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THE
PEOPLE
ERA
Hisham Ibrahim Amer
Human Resource
MBA - Semester II
October 1
The People Era - Hisham I. Amer Page
InterMark is a Pan-Arab
Marketing and advertising
company, dedicated
only to serve the Pharmaceutical
Industry.
The Mission of InterMark
is to deliver unique Services
to the pharmaceutical and health
care industry that matches the everincreasing
market competition in such
important market segment.
Despite the fact that clients do appreciate
quality as the end result product or
service, to be provided the elements of producing
and maintaining such high quality products or
services is not appreciated.
Clients recognize the value of having high quality
products or services as a necessity to remain competitive
or maintain or grow market share. Clients
still do not appreciate the incremental cost accompanied
with higher quality product or services.
The challenge of improving the clients sense of the
cost of high quality product and services is not our
main challenge, since the increasing market competition
will help clients to understand and to accept the
extra cost of quality. The major challenge remains
in creating quality oriented operation with a mission
of delivering unmatched quality standards in
the market it competes in.
Our strategy to maintain and deliver quality services
is to provide a team done products or services that
are based on total integration of the company¡¦s most
important resources ¡§People¡¨.
Adding Value through Employee Management
Most CEOs are people persons. They are extroverted,
like conver- sation, and have the kind
of magnetism or p r e s - ence that
attracts others. B u t being a
human assets C E O
is more
speciOc than
just being
a people
person. It
means managing
poli
c i e s ,
p r o c e -
dures, p r o g r a m s ,
and systems
related to the
hiring, retention,
and development of
people at every level of
the organization.
Human assets CEOs do more
than just know the names of many
of their employees. They are actively
involved in career planning and mentoring,
meeting face-to-face with employees to discuss
values, decision-making, and performance.
The importance of Values
In large companies, employees come from a broad
range of backgrounds and are involved in a broad
range of activities. Yet, human assets CEOs believe
that as employees, this disparate group of people
must all adhere to the same distinct company values.
Those values are the unifying thread of what are
often complex employee-management systems.
Pepsi Co CEO ¡¥Wayne Calloway¡¦, for example,
emphasizes personal integrity. Integrity means
employees are open, honest, and willing to put themselves
on the line by telling the truth rather than
keeping hidden agendas.
Introduction
Managing Relationships
Managing people is more than managing individual
performance and values. It is also managing the relationships
among people.
United Biscuits CEO Eric Nicoli, for example, places
great emphasis on friendship among employees.
People who enjoy working with their colleagues will
be more motivated and committed to perform.
For Jan Timmer, CEO of Dutch electronics giant
Philips, the relationship between people is fundamental
to success of the Orm.
After walking around a factory for half an hour and
watching how management and workers react to
each other, Timmer says, ¡§I can walk out without
looking at the Ogures, and I can tell you if that factory
makes money or not¡¨.
How They Do It
As with strategic management CEOs, human assets
CEOs delegate day-to-day operations. This gibes
them the time to closely monitor and be involved in
the performance and careers of their employees.
The People Principle
Attempts to improve productivity in the 170s and 180s largely failed. Managers poured money into expensive
computer technology but balked at underwriting employee skills. In the 10s, companies downsized,
right-sized, and reengineered, Oring their employees by the thousands. This didn¡¦t work either.
All this strip-down restructuring and pricey technology have raised individual productivity only 1 percent
since 18, according to an Andersen Consulting sturdy. It also has dropped employee morals to record low,
filled workplaces with fear and paranoia, and depleted company coffers of billions of dollars.
Clearly a new approach is needed, one that promotes people over processes. That¡¦s the message of The People
Principle.
People are illogical creatures often driven by emotion. They are not machines. They do not produce on
command. They produce because they are motivated from within. You can learn how to tap into this selfmotivation
to increase their work output.
Based on the notion of The People Principle, the company has adopted a series of strategies and tactics for
the implementation of people oriented organization. These strategies are
1- Understanding what motivates people¡¦s behavior
- Becoming the kind of person others want to follow
- Believing in people and getting them to believe in themselves
4- Coaching others to do their best
5- Getting employees to accept responsibility for their own problems
6- Setting up a goal-achievement system that works
¡§It¡¦s very important all the time to tell
people to do it themselves. You don¡¦t
have to stimulate an athlete who is running
the thousand meters. You don¡¦t have
to tell them that they have to win. They
know that. But you can ask them, ¡¥Have
you checked your diet? Have you got
the best trainer?¡¦ That you can do.¡¨
- Paul Fentener Van Vlissingen,
CEO, SHV Holdings (Holland)
The People Era - Hisham I. Amer Page 4
1- Understanding what motivates people¡¦s
behavior
Improving productivity begins with understanding
what motivates people ¡V what makes them want to
work harder.
Most behavior is motivated by an effort to satisfy
needs. Although these needs differ from person to
person, all fall into one of seven categories.
Progression of Needs
The first level is survival. At its most basic, this
a need to stay alive, but it includes emotional and
financial survival as well.
The second level is security. This encompasses a
sense of safety and the freedom to control your own
choices.
Knowledge is the third level.
Problem solving, decision making, satisfying curiosity,
and knowing how to function in different circumstances
fall into this category.
The fourth level is self-esteem. This includes feeling
good about the person him self, loving others, and
experiencing satisfying relationships.
The fifth level is self-expression. You express yourself
in your drive to achieve, move toward purpose,
and affirm uniqueness.
Wisdom ¡V that is, understanding and being able to
relate cause and erect ¡V is the sixth level, followed by
transcendence, in which you move beyond material
values.
We move through the levels in sequence, starting
with survival. Each level must be satisfied before we
can advance to the next.
Our productivity increases as we climb up the ladder.
We become more self-reliant, creative, and motivated
as we try to satisfy more complex needs.
Lower Levels Dominate
Your job as a manager is to determine what kinds of
needs are driving your people¡¦s behavior. They may
be on different need levels in different areas of their
lives. For example, a worker going through bankruptcy
may be in survival mode financially while
seeking wisdom at work.
The catch is that lower level needs often demand
greater attention. Your financially strapped employee
may be so worried about losing his house that he is
not even trying to satisfy his needs for wisdom at
work. As a result, he may be preoccupied and inattentive
on the job.
You cannot solve your employees¡¦ problems but you
can take the time to listen to them without judging
them. People want to feel you understand and accept
them.
In fact, you may solve many of your low-productivity
problems simple by listening, understanding, and
valuing your employees.
- Becoming the kind of person others want to
follow
It is like the management by example. The company
had agreed on a formula to be adopted by all department
heads, branch mangers and CEO. This form
help to set the example for the manager¡¦s subordinates
to follow.
1- Do you know your self?
Leaders discover their talents and strengths and how
to use them to advantage at an early age. Many say
that one of their best learning experiences was being
uprooted and reassigned to a new position or a new
culture. They had to learn new beliefs and customs,
and that made them examine their own responses to
more familiar patterns.
- Are you open to feedback?
Next time someone offers you a little friendly advice,
listen. Leaders, learn form the opinions and experience
of others. The key is finding people whose
opinions you trust. Many executives say that person
is their spouse.
- Are you eager to learn and improve?
Most leaders are lifelong students who continuously
reinvent themselves, adapting to changes around
them. They ask great questions. They know that
acquiring new information keeps them from being
blindsided. Leaders hunger for knowledge.
4- Are you curious? Do you take risks?
Leaders are always pushing the envelope, looking for
adventure. They embrace errors because they offer a
valuable learning experience.
They dare to take risks and explore new options.
Leaders, like experienced skiers, know that success
depends upon leaning forward toward your goal, not
back toward the safety of the hill.
5- Do you concentrate at work?
Interpersonal skills are important but not a critical as
the ability to concentrate on the goals, the company,
and the mission. Leaders are persistent. Their ability
to stay focused makes them effective.
6- Can you balance tradition and change?
There is a lesson to be learned in the adage ¡§Don¡¦t
throw the baby out with the bath water.¡¨ Some things
don¡¦t need to change, others do. So by learning
the culture and tradition of an organization before
making sweeping changes.
7- Do you have open communication channels?
Open interaction enhances the free flow of information.
Consider setting aside some time each day or
week to make yourself available to those around you.
Establishing open forums lets others know you are
receptive to their ideas and suggestions and provides
you with fresh perspectives.
8- Do you work with systems?
You cannot solve every problem. Functioning effectively
within an organization means that sometimes
you have to rely heavily on others in the system to
make decisions and get things done.
- Do you serve as a model or mentor?
Setting a good example is not only a terrific learning
experience of others; it¡¦s part of the process of selfinvention
for leaders. Good leaders coach others,
helping them focus on what¡¦s important, teaching
mentoring, and empowering them.
- Believing in people and getting them to
believe in themselves
It is the task of empowering employees to take
actions. Even when urgency is high, a guiding coalition
is in place, and a vision has been created and
communicated, numerous obstacles can still stop
people from creating change.
At this stage of the process, you want to empower
abroad base of people to take action by removing as
many of those obstacles as possible.
The four major barriers to change are structure,
skills, systems, and supervisor.
1- Structure
The structure of an organization can stifle the initiative
of even the most motivated people. For example,
change often requires cross-functional cooperation.
But organizational walls between different, independent-
minded functions slow down communication
and cooperation.
Layers of middle managers or fragmented resources
and responsibilities are other structural barriers to
initiative and change.
Address these problems ¡V by enforcing cross-functional
cooperation or consolidating resources, for
example ¡V or eventually employees will bail out of
the change program.
- Skills
A lack of skills training can also impede change.
It¡¦s not easy to discard years of habits and attitudes.
People are often taught technical skills, but not the
social skills and attitudes needed to make the change
work.
It¡¦s not enough to say, ¡§Okay, you are empowered,
now go.¡¨ You must give employees the training they
need to use their power.
For example, if change requires teams, you must
teach team building and team working skill. If change
requires managers to empower their employees ¡V
managers who have always made decisions and
handed orders ¡V then you must train these managers
in new employee ¡V relation¡¦s skill.
Training doesn¡¦t mean that you should view your
people as helpless employees who must be shown
every detail. You won¡¦t empower them with that attitude.
With empowerment training, you are simply saying,
¡§We are going to be delegating more, so here¡¦s a
course to help you with your new responsibilities.¡¨
- Systems
Human resources systems, such as performance evaluations
or compensation, promotion, and hiring systems,
must be aligned with change.
If the core of a new vision places customers at the
center of all decisions, for example, then perform-
The People Era - Hisham I. Amer Page 6
ance evaluations and compensation have to be tied to
customer satisfaction results.
People understandably link their efforts with how they
are being evaluated and rewarded. If they are not
rewarded for acting on the vision, then vision takes a
back seat.
4- Supervisors
Supervisors and managers can be foot draggers ¡V and
from their positions of power they can drag the feet of
those around them.
The best solution direct, honest dialogue. Confront
bosses who undercut change, explaining clearly the
vision and their contributions to that vision. If they do
not want to contribute, then they must be let go.
4- Coaching others to do their best
Coaching is not a performance appraisal. The purpose
is to build people and help them discover their potential.
Treating people as unique individuals. Measure
them against them selves, not others, not the CEO.
What percentage of the work force is performing
at peak levels? If your employees are average, the
answer is probably no more than 0%. These top performers
often are eager to learn because they have
high achievement drives.
The job is to get the remaining 80% to follow suit.
One way to do this is by coaching them.
All of us need coaches. Most people work, learn, and
stretch more if they are encouraged and coached, than
if they try to go it alone.
The Coaching Process
Regularly scheduled coaching and counseling sessions
will help improve almost anyone¡¦s performance. Hold
coaching sessions in a completely private setting. Give
your employees your undivided attention; don¡¦t allow
any interruptions or distractions. Your message should
be that nothing is more important than this session.
The coaching process has five parts.
First, asking the employees about their goals or objectives.
Get them to identify not only the goals but also
how they plan to accomplish them; what, if anything,
is holding them back; and what would help them make
progress.
Listening to them without interruption. Guide and help
them discover their own answers.
These first two steps, asking and listening, will take up
three-fourths of your session time. You should spend
80% of this time listening.
Now we are ready to coach the knowledge, skills, or
actions your employees need. Talk about problems or
areas that need improvement. Suggesting an action
to help them overcome an obstacle or move toward
a goal. Keeping the responsibility on their shoulders,
not our¡¦s.
Praising specific behaviors. Point out the talents, attitudes,
and abilities they have that will help them reach
their goals. Telling them that the company believe they
can do it.
Challenging them to become their best. Ask them to
commit to specific results and time frames. Explain
that the company will follow up their progress. Thank
them for the work they have done and tell them how
important they are to your organization. You might
want to write your questions and the coaching process
¡V ask, listen, coach, praise, challenge ¡V on note cards
to keep you on track during the sessions.
5- Getting employees to accept responsibility for
their own problems
A formula to encourage employees to solve their own
problems thus giving them the responsibility to be
more result oriented.
A formula has been adopted to help the company force
to solve their common work problems
1- Defining the problem
- Pinpoint the cause of the problem
- Identify possible solutions
4- Solve the problem removing the cause or take
corrective action.
6- Setting up a goal-achievement system that
works
The company has set a goal achievement system helping
achieving and committing to the company¡¦s overall
goals.
Choosing Well-defined goals
Setting and reaching goals is more an emotional exercise
than an intellectual exercise.
You begin by defining your objectives. Choose six
that are important to you. These might include losing
weigh, getting a new office, finding a new job, saving
a certain amount of money each pay period, solving
a particular problem, and communicating a different
image to people around you. Be specific about what
you want to accomplish.
On a separate note cards, write down each goal and
the date by which you want to attain it. Phrase it as
a statement, such as, ¡§Beginning January 1, I¡¦ll save
10% of my income each month. ¡§Be realistic about the
amount of time you need to achieve your goals. Nothing
happens overnight.
Make sure your goals are consistent with each other,
with your values, and with the goals of people close to
you. If they are not, you will sabotage your best intentions.
Work to Achieve
By working to develop the strengths needed to reach
the goals. These include cultivating the right attitudes,
proper habits, and useful skill.
Evaluating the Progress
By reviewing each goal and either proceed with, revise
or recycle it.
By making employees practicing this goal achievement
system on their personal goals which is shorter
in terms than the company ones. Employees learn to
practice the system in full and se the impact in relatively
short period of time.
Conclusion
People represent the most important company asset. A
probably integrated company force will help improving
productivity, reducing production cost and improving
overall company efficiency.
The company decision to consider the employees as
the most important factor contributing to the company¡¦s
long-term success was attained by setting up a
multidimensional plan that helps creating and maintain
a high caliber company members.
The People Era - Hisham I. Amer Page 8
Introduction
InterMark is a Pan-Arab Marketing
and advertising company,
dedicated only to serve
the Pharmaceutical Industry.
The Mission of InterMark is to
deliver unique Services to the
pharmaceutical and health care
industry that matches the everincreasing
market competition
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