Training for excellence_v8

PPRRAABBAATTHH

KKAARRUUNNAANNAAYYAAKKEE AASSSSOOCCIIAATTEESS

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Give a man a fish,

and you feed him for a day;

show him how to catch fish,

and you feed him for a lifetime.

~ Chinese proverb ~

Most employees have certain weaknesses in their workplace, which hinder them from giving the

best services. It could be in terms of knowledge, skills or attitude and be related to personal or

professional lives. Training assists in eliminating these weaknesses, by strengthening employee

competences. A well‐organized training programme helps employees gain similar competences,

thus bringing them all to a higher uniform level. This simply means that the whole workforce is

reliable, so the organization doesn’t have to rely only on specific employees.

A properly trained employee becomes more informed about procedures for various tasks. The

employee confidence is also boosted by training. This confidence comes from the fact that the

employee is fully aware of his/her roles and responsibilities. It helps the worker carry out the

duties in better way and even find new ideas to incorporate in the daily execution of duty.

Above all, training enhances the psychological bond employees have with the organization.

Training has a positive association with job satisfaction, organizational commitment and

employee engagement. Employees may also gain access to training they wouldn't have

otherwise known about or sought out themselves. Employees who feel appreciated and

challenged through training opportunities may feel more satisfaction toward their jobs. The

investment in training that a company makes shows the employees they are valued. They feel

they belong to the organization that they work for and the only way to reward it is giving the

best services they can.

Employees with access to training have the advantage over employees in other organization.

This is the unshakable competitive advantage an organization can have over its competitors.

While all other factors of production are equally available to all players, the competitive

advantage obtained through well‐trained employees cannot be matched by any other

competitor.

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This brief communication outlines the training programmes we offer. In addition to the

programmes mentioned below, customized programmes can be developed to cater to the

specific needs of the organization. Our team of experienced resource persons will ensure that all

your training needs are identified and addressed. We welcome you to join us in a journey of

Training for Excellence for your organization.

Dr. Prabath Karunanayake

MBBS, MBA in HRM, PGDipPsych, PGDipOS&H

Director HR, China Harbour Engineering Company

Former Head of HR, Access Engineering PLC

T: 077 6956701 / 011 2407205

E: [email protected]

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PPSSYYCCHHOOSSOOCCIIAALL HHAAZZAARRDDSS

IINN TTHHEE WWOORRKKPPLLAACCEE

IINNDDUUSSTTRRIIAALL EERRGGOONNOOMMIICCSS

When it comes to occupational health, behaviour change

plays a more important role than management systems.

However, changing the mindset to enable changes in

behaviour is difficult to achieve. With a well‐planned

training programme that address the health issues, the

mindset of the employees can be gradually changed from

an aversive to an embracing mentality. With continuous

communication and participation, a healthy workplace

can be established where all employees value their

health and also the health of their colleagues.

Rationale

Psychosocial wellbeing is a core aspect of overall wellbeing and

is linked to physical health, longer lives and greater happiness

for individual employees. Psychosocial hazards not only cause

psychological problems, they also cause physical problems as

well. Despite the available evidence, the prevention and

management of psychosocial risks has not been high on the

policy making agenda. With the changing corporate landscape,

managing psychosocial risks become a key factor of success.

Content

Importance of psychosocial wellbeing; Different types of

psychosocial hazards – fatigues, stress, bullying and abuse,

violence, working alone and isolation; Control and mitigation of

psychosocial risks; Creating a positive work environment.

Rationale

Ergonomics is the scientific discipline of understanding the

interactions among humans and other elements of a system. By

establishing a fit between the user, equipment and their

environment, taking into account the user's capabilities and

limitations, one can ensure that tasks, functions, information

and the environment suit each employee and that employee

wellbeing is safeguarded. This programme addresses the

ergonomic issues of industrial settings.

Content

Assessing ergonomic risk ; Identifying early signs of ergonomic

discomfort; Introduction to kinesiology and biomechanics;

Natural posture to prevent injuries; Manual handling; Repetitive

movements; Awkward postures; Optimizing the physical

environment; Exercises for strength and flexibility.

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HHEEAALLTTHH CCOONNCCEERRNNSS OOFF

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Rationale

Ergonomics is the scientific discipline of understanding the

interactions among humans and other elements of a system. By

establishing a fit between the user, equipment and their

environment, taking into account the user's capabilities and

limitations, one can ensure that tasks, functions, information

and the environment suit each employee and that employee

wellbeing is safeguarded. This programme addresses the

ergonomic issues of an office setting.

Content

Assessing ergonomic risk ; Identifying early signs of ergonomic

discomfort; Introduction to kinesiology and biomechanics;

Natural posture to prevent injuries; Organizing the work area;

Optimizing the physical environment; Optimizing computer

workstations; Stretch exercises and office yoga.

HOW TO CONDUCT A HAZARD IDENTIFICATION AND RISK ASSESSMENT

HEALTH HAZARDS IN THE CONSTRUCTION INDUSTRY

HEALTH HAZARDS IN THE HOSPITALITY INDUSTRY

HEALTH HAZARDS IN THE HEALTHCARE INDUSTRY

Rationale

Spending the day in the office may not be some employee’s

favourite activity, but the office could also be having an impact

on their health. Unlike a factory or a construction site, the

office does not present obvious and overt health hazards, but

nevertheless, it is filled with such hazards. Maintaining a

healthy office environment requires attention to equipment

and work station design, physical environment, chemical

hazards, task design, psychological factors and sometimes,

social or other relationship issues.

Content

Definition of health, aspects of health, and determinants of

health; Hazard and a risk; Different types of health hazards ‐

physical, chemical, biological, ergonomics and psychosocial;

Risk control and mitigation.

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TTHHEE SSTTRREESSSS‐‐FFRREEEE EEMMPPLLOOYYEEEE

The breakneck pace of the corporate world and the

never ending demand for time hardly ever gives the

employees a chance to attend to their medical needs

until it becomes too late and they eventually breakdown.

This is a situation undesirable for the individual, in terms

of medical expenses and disruption to normal life, as well

as the organization, in terms of medical expenses and

cost of productivity losses. Thus, employee wellness

becomes a shared responsibility between the employee

and the organization.

Sometimes, lack of knowledge and understanding also

play a part in adverse health behaviours. Especially the

lack of an accurate medical explanation of the issue

portrays a milder picture than what really is, thus a lack

of interest to act. Employee wellness trainings

mentioned below strives to bridge this gap and promote

a healthy lifestyle for employees, maintain or improve

health and wellbeing, and prevent or delay the onset of

disease.

Rationale

The word ‘stress’ is used when one feels that everything seems

to have become too much ‐ they are overloaded and wonder

whether they really can cope with the pressures placed upon

them. Anything that poses a challenge or a threat to our well‐

being is a stress, and we definitely are not short of challenges.

Even though some stresses get you going and they are good

for you, when the stresses undermine both our mental and

physical health they are bad. The goal of this programme is to

create awareness of the positive and negative consequences of

stress and teach tools that can be used to cope with stressful

situations.

Content

Demands, stress and performance; Fight or flight response;

Stages of stress response; Causes of stress; Effects of stress on

health and work, Signs and symptoms of stress; Coping with

stress; Preventing stress; Importance of a balanced life.

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EEXXEECCUUTTIIVVEE WWEELLLLNNEESSSS

TTHHEE BBAALLAANNCCIINNGG AACCTT

Rationale

There's a good chance your executives are unhealthy. It's

nothing to be embarrassed about – 18% of men in Sri Lanka

have high blood pressure, 14% have diabetes and 30% are obese.

With the never ending demand for time, the executives hardly

ever get a chance to attend to their medical needs until it

becomes too late and they eventually breakdown. The physical

aspect of health, which gets most of the attention anyway, is

not the only determinant of a healthy life. Healthy living calls

for a more holistic approach. This programme strives to

promote holistic health, with a healthy lifestyle, maintaining or

improving health and wellness, and preventing or delaying the

onset of disease.

Content

Cost of health; Difference between health and wellness;

Concept of holistic wellness; Importance of lifestyle on

wellness; Balance as the key for wellness; Yoga and meditation

for a balanced life; Plan for health behaviour change.

Rationale

If your employees are finding it more challenging than ever to

juggle the demands of their job and the rest of their life, they

are not alone. Work–life balance is a concept of properly

balancing and prioritizing ‘work’ (which includes career and

ambition) and ‘lifestyle’ (which includes family, health,

pleasure, leisure and spiritual development). It is not only

balancing the time between the two roles, which sometimes

seem impossible. There has to be a balance between the

involvement in and satisfaction from the two aspects of life.

With a better understanding of the association between work

and life, especially the family, and tools to get more involved at

work and with the family, everyone can enjoy the time spent on

these two aspects of life and be more productive at both of

them.

Content

Work‐life balance and work‐family conflict; Three aspects of

balance; Barriers to balance; Impact of imbalance; Symptoms of

imbalance; Putting first things first; The loving and caring life;

The connected and sharing life; The vibrant and energetic life;

The stress‐free life; Getting your work and life in balance;

Creating work/life balance for others.

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PPOOSSIITTIIVVEE PPSSYYCCHHOOLLOOGGYY

AATT WWOORRKK


HEALTHY HEART, HEALTHY LIFE

LIFESTYLE CHANGES FOR A HEALTHY LIFE

TOWARDS A LIFE OF HOLISTIC HEALTH

Rationale

The emerging field of Positive Psychology helps to creatively

manage organizational behaviors and to increase productivity

in the workplace through applying positive organizational

forces. Positive psychology in the workplace is about shifting

attention away from negative aspects such as stress, burnout,

violence and job insecurity and into positive aspects such as

camaraderie, fun, celebration and self‐actualization.

Implementing positive psychology in the workplace means

creating an environment that is relatively enjoyable and

productive. This also means creating a work schedule that does

not lead to emotional and physical distress. The main focus of

the programme is to enlighten the executives on the aspects of

positive psychology and empower them with the tools to

create a positive workplace.

Content

What is Positive Psychology? Effects of positive psychology on

work; Work redesign; Connecting and sharing; Positive

associations in teams and workgroups; Transformational

leadership; Overcoming negative and destructive emotions;

Dynamic and energetic workplace; Creating fun and happiness

in the workplace.

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PPEERRSSOONNAALL

DDEEVVEELLOOPPMMEENNTT

BBEE TTHHEE BBEESSTT YYOOUU CCAANN BBEE

TTHHEE JJOOUURRNNEEYY OOFF SSUUCCCCEESSSS

By guiding the employees to lead a holistic life, with an

opportunity to live, learn, love and leave a legacy, the

employer can win over the employees without any

complicated strategies. Knowing that the employer is

genuinely concerned about their wellbeing, adds a new

dimension to employee engagement. When disseminated

with passion, this message would not stop with the

employee, but will spread to the family and friends of the

employees making the efforts even more beneficial to

the community as a whole. Without any additional effort,

you would have fulfilled your social responsibility.

Rationale

Ever wonder how you can help your employees to be the best

person they can possibly be? The simple steps outlined in the

programme would aid them in becoming who they really want

to be and move beyond comparisons and focus on potential

and possibilities. This is a programme targeted at the junior‐

level staff who needs to be motivated and engaged with the

Company, while guiding them the way to get to where they

want to be.

Content

Who am I?; What it means to be world class; The holistic life;

Where you are and where you want to be; Need to change;

Breaking the barriers of inertia; The extra degree; Courage to

be different; Reaching your fill potential; Leading without a

Title; Making a difference.

Rationale

Success is a journey, not a destination. It is a journey that would

enable the employees to unleash their full potential and reach

the pinnacle of achievement. Knowing the destination and

taking the correct path will make this journey worthwhile, both

for the individual and for the organization. The programme is

targeted at the middle‐level staff to give them direction and

empowerment in their journey towards achievement and

success.

Content

What success means to you; What keeps you from reaching

your potential; Attitude of success; Overcoming mental

barriers; Overcoming the physical barriers; Overcoming the

social barriers; From needs to wants; The extra degree;

Courage to be different; Making a difference.

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Rationale

Life skills have been defined as the abilities for adaptive and

positive behaviour that enable individuals to deal effectively

with the demands and challenges of everyday life. Life skills

include psychosocial competencies and interpersonal skills that

help people make informed decisions, solve problems, think

critically and creatively, communicate effectively, build healthy

relationships, empathize with others, and cope with managing

their lives in a healthy and productive manner. Life skills

training is an efficacious tool for empowering the young

employees to act responsibly, take initiative and take control.

Content

Knowledge, skills and attitudes; Hard skills versus soft skills;

Essential soft skills for personal and professional success;

Importance of soft skills; Developing your soft skills;

Developing soft skills in others.

THE LOVING AND CARING LIFE

THE CONNECTED AND SHARING LIFE

THE VIBRANT AND ENERGETIC LIFE

ACHIEVING PROSPERITY AND ABUNDANCE

BUILDING MENTAL MUSCLE

COMMUNICATION: THE CORNERSTONE OF BEAUTIFUL RELATIONSHIPS

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OOUUTTDDOOOORR PPRROOGGRRAAMMMMEESS

SSPPIIRRIITTUUAALL AAWWAAKKEENNIINNGG

FFAAMMIILLYY AADDVVEENNTTUURREE

FFUUNNDDAAYY


Rationale

Spiritual awakening is when a person gains a deeper awareness

of themselves and of what is going on around them and

become more aware of their life experiences and the lessons

they have learnt from these experiences and the reasons why.

This understanding brings about inner peace and happiness and

gives the strength and energy to carry on. This programme will

take the participants through a journey of self‐reflection and

deliberation in a refreshing and invigorating environment.

Content

Physical, mental and spiritual wellness; The purpose‐driven life;

Realizing your highest potential; The inner peace; Wellbeing

and happiness; Becoming a part of nature; Harnessing the

universal energy.

LIVE YOUR LIFE

THE ACHIEVERS’ FORUM

THINKING AND LIVING LEAN

EMPLOYEE OF THE YEAR

Rationale

Family is the smallest social unit that can either make or break

the future. This is an endeavour to add a new meaning to family

outing and to offer a weekend outing with a difference for the

whole family. The themes of the programme are family

bonding, team working and eco‐awareness. It is designed to

bring back the togetherness to family outings, where the whole

family could enjoy the same activities. With fun activities, some

core values and principles are drilled into the thinking pattern

of the family. Being an ideal choice for employee get‐togethers,

this programme offers a combination of fun and laughter with

learning and development.

Content

This is our family; Start with the end in mind; Lead the parents;

Trust is a must; Photo trail; On the ground; Water supply

challenge; The dancing and singing stars.

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PPRROOFFEESSSSIIOONNAALL

DDEEVVEELLOOPPMMEENNTT

MMAANNAAGGEERR’’SS TTOOOOLLKKIITT FFOORR

PPEEOOPPLLEE MMAANNAAGGEEMMEENNTT

MMAANNAAGGEERR AASS AA CCOOAACCHH

In today's international economy with its rapidly

changing environment, any business that isn't investing

in professional development will fall behind. By funding

management training and development, employees who

are the ones that produce, refine, protect, deliver and

manage your products or services will be better

equipped. It is also an opportunity to single out those

who are ready for the next level and possibly move them

into a management or leadership role. Opportunities to

undertake professional development lead to an

employee feeling valued, which will boost morale and

retention as well.

Rationale

Managers need to bring in much more to the table than

technical expertise. Technical skills alone will not suffice to

produce the results because ultimately the manager has to

work with his team to produce results. This is where people

skills play a key role. This programme is designed to empower

young managers as well as seasoned campaigners with

essential people skills that will make them better leaders,

benefiting them as well as the organization.

Content

The maturity continuum; The communication spectrum;

Communication process and components; Foundations of

communication; Teambuilding and team leading; Coaching for

results; Conflict resolution through coaching; stress

management through coaching.

Rationale

Strangely, at most companies, coaching isn’t part of what

managers are formally expected to do. Even though research

makes it clear that employees and job candidates alike value

learning and career development above most other aspects of

a job, many managers don’t see it as an important part of their

role.

Content

Manager as coach; Coaching ARROW; GROW model of

coaching; SEE, SAY, DO model of coaching; Coaching in

context.

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TTHHEE LLEEAADDEERR IINN YYOOUU


Rationale

We are at a time when leaders are seen as servants not as

bosses, when leaders have to work with teams so diverse in

thought and deed, and when employee engagement is given

prominence over customer satisfaction. This programme is

targeted at the senior‐level staff to give them essential

leadership skills that would enable them to lead their teams

effectively in changing times to succeed.

Content

Know yourself before others; You are only as good as your

team; Communication is the key; The boss and the leader;

Maintain and demonstrate strong convictions; Convince rather

than control; Develop and communicate a clear, winning vision;

Create a high performance culture; Learn continually; Leading

without a title; Making a difference.

5TH GENERATION PEOPLE MANAGEMENT

PUBLIC SPEAKING AND PRESENTATION SKILLS

MAKING AN EFFECTIVE POWERPOINT PRESENTATION

FROM EXECUTIVE TO MANAGER

LEADERSHIP FOR THE 21ST CENTURY

TRANSFORMATIONAL LEADERSHIP

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TTEEAAMMBBUUIILLDDIINNGG

OONNEE TTEEAAMM,, OONNEE VVIISSIIOONN


Team building is an ongoing process that helps a work

group evolve into a cohesive unit. The team members not

only share expectations for accomplishing group tasks,

but trust and support one another and respect one

another's individual differences. A team takes on a life of

its own and one has to regularly nurture and maintain it,

just as for individual employees. With good team‐

building programmes, you can unite employees around a

common goal and generate greater productivity.

Without them, you limit yourself and the staff to the

effort each individual can make alone.

Rationale

The outdoor environment provides a powerful medium that

accelerates and accentuates the learning process as compared

to the traditional classroom environment. The situation and

experience occurring during the outdoor activities present an

opportunity for reflection and will produce the learning about

team building, team leading, communication and corporation.

This programme is developed to highlight the need to work

towards one vision as one team and to give an opportunity for

the participants to experience the same first hand.

Content

Break the ice; Traverse the web; Across the acid river; Whale

watching; Trust is a must; Up the wall; Trekking and abseiling;

bamboo/barrel rafting; Relax the mind and body.

NONE OF US IS SMARTER THAN ALL OF US

MAKE DIVERSITY WORK FOR YOU

FACE CHALLENGES WITH CONFIDENCE

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OOTTHHEERR PPRROOGGRRAAMMMMEESS

HHUUMMAANN RREESSOOUURRCCEE

MMAANNAAGGEEMMEENNTT

HHUUMMAANN RREESSOOUURRCCEE DDEEVVEELLOOPPMMEENNTT

Human resource management is the management of an

organization's workforce, or human resources. It is

responsible for the attraction, selection, assessment, and

rewarding of employees. It is common practice to pass the

buck to the HR Department to give solutions to all people

related ailments of the line managers. To provide practical

solutions to the current HR issues, line managers need to join

forces with HR and collaboratively work out solutions. For this

the HR staff has to brush up their knowledge and skills while

the line managers need to enhance their understanding of

what the HR staff is talking about.

PPRROOGGRRAAMMMMEESS OOFFFFEERREEDD

HR FOR NON‐HR MANAGERS

INTERVIEW AND SELECTION SKILLS

PSYCHOMETRIC ASSESSMENT FOR EMPLOYEE SELECTION

CULTURAL INTEGRATION OF NEW EMPLOYEES

PERFORMANCE‐BASED PERFORMANCE MANAGEMENT

TOTAL REWARD MANAGEMENT

Human Resources Development is a framework for the

expansion of human capital within an organization through

the development of both the organization and the individual

to achieve performance improvement. It is the integrated use

of training, organization, and career development efforts to

improve individual, group and organizational effectiveness.

HRD develops the key competencies that enable individuals in

organizations to confidently take up and perform in future

jobs through planned learning activities.


EMPLOYEE TRAINING MADE EASY

EVERYDAY TRAINING SKILLS FOR MANAGERS

TRAINING NEEDS ANALYSIS

DESIGNING, DEVELOPING, DELIVERING AND EVALUATING A TRAINING PROGRAMME

CREATING A LEARNING ORGANIZATION

CAREER PLANNING AND DEVELOPMENT

INVESTING IN THE PSYCHOLOGICAL CAPITAL

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OOPPEERRAATTIIOONNAALL EEXXCCEELLLLEENNCCEE

SSEERRVVIICCEE

EEXXCCEELLLLEENNCCEE

MMAANNAAGGEERRIIAALL

EEXXCCEELLLLEENNCCEE

We often hear that continuous improvement is a never‐ending

journey, and that by embracing the journey in and of itself, we

will improve the operation forever. However, by setting the

goal of perpetual improvement to make the operation more

efficient, we may incrementally reduce cost, but there is no

guarantee that our business will grow. As such, an attitude of

operational excellence will strengthen the operations beyond

continuous improvement and efficiency and into business

growth.


ATTITUDE OF QUALITY

CREATIVITY AND INNOVATION IN THE WORKPLACE

EVIDENCE‐BASED PRACTICE

Managers are born, not made argue some, while others

contend that managers are made, not born. Whichever the

case may be, essential managerial competencies can be

developed for sure. While experience plays a vital role in the

development of managers, one cannot underestimate the

importance of focused and formal training in developing key

competencies of the managers. From managing people issues

to managing operational issues, training will make a tangible

contribution to achieve managerial excellence.


APPLIED PSYCHOLOGY FOR MANAGERS

DEALING WITH UNACCEPTABLE EMPLOYEE BEHAVIOUR

CONFLIICT RESOLUTION

CHANGE MANAGEMENT

It costs you six times as much to win a new customer than to

keep a current one. Connecting to the customers on an

emotional level is the key to establishing a lasting relationship

with them. It is essential that the company provide a unique

customer experience by proactively anticipating the

customers’ needs and expectations and exceeding them, every

time. By achieving service excellence through a process of

proper training and empowerment, the company can

differentiate itself from the competition.


ESSENTIAL SOFT SKILLS FOR SERVICE STAFF

SECRET SERVICE

NO COMPLAINTS

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TTRRAAIINNIINNGG MMEETTHHOODDOOLLOOGGYY

We strongly believe that actively engaged participants will absorb and retain knowledge far more successfully than those who attend lecture style programmes. Where material is contextualised and relevant to the participants’ own experiences, understanding is significantly improved. Our training methodology and approach to transferring knowledge is constantly reviewed and updated with the feedback received from participants. We ensure that we bring the most up to date training methods and techniques to our programmes.

We use three main methodologies in delivering our programmes.

CLASSROOM TYPE TRAINING

Having a duration of ranging from one hour to one day, these programmes covers theory and knowledge based subjects. Even though the main emphasis is on knowledge transfer, there will be many paper‐based and low‐intensity physical activities to facilitate learning and also to enhance participant engagement.

ACTIVITY‐BASED INDOOR TRAINING

These programmes, which can be arranged as one‐off sessions or regular weekly sessions, cover mainly topics under health and wellness. They are intended to provide the participants the opportunity to learn and practice the techniques of practical subjects such as yoga, relaxation and music therapy. The objective is to teach the techniques so that the participants can use them outside the training setting and also to teach them to others.

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ACTIVITY‐BASED OUTDOOR TRAINING

Emphasizing the close link between us and the environment, these programmes give the participants the opportunity to experience the beauty of relaxation, calmness and rejuvination amidst serene wilderness environments. In addition to the specific programmes that are designed to be delivered as outdoor programmes, any training session can be taken into these environments to provide a novel experiece for the participants.

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PPEERRSSOONNAALL PPRROOFFIILLEE DDRR.. PPRRAABBAATTHH KKAARRUUNNAANNAAYYAAKKEE

Dr. Prabath Karunanayake is a medical practitioner with qualification and experience in human resource

management, occupational health & safety and corporate training. He has rendered his services as an

academic, a trainer and a HR professional in public and private organizations, as well as multinational

companies.

After completing his secondary education at Nalanda College, Colombo with flying colours, Dr.

Karunanayake joined Maga Engineering (Pvt) Ltd as a Management Trainee in December 1990 to make

use of a time period he had to spend before entering the University. During his two‐and‐a‐half‐year

tenure, he worked under the Director Finance and Director Administration on all HR matters,

performance appraisal, training & development and other general administrative functions.

Dr. Karunanayake graduated from the University of Colombo with MBBS and completed his internship

training at the Base Hospital Gampaha and obtained full membership from the Sri Lanka Medical Council

(SLMC). Before the internship, he served as a Temporary Demonstrator and re‐joined the faculty as a

Lecturer in Medical Education. All together he served one‐and‐a‐half years at the Faculty of Medicine,

designing, developing and delivering the curriculum for a new subject called Behavioural Sciences.

Dr. Karunanayake entered into the field of Human Resources in June 2001 when he joined Maga

Engineering (Pvt) Ltd as their first HR Manager. He was responsible for the overall management of the

HR department, which included both HRM and HRD functions. He also contributed to the quality

management system (QMS) implementation team to prepare the documentation required to obtain ISO

9001 certification. At Maga, he guided the Company to obtain ISO 14001 and OHSAS 18001 certification

for the health, safety and environment management system (HSEMS) in 2011 that was conceptualized,

developed and implemented without the assistance of external consultants. Dr. Karunanayake’s next

engagement was as the HRD Manager at Saman Villas Ltd which he joined in February 2004. At Saman

Villas he was responsible for the overall management of the HR functions of two hotels – Saman Villas

Induruwa and Hotel Mermaid Kalutara, taking over from a management company and establishing an

independent HR management structure. At Maga Engineering and Saman Villas, he set up an

independent HR Department from planning to staffing, successfully carried out operations and

transferred the responsibility and authority to the next level to ensure that the functions continued

without any hindrance.

In August 2006, Dr. Karunanayake gave up the comfort of a regular job and went freelance for three

years. One of the main assignments he took up was as the Head of Operations at Lanka Institute of

Business Management (LIBM), where he kept the operations running for 12 months without any financial

assistance from the management and ensured that the students who were enrolled with the institute

completed their courses and obtained certification both locally and internationally. During this period he

also served as the Medical Consultant (Employee Health) for GlaxoSmithKline and as the HR Consultant

for Maga Engineering (Pvt) Ltd. At GlaxoSmithKline, he improved the health & safety practices to meet

global benchmarks at the third‐party audit in 2008 where the audit score of Ratmalana factory was

improved to 70.5 (from 64 in 2005) and Attidiya factory up to 69.5 (from 47), the global merit score being

70. At Maga Engineering he established their Training Academy and implemented a evidence‐based new

performance management system. He was a Master Trainer for the Accelerated Skills Acquisition

Programme (ASAP), a USAID‐funded project to improve employability of youth. He was also the

Academic Advisor and Internal Verifier for the BTEC Higher National Diploma in Business & Management

(UK) for LIBM. He served as a visiting lecturer at Seylan Bank Staff Development Center, Metropolitan

College of Management, American College for Higher Education, LIBM, PATHE Academy, Advanced

Construction Training Academy (ACTA) and Human Resource Management Institute (HRMI). During this

period Dr. Karunanayake delivered public seminars/workshops on occupational health & safety (with

Skills Development Fund and ACTA), and child development (with ASPIC Educational Services).

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In July 2009. Dr. Karunanayake re‐entered the corporate sector when he joined Maga Engineering (Pvt)

Ltd as their Assistant General Manager (Administration) where he was responsible for the overall HR

functions while coordinating the health, safety & environment (HSE) management system

implementation and leading the corporate social responsibility (CSR) and sustainability team. During this

period he published Maga’s Corporate Sustainability Report 2010 which was the first GRI‐based

sustainability report by a construction company in the country.

In August 2011 he moved to Access Engineering PLC as their first Head of HR. At Access, he was heading

the HR function directly reporting to the Chief Operating Officer and was responsible for the HRM and

HRD functions of the Company. He was also leading the health & safety management system (HSMS)

implementation team, the CSR and sustainability team, the award‐winning Annual report and

Sustainability reporting team, the HRIS (hSenid HREnterprise) implementation team and the in‐house

research team. At Access Engineering, he published their first Annual Report as a PLC in 2012 which won

the best annual report award for the construction sector and developed and implemented action plans

for training & development and corporate social responsibility which were recognized at the National

Business Excellence Awards. Under his leadership, Access Engineering won several national awards

including the prestigious Top Ten Best Corporate Citizen Award, the Best CSR Project in Learning &

Development for the Mentoring Programme at University of Moratuwa and Silver Award at the first

National People Development Awards.

At present Dr. Karunanayake serves as the Director HR at China Harbour Engineering Company, which he

joined in September 2013. He is the head of local staff reporting to Deputy Managing Director

(Administration) in all matters regarding local staff and plays the vital role of being the link between the

Chinese management and Sri Lanka staff.

Dr. Karunanayake also serves the corporate sector and state organizations as a HR Consultant and a

trainer. He promotes his own concept in HR called the 5th Generation People Management which guides

organizations towards re‐aligning HR practices with a genuine ‘why’, which has to be unconditional

concern for the well‐being of the employees. In terms of training, he focuses mainly on Occupational

Health, Employee Wellness and Personal Development. The others areas in which he specializes include

HR Management, HR Development, Operational Excellence, Service Excellence and Managerial

Excellence. He recently conducted public programmes on ‘The 5th Generation People Management’, ‘The

Stress Free Life’ and ‘How to Create a Healthy Workplace’, all of which received high acclaim from the

participants.

Dr. Karunanayake is also functioning as a mentor for the students of Department of Civil Engineering and

Earth Resource Engineering and as a member of the Department Industry Consultative Board at

Department of Earth Resource Engineering, Faculty of Engineering, University of Moratuwa. He is also a

visiting lecturer for the Faculty of Medicine, University of Colombo, Faculty of Engineering, University of

Moratuwa and Staff Development Center, University of Peradeniya.

After graduation, Dr. Karunanayake completed postgraduate qualifications in psychology and

occupational health & safety at the University of Colombo. He is also an MBA in HRM from the same

University. Dr. Karunanayake has received training in training methodology, industrial safety, industrial

ergonomics, neuro‐linguistic programming (NLP), coaching & mentoring, yoga & meditation,

sustainability & green business, sustainability & corporate responsibility, sustainability reporting, ISO

9001, ISO 14001 and OHSAS 18001 and laboratory quality management. He is a member of the Sri Lanka

Medical Council, Institute of Certified Professional Managers, Sri Lanka Institute Training and

Development and International Coach Federation.

Dr. Karunanayake has expertise in sustainability reporting on GRI guidelines and UN Global Compact

principles; implementing HRIS software; implementing ISO 9001, ISO 14001 and OHSAS 18001; conducting

social and business research; and planning and delivering CSR projects, in addition to the wealth of

knowledge and experience in all functions of HR Management, especially on HRD functions of

performance management and training.

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OUR CLIENTS

Manufacturing

Construction

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Trade, distribution and

logistics

IT and communication

Education

State sector

Training for excellence_v8

Documents

Transcript of Training for excellence_v8