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DEVELOPING KEY

PERFORMANCE INDICATORS
30-31 May 2016, Parkroyal Hotel Kuala Lumpur - Malaysia

DESIGNING & IMPLEMENTING


COMPETENCY FRAMEWORK FOR
BUSINESS SUCCESS
1-2 June 2016, Parkroyal Hotel Kuala Lumpur - Malaysia

Limited seats available

GRAB YOURS NOW!!


www.nashbs.com

DEVELOPING KEY PERFORMANCE INDICATORS - KPI


30-31 May 2016, Parkroyal Hotel Kuala Lumpur - Malaysia

INTRODUCTION

MAIN MODULES

In meeting business challenges and performance demands, one

A. Business Challenges & Objectives & Strategies

proven method is through the use of Key Performance Indicators

arising (led by CEO or Senior Manager)

(KPIs) that is cascaded down the organisation and committed to

B. KPIs: Need for, What is it, How it is crafted

by staff members of each and every Business Division.

interpreted & executed


C. Business Scorecard and its use as a check&

An identification of the organisations business challenges and its

balance for KPI design in Business Divisions

consequent business objectives and strategies are critical first

D. The design of a practical KPI Template for

steps towards the designing and execution of KPIs that will drive

identifying and recording of KPIsand tracking of

the energies and effort of staff members towards accomplishing

execution

these business objectives.

E. Mechanisms for tracking KPI execution as they


are cascaded down the organisation (by Heads of

This two day programme will detail out the intricacies of the KPI

Business Division and the CEO, as required). A

design process with a workshop approach being used ie. with

simple computer system is explained and

designed KPIs of Business Divisions plus those of key members

recommended here.

of these Divisions being identified and designed appropriately

F. A Total and Holistic appraisal of the KPI System

and properly.

as designed plus the execution strategy


G. If needed, a sign-off on the Divisional KPIs by the
Heads of the Business Division

LEARNING OBJECTIVES

(later to be audited by the Leadership Team)


At the end of the training, the following should be achieved:
1. Participants will have a comprehensive knowledge of Why
PKIs are necessary, What are KPIs and How KPIs are to

METHODOLOGY

be designed, cascaded, interpreted and monitored


2. An integrated understanding of the business challenges
facing the organisation and its business objectives and
strategies arising
3. Divisional KPIs and KPIs of key staff members to be

There will be discussion inputs, examples and sharing


of industry practices plus practice and group
presentation sessions.

crafted as a first-cut and to be audited later by the


Leadership Team
4. The design of KPI templates and mechanism to monitor
the execution of KPIs to achieve internal as well as
external outputs and outcomes (ie. for colleagues and
customers) plus the procurement of needed resources
5. Finally, a holistic appraisal of the total designed KPI system
and execution process to check for relevance and fit with
the business objectives as identified earlier

For further details, contact Naby Camara T: +6017-373-0549 |

F: +603-7887-6296 |

E: nc@nashbs.com

COURSE OUTLINE

TRAINERS PROFILE

DAY 1
A Shell Scholar, Victor graduated as a Mechanical Engineer

Morning:

Business Challenges & Objectives and Strategies


arising

What is the organisations current practice in KPI


writing?

What does the organisation hope to achieve with


KPI designed and executed?

The Need for Business Performance the case


for KPIs Why KPIs?

What are KPIs? How to write KPIs - essential


elements (SMART-ER) & Stretched KPIs

Examples of writing of KPIs in a cascade down an


organisation and across Business Division (a
typical company in a well-known industry)

Business Scorecard as check & balance

Correcting badly written KPIs. as a practice


session

A suggested Template for KPI writing & recording


proven use in selected companies. Adaptations to
be considered

Demonstration of use of KPI Template in a typical


company good & bad

Operations Research and Business Management. He has had


extensive experience in senior management roles in
Engineering, Marketing, Training, Human Resources, Total
Quality and Policy Advisor to the HR Director, Shell Malaysia
before his last position as General Manager of Management
Learning & Development for Shell Asia Pacific based in
Singapore. He is currently the Principal Consultant with CDC
Consulting Sdn Bhd.
He has led organisation change projects and consulting
interventions in Shell Singapore, Brunei, Philippines, Malaysia
and Hong Kong particularly in business strategy, talent
development and senior team building.

As an internal

consultant and management development specialist within


Shell Asia Pacific, he crafted the initial concept of a strategic

Afternoon

and holds a MSc from Imperial College, London University in

Business Divisions to attempt KPIs identification


using this Template

learning development framework for the then 16 operating


companies in Shell Asia Pacific and which was later adopted
worldwide in Shell. Victor has attended and led various senior
management programmes, presented several Papers at
International HR Conferences and has consulted with and
trained for a number of clients including Nestle, SESCO, China
Light & Power HK, Tractors, Kuching Port, Ascott Group Spore,
Marriott Hotel Spore, Genting Group, Ambank Group, AlRajhi,
TNB, TM, Motor Group Sime Darby, MISC, Proton, TNB, CCM,
Proton, Petronas, UEM, Sunway Group, Astro, Maxis, BASF,
Shell Global Solutions, Siemens, Agro Bank, CCM, NorthPort,

DAY 2

AXIS Group, SIM, MIM and BP.

Morning:

Business Divisions to craft own KPIs using the

His special training & consulting skills are in Personal Learning,

suggested KPI Template (with adaptations?)

Competence & Talent Development, Decision Making

Short team-building simulations: to demonstrate

Strategies, Design and Delivery of Learning Programmes,

why KPIs need to be cascaded downwards

Coaching and Negotiation Skills, Senior Team Building &

properly and supported across Divisions.

Leadership Events. Inter-Cultural workshops, Leading and


Implementing Organisational Change, Business Strategy

Afternoon

Review and using simulations with scenario & blue ocean

Cascading KPIs - within Business Divisions &

thinking to enhance competitive strategy and marketing/

Depts using KPI Template

financial skills. He is also an associate senior consultant (CPT,

Mechanism to monitor & track execution of KPIs

PSMB Certified) with the Malaysian Institute of Management

down the line a demo of a computer system that

especially in Executive Coaching and Talent Development.

does this elegantly, efficiently and effectively

Victor, who was on the faculty of 4 MBA Programmes in

Total Appraisal of the designed KPI system and its

Malaysia, is also a Life Fellow

committed organisation-wide execution plus a

Human Resources Management, He is a Certified Performance

strategic discussions on Way Forward initiatives

Coach with The International Coaching Federation of America.

For further details, contact Naby Camara T: +6017-373-0549 |

F: +603-7887-6296 |

of the Malaysian Institute of

E: nc@nashbs.com

DESIGNING & IMPLEMENTING A COMPETENCY FRAMEWORK


1-2 June 2016, Parkroyal Hotel Kuala Lumpur - Malaysia

INTRODUCTION

LEARNING OBJECTIVES

One of the first steps that a company or organization need to take on, if
it wants to provide a solid platform to develop the capability of its

At the end of the training, the following should be

people, is the Designing and Development of a viable COMPETENCY

achieved:

FRAMEWORKand to Implement it systematically.


1. Appreciating Business Challenges facing
Competencies are the basis and building blocks for performance giving

an organisation and the need for increasing

rise to business success. A Framework of Competencies will identify

ability to deliver and perform (ie

and define the abilities needed in staff members (typically: managers

competency)

& executives) as they progress upwards in the organization in their


diverse roles and positions.

2. A clear understanding of Competency as a


basis or building block for Performance in
organisations, ie Why Competency?

There are, basically, two categories of Competencies: Functional and

3. What is a Competency?

What does it

Organizational.

constitute?

The first refers to competencies that are specific to jobs and the

Identifying needed Competencies -

second are those needed by all managers & executives in all and any

Organisational Competencies only

positions. These competencies need to be identified, defined,


behaviors specified and rated at different levels in the organization.

4. Use of a Learning Model for check and


balance in identifying these Competencies
5. Defining these Competencies & Specifying

This workshop seeks to guide the designing and implementation of a

their manifested Behaviours: (good & bad)

Competency Framework with suggested competencies, definitions and

6. The design of a Rating Scale and Template

behaviors plus a rating template.for Organizational Competences.

7. Practice rating Competencies

Functional Competencies can be treated similarly but a 2-day

8. I s s u e s i n I m p l e m e n t a t i o n o f t h e

workshop will not have the time available to do likewise for all

Competency Framework : rating, feedback

categories of jobs in the organization. A separate exercise is needed

& coaching

for this.
MAIN MODULES
A. Business Challenges and the Need for Better Performance
B. Current organisation practice using competence (reference Perf

METHODOLOGY

Appraisal Form)
C. The case for developing a Competence Framework

There will be discussion inputs, examples and

D. Types of Competencies: Functional & Organisational

sharing of industry practices plus practice and

E. Learning Model: a check & balance for identifying Competencies

group presentation sessions.

F. Identifying Organisational Competencies first step in crafting a


Framework
G. Competencies; Identifying, Defining, Specifying Behaviours,
Rating Template design
H. Practice Sessions in rating competencies
I. Functional Competencies: a discussion
For further details, contact Naby Camara T: +6017-373-0549 |

F: +603-7887-6296 |

E: nc@nashbs.com

COURSE OUTLINE

TRAINERS PROFILE

A Shell Scholar, Victor graduated as a Mechanical Engineer

DAY 1

and holds a MSc from Imperial College, London University in


Operations Research and Business Management. He has had

Morning:

Business Challenges & Need for better

extensive experience in senior management roles in

Performance

Engineering, Marketing, Training, Human Resources, Total

Current practice in competency usage

Quality and Policy Advisor to the HR Director, Shell Malaysia

What is a Competence? Types of Competencies

before his last position as General Manager of Management

What is a Competence Framework?

Learning & Development for Shell Asia Pacific based in

Learning Model

Singapore. He is currently the Principal Consultant with CDC


Consulting Sdn Bhd.

Afternoon

Practice by other companies: examples of

He has led organisation change projects and consulting

Competencies, Frameworks, Models.

interventions in Shell Singapore, Brunei, Philippines, Malaysia

Identifying Organisational Competencies - groups

and Hong Kong particularly in business strategy, talent

to report back

development and senior team building.

Defining these Competencies

consultant and management development specialist within

Presenting the Competencies and definitions

Shell Asia Pacific, he crafted the initial concept of a strategic

As an internal

learning development framework for the then 16 operating


companies in Shell Asia Pacific and which was later adopted
worldwide in Shell. Victor has attended and led various senior
DAY 2

management programmes, presented several Papers at


International HR Conferences and has consulted with and
trained for a number of clients including Nestle, SESCO, China

Morning:

Short discussion on issues arising:

Light & Power HK, Tractors, Kuching Port, Ascott Group Spore,

How many Competencies?

Marriott Hotel Spore, Genting Group, Ambank Group, AlRajhi,

Missing any significant Competency?

TNB, TM, Motor Group Sime Darby, MISC, Proton, TNB, CCM,

Specifying Behaviours for each identified

Proton, Petronas, UEM, Sunway Group, Astro, Maxis, BASF,

Competencej

Shell Global Solutions, Siemens, Agro Bank, CCM, NorthPort,

- good vs bad:

Junior mid Senior

AXIS Group, SIM, MIM and BP.

- Check & Balance between Groups


- The Rating Scale: design and how to use

His special training & consulting skills are in Personal Learning,


Competence & Talent Development, Decision Making
Strategies, Design and Delivery of Learning Programmes,

Afternoon

Practice Session: Rating competencies

Coaching and Negotiation Skills, Senior Team Building &

Inclusion into Perf Appraisal System

Leadership Events. Inter-Cultural workshops, Leading and

Necessity of explaining & practice on these

Implementing Organisational Change, Business Strategy

Competencies and the Framework to

Review and using simulations with scenario & blue ocean

Report Writers, Recruitment and

thinking to enhance competitive strategy and marketing/

Promotional Panels

financial skills. He is also an associate senior consultant (CPT,

A Mechanism to track ratings and feedback

PSMB Certified) with the Malaysian Institute of Management

Strategies for the development of Competencies

especially in Executive Coaching and Talent Development.


Victor, who was on the faculty of 4 MBA Programmes in
Malaysia, is also a Life Fellow

of the Malaysian Institute of

Human Resources Management, He is a Certified Performance


Coach with The International Coaching Federation of America.
For further details, contact Naby Camara T: +6017-373-0549 |

F: +603-7887-6296 |

E: nc@nashbs.com

DELEGATE REGISTRATION FORM


Please complete this form immediately and send back to:

Naby:

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Tel: +6012-373-7862 | Fax: +603-7887-2809


Email:

nc@nashbs.com

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Payment is required within 7 days upon receipt of the invoice.

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NASH BUSINESS SOLUTIONS Sdn Bhd (1068674-V)


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Cancellations/Substitutions

All payment must be received prior to the event date

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Substitutions are welcome at any time. Please notify us at least 2 working

Organization

days prior to the event. All cancellations will carry a 10% cancellation

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writing by fax or e-mail at least 3 weeks before the event date.


Cancellations with less than 3 weeks prior to the event date carry a
100% liability. However, course materials will still be couriered to you.
Note: The investment fee does not include any taxes (withholding or
otherwise). In case of any taxes applicable the client has to ensure that

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the taxes are paid on top of the investment fee paid for the course.

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Compliance with the local tax laws is the responsibility of the client.

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TRAINING SCHEDULE

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08.30 --- Registration & Morning Coffee


09.00 --- Training Starts
10.45 --- Morning Coffee Break
11.00 --- Training Resumes
13.00 --- Lunch
14.00 --- Training Resumes
15.45 --- Afternoon Coffee Break
16:00 --- Training Resumes
17:00 --- Training Ends

Workshops

Regular Fee
(per Delegate)

Group Fee: 3 or more pax


(per Delegate)

Developing Key Performance Indicators


30-31 May 2016, Parkroyal Hotel Kuala Lumpur - Malaysia

RM2,595

RM2,395

Designing & Implementing Competency Framework


for business success
1-2 June 2016, Parkroyal Hotel Kuala Lumpur - Malaysia

RM2,595

RM2,395