Human Capital Development Singapore Newsletter – Sep/Oct 2002
Welcome to the September/October edition of Human Capital Development
We are delighted to announce the completion of our first Coaching Skills for Managers Training program delivered in Asia by Dr Anthony Grant. Participants from our two sessions included directors and general managers in human resources, commerce, and operations for cosmetics, engineering and transport companies. Here are some examples of their feedback from the program: “What aspects would you highlight as particularly effective or useful? • Tools and practical examples plus practice sessions • Theoretical tools applied in a commonsense, practical way. Easy to apply in the real world. • Anthony’s vast experience and his method of communication, presentation skills are excellent. • Very interactive and role plays effective • Nice sized group • Various concepts and principles about coaching for change” It was fairly clear that participants enjoyed the program and found it worthwhile. They met their objectives to learn practical coaching skills. And these were delivered on a foundation of empirically tested theory presented in a highly interactive and fun way! Our next program with Dr Grant is scheduled for the week commencing February 17 th, 2003 after Chinese New Year. He will be here to present a number of programs outlined below for the Singapore region. Please check with John Read to confirm the dates and program for next year or to indicate your interest in attending one of the programs. So much for our news…what about the industry? Our latest Job Index Survey results show a dim result: “Employers not ready to increase hiring as economic uncertainty dampens optimism and attention turns to China.” Salaries will remain steady with little progression beyond economic adjustment. Thus motivation will be achieved mainly through employees trying to hold their jobs and competitiveness is being driven by demand of business managers internally setting high revenue goals. On the global scene there remains strong drive for re-structuring with many companies laying-off more employees esp in the airline and technology sectors. Our local scene in Asia and Singapore is not so affected by these global trends with these two sectors already quite competitive overall. Adjustment in tech sector has nearly dried up apart from company specific needs usually as a result of M&A. Human Resources staff are busy spending the last of their annual training budgets, and preparing budgets for next year. In many cases they are meeting to plan their own strategies for Year 2003 as they move to adopt a shared services or business partnering models. If I could have input to their wish lists I might offer the following ideas:
• • •
Look at ways to help management to better manage morale in a fixed salary economy Upgrade use of HRIS systems to deliver better performance measurement and support Management and HR interventions in performance Seriously review performance and consider fine tuning the management talent bank to address the tough issues facing business right now
MOTIVATION AND PERFORMANCE IMPROVEMENT
Most researchers say that motivation is driven by primary needs in the individual and their fulfilment or not, from their external environment. How is important is this, is reflected in a recent statement by MIT
economist Lester Thurow who recently observed that successful companies (and countries) will compete in the future based principally on the quality, capacity, and commitment of their human capital.
Helping managers to identify and change the motivating factors for their staff is a valid expectation of human resources. However, this certainly cannot be achieved across the board with out involvement and support from senior management to put the tools of change into the hands of managers and equip them to use them. Modern HR approaches expect managers to be leading the process of setting goals (Key performance areas, key tasks, key performance measures) with their staff, monitoring their achievement and correcting deviations from them. This is fine as a framework, but it perhaps overlooks the role of motivation to work. Using any of the modern motivation theories we can see a trend towards capturing the following critical attributes:
Self-preservation – safety, ‘rice bowl’, bread-winner – satisfaction of these needs is a common ‘must have’ driving many to work even though they may not have the other satisfiers below. Relationships at work – with significant others, these may be defined in order of priority: first and most critical is the subordinate - immediate supervisor relationship (the critical retention relationship for almost all staff); then depending upon the nature of the work …with peers, internal customers and others as supporting relationships that help to satisfy needs for recognition and affiliation. Job satisfaction – the nature of the work and the individuals interest in the work, help to provide a source of achievement and self actualisation, for those who have moved beyond the first two above. Perceptions of importance – influencing perceptions of what is important is the role of leadership. This is different from management in that it prefers to use a visionary model of communication and motivation by building ‘buy-in’. In the longer term this is better for sustained performance improvements. Management can use disciplinary style or simple directive styles for short-term task performance but this will be unlikely to motivate better long-term behavior by staff. Helping managers to become managers and even assume a role as a better leader will help the company drive an agenda for better performance.
CULTURAL VITALITY MEASUREMENT AND IMPROVEMENT
At TMP we are helping a number of organisations to measure the vitality of staff and management culture. The model used assesses both motivation and ability as the key factors driving performance. If you are keen to know more about our services in this area, you can request a copy of our powerpoint presentation of this program be emailed to you. Simply email me, John Read at email@example.com.
FUTURE PROGRAMS WITH DR. GRANT
We are exploring a number of possible program with Dr Grant for the first half of next year. If you are keen to participate in any of these please drop me an email indicating your interest so that I can proceed to make arrangements.
TMP COACHING PROGRAMS PLANNED FOR Q1/2 2003 WITH DR. ANTHONY GRANT
February – One day Conference: ‘Coaching Using Evidence-based Coaching Tools’ – identifying clearly what works in coaching is vital to a successful coaching interaction. It is also important that companies know what to expect from coaching, and how best to implement it in their workplace. This one-day interactive conference will demonstrate the use of well-researched coaching strategies and practice. It will explore successful case histories of introducing coaching into companies. [content subject to change] February/April – Coaching Skills for Managers training course: day one in February followed by day two in April. This is the second edition of this already successful program for managers to develop their coaching skills February/April – In-house Coaching Skills for Managers training – available subject to expression of interest February/April – Professional Certificate in Coaching – 3 days in February followed by day four in April - available subject to expression of interest. The openness of this calendar is deliberate – we want to make sure that we are meeting your requirements as closely as possible. Dr Grant has generously given this flexibility to us and we plan to use it for the greatest good in terms of the development of coaching here Please send me an email to book your expression of interest or to enquire about our programs. You can also call John Read direct on tel: 6430 5324 to make enquiries. In his absence please speak to Siti Zubaida, on tel: 6430 5505.
TMP CONTINUES TO OFFER OUTPLACEMENT SERVICES
As companies are continuing in some sectors to re-structure their operations especially those less profitable or higher costs areas to lower costs countries, we find a continuing strong demand for these services from TMP. Our unique positioning as a recruiter in this region means that we have offices in many different locations often where our competitors don’t have them. Our ‘spirit of placement’ enables us to direct outplacement services to where they are needed most for each candidate. And our pricing remains very competitive, for example, we don’t charge on the basis of salary of the affected staff – we believe this does not relate the quality of our services provided. We offer services in Mandarin and other dialects if needed for those involving large-scale or special outplacement events. We have a relationship with the Ministry of Manpower to offer joint services to operational level staff if required. To find out more about TMP’s Solutions, please call John Read at 6430 5324