Im suffering from colds and headache. I need God's healing and protection now. I know that I need to accomplish something in the office but I cannot focus.
I will share something about Saturday and Sunday events in my life soon. For now, I don't want to miss posting something in this site.
By the way, I have finished reading a book and magazine. I think I was enlightened again. Thank God for the 24/7, I started to value time.
August 24, 2010
Monday, August 23, 2010
Friday, August 20, 2010
Eat Love and Pray
Yesterday, Princesses of God met up to study his word in Makati Stocks Exchange, Starbucks. We started around 8pm until 12mn. We ate, shared and laugh a lot.
I can say that its worth telling that we are now being aware to love God more than anything else in the world. Princess gave us notebook and I gave picture of us to them too.
I love Princess, Cessa and Cess until we see each other in Paris.
We love Paris!
I can say that its worth telling that we are now being aware to love God more than anything else in the world. Princess gave us notebook and I gave picture of us to them too.
I love Princess, Cessa and Cess until we see each other in Paris.
We love Paris!
Thursday, August 19, 2010
The Causes of Failure
"You cannot stand against your enemies until you remove it." Joshua 7:13b
The first battle for the people of Israel traveling from Egypt was at Jericho, once they crossed the Jordan River. God had given them a great victory at Jericho, and Joshua was now ready to move to their next battle at Ai. After they spied out the enemy camp, they determined they needed only a few thousand men to gain victory.
They went up against Ai only to fail miserably. They lost 32 men in a battle that should have been an easy victory, but instead they were forced to retreat. Joshua was devastated. "Ah, Sovereign Lord, why did You ever bring this people across the Jordan to deliver us into the hands of the Amorites to destroy us?" (Josh. 7:7a) In this case, the people fell short because they failed to uphold the standard God had set for them. God had told them not to take any plunder from their first battle. However, Achan hid some forbidden treasures, and God was now judging the entire nation for one man's sin.
Whenever we act without God's complete blessing on our activity, we can expect God to thwart our plans. God's word to Joshua was that he could not stand against his enemies as long as there was disobedience among his troops.
Whenever we launch a business endeavor, we should make sure there are no unclean things in our dealings that would allow us to be vulnerable to a failed effort: unpaid vendors, disgruntled employees who were not treated fairly, lawsuits, dishonesty. Many of these things can hinder God from blessing our enterprises. These things can remove the shield of protection from our workplace, which God wants to bless, but cannot because He is committed to upholding righteousness. His name is blemished when unrighteousness is allowed to permeate our lives.
Is the Lord able to bless your enterprises today? If not, you may need to go back and clean up a few things before He can do so. Take whatever steps are needed to ensure the blessing of God today.
The first battle for the people of Israel traveling from Egypt was at Jericho, once they crossed the Jordan River. God had given them a great victory at Jericho, and Joshua was now ready to move to their next battle at Ai. After they spied out the enemy camp, they determined they needed only a few thousand men to gain victory.
They went up against Ai only to fail miserably. They lost 32 men in a battle that should have been an easy victory, but instead they were forced to retreat. Joshua was devastated. "Ah, Sovereign Lord, why did You ever bring this people across the Jordan to deliver us into the hands of the Amorites to destroy us?" (Josh. 7:7a) In this case, the people fell short because they failed to uphold the standard God had set for them. God had told them not to take any plunder from their first battle. However, Achan hid some forbidden treasures, and God was now judging the entire nation for one man's sin.
Whenever we act without God's complete blessing on our activity, we can expect God to thwart our plans. God's word to Joshua was that he could not stand against his enemies as long as there was disobedience among his troops.
Whenever we launch a business endeavor, we should make sure there are no unclean things in our dealings that would allow us to be vulnerable to a failed effort: unpaid vendors, disgruntled employees who were not treated fairly, lawsuits, dishonesty. Many of these things can hinder God from blessing our enterprises. These things can remove the shield of protection from our workplace, which God wants to bless, but cannot because He is committed to upholding righteousness. His name is blemished when unrighteousness is allowed to permeate our lives.
Is the Lord able to bless your enterprises today? If not, you may need to go back and clean up a few things before He can do so. Take whatever steps are needed to ensure the blessing of God today.
Wednesday, August 18, 2010
Birthday
Yesterday, I celebrated my Birthday. Don't ask me how old I am. haha! I wanna thank God for giving me another life to spend with HIM and people around me.
I spent time with my family, company, and makati life group. It was really a worth life spending day.
Thank you Lord!
August 18, 2010
I spent time with my family, company, and makati life group. It was really a worth life spending day.
Thank you Lord!
August 18, 2010
Monday, August 16, 2010
fallado
ha fallado la conexión, this is a spanish term I learned yesterday. I hope to rise once again.
I got disconnected.
Restore me.
56 of 196 Days
August 15, 2010
I got disconnected.
Restore me.
56 of 196 Days
August 15, 2010
Thursday, August 12, 2010
Word of Honor
I want people to be sincere; a man of honor shouldn't speak a single word that doesn't come straight from his heart.--Molière
Does Word of Honor important to you?
53 of 196 Days
August 12, 2010
Tuesday, August 10, 2010
Repurposing Replacement Charting
Repurposing Replacement Charting
William J. Rothwell, Ph.D., SPHR
2009-08-25
HUMAN resource (HR) management practitioners and workplace learning and performance (WLP) practitioners in many organizations are heeding the calls of organizational leaders to coordinate planning to prepare for possible losses of highly talented people to retirement, death, or disability. At the same time that unemployment rates globally are increasing due to a general business downturn, organizational leaders are concerned about how to replace key people or key positions as ‘baby boomers’ prepare for retirement. Many HR practitioners and operating managers are looking for simple but robust ways to expedite replacement planning, management succession planning, knowledge transfer from more to less experienced workers, and social contact transfer from more to less socially well-connected workers. As they do so, many throw up their hands and express frustration that it will take too long, and are too complicated or expensive to do.
But what are all these ‘planning’ and what are the available tools to make their facilitation more practical?
Replacement planning
Replacement planning is sometimes confused with management succession planning alhough the two are quite different. Replacement planning assumes that the organization chart will remain unchanged, and it seeks short-term and / or long-term backups from within the organization—and often within the same division or department—for each key position. Back ups are chosen on the basis of which individuals are best equipped to take the place of their immediate supervisors, if only on a short-term basis while a thorough internal and external search is conducted to identify the most qualified person to fill a vacancy.
The simple tool shown in Exhibit 1 can be used to facilitate replacement planning. Starting at the top of the organization, replacement charts can be prepared for each group. A replacement chart can thus be prepared for CEO and his or her immediate reports. The replacement charts can then be cascaded as far down the organization as leaders wish to go.
“Rank” refers to a listing of most qualified people, with rank = 1 signifying the most qualified internal candidate. “Name” of course refers to the name of the person, and “readiness” indicates how well prepared an individual is to assume higher-level responsibility. Readiness is usually rated as RN (ready now), R1 (ready in up to 6 months with proper coaching and development), and R2 (ready in up to 1 year with proper coaching and development).
Of course, replacement planning is far from ideal. It leaves to managers the chore of identifying their own replacements, and that is why these confidential charts are usually reviewed by all managers at one level and their immediate supervisor to validate them. Still, replacement charts are imperfect solutions because the criteria used to determine promotability are left up to each manager. But they are better than nothing, and they do launch conversations about what talent exists in case of emergency and how much bench strength the organization actually has.
Management succession planning
Management succession planning focuses on identifying leaders for each organizational unit. Its key focus is the manager of each level of the organization, starting at the top with the CEO and extending as far down the organization chart as organizational leaders wish to go. But, as Exhibit 2 illustrates, the goal is not to identify individuals as immediate replacements for each position but rather to plan for a talent pool by level. Managers may, for instance, nominate individuals to be considered for the next level. They are then placed in a pool and are systematically developed for greater responsibility. But they are being prepared for any position at the next level above them--not specific positions. Typical goals of a talent pool are to have as many people as possible in the pool and to reach an 80% level of readiness for advancement to the next level. Once individuals are promoted, they are given the final 20% while in their new positions.
Managers have to work together to identify candidates for inclusion in the talent pool. If there is a risk of losing a high percentage of individuals in the targeted higher-level group, then the development of HiPos (High Potentials) in the talent pool is accelerated. In that case, the talent pool is called an acceleration pool to indicate an effort to increase the speed of preparing individuals in the pool for promotion.
Technical succession planning
When experienced people retire or otherwise leave an organization to resignation, death or disability, they take with them special knowledge. That knowledge takes two forms. One form is institutional memory, which is knowledge of how the organization made decisions in the past and what lessons were learned from those experiences. The other form is tacit knowledge of what works in their individual jobs. Preparing to transfer knowledge from one experienced manager or worker to another is called knowledge transfer. Technical succession planning is the process of planning for, and carrying out, knowledge transfer (DeLong, 2004; Rothwell and Poduch, 2004).
Managers are not the only ones with technical knowledge. Indeed, technical knowledge is often most important with groups that rely on special technical knowledge to do their work—such as engineers, IT professionals, accounting professionals, research scientists, and others.
Technical succession planning is growing more important in a global knowledge economy.
While there are many ways to transfer knowledge from more to less-experienced workers (see Rothwell, 2004), a simple tool can facilitate a quick way to consider the special knowledge, based on experience, that managers possess that should be transferred to possible replacements. Use the tool shown in Exhibit 3 to begin this process. While it does not help to capture all the most important technical knowledge, it does facilitate early efforts to lead managers to think about the issue and the need to plan for transfer. Try it out. Then involve managers in developing an approach to capture and transfer the know-how of in-house experts, sometimes called HiPros (High Professionals) to distinguish them from HiPos (High Potentials).
Social relationship succession planning
Technical knowledge is not the only important knowledge that should be the focus of knowledge transfer efforts. Another key issue to consider is how to transfer professional contacts and relationships (see Rothwell, 2007). That is called social relationship succession planning. It is important to any group—such as marketing, sales, public relations, or government lobbying—in which the knowledge of who to call to get results is key to getting those results. In some fields, building a social network can be the endeavor of a whole career. When the person who has done built that social network retires or otherwise leaves the organization, that social network is lost. That can sometimes translate into lost sales, diminished influence, and other problems for an organization.
Simply introducing a replacement to other people will not “transfer” the social contacts. Instead, the person who is about to leave the organization must set up one or more projects between the target of the social network and the successor to build trust and confidence. The person making the transfer then monitors the relationship to ensure that trust is built. Only then can a true transfer take place.
Use the Worksheet in Exhibit 4 to facilitate discussions about the key social networks enjoyed by various leaders and who must acquire those contacts—or else bring special contacts of their own to a replacement decision. While this approach is not perfect, it does begin to focus attention on the issue and provides a simple tool to think about it.
Conclusion
Stepping up to the challenge of succession planning can be daunting. Some practitioners find it difficult to find simple but effective ways to facilitate management dialogues about replacement planning, management succession planning, technical succession planning, and social relationship succession planning. While it is true that robust approaches will yield robust results—you do get what you pay for and you do get out of a system the effort you put into it—sometimes, practitioners are looking for simple tools to get the process moving.
References
Sources:
DeLong, D. (2004). Lost knowledge: Confronting the threat of an aging workforce. New York: Oxford University Press.
Rothwell, W. (2007). Social relationship succession planning: A neglected but important issue?. Asian Quality, 2(4), 34-36.
Rothwell, W. (2004). Knowledge transfer: 12 strategies for succession management. IPMA-HR News, pp. 10-12.
Rothwell, W., and Poduch, S. (2004). Introducing technical (not managerial) succession planning. Public Personnel Management, 33(4), 405-420.
About the author
William J. Rothwell, Ph.D., SPHR is President of Rothwell & Associates, Inc., a full-service consulting company that specializes in a robust range of succession planning practices. He is also Professor of workforce education and development on the University Park campus of The Pennsylvania State University. With over 20 years of full-time business and government experience before he arrived at Penn State, he has consulted with over 40 multinational corporations. Author of over 300 books, book chapters and articles, he is perhaps best known for the Strategic development of talent (HRD Press, 2004), Effective succession planning, 3rd ed. (AMACOM, 2005), Career planning and succession management (Greenwood Press, 2005), Human resource transformation (Davies-Black, 2008) and Working longer: Recruiting, developing and retaining older workers (Amacom, 2008).
First published in Management Systems Asia, July 2009. Reprinted with permission.
Visit www.ms-asia.org
Photo credit: www.sxc.hu
William J. Rothwell, Ph.D., SPHR
2009-08-25
HUMAN resource (HR) management practitioners and workplace learning and performance (WLP) practitioners in many organizations are heeding the calls of organizational leaders to coordinate planning to prepare for possible losses of highly talented people to retirement, death, or disability. At the same time that unemployment rates globally are increasing due to a general business downturn, organizational leaders are concerned about how to replace key people or key positions as ‘baby boomers’ prepare for retirement. Many HR practitioners and operating managers are looking for simple but robust ways to expedite replacement planning, management succession planning, knowledge transfer from more to less experienced workers, and social contact transfer from more to less socially well-connected workers. As they do so, many throw up their hands and express frustration that it will take too long, and are too complicated or expensive to do.
But what are all these ‘planning’ and what are the available tools to make their facilitation more practical?
Replacement planning
Replacement planning is sometimes confused with management succession planning alhough the two are quite different. Replacement planning assumes that the organization chart will remain unchanged, and it seeks short-term and / or long-term backups from within the organization—and often within the same division or department—for each key position. Back ups are chosen on the basis of which individuals are best equipped to take the place of their immediate supervisors, if only on a short-term basis while a thorough internal and external search is conducted to identify the most qualified person to fill a vacancy.
The simple tool shown in Exhibit 1 can be used to facilitate replacement planning. Starting at the top of the organization, replacement charts can be prepared for each group. A replacement chart can thus be prepared for CEO and his or her immediate reports. The replacement charts can then be cascaded as far down the organization as leaders wish to go.
“Rank” refers to a listing of most qualified people, with rank = 1 signifying the most qualified internal candidate. “Name” of course refers to the name of the person, and “readiness” indicates how well prepared an individual is to assume higher-level responsibility. Readiness is usually rated as RN (ready now), R1 (ready in up to 6 months with proper coaching and development), and R2 (ready in up to 1 year with proper coaching and development).
Of course, replacement planning is far from ideal. It leaves to managers the chore of identifying their own replacements, and that is why these confidential charts are usually reviewed by all managers at one level and their immediate supervisor to validate them. Still, replacement charts are imperfect solutions because the criteria used to determine promotability are left up to each manager. But they are better than nothing, and they do launch conversations about what talent exists in case of emergency and how much bench strength the organization actually has.
Management succession planning
Management succession planning focuses on identifying leaders for each organizational unit. Its key focus is the manager of each level of the organization, starting at the top with the CEO and extending as far down the organization chart as organizational leaders wish to go. But, as Exhibit 2 illustrates, the goal is not to identify individuals as immediate replacements for each position but rather to plan for a talent pool by level. Managers may, for instance, nominate individuals to be considered for the next level. They are then placed in a pool and are systematically developed for greater responsibility. But they are being prepared for any position at the next level above them--not specific positions. Typical goals of a talent pool are to have as many people as possible in the pool and to reach an 80% level of readiness for advancement to the next level. Once individuals are promoted, they are given the final 20% while in their new positions.
Managers have to work together to identify candidates for inclusion in the talent pool. If there is a risk of losing a high percentage of individuals in the targeted higher-level group, then the development of HiPos (High Potentials) in the talent pool is accelerated. In that case, the talent pool is called an acceleration pool to indicate an effort to increase the speed of preparing individuals in the pool for promotion.
Technical succession planning
When experienced people retire or otherwise leave an organization to resignation, death or disability, they take with them special knowledge. That knowledge takes two forms. One form is institutional memory, which is knowledge of how the organization made decisions in the past and what lessons were learned from those experiences. The other form is tacit knowledge of what works in their individual jobs. Preparing to transfer knowledge from one experienced manager or worker to another is called knowledge transfer. Technical succession planning is the process of planning for, and carrying out, knowledge transfer (DeLong, 2004; Rothwell and Poduch, 2004).
Managers are not the only ones with technical knowledge. Indeed, technical knowledge is often most important with groups that rely on special technical knowledge to do their work—such as engineers, IT professionals, accounting professionals, research scientists, and others.
Technical succession planning is growing more important in a global knowledge economy.
While there are many ways to transfer knowledge from more to less-experienced workers (see Rothwell, 2004), a simple tool can facilitate a quick way to consider the special knowledge, based on experience, that managers possess that should be transferred to possible replacements. Use the tool shown in Exhibit 3 to begin this process. While it does not help to capture all the most important technical knowledge, it does facilitate early efforts to lead managers to think about the issue and the need to plan for transfer. Try it out. Then involve managers in developing an approach to capture and transfer the know-how of in-house experts, sometimes called HiPros (High Professionals) to distinguish them from HiPos (High Potentials).
Social relationship succession planning
Technical knowledge is not the only important knowledge that should be the focus of knowledge transfer efforts. Another key issue to consider is how to transfer professional contacts and relationships (see Rothwell, 2007). That is called social relationship succession planning. It is important to any group—such as marketing, sales, public relations, or government lobbying—in which the knowledge of who to call to get results is key to getting those results. In some fields, building a social network can be the endeavor of a whole career. When the person who has done built that social network retires or otherwise leaves the organization, that social network is lost. That can sometimes translate into lost sales, diminished influence, and other problems for an organization.
Simply introducing a replacement to other people will not “transfer” the social contacts. Instead, the person who is about to leave the organization must set up one or more projects between the target of the social network and the successor to build trust and confidence. The person making the transfer then monitors the relationship to ensure that trust is built. Only then can a true transfer take place.
Use the Worksheet in Exhibit 4 to facilitate discussions about the key social networks enjoyed by various leaders and who must acquire those contacts—or else bring special contacts of their own to a replacement decision. While this approach is not perfect, it does begin to focus attention on the issue and provides a simple tool to think about it.
Conclusion
Stepping up to the challenge of succession planning can be daunting. Some practitioners find it difficult to find simple but effective ways to facilitate management dialogues about replacement planning, management succession planning, technical succession planning, and social relationship succession planning. While it is true that robust approaches will yield robust results—you do get what you pay for and you do get out of a system the effort you put into it—sometimes, practitioners are looking for simple tools to get the process moving.
References
Sources:
DeLong, D. (2004). Lost knowledge: Confronting the threat of an aging workforce. New York: Oxford University Press.
Rothwell, W. (2007). Social relationship succession planning: A neglected but important issue?. Asian Quality, 2(4), 34-36.
Rothwell, W. (2004). Knowledge transfer: 12 strategies for succession management. IPMA-HR News, pp. 10-12.
Rothwell, W., and Poduch, S. (2004). Introducing technical (not managerial) succession planning. Public Personnel Management, 33(4), 405-420.
About the author
William J. Rothwell, Ph.D., SPHR is President of Rothwell & Associates, Inc., a full-service consulting company that specializes in a robust range of succession planning practices. He is also Professor of workforce education and development on the University Park campus of The Pennsylvania State University. With over 20 years of full-time business and government experience before he arrived at Penn State, he has consulted with over 40 multinational corporations. Author of over 300 books, book chapters and articles, he is perhaps best known for the Strategic development of talent (HRD Press, 2004), Effective succession planning, 3rd ed. (AMACOM, 2005), Career planning and succession management (Greenwood Press, 2005), Human resource transformation (Davies-Black, 2008) and Working longer: Recruiting, developing and retaining older workers (Amacom, 2008).
First published in Management Systems Asia, July 2009. Reprinted with permission.
Visit www.ms-asia.org
Photo credit: www.sxc.hu
Monday, August 9, 2010
Rest
Got a long rest in our house in Bulacan. I started to gather all my notes and fix all the clutters in my room. I learned to be silent but not at peace at all. I guess there is a difference between the two. But I thank God reading my His words made me alive! I started to pick up the missing pieces of life in two days. I feel secure in His presence. I thank Him. I thank God for the family. I thank God for he is setting me FREE.
I finished the book of John and I got insight from the book.
I am almost there.. waiting for the 196 Days to pass. Faithfully Waiting. Faithfully Praying.
50 of 196 Days
August 9, 2010
I finished the book of John and I got insight from the book.
I am almost there.. waiting for the 196 Days to pass. Faithfully Waiting. Faithfully Praying.
50 of 196 Days
August 9, 2010
Friday, August 6, 2010
Hierarchy of Needs – Abraham Maslow
One model of motivation that has gained a lot of attention, but not complete acceptance, has been put forward by Abraham Maslow. Maslow’s theory argues that individuals are motivated to satisfy a number of different kinds of needs, some of which are more powerful than others (or to use the psychological jargon, are more prepotent than others). The term prepotency refers to the idea that some needs are felt as being more pressing than others. Maslow argues that until these most pressing needs are satisfied, other needs have little effect on an individual’s behaviour. In other words, we satisfy the most prepotent needs first and then progress to the less pressing ones. As one need becomes satisfied, and therefore less important to us, other needs loom up and become motivators of our behaviour.
Maslow represents this prepotency of needs as a hierarchy. The most prepotent needs are shown at the bottom of the ladder, with prepotency decreasing as one progresses upwards.
SELF-ACTUALISATION – reaching your maximum potential, doing you own best thing
ESTEEM – respect from others, self-respect, recognition
BELONGING – affiliation, acceptance, being part of something
SAFETY – physical safety, psychological security
PHYSIOLOGICAL – hunger, thirst, sex, rest
47 of 196 Days
August 6, 2010
Thursday, August 5, 2010
Behaviorism
I started to refresh my mind in theory of motivation. I will start with topic Behaviorism originated by Pavlov, BF Skinner and John Watson.
Behaviorism
Summary: Behaviorism is a worldview that operates on a principle of “stimulus-response.” All behavior caused by external stimuli (operant conditioning). All behavior can be explained without the need to consider internal mental states or consciousness.
Originators and important contributors: John B. Watson, Ivan Pavlov, B.F. Skinner, E. L. Thorndike (connectionism), Bandura, Tolman (moving toward cognitivism)
Keywords: Classical conditioning (Pavlov), Operant conditioning (Skinner), Stimulus-response (S-R)
Behaviorism is a worldview that assumes a learner is essentially passive, responding to environmental stimuli. The learner starts off as a clean slate (i.e. tabula rasa) and behavior is shaped through positive reinforcement or negative reinforcement. Both positive reinforcement and negative reinforcement increase the probability that the antecedent behavior will happen again. In contrast, punishment (both positive and negative) decreases the likelihood that the antecedent behavior will happen again. Positive indicates the application of a stimulus; Negative indicates the withholding of a stimulus. Learning is therefore defined as a change in behavior in the learner. Lots of (early) behaviorist work was done with animals (e.g. Pavlov’s dogs) and generalized to humans.
Behaviorism
Summary: Behaviorism is a worldview that operates on a principle of “stimulus-response.” All behavior caused by external stimuli (operant conditioning). All behavior can be explained without the need to consider internal mental states or consciousness.
Originators and important contributors: John B. Watson, Ivan Pavlov, B.F. Skinner, E. L. Thorndike (connectionism), Bandura, Tolman (moving toward cognitivism)
Keywords: Classical conditioning (Pavlov), Operant conditioning (Skinner), Stimulus-response (S-R)
Behaviorism is a worldview that assumes a learner is essentially passive, responding to environmental stimuli. The learner starts off as a clean slate (i.e. tabula rasa) and behavior is shaped through positive reinforcement or negative reinforcement. Both positive reinforcement and negative reinforcement increase the probability that the antecedent behavior will happen again. In contrast, punishment (both positive and negative) decreases the likelihood that the antecedent behavior will happen again. Positive indicates the application of a stimulus; Negative indicates the withholding of a stimulus. Learning is therefore defined as a change in behavior in the learner. Lots of (early) behaviorist work was done with animals (e.g. Pavlov’s dogs) and generalized to humans.
Wednesday, August 4, 2010
Untold Days
4 untold days but not forgotten.
I made a personal write ups in my notebook for the past four days. I know that I long to post it here but I think I will reveal much of myself. I guess this is the time to thank the Savior and Lord who made several victories in my life. I believe that He is putting me into greater heights and surrounded me with great people.
45 of 196 Days
August 4, 2010
I made a personal write ups in my notebook for the past four days. I know that I long to post it here but I think I will reveal much of myself. I guess this is the time to thank the Savior and Lord who made several victories in my life. I believe that He is putting me into greater heights and surrounded me with great people.
45 of 196 Days
August 4, 2010
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