1.0 INTRODUCTION

An organization is like a forest and the employees are the trees. Therefore, the organization is only as good as its employees. Thus, the company invests in the growth and development of all its members.

Employees are the only company asset that do not depreciate. In the contrary, unlike other “dead” assets such as money, equipment, and facilities, they are the only ones who can increase their value and contribution to the company exponentially.

The more competencies they develop, the higher their contribution could be. Indeed, it makes business sense to invest on the growth of the employees. A highly competent and engaged employee could deliver results that even four mediocre employees could not.   

2.0 EMPLOYEE DEVELOPMENT PROGRAMS

Employee Development Programs include, but not limited to:

  • Seminar/Training/Webinar – external and in-house training; individual or corporate training programs;
  • Technical Training;
  • Scholarship and other educational assistance;
  • Job Rotation;
  • On-the-Job Training/Job Shadowing;
  • Echo Session;
  • Coaching and Mentoring; and
  • Other learning and development initiatives.

3.0 KEY PLAYERS – RESPONSIBILITY

A. TOP MANAGEMENT

As part of the business strategy formulation and execution, the Top Management shall allocate an annual budget for Employee Development Initiatives. They shall also champion specific Programs to foster a Learning Culture and ensure continuous development of all the employees.

B. EMPLOYEES

Employees are responsible for their own learning and development. They shall closely communicate with their respective Team Lead to gain feedback regarding their current level of performance, areas for improvement, strengths, and potential to assume bigger roles.  They shall initiate the conduct of research for possible training/development programs that they may attend, as part of their Individual Development Plan.

Upon completion of a development program, employees shall submit to their Team Lead a specific action plan on how they can apply their learning to improve their productivity and overall performance.

C. TEAM LEAD

It is the responsibility of the Team Lead to ensure the continuous development of their respective direct reports. During Coaching sessions, they shall provide effective, timely, and objective feedback to help identify the employees’ development needs, their strengths, potentials, areas for improvement as well as their current level of performance.

They shall regularly initiate open and transparent communication with their staff, with the aim of recognizing their valuable contributions while helping them to further improve their productivity and overall performance.

They shall encourage their staff to undertake relevant development programs. They shall likewise support the employees’ action plans in order for them to apply their learning to their current jobs.

D. HUMAN RESOURCES DEPARTMENT

The HR Manager shall formulate and implement the guidelines on Employee Development. They shall ensure that all employees have their own Individual Development Roadmap (FTF-MBA-F-010).

They shall conduct Development Needs Analysis, in close communication with the concerned employees and their Team Lead.

They shall facilitate the enrollment of concerned employees to development programs.

They shall likewise conduct their own research of possible training/learning development programs, being offered outside the Company. They shall manage the relationship with external training providers, from initial meeting, signing of service level agreement, conduct of training, evaluation of training, to computation of training return on investment.