Articles

Challenges Faced by the Multinational Companies – Managing Human Capital (Part 1 of 4)

Published

3 years ago

April 29, 2018

© 2017 Martin Zafirov, PhD Student, New Bulgarian University

((F29144) What Is the Role of Talented Employees in Multinational Companies?)

Edited by: Yara Mohamed, Mona Timor Shehata

Published by: Ahmed Mohamed Hassan

The presence of several talented employees in the company may lead to a massive difference in its performance. This trend has a long history known as the Pareto effect. On a company level this means that in every organisation there is a group of people who make a disproportionate contribution to the collective output. Around 20% of individuals are responsible for 80% of the output and vice-versa, or in other words, around 20% (or less) of the employees of a company tend to account for between 80% and 98% of performance.

Thus, according to Premuzic, talented employees (most often several of whom are of vital importance to the company) become the main drive for the company’s success. The results of their activity are the element which leads to a much higher return of the investments made in the company. In my opinion, this rule is totally valid, not only with regard to the talented employees , but also the companies they for which they work. In almost every organisation, a nucleus is formed which is directly responsible for achieving its higher results, as well as for the increase in its efficiency.

But the presence of “talented” employees in the organisation leads to the question of how they should be managed. In other words, the question is how to motivate these employees and whether it is necessary to use a specific (individual) management approach.

Roger Martin presents his opinion on this question in his article “The 3 Simple Rules of Managing Top Talent”[1] and I personally agree with it. Martin claims that there are few talented employees whose motivation for work and good results is additional remuneration. During his fifteen years of managing talent as dean of the Rotman School of Management, he has managed some of the best and brightest in professorial talent and the strategy-consulting industry worldwide. Over this combined quarter-century of experience, he developed three rules for managing top-end talent.

Treat Them as Individuals, Not as Members of a Class

Top-end talent does not want to be treated as a member of a class—even if it is an exalted class.They want to be treated as individuals. Each member of the top-end talent class spends their life striving to be unique; to stand out from the other talented persons. According to Martin, any other type of treatment would lead to disagreements and reducing their motivation to work.

Provide Opportunity Continuously

Martin claims that the biggest enemy for top-end talent is blocked opportunity for self-expression and promotion. Most often the talented employees are motivated to become the top talents in the company and thus, want big challenges – their philosophy is the earlier, the better. If they get blocked and are left waiting for a chance to show their capabilities, this would lead to their lack for motivation to work, and in many cases, also to their leaving the company.

My personal opinion is that this management approach has many unknown factors and dangers. They are mostly related to the degree in which talented persons should be allowed to express themselves and more specifically where the limit to the challenges set before them is. In other words, a leader who decides to encourage the ambition of a talented employee who wants to prove their capabilities may make a mistake by giving the employee too difficult a challenge, thus causing the employee’s failure. It is possible that a failure may have a demoralising effect on the employee and lead to worse performance at work on their part.

Managing top-end talent requires careful consideration of the specific approaches used on them. The granting of opportunities should be limited within what is acceptable and possible, so that the employees would be presented with the necessary conditions for continuous development and gaining of new knowledge and skills.

Give Pats on the Back

Martin says that he sees a lot of managers making huge mistakes on this front. Top-end talent is not indifferent to praise, even though they can be highly driven and internally motivated. Talented people spend all of their time working hard in order to continuously maintain the high level they have achieved. Because of this, they need regular pats on the back to show them that their efforts are being noticed and valued. Otherwise, they get frustrated and in many cases, may leave the company. In order for the organisation to be able to rely on talented employees, it is very important to treat them right as persons; to find them a way to receive a chance for self-expression and proving their abilities.

To summarize, on the one hand, it can be stated that talent undoubtedly exerts important influence on the results achieved by the company; and on the other hand, on the new management concepts which should be applied with regard to the talented persons in the company. In short, talent is more important than people think. Maybe it is more underrated than overrated. The only aspect of talent which is overrated are people’s evaluations of their own talents:Most persons are not as talented as they think, especially when they do not have talents.

List of References:

Martin, R., The 3 Simple Rules of Managing Top Talent, published on: 24 February 2017, available at: https://hbr.org/2017/02/the-3-simple-rules-of-managing-top-talent

[1] Martin, R., “The 3 Simple Rules of Managing Top Talent”, published on: 24 February 2017, available at: hbr.org/2017/02/the-3-simple-rules-of-managing-top-talent

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Magazine

Stevie Awards Winners’ Articles Series – Eng. Abeer Mahmoud Ramadna

Published

1 week ago

November 20, 2020

HR Revolution Middle-East Magazine

“Continuous Learning, adopting innovation & creativity and teamwork are among the guiding principles of success and excellence in the government sector” Eng. Abeer Mahmoud Ramadna

Winner Name: Eng. Abeer Mahmoud Ramadna

Winner Title: Director Assistance for Control & Inspection for Economic Activities at Ministry of Industry & Trade in Jordan

Winning categories:

The Gold Stevie Winner in the category “the most innovative Communications Professional of the year “
The Silver Stevie Winner in the category “Innovation in Community Relations or public Services Communications”
The Bronze Stevie Winner in the category “Innovative Management in Government – Organizations with 100 or more employees”

Brief Biography about the Winner:

Abeer Ramadna is the Director assistant of control and inspection unit at the Ministry of Industry, Trade, and Supply (MIT) in Jordan, she has a Master Degree in Industrial Engineering- Engineering Administration / University of Jordan with “excellent degree”. Abeer has 20 years of experience in private and public sectors, and is a focal point for UNIDO at MIT in Jordan. Abeer is a certified Management development Expert from ITC/ Vienna in 2005, a certified Export Consultant to EU from CBI/Netherland in 2007, certified Lead Auditor for Quality Management ISO 9001:2015, a certified Engineer Expert in Quality and Environmental Management systems in 2018 and a certified EFQM Assessor from EFQM in 2019. Eng. Abeer has a wide professional expertise in many fields that allow her to provide consultations to the organizations in various fields including Quality Management, Environmental Management, preparing industrial polices, strategies and plans, Inspection polices, Monitoring & Evaluation systems, implementing the ISO9001, ISO14001 ISO14040s standards, and conducting technical industrial sectors studies.

Eng. Abeer won three Stevie Awards from three different categories after participation in Middle East Stevie Awards in 2020, these are:

Gold Stevie Winner in a category:” The Most Innovative Communications Professional of the Year”. These categories honor the most innovation in communications practice, management, and use of technology.
Silver Stevie Winner in a category: “Award for Innovation in Community Relations or Public Service Communications”. These categories honor innovation in communications practice, management, and use of technology in the public sector.
Bronze Stevie Winner in a category: “Award for Innovative Management in Government “. These categories honor innovation in executive management including the Award for Innovative Management in a number of industry sectors.

Abeer has been published scientific papers in one of the world accredited journals in E-government. Titled “Barriers to E-Government Adoption in Jordanian Organizations from Users’ and Employees’ Perspectives” in 2017, the link is:

https://www.igi-global.com/article/barriers-to-e-government-adoption-in-jordanian-organizations-from-users-and-employees-perspectives/181280

and published another scientific paper titled: “SEM approach to determine factors affecting e-government success in Jordan”, the link is:

https://www.researchgate.net/publication/333488499_SEM_approach _to_determine_factors_affecting_e-government_success_in_Jordan

She was selected as a Judge at the Best Jordanian chemical product Award in all three cycles of it during 2015 to 2020, Judge in the 2019 management & entrepreneur Awards categories judging committee Stevie Awards, and Judge at the best industrial engineering project for the Jordanian universities in 2019. She participated in several national and International conferences, meetings and presented papers, as a representative of the MIT / Jordan.

https://www.facebook.com/abeer.ramadna

http://linkedin.com/in/abeer-ramadna-msc-ie-pe-cbi-em-itc-mde-66928170

https://stevieawards.com/ar/mena/eng-abeer-ramadna-2

http://jordanembassyus.org/news/jordanian-engineer-wins-three-middle-east-stevie-awards?fbclid=IwAR2iBj4P8uHERE_Q2Yf-hatk2yJ-bGeq1g8MaYPIz_HJ42HqUyA6UCPehdM

Stevie Award winning Case Study:

Developing action plans of inspection development to governmental institutions (Inspectorates) work in fields of health, Environment, labor, safety for economic sectors in Jordan.
Supervision of developing Electronic Inspection System for governmental inspectorates.
Conduct many awareness workshops for governmental inspectorates and for private sector institutions.
Conduct many workshops and training sessions as A National trainer of trainers in the shaping of future studies.
Secretariat of higher committee for Inspection development of Economic Activates that consists from high level management in governmental inspectorates.
Abeer is trusted as a competent team leader and confident expert in Quality management & Inspection systems
Abeer conducted in 2018 a study titled the Industrial engineering in the government sector in Jordan, current situation and future opportunities and present it in the 2nd International Conference on Industrial Systems & Manufacturing Engineering (ISME’19) Nov, 11-12, 2019 in Amman.
Abeer was chosen after a series of selection process as one of the National participants in the Civil Service Development Program in Jordan and attended all phases including the leadership and developing high performance teams at the Royal Military Academy Sandhurst UK during 2019.

Eng. Abeer Mahmoud Ramadna “Continuing to contribute achievements and make positive impacts are goals that are achievable with the presence of strong & positive attitude, self-motivated character & determination.”

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Articles

Stevie Awards Winners’ Articles Series – Asiacell

Published

2 weeks ago

November 17, 2020

HR Revolution Middle-East Magazine

“Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities in order to excel”

Winning Organization: Asiacell

Nomination: Award for Excellence in Innovation in Technology Industries (including Telecom)

Brief about the Organization:

Asiacell is a leading provider of telecommunications and data services in Iraq. As part of international telecommunications company Ooredoo Group, Asiacell was Iraq’s first mobile telecommunications provider to achieve nationwide coverage. Asiacell is also a leading internet provider with its 3.9G data services, offering the best network coverage in all of Iraq since January 2015.

Stevie Award Winning Case Study:

As part of its commitment to expand network coverage in Iraq, Asiacell has continued to support the redevelopment of the country’s infrastructure and economy and the provision of high-quality connectivity solutions. It has enhanced its “Hot Zone” restoration strategy by putting 200 sites on air and connecting over 500 sites to 3G.

Focused on improving the quality of life for communities, Asiacell’s CSR initiatives are focused on key areas, such as health, education and culture. Asiacell has equipped several higher education institutions with computer labs and supported the renovation of schools, with the aim of providing quality education infrastructure. It also partnered with the Chibayish Environmental Tourism Organization to build the first Iraqi Marshlands heritage museum in Ahwar as part of its efforts to revive Iraq’s Marshland, while generating a positive effect on tourism and jobs creation.

Recognising that its people are its key asset, Asiacell continues to roll out initiatives focused on engaging and empowering employees. It has invested heavily in digital transformation, including digital upskilling for employees, and streamlining of various internal processes in order to nurture a digital-first culture that embraces innovation.

We are so glad to be recognized as a successful and innovative telecommunication company in Iraq with a Stevie Award for “Excellence in Innovation in Technology Industries”. Recognition from the Stevie Awards means a lot to us and motivates Asiacell to continue to serve the community with professionalism. Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities in order to excel.

THANK YOU

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Articles

Qisaty Project & Developing Talent in Children with Special Needs in Egypt

Published

3 weeks ago

November 10, 2020

HR Revolution Middle-East Magazine

Edited By: Mahmoud Mansi

Qisaty Project – founded by Mona Lamloum – was launched on 26^th December 2019 to support children talents through a series of storytelling, writing and drawing workshops.

The total number of children who participated in the storytelling workshop is 60 including the most talented 20 who were selected to the story writing sessions, 16 children ranging from 6 to 14 years old got their stories selected to be drawn by 19 children with special needs.

The drawing workshops were held in 3 cities in Egypt with cooperation with 2 special needs associations; Nida Society Rehabilitation with both branches in Cairo and Luxor. 14 children, and Ashab El-Erada Association in Alexandria. 5 children.

The children have different disabilities, hearing loss, partial blindness, movement disability, learning difficulty disability, mental disability and increased electricity in the brain.

Of course such an interesting project needs proper preparation and an intellectual plan. Mona Lamloum shared some of the challenges that she and her team have faced during the project:

1-The global pandemic and the sudden lockdown.

2- The fact that most of the children with special needs suffer from many chronic diseases which lowers their immunity, in addition to the huge responsibility that lies on the team while holding the workshop during the pandemic.

3-The fear of the parents of the children with special needs participation at the drawing workshops due to the pandemic and the lack of their immunity. Which was managed to concur with the help of the project partners in drawing workshops.

Eventually, Qisaty Project was held at exceptional circumstances and according to deadlines set up before the global Corona pandemic. However, the team did their best to get the project done within the lockdown with a quality that is aspired from the beginning, and that was done simply by teamwork, sharing a unified vision, and collaborating to find new solutions.

The result is 16 short stories in addition to 64 drawings by hands of talented children with special needs and with variable disabilities from three cities: Cairo, Alexandria and Luxor. Each drawing tells a different scene from a short story inspired from the children themselves to be published as a grand book that gathers the short stories and the drawings of all the talented young participants.