Philippines’ Top HR Blog

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Public Seminar: Testing and Measurement

Join us on August 24 to 25 for a 2-day workshop on testing and measurement in human resources. The test development program will equip aspiring test developers, HR practitioners & industries with the proper tools and techniques in developing their own standardized test that is valid and reliable.Testing and Measurement

The 2-day program covers the basic principles of testing as well as more advanced forms of test validation with a discussion on actual cases, including the phases undergone for each scale.

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The basic part will focus on the history of testing, its relevance in the industry, the proper way of writing good items, the ethical considerations as applied to test takers, test administrators and test developers and the relevance of validity and reliability. For the advanced part, participants will be guided on the step by step process of developing an actual standardized test with application of statistical treatment and analyses.

Course Outline

DAY 1:

  1. Brief History and Importance of Testing
  2. Ethical Considerations in Test Usage and Test Development
  3. Test Validity & Reliability Discussion
  4. How to Write Good Test Items

DAY 2:

  1. Steps in Test Development
  2. Actual Case Presentation
    1. Abstract Reasoning Assessment
    2. DISC Personality Profiler
    3. Motivational Intensity
    4. 360 Feedback Survey
  3. Other advanced forms of test validation: CONCERTO, EFA, IRT

About the Facilitator

Dr. Mariel Kristine Rubia is a licensed psychologist with experience in human resources for more than 10 years. Her specific areas of specialization include recruitment, labor relations, and learning and development.  Presently, Dr. Rubia is a practicing clinical psychologist who works as Managing Partner and Clinical Psychologist at ME Rubia Psychological Assessment Center. Her other areas of specialization include forensic psychology, specifically an expert witness in annulment cases. She’s also currently writing a book about “understanding the self”, which will be offered to CHED and to be released by 2018. Right now, Dr. Rubia is working as a Research and Development Manager who oversees and monitors test development projects for Profiles Asia Pacific and People Dynamics.

She’s also active in the academe as a part-time Lecturer 6 at De La Salle University Manila for College and Graduate School level and a part-time Associate Professor at De La Salle – College of St. Benilde under the Human Resource Management Program. She was a full-time Associate Professor specializing in psychology board exam subjects and Human Resource Management subjects for 8 years at St. Scholastica’s College Manila. Dr. Rubia is hardworking, reliable, well-organized, team player, goal-oriented.

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Managing business reorganization for growth

As your business grows, it’s going to go through growing pains. Departments will split to handle an increase of work, teams could get consolidated, a few roles will expand and separate into more in-depth individual jobs, and you’ll need to manage your business reorganization intelligently to support your growth.

How to handle business reorganization in a growing business

Here’s how to manage business reorganization when you’re expanding, from how to manage personnel to ensuring high-quality communications.

Hire (and fire) carefully

Be extra cautious when hiring in a time of need, because it can get tempting to fill vacancies as quickly as possible instead of waiting out for a great hire. Wrong hires eventually cost your company more time and money than any lost business from holding off for the right candidate.

Even if you’re growing rapidly, slow down and encourage your HR team to carefully screen each candidate before moving them onto the trial stage. Look for your future top talent online so you have a wealth of good candidates to choose from, and train them properly prior to starting so they know what to expect from your reorganization (what your business will look like before and after).

On the other side of the coin, business reorganization for growth could also mean letting go of team members who aren’t performing. In times of growth, your weak links will become more apparent. Look out for employees who may need to be let go to make room for higher performers, but ensure you treat their departure (or transition, if you need to move them to a different department) with dignity and respect.

Don’t forget to recognize your employees

With any major movements in the company, your team members could become nervous about their futures with the company. Talk to your star performers privately to let them know that you would appreciate their support in the transition and look forward to them continuing their careers with the company.

Identify your top employees, involve them in the business reorganization, and get their support and backing to engage and retain them. Ensure the employees who remain with the company throughout the reorganization are aligned with your new vision, business structure, and other strategic changes you’re taking.

Leadership and management must be fully onboard and knowledgeable

Much like your team needs to be onboard with your restructure, your leadership team must be aligned with a clear long-term view of what your business aims to become. Make sure they understand the restructure inside and out, so they’re equipped to answer any questions their team may ask.

Keep communication clear and consistent

Finally, in a restructure, your internal and external communications must be clear and consistent. Plan out how you’ll implement and introduce your restructure, and how you’ll explain it to all your stakeholders (employees, investors, clients, and so on).

What other tips do you have for managing business reorganization for growth?

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Public Seminar: People Buy People First

Join us on August 9 from 1 to 5 p.m. for our public seminar on Hugot Sa Sales: People Buy People First, and learn why it’s so important to be emotionally intelligent in sales.

Public Seminar: People Buy People First

Selling Products and Services in the Digital Age is very challenging nowadays and can be quite tricky if you do not innovate and update your skills to adapt with the ever changing times. Whether it’s a cold approach, setting an appointment, sales presentation or closing the sale, it would take a very creative and unique approach to ensure sealing the deal. Thru the application of Emotional Intelligence with its 6 competencies, you set the environment and change the playing field in sales.

This half-day seminar will equip you with the necessary tools and techniques to be a game changer, set a trend in sales strategies that will not only create a new playing field with regards to sales engagement but capture the attention and create an impact to your customer or audience.

Learn unconventional techniques applying all the 6 competencies of Emotional Intelligence to enhance all your sales and marketing related engagements and customized it according to your personality and field of expertise.

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This course will teach participants how to position and market your products and services in the Digital Age applying the 6 Competencies of Emotional Intelligence. You’ll learn the benefits of EI in sales, and discover creative ways to apply it.

Course Outline

  • Current Challenges in Sales in the Digital Age
  • Introduction: What is Emotional Intelligence
    • Definition and Overview
    • 6 Competencies (Self-Awareness, Awareness of Others, Authenticity, Emotional Reasoning, Self-Management, Positive Influence)
    • Importance in Sales
  • Innovate and Creative Techniques applying Emotional Intelligence in Sales Engagements
  • Handling Challenges using Emotional Intelligence in Sales Activities

About the Facilitator

Cally Tiosejo is a Licensed Financial Consultant. Her job includes advising people of the importance of Financial Planning and conduct Corporate Financial Wellness Programs. She is also a resource speaker in various modules in Sales, Marketing, Customer Service, Events Management Business Operations, Project Management, and Admin Management. Her fields of interest are Coaching on Career Path for employees and Mentoring on Leadership.

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Public Seminar: People Buy People First (Cebu)

Join us on August 11 in Cebu for our public seminar; Hugot sa Sales: People Buy People First. This half-day seminar will equip you with the necessary tools and techniques to be a game changer, set a trend in sales strategies that will not only create a new playing field with regards to sales engagement but capture the attention and create an impact to your customer or audience.Hugot sa Sales: People Buy People First (Cebu)

This course will teach participants how to use 6 components of emotional intelligence to enhance your sales and marketing engagements, and customize techniques to your industry.

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The public seminar will benefit a variety of roles. It’s designed for sales team leaders, managers, financial consultants, insurance agents, marketing managers, and any one in charge of doing business or sales presentations.

Course Outline

  • Current Challenges in Sales in the Digital Age
  • Introduction: What is Emotional Intelligence
    • Definition and Overview
    • 6 Competencies (Self-Awareness, Awareness of Others, Authenticity, Emotional Reasoning, Self-Management, Positive Influence)
    • Importance in Sales
  • Innovate and Creative Techniques applying Emotional Intelligence in Sales Engagements
  • Handling Challenges using Emotional Intelligence in Sales Activities

About the Facilitator

Ruby Mañalac is at present working for PROFILES ASIA PACIFIC/PEOPLE DYNAMICS, INC. as Director for the development of a distributor network for GENOS, a new Emotional Intelligence assessment introduced last November. Previously she occupied the position of Director for Operations and Marketing.

She has been with Profiles on and off since 1999. She has worked with various other organizations mostly in the field of Sales, Marketing, Communications and Training holding positions with Arc Docendi (Marketing Communications Strategist), Globaltronics (Corporate Marketing and Sales Director), Manila Standard (Circulation Manager) and Manila Bulletin (Assistant Display Ads Manager/Writer/Section Editor).

Further, she has also held positions in the USA in the field of Sales, Marketing and Business and People Development such as: Group Manager, Sales and Business Development Supreme Health Systems; Business Development with Exquisite Home Products both in (New York) and (New Jersey, USA).

For both companies, she was multi awarded in the field of sales and people development and was awarded as the TOP ROOKIE Presidents Award in NY and NJ. She believes in working strategically with alliances and being open to new learnings. She also greatly adheres to the importance of the human factor in any given situation.

She is a graduate of AB Major in Communication Arts in UST, a Certificate holder in Human Resources Planning and Acquisition in the University of Makati under PMAP and recently acquired the GENOS Emotional Intelligence Certification as an EI practitioner. She has also received numerous trainings both here and abroad, specifically she has been with two training events with Profiles International in Texas as well as a Visionary training event in Memphis under Supreme Health Systems.

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Run a future-proof business with strategic planning

Strategic planning is something that every business should do to prepare for their long-term success. By planning out your goals, having the correct processes in place from the beginning, using the right software, and investing in training, you’ll be able to plan and prepare for the future.

How prepare for the future with strategic planning

Here are four tips to help you plan with the future of your business in mind.

Have the correct processes in place

It’s much easier to start with best practices and get them in place right from the beginning. Avoid utilizing patchwork processes that will get the job done, but not efficiently. As you grow, you’ll run into problems if you don’t use processes that synchronize with each other, and make sense to your team. Having to re-train your team later on could create discord and cost time.

Utilize the right software

Use software that will grow with you and support your business no matter how big you want to get, not one you’ll have to transition out of once you hit a certain size. Your software should unite any integrations you use and support your team. Having to switch software later on is costly and time consuming, and will cause confusion and possibly mistakes.

Train your team for different scenarios

This tip ties in with the two above, because it’s important that your team is well-trained in your software and processes. If your team is trained well from the offset, they’ll be well-equipped for different situations and prepared for any issues that could come up. Your team will also know what to expect on the horizon.

Set your goals

Understand what you want to achieve, and make sure you quantify your goals. KPIs, or key performance indicators, will give your team something to strive toward. It will also help you mark your success and monitor how well your business is doing, so that you can look back and evaluate, refine, and improve on your processes.

What are some other ways you can plan strategically for your company’s future? What other considerations do you need to take care of?

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How to use strategic planning to prepare for success

Strategic planning is crucial for organizations on every level…as long as you want to build a sustainable business that does well. Planning and preparing for the future is a best practice, so you can plan out your resources accordingly. Here are a few ways you can use strategic planning in your company.

Keys to strategic planning for success

Understand your business goals

Is your goal for your business eventually to sell it for a profit? Do you want to turn it into a lifestyle business, that allows you to live the way you want while supporting you? Or do you want to grow it into a multi-national corporation? The moves you make should depend on your business goals, and each strategic decision should move you towards that goal.

Know when to hire

As your business grows, you need to understand what your current team’s capacity for work is. Instead of overworking your team and having people quit because they’re getting burnt out, be aware of when it’s time to hire additional team members to take on more work. Check in with your team regularly to evaluate their workload, efficiency, and how well things are getting done (as well as the results).

Know when to introduce new roles

Many businesses start out with few employees who wear many hats. As you grow, you’ll want to review your business hierarchy, teams, and positions to see where a new role is needed.

For example, your project manager might also be your account manager, this person would interface both with internal teams as well as your clients. However, when your team grows enough, it would be wise to separate these two fundamentally different roles. One will be concerned with keeping projects on track and on budget, while the other will be focused on client retention, acquisition, and upsells.

Use the right tools

Finally, it’s crucial that you use the right tools to assist your strategic planning. Whether that means assessments to ensure your new roles fit within your organization, or strategic talent management to ensure sustainable personnel growth, take care during every step of the process to avoid slip-ups.

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How to plan employee growth trajectory

Opportunities for growth in a job are almost equally important as salary to employees, according to a Walters People survey. That means if you want to keep your best employees, you need to provide them with an employee growth trajectory that utilizes their skills and talents, and continues to challenge them.

If you want to attract and retain top talent, you have to invest in employee development. – Chad Halvorson

Luckily, Google’s Re:Work has put together a list of questions to go over with your best performers, in order to help you plan that growth trajectory based on input from your employees and company opportunities.

This guide will help managers have structured career conversations with their team members as they find out what an employee wants from the role, where they are now, and how to bridge that gap.

Get the employee growth trajectory tool here (as a PDF or shared Google Doc).

Below is a list of the questions from the tool, broken down into 4 sections; goals, reality, options, and execution (will). Run through these questions with your team members to get a clear, honest picture about where your team members want to be.

Goal: What do you want? Establish what the team member really wants to achieve with their career.

  • Where do you see yourself in one, five, and ten years?
  • If money or your current skills weren’t an issue, what would be your dream role?
  • What are your interests, values, and motivations?

Reality: What’s happening now? Establish the team member’s understanding of their current role and skills.

  • What are the most rewarding or frustrating aspects of your current role?
  • Do you feel challenged or stretched in your current role? What would make it more challenging? What isn’t challenging you?
  • What feedback have you received from other people on your strengths and weaknesses?

Options: What could you do? Generate multiple options for closing the gap from goal to reality.

  • What can you do right now to further develop skills that would be useful in reaching that goal we talked about earlier?
  • What stretch assignments, big projects, or experiences could you pursue?
  • What networking or mentorship options are there?

Will: What will you do? Identify achievable steps to move from reality to goal.

  • What will you do? By when?
  • What resources would be useful? What skills will help you get there?
  • What advocacy would help? How can I or our team leader provide more support towards your development?

How have you planned employee growth in your company? What questions were most valuable to go over? Share in the comments below.

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How to give insightful manager feedback in your company

Managers are used to giving feedback to better their teams, but the best managers also know how to receive feedback to improve themselves. Your managers need regular feedback as much as their teams to ensure the business runs smoothly.

However, some team members understandably find it difficult to rate their managers. Luckily, Google’s Re:Work provides a research for manager feedback and asks all the important questions your managers need to know.

Find the manager feedback tool here.

This tool will help your managers’ teams give them honest, insightful feedback so that they can analyze their roles better and improve where needed. It asks questions regarding micromanagement, how well a manager gives feedback, prioritization, team consideration, communications, and more.

Questions for manager feedback

Here is a list of the full questions from the survey, which you are welcome to edit and customize for your own team.

  • My manager gives me actionable feedback that helps me improve my performance.
  • My manager does not “micromanage” (i.e., get involved in details that should be handled at other levels).
  • My manager shows consideration for me as a person.
  • The actions of my manager show that he/she values the perspective I bring to the team, even if it is different from his/her own.
  • My manager keeps the team focused on our priority results/deliverables.
  • My manager regularly shares relevant information from his/her manager and senior leaders.
  • My manager has had a meaningful discussion with me about career development in the past six months.
  • My manager communicates clear goals for our team.
  • My manager has the technical expertise required to effectively manage me.
  • I would recommend my manager to others.
  • I am satisfied with my manager’s overall performance as a manager.
  • What would you recommend your manager keep doing?
  • What would you have your manager change?

Have you implemented this at your business? Share the results with us in the comments below!

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Value of Professional Communications

It should go without saying that we must act respectably in all aspects of our professional lives, from the way we interact with colleagues to the way we portray ourselves on social media. Maintaining a respectable tone and presence will avoid damaging connections, offending anyone, and seeming unprofessional.

Tips for professional responses

Move the conversation to a different platform, when needed. If someone reaches out to you on social media, where your responses need to be kept short and sweet, ask to move the conversation to email instead. This will allow you to craft a more personalized, private, professional message.

Learn about who you’re talking to. Knowing about the background of whoever you’re talking to will help you frame where they’re coming from, their POV, and how to best approach them. Learning their motivations will also help you focus on the topics that are most important to them.

Verify and clarify. Make sure whomever you’re speaking to understands you, and if not, clarify to avoid any miscommunication.

Recap in writing. If you have a verbal discussion, always follow-up in an email and summarize what you discussed, action points moving forward, and ask if you missed anything. This will help get everything recorded for future reference, as well as align understanding of a situation.

Keep your tone respectful but authoritative. While you should always be respectful in your professional communications, you don’t always have to be apologetic. Understand how to stand your ground when necessary, and recognize when it’s time to politely contradict someone.

What to do if someone doesn’t respond professionally

Sometimes you end up in a conversation with someone who doesn’t act as professionally as s/he should. If this happens to you and find yourself on the receiving end of insults, assumptions, or general ill-will, here’s what you can try.

If this person is acting poorly due to a misunderstanding, clarify or correct them. For example, if you’re an account manager and a client gets angry because they’ve misunderstood scope, politely bring up the original agreement and clarify.

Explain the situation from your point of view. If you continue to address someone politely and respectably, it’s possible they may change their tone or back away from their anger. Giving them your POV also helps them to empathize.

If you have the option, cease contact. If someone continues to be angry and act poorly, it’s probably that maintaining a relationship isn’t worth the stress or headache. In the event you have the option to simply stop responding, do so. If they become aggressive or antagonistic after that, you can block them (if it’s online) or state that you would prefer to avoid getting into a fight, and then walk away (if it’s in person).

Most importantly, maintain your cool. Avoid swearing at them, getting angry, saying hurtful things, or making unnecessary/rude remarks. In the end, you’re protecting your image as well. How you react to someone who is acting poorly will reflect on you. Even if you share the story with others, try to keep the party involved anonymous to maintain professionalism.

What are your tips on maintaining professional communications?

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3 Hiring Questions to Gauge Culture Fit

Sometimes, interviews are unnecessarily long. To ensure you don’t waste your time (as well as your candidates’) try to narrow down your hiring questions to allow for more discussion versus a bullet list of Q&A. Here are 3 simple hiring questions that will go a long way to helping you gauge culture fit.

Why did you decide to become a [position]?

This cuts to the core of their motivations. Your candidates’ answers to this question will give you insight into what drives them, and whether they will fit in with your high-achieving team. Does your company need someone who is driven by their peers, or a self-starter? Do you want someone who loves their role and learning new skills related to their job, or someone who values stability and monetary rewards?

Learning why a marketer got into marketing, or why a manager got into management can also show you how they’ll interact with their colleagues and position. If someone became a digital marketer because s/he enjoys writing, it indicates high-quality writing skills. If someone applying to a leadership position enjoys that role because s/he values organization and teamwork, it’s a good sign that the candidate will fit in with and optimize a collaborative team.

Why do you want to work with our company?

This question provides insight into what the candidate knows about your brand and company in particular. You want to hire people who want to work with your brand versus simply earning a paycheck. If they’re well-researched and understand your company culture, brand vision, and overall mission, it’s a good sign they’ll do well with your company.

Look for answers that demonstrate why they want to work with [your brand], not just why they want to work.

What’s your ideal work environment?

This is a more general question that will give you insight into how your candidate prefers to work (alone, surrounded by mentors, something else?) and whether they’ll be a good fit with the working environment you can provide. Some things they may mention include working hours, equipment, availability of mentors, company hierarchy, and project management tools. Take note of how many of their “ideals” align with the work environment your teams already thrive on.

These three questions are by no means an exhaustive list of everything you should ask to gauge culture fit. However, they provide a good starting place if you’re in the early hiring stages or only have time to ask a few questions per candidate.

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