Profiles Asia Pacific, Inc.

Elements of Greatness

A major study, reported recently after more than 16 years of research, and published last month in the British Medical Journal, suggests that employers who do not promote a focus on the development of ‘concrete management behaviours’ in their management are exposing their employees to a dramatically increased risk of heart disease.

Between 1992 and 1995 the Swedish ‘WOLF’ study began to collect data on 3122 male employees on their general health and their risk of Ischaemic Heart Disease IHD).

Besides screening their health these participants were also administered an assessment whereby they rated their managers on ten critical managerial behaviors that measured the extent to which subordinates felt they were treated fairly by their managers:

· My boss gives me the information I need

· My boss is good at pushing through and carrying out changes

· My boss explains goals and subgoals for our work so that I understand what they mean for my particular part of the task

· I have a clear picture of what my boss expects of me

· My boss shows that he/she cares how things are for me and how I feel

· I have sufficient power in relation to my responsibilities

· My boss takes the time to become involved in his/her employees’ professional development

· My boss encourages my participation in the scheduling of my work

· I am praised by my boss if I have done something good

· I am criticized by my boss if I have done something that is not good

That group were then monitored over the period to end 2003 to record any incidents of IHD. Over the period there were 74 IHD incidents.

The study showed that those working for managers with a higher leadership score were dramatically less likely to suffer an IHD incident; that those working with managers who had the lowest scores had a dramatically higher likely hood of a heart disease problem – and that the longer the exposure of an employee to the low scoring manager, the higher the risk to his health. “After 40 years your risk increases with as much as 65%”, says stress-researcher at Karolinska Institute, Anne Nyberg.

The biggest predictors of IHD were managerial behaviours where ‘the manager gives information and sufficient control to employees in relation to their responsibilities, explains goals and subgoals thoroughly, and is good at pushing through and carrying out changes.’

The study was conducted with great attention to ensuring that there was a direct causal link between the style of management and these incidences of IHD – it left no doubt that poor management does indeed negatively impact upon employee health in a very direct manner.

The implications for all employers are clear: focus upon developing superior management behaviours, especially those that revolve around the provision of clear work objectives, information and sufficient span of control will help employees to avoid greater exposure to risk of IHD.

This research results from a substantial study,* and the bibliography to that study presents many other substantial studies that support their results. In the face of such hard evidence for a link between management behaviour and employee health it can only be a short time before employees (and their unions) begin to demand that, in the interests of their health, all management are continually assessed for their management competency and required to undergo ongoing development to avoid legal exposure in the event of employee heart disease issues.

Even in the absence of such demands it is hard to imagine how any responsible employer armed with such knowledge would not actively seek to reduce the risk to their employees through focus on appropriate management development.

*Managerial leadership and ischaemic heart disease among employees: the Swedish WOLF study - Anna Nyberg, Lars Alfredsson, Tores Theorell, Hugo Westerlund, Jussi Vahtera and Mika Kivimaki, 27 Nov 2008; British Mewdical Journal, OEM

© Deiric McCann, Profiles International Inc. 2008

Jocelyn Pick: From Green Fields to Greener Pastures
By Immanuel Jay Avelino

As a child, she ran freely with her playmates in the green fields, watching the clouds moved along with them as they play while butterflies fluttered around their playground. Little did she know that the greenest pastures and the bluest skies of the corporate world would soon be her haven as she helps people soar higher than butterflies, energized and excited by their respective careers.

The fields could be found in the southern rural part of the Philippines. But for Jocelyn Pick, Managing Director of Profiles Asia Pacific, growing up away from the hustle and bustle of city was never a hindrance against success but a great avenue to learn many things.

“I grew up in Davao and [it was] there I realized that it takes a village to raise a kid. I thought I had a pretty much happy childhood,” says Jocelyn. “You felt like you don’t belong to just one family but you belong to a whole community.”

Neither did her family’s resources stop her from realizing her dreams. It was her passion that brought her to the top and her drive that kept her going.

“I wanted to have further studies abroad but my parents cannot afford it, and that’s why I entered as a teaching assistant. If you want something in life, you don’t say I can’t have it because I can’t afford it, instead, ask yourself what I will do in order to get it,” explains Jocelyn.

Her path soon became a little rough after she realized that going on her own would be the best thing for her to do. Although independent, she found herself relying on her parents’ influence and teachings. “Family values and family background play a huge role in what you turn out as an individual. It pays to have a good relationship with your parents.”

As a degree holder in Statistics, Jocelyn recently served as a consultant and a member of the Executive Committee for the Department of Education.  She was formerly with the Presidential Management Staff as MIS Head and with the Philippine Ports Authority as its Chief Statistician and MIS Department Manager.  Jocelyn’s career has been based in the application of technology to business processes and improvement in the areas of MIS, statistics, economic and financial modeling, and more recently psychometrics and human capital management.

As Managing Director of Profiles Asia Pacific, Jocelyn sets new business trends for her company that provides “next generation” assessment tools used by the industry for talent and performance management, career planning as well as leadership training and development.

Her company is now her playing field with her employees as her playmates. Together, Jocelyn and her pals help other people to blossom from an undeveloped cocoon to a beautiful butterfly. For her, it is this mission that keeps her going along with prayers and trust in the higher being.

“I believe that if you don’t ask for whatever you want, it’s not going to happen. Ask and you shall receive, knock and the door shall be opened. For me, this is not just a prayer but an expression of what it is that you desire most in your life. If you desire it, you pray and focus on it,” concludes Jocelyn.

Profiles Asia Pacific Managing Director Ms.Jocelyn R. Pick obtained her BS and MS Statistics from the University of the Philippines, and her MBA on International Business and MSBA Finance from the University of Southern California. After several years of working with the government (PMS/NCC and PPA, OPM) she held positions with KPMG in Los Angeles,California and The Holden Group. Consultant for the USC International Public Policy & Management (IPPAM) Masters Degree Program. And was Consultant of the Department of Education in Philippines. Officer of the Pasig City Chamber of Commerce Inc., member of Intitute of Management Consultants of the Philippines (IMPHIL), member People Management Association of the Philippines (PMAP).

The Metro Manila Toastmasters Club (MMTMC) made a clean sweep of first place wins in all four categories at the recently concluded Area 2 Speech Competitions. Held on January 30, 2010 at the Meralco TSB at Pasig City, the event combined the speech contests of Area 2 and Area 5. Declared Area 2 champions were the MMTMC speakers in the following categories:

Impromptu Speaking - Past President Freddie Dela Cruz, ACB-CL
Evaluation - Vice President Erick Llaguno, CC-CL
Humorous Speech - President Josephine Mines, CC-CL
International Prepared Speech - Past President Mariecel Onate, ACS-ALB

Photo at top shows the MMTMC contingent posing proudly with the bemedalled champions. From left are: Past President (PP) Tootz Dela Torre, ACS-CL; VP-Publc Relations Lynne Gamboa, ACG-CL; Mica Carino, TM; Cris Aviso, CC; PP Cristine Gonzales, ACG-CL; PP Freddie Dela Cruz, ACB-CL; PP Mariecel Onate, ACS-ACB; President Josephine Mines, CC-CL; Vice President Erick Llaguno, CC-CL; Area 2 Governor Joy Gatdula, CC-CL; Stella Simbulan, TM; and Roland Fernandez, TM.

It was a wonderful victory for the four MMTMC speakers, especially since they went up against equally good speakers from other clubs in Area 2. Photo below shows all the contestants from both Area 2 and 5 having fun as they are introduced and interviewed before the audience.

Published: People Manager February Issue

Ethics In Business

As the manager walks with a smile into the big, cool, lighted office, the staffs suddenly turns into silence as if they were too busy to notice that the boss has arrived. Sounds familiar?

My boss who is very blunt (as he described himself to me when we first met) probably could not keep himself from saying what he thinks about Billy. He asked what happened, and said “you look guilty” as Billy pass by the room one afternoon. But for sure Billy has done nothing wrong, who can tell anyway.

There are several work scenarios we oftentimes neglect resulting to big losses. It may seem simple for some employees to use the office computer to check his Facebook account; play Farmville, bring home few pieces of paper clips, paper, and pen. Some of them really don’t have that much concern about the company expense, half of the days hours spent surfing the net while the bosses are not around. Workers with such kind of unethical practices will most likely contribute to the downfall.

In business, hiring the right person is a never ending challenge. But try to imagine how better things can be if you appoint conscientious, dependable, and honest employees.

In a survey of employees, results reveal that:
• 56% of working people admit they have lied to their supervisors,
• 41% say they have falsified records,
• 64% admitted using the Internet for personal reasons during working hours,
• 35% have stolen from their employers by their own admission, and
• 31% abuse drugs or alcohol.

Those who have studied the problem say about 80 percent of computer crime are committed by “insiders,” at an estimated annual cost of as much as billions.
While all employees have opportunities to steal, an employer’s risk increases as people advance to upper levels of responsibility. High ranking executives have been known to embezzle tens of thousands-even millions of peso. Could there be a better way to hire people worthy of your trust?

Many businesses are reducing their risk by assessing their applicants using integrity tools such as the Profiles Step One Survey (SOS), a scientifically designed assessment tool that evaluates job applicants for integrity, substance abuse, reliability and work ethic. In many companies, no one is hired for any job or position until after they have completed this survey. Company recruiters say that you add the SOS integrity tool to your hiring procedure; you have more information upon which to make better hiring decisions. With this survey you will hire more honest, dependable, hard-working and drug-free employees. Using this survey also leads to gains in productivity, improved company morale and increased profits.

Imagine great people giving an honest day’s work for a full day’s pay, they are prompt, conscientious of time usage and company resources; they are productive, dependable, and loyal.

According to Ms. Elvie Tarrobal-Director of People Dynamics Inc., they use integrity tool in their hiring system. Step One Survey II eliminate profit-stealing behaviors such as unexcused absences, drug use, tardiness, Sub-par job performance, unauthorized use of the Internet, carelessness, using company e-mail for personal use, fraud, disclosing private and restricted computer data, job hopping, clocking in or out for other employees, inventory shrinkage, revealing confidential information and/or trade, secrets to outsiders, theft of office supplies and other, company property.

Imagine great people and you can imagine business success.

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Details of Cebu Learning Session
http://www.profilesasiapacific.com/Newsletter/March2010/ProfilesAdvantageMarch2010.pdf

Profiles Asia Pacific