Mastering Management: Pointers for Young Leaders

Each employee wants to climb up the career ladder. So, they strive to discover the secret to reaching the finish line. However, a career expert says hard work, an eagerness to learn and readiness for change management are key issues for young professional in proving their potential.

“The young talents have to work hard and prepare to adapt and manage change management to lead the organisation,” says Saood Bin Masood, managing director of HR Kites, a leading human resource solution provider in Bangladesh.

He urged young professionals to put themselves in a continuous process where they create an environment of learning and development.

Saood Bin Masood, Managing Director of HR Kites

HR Kites is engaged in providing consultation, executive searches, off-the-shelf and customised training and HR organisation services to different sectors, like fast moving consumer goods (FMCG) makers, telecommunications, banks and financial institutions, pharmaceuticals, media, energy, retail, development organisations and educational institutes.

Young professionals should attempt small and cost effective ideas everyday to have a Kaizen effect for business growth because it is underpinned with the values and habits demonstrated, says Masood, who held several senior roles successfully in top FMCG brands in Bangladesh and the US.

Kaizen, Japanese for 'improvement' or 'change for the better', refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management, according to Wikipedia.

“You should have to maintain a 'CANDOR' to let the team know that you are willing to listen and provide solutions to problems,” Masood adds.

Every act or initiative of the employee has an impact on the company's reputation and success. It also affects performance of the bosses. So, young professionals need to see the “big picture” and energise others to work accordingly, he urges.

“Young leaders should focus on effective communications,” says Masood. “It is essential for establishing credibility as well as gaining team support.”

Masood, who has closely been working with Bangladeshi talents at all levels in the global context for over 14 years, asks young managers to appreciate themselves as well as the team members for success and appreciation.

Young talents should lead the organisation by setting examples, managing stress positively, and energising self and others to achieve common goals, he says. Leaders do not need a designation, and leadership is a choice, not an option, he adds.

“A young professional can be the best team player by saying 'please' and 'thanks'.” Masood says it is very important for professionals to be engaging and an active listener, rewarding people for excellent performance and coaching team members.

“Team members need to be allowed to take sensible risks and should be given the freedom to learn from their mistakes. The concept of 'idea+action= change' should be encouraged.”

Masood urges young professionals to be respectful and ask smart questions directly.

He also urges them to keep the team fully informed on project goals, priorities and those all-important deadlines. “They should dream less for a cozy car, and 'nice-to-have' bosses and peers, if they want be a good to great leader.” 

“Life is a journey; not a destination.” He urges future corporate leaders to dream and act big, leading team formation.

Masood concludes on a positive note, “One small deed is bigger than big plans. The time is in favour of positive changes for people and organisation growth that is underpinned to 'walk-the-talk of corporate values' and practicing good habits.”

“Lead and follow your role model for a better you, and a better Bangladesh.”

The Daily Star, Sun 27/02/2011

>> Read More

Dearth of Skilled Workers to Hit Garment Growth

The ready-made garment industry, the sector that accounts for 75 percent of the country’s exports, is facing an acute shortage of skilled labour, with industry leaders warning the problem will seriously hamper future growth.

According to figures from two of the country’s major trade associations the sector is now facing a 25 percent shortfall of skilled workers and it will take several years to set up courses and institutions to provide the necessary human resources.

The alarming figure was revealed in a study by the Bangladesh Knitwear Manufactures and Exporters Association (BKMEA) and backed up by the Bangladesh Garment Manufactures and Exporters Association (BGMEA).

According to factory owners the dearth of skilled workers is due to several factors. They many experienced women workers quit the factories after they marry in order to raise their families. Women make up 80 percent of the RMG workforce.

Skilled men on the other hand often use their solid employment records as a springboard to work abroad.

Labour leader said the willingness of skilled workers to leave the trade reflected the lack of social recognition of garment jobs, low wages and poor working conditions.

Another factor causing the shortage has been the rapid growth of the industry. In the 10 months to April 30th exports of RMG products were up 15 percent as opposed to what it has been a year earlier and factory owners are reporting continued robust orders.

Recently, owners of Noman Group, Standard Group, Nassa Group and Viyellatex Group, few of the country’s largest RMG exporters, announced major recruitment drives in order to hit export targets. All have complained that they are not getting skilled manpower for running their factories.

Nurul Islam, Managing Director and Chairman of Noman Group, said the company was seeking to employ an additional 8,000 staff. Although many of these position are for non-skilled and semi-skilled workers many of the key roles need to be filled by skilled workers.

“I am really feeling the shortage of skilled manpower in the local labour market,” Nurul Islam said.

“I have had to hire highly skilled workers from Pakistan and the Philippines to run my factories,” he said.

President of Bangladesh Garment Manufacturers and Exporters Association (BGMEA) Anwar-Ul-Alam Chowdhury Parvez said the dropout rate of garment workers is 35 percent a year.

He said the dropout rate is higher in the case of female workers as they go back to their family life after marriage. At present, of the total number of 2.4 million garment workers 80 percent are women workers, he said.

Against this backdrop both BGMEA and BKMEA have set up several training centres

The BGMEA runs 6 training centres in Dhaka, Gaibandha, Bogra and other districts to train up to 120 workers per month in each centre.

“We are going to set up three more training centres in Mymensingh, Sirajganj and Tangail this month to train more workers for the factories,” Parvez said.

Parvez said they have a target of exporting RMG products worth US$25 billion a year by 2013, but this will only be possible if skilled manpower, political stability and smooth supply of gas and power in the factories can be secured.

BKMEA opened a centre in Rangpur last March to train up 120 workers a month and is looking to set up additional centres at Savar.

>> Read More