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2013

Edwin Ebreo

ExeQserve Corporation

Unit 404 VGP Center, Ayala Ave., Makati City

8933199 * ecebreo@exeQserve.com

January 2, 2013

Strategy for Achieving Organizational Alignment

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Contents

Rationale ........................................... 3

Proposed Framework/scope ................. 4

Proposed Schedule of Activities and Investments: 6

Annex A: Management Team Building Workshop 7

The Way Forward ............................... 7

The Framework .................................. 8

Annex B: High Performance Leadership10

Program Framework .......................... 10

Annex C:Vision, Mission and Values Alignment for Leaders 13

Annex D: Company-wide VMV-Themed Team Building Workshop 14

Course Outline ................................. 15

Annex E: Profile of Edwin Ebreo, Lead Consultant 16

Annex F: Corporate Profile ................. 17

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RATIONALE

A number of elements are crucial in your Company’s effort to achieve organizational culture alignment with its mission, vision and core values. These are:

Leadership cohesiveness – The ability of the organization’s leaders at all levels of the organization to collaborate and work together. This is an important ingredient for building an aligned culture for the company.

Leadership Culture Alignment – Leaders are able to embrace a leadership “way of life” that are consistent with the company’s mission and values. Leaders model the way and communicate the company’s philosophy and priorities through words and actions.

Company-wide alignment – employees understand, accept and live by what the mission and values. They are focused at pursuing the company’s vision. There is an ongoing conversation on how teams and individuals can continue to contribute to the achievement of organizational goals while using the company’s core values as moral compass.

Strategy and Policy Alignment – The Company continually review and make necessary adjustments in policies and procedures to steer the company along the roadmap towards the realization of the company’s vision without going out of bounds of the company’s core values.

Organizational effectiveness is achieved when decisions are made in the most efficient ways and directions are carried out effectively throughout the organizations. When actions do not betray stated organizational values or when problems are identified and solved at all levels in the organization, when expectations match performance, we can say that an organization and its people are aligned with its purpose. Shaping an aligned organizational culture requires leadership, change management and consistency building. This proposal aims to establish strategies so that all those who have leadership responsibilities are able to lead the change and develop the necessary management tools to achieve consistency of practice. We are also recommending some capability building interventions to help employees demonstrate the needed competencies that support the desired change and organizational goals.

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PROPOSED FRAMEWORK/SCOPE

Leadership Team Building John Maxwell said that everything rises and falls on leadership. An organization is successful and every member is aligned when team number one is able to get its acts together in steering the company towards the right direction. For a large organization this means endless collaboration and cooperation to adjust and readjust the organization to keep it on track. It requires a team of leaders and managers who are not hindered by communication gap to relay opportunities to improve performance and work handovers. We propose a series of management team building workshops that will enable senior level team of leaders down to frontline leaders establish rules of engagement that will aid them in unifying the team and communicate consistent message to their followers about organizational priorities and desired actions. (See Annex A for more Details) This two-day workshop will help them achieve the following objectives:

Identify the five fundamentals necessary for team effectiveness

Improve trust among team members

Use productive conflict to enhance teamwork

Achieve commitment on thematic goals and categorical objectives

Create a culture of accountability

Gauge ongoing success against its goals.

Key Outputs: Trust Building Norms

Collaboration Norms

Clarity and Commitment on Thematic Goals

Team Rules of Engagement

Achieving Organizational

Alignment

Establishing Leadeship

Culture Alignment

Strengthening Leadership

Cohesiveness

Leadership Team Building

VMV Alignment Workshop for Leaders

Company-wide VMV-based Team Building

Identification and continuing

communication of Key Behaviors

High Performance Leadership Workshop

Leadership Initiatives that support and

campaign for continuing alignment

Monitroing and Evaluation of Initiatives

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High Performance Leadership Workshop for Managers and Supervisors High Performance Leaders are capable of aligning team as well as individual performance and behavior with the company’s strategic direction. As result the company achieves its desired high performance. Kouzes and Posner in their book “The Leadership Challenge Identified key practices that lead to effective leadership. This program is designed to help Your Company leaders use those leadership practices to inspire and enable actions that lead to positive organizational results. Specifically this program aims to:

Demonstrate value-driven leadership

Use vision to inspire employee performance

Apply their roles as change leaders

Use 360 degrees empowerment to lead at different angles

Use techniques for keeping employees engaged Key Outputs

Individual Leadership Development Action Plans for High Performance Leadership

VMV Alignment for Leaders Recent studies have shown that an organization is likely to achieve its goals if everyone in the organization sees it and can imagine the steps to get there. This is the reason why many companies craft their Vision, Mission and Core Values statements A company VMV generates a common goal, hope, and encouragement; offers a possibility for fundamental change; gives people a sense of control; gives a group something to move toward; and generates creative thinking and passion. Visionary Companies however are not defined merely by the statements they post on the wall, they are defined by the way employees by the company's core purpose and philosophies. The main aim of this program is to help managers of Your Company align their operations and their people. We devised various means to help them appreciate the concept, put them in the right context, review and redirect their actions towards becoming more consistent with the VMV. The participants will walk away from the program with renewed inspiration and a clear set of strategies for aligning their people’s performance and behaviors with what the organization need to be consistent with its vision mission and values. The important output of this activity is the identification key behaviors that will be used as reference for organization wide alignment activity. (Please See Annex C for details.)

Key Outputs

Action Plans for continuing communication of organizational core values

Initiatives for pursuing company vision and mission.

Company-wide VMV-Based Team Building Organizational alignment is an excellent demonstration of teamwork. It means everyone in the organization, subordinate personal interest to the interest of the team and sees connection between organizational and personal success. Your Company’s long term success depends on the team’s ability to align members’ actions with the organization’s core values and pursue its mission and vision. A number of things must be done in order to make it happen. First, each member must see these values as the organization’s moral compass and as un-compromise-able tenets of performance and behavior. Next, they need to

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agree on what these values look like in action. Lastly, everyone must commit to aligning oneself by committing to actions that are aligned with the company’s core values. This workshop is being proposed to help your team members appreciate the importance of building a strong and aligned organizational culture. We divided this event in two parts to facilitate the following: understanding the concept of alignment and commitment. The second part is about aligning behaviors and actions with the company’s VMV. (Please see Annex D for details. ) Specifically, this workshop aims to achieve the following:

Identify Alignment and Commitment as key to team success

Describe actions and behaviors that are consistent with the company’s core values.

Make personal and team commitments to pursue organizational vision and mission.

Key Outputs Contextualization of core values and key behaviors on a departmental and functional level

Individual commitments to support vision and mission.

Rules of engagement for team interaction.

PROPOSED SCHEDULE OF ACTIVITIES AND INVESTMENTS:

A more detailed time table shall be presented and agreed upon after approval of this proposal for better project management.

Components Activities Approximate Timeline

Result/Output

Component 0 Program Briefing

Orientation Scoping

2- 4 hours Finalized Project work plan with milestones and deliverables

Component 1: Management Team Building

a. Prework a. Briefing

b. 2-Day teambuilding and planning workshop

c. Follow through session after 1 month

1. 2 hours 2. 2 days/

session 3. 4 hours

1. Management Thematic Goals and categorical objectives

2. Rules of engagement for collaboration, cooperation, downward communication, etc.

Component 2: High Performance Leadership Workshop

1. Pre-workshop Briefing and Preparation of Individual Leadership Development Planner

2. 2 Days Training 3. Follow Through Session after 6

months

1. 2 hours 2. 2 Days/

Session 3. 4 Hours

1. Individual Leadership Development Project

2. Report on outcome of project

Component 3: VMV alignment Workshop for

4. Appreciation of the concepts of alignment and commitment

5. Appreciation of the VMV Concept

4. One day per session

3. Identification of core values key behaviors

4. Action plans for

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Components Activities Approximate Timeline

Result/Output

Organizational Leaders

6. Contextualization of the Company’s VMV in preparation for company-wide and continuous communication

7. Action Planning on needed policy and initiatives to support company VMV

supporting the mission and vision

5. Strategy for regularly communicating the VMV

Component 4: Organization-wide VMV-Themed Team Building

1. Getting alignment and commitment 2. Identifying key behaviors that are

aligned with the company’s core values

3. Committing to an individual action plan to support company mission and vision

I day per session

Application of new selling skills Implementation of new Customer Service Program

Stage 5: Program evaluation

1. Evaluation of and adjustment of program as necessary

1. After every run

1. Revision/ enhancement of program as necessary

ANNEX A: MANAGEMENT TEAM BUILDING WORKSHOP

THE WAY FORWARD

More than its well established brand, the success of a team in achieving its full potential is dependent on its ability to work effectively as a team. In a bestselling book called “The Five Dysfunctions of a Team”, Author and Organization Development Consultant Patrick Lencioni wrote: “Not finance, not strategy, not technology. It is teamwork that remains the ultimate competitive advantage both because it is so powerful and so rare.” It has been said that if a company can get all its employees rowing towards one direction, there is no reason why that company can’t reach its rightful destination. Rowing towards one direction however, is close to impossible because teams are made up of people who are imperfect, fallible and teams are inherently dysfunctional. In many organizations, politics and confusion are more the rule rather than the exception. Fortunately for us, the dysfunctions that hinder teams from working effectively together have been identified and found to be curable. Lencioni recommends that the following team fundamentals be pursued to help the team succeed: Fundamental #1: Build Trust Highly effective teams work in an environment where trust is strong. It happens when expectations are clear, communications are unhampered and the environment encourages expression of ideas, opinions and feelings. Fundamental #2: Mastering Conflicts In teams where expression of ideas is encouraged, conflict or contrasting opinions are likely to happen. Establishing norms that allow people to communicate honestly and yet respectfully creates an environment where problems are easily identified and solutions are presented without any damage to relationships. Fundamental #3: Strengthen Commitment Two factors are important in establishing strong commitment; buy-in and clarity. Buy in is the ability to RESPECT and align with a management decision whether or not you agree with it initially. Achieving clarity reflects on a team member’s ability to manifest behaviors that align with team decisions.

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Fundamental #4: Build Accountability Successful teams have DISCIPLINE. They do not allow mediocrity to creep in to the organization. Individuals in the team ensures that everyone is doing his/her utmost for the team by keeping their promises, giving support and calling people’s attention when they demonstrate behaviors that are counterproductive to team. Fundamental #5: Focus on Results A team is able to set a goal for the whole organization and then rally the whole team towards achieving it. They feel the agony of defeat and celebrate success with much gusto. Because team members are accountable, committed, demonstrate open communication and trust the team to do its best. They are able to harness the team’s full ability to deliver the goods. Lencioni shared some formula for building these fundamentals. ExeQserve consultants studied the formula and successfully applied them to a number of companies who now enjoy stronger trust, productive collaboration, commitment, accountability and focus on results. The formula is not a training session but an intervention to help members of a team work more effectively together. This is the same intervention that we propose to facilitate for the team Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organization looking for a powerful point of differentiation. High Performance Teams get more accomplished in less time than other teams because they avoid wasting time on the wrong issues and revisiting the same topics again and again. They also make higher quality decisions and stick to those decisions by eliminating politics and confusion among themselves and the people they lead. Finally, functional teams keep their best employees longer because "A" players rarely leave organizations where they are part of, or being lead by, a cohesive team.

THE FRAMEWORK

The whole program is divided into four major segments: 1. Pre-workshop activities

a. Reading of the “Five Dysfunctions of a Team” book by the Management Team b. Managers will take the MBTI or DISC personality test which will be used during the session. c. Administration of the Five Dysfunctions Test to determine the current team climate. d. Further customization based on the result of the climate survey.

2. 2-day Management Teambuilding

a. The intention of this workshop is to prepare the management team to lead in a “new” team environment. The management team members need to recognize that they are part of the management team first and leaders of their respective sub-teams second.

b. By the end of the two-day session, the team would have agreed on a number of norms intended to build cohesiveness and commitment among them that they can use as basis for aligning their respective sub-teams.

3. Post Workshop and Follow-through

a. The Teambuilding Facilitators shall submit a comprehensive report detailing the following: i. Highlights of the workshop ii. Activity outputs and norms iii. Our observations iv. Recommendations for follow through

b. Follow-through sessions that the Leadership may opt to facilitate themselves or have our facilitators coach

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for a number of sessions.

2-Day Management Team Building Outline Objectives:

Identify the five fundamentals necessary for team effectiveness

Improve trust among team members

Use productive conflict to enhance teamwork

Achieve commitment on thematic goals and categorical objectives

Create a culture of accountability

Gauge ongoing success against its goals.

Time Activity Objectives

2 hours Overview and Assessment Overview of the five dysfunctions of teams Review of climate survey report

Identify the five values necessary for team effectiveness

4 to 5 hours Fundamental # 1: Building Trust · SLE: Landmines · Personal Histories Exercise · Behavioral Profile Exercise · Trust Review

Improve trust among team members

Know each other in a deeper sense to foster better understanding and trust

Establish trust building norms

2 hours Fundamental # 2 Mastering Conflict · SLE: Blind Polygon · Conflict Profiling · Conflict Norming · Conflict Resolution Obstacles

Use productive conflict to enhance teamwork

Know each one deals with conflict and make necessary adjustments in styles

Establish rules of engagement in dealing with conflict situations

2 hours (depending on

team dynamics)

Fundamental # 3: Achieving Commitment · SLE: Footprints in the Sand · Commitment Clarification · Cascading Communication · Establishing a Thematic Goal Exercise · Rules of Engagement

Achieve commitment on thematic goals and categorical objectives

Establish rules of engagement for meetings and other forms of team interaction

2 to 3 hours Fundamental # 4: Embracing Accountability · Team effectiveness exercise

Create a culture of accountability

Establish norms for dealing with performance issues

1 hour Fundamental # 5: Focusing on Results · SLE: Card Sorting · Establishment of a Team Scoreboard

Gauge on-going success against team goals

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1 hour Wrap up and Follow-up • Strategies for Overcoming the Five Dysfunctions • Cascading Communication Agreement • Personal Commitments • Closing Statement

Ensure follow-through of agreed upon action

ANNEX B: HIGH PERFORMANCE LEADERSHIP

If you want to build a high performance organization, you need to equip your managers and supervisors to build

high performance teams.

High performance teams are capable of delivering results; the individual members are accountable and committed to

goals and strategies. There’s high quality communication that allow members to manage complexities, respond rapidly

to the needs of the company and the customers, and make high quality decisions. These things don’t just happen. For

high performance teams to form, Leaders must demonstrate positive behaviors that inspire members. Leaders must

understand team development phases, respond to the needs at each stage and then ultimately bring the team to the

high performance stage. Leaders need to be equipped to manage communication within the team and conduct effective

coaching activities to help each member achieve his full potential.

We put together a two-day workshop that will provide your leaders all the necessary tools in order to successfully build

high performance teams. Our activities are highly engaging and we provide practical tools that are immediately useful

when they return to the job.

Your leaders will go home with Re-entry Action Plans from what they gathered in the training to ensure application of

learning. This allows whoever is interested in their leadership growth to see their how they intend to use what they

learned to build their very own high performance teams.

Workshop Objectives

By the end of the workshop, the learners would be able to:

Describe the needed transition from being a non-leader to that of a being a leader

Demonstrate value-driven leadership

Use vision to inspire employee performance

Apply their roles as change leaders

Use 360 degrees empowerment to lead at different angles

Use techniques for keeping employees engaged

Target Participants

Supervisors and managers who are responsible for bringing employees performance to higher levels.

PROGRAM FRAMEWORK

At ExeQserve, we appreciate your desire to build a high performance leadership culture and we recognize our

responsibility in helping you get the most out of your investment. If you are up to it, we recommend a comprehensive

solution that will help you achieve your objectives. Here’s how we propose to proceed:

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Conduct an Executive Briefing

Before we sell the idea of high performance leadership to your managers and supervisors, we propose to present the

whole concept to the company’s senior management in order to help them appreciate the program and understand

their own roles in building high performance team leaders.

Leadership Skills Pre-workshop Self-Assessment and Briefing

The assessment helps the participants recognize their strengths and areas for improvement as leaders. The survey

respondents (superiors, subordinates and peers) will be invited prior to the workshop to answer our questionnaire. The

results will help the participants work on their individual leadership development plans during and after the workshop.

2-Day Leadership Workshop

The participants will attend a 16-hour or 2 days training that focuses entirely on building their leadership competence,

facilitating teamwork and coaching. The participants will receive two workbooks from their facilitators. One contains all

the lessons in the workshop and the other one is their Individual Leadership Development Plan workbook. After each

module, the participants will be asked to collect their learning and decide on some action plans to apply what they’ve

learned.

Post Workshop Report and Follow through Session

We shall submit a post workshop report one week after the learning event and hold a half-day follow through session

after three months to reinforce the participants’ learning. The report and the follow through session is our way of

helping you get the most out of your training investment.

Course Details:

Time Activities Process Objectives

DAY 1

9:00 to 9:30 Introduction Opening Remarks House Rules Leveling of Expectations Ice Breaker

Know the course organization

and apply house rules

9:30 to 12:00 Module 1: Stepping up to Leadership

Leadership and High Performance

Differentiating Leadership from Management o When to lead, When to manage o Getting to Level 5 o Embracing the qualities of high

performance leadership

Keys to high performance teamwork

Describe the needed transition

from being a non-leader to that

of a being a leader

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1:00 to 6:00 Module 2: Value-driven Leadership

Connecting leadership values with high performance

Working with aligned teams

Strengthening leadership credibility with values

alignment

Demonstrate value-driven

leadership

DAY 2

9:00 to 11:00 Module 3: Leading through vision

Establishing the high performance vision

Co-creating roadmap towards the achievement of the vision

Strengthening accountability for performance and

behavior

Use vision to inspire employee

performance

11:00 to 2:00 Module 4: Leading Change

Change and high performance

Applying Kotter’s model in facilitating change.

Encouraging change through creativity and

innovation

Apply their roles as change

leaders

2:00 to 4:00 Module 5: Leadership and Empowerment

Empowerment and High Performance

360o Empowerment

Building trust, competence and confidence

Use 360 degrees empowerment

to lead at different levels

4:00 to 6:00 Module 6: Leading through engagement

Employee engagement and high performance

Motivating to improve engagement

Use techniques for keeping

employees engaged

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ANNEX C:VISION, MISSION AND VALUES ALIGNMENT FOR

LEADERS

Recent studies have shown that an organization is likely to achieve its goals if everyone in the organization sees it and can imagine the steps to get there. This is the reason why many companies craft their Vision, Mission and Core Values statements A company VMV generates a common goal, hope, and encouragement; offers a possibility for fundamental change; gives people a sense of control; gives a group something to move toward; and generates creative thinking and passion. Visionary Companies however are not defined merely by the statements they post on the wall, they are defined by the way employees by the company's core purpose and philosophies. The main aim of this program is to help managers of Your Company align their operations and their people. We devised various means to help them appreciate the concept, put them in the right context, review and redirect their actions towards becoming more consistent with the VMV. The participants will walk away from the program with renewed inspiration and a clear set of strategies for aligning their people’s performance and behaviors with what the organization need to be consistent with its vision mission and values. Our facilitators will use an integrative approach that include concept orientation, structured learning experiences, brainstorming and workshop to help participants appreciate and contextualize the key learning points of the program.

Objectives: After the session, the participants are expected to;

Describe the importance of vision, mission and values in aligning actions with organizational direction;

Review and align operational strategies to be consistent with the company’s vision and mission;

Identify opportunities for operationalizing the company’s mission;

Align individual behaviors and performance with the company’s operating principles and values; and

Create a re-entry action plan that will help them put their learning to action.

Time Activity Process Objectives

8:30 to 9:00

Introduction · Opening remarks · Icebreaker · Workshop framework and agenda

Know the administrative details of the workshop

10:15 to 11:00

Module 1: Getting alignment and Commitment · SLE: Destinations— This activity highlights the importance of

symbiosis among members of the organization. It shows how despite differing personal goals, a company can succeed when everyone is aligned.

· SLE: Electric Maze—This activity emphasizes that organizations succeed when people are committed to the goals and strategies.

Describe the importance of alignment and commitment in pursuing the company’s vision, mission and values

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11:00 to 12:00

1:00 to 2:00

Module 4: Your Company’s Values in Action · SLE: Values trading—This activity will help participants realize the importance of being consistent with one’s own values. · Appreciating one’s own values · SLE: Credo Memo—Activity will help participants contextualize the meaning of Your Company’s values in their day-to-day activities and will help them communicate these values to their employees.

Describe specific behaviors that are consistent with the company’s core values.

2:00 to 3:00

Module 3: Operationalizing the Mission · Appreciating the concept- what is “a” mission and what is “the” mission? · Workshop: How do we operationalize our mission?-Participants will review their activities and identify opportunities to direct them towards realizing the mission

Describe opportunities for manifesting the mission in day-to-day operation.

3:15 to 5:00

Module 2: Pursuing the Vision · Appreciating the concept · Reviewing Your Company’s Vision · Workshop: Team Purpose Triangle—this activity allows participants

to review how they can realign their operational strategies with the company's vision.

· Identify initiatives for aligning strategies with vision.

5:00 to 6:00

· Re-Entry Action Planning—Participants will come up with individual action plans on how they can communicate their learning to their staff and apply learning in the workplace.

· Apply learning to the workplace

ANNEX D: COMPANY-WIDE VMV-THEMED TEAM BUILDING WORKSHOP

Organizational alignment is an excellent demonstration of teamwork. It means everyone in the organization, subordinate personal interest to the interest of the team and see connection between organizational and personal success. Your Company’s long term success depends on the team’s ability to align members’ actions with the organization’s core values. A number of things must be done in order to make it happen. First, each member must see these values as the organization’s moral compass and as un-compromise-able tenets of performance and behavior. Next, they need to agree on what these values look like in action. Lastly, everyone must commit to aligning oneself by committing to actions that are aligned with the company’s core values. This workshop is being proposed to help your team members appreciate the importance of building a strong and aligned organizational culture. We divided this event in two parts to facilitate the following:

Understand the importance of alignment and commitment to individual and organizational success

Understanding and describing the company’s Vision, Mission and Values. We shall use highly interactive and experiential learning activities that will allow participants to respond to situations, draw learning from their experience and make decisions that will help them appreciate the importance of working as a team and aligning and committing to a common set of values.

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We designed this program in such a way that we weaved the learning with the activities so that there is less need for activity processing. However, we recommend individual commitment setting towards the end of the program to help the participants identify and clarify individual roles and commitment to organizational success, OBJECTIVES After the session, the participants are expected to; · Identify Alignment and Commitment as key to team success · Describe actions and behaviors that are consistent with the company’s core values. · Make personal commitments in contributing to organizational alignment.

Course Outline

Time Activity Process Objectives

8:30 to 9:00

Introduction

Opening remarks

Icebreaker

Workshop framework and agenda

Know the administrative details of the workshop

10:15 to 12:00

Module 1: Getting Alignment and Commitment

Alignment and Commitment as key to team Success

Appreciating alignment o Structured Learning Experience (SLE) : Destinations—

This activity highlights the importance of symbiosis among members of the organization. It shows how despite differing personal goals, a company can succeed when everyone is aligned.

Demonstrating Commitment o SLE: Electric Maze—This activity emphasizes that

organizations succeed when people are committed to teamwork

Describe the importance of alignment and commitment in achieving team success

1:00 to 4:00

Module 2: Your Company Values in Action

Understanding the concept of Values o SLEs: o Helium ring—Teamwork o Trust Fall - Loyalty and Family o Wacky Relay— Integrity and Honesty Professionalism o Card Sorting— Quality, Innovation and Creativity in

action

Rules of Engagement—Committing to values at work

Describe specific behaviors that are consistent with the company’s core values.

4:00 to 5:00

Module 3: Pursuing the mission and Vision

SLE: Team Purpose Triangle – Identifying initiatives to contribute to mission and vision

Align individual activities with company mission and vision

Re-Entry Action Planning

Agreeing on a forward Agenda to apply learning in the workplace

Closing

Develop action plans to apply learning to the workplace

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Annex E: Profile of Edwin Ebreo, Lead Consultant

Edwin C. Ebreo is the founder and President of ExeQserve, Corporation, an HR Solutions Company. He is also the company’s Head Consultant for Organization Development and Human Resource Development. Prior to establishing ExeQserve, Ed worked as HR Director/Manager for CheQ Systems, a

Software Quality Engineering Company, Athena E-Services Group of Companies, a BPO company and PET Plans, a pre-need company that had a diverse number subsidiaries that Ed was tasked to manage. During his stint with these companies, Ed was able to develop his expertise in managing the HR Department as a shared resource among groups of companies, handling no less than three companies at a time. He was also Head of Training for SPI Technologies, one of the largest, pioneering BPO companies in the Philippines. He also headed the training department of Philippine Seven Corporation, the local licensee of the 7-Eleven chain of convenience stores. He started working as a freelance Human resource and Organization Development Consultant on weekends at the early age of 28. He finally left full time HR Management practice 5 years ago to concentrate on consulting. He eventually setup ExeQserve Corporation in 2007 to cater to his growing clientele. His 15 years of experience helps Ed appreciate organizations and people from various industries and help them achieve their full potential through training and other HR-related interventions. As a Human Resource Management Development Consultant, Ed has helped several companies and government agencies establish their strategic HR management and development plans which include their strategies for recruitment. Ed has also designed and facilitated training on the following skill areas: Leadership and Management Coaching Performance Management Customer Service Creativity and Innovation Presentation Skills Time Management Personal Effectiveness Visioning

Assertive Communication HR Management for Line Manager Problem Solving and Decision Making Managing Meetings Change Management Selling Team Building Strategic Planning Trainers’ Training.

He continues to customize programs to meet the unique needs of organizations. Ed is a passionate public speaker. He is an active member of Toastmasters Club with a norm of Advanced Communicator Silver. As a Toastmaster, he has helped establish clubs and mentored members to achieve their full potentials as public speakers and leaders. As a consummate HR Professional, Ed offers free on-line advice on career, human resource management, leadership and other topics through his popular blog “Anything HR by Ed” (http://anythinghr.blogspot.com) and Pinoy Career Coach (http://pinoycareercoach.blogspot.com ). Ed took up Mass Communication at New Era University and has completed various training programs that have helped him develop his competence in leading and training. His most important education is his experience as human resource development professional helping companies achieve their full potential through their people.

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ANNEX F: CORPORATE PROFILE

EXEQSERVE Is a fast-rising Outsourced HR & OD Consulting and Services company. It was established on April 23, 2007 with Mr. Edwin C. Ebreo as President, Roel C. Hernandez, Eden I. Hernandez, Christopher V. Siena, and Benedicto C. Cruz as Members of the Board.

Our Track Record We have successfully partnered with various companies in different industries to serve their varying HR and OD Needs. Following are just some of them: Recruitment – DHL, Champ Cargo, University of Perpetual Help, Salmat, Golden ABC (Penshoppe), Kalbe, Oce- Cannon, Jones Lang La Salle, Connell Brothers, Publicis, Diamond Rent-a-car , Getz Bros, Thakral One Training – Pepsi, Mega Publishing, Megawide Construction, DTSI, Yamaha, Manila Jockey Club, M Lhuillier, Shopwise, Maxicare, Magsaysay Lines, Davies, Hyundai, NNIT, Energy Development Corporation Human Resource and Organization Development – SEARCA, Silver Finance, Generali Philippines, Snapworx, Mobext, CheQ Systems, Hoya Glass Disk, Ensogo, Mega Publishing, Megawide Construction, Core Application Services, Rustan’s, Quinn Data Facilites Philippines, International Airline Services, Scribenet, Numlock, AFPMBAI OUR VISION To become a company of world-class HR professionals OUR MISSION We are committed to providing outstanding services to help companies build teams of high performing individuals OUR VALUES

Teamwork Success can only be achieved through synergistic collaboration among members of our team. We value each of them as unique individuals, their trust, and their contribution in ensuring exeQserve’s delivery of quality service to our clients.

Customer Intimacy We treat each organization as unique in terms of its business model, strategies and culture. We strive to work as closely as we can with our clients in finding ways to deliver the right products and services according to their needs.

Pursuit of Excellence We know that excellent service can only come from people who pursue excellence. Our team members accept it as their personal responsibility to the company and to our clients to seek improvement in their knowledge, skills and performance.

Creativity and Resourcefulness Our business requires that we think within the box as well as outside the box. We continually welcome and apply new ideas and technologies to aid us in serving our clients.

Flexibility Our ultimate goal is to keep our customers satisfied. We go the extra mile, go beyond the boundaries of our job descriptions and defy conventions without breaking the rules in order to achieve this goal

Fun We believe that happy employees are productive employees, hence we strive to include fun in our agenda no matter how busy we are and no matter how challenging the work is.