2. Master in Arts &. Bachelor of Law
Human Resources Management Program - Cornell University, USA
CEO of Excelerate (Pvt.) Limited
Karachi Electric Supply Company - Chief Operating Officer
Habib Bank Ltd,. SEVP Head HR & Organization Development
Member CBR, Government of Pakistan HR Management
Pak Kuwait Investment /Meezan Bank-SEVP Planning, Marketing, IT, and HR
American Express- Director HR Pakistan/Regional Director Asia Pacific
Exxon Chemical (ENGRO) Finance & Planning
Government of Pakistan CSS Officer in Finance Group.
Zafar Aziz Osmani
CEO, Excelerate (Pvt.) Limited
Global HR Excellence Award - Asia Pacific HRM Congress in Mumbai 2006
HR Leadership Award - Times-Ascent group in Mumbai 2008
Life Time Achievement Award - Asia Pacific in Bangalore HR Congress 2012
2
3. 3
Interpersonal skills are skills that
connect, communicate and interact with
other people, both individually and in
groups.
INTERPERSONAL SKILLS CONCEPT
5. 5
Within Public Sector
• Interdepartmental
• Between Ministries
• Federal/Provincial
With External Public
• Common public
• Political Segment
• Media & Press
PUBLIC SECTOR INTERPERSONAL SKILLS DIMENSIONS
6. 6
Bureaucracy was used a key institution
British provided patronage to
landlords, religious and tribal elders
Provided land grants, titles,
pensions to ensure political stability
Colonial heritage of Pakistan
Influencing the political culture Bureaucratic institutions
PUBLIC SECTOR CULTURAL BACKGROUND
8. 8
Key Challenging Factors
•Limitations of the political leadership
•Management Conflicting Priorities
•Politicized bureaucracy
•Corruption perceptions
•Disregard for rule of law and merit
Interpersonal Skills in Public Sector
9. Input
• Fresh
Induction of
Officers
System
• Academy
• Directorates
of Training
• Mid /
Advance
Career
Trainings
Output
• Class of
public
service
officers
with
readiness to
achieve
government
goals
9
PUBLIC SERVICE CULTURE
14. 14
Addressing Public Sector Culture
Alignment with Changing Realities
• People
• Government Goals
• Public Service Employees
Focus on External Stakeholders
INTERPERSONAL SKILLS MANAGEMENT – WAY FORWARD
16. Public is changing
Perceptions are changing
Expectations are changing
Level of tolerance is changing
Pressures on civil service is changing
16
GROWING PRESSURES & CONFLICTS – PUBLIC SECTOR
23. What is to be
done ?
How ?
Would it be
doable ?
Any learning
past experiences
within Pakistan?
23
QUESTIONS?
24. Strong status quo protection
Legacy culture of authority
Vested interest forces – internal & external
Leadership misperception of performance
Inability of open minded to make difference
CONFLICT RESOLUTION CHALLENGES
25. 25
• Non sustainability of new initiatives
• Comfort of survival within the existing
framework
• Insecurities of organization capability
under new system
• No threat to survival despite indifference
and non performance
Belief In
Status Quo
THE KEY IMPEDIMENT
26. • Institutional reforms and turnaround are
critical for Pakistan
• There is need for redefining leadership
competencies in public sector
• Good governance and commitment to
change with a strong reinforcement
Bringing Modern
Leadership
Competencies
26
LEADERSHIP FOR CONFLICT RESOLUTION