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Managing the Employees “P&L” (Productivity & Lifecycle) to Achieve Sustainable Business Transformations
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Managing the Employees “P&L” (Productivity & Lifecycle) to Achieve Sustainable Business Transformations
  • Overview
  • Objectives & Outline
  • Methodology
  • Participant Profile
  • Trainer
  • Overview
    PROGRAMME DETAILS

    DATE

    15 – 16 August 2018

    TIME

    9:00 AM – 5:00 PM

    VENUE

    Asian Banking School
    14
    AICB
    CPD HOURS
    An interactive and case base programme which intends to provide banking professionals in middle to senior management positions with a practical approach on how to lead and manage their employees while the organisation undertakes any type of business transformation including mergers, acquisitions, divestments, change in leadership and new business structure.
    Learning Level
    Advanced
    Programme Fee

    AICB MEMBER

    MYR

    2,500

    / PAX

    NON-MEMBER

    MYR

    3,000

    / PAX

  • Objectives & Outline
    LEARNING OBJECTIVES
    By the end of the programme, participants will be able to:
    • Clearly understand the role they play in ensuring business transformations or changes within their banking institution are implemented effectively
    • Distinguish and manage the inter-relations between changes in the banking industry that directly affect the way the financial institutions manage and operate, and the effect these changes have on banking employees
    • Understand the challenges that financial institutions may face in enabling and securing employees’ buy-in and commitment to sustainable transformation/change
    • Understand and apply a practical framework when financial institutions undertake any type of business transformation/change to ensure sustainability of the changes
    PROGRAMME OUTLINE
    What is transformation
    • Introduction of concept through discussion of participants’ experience in introducing and implementing organisational changes which originated because of changes in the financial sector (including policy, regulation and market forces) within their own financial institution

    Successful transformations
    • Identification of broad elements which will enable the implementation of sustainable transformations in financial institutions.

    Change vs Transition
    • Identify the difference between physical changes that take place in financial institutions and the impact these changes have on people
    • The difference in the way change and transitions must be managed to ensure success and sustainability will be discussed
    • Managing effective transformation - 10 elements framework
    • Presentation and discussion on the 10 most critical aspects of managing organisational transformations
    • The session will be undertaken by putting forward the characteristics of each component and discussing how these components have featured within the participant’s financial institution in a way to make the transformation sustainable. Pitfalls will also be examined to understand why at times transformations do not succeed.

    Case Study
    • Participants will be segregated in groups and will be given a case study from a fictitious financial institution undergoing a business transformation. Participants in each group will be assigned specific roles within the financial institution and will be asked to discuss and agree on policies and points of view around specific circumstances impacting the financial institution. This will enable the identification of specific issues / barriers / challenges that they will need to overcome when implementing transformation efforts in their own financial institutions.
    • Examples and inputs from financial and non-financial institutions will be highlighted to enable the participants to appreciate the way in which organizations within and outside their industry have dealt with similar situations

    Case Preparation
    • Step 1 – defining the burning platform
    • Step 2 – Securing alignment
    • Step 3 – stakeholder mapping
    • Step 4 – employee consultation
    • Step 5 – manpower rationalisation
    • Step 6 – employee engagement
    • Step 7 – effective communication
    • Step 8 – change agents and sponsors
    • Step 9 – organisation-wide accountability for change
    • Step 10 – dealing with setbacks
    • Putting it all together – session ends 
  • Methodology
    Participant-centered learning conducted through case study discussions, simulations and brainstorming. Outline of concepts and framework towards enhancing self-realisation and future-focused application.
  • Participant Profile
    Senior managers from all disciplines within the banking industry
  • Trainer

    Claudia Cadena

    Claudia has over 25 years of professional experience on strategic, operational and consultative human capital management within a wide range of industries like investment and commercial banking, oil and gas, aviation, telecommunications and conglomerates. Her areas of expertise are programme management, transformation, change and transition management, employee engagement, recognition and communication, sourcing, performance, capability development, talent mobility and succession.

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