© Karschies, Ceron & Alred Associates

TH.inc©Talented Humans – Integrated Nationalization Coaching

© Karschies, Ceron & Alred Associates

ESSA AL MULLAEXECUTIVE DIRECTOR, ENDP

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TYPICAL EMIRATISATION PERCEPTIONS

“Most companies put locals on the face, and the back office is all foreigners. Companies have to change their mentalities and give more chances to locals to improve themselves in the back office in jobs like IT, marketing, finance. They’re very difficult to get.”

“Most companies put locals on the face, and the back office is all foreigners. Companies have to change their mentalities and give more chances to locals to improve themselves in the back office in jobs like IT, marketing, finance. They’re very difficult to get.”

“[Other companies] are not easy for Emiratis. If you want the truth, I know from my friends working in the private sector that they are not getting all that much support if the owners aren’t Emirati. They will give more chances to their relations. That’s what I heard.”

“[Other companies] are not easy for Emiratis. If you want the truth, I know from my friends working in the private sector that they are not getting all that much support if the owners aren’t Emirati. They will give more chances to their relations. That’s what I heard.”

“People with a high degree say: ‘I want to be VP, I want to be CEO, I want to be general manager.’ I would tell them: ‘You can be location manager if you like’. They don’t want to. It’s a problem. But if you want to start at the beginning, it’s very easy. I challenge myself and improve myself by hard work. I wouldn’t push myself in government. I wanted to make some new challenges, something private – nothing to do with the Government.”

“People with a high degree say: ‘I want to be VP, I want to be CEO, I want to be general manager.’ I would tell them: ‘You can be location manager if you like’. They don’t want to. It’s a problem. But if you want to start at the beginning, it’s very easy. I challenge myself and improve myself by hard work. I wouldn’t push myself in government. I wanted to make some new challenges, something private – nothing to do with the Government.”

One Emirati’s solution to getting Emiratis in the private sector includes, among others, applicants to have realistic expectations about promotion through a clear career path.

One Emirati’s solution to getting Emiratis in the private sector includes, among others, applicants to have realistic expectations about promotion through a clear career path.

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It is easy for individuals to confuse developing for a job vs. developing a career and thus lose focus on long term development.

JOB DEVELOPMENT VS. CAREER DEVELOPMENT

Candidate Profile

Development

Career DevelopmentA development activity that is focused on building capabilities for the next level

Job DevelopmentA development activity that helps someone improve at their current job

In order to ensure long term engagement and continuous profile growth, both Job and Career development activities have to be balanced

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SAMPLE TALENT DEVELOPMENT MODEL

Candidate Profile

Technical Ability: Possesses business or function specific education, experience and technical expertise skills to grow further

Intellectual Ability: Demonstrates intellectual ability to learn and grow

Interpersonal Ability: Demonstrates ability to influence and impact others

Aspiration: Demonstrates willingness to assume higher responsibilities and make difficult work-life trade-offs to be recognized by others and grow one’s career

Engagement: Demonstrates personal connection and commitment to the organization’s success while constantly raising the bar on excellence for self and others

Each Candidate brings a unique mix of abilities, aspirations and engagement levels.

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SAMPLE TALENT DEVELOPMENT MODEL

Engagement

Aspiration

Interpersonal

Intellectual

TechnicalProfile

Building Blocks

Functional DepthTrainings

LeadershipExperience Breadth Management

Mentoring &

CoachingCareer Development

Structured Career Path

Abilities

Organization’s Development Programs

Succession Planning

Coaching

Deployment

Remuneration

Recognition

Evaluation

HR Strategies

Candidate Profile

• Managed Expectations and Career Development• Long Term Engagement

• Developing Talent increases their engagement; higher engagement drives high business results

Talent Management

Work/Life Balance

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TH.INC© FRAMEWORK – EASY TO INTEGRATE INTO EXISTING PROGRAMS

Learning Skills

Time Managemen

t Skills

Computer/IT Skills

Public Speaking & Presentation

Skills

Teamwork Skills

Communication Skills

Research & Planning

Skills

Leadership Skills

Organization Skills

TH.inc© Framework• Provides Direction and Context• Shifts Career Ownership to Individuals• Equips Talent with Career Management

Tools• Managed, more realistic expectations

Existing Skill Development Programs• Provide Functional Depth

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TH.INC© WORKSHOPS ARE BUILT MODULAR TO FIT ORGANIZATION’S REQUIREMENTS

MODULARDuring the workshop various aspects of Career Development and Management are covered in subsequent modules

FLEXIBLEModules can be added and spread over varying timelines to meet the organization’s requirements

* 2 day workshop covers various additional components and covers components from 1 day workshop in more detail

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TH.INC© SAMPLE WORKSHOP SCHEDULE & PROGRAM DELIVERABLES

• TH.inc© Workshop – 1 or 2 day program with modules as per

organization’s requirement

– Workshop participation up to 10 participants per session

– Location choice of Organization’s or External location

• TH.inc© Career Management Workbook for each participant

• Collation of Before/After Evaluation Report (end of training and 2 week report)

• Collation of – Career Planning Sheets for all participants

– Mentor Listings

– Skill Self Assessment for all participants

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MODULE LEARNING OVERVIEWWho am I ‐ Learning that “I” is not necessarily defined by “career” but could be seen in many different context (social, family,

community, career etc.). "What drives me" Exercise

‐ Using Schein’s “Career Anchor” model, participants will uncover what motives, values, competencies and motivators are influencing the participant.

Career Path Mapping

‐ Explores that there are many ways to pursue a career path, including that the direct way might not be the best, fastest or most sustainable one.

‐ This section is intended to open the participant’s mind for “non-obvious” career paths, including broader skill building with assignments in operations, IT etc.

Realistic Expectations

‐ By backtracking a career path from retirement age with expected promotion levels, the participants are made aware that a promotion every year is not the most common situation.

‐ Learning outcome should be a more realistic self-evaluation and reduced promotion expectation without reduction of engagement or frustrating the participants

Define your lightning bolt

‐ Methodology to showcase various aspects that influence career developments. The model is kept “career neutral” in that the participant goes through the exercise without immediately making a connection to career topics. This enables the participants to self-assess the own situation and provides a “problem resolution” model that can be applied to various business context.

Skills and how to get them

‐ Module to widen the understanding on what skills are important in a life-long career path. This exercise will uncover hidden talents and skills that might not be obvious for a business context.

‐ Participants should be able to view seemingly unrelated business situations, tasks or projects in a new light as they can now be linked to skill development. Therefore this should improve motivation and engagement levels.

Transfer Skills & Functional Skills Overview

‐ These modules are intended to provide a better understanding on skills and that there are various ways how to achieve and expand them.

‐ Identifying own new skills should allow the participants to see career development in a broader approach and trigger a more open mind to available career path options

How to manage my career

‐ This module is intended to bring the above modules together in that it provides some tools and techniques to define and evaluate ones career options.

‐ In this module also the follow up assessments are explained that will result in a traceable evaluation of the training outcome and career expectations and drivers of the participants.

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Benefit Evaluation Measure

Increased Employee Engagement and Reduced Attrition Risk (Engagement)

• Before/After perceived engagement (anonymous dot placement)• Perceived engagement level after 2 weeks

Self Managed Career Path (Aspiration)

• Fulfilment of career planning sheet w/in 2 weeks• Identification of internal mentor• Self assessment of required transfer skills (technical, intellectual, interpersonal)

Realistic Career Expectation • Short, Mid and Long Term Career Path Self Assessment completed w/in 2 weeks

Training Effectiveness & Efficiency

• Feedback through Training evaluation and random evaluation interview by HR• Collation and delivery of respective documentation w/in 3 weeks post workshop

SUCCESS CONTROL KPI

The Intention of the Program is to– Increase Engagement Levels (long term resulting in lower Attrition)

– Assign (some level of ) Career Ownership to individuals

– Adjust Career Expectations to more realistic levels

Several KPIs have been identified to evaluate Effectiveness and Efficiency of the Program

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TH.inc© Workshops are generally designed for 8-10 participants to allow for sufficient individual participation and involvement

Pricing is set at competitive levels among training providers within the UAE but are negotiable depending on size of overall on-going and firmly booked business relationship

Workshops are billed on per training day cost* which includes travel within UAE, post workshop reporting and materials (e.g. workbooks)

* Significant customization might require some additional minor cost coverage on time and material

SCHEDULING & PRICING

Please contact us for specific Scheduling and Pricing information

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LEARNING PROGRAMS AVAILABLE FROM KCA-ASSOCIATES

•Sample Programs:•TH.inc© Career Management•Career & Talent Coaching•LinkedIn Profile Management

Career & Leadership Development

•Sample Programs:•Negotiations•Communication & Conflict Resolution•Presentation & Public Speaking Skills •Project Management•Process Management & Improvement

Personal Effectiveness

•Sample Programs:•Quality & Service Management Fundamentals•Quality Circles (Manager, Team Leader and Team Member) Workshop

•Complaint Management•Six Sigma Green Belt Certification Preparation & Coaching

Quality & Service

Further customized programs can be developed as per organization’s requirements

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CONSULTING EXPERTISE AVAILABLE FROM KCA-ASSOCIATES

• Review and improvements of• Service Delivery• Customer Touch Points• Complaint Management• Relationship Recovery

Programs

Vital Processes Reengineering

We help Transforming the Corporate Identity and Customer Experience Delivery towards true Customer Centricity by fully incorporating the organization’s Vision, Mission, Brand Promise and Service Philosophy

Service Culture Transformation

• Elevating Customer Service to a Strategic Level and taking aHolistic Approach to Quality Management is key to achieving TrueCustomer CentricityWe help to• Uncover relevant Customer Satisfaction Drivers in existing

environment• Creation and implementation of a Holistic Integrated Service

Strategy

Quality & Service Strategy

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• Executive MBA London Business School London, UK (Thesis on Brand Management)• BA in Finance and Banking from HfB Frankfurt, Germany (Thesis on Credit Card Fraud Prevention)• German Banking Certification (2.5 years vocational training program)• Certified Six Sigma Black Belt (ASQ CSSBB)• Certified Manager of Quality/Organizational Excellence (ASQ CMQ/OE)• Prince2 Certified (Foundation & Practitioner), PMI trained• McKinsey trained LEAN Practitioner• Certified Talent Manager

• 17 Years with Citigroup (among others in the following positions)• Quality Head Citibank Card Acceptance• Operations Director Diners Club Europe• Deputy to IT Head Citibank International – IPB LATAM

• 2.5 Years with Emirates NBD as Head of Group Service Quality• Independent Quality Management Consultant with KCA‐Associates

BIO ‐MARC KARSCHIES, MANAGING PARTNER KCA‐ASSOCIATES

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CONTACT US

Marc KarschiesManaging PartnerKarschies, Ceron & Alred Associatesmkarschies@kca-associates.comae.linkedin.com/in/marckarschies/