[email protected] 360⁰ ecs limited: imt ghaziabad fast track career development & mentoring...
TRANSCRIPT
360⁰ ECS LIMITED: IMT GHAZIABAD FAST TRACK CAREER
DEVELOPMENT & MENTORING (FTCDM) PROGRAM
An ISO 9001:2008 Certified Company
Presented by:
Prof. Pronoy DuttCo-Founder & Executive Director – Human Resources
360 Degree Engineering & Consulting Services Limited
27th June 2015
• Global Business Environment
• The Indian Business Context
• The 360⁰ ECS Fast Track Career Development & Mentoring (FTCDM) Program
• Current Students at IMT Ghaziabad
• IMT Ghaziabad Alumni
• Commercials
• 100% Money Back Guarantee
CONTENTS
“How can I contribute towards creating My
Organization as a Industry Leader both Locally & Globally”
ENGAGED
“My Career is Stagnating” “I do not see a bright future
ahead”
NOT-ENGAGED
“Nothing is going to change here!”
ACTIVELYDISENGAGED
GLOBAL BUSINESS ENVIRONMENT: PGDM/ MBA WORK-FORCE- REALITY CHECK
CONVENTIONAL HIRING PRACTICES
Talent is often not a
part of the hiring
decision
Experience
Knowledge
Skills
• Best predictor of future performance
• Can be assessed in a scientific manner
• Speed
• People operating from talent learn the role faster and adapt to more variance in the role quicker.
• Productivity & Precision
• People operating from talent are more productive and produce at higher quality
• Longevity
• People operating from talent stay longer, miss less work, and build stronger customer relationships.
WHY HIRE/ DEVELOP TALENT?
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING
(FTCDM) PROGRAM:
CURRENT 2015-17 STUDENTS
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:CURRENT 2015-17 STUDENTS: SPARK FRAMEWORK
……THE FRAMEWORK ESSENTIALLY TALKS ABOUT ‘TRANSFORMATIONAL’ CHANGE FROM BEING AN STUDENT TO BEING AN MANAGEMENT CONSULTANT…
S Systematic•Gallup Strengths Finder 34 Assessment
•Strengths Coaching
•SMART Student Manager- CFL Goals
•Professional Excellence Training
Module
•C2C Program: Resume, GD &PI Preparation
P Positioning•Creating an Personal Brand
•Winning People: EQ Based Relationship Building
•Communication Expert
•Professional Networking & Social Media Marketing
…THE FRAMEWORK ESSENTIALLY TALKS ABOUT ‘TRANSFORMATIONAL’ CHANGE…
R Responsibility•Reliable
•Analytical
•Result Orientation
•Consistent
•Trustworthy
A Attitude •Compassion
•Strategic
•“TEAM”: Together Everyone Achieves More
•Focus
…THE FRAMEWORK ESSENTIALLY TALKS ABOUT ‘TRANSFORMATIONAL’ CHANGE…
KKnowledge•Learner for Life
•Context
•Reflect
•Knowledge of Self, Knowledge of Others, Knowledge of Stakeholder (Faculty, Immediate Manager (Boss), Shareholder, Customer, Co-worker, Society, Government/ Statutory) Expectations
•Learning Unlearning Re-learning
•Re-invent Your Unique Value Proposition Every 2 Years / 30 Years Career Span through an dynamic Learning Process that is Innovation based & challenges the existing “Best Practices” with “Next Practices”
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:CURRENT 2015-17 STUDENTS: SPARK PLUS FRAMEWORK
PLUS
• Leadership Assessment: IMT Alumni completes an battery of Leadership & Occupational Assessment Tests (Includes EI), FIRO-B, MBTI
• Executive Coaching- An Senior Organizational Psychiatrist will evaluate the Leadership & Occupational Assessment Tests & share feedback with the IMT Alumni - Telephonic Mode
• Group Executive Coaching Session- by an Senior Industry Subject Matter Expert - Marketing/ HR/ Finance/ Operations - IMT Campuses at Ghaziabad, Dubai, Nagpur & Hyderabad + Kolkata, Mumbai, Pune, Bangalore, Chennai (Subject to Minimum 5 Participants)
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:ALUMNI SPARK PLUS: FRAMEWORK
• Senior Management Resume Writing Services: Creating an Competency based Resume by Senior Career Planning Expert/ SME
• Leadership Development Workshop for IMT Alumni- 1 Day: Preparation for Success in Next Level Role - To be organized at 4 Regions: New Delhi, Mumbai, Bangalore & Kolkata
• Leadership Development Program:• IMT Global Leadership Program - 52 Weeks - Through Blended Learning System (Skype &
Cisco WebEx Mode)- for learning of Global Best Practices for Managing Self, Managing Team & Achieving Break Through Results for an Organization - Faculty would be C-level Executives & Senior Industry SME (Subject to Minimum 25 Participants) /
Or, • 3 Days Leadership Workshop along with Emerging Business Leader (EBL) Certification jointly
by IMT Ghaziabad & 360 Degree Engineering & Consulting Services Limited
• 360⁰ ECS Career Manager Services for Life-time Career Guidance & Final Placement Assistance: A dedicated Senior 360⁰ ECS Career Manager/ Principal Consultant would be attached to each IMT G Alumni who would be instrumental in obtaining business intelligence with respect to Hiring Trends, New Senior Level Openings, Customization of IMT G Alumni’s Resume with respect to Hiring Organization Expectations, providing guidance/ feedback for the Hiring Manager Interview Process
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:ALUMNI SPARK PLUS: FRAMEWORK
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:COMMERCIALS
PLUS
IMT – G Students
IMT – G Alumni
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:COMMERCIALS
PLUS
IMT – G Students
IMT – G Alumni
Rs 5000/- Per Student + Service Taxes
Rs 50,000/- Per Alumni + Service Taxes
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING
(FTCDM) PROGRAM:
HIRING ORGANIZATIONS FOR 2015-16
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING
(FTCDM) PROGRAM:
100% MONEY BACK GUARANTEE
360⁰ ECS FAST TRACK CAREER DEVELOPMENT & MENTORING (FTCDM) PROGRAM:COMMERCIALS
PLUS
IMT – G Students
IMT – G Alumni
100% Money Back on Joining an 360⁰ ECS Talent-To-Role Recommended & Empanelled Hiring Organization + Completion of 1 Year in the BSC Performance Category of Meets Target/ Above Target/ Significantly Above Target
100% Money Back on Joining an 360⁰ ECS Talent-To-Role Recommended & Empanelled Hiring Organization + Completion of 2 Years in the BSC Performance Category of Meets Target/ Above Target/ Significantly Above Target
KEY PEOPLE & CONTACT
Our Key Contacts:
Prof. Pronoy DuttExecutive Director - HR360O ECS [email protected]+91 9899961979
Tarika Gandhi SethExecutive Vice President – HR &Country Head – Talent Acquisition360o ECS [email protected] +91 9873559951
360° ECS LimitedS-2, Pankaj Arcade, Plot 09MLU, Sector -10, DwarkaNew Delhi -110075www.360ecs.in
Thanks..!! And Congratulations IMTians for a Fast Track Career Advancement as a Top CEO/ C- Level Executive
THANK YOU!
Prof. Pronoy Dutt24X7 Mobile Number: 091 – 9899961979E-mail Address: [email protected] /
[email protected]: 091 – 11 – 28088419/ 45562961
Knowledge … is the “what you are aware of”
y “What you know.”» Experiences» Factual
The World According to TALENT
Skills
...are the “how-to’s” or techniques.
y Drive a cary Give an injectiony Using Power Point
The World According to TALENT
A recurrent pattern of thought, feeling and
behaviour that can be productively applied to the
achievement of exceptional performance.
Talent...
WHAT IS TALENT IN THE CONTEXT OF WORK?
Your Response
Input
Copyright © 2002 The Gallup Organization, Princeton, NJ. All rights reserved.
Your FilterYour Filter
How these patterns affect us?
IDENTIFYING YOUR TALENTS
• Yearnings• Rapid learning• Satisfaction• Glimpse of excellence StrengthsFinder®
StrengthsFinder®
• A way to understand behavior.
• A way to identify the sources of our strengths.
• A language to describe human strengths.
Vague Descriptors
• People-person• Influential• Motivated• Smart
Generalizations…
People Person
Communication
Empathy
Inclusiveness
Individualization
Relator
Responsibility
Woo
StrengthsFinder® Themes
Achiever Activator AdaptabilityAnalyticalArranger BeliefCommandCommunicationCompetitionConnectednessConsistency
IntellectionLearner Maximizer Postivity Relator Responsibility Restorative Self-AssuranceSignificance Strategic Woo
ContextDeliberativeDeveloperDisciplineEmpathyFocusFuturisticHarmonyIdeationIncluder IndividualizationInput
Strengths vs. Weaknesses
Which would help you be more successful in life: knowing what your weaknesses are and attempting to improve them, or knowing what your strengths are and attempting to build on them?
Gallup Poll, February19-21, 20011,016 adults
“Which do you think will help you improve the most? Knowing your strengths or knowing your weaknesses?”
41% 38% 38%29%
24% 24%
0%
20%
40%
60%
80%
100%
U.S. UK Canada France Japan China
Percent knowing your Strengths
© 2000 The Gallup Organization
Those who choose to focus on their strengths and manage around their weaknesses are a minority in every country in Gallup’s study.
Greatest Improvement
EMPHASIZING THE POSITIVE DRIVES HIGH PERFORMANCE MAXIMUM IMPACT OF FORMAL REVIEW ON EMPLOYEE PERFORMANCE*
Source: Corporate Leadership Council 2002 Performance Management Survey.
36.4
21.3
9.1 6.6 5.3 4.2
-5.5
-26.8
-40.0
0.0
40.0
Emphasis on Performance
StrengthsEmphasis on
Personality Strengths
Emphasis on Specific Outcomes of Formal Review
Emphasis on Specific Suggestions
for Doing the Job Better
Emphasis on Skills and Behaviors
Needed in the Future Emphasis on
Long-Term Career Prospects
Emphasis on Personality
Weaknesses
Emphasis on Performance Weaknesses
Level of Performance Driver A-Level >25 B-Level 10 to 24.9 C-Level 0 to 9.9 D-Level <0
*Each bar presents a statistical estimate of the maximum total impact on employee performance each strategy will produce. The total impact includes the strategy’s direct impact on performance as well as any indirect impact it may have through employee attitudes. The maximum total impact is calculated by comparing two statistical estimates: the predicted performance level for an employee who scores “high” on the strategy and the predicted performance level for an employee who scores “low” on the strategy. The impact of each strategy is modeled separately. A strategy that fails to achieve traditional levels of statistical significance is denoted with a clear bar (t<2.0).
Cha
nge
in P
erfo
rman
ce
FAIR AND ACCURATE INFORMAL FEEDBACK DRIVES PERFORMANCE MAXIMUM IMPACT OF INFORMAL FEEDBACK ON EMPLOYEE PERFORMANCE*
Source: Corporate Leadership Council 2002 Performance Management Survey.
39.130.3
25.822.3
14.710.6
6.73.1 1.2 1.1 0.2 0
-3.2-10.9
-50.0
0.0
50.0
Fairness and
Accuracy
Manager Knowledgeable
About Employee
Performance
Emphasis on Personality
Weaknesses
Emphasis on Performance Weaknesses
Level of Performance Driver A-Level >25 B-Level 10 to 24.9 C-Level 0 to 9.9 D-Level <0
*Each bar presents a statistical estimate of the maximum total impact on employee performance each strategy will produce. The total impact includes the strategy’s direct impact on performance as well as any indirect impact it may have through employee attitudes. The maximum total impact is calculated by comparing two statistical estimates: the predicted performance level for an employee who scores “high” on the strategy and the predicted performance level for an employee who scores “low” on the strategy. The impact of each strategy is modeled separately. A strategy that fails to achieve traditional levels of statistical significance is denoted with a clear bar (t<2.0).
Cha
nge
in P
erfo
rman
ce
Feedback That Helps Employees
Do Jobs Better Emphasis on
Personality Strengths
Manager Likelihood to
Volunteer Informal
Feedback Detailed and
Specific Feedback
Immediate Versus
Delayed Feedback
Emphasis on Amount of
Effort Put into the Job
Emphasis on Specific
Suggestions for Doing the
Job Method of Delivering Informal
Feedback: Face-to-Face
Emphasis on Skills to
Develop in the Future
Emphasis on Performance
Strengths
THE CONVENTIONAL APPROACH
All behaviors can be learned.
The best in a role all display the same behaviors.
All these behaviors should be learned, because weakness-fixing leads to success.
Some behaviors can be learned. Many are nearly impossible to learn. There is a difference between Talent, Skills, and Knowledge. Skills and Knowledge can be learned, Talent cannot.
The Strengths Approach
The best in a role deliver the same outcomes, but use different behaviors.
Weakness-fixing prevents failure. Strengths-building leads to success.
A Strengths Approach
• Each person’s talents are unique and enduring.
• Each person’s greatest room for growth is in the areas of his or her greatest strength.
THE WORLD’S BEST MANAGERS SAY
“Focus on each employee’s strengths, manage around his/her weaknesses.”
© 2002 The Gallup Organization
MOST ORGANIZATIONS SAY
“Maintain each employee’s strengths, work on fixing the weaknesses.”
© 2002 The Gallup Organization
Rate the performance,develop the person
Develop the performance by rating the person
Define the required competencies
Rate the person next year on these competencies
Identify which competencies the person lacks
Encourage/train the person to improve in these areas
Rate the person
Define the required performance outcomes
Rate the person on these performance outcomes
Identify the person’s talents and non-talents
Help the person strengthen his talents and manage his weaknesses
Rate the outcomes next year
WEAKNESS-FIXING VS. STRENGTHS-BUILDING
High Knowledge/Skill for the positionLow Talent Fit for the position
High Knowledge/Skill for the positionHigh Talent Fit for the position
Low Talent Fit for the positionLow Knowledge/Skill for the position
High Talent Fit for the position Low Knowledge/Skill for the position
GALLUP’S HUMAN RESOURCE STRATEGY
Position Give Freedom and Support
Replace Train and Educate
Talent
Knowledge/Skill
A Performance Management Approach
PerformanceOutcomes
Performance Coach
• Measurement independent of perception
• Holds up the mirror
• Feedback systems
• Provides resources, support and suggestions
• Success outcomes • Assessments of skill, knowledge, talent
• Individualized for the person
“People don’t change that much.
Don’t waste time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough.”
First, Break All the Rules
Foundation of Success
Discipline One
Hold AccountableHold all employees accountable for
their local performance metrics.
Discipline Two
Leverage StrengthsTeach all employees to identify,
deploy, and develop their strengths and the strengths of their
associates.
Strengths based Organization
Discipline Three
Align Performance Management Systems
Align all performance management systems around identifying, deploying, and developing
employee strengths.
Discipline Four
Build World-Class RolesDesign and build each role to
create world-class performers in the role.
