Competency-Based Training and Development System
Fundamental to the competitive position of Gulf Petrochemical Industries Company is its commitment to the development of employees. Our HR function as a strategic Business Partner drives organizational results through a competency-enhancing culture. To remain competitive in the Business, there is a constant need for accelerated learning and development of employees. This need was fulfilled through the ‘Competency Based Training and Development’ system.
Supporting the unemployed in promoting local industrial development and creating related local employment opportunities
The “Multiple-Employment Promotion Program" (MEPP) teamed up the government and civil groups, by manners of creativity, localization and developments of economic or social projects, assuaged the livelihood and economic pressure of the jobless people, and aimed at strengthening the willingness, ability and confidence of the unemployed; whose involvements might promote local industrial development and create local employment opportunities.
Towards a Universal Taxonomy of Perceived Managerial and Leadership Effectiveness: A multiple cross-case/cross-nation study of effective and ineffective managerial behaviour
Empirical findings obtained from fifteen emic replication studies of peoples’ perceptions of effective and ineffective managerial behaviour within various organizations in Canada, China, Egypt, Germany, Mexico, Romania and the United Kingdom were subjected to a process of derived etic multiple cross-case and cross-nation comparative analysis. High degrees of sameness and similarity were found. Further analysis led to the emergence of a ‘universalistic’ taxonomy of perceived managerial and leadership effectiveness comprised of eight positive (effective) and six negative (least effective/ineffective) generic behavioural criteria. The study demonstrates empirically that in all seven countries managerial and leadership effectiveness is perceived, judged, and defined in much the same way and in similar terms. Our findings challenge past literature which argues that managers/leaders need to adopt different managerial behaviours to be effective in different organizational sectors and in different countries. They also challenge the axiomatic belief amongst most management researchers that effective management and leadership processes must reflect the national/societal cultures in which they are found. Limitations of the study and implications for future HRD research and practice are discussed.
Leadership Impact on Human Resource Development
The primary objective of the Leadership Initiative designed and implemented, in this case, was to create and enhance leadership excellence that leads to people excellence, ultimately driving operational excellence. In cooperation with Change International Ltd., FESTO developed a leadership development concept called FLI (Festo Leadership Initiative) based on 16 core competencies which relate to and have an impact on the following aspects: general indicators of performance, social competency, leadership and management.
Improving Quality of Working Life through Corporate Social Responsibility Projects
This entry focused on IndianOil’s quest to improve the quality of life through Corporate Social Responsibility (CSR) projects, mostly undertaken in the vicinity of their installations and establishments with the primary goal of improving the quality of life of these communities. The award entry shows Indian Oil’s strong commitment to Corporate Social Responsibility, backed investment in areas such as providing Clean Drinking Water, Health and Medical Care, and Expansion of Education.
In pursuit of learning: Sensemaking the quality of work life.
This paper explores what quality of work life means to employees and how learning that occurs in the workplace drives employees towards experiencing their perceived quality of work life. Current research tends to situate quality of work life in the context of work-life balance examining spillover effects between work and personal life. However, this study examines the ‘quality’ of work life from an inside-out perspective – that is, how one perceives one’s work environment based on the meanings they draw from workplace dynamics – rather than an outside-in perspective where organizational factors are often considered to contribute to employees’ quality of work life.
"Employees First" Talent Management
This submission captures the essence of UNISA’s Integrated Talent Management initiatives towards a progressive people management system. UNISA’s Integrated Talent Management Strategy is underpinned by a philosophy of “Employees First”. Talent Management at UNISA is underpinned by the theoretical framework of Vygotsky’s Zone of Proximal Development (Lee 2000, 191). These principles are used as the guiding philosophy of the Talent Management strategy and implementation plan at UNISA. Talent Management at UNISA rests on 4 pillars, namely, Attraction, Development, Deployment and Retention. HRD has therefore taken the lead in two of these pillars, development and retention of employees.
Schaeffler Global Management Development
Schaeffler is convinced that developing strategic thinking and supporting the leadership culture is an investment which helps to sustain long-term business performance in a complex matrix organization structure. Therefore the major objective of the Global Management Development at Schaeffler is to enable leaders at all levels to define and implement the strategy, which successfully drives the business results in an ambiguous environment. Thus, the relevant know-how on the strategic and entrepreneurial thinking are being included as the core part of the programs content design, such as: • strategy development and implementation on markets, sectors, and portfolio levels • recognition of own influence on the corporate business strategy • understanding the "operational excellence" in the region and worldwide • leveraging on diversity and cultural differences beyond the stereotypes
Building High-performance Work Systems for Human Resource Development in Local Governments: The Case of Tainan City Government, Taiwan (R.O.C.)
This project was launched by the Department of Personnel of the Tainan City Government (DPTCG), Taiwan (R.O.C.) with the innovative use of high-performance work systems (HPWS) to cope with resource shortage after the merger of Tainan City with Tainan County at the end of 2010 in terms of organization design, talent recruitment, and human resource development and management (HRDM) to promote public human capital, and swiftly and effectively recruit quality government employees, so as to build a “new local government” featuring high performance and responsiveness.
iLEAP (Infosys Learn Excel Aspire and Perform)
iLEAP (Infosys Learn Excel Aspire and Perform) Academia is an online learning platform to enhance scalability, create a collaborative learning community and to facilitate autonomous learning - making learning available at the speed of need. The program was launched in March 2014 with 9000+ employees successfully completing in November, 2014 and March 2015. We have more than 2000+ employees who have registered for upcoming batches of iLEAP1.0. There is a marked difference of 15% noticed in the attrition between the group registered under iLEAP and the organization wide JL2 attrition.
Cathay United Bank: Project 'New Heights' - Strengthening organizational leadership and communication capability
Following a Mckinsey Organization Health Investigation in 2102 Cathay United Bank (CUB) sought to introduce a series of initiatives (entitled Project ‘New Heights’) to strengthen organizational leadership and enhance both its communication and learning and development capability. A Project New Heights section was created within the company's intranet where details, progress, success stories and news about the project were shared. In addition, an opinion box was made available online allowing employees to express their views. In parallel to enhanced formal lines of communication CUB established informal channels using social networking to facilitate two-way communication, through which employees were able to understand and participate in the change processes.
Using Mobile Technology for English Training
This project developed a mobile learning solution (mLearning) to address the challenge of English skills development for employees of the national oil and gas corporation of the State of Qatar. The workforce consists mainly of non-native English speakers who require specialized English language skills to carry out workplace tasks and to maintain safety in a hazardous environment. The mobile learning approach accommodated the diverse and dispersed nature of employees, including the absence of internet or Wi-Fi at some job sites. MLearning consists of a mobile application containing expository, practice, and reference content tailored specifically to workplace English requirements of the oil and gas industry. In addition, an authoring tool allows instructors to easily create effective mobile learning content for use with the application. The innovative mLearning approach pairs appropriate, theoretically supported pedagogy with effective technology to offer just-in-time training and reinforcement tailored to the particular need of the corporation. This was made possible by close collaboration between team members and stakeholders in academia and industry. Most of the employees who used mLearning found it to be effective, easy to navigate, convenient, and engaging, and welcomed further training using this approach. Improved English skills and transferable lifelong learning skills provided benefits to employees at work and beyond. The knowledge gained from this project will help to develop effective training for other sectors of the Qatari population as they pursue further national and economic growth.
Women’s Leadership Career Development: the need for change
Joint Research Excellence Winner 2015; Sharon Mavin, Janine Williams, Nicola Patterson; Tricia Bryans; UK The authors argue that women’s careers are complex and multi dimensional yet in practice operate in a single dimension – the male dominated organisation. Despite decades of women working in organisations the dominant attitude remains as “think manager, think male…. think leader…think man”. Thus gender is critical to any understanding of the prevailing orthodoxy concerning the positioning of women in management and leadership and the challenges faced in terms of career development.
Towards an integrative framework af action, learning and experience
Joint Research Excellence Winner, 2015. Dr Roland Yeo (Saudi Aramco). Dr Yeo's paper, published in Human Resource Development Quarterly addresses the interrelationship between action learning (AL) and experiential learning (EL). The paper addresses two specific questions: How does the relationship of AL and EL contribute to a deeper understanding of action, learning, and experience? and What are the implications of an integrative framework of action, learning, and experience for HRD research and practice?
Commitment towards Operational Excellence: Developing Critical Change Behaviors
Successful Operational Excellence (OE) implementation based on a quality-driven work process improvement framework requires strong buy-in from all stakeholders of an organization. Frequently, such implementation fails due to a lack of top-down direction and ground-up mobilization in driving OE objectives and outcomes. The Academic Programs & Partnerships Department (AP&PD) of Saudi Aramco encountered a number of dilemmas while implementing OE in 2015. Achieving both short-term gains and long-term benefits led to challenges in the implementation process. While obtaining quick results was necessary, maintaining momentum through behavioral change was of greater importance to serving the organization in the long run.
100% Employee Care and Resettlement—Exemplifying Corporate Citizenship and Enhancing Employee Well-being and Quality of Working Life
To join the effort of saving insolvent insurers identified by the supervisory authority, Cathay Life Insurance Co., Ltd. (“Cathay Life”) won the bid on March 23, 2015 to take over the assets, liabilities, and operations of two life insurance companies ( the “Companies”). In winning the bid, Cathay Life ensured that the rights of the Companies’ approximately 500,000 policyholders would remain unaffected. Meanwhile, we have 1) applied higher employment standards than those of Taiwan Insurance Guaranty Fund in resettling a total of 703 employees (average age: 41.6) of the Companies, 2) offered additional seniority-based compensation beyond those required by law, and 3) proposed an employee transfer and resettlement project to safeguard the rights of the employees. The project aims to ensure the right to work of the resettled employees, assist them in acclimating to their new workplace, and maintain their existing quality of life despite the takeover. With such a comprehensive and detailed resettlement package, we hope to become the most trustworthy partner of all employees.
Agency 2.0: Agents Transformation Project- To achieve efficient work in relaxed life through systemized on-the-job training and scientific management tools.
As a consequence of organization growth and socio-economic structure changes, the majority of the company’s current productivity results is contributed by aging, senior agents. As a leader within the life insurance industry in Taiwan, we’d like to support young agents to learn systematically and develop productively to stay competitive. Thus, we launched the “Agency 2.0: Agents Transformation Project” in 2013, aiming to improve the life and efficiency of sales representatives through systemized on-job training models and scientific management tools. To achieve the goals, we designed complete new-recruit training programs, classified education system and supervisory competency enhancement to upgrade the overall marketing and service abilities of sales representatives and achieve seamless experience transfer and sustainable service. From 2013 to 2015, the performance in production capacity, case numbers and achievement rate exceeded the past records and grew substantially. In addition, we continue to fulfill corporate social responsibilities through insurance education and care for the disadvantaged groups in the society.
A “self-help and helping others” counseling program called “Heart-to-Heart”
Taiwan Power Company (Taipower) is a state-owned enterprise shouldering the obligation of supplying power for all of Taiwan and its affiliated islands. Its various efforts include retaining high quality talents, improving current operation, and applying and developing new technologies in power generation. A “self-help and helping others” counseling program called “Heart-to-Heart” was established by the Taipower Employee Assistance Programs (EAP) to enhance employees’ confidence and promote morale for better quality of life and job performance. The contributions made by “Heart-to-Heart” program are as below. (1) The “Heart-to-Heart” program successfully infused the core value of caring and sharing within the organization. (2) Employee assistants have more professional capabilities in the caring and assistance of fellow colleagues. (3) Strengthened a people-centered, caring and sharing corporate culture. (4) Our successful experience has been shared among other institutions and enterprises through visits and cooperation.
A Playbook for Positive Organizational Change: Energize, Redesign, and Gel (ERG).
To lead positive organizational change, be catalysts for adaptability, and be continuously change-ready, change management practitioners today need new dynamic capabilities and skills that go beyond managing: namely, they should be ‘change energizers’ and ‘change designers.’ The entry champions a clear and effective research-based and practice-informed playbook for executing successful transformations. Specifically, it informs leaders how to lead positive organizational change in a rigorous as well as a creative way.
The Space in Between: How Knowledge Sharing Contributes towards Team Learning
This paper is a reflection on one of the authors’ experience working with a number of teams that learn through knowledge sharing and experimentation in Saudi Aramco, a large multinational petrochemical organization based in Dhahran, Saudi Arabia. We were keen to understand how teams learn from work-induced problems and how such problems serve as the basis for productive conversations contributing towards the learning of teams. In particular, we explored how and why teams learn differently and what would motivate individuals to unlearn and relearn.