CEE Presentation at Prasarana Malaysia Learn@Lunch for HR Team - 15 April 2015

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Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific

15 April 2015 Prasarana Malaysia, UOA Bangsar, Kuala Lumpur

What’s next: The Role and Future of HR “HR Professionals: The Challenge of

Today & the Vision of Tomorrow”

http://www.cee-global.com/




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Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..

Are You a Tiger or a Deer?





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About Centre for Executive Education (CEE)

Executive Education

Leadership & High Potential Development

Executive Coaching

Succession Planning

Executive Assessment

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CEE Global is the Exclusive Strategic Partner of Executive Development Associates (EDA), a pioneer in Executive Coaching & Leadership Development since 1982.





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• Centre of Executive Education (CEE Global) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges.

• CEE has established strategic partnerships with Executive Development Associates (EDA), International Professional Managers Association (IPMA) and Cegos Asia Pacific as well as a network of Affiliate Partners across the globe.

• CEE faculty, consultants and executive coaches are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth.

Who We Are





• CEO of Centre for Executive Education (CEE Global)

• C-Suite Master Executive Coach, EDA Asia Pacific

• Adjunct Faculty of Harvard Business School Corporate Learning

• Adjunct Faculty of Duke Corporate Education (CE)

• Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management and Curtin Graduate School of Business.

• Over 25 years’ in executive coaching, group facilitation, executive education and senior leadership development and training

• Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation

About Your Speaker

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• Revisit HR Role as a Strategic Business Partner

• Understand Today’s Role of HR and its Challenges

• CEOs & Business Leaders’ Perception of the Importance and Effectiveness of HR

• Critical Workplace Trends in next 5-10 years

• How do HR Response to these Challenges?

• What is the Future of HR?

Session Objectives





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It’s Time for a Upgrade to HR 2.0

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HR as a Strategic Business Partner “While the term ‘strategic human resource management’ (SHRM) may sound like an

oxymoron to some, many companies recognise that effective HRM is key to their competitiveness. It is widely acknowledged and accepted in business that the sources of sustained competitive advantage lie not only in access to finance or capital, but within the

organisation, in people and processes capable of delivering business strategies such as customer satisfaction or rapid innovation”

Bawany, S. (2004), HR as a Strategic Business Partner in Today's New Knowledge Economy, Human Capital (Singapore Human Resources Institute), March - April 2004.





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Source: https://www.youtube.com/watch?v=rByDmC0SqtM

Video: Role of HR by Jack Welch

"HR is the driving force behind what makes a winning team. We make the argument that the team that fields the best players

wins. HR's involved in making sure we field the best players."




https://www.youtube.com/watch?v=rByDmC0SqtM

https://www.youtube.com/watch?v=rByDmC0SqtM


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Management of

Firm Infrastructure

Processes

Management of

Strategic Human

Resources

Future/Strategic Focus

Management of

Transformation &

Change

Management of Employee

Contribution

Day-to-day/Operational Focus

People

Dave Ulrich’s Model

Source: Ulrich, D. 1997. Human Resource Champions. Harvard Business School Press.





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Today’s HR Role and Challenges in

Managing People and Organisation

• Attracting, Retaining and Developing Mission Critical Talent

• Building High Performance Work Organizations

• Aligning People With The Business

Source: Bawany, S. (2008), Strategic HRM: Aligning HR to Business Strategy, Human Capital, August 2008 Issue





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• “Senior HR Leaders have done a good job working as a Business Partner in recent few years, but going forward they need to couple their HR skills with a much deeper understanding of the business.”

• “HR isn’t communicating mission critical data to the C-suite and that creates a credibility challenge.”

• ‘If I was head of HR, I’d pound the table more. HR issues get ignored in the heat of the battle.”

• “HR leaders can show value to CEOs by focusing on strategies to further cultivate senior talent and to keep the valued leaders the organization has.”

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CEOs – HR Disconnect

Source: CEE Interviews with CEOs Coachees on Perception of HR, October 2014





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CEOs Perception of Importance and

Effectiveness of HR

• 81% of respondents see talent management as a key competitive advantage over the coming years.

• Only 15% see HR as able to provide insightful and predictive workforce analytics in managing talent.

• Just 17% view HR as able to demonstrate measurable value to the business.

Source: Rethinking Human Resources in a Changing World (KPMG, 2012)





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Critical Trends Affecting the Workplace

of the Future & HR Response

• Adapting to a rapidly changing worker profile - Demographic shifts are creating a diverse, multigenerational workforce

• The world is much more global and interdependent

• Technology’s evolving role in redefining work and workforce demand with mobile, social, and cloud computing continue to explode





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The Future of Work





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Future of HR – Strategic Areas of Focus • Lead and Develop:

– accelerate leadership development at all levels;

– build global workforce capabilities;

– re-energize corporate learning by putting employees in charge;

• Attract and Engage:

– develop innovative ways to attract, recruit, and access talent;

– drive passion and engagement in the workforce; use diversity and

inclusion as a business strategy

• Transform and Reinvent:

– create a global HR platform that is robust and flexible enough to adapt

to local needs; reskill HR teams;

– take advantage of cloud-based HR technology; and implement HR

data analytics to achieve business goals

Source: Deloitte Global Human Capital Trends 2014: Engaging the 21st Century Workforce





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The Six Competencies for the Future

of Human Resources

• Strategic Positioner

• Credible Activist

• Capability Builder

• Change Champion

• HR Innovator and Integrator

• Technology Proponent

Source: Ulrich, D., Younger, J., Brockbank, W. & Ulrich, M. (2012). HR from the outside-in: Six competencies for the Future of Human Resources. Boston: McGraw Hill.





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Acting as business leaders are different from saying we are business leaders.

As business leaders we set our priorities according to the potential business impact of activities and concentrate our time and energies on the most important.

We need to develop the capabilities required to be effective business leaders and human resource leaders.

In Conclusion: Key to Success

Professionalizing HR with the necessary knowledge, competencies and credible performance through the accreditation of HR practitioners with a model that adopts the best worldwide HR practices and takes into account local needs.





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If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts…





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Prof Sattar Bawany

CEO, Centre for Executive Education (CEE Global)

C-Suite Master Executive Coach, EDA Asia Pacific

Strategic Advisor & Master Facilitator, IPMA Asia Pacific

Email: [email protected]

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Further Dialogue on Social Media




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CEE Learn@Lunch Talk for Prasarana Malaysia’s HR Team – 15 April 2015

© 2015 Copyright Centre for Executive Education Pte Ltd – All Rights Reserved – www.cee-global.com 1

Learn@Lunch Briefing Session

On

“What’s Next: The Role & Future of HR” Today’s Challenge & Tomorrow’s Vision

By

Prof Sattar Bawany CEO, Centre for Executive Education (CEE Global) C-Suite Master Executive Coach, EDA Asia Pacific

Strategic Advisor & Master Facilitator, IPMA Asia Pacific

Website: www.cee-global.com

Email: [email protected] LinkedIn: www.linkedin.com/in/ceeglobal Facebook: www.facebook.com/ceeglobal

Articles: www.cee-global.com/6/publication Presentation: www.cee-global.com/7/speaking_engagements

15 April 2015, Pasarana Malaysia, UOA Bangsar, Kuala Lumpur, Malaysia




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What’s next: The Role and Future of HR

“HR Professionals: The Challenge of Today & the Vision of Tomorrow”

By Prof Sattar Bawany

Introduction

While the term ‘strategic human resource management’ (SHRM) may sound like an oxymoron to some, many companies recognise that effective HRM is key to their competitiveness. It is widely acknowledged and accepted in business that the sources of sustained competitive advantage lie not only in access to finance or capital, but within the organisation, in people and processes capable of delivering business strategies such as customer satisfaction or rapid innovation (Bawany, 2004).

HR professionals who have the business acumen to contribute to business strategy at the highest organizational levels are leading the shift in the HR profession from administrators to strategic advisors. Those HR professionals who understand the language of business, who speak in financial terms and who express the value of their work in relation to its impact on the bottom line make HR a compelling component in strategy discussions. A CEO quickly connects with the head of HR who can present an investment and return, rather than an expense view of the function.

All too often, human resource (HR) organizations transform themselves in a strategic vacuum, responding to the business’ day-to-day operating needs without a clear view of the big picture. To be effective, HR needs to align its improvement efforts with the company’s business strategy. This requires an HR transformation strategy that is realistic and executable – with accurate plans, schedules, resource requirements and estimated benefits that the company can rely on.

The nature of the linkage between human resource management and business strategy has attracted considerable interest over a long period (Purcell, 1989; Schuler and Jackson, 1997; Gratton, 1999). In this article we seek to move the debate forward by further developing the nature of HRM's strategic role and contribution in managing the organisation of today and tomorrow.

While the term “Strategic Human Resource Management (HRM)” may sound like an oxymoron

to some, many companies recognize that effective HRM is a key to their competitiveness. It is

widely acknowledged and accepted in business that the sources of sustained competitive

advantage lie not only in access to finance or capital, but within the organisation, in people and

processes capable of delivering business strategies such as customer satisfaction or rapid

innovation.




There is a considerable debate about what 'Strategic Human Resource Management' (SHRM) actually means. There are many definitions, including:

'A human resource system that is tailored to the demands of the business strategy' (Miles and Snow 1984).

'The pattern of planned human resource activities intended to enable an organization to achieve its goals' (Wright and McMahan 1992).

Such definitions range from a portrayal of SHRM as a 'reactive' management field where human resource management is a tool with which to implement strategy, to a more proactive function in which HR activities can actually create and shape the business strategy.

The range of activities and themes encompassed by SHRM can be seen, for example, in Mabey et al (1998), which looks at the subject from four perspectives:

1. The social and economic context of SHRM - including the internal (corporate) and external environments that influence the development and implementation of HR strategies.

2. The relationship between SHRM and business performance, emphasizing the measurement of performance.

3. Management style and the development of new forms of organization.

4. The relationship between SHRM and the development of organizational capability, including knowledge management.

HR Role as a Strategic Business Partner Revisited

Strategy defines what we are going to do, why we are doing it, and how we will know we are done. What business will we be in? Who are our customers and what are their needs? How will we reach them? What products and services will we offer? How will we compete – by low price or by differentiating in other ways? How will we create value for customers, investors, and employees?

There are many faces of business strategy, ranging from very formal and explicit planning processes to informal, implicit, shared understanding of future direction and priorities. Strategy may emphasize external competitive analysis and positioning or, as is the current emphasis in many companies, the development and leveraging of internal resources and capabilities to gain and sustain a competitive advantage. Strategy may be very aggressive, calling for radical business repositioning and transformation, or it may be relatively passive, adapting to changes in the business environment as they unfold.

Most discussions of our strategic partner role focus on human resource implications of business strategy – aligning people with strategies to enable strategy implementation. We recruit, develop, and retain required talent. We build organizational capabilities. We communicate performance expectations and goals, and we provide rewards for results achieved. We adapt human resource practices to support new business priorities and to facilitate strategic change.

Business strategy charts a course of action designed to achieve an advantageous and sustainable market position (market share, margin/profitability, product or technical leadership, etc.). The strategic management process includes strategic analysis, strategy formulation, and strategy implementation. Great human resource strategies are developed within the context of this ongoing strategic management process. Elements of this integration are shown in Table 1.




TABLE 1: BUSINESS STRATEGY AND HUMAN RESOURCE STRATEGY Source: Bawany, S. (2008), Strategic HRM: Aligning HR to Business Strategy, Human Capital, August 2008 Issue

Strategic analysis:

Establish the strategic context

Strategy formulation:

Define a plan to achieve an

advantageous market position

Strategy implementation:

Execute the plan

Business

Strategy Assess driving forces shaping the future of

the industry (technology, competitors, markets, customer requirements, etc.)

Determine key success factors

Assess business and organizational capabilities (strengths and weaknesses)

Define strategic issues

Determine future market positioning and competitive advantage

Formulate mission, vision, values (a shared mindset)

Define the required culture, management philosophy, and business practices

Set business objectives and priorities

Develop action plans (steps, timing, responsibility, resources required, and performance measures)

Allocate resources

Develop required organizational capabilities (structure, systems, processes, talent, etc.)

Manage performance (establish performance expectations and accountability for results, manage performance, evaluate and reward performance)

Human

Resource

Strategy

Assess people and organizational aspects/implications of the strategic context

Assess people-related organizational capabilities (current situation, strengths and weaknesses)

Determine future people and organizational requirements (preferred future state)

Determine people-related business issues (gaps between current and future state)

Develop people-related strategies to address these issues (objectives, priorities, action plans, and measures)

Enable effective change (communication, involvement, influence, initiatives, etc.)

Align core people management processes to enable strategy implementation

Align the human resource function with changing requirements (organization, roles, capabilities, systems, practices, etc.)

Establish and implement a business plan for the HR function itself (objectives, resources, priorities, measures, etc.)




Today’s Role of HR and Challenges

People and organization issues are related directly to specific strategic business issues and, in turn, derived from forces driving the business and critical business success factors. Table 2 highlights issues currently being addressed through human resource strategies by leading companies:

TABLE 2: HR ROLE IN MANAGING PEOPLE AND ORGANIZATION ISSUES

ATTRACTING, RETAINING, AND DEVELOPING CRITICAL TALENT

Recruiting and selecting scarce talent with critical skills

Developing the required capabilities in the current talent

Building loyalty with less company commitment (e.g., job security) and employee commitment

Providing the necessary “value proposition” for critical talent groups

Providing attention to the “whole person” (e.g., desired work environment, development, work-family balance)

Addressing the needs/interests of multigenerational workforce

BUILDING HIGH PERFORMANCE WORK ORGANIZATIONS

Building commitment to creating a high performance culture.

Establishing accountability for achieving business results (e.g., balanced scorecard)

Emphasizing the business case that provides a line of sight to business results

Building customer intimacy and an obsession on customer satisfaction

Communicating the direction the business is taking and what it means to each person

Promoting teamwork and collaboration across organizational units and regions

Enabling individuals to update their expertise and skills, be responsible for learning

Accelerating speed/cycles, innovation and creativity

Aligning reward systems with changing priorities (e.g., incentives, profit sharing, stock ownership, team-based compensation)

Building values and principles which will sustain long-term growth of company

ALIGNING PEOPLE WITH THE BUSINESS

Involving employees in the business planning process (top down, bottom up iteration)

Building a business mindset, addressing how employees may contribute and building commitment through understanding

Establishing cross-business activities (e.g., cross-functional teams, assignments, communications)

Building more effective two-way, personal communications with managers, team leaders, or coaches

Evolving from quality management and re-engineering to balanced change integration focusing on growth, market share, new markets, and customer retention




In a published KPMG Research, Rethinking Human Resources in a Changing

World (KPMG, 2012) there seems to be a continued vast gulf between the perceived

importance and the perceived effectiveness of HR today.

Whether deserved or not, this stigma is clearly evident in the survey. For example:

81% of respondents see talent management as a key competitive advantage over the coming

three years.

Only 15% see HR as able to provide insightful and predictive workforce analytics.

Just 17% view HR as able to demonstrate measurable value to the business.

Traditionally, HR departments often had limited involvement in the company’s business affairs and

goals. HR leaders were often only concerned with making staffing plans, providing specific job

training programs, or running annual performance appraisal programs (the results of which were

sometimes put in the files, never to be used). They were poorly informed on strategic and

business issues and therefore focused on the short-term--perhaps day-to-day--needs of human

resources.

With the growing importance of human resources to the success of the business, HR managers

and their departments have become more involved in the business. They know the needs of the

business and are helping address those needs. One consequence of this role is an increased

involvement in the longer-term, strategic directions of the organization. A second consequence is

a new emphasis on long-term activities in addition to the more typical medium- and short-term

activities.

HR Challenge # 1: Adapting to a rapidly changing worker profile - Demographic shifts are

creating a diverse, multigenerational workforce

An ageing population is very apparent throughout the developed world, raising concerns that the remaining working population will not be able to bear the strain of increased expenditure on elderly care and pensions.

Governments have responded to this reality through immigration and by raising the pensionable or retirement age. Meanwhile, much of the developing world is confronting a very different demographic challenge, and is seeking to devise the appropriate education systems to prepare an overwhelmingly young population for the workplace.

As the world’s population grows, the global workforce is getting younger, older, and more

urbanized. Millennials are entering the workforce in greater numbers and reshaping the talent

markets with new expectations. They are projected to make up 75 percent of the global workforce

by 2025, and they are letting us know that they are ready to take the lead soon. But as new

research shows, Millennials or Gen Yers want to be creative. They want to run their own

businesses. They want accelerated career growth (Bersin, 2013).




HR Challenge # 2: The world is much more global and interdependent

In 2013, the developing countries contributed 50 percent of the world’s GDP. This is expected to

grow to 55 percent by 2018, a significant increase in business opportunity centering on these

newer economies. Trends in leadership, talent acquisition, capability development, analytics, and

HR transformation are all impacted by globalization. Companies that learn to leverage global talent

markets while localizing their HR strategies will be poised for strong performance.

HR Challenge # 3: Technology’s evolving role in redefining work and workforce demand

with mobile, social, and cloud computing continue to explode

All this technology has transformed the world of recruiting, the world of education and training, the

world of analytics, and even the way we work. Today we are online 24/7 and relentlessly flooded

with information, messages, and communications. Not only has technology become a critical and

pivotal part of human resources, but we have also identified a new human capital issue discussed

in this report: the overwhelmed employee. Organizations face an imperative to find ways to absorb

more technology while simultaneously making it simple.

The rapid growth of technology is opening up new frontiers and undermining old ways of working. It

has created new jobs, while eliminating others. It has enabled previously isolated countries to

participate in global business, and allowed work to be more easily distributed and performed far

from its original source. An increasing number of jobs that rely on human interaction are likely to be

conducted virtually, either because the individual worker volunteers to work in that way, or because

the employer makes telework compulsory to save on the costs of premises.

Finally, technology has changed the nature of collaboration, expertise sharing, and the skills one

needs to succeed. Collaborative technologies continue to make it possible for teams to work in

remote locations across the world, easily accessing experts within and outside the organization.

The skills we need today and in the future are dramatically different than what they were only five

years ago.

The Future of HR

These changes in the workforce and workplace are significant, disruptive, and here today. How can

human capital strategies power companies to thrive in this era of rapid change?

Table 3 outlines the specific recommendations HR could implement to address these

organizational challenges in their role as Strategic Business Partner which are summarized below:

Lead and develop: The need to broaden, deepen, and accelerate leadership development at all levels; build global workforce capabilities; re-energize corporate learning by putting employees in charge; and fix performance management

Attract and engage: The need to develop innovative ways to attract, source, recruit, and access talent; drive passion and engagement in the workforce; use diversity and inclusion as a business strategy; and find ways to help the overwhelmed employee deal with the flood of information and distractions in the workplace

Transform and reinvent: The need to create a global HR platform that is robust and flexible enough to adapt to local needs; reskill HR teams; take advantage of cloud-based HR technology; and implement HR data analytics to achieve business goals




TABLE 3: THE FUTURE OF HR: 3 STRATEGIC AREAS OF FOCUS

Source: Deloitte Global Human Capital Trends 2014: Engaging the 21st Century Workforce

Lead and develop

Attract and engage Transform and reinvent

Leaders at all levels: Close the gap between hype and readiness

Corporate learning redefined: Prepare for a revolution

Performance management is broken: Replace “rank and yank” with coaching

and development

The quest for workforce capability: Create a global skills supply chain

Talent acquisition revisited: Deploy new approaches for the new battlefield

Beyond retention: Build passion and Purpose

From diversity to inclusion: Move from compliance to diversity as a business strategy

The overwhelmed employee: Simplify the work environment

The reskilled HR team: Transform HR professionals into skilled business consultants

Talent analytics in practice: Go from talking to delivering on big data

Race to the cloud: Integrate talent, HR, and business technologies

The global and local HR function: Balance scale and agility




In 2013, the SHRM Foundation launched a new strategic-thought-leadership initiative in

collaboration with The Economist Intelligence Unit, to identify and analyze critical trends likely to

affect the workplace in the next 5-10 years.

The following three critical themes emerged from the Report:

1. Evolution of work and the worker. The globalization of business, changing demographics and changing patterns of mobility will continue to change the nature of work and the worker.

2. Engaging and integrating a global workforce. Cultural integration and clashes/unrest will

continue to grow globally, at both societal and corporate levels.

3. Use of talent analytics for competitive advantage. Talent shortages will continue to grow globally, requiring HR to become the provider of human-capital analytics for input to strategic business decision making.

Conclusion

The Human Resources function currently faces pressing, interconnected challenges. The challenges for HR range from adjusting to the demands of a globalized workforce, through negotiating cost constraints, to taking advantage of new technologies. At the same time, HR’s potential strategic value is under-appreciated. In order to emerge stronger from its current struggles - stronger and better able to add value - executives must recognize and implement three concurrent changes to the HR function as we have discussed earlier.

Acting as business leaders are different from saying we are business leaders. Studies have found that HR leaders are not fulfilling the role, even while they acknowledge it is important. As business leaders we set our priorities according to the potential business impact of activities and concentrate our time and energies on the most important.

We need to develop the capabilities required to be effective business leaders and human resource leaders. As human resource and business leaders, we strive for superb execution of strategies that will give our business an advantage by matching internal capabilities with external market opportunities far more effectively than our competitors. We are obsessed with doing the right things, achieving results, and thereby help achieve targeted business objectives. To become effective in this role, we must create opportunities to lead, find the time to lead, and develop our capabilities to lead.




BIBLIOGRAPHY

Bawany, S. (2004), HR as a Strategic Business Partner in Today's New Knowledge Economy, Human Capital (Singapore Human Resources Institute), March - April 2004.

Bawany, S. (2008), Strategic HRM: Aligning HR to Business Strategy, Human Capital, August 2008 Issue

Bersin, J. (2013), Millennials will soon rule the world: But how will they lead? Forbes, 12 September 2013

Deloitte Consulting LLP and Bersin by Deloitte (2014), Global Human Capital Trends 2014: Engaging the 21st-Century Workforce

Gratton, L. (1999), Human Resource Strategy (London: Oxford University Press).

KPMG International (2012), Rethinking Human Resources in a Changing World

Mabey, C., Salaman, G. and Storey, J. (eds.) (1998) Strategic Human Resource Management: A Reader The Open University/Sage.

Miles, R. E., and Snow, C.C. (1984) 'Designing strategic human resource systems'. Organizational Dynamics (Summer): 36-52.

Purcell, J (1989), "The Impact of Corporate Strategy on Human Resource Management", in Storey, J (ed) New Perspectives on Human Resource Management (London: Routledge).

Purcell, J (1995),"'Corporate Strategy and the Link with Human Resource Management', in Storey, J (ed) Human Resource Management: A Critical Text (London: Routledge).

Schuler, R.S. and Jackson, S.E. (August 1997), "Linking Competitive Strategies with Human Resource Management Practices," Academy of Management Executive: 207-219.

Wright, P. M., and McMahan, G.C. (1992) 'Theoretical perspectives for strategic human resource management'. Journal of Management 18: 295-320.




APPENDIX I: SPEAKER’S PROFILE – PROF SATTAR BAWANY

Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive

Education (CEE Global).

Prof Bawany is also concurrently the Strategic Advisor & Member of International

Professional Managers Association (IPMA) Board of Trustees and Governing

Council.

He is also the Managing Director as well as C-Suite Master Executive Coach &

Facilitator with Executive Development Associates (EDA) Asia Pacific.

Prof Bawany is an Adjunct Faculty of Harvard Business School’s Corporate Learning

as well as Duke University’s Corporate Education (Duke CE). He is also a member of Frontier Strategy

Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in Asia Pacific

advising CEOs and CHROs of global and regional organizations.

He has over 25 years’ international business management experience, including 15 years in executive

coaching, group facilitation, and leadership development and training with global management consulting

firms. In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent

academic experience as an Adjunct Professor teaching senior executives international business strategies

and human resource courses at various leading universities. He is currently the Adjunct Professor of

Strategy with the Paris Graduate School of Management (PGSM).

He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the

following themes: Talent Management; Executive Leadership Development, Employee Engagement and

Managing across Generational Gap, Strategic Human Resource Management, and Talent Management &

Succession Planning. He is an accomplished Author with a Chapter on “Maximizing the Potential of Future

Leader” in the Book “Coaching in Asia the First Decade”. He has published extensively on topics such as

Talent Management, Leadership Effectiveness, Strategic HR/OD, Career Management and Executive

Coaching in the “The Straits’ Times”, “Singapore Business Review”, “Today’s Manager” and “Human Capital”

magazine. He has also appeared regularly on MediaCorp’s Radio’s 93.8FM Live as a studio guest.

He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research

is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”.

Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered

Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management

(SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member

of the International Coaching Federation (ICF) and International Association of Coaching (IAC).

He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate

with his audiences and to make workplace learning a fun and pleasurable experience. Married with 2

children, he believes strongly in work-life balance and is highly dedicated and committed to achieving his

goals.


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APPENDIX II: CORPORATE PROFILE OF CEE AND EDA

About Centre for Executive Education (CEE)

The Centre of Executive Education (CEE) is a premier network for

established human resource development and consulting firms

around the globe which partners with our client to design solutions for

leaders at all levels who will navigate the firm through tomorrow's

business challenges. CEE has established strategic partnerships with

International Professional Managers Association (IPMA) and Executive Development Associates (EDA) as

well as a network of Affiliate Partners across the globe.

CEE faculty, consultants and executive coaches headed by our founder & CEO, Prof Sattar Bawany, are

highly credentialed with extensive experience to help managers and executives who are being positioned for

future career growth. They are authors, leaders, and each possesses an enormous passion for the success

and growth that executive development and coaching can bring to our participants.

CEE suite of executive development programs includes talent management & succession

planning, management & leadership development, executive coaching, CEO and board mentoring and

advisory services. CEE together with our Strategic and Affiliate Partners helps corporate leaders and small

business owners optimize their performance and accomplish their business and professional objectives.

About Executive Development Associates (EDA)

CEE is a Strategic Partner of Executive Development Associates (EDA) which

is established in 1982. EDA is a leader in creating custom-designed

executive development strategies, systems and programs that help

organizations build the capabilities needed to achieve their strategic

objectives.

Executive Coaching is one of EDA’s Best-Practice Solutions that delivers a one-on-one growth and

development opportunity and produces real business results in a short period of time. EDA customizes

coaching to meet the individual’s specific needs and matches the leader with the most appropriate coach.

EDA also strategically links the coaching goals to the organization's business strategies. Executive

Coaching facilitates individual learning and development for leaders in order to increase the velocity at which

business results are achieved. In all of our executive coaching engagements, a collaborative partnership is

created between the executive (coachee), the organization, and the executive coach.

Executive Coaching Services

Coaches for C-Suite Executives: CEOs and direct reports

Coaches for Executives and Leaders all the way down the leadership pipeline.

Embedded coaches in internal action learning, high-potential or executive development programs to gain real-time exposure of executives.

Coach-the-Coach Internal certifications for internal or external coaches for a specific organization. This ensures that coaching across the organization is aligned with the businesses strategic objectives and the coaches all follow a similar process.


http://www.cee-global.com/index.php

http://www.cee-global.com/29/our_team

http://www.cee-global.com/3/speakers_profile

http://cee-global.com/22/executive_development

http://www.cee-global.com/13/integrated_talent_management

http://www.cee-global.com/13/integrated_talent_management

http://www.cee-global.com/10/leadership_development

http://www.cee-global.com/28/executive_coaching

http://www.executivedevelopment.com/

http://www.executivedevelopment.com/solutions/executive-coaching/

http://www.executivedevelopment.com/OurTeam/CSuiteCoaches/tabid/78/Default.aspx

http://www.executivedevelopment.com/OurTeam/LeadershipOrganizationalDevelopmentTeam/tabid/76/Default.aspx



NOTES




Copyright 2015 Centre for Executive Education Pte. Ltd.

All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any

means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval

system, without permission in writing from the publisher.

Requests for permission to make copies of any part of the work should be mailed to:

Centre for Executive Education Pte. Ltd. 259 Tampines Central, Singapore 915209. Tel: +65 6789 0977 Fax: +65 6789 0911 Email: [email protected] Homepage: www.cee-global.com

Published in Singapore




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