The Latest News, Tips, and Trends of the HRD Communities
Published by HRD Gateway for the e-ASEAN Endorsed ATN Project
www.hrdgateway.org/hub5
news@hrdgateway.org

April 2004, USD$3.00

CONTENTS

Editorial
Feature Article One: "REACH OUT to Retain Your People"
Feature Article Two: "Be an Effective HR General -- Learning from Ancient Chinese Generals -- Part III of IV"
Feature Article Three: "Is Coaching and Mentoring the Same?"
Humor Resource
Book Review: "Law of Attraction"
Attitude Vitamins
Links of Interest
Organization News

Editorial

Greetings! It's election time in many countries around the world. A baby is born this very second. Someone saw Elvis leaving a building. You are reading this newsletter. The earth keeps spinning.

How do we relate to this fast changing world? Simple. Keep doing what we are doing -- our job as HR personnel. We cannot change the world. It's forever wobbling between sane and insane. Since time immemorial, our job is to contribute as much as we can to our professiona and the community we live in.

Okay, back to this issue.

As usual, the content within is designed to help you develop as an HR professional and as a person.

We have UK-based Veronica Lim showing you how to R E A C H O U T to retain your people, while Dr. Sunny T.H. Goh continues with the saga of being an effective HR general the Sun Tzu way. In the third article, Dr Michael Heah returns to explain the differences between coaching and mentoring.

Jayadeva de Silva has taken over the management of our Humor Resource department. If you wish to contribute humor pieces, please email them to him.

And reader Azhagiri S wrote: "The newsletter was quite informative. Keep the good work going." Thank you, Azhagiri; Oh yes, we'll keep it going! :-)

G. K Lim
Editor

Feature Article One: REACH OUT to Retain Your People

by Veronica Lim

Introduction

Retaining people is a key concern for all organizations today.

The Gallup Organization carried out a study over several years, covering more than 1 million employees across hundreds of organizations. What they found is that where managers in an organization create the right kind of environment, they experienced improved employee retention (44%), were more productive (50%), more profitable (33%) and had higher degrees of customer loyalty (56%).

Start with Yourself First

We often spend time thinking about what other people are doing. We may wonder why our people are not performing to the level that we want them to, or we might find that staff turnover is higher than we want it to be. However, what managers often spend little time thinking about is what they are doing themselves that may be contributing to that under-performance or the high level of staff turnover.

People join organizations but leave their managers.

Take a moment to consider:

What is great about where you work?

What are you currently doing to create an environment where people want to come to work?

What could you be doing better in this regard?

How do you come across to the people who work with you?

Having considered those questions, now ask yourself:

What do I want to be doing more of?

Less of?

What do I want to stop doing?

What does it take to create the right environment?

As human beings, we want three basic things – joy, freedom and growth. To retain your people, you must create the environment within which your people enjoy their work (joy), where they have a certain level of autonomy (freedom), and they can experience challenge (growth).

In order to create the right environment in which your people stay and flourish, REACH OUT.

1) Responsibility

Take responsibility and give responsibility.

Taking responsibility means not blaming others or “the system” for what hasn't gone right, taking the initiative and making the changes that are needed.

Giving responsibility means delegating and trusting. It also means expecting the best from everyone. People live up to your expectations of them. People want to be given responsibility and to be held accountable, because they want to feel important enough.

2) End Vision

Have an end vision and share it with your people. This helps you and your people to know where you are going, and what you want to achieve. Have each person determine their own personal vision. Take time to help them align their personal vision with the organizational vision, so that in their achieving their personal vision, they achieve the organizational one also, and vice versa.

3) Acknowledge

We all need encouragement and support. People need to know when they are doing something right. They need to be noticed and they need to be acknowledged and to feel a sense of accomplishment, even by their peers.

Give your people feedback on what is working and what they could be doing to perform even better. Acknowledge them. Encourage them. Say thank you.

4) Communicate

People want to feel and to be involved. They also want feedback. Think about how you are doing this through your communication - Who, what, when, where and how. Keep your communication in the positive, and remember that communication is a two-way process. Active and genuine listening is a key element of communication.

5) Have fun

Human beings are social animals who want to feel that they belong. They want to feel that they have friends at work.

People who have fun….
- are more creative
- treat other people better
- give more to others
- are more understanding
- enjoy their lives
- are less stressed
- are more productive.

We spend so much of our lives at work, wouldn’t you want your people to feel like they get to come to work, rather than that they have to?

6) Openly Celebrate

How do you feel when you truly celebrate? Do you feel good? That is the power of celebration. It reinforces the behavior that generates results. You don’t need an excuse to feel good. When things are not going so well, look to see what you can celebrate.

Celebrate your successes, celebrate birthdays, the meeting of short-term goals, the winning of a new client, a placing of a candidate, extraordinary work, celebrate openly. Celebrate your people in whatever you can, even in small ways, like sending a small note of thanks, or giving someone (including yourself) a pat on the back.

7) Understand

Understand your people’s strengths and harness those strengths. Put them in a role that fits their strengths. Let them work naturally with their strengths. Match their jobs to them! As the saying goes, “Bring out what God left in instead of trying to put in what God left out”.

Understand also that people want to learn and grow, and that they always do their best, given their current level of knowledge, skills and experience. Give them the training that they need. This includes personal development as much as technical training.

Understand too that people want to do quality work and they want their co-workers to share that commitment. The key to quality is to create an environment where people can learn from their mistakes and to enable others to learn from their mistakes too. Finally, understand also that they need the right tools to do their job and let them have it as much as possible.

8) Trust

Everyone wants to feel that they are making significant contributions. Trust your people enough to involve them in decisions. Nothing is more demoralizing than being excluded from significant decisions, especially those that affect you. Consult with them regularly to make sure those close to the action have input into critical decisions.

Trust them to ask them for their opinions, to delegate to them and to give them responsibility. Give them work that will challenge can stretch them, trust them to help you solve your problems and to be creative. Trust them enough to share information with them. People need sufficient information in order to perform their jobs well.

REACH OUT

REACH OUT and find the wonder of your people.

People want to belong to something that has significance and meaning. They want to know they are making a difference. Give your people a sense of purpose, help them feel they belong, and enable them to make a difference.

Many managers are not getting the best out of their people because they are not providing the environment that enables their people to do their best. They’re often too embroiled in the detail to be able to take a step back and see what is working, and to harness that further. Instead, most managers are conditioned into looking out for what is wrong and then trying to solve that.

What the Gallup organization found is that where managers in an organization create the right kind of environment, they experienced improved employee retention (44%), were more productive (50%), more profitable (33%) and had higher degrees of customer loyalty (56%).

REACH OUT to your people and create an environment where you and your people love to come to work, and reap the rewards of higher productivity and profits.

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Veronica Lim, Director, Inner Thinking UK Limited
Taking individuals and organizations to the next level
Web: www.innerthinking.com
Tel: +44 20 7665 1833
Mobile: +44 7966 28 00 60
Fax: +44 870 126 9896

Feature Article Two: Be an Effective HR General -- Learning from Ancient Chinese Generals -- Part III of IV

by Dr. Sunny T.H. Goh

BE DISCIPLINED

Once, Wei kingdom Commander-in-Chief, Sima Yi, received evidence that a fellow Wei general, Meng Da, was planning to revolt. Despite Zhuge Liang's urgent message for him to be careful of Sima Yi, Meng Da took the warning lightly. As he replied in a letter to Zhuge Liang, even if Sima Yi were to know of his revolt, Sima Yi would take a month to send a memorial to the emperor for approval to attack. He further boasted, "Let Sima Yi come. What have I to fear? Rest easy, Your Excellency, and prepare for reports of victory!" Imagine Meng Da's shock when Sima Yi reached the former's base within a week. After five days of relentless attacks, Sima Yi captured the city. Meng Da was killed.

Military strategist Sun Tzu said, "Speed is the essence of war." It takes discipline to be able to work fast. Or in making decisions. If we delay, chances are that decisions would be "made" for us, one way or the other.

Which was the case with one senior manager at a large company. One employee resigned, and formally asked to be "released" two months earlier. When the senior manager kept silent and remained undecided for one month, the subordinate decided to "redeem" himself in lieu of notice. The heat of the manager's anger that day could have been sufficient to cook an egg!

So, don't dilly-dally. Be decisive. Chances of seizing opportunities would be better. This includes "seizing" the right people for vacancies in our organizations. When we've spotted the right candidate, decide quickly. Don't take our own sweet time. The world doesn't revolve around us. One company found the right candidate but was so snail-paced and so "lose" the candidate to a competitor. Don't think for a minute that we can easily find candidates at an abundant-supply job market. Competent people are always in short supply, in good times or bad.

Here's another good virtue of being disciplined: Practise what we preach; lead by example. Without leadership, our troops will lose all discipline. One senior manager exhorted his team members to be punctual for work. Problem is, he lacked credibility. He always arrived at way past 8 am, the daily starting time of the company's office hours.

DON'T BE RECKLESS

Following the death of Emperor Ling Di of the Eastern Han Dynasty in AD 189, his 14-year-old son Liu Ban succeeded him as Emperor Shao Di. Empress Dowager He held court on behalf of young Liu Ban, and his uncle He Jin administered the court affairs in his capacity of Grand General. But He Jin was pompous and intolerant of views that went against his. For example, despite being advised not to summon the warlord Dong Zhuo to bring his army into the capital to suppress the eunuchs who were still manipulating power in the court, He Jin refused to listen. On another occasion, he did not heed good advice again and proceeded to visit his sister, the Empress Dowager, in the Inner Palace. He walked into a trap and was assassinated by the eunuchs.

When we're heedless of the consequences, we're prone to get into trouble, often very serious ones. For example, do we take a confrontational approach in dealing with our union? One HR manager did. To him, union members are generally militant. So, he often acted tough - often unreasonably so - in his dealings with his company's union. As a result, negotiations collapsed. Seeing no way out, his boss "gave" him three months (on humanitarian grounds) to look for a job elsewhere. Contrast that with another manager who once had to work with the National Union of Commercial Workers. His willingness to build "bridges" with the union, to quote him, "saw the smooth exit and internal transfer of the initial batch of workers earmarked by my company for retrenchment."

Not being reckless also means not being pompous. Here are some manifestations of pomposities: "Do as I say", "Do as you're told", or "Don't question me, I'm the boss." So, avoid being pompous. One HR manager had this habit of paging over the company's PA (public address) system for his subordinates: "Sunny, call me - NOW." There was no love lost when the HR manager "left" the company. In fact, many people cheered quietly.

Not being pompous also means being humble. Do not abuse our positions. Don't throw our weight around just because we hold a senior position. Take away our titles and positions, we'll become nobody at a heartbeat. Titles and positions should not define us. It should be the other way round.

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© 2004 Sunny T.H. Goh. Dr Sunny Goh is a simplicity marketing specialist. He has co-authored two books, "MARKETING*WISE: An Unconventional Approach To Strategic Marketing For Asia" (Prentice Hall, 2003), and "HITCH-A-RIDE ON THE THREE KINGDOMS: Learning From Ancient Chinese Strategists" (Prentice Hall, 2003)

Feature Article Three: Is Coaching and Mentoring the Same?

by Dr Michael Heah

Coaching and mentoring are often used interchangeably in many situations. Although they are slightly different in meaning, with coaching being a more formal relationship between two parties, both are similar in many ways for they refer to the same idea of providing a helping relationship to people.

Generally, mentoring is more familiar and commonly heard and used than coaching because of its ease in usage by most people in many situations. A helping relationship usually exists when two people play opposite roles in a defined situation; for instance a relation between parent and child, doctor and patient, counselor and client friend, teacher and student, elder and younger sibling, clergy and parishioner, friend and friend, are just a few to mention. >From a myriad of professions, medicine, law, business, politics, architecture, music, writing, education, psychology, social work, sports military and many others, there are plenty of evidences that not only is mentoring commonly used, but is being used successfully as well.

Another reason for its more extensive use is its ability to be easily committed without the need for formal predetermined conditions to be agreed upon, like for instance, time frame, interaction formats, forms and types of communication and chargeable fees.

Also, mentoring can take place anytime, any place and by anyone who wants to help another person. Often it just happens unexpectedly without one asking for it. Take the situation of a weak student in a class being called up by a concerned teacher to spend extra hours with him after class in order for him to improve his grades. In this situation, there is no formal contract being signed unlike a basketball coach and his players. Instead it just happens in the classroom when a teacher feels that he should help the weak student out of plain responsibility and concern.

WHERE IS THE PLACE FOR MENTORING IN COACHING?

Be it coaching or any type of helping relationships, mentoring should always be leveraged upon as a key driver to increase the effectiveness and the success rate for positive results to emerge.

As a matter of fact, mentoring must be used in every stage of the coaching experience; from setting agreed goals, taking appropriate actions to tracking performance. Using mentoring in all these three stages help the person to move forward confidently with determination and patience. Without it, all that is said and agreed upon will only be good on the paper it is written on. So all good coaches use mentoring as their main ‘ammunition’ to a very large degree.

Why is mentoring so important in coaching? Consider this important point. Coaching is essentially a one-on-one interaction between two individuals or with a specific group of people, where a high level of consciousness is inevitably brought into the coaching relationship. Consciousness here means a deliberate and deep awareness of what is going on with oneself and others, and also the awareness and acknowledgment of one’s sensitivity that something is wrong and the passionate desire to repair the damage.

Consciousness in a coaching relationship therefore means that the needs and desires of the coachee are being surfaced and revealed; his goals and purpose are set and articulately expressed; and a commitment to achieve further growth and development in a journey which is filled with many challenges. Add on to this, coaches use mentoring to increase, remind and to reinforce the amount and quality of this state of consciousness in the coachee in order for the goals to be continually focused upon till they are achieved.

WHAT ARE COACH-MENTORS?

Coaches who are fit to be called coach-mentors are experienced people in a given field of profession, who can powerfully use mentoring as a highly motivational way of helping people learn the ‘ropes’ from them as they have gone through similar experience before. They can show and empower people to learn to perfect a certain skill; they can encourage the increase in one’s self-efficacy and self-esteem; and they can give continuous sound psychological and mental advice and support them in achieving their set goals.

These few lines in describing a coach-mentor tell a lot on why coaches are plenty, but good powerful ones are few.

Good coaches are balanced for they possess both the ‘how to’ and ‘what to do’ skills and experience. They not only have strong technical skills (like a business coach having the experience of doing business himself), but also possess strong mentoring and other coaching tools and techniques to motivate and inspire the person to build the right mental frame of mind and to learn the skills to succeed.

Ordinary coaches on the hand may either have the technical skills alone, or only the coaching-mentoring skills without the back up of related working experience in the field of coaching they have chosen. Sometimes, they do not even posses any of the two!

The power of coach-mentors work lies in their ability to apply the theory of ‘self-fulfilling prophecy’ on people to the fullest. The self-fulfilling prophecy is all about the power of expectations – both of their own and of others. Consider this simple analogy. First, you predict (or expect) an event to take place. Next, you take some actions or change certain behaviors to suit the event. Finally, as a result of the change in action or behavior, the predicted event occurs (or come true). In other words, what we expect to happen will influence our behavior.

It is also true that one person’s expectation about another person’s behavior can also create a self-fulfilling prophecy. That is what coach-mentors try to do. The self-fulfilling prophecy is sometimes called the ‘Pygmalion’ effect in which the powerful beliefs of one person have an equally powerful effect and influence on the behavior of someone else.

Good mentors are ‘pygmalions’ for they think we are special and they help us believe in ourselves. They boost our self-esteem and self-efficacy; for the greater they are, the harder we try and the more we will sustain our efforts to face and overcome the difficulties and obstacles.

HOW DO COACHES SHARPEN THEIR MENTORING SKILLS?

In order for a coach in any field to have good mentoring skills, they need first of all, to genuinely improve and strengthen their own deep innermost self. After all, how can coaches help people to achieve when they have not figured out how to make use of their own potential? In short, coach-mentors are capable to work with people from a position of personal strength and security.

To stress what have been emphasized in the previous articles, coaches must delve deeper into this realm of self-disclosure to understand and accept themselves before they try to understand and accept others. Coach-mentors therefore need to be open and honest with themselves and to others as well.

When they are, they will dare share their past and present experiences and they are also open to sharing their mistakes, tragedies and failures as well as their triumphs and success with others. They therefore do not hide their feet of clay for they acknowledge and accept their own flaws and shortcomings as well.

Coach-mentors are highly sensitive in not allowing their own values and standards hinder their acceptance of others, no matter how different they are from them. They are capable of building strong rapport and trust with people for they accept people for what they are. They do not impose blind compliance to their advice and their behavior. Nor are they so rigid and authoritative to be consulted before all decisions are made. Like true mentors, they have the patience to allow the coachees to struggle through a crisis of transition to finish an ‘unfinished job’ by themselves, without taking over the wheels and provide the solutions and answers impatiently. They do not behave like someone ‘sitting in an ivory tower’ who send out messages to others which implies, ‘I’m up, you are down’. Instead, they strive to understand, even though the final decision and accountabilities may be theirs and theirs alone. With a selfless nature, they routinely share information and feedback with others, frequently involving others in the decision-making process.

Finally, they acquire strong values which speak and demonstrate honesty, kindness, courtesy, dependability, self-discipline, integrity and ethics. Indeed, they know that credibility is earned through good examples of actions rather than mere words.

WHAT BENEFITS DO GOOD COACH-MENTORS BRING TO OTHERS?

Coach-mentors are highly effective with people because they are achievers themselves. Associating with them enables us to be led and guided in some parts of our lives by powerful role models who give us both undivided attention for our growth, and the steadfast approval that we can be great as well.

They motivate and inspire us because they see more in us than we see ourselves, thus helping to remove our own self-limiting doubts. It is difficult to falter with such leaders because they help us get back on track each time we falter or give in to laziness or self doubt. Through their ‘invisible hands’ they move us forward at each stage of our journey. Coach-mentors are powerful, not for the powers of command and control but for the power to empower people to accomplish and create a whole new world for themselves.

WHAT BENEFITS DO THEY BRING TO THEMSELVES?

Satisfaction and success are measured more by its intrinsic dividends the coach-mentor gets than by any other form of measures. Most immediately, is the enhanced self-esteem one gets when someone seeks out his guidance for it suggests admiration and respect for him.

It is also rewarding and most fulfilling to give and leave a part of us as a legacy for the next generation. Doesn’t our existence on this earth have a lot to do about giving some back from the success that we reap?

The bottom-line is not everything about giving back alone; for it is also about getting back new energy in the form of revitalized interest in our own development. Coach-mentors do not expect a smooth journey when they are coaching their people. They expect to have their assumptions and beliefs challenged which will enable their energy to be renewed, their old ideas refreshed thereby enhancing their wisdom with new creative energy. Like the saying goes, ‘we teach what we need to learn’ (Socrates).

Most of all, a better person in us is all for the taking. With increased self-awareness, we open ourselves to new perspectives and insights that can help modify our understanding of the world. We learn to understand even more, respect even more and to give even more. We also continue to long even more to influence the future of others beyond the boundaries of our own personal existence, making ourselves better and better for an even fuller life.

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Dr Michael Heah is a professional coach and President of the International Coach Federation Malaysia Chapter. He holds a Doctorate and Masters Degree as well as a Postgraduate University Diploma in Organizational Psychology and Labor Management from UK. He can be contacted at 6-03-77267316, 6-019-2317618.

Humor Resource

Managed by Jayadeva de Silva

A young couple got married and went on their honeymoon. When they got back, the bride immediately called her mother.

"Well?" said her mother.

"Oh, mama," she replied, "The honeymoon was wonderful! So romantic..."

Suddenly she burst out crying. "But, mama, as soon as we returned, Sam started using the most horrible language -- things I'd never heard before! I mean, all these awful four-letter words! You've got to take me home. Please, mama!"

"Sarah, Sarah," her mother said, "calm down! You need to stay with your husband and work this out. Now, tell me, what could be so awful? WHAT four-letter words?"

"Please don't make me tell you, mama," wept the daughter, "I'm so embarrassed, they're just too awful! Come get me, please!!"

"Darling, baby, you must tell me what has you so upset. Tell your mother these horrible four-letter words!"

Still sobbing, the bride said, "Oh, Mama, he used words like: dust, wash, iron, cook....."

"I'll pick you up in twenty minutes," said the mother.

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Just think, if it weren't for marriage, men would go through life thinking they had no faults at all.

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Seen on the headstone of an atheist, "Here lies an atheist, all dressed up and no place to go."

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My husband bought me a mood ring the other day. When I'm in a good mood it turns green. When I'm in a bad mood, it leaves a red mark on his forehead!

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A couple drove several miles down a country road, not saying a word. An earlier discussion had led to an argument, and neither wanted to concede their position.

As they passed a barnyard of mules and pigs, the wife sarcastically asked, "Relatives of yours?"

"Yep," the husband replied, "In-laws."

Book Review: "Law of Attraction"

review by G. K Lim

According to Michael J Losier, in his self-published book "Law of Attraction," you can easily attract more of what you want and less of what you don't want. Most people attract by "default" rather than by deliberate choice. For example, a person says "I want to stop smoking." As the mind listens to this affirmation, it tends to concentrate more on "smoking" than "stop." You guess it, the person keeps smoking. You are like a huge magnet. What does a magnet do? It pulls metal to itself from afar off. It doesn't "try" to attract, it simply attracts. We do the same thing, don't we? We are attracting things to us ALL time.

Michael Losier says that instead of attracting that which we don’t want, why not attract that which we want? In the book, he shows us the way. He calls his technique "Deliberate Attraction." It has three steps:
1. Identify your desire
2. Raise your vibration
3. Allow it

You may know what "Identify your desire" is. Other people call it goal setting or dream building. But setting goals is not enough; you need to raise your vibration so that you can achieve your goals or your desires.

"Raising your vibration" means putting life into your desires. You cannot just say "I lose 12 pounds." You've got to say it with conviction, with passion. You've got to give yourself a point of no return; lose the 12 pounds or else... You cannot say "I earn $12,000 a month" and then have the feeling that, well, if you don’t get $12,000 a month, it's okay. Most people don’t get $12,000 a month anyway. No vibration here. Your desire for $12,000 a month must be so intense that there's not way you are not going to get it.

The last step is "Allow it." One you have identified your desires, just let go and allow things to happen. It's equivalent to not having to have rigid daily plans to reach your desires. Just allow it. You want to earn $ 12,000 a month. Of course, you have some daily plans, but "Allow it" means other things may happen that are not part of your daily plans. Let's say that going to an HR conference tomorrow is part of your plans. Well, you need to be there to "work the room." While you are at the HR Conference, someone there invites you to a free two-hour seminar that evening. You are in two minds -- to go or not to go to that free seminar. You know that it's free but it's not really "free" at all; the speaker would be trying to sell you something. But you have this gut feeling that it's a good idea to go. Well, allow it. Go.

So you attend that free seminar. You sit next to someone who is the assistant GM of a subsidiary of a multinational company. He says, "Oh, you are an HR manager. What a co-incidence. Our VP of HR has just been promoted to senior vice president, and we are looking for a new VP." Co-incidence? Maybe. Maybe not.

That's Michael Losier's strategy for attracting what you want.

Attitude Vitamins

Compiled by G. K Lim

Morale and attitude are the fundamental ingredients to success. -- Bud Wilkinson

It takes less time to do things right that to explain why you did it wrong. -- Henry Wadsworth Longfellow

Nothing will work unless you do. -- John Wooden

Take action every day - some small dose at a time. -- Jeffrey Gitomer

The miracle of the seed and the soil is not available by affirmation; it is only available by labor. -- Jim Rohn

Temporary success can be achieved in spite of lack of other fundamental qualities, but no advancements can be maintained without hard work. -- William Feather

The first qualification for success in my view is a strong work ethic. -- Henry Ford, II

It is our attitude at the beginning of a difficult undertaking which, more than anything else, will determine its successful outcome. -- William James

No pessimist ever discovered the secret of the stars, or sailed to an uncharted land, or opened a new doorway for the human spirit. -- Helen Keller

The cynic knows the price of everything and the value of nothing. -- Oscar Wilde

Links of Interest

Suits files against spammers:
http://www.informationweek.com/story/showArticle.jhtml?articleID=18311680
http://www.cnn.com/2004/LAW/03/10/spam.suits.ap/index.html

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For a listing of trade fairs, conferences and other busines events in Malaysia, visit:
http://www.mytradefairs.com

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Systems thinking basics
http://www.users.globalnet.co.uk/~rxv/orgmgt/system1.pdf

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The art of brainstorming:
http://www.nancymorris.com/m_res01.php

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Introduction to instructional design
http://www.itma.vt.edu/modules/spring03/instrdes/assignments.htm

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Human Performance Technology: Research and Theory to Practice, by Harold D. Stolovitch
http://www.ispi.org/pdf/Vol39_04_Stolovitch.pdf

Organization News

1. As per President Raghav Rao's direction, HRD Gateway is on a growth path. Our alliances China HRM, HRinIndia, HR Brunei, HR Cambodia, HR Laos, malaysiaHRonline, HR Myanmar, HR Philippines, HR Sri Lanka, HR Thailand, HR Vietnam, and Taiwan Society for Training and Development have agreed to integrate with HRD Gateway. Members of these organizations are automatically members of HRD Gateway. Together, we represent a vast network of talented HRD professionals.

2. HRD Gateway annouces corporate sponsorship program for businesses wishing to make a contribution to our community development effort. The program is offered at four levels: Diamond (USD$3,000 and up), Platinum (USD$2,000), Gold (USD$1,000), and Silver (USD$500). To date, three organizations: Intesync, Sibu Municipal Council and iBroadnet.com are Diamond sponsors. All corporate sponsors have the option of placing a banner on HRD Gateway's Web site and receive an acknowledgement letter from the organization. Corporate sponsors can also suggest how the fund is to be used.

3. For those who are interested in human resource development in the Philippines, we invite you to visit HR Philippines and sign up with their email discussion list. Ms. Ma. Concepcion Ureta is the co-founder and CEO of this organization.

Editorial Team: GK Lim, Jayadeva De Silva, Raghav Rao, and Thomas Wong

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