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    How Asbk is bringing a revolution in Training Implementation?

    Asbk's intelligent training programs which are crafted after rigorous industry research are a boon to companies and bring a much needed relief to the O&M managers. For all O&M training's Asbk constructively focuses on training the Supervisors along with the team, changing supervisors approach is supreme for desired implementation of the program

    How Managers should deal with Unprecedented Change

    Don`t panic! We are all feeling the effects of the lower global oil prices and the rippling effects across the oil and gas sector and related industries. Some are seeing dark clouds, proclaiming doom to come. others are sticking their heads in the sand and pretending that nothing has changed. Some are panicking and selling investments and packing up their suitcase. So what is the right way for a manager to deal with unprecedented change? before we get to look at what we should do, let us start by looking at 3 things to avoid. 1.The biggest mistake that most managers make in dealing with unprecedented change is that they underestimate the people they lead They mistakenly assume that their staff will not understand the complexity and future implications of the current period of change, sometimes this is done innocently and with the genuinely kind meaning of protecting our staff. the manager falsely assuming that if they keep the pressure to themselves, the staff will appreciate the protection and reassurance they provide. But nothing could be further from the truth. 2. The second biggest mistake managers make when dealing with unprecedented change is to communicate policy changes electronically This if often done with the good intentions to ensure that the message is communicate clearly and precisely to all staff members in a way that cannot be misconstrued. however, this form of communication usually results in lots of �coffee room experts� reinterpreting the original message by reading into the email communication what they already assume are hidden meanings. Once the �coffee room experts� have convinced themselves of the hidden meaning of the message they will propagate this to others, creating misunderstanding and confusion. 3. The third biggest mistake managers make when dealing with unprecedented change is to Panic! Managers often in panic and make unnecessary and unhelpful changes in a bid to address the original challenge that they face. eager to resolve the problem speedily, they change things that are emotionally important to staff to save an on budget, resulting in low staff moral and unrest amongst the work force. When with a little more calmness and planning the same budgets can be reduced, but with much less impact on staff morale. So what should we do? 1. Instead of underestimating your staff, engage them in addressing the problem Believe it or not, our staff actually understand the challenge just as well as we do, and they have the added advantage that they know the job, what could be improved, how to save budget, how to increase efficiency in a way that will not destroy morale. So engage them in creating the solutions themselves, rather than imposing solutions that they have been no part in creating 2. Communicate face to face and give lots of time to answer questions and concerns The staff will have questions, that if left unanswered will create uncertainty, confusion and unrest. So organize regular times where people can express their concerns and questions face to face. Whilst electronic communication is time efficient it does not address any emotional concerns and misunderstandings, so sit with your staff and explain changes face to face and ask for feedback and questions so that they may be answered on a human level rather than an organizational level 3. Reward people for thinking up creative ideas how to save increase productivity and cost efficiency Build a reward system that actively encourages staff to come up with solutions to the current challenges, publically recognize those who are contributing ideas and solutions, champion people who are solution orientated and reward them publically for the valuable contributions they bring to the table People will, if they feel trusted and valued, bring solutions that we as managers could never have thought of. And the good news is that people will always buy into ideas created by themselves. Resulting in higher staff morale, greater staff engagement, greater efficiency and productivity and a motivated results orientated workforce.

    Lessons in Strategy from Four Great Military Leaders of History

    Many of us have heard of Sun Tzu, Hannibal and Khalid ibn al-Walid but few of us have heard of the ancient Greek, Pagondas. How exactly can an ancient Greek, a Chinaman, a North African and an Arab help us in the 21st Century? Well, all of these famous military leaders have something valuable to teach us regarding business strategy today. Whilst most business is a civilised activity that creates value, it does have at least two things in common with its military counterpart: it is intensely competitive and demands the design and implementation of highly effective strategies. Whether you operate in the private or the public sector there is always a competitor or possible alternative to your product or service offering. Pagondas Strategy on the battlefield (from ancient Greek word Strategia meaning army generalship), as we now understand the term, did not appear until the 5th Century BCE. Up until then armies would simply meet face to face and attack each other with swords, spears and other weapons until exhaustion forced one side to retreat or be killed. Numerical superiority was invariably the deciding factor. However, in 424BCE at the Battle of Delium, 25 miles north of the modern day city of Athens in Greece, a general named Pagondas had his army adopt a radically new form of combat as they fought against an army from Athens. 15,000 Athenian troops marched out to the valley near Delium but they turned back after their supporting troops from other city states failed to appear. Rather than allow the Athenians to flee, Pagondas urged his Boeotian forces to pursue and attack them because he knew they would soon return to kill, capture and enslave them. This was the first use of the principles of forward defence (or preclusive defence) and pre-emptive attack, i.e. neutralising an external threat before it can do any harm or striking an enemy that poses a long-term threat rather than an immediate threat. In addition, and at a crucial moment when his infantry on the left flank tired, Pagondas ordered fresh companies of his Theban cavalry that had been held in reserve to attack the Athenians. This was the first recorded use of dedicated reserves joining an attack. As a result, the Athenians panicked and fled to a fort in nearby Delium. After a siege that lasted two weeks the Athenians forced them out by using historys first recorded instance of a flame thrower. The Athenians never attempted to capture this part of Greece again. For the first time in army generalship, Pagondas chose to monitor the battle from a distance and direct his troops, rather than taking part in the fighting at the front of the army. As a result, the Battle of Delium holds a key role in the development of early Western military strategy and also proved that surprise innovations can often turn the tide of an evenly matched struggle. Strategic lessons:  Have a clear outcome, display strategic intent and think in terms of consequences  Be proactive; even to the point of being pre-emptive  Monitor the implementation of your strategy carefully and change tactics when necessary  Display innovation and creativity Ask yourself:  Is your organisation stuck fighting a situation with traditional tactics?  What forward defence Sun Tzu At about the same time as Pagondas, the Chinese general Sun Tzu was putting into writing his principles of warfare in what is now known as The Art of War. This work was probably expanded by others in subsequent centuries and it greatly influenced military thinking in Asia and later the West. One of Sun Tzus major insights was the recognition of the dynamic and fluid nature of events on the field of battle and the tendency of leaders to become confused in what has subsequently come to be known as the fog of war. Consequently, leaders and strategists must operate from the most robust information and constantly adapt to the rapidly changing reality. His maxim was that All plans are temporary. This has been perpetuated in the military expression that No plan survives contact with the enemy. Sun Tzu knew from bitter experience that a plan can become obsolete as soon as its designed; tactical and operational flexibility is the key. He also stated that deployment of forces depends on objective conditions in the physical environment and the subjective beliefs of the opposition forces in that environment. His principles, like Pagondas, can be applied to warfare, management and diplomacy. Evidence that his principles continue to resonate are the regular adaptations of his The Art of War and the fact that Napoleon Bonaparte always travelled with a copy of it. Strategic lessons:  Develop scenarios of alternative situations and have contingent plans for these futures  Regard strategies as being emergent and adapt your tactics accordingly  Use the environment to your advantage  Exploit the psychology of your adversary Ask yourself: Are you basing your decisions upon a fog of outdated plans, assumptions and marketing/customer intelligence?  What aspects of the marketplace or socio-economic environment could you exploit to your advantage? Hannibal Hannibal was a North African general from the mighty city of Carthage who harried the Roman Republic from the 3rd to the 2nd Century BCE. He is most famous for taking his fight to the Romans by crossing the two mountain ranges of the Pyrenees and the Alps and the mighty River Rhone with 50,000 infantry, 9,000 cavalry and a number of elephants. His troop numbers reached these levels because of his ability to attract people to his cause on the journey. It seems that the Romans were completely unaware of Hannibals movements. Furthermore, they never considered he would bypass their preferred defences by moving his army over the mountains to attack them in their own homeland. Though numerically outnumbered in the enemys homeland, he was victorious against the Romans at the Battle of Cannae in 216BCE thanks to the revolutionary manipulation of his forces. Instead of deploying his soldiers in a phalanx to engage the enemy in a frontal assault, Hannibal rapidly reconfigured his forces by causing the centre of his line to withdraw suddenly and, when the Romans surged forward, Hannibal directed his left and right flanks to encircle and destroy the enemy. The Romans were also taken unprepared by Hannibals new cavalry tactics. Once Hannibals cavalry had repelled the Roman cavalry, his horsemen did not pursue them very far but attacked the rear ranks of the Roman infantry instead, forcing them towards his men. The envelopment of the Romans was complete, and their destruction total. Indeed, more than two millennia later, the German General Von Schlieffen modelled his First World War Schlieffen Plan on Hannibals strategy at Cannae as did the German High Command in Second World War for their 1940 Invasion of France via the dense and seemingly impenetrable forest of the Ardennes. Strategic lessons:  Show courage and dare to do the unthinkable  Exploit deception by focusing the oppositions attention elsewhere  Live your mission, vision and values and communicate your plan in a compelling manner  Make use of your distinguishing competencies and inimitable resources Ask yourself:  How could you use your knowledge of your competitors habits and weaknesses to outsmart them?  How could you challenge regular thinking and outmanoeuvre your competitors whilst they are enjoying an inappropriate feeling of confidence and complacency? Khalid ibn al-Walid Khalid ibn al-Walid, who lived in the 7th Century CE, was a companion to the Prophet Muhammad, Peace Be Upon Him, and the greatest of Islams military leaders. He is known for the incredible range and variety of the military strategies he designed and their determined implementation. It was under his leadership that the Arabian peninsula, for the first time in history, was united under a single political entity, the Caliphate. Indeed, these early Arab conquests are astonishing and without precedent. Never before had nomadic peoples waged such a successful wave of conquests over such a vast territory. Tradition records that he was victorious in over a hundred battles against the numerically superior armies of Rome, Byzantium and the Persians. One of the characteristics of Khalid ibn al-Walid was the speed of his military operations. He would move his entire army at the speed of a single rider. He was a great exponent of rapid and disruptive guerrilla tactics that demoralised the enemy. This bias to action, together with very well disciplined troops, invariably stood him in good stead. Modern military theorists now consider Khalid ibn al-Walid to be a chief proponent of military Operational Art, i.e. the superlative design, planning and conduct of military operations. It was, in particular, his ability to command, motivate and lead from the front that endeared him to his men and produced fear in his enemies. Strategic lessons:  Be proactive, display a bias to action and take advantage of the first mover advantage  Use your own and your customers faith, beliefs and convictions to supercharge your efforts  Display situational awareness and respond with tactical flexibility  Protect and develop your organisations reputation, good name and honour Ask yourself:  What allies could you collaborate with?  Are you spending too much time planning and not enough taking action? The Five Main Strategies that Emerged The above and other great military campaigns of history suggest that there are five main classes of strategy that can be used against an enemy: direct, indirect, envelopment, bypass and guerrilla. All can be greatly enhanced by the application of Force Multipliers, i.e. unique capabilities your side possesses that supercharge or multiply your effectiveness. Direct Direct attacks, as illustrated by the Athenians at the Battle of Delium, rarely work as the initial advantage is always with the well-entrenched defender. The attacker will always sustain enormous losses. Even if successful, the means and will to follow through must be factored in and assured. 5 Indirect Indirect attacks, as illustrated by Pagondas, exploit a weakness in the defenders position whilst usually using a secondary attack to distract them. It applies the principle of concentration of force to overwhelm part of the defenders position. Envelopment Envelopment attacks, as illustrated by Hannibal, start with a primary attack that distracts the enemy. This is quickly followed up by the enveloping or pincer manoeuvre that contains, directs and destroys the enemy. Bypass Bypass attacks, as illustrated by Hannibal, allows the attacker to avoid the strength and preparedness of the enemy by adopting a completely unexpected approach. It also frequently allows new territory and resources to be gained on the journey. Guerrilla Guerrilla tactics, as illustrated Khalid ibn al-Walid, used as part of an overall strategy have the effect of demoralising, disorienting, disrupting (especially supplies), distracting and ultimately creating enemy attrition. Conclusion The ability to think strategically and design and implement highly effective strategic plans is an essential requirement for leaders. By learning about the campaigns of the great leaders of the past and by mastering new and proven contemporary planning models and techniques you will ensure that your department or company remains relevant, highly competitive and world class. By further developing your strategic planning skills you will see how these ancient strategies ultimately gave rise to the cost leadership, differentiation and focus strategies employed by great leaders today. These powerful approaches will help you to deliberately and confidently either expand, stabilise or retrench your activities in todays increasingly unpredictable and volatile world.

    Making Training Pay

    Does training add value? If you ask any HR department all training function the answer would certainly be yes. Whats the same question to the CP or CF any answer would be completely different. So who is correct? The answer is probably the CEO CFO, as training functions and HR departments are very unlikely to be able to produce any concrete results that are training as significant value to the bottom line. Does it matter? In the world where we are increasingly looking for efficiencies in every area of the business thats either public or private sector any answer must be yes it does matter. To examine this issue detail we must first understand what type of training his predominant in the organisation. Most organisations Focus their training effort competency based training. This can account for almost 99% training delivered in the organisation. Competency based training is important although it is not really valued. Competent staff fulfils three very important parts hosting Organisations requirements. These are: Safety & legal Conformance to standards Quality Most training functions funded to ensure that this happens. So lets have a look where immediate efficiency improvements can be made. The definition organisational competencies are, that they are a key observable behaviour. Therefore the line manager needs can only do identifying training, this is the line managers responsibility. What happens after training, we tend to call this evaluation is also a responsibility of the line manager. Using a scoring system mentioned in a previous article we are able to accurately identify employees that require training and at the next performance appraisal measure numerically the improvement. There is absolutely no need for the training function to do any training needs analysis. Creating value from training is another matter. There are fewer than14 courses, which add real measurable financial value. With these courses the Training function needs to do predictive training needs analysis and in advance training provide me evidence, which is always financial of the benefit to the organisation. Some examples of these courses are as follows: Train the trainer providing its not someone in the Training function Renegotiating existing contracts Delivering agreed budgets, under budget Enforcing the company regulations to ensure the work force starting and finishing time is strictly adhered to Delivering approved projects ahead of time under Budget Conducting Post sickness interviews New business process reengineering Workforce planning, using predictive forecasting You will note that none of the above these particularly popular but each has a massive potential financial return on their investment. Readers may contact us to receive a free Training process wall chart. If you want to understand the way competencies are analysed a video is available for you to see on request. Want to get the best from your training investment? contact us now!

    Differentiation for Talent Management

    An HR recipe for dramatic productivity improvement There surely has never been a better time for human resources to excel. With tighter fiscal control and a business drive for more efficiency it is providing human resources with the perfect set of circumstances to introduce measures that will have a significant impact on the business bottom line. In this article we will be looking at talent management, and how, coupled with a differentiation policy it provides an unrivalled tool for turning the business into a performance powerhouse. However talent management on its own will never provide us with the real performance benefits that are needed in todays unparalleled business environment. If we look at talent management first, what is it that were absolutely certain of? Firstly that serious research carried out in 2007 and 2008 has shown that talented people are a considerable asset. Secondly the productivity figure that seems to be commonly agreed is that talented people are at least 40% 50% more productive than average employees and finally, there seems universal agreement that talented people are found at every level in an organisation. All of this is fact and provides concrete evidence for adopting talent management policies. Companies that have adopted talent management and its policies and put them into practice cover a wide spectrum of industries as diverse as Google to the Container Store. Both of these companies go to extraordinary lengths to advertise and recruit talented people. The enormous amount of time spent in the recruitment and selection process is repaid by the quality of staff they are able to attract and more importantly retain. Talented people have another unique quality; they actually have a measurable impact on the bottom line. Jim Collins in his book Good to great gave numerous examples of individuals who were talented and who made a substantial impact on the organisation. What the studies also showed was the impact on bottom line results and in the end share value. As all of this is true, why is every HR function in the public and private sector not actively pursuing talent management policies? A cynical view would be that most HR functions are too involved in day-to-day matters and therefore are not able to take a wider and more long-term view. Managers are also very wary of HR and the latest fad that they keep coming out with; but although they might smile and agree that its a good idea, thats as much commitment as they are likely to make. The real issue is that talent management will not work as a separate entity. There needs to be a number of other actions that are essential to make talent management work effectively. This is where the second part of the equation comes into play differentiation. The concept of is not new. Differentiation was introduced into General Electric by Jack Welch, it was first explained in detail in his best selling book Winning. Jack Welch achieved much of his success at General Electric in America, not just by using talent management techniques, but by combining them with a strong and enforced differentiation policy. In summary if you want to attract and retain talented people you need to pay them and treat them differently to other employees it makes sense.

    About ASBK

    As an expert in professional training, we offer centers of excellence, providing the very best learning and development solutions customized to your exact needs.

    Our experience in providing staffing solutions across various industries provides us with an understanding of competency level and Skills valued by employers. Accordingly, we provide Competency development programs to bridge the gap and enhance employability of candidates within a company. We are an emerging training and consulting partner for Engineering Companies across India and Middle East.

    We have delivered 210 competency development programs across India and ME region through 6 operational centres across India & Middle East as of March 31st, 2016.

    We have a proven track record, delivering for the world's largest companies and government organizations. Plus, with expert trainers that are experienced practitioners in their field, our training moves beyond theory, giving you valuable real-world insights. As a result, you can trust us to provide high-quality consistent training and development at every level of your organization.

    Our blended learning experiences and accelerated learning techniques help you to achieve your training goals either for individuals or your workforce as a whole.

    With more than 6 years of experience delivering training to companies Globally, ASBK understands your training challenges and has solutions to match your specific needs.Contact us today to find out how training from Asbk can support your business.

     

    WHY ASPIRE?

    As an expert in professional training, we draw on our years of worldwide experience to provide effective learning and development opportunities. We make a difference to individuals, teams and businesses, nurturing talent and enabling continuous organisational progression.

    Our specialists partner with course participants, identifying improvement objectives and supporting the professional journey.

    A specialist team of 500 independent instructors, each a recognized subject matter expert, with a wide variety of technical and worldwide experience of more than 25 Years in their core sector. Each subjected to rigorous pre-screening and periodic re-evaluation.

    Our curriculum includes 700, introductory to advanced training programs showcasing best practices in Management and Leadership, E&P, Mechanical/Electrical/Instrumentation Engineering and Engineering management, with topical, practical and relevant content covering the entire Product Life Cycle ranging from selection of Materials, Design of Equipment, Fabrication, Erection, Assembly, Inspection, Testing, O&M and Repair.

    Course curricula and materials are constantly evaluated, Peer reviewed and updated to meet the changing needs of our clients and the industries in which they compete.

    Expert emphasis on Implementation of training, experts call and review delegates for 2 months after the training programs.

    Enhancing processes, systems and skills is fundamental to your ongoing success and sustained growth. We enable you to continuously improve, transforming your services and value chain by increasing performance, managing risks, better meeting stakeholder requirements, and managing sustainability.