, Prof. Sattar Bawany exclusively works with Learning Minds Group.

Program Investment & Registration Details:

Program fee per participant is PKR 35,000/-
The program fee covers tuition, program manual, simulations, certificate of participation, lunch, refreshment and
business networking. Payment is due before program commencement.
Avail 10% discount on registering 2 or more delegates from the same organization.
Cancellations can be sent 7 days before the program, after which NO cancellations will be accepted.
For more information, please contact us at:
Learning Minds Group
Suite no.12, Mezzanine Floor, Progressive
Plaza, Beamount Road, Civil Lines, Karachi.
Email: events@learningmindsgroup.com
Phone: 92-21-35641305 - 07
Website: www.learningmindsgroup.com
Facebook: https://www.facebook.com/learningminds
LinkedIn: www.linkedin.com/company/learning-minds-group

© 2014 Centre for Executive Education Pte Ltd – All Rights Reserved.
(Learning Minds! Group is an Affiliate Partner of CEE Global)
www.cee-global.com
Talent Management & Succession
Planning Masterclass:
“Winning the War for Talent 2.0”
PARTICIPANT’S PRE-WORKSHOP PREPARATION
(READINGS ON TALENT MANAGEMENT THEME)
Name :
Venue : Marriott Hotel, Karachi
Date : Thursday, 15th
May 2014, 8.30 am to 5.30 pm
Facilitator : Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
C-Suite Master Executive Coach, EDA Asia Pacific
Strategic Advisor & Master Facilitator, IPMA Asia Pacific

(Learning Minds! Group is an Affiliate Partner of CEE Global) Page 2
www.cee-global.com
22 April 2014
Dear Participants
As your Facilitator, it is a great pleasure to welcome you to the Talent Management & Succession Planning
Masterclass: Winning the War for Talent 2.0 which is to be held on 15
th
May 2014 at Marriott Hotel, Karachi,
Pakistan.
In today’s globalized business environment, organizations are cultivating and accumulating human,
organizational, and social capital as a means of gaining sustainable competitive advantages in order to respond
to the critical business challenges that they face. Many managers and organizations are now coming to terms
with the fact that human resources (HR) can play an important role in the company’s core and distinctive
competencies. Although managers and organizations recognize the importance of the effectiveness of
managing human capital, firms are yet to understand the process that leads to the appropriate implementation
of HR policies and practices.
CEO tenure continues to shrink, with two out of every five new CEOs failing in their first 18 months, it has
become absolutely critical for companies to cultivate internal candidates for top positions. Yet corporations are
beginning to realise that once executive succession pipelines are broken it will adversely affect their ability to
identify and nurture future leaders.
Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the recent
economic downturn we have experienced a short ceasefire in the war for talent, but we’re all seeing new
pressures put on the talent running our organizations including in Pakistan and across Asia Pacific.
Are today’s leaders able to do more with less? The A-players can, and there should be a strategic emphasis on
keeping those leaders—and developing their successors. Many organizations are reducing their workforces,
but let’s be careful not to cut so deep that talent is scarce when the economy rebounds. The idea of managing
talent is not new. Four or five decades ago, it was viewed as a peripheral responsibility best relegated to the
personnel department. Now, talent management is an organizational function that is taken far more seriously.
As part of the preparation for the workshop, kindly review the accompanying set of Readings related to
the theme of the workshop specifically on Talent Management & Succession Planning. Please bring along
these set of Readings to the workshop.
Finally, it is our hope that the workshop will be a rewarding and useful experience for you, and application to
your workplace.
Thank you and we look forward to meeting you personally on 15 May 2014.
Your Master Facilitator
Prof Sattar Bawany
CEO, Centre for Executive Education, CEE Global
C-Suite Master Executive Coach, EDA Asia Pacific
Strategic Advisor & Master Facilitator, IPMA Asia Pacific
Senior Advisor, Corporate Learning Solutions
Email: sattar.bawany@cee-global.com
LinkedIn: www.linkedin.com/in/bawany

www.cee-global.com
WINNING THE WAR FOR TALENT 2.0
Talent management consisting of talent planning and development is a relatively
new concept, only emerging in the 2000s. It derives from the phrase ‘the war for
talent’, which originated in the late 1990s from the research by global management
consulting firm, McKinsey & Co as a means of highlighting the problems that
organizations were having in attracting and retaining talented people1
.
Companies that adopt a “talent war” mindset may place too much value on
outsiders and downplay the talent already in the company. The approach should be
one that emphasizes the ability of everyone to succeed and thereby ‘achieve extraordinary results with ordinary
people.
In 1997, a groundbreaking McKinsey study exposed the "war for talent" as a strategic business challenge and
a critical driver of corporate performance. Then, when the dot-com bubble burst and the economy cooled,
many assumed the war for talent was over. It's not.
Now the authors of the original study reveal that, because of enduring economic and
social forces, the war for talent will persist for the next two decades. McKinsey &
Company consultants Ed Michaels, Helen Handfield-Jones, and Beth Axelrod argue
that winning the war for leadership talent is about much more than frenzied recruiting
tactics. It's about the timeless principles of attracting, developing, and retaining highly
talented managers - applied in bold new ways. And it's about recognizing the strategic
importance of human capital because of the enormous value that better talent
creates2
.
Fortified by five years of in-depth research on how companies manage leadership
talent - including surveys of 13,000 executives at more than 120 companies and case
studies of 27 leading companies - the authors propose a fundamentally new approach
to talent management. They describe how to: create a winning EVP (employee
value proposition) that will make your company uniquely attractive to talent; move beyond recruiting hype to
build a long-term recruiting strategy; use job experiences, coaching, and mentoring to cultivate the
potential in managers; and, strengthen your talent pool by investing in A players, developing B players, and
acting decisively on C players.
Central to this approach is a pervasive talent mindset - a deep conviction shared by leaders throughout the
company that competitive advantage comes from having better talent at all levels. Using practical examples
from companies such as GE, The Home Depot, PerkinElmer, Amgen, and Enron, the authors outline five
imperatives that every leader - from CEO to unit manager - must act on to build a stronger talent pool. Written
by recognized authorities on the topic, this is the definitive strategic guide on how to win the war for talent.
In today’s tight labor market, companies are facing intense competition for talent – and are giving increased
attention to ways to retain talent rather than rely on costly replacement and retraining. Retention of talent with
critical skill sets is vital for achievement of business growth and to build organizational competencies, which
represent a competitive advantage. The loss of needed talent is costly because of the resultant bidding up of
market salaries for experienced hires to replace them, the costs of recruiting and assimilating new talent, the
lost investment in talent development, and the hidden costs of lost productivity, lost sales opportunities, and
strained customer relationships.
Can companies win the “war for talent”? Will we be able to define and implement a retention strategy that will
1 Research by McKinsey & Co. www.mckinsey.com/insights and published in a book “The War for Talent” by Ed Michaels, Helen Handfield-Jones, Beth Axelrod, Harvard Business Press,
2001 (ISBN: 9781578514595)
2 Ed Michaels, Helen Handfield-Jones, Beth Axelrod, “The War for Talent” Harvard Business Press, 2001 (ISBN: 9781578514595)

www.cee-global.com
give us the stable, committed, capable workforce required to achieve a competitive business advantage?
Consulting firm and research organization reports, published books and articles, and internal company
retention studies suggest that everyone is following the same overall plan. How will this approach give a
company an edge?
Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization,
in the first- to midlevel leadership ranks, and at the front lines.
Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the current
economic downturn we may experience a short ceasefire in the war for talent, but we’re all seeing new
pressures put on the talent running our organizations.
The supply of leadership talent is critical to any organization’s prosperity and is, therefore, a central element of
talent management. The increasing trend of growing leaders from within is based on a dawning realization
that a popular alternative for acquiring talent—poaching key people from competitors—ultimately leads to
frustration. Outstanding leaders who can ‘ramp up’ quickly are hard to find, increasingly expensive, and even
when successfully recruited, tend to move from company to company. So the best approach, usually, is to
develop systems and processes to identify available leadership talent.
Many studies have shown that an important factor for commitment and retention is the effectiveness of
immediate management. Employees say it is an important element of the work environment; research shows it
highly correlated with commitment and retention scores, and employees cite poor management as a key reason
for leaving a company. Accordingly, there have been many books focused on manager effectiveness. One big
seller was First, Break all the Rules, reporting on the Gallup Organization’s findings and recommendations for
better management of people.
So, what do we mean by talent management? In the broadest possible terms, it is the strategic and tactical
management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is
available to align the right people with the right jobs at the right time based on strategic business objectives.
The term “talent management” is often used to denote e-recruitment and automated applicant tracking
systems. This emphasis on staffing and recruiting is more appropriately called the talent acquisition phase of
the talent management cycle (see Figure 1), an important but preliminary step in the overall process.
Figure 1: CEE Talent Management Cycle

www.cee-global.com
The CEE Talent Management Cycle includes the proactive analysis and planning to assure long-term
strategic development and deployment of critical leadership and other resources through systematic
identification, assessment, planning, and developmental action
3
.
Talent Management Cycle is composed of several essential elements:
1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding
support for them to accelerate their assimilation into their roles.
2. Talent Development: Developing and executing learning and development programs, processes &
assessment tools to grow current and future leaders
3. Performance Management: The process of creating a work environment in which people can perform to
the best of their abilities.
4. Succession Planning: This is critical towards developing a leadership pipeline or assuring near-term
leadership continuity by thoughtful consideration of the availability, readiness, and development of internal
talent (including High Potentials) to assume critical “priority” leadership roles.
5. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and
reduce attrition as well as to enhance retention.
6. Organizational Results: Achieving favourable and desired results is obviously the ultimate outcome
expected out of any effective integrated talent management system. However, it is a lagging indicator and
business leaders will have to focus on the organisational climate which will have an impact on the other
elements of the Integrated Talent Management Framework as explained earlier. The flow of effective
communication and the systems of recognition and rewards are integral parts of the climate which influence
the talent’s performance effecting productivity, creativity and in driving results with the right impact. The
climate is impacted by a values-driven leadership team.
3 Source: Sattar Bawany, "How Singapore firms can win the war for talent" published by Singapore Business Review on 5 September 2013.

www.cee-global.com
APPENDIX I: RECOMMENDED READINGS & VIDEOS
1) Bawany, S (2013)) "How Singapore firms can win the war for talent" published by Singapore Business
Review on 5 September 2013. http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-
talent
2) Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, First
Published on 12 February 2013
3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing
LLP, Singapore. E-copy of the Chapter is available as a download from: http://www.cee-
global.com/6/publication
4) Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose,
Nicholas Brearly.
5) CEE Listing of Published Articles on Talent Management and Leadership Effectiveness:
http://www.cee-global.com/6/publication
6) CEE Past Speaking Engagement Presentations on Talent Management and Leadership Effectiveness:
http://www.cee-global.com/7/speaking_engagements
1) GE Talent Machine: The Making of a CEO – Interview with Jeff Immelt and Jack Welch
http://www.youtube.com/watch?v=CCVy7OxThGo
2) The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach :
http://www.youtube.com/watch?v=G9ElB4RILm0
3) Talent Management Summit: Leading and Engaging a Multigenerational Workforce :
http://www.youtube.com/watch?v=BiCJ3s7mRSo
4) Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:
http://www.youtube.com/watch?v=jZ6_-WhjT8I
5) TED Talk by Simon Sinek on Inspiring Leadership & Engagement Talent:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

www.cee-global.com
APPENDIX II: CORPORATE PROFILE OF CEE AND STRATEGIC PARTNER, LMG
About Centre for Executive Education (CEE Global)
The Centre for Executive Education (CEE) is a premier network for established human resource development
and consulting firms around the globe which partners with our client to design solutions for leaders at all levels
who will navigate the firm through tomorrow's business challenges. CEE has established strategic partnerships
with International Professional Managers Association (IPMA) and Executive Development Associates (EDA) as
well as a network of Affiliate Partners across the globe.
CEE faculty, consultants and executive coaches headed by our founder & CEO, Prof Sattar Bawany, are highly
credentialed with extensive experience to help managers and executives who are being positioned for future
career growth. They are authors, leaders, and each possesses an enormous passion for the success and
growth that executive development and coaching can bring to our participants.
CEE suite of executive development programs includes management & leadership development, executive
coaching, CEO and board mentoring and advisory services. CEE together with our Strategic and Affiliate
Partners helps corporate leaders and small business owners optimize their performance and accomplish their
business and professional objectives. To maintain competitive advantage and sustain success in a fast-
changing business environment, we believe organizations must identify, nurture, and prepare the next
generation of high-performance leaders for excellence. To this end, our programs are designed to equip these
leaders to support growth, execute change, and develop people to build high performance organizations –
leading to increased productivity, exceptional business results, and greater profitability.
CEE Value Proposition
CEE collaborates with clients, adapting various organizational development approaches to their specific
business contexts. We design and implement tailor-made learning and organisational development strategies
that greatly improve our client's performance, increase market value and enhance organisational capability.
We develop insight into what drives value creation and competitive advantage in our clients' businesses. Then,
we work closely with our clients to convert insight into concrete strategies and tactics. The implementation of
insight has high impact in the form of value created for our clients. When we deliver impact repeatedly, we earn
their trust and build lasting relationships that serve as a platform for deeper insight and ever-greater impact.
CEE global network of talent management and leadership development consultants and executive coaches has
a strong commitment to partner with our clients and participants towards achieving their success.
Finally, as CEE is a global partnership and network of established human resource development and consulting
firms around the globe, we offer executive development programs that our clients want in geographic locations
where their do business. Clients tell us their needs, priorities and concerns and we provide cutting edge
executive development solutions and the turnaround time in program development is very fast to ensure CEE
programs are always current.
About Learning Minds! Group
Learning Minds! Group works for "promoting learning, no matter what!" Powered by the desire to revolutionize
the training landscape of Pakistan, the team at Learning Minds Group (LMG) has constantly endeavored to
cultivate the passion for learning among their clients and participants. Yet, with the aim to strive for excellence
in training and Organizational development solutions, LMG always aims to achieve positive change and process
improvement in its core functions. The passion for learning and self-improvement stays ignited at LMG, and the
same culture is promoted in all our trainings and solutions.

www.cee-global.com
APPENDIX III: MASTER FACILITATOR’S PROFILE – PROF SATTAR BAWANY
Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive
Education (CEE Global).
Prof Bawany is also concurrently the Strategic Advisor & Member of International
Professional Managers Association (IPMA) Board of Trustees and Governing
Council.
He is also the Managing Director as well as Master Executive Coach & Facilitator
with Executive Development Associates (EDA) Asia Pacific.
Prof Bawany is an Adjunct Faculty of Harvard Business Publishing Corporate
Learning who partners with clients to create world-class leadership development
solutions for managers at all levels in global organizations and governments.
He is a member of the Duke Corporate Education (CE) Global Learning Resource Network (GLRN). The
Financial Times and Business Week continue to rate Duke CE as the world’s #1 provider of customized
corporate education services.
Prof Bawany is also a member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Human
Capital and Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional
organizations. He was the immediate Past Co-Chair of the Human Capital Committee of the American Chamber
of Commerce in Singapore (AmCham Singapore).
He has over 25 years’ international business management experience, including 15 years in executive
coaching, group facilitation, and leadership development and training with global management consulting firms.
In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent academic
experience as an Adjunct Professor teaching senior executives international business strategies and human
resource courses at various leading universities. He is currently the Adjunct Professor of Strategy with the Paris
Graduate School of Management (PGSM).
He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the following
themes: Talent Management; Executive Leadership Development, Employee Engagement and Managing
across Generational Gap, Strategic Human Resource Management, and Talent Management & Succession
Planning. He is an accomplished Author with a Chapter on “Maximizing the Potential of Future Leader” in the
Book “Coaching in Asia the First Decade”. He has published articles on topics such as Talent Management,
Leadership Effectiveness, Strategic HR/OD, Career Management and Executive Coaching in the “The Straits’
Times”, “Singapore Business Review”, “Today’s Manager” and “Human Capital” magazine. He has also
appeared regularly on MediaCorp’s Radio’s 93.8FM Live as a studio guest.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is
on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute
of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and
the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the
International Coaching Federation (ICF) and International Association of Coaching (IAC).
He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate with
his audiences and to make workplace learning a fun and pleasurable experience. Married with 2 children, he
believes strongly in work-life balance and is highly dedicated and committed to achieving his goals.
Contact Details: Email: sattar.bawany@cee-global.com LinkedIn: www.linkedin.com/bawany

www.cee-global.com
PRE-READING OF
SELECTED ARTICLES OF
ON TALENT MANAGEMENT

Fish Bowls and
Talent PoolsJulie Winkle Giulioni
01.2014Vol.2 No.1
Presented By
$9.99 a month
2207
Purpose Revived
By Brian Mohr
Ask Yourself and Your
Employees the Most Im-
portant Question of All.
Fish Bowls and Talent
Pools
By Julie Winkle Giulioni
Talent Benchstrength
By Doris Sims
The Talent Questions
Every Board of Directors
Should Ask.
The Advantages of Differ-
entiated Compensation
By Anke Mogannam
3326

Features
TALENT MANAGEMENT
7 Talent Benchstrength
Doris Sims
9 Succession Planning
Eric Kilponen
10 Talent Mindset
Jan Hills
11 Sourcing Talent
Ken Keis
13 Flying Talent
Maite Barón
14 Human Capital and
Talent Management
Terry Booysen & Dr Dicky Els
16 Measuring Recruiting
QUALITY
Nick Tubach
17 Winning The War For
Talent 2.0
Sattar Bawany
18 Ask, Listen, Involve
Robin Guarnieri
19 Sucession Planning
Sonalee Arvind
PERFORMANCE
MANAGEMENT
20 Training ReLoaded
Arupa Tesolin
22 Purpose Revived
Brian Mohr
23 Performance
Reviews
Dave Rietsema
24 How Managers Can
Help Their Employees
Write Great
Self-appraisals
Dominique Jones
25 The Five Biggest
Mistakes Managers
Make in Recognizing
their Employees
John Schaefer
26 Fish Bowls and
Talent Pools
Julie Winkle Giulioni
27 Four Ways To Get Your
Employees To Care Like
Owners
Louis Effron
28 Managers Taking on
Front Line HR
Management
Margot Uson
31 Forced Ranking
Performance Appraisal
Method
Pawan Alamchandani
32 Goal Alignment
Steven Hunt
COMPENSATION
MANAGEMENT
33 The Advantages of
Differentiated
Compensation
Anke Mogannam
34 War For Talent
Ian Dunnington
35 Sales Compensation
Report Card
Joseph Di Misa
36 The Psychology of
Managing
Compensation
Karen D. Sacdalan
12.2013Vol.2 No.1
Presented By
$9.99 a month
2207
Purpose Revived
By Brian Mohr
Ask Yourself and Your
Employees the Most Im-
portant Question of All.
Fish Bowls and Talent
Pools
By Julie Winkle Giulioni
Talent Benchstrength
By Doris Sims
The Talent Questions
Every Board of Directors
Should Ask.
The Advantages of Differ-
entiated Compensation
By Anke Mogannam
3326
Fish Bowls and Talent Pools
When I was a kid, our community hosted a carnival each fall. Every year, either my brother or I won a
goldfish by sinking a ping pong ball into a tiny cup. PG.26

17Talent Management excellence essentials presented by HR.com | 01.2014
By Sattar Bawany
In ASIA Pacific Region.
Winning The War For Talent 2.0 Interactive
In 1997, a groundbreaking McKinsey study exposed the
“war for talent” as a strategic business challenge and a criti-
cal driver of corporate performance. Then, when the dot-com
bubble burst and the economy cooled, many assumed the war
for talent was over. It’s not.
Subsequently in 2001, the authors
of the original study revealed that,
because of enduring economic and
social forces, the war for talent will
persist for the next two decades. McK-
insey & Company consultants Ed
Michaels, Helen Handfield-Jones, and
Beth Axelrod argued that winning the
war for leadership talent is all about
much more than frenzied recruiting
tactics. It’s about the timeless prin-
ciples of attracting, developing, and
retaining highly talented managers
- applied in bold new ways. And it’s about recognizing the
strategic importance of human capital because of the enormous
value that better talent creates
The outcome of the study is applicable to many companies
operating in Asia Pacific markets as it was fortified by five years
of in-depth research on how companies manage leadership talent
- including surveys of 13,000 executives at more than 120 com-
panies and case studies of 27 leading companies - the authors
propose a fundamentally new approach to talent management.
They describe how to: create a winning EVP (employee value
proposition) that will make your company uniquely attractive
to talent; move beyond recruiting hype to build a long-term re-
cruiting strategy; use job experiences, coaching, and mentoring
to cultivate the potential in managers; and, strengthen your
talent pool by investing in A players, developing B players, and
acting decisively on C players.
Central to this approach is a pervasive talent mindset - a
deep conviction shared by leaders throughout the company
that competitive advantage comes from having better talent at
all levels. Using practical examples from companies such as GE,
The Home Depot, PerkinElmer, Amgen, and Enron, the authors
outline five imperatives that every leader - from CEO to unit
manager - must act on to build a stronger talent pool. Written
by recognized authorities on the topic, this is the definitive
strategic guide on how to win the war for talent.
Today’s Context in Asia Pacific Region
In today’s tight labor market in fast growing Asia Pacific region,
companies are facing intense competition for talent – and are
giving increased attention to ways to retain talent rather than
rely on costly replacement and retraining. Retention of talent
with critical skill sets is vital for achievement of business growth
and to build organizational competencies, which represent a
competitive advantage. The loss of needed talent is costly because
of the resultant bidding up of market salaries for experienced
hires to replace them, the costs of recruiting and assimilating
new talent, the lost investment in talent development, and the
hidden costs of lost productivity, lost sales opportunities, and
strained customer relationships.
Can companies win the “war for talent”? Will we be able
to define and implement a retention strategy that will give us
the stable, committed, capable workforce required to achieve a
competitive business advantage? Consulting firm and research
organization reports, published books and articles, and internal
company retention studies suggest that everyone is following
the same overall plan. How will this approach give a company
an edge?
Few, if any, organizations today have an adequate supply of
talent. Gaps exist at the top of the organization, in the first- to
midlevel leadership ranks, and at the front lines.
Talent is an increasingly scarce resource, so it must be managed
to the fullest effect. During the current economic downturn we
may experience a short ceasefire in the war for talent, but we’re all
seeing new pressures put on the talent running our organizations.
Are today’s leaders able to do more with less? The A-players
can, and there should be a strategic emphasis on keeping those
leaders—and developing their successors. Many organizations
are reducing their workforces, but let’s be careful not to cut so
deep that talent is scarce when the economy rebounds.
The supply of leadership talent is critical to any organization’s
prosperity and is, therefore, a central element of talent manage-
ment. The increasing trend of growing leaders from within is
based on a dawning realization that a popular alternative for
acquiring talent—poaching key people from competitors—ulti-
mately leads to frustration. Outstanding leaders who can ‘ramp
up’ quickly are hard to find, increasingly expensive, and even
when successfully recruited, tend to move from company to
company. So the best approach, usually, is to develop systems
and processes to identify available leadership talent.
Many studies have shown that an important factor for com-
mitment and retention is the effectiveness of immediate man-
agement. Employees say it is an important element of the
work environment; research shows it highly correlated with
commitment and retention scores, and employees cite poor
management as a key reason for leaving a company. Accordingly,
there have been many books focused on manager effectiveness.
One big seller was First, Break all the Rules, reporting on the
Gallup Organization’s findings and recommendations for better
management of people.
Integrated Talent Management System
So, what do we mean by talent management? In the broadest
possible terms, it is the strategic and tactical management of
the flow of talent through an organization. Its purpose is to
assure that the supply of talent is available to align the right
people with the right jobs at the right time based on strategic

Talent Management excellence essentials presented by HR.com | 01.2014
18
business objectives. The term “talent management” is often
used to denote e-recruitment and automated applicant track-
ing systems. This emphasis on staffing and recruiting is more
appropriately called the talent acquisition phase of the talent
management cycle (see Figure 1), an important but preliminary
step in the overall process.
Figure 1: CEE Talent Management Cycle
Vision, Mission, Strategy and Values
The Talent Management Cycle includes the proactive analysis and
planning to assure long-term strategic development and deploy-
ment of critical leadership and other resources through systematic
identification, assessment, planning, and developmental action.
Talent Management Cycle is composed of several essential elements:
1. Talent Acquisition: Proactively recruiting world-class, diverse
leadership talent and providing on-boarding support for them to ac-
celerate their assimilation into their roles.
2. Talent Development: Developing and executing learning and
development programs, processes & assessment tools to grow current
and future leaders
3. Performance Management: The process of creating a work
environment in which people can perform to the best of their abilities.
4. Succession Planning: This is critical towards developing a
leadership pipeline or assuring near-term leadership continuity by
thoughtful consideration of the availability, readiness, and develop-
ment of internal talent (including High Potentials) to assume critical
“priority” leadership roles.
5. Organizational Results: Achieving favorable and desired results
is obviously the ultimate outcome expected out of any effective inte-
grated talent management system. However it is a lagging indicator
and business leaders will have to focus on the organizational climate
which will have an impact on the other elements of Talent Manage-
ment Cycle as explained earlier. The flow of effective communication
and the systems of recognition and rewards are integral part of the
climate which influences the talent’s performance effecting productiv-
ity, creativity and in driving results with the right impact. The climate
is impacted by a values-driven leadership team. ITM
Prof Sattar Bawany s the CEO of Centre for Executive Education (CEE
Global), Managing Director of Executive Development Associates in Asia
Pacific and Strategic Advisor of IPMA in Asia Pacific.
Email attar.bawany@cee-global.com.
Visit www.cee-global.com.
There’s an old adage from business writer and former man-
agement professor Michael LeBoeuf that, “what gets measured
gets done.” Yet for many companies, the quest to measure em-
ployee engagement isn’t reaping the expected outcomes. In
fact, avast majority of North Americancompanies may find
employees planning to pursue new job opportunities in 2014.
According to a recent onlinepoll by Right Management,83%
of 900 employees who responded indicated they intend to ac-
tively seek a new position in the New Year.With an improving
labor market and employee satisfaction continuing its down-
ward trend, employee engagement should be a top concern for
companies who want to keep their best talent.
Do you plan to pursue new job opportunities in 2014?
2013 2012 2011 2010 2009
Yes, I intend to
actively seek a new
position.
83% 86% 84% 84% 60%
Maybe, so I’m net-
working.
9% 8% 9% 8% 21%
Not likely, but I’ve
updated my resume.
3% 1% 2% 3% 6%
No, I intend to stay
in current position.
5% 5% 5% 5% 13%
High employee dissatisfaction has a ripple effect that can
hurt the bottom line, disrupt productivity and damage morale.
While many companies focus on measuring engagement, few
have a true pulse on the significant value an engaged workforce
provides. Even fewer are taking the necessary action for driving
sustainable change and ensuring a return on their investment.
In fact, results of a recent Right Management global survey
on the effectiveness of employee engagement shows a majority
(56%) of the human resources managers who responded con-
cedingthat their organization’s employee engagement efforts
fell short in driving bottom-line business objectives.
At the same time, we are in a new Human Age where compa-
nies continue to navigate the growth of emerging markets, the
Optimize Employee Engagement to Retain
Key Talent and Drive Higher Performance.
By Robin Guarnieri
Ask, Listen, Involve
Interactive
Winning The War For Talent 2.0

Management
www.ft.lk
THURSDAY JANUARY 17, 2013
14
By Shabiya Ali Ahlam
Q:You conducted a CIMA master-
course on ‘Leveraging on a wider
generation.’ This has both challenges
as well as opportunities. What are the
prevailing challenges in that area?
A:When discussing leveraging on a
wider generation, we are talking
about leading and managing a multi gen-
eration workforce which includes the tra-
ditional baby boomers and Generations
X, Y and Z. In terms of the disparity due
to the different age expiration, different
value systems and different career aspi-
rations, there is a chance of potential
conflict since the ways and means of com-
munication is different from one group to
another.
When you look at people in Generation Y
who are very intrigued with social media,
they are used to using comprehensive elec-
tronic communication methods while the
baby boomers communicate in the old tra-
ditional ways. Generation Y expects situa-
tions to happen fast and immediately and
anticipate instant gratification.
What it means is that a situation arises
where managers are not able to deal with
the communication conflict. The challenge
there is removing the communication con-
flict that prevails among the diverse gen-
eration workgroup.
The opportunity there is that when
you are able to engage and pull through
the differences well, you are able to have
a cohesive and productive team working
together while at the same time producing
better results in the working environment.
It is the role of the leader to communicate
effectively to each of the groups of differ-
ent ages and generation types.
Q:Can you stress more on the
opportunities that lie there?
A:For example, looking at Generation
Y, there lean more towards the use
of latest state-of-the-art technology. On
recognising this, you can leverage on
their expertise and have them extremely
involved in functions of the company. For
instance, they can be spokespeople and
brand ambassadors of companies as they
can communicate the company’s value
proposition effectively through social
media networks.
Each company has what you call a value
proposition. Basically why should some-
one join organisations like John Keells,
MAS Holdings or Hayleys? Generation
Y understands technology very well and
they are able to communicate, broadcast
and make known the working environ-
ment and opportunities of being with the
company. This is just one advantage of
having younger generations as spokes-
people as they are recognised as effective
communicators.
There is a concept called reverse men-
toring. This is where the younger group
of employees who are intimidated by
technology communicates to the manage-
ment of the organisation certain aspects
that they find difficult to master. For
example, Nestle wanted to know what
the younger population’s preferences are
and wanted to get a good insight into the
target group’s physiology and consumer
behaviour trends.
If you are trying to sell and make prod-
ucts that are for younger generation, you
should speak to the younger generation.
If you have employees who are young,
they can provide insights into their gen-
eration’s preferences. An organisation
can depend on that to develop strate-
gies on marketing and in other areas
when catering to that target group. In a
nutshell, reverse mentoring, employee
value proposition and branding are a few
opportunities leveraging brings in.
The other opportunity it provides is to
look at the strength of each generation.
For example, as you look at Generation
X, they are very intrigued on working col-
laboration. Interestingly, Generation Y
is closer to the baby boomer generation
because the parents of Generation Y are
mostly from the baby boomer segment,
so the opportunity is that you can form
a very collaborative workplace environ-
ment with baby boomers as mentors and
supervisors for Generation Y.
The HR director or manager can actu-
ally assign the two generations to work
together. It is also advantageous to the
organisation to be able to provide col-
laborative team projects. Unfortunately,
Generation X is perceived to have a ‘know
it all’ attitude which is a misconception.
The generation wants freedom, wants to
be able to change jobs as and when they
please, while for Generation Y, work has
less meaning to them.
This can be explained better through
an example. Companies that believe in
CSR want to contribute to the society.
Generation Y loves a company that has
a socially responsible policy and they
want to able to effectively contribute
to the company. They want to be more
engaged and with that, they will be more
productive. But one has to be careful with
Generation Y as they do not want to be
told what to do: they want flexibility.
Generation X is more about following
the ‘do it my way’ strategy. Generation Y
looks for involvement and their relation-
ship with their boss in more important
to then when compared to Generation X
which puts more importance on finan-
cial gain and compensation.
There is are a lot of differences and a
good manager should understand this
diversity and take the opportunity to
make matters more productive.
Q:So basically, you cannot apply
one set strategy when it comes
to managing generation diversity in
the workforce?
A:Exactly. You need to look at what
the different aspirations are in
each group and then look at how you can
provide a strategy to enhance the pro-
ductivity of the group. Customisation is
necessary and the management should
look into different value systems and
strengths of the generations.
Q:At the directors’ forum, the
topic ‘Intellectual capital, a
strategic difference’ was discussed.
Tell us about the prevailing situation
in South Asia in that scenario.
A:Intellectual talent is literally about
the war of talent.
One should be very spe-
cific on how one could win
the war of talent. It’s about
retaining and recruiting
the right people and talent
for the job to help in the
execution of strategies. It
is about defining recruit-
ing, retaining and devel-
oping of talent to help you
reach the set goals through
proper execution. That is
about control and how you
are able to get the most
out of it, while creating
sustainable competitive
advantage.
We are talking about
multigenerational talent as
well. Looking at different
age groups in the organi-
sation, it is important how
you identify the right talent
and most importantly the
right potential. We are talk-
ing about future leaders.
How do you develop future
leaders? We should define
the group of people who we
can invest in over a period of time, allow-
ing a smooth transition for them to take
over the leadership position one day.
In South Asia, we have a shortage of
talent and we have the older generation
retiring. We have an influx of the young-
er generation so how can you prepare the
younger crowd to swiftly take on the role
of leadership? They are inexperienced,
eager and excited to play the role but how
can we prepare Generations X and Y to
assume the role of leadership when the
baby boomers retire? These are aspects
that need to be looked into.
Q:Certain research studies have
explored the option of recruit-
ing known persons with known tal-
ents rather than taking in unknown
people with unknown talents. This
is nepotism and cronyism to some
degree and is against the ethics of
HR. What is your opinion on that?
A:Unfortunately it is a reality, in
countries even like the US, UK and
other developed nations – people tend to
bring in individuals and former asso-
ciates that they know and are familiar
with. To me, that is not correct. To me,
you should hire people with the right set
of skills needed for the job waiting to be
taken up.
It should never be a policy to look for
someone who you know. Logically it is
correct, play it safe by recruiting who you
know rather than experimenting with an
unknown person. However, by doing this,
you will be missing out on better talents
out there. It is about being fair and follow-
ing good HR practices that are healthy for
an organisation. It is important to give
everyone an equal opportunity and based
on that, may the best talent get the job! It
is the best practice to follow irrespective
of age and gender.
Q:What are the challenges you
think organisations face when
trying to retain their ‘skilled’ employ-
ees, and does it eventually tax them?
A:It is a challenge. When you have
proven yourself to have high poten-
tial and when you have a high demand in
the job market, the organisation wants to
keep you and competitors want to employ
you. For this purpose, leaders have to
understand who the people with high
potential are, identify them early on and
engage them.
Let them know that they are valued
and acknowledge their talents while let-
ting them know that you are interested
in investing in them to enhance their tal-
ents and skills. They should be able to see
a career progression. You have to make
it clear that you want them. Having said
that, there is the pull factor where com-
petitors might offer opportunities with
better salaries, benefits and a better posi-
tion in their organisations.
It is the responsibility of business lead-
ers to invest time to develop their star
employees’ talents. This will not tax an
organisation ever as when retaining high
skilled and exceptional performers, due
to their contribution made, the return the
organisation would make is three or four
times the investment.
Q:Singapore is a role model coun-
try for economies like Sri Lanka.
What best practices we can bring from
there to here?
A:Sri Lanka is a small nation with
a small population and therefore
human capital is limited and scarce.
Extremely talented individuals are lim-
ited. The war for talent is not intense. If
you ask me what to learn from Singapore,
I would say two things: one is to have the
desire to invest in and develop human
capital, both from the side of the govern-
ment as well as from the side of private
institutions.
In Singapore, the government provides
incentives to train employees. They give
tax breaks and training
grants. Private companies
are involved in training and
developing while provid-
ing opportunities for indi-
viduals to go out to learn
and then they welcome
them come back. Many
Singaporean companies
offer flexible workplace
arrangements, for example
they do not enforce a 9 a.m.
to 5 p.m. work period. They
encourage working from
home and also encourage
mothers on materiality
leave to return to the com-
pany by giving them work-
ing flexibility. These strate-
gies have proven to be suc-
cessful and help boost the
economy.
The other learning is to
bring in fair employment
practices and Singapore is
gaining ground in this area.
We have an ageing popula-
tion in Singapore and we
do not want to discriminate
the elderly. We want to give
the older population an opportunity to
continue working. These practices could
be considered in Sri Lanka.
Q:In Singapore, the public and pri-
vate sector works hand-in-hand,
but in Sri Lanka we see a notable dis-
tance between the two. How do you
suggest Sri Lanka minimise this gap
and help boost the economy?
A:It is a little difficult to comment
on Sri Lanka. In Singapore, the
government emphasises the importance
of productivity and the importance of
investing in people and human capital.
We are small, we want to be able to invest
in people’s talent and provide organisa-
tions with the means to train people and
keep them employed within the country.
One good example is that the
Singaporean government provides an
absentee payroll for employees who go on
training. When you go on training, you
are actually up-scaling your productivity
and skills from which the organisation is
also going to benefit. For this, the govern-
ment will pay your company an incentive
for you being absent from work.
The Work Force Development Agency
of Singapore offers such incentives to the
private sector, acknowledging their con-
tribution to the economy of the country.
Sri Lanka should consider such meth-
ods as public and private partnership is
very important. The Government should
acknowledge the fact that the perform-
ance of all organisations contribute to
the performance of the economy. The
public and the private sectors should
work closely for the benefit of the nation.
Q:Given that this is your first visit
to Sri Lanka, what will be tak-
ing back with you to Singapore from
here?
A:I think my dialogue at the sessions
with managers as well as CEOs was
a productive one. My observations are
that people in Sri Lanka are very bright
and are very eager to engage in learning.
The senior leaders indeed are very expe-
rienced.
Q:Do you see yourself visiting Sri
Lanka again?
A:I certainly hope so. CIMA has
invited me for the conference that
is scheduled to take place in July and I
am thinking about it. I most likely will be
coming down again, but it’s not certain.
Managing generation diversity and
acknowledging human capital in a workforceProfessor Sattar Bawany, the Master
Executive Coach and Facilitator
Managing Director for Executive
Development Associates Asia
Pacific and Strategic Advisor for the
International Professional Managers
Association was in Sri Lanka recently
to facilitate two mastercourse ses-
sions organised by CIMA Sri Lanka.
With over 25 years of international
business management experience,
including 15 years in executive
coaching, group facilitation, leader-
ship development and training with
global consultation firms, Bawaney
was impressed with the highly
experienced corporate leaders of Sri
Lanka and their willingness to learn
more despite their seniority.
Visiting Sri Lanka for the first time,
he suggested that Sri Lanka should
learn from other countries and revo-
lutionise the country’s way of doing
work. He has also been invited by
CIMA to be a part of the conference
that is scheduled to take place in July
this year.
Accommodating a slot into his tight
schedule, Professor Bawany, who is
also the adjunct Professor of Strategy
for the Paris Graduate School of
Management, spoke to the Daily
FT prior to taking off to Singapore.
Following are excerpts are from inter-
view:
If you are trying to sell
and make products that
are for younger generation,
you should speak to the
younger generation. If
you have employees
who are young, they can
provide insights into their
generation’s preferences.
An organisation can depend
on that to develop strategies
on marketing and in other
areas when catering to
that target group. In a
nutshell, reverse mentoring,
employee value proposition
and branding are a few
opportunities leveraging
brings in
Master Executive Coach and Facilitator Managing Director for Executive Development
Associates Asia Pacific and Strategic Advisor for the International Professional Managers
Association Professor Sattar Bawany – Pic by Sameera Wijesinghe

54 humanCapital I September > october 2007
Developing Leadership Pipeline for Succession
Planning through Transition Coaching
by Dr Sattar Bawany
C
EOs today face a stark dilemma when it comes to retaining
talent: “Do I give high-potential executives the rapid
promotions they expect and risk putting under-prepared
people in over-challenging jobs where they are likely to fail?”
or “Do I encourage them to gather more experience and risk losing them to
a competitor, leaving me struggling to find replacements?”
Today’s high-performers know their talents are in ever-shorter supply.
They also know that as organisations flatten, career paths are contracting.
They expect to reach the top faster than their predecessors, taking fewer jobs
along the way. If their current organisation cannot, or will not, offer frequent
and substantial promotions, they will look elsewhere.
In the hyper-competitive environment of today's global economy,
organisations must constantly adapt to and stay ahead of changing market
needs. Whether it is merger and acquisition, restructuring, promotion,
downsizing, on-boarding, role change or retirement, the transitions that
organisations and individuals go through are major investments and
demand high returns. However, few deliver the desired results. It's the
way these transitions are managed that determines whether the results are
enormous gains or significant losses.
Organisations move their leaders through positions of responsibility
and challenges to develop talent and ensure capability for the future. We
call these transitions “role to role” transitions, that is, a leader who is
successfully performing in one role takes on another role with different
responsibilities.
Successfully assuming a new leadership role is almost never easy. It
is more often challenging and daunting – regardless of the amount of
experience a leader may have.
Actions taken in the first few months of a leadership transition directly
impact a leader’s chances of success. Transitions can be times of both great
opportunity and great risk. Transitioning leaders often find the eyes of
superiors, colleagues, direct reports and even shareholders firmly fixed on their
first moves. Expectations are high. So what are the secrets of succeeding and
thriving in times of role transition, with so much at stake?
Why the need for a transition?
Human beings generally thrive on personal achievements. True leaders,
on the other hand, thrive on the achievements of their team members. A
successful transition to leadership means leaders must focus on developing
confidence in others and deriving satisfaction from their achievements.
Role-to-role transitions are critical to company performance. The
company needs leaders to execute to meet objectives and has bet that
internal candidates are better value at less risk. Transitions, whether
planned in conjunction with a succession planning/performance
management process or as business events arise, are also important
for fulfilling career ambitions and leaders’ need for growth; successful
transitions ensure future capability.
What are the challenges leaders in transition faces?
The specific challenges facing new leaders depend on the types of transitions
they are experiencing. Leaders who have been hired from the outside
(on-boarding) confront the need to adapt to new business models and
organisational cultures, and to build supportive networks of relationships. For
those who have been promoted (role-to-role transitions), the challenges lie
in understanding and developing the competencies required to be successful
at the new level. So, it is essential to carefully diagnose the situation and craft
transition strategies accordingly.
What are the major pitfalls?
The biggest trap new leaders fall into is to believe that they will continue
to be successful by doing what has made them successful in the past.
There is an old saying, "To a person who has a hammer, everything looks
like a nail." New leaders should focus first on discovering what it will
take to be successful in the new role, then discipline themselves to do the
things that don't come naturally if the situation demands it.
New leaders are expected to “hit the ground running”. They must
produce results quickly while simultaneously assimilating into the
organisation. The result is that a large number of newly recruited or
promoted managers fail within the first year of starting new jobs.
With over 40 years of experience working with individuals and
organisations in transition, DBM executive coaching experience and
research indicates three areas where role-to-role transitions derail:
(1) The organisation lacks clarity on requirements of the role and what
leadership capabilities and values are best suited.
(2) The executive lacks readiness on one or several leadership dimensions,
such as capabilities to execute, understanding of priorities, ability to
forge alliances, etc.
(3) Individual expectations are not aligned with organisation goals; more
importantly, there is no dialogue to create alignment.
How to make the transition?
In order to successfully transition, leaders must engage in the company’s
corporate strategy and culture to accelerate productivity. Leaders must learn
to re-define their need for power and control. Team members normally value
a certain amount of freedom and autonomy. People want to influence the
events around them and not be controlled by an over-bearing leader. World-
class leaders delegate. They learn to trust, and give up some control. Leaders
Winning the War
for Talent:
VIEWPOINT

september > october 2007 I humanCapital 55
learn to live with the risks and knowledge that someone else may do things a
little differently. When leaders don’t empower and delegate, they can become
ineffective and overwhelmed. In turn, team members feel under-utilised and
therefore less motivated.
Leaders also learn to transition in other critical ways. The challenge
for leaders lies in balancing the needs of many stakeholders: owners,
employees, customers and community. Because of this challenge,
team members can feel alienated when unpopular decisions must be
made. Leadership can be hard. Sometimes a leader should make waves,
champion change and challenge people’s comfort zone. Leaders are guided
by standards, principles and core values. Leaders focus on what is right,
not who is right.
Leaders know they can’t make people happy. People have to take
ownership and control of their own happiness. Leaders concentrate on
shared interests and the team goal. Consequently, the driving force behind
a team is a leader who treats team members with respect, while keeping
the vision in mind.
When we think about leaders in transition, on-boarding and
assimilating leaders new to the organisation immediately comes to mind.
However, there are other situations where transitions coaching apply:
• With the looming talent shortage, many of our clients are focusing
on support for high potential leaders. While many organisations
have classroom-type programmes and action learning initiatives,
real-time post-programme support to ensure early success for these
leaders as they move into challenging new positions is increasingly
important.
• As globalisation, technology innovation and flatter organisational
structures reshape how we work, even experienced leaders can benefit
from transition coaching. The average leader’s tenure in a job is now
shorter – leaders may not be in their previous jobs long enough to
have developed the behavioural skills and effectiveness to take the
next step.
• Often during a merger, acquisition or restructuring, leaders may
assume roles in managing the organisation’s transition. Coaching
can help leaders in these situations stay “attuned” to critical
people challenges involved in integration, such as the cultural and
communications needs of employees.
What if there was a proven process to support new leaders in their role
while significantly increasing return on investment and ensuring a positive
economic impact for the organisation?
One such process is Transition Coaching®; a proven, integrated and
systematic process by DBM, which engages new leaders in the company’s
corporate strategy and culture to accelerate productivity.
The Transition Coaching Approach
DBM’s transition coaching solutions typically include four stages (see
Figure 1):
First, DBM works with the client organisation to define “mission-
critical” transition roles. This is a critical step in determining priorities for
executive coaching, the focus of coaching assignments and selecting and
matching executive coaches and clients. This review can cover positions
ranging from mid-level leaders to include the C-Suite.
Our engagement team uses a range of tools, including stakeholder
interviews, analysis of HR process and data, focus groups and so forth to:
• Define transition roles.
• Uncover the unique challenges for leaders in transition, specific to the
organisation.
In addition to mission-critical positions, a client organisation may use
transitions as a means of identifying and nurturing talent early. We
consult with the client on concepts that combine other forms of leadership
development with coaching that support this goal.
Second, we recommend solutions that – if implemented – will
accelerate leadership development and alignment with company objectives.
Our recommendations are targeted at the specific challenges of each type
of transition and level of leader. Along with these recommendations,
DBM provides examples of metrics for evaluating on-boarding outcomes
and success.
DBM can also partner with the organisation to implement solutions.
For example, DBM can develop customised action learning events to build
skills necessary for leadership success.
Third, using our extensive network of executive coaches, DBM
provides real-time support to individuals, from C-Suite to mid-level
leaders, as they make the transition. A leader’s preparation for entering
a new role can have significant impact on overall performance. Our
Setting
Expectations
Contracting For Success
DBM Coaching Process
Measuring Return
Organisation
DBM & Stakeholders define:
• The business context
• The client situation
• Coaching objectives and
measures of success
• Confidentiality
agreements
Client
• DBM recommends
coaches
• Client interviews
recommended coach(es)
• Client selects coach
• Coach and client contract
for success
• Client satisfaction/
feedback survey
• Coachee satisfaction/
feedback survey
• Evaluation of business
performance
Learning
Priorities
Establishing
Priorities &
Relationships
Focusing on
Objectives
Fig1: DBM Transition Coaching Approach

56 humanCapital I September > october 2007
VIEWPOINT
executive coaching programmes help leaders prepare for the transition
and come up the learning curve faster.
For other leaders, DBM coaching can supplement leadership
development programmes, whether internally developed or by DBM.
This one-to-one coaching facilitates self-awareness and results in
a personal development plan that can be used in conjunction with
performance reviews.
Fourth, at the C-Suite and senior levels, executives are usually
undertaking an organisation transition in their new role. Our
executive coaches have deep experience in helping executives develop,
communicate, and implement their vision and organisation change
agenda.Thisexpertiseinchange leadershipenables thecoached executive
to connect and enlist stakeholders in the leader’s business agenda.
In addition, DBM coaching faculty employ tested feedback processes
to ensure senior leaders can continually assess their effectiveness and take
self-correcting action.
At the mid-level, early feedback has significant impact on success.
DBM works with stakeholders to ensure mid-level executives not only
get receive feedback but have support in developing new skills. For cost-
effective development, DBM can offer additional leadership development
resources to support coaching programmes. These resources include
workshops and online learning.
As a standard practice, DBM conducts evaluations among leaders
who have been coached. These evaluations are designed to pinpoint
the impact of coaching in accelerating individual assimilation and
performance. In addition, DBM can conduct a second organisation
assessment, with the objective of identifying where the organisation has
made measurable improvement in transitioning executives and where
more work can be done.
DBM’s Executive Coaching Methodology
DBM utilises a proven four-step process (See Figure 2) that is firmly
grounded in leadership development best practices:
What are the skills required for leaders in transition?
Leaders must identify the right goals, develop and finetune a supporting
strategy, align the architecture of the organisation, and figure out what
projects to successfully pursue and accelerate productivity.
Leaders at all levels of the organisation must demonstrate a high
degree of emotional intelligence in their leadership role. Emotionally
intelligent leaders create an environment of positive morale and higher
productivity. The critical skills sets for leaders in transition include
possessing skills in relationship management, communication,
negotiation and conflict resolution.
Relationships are great sources of leverage. By building credibility
with influential players, leaders are better able to gain agreement on goals
and commitment to achieving those goals. As a new leader, relationship
management skills are critical as the leader is not the only one going
through a transition. To varying degrees, many different people – both
inside and outside the leader’s direct line of command – are affected by the
way he or she handles the new role.
But it is difficult to make everyone happy. Leaders should concentrate
on shared interests and the team goal. Ultimately, the driving force behind
a team is a leader who treats team members with respect, while keeping
the vision in mind.
The reality for leaders in transition is that relationships are great
sources of leverage. By building credibility with influential players, you
are better able to gain agreement on goals, and commitment to achieving
those goals.
Put another way, leaders negotiate their way to success in their
new roles.
Planning for Successful Leadership Transition
Studies have demonstrated that leaders who consistently outperform their
peers not only have the technical skills required, but more importantly,
have mastered most of the aspects of Emotional Intelligence (EI). The four
main areas of EI are: self-awareness, self-management, social awareness
and relationship management.
Many of the EI competencies are tightly related to one another,
and improving competency in one area will often positively affect
competency in another. Competence in each of these areas will help
anyone become better at working with people. Proficiency in certain sets
of these competencies will propel a leader and an organisation towards
greater productivity, greater satisfaction and increased profitability.
Leaders who build these relationship competencies find they have a
greater ability to improve their organisation's profitability, growth,
satisfaction, teamwork and vision.
EI involves the control of one’s emotions to fit a particular situation.
This is different from a purely rational or intellectual response to various
managementsituations. WhenaleaderhasahighEmotionalQuotient(EQ),
that person will react in a proper manner to the individuals in the situation,
as well as the situation itself. A person reacting with their Intelligence
Quotient (IQ) would simply react to the facts of the situation and negate the
“total picture”, which includes the irrationality of human behaviour.
The leadership succession issue doesn’t have to be painful and difficult.
It can be a win-win. How? By preparing for the process of transition. This
involves making a plan for succession, including the incoming and outgoing
Awareness: Through assessment and information gathering, leaders
determine how their performance links to current business goals.
Analysis: Feedback and planning enable executives to determine what to
do to close the gaps in their leadership capability.
Action: Taking well-defined action steps informed by regular feedback
enables leaders to move toward measurable goals.
Achievement: A full evaluation of the coaching process yields objective
measures of business results and professional outcomes.
Our consistent delivery methodology ensures that every one of your
executives receives the same degree of insightful business analysis,
personalised consideration and performance-driven priority.
Fig2: DBM Executive Coaching Steps

september > october 2007 I humanCapital 57
leaders in the process and, most importantly, involving all in how to handle
this potentially emotionally-charged transition.
Themost successful leadershiptransitions result whenthoseinvolved
have improved their EI skills. That begins with just acknowledging that
a multitude of strong emotions are bound to occur in any leadership
transition. Denying that those feelings are there just makes the whole
situation more difficult and more volatile.
The successor also faces a difficult situation. As mentioned earlier,
his desire to be seen as an effective change agent, but not a usurper
requires him to walk a fine line. If he sees the need to move swiftly
with major changes, but doesn’t demonstrate empathy or nurture
relationships with senior team members, he is likely to alienate his
boss and other senior managers. His ideas can easily be interpreted as a
personal criticism of his predecessor and senior team. If he doesn’t use
the information about others’ emotions and their ideas in presenting
his ideas as solutions, he will face resistance. If his boss or the CEO
resists the changes the leader is making, the executive team is likely not
to render support or give their “buy-in”.
Gaining a Positive Outlook
The process of transitioning into a leadership position can be
smoother if leaders monitor and manage their outlook and perspective.
Leadership training, education, tools and systems are very important.
However, without the right outlook, new and even veteran leaders
will experience serious difficulties and unrest. Reflect and examine
your own leadership attitude and perspective. Develop an intentional
plan to work on areas that need improvement. Build your skills and
get a coach or mentor to help you. Be proactive, set goals and track
progress. Notice your behaviour patterns. Don’t take over a task when
someone is just looking for your input. Be patient. Leadership training
is a lifelong development process. Don’t be afraid to share your goals
and vision with your team members. Positive change can occur with
commitment and persistence.
In the end, the benefits of building transition capability go
beyond retention. When people receive transition coaching and
support, they not only master their future transitions more quickly
and profoundly, but their immediate performance and commitment
to the organisation improves dramatically. All employees – not just
ambitious high-potential ones – want to succeed and contribute to
the business. They will repay with commitment and innovation those
employers who help them do this.
Dr Sattar Bawany is the Head of Transition Coaching
Practice with DBM Asia Pacific. Dr Bawany has over 25
years’ international business management experience,
including 15 years in senior leadership position with
global management consulting firms in the area of
business development, strategic HR, organisation
development, organisation effectiveness and executive
coaching. In addition to his business and consulting
career, Dr Sattar has over 10 years of concurrent
academic experience as an Adjunct Professor and Senior Faculty teaching senior
managers and professionals business strategies, international business and HR
courses at various leading universities.

CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014

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CEE LMG Talent Management Success Planning Masterclass, Mariott Hotel, Karachi 15 May 2014