ENDEAVOR
On Nov. 21, a forum on Filipino Management Ethos: Pathways to Shared Prosperity and Growth, will be held at the Asian Institute of Management (AIM) Conference Center in Makati. This is a presentation of Diwa-Kapwa Advocates composed of management practitioners who believe in propagating the Filipino’s exemplary work ethic for emulation by their peers.
Pandayan Bookshop, which used to be the school and office supply section of CVC Supermarket owned by the Cabochan and Villacorta families of Caloocan and Bulacan, has evolved during the past three decades as a model social enterprise.
We wish to share in this week’s column how Pandayan has developed a robust pipeline of executive talent, as narrated by its founder and managing director, Gerardo “Jun” Villacorta Cabochan, Jr.:
“A company needs an active pipeline of executives and managers to make sure that existing and new businesses are led properly. Leadership gaps need to be filled quickly to avoid any deterioration in performance.
“In Pandayan, a 30-year-old company, we use the term ‘tagapagpatupad’ or executive for anyone who is entrusted with the execution of our Kultura ng Tagumpay for an organizational unit. For the stores, we have group executives, store executives, and assistant store executives. For Pandayan Central (head office and distribution center), we have function executives, Central executives, and assistant Central executives. The roles and knowledge requirements for Pandayan executives are shown in the table:
“To support our growth, it is imperative for us to cultivate an executive pipeline. All our executives are homegrown except for three cases. Our 150 retail stores or business units are scattered throughout Luzon and Oriental Mindoro. Pandayan Central is located in Valenzuela City.
“Action learning and employee development are constant exercises in Pandayan. Assistant store executives go through a six-day stay-in training course. Product knowledge sessions take place when needed. Every regular employee must have a working knowledge of project management and process mapping. Process improvement is the responsibility of the employee performing the process. The Aklat ng Pandayan contains close to a thousand processes monitored by employees.
“An Expanding Horizon program enables an employee to undergo training in another position for three to six months. Participation in this program is a requirement for promotion to a higher position. Ten times a year, the managing director delivers a learning session on different management topics. His presentations for the Katipunan ng mga Panday (KP) are recorded and cascaded to the rest of the organization.
“All our probationary employees are considered management trainees. They are nominated for regular status only if they demonstrate a potential to become executives in the near future. Nominees for a regular status are examined closely. Written evaluations are comprehensive. The nominee has to pass a written test before going through a final interview with the managing director.
“For all regular employees, including executives, there is a coaching process called Kamustahan that takes place twice a year. One Kamustahan focuses on work performance with a discussion on three positive things and three opportunities for improvement about a participant. The other Kamustahan dwells on personal matters. Our Kultura ng Tagumpay inclines everyone to share personal details with a sense of trust and openness.
“Outstanding executive performances are identified every year through a 360 degree performance feedback process. The final choices for awards are made in the annual conference of the Sangguniang Pandayan (SP) consisting of group executives and function executives together with Sandigan (board of directors) members. Plaques for outstanding executive performances are given out during the regional year-end parties.
“When a new store is opened or when an executive position becomes vacant, applications for executive slots are solicited via the internet from all business units and Pandayan Central. Applicants are championed by their respective superiors during a meeting of the Sangguniang Pandayan. The managing director makes the final decision after consulting with the other members of the Sangguniang Pandayan.
“Retention is key to keeping the pipeline full. We deploy a Workplace System 5 (good pay, fair treatment, meaningful work, happy workplace, and a bright future) to encourage employees to stay. We also pursue a Pangarap para sa Panday, a vision that sees regular employees owning a house and lot, sending children to good schools, eating nutritious food, wearing decent clothing, and spending leisure time once in a while.
“Thus far, the decisions of the Sangguniang Pandayan have been perceived as fair and just. Transparency in the announcement of vacancies and the participation of superiors who champion applicants help in making decisions that are acceptable to the entire organization.”
By way of recognizing outstanding performance, well-performing Pandayan leaders and managers traveled to Hanoi and Singapore earlier this year where they soaked in new experiences that will certainly rejuvenate their enthusiasm at work.
Indeed, Pandayan Bookshop exemplifies a business enterprise that thrives and prospers because its people are animated by spirit: the will to serve by using their God-given talents.