"If we had started to focus on career guidance earlier, today we'd be in much better shape because the Emirati mindset would be open to joining any sector, not only the government."Essa Al Mulla, Executive Director, ENDP In order to ensure long term engagement and continuous profile growth, both Job and Career development activities have to be balanced. KCA Associates now announces the going to market of the “TH.inc” Workshop concepts, enabling organizations to help their young Emirati Talent to plan their career more effectively. While the program can be used for any junior to mid-level early career stage talent, the TH.inc program specifically provides a significant impact boost to organization’s existing Emiratisation and Talent Development programs. Contact us to see how we can help: mkarschies@kca-associates.com

1. TH.inc©
Talented Humans – Integrated Nationalization Coaching
© Karschies, Ceron & Alred Associates

2. ESSA AL MULLA
EXECUTIVE DIRECTOR, ENDP
© Karschies, Ceron & Alred Associates

3. TYPICAL EMIRATISATION PERCEPTIONS “People with a high degree say: ‘I want to be
VP, I want to be CEO, I want to be general
manager.’ I would tell them: ‘You can be
location manager if you like’. They don’t
One Emirati’s solution to getting Emiratis in want to. It’s a problem. But if you want to
the private sector includes, among others, start at the beginning, it’s very easy. I
applicants to have realistic expectations challenge myself and improve myself by
about promotion through a clear career hard work. I wouldn’t push myself in
path. government. I wanted to make some new
challenges, something private – nothing to
do with the Government.”
“Most companies put locals on the face, and
the back office is all foreigners. Companies “[Other companies] are not easy for
have to change their mentalities and give Emiratis. If you want the truth, I know from
more chances to locals to improve my friends working in the private sector that
themselves in the back office in jobs like IT, they are not getting all that much support if
marketing, finance. They’re very difficult to the owners aren’t Emirati. They will give
get.” more chances to their relations. That’s what
I heard.”
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4. JOB DEVELOPMENT VS. CAREER DEVELOPMENT
It is easy for individuals to confuse developing for a job vs. developing a career and
thus lose focus on long term development.
Career Development
A development activity that is In order to ensure long term
focused on building
capabilities for the next level engagement and continuous
profile growth, both Job and
Candidate
Profile
Career development activities
Development
have to be balanced
Job Development
A development activity that
helps someone improve at
their current job
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5. SAMPLE TALENT DEVELOPMENT MODEL
Each Candidate brings a unique mix of abilities, aspirations and engagement levels.
Technical Ability: Possesses business or function specific education, experience and
technical expertise skills to grow further
Candidate
Profile
Intellectual Ability: Demonstrates intellectual ability to learn and grow
Interpersonal Ability: Demonstrates ability to influence and impact others
Aspiration: Demonstrates willingness to assume higher responsibilities and make
difficult work-life trade-offs to be recognized by others and grow one’s career
Engagement: Demonstrates personal connection and commitment to the
organization’s success while constantly raising the bar on excellence for self and others
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6. SAMPLE TALENT DEVELOPMENT MODEL
Organization’s
Development Programs
Abilities HR Strategies
Profile
Trainings Building Functional Depth
Candidate Technical Blocks
Evaluation
Deployment
Profile
Intellectual Recognition
Experience Breadth Leadership Management
Coaching
Interpersonal Structured
Succession
Remuneration
Mentoring
Career & Career Development Planning
Path Coaching
Talent Work/Life
Management Balance
Aspiration
• Managed Expectations and Career Development
Engagement • Long Term Engagement
• Developing Talent increases their engagement;
higher engagement drives high business results
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7. TH.INC© FRAMEWORK – EASY TO INTEGRATE INTO EXISTING PROGRAMS
TH.inc© Framework
• Provides Direction and Context
• Shifts Career Ownership to Individuals
Teamwork Organization
• Equips Talent with Career Management
Tools
Skills Skills
Public
Computer/IT Speaking &
Skills Presentation
• Managed, more realistic expectations
Skills
Time
Managemen
t Skills
Learning Communicat
Skills ion Skills
Research &
Leadership
Existing Skill Development Programs
Planning
Skills Skills
• Provide Functional Depth
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8. TH.INC© WORKSHOPS ARE BUILT MODULAR TO FIT ORGANIZATION’S REQUIREMENTS
MODULAR
During the workshop various
aspects of Career
Development and
Management are covered in
subsequent modules
FLEXIBLE
Modules can be added and
spread over varying timelines
to meet the organization’s
requirements
* 2 day workshop covers various additional components and covers components from 1 day workshop in more detail 8

9. TH.INC© SAMPLE WORKSHOP SCHEDULE & PROGRAM DELIVERABLES
• TH.inc© Workshop
– 1 or 2 day program with modules as per
organization’s requirement
– Workshop participation up to 10 participants
per session
– Location choice of Organization’s or External
location
• TH.inc© Career Management
Workbook for each participant
• Collation of Before/After Evaluation
Report (end of training and 2 week
report)
• Collation of
– Career Planning Sheets for all participants
– Mentor Listings
– Skill Self Assessment for all participants
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10. MODULE LEARNING OVERVIEW
Who am I ‐ Learning that “I” is not necessarily defined by “career” but could be seen in many different context (social, family,
community, career etc.).
"What drives me" ‐ Using Schein’s “Career Anchor” model, participants will uncover what motives, values, competencies and motivators
Exercise are influencing the participant.
‐ Explores that there are many ways to pursue a career path, including that the direct way might not be the best, fastest
Career Path or most sustainable one.
Mapping ‐ This section is intended to open the participant’s mind for “non-obvious” career paths, including broader skill
building with assignments in operations, IT etc.
‐ By backtracking a career path from retirement age with expected promotion levels, the participants are made aware that
Realistic a promotion every year is not the most common situation.
Expectations ‐ Learning outcome should be a more realistic self-evaluation and reduced promotion expectation without reduction of
engagement or frustrating the participants
‐ Methodology to showcase various aspects that influence career developments. The model is kept “career neutral” in that
Define your the participant goes through the exercise without immediately making a connection to career topics. This enables the
lightning bolt participants to self-assess the own situation and provides a “problem resolution” model that can be applied to various
business context.
‐ Module to widen the understanding on what skills are important in a life-long career path. This exercise will uncover
Skills and how to hidden talents and skills that might not be obvious for a business context.
get them ‐ Participants should be able to view seemingly unrelated business situations, tasks or projects in a new light as they can
now be linked to skill development. Therefore this should improve motivation and engagement levels.
‐ These modules are intended to provide a better understanding on skills and that there are various ways how to
Transfer Skills &
achieve and expand them.
Functional Skills
‐ Identifying own new skills should allow the participants to see career development in a broader approach and trigger a
Overview more open mind to available career path options
‐ This module is intended to bring the above modules together in that it provides some tools and techniques to define
How to manage and evaluate ones career options.
my career ‐ In this module also the follow up assessments are explained that will result in a traceable evaluation of the training
outcome and career expectations and drivers of the participants.
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11. SUCCESS CONTROL KPI
The Intention of the Program is to
– Increase Engagement Levels (long term resulting in lower Attrition)
– Assign (some level of ) Career Ownership to individuals
– Adjust Career Expectations to more realistic levels
Several KPIs have been identified to evaluate Effectiveness and Efficiency of the Program
Benefit Evaluation Measure
Increased Employee • Before/After perceived engagement (anonymous dot placement)
Engagement and Reduced • Perceived engagement level after 2 weeks
Attrition Risk (Engagement)
Self Managed Career Path • Fulfilment of career planning sheet w/in 2 weeks
(Aspiration) • Identification of internal mentor
• Self assessment of required transfer skills (technical, intellectual, interpersonal)
Realistic Career Expectation • Short, Mid and Long Term Career Path Self Assessment completed w/in 2 weeks
Training Effectiveness & • Feedback through Training evaluation and random evaluation interview by HR
Efficiency • Collation and delivery of respective documentation w/in 3 weeks post workshop
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12. SCHEDULING & PRICING
Please contact us for specific Scheduling
and Pricing information
TH.inc© Workshops are generally designed for 8-10 participants to
allow for sufficient individual participation and involvement
Pricing is set at competitive levels among training providers within the
UAE but are negotiable depending on size of overall on-going and
firmly booked business relationship
Workshops are billed on per training day cost* which includes travel
within UAE, post workshop reporting and materials (e.g. workbooks)
* Significant customization might require some additional minor cost coverage on time and material 12

13. LEARNING PROGRAMS AVAILABLE FROM KCA-ASSOCIATES
Career & Leadership Development Personal Effectiveness
•Sample Programs:
•Sample Programs:
•Negotiations
•TH.inc© Career Management
•Communication & Conflict Resolution
•Career & Talent Coaching
•Presentation & Public Speaking Skills
•LinkedIn Profile Management
•Project Management
•Process Management & Improvement
Quality & Service
•Sample Programs:
•Quality & Service Management Fundamentals
•Quality Circles (Manager, Team Leader and Team
Further customized programs Member) Workshop
•Complaint Management
can be developed as per
•Six Sigma Green Belt Certification Preparation &
organization’s requirements Coaching
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14. CONSULTING EXPERTISE AVAILABLE FROM KCA-ASSOCIATES
Quality & Service Strategy
• Elevating Customer Service to a Strategic Level and taking a
Holistic Approach to Quality Management is key to achieving True
Customer Centricity
We help to
• Uncover relevant Customer Satisfaction Drivers in existing
environment
• Creation and implementation of a Holistic Integrated Service
Strategy
Vital Processes Reengineering Service Culture Transformation
• Review and improvements of
• Service Delivery We help Transforming the Corporate
• Customer Touch Points Identity and Customer Experience
• Complaint Management Delivery towards true Customer
Centricity by fully incorporating the
• Relationship Recovery organization’s Vision, Mission, Brand
Programs Promise and Service Philosophy
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15. BIO ‐ MARC KARSCHIES, MANAGING PARTNER KCA‐ASSOCIATES
• Executive MBA London Business School London, UK (Thesis on Brand Management)
• BA in Finance and Banking from HfB Frankfurt, Germany (Thesis on Credit Card Fraud Prevention)
• German Banking Certification (2.5 years vocational training program)
• Certified Six Sigma Black Belt (ASQ CSSBB)
• Certified Manager of Quality/Organizational Excellence (ASQ CMQ/OE)
• Prince2 Certified (Foundation & Practitioner), PMI trained
• McKinsey trained LEAN Practitioner
• Certified Talent Manager
• 17 Years with Citigroup (among others in the following positions)
• Quality Head Citibank Card Acceptance
• Operations Director Diners Club Europe
• Deputy to IT Head Citibank International – IPB LATAM
• 2.5 Years with Emirates NBD as Head of Group Service Quality
• Independent Quality Management Consultant with KCA‐Associates
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16. CONTACT US
Marc Karschies
Managing Partner
Karschies, Ceron & Alred Associates
mkarschies@kca-associates.com
ae.linkedin.com/in/marckarschies/
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