Leading and developing employees for an effective customer experience and value creation for the company.

 








Leading and developing employees for an effective customer experience and value creation for the company.








Hugues Bonshe Makalebo














Leading and developing employees for an effective customer experience and value creation for the company.




Final Report for Project Assignment for the Mini MBA

At Frankfurt School of Finance & Management





Supervised by

Helmut Grossmann



Submitted by

Hugues Bonshe Makalebo

Mini MBA




+243816071107

huguesbonshe@gmail.com

Kinshasa, Democratic Republic of Congo, November 2020











Table of contents




Introduction 4

Literature review 5

Methodology 6

Results 7

Analysis & Discussion 8

Conclusion and recommendations 15

Bibliography 16

Annexes 17



















Introduction

In the last years, the business environment has experienced a tremendous shift on its development thanks to the increasing competition, the effective usage of new technology and the obligation of maximizing value for the shareholders. This shift obliges companies seek competitive advantages that will maintain their market share, leadership position and profitability. To achieve these goals, the uniqueness of the business model, the quality of resources used and the qualitative investment made on human capital become critical.

Indeed, this imperative quest of development and performance reminds us that the main aim of any single company is to maximize the value for its shareholders. The main question therefore is how to create and maximize value for the shareholders in such competitive environment? 

To respond, we have to remember that every company operates within a “client triangle” that includes shareholders, employees and customers, and a better understanding and description of the relationships within this triangle is key for company to operate profitably. If the main aim is to create value for the shareholders, it is important to remember that shareholders do not necessarily run the daily business. However, they do often avail the necessary and resources (mostly equity) needed by the company. Therefore, they cannot create value for themselves directly and have to leverage on the two other components of the triangle: employees and customers. 

These last two categories are very critical in the development of a company as they determine its viability and sustainability. To operate successfully, maintain an excellent performance and add value to its activities, a company needs very productive and effective employees to deliver an excellent experience to its customers.  

In such environment, the competitive advantage will not depend on what the company does, but rather on why the company does what it does and how it does it. This requires the company to have clarity and certainty on its vision and discipline on how it delivers its products and services. Its employees impersonate the discipline and clarity, with which the company operates. It is through employees that customers get the experience that lead to loyalty and company’s business growth. Because they receive excellent experience, they are willing to stay and become the company’s ambassadors by attracting other customers and deepening their relationships. If true, how can this happen? 

As clearly said by the Managing Director of FedEx Australia: “if we take care of our people, they will take care of our customers. If we have satisfied customers, they will take care of our profits”. This statement shows the importance of the third group of the ‘client triangle’ that is employees. Indeed, without employees, the company will not be able to deliver the necessary experience that will differentiate it from its competitors, and maintain and develop its customer’s base. 

The underlying and critical question is then: How best leaders can support their employees to effectively drive business and create value for their company by delivering an excellent customer experience. In this thesis, we will show how leading and developing employees for an effective customer experience can create value for the company.

Literature review

As introduced above, leading and developing employees have a significant impact on a company’s performance. Therefore, it is critical for leaders to know how they must act with their employees to deliver successful results. This chapter provides an overview on leadership and its influences on performance. Leadership, following the abundant literature, has several meanings and declinations that makes it difficult to define. However, scholars agree on the fact that leadership is about the influence one has on another, it is about people. It is then critical to know what is required to be effective when leading. Because people and environment are changing, the leadership styles and traits cannot remain static; they must incorporate this requirement and align with the business culture, values and environment to drive performance. 

Every leader has then to identify what it takes him to be effective and deliver successful results while dealing with these changing characteristics. John C. Maxwell said in his book “Leadershift”: “When you begin to invest in your human capital, watch what happens. Your workforce aligns with your corporate initiatives. They begin supporting critical business priorities and change efforts and your business success begins to accelerate”. This statement reminds and reinforces idea that company performance can be achieved through its employees, but more importantly through employees whose company has invested in. 

Richard Koch pointed in chapter 10 of his book on Strategy, related to how to build long-term value, while describing the effectiveness of a Business Process Re-engineering, put emphasis on people’s interaction in order to produce something that customers want. Indeed, it is by giving customers what they want through an excellent experience they will remember, that a company create value for itself. To do so, its people, employees, must interact and coordinate effectively their actions.

In the book “Leadershift”, John C. Maxwell introduces a powerful idea of the shift that leaders must make when leading employees to get the expected outcomes. These shifts include changes that will positively enhance company and employee’s growth and the necessity of questioning the status quo within the organization. To shift, the author emphasizes on several points including the importance of creating a permanent learning environment. He also insists on the necessity of using effectively the current moment and preparing for the future rather than focusing on what happened in the recent past, being effective and efficient in driving initiatives and projects, always considering different sides of the situation and be bold and courageous during uncertain periods.

The importance is then on improving one’s knowledge so that the leader’s contribution to an initiative can be decisive. The focus is therefore to learn, try, find and see something new, different, better and bigger. The sub-question is then how a leader should effectively lead his or her employees to a great performance that creates value. John C. Maxwell continues by emphasizing on the fact that a leader must first have a team spirit and be a reliable team member. You cannot lead employees if you do not work with, trust, support, encourage and develop them. A leader must be a conductor not a soloist. Indeed, by adding value to the employees, the leader prepares them to grow, perform, shine, compete, win and become better. 

Developing employees also include rewarding them for their contribution. In her article on Performance Management and Reward Practices, Prachi Juneja gives an interesting point of view on an effective reward system. For the author, the linkage of both the reward and performance systems drives performance only if it is relevant and valued by employees. However, it is very important to dissociate the reward system from any attempt of getting good behavior for the company. Indeed, as Jim Colling explains in the book “Great to Good”, the purpose of a compensation system should not be to get right behaviors from the wrong people, but to get the right people and keep them

Another astonishing advice that Maxwell gives to leaders is the relational shift. Indeed, he insists on the fact that performance does not come through pleasing employees, it rather comes through challenging them. Pleasing is a performance-killing factor as it tends to accommodate low performance and establish a culture of justification. Challenging the employees helps the organization to create a performance culture where every leader is engaged in getting the best out of the employees for the greater good of the company. How best can leaders challenge their employees to get performance? They must value them, set ambitious expectations, be available, take responsibility, engage in very difficult and controversial discussions when required and do it right, allow proposal from every employee, and create and maintain an environment where employees feel comfortable to work. More importantly, empower them. Indeed, Jim Collins indicates in “Good to Great”, another essential point in reinforcing employee empowerment: the ability of the leader to create a climate and culture where people heard and brutal facts confronted. Having the attitude and competencies become relevant for the company only if employees and leaders evolved in an environment that favors personal and collective development, where positiveness brought by the working environment offsets negativeness. 

On top of above-mentioned traits, Dr. Beth Cabrera gives an insightful summary of essential elements for an effective empowerment. She talks about clarity of goals and expectations, support in providing resources needed and autonomy needed to do the work. She emphasizes the fact that people are happier at work when they feel they are making consistent progress toward meaningful goals and that their managers are helping them achieve them

We will, in the following chapters, discuss these concepts and see how practical they can be while driving performance for leaders. 

Methodology

The research methodology for this thesis focused on defining the main concept, which is leadership, by giving various declinations that can lead to performance if correctly applied. Research includes a literature review of relevant books and internet resources. 

We will also use interviews to collect views and approaches from leaders currently managing companies in regards to value creation through investment in their employees. Participants are Chief Executive Officers, Deputy Chief Executive Officers, Chief Financial Officers, Chief Technology Officers, Human Capital Managers, Chief Commercial Officers and Chief Treasury Officer. They are all working in both Microfinance and Banking sectors in the Democratic Republic of Congo. Their experience in managing people and delivering successful results for their respective companies led to their selection.

These interviews with open questions will give both leaders and employees opportunity to elaborate more on the topic and provide meaningful guidance of how effective a leader can be in leveraging on his employees. This qualitative methodology is preferred to quantitative one to give participants the possibility to deepen their views and provide the needed clarity on some shortfalls to avoid.

For these interviews, designed questions will cover all the key concepts of the project including the understanding of leadership, the importance of employee development, key motivation factors, productivity, value creation, performance culture and the role of a leader in managing people. 

Once these interviews are completed, the feedbacks received will be reconciled with the topic to discuss them. The outcome of the discussion will help in deriving conclusions from the main assumption: investing in people lead to performance and value creation. 

Once conclusions derived, we will formulate recommendations for an effective implementation across companies and as guidance for leaders willing to drive performance of their companies by investing in and developing their employees. 

This methodology will help cover sufficiently all the main topics lengthily discussed, giving conclusions that are useful. 

Results

Leading people can be challenging, leading them to create value for a company brings complexity that every single leader must effectively handle. There are no definite tools or strategies applicable to all scenarios, but there are guidelines to deliver successful results.    

For this project, most of interviewed senior managers agreed on a variety of strategies when it comes to leading people and the direct relationship that exist between company performance and investment made on its employees. They all agree on the importance of a better understanding of the client triangle and the necessity of finding the right balance between company and employee development while piloting the company.

The discussions revealed an important element that is critical in employee development: empowerment. Indeed, employees interviewed reported that they feel more engaged and involved in company development and performance when entrusted, given responsibility and opportunity to decide and contribute on critical actions that matter for the company. With empowerment (the act of granting employees authority, required means, guidance, opportunity and motivation to do their work), they commit more than with any other incentives, as most of these are short term oriented.

The second point that stroked out instantly is human capital development. Participants interviewed indicated that for an effective contribution of employees to company development and performance, they must be prepared. Their understanding of the business is decisive for any transformative contribution and for it to materialize, specific training in line with the set performance goals, mission and vision to be designed.  

The third point relates to the reward system implemented within the company to encourage high productivity and performance. Results of interviews and discussions with participants revealed the negative impact on employees’ contributions if their commitment and performance are not recognized, valued and rewarded accordingly. 

These points are critical for any performance-oriented company willing to create value. 

The above striking points, analyzed, will help derive recommendations on how their implementation can help lead employees and create value for the company. 

Analysis & Discussion

Interviews and literature review have revealed three main elements that help drive performance: Human Resource Development, Performance culture and Reward. 

Leaders interviewed agreed on the fact that Human Resource Development remains one of the most effective approach in driving performance of the company through employees, gave different meanings and presented different approaches on how effective this management should be. They agree on the important of having in place a development culture, fully imbedded in company’s policies, procedures and culture. 

Indeed, to develop employees, a reached consensus on the necessity of having a mix of both permanent and scheduled trainings, prevails over static approach. Unanimously, leaders put emphasis on the training culture that reinforces corporate identity, performance and competitiveness. The main point being the implementation of development plans and schemes that cover the entire company. Although interviewed employees and senior managers agree on the focus raised by leaders, they put emphasis on few key points such as: 

  • Coaching and mentoring: expectations are that leaders to participate actively in developing the competencies of their employees and helping them acquire necessary skills that prepare them to be as effective as possible in driving performance. Learning by doing through leaders is preferred to theoretical learnings not connected with employee’s working realities. This point reminds the importance for every leader to be the mentor that employees need for their development. “On the job training” approach with an active participation and involvement of leaders help develop effectively employees. 


Senior managers interviewed agreed on the importance of having an environment that facilitates clear and productive interactions within the organization, enabling leaders and employees to share knowledge and best practices for the greater good of the company. Indeed, when employees and leaders leverage on each other competencies and expertise, they contribute to the spread of knowledge within the company and keep themselves informed and prepared. Both bottom to top and top to bottom approaches, in a very participative and inclusive management style seems to be the underlying point for an effective human resources development. 


Depending on the situation, leaders will use either autocratic, participative, laisser-faire or directive style. Regardless what style is used, the main aim should always be the positive contribution that comes out for the greater benefit of the company. No particular style prevails on another, all are relevant as far as they add value and help improve the internal organization and enhance company’s knowledge, competency and ability to deliver. To achieve such result, the corporate culture of the company should promote inclusive participation, team spirit and Human Resources functions require transformation to become strategic.


A successful company is a company where knowledge, skills, competency and performance are transmitted generation after generation, in a consistent approach, through practices. Experienced and skilled employees are included in the mentoring, coaching and development processes of less equipped employees to help them realize and exploit their full potential. A time consuming process that requires dedication and sacrifice for both the trainer and trainee. To gain time, every employee and leader should learn to lose it by investing it in the development of another person in the organization. It is only when all or the majority of employees within the organization are up to the task, that the company starts adding value and performing. This process requires the involvement of all, not only of few. It is only when all employees are acting to improve each other performance, that this culture become transformational. 


  • Employee involvement in designing trainings: employees acquire necessary skills and develop as persons and professionals for the greater good of the company through training, coaching and mentoring. However, it has appeared clearly in the discussions that the involvement and the consent of the ones that should benefit is required. Leaders and employees must consult often to identify the needs and define effective ways of responding to them. The main points being to design tailored trainings that fit perfectly what is required for the company to perform and employee to develop, cover changes happening in the market or within the company and prepare to handle future development. They do it permanently through their interactions or through periodical review, feedbacks and other formal sessions designed for it. The key takeaway on this point is the imperative of a collaborative attitude between leaders and employees in designing development programs that fit both employees and company needs. 


  • Fair appraisal of the efforts deployed: develop an employee does not have an absolute methodology or strategy worldwide and generally accepted. It is a combination of different approaches based on the profile of the employee, the company and the circumstances. However, one point that both leaders and employees interviewed agree on is the fair appraisal and recognition of deployed efforts in completing tasks. Indeed, both agree on the negative effect of unfair appraisal of efforts as it prevents employees understand the loopholes and weaknesses to correct. Fairness is key in valuing employee’s contribution as it brings another powerful tool that is motivation. 


  • Motivation: be it intrinsic or extrinsic, motivation plays a major role in human resources development. It serves as fuel that helps engines perform. An intrinsic motivation is the motivation that comes from within an individual and please him while an extrinsic motivation comes from external factor such as reward, fear or sanction. For a company to be successful and perform, the combination of both is critical. Discussions with both leaders and employees have shown that for motivation to play a role, the company should create an environment where:


  • Employees are challenged and engaged through the purpose of their company;

  • Open, disruptive and effective communication are valued;

  • Leaders and employees treat each other with respect and empathy;

  • Fairness is the driving principle on what the company does through and with its employees.


The above-mentioned Human Resources Development activities, HRD, serves as a powerful fuel within the organization that help keep employees and leaders informed, prepared and ready to transform opportunities offered by the market. However, for these activities to be effective, they must respond to a company’s mission and vision and align to its activities. More importantly, it should help employees and leaders understand how their market develops, how their competitors operates, what skills they need to be competitive and up to the task. Discussions with leaders have shown that training programs are important, but a human resource development culture within the company is priceless and more effective. This culture helps maintain, throughout employee journey within the company, the competitiveness and knowledge critical for any set or defined performance.

In this regard, the point related to the role of human resource manager and function becomes critical.  Indeed, it is very common to have a centralized human resource function that handle all HR related matters from headquarter, leaving the line manager only with the role of transmitting and providing information required and needed by the HR manager. This situation very often removes any sense of responsibility on employee development from the line manager, as the headquarter pilots all. The discussion with both leaders and employees confirms that the HR function by essence should be decentralized to involve line managers in staff development activities such as setting goals, appraising performance, identifying and addressing training needs, coaching and mentoring. However, centralized administrative related tasks of the HR function is encouraged for an effective management and support the line manager focus on more strategic issues. 

As indicated by Edmans and Guthrie, “high performance HR policies and practices enhance both the image of HR and organization performance, and have positive effects on employee capability and motivation which translate into a more competitive workforce and successful organization”. 

The HR manager, who is not exclusively the Director of Human Resource, but the direct line manager, must be at the same time a talent manager, employee advocate, a counselor, strategic partner, a company ambassador and change and cultural transformation catalyst. As shown in Figure 3, “HR manager” becomes very critical in the spread of the human resource development culture within the company as he plays various constructive and transformational roles. His role is then to enforce employee development culture within the organization that transforms strategy to actions, achieve objectives, create value, meets needs of employees, include employee’s opinions in management’s decision and recognizes employee’s contribution.

Figure 3 Role of HR Manager

It is critical to look back and question the fact that the above-mentioned technics do not guarantee success and performance by either having them in place or organizing them. The question is then how does a leader can use them to drive performance though employees? One of the prerequisite is to select good employee. Unfortunately, there is no clear criteria to apply across companies to select these super champions. However, it is up to leaders to look for an attitude rather than a competence while recruiting. Indeed, you can teach the later but not necessarily the first. Attitude being the result of the relationship between our moods, feelings and actions. 

Once you hired your “best” employees with the requisite attitude, you then invest in developing their skills and competencies in fields that fit them best. This development goes through an intensive human resources development activities to prepare them face future responsibilities. Mentoring and coaching on why the company does what it does, how it does it and what it does. These three guiding questions help leaders in insuring employees get better understanding of their role and contribution in the company.

Once equipped with skills and knowledge, employees cease to be a resource, rather an investment whose optimal use is decisive for the expected performance. They can now exploit the best opportunities of the company, incorporated in the decision-making bodies and given room of manoeuver while piloting performance.

The second point shown by interviews and discussions relates to the performance culture. Interviews with both leaders and employees have revealed that performance does occur only if consistently prepared. Regardless the sector in which the company operates or the type of customers involved, every single company must incorporate in its corporate values and principles, elements that drive performance. For this culture to become effective and lived within the company, company must consider several factors. 

Firstly, the company should define goals and target that are Specific, Measurable, Realistic and Time-bound, SMART. Indeed, both leaders and employees agree on the relevance of having in place smart goals known, discussed and shared. More clear goals are, easier is the monitoring.

Secondly, the company should implement a permanent monitoring of the performance for all within the company. This monitoring should happen not too earlier, not too late, but right on the time set and defined. It helps both employees and leaders receive from each other, feedbacks on how they perform and expected improvements.  Therefore, permanent and consistent feedback from leaders and employees is key in enforcing performance culture as it gives opportunities to grow. However, leaders should prevent themselves imposing how employee should do their job; they should rather help them improve their job and give them room to develop further. Mistakes can happen in the course of action, leaders should help employees understand them to avoid reoccurrence. By correcting directly these mistakes or shortfalls without involving employees, they remove any attempt of developing and improving their performance. 

Thirdly, the transformational role of leaders become critical. Indeed, leaders must lead by example: by practicing what they preach, focusing on developing great human beings not only employees, acting as ambassador of the company and being emphatic. These attitudes and qualities build confidence within the company and favors a transformational environment that induce performance. 

Another key point that requires a critical focus while driving performance is the reward system. It appeared during the discussions that although it is not the only element that matters, but it plays the equilibrium role as it helps recognize accordingly, the contribution of employee in the performance of the company. 

Indeed, interviewed leaders and employees put emphasis on the various and multiple reward mechanisms to recognize employee’s contribution including non-monetary (such as promotion, empowerment, career and skills development) and monetary compensation. All agree on the fact that there is no clear evidence or link between high monetary compensation and a company’s performance, but recognize that its absence can become a concern for the development and performance of the company. The outcome of discussions shows that the expected reward system that really drives performance, is the system that includes empowerment, development, monetary and non-monetary compensation. 

Another outstanding point that stood out from all interviews, is the necessity of rewarding the doers, those whose commitment and devotion are uplifting both company and other employees. Every single company that strives for greater performance must properly assess and reward its employees’ contributions. By not doing it, the company is creating a negative and poor performance culture that will destroy the best attitude and remove the inner and intrinsic motivation, source of any value creation. 

It takes a company to implement proper performance assessment metrics known to all, fair and transparent. Metrics that employees agree on and for which support and guidance are given. It came out during the discussions that one of the mistakes made by companies is to set non-understandable metrics and avoid any disclosure of deliberations for rewarding performance. 

Looking at the discussions and analysis presented above, we can derive that to drive performance within the company requires employee empowerment, granting them authority to act and decide autonomously while guided to achieve greatness. It appears that by equipping good attitude oriented employees with knowledge, creating a positive environment where employees can express themselves and by bringing clarity, support and autonomy, a company, through its leaders, clearly empowers its employees and lays down a solid foundation for future performance. In his blog, while describing empowerment in the workplace, Valène Jouany, Content Marketing Manager at Smarp, gives a powerful summary of a triangle to consider called “the three levels of empowerment”: Organization level, Managerial level and Individual level.   


workplace-empowerment-levels

Figure 1 Three levels of empowerment


Indeed, having the best employees with the best attitude, skilled and equipped sounds transformational, but it does not guarantee performance and value creation for the company. It is key to have inclusive interactions within this triangle, but more importantly, each member must demonstrate his willingness to go the extra-mile for the greater benefit of all. It is only under this condition that the company can leverage on its empowered employees to create value and drive performance. 

It requires leaders and employees to understand interactions that must prevail within the organization to deliver expected and effective performance. As explained by Prof. Dr. Björn Michaelis: “Leaders, no matter how brilliant or diligent, cannot lead by themselves. They need followers. The organizational environment defines the space within which leaders and followers interact”. Empowered employees can only emerge within an empowered organization. 

The discussions held with senior managers in the course of this project, gave indications similar to what Smarp describes as an empowered employee. Most of them agree on the fact that an empowered employee is the one that goes the extra mile, follows best practices, takes good care of the customer triangle, is very productive, embraces change, communicates effectively and more importantly, shows positive attitude. 


















Conclusion and recommendations

Leading and developing employees for an effective customer experience and value creation for the company is the subject we developed in this project. The main question that guided the task was how to create and maximize value for the shareholders in such competitive environment, leveraging on employee’s investment. The aim being to show that by leading and developing employees for an effective customer experience, a company can create value. 

To validate this assumption and answer the main question, we used studies and books written by various scholars on the topic, interviewed a sample of leaders and employees in the financial sector and used open sources to complete researches. Through the discussion and analysis, three points stood out: Human resource development, performance culture and reward system as the key factors for any performance and value creation for a company leveraging on its employees.

On these points, discussions have shown their relevance and criticality in driving performance. Indeed, leaders and managers recognize that they serve as the founding pillars of the value creation in the company. Indeed, employees create value by offering excellent customer experience. For it to materialize, it becomes critical to develop their skills, value their contribution and opinions and reward them accordingly. 

Throughout this project, we discussed how best company support employees for value creation. On empowerment, we pointed out that companies that strive for greater performance organize themselves to mentor and coach their employees on vision and mission of the company. Then set clear goals and expectations, support in providing resources and autonomy needed to do the work. It does not require only the company to act, it requires each employee demonstrates his willingness to go the extra mile for the greater benefit of all. Employees with excellent and positive attitude are more prepared to drive performance. 

For an effective empowerment, discussions showed that human resource development  culture within the company is essential and vital and is implemented and maintained thanks to a technics and approaches that drills down development initiatives across the entire company. Initiatives including training programs, on-the job training and vertical and horizontal interactions among employees. In this regards, the role of Human Resource Manager, who is direct line manager, shift to a more strategic approach, to be at the same time the talent manager, employee advocate, a counselor, strategic partner, an organization ambassador and change and cultural transformation catalyst.

We saw that empowerment and human resource development without reward is not effective. Indeed, a company must recognize and reward accordingly its employees for their contributions. We saw that every fair and objective reward brings the sense of belonging and ownership amongst the employees, create long-term relationship, develop the sense of teamwork and team spirit and lay the foundation for sustainable growth. 

All the above discussed and analyzed points have shown that for a company sustainably create value, investing in its employees remain the winning strategy. However, this investment must be structured and organized in a way that it remains coherent with company’s mission and vision. 



Bibliography

Cabrera, Beth., http://cabrerainsights.com/?p=1440

Collins, Jim., Good to Great, 2001

Collins, Jim., Good to Great, 2001, p.63

Collins, Jim., Good to Great, 2001, p.74

Collins, Jim., Good to Great, 2001, p.50

Jennings, R. quoted in Wilson, P. (2008) ‘Part Ɛt parcel’, HR Monthly, August, p.21.

Jouany, Valène., https://blog.smarp.com/empowerment-in-the-workplace-enable-your-employees

Jouany, Valène., https://blog.smarp.com/empowerment-in-the-workplace-enable-your-employees

Jouany, Valène., https://blog.smarp.com/empowerment-in-the-workplace-enable-your-employees

Koch, Richard., How to create, pursue and deliver a winning strategy, Fourth Edition, 2011

Maxwell, John C., Leadershift, the 11 essential changes every leader must embrace, 2019

Maxwell, John C., Leadershift, the 11 essential changes every leader must embrace, 2019, chapter 5, p.81

Maxwell, John C., Leadershift, the 11 essential changes every leader must embrace, 2019

Michaelis, Björn, Leadership, HR, and Change Management, The Frankfurt Mini MBA, p.252

Michaelis, Björn, Leadership, HR, and Change Management, The Multiple roles of the HR manager, The Frankfurt Mini MBA, p.268

Prachi, Juneja., https://www.managementstudyguide.com/performance-management-and-reward-practices.htm











Annexes


Annex 1: List of interviewed participants

  1. Célestin Mukeba, CEO Equity Bank Congo

  2. Kabeya Kanyonga, CEO Baobab Banque RDC 

  3. Christian Kamanzi, Deputy CEO RAWBANK

  4. Mamie Kalonda, CEO Finca RDC

  5. Éric Ntumba, Corporate Head at Equity Congo

  6. Michel Manangama, HR Head at Equity Congo

  7. Charmant Soto, ICT head at Equity Congo (4th largest bank in DRC - very successful)

  8. Hugues Mboma, Administration head at Equity Congo (4th largest bank in DRC - very successful)

  9. Olivier Bueno, CEO of Multipay Congo (switch company in DRC)

  10. Willy Assumani, Treasury head at Equity Congo (4th largest bank in DRC - very successful)


Annex 2: List of questions use for interviews

  1. How often leaders and managers should train their employees? And how

  2. What leaders and managers should do to develop their employees? 

  3. Which factor is key for you to motivate effectively employees?

  4. How best managers can drive the productivity of their company through their employees? 

  5. How a company can improve its staff productivity? 

  6. Does ethical behavior of leaders and managers play a role in value creation for the company? How? 

  7. What is the most important category to focus on in value creation for a company? 

  8. How best managers should appraise the productivity of their employees and of the company? 

  9. Should companies organize employee attitude survey to measure employee engagement? 

  10. Can HR functions within the company be decentralized to direct line managers for an effective and strategic drive of productivity?


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