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Anything HR by Ed - 5 new articles
Making Your Recognition Count    • View comments • Track comments •
If You're a Learning and Development Professional, Here's Why You Should Join the Philippine Society for Talent Development (PSTD)If you haven't joined PSTD before, now is the best time to join. If you have been a member in the past, now is the time to rejoin. In a rapidly evolving world, where AI, digital learning, and
hybrid work arrangements are becoming the norm, the role of learning and
development (L&D) professionals is more crucial than ever. As an L&D
professional, your responsibility not only involves guiding others'
developmental journeys but also continually nurturing your own growth. One
exceptional platform that addresses both these aspects is the Philippine Society for Talent Development (PSTD). This is a remarkable year for the Society. Leaders and dedicated members have created some breakthrough initiatives that make this an ideal organization to join if you are a learning and development practitioner. In this article, we will delve into two
major reasons why joining PSTD should be a priority for any L&D professional
and explore the plethora of benefits it offers.  1. Continual Nurturing of Your Professional GrowthAs an L&D professional, your effectiveness is deeply
intertwined with your commitment to personal growth. The landscape of talent
development is evolving rapidly with the influx of AI, digital learning tools,
and novel work arrangements. To guide others effectively through these changes,
you must remain at the forefront of knowledge and innovation. PSTD understands the vital importance of keeping your skills
up to date. Through its community of practice, PSTD facilitates conversations,
research, and collaboration that help you keep abreast of what is in the field.
The opportunity to engage with fellow practitioners who are equally passionate
about growth and learning is invaluable. PSTD acts as a fertile ground for
sharing insights, discussing emerging technologies, and exploring best
practices. This environment of constant learning ensures that you are
well-equipped to lead others on their developmental journeys. 2. Contributing to the Professional Growth of Peers Being part of PSTD means you not only focus on your own
growth but also contribute to the advancement of your peers. In an era where
collaboration and knowledge sharing are paramount, society provides a
platform for you to share your experiences, learnings, and insights with fellow
L&D professionals. Your journey can inspire and guide others, fostering a
collective elevation of skills and knowledge. Additional Benefits of Joining PSTDApart from the pivotal reasons mentioned above, joining PSTD unlocks a treasure trove of benefits:
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The HR In My MindNote: It's been a while since my last post here. I've been posting blogs at my company website. So, if you are missing a lot of my writing, please check them out here at ExeQserve.com  I think now, more than ever, companies must strive to hire a
good HR person and empower that person to contribute to organizational change. Think about it, if the person in charge of HR will be responsible
for anything and everything HR, that person will hire people, take charge of
their development, and develop a strategy to keep them aligned, engaged, and contributing
to organizational performance. As they
say, it is not rocket science, which makes the HR work that much harder. There is science in rocket science, in HR,
you have to know when to apply science and when to apply art. When you look at HR professional CVs, you will see ones with
a lot of suffixes like the conventional master’s degrees, and certifications. I’ve
always seen that as a good first sign. This means you are looking at someone passionate
about deepening knowledge in HR. However, it’s no guarantee. I met people who
take certifications to make themselves marketable. The certifications don’t reflect in their
work. Meeting hundreds, maybe more than a thousand HR professionals
made me reflect on what it takes to be an HR professional needed at this
time. To make sense of the HR in my
mind, I used an Iceberg framework to describe the competencies and traits. This
may be a long post because as I discuss the characteristics of my ideal HR, I
also want to share my critique on what I see as a prevalent attitude of HR
practitioners in the Philippines. So,
here goes. KnowledgeConsidering the complexity of HR work, it is expensive to
hire HR professionals who are lazy about learning. I often see companies who
look at years of experience in handling HR transactions, and knowledge of labor
laws as a basis for hiring HR. I believe
that mastering the administration of HR services continues to be important knowledge.
If HR is to play a bigger, more strategic role in the organization, we need to continually
update our knowledge on how we can lead or facilitate organizational alignment,
and employee engagement. It is also important
for HR to be deeply immersed in the business so we know how our work impacts the
organization’s business performance. SkillFor HR to move from transactional to a strategic partner
role, we need to develop a strategic mindset, apply problem-solving, and
decision-making skills and change management. I also think that HR should fully
immerse in talent development if this is part of their responsibility. I’m not
talking about conducting training, although that Is not bad. I’m talking about developing
a talent development strategy that truly develops talents. Why, because many
existing talent development strategies are failing to bring in ROI and failing
to develop employees’ potentials. Social RoleBelow the surface of the iceberg are the drivers of the pursuit
of necessary HR skills and knowledge. I
think that HR professionals who pursue higher knowledge and truly practice more
strategic HR skills see themselves as more than just administrators. They see
themselves as leaders, who play an important strategic role in guiding other
leaders and facilitating alignment and engagement. I believe that HR professionals
who go beyond putting together training calendars and budgets see themselves as
talent development champions. They are not satisfied with the traditional
approach to training. They look for best practices, engage their stakeholders in
developing and implementing a strategy that works. This makes them credible
activists. Self-ImageI think confidence plays an especially important part. I’m
not talking about projecting confidence, but real confidence. I think that confident
people can afford to be humble to recognize their own ignorance, so they are
not afraid of feedback or criticism. The best HR professionals I know are
empathic. Because can put themselves in the shoes of others, they are neither
defensive nor territorial. They are
courageous enough to be vulnerable and taking risks. Because of this, they
learn faster and grow faster. TraitsThe HR in my mind is not afraid of change. They don’t just welcome
feedback, they seek it. They comfortably build a harmonious relationship with
people in the organization, and outside of it, which is a contrast to some HR
practitioners I know who tend to have an adversarial relationship with the other
people in the organization. A good HR professional promotes alignment, not just
compliance. Sadly, many of the HR professionals I know are still control freaks
to the extent of people being afraid of them rather than respect them. Do you
know what follows fear? Resentment. You don’t want an HR that is resented by employees.
You want one whom people listen to and go to for their concerns. MotivationAt the bottom of the iceberg is what drives an HR
professional to develop one’s capacity to contribute to organizational success
and the employees’ professional success.
We have learned from various motivations theory that money is maintenance
or a hygiene factor. In short, it shouldn’t be an issue. Let’s admit, our being
a 3rd world country, compensation will continue to be a basic and
security need. Some HR professionals I know don’t seem to grow out of just
securing their jobs. The HR in my mind is obsessed with pursuing organizational
success and understands that the employees’ happiness is closely linked to it.   • View comments • Track comments •
The Power of Training Follow Through Sessions
It always pleases me when clients allow ExeQserve Consultants to touch base with participants again
after a training and have them tell their stories on how they applied their
learning in the workplace.
One of the things we at ExeQserve offers clients is a free follow through session. When we run
Team Building Events, Leadership Training, or Coaching Workshops, we offer our
client companies free follow through sessions. When they say yes, we integrate
follow through in the design. The participants identify leadership development
projects or re-entry action plans. They are given a fair amount of time to
apply their learning and prepare to present the results during the follow up
sessions. This is what we learned from offering this value-adding service.
I learned one powerful
lesson from my last follow through session. Each of the participants said that
what helped them succeed is consistent follow through which their leader is
keen on doing to them. For people to learn,
they have to be accountable for learning. For them to do be accountable, the
leaders in the organization including HR need to find the leadership in them to
make others accountable for their own leadership growth. Bring ExeQserve Training to your organization to know how this can work for you.   • View comments • Track comments •
Moving Towards Talent DevelopmentUPDATE: It's finally happening! PSTD is hosting the Talent Development Summit on May 31, 2019 at the PICC. If you are Head of Learning and Development, Head of HR or Manager who is keen on developing a culture of talent development in your organization, or a consultant responsible for the people development of many organizations, you should be part of this. Know more and share more. Please check this link for more details.
Disclosure: I am a member of the Board of Trustees of the
Philippine Society for Talent Development (PSTD) formerly known as Philippine
Society for Training and Development. What
I share here is a personal opinion and not representative of the organization’s
ideals and initiatives.
It’s time we do this! I believe it is time we break the barriers that hinder training or learning and development managers from really creating solutions to help people achieve their full potentials in the organization.
No, I don’t think Talent
Development is another play with words like from human resource to human
capital, or from training and development to learning and development. I think
that if we make the right choices, those who will oversee talent development
will truly bring people development in the forefront of organizational
performance. I do think, however that for us to be able to do this, we need to
change our mental model about the things we do today. For many organizations,
we have this disjointed approach that makes us ineffective in what we do. We created
all sorts of HR silos that don’t talk to each other. People in the organization
can’t make heads or tails of what we do so they just blindly comply with
whatever it is we think we are doing.
When PSTD announced
the change in name, people started asking what Talent Development is and how it
is different from training and development. I often compare talent development as a whole play ground while training as seesaw. In talent development, aside
from training, we have other developmental systems we can put in place like,
performance management, career and succession, knowledge management, culture
building, coaching and mentoring, etc. However, now that I think about it, I
think I’m wrong to use that playground metaphor. The reason is that metaphor
still indicates that the talent development elements are not necessarily
connected. I think that shouldn’t be the case. There is a need to develop an
integrated, seamless and efficient system for talent development that starts
the moment HR thinks of hiring a talent, to having that talent achieve his/her
full potential in the organization. I
would like to share here how I see it.
Competency Development
– I believe that integrated talent development system should be resting on a
solid framework. It is important for HR professionals to learn competency
mapping, position and talent profiling, and assessing competencies so that they
can identify what’s already there and what needs improving.
Recruitment as the
start of talent development. Having clear organizational competency model, it
will be easier to determine which ones are required before hiring decision is
made and which one’s can be developed if potentials are there. A good
competency-based assessment system should help us determine gaps and provide career
development road map right at the onset.
Career-pathing starts
at the onset. If the person who used to oversee
training is now responsible for talent development, he/she will now have a vast
means of well, developing talents. When the career path is set, learning and
development initiatives are more tailor-fitted, but not only that. The talent
development manager will now be more fully empowered to engage in all the 10-20-70
of it.
Performance Management implementation and administration is often separate from training and
development. It is often handled by a different person or very seldom used as a
tool for a concerted developmental effort. Embracing a talent development framework
that connects recruitment, training, and
performance management, among others will use this very powerful tool if
wielded properly to align development efforts that can lead to performance
improvement - the true reason why we have a performance management system in the
first place.
Succession Management is
one side of a coin, career development is the other. A good talent development
strategy should lead to a deeper pool of talent.
Culture building is an
essential ingredient in talent development. Without a culture of learning,
without having all the leaders of the organization having the sense of ownership
to do their part in talent development, this can easily swiftly become irrelevant
and waste people’s time. I believe that if organization’s are to succeed in
transitioning to talent development, those who champion this should offer
solution in how to build the necessary culture that will make talent
development thrive.
As head of the
Programs and Professional Development committee of PSTD, I, together with like-minded
HR and L&D professionals are embarking on a series of research and
development work that will offer solution so we, who wish to embrace this role
may succeed in truly developing talents in our organization. If you are interested in joining us, please let me know.   • View comments • Track comments •
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