The workshop entitled “Root Cause Analysis” last 13 to 14 February 2013 at Panasonic Manufacturing Philippines Corporation (PMPC) in Taytay, Rizal was attended by 35 participants composed mainly of engineers from Panasonic and some of their suppliers and friends. Our consultant Rafael M. Pefianco MPM FAAP facilitated the two days training.
The program was sponsored by the Japan Electronics and Information Technology Industries Association (JEITA) and organized through the joint efforts of Panasonic Regional Training Center – Singapore (PRTC) and PMPC.
By: Rick Contel | Chief Learning Officer
If you put a good performer up against a bad system, the system will win every time! – Geary Rummler, founding partner of the Performance Design Lab.
Most people come to work intending to do a good job. However, the more employees bang their heads against organizational and process barriers, the more the desire to excel recedes, and the less energy there is to fight the good fight day after day. The resulting ebb in productivity or performance leads the boss to step in to fix problems by coaching employees on how to do a better job.
Research suggests that some 75 percent of the issues that impact individual performance in the workplace are system issues rather than personal issues.
By David Clutterbuck | Talent Management
The first formal or supported mentoring programs emerged in the U.S. 30 years ago. Rapidly adopted and radically changed by European organizations, mentoring split into two schools, or models.
Sponsorship mentoring was adopted by U.S. corporations. This model largely focuses on one-way learning relationships, in which the authority and influence of the mentor plays an important role and where the junior partner is referred to as a protege.
Developmental mentoring is the European approach focusing on the quality of the mentee’s thinking and on stimulating self-reliance and mutual learning.
In recent years, as supported mentoring has spread across the globe, numerous hybrids of these two mentoring models have emerged. For example, Malaysian oil company Petronas provides designated employees with two mentors, one in the same area of business who tends to take on more of a sponsorship mentoring role, and a mentor from elsewhere in the business. Mentees often find the latter more useful long-term. These hybrids took the moniker ”second wave mentoring” and address many of the shortcomings of traditional programs, such as inadequate training and support for participants and too little or too much bureaucracy.