Talent Strategy & Management
Brings you four world class training programs in Dhaka and Chittagong
PsychometricTesting & C...
Flourishing Leadership Skills:
by tapping into your personal DNA
The two- day long program will evolve around two principa...
Emotional Intelligence:
hard facts of soft leadership skills
People with high emotional intelligence can better manage the...
The Art of Performance Feedback:
turning under performers towards performance excellence
In order to survive in today’s co...
PsychometricTesting & Competency Assessment:
for talent selection and promotion
Assessing people effectively and timely is...
PROFILE OF PROGRAM LEADER
Mahbub Alam
Mahbub Alam is an internationally educated and trained management
professional who h...
OTHER DETAILS
Methodology
Interactive presentation, regional/international case, group works.
Certificate
Certificate of P...
Nächste SlideShare
Wird geladen in …5
×

TSM Brochure

77 Aufrufe

Veröffentlicht am

  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

TSM Brochure

  1. 1. Talent Strategy & Management Brings you four world class training programs in Dhaka and Chittagong PsychometricTesting & Competency Assessment: for talent selection & promotion Dhaka: August12-13,2016.Venue:SixSeasonsHotel,Gulshan-2 The Art of Performance Feedback: turning under performers towards performance excellence Dhaka: August 27, 2016.Venue: Six Seasons Hotel, Gulshan-2 Chittagong: August 20, 2016.Venue: Ambrosia, Agrabad Emotional Intelligence: hard facts of soft leadership skills Dhaka: July 30, 2016.Venue: Six Seasons Hotel, Gulshan-2 Chittagong: August 19, 2016.Venue: Ambrosia, Agrabad Flourishing Leadership Skills: by tapping into your personal DNA Dhaka: July 22-23, 2016.Venue: Six Seasons Hotel, Gulshan-2 Chittagong: August 05-06, 2016.Venue: Ambrosia, Agrabad Program 1 Program 2 Program 3 Program 4 What makes our programs different and effective • Programs are based on up to date and impactful applied organizational works by top organizational researchers of North America • Effective utilizations of business cases, exercises and articles mostly from Harvard Business School • Rigorous participant engagement through pre-programs study/exercise, interactive discussion, individual/group exercise & presentation, video analysis etc. • Learning implications are contextualized based on local organizational culture and norms Mahbub Alam, Program Lead Mahbub Alam is an internationally educated and trained organizational and management professional who has been in the field of organizational development, HRM, L&D, and leadership development for last 22 years and served various organizations in banking & finance, manufacturing, hospitality and consulting in Bangladesh and North America. Based in Toronto, Mahbub is the founder and lead consultant of Talent Strategy & Management providing leadership and organizational development consulting and training by blending North American management science with Pan-Asian organizational culture and norms. Mahbub designs his programs based on the learnings & insights derived from his current engagement in organizational and leadership research in pursuant of his Ph. D program in human resource management atYork University, Canada. Mahbub is a CHRP (Certified Human Resources Professional), Canada and obtained his MBA from Ted Rogers School of Management, and Graduate Certification in Human Resources Management (CHRM) from University of Toronto, Canada. As an adjunct faculty, Mahbub occasionally teaches courses of MBA/Executive MBA programs of North South and BRAC University. Mahbub assists organizations on issues of organizational development, management & leadership development, executive coaching, HR and L&D transformations.
  2. 2. Flourishing Leadership Skills: by tapping into your personal DNA The two- day long program will evolve around two principal dimensions. The first dimension involves the theme of individualized leadership developmental roadmap based on position requirement and one’s hidden personal strength. Although traditional corrective feedback has its own merit to identify one’s weak areas, but feedback that only focus on weakness can lead talented managers to overinvest efforts in their perceived weakness. This approach may cause their hidden strengths (both known & hidden) unnoticed and untapped.Therefore, a focus to identify individual strengths allows managers/ leaders to tap into the personal strengths that they may or may not be aware of. This positive approach does not deny or ignore the weak area that the traditional feedback mechanism identifies; rather, a balanced focus on both strength and weakness will help them reach their highest potential. The second dimension will focus on the set of often unrecognized crucial competence emotional intelligence, which is universally applicable for business managers and leaders. Golemen’s groundbreaking research employing the“competency models” of hundreds of top global companies found that upto 90% of difference in performance of senior managers and leaders are attributable to emotional competence – not IQ or technical skills. Several other research works of organizational psychologists also showed that emotional intelligence, instead of technical skills, plays even increasingly important role at the highest levels of the company. The irony is that people do not learn this skill the same way they learn IQ or technical skills. EI is born largely in the limbic system of the brain which governs feeling, impulses and drives. By explaining the neuro basis of the EI, the program will offer guidelines and techniques offered by researchers as how one can improve her/his EI. Reflected Best-Self Exercise (to identify your hidden strength) Reflected Best-Self Exercise- a powerful method developed by a team of positive organizational psychologists of leading universities of U.S.A is being widely utilized in leadership development programs of top business schools of North America and around the world. The purpose of this exercise is to explore the personal hidden strengths of individuals to create a developmental agenda for expanding capacity. Prior to the program, all the nominated participants will go through this unconventional feedback approach of Reflected Best-Self Exercise. The program lead will personally guide each participant to go through this exercise from Canada. During the two-day long program, a debriefing discussion will take place, which will lead participants to figure out their individualized developmental agenda. Program Method: The participants will be fully engaged in various interactive components through out the two-day long program. Along with the individualized Reflected Best-Self Exercise, the participants will be required to solve one of the widely taught case studies of Harvard Business School on Apple Inc. of USA. Two of the top rated articles on leadership of Harvard Business Review will be analyzed contextualizing local cultural perspectives. Videos to be used to validate the arguments of applied psychology and neuroscience behind emotional and social intelligence. Target Group: Senior and mid-level managers of any functional areas who manage and lead teams. Program Outline: • Perspectives on organizational leadership • Leadership skill developmental process & role of 360 feedback • Playing on one’s strengths. (HBR Article Review) • Reflections on Reflected Best-Self Exercise and way forward • Identifying individualized required skills and competencies to be developed • Harvard Case work: Apple Inc. • What makes a leader: Emotional Intelligence (HBR Article Review) • Role of IQ and EI in star organizational performers • Neuro-science and development of emotional competence • Positive and negative emotions and role of adrenaline hormones in human body • Personal learning and developmental strategy Dhaka: July 22-23, 2016 | Six Seasons Hotel, Gulshan-2, Dhaka [Time: 10:00 A.M. - 05:30 P.M.] Chittagong: August 05-06, 2016 | Ambrosia, Agrabad, Chittagong [Time: 10:00 A.M. - 05:30 P.M.] COURSE FEES BDT 17000/PERSON (ExcludingVAT &Tax) Program 1
  3. 3. Emotional Intelligence: hard facts of soft leadership skills People with high emotional intelligence can better manage their own impulses, communicate with others more effectively, manage change well, solve problems and perform better. Emotional Intelligence (EI) is an ability initially created by two researcher Peter Salavoy and John Mayer – and popularized by Daniel Goleman in his best seller in 1996. EI is the ability to: - Recognize, understand and manage our own emotion - Recognize, understand, and influence the emotion of others in our relationships. In workplace, this means being aware that emotions can drive our behavior and impact people positively and negatively, and learning how to manage those emotions – both our own and others –especially in an adverse and challenging situations. Golemen’s groundbreaking research employing the“competency models”of hundreds of top global companies found that upto 90% of difference in performance of senior managers and leaders are attributable to emotional competences – not IQ or technical skills. Goleman also found that higher the rank of a person considered to be a star performer, the more emotional capabilities showed up as the reason for his or her effectiveness. Although individuals born with certain levels of emotional intelligence, all can strengthen these abilities through persistence, practice and feedback. However, people do not learn this skill the same way they learn IQ or technical skills. Because, EI is born largely in neurotransmitters of the brain’s limbic system which governs feeling, impulses and drives. The program will offer guidelines and techniques suggested by researchers as how one can improve her/his EI through the limbic system of the brain. Program Method: Participants will analyze a case study of Harvard Business School to grasp the challenges and implications of emotional intelligence in real life situation. One of Goleman’s top rated articles on EI of Harvard Business Review will be discussed by contextualizing the local organizational and cultural perspectives. The facilitator will utilize applied psychology and neuroscience to explain emotional intelligence utilizing two research videos. Target Group: Mid to senior level professionals of any discipline who wish to understand the role of emotional intelligence and develop this skill for success. Program Outline: • The business case for emotion at work • Emotional Intelligence & The story of IDS Life- American Express Insurance Division • Goleman’s emotional intelligence framework for leaders - Self-awareness: knowing one’s strengths, weakness, drive, values and impact on others - Self-regulation: controlling or redirecting disruptive impulses and moods - Empathy: understanding other people’s emotional make-up - Social skills: building rapport with others to move them in desired direction • Group case work of Harvard Business School • Role of IQ and EQ in organizational talent management • Neuro science behind emotional intelligence - Circuitry of limbic brain and Neuroplasticity - Emotion and adrenaline chemicals of human body • Strategies to develop emotional intelligence Outcome: Upon completion of the program, the participants would be able to: • recognize the importance of emotional and social intelligence. • understand the biological basis of these skills and malleability of human brain. • engage in practice towards improving their emotional intelligence. Dhaka: July 30, 2016 | Six Seasons Hotel, Gulshan-2, Dhaka [Time: 10:00 A.M. - 05:30 P.M.] Chittagong: August 19, 2016 | Ambrosia, Agrabad, Chittagong [Time: 10:00 A.M. - 05:30 P.M.] COURSE FEES BDT 8500/PERSON (ExcludingVAT &Tax) Program 2
  4. 4. The Art of Performance Feedback: turning under performers towards performance excellence In order to survive in today’s competitive business environment, employees at all levels must deliver at a minimum expected level and continually take effort to improve performance. Therefore, employees need to receive feedback as how well they are performing their task. If substandard performance is ever going to be raised, or if people ever going to learn their job better, then people must be aware that their performance fell short of expectation. Organizational research consistently suggested that, in spite of the best intentions to stimulate performance improvements, such feedback is perceived negatively by a majority of the employees and rarely work the way supervisors or organizations expect. All too often negative feedback produces the opposite effect. There are two main facets of this serious organizational issue, one involves with the recipients’ debilitating psychological reactions to such feedback, the other relates to the way feedback are generally given by the managers and supervisors. The workshop will explore the nature and challenges of perceived negative feedback situation along with the scholarly tested approaches as how to manage such performance issues effectively. Some of the key areas to be covered are: • Psychological process model of feedback (emotion, self-efficacy, behavioural strategy) • Constructs of positive and negative feedback. • Implication of Dunning-Kruger effect in feedback perception. • Neuro-basis of the reasons of feedback rejection & improvement avoidance. • Behavioural responses of negative performance feedback of individuals of different goal orientations. • Feedback as a complex exchange of performance message and the role of clarity, constructiveness, cognizance, consistency of feedback message. • Multilevel approach to deal with negative feedback towards performance improvement. Program Method: The participants of the program will analyze relevant case and articles of Harvard Business School during the program. Videos of relevant research findings to be used to support the participants understanding on debilitating effects of negative feedback and handling techniques of such situations. Target Group: Senior and mid-level managers of any functional areas who manages a team. Program Outline: The workshop will explore the nature and challenges of perceived negative feedback situation along with the scholarly tested approaches as how to manage such performance issues effectively. Some of the key areas to be covered are: • Psychological process model of feedback (emotion, self-efficacy, behavioural strategy) • Constructs of positive and negative feedback • Implication of Dunning-Kruger effect in feedback perception • Neuro-basis of the reasons of feedback rejection & improvement avoidance • Behavioural responses of negative performance feedback of individuals of different goal orientations • Feedback as a complex exchange of performance message and the role of clarity, constructiveness, cognizance, consistency of feedback message • Multilevel approach to deal with negative feedback towards performance improvement Outcome: After attending the workshop, the participants would be able to: • understand the difference between positive and negative feedback. • recognize debilitating psychological state of the recipient of negative feedback • create psychological safety for performance improvement efforts. • focus on improvement plan instead of criticizing sub-standard performance. • give negative feedback objectively. Dhaka: August 27, 2016 | Six Seasons Hotel, Gulshan-2, Dhaka [Time: 10:00 A.M. - 05:30 P.M.] Chittagong: August 20, 2016 | Ambrosia, Agrabad, Chittagong [Time: 10:00 A.M. - 05:30 P.M.] COURSE FEES BDT 8500/PERSON (ExcludingVAT &Tax) Program 3
  5. 5. PsychometricTesting & Competency Assessment: for talent selection and promotion Assessing people effectively and timely is one of the key challenges of HR professionals. Today’s professional organizations can not deny the need of reliable and valid assessment tools for the purpose of selection, promotion and succession management of their talent management functions. Psychometrics is the field of study concerned with the theory and technique of measurement of knowledge, abilities, attitudes, and personality traits of individuals. Assessing individuals based on psychometric assessment for selection has been proven to be a valid process and top organizations have been using these tools for the purpose of their talent management since long. McClelland’s phenomenal work “Testing for Competence Rather than Intelligence” provides an empirical ground for the importance of a set of soft competencies that distinguish star performers from the average.Therefore, assessments that are designed and applied to test cognitive abilities, personality and competencies required for the job can be the best predictor of job performance. The objectives of the program are a) to present and summarize what is known from the research literature about the value of psychometric and different types of other formal assessment methods that are used to select and promote employees in organizations, b) to remove some of the mystique, complexity and confusion that can drive HR professionals away from implementing formal assessment methods and c) to provide a useful roadmap to help make decisions about what assessment methods are most useful and practical in different situations. In this two-day long workshop participants would be engaged in evaluating, selecting and also developing assessment tools based on the skills and competencies of three sample jobs. Program Method: From the very beginning of the program, participants will be engaged in case work, group exercise to evaluate and even develop themselves some specific tools. Finally, based on the learning of the program the participants will be required to recommend and present assessment mix of three sample hiring and promotion cases. Target Group: Senior to mid level HR Generalists and Recruitment specialists. Program Outline: • Job analysis – the foundation of candidate assessment. • The case of reliability and validity of assessment. - Cognitive ability, Personality, Competencies • Emergence of competencies and the story of the diplomat of a state department. • Aligning assessment with job requirement. - Case study • Psychometric assessment tool box. -Aptitude and Tests, Personality or Interest Inventories, competency assessment, In-tray • Developing competency-based (structured) interview - Situational Interview: Preparing questions and scoring standards. - Behavioral Description Interview: Preparing questions and scoring standards • Design assessment centre with appropriate component mix. • Choosing & designing tests based on the skills and competencies of the job. - Group work on real selection and promotion cases • Application - Policy & procedure - Interviewer training • Process evaluation & improvement Outcome: Upon completion of the program the participants: • Would be familiar with different kinds of psychometric tools along with its appropriate use. • Are expected to be able to develop, choose and administer various kinds of psychometric assessment and other assessment tools and different methods such as tests, interview, group exercises and assessment centres. • Should be able to implement such assessments in their respective organizations. Dhaka: August 12-13, 2016 | Six Seasons Hotel, Gulshan-2, Dhaka [Time: 10:00 A.M. - 05:30 P.M.] COURSE FEES BDT 15000/PERSON (ExcludingVAT &Tax) Program 4
  6. 6. PROFILE OF PROGRAM LEADER Mahbub Alam Mahbub Alam is an internationally educated and trained management professional who has been in the field of HRM, L&D, OD, leadership and management development for last 22 years and worked in various industries of banking, manufacturing, hospitality in Bangladesh and North America. Mahbub is a CHRP (Certified Human Resources Professional), Canada and obtained his MBA from Ted Rogers School of Management, Canada. He earned his Post Graduate Certificate in Human Resources Management (CHRM) from University of Toronto with honors standing and also holds a Masters in Economics. He is apractitioner member of HRPAO - Human Resource Professionals Association of Ontario. Presently living in Canada, he is the founder and lead consultant of “TalentStrategy&Management” providing leadership development training and organizational development consulting, blending North American management science with Pan-Asian organizational culture and norms. Mahbub is currently engaged in organizational and leadership research in pursuant of his Ph.D program in Human Resource Management at York University, Canada. Mahbub worked for BMO Bank of Montreal, one of the five major Banks of Canada with operations in USA in Direct Banking Operations and HR for its Private and Commercial Banking group. He also worked for a Toronto based staffing consulting company, HR-on-Call as a Staffing Consultant and also had a short tenure with the Diversity Institute of Ted Rogers School of Management, Ryerson University as HR and Diversity Researcher. In Bangladesh, Mahbub started his career in 1992 with Lucky Gold-Star, a multinational company and successfully advanced his career as a human resource professional. He was one of the key leaders during the high growth transformation era of OTOBI Limited where he headed HR and Administration. Mahbub joined Square Group in 2001 as Head of Human Resources and led HR of four companies of its Textiles Division. Later, he also headed HR of Square Hospital as General Manager, Human Resources. As the Head of Learning and Development of BRAC Bank, Mahbub designed and instituted systematic L&D functions of 7000 employees including management and leadership initiatives of the bank and led L&D division till September, 2015. Mahbub travels widely countries of Asia, Europe and the Americas for business purposes and to attend seminar, training and workshops on various management and HR topics. As honorary consultant of occupational health and safety of Bangladesh Employers Federation (BEF), compiled a “Guide Book on Occupational Health and Safety” published by BEF and ILO, Dhaka in 2012 and also represented BEF on issues of OSH in several seminars and conferences at home and abroad. Mahbub is seasoned corporate trainer on HR, L&D and Leadership & Management Development and serves as executive coach (CCL certified). As an adjunct faculty, he also teaches courses on HR, OB, Managerial Communication in MBA/Executive MBA program of North South University and BRAC University.
  7. 7. OTHER DETAILS Methodology Interactive presentation, regional/international case, group works. Certificate Certificate of Participation will be awarded upon successful completion of the program. Nomination Submission Process Please submit your nomination at talentstrategymanagement@gmail.com by June 29, 2016 or call us at 01717-151129. Maximum number of participants for each course will be 25 and nominations will be entertained as “first come, first serve”basis. The fee is to be paid in advance through cash, pay order or account payee cheque drawn in favor of“Md. Mahbubul Alam”. CourseType Non Residential Venue: Dhaka Six Seasons Hotel House No. 19, Road No. 96, Gulshan - 2 Dhaka 1212, Bangladesh Talent Strategy & Management Contact Information Bangladesh: House No. 40, Road No. 31, Dhanmondi R/A, Dhaka Canada: 1207-701 Don Mills Road, Toronto M3C 1R8 Venue: Chittagong Ambrosia Jibon Bima Bhaban, 1053, Sk. Mujib Road, Agrabad, Chittagong, Bangladesh

×