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Talent Management Where To Start?

Talent Management Where To Start? Known as the ‘war for talent “on a large scale as one of the challenges in which all the Omnia Investments APP companies involved in all industries and nationalities. In fact, the challenge of maintaining and developing and attracting skilled staff is a very complex issue, and different in nature from one institution to another. And show their importance and relevance in the pursuit of long-term sustainability of any particular strategy works. I explained Odette Hanna, vice president of human resources and administration at Mobinil the reason for the need to establish systems to manage talent, and what are the risks, and where to begin to succeed in granting the company the company capable of Employment feature.

Affected human resources, like other branches, the current economic crisis, as they face the challenge of maintaining the functioning of the business, and motivate employees to work harder, and to maintain the income and profits, while trying to maintain the company’s position as the preferred brand among job seekers. At the same time, the challenges of limited key Omnia Investments APP accounts and lower operating costs, and reduce, if not cancel, the training budget, freeze or reduce salaries and lay off employees, it has placed a great burden on HR departments.

Talent Management
Talent Management

In order to maintain human resources to balance and manage my forehead employee satisfaction and crisis management, it should focus on: (a) Increased transparency through frequent contacts and (b) to achieve maximum efficiency and the labor force and the elimination of the surplus is necessary through reorganization and maximize pay for performance, and to ensure optimal use of the existing work force. It can be done through the assessment of the labor force, and talent development and planning of the career ladder, and the redistribution of the labor force, and to deal with the excess of cases, the study of the benefits of outsourcing versus outsourcing from within the company ..

Most of us do not know our talents citizen, where we have not had a chance to explore.
In a world which has become a rapid change is the only constant factor, and this is surprising, it became the scarcity of talent as well as the fierce competition of the items that remain on the alert and challenge the companies. Talent management are becoming increasingly important for all types of companies, often defined as including maintaining talent, attraction tasks, as well as development within companies. In short, the focus of this branch of the business is to develop the company’s most important resources – human resources.
But what is the evidence on the need for talent management? Initially, the statistics showed that:

58% of executives surveyed do not feel that their company’s current investing them enough time and resources.
69% more likely to look for the next job outside the company they work for now.
73% feel that the company does not provide them with a clear and functionally path.
80% believe the Omnia APP impact of talent management when it comes directly from the company’s board.
Touts the practices of companies and different methods when developing their own talent management systems; where the definition of talent management differs, as well as how to deal with employees with poor or good performance varies greatly from company to company. Some companies build their own talent management system for training only, while some other companies have adopted more than one approach. In many cases, the failure of these efforts due to the fact that the processes of follow-up and implementation does not were based on a well-built system, and lacked consistency.
In practical terms, should be taken two steps main ways to start a talent management system: (a) evaluate the whole in terms of performance and potential of the labor force, and b) the development and implementation of talent, which includes a mix dedicated career and appreciation development management programs, and learning as well as the salaries and privileges.

It may also include the establishment of such systems to manage talent in your company some of the risks:

Poor communication leads to problems in the understanding of the goals and to misconceptions.
Excessive expectations of both workers and employers may lead to frustration.
Not motivate other team members who do not benefit directly from the development of talent (the risk of increasing the feeling of receiving treatment from the second division)
Absence of a continuous follow-up appropriately and timely.
Other common risks include the wrong definition, bias and clear priorities for talent management
Finally, the business environment, which are dynamic and the large number of requirements imposed on any institution that you select, and care, and most importantly, to retain talent. Where you can actually find the largest complex for future talent within your company.

From A Family Company To A Family Business: What Is The Right Strategy?

From A Family Company To A Family Business: What Is The Right Strategy? In this case study of the department “from a family company to a family Business” we will tell the story of the 100K Factory company, which decided to set up a separate company for its banking and finance in spite of fears expressed by family members. Has been providing solutions and comments by members of the real family firms involved and their ideas imaginable for the source of the problem in this story and from or on Mamaajb blame in the end.

100K Factory Revolution has been established family company 80 years ago, and the huge company’s activities in the Arab world and Central and East Africa and Asia. 100K Factory Revolution family started its activity in it like like a lot of families to exercise trade. The 100K Factory Revolution group has expanded to include many of the offices they represent within the Arab world and beyond.

100K Factory Revolution
100K Factory Revolution Live Results

In the late seventies and early eighties of the last century and during the take over responsibility for third-generation management company, TBN group entered the field of financial services. This step were not planned, but it was in order to increase and enhance the company’s services at the time. TBN group suffered some losses due to the failure to develop appropriate procedures to manage the risks associated with exchange rate differences and delayed payments and collection.

In the late eighties and early nineties, the commercial activities of the company only has not seen huge growth, but shipping and transportation management benefited from increased TBN range of goods and movement of products between Asia and the West.

The third generation of the company TBN members decided, after assuming the responsibility of directors for several years to bring professional group structure and work in order to increase its effectiveness. The group was at this stage-managed by AbN, son of Big Brother in the second generation. Management team included five of his cousins. While AbN holds the positions of CEO and chairman, he took all of his cousins ​​responsibility for one of the three departments of the group: trade, manufacturing and shipping. NbO and filled one of the three sons of Uncle position of Chief Financial Officer of the Group.

It dealt with a review of the group structure aspects of the governance of the institution and the family as well as the human resources process. In order to reduce the Group’s exposure to risk, executive director of the working group, with the help of his team to find ways to give professional financial services group TBN. After a review of the strategy was the final decision to stay in the sectors of banking and financial services as an independent company on behalf of TBN financial services or “TBNFS” Acronym.

This has raised some concerns among some members of the family, and demanded them in line with the values ​​and history of the family that TBNFS company aims to TBN loyal customers service to provide them with solutions that will help them to increase the size of their businesses. The company has endured in the past some of the losses as a result of this kind of support. Other consequences of giving professional for these services, which formed a source of concern when the family that it was also meant to expand and thus increasing the 100K Factory Revolution Group’s exposure to risk as a whole. Moreover, the new company will require changes to the organization: In the past, operations related to financing transactions for customers is part of the responsibility of the Accounting and Finance Division Headquarters; and from now on will become the part of TBNFS tasks which will be an independent legal identity.

The 100K Factory Revolution group was also to the lack of qualified financial skills required owners of staff, and therefore had to start hiring new employees. The immediate family members began to wonder about how the company’s management will enable more employees. Up to this point the family had been working in the interrelated and interdependent areas it had family members are well-equipped and rehabilitation properly from an early age to do these tasks. The NbO Chief Financial Officer of the group is the only one who has actual qualifications to manage TBNFS, but the team was then a collection of accountants and cashiers who worked with the family company for decades did not have the willingness to become part of the new company.

Chief Executive Officer and Chief Financial Officer Executive Officer of TBN put all those objections in mind, but they stressed that TBNFS will continue to support family values ​​and will open up new markets for the group in addition to increasing competitive advantage.

In the end, the management team and family members not working and the company agreed on the establishment of the new company. TBNFS work with a small team has been newly appointed and had previously worked in the corporate world and institutions began. The team brought with him ideas contributed in giving a new corporate culture.

During the first five years and until the late nineties, TBNFS achieved good results. The Department has developed clear procedures to support 100K Factory Revolution customers in trade and in line with family values ​​with regard to supporting the company’s loyal customers. Customers felt grateful for the services provided to them and the group has succeeded in attracting new companies because of their systems and services. TBNFS also succeeded in reducing the Group’s exposure to risk ratios through the bad debt tracker and the application of preventive measures to help customers with conventions and the package they already have and avoid defaulting on repayment. TBNFS became very successful and worthy of financial services company with respect and with a culture different from the rest of the group companies and the idea of ​​customers reported they are of high efficiency of the company and quick decision-making. Unfortunately, the company did not attract only a few members of the fourth generation family where most members of this generation preferred to work in the other three departments set TBN.

AbN retired in the late nineties from his 100K Factory Revolution post as chief executive and chairman of the board and handed the flag to his cousin, who served as chief financial officer for the past twenty years. AbN and became president of the Family Council.

Before his retirement, AbN TBNFS agreed with management to expand its services to other departments of the group and provide leasing services for the management of transport and shipping to help them increase the transport and shipping capabilities have. But with the economic boom in the region and increase domestic investment, TBNFS saw opportunities exist beyond the activities of the group and began expansion through Tmwilasttmarat in real estate and stock markets. Family members and the management team has been supporting the expansion of that process and encouraged by the high return on investment.

In 2007, the company began to see some references to the existence of financial difficulties with some of the customers who have expanded rapidly in the last ten years. The beginning of 2008. Some members of the management team TBNFS resign and moved to work in other companies. During the years 2008 and 2009 TBNFS suffered greatly from the financial crisis, most of the customers and wanted to reschedule their debts, forcing the three other departments to help the group to mitigate losses TBNFS.

Family members are now in the face of questioning about why this happens. While other family businesses in the region have succeeded in passing the storm of the financial crisis, it was a huge group TBN losses to a large extent. AbN began to blame himself and ask a lot of questions: Was the founding TBNFS step correct strategy? The financial crisis has been outside the control of management, but is there were other signs predict failure? Is it due to the difference in culture TBNFS? Is this is a lesson for family businesses not to expand into new industries by the availability of appropriate qualifications in the family?

The first solution


The second generation, president of Almajdouie Group, Saudi Arabia

Above all, we understand that the financial crisis in 2008 was an exceptional event and globally. It was to this crisis negative impact on almost everyone, although to varying degrees.

TBNFS company’s performance was good before 2008, including levels achieved high efficacy and good results in terms of customer satisfaction. And therefore I do not find an excuse because the administration itself to blame, but it instead absorb the lessons and move forward. Perhaps the reason is TBNFS focus on the support of other sister companies in the group in order to increase its sales and overlooked aspect of credit risk. The casualty figures are unclear and the extent of the damage is unknown. To assess the situation properly, these details must be clarified and taken into account before taking any future action. The decision depends on the continuation of the company or liquidation basically on how high these losses. Another question is how long the company will continue to be affected by this loss?

Regarding the existence of a family member to the post of director of the company, in fact there is no guarantee that a person belonging to the family will function better than someone from outside. Often, managers from outside the family may own long experience in the industry and required greater commitment. TBNFS company need this experience now to determine the next steps and assess the chances of continuity.

If TBN family decided to continue TBNFS company to work, they must take advantage of the previous positive results achieved with its customers, and the use of a team on a high degree of professionalism and not necessarily have to be a team of family members, and increase the number of members of the credit risk team, and eventually conduct an audit and evaluation comprehensive “causes the deterioration of things this way” in order to draw lessons from the decline in the company recently.

The second solution

Everyone in the Tunisian family company

third generation

It is difficult to acknowledge when you should seize all opportunities and when to give up one of them and not pay attention to it, especially if you are part of a large family-owned company. I think it was logical to do TBN TBNFS founded the company because it was obviously a lot of opportunities and timely because the idea of ​​the need to diversify activities present permanently in the family Vkracharkat. However, I think that’s important as well as the topic is how to diversify their activities. Maybe you should have Tkongmlah much slower founding TBNFS company to look carefully at the quality of the team that will be prepared to manage. In spite of the team that the company had significant financial knowledge, but none of them has a background of working in the family business, and perhaps would have been better trained to absorb the values ​​of the family and the culture more. Maybe if this factor was found to have the case Donkiemanm unnecessary risks, because I think that despite the unpredictability of the financial crisis, but it was possible to prepare for them in advance not to exaggerate the risk. Many family businesses have successfully hedge such risks and do not bear such a big loss. However the crisis was undoubtedly harsh on everybody not only their results are limited to the financial sector.

I also think that taking into account what the company suffered from important is where it needs to be a separation factor in choosing whether TBNFS must continue to work or not losses. It is also important to assess the extent to which increased brand value as a result of this activity and how sustainability can be the company’s management in the future.

The exchange of blame is not a positive thing in a family business or in any other type of company. It should not be focusing on who should be blamed, but it must focus on what needs to be done in the future. I believe that family businesses need strategies revolve around how to get the greatest possible lessons learned and the effects of such experiments through the entire process evaluation in the Family Council. You must do so constructively with real strategic significance in a way, to be activated in response to losses incurred 100K Factory company. I myself do not think that there is justification for TBNFS liquidation of the company because it is possible restructuring and management successfully again using a different approach in dealing with the risks.

7 Years Of Negative Inflation In 3 Decades

7 Years Of Negative Inflation In 3 Decades Repeated inflation phenomenon of passive “decline in goods and services prices,” in the Saudi market, seven years during the previous three decades, “1988 to 2016”, after inflation record “contraction” in January by -0.4 per cent for the first time since the adjusted base year to 2007.

According to The Guaranteed Money System analysis and reporting unit in the “Economic Daily” was based on a General Authority of Statistics data, focused the seven years that the Saudi market has seen a negative inflation aka Deflation “falling prices” in the nineties, “from 1990 until 2001,” accompanied by record deficits in the budgets of Saudi Arabia in conjunction with that Gulf war and its aftermath.

Negative Inflation
Negative Inflation

However, the Saudi economy during the same period, “12 years”, has recorded a growth in nine years, while the contracted “negative growth” in just a three-year, which means that the price deflation in any state that does not necessarily lead to an economic downturn, even if accompanied by budget deficits.

The analysis revealed that, in spite of the Deflation in January, but the commodities and services in Saudi Arabia remain high by 36.5 per cent since adjusted the base year to 2007, reaching the record for the cost of living in January 2017 level of 136.5 points, compared to the level 100 points in 2007.
Although caused by the negative inflation in January, prices of “Food and beverages” and “transportation” and “restaurants and hotels” are still high rates of 42.3 per cent and 20.4 per cent and 24.7 per cent respectively, compared to the base year 2007.

The analysis excluded the continuing negative inflation in Saudi Arabia until the end of this year, due to four main factors, the first being the record government spending, which was adopted in the 2017 budget of about 890 billion riyals, in addition to the orientation of the state to support the private sector, estimated at 200 billion riyals.

Second, the state is moving to impose selective taxes through April of this year, and VAT early next year, in addition to the third factor, which directed the state to raise energy prices gradually to reach the world price, which will necessarily lead to the lifting of goods and services and rising inflation, by extension, the prices.

In addition, the fourth factor, which the Saudi government lift the tariffs on some food commodities, including dairy and poultry products, since the beginning of this year, which is not necessarily raise food commodities, which was the main factor in the deflation rate in January.

The gradual raising energy prices will raise energy prices, which in turn will lead to the lifting of transport prices that were inflated second group influential in the transformation of the rate to the negative trend in January.

Years of negative inflation

The negative inflation registered in Saudi Arabia years, 1990 by -1.0 percent, “accompanied by a deficit of 85 billion riyals and economic growth of 15.2 percent.”
Then in 1992, inflation was -0.9 percent, “coincided with a deficit of 85 billion riyals and economic growth of 4 per cent,” In 1997, inflation was -0.3 percent, “coincided with the deficit of 16 billion riyals economic growth of 1.1 percent.”
The 1998 scored inflation -0.3 per cent. “Coincided with the deficit of 48 billion riyals and economic growth of 2.9 percent,” Inflation in 1999 about -2.1 per cent. “Coincided with the deficit of 36 billion riyals, an economic contraction of -3.8 per cent.”

Inflation in 2000 a negative growth rate of -1.3 per cent. “Coincided with a surplus of 23 billion riyals and economic growth by 5.6 percent.”
Finally in 2001 the rate of inflation stood at -1.3 percent, “coincided with a deficit of about three billion riyals economic contraction of 1.2 per cent.”
The inflation rate has been recorded in January 2017 a negative growth rate of -0.4 per cent compared to the same period last year, and increased by 0.2- percent compared to December 2016.
According to the analysis, this is the first time that a negative inflation in Saudi Arabia recorded since adjusted the base year to 2017, noted that the negative inflation means low prices and not only that the prices of goods and services rose at a slower pace.

The analysis showed that the negative inflation was due to the decline in the price index of “Food and beverages 4.2 per cent because of the food, which declined by 4.6 per cent, as the benchmark for a transportation fell 3.1 percent, as well as hotels and restaurants by 1.1 per cent.

As a result, the decline in food prices in Saudi Arabia as a result of the global decline significantly, in addition to a decline in purchasing power in the country, while the transport index fell due to the end effect of raising energy prices, which decides the end of 2015, and came into force early in 2016.

Although caused by the negative inflation in January, prices of “Food and beverages” and “transportation” and “restaurants and hotels” are still high rates of 42.3 per cent and 20.4 per cent and 24.7 per cent respectively, compared to the base year 2007.
The rate of inflation has risen to 3.5 per cent during 2016, compared to 2.2 per cent in 2015, the highest since 2013 when it was 3.5 percent, according to an analysis of “economic.”

What does it mean “record” and “inflation”?

The CFD Society System index of statistical indicators and a statistical tool, is used to measure the relative change in the particular phenomenon both on the level of prices, or measuring quantities, or change in value, compared with a certain basis may be a certain time or a certain geographical place.
According to official statistics used in Saudi Arabia that is now the base year, 2007, after it had been before 1999. With “inflation” is the increase or decrease in the index of cost of living between the period of time and other rate.

Guiding Force Family Businesses

Guiding Force Family Businesses Addresses Mustafa Hussein, a lawyer in the wealth management group company “Taylor Lessing,” the British author of “laissez-passer family companies” discussed the role and responsibilities of managers in family businesses in the Middle East.

“Blood for water not become” Perhaps these words represent one of the greatest agreed global realities. The argument applies in particular to the Middle East, where the family represents the nucleus of society. Family business model allows its members to use this as a source of strong family ties of loyalty, commitment and motivation for the development of The Rubix Project Review company. It is therefore not surprising that family companies represent some of the most successful institutions in the region (and in the global market).

Family Businesses
Family Businesses

So why the existence of a policy of corporate governance?

Effective regulation is indispensable to ensure the sustainability and profitability of family businesses, which the owners always Ihtmaly to make sure that their companies’ corporate governance systems characterized by comprehensiveness and strength. Blood ties may represent a point of excellence for the family business, but at the same time show some weaknesses as well. There may be some sensitivities about succession in executive positions and the role of family members in the company and use the company’s assets or misuse of this on without limitation. Without a regulatory framework and the outline of the work, these sensitivities may become loopholes and weaknesses true for the company.

Owners can show their commitment to high standards of corporate governance by using, for example, the policy of corporate governance provides for the concept, objectives and details of how to follow the company and holders of its shares and its officials and their Tesler Trading Co application of best practices. Can this policy stipulates how the family business without interference from the owners, but through strategic control, and this is what helps the owners to determine how they should be managed by the company.

Narrowing the gap between owners and managers

If the ties of blood and one of the driving forces behind the family and the basis of ownership of companies, but it is a strategic point of presumed (or should) be a board of directors is of the direct control operations It can support the Tesler Trading company‘s corporate governance policy through delegation of authority and powers of the Data Committee. These solutions help to narrow the gap between the expectations of the owner and detailed instructions, which can be for managers through which the company’s management as the governing body, but within the limits set by the owners.

Once the codification and documentation of the relationship between ownership and operations, will become the company’s directors about how your generosity carrying out their duties and authority, and they will realize that the company’s management, taking into account the moral and strategic aspects with a focus on performance and value creation and accountability. To avoid any doubt or frustration on the part of the owners, the Board of Directors will recognize as well that is expected to provide high quality information on a regular basis to the owners taking care of an effective decision-making processes.

The role of managers

The managers in the use of their skills, experience and knowledge, and independence of the role for the development of the strategy and guide the family company’s performance. There must be support based on mutual respect and open communication between the family and the members of the Board of Directors of the outside and between executives and non-executive relationship. The executives in the company’s strategic tasks, but at the same time occupy managerial positions (such as the Executive Director). The non-executive directors do not have them in management positions in the company and executive functions as well, they are independent members asking them to join the board of directors due to their experience. In the case of a person (such as a large family) is given as a member of the board of directors but has influence over some or all of the members of the Board in addition to compliance with the other members of the council to guidance, then this person is a “shadow director“. There are no substantial differences between assigned to the different types of managers responsibilities but there is the difficulty associated with the directors of the shade is in the presence of someone who has the powers and responsibilities to operate without official position.