November Spotlight: Amr Selim HumanTalents

Amr SelimTell us about you, your experience and time in the Middle East?
I am a customer’s advocate on a mission to improve the customer experience that businesses and government departments deliver to their customers or to the public!
There are many benefits from improving customer experience such as: increased sales, profitability and retention of customers and employees.
Customer experience A.K.A “CX”, is 75% to 80% a result of a “Human” interaction, so there is no way to improve it without improving employee engagement and performance, we call it the CX supply chain!
Using a mix of leadership + technology & innovation maintains a strong CX supply chain.


If you deliver services of any kind, improving CX is the best thing to do for your business, Imagine enhancing your staff motivation, engagement, performance and customer experience all at the same time! What impact would it have on your business or organization and its growth ?

I love the Middle East and Dubai in particular because of its multiculturalism, business friendly environment and its huge appetite for growth, in-fact after moving to Canada from Dubai I was told that I need to “slow down” !

How would you describe the culture of your business?

We “Eat our own dog food!” and strive to provide the best possible CX to our clients, in order to do that we focus on:

  1. Listening to our customers:
    Getting constant, real time feedback (good or not!) helps us to know what our clients need and give it to them, it also enables us to take quick & corrective action when things aren’t going the right way.
  2. Listening and looking after our staff:
    It is almost impossible to have happy clients if we don’t have happy employees! They are our “internal customers”
    We listen to (and apply) their suggestions whenever possible and we promote a friendly environment where people are recognized and rewarded for their good work not just in their own job role but in helping others too.
  3. Customer Success:
    Our clients or customers come to us in order to make things better, we don’t just give them a product or a software tool, we work with them for the length of that engagement and team up in order to achieve those goals.
    This can involve tasks like: solving some internal issues, dealing with workplace politics or tweaking some processes, provide training / coaching. Whatever it takes to help our client succeed

What are the biggest challenges in the next 5 years?

Growth and profitability!

As a new business we face tough competition and have to over stretch our limited resources to serve our clients and meet their expectations. We believe in this long-term relation building & service strategy, but it takes time for a brand to become synonymous with service excellence.
This puts us in some “catch 22” situation: Should we wait to be more profitable in order to hire more consultants, or hire more consultants to make us more profitable?
Not to mention the time it takes to find, acquire and on-board the right talent!

  • What are the skills and competencies that you would need to train in order to meet the region’s talent requirements?

Leadership, Motivation, Problem Solving, Emotional Intelligence – EI, Relationship Management, Teamwork and Cultural Awareness.

What is your Philosophy?

Always seek Excellence in what you do! Be a star performer.
It does not matter what it is ! If you are a burger flipper at a local McDonald’s’ try to be the best burger flipper in your city / country, believe me the world will take notice!

Amr Selim
Founder & Managing Director
HumanTalents Development inc.

+1 360 977-7337

Are You Getting What You Want? Jim Gilchrist

Are You Getting What You Really Want?

Jim Gilchrist B.E.S.

In this article shared with CLO-me by Jim Gilchrist B.E.S , Jim explores how we view change, how the initial benefits of training can often be  lost unless we are consistently coached or mentored, and how we should challenge ourselves by constantly asking ourselves the question, “What is it that I really want?”

Human beings naturally prefer predictability. Knowing what to expect helps us to feel in control of our work (life), it reduces our feelings of stress and it provides comforting consistency. Unfortunately, the desire for consistency translates into resistance to change, in varying degrees, in the vast majority of people. While most people THINK that they are open to new ideas or new ways of doing things, the reality is that there is general reluctance to change even despite the fact that what they are doing is not getting them what they really want. Isn’t it a shame that so many people avoid change and reactively wait until there is no other alternative (“hit bottom”) rather than proactively capturing the new opportunities that will come when they alternatively accept and embrace change?

People support their desire for consistency via unconscious rationalizations that justify their past decisions. Since most people find it difficult to hold on to contradictory beliefs (cognitive dissonance) they will unconsciously adjust a new idea to make it fit with their current thinking. Even though they know that what they are doing is not working (or getting them what they want) they will rationalize the “status quo”, thus giving them reasons to avoid the exploration of new ideas or to put off starting new initiatives. By doing so, they don’t have to admit making mistakes, to question and re-evaluate their ability to make sound decisions or to worry about other people viewing them negatively.

For many, it’s just easier to do the same things in the same ways – despite unsatisfactory results. Illogically, these people will spend a lot of time and effort self-justifying their current behaviours and, rather than change the “status quo”, they become its active “maintainers”! For others, their true desire to change is often sabotaged by these unconscious rationalizations, and despite all good intentions they struggle to see how a change can help them. (This is where an objective coach or mentor can help, as they can logically challenge current beliefs and help people to see things in different ways). But even when they do accept change, for many people, sustaining the change over time can still be a challenge. Think about the typical “training session”. How often have you seen the initial enthusiasm for new ideas decline as time goes on? The problem is, without ongoing support (ie: coaching) those new ideas can eventually “lose out” to the more ingrained prior opinions and beliefs. In other words, people can fall back to the more comfortable “status quo”.

For those people who can overcome their natural resistance to change, the reward for their openness is greater access to the opportunities that will get them what they want. Innovative people understand this. By being uncomfortable with the “status quo”, and more comfortable with results-oriented change, innovators head in an alternative direction to most people. And thus they are better positioned to reap the benefits that elude so many. Rather than simply accept current conditions, innovative people question them.

Perhaps if we challenge ourselves by asking more questions regarding what we want we will be more able to utilize change in order to get more of what we want. Give it a try…

· What do you really want?

· Why are you not getting more of it?

· Why would you continue to hold on to what you know is ineffective?

· What is stopping you from changing your views?

· What do you fear losing?

· Is avoiding this “risk” really more important than getting what you want?

· What can you change to get more of what you want?  (Forget about blaming others)

Perhaps you should ask yourself these types of questions more often. They just may help you to change, to be more innovative and to get what you really want.

Ian Taylor A new Honorary member of CLO-ME

Its a very warm welcome to our first Honarary member Ian Taylor

I feel sure as a seasoned HR ,Learning Professional, and author, Ian will bring a wealth of experience and add value to our website with his many insights. We will post more detail about Ian and his contributions shortly. In the meantime should you have any questions for Ian or any of the CLO-ME team please feel free to post them to us.

What is a CLO?

Good morning from sunny Dubai.  As CLO for the leading mobile telecom business allow me to outline my view on what makes a CLO

  • The CLO must report to the CEO or equivalent level and not anyone below that level
  • This has to be executive “chief” level position
  • 3 KPIs – must all be directly linked to a measurable tangible result that drives Performance + Execution = ROI.  It is not about training calendars and stats on how many trainings or people trained.

1.    Workforce Development: a collaborative KPI with HR + Quality/Governance/Business Excellence dept.  The measure is how many/% of Managers are hitting their annual KPI

2.    L&D Budget: responsible and accountable to manage all L&D budget across enterprise, such as fees, registrations, travel, lodging….internal & external

3.    Performance Execution: take the bottom 20% underperforming Managers and develop them to achieve the next tier up of rating in Performance Appraisal

  • Experience – key drivers

o   Keen business acumen of the sector & market + customers

o   Seasoned facilitator/trainer or consultant or practitioner in a related business where was directly responsible for performance engagements

o   Multi cultural – be able to “immerse” with workforce and internal; external customers

o   Hands on- needs to have been in the trenches, front line/on the shop floor… “grown” from an entry level position and demonstrated significant progression in any field

o   LMS – must be knowledgeable in LMS + rapid learning..blended concept

o   Concept of Operations – must be able to articulate a performance plan that is based on globally recognized and accepted  leadership & management discipline such as Covey, Charan, Carnegie, Blanchard….ASTD system & processes

Would welcome any feedback as well