Thank you Cynthia. I plan to have an admin conference sometime next or next next week. I hope this can be discussed too.
Proposed agenda:
Mostly accounting forms, hr, and admin:
1. Forms: (Let us review how to use them/fill these up
1. Travel notice
2. Cash advance
3. Application for leave
4. IF reimbursement
Checklist:
1. Posting at griefshare
2. Uploading of tributes at archives
3. Birthdays and death anniversaries
5. New PPA with option
6. Order form
7. CV
8 Interment authorization; interment checklist
9. ARU
10. Application for vacation sick leave
11. Performance evaluation
2. Administrative plan vis a vis Performance evaluation vs targets
3. Sales reporting
4. Sale organization and payment of commission:
1. Accreditation:
Issuance of ID
Issuance of authority to sell
SEAD
Certificate of Training
2. Organizational chart and targets
3. Commission rates: conditions
If you are part of a sales organization, the 3 referral fee requirement is waived
SM 10% rate only if you: have 4 downlines (sales execs who have sold, and or P1,000,000 previous sales record
SD 13% rate only if you: have 4 sales manager or P2,000,000 previous sales record
4. Communication:
1. Reading blogs, emails texts and replying - ITS NEGATIVE EFFECT ON YOUR PROMOTION /PERFORMANCE EVALUATION IF YOU DONT REPLY
2. RESPONSE: DIN
3. Speed culture
5. Beliefs: 2, 3, and 4 and:
1. Submission of book reports
2. Journals
3. REading the community blog and HolyGardeners FB
6. Mastery of VMBP
7. Hiring and training procedures. What needs to be learned
Assessment: What gets measured is learned. (Results of previous exams)
Jorge US
Holy Gardens Group
Please visit:
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On Wed, Sep 10, 2014 at 8:31 PM, hgmpgreenhills . <hgmp.calamba@gmail.com> wrote:
To : Sir Jorge SaguinsinSir;In order to implement the Speed Culture, we at HGGMP must practice the following:1. Communicate Effectively
Every person on our team must fully understand the organization's values, mission/vision, and strategic priorities, and their place within that framework.
Provide feedback immediately when someone requests or requires you to do so. We are encouraging open communication. . Patiently let everyone ask questions when they feel they need to. Similarly, ask as many questions as they think necessary to firmly establish what someone is asking or ordering to do. Better to annoy staff than to do the job wrong. (ABE)
2. Perfect our systems.
Create and document procedures for every type of task handled by our SBU. Make sure everyone who's involved learns them and provide them with any training they need.
3. . Eliminate myopia.
When working closely with other teams, develop inter-group protocols to smooth the way. For example, a piece of your hiring or training process may be handed off to the HR department. Encouraging speedy implementation may require delicate diplomacy, so strive to build bridges in all directions and on all levels—even as you work to demolish information silos caused by inertia, greed, misunderstandings, or sheer stupidity.
4. Leverage technology.
Use our techno-tools to maximize speed. Don't let sparkly time wasters like social media suck them. Upgrade production technology (including software) whenever we can afford to and the benefits warrant it, and become an early-adopter of proven, useful new devices and or to look for information silos caused by incompatible technology and take steps to eliminate data clogs to do so economically.
5. Establish a broad support base. We will do everything possible to establish buy-in from all team personnel (staff and agencies) Give target figures each year and update ideally monthly. Motivate Staff and Sellers in every way I can think of. Keep careful track of performance—rewarding fast, effective employees with special rewards when targets are met—while providing benchmarks for everyone to shoot for. Spread the authority, so the workflow process doesn't break down just because someone's on vacation, hesitant, or not allowed to make a basic decision. Giving in to the "slowest common denominator" kills team productivity, so keep everyone on the same productivity page, and minimize resistance wherever possible. It may need to help some employees other opportunities more suited to their style or personality if they can't keep up.
Thank you.
Cynthia Cartago
HGGMP
On Tue, Sep 9, 2014 at 4:07 PM, Holy GardensGroup <holygardens.group@gmail.com> wrote:
Memorandum:TO: majoremAPHoly Gardens GreenHillHoly Gardens CalapanHoly Gardens OtonHoly Gardens PangasinanHoly Gardens La UnionHAMPThis was posted last week.
What will you do to implement this? How? What is your timeline:Creating a speed culture
BIDDA: BELIEVE INSPIRE DREAM DO ACHIEVEJorge USHoly Gardens GroupPlease visit:RRURAC: Read, Respond, Understand, Reflect, Apply and Check
CONFIDENTIALITY NOTICE/disclaimer: The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.
Google.com+/HolyGardensGroup
