Assessment of Work Ethics in Middle East
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This document provides information about Lighthouse Assessments, an Omani business consulting firm, and discusses topics around work ethics and talent management. It notes that Lighthouse has been operating in Oman since 2005, works with over 100 companies to enhance profitability, and has offices in India, Oman and Singapore. The document then discusses defining and aligning work ethics, assessing talent value through competency mapping, and addressing challenges around absenteeism, nepotism and unethical workplace behaviors.
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Assessment of Work Ethics in Middle East
- 1. Lighthouse Assessments WORK ETHICS in Oman
- 2. About Us⌠⢠Omani business consulting firm ⢠In Oman since 2005 ⢠Work we do: â Turn around sick companies make them profitable â Work with stakeholders to enhance profitability â Human capital management ⢠Worked with more than 100 companies ⢠Have offices in India, Oman and Singapore
- 3. Work ethicsâŚ? ⢠Work ethic is a set of VALUES based on HARD WORK and DiligenceâŚto achieve celestial performance⌠Productivity
- 4. Examples of ethical values ⢠Integrity ⢠Sense of responsibility ⢠Emphasis on quality ⢠Discipline ⢠Sense of teamwork ⢠Taking initiative
- 5. Leaders in companies are expected to⌠⢠âŚdeal with complex problems ⢠âŚmake tough (sometimes unpopular) decisions ⢠Wear different hats⌠â Manage people â Manage business â Manage stakeholders â Manage selfâŚ. ⢠Lead people to realize company objectiveâŚ
- 6. But in realityâŚ. ⢠Supervisors work ethics may not coincide with that of the subordinates â Workplace becoming operationally complex â Culturally diverse â Ethnically different ⢠Behavior of a leader directly impacts work group climate and team members ⢠Alignment of perceptionsâŚtoughest challengeâŚor else be ready forâŚ.
- 7. Complexity of conflict⌠Complexity Time taken to resolve a conflictLow Low High High Facts Methods Objective Values
- 8. Culture Alignment of culture with strategy Competence Enhancing people capabilities Ethical behavior Perception and demonstration of work ethics Productivity Total alignmentâŚ.
- 9. Linking values to team dynamics⌠Values HUNGER & ACHIEVEMENT COMMITMENT EMOTIONAL GLUE HARD WORK TEAM REQUIREDNESS & COMPOSITION TEAM SUCCESS OBJECTIVES * TASK * GROWTH * INDIVIDUAL SATISFACTION Team Skills Individual Nourishment Team Processes Team Roles
- 10. Linking values to team dynamics⌠Values HUNGER & ACHIEVEMENT COMMITMENT EMOTIONAL GLUE HARD WORK TEAM REQUIREDNESS & COMPOSITION TEAM SUCCESS OBJECTIVES * TASK * GROWTH * INDIVIDUAL SATISFACTION Team Skills Individual Nourishment Team Processes Team Roles
- 11. Incidents of unethical behavior⌠260 respondents 33% 46% 56% 57% 71% 77% 77% 82% 85% 89% 90% 91% 95% 97% 0% 20% 40% 60% 80% 100% 120% Moonlighting Passing the buck Decision delays Empire building Harrassment Mediocrity Red Tapism Misuse of Power Corporate bullying Circumvention of policies Turf Wars Vaasta AWOL Chronic absenteesm Incidents of unethical behaviour
- 12. Hard-work & Absenteeism on Knowledge curve Physical Physical Intellectual Intellectual Discovery Talent Value Rationalization Talent Value Development Competency Development Productivity High HighLow Initial slow learning, slow acquisition of skills Steep learning phase, acquiring new skills fast Expertise gained, rate of learning slows down
- 13. Rationalizing TalentâŚfinish line is results Stage 1 Awareness To what extent talent management program make employees aware of skills needed for tomorrow Stage 2 Learning Stage 3 Behavior Stage 4 Results To what extent did employees improve knowledge and skills and change attitudes as a result of program To what extent did employees change their behavior back in the workplace as a result of the program What measurable organizational benefits resulted from the program in terms such as productivity, efficiency and sales revenue? Training programs at most impact âAwarenessâ stage of the transformation A robust talent management program impacts all the 4 stages of skills transformation 90% of all training interventions designed to change habits or behaviours do not achieve their objectives. This explains why leadership performance has only improved by 20% over the last 20 years inspite of annual global expenditure on leadership development in excess of âŹ40 billion! Now more than ever, training and people development interventions need to show a tangible impact on business performance and ultimately the bottom line⌠Harvard Business Review
- 14. Elements of Talent Value Rationalization Training programs High visibility projects Job rotation First supervision responsibility Projects related to cost savings, Process improvement, reduction of waste, Systems improvement, etc. High impact assignments Employees Talent Rationalization Program
- 15. Talent Value Rationalization budgets utilizationâŚ23 Pvt. Cos. in Oman Training budget utilization/technical training budgets (number of respondents = 23 companies) Percentile Range 10th 25th 33rd 50th 66th 75th 90th Average %of companies budget utilization 18% 25% 31% 37% 46% 56% 71% 41%
- 16. Hard facts⌠Total no. of Omanis employed in private sector Only 1909 draw a salary upwards of OMR 2000 pm. 2.2% of total Omani working population in Pvt. Sector 5% of the top management comprising of Omani Nationals Source: Ministry of Manpower
- 17. Introduction to TVI ⢠Proprietary tool that measures âTalent Value Indexâ of human capital in a company ⢠Enables leaders to assess existing HR competencies and capabilities ⢠Compute ROI on human capital ⢠Assist them to shorten the learning curve
- 18. Elements of Talent Value Index Top Level Strategic Orientation Result Orientation People Orientation Collaboration and Influencing Customer Impact Change Leadership Market Insight Middle Level Business Acumen Drive for results Team Leadership Impact and Influence Customer Focus Continuous Improvement Networking skills Junior Level Holistic thinking Achievement motivation Teamwork Self Confidence Customer responsiveness Initiative Market Awareness Organization success
- 19. Steps for assessments⌠⢠The tool assess all employees on the set of competencies defined ⢠Assessment includes, case studies, group activities, psychometrics and interviews ⢠Results in assessment score in %age â Person 1 = 75% â Person 2 = 60% â Person 3 = 110% â Average (TVI) = 81%
- 20. OmanizationâŚOh Really??? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% IT Telecom Industrial Financial Inst Knowledge Oasis Power companies Universities Automobile Sales & Dist Omanization percentage TVI (THO) TVI(ON) TVI(EX)
- 21. Role of a leader⌠Competence Work Ethics Productivity Complementary Skills Common Purpose Common Approach Mutual Accountability Performance Goal Common Values L E A D E R TASK IDENTITY SYSTEM ROLE RELATEDNESS SELF Impact Job Engagement Results
- 22. Conclusion⌠Un ethical behavior Steps to be taken to address the issue Chronic absenteeism Enhance employee engagement Vaasta Decline politely, regret sincerely, learn to say âNOâ politely Turf Wars Restructure and rationalize manpower Circumvention of policies Have a strong systems and processes Corporate bullying Set whistle blower policies Misuse of Power Red Tapism Simplify systems and encourage people to take decisions Mediocrity Set accountabilities and manage performance aggressively Harrassment Make it a non negotiable act and take action quickly Empire building Rationalize manpower, restructure, process improvements Decision delays Process mapping and improvements Passing the buck Incentivize staff who conclude work on time, instill values Moonlighting No tolerance policy (during work hours)
- 23. Thank you
- 24. ⢠Lighthouse is a business consulting firm started in 2004 by consultants working with prominent consulting firms in India ⢠Lighthouse is in Oman since 2007 ⢠Offices in: â India â Sultanate of Oman â JV office in London ⢠Have strategic tie â ups with: â Sharakah â youth fund of Oman â MAS Clearsight â Dubai based PE firm â World at work About us⌠25
- 25. The Lighthouse â Array of Services The Lighthouse - Practices People StrategyBusiness Consulting Performance and Rewards Strategic Finance â˘Organization Design â˘Change Management â˘HR Audit â˘Employee opinion surveys â˘Leadership Development â˘Competency Mapping and Assessments â˘Design, development, implementation and communication of HR systems based on PCMM â˘Attraction and retention â˘Business plans design â˘Project feasibility studies â˘Mergers and acquisitions â˘Business Process Re â engineering â˘Corporate integration â˘De â mergers â˘Joint ventures and partnerships â˘Designing rewards strategy â˘Benefits benchmarking â˘Compensation Surveys â˘Job Evaluation & Grading â˘Performance Management Systems â˘Design & Implementation of Balanced Scorecards â˘Performance linked rewards â˘ESOP â˘Board Remuneration â˘Debt financing â˘Private equity financing â˘Mezzanine financing â˘Strategic fund raising â˘Venture capital partnerships â˘Investor introductions â˘Corporate finance â˘Term loans and guarantees 26
- 27. Key clients in Sultanate of Oman⌠⢠Royal Court Affairs â Oman ⢠Oman Cement Company ⢠Oman Air ⢠MEDC ⢠OPWP ⢠Electricity Holding Company ⢠PAEW ⢠Oman Waste Water (Haya) ⢠RAECO ⢠Enhance ⢠Towell Group ⢠Galfar ⢠OMINVEST ⢠Al Hassan Group ⢠Khimji Ramdas Group ⢠Oman Arab Bank ⢠Standard Chartered Bank ⢠Takamul Investments Company ⢠Nizwa University ⢠Sohar University ⢠Barka Power Company ⢠Fair Trade LLC ⢠Dhofar Power Company ⢠Voltamp ⢠Al Yosuf Group ⢠Muscat Overseas Group ⢠Oman Computer Services ⢠Imtac Technologies ⢠Shanfari Group ⢠Al Hosn Investment Company ⢠Jawad Sultan Group ⢠Muscat Finance Company ⢠National Finance Company ⢠Raysut Cement ⢠SABCO Group ⢠Majis Industrial Services ⢠Oman Four Mills ⢠Mustafa Sultan Enterprises ⢠Fincorp 28
- 28. List of worldwide clients⌠⢠DHL International ⢠Tesco ⢠ANZ IT ⢠Macmillan India Ltd. ⢠IBM ⢠Hewlett Packard ⢠Motorola ⢠Intel Corporation ⢠HAL (Engines division) ⢠Aurigene ⢠America Online (AOL) ⢠Dell International ⢠Amazon. Com ⢠World Health Organization (WHO) ⢠Malakoff Malaysia ⢠Toyota Motors ⢠Sony Corporation ⢠Dubai Cables ⢠Yokogawa India ⢠ABB Ltd. ⢠General Electric (GE) ⢠Mashreq Bank ⢠Dubai Aluminum ⢠Hulumale Development Corporation (Maldives) ⢠JH Whitney Investment Fund ⢠Atkins ⢠Deloitte and TouchĂŠ ⢠Tata Consultancy ⢠British Telecom ⢠Nokia ⢠Reliance Industries ⢠SG Bio â Fuels ⢠Shell India ⢠Dhabi Group ⢠Kingfisher Airlines ⢠Qatar Airways ⢠Unicef 29
Hinweis der Redaktion
- January 11, 2015