Workshop with Indian HR organization

1. NIPM 2011-01-08
Business through people and structured
soft skills

2. LightPerspective AB - Sweden
 Hindrik Öunpuu (Master of
Leadership and Change Management,
University degree in Business
Coaching)
 Board member EMCC (European
Mentoring and Coaching Council)
 Member of SIBC (Swedish Indian
Business Council)
 Author of book ”Business Coaching –
a communicative methodology”
 Management consultant/senior
advisor
 Trainer of management/leadership
programs
We develope companies, teams, and individuals inhouse and our role is
management consultant
We teach and coach in a private bussiness school as teacher and process
leaders. We do not work with young students!
Our company is small – we work through partners and clients.
Our network is global – we work according to our pay-off: business
through people

3. Why
Business through People
Business - Establish contact
•More similarties than differences
•English is also our second langugage
•Sweden is neither American nor Indian but sort of in between
•Training campus to overcome prejudice and obstacles

4. What
Business through People
Visit to NIPM
- In collaboration merge the best from
Sweden/India (HRSHRM, inhouse
trainings of talents, culture, values,
attitude…)
- Showcase:This is how we work with SHRM
for various clients in Sweden
Visit to Kerala, India
- Business opportunities through leadership
training programs
- Mutual exchange (common ground, longterm
based on trust)
- Common communicative platform for
enhanced efficiency built on trust. Focus on
similarities, learn from where we differ

5. Your expectations ??

6. Today’s topics
1. What + Structured How for both company and employees
Tools and models
2. Decisions to be taken – choices to be made
3. People can change – if they are aware and want to =
sustainable management. How?
4. Collaboration opportunities? Next step?

7. 1.
What + Structured How for both company and employees
Tools and models exampels

8. Frames and Freedom
Reduce GAP between management and employees
Company (Frames)
 Company leadership culture and
profile
 Business Plan (vision, purpose,
obectives, success factors…)
 Company values
 Functions needed
Individuals (Freedom within set
frames)
 Leaders’ Mental Scorecard
 Focus Profile (match/no match 
support?)
 Personal Plan totally related to
company plan; focus objectives
 Activities (measurable!)
 Persons to fit functions

9. Strategic focus profile for company, individuals and teams
One of our working tools and methods
This can be used for all levels of the company!
Individual
profile
Team profile
Managment
profile
Company
profile
Managem
ent- GAP

10. Leadership in accordance
with situation

11. Company leadership culture profile
Exampel from our work

12. Company plan  Employee plan
WHAT : personal involvement + exact knowledge of expected ”deliveries”
COMPANY (example)
Objectives
 XX established as a global trade
mark
 Growth: 25% per year
 Xmargin: 50%
 Ymargin: 25%
FUNCTION NN (example)
Objectives
 Financial results quarterly from
August 2011 (budget, results,
prognosis, cashflow…)
 P/L ratio:...
 MPS system: take off by June 1
2011 and up and running
without problems by September
2011.
 Minimum of three proposals
from… before decision.
 …

13. Company needs according to strategic goals
SKILLS
Exemple company needs:
 Function: Financial director
 Skills (examples):
 All processes regarding
finance, administrative HR
(salaries etc)… to be up and
running…MBA in… 10 years
experience…
Can inhouse person NN fill
the gap or not?
Support needed? What? How?When?
For how long?Willingness? If no, org
change, new recruitment…

14. Personality and traits according to company needs

15. Company values  Employee activities
ATTITUDE AND SPIRIT/DEDICATION: right kind of attitude for ”my” company
COMPANY
 Respect
 Will power
 Take part
 Have fun
PERSON NN
Respect (example)
My suggestion: Give support (not answers) to
subordinates when they ask for it.
Managers suggestion:Act in accordance with
company guidelines as a symbol for others
to take after. (Eg. Role model)

16. 2.Decision making
Type of company just now and needs for the future?
Type of managers/management needed?
Type of HR needed?

17. Type of company?
Young, old, entrepreneurial, stagnated, traditional, type of change/people needed
Another company other needs Then – now and future needs
How fill the gap?
r

18. Type of management needed
Supervisor - Manager – Leader?
Do not agree
(out of the box personality)
Agree
(Adopt 
Adapt)
Play
safe/Prefer
Control
Uncertainty/
Prefer Chaos
and change
LEADER of change: transform,
innovate,one step ahead.
-Create outside the box when necessary
(framework)
-Generate communication, visions,
engagement, trust and reach through culture
barriers
-Challenger of customs, traditions
-Present here and now
MANAGER to improve ,
maintain,secure what is
there.
-Create inside the box (frame)
-Generate structure
-Support processes, manuals…
-Efficient ”do’ers”

19. Type of HR needed?
HR-administrator
• Salaries, regulations
• Time checks
• Policy production
• Negotiations trade unions
HR-expert-specialist
1. Problem solver
2. Advisor, supporter, care taker of people
3. Development HR and training programs
HR for support of services
1. Legal demands and possible action
2. Preparations of procedures and manuals for
handling decisions made in the Board…
3. Handling various transactions (ex salaries)
SHRM and internal consultant
1. HR programs for employees  board based upon
business strategies and plans.
2. Care taker of business through people.
3. Competence/Function analyses, implementation
balance score cards, talent management…
4. Transparency – work through others
NOW
FUTURE

20. 3. People can change – if they are aware and
want toSustainable management

21. LightPerspective Training Campus
Business through People
Decisive
Behaviour
Attitude for
Business
Talent
Management
Global (ex)change
Teach n’ Coach
Who Supervisors Managers Leaders/talents Internal and/or
external SHRM
USP •Tough
•Practical
•Involving
•Coupled to my job
•Practical mgm tools for
direct use
•See link: company/ me
and how adapt
•Intense involvement in
class
•Training campus
•Lead myself before leading
others
•Tough insights by using self
in contact with others
•Study, train, coach
•Advanced , effective proven
toolkits
•Gain respect: increase
turnover or decrease cost
Objectives -Gain authority.+
respect In teams
-Dare + feel safe to
put down the foot
-Noone to loose
face
Skills can be trained.A
product or service can
easily be copied. But not
companies/persons
attitude or personality.
Training for insights and
responsibility.
-Maintain authority in the
most demanding and chaotic
situations.
-Stick to strategic decisions
and be clear ref frames.
-Allow creative freedom
within the frames.
-Engage: train to teach in
class.
-Enable: coach by using self
-Empower: learn tools and
theories behing the tools.
-Enhance : business through
people by experince and
understanding both
What Feedback… Me you, team, org… Communicative skills… Tools, methodology, theory,
outline courses/seminars…

22. LightPerspective Training Campus
Business through People
HOW
•Practical theory –Theory through practice.
•No ”about’ism”.
•Structured communicative methodology (business coaching):
1. Outside/in 2. Inside/out 3.Tools/methods 4. Business focus
•Trainings linked to indivduals’ Balance Scorecards i.e. objectives to
be reached in the respective company for enhancing business.

23. Business through People
Summary
 Bridge the GAP between top management and employees.
 Global competition and need of export = hard skills is not
enough.
 Soft skills have to be structured to win respect.
 Noone can afford to loose talents.
 Business through Leadership training and (ex)change.

24. We would like:
- In collaboration merge the best from Sweden/India (HRSHRM,
inhouse trainings of talents, culture, values, attitude…)
- Showcase:This is how we work with SHRM for various clients in
Sweden
4.
Collaboration opportunities?
Next step?

25. Contact details
Hindrik Öunpuu (R&D)
Bodil Dahlgren (CEO/Mrs)
Mail: hindrik.ounpuu@lightperspective.se – bodil.dahlgren@lightperspective.se
Homepage: www.lightperspective.se
Address: LightPerspective BPCAB – Koarp 266 – S-31298VÅXTORP - Sweden