Hello BDMs!!!!
Visit our picture gallery at multiply!!!!!!
just click the link <ebigallery.multiply.com>
Thursday, December 11, 2008
Happy Birthday!
Wednesday, November 26, 2008
1970's Get Up!!!! This is how we do it!
Hello pips!
70's back!!!! Take a look at these costume designs to give you some ideas and tips on WHAT TO WEAR for our jolly, hippie, retro Christmas Party!!!!!
Saturday Night Fever!!!!!
John Travolta ... feeevah!!!
Mix and Match Separates
Elvis Presley is back!!!!
From the movie Dumb and Dumber.... if you are a fan of Jim Carey
Bring back the "Cher" fever!
Not yet enough?!!! Here are some hippie get ups... to reminisce the old times....
and of course how could we forget..... GREASE!!!!
BE HIP!!! BE GROOVY!!!! LET'S ALL HAVE A FUN-TASTIC TIME AT OUR 70'S INSPIRED CHRISTMAS PARTY!!!!!!!!!
70's back!!!! Take a look at these costume designs to give you some ideas and tips on WHAT TO WEAR for our jolly, hippie, retro Christmas Party!!!!!
Saturday Night Fever!!!!!
John Travolta ... feeevah!!!
Mix and Match Separates
Elvis Presley is back!!!!
From the movie Dumb and Dumber.... if you are a fan of Jim Carey
Bring back the "Cher" fever!
Not yet enough?!!! Here are some hippie get ups... to reminisce the old times....
and of course how could we forget..... GREASE!!!!
BE HIP!!! BE GROOVY!!!! LET'S ALL HAVE A FUN-TASTIC TIME AT OUR 70'S INSPIRED CHRISTMAS PARTY!!!!!!!!!
Monday, November 24, 2008
EBI's 70's retro christmas party & awards night
Inviting all to take part of the grooviest Christmas party celebrated in EBI history: THAT 70"s Party! on December 20, 2008. Its a colorful retro Year-end Christmas Party & Awards Night wherein everyone is asked to dress up in their most funkiest outfit and win a special award as the "Best Dressed partygoer of the night". For more information see email / chat with the Employee Relations Officer: ladyaverilla_ebi@yahoo.com
Monday, November 17, 2008
Tuesday, November 11, 2008
Are your employees’ goals aligned with organizational strategy?
Learn 10 things HR can do to ensure alignment.
http://www.sumtotalsystems.com/lp/pm_goal_alignment.html
How aligned is your organization? Companies that manage goal alignment well boast significant productivity and profitability improvements. And while performance management technology can help provide the tools you need, it can’t do all of the work for you. SumTotal HR expert Richard Oyen takes you through ten steps that can save you time and expense and help you drive better organizational alignment.
You’ll learn:
- The ten most important things to consider before you embark on organizational alignment
- The role HR should play in the process
- How to avoid common pitfalls, such as planning a multi-tiered rollout to help goals work their way down an organization
http://www.sumtotalsystems.com/lp/pm_goal_alignment.html
Sunday, November 2, 2008
Your Managerial Effectiveness is Influenced by How You See Your Role
Your Managerial Effectiveness is Influenced by How You See Your Role
by Nicholas Imparato
Dr. Imparato is professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition (Jossey-Bass, San Francisco, 1994), from which this article was adapted. Phone (415) 666-6771.
Traditionally, performance has been viewed as a function of ability and motivation. I think something’s missing from this neat equation: an accurate idea of the manager’s true role. Increasingly, the failure to boost performance reflects not a lack of motivation or ability, but an inaccurate reading of the manager's role, which has change significantly from what was needed yesterday, especially in our fast-paced, information-limited, and highly competitive technology-based organizations.
I’ve worked with colleagues Oren Harari and Linda Mukai in conducting research involving hundreds of managers in diverse industries. From this research, we found correlations that clearly differentiate highly- and less-effective managers. As you read, consider how you rate yourself, and how others may rate you, on these attributes.
Embracing change. Less-effective managers dislike change, and prefer predictability, order and stability. Many believe that turbulence in their firms is temporary or blame it on senior management, and prefer to wait until "things settle down" before tackling big problems.
In contrast, highly effective managers recognize turbulence, flux, and ambiguity as facts of life. They know the environment will never "settle down." Many of these managers are energized by turbulence, because it creates opportunities. Some said they would soon be bored by a predictable, stable work situation.
Attending to external realities. Less-effective managers focus their time and attention on the routines of the internal organization. Their memos and meetings revolve around budget variances, paper flow, procedures, and personnel, and they are hypersensitive to company politics.
In contrast, to the extent that the highly effective managers attend to the organization, they are trying to accelerate it and cut the bureaucracy. In addition, much of their attention, in and out of meetings and memos, focuses on external issues, such as changes in markets and technology. Many take it upon themselves to regularly meet with customers, suppliers, and consultants.
Creating power. Less-effective managers consider their power to get things done severely limited, since they believe that real power resides with top management. They say, "It doesn't pay to try to get things done until senior management gets its act together." They also believe that power comes from job titles and positions on organizational charts.
Highly effective managers distinguish formal authority and power. Although they recognize that top management has more formal authority, they believe that power, like respect, is earned, not given out. Since these managers view power as the ability to influence people and get things done, anyone can have power.
Promoting a coaching style. Less-effective managers spend relatively little time coaching their people, and they see coaching in terms of delegation: assigning well-defined tasks and carefully following up.
Highly effective managers want people to devise new ways to do things and encourage them to "challenge the system" with an eye to improving efficiency, containing costs, and enhancing revenue. Once they outline the fundamental do's and don'ts, these managers get out of the way.
Expanding job responsibilities. Less-effective managers see their primary responsibility as meeting the demands of bosses, job descriptions, and annual goals. They assume that it’s up to the boss to expand their job responsibilities and goals and often complain of being in dead-end positions. Yet when responsibilities are increased, they often complain about feeling overburdened.
In contrast, highly effective managers envision opportunities and accomplishments and thus seek out and grab new responsibilities. They constantly think about how they can make things better. In effect, they’re continually reshaping their jobs.
Creating expertise. Less-effective managers recognize the importance of expertise but are "too busy" to grow (or hire) it; often, they see developing expertise as someone else's job. They tend to discourage curiosity (under the guise of "keeping people focused") and discourage efforts to keep abreast of developments in the technical field, the company, and the industry. In dealing with lower levels and other departments, they see their role as moderating and filtering information flow, assuming that this will give people what they need to know to do "most things right."
Highly effective managers, however, see their roles as developing experts and expertise throughout the organization. They promote specific skills and "deep talent" in everything from computers to business literacy. They encourage subordinates to find applications for new technologies, and promote mentoring and education programs to ensure professional vitality. They concentrate on helping people understand the business and emphasize the importance of widening information flow and building internal systems to pump more knowledge through the organization.
Driving out fear. Less-effective managers work from a primitive philosophy of fear (how often have you been told, in effect, "these are times that separate the men from the boys?"). They think fear is (with the possible exception of greed) the best motivator in business. They also use— as a matter of style—intimidation, rudeness, abruptness, broken promises, a rush to judgment, and a general tone of "the workplace is a jungle." Ironically, even as they use fear to "motivate" others, these managers often demonstrate their own fears by dampening other's ideas--especially when they differ from the manager's preferences, or from standard operating procedures.
Highly effective managers acknowledge the corrosive effect of fear. While they keep high standards and exhibit a sense of urgency, they see their top priority as making it safer to challenge the process so long as it’ll benefit organizational goals. They’re also comfortable working with individuals with heterogeneous ideas and values. They see their role as defusing personal fears about confrontation, loss of influence, and being left behind by changes in technology and organizational structure. They use a variety of techniques, including open-door policies, supportive feedback, and training programs; but most important is their belief that the leader must reduce fear and prevent it from enervating the workplace and thwarting change.
Exhibiting readiness for an entrepreneurial environment. This factor cut through all others we found. Less-effective and highly effective managers alike want initiative and creativity from their work associates. They all speak of their employees' need to "think and act like businesspeople." Yet less-effective managers typically refuse to share financial details with other levels and departments. They guard the processes for allocating resources. They don’t share decisions about alliance opportunities and results of marketing or competitive analysis studies before thoroughly scrubbing them.
Highly effective managers see their role as developing a culture in which everyone has the information to make decisions and take risks, and are compensated for getting the information and acting on it. These managers know this approach flies in the face of traditional compensation schemes. They also organize projects to encourage ownership and accountability by the group doing the work--for example, in self-directed work teams. They constantly seek to find and strengthen ways to enable and motivate everyone in the group to act as an owner.
Keeping balance. Less-effective managers seldom distinguish consequential changes from insignificant ones. Often they “play it safe” while appearing busy. For example, one director saw switching to a different vendor as a high-impact change even as he stayed with the same unresponsive distribution channel. In general, less-effective managers fiddle around the edges of a problem, psychologically "hanging out in familiar places."
Highly effective managers distinguish high- and low-impact interventions. They recognize that high-impact change often involves a restructuring of operations, not just manipulation of superficial forms. For example, they’re reluctant to layer new technology on an old system, at least until the process is overhauled.
Maintaining a sense of continuity. Less-effective managers operate in the here and now. They demonstrate no appreciation of how the past affects the present, for the way prior conditions (markets, corporate culture, strategic decisions, leadership styles) influence today’s organizational processes.
Highly effective managers try to connect past circumstances to the current situation, yet while they appreciate the past, they don’t cling to it. Finally, they explain prior circumstances without rationalizing and justifying errors or missed opportunities; in other words, they don’t allow a “victim” mentality.
Demonstrating emotional maturity. There were two components to this factor. First, less-effective managers have difficulty maintaining their composure under stress, and allow their immediate personal needs to distort the way they see themselves as managers. Second, they’re also turf- and status-conscious. They see little value in mingling with people in “lower” levels, or in pitching in to perform menial or nontraditional tasks during a crunch.
Highly effective managers project a combination of urgency, passion, composure, and confidence during tough times. They’re not afraid to work collegially with anyone (regardless of department or level), or doing whatever is needed to get the job done.
Providing the long view. Less-effective managers, even those who talk about “vision,” seem unable to draw a coherent, practical “big picture” context for themselves or their colleagues. They doubt the value of providing shape and overview to events.
Highly effective managers also talk about vision, but their approach is to make and share best bets about where the world is going, where the organization ought to go, and how all that might affect daily work. Effective managers are concerned to help others avoid terminal vision and managerial myopia. Accordingly, they invite discussion of changes in technology, markets, and the business environment.
Standing for an idea. Less-effective managers are unaware of what values they represent, short of “making plans” or “meeting budget.” There’s little coherence in the pattern of their decisions. On one hand, they seem to favor everything—cost-reduction, quality, innovation, service—but their decisions lack consistency and continuity. Indeed, they often take contradictory positions, depending on the political circumstances, and are susceptible to fads and programs-of-the-month.
Highly effective managers stand for one or two ideas—self-management or speed, for example—and are tough, persistent, and consistent in how they express those ideas. They’re also eager to enroll others in the same point of view. They go to great lengths to avoid acting expediently or appearing opportunistic.
In summary, the tumultuous changes around us demand new behaviors and actions. It’s much more critical that we understand how our management style influences our effectiveness.
Without an accurate perception of our roles, all the advice and how-to’s in the world are worthless. Inaccurate role perception explains why so many mangers--no matter how many seminars they attend and management tapes they audit--can’t translate their knowledge into higher job performance. And if they don't understand their role, managers won't be able to accumulate the skills and capacities they need to channel their motivation in the right direction, let alone to motivate others toward the proper goals.
by Nicholas Imparato
Dr. Imparato is professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition (Jossey-Bass, San Francisco, 1994), from which this article was adapted. Phone (415) 666-6771.
Traditionally, performance has been viewed as a function of ability and motivation. I think something’s missing from this neat equation: an accurate idea of the manager’s true role. Increasingly, the failure to boost performance reflects not a lack of motivation or ability, but an inaccurate reading of the manager's role, which has change significantly from what was needed yesterday, especially in our fast-paced, information-limited, and highly competitive technology-based organizations.
I’ve worked with colleagues Oren Harari and Linda Mukai in conducting research involving hundreds of managers in diverse industries. From this research, we found correlations that clearly differentiate highly- and less-effective managers. As you read, consider how you rate yourself, and how others may rate you, on these attributes.
Embracing change. Less-effective managers dislike change, and prefer predictability, order and stability. Many believe that turbulence in their firms is temporary or blame it on senior management, and prefer to wait until "things settle down" before tackling big problems.
In contrast, highly effective managers recognize turbulence, flux, and ambiguity as facts of life. They know the environment will never "settle down." Many of these managers are energized by turbulence, because it creates opportunities. Some said they would soon be bored by a predictable, stable work situation.
Attending to external realities. Less-effective managers focus their time and attention on the routines of the internal organization. Their memos and meetings revolve around budget variances, paper flow, procedures, and personnel, and they are hypersensitive to company politics.
In contrast, to the extent that the highly effective managers attend to the organization, they are trying to accelerate it and cut the bureaucracy. In addition, much of their attention, in and out of meetings and memos, focuses on external issues, such as changes in markets and technology. Many take it upon themselves to regularly meet with customers, suppliers, and consultants.
Creating power. Less-effective managers consider their power to get things done severely limited, since they believe that real power resides with top management. They say, "It doesn't pay to try to get things done until senior management gets its act together." They also believe that power comes from job titles and positions on organizational charts.
Highly effective managers distinguish formal authority and power. Although they recognize that top management has more formal authority, they believe that power, like respect, is earned, not given out. Since these managers view power as the ability to influence people and get things done, anyone can have power.
Promoting a coaching style. Less-effective managers spend relatively little time coaching their people, and they see coaching in terms of delegation: assigning well-defined tasks and carefully following up.
Highly effective managers want people to devise new ways to do things and encourage them to "challenge the system" with an eye to improving efficiency, containing costs, and enhancing revenue. Once they outline the fundamental do's and don'ts, these managers get out of the way.
Expanding job responsibilities. Less-effective managers see their primary responsibility as meeting the demands of bosses, job descriptions, and annual goals. They assume that it’s up to the boss to expand their job responsibilities and goals and often complain of being in dead-end positions. Yet when responsibilities are increased, they often complain about feeling overburdened.
In contrast, highly effective managers envision opportunities and accomplishments and thus seek out and grab new responsibilities. They constantly think about how they can make things better. In effect, they’re continually reshaping their jobs.
Creating expertise. Less-effective managers recognize the importance of expertise but are "too busy" to grow (or hire) it; often, they see developing expertise as someone else's job. They tend to discourage curiosity (under the guise of "keeping people focused") and discourage efforts to keep abreast of developments in the technical field, the company, and the industry. In dealing with lower levels and other departments, they see their role as moderating and filtering information flow, assuming that this will give people what they need to know to do "most things right."
Highly effective managers, however, see their roles as developing experts and expertise throughout the organization. They promote specific skills and "deep talent" in everything from computers to business literacy. They encourage subordinates to find applications for new technologies, and promote mentoring and education programs to ensure professional vitality. They concentrate on helping people understand the business and emphasize the importance of widening information flow and building internal systems to pump more knowledge through the organization.
Driving out fear. Less-effective managers work from a primitive philosophy of fear (how often have you been told, in effect, "these are times that separate the men from the boys?"). They think fear is (with the possible exception of greed) the best motivator in business. They also use— as a matter of style—intimidation, rudeness, abruptness, broken promises, a rush to judgment, and a general tone of "the workplace is a jungle." Ironically, even as they use fear to "motivate" others, these managers often demonstrate their own fears by dampening other's ideas--especially when they differ from the manager's preferences, or from standard operating procedures.
Highly effective managers acknowledge the corrosive effect of fear. While they keep high standards and exhibit a sense of urgency, they see their top priority as making it safer to challenge the process so long as it’ll benefit organizational goals. They’re also comfortable working with individuals with heterogeneous ideas and values. They see their role as defusing personal fears about confrontation, loss of influence, and being left behind by changes in technology and organizational structure. They use a variety of techniques, including open-door policies, supportive feedback, and training programs; but most important is their belief that the leader must reduce fear and prevent it from enervating the workplace and thwarting change.
Exhibiting readiness for an entrepreneurial environment. This factor cut through all others we found. Less-effective and highly effective managers alike want initiative and creativity from their work associates. They all speak of their employees' need to "think and act like businesspeople." Yet less-effective managers typically refuse to share financial details with other levels and departments. They guard the processes for allocating resources. They don’t share decisions about alliance opportunities and results of marketing or competitive analysis studies before thoroughly scrubbing them.
Highly effective managers see their role as developing a culture in which everyone has the information to make decisions and take risks, and are compensated for getting the information and acting on it. These managers know this approach flies in the face of traditional compensation schemes. They also organize projects to encourage ownership and accountability by the group doing the work--for example, in self-directed work teams. They constantly seek to find and strengthen ways to enable and motivate everyone in the group to act as an owner.
Keeping balance. Less-effective managers seldom distinguish consequential changes from insignificant ones. Often they “play it safe” while appearing busy. For example, one director saw switching to a different vendor as a high-impact change even as he stayed with the same unresponsive distribution channel. In general, less-effective managers fiddle around the edges of a problem, psychologically "hanging out in familiar places."
Highly effective managers distinguish high- and low-impact interventions. They recognize that high-impact change often involves a restructuring of operations, not just manipulation of superficial forms. For example, they’re reluctant to layer new technology on an old system, at least until the process is overhauled.
Maintaining a sense of continuity. Less-effective managers operate in the here and now. They demonstrate no appreciation of how the past affects the present, for the way prior conditions (markets, corporate culture, strategic decisions, leadership styles) influence today’s organizational processes.
Highly effective managers try to connect past circumstances to the current situation, yet while they appreciate the past, they don’t cling to it. Finally, they explain prior circumstances without rationalizing and justifying errors or missed opportunities; in other words, they don’t allow a “victim” mentality.
Demonstrating emotional maturity. There were two components to this factor. First, less-effective managers have difficulty maintaining their composure under stress, and allow their immediate personal needs to distort the way they see themselves as managers. Second, they’re also turf- and status-conscious. They see little value in mingling with people in “lower” levels, or in pitching in to perform menial or nontraditional tasks during a crunch.
Highly effective managers project a combination of urgency, passion, composure, and confidence during tough times. They’re not afraid to work collegially with anyone (regardless of department or level), or doing whatever is needed to get the job done.
Providing the long view. Less-effective managers, even those who talk about “vision,” seem unable to draw a coherent, practical “big picture” context for themselves or their colleagues. They doubt the value of providing shape and overview to events.
Highly effective managers also talk about vision, but their approach is to make and share best bets about where the world is going, where the organization ought to go, and how all that might affect daily work. Effective managers are concerned to help others avoid terminal vision and managerial myopia. Accordingly, they invite discussion of changes in technology, markets, and the business environment.
Standing for an idea. Less-effective managers are unaware of what values they represent, short of “making plans” or “meeting budget.” There’s little coherence in the pattern of their decisions. On one hand, they seem to favor everything—cost-reduction, quality, innovation, service—but their decisions lack consistency and continuity. Indeed, they often take contradictory positions, depending on the political circumstances, and are susceptible to fads and programs-of-the-month.
Highly effective managers stand for one or two ideas—self-management or speed, for example—and are tough, persistent, and consistent in how they express those ideas. They’re also eager to enroll others in the same point of view. They go to great lengths to avoid acting expediently or appearing opportunistic.
In summary, the tumultuous changes around us demand new behaviors and actions. It’s much more critical that we understand how our management style influences our effectiveness.
Without an accurate perception of our roles, all the advice and how-to’s in the world are worthless. Inaccurate role perception explains why so many mangers--no matter how many seminars they attend and management tapes they audit--can’t translate their knowledge into higher job performance. And if they don't understand their role, managers won't be able to accumulate the skills and capacities they need to channel their motivation in the right direction, let alone to motivate others toward the proper goals.
The Essentials of Performance Management Systems
Bersin & Associates’newest study, The Essential Guide to Performance Management Systems, highlights SumTotal as one of the top employee performance management vendors.
Read the review >>
As part of a comprehensive evaluation of the Performance Management market, the Bersin & Associates study describes TotalPerformance 8.0 as encompassing ”one of the most unique and powerful sets of product features on the market,” particularly the patented Visual Profiler™ drag-and-drop rating system. The study also features these key factors differentiating SumTotal’s performance management product over other vendors:
- flexible workflows and frameworks for modeling training and performance processes;
- unified dashboard for learning and performance tasks; and
- comparative appraisals and simultaneous ratings.
Want to learn more?
http://www.sumtotalsystems.com/mailers/SumT_Bersin_PMS2-web.html
Tuesday, October 28, 2008
HOW TO WIN FRIENDS AND INFLUENCE PEOPLE
Fundamental Techniques in Handling People
Don't criticize, condemn or complain.
Give honest and sincere appreciation.
Arouse in the other person an eager want.
Six ways to make people like you
Become genuinely interested in other people.
Smile.
Remember that a person's name is to that person the sweetest and most important sound in any language.
Be a good listener. Encourage others to talk about themselves.
Talk in terms of the other person's interests.
Make the other person feel important - and do it sincerely.
Win people to your way of thinking
The only way to get the best of an argument is to avoid it.
Show respect for the other person's opinions. Never say, "You're wrong."
If you are wrong, admit it quickly and emphatically.
Begin in a friendly way.
Get the other person saying "yes, yes" immediately.
Let the other person do a great deal of the talking.
Let the other person feel that the idea is his or hers.
Try honestly to see things from the other person's point of view.
Be sympathetic with the other person's ideas and desires.
Appeal to the nobler motives.
Dramatize your ideas.
Throw down a challenge.
Be a Leader: How to Change People Without Giving Offense or Arousing Resentment
A leader's job often includes changing your people's attitudes and behavior. Some suggestions to accomplish this:
Begin with praise and honest appreciation.
Call attention to people's mistakes indirectly.
Talk about your own mistakes before criticizing the other person.
Ask questions instead of giving direct orders.
Let the other person save face.
Praise the slightest improvement and praise every improvement. Be "hearty in your approbation and lavish in your praise."
Give the other person a fine reputation to live up to.
Use encouragement. Make the fault seem easy to correct.
Make the other person happy about doing the thing you suggest.
Tuesday, October 14, 2008
Friday, October 3, 2008
my fellow BDMs
Dear fellow BDMs,
Any other ideas for the fast turn-over of our fellow employees?
for us to prevent or even control our mortality ratio.
Please I need your comments also??? Thank you
...joa
BDM-Butuan Branch
Any other ideas for the fast turn-over of our fellow employees?
for us to prevent or even control our mortality ratio.
Please I need your comments also??? Thank you
...joa
BDM-Butuan Branch
Tuesday, September 16, 2008
Tolerating Bad Behavior and HR Practices
"There was a time not all that long ago when fudging—or “enhancing”—items on a résumé or job application was viewed as a normal and acceptable workforce practice. Few companies did background checks in those days, and padding the résumé was viewed as a very minor indiscretion and nothing to get worked up about.
In fact, I can remember being a new college graduate looking for my first “real” job and getting counseled, by a number of people from college professors to working professionals, to pad my internship experience to make it seem more substantial and make me appear more hirable.
Well, that was then and this is now. The trend these days is not only to do background checks on prospective employees, but to dig deeper into an applicant’s credentials to make sure they are what they say they are. And, as this New York Times story from 2006 points out, the consequences of being dishonest about yourself during the hiring process can have career-altering consequences—unless you work for the County of Orange in California, of course.
Orange County is where the Workforce Management world headquarters is located, and we like to think that our presence here helps raise the bar for the various organizations and businesses that call our little slice of California home.
No such luck, I’m afraid. Here’s a recent story from the Orange County Register that is remarkable for two reasons:
1. It says that the county’s HR manual was so old (last revised in 1978), according to a report from the Orange County Grand Jury, that it still makes references to typewriters and rotary phones.
2. It also says that the Orange County Grand Jury found that “deliberate misrepresentation during the hiring/promotion process … may not be automatic grounds for dismissal,” according to the Register story.
Here’s the part of the newspaper story that floored me: “Specifically defined educational requirements in some cases are considered by some HR professionals in the county as ‘artificial barriers to advancement,’ the Grand Jury’s report says. Some [county] agencies do not bother to check educational claims made by applicants—if you say you are a Harvard MBA, as far as they are concerned, you are a Harvard MBA. If you state during the hiring process that you have never been arrested for DUI but you actually have been and it subsequently comes to light, your job is not necessarily in jeopardy.”
Sound pretty amazing? Well, here’s some more: “As improbable as it may seem, omissions and false statements are considered on a case-by-case basis. If you have been a good county employee, or your supervisor really supports you, or your indiscretion is not material to your job description, you will probably keep your job.”
I have never been one to push for a zero-tolerance policy about most anything, but this HR policy by the County of Orange seems to turn the notion of a “good county employee” on its head. How can someone be considered a good employee if they weren’t truthful and upfront with you when you were hiring them? And how can one assume that the “good county employee” who lied to get hired won’t lie again on the job about something a lot more important?
California likes to tout that it is on the cutting edge of workplace issues, but this is as regressive and backward of a human resources policy as I have ever seen. But I shouldn’t be surprised; after all, Orange County is also the place where you have senior executives defending all manner of indefensible, boorish behavior.
Letting employees lie during the hiring process is a bad HR policy in any organization or business anywhere. It sends a terrible message to everyone and, more important, says truthfulness and honesty are values that don’t much matter anymore. No wonder people have so little faith in their government—any government—these days."
(Excerpt from www.workforce.com)
Getting a Better Handle on Employee Engagement
HELLO, BDMs!
PLEASE GIVE THIS ARTICLE A PIECE OF YOUR THOUGHT.
"It’s hard to warm up to employee engagement.
It’s a tough concept to get your head around, at least from my perspective, mainly because it is so difficult to define and measure. I’m also skeptical of a lot of the surveys and studies pertaining to engagement because I’m not always sure of what they are measuring. Here is one that seems to be able to get past that issue by comparing engagement across generations and age groups.
Also, this year’s WorkTrends Report by the Kenexa Research Institute resonated with me because it actually seemed to talk about engagement and make some sense.
According to the survey, you can summarize employee engagement with these four primary principles, or drivers, that show that workers are engaged by:
• Leaders who inspire confidence in the future.
• Managers who respect and appreciate their employees.
• Exciting work that employees know how to do.
• Employers who display a genuine responsibility to employees and communities.
Kenexa has also come up with the Kenexa Employee Engagement Index, which comprises “four key components—pride, satisfaction, advocacy and retention,” according to a Kenexa press release. “Employee engagement, therefore, is not strictly happiness, excitement or the willingness to work long hours. Engaged employees align with their organization’s goals and are personally vested in the outcomes.”
This employee engagement index, or EEI, is “57 percent across all surveyed countries … [and the] EEI score for India, the top-ranked country, is almost twice that of Japan’s, the lowest-ranked country,” according to Kenexa. There’s also this additional bit of perspective: “In general, EEI scores for North American employees are higher than EEI scores for European workers—the Netherlands is the exception. Outside of India, other Asian and Middle Eastern countries score lower on the EEI. As economies strengthen in other low-ranking countries like Russia and China, EEI scores could increase in future surveys.”
“Organizations can make changes to align with these critical drivers,” says Jack Wiley, executive director at the Kenexa Research Institute. “Doing so makes good business sense because it not only improves employee engagement but also drives higher quality and customer satisfaction, revenue growth, and the company’s profitability. Time and time again we see that an engaged workforce delivers superior business results.”
It’s hard to dig into this survey, since you need to jump through a few online hoops to actually buy it, but many of the findings that Kenexa touts in the press release are not exactly breakthroughs. For example, “according to the WorkTrends data, if employees are confident in their senior leaders and the future of their employer, their EEI scores are four to five times higher than those of employees who lack this confidence. Confidence levels correlate with fast-growing economies—India, Mexico and Australia all have experienced recent economic growth and their employee engagement index scores are among the highest.”
It’s not a news flash that employees who are confident in their organization’s senior leadership and future are a lot more engaged, but the interesting thing to me is how much more engaged they are. If you can find a way to turn that into a greater ROI, you have something tangible. That might help take employee engagement out of the shadows as some hard-to-figure measure, and instead make it a real, honest-to-God business metric that managers can comfortably use and understand."
(Excerpt from www.workforce.com)
PLEASE GIVE THIS ARTICLE A PIECE OF YOUR THOUGHT.
"It’s hard to warm up to employee engagement.
It’s a tough concept to get your head around, at least from my perspective, mainly because it is so difficult to define and measure. I’m also skeptical of a lot of the surveys and studies pertaining to engagement because I’m not always sure of what they are measuring. Here is one that seems to be able to get past that issue by comparing engagement across generations and age groups.
Also, this year’s WorkTrends Report by the Kenexa Research Institute resonated with me because it actually seemed to talk about engagement and make some sense.
According to the survey, you can summarize employee engagement with these four primary principles, or drivers, that show that workers are engaged by:
• Leaders who inspire confidence in the future.
• Managers who respect and appreciate their employees.
• Exciting work that employees know how to do.
• Employers who display a genuine responsibility to employees and communities.
Kenexa has also come up with the Kenexa Employee Engagement Index, which comprises “four key components—pride, satisfaction, advocacy and retention,” according to a Kenexa press release. “Employee engagement, therefore, is not strictly happiness, excitement or the willingness to work long hours. Engaged employees align with their organization’s goals and are personally vested in the outcomes.”
This employee engagement index, or EEI, is “57 percent across all surveyed countries … [and the] EEI score for India, the top-ranked country, is almost twice that of Japan’s, the lowest-ranked country,” according to Kenexa. There’s also this additional bit of perspective: “In general, EEI scores for North American employees are higher than EEI scores for European workers—the Netherlands is the exception. Outside of India, other Asian and Middle Eastern countries score lower on the EEI. As economies strengthen in other low-ranking countries like Russia and China, EEI scores could increase in future surveys.”
“Organizations can make changes to align with these critical drivers,” says Jack Wiley, executive director at the Kenexa Research Institute. “Doing so makes good business sense because it not only improves employee engagement but also drives higher quality and customer satisfaction, revenue growth, and the company’s profitability. Time and time again we see that an engaged workforce delivers superior business results.”
It’s hard to dig into this survey, since you need to jump through a few online hoops to actually buy it, but many of the findings that Kenexa touts in the press release are not exactly breakthroughs. For example, “according to the WorkTrends data, if employees are confident in their senior leaders and the future of their employer, their EEI scores are four to five times higher than those of employees who lack this confidence. Confidence levels correlate with fast-growing economies—India, Mexico and Australia all have experienced recent economic growth and their employee engagement index scores are among the highest.”
It’s not a news flash that employees who are confident in their organization’s senior leadership and future are a lot more engaged, but the interesting thing to me is how much more engaged they are. If you can find a way to turn that into a greater ROI, you have something tangible. That might help take employee engagement out of the shadows as some hard-to-figure measure, and instead make it a real, honest-to-God business metric that managers can comfortably use and understand."
(Excerpt from www.workforce.com)
Monday, September 1, 2008
Sunday, August 31, 2008
MANAGEMENT DEVELOPMENT PROGRAM (MDP): THE EBI WAY
In response to new organizational challenges EBI is facing, the Bank has embarked for the first time, a Management Development Program Training Series primarily for its twenty three (23) newly-identified Business Development Managers (BDMs). This management option is in consonance to EBI’s branch banking objectives which can be gleaned from and is focused on a more resilient and aggressive market positioning. “As a learning tool, it aims to generate critical knowledge and an array of strategies to navigate EBI towards the attainment of its goal,” Atty. Ronald E. Alvizo, EBI President and CEO, aptly says.
Bracing this new development, management has also intended that this program will ensure the Bank’s talent management running parallel with its growth. It also anticipates reinforcing, strengthening and upgrading the competencies and abilities of these managers so they can be more effective in their current function and prepare them for a more challenging decision-making role.
The EBI-MDP was designed in three major (3) phases namely, Self- Mastery (Phase I), Situation Mastery (Phase 2) and Organizational Mastery (Phase 3). It shall run for a period of twelve (12) months starting May 2008. It shall likewise culminate on June 2009.
As a take-off, a five-day Management 101 was conducted from June 3-7, 2008 at the Ritz Garden Oases Resort and Restaurant, Porras Street, Bo. Obrero, Davao City. Serving as essentially important to the Bank’s unprecedented growth over the last three (3) years upon crafting its medium-term development plan in 2006, EBI traversed a more participatory way of management thus, enjoining middle managers in solidifying its thrusts for 2010. Four major topics are adapted in the MDP run, such as (1) Coaching for Improved Performance; (2) Appraising for Results; (3) Motivating for Peak Performance; and (4) Getting Commitment to Action.
Specifically, the EBI-MDP has comprised the following activities:
A. PLANNING
May 2008
Pre-MDP Activities
Organization of the Branch Banking Group, Finalization of the Branch Banking Table of Organization
Selection, Profiling, Orientation and Practicum of MDP Enrollees
June 3-7,2008
Training: Self Mastery Phase
ü Program Orientation (to include the historical phase/rationale of microfinance)
ü Management 101 (Inclusive of Values Clarification Phase)
ü Prelude to Strategic Management
June 9-26,2008
Practicum
June 27-28,2008
Training: Situation Mastery Phase (Branch Banking Operation)
ü Strategic Planning
ü Financial Management
ü Product Knowledge
ü Orientation/Familiarization on SMEs, Marketing
ü Environmental Scanning: Environmental Assessment Tools and Developing Strategies and Implementing Them)
ü Action Planning
July 11-12,2008
Practicum
B. REVIEWING
September 5-6, 2008
Training: Organization Mastery Phase
(Special Technical Skilling)
ü Communication Skills/Business Correspondence
October
Practicum and Preparation of Branch Plans for Bank Planning
November
Preparation for the Bank Planning
December 2008
Bank Planning and
Culmination for the 2008 Eight-Month MDP
C. EVALUATING
January 2009
KSA Evaluation among Managers
Performance Appraisal
D. DEVELOPING
June 2009
Strengthening Phase (Individual Specialized Course)
Further Opportunity Seeking
The MDP context is anchored on the program that hopes to establish a human resource capability building and development scheme whereby EBI managers are systematically trained in certain management competencies enabling them to improve the effectiveness and efficiency of their respective work stations while, at the same time, responding flexibly to new branch banking operational demands.
Aside from responding to the medium term development goal of the Bank to become a Thrift Bank in 2010, this program re-assures the readiness and resilience of the Bank’s manpower to catapult both growth and quality portfolio. Under the auspices of the Human Resource Management Department (HRMD), under the direct supervision of the HRD-Training Unit, this capacity building program hopes to usher the Bank to greater heights. ###
MDP: The EBI Way
ITS FRAMEWORK
*‘PUTTING THE LEARNING ORGANIZATION TO WORK THROUGH LEARNING BY DOING’
Developing a learning organization-- this intervention intends to focus on managers as decision-makers, but an MDP stream is drawn-up showing the competencies of the “management group” from supervisory position to senior management position.
“As a learning tool, it aims to generate critical knowledge and an array of strategies to navigate EBI towards the attainment of its goal.”
-Atty. Ronald E. Alvizo, President/CEO
ITS SPECIFIC OBJECTIVES
a. Ensure that an individual’s training is truly systematically done (as this is the concept of MDP); &
b. Proper corrective training will also be given.
*Figure 1. Framework of the Experiential Learning Process Flow
LEARNING BEFORE DOING (1)
LEARNING WHILE DOING (2)
LEARNING AFTER DOING (3)
This framework speaks for the processes anchoring from the Principle of Theory, Application and Learning. It is essentially required in developing a learning organization emanating from Goal Setting to Generating Ideas to Achieve the Goal.
Wednesday, August 27, 2008
People Behind
The Mentors of the EBI
Management Development Program
Management Development Program
Ignacito U. Alvizo
Chairman
alvizoiu@ebi.com.ph/chitoiua@yahoo.com
Carla Divina Virtudazo-Capati, PhD
Board Member/ Consultant
dr_virtudazo@yahoo.com
Board Member/ Consultant
dr_virtudazo@yahoo.com
Atty. Ronald E. AlvizoPresident/CEO
ronald_alvizo@yahoo.com
Cecilia T. Briones
AVP-HRMD
brionesct@ebi.com.ph
ebi_cecilbriones@yahoo.com
Jennifer D. Suelto
SVP-Finance
sueltojd@ebi.com.ph
jen_mmc2005@yahoo.co
Emma A. Requilme
VP-Cash
requilmeea@ebi.com.ph
VP-Cash
requilmeea@ebi.com.ph
ebi_ear1950@yahoo.com
Roberto F. Salazar
AVP-BBG
salazarrf@ebi.com.ph
ebi_boyetsalazar@yahoo.com
AVP-BBG
salazarrf@ebi.com.ph
ebi_boyetsalazar@yahoo.com
John Jambo C. Regencia
SBL Head
regenciajjc@ebi.com.ph
jambo.regencia@gmail.com
SBL Head
regenciajjc@ebi.com.ph
jambo.regencia@gmail.com
Joel D. Lagura
MFD Head
lagurajd@ebi.com.ph
joel_d_lagura@yahoo.com
The Organizers
Nelson P. Casiano
HRD Manager
casianonp@ebi.com.ph
npcasiano@yahoo.com.ph
HRD Manager
casianonp@ebi.com.ph
npcasiano@yahoo.com.ph
Karen Leigh L. Milloren
HRD Assistant
millorenkl@ebi.com.ph
kleigh_m@yahoo.com
HRD Assistant
millorenkl@ebi.com.ph
kleigh_m@yahoo.com
BDM E-Learning Network
ENTERPRISE BANK, INC.
The Entrepreneurs’ Bank
ENHANCING BUSINESS INTELLIGENCE (EBI):
THE BUSINESS DEVELOPMENT MANAGERS’
E-LEARNING NETWORK
Blog Site: ebilearningnetwork.blogspot.com
To post blog, please type bdmlearningnetwork@gmail.com
| RATIONALE |
Building Resources in Developing Greater Effectiveness of Business Development Managers (BDMs)
“Learning is tied to performance and career growth. HR takes care of tying e-learning to work activities.”
The need for EBI to improve organizational performance through its branch banking operational systems and processes is a must. In light of the newly introduced organizational changes by management, EBI strives to develop if not enhance managerial competencies among its branch managers or BDMs, improve its branch systems and develop responsive manpower including products and services thus, effectively delivering satisfying customer service.
True enough, EBI BDMs are particularly in need of assistance in continually developing their professional capacities to respond to the demands of branch banking operations being undertaken now.
This project seeks to bridge the capacity gap among BDMs by developing and/or enhancing the needed competencies and systems in five key management functions- operations management, human resource management and administration, marketing, opportunity seeking and financial management.
Enhancing Business Intelligence (EBI): The Business Development Managers’ Network
One of the focus areas of EBI E-LEARNING is the strengthening of the capacity of Business Development Managers in aspects of leadership, branch banking operations, marketing, opportunity-seeking, human resource management and development.
As they take hold of their respective job functions and responsibilities, the need to reinforce their learning development becomes critical in sustaining growth and effective performance. The need for these BDMs to be knowledgeable on systems and procedures and in acquiring technical proficiencies should be perfectly matched with the Bank’s strategic goals. These have become the primary challenges of BDMs.
| OBJECTIVES |
1. Enhance the knowledge and skills of EBI-BDMs on Strategic Branch Management; and
2. Align Branch Development Management systems with EBI’s strategic plans.
| TARGET PARTICIPANTS |
Business Development Managers (BDMs):
who would like to gain and/or improve their knowledge on various managerial and technical capability inputs
who would like to share best practices to other branches
Specifically, the following are the BDMs who may join the network:
|
| Name | Area of Assignment | E-mail Address |
| 1 | Adobas , Mitchelle P. | Hinatuan | pedrosa_mitch2000@yahoo.com |
| 2 | Anasco , Allan P. | Aras-asan | allan_anasco@yahoo.com |
| 3 | Aranas , Jerome Cesar O. | Butuan | |
| 4 | Barrios , Marvin V. | Boscaba | marbs_soirrab@yahoo.com.ph |
| 5 | Burnea , Eric M. | Surigao City | ericburnea@yahoo.com |
| 6 | Cervantes , Orlindo Jr., C. | Tagum Branch | lance_dongcer@yahoo.com |
| 7 | Guiral , Jesse C. | Mati | |
| 8 | Langit , Ben P. | Cebu | benheaven_cebu@yahoo.com |
| 9 | Magno , Clyde S. | San Francisco | clyde_magno @yahoo.com |
| 10 | Miranda , Julieta L. | Tandag | |
| 11 | Moreno , Rogelio C. | GSC | |
| 12 | Pascual , Rubelyn P. | Kidapawan | |
| 13 | Raz , Rex P. | Valencia | |
| 14 | Resonar , Nover Jim A. | Digos | |
| 15 | Sabella , Avelino G. | CDO | |
| 16 | Salamanca , Russell William B. | Panabo | ebi_russell@yahoo.com |
| 17 | Sayawan , Alberto D. | Bislig | bertdance@live.com |
| 18 | Tello , Victor C. | Nabunturan |
| 19 | Valderrama , Harold | Davao | |
| 20 | Viola , Conrad | Barobo | conrad_viola@yahoo.com |
| 21 | Yu , Rich-Al V. | Iligan | ebi_rich_al@yahoo.com.ph |
| 22 | Dayrit , Randy | Cebu (proposed) | randy_ebi@yahoo.com |
| MAIN ACTIVITY |
Business Development Managers’ E-Learning Forum
The EBI E-LEARNING of BDMs is a forum conducted sporadically starting July 2008. BDMs will be sharing through the internet at least four learning (4) topics with the following general procedure:
Discussion of application of what has been learned in the previous e-interaction
Clarification on the previous topic and sharing of experiences on its application
General discussion of the current subject
Action planning on how to implement the lessons learned in the current topic
| SUPPORT MECHANISMS |
1. All participating BDMs can communicate via internet through an e-mail group. The e-group will allow participants to consult among them (peer group consultation) on issues or concerns during the specified period.
2. HRD shall organize meetings in between session wherein specific BDMs shall share experiences on branch banking operations’ best practices, focusing primarily on the topic discussed in the previous session. This will help the participants gain more knowledge through the experiences of other BDMs. Specifically, HRD’s role is anchored on the following:
- a. HRD as communicator that articulates change management. This is a partnership work with the BDMs and Department Heads to understand fully the recent bank-wide initiatives, making sure as well that the training unit implements the learning activities aligned with the Bank’s broad initiatives.
- b. HRD as an organizational effectiveness consultant keeping and maintaining employee skilling activities. This is to determine employees’ skill gaps and what learning experiences will help them most effectively. The solutions include formal classroom and online courses like compliance, as well as informal learning experiences such as coaching, online community networking and real-time search tools. These blended approaches allow the BDMs to mix and match learning approaches into a comprehensive banking program that provides EBI employees with necessary skills on the assigned job/task.
- c. HRD’s other roles are as follows: innovator, technologist, integrator, educator and catalyst for change.
3. Identified coaches among EBI executives (resource persons during the MDP run) shall serve as ready mentors among BDMs.
4. BDMs are required to submit their respective learnings/insights as to the topics shared during a particular e-session. If there are questions raised and/or gray areas, coaches shall be requested to intervene.
5. Monitoring of the same shall be spearheaded by HRD.
| MAIN SUBJECTS/TOPICS |
1. Branch Banking Operation inclusive but not limited to Bank Policies and Procedures, Deposit Generation, Financial Management and Cash Management
2. Product Knowledge (SBL, GL and CLD, etc.)
3. Communication Skills/ Business Correspondence
4. Human Resource Processes
5. Operations Audit and Fraud Management
6. Other technical topics of interest to BDMs
| TIMELINE |
| Date | Activity | Concerned Department |
| August 15, 2008 | Project Launch | HRMD |
| August 22, 2008 | 1st Info Exchange | HRD |
| August 29, 2008 | 2nd Info Exchange | HRD |
| September 5, 2008 | Info Review-Consolidation | Department Heads, HRD |
| September 8-30, 2008 | Kick off of Technical Inputting
| Mentors, HRD |
| October 3, 2008 | E-Test and Submission of E-Test Answers | BDMs,HRD |
| November-December | Bank Planning Technical Exchange
| BDMs, Department Heads |
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