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

Copyright © 2015 Centre for Executive Education Pte Ltd
www.cee-global.com
1
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”

www.cee-global.com
2
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?

www.cee-global.com
3
About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
3
CEE Global is the Exclusive Strategic Partner of Executive Development Associates
(EDA), a pioneer in Executive Coaching & Leadership Development since 1982.

www.cee-global.com
4
• 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

www.cee-global.com
• 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
5

www.cee-global.com
6
• 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

www.cee-global.com
7
It’s Time for a Upgrade to HR 2.0
7

www.cee-global.com
8
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.

www.cee-global.com
9
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."

www.cee-global.com
10
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.

www.cee-global.com
11
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

www.cee-global.com
12
• “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.”
12
CEOs – HR Disconnect
Source: CEE Interviews with CEOs Coachees on Perception of HR, October 2014

www.cee-global.com
13
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)

www.cee-global.com
14
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

www.cee-global.com
15
The Future of Work

www.cee-global.com
16
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

www.cee-global.com
17
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.

www.cee-global.com
18
 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.

www.cee-global.com
19
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…

www.cee-global.com
20
Prof Sattar Bawany
Strategic Advisor & Master Facilitator, IPMA Asia Pacific
Email: sattar.bawany@cee-global.com
Slideshare: www.slideshare.net/ceeglobal
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Articles: www.cee-global.com/6/publication
Further Dialogue on Social Media

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
Strategic Advisor & Master Facilitator, IPMA Asia Pacific
Website: www.cee-global.com
Email: sattar.bawany@cee-global.com
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

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.

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.

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: enquiry@cee-global.com
Homepage: www.cee-global.com
Published in Singapore

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

Recommandé

Recommandé

Contenu connexe

En vedette

En vedette (7)

Plus de Centre for Executive Education

Plus de Centre for Executive Education (20)

Dernier

Dernier (20)

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