CONTENTS

Editorial
Feature Article One: "Ensuring Training Achieves Results"
Feature Article Two: "Civility At Work -- 20 Ways to Build a Kinder Workplace"
Feature Article Three: "Max Singh, Changing Lives in Cambodia"
Feature Article Four: The Only Way To Arrest The Spread of SARS...
Humor Resource
Book Review
Attitude Vitamins
Links of Interest
Organization News
    

Editorial

Welcome to the April 2003 edition of HRD Gateway.

You will find a number of useful articles and information that will help you do a better job as a HRD / HRM professional. 

In the article "Ensuring Training Achieves Results" author Mohd (Malcolm) Hazri Humphreys bemoans the fact that organizations still do not understand the power and limitations of training programs.  He says that when companies send their people to training programs, they expect "miracles" to happen without looking into the implementation side of the training process.  A very thought provoking must-read article.

It's not always easy being nice. There are deadlines to meet, conflicts to settle, resources to share, promotions to snag -- all of which can pit people against each other. What to do?  In the article "Civility At Work -- 20 Ways to Build a Kinder Workplace," author Tom Terez lists 20 practical ideas. If you believe that workplaces work better when people get along, scan this list and start living it.

We feature in this issue an interesting personality, a Mr Max Singh.  Max has one passion in life -- helping poor kids learn about motivation. He set up some training programs in Malaysia in the mid-1990's.  The 1997 financial meltdown put a stop to those activities.  He moved to Cambodia to take up a teaching post.  His passion caught up with him over there.  He set up a non-profit organization called Leadership Character Development Institute (L-CDI).  Today L-CDI is giving hope and changing lives in Cambodia.  Read about Max Singh in our article  "Max Singh, Changing Lives in Cambodia."

Headlines in newspapers around the Asian region feature the Iraq War and SARS.  Well, the war is almost over. There not much we can do about G. Bush, Jr's quarrel with S. Hussein at the moment, assuming that S. Hussein is still alive.  But there's much we can do about SARS.   The article on SARS in this issue, sent in by Pat Lu, advises us to be responsible for our own health, and that in turn will keep SARS at bay.  The media has been gloomy about SARS -- the virus is spreading, affecting people in many countries.

SARS aside, here's some good news for HRD Gateway members -- Oak Training will offer a 20% discount to members who purchase training programs from them.  For details, see the Links of Interest department below.

Enjoy this issue!! (And do tell us what you think of it!)

Cheers!

G. K Lim
Editor
HRD Gateway

Feature Article One: Ensuring Training Achieves Results

by Mohd (Malcolm) Hazri Humphreys 

In the last six years that I have been “designing and implementing” training programs for corporate clients I have seen many approaches in selecting and implementing training programs.

Training programs when properly selected and implemented are the “Healthy Diet” that keeps an organization growing and strong. A healthy diet is something we humans need in good times and bad. For reasons that I have yet to understand in bad times one of the first things the financial mangers do is cut or eliminate the training budget. This is exactly the same as cutting of the food supply to the human body.

We do excellent jobs in preparing our training needs analysis to determine what training we believe is needed in our company or department but what about implementing the results of the training?

Training is ALWAYS about change for the better. Good training will always encourage change just as long as we give the opportunity to change after the training.

The training I am assessing in this article are the “Soft Skills” area that we know account for 85% of the success or otherwise of a persons performance. (Skill accounts for 15%). Skill can be measure by a mathematical formula. There is a right or wrong answer and if you know the subject you get the answer right.

The way you apply the skill is where attitude, emotional and spiritual intelligence determines whether or not we are successful. I was told that Intellectual Intelligence (skill) gets us hired and Emotional and Spiritual Intelligence gets us promoted. These are ongoing things that need a healthy diet. Giving opportunities and recognizing contributions are one of the healthiest diets we can feed our staff. We feed our children healthy food so they grow; we need to do the same with our employees.

Over the last six years the question that comes to me time and time again when I present training proposals to organizations is - WILL IT WORK, WILL I SEE A CHANGE AND WILL I GET A RETURN ON MY INVESTMENT?

We have seen Human Resource Management change from Personnel to HR to Human Capital to?? (What next).  The issue of encouraging our people to excel still remains. No matter what country or culture we live and work in.

As I ponder these questions I am thinking of the computer processor which has moved from the “286”to Pentium 5 and within a very short time frame.

But we also see “Franchised” programs that are exactly the same today as they were when the “286” was the “Best” on the Market. A program that worked well in one environment does not necessarily work well in a new environment. (And having worked in 20 countries over 5 Continents I have found this true many times to my painful detriment so I really learned that “One Size Does NOT fit all.)

I have a friend who is in the SMS Ring Tone Business. Her business depends on creating new “Ring Tones” every week otherwise very simply her customers do not download any of her products. She has to be innovative and creative every week to just “stay in business”. That is the rule for any business today. Constant Change, Constant Obsolescence, Constant Innovation

We talk about the Knowledge revolution but when it comes to training what many of us really want are methods and systems to ensure that the people in our organization follow OUR instructions and ideas so that the business we manage remains successful based on “MY” idea of success.

When we decide to invest in a new item of machinery we carefully review the market and options available (and most companies do this part well when selecting training providers).

When put our case to management and get budget approval and in our case we describe how we will utilise the new item in the business. We describe how we will install it, how we will run it, how we will maintain it and how long it will last. Most importantly we analyse the business we will obtain or retain as a result of acquiring this new item of equipment.

Why is it then that when I suggest to organisations that the same applies to training that I get ambivalent responses?

We buy equipment and we know that we are responsible for the maintenance after we take delivery from the supplier (even if the supplier has a service contract option). We buy a new car with a warranty period but if we do not follow the recommended maintenance schedule we find out that our warranty is null and void. We use equipment outside the parameters it was designed for and we find out that we do not get performance for very long.

Yet with training we expect that after a training program a "Miracle" will occur and everything will be just as we want it to be with little or no more effort on our part.

This is a particular challenge for organisations that have training departments that operate independently of operational management. Training courses are “arranged” and operational management submits nominations for attending the training and then everything else is the responsibility of “The Training Department or Academy”.

The operations people have done their part by nominating their staff to attend the training so the miracle will happen and when they come back they will be able to “follow instructions” better or make “more sacrifices.”

Human beings have a fundamental need to feel valued and important and after a training program they “NEED” to be listened to and encouraged to contribute.

We need to be appreciated. It is an integral “FOOD” that our body and mind NEEDS

What would happen if we adopted the same approach to training as we do to new equipment purchases?

We buy a new car and we know that we will have to fill it with petrol every few days or it will simply not run. It may still be new. It may still be in perfect working condition but NO PETROL – NO RUN.

Training and acknowledgement (appreciation) is the “PETROL” that keeps employees running in tiptop condition and performing at peak expectations and specifications.

Our new car needs regular servicing to keep everything working according to specification and replace worn out items or identify problems before they become major ones.

In the field of Energy Medicine we know that disease commences in the person's luminous energy field and that if we identify disease at this stage we ensure the body remains healthy.

If we understand this in our employees we will ensure their “Luminous Energy” remains in peak condition in their working environment.

I remember in 1986 I visited China and an oil rig that had gaping holes in the drilling deck 200 meters above the South China Sea. When I asked about repairing the holes I was told “The service manual says to inspect and repair the deck every two years and that is next year.” (Sure hope no one fell through; actually that oil rig exploded a few months later.)

Recently I received a request to submit a training proposal in which I was asked to ensure the success of the program but I had no access to the people in the organisation that would work with the people after the training -- the very people who either fertilize or starve the fresh young shoots of growth planted after the program.

With this short article I am attaching some guides to ensuring the training works. These guides are for use AFTER you have decided on the training package that is best suited for you.

Companies that do not “FEED” their staff a healthy diet that encourages growth end up dying or having stunted growth.

As with any other part of a company EVERONE has to be involved. Managers who decline to encourage their staff after training are starving the young plant of the oxygen it needs to grow into a bountiful tree that produces harvest after harvest.

Managers who refuse to allow their staff to give ideas after training are digging up the plant and throwing it in the rubbish. Next time they send someone for training they have created a mindset in their staff that training is just to get the person to “toe the manager's line."

Then when there is NO CHANGE they blame the training.

There are 5 components to this format.   I have developed a set of 5 forms to facilitate tracking the steps to ensure there is a maximum return on the training investment. (The Forms are headed “Making Training Work – Before – During – After.")

Step One:

Send to the manager / supervisor the “Before the Course” form partly completed by the Training or HR department and have the manager / supervisor complete it in discussion with the employee and return it to HR or training. This should be completed BEFORE THE TRAINING

Step Two:

Send to the employee the “Employees -- Before the Course” Form that has to be discussed with their immediate manager / supervisor. Then return to HR or Training again BEFORE THE TRAINING. The employee should bring their copy to the training with them as a reminder of the commitments they have made.

Step Three:

Manager and employee complete the “Qualities” form. This can be by the employee and manager / supervisor together or separately and then coming together to agree on a starting point. The importance of both employee and manager / xupervisor agreeing on the “Starting Point” is crucial. (Note:: The components of the form should be tailored to your organisation's needs).  Again -- before the training.

Doing this process together is a part of the Healthy Diet. It is the fertilizer that ensures the growth of the planted seeds. When we do it before the program we are preparing the soil for the planting of the fertile seed. When we do it after the program we are watering and fertilizing the seeds and ensuring a bountiful harvest.

Step Four:

Employee attends the training

Step Five:

Ensure that employee and manager / supervisor review their objectives ON THE FIRST DAY AT WORK AFTER THE TRAINING.

Step Six:

Send the “Post Training” form to manager / supervisor form to the supervisor within one week and expect it back within another week completed after discussion and agreement with employee. This will ensure that the manager / supervisor is reminded of their responsibility in ensuring the success of the training and development of the employee

Step Seven:

Send the “Post Training” employee form to the employee and expect it back after discussion with their manager / supervisor within a week.

This reminds the employee that there is a purpose behind the training and encourages them to improve the aspects of their performance. As it is done in conjunction with their manager /  supervisor, it breaks down the traditional "Hard to talk to my boss syndrome" as both boss and employee have to complete the forms together and agree together and submit to a third party (HR or training department)

Step Eight:

Review the commitments made by employee and supervisor every three months.

This is the FERTILISING PROCESS;  the more follow-up there is on the promises made by manager / supervisor and employee, the more there is constant positive change. It is only in the follow-up "IN HOUSE" that ensures ongoing success.

Complete the “Post Training” component of the “Qualities Form” (supervisor and employee together)

This is the form that was part completed BEFORE the training. When both manager / supervisor complete the second part, it reinforces the positive changes from the training. 

EVERYONE should be involved, from the chairman to the junior staff and all levels in between. This approaches is suitable for in-house training or external programs where an employees is sent to a public course. EVERYONE should be evaluated on ALL training they attend regardless of the position they hold. When everyone is accountable, everyone gives their best. When everyone is recognized, everyone gives their best.

A word of advice and caution: if senior staff are exempted from the process, the process loses its meaning and impact.

If you follow these guidelines then you will be an active partner in the training process. You will be accepting responsibility for the success of the training and as a result the success of your company or department.

Yes, this takes time and effort, but everything worthwhile does. If you think you do not have the time to do this, ask your self how much you have spent on training programs and systems that have not worked.

Good luck. (But then luck has nothing to do with training – we get what we give!!)

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Hazri has lived and worked in 5 continents and 20 countries. He is a Corporate Healer (Executive Director) with Permata Kancil (M) Sdn. Bhd - A HR Training and Development Consultancy as well as Principal and Life Vision Integration Coach with Circles of Life International http://milleniumevolution.homestead.com/CirclesofLifeInternational.html .  Hazri can be contacted by e-mail at shique@pc.jaring.my, by phone on (60) 03-77852681,  77854519

Feature Article Two:  Civility At Work -- 20 Ways to Build a Kinder Workplace

by Tom Terez

It's not always easy being nice. There are deadlines to meet, conflicts to settle, resources to share, promotions to snag -- all of which can pit people against each other. What to do? Here are 20 practical ideas. If you believe that workplaces work better when people get along, scan this list and start living it.

1. Say what you mean, and mean what you say. There's no substitute for authentic communication.

2. Be less inclined to give advice -- and more inclined to seek it.

3. Resist the urge to jump to conclusions about people and their motives. Go to the source, get the facts, and then decide.

4. Identify the biggest redeeming quality of that person who's always driving you crazy. Keep it in mind the next time the two of you interact.

5. When greeting a colleague, skip the mindless how-ya-doin'. Ask a question that shows genuine interest.

6. Go out of your way to say thank you. Sincere appreciation is powerful stuff -- it's feedback, recognition, and respect all wrapped in one.

7. If you're overdue in showing gratitude, make up for lost time. Contact everyone who's owed thanks from you, and let them know how much you appreciate their help.

8. When credit and compliments come your way, spread them around to all who helped. And if you think you're solely responsible for that honored achievement, think again.

9. Promise only what you can deliver. If what you deliver falls short, explain why.

10. When things go wrong, resist the urge to assign blame. It's the system that usually fails, so fix the system, not the people.

11. Widen your social circle. If you always go to lunch with the same group, invite someone new.

12. Give a gift for no reason. If you work with nature lovers, order some plants or flowers. If the group has a chronic sweet tooth, get a few candy dishes and keep them full.

13. When a rumor reaches your ear, let it go out the other.

14. Step down from the treadmill of daily tasks and have an inefficient chat with a colleague. If it's someone you rarely engage in conversation, all the better.

15. Show interest in someone else's interests. Okay, maybe you're not dying to hear about Pat's passion for stamp collecting, but Pat will be thrilled you asked.

16. When you take a stand and later realize it's the wrong stand, be honest enough to say so.

17. Involve more people in weighing options and making decisions. There's incredible brainpower all around you, so why not put it to work?

18. If you tend to send e-mails to colleagues who are an easy walk away, give the computer a rest. Get up, walk over, and have a no-tech conversation.

19. Try going a whole day without making judgments about people. Good luck -- it's tough!

20. Don't wait for kindness to come your way. Gandhi had it right: We must be the change we wish to see in the world.

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Tom Terez is a speaker, workshop leader, and author of 22 Keys to Creating a Meaningful Workplace. His Web site, http://BetterWorkplaceNow.com, is filled with tools for building a great work environment. Write to Tom@BetterWorkplaceNow.com or call 614-571-9529.
Copyright 2002 by Tom Terez Workplace Solutions Inc.  

Feature Article Three: Max Singh, Changing Lives in Cambodia

by G. K. Lim

Not only does Max Singh dare to dream, he is making his dreams come true.  In January, 2000, Max Singh founded Leadership Character Development Institute (L-CDI) with 24 students in Phnom Penh.  L-CDI aims to inculcate Cambodian youths with leadership and self-esteem principles.  Today, L-CDI has 1,200 full time boarding students and approximately 3,000 part time students in Phnom Penh and 19 province centers in Cambodia.

Malaysian-born Max Singh’s pioneering work in Cambodia has caught the attention of many people and organizations around the work, particularly in Asia.

Entrance to L-CDI Kg Cham Center 

It is with great pleasure that I present him to you, readers of HRD Gateway newsletter.

When I first met Max in 1995, he was manager of Travellers' Paradise, a boarding house in Kuala Lumpur, and Paradise Hostel, a budget hotel in Malacca, and publisher of a monthly magazine Motivation.

Max lamented the fact that poor youths could not afford to attend motivational courses in Malaysia at that time.  He made it a personal crusade to bring low-cost motivational training courses to the masses.  The magazine Motivation became his vehicle to reach his goal.

After the 1997 Asian financial meltdown, Max moved to Cambodia to take up a teaching position in one of the colleges there.

When he saw the despair, the lack of educational facilities, and the vicious cycle of poverty that affected Cambodian youths, he knew he had to continue with the crusade that he began in Malaysia.  This time, the beneficiaries are Cambodian youths.

According to Max, 63 percent of Cambodians above fifteen years of age are illiterate or semi-literate. A majority of them live in the rural areas, and are females.

“(Cambodians) are not only poor, but also victims of super powers,” wrote Max Singh in an email to me recently.

Max said that the country was ravaged by the Americans from 1970 to 1975, the Chinese from 1975 to 1979, and the Vietnamese from 1979 to 1992.

“(Cambodians) were not only deprived of their wealth,” continued Max, “but also the intelligence that is necessary to rebuild their country.  Pol Pot killed every intelligent and higher educated person he could come across. The country has no proper institutions of (higher) education, government or economic development.”

L-CDI runs training centers in 18 provinces in Cambodia.  To equip such centers with trained personnel, it operates a Teacher Training College in Phnom Penh.

L-CDI equips its students with knowledge and skills needed to survive in a tough economic environment.  Its core subjects include enhancing self-esteem, personal development and motivation.  To help students acquire and internalize such survival skills, L-CDI uses many teaching methods and strategies, such as singing, games, meditation, and community projects.

L-CDI has attracted the attention of many people and organizations around the world, and assistance in the form of financial aid and expertise are coming in.

What began as a personal crusade has become a recognized Non-Governmental Organization in Cambodia. Today Max is the L-CDI Country Director, and his two sons are directors.

The dreamer continues dreaming and making them come true ….. and the beneficiaries are the future leaders of Cambodia.

Feature Article Four: The Only Way To Arrest The Spread of SARS...

by Foong Wai Fong, Pahlawan Volunteers http://pahlawanvolunteers.com

You should by now know the seriousness of the SARS situation and how deadly the virus is. I was in Hong Kong 10 days ago and saw with my own eyes how panicky the situation is. I returned to KL last night because Shanghai too has reported cases. I chose to come home to KL because our population density is far lower and it is easier to control the spread if we do the right things.

Hong Kong has a far more superior medical and scientific support system, even then, they are being severely challenged by this outbreak.

In some Asian countries, the health system is inadequate in handling a crisis if one breaks out. Our advice to all is to be extremely vigilant and very self-responsible. Remember the flu had killed millions of people before, and you do not want to be a statistics.
 
At the moment, there is no vaccine against SARS.  Once it spreads in the community it would be a major disaster. Many Asian countries are at a very high risk of exposure to the virus, as there is a large number of tourists from China, and air traffic to and from Hong Kong, Guangdong, Taiwan and other parts of China is very heavy. The problem started in Guangdong province in November 2002.

We would like to call upon the health authorities to switch to high alert and put in place stringent disciplinary measures like that currently imposed in Singapore. This is no face nor laughing matter. It is a matter of life and death -- no one, but can run into huge numbers if we are not careful.

Those travellers who have come from the affected regions must self-quarantine or declare themselves and make sure that they are not agents of SARs. The alert system is critical to prevent SARS becoming a disaster for all.

We should take responsibility for our own health. Wear a good mask when you have to travel in the trains, mass transit systems, in congested area or in other forms of public transport. Keep the place airy and clean. Wash your hands as much as possible as the virus is transmitted by droplets -- those who cough and sneeze should cover their mouth with a handkerchief to protect others.

Try to boost your own immune system by staying away from deep fried food and meat. Check on the web on other health advice to protect yourself. Try as far as possible to work from home so you can avoid contact with other people. Get your children to practice good hygiene -- no rubbing of eyes, no digging nose and washing their hands as much as possible.
 
The only way to arrest the spread is to be responsible ourselves. We recognize the situation as highly serious but urge everyone to remain calm. As long as you protect yourself and do not get into the company of those affected you should be fine.  Your only protection is to ensure all those around you are protected -- so reach out and care and educate them in this critical time.

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FACT SHEET
Information About Sudden Acute Respiratory Syndrome (SARS)
April 2, 2003, 4:00 PM EST
http://www.cdc.gov/ncidod/sars/factsheet.htm

A NEW DISEASE CALLED SARS

The Centers for Disease Control and Prevention (CDC) is investigating a new disease called severe acute respiratory syndrome (SARS). The disease was first reported among people in Guangdong Province (China), Hanoi (Vietnam), and Hong Kong. It has since spread to other countries. As of April 1, more than 70 cases of SARS had been reported in the United States. This fact sheet describes the disease and important guidelines for preventing the spread of SARS.

SYMPTOMS OF SARS

In general, SARS begins with a fever greater than 100.4°F [>38.0°C]. Other symptoms may include headache, an overall feeling of discomfort, and body aches. Some people also experience mild respiratory symptoms. After 2 to 7 days, SARS patients may develop a dry cough and have trouble breathing.

HOW SARS SPREADS

Public health experts think that SARS is spread by close contact between people. SARS is most likely spread when someone sick with the disease coughs droplets into the air and someone else breathes them in. It is possible that SARS also can spread more broadly through the air or from touching objects that have become contaminated. To find out more about SARS, go to CDC's SARS Web site < http://www.cdc.gov/ncidod/sars/ > and the WHO's SARS Web site < http://www.who.int/csr/sars/en/ > The Web sites are updated daily.

WHO IS AT RISK FOR SARS

Cases of SARS continue to be reported mainly among people who have had direct close contact with an infected person, such as those sharing a household with a SARS patient and health care workers who did not use infection control procedures while taking care of a SARS patient. In the United States, there is no indication of community spread at this time. CDC continues to monitor this situation very closely.

WHAT YOU SHOULD DO TO PROTECT YOURSELF

CDC has issued interim guidelines for patients with suspected SARS in the healthcare setting and in households. These guidelines may change as we learn more about SARS. If you get sick with the symptoms described above and have been in close contact with someone who might have SARS, see your health care provider and follow the guidelines below.

GUIDELINES

If you think you (or someone in your family) might have SARS, you should:

* Consult a health care provider as soon as possible.
* Cover your mouth and nose with tissue when coughing or sneezing. If you have a surgical mask, wear it during close contact with other people. A mask can reduce the number of droplets coughed into the air.

If you have SARS and are being cared for at home, you should:

* Follow the instructions given by your health care provider.
* Limit your activities outside the home during this 10-day period. For example, do not go to work, school, or public areas.
* Wash your hands often and well, especially after you have blown your nose.
* Cover your mouth and nose with tissue when you sneeze or cough.
* If possible, wear a surgical mask when around other people in your home. If you can't wear a mask, the members of your household should wear one when they are around you.
* Don't share silverware, towels, or bedding with anyone in your home until these items have been washed with soap and hot water.
* Clean surfaces (counter or tabletops, door knobs, bathroom fixtures, etc.) that have been contaminated by body fluids (sweat, saliva, mucous, or even vomit or urine) from the SARS patient with a household disinfectant used according to the manufacturer's instructions. Wear disposable gloves during all cleaning activities. Throw these out when you are done. Do not reuse them.
* Follow these instructions for 10 days after your fever and respiratory symptoms have gone away.

If you are caring for someone at home who has SARS, you should:

* Be sure that the person with SARS has seen a health care provider and is following instructions for medication and care.
* Be sure that all members of your household are washing their hands frequently with soap and hot water or using alcohol-based hand wash.
* Wear disposable gloves if you have direct contact with body fluids of a SARS patient. However, the wearing of gloves is not a substitute for good hand hygiene. After contact with body fluids of a SARS patient, remove the gloves, throw them out, and wash your hands. Do not wash or reuse the gloves.
* Encourage the person with SARS to cover their mouth and nose with a tissue when coughing or sneezing. If possible, the person with SARS should wear a surgical mask during close contact with other people in the home. If the person with SARS cannot wear a surgical mask, other members of the household should wear one when in the room with that person.
* Do not use silverware, towels, bedding, clothing, or other items that have been used by the person with SARS until these items have been washed with soap and hot water.
* Clean surfaces (counter or tabletops, door knobs, bathroom fixtures, etc.) that have been contaminated by body fluids (sweat, saliva, mucous, or even vomit or urine) with a household disinfectant used according to the manufacturer's instructions. Wear disposable gloves during all cleaning activities. Throw these out when done. Do not reuse them.
* Follow these instructions for 10 days after the sick person's fever and respiratory symptoms have gone away.
* If you develop a fever or respiratory symptoms, contact your health care provider immediately and tell him or her that you have had close contact with a SARS patient.

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FOR ACCUTATE INFORMATION ON SARS, please visit the following websites:

CDC: Severe Acute Respiratory Syndrome (SARS) - Information about the illness, healthcare recommendations, and more from the Centers for Disease Control.
http://www.cdc.gov/ncidod/sars/
Frequently Asked Questions (SARS)
http://www.cdc.gov/ncidod/sars/faq.htm
WHO: Severe Acute Respiratory Syndrome (SARS) - Features news updates and information about the outbreak of atypical pneumonia linked to a member of the paramyxovirus or coronavirus family.
http://www.who.int/csr/sars/en/

NEWS:
News Special: Severe Acute Respiratory Syndrome Outbreak (Asia)
http://asia.news.yahoo.com/features/sars.html
Full Coverage on SARS (Worldwide)
http://story.news.yahoo.com/fc?cid=34&tmpl=fc&in=Health&cat=Severe_Acute_Respiratory_Syndrome
Chronology of the Sars Outbreak
http://news.bbc.co.uk/1/shared/spl/hi/pop_ups/03/health_spread_of_severe_acute_respiratory_syndrome/html/1.stm
Cumulative Number of Reported Cases of Severe Acute Respiratory Syndrome (SARS)
http://www.who.int/csr/sarscountry/en/

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The article of SARS presented above was sent in by  Pat Lu, Chief Imagination Officer, RAYMA Sdn Bhd http://www.rayma.com.my
Event Creator * Knowledge Bank * Mindshare Surgeon * Education
M: +6012.210.4898  T: +603.7804.4666  F: +603.7804.4484
*  RAYMA GUN FOR HIRE: http://groups.yahoo.com/group/rayma/files/%20RAYMADivisionCorporateProfile/
*  RAYMA SEMINARS available now: http://www.rayma.com.my/KnowledgeBank/seminars.shtml
*  Subscribe to The New Economy Commentary: http://groups.yahoo.com/group/rayma/

Humor Resource

Managed by Dr James Y Lin

"Hi, to all Humor Resource readers, just a note on the expansion of Humor Resource. So far in the past issues, we have only presented HR-related humor pieces. I think you would agree with me that there is humor after work and laughter outside the workplace. So I have decided to expand the humor scope to LIFE experiences at large. This way, you may have humorous life experiences to share with us. Enjoy the two pieces sent in by Jaya!  Thanks and hope to hear you laughing!" -- James Y Lin

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Here is a detective story that can stimulate creative management thinking!!

It comes from Sir Authur Conan Doyle - Creator of Sherlock Holmes.

Constable to Sherlock Holmes: "Is there anything about tonights incident that you would like to draw my attention to, Sir?"

Sherlock Holmes: "Yes the strange incident with the dog."

Constable: "But, the dog did nothing, Sir!"

Sherlock Holmes: "Yes! That is the strange incident."

Management has to be like Sherlock Holmes and have the ability see what isn't there.  They have to hear the dog that does not bark.  They need to see "what is missing and essential'"

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The disappointed salesman of Coke returns from his Middle East assignment.  A friend asked, "Why weren't you successful with the Arabs?"

The salesman explained, "When I got posted in the Middle East, I was very confident that I could sell a lot because Cola is virtually unknown there. But, I had a problem. I couldn't speak Arabic. So, I planned to convey the message through 3 posters. First poster, a man crawling through the hot desert sand, totally exhausted.  Second, the man is drinking our Cola.  Third, our man is now totally refreshed. Then these posters were pasted all over the place"

"That should have worked", said the friend.

He replied, "Well, I didn't know Arabic, neither did I realize that Arabic read from right to left."

(Thanks,  Jayadeva de Silva, for sending in both the HR items above.)

Book Review: "Now, Discover Your Strengths," by Marcus Buckingham and Donald O. Clifton

Your company is a great company, but you cannot get along with your immediate superior.  You cannot get assigned to another department or another superior.  Would you stay or leave?  According to Marcus Buckingham and Donald O. Clifton, authors of "Now, Discover Your Strength" (Simon & Schuster UK Ltd, 2002), you'd most probably leave.  Reason: you are a unique individual with certain strengths or talents, and weaknesses.  If your supervisor does not understand your strengths or weaknesses, he might get you to perform duties that you might not excel in.  He might want you to use PDA's when you'd prefer to use the good old fashion planner; he might want to reward you with a free trip to an exotic island somewhere when you'd prefer to have your picture on the cover page of your company newsletter; or he might want you to manage current corporate accounts when your strength is at going out to get new business.  When he does not manage you well, you get stressed out.  If he doesn't change his way of supervising you, and you cannot get a new immediate superior, you'd leave the company.  Hopefully, he reads this book before you send in your letter of resignation.

This book, based on 25 years of research by the Gallup Organization, helps readers discover their talents.  Talents are the patterns that can't be turned on and off at will. They can't be created or altered.  Once you are 18 years and above, you are pretty much what you are as far as talents are concerned, and it's best you concentrate on them rather than on your weaknesses.

Purchasing this book entitles the reader to a free 180-question online test to help them discover their talents.  According to the authors, there are 34 talent themes that all human beings are born with.  Once you've taken this test, you will discover your five dominant talent themes.  The book then goes on to help you with what to do with those themes that you have.

The authors say that 41 percent of Americans say that knowing their strengths will help them improve the most.  However, "the least strength-focussed cultures are Japan and China.  Only 24 percent believe that the key to success lies in their strengths."  The authors are of the opinion that it's best to concentrate on your strengths rather than your weaknesses.

Book review by G. K Lim

Attitude Vitamins

Compiled by G. K Lim

Treat those who are good with goodness, and also treat those who are not good with goodness. Thus, goodness is attained. Be honest to those who are honest, and be also honest to those who are not honest. Thus honesty is attained. -- Lao-Tsu

However well organized the foundations of life may be, life must always be full of risks. -- Havelock Ellis

A hero is no braver than an ordinary man, but he is brave five minutes longer. -- Ralph Waldo Emerson

If you don't aspire to great things, you won't attain small things. -- Jewish Proverb

The difference between what we do and what we are capable of doing would suffice to solve most of the world's problems. --Gandhi

Leadership in business is ultimately expressed in financial results. Continually seek ways to increase productivity, performance, and output. -- Brian Tracy

Excellence can be attained if you care more than others think is wise, risk more than others think is safe, dream more than others think is practical, and expect more than others think is possible. -- Author Unknown

A man can fail many times, but he isn't a failure until he begins to blame somebody else. -- John Burroughs

Ideas are like stars; you will not succeed in reaching them with your hands. But like the seafaring man on the desert of waters, you choose them as your guides, and following them you will reach your destiny. -- Carl Schurz

A man who gives his children habits of industry provides for them better than by giving them a fortune. -- Richard Whately

Links of Interest

Oak Training www.oaktraining.com is the supplier of choice of innovative, practical and competitively priced downloadable training content. Over 50 organizational, management and employee modules available without the traditional barriers associated with purchasing training content. Once you have selected the module(s) you require they are yours to use as often or as wide as you deem appropriate. In other words ...... 

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Recently Oak Training slashed its fees by 50%.

On the top of that, if a HRD Gateway member (or a member of any of its national affiliates) buys a training program from Oak Training, he/she qualifies for a further 20% discount on the current price.  BUT you need to inform us first through hrdgateway@oaktraining.com to qualify for the 20% discount on the current price.

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From the Journal of Leadership Education...

Authors Mark Dean and Andrew Meyer provide a comprehensive review of the rapidly developing field of coaching: leadership education on a one-to-one basis. This is a seminal paper that should be referenced in many papers to come.
Executive Coaching: In Search of a Model

Chris Crawford and Sue Strohkirch take on another emerging, 21^st Century issue -- Leadership Education for Knowledge Organizations. Their "primer" provides the overview of where we've been and where we are going as the context of leadership education becomes increasingly knowledge driven.
Leadership Education for Knowledge Organizations: A Primer

Extending Self-Efficacy Theory to Leadership, by Michael McCormick, Jesus Tanguma, and Anita Sohn Lopez-Forment, applies the theory of self-efficacy to leadership performance. This solid, introductory paper suggests that there is much potential for future development of leadership education that achieves self-efficacy.
Extending Self-Efficacy Theory to Leadership

Frederick Rohs, in Improving the Evaluation of Leadership Programs: Control Response Shift, takes on Chris Townsend's challenge to address, Does it matter? Rohs discussion of "then" and "pre" studies clarifies how measuring pre- and post-conditions is better accomplished.
Improving the Evaluation of Leadership Programs: Control Response Shift

The last paper in this volume struck the editor and reviewers as offering a level of focus -- on six individuals -- that is very uncommon in, but highly valuable to, leadership education. After all, leadership is about individuals, while most often we are thinking about models, trends, theories, and practices. In Voices of Leadership, author Donald DiPaolo, shares with readers the fresh voices of six young fraternity men. You might not agree with their perspectives but you can't deny they are provocative in their challenge to leadership educators.
Voices of Leadership

Organization News

1. MalaysiaHRonline member TG Lee has been active with face-to-face meetings with HR practitioners at the Safira Club in Seberang Jaya, on the mainland side of Penang State, Malaysia.  These meetings take place once a month, and the last about two hours each.  Participants comprise of HR executives working in Penang and Kedah states. If you work in one of these states, you might want to attend the next meeting. For reports of the last two meetings, go to http://www.mykaizen.com/hrmeeting.html and http://www.mykaizen.com/hr/hrmeeting5.html.

2. HRD Gateway Advisor, Raffy Perfecto, is calling for a meeting/seminar in Manila. This event will be held in partnership with HR Philippines and other organizations. Please write to manila@hrdgateway.org if you are interested in attending it. The date is tentatively set for 20 May 2003.

3. Due to the outbreak of SARS, HR Summit in Beijing has been postponded until further notice. HR Summit Hong Kong is scheduled for 4-6 July 2003, while HR Shanghai is to be held on 29-30 October 2003. HRD Gateway is a major sponsors of these summit events in China. For registration, please visit www.hrdgateway.org/conferences to download the pdf form. If you need more information, please email Marios Koundouros at marios@kmimail.com.  

4. Member Chaz Yee TOH was employed by Federal Express to lead their e-learning project in Asia. She credited this role to the help we provided during her MSs Occupational Psychology research study at Nottingham University (UK). She was able to complete her thesis research and received a good grade. You can read the executive summary of her thesis entitled "E-Learning Implentation Preparation in Asia Region" in the Publications section of HRD Gateway Web site. We want to thank the following members and guests for taking part in the research study: Nina Adams, Elizabeth Cummings, Hasril Hasnam, SAM, Soma, Dave Tam, Billy C H Teoh, David Too, Colin Ong TS, Scott Whiteside, Greg Wills, and Thomas Wong.   

5. Sponsorship Opportunities in HRD Gateway Newsletter

HRD Gateway Newsletter is open to sponsorships from companies that want to inform its readers of their products and services. The Newsletter reaches a minimum of 14,000 members and associates of HRD Gateway.  These members, in turn, inform many of their colleagues in the HRD/HRM profession and industry.  We also archive previous issues of the Newsletter in the Publications section of HRD Gateway Web site. This means that the readership will easily count in the tens and thousands.

Readers, please email comments, news items, and article contributions to the editor, G. K Lim. HRD Gateway reserves the right to use your contribution.

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