Jereme Paolo K. Syling
45 5th St. New Manila, Quezon City 724-1748 | 0917-576-5321 | firstname.lastname@example.org Career Objective Interested to pursue a long-term career in Marketing, Human Resources, and other related openings.
Education Ateneo de Manila University | BS Management, Dean’s Lister | March 2014 Munich Business School | European Business Semester | August – December 2012 Xavier School | March 2010
Co-Curricular Activities Collegiate Society of Advertising (CoSA) | Umbrella Party Series Core | 2010-2011 • • • •
As Core of the Umbrella Party Series, CoSA’s flagship project, overseeing all three parties and ensuring that each party is handled properly As Programs Co-Head of the entire Umbrella Party Series, overseeing and checking all proposed program flows and events for each party As Documents Head of one of the parties in the Umbrella Party Series for SY 2010-2011, documented and filed all important documents for the party As Promotions Co-Head of one of the parties in the Umbrella Party Series for SY 2010-2011, planned and executed all promotions for the party
Ateneo Consultants for Organization Development and Empowerment (CODE) | Learning Circle Leader | 2011-Present • • •
As Learning Circle Leader, designed and implemented trainings to increase the knowledge and competence of CODE members. As Product Team Co-Head, improved on the Diagnosis Product of CODE As Product Team Member, researched and improved on the Process, Systems, and Structures Product of CODE As Engagement Team Head for an engagement with the student organization Musmos, oversaw the crafting and facilitating of modules for the Project Management Workshop As Content Head for an engagement with the student organization MEcO, oversaw the crafting of modules regarding Contingency Planning and Maximizing Potential
• Sanggunian ng mga Paaralang Loyola ng Ateneo de Manila, Department of Internal Affairs | Logistics Head | 2011- 2012 • •
As Logistics Head for the Sanggu Sportsfest, handling all logistical concerns for the team building event involving all Incoming and Outgoing Sanggunian Leaders As Executive Team Member for the Department of Internal Affairs, ensuring smooth internal procedures within the Sanggunian.
Skills and Interests I have excellent inter-personal and problem-solving skills. I am fluent in English and Filipino, with passable knowledge of Mandarin, German, and Fukien, enabling me to communicate with people from various backgrounds. Having lived in Munich, Germany for 5 months, I have learned to be independent and to be readily adaptable to changing surroundings. I work well with all sorts of people, and I never shy away from possible leadership roles. Playing Ultimate Frisbee competitively for just under 2 years now has helped me to become a great team player and has taught me to always put the team
first. My passion for exercise has developed in me great self-discipline and self-control that I use in all aspects of my life.
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Summary of Platform I envision a TRD that has the necessary groundwork to prime itself for constant improvement. In this regard, I envision for TRD to produce CODErs that possess the necessary tools and knowledge to practice OD on a higher level. To this extent, I plan to approach this through three strategies: 1. OD Competence: It is imperative to supplement this with a training that caters to the need for a higher level of OD knowledge. 2. Client Needs-Oriented Development: Client Engagements are essentially the main avenue for our practice of OD, as such developing the products and services of CODE to be oriented towards our clients is indispensable to the growth of the organization. 3. LCL Development: In order to accomplish the various efforts I intend to enact, the LCLs must be trained to be not only OD competent, but also knowledgeable on the functions within and without the TRD department.
Name: Jereme Paolo K. Syling Year and Course: III BS Management Position Sought: Training, Research, and Development Head Training, Research, and Development Department
Aim: This year has been marked by the extensive efforts to increase sustainability through effective knowledge transfer processes and systems. These endeavors were reflective of the need to ensure that the excellence demanded of an organization of such a stature as the Ateneo CODE will be maintained despite the loss of a bulk of its member base. Thus, the TRD Department focused on refining the existing training framework to ensure the growth of the member base into highly OD competent consultants. However, due to the added emphasis on effective knowledge transfer by way of AP training, the development of the JC Training suffered. This led to the plateauing of the development of OD knowledge in veteran CODErs, due to the lack of an influx of new knowledge. This year also saw the further development of the CODE Content Database by way of TRD efforts and the creation of the Content Monitoring Form. While these efforts undoubtedly contribute to the development of the Content Database into one that is engagement-oriented, they are ultimately reactive in nature. I envision a TRD that has the necessary groundwork to prime itself for constant improvement. I envision for TRD to develop a truly sustainable training framework that caters to all levels of the organization. I envision for TRD to produce CODErs that possess not only a sound foundation, but also the necessary tools and knowledge to practice OD on a higher level. Furthermore, I envision a department whose work is increasingly oriented towards the needs of the clients. Platform: If granted the position of Training, Research, and Development Head, I plan to fulfill this responsibility by concentrating on three central and complementary strategic points: 1) Increasing OD Competence through the development of the training frameworks in place and the revamping of the structure of JC Training, 2) Client Needs-Oriented Development of the Content Database and the Products to ensure the continued relevance of the services of CODE, and 3) LCL Development through efforts to increase the stock of the LCLs.
OD Competence: With the successful efforts of refining the AP training framework to ensure effective knowledge transfer; it is imperative to supplement this with a training that caters to the need for a higher level of OD knowledge. I.
JC Training The structure of JC Training will be completely revamped to create a framework that is geared towards increased OD competence. As it stands, JC Training does not offer enough information for it to be considered a “specialization.” In other words, JC graduates are not “specialists” by definition, merely by title. The restructuring of JC Training will aim to combat that to create knowledgeable and OD competent specialists. JC Training will still offer the CODE Products and Data Gathering, the only change being the removal of Diagnosis as a possible specialization. Diagnosis instead will be a mandatory phase of the JC Training. The structure of JC Training will follow a certain progression, with a 3-session course on Diagnosis as the first level. The sessions of the first level will happen during the first weeks of June. While the Diagnosis course is ongoing, the department will host the JC GA, and release the JC discernment sheets. The second level will be where the participants will be allowed to branch out into the various specializations, this will take 4-sessions and can be completed within the same year as the first level. Completion of the second level gives the participant the distinction of being a “Junior Consultant” in their chosen specialization. The second level will take place during the 4th week of June up to mid-July. The following year, a JC may opt to further develop in their specialization by opting for the third level of JC Training, which is a further 3 or 4 session course. A participant who completes all three levels of JC Training will be considered a “Specialist” in that particular field. To ensure that there will be no conflicts of schedules, the third level of JC training will occur at around the same time frame as the first level. The rationale being that the consultants taking the third level will already have passed through the first level sessions. Each level of JC will require an output that is practical in nature but also tests the theoretical knowledge of the participant. For the first two levels, the speakers may be either professional OD practitioners outside of CODE or a CODEr (alumni or not) that has completed at least one level above the course to be taught. Finally, the final output required to be a Specialist will be a thesis that must offer valuable information to the development of the Product. Upon becoming a Junior Consultant in a CODE Product, the participant will be deployed into a Long Term Engagement under the same specialization. This is to
ensure further learning through application, while also increasing the capabilities and knowledge base of the different Engagement Teams. II.
AP Training The efforts of this yearâ€™s TRD department in refining the AP Training framework to develop newbies with a high level of preparedness for actual engagements have been successful. In line with this, I aim to further increase the impact of AP Training by creating a syllabus for each session that outlines the information that needs be taught. The syllabus will be crafted based upon the AP trainings of previous years, and will be continually added on to every year. This is to ensure that the framework is even more sustainable and the transfer of knowledge is more efficient. Furthermore, to improve the giving of feedback in regards to the AP Training homework, the numerical grading system will be removed. This is to ensure that the feedback newbies receive will comprise of purely constructive criticism, taking out the threat of an occasionally counter-productive numerical grading system.
Long Term Engagement Training Long term training sessions will be offered on a need-basis to all Long Term Engagement Teams. This will be a tie-up with the Client Relations Department and the External Relations Department. Initially, the three departments will work together to create a tool that will cover the necessary information to equip members with the knowledge of how to handle long-term engagements. Furthermore, to enable knowledge transfer within the E(x)-Teams, only CODErs who have attained a minimum of Junior Consultancy in the topic of the Engagement may head the team.
Client Needs-Oriented Development: Client Engagements are essentially the main avenue for our practice of OD, as such developing the products and services of CODE to be oriented towards our clients is indispensable to the growth of the organization. I.
Market Research In order to take a proactive stance towards the services required by our clients, it is necessary to conduct market research efforts to take note and stay ahead of engagement trends. This will enable CODErs to have advanced knowledge of topics that may become in demand in the future. Thus, this effort, which will be a tie-up with the Client Relations Department and the External Relations Department, will serve as a way to predict the future needs of our clients, so as to not be caught emptyhanded when they request for help.
Content Database Development
In conjunction with the Market Research effort, the Database will be developed by adding in new content to be determined by the results of the Market Research. In this way, not only will the Database be updated with information to remedy the present needs of our clients, as is the status quo, but also their future needs. III.
Product Development The development of the products for the coming year will center primarily on the usability of the products. First, each product must be assessed in how usable it is to a CODEr without a JC in the said product. Each product must then meet certain guidelines before they can be considered usable. In such a way, the product development for the year will be standardized across the board, providing a rough point of reference for each product. Additional documentation on the development of the products will be implemented as well, taking cue from the practice this year of noting how the P-Teams developed their respective products. This additional documentation will keep track of the historical info of each Product, so as to see the progress of the product. This will enable future P-Teams to have a frame of reference, while also allowing the intended vision of a P-Team to extend past their stint.
LCL Development: In order to accomplish the various efforts I intend to enact, the LCLs must be trained to be not only OD competent, but also knowledgeable on the functions of the TRD department. In this regard, I aim to develop a team of LCLs that are innovative and dedicated. I.
Independent LCLs I intend to split the LCLs into groups to handle the different efforts of the department. Within their groups, the LCLs will have freedom to work towards their goals in the manner that they choose to, as long as they adhere to the vision and goals set by the department. By doing so, I aim to develop the leadership capabilities of the LCLs, allowing them room for growth to prepare them for future roles inside and outside of the department.
OD Competent LCLs LCLs will be developed in their OD competencies by their participation in Client Engagements, the development of the products, and in predicting the future trends of engagement topics. I believe that application and practice play a large part in the development of a OD competent consultant, and only by doing these will the LCLs be considered at the forefront of OD knowledge. However, I envision that the LCLs will also be engrained in the various aspects of OD under the different departments through the various tie-up efforts planned throughout the year. This way, the TRD department will be more in tune with the needs of the organization on a macro and micro perspective.
LCL Visibility In order to increase the presence of LCLs, I aim to promote the LCLs as highly OD competent people in order for it to be imbued into the consciousness of CODErs that LCLs are people that can help in terms of OD and other matters. This effort ties in with the two above in that by accomplishing both the efforts above, the LCLs will naturally be more visible, and hopefully more trusted. Having a culture wherein LCLs are visible, trusted, and respected will serve a higher purpose of enticing more CODErs to become LCLs. This is important for the sole fact that the vision I have for the department, and in fact for CODE itself, will require the efforts of the best and the brightest.
CODE Serves. “Let’s look to the future.”
Junior Consultancy Training Certification 2013 This letter certifies that Paolo Syling has satisfactorily completed all of the requirements for Junior Consultancy Training and is thus an official Diagnosis and Vision, Mission, Objectives, and Strategy Junior Consultancy Training graduate of the first semester of school year 2012 â€“ 2013.
Signed by: ____________________ Joachim Alfonso P. Dompor Ateneo CODE Training, Research and Development Head 2012 â€“ 2013