Make a Difference with Manager Today Magazine

EDITOR’S
NOTE

MAKE A DIFFERENCE

Ijaz Nisar
Editor-in-Chief
& CEO Leading Edge Y
You have the first issue of Manager Today. It is Pakistan's
first-ever magazine devoted to the personal and profes-
sional developments of current and future managers. It is
here to make a difference. The philosophy of this magazine
is: Don't curse the darkness—light a candle.
This can be explained with the help of a parable. Once a
man was walking along a beach; the sun was shining and it
was a beautiful day. Off in the distance, he could see a per-
son going back and forth between the surf’s edge and the
beach. Back and forth this person went. As the man ap-
proached he could see that there were hundreds of starfish
stranded on the sand as the result of the natural action of
the tide.
The man was stuck by the apparent futility of the task.
There were far too many starfish. Many of them were sure
to perish. As he approached the person continued the tas k
of picking up starfish; one by one and throwing them into
the surf.
As he came up to the person he said, ‘you must be crazy’.
There are thousands of miles of beach covered with starfish.
You can’t possibly make a difference. The person looked at
the man. He then stooped down and picked up one more
starfish and threw it back into the ocean. He turned back to
the man and said, ‘It sure made a difference to that one!’
Key areas of this magazine are current issues and strate-
gies regarding Human Resource, Training and Develop-
ment, Organisation Development, Leadership, Customer
Service, Sales and Marketing, Banking and Finance, IT and
Global Economy.
Now it is right time to make a strong pledge to come out
INSPIRED? from the state of mind of hopelessness and helplessness,
MOTIVATED? stress and depression, contradictions and controversies,
DID YOU LIKE WHAT YOU READ? paradoxes and dichotomies and never say ‘Why even try’
If you find ManagerToday Inspirational for the rather say ‘I can and I will’ make a difference in the life of
personal and professional development, do tell us. one person. We need to focus today on changing the hearts
You can also contribute your articles, suggestion and mindsets of ourselves first then others. As Allah
and recommendations, including your full name, Almighty says in Holy Book:
postal address and phone number "Allah does not change the destiny of people until and un-
Mail your comments at
less they change themselves and Allah knows all"
editor@themanagertoday.com,
(8:54).
ijaznisar@gmail.com

4 MANAGER TODAY | April - May 2009

WISDOM CORNER

quotable quotes

MANAGEMENT
The key to being a good manager is keeping the
people who hate me away from those who are
still undecided. - Casey Stengel
Management is nothing more than motivating
other people. - Lee Iacocca

PLANNING
Plans are only good intentions unless they im-
mediately degenerate into hard work.
- Peter Drucker
Bite off more than you can chew, then chew it.
Plan more than you can do, then do it.
- Anonymous

SUCCESS
Always bear in mind that your own resolution
to succeed is more important than any one
thing. -Abraham Lincoln
If A is success in life, then A equals x plus y plus
z. Work is x; y is play; and z is keeping your
mouth shut. -Albert Einstein

ADVISING
Advice is like snow. The softer it falls, the
longer it dwells upon, and the deeper it sinks
into the mind. – Coleridge
Listen and you will teach yourself; remain silent,
and you risk nothing. – Hazrat Ali A.S

CAREER
There is no future in any job, future lies in the
man who holds the job. – G.W. Cran
There may be luck in getting a good job, but
there’s no luck in keeping it.
– Jonathan Ogdan Armour

ATTITUDE & PERSONALITY
There is no personal charm so great as the
charm of a cheerful temperament.
– Henry Van Dyke
One who has no control over his tongue will
often have to face embarrassment and discom-
fort. – Hazrat Ali A.S

April - May 2009 | MANAGER TODAY 5

CONTENTS

PCPB # 303-M

ManagerToday
Contents
08
Editor-in-Chief
Ijaz Nisar
Managing Editor
Shakil A. Chaudhary

10
COVER STORY
Editorial Advisor
Shakeel Ahmed Transformation of HR
Editor profession in Pakistan
Nabeela Malik
Sub Editor

12
Mariam Lodhi
Associate Editor
Saba Kiani
HRM professional’s
Art Director life-cycle stage
Heesan Bilal

16
Marketing Manager
Munir Hussain
Sales Manager Evolution of HRD
Haseeb Nisar in Pakistan
Photographer
Mansoor Ahmed INTERVIEW

20
Contributors
Dr. SM Naqi Bakhtiar Khawaja
Maqbool Ahmed Babri (Max)
Masood Ali Khan
Danish Shehryar
MANAGEMENT

22
Bakhtiar Khawaja
Idrees Qamar 21st century
Irfan Ahmed Mir
Sonia Urooj
manager’s DNA
Wali Muhammad
CHANGE MANAGEMENT

23
Ghazanfar Azzam
Shahid Nafees 7 keys to a
Muhammad Zaheer
Bilal Ilahi
successful change
Legal Advisor
Muhammad Zulﬁqar Ali Buttar

25
ORGANISATIONAL DEVELOPMENT
Publisher
Leading Edge 8 best downsizing
Printer practices
Javed Printers

26
Head Ofﬁce ManagerToday CUSTOMER SERVICE
PL-20 Siddique Trade Centre
Main Boulevard, Gulberg III Renewe your
Lahore customers
Tel: 042-5792066, 5817048
email: info@themanagertoday.com SALES & MARKETING
www.themanagertoday.com
www.leadingedge.com.pk Anatomy
of a sale

30
32
ENTREPRENEURE
A true story of vision,
passion & discipline
TIME MANAGEMENT

33
5 tips for better
work life balance

34
RELATIONSHIP
The secret of

16
strong families

36
INTERVIEW
Woman of
Substance
HUMAN RESOURCE

38
Core compentencies for
HRM professionals
STRESS MANAGEMENT

40
Stress free living

40 30
ECONOMY

34 45
Turnaround in the
global economy

46
HEALTH & WELLNESS
Manager’s Health &
ﬁtness
CAREER MANAGEMENT

46
How to ﬁnd
the work you love
BOOK/MOVIE REVIEW
First Break All the Rules
The pursuit of happyness


COVER STORY

MAX BABRI

Transformation of

Human
Resource profession in Pakistan
Today, the role of HR has completely been transformed from being an employee
watchdog to employee developer. The HR department of a modern organisation is
like a very sophisticated marketing department that visits the talent pool of the
country at job fairs & universities. While propagating their employee enabling
environment and growth potentials in the media

t
oday when industry goes out the HR processes, is not biased, can push dog to employee developer. Industries and
looking for human resource the policies of the employers and perhaps businesses in Pakistan now understand that
(HR) talent, it gets struck by even arm twist the employees to remain sub- the competitive edge that will make or break
the fact that apparently all of servient to the whims of the employers/ the business will come from the quality and
the HR talent has already owners. Additionally, this position was also commitment of their talent. The HR depart-
been mopped up by the com- responsible for maintaining the attendances ment of a modern organisation is like a very
petitors. If they want to headhunt, it costs a lot and leaves records, deductions from sophisticated marketing department that
and further enhances the price tag of seeking salaries, advances, gate and entrance man- visits the talent pool of the country at job
HR talent. agement, dealing with the government’s fairs, universities while propagating their em-
How did this happen? Not many years ago, labour department, tax department and ployee enabling environment and growth po-
a retired government ofﬁcer or someone managing the legal issues. A retired civil or tentials in the media. Many companies are
from our defence services was considered defence ofﬁcer was perfectly suited for this now offering stock options, housing loans,
as a great HR manager. The demands of the role of ‘the ultimate administrator’. study loans and comprehensive medical
position certainly required a professional Today, the role of HR has completely been cover for employees and their dependents.
who understands procedures, implements transformed from being an employee watch- The key performance indicators (KPIs) for


Successful businesses evolve a culture that is respect driven where open
conversation and candid feedback is in vogue. People express their talent and
demand answers because it has a direct impact on their variable pays.

an HR department now include measurable
activities undertaken in the realm of human
resource needs forecasts that includes area
of expertise, skills, education and experience
of the employees.
Employee retention is another indicator for
the success of an HR department. It involves
creating migration paths to successively
more responsible assignments and positions
and preparing its people through hard and
soft skills enhancement and adding value to
the even-handedness of the talent pool. To ad-
dress the issue of retention, the HR depart-
ment also creates clear succession planning
where each employee is aware how he/she
can impact his/her own growth within the
company.
Compensation and benefits is an area that
requires special expertise of balancing salary
and other benefits so that the employees
can focus on doing their job rather than writ-
ing creative CVs.
Successful businesses evolve a culture
that is respect driven where open conversa-
tion and candid feedback is in vogue. People
express their talent and demand answers portive. He is a mentor, a team player, a fa- and deploying it for excellence rather than
because it has a direct impact on their vari- cilitator, a generous guide, has integrity; dis- just pushing policies and procedures. Most
able pays. Meeting objectives, savings in plays and demands it, expressive, visionary, of all inculcating a spirit of ownership of tasks
terms of reduced wastage, fuel costs, effi- go getter, available, polite and humble. The and activities brings out the true passion of
cient utilisation of human resources, mini- above mentioned qualities are not only the an employee. This passion is the emotional
mized sick leave, reduced absenteeism, domain of high street MBAs but can be energy that successful businesses are able
reduced travel and medical costs, less re- found and developed in everyone. This is the to inculcate and harness to derive excep-
work, enhanced quality and hence almost no landscape of today’s emerging business en- tional results. For business leaders, I urge
warranty costs are all savings that supple- vironment. Any one of us considering HR as you to find HR talent that can disagree with
ments performance based salaries of em- a profession will need to be aware of the you, can have a dialogue with you to arrive at
ployees. needs of this environment as well as will have a consensus and does not only push agen-
No wonder it is becoming more and more to prepare himself to meet the challenges of das that are prescribed to them. They must
difficult to find appropriately qualified and ex- this job in terms of education, experience have the capacity to side with the employee
perienced HR professionals who are willing and most importantly the attitudes. I urge and urge you to look at them as resources
to become custodians of human resource of you to find avenues in order to further rather than costs.
a business rather than the conniving agent strengthen and equip yourself so that you
of the management. The modern HR pro- are able to facilitate human resources to un- The writer is a transformation consultant
fessional is open, non-judgmental and sup- leash their talents; harnessing their energy and life skills coach


COVER STORY

PHILIP LAL

HRM professional’s

life-cycle
stage
An informal survey I conducted suggested that HRM
had penetrated about 0.5 per cent of 30,000 Pakistani
owned private/public limited companies in some form

a n enthusiastic HR profes-
sional at an HR forum once
told me that she felt encour-
aged by the ‘maturing up’ of
HRM profession in Pakistan. She pointed to
Unilever, Pakistan Tobacco and Engro Foods
as examples. When I asked: Do these three
panies take in 150-200 fresh HRM people
every year. Companies want to retain high-
performance employees. Surely all this tells
us HRM in Pakistan is now a ‘mature pro-
fession’.
The Question is: If it has become a ‘ma-
ture profession in Pakistan, then what
How come CEOs don’t have widely differing
concepts of industrial relations, personnel
organisations represent Pakistan’s 50,000 makes CEOs of Pakistani companies inter- and labour administration? Because well-de-
private and public limited companies, she re- pret HRM so differently? Quick answer: Pak- fined labour laws and years of solid experi-
mained upbeat. She said: “All Pakistan’s com- istani CEOs simply do not know what HRM is. ence tell them what it is.
panies are opportunity for HRM. We I find it difficult to buy that. I have had the dis- Over the last 45 years the practices of in-
shouldn’t see opportunities as problems.” cussion one-on-one with many ‘seth’ and dustrial relations and personnel administra-
As an appreciative observer of how HRM ‘modern’ CEOs during the past 10 years. tion have matured, and CEOs don’t see any
practices developed in the past 20 years, I’ve Their understanding of HRM has usually reason to interpret these professions in dif-
often thought about what the young lady been quite remarkable. Their fellow CEOs dis- ferent ways. Perhaps one of the ‘real’ rea-
said. Is the HRM profession ‘maturing’ in cuss it; they have read about it; they have at- sons Pakistani CEOs interpret HRM’s role
Pakistan? You can argue the HR profession tended courses abroad; they listen to HRM differently is they are dealing with a profes-
left its “administration” eggshell behind 15 speakers; their employees tell them about sion now going through its ‘Early Growth’
years ago. HRM. stage.
You might say almost all business schools There is so much out there about HRM, I Like products and industries, business re-
in Pakistan teach fairly standardized formal think it’s grossly misleading to assume that lated professions also develop along a life-
HRM. Professional HR forums and societies Pakistani CEOs interpret HRM differently be- cycle curve. It took from the late 1940s to
have formed to diligently discuss HRM. Com- cause they don’t know what it is. the early 80s for the Finance profession to


and structure of Pakistani-owned compa-
nies, HRM’s penetration at ‘Maturity’ will be
when it reaches at least 33 per cent of po-
tential users. Since it took about 15 years to
develop from ‘Introduction’ to ‘Early Growth’,
my guess is the approach to ‘Maturity’ will
also take another 15 years. By 2020, the
HRM profession may penetrate about
20,000 organisations.
But penetrating potential HRM users is
only the half story. The other life-cycle di-
mension for the profession is width of HRM
integration. Any good marketing person
would tell you: Penetrating a potential user
market is one thing; achieving intensity of
use is quite another. So, though HRM is cur-
rently present in about 2,000 Pakistani-
owned companies, the width of HRM
integration in these companies is vastly dif-
ferent.
The majority of these users – perhaps 85
per cent – have integrated HRM narrowly to
personnel administration, recruitment, and
off-the-shelf training. Some – perhaps 13 per
cent – have widened HRM to selection, com-
pensation policies, performance manage-
ment and basic career planning. It is 40 odd
Pakistani owned companies, the top 2 per
cent that have relatively the widest HRM in-
penetrate 50-60 per cent of Pakistani HRM’s Introduction stage began roughly in tegration.
owned companies and mature from book- 1992-93. An informal survey I conducted If this analysis resembles on-ground real-
keeping to financial controllership, treasury suggested HRM had penetrated about 0.5 ity, can one still say the HRM profession is in
and managerial finance. The marketing proper cent of 30,000 Pakistani owned pri- the ‘Early Growth’ stage? Yes, indeed
fession took about 50 years to develop from vate/public limited companies in some form. because of a basic life-cycle principle; inten-
wholesale selling to regional management, The Introduction stage continued roughly up sity of use follows user penetration. You first
product management and brand marketing to 2000. Today, eight years later, the HRM penetrate a potential target user market
strategy. profession is probably in its ‘Early Growth’ and then you encourage intensity of use. It
Consider this idea: Pakistan’s HRM pro- stage. I estimate that perhaps three and a seems to me, therefore, that width of HRM
fession is also developing along a life-cycle half per cent of Pakistani owned integration will follow penetration of poten-
curve that can be defined on two dimen- private/public limited companies – some tial HRM users. As the number of HRM user
sions. 2,000 firms – use HRM functions in one companies increases, more of them will
One is penetration of potential users. Way form or another ranging from standard re- learn how to integrate HRM’s operational
back in 1988, there were 21,000 Pakistani cruitment procedures to managing training, and strategic roles; provided HR managers
owned private/public limited companies in to setting up HRM systems to truly strate- prove their operational effectiveness and
Pakistan. Although talk about HRM had gic HR value-addition. demonstrate a strong awareness of their
begun, it had not penetrated any potential How long might the profession take to ap- strategic mandate. n
users among these. proach life-cycle ‘Maturity’? Given the nature Courtesy – The Nation


COVER STORY

DANISH SHEHRYAR

Evolution
of HRD in Pakistan

P
HR is playing an imperative role
in the transformation of
Pakistan from an
underdeveloped country to a
prosperous one.

akistan is undergoing enor-
mous human resource transi-
tion and this epoch is
considered the age of human
resources. The current era is
of constant change and up- income have also been alarming as compared HRM professionals are becoming more up to
grading of human resource management to many countries of the world. The conse- date regarding the knowledge of activities
(HRM) is becoming indispensable. The globali- quence of rapid population growth and eco- such as HR planning, equal employment op-
sation is generating significant challenges in nomic volatility in Pakistan is leading to an portunity, recruitment and training.
the business environment of the world and the immense and dynamic transition in Human The 21st century phobia is everywhere in
notion of HRM is to create a considerate par- Resource Development (HRD). The drastic the world. Every aspect of life needs to be up-
ticipation of the masses. New markets, new growth in population has produced excessive dated time to time to meet the ever changing
products and changing processes are at all human resource and has cultivated a need for demands of national and international busi-
times in demand for the efficient utilisation of immediate steps to be taken in this arena. ness. Private as well as public organisations in
physical and financial resources. HR has be- Various steps are being taken in Pakistan for Pakistan have developed a special internal
come the leading element in the dynamics of development of HR as it is the need of time. control structure to take care of their pre-
economic activity along with land capital re- Dynamic changes have been witnessed in cious possessions such as financial and
sources. The increasing globalisation is posing HRD and currently the consistent involvement human resources. Employees’ training is be-
serious challenges to organisations through- of HRM has become mandatory in organisa- coming a major area. The only way to get the
out the world, particularly to the South Asian tions. This labour force involvement, high best out of human resources is to value them
region. skilled growth, and globalisation have brought as assets in the real sense. These vital factors
Pakistan is one of the most populous coun- revolution in the intellect of workers. Today’s are now being categorically recognized in the
tries of the world and stands at one of the low- HR managers in Pakistan work on operational development indicators of organisations in
est places in the literacy rate. GDP/per capita levels, managerial levels and strategic levels. Pakistan.The employees are more encour-


aged to display creativity, responsibility and human resources but most of these are in a Organisations are trying to find out the
act as agents as well as subjects of change raw form. The rising figure and sophistication ways to polish effectiveness and efficiency of
management. Higher-level executives are of paradigms require superior intellectual de- their employees. The term HRM has come
making organisations a better place to work mands. Pakistan is a labour surplus economy into popular usage in recent years. Hence
in. Today, the pace of human progress is even and has been going through difficult time of people are important whether they are full,
faster and organisations in Pakistan are at- towering populace rate, short literacy rank part time employees, permanent, temporary
taining more opportunities to seize competi- and deprived proficiency in expertise, which or contract workers. To satisfy employees,
tive advantage through human resource has resulted in decisive unevenness and in- many laws have been formulated in our coun-
strategies and practice initiatives. In Pakistan, volvement of HR is becoming compulsory. try to maintain equal employment opportuni-
the work ethics and the environment of hon- The HR is playing an imperative role in the ties. Health benefit, occupational safety and
est work is in the spotlight of HR. transformation of Pakistan from an underde- union management relation laws are now
The HR development in Pakistan is creating veloped country to a prosperous one. Only dealing with the help of HRM.
conditions and environment necessary for proper guidance and necessary assistance is Capital can be generated, technology can
creativity and innovation essential for moving required to increase capabilities in order to be developed, but the appropriate, encour-
into and being competitive in the knowledge- enhance the output. aged and motivated HR is required in the or-
based industries that will provide the highest Pakistan is a nation chock-full of possessions ganisation throughout the country to face
value added economies. Hence job opportu- and has enormous potential for growth along future challenges.
nities vary with the size of the organisation, with progress. Pakistan’s socio-cultural com- The government has put special efforts in
private/public sector, and multinational/local pactness is no more a gloomy barrier. Pakistan developing and utilizing HR. In the present day
setup. The dynamic changes necessitate a still faces many challenges in fully realizing its of tight labour market, the emphasis is on up-
need of labour force assortment, industrial potential for sustained economic growth, bet- grading the skills of workforce, increasing em-
growth and globalisation has brought a revo- ter living standards, and greater resilience to ployee productivity, encouraging wage
lution in the approach of workers. HRM is shocks. The role of HR in both public and pri- flexibility and attracting talent from overseas.
doing very momentous work to choose, re- vate companies is becoming essential. In order to address inequalities and poverty,
cruit and train the right people at the right The world economy is undergoing drastic the government is providing support for dif-

Capital can be generated, technology can be developed, but the appropriate,
encouraged and motivated HR is required in the organisation throughout the
country to face future challenges.

time at the right place for right type of work. changes. For this, priority is given to organi- ferent programmes and the aim of these pro-
The changing paradigms of international sational or industrial human resource devel- grammes is to support different
economics, globalisation, investment and opment and training. There is a triumphant of organisations to eradicate poverty and pro-
trade have created a situation where the role guided training and in past few years it is no- mote equitable human development by fur-
of HRD has become more dynamic than ever. ticed that we are learning from experiences thering the economic, social and political
The changing patterns of world commerce of rich economies and industrialised countries empowerment of women. It is the quality of
have created an atmosphere where HRM that sustained investment in human capital education and training that facilitate the
should not only be helpful to facilitate the busi- or competitiveness and growth. It is also em- human beings to play their constructive role
ness but also gain a competitive advantage to inent that this is the era of information and to increase national productivity.
get lead over its rivals. The idea of HRM is to the worth of cerebral resources should be Pakistan is emphasising more and more
build up the productive contribution of people more significant. We are now imaginary to be on HR planning to make the organisations
in business.Pakistan today is trying to catch in the age of HR as a change agent. system more effective. HR planning has
up quickly with the high standards of living of Successful organisations in Pakistan are be- started to properly utilize human resource
the developed economies through industrial coming bonus adaptable, flexible and swift in and is striving to make working atmosphere
and technological revolution. In doing so, we changing directions. The executives are better and harmonious. Proper implemen-
find ourselves face to face with a situation agreed on the proposal of carrying strategic tation of policies and appropriate deploy-
where trained and talented manpower is in shift to promote internal dedication to the ment of HRD will not only enhance the HR
short supply as the present era is an epoch of change. HR area is hastily changing pasture. eminence of HR related institutions, but will
globalisation. Pakistan’s development of HR and environ- also pave the way to the evolution of socio-
HRD in Pakistan has become the route to ment fortification has now started to main- economic revolution. n
boost acquaintance and handiness in a soci- tain large-scale cost-effective firmness and The writer is former country head of
ety. Pakistan is blessed with huge natural and self-reliance. training at the Allied Bank.


INTERVIEW

INTERVIEWED BY
IJAZ NISAR

T
– BAKHTIAR KHAWAJA

ell us about HRM practices in
Pakistan.
Human resource management
(HRM) in our part of the world is
relatively a new field. In my opinion,
it is one of the oldest fields. It dates
back to the establishment of or-
ganizations, which were supervised by some
people senior to others. So HRM has been
there there for a long time. In the Pakistani
context, HRM was introduced during the last
decade. I came back in the early 1990s. At
that time, HRM was a difficult profession. My
entry into the field was through training and
development. And training courses fell in the
domain of HRM. But training was better

16 MANAGER TODAY | April-May 2009

known than HRM in those days. Gradually as the entire organisation has to be involved
we enter the 21st century, HRM now, we are even when HR formulates policies, which are
in seems more and more in vogue. Good com- conducive toward development of a culture.
panies are looking for experienced people in If, due to other factors, these policies are not
HR field and they do not get them. It is a implemented there will not be a change in the
dilemma as well as an opportunity. Business culture. It has to be an effort, which perme-
schools are offering specialization in HR, ates in the entire organisation before the
which is a good sign. Young HR professionals process of cultural change starts and it is not
are coming in the field and they will take up an easy process. You cannot change the cul-
senior positions in organisations in coming ture by hiring consultants and making them
years. issue policies and letters. It does not happen.
How do you see the future of fresh HR Could you tell us best HR Practics at Bank
graduates in Pakistan? Alfalah?
Certainly, I think, fresh graduates who are Bank Alfalah is a new bank. It started its op-
coming out of universities have future ahead eration in 1997. In a short span of 11 years, it
of them. But as in all professions even when has progressed very fast. There were only
they get flooded there is a room at the top. 500 people working in the organisation and it
Good professionals will always remain in de- had only three branches. From three
mand. However, there will fresh entrants into branches, it has now 336 branches. From
the field who may not have potential or apti- 500 staff members, it has now 7,000 staff
tude. If they do not do well, of course, it will be members. This change actually was initiated
partly their own responsibility. But those fresh with the turn of the century. I myself joined Good companies
graduates who want to make their career in Bank Alfalah in 2000. The HR management
their field. They have to do a lot. practices were primitive at that time. I had ex- are looking for
Do you think organisational culture affect posure to visit four continents and work there. experienced people in HR
HR Practices? I had a lot of ideas. By the grace of God, we
Obviously, the organisational culture is all managed to put into practice a large number
field and they do not get
pervasive reality in the organisation. If you have of those ideas. We started the recruitment them. It is a dilemma as
a poor culture, obviously, the HR practices will process, written tests and multi-layer inter-
not be up to the mark. The organisational cul- views. We brought in fresh blood from uni-
well as an opportunity.
ture starts from the history of the organisa- versities and gave them 3-4 months training. Good business schools
tion. When an organisation is established, the
personality of the original owner dictates what
The management trainee scheme was cru-
cial in the change of the culture of an organi-
are offering specialization
the culture would be. The selection process of sation. Then the bank hired international in HR, which is a good
the original entrepreneur strengthens the cul- consultants to introduce centralisation and sign. Young HR
ture and then there is socialisation and the structural changes. During that process, HR
training process. So it creates an environment management was also focussed upon. There professionals are coming
and in that environment policies and proce- are a lot of changes going on in HR manage- in the field and they will
dures are made. Obviously the policies will fol- ment. Now I am looking after training and de-
low the culture of the organisation. velopment group. We renamed our training
take up senior positions
What is the role of top management and group as learning group. It learning group, in organisations in
consultants in reshaping organisational which is going to play a major role in integrat-
culture? ing the staff members of Bank Alfalah and of
coming years.
Generally, it is called the culture flows from course sharpening their skills.
top to bottom. But I believe the culture flows How do you keep your HR practices in
both sides – from top to bottom and from line with your organisation’s mission
bottom to top. HR department, I think, can statement.
play a crucial role and that role is of a cata- The HR Department does not operate in a
lyst. To shape a culture or change a culture, vacuum, but within an organisation. There, I


INTERVIEW

on various aspects of our training. That’s is
the use of online learning or e-learning.
When I learnt about Microsoft word, I
bought a CD and learnt from that. The same
is the concept. The only difference is that we
think, can be a crucial influence, i.e. whether will not distribute CDs. We will distribute our
the HR head is taken seriously or not. I think an employee intranet. We already have a lot of planning
Whether he is given a seat at the top level does not leave an and a lot of research. We are on our way to
or not. In Bank Alfalah, we have a seat at the start preparing in-house contents, which will
top for the HR head. The HR head is a mem-
organisation. He leaves a be available to our employees according to
ber of the central management committee, boss or a manager. How their needs. Online courses will be launched
which is the highest committee in the bank. do you treat employees is and employees will be sent passwords to get
That’s the way the integration process them. Employees will be required to go
starts. Because of the HR head’s inclusion in a crucial factor. So make through that material and they have to pass
the committee, he is always aware of poli- sure that you get the a quiz of that material. They will be given a
cies, influences and directives of the board week to solve it. If they pass the quiz, they will
of directors. Then of course the HR depart- right people, train them be given certificates. If they do not pass, they
ment is also integrated with the rest of the well, care for them and will get letters from the HR department.
market. There is a lot of information available What are the initiatives taken by your or-
on the Internet. So you can take information make sure their ganisation regarding training and devel-
from those sources and then get them im- managers are treating opment?
plemented by making policies, which will be When we started we had a training centre in
approved by the board. Then those policies
them well. Karachi. Now the training centre, I think, is a
which when implemented will ensure that the dominant centre because the population of
organisation is moving forward in unison. employees is very large. We are also think-
What are your organisation’s communi- subjects. Under these topics, new subject will ing of starting a training centre in Rawalpindi
cation channels? Or how employees, feed- be floated. Since the time I was the HR head, for the employees of Northern Areas. Then
back is taken by the top managemen?. I used to see the intranet sites daily. Some we will get approve a policy of minimum train-
OK, there are a number of ways. We are employees give a very good insight about the ing for all employees. We started with the
talking about various communication chan- organisation. Electronic media is such a one-day training, then two-day and now we
nels where you can find your employees’ place where people tend to speak more have three-day training. Then we will ask em-
thinking. I have already mentioned that in the openly as compared to face-to-face commu- ployees to go for four-day training. Of course,
training, you can talk about policies in an nication. So, to me, that has been a very good this training will be supplemented by online
open manner. During the training sessions, source to get employees’ feedback. training. I think the management will eventu-
you establish rapport with the trainees. They Tell us about role of training and devel- ally feel a little more comfortable because
will talk about it and most of them will give opment. the costs of training will go down. We antici-
you honest feedback. However, there is an- Training is is the most crucial area because pate that more than half of our training will
other channel such as newsletters. But my the world is changing fast. The only answer be done online within a couple of years. In this
favourite is bank’s intranet. We have an em- speed of change is that we must have a way, we will make a major difference of the
ployee’s portal, which is placed on the bank’s speedy training. The training has become an cost of training.
intranet. We have discussion groups on that expensive business now. So I think the man- Why employee leave an organisation?
portal and there are a number of topics to agement has to think twice before giving a I think an employee does not leave an organ-
be discussed. An employee can start a new free hand to the training department. We isation. He leaves a boss or a manager. How
topic and other colleagues can respond to have found some shortcuts, again thinking do you treat employees is a crucial factor. Ob-
that topic or start a new one. We limit the creatively. Recently we have a long meeting viously there are external factors as well.


PROFILE
MR BAKHTIAR KHAWAJA is a seasoned professional who has over 30 years of experience in HR Manage-
ment & Development, in addition to 6 years of active banking experience. Mr. Khawaja got his first degree
from the London School of Economics and an MBA from a Pakistani institution. He was the founder presi-
dent of the LUMS HR Forum at Lahore, and also served the Karachi chapter of the forum as president for
two years. He has attended a large number of national and international training courses, and has con-
ducted over 300 courses of varying duration. His favorite hobbies are sports and reading and he is a prac-
ticing musician in his spare time.

During the last few years, we have seen that the training in the morning. That is very im- Do you think training makes the differ-
the banking employees have left for the Gulf. portant. But beyond that we have recently ence?
But as things are getting crowded over started two initiatives. One is a detailed I think, Bank Alfalah is taking training very
there, I think, some of them will start com- course facilitator’s checklist. There are seriously. One example, I think, is that I am at
ing back. Then largely depends how you treat about 40 items on that list. It starts about a the highest level of the group. I do not think
your employees. So make sure that you get month before the course. In new courses, it a training person will be at such a senior po-
the right people, train them well, care for is two months before the course. It starts sition in other organisation. Bank Alfalah is
them and make sure their managers are with research, development and develop- serious about its training. The central man-
treating them well. Of course, you have to ment of branches and collecting cases. Then agement committee has approved all the ini-
make sure as well that employees are learn- goes on what actions were done. Two days tiatives that we hope to launch. We will make
ing and growing all the time. Then, of course, after the course what has to be done and training an essential part of the employees’
your employees do not leave. one week after so and so. life. Generally, training is hand in hand with
In your view what are the core compe- Then this process includes doing two the HR management. Training is now also
tencies of trainer? things. All trainees are supposed to fill, what being recognised as a driving force and no
That is an interesting question. I think one we called, a ‘commitment with self form’. As doubt makes the difference for the success
can superficially talk about communication a result of attending this course, I promise of an organisation.
skills and technical knowledge. That is es- myself that I will do following actions one, What are challenges regarding HR or
sential. You cannot become a good trainer two, three, four and five. We ask them for training do you think we are facing right
without it. But beyond that, you have to have five specific actions that they will do. So we now?
an ability to enter into the mind of the trainee keep a copy and give the original to them. At the HR level, the tendency of the people
to see what is going in there. If he is not care- After two weeks, we write an email to that to move out of Pakistan has been challeng-
ful there, he will leave you. Plus, I think, a wide employee and attach a copy of the ‘commit- ing for us for the last two years. But i think
angle of view of life in general. I always sug- ment with self form’, asking whether you because of economic crisis, this tendency
gest to my training team to become versa- have started doing these things or not. Be- will halt for a while. But that, I think, life has
tile. I also ask them to engage in sports and fore that, we have already sent a copy of that become very busy for all of us whether from
other hobbies. I myself have done all that. I form to their managers Mr so and so came, HR, training or field. The field people should
am a sportsman, a musician and I love work- attended the training course, which con- be able to focus on the employees’ needs, es-
ing with computers. And, I think, they help a tained the following subjects. He committed pecially in the area of training that is becom-
lot. Communication skills, knowledge and ex- to do these activities. Please have an inter- ing more and more difficult. So we have to
perience are very essential as without them view with him and see whether he has become a little more pro-active in pursuing
you cannot become a trainer. You have to be started with these for the better. So this, we the field management. To make them realise
able to have empathy to think how other per- believe, will enhance the effectiveness of that the training is going to benefit the field
son is thinking. training. officers. Because after training, the employ-
How do you evaluate training? ees’ productivity is going to increase and the
We have usual stuff. By they end of the field unit will get benefit. I think, we are at the
course, there is an in-depth feedback form winning end.
having four sections. One section talks about Do you think HR or training profession is
the course and how it has helped the em- in transition in Pakistan?
ployee in their work. The second is about If you pick up a 20-year-old newspaper you
his/her preparation and your questions-an- would read headlines like, “Pakistan is pass-
swers. The third is the environment at the ing through a crucial phase.” We are all
training centre. The fourth and equally im- going to be in transition. The HR manage-
portant is the environment at the hostel ment is something like ‘people will keep
where trainees reside. If a trainee is not able changing and the world will keep changing.
to sleep at night, he will not be able to attend We will have to be in transition all the time. n

April-May 2009 | MANAGER TODAY 19

MANAGEMENT

MUHAMMAD FAHD KHAN

The 21st century manager is not only working in a hyper competitive workplace but
also expected to give innovative results by managing creatively available resources
in the 21st century way and having steel nerves inside his body and mind.


c lassically ‘The management is
the process of getting things
done through and with the peo-
ple effectively and efficiently’.
Today a manager is required to
manage both tangible and intangible assets
cost-effectively, cost-efficiently and cost-intel-
ligently. Today the life of a manager revolves
company’s business as well. This adds an-
other challenge in the life of today’s manager
and that is to get young, qualified people on-
board and develop, train and equip them with
the competencies and behaviour needed for
the company’s progress, and all this is re-
quired on the fast track.
In addition to the existing deliverables,
around leading, planning, organising and con- which manager is actually responsible for
trolling tangible and intangible assets. and he must understand and let other un-
The today’s fast paced world and knowl- derstand too that only people are not the
edge based economy are bringing rapid most important assets but the “right people”
changes that are not easily controllable, are the most important assets.
what to think about managing them. Strong Today’s workforce is equipped with knowl-
organisations are replacing small organisa- edge and aware of the market needs and will be a tedious job but it will pay us in the
tions rapidly and young workers are replac- wants very well. Job switching and even long run. It is well said that people do not
ing old workers even more rapidly. This switching professions are so common phe- leave companies, they leave managers. Yes,
created an ever increasing demand for nomena that the career progression is no it is true that one of the main reasons of peo-
multi-skilled workers. Fast paced work more considered seriously. On the average, ple leaving the companies is its managers.
processes are need of the hour and so as the workers spend more time on unimpor- This brings us to a point that managers are
fast paced managers. tant things rather than important things. actually makers and breakers of the com-
According to a research produced by Hay They are unable to distinguish between ur- pany. Today’s knowledge based economy de-
Group on “The War for Leaders” which gent but less important, important and less mands an effective use of knowledge of its
states that “some 75 million workers in the urgent things and above all the distracting people, engaging them to use their knowl-
US will retire in the next 5 to 10 years and media is playing its full part in taking them edge, skills in creative and innovative ways to
with them 50 per cent of the CEOs of major off the track. They are living in an environ- help resolve company’s problems, exceed
organisations. The available talent to replace ment which is externally connected through customer expectations and take the com-
them will need to be picked from the next blogs, job sites, cellular technology and cable pany to new levels of success and this can
generation of just 45 million.” TV networks but at the same time deterio- only be done through effective manager. The
We can say that 21st century manager is rating internally as social conditions, inflation 21st century manager’s DNA comprises Dy-
not only working in a hyper competitive work- and weak economy is causing frustration. namic change handling ability, Naturally in-
place but also expected to give innovative re- Their families are exerting pressures on novative and All time integrated approach.
sults by managing creatively available them to move to greener pasture around This DNA has to be transferred to each
resources in the 21st century way and hav- the globe for better earnings and ROE (re- team mate so that they together deliver the
ing steel nerves inside his body and mind. turns on education) and the flight of intellec- maximum output and achieve sustainable
The various forms of pressure mounting tual capital is started happening across all success. n
around today’s managers are shortage of the job levels. Retaining and attracting good
skilled team players, attracting good talent, talent is getting difficult with the passage of
retaining good talent, compensating talent time. As the Harvard Business Review says, ABOUT THE AUTHOR
in cash tight situation and taking the brand “Top performers who join new companies he author is a human resource pro-
into next decade successfully. He has to have
excellent people management skills and has
are unusually slow to adopt fresh ap-
proaches to work, primarily because of their
T fessional presently working as Head
of Human Resource in a leading textile
to play the role of “Line-HR Manager” in the past successes, and they are unwilling to fit company in Lahore. He is also the
company. easily into organisations.” founder of “The Wise Nutrition.com”, a
Now the old and experienced workforce is We need to develop our people internally, website dedicated to positive, motiva-
changing into new and less experienced at mid level and senior level and across all tional and inspirational attitude in the
workforce so as their in-depth knowledge of the departments. Developing our own talent 21st century.


CHANGE MANAGEMENT

MUHAMMAD ZAHEER

What will the change’s
impact be on existing
power & status
relationship?
The more a proposed change conforms to
the existing power and status structure, the
People will change their behaviour less likely it is to be opposed by entrenched
when it suits them.They just powers. But what if the point is to change this
won’t do it to suit you structure as in process reengineering, where
departmental “silos” are supposed to give way
to a new structure based on the processes
e’ve all heard the old saying that “people resist change”. But it doesn’t take a rocket scientist
W to figure out why: people resist being changed especially when the change appears to have a
pay off for someone else. A great deal of organisational change takes this form, and it feels a lot like
that serve customers? One possibility is that
the organisation might begin reengineering on
a small scale and count on the logic of it to drive
coercion. We need to understand the factors that matter in change and what impact they have
the reorganisation throughout the company.
on the people we expect to change. Managers can best think of the factors as questions that
need to be answered to improve the odds that innovations will succeed. Here are those questions:

Will the change fit the
existing organisational
Is the change a burden or Will the benefits of the culture?
a challenge? change begin to appear
quickly? The better the change you propose fits the
A change with a clear payoff will feel like a values of the existing culture, the better its
challenge. If it lacks such a payoff will feel like a The longer it takes for the change to bear chances of success. For example, many com-
burden. Does the individual see how a proposal fruit, the more difficult it is to maintain the con- panies have struggled with the conflict be-
will help him or her solve a real work problem? centration and enthusiasm required to bring it tween quality defined as technical excellence
Get work done faster and easier? Make more about. This suggests that extensive and and quality defined as customer satisfaction.
money? Those payoffs will energize the em- lengthy changes are often best introduced by The more that customer satisfaction can be
ployee. using pilot project or other limited applications presented as an extension of the tradition of
so that people can see positive results quickly. excellence, the smother the transition will be.

Is the change limited to
one function or a few
Is the change clear, closely related Is the change certain to
worthwhile and real? functions? happen?
When the change promises clear, worth- The more functions that cooperate to pro- Top management support counts for more
while and believable benefits, it will look desir- duce a change, the greater probability that at than any other variable in the equation. People
able. How to make the change real? Word least one function will see itself as a loser in are much more likely to get involved with
pictures help, as do videos depict the new the change and work to sabotage it. At least in something if they believe it is really going to
state of affairs. If the change involves, say, self- the initial stages, limit the number of functions happen. The point is simple: if you want some-
managing teams, then visits to an organisa- affected by the change. Doing so will signifi- thing to change, line up enough organisational
tion that has already converted to a cantly improve the odds of the success. horsepower to ensure that it will before you
team-based system will promote the change start the change.n
as no speeches can. The writer is Ph.D scholar


T
ORGANISATIONAL DEVELOPMENT

he new managerial thoughts and the fast developments in technologies, mar-

Managerial Implication
strategies of current decade almost kets and managerial systems. Therefore, we
turned 360 degree reverse from the need to understand and follow the practices
thoughts and strategies of past five regarded as best in downsizing efforts. Prof This has many practical implications. For
decade. Not long ago, large organisa- Kim Cameron of Michigan University, based on example, it emphasizes that downsizing
tion, more manpower, permanency, a study of 30 organisations that were en- in action must be presented and treated
consistency and the like were considered as a gaged in downsizing, identified eight best prac- as a big opportunity to recast organisa-
source of organisational flexibility and agility. tices in downsizing, and enumerated them in tion’s focus rather than a reaction com-
The same is now being rejected as causes of his paper titled “Strategies for Successful ing from a desperate company. This is a
organisational competitive backwardness, Downsizing” published in Human Resource mistake many organisations commit in
business redundancies and managerial inef- Management in 1994. These are: practice. Secondly, administer the whole
fectiveness. The prominent among new strate- 1.APPROACH: This practice advocates program from a positive perspective
gies that can ensure organisational flexibility 1 approaching downsizing as a long term rather than in paranoid style. Thirdly,
and competitiveness is downsizing. However, strategy, downsizing must be understood as an
experiences of organisations with downsizing 2 approaching HR as assets rather than as li- organisational program comprising
are mixed. Some succeeded in achieving an- abilities and approaching downsizing as an op- many strategies such as revamping
ticipated results while others encountered portunity rather than as a reaction to crises. managerial systems, shifting market
new problems. This is due to adoption of un- 2.PREPARATION: It consists of three activi- focus, altering the company objectives
sound downsizing practices, claim experts on ties: and of course, reducing the manpower. In
the subject. It is no denying the fact that, more 1 involving employees in downsizing imple- practice, organisations make the mis-
and more organisations have to offload more mentation rather than driving as top down, take of limiting themselves to manpower
and more manpower in coming years due to 2 seeking involvement and suggestion from cuts and forget redefining the downsized
suppliers and customers and 3) treating organisation. Therefore, these eight best
ZULFIQAR ILAHI downsizing as everybody’s activity rather than downsizing practices have valuable prac-
only of top management. tical for managers.
3.LEADERSHIP: During the downsizing
process, leaders must be quite visible and ac- to people who stay in organisation.
cessible, and they must personally communi- 6.COST CUTTING: In order to realise the
cate with all the employees. They must seek benefits of downsizing, simultaneously three
feedback continuously from all the people and actions must be initiated:
find out ways to motivate people in downsizing 1 analyse all the activities in the organisation
situation. to eliminate inefficiencies, non value added
4.COMMUNICATION: Employees particu- services, redundant processes and
larly need to be over communicated in down- 2 institute a variety of cost cutting measures.
sizing process. Further, the communication We need to develop the measures and pa-
must be fast and honest. It must be truly a sys- rameters and also decide on methodology
tem of multiple communications. that facilitates in realistic assessment of var-
5.SUPPORT: It involves ious things connected with downsizing in pre,
1 providing a safety net to those being down- present and post scenarios. For example,
sized, there must be a system of measurement to
2 training and retraining to ensure uninter- understand what skills of employees are
rupted availability of skills and 3) pay attention value-added and redundant in order to draft
appropriate actions. This is a critical prac-
tice in the entire downsizing program. It
should be implemented with all fairness. HR
practices such as appraisal, reward, selec-
tion, development and communication must
be reoriented to reflect the goals and objec-
tives of downsizing. Employee involvement
and participation must be paid full attention
in the implementation phase. n
The writer is Human Resource Manager in
a local company


CUSTOMER SERVICE

Renew
your customers
SONIA UROOJ

again & again
2 CUSTOMER
4 INVITE YOUR CUSTOMERS TO
The best time to renew a client is from the

SURVEYS ONLY EVENTS
first day after a sale. You need to provide ev-
idence of value to your existing customers
from day one, not just days before their serv- Ask your customers through an online sur- Teleconferences, webex presentations,
ice expires. Do you have products or services vey what matters most to them. Show them etc. that can help your customer better
that must be renewed on a regular basis? that their opinion matters. Once you ask utilise your product or service is another
Think about engagement. Do you engage them to complete a survey, collect the re- way to keep them engaged. Keep them in-
your customer in a dialogue throughout the sponses and analyse them. Once you have formed of updates and changes and provide
year? There are a number of tactics for something meaningful to share, distribute ongoing training and support.

1 3
doing so that will help you engage your cus- your findings. Customers will see the value These are just a few of the tactics for com-
tomer, develop a relationship and prove you provide and develop more trust in you municating the value of your products and
value. and your services. services to your customers. When it comes
time to renew, you won't have to sell. Your

NEWSLETTERS OR SHARE BEST
customers will inherently know and feel that

ANNOUNCEMENTS PRACTICES
value you have provided over the past year.
Remember, the time to renew is now. Do
Each month, give yourself and your com- Whether it is a white paper, brief, or forum, not wait until days before the subscription is
pany a reason to reach out to your cus- share information you've learned from your about to end to make your first contact. As
tomers with information valuable to them. customers and distribute to a larger group. they say, get out in front of the curve. Over
Do not underestimate the power of frequent Share these findings in various formats. This time, this strategy will help you exceed your
communication. Be flexible with your content shows that you value your customers' time sales goals and allow you to develop a large
and include opportunities to solicit feedback and want to make them successful. following. n
from your customers.


SALES & MARKETING

saLE
ANATOMY OF A
AASIM S. MULLICK

M
illions of sales people consider themselves profession-
als. Many read books, listen to tapes, go to seminars,
and practise to improve their selling skills. Very few, how-
ever, take the time to carefully dissect a sale and the sell-
ing process to analyse it, and find out it is really made of.
Let’s take a few moments to look at selling from this point of view. As
we do, let’s see if we can learn something that can make us better
salespeople. Never sell any product or service that you do not firmly
believe will offer benefits to yours customers that outweigh the cost.
Also find a product or service that has broad applications or enough
appeal to enable you to make a good living from selling it. Make your
customers think of you as someone they would always like to talk to.
Self-confidence is the number one prerequisite for success in
sales. Self-confidence comes from focusing on three key issues. The
Let’s take a few moments to look at selling from first is knowledge. Learn everything there is to know about the product
this point of view. As we do, let’s see if we can or service you are selling. The second is practice. Rehearse your sales
learn something that can make us better presentation until you can say it perfectly and convincingly. The third is
salespeople. experience. It takes a long, determined effort and a sincere commit-


ment to develop the skills needed to succeed a minute to show you the difference between the salesperson attempts to close the sale,
in sales. our product or service and the others that the customer slams on the breaks with line
Identify and locate customers who will are out in the market. like, “I have to think about it.” Of course, he
genuinely benefit from your product or I am going to show you something new. If has to think about it! The customer did not
service. Qualify your customers to verify that you like what you see, then I am going to understand what the salesperson was say-
they are able to make the buying decision. make you a fantastic offer.” When customers ing! Remember that you cannot make a suc-
Questions such as “Are you the owner of the have been given a brief explanation of your cessful sale to every one understands your
business?” or “Do you have a partner?” are plans, they can feel assured that they will not proposition.
appropriate and helpful. Do not waste your encounter any surprises. VALUE OF YOUR CUSTOMER
time trying to find a customer whom you DEMONSTRATION OR PRESENTATION The only reason anyone buys anything is
think will buy. You cannot know who will buy Be informative. People will always give you that he or she perceives a real value or ben-
before the selling process because perspec- their time when they feel they are learning efits in owning the product or service. You
tive customers do not know whether or not something new and interesting from you. should master the art of building value into
they will buy at this point. your product or service.
The first impression any professional CREATING URGENCY
salesperson make on a prospective cus- For any salesperson to be successful, he or
tomer is vitally important. True profes- Establish she must master the skill of giving the cus-
sionals know exactly what they are going to Relations tomer a reason to do business now rather
say, and they expect others to listen to than later. Urgency is made up of two ele-
them. ments: the reason and the reward for
Tell customers whom you work for, doing the business now. To create ur-
and do it with pride. Be sure to tell Deliver and Need gency, the customer must first want
them what your company does, and Evaluate Recognition your product or service. Until this de-
where it is located. Doing so makes sire is in plan, it is impossible to gen-
the company seem more real because erate urgency.
customers can fix location in their YOUR PROPOSITION TO THE
minds. This in turn makes customers CUSTOMER
feel more comfortable and secure. At this point in the sale, you describe
Show excitement as you introduce the benefits of owning your product or
the product or service. Excitement and Close the Formulate service to the customer. You also point
enthusiasm are contagious. Create at least Sale Solution out or demonstrate the unique nature of
one good reason why your customer should your special offer. In addition, you describe the
take a look and consider your product or stability and reliability of your company. You
service now. You might say, “This product is demonstrate your own competency, ability,
new, and we have a special introductory offer and knowledge. Clearly outline the terms and
for you today.” Be brief. Put a premium on Provide your prospective customers all the conditions of the sale. Make your proposition
your time and use it wisely. If you do not, no information they need to make an intelligent in straightforward manner. Be concise while
prospective customer will take you seriously. buying decision. Point out all the unique fea- still communicating all needed information.
At this point in the sale, your objective is to tures and benefits of your product or service. THE CLOSE
get the customer to look at your product or Become a great actor. Learn your lines, The close should always be the logical con-
service. Do not jump ahead by trying to sell choreograph your movements, and focus clusion of your well-thought-out, carefully
him or her on its merits. That comes later, your entire performance on your basic ob- planned, and professionally delivered sales
after he or she has agreed to listen to your jective to sell the product. presentation. The proper time to close a sale
presentation. CLARITY is when the customer is ready to say yes.
THE EXPLANATION The salesperson depends on the cus- If you have done your job properly, you will
Wise sales professionals set the stage for tomers to understand and retain vast array get either a yes or a no at this point. If you
their presentations with a brief explanation of facts presented in a single, casual offering. have done your job convincingly, you will get
before beginning the formal presentation. A To make matters even more confusing, the more yeses than nos. n
sensible explanation might go something like salesperson peppers the presentation with The writer is Corporate Sale Trainer at
this: “Mr or Ms customer, I am going to take jokes, anecdotes, and questions. Then when Leading Edge


PICTORIAL

Glimpses of Leading Edge Trainings
eading Edge is a higly proactive and client focued Training & Development Consultancy. As an energetic company, it is infused with a de-
L sire to provide value added services. The core phillosophy of Leading Edge is “Learning with fun”. To demonstrate this philosophy ,below
are the glimpses in which participants, from different organisations like, Federal Board of Revenue, Allied Bank Ltd., PEL, Ufone, A.F. Fergu-
son, Bank Al-Habib, Royal Palm Golf & Country Club, are learning and having fun together.

Ijaz Nisar is giving a thought-provoking talk. Participants doing relaxation exercise

Dr. S.M. Naqi presenting a book to Masood Ali Khan Group photo of participants in training “Developing the Manager in You.”

Ijaz Nisar and Shakil A. Chudhary in ‘Communication
Participants with Mr. Bakhtiar Khawaja, training head of Bank Alfalah Ltd. Skills Program’


Interactive and participative learning

Leading Edge Philosophy “Learning with Fun!”

Teamwork and creative learning Teamwork and creative learning Brain storming session

Participants preparing for balloon bashing
Team “Cheetay” with their own designed ﬂag. exercise


ENTREPRENEUR

NABEELA MALIK

vIsIon
passion
A true story of

& discipline
D
It is a story of transition from the
governiment service to private
initiative at the age of 52.

r SM Naqi is truly a remarkable per-
son. He did his PhD in business ad-
ministration from the United States
at the age of 63. Among manage-
ment gurus, he is greatly impressed by
Peter Drucker (1909-2005). Mr Naqi
started his career with the government of
India in 1945 as an engineer, working on
the Indian Railways, having been selected
by the All India Civil Services Board. He was
first posted at a station on the East Indian
Railways, near Calcutta. After the inde-
pendence, he opted for Pakistan Railways
and moved to Lahore. Subsequently, he
worked in Multan, Quetta, Karachi and
Rawalpindi in various capacities.


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