“I don’t know where I am going but I’m on my way.”
“I don’t know where I am going but I’m on my way.”
ideas group blog
With the rise of the oil industry and the launch of mega projects, the Gulf Cooperation Council (GCC) states have become reliant on migrant workers, that in turn outnumbered indigenous citizens.
In the aim to decrease unemployment rates among the nationals, Governments of GCC states launched workforce nationalization programmes—the concept of reducing expatriate employment by bringing more citizens into the workplace. This nationalization process is known as Bahrainization in Bahrain, Kuwaitization in Kuwait, Omanization in Oman, Qatarization in Qatar, Saudization in Saudi Arabia, and Emiratization in the United Arab Emirates.
With those processes in place HR directors and managers started facing high amounts of pressure into getting their organizations in compliance with the local laws and regulation. That poses three main challenges:
1- Recruiting a pool of local talents that have the proper skills and are aligned with the organizational culture and values
2- Running a smooth human resources operation
2- Keeping focus on strategic goals and objectives
ideas group, in line with its purpose of facilitating and sustaining performance, launched in 2010 its Learning Business Process Outsourcing (LBPO) function, to assist the HR teams in maximizing their efficiency in running their training/L&D department. The BPO were developed with the GCC nationalization processes at the core. We wanted to find the best way to help our clients align with local rules and regulations while still focusing on strategic goals and objectives and maintaining a high performance workshforce.
Our clients chose to either outsource the whole learning & development/training function or to entrust us to run one of the below activities:
Business process change management, training needs analysis, learning and development design, course catalogue administration, L&D budgeting, event scheduling and logistics, evaluation and assessments, learning content development, workshop delivery, providers selection, performance management systems, strategy implementation, competency profiling, psychometrics profiling, organizational assessments, 360° feedback, assessment debriefs, succession planning design and implementation, and ROI on training.
As organizations find the need to focus on their core activities, “business process outsourcing” was found to be of a great efficiency in decreasing the cost of the learning function while increasing its link with organizational performance (ASTD).
By relieving our clients from the learning department operational duties they can focus on their recruitment activities and on reaching their human capital strategic goals. Alternatively by developing the pool of local talents, ideas groups helps organizations in developing their newcomers so they can be equipped with the tools, skills and mindsets to deliver high performance at work.
With a fully functional learning and development department that is based on ideas group long history in enabling learning capabilities, the clients are able to focus on their core activities and continue to deliver what they do best. Financially, the cost of outsourcing is by far more efficient than the cost of setting up the training department or any of the learning & Development core activities.
Do you think we all feel good in our skin?
NBC show “the biggest loser”, portrays a team of overweight individuals whom soul purpose is to achieve a common goal-a healthy weight loss regimen.
How would individuals change their old habits and lose more than 50% of their body weight?
To invest energy, time, and patience is a challenge all by itself. This is also true when you come across an obstacle and decide for or against self-empowerment- just like in this show.
Not every one of us hold the same approach when it comes to training, thus a quick overview on the history and efficiency of coaching will help you find direction.
According to the doctoral dissertation by Vikki Brock dated May 2008 entitled: “Grounded Theory of the Roots and Emergence of Coaching,” The history of coaching leaped during the 1800’s when it was introduced in the sports industry. In 1988, Thomas Leonard started using what he called “Personal Coaching.” Not only did Leonard have a clear vision, but he also made an impact on hundreds of thousands of people. It was not until later that coaching rose in additional industries (business, psychology etc.)
Thus the emergence of coaching spread in the United States, the UK, and Australia.
Well, because coaching not only has gotten popular and became exceptionally high in demand. According to Jeffrey E. Auerbach, Ph.D., research on a published article on coaching effectiveness at fortune 1000 magazine, executives reported the following increases:
On the other hand, the telling strategy is a whole different story.
Let us compare both styles and check the top ones:
For more information about Ideas Group In-House and Open “Coaching skills” programs, please write to email@example.com.
In today’s business world, training faces a lot of challenges and trends. Let us begin by defining training as equipping employees with the required Knowledge, Ability and Skills (KAS) to enhance and sustain their performance.
However, factors like highly volatile market, stiff competition, and imbalance in supply and demand have a huge effect on training. Current businesses survive through turbulences by having the right number of employees with the right KAS, doing the right tasks at the right time.
Training challenges and trends
Globalization has eliminated political borders and made the world a small town. Such concept forced companies to adjust their business model, expanding their presence outside home countries to benefit from cheaper labor costs, obtain needed natural resources or to benefit from economical advantages like taxes and financial benefits. As a result, talents mobility has increased as they looked for better foreign opportunities. For this, training is key in order to equip those talents with the required KAS, in order to survive and excel in the new working environment. (Masters of change, Cross-cultural communication, body language, etc.)
Mergers and acquisitions (M&A)
Due to increased competition and continuous change in customers’ behavior, the cost of service has increased. For this, M&A is one of the options companies consider in order to improve their operations. When two companies are merging, business efficiency will increase because they complement each other’s expertise and resources which reflect on the service level and quality. M&A also helps achieving cost competitiveness and economy of scale by increasing the output capacity to serve more customers with wide range of products. In addition to the above, M&A helps reduce competition by joining forces or minimizing by acquiring. Training in this case will facilitate, even though how challenging it is, such internal changes, by focusing on cultural change, technical expansion, change management and interpersonal skills.
The current dilemma the training industry face is finding the appropriate facilitator to deliver the required training. Although there are many facilitators available in the market however some of them lack specialization in certain topics, professional experience and exposure.
The customers’ available choices and options are increasing tremendously this is why customer service is critical to any organization. For this, training has to equip employees with state of the art KAS, in order to exceed customers’ expectations and ensure loyalty. Such orientation is strategic in nature, and requires the senior management commitment.
For example: Singapore has taken a strategic long-term decision to develop an innovative workforce, which can contribute actively in the development of the society. For this, it is estimated that 90% of the Singaporeans working in the public sector, are being trained.
In the same vein, a research done by the American Society for Training & Development (ASTD) showed that companies that spend more than average on training had an 86% higher share holder return than companies that spend the lowest on training.
E-learning is flexible, cost effective, entertaining, and reduces work related disturbances as training could be completed after working hours at employees’ own comfort.
It is an increasingly used tool for training however it doesn’t fully replace the traditional trainer lead courses.
Reduction in training budget
From financial prospective, training is always the victim of budget cuts in tight times. Every time companies go through financial turbulence, training
budget is automatically reduced if not cut. Such action reflects the shallowness of companies’ forward thinking and weak strategic orientation. As a matter of fact, Cranfield – PricewaterhouseCoopers conducted a study in 22 countries, and found that:
- 21% of Australian companies reduced training expenditure over the past 3 years
- Managers getting more than 3 days of training per year has decreased from 67% to 49%
- Some see self-development as the individual's responsibility.
Accredited training by academic institutions
To ensure that employees are learning and benefiting from the attended training courses, companies are shifting away from traditional training courses, and moving towards accredited and certified training. This is so because such training quantifies employees’ benefits after training through testing. The source of knowledge is also authentic and reliable, where accreditation is usually done through universities. Moreover, accredited and certified training programs are of structured approach and build on focused KAS, which inspire credibility and trust. This shift adds extra burden on training because such training approaches require technical selection process and material evaluation mechanism.
In order to ensure that the implemented training is catering toward companies’ nature of operations, and aligned to its internal culture and values, companies are moving more towards in-house training which presents various benefits.
Corporate university and academy
The recent trend in training is companies establishing their employee education centers, known as corporate universities or corporate academy, like Disney University, McDonald's Hamburger University, and University of Toyota. Those centers are equipped with exceptional training and learning facilities and equipments. In fact, a survey conducted in 2005, with results published in Fortune, found that 55 percent of companies with corporate universities reported that the program has increased the performance of their businesses (Anne Field, "Corporate America's Learning Curve," Fortune Special Sections: Corporate).
For example, McDonald's Hamburger University is a good example of a successful corporate university. In 1983, the company invested $40 million to create its university, over 130,000 square foot. Since its inception, Hamburger University has graduated more than eighty thousand employees and currently graduates about five thousand restaurant managers, mid-level managers, and franchise owners each year. The curriculum, which focuses on Quality, Service, Cleanliness, and Value, is consistently recognized for its excellence. McDonald's has expanded Hamburger University worldwide with satellite campuses in Sydney, Munich, London, Tokyo, Hong Kong, and Brazil.
Trainer & Consultant