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 |
5 comments:
Kudos to EBI-MDP Organizer!
This is one good avenue for BDMs to exchange great ideas and best practices from the field.
Surely, BDMs will take advantage of this e-learning avenue!
I have always this experienced that everytime mag pa approve ko og incentives for our DO dugay kaau ang approval....kung mag follow up ta, walay manubag....pero kung ang taga HO ra ba ang naay i follow-up sa mga branches, dali dalion ta, ingon dayon na tug-an ta mong iua....always remember the golden rule DO NOT DO UNTO OTHERS AS YOU DO NOT WANT OTHERS UNTO YOU... Im speaking in behalf of everybody who has similar situation im in to... Kung gusto ninyo og paspas na paghatag sa inyo mga ginapangayo sa amoa, dapat pud siguro na paspas pud inyo feedback sa amoa...As I remember, the memo states that , after we can email the abstract of collection for incentives, 2 days lang...abtan na og 1 week, wala pa gihapon approval...hay naku!!!!wake up...issue mo og memo tapos dili pud ninyo tumanon...
we fully understand your situation. in as much as we wanted everyone in the bank to be proactive, what we can do is to ask the all concerned departments to take part in the transformation process---that is to become responsive to the needs of everyone (as much as we could!)
we also see the need for ebians to be conscientious in their work responsibilities in order to render the best service to both internal and external clienteles.
we will cause more discussions within and among our employees to shed light about your predicaments.
but just a piece of advise: no amount of exasperation should stop us from continually rendering our job functions well. no matter what, don't lose your stamina and inspiration. keep going and things will just be smoothly running! believe and it shall become!
Fellow BDM's
Keep on promises with our obligation on time, day to day with our clients need and maintain the appearance of dignity but not superiority.
Kanang experience nga dugay ang approval sa collection incentives for our disbursing officer it is not a problem,maybe you should make a solution nalang or pangitae ug lain nga diskarte I know expert ka ana.
Give recognition to yourself for that kay dugay nami na believe sa imo ana.
ngods
Dear BDM's
One of the control that I will be implemented in my area is to use the back to back carbon for deposit slip, provisional receipt and Official receipt, the logic is to prevent any plan of doctoring the receipts.
hope you agree with me
billy
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