Republic of the Philippines

BATANGAS STATE UNIVERSITY

Pablo Borbon Main I
Rizal Avenue, Batangas City

COLLEGE OF ACCOUNTANCY, BUSINESS, ECONOMICS AND

INTERNATIONAL HOSPITALITY MANAGEMENT
Business and Entrepreneurship Department

HUMAN RESOURCE OPERATIONAL PLAN

for
EASTWEST BANKING CORPORATION

In partial fulfilment for Human Resource Management

AY 2020-20201, First Semester

EMMAN I. JOLONGBAYAN
GERI LHAR C. ANTOINETTE PEDRON
JUSTINE G. MALABANAN
NICOLE A. CARINGAL
PATRICK LAURENCE B. ESGUERRA

HRMGT – 1103

ANGELYN R. AMUL, MBA

INSTRUCTOR
I. INTRODUCTION
Operational plan is a method on how to plan the strategic goals and objective. It is where the
chosen strategic plan puts into an operation through a given operational period. The Alternative
Board (2020) stated that an operational plan overly focused on how the department of a company
come up with outreaching its own goal. When an operational plan is properly created, manager
and employees will surely be enlightened on what responsibilities they will encounter and how
will they perform it.
EastWest Bank Corporation in terms of assets is the eleventh biggest bank within the
Philippines. It is a part of Filinvest Group which is one of the biggest aggregates within the
Philippines established by Andrew Gotianun. This operational plan for EastWest Bank
Corporation includes the basic information of the chosen establishment. This will distinguish the
process of the establishment on how they choose an employee, if it is effective or not and how
they manage every employee. It also includes the different plans for the good of the employees
and establishment and its goals and how the establishment will take action for it.
The purpose of this operational plan is to know the Human Resource Management issues or
problems that the establishment is encountering of. The group students will have an idea on how
to be a good Human Resource Management and can be a practice. In here, the students will
know what the best to do in choosing is and what to do with an employee as an HRM to be able
to be successful.

II. COMPANY PROFILE

The Birth of EastWest Bank

Established on July 6, 1994, EastWest Bank was the first recipient of a commercial banking
license after the central monetary authority liberalized banking in the mid-1990s. Its first branch
was opened along Sen. Gil Puyat Avenue in Makati City on August 1, 1994.

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Its name is the result of the bank's desire to combine the traditional prudence, warmth and
hospitality of the East and the efficiency and progressive-thinking of the West.
Since then, EastWest Bank has made its presence known in the banking industry through steady
growth. The bank offered products and services via traditional and alternative delivery channels,
and opened more branches to make banking accessible and convenient for its clients. It later
introduced internet banking facility to expand delivery channels for its products and services.
EastWest is a subsidiary of the Filinvest Development Corporation (FDC), one of the country's
leading conglomerates, with interests in banking, real estate, hospitality and tourism, power
generation and sugar.

Story of Unprecedented Growth

At the dawn of the new millennium, EastWest took advantage of acquisition
opportunities. The bank acquired Ecology Savings Bank, Inc. in August 2003 and became the
sixth largest credit card issuer and one of the largest in auto financing when it acquired AIG
PhilAm Savings Bank (AIGPASB) in 2009. Two years later, it further expanded its branch
network when the bank acquired Green Bank of Caraga, Inc. in August 2011.
2012 was a pivotal year as new strategic plans began to take shape. EastWest became a publicly-
listed bank in May 2012. Through an initial public offering, the first by a Philippine bank in
eight years, the bank raised around Php4.8 billion. The next two months saw other major
milestones: EastWest acquired Finman Rural Bank, Inc. in June, which in 2013 became
EastWest Rural Bank, Inc., and received the approval of the Bangko Sentral ng Pilipinas to
operate as a universal bank in July. The universal banking license allowed EastWest to offer a
wider range of financial products and services.
It was also during this year that EastWest moved to its current corporate offices in Bonifacio
Global City in Taguig, and started to refer to its branches as stores which serve as one-stop-shops
that satisfy the financial needs of customers with a complete line of financial products and
services.
From 2012 to 2015, the bank aggressively expanded its nationwide footprint, opening
stores at an unprecedented pace and becoming known as one of the fastest growing banks in the
country.
Alongside the aggressive geographic expansion, the bank beefed up its capabilities to serve
customers better. It strengthened its IT infrastructure and explored growth opportunities,
including acquisitions, partnerships, and joint ventures to build the scale necessary to be able to
compete more effectively.
In 2014, EastWest upgraded its core banking system to the more robust Temenos T24 to
support its growing operations and improve service quality and delivery. The following year, it
raised Php8 billion in additional common equity tier-1 capital through a stock rights offer. It also
ventured into allied financial businesses—insurance brokerage and bancassurance—to provide a

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wider range of products and services and to make access to insurance and protection products
more convenient for customers. Its wholly-owned subsidiary EastWest Insurance Brokerage, Inc.
was registered and started operations in 2015. That same year, the bank signed a 50-50 joint
venture agreement with Ageas Insurance International NV, Belgium's leading insurer, to form
EastWest Ageas Life Insurance Corporation. EastWest's bancassurance joint venture started
operations in 2016 as Troo.
In 2016, the bank set up its wholly-owned financial leasing subsidiary, EastWest Leasing
and Finance Corp., and acquired the retail banking business of Standard Chartered Bank
Philippines which included credit cards, personal loans, wealth management, and retail deposits.
The acquisition solidified EastWest's position as the fifth largest credit card issuer in the industry
with over a million cards-in-force.

A Renewed Brand
In 2011, EastWest Bank set out on a rebranding exercise. The current brand mark
symbolizes renewal and fresh growth, and relationship between the bank and its customers. With
a refreshed brand, EastWest set out to continue delivering its vision of becoming a world-class
bank anchored on service excellence in its chosen markets.
The bank wants to be known for having an excellent brand of customer service, relevant products
that meet the customer needs and having the most engaged and loyal customers and employees.
With steadfast commitment to make "Your Dream Our Focus," EastWest continues to develop
innovative products and services and alternative delivery channels that cater to the diverse and
evolving needs of its clientele.

Fast Forward
Over a span of 20 years, EastWest emerged as one of the fastest-growing and most consumer-
focused universal banks in the Philippines. Its nationwide network of 447 stores to date,
including EastWest Rural Bank, is the 5th largest store network, excluding subsidiaries, and 7th
overall, including subsidiaries, in the industry. Complementing this vast footprint are its 24/7
channels: 580 EastWest ATMs, EastWest Online, and EastWest Customer Service.
It is currently the 10th largest privately-owned domestic bank in terms of assets, fifth biggest
credit card issuer, and the fourth largest auto loan provider in the country today. Full steam
ahead, the bank maintains its strategic focus on consumers, middle market corporates, and the
mass affluent.
EastWest is set to leverage its stronger foundation and maximize its capabilities to advance
customer service excellence and create additional long-term value for its customers, investors,
and the communities it serves. As it looks to the future with confidence, driven by big aspirations
to ultimately become a world-class bank anchored on service excellence in its chosen markets,

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EastWest is committed to continuously invest in people and in process, product, and service
enhancements, and embrace new ideas to enhance the EastWest experience.

Corporate Identity
The Logo

Our brand mark is created from two arrows, called chevrons, representing the East and West,
fusing together to result in synergy; hence, the solid core of our logo. Within the heart of our
logo, good things happen. Specifically, the center of our logo, which is in the shape of a
diamond, symbolizes the value that we create in the lives of our clients through our products and
services.
Our corporate colors are green, purple, and magenta. Green aptly captures our recharged
corporate perspective of focusing on new growth, thinking creatively, and adopting a go-getting
attitude. Purple and magenta were chosen as the colors of our logo primarily for their uniqueness
in the banking industry as well as the enthusiasm and out-of-the-box thinking that these shades
denote. As for our name, "EastWest" will now be printed in lower case typeface sans the word
"bank" to further emphasize the aforementioned characteristics represented by our corporate
colors.

A. VISION
To be a world-class bank anchored on service excellence in our chosen markets.

B. MISSION
To create value:
For our chosen markets, by providing them with excellent service in the delivery of
integrated and innovative products, responsive to their current and future financial needs, at the
best value.

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 For our employees, by continuously providing them with opportunities to develop their
full potential and by giving recognition and rewards commensurate to their contribution.
For our community, by committing ourselves to improving the quality of life of those
around us through the support for various charities and involvement in outreach activities.
For our regulators, by uncompromisingly adhering to the highest standards of business
ethics and corporate governance.
For our shareholders, by managing the bank professionally and prudently to
consistently achieve optimal possible returns.

The Corporate Core Values.

Integrity
Excellence
Mutual Concern
Teamwork and Individual Initiative
Corporate Pride
Sense of Urgency
Leadership

III. HUMAN RESOURCE PLAN

EWB Human Resource ensures the best fit between employees and jobs while avoiding
manpower shortage. To achieve with the its objective the company has a yearly SWOT Analysis
Planning to determine human resource needs.

IV. RECRUITMENT AND SELECTION (Every HR of each corporation has its own
Goal and Objectives, but I don’t know ours. Below is just a basic goal and
objectives for every company in general)
A. GOAL
Same with other corporation, its human resources aims to recruit and
retain a diverse workforce to meet the needs of the organization.

B. ACTION ACTIVITIES
1.Increase the percentage of development programs provided that achieved
their targeted results with regard to behavior change or business impact.
2. Increase the percent of employees who accomplish their development
targets annually.
3. Increase the percent of employees who indicate satisfaction or high
satisfaction with their development opportunities as measured by annual
Performance Appraisal or Key Result Area (KRA)

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 V. EMPLOYEE CODE OF DISCIPLINE(This is EWB Code of Ethics- should not
be share to anyone)
The Code of Discipline and Ethics or simply known as the “Code” serves as a guide in
promoting and enforcing discipline and order and ensuring that employees adhere to the ethical
and work standards and corporate values of the Bank.
The Code upholds the values of the company where each employee should be accountable
and responsible.
Every employee shall:
a. Observe the highest degree of integrity in his professional conduct
b. Exercise extra ordinary diligence in the performance of his/her work
c. Know, understand and comply with the Code, including applicable business, operational and
regulatory policies and procedures and cooperate with the Bank in the enforcement of the
Code.

The Code has seven (7) sections of rules and regulations.

Section 1:
Trust and Confidence, Honesty or Integrity
It is the obligation of every employee to preserve and maintain the trust and confidence
bestowed on him/her by the Bank when it entrust to him/her records, documents, cash and other
restricted and confidential matters pertinent to Bank operations and business

Section 2:
Treatment of Bank Property
2.1 Loss of Bank Property – must be reported to management as soon as possible. Failure
to do so will subject any employee who has knowledge of such loss to disciplinary action. The
employee shall be held accountable for the loss of the any Bank property under his/her charge.
2.2 Use of Bank Supplies – Employees shall not use Bank stationery, office supplies
and/or equipment for personal purposes.
2.3 Breakdown of Office Equipment – should be reported immediately so that the same
maybe reported promptly.
2.4 Leaving Work Area – before leaving one’s work area at the end of working hours, all
office equipment should be properly turned off or unplugged.
2.5 Written Authorization on Use of Bank Property – Bank property may not be taken out
of Bank premises without prior written authorization of the duly authorized Bank officer.

Section 3:
Work Performance
Work Performance consists below:
3.1 Discharge of duties of every employee
3.2 Work Schedule
3.3 Attendance and Punctuality
3.4 Office Attire and Identification
3.5 Carrying out verbal / written or work instruction
3.6 Carrying out of assigned duties
3.7 Every employee is prohibited from:
a. Leaving his work or workplace to attend matters not connected to his job or the Bank’s
business
b. Loitering, wandering about or spending time away from his job
c. Engaging in idle chatter and gossip with other employees

Section 4:
Business and Personal Conduct
The following lists down the sub-section of Section 4.
4.1 Courtesy and Proper Decorum

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 4.2 Decency and Morality
4.3 Courtesy and Respect
4.4 Fighting
4.5 Gambling
4.6 Reporting Loss and Discovery of Items
4.7 Borrowing and Lending To and From Bank’s Customers
4.8 Employees Conduct of their Personal Finances
4.9 Commission of Any Crime
4.10 Conducting Business in an Unsafe and unsound Manner
4.11 Significant Connection or Financial/Material Interest
4.12 Investment/Insider Information
4.13 Accepting Gifts from Bank’s Customers
4.14 Soliciting or Accepting Commission from Customers
4.15 Use of Bank’s Name for Non-Job Related Purposes
4.16 Awarding of Contract, Orders and Commitment to Suppliers
4.17 Use of Bank Stationery/Office Supplies /Equipment
4.18 Reading of Non-Bank Literature
4.19 Entertaining Non-Job Related Visitors
4.20 Entering Restricted Areas
4.21 Conduct of Private Business
4.22 Use of Bank Vehicles
4.23 Acts that may Prejudice Bank-Customer Relations
4.24 Employees are required to report Data
4.25 Professional Behavior
4.26 Outside Activities
4.27 Conflict of Interest

Section 5:
Standards For Protection of Bank Assets
Every employee is responsible for the integrity of information, records and reports under
his/her control. Making false or misleading statements to anyone including internal or external
auditors, Bank Management, and other employees are strictly prohibited, and constitute
falsification of records.

Section 6:
Responsibility to Customers
The Bank recognizes its obligation to be truthful and objective its dealings with customers.
While the Bank is entitled to employ all fair and honest means to promote its products and
services, it shall not, however, knowingly make false representations to customers.

Section 7:
Health and Safety
7.1 Compliance with Safety and Sanitation Policies
7.2 Cleanliness and Safe Working Conditions
7.3 No Smoking Policy
7.4 Firearms and other Deadly Weapons
7.5 Drug-Free Workplace

VI. COMPENSATION AND BENEFITS PHILOSOPHY(This item is confidential;

Compensation and Benefits can be discuss only upon hiring or Job Offer. Though,
below are the benefits I am currently enjoying beingan eastwestbanker (except for the
car plan and housing loan, I am entitled but I have no plan to stay with EWB for years
as availing this will meant of staying with EWB for at least 5yrs with Car Plan and
7yrs for HL.)

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 This refers to the benefits that the bank provides to its employees in lieu of their labor.
This is a keypart of Human Resource Management.
Same with other corporation, the bank providing their employees a satisfactorily benefits that
they can enjoy as an employee, such as:
1. A guaranteed 15 months bonuses
2. Medical assistance or HMO that the employee may use in time of sickness that can be
share to his/her beneficiary
3. Government benefits like SSS, HDMF and Philhealth (deductible to salary)
4. Car Plan (for Junior Officer and up)
5. Housing Loan (for Junior Officer and up)
6. Company loan up to three (3) times of employee’s monthly salary
7. Other benefits to be discussed to employee upon his hiring.

VII. TRAINING PLAN (This item is confidential, every corporate has its own way of
Training to develop and enhance the skill and capabilities of their employees.
Providing training to employees is every corporate responsibility to strengthen their
organization. Hence, I can’t provide all the details thereof.)
Few aspects of internal operations have as broad an impact on the bottom line as
employee training.Training is closely linked to critical metrics such as employee retention,
productivity, performance, morale, motivation and the overall employee experience.With EWB,
it values the importance of training to each of their employees.
As such, the bank’s Human Resources designed an internal learning system
wherein its employee may learn and train themselves. EWB LEAP consists of required modules /
trainings to be accomplished by all employees.
EWB E-Learning System offers significant advantages in today’s digitally driven work
environment:
1. Reduced training time and greater knowledge retention
2. Greater efficiency and lower costs with automation
3. Experiential learning with more relevant information
4. Shorter learning curve
5. Higher levels of Productivity

VIII. EMPLOYEE PERFORMANCE AND DEVELOPMENT PLANS(Most confidential

items of all. No one will provide you the itemize employee performance and how they
rate their employees)
This process enables each employee to understand their true value-add to the organization.
To understand how their job and the requested outcomes from their contribution “fit” inside their
department or work unit’s overall goals. Every employee also set personal developmental goals
that will increase their ability to contribute to the success of the bank. The accomplishment of
these goals also provides a foundation for their career success whether as an Eastwest Banker or
elsewhere, so they ought to be motivated and excited about achieving these goals. To add, Merit
Increase and Profit Sharing that each East West Banker receives will be based on the result of
their “Key Result Area” (KRA) or Performance Appraisal.

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Frequently Asked Questions (This one is an excerpt from EWB HR Advisory -2018
Performance Appraisal Discussion- Please do not share)
1) Who are covered by Performance Appraisal?
All active employees tagged as regular as of October 31 of the current year and have at
least three (3) full months of tenure for the current year are covered. Both conditions must be
satisfied for an employee to receive a performance rating.
2) Who are eligible to receive a Merit Increase?
a. Eligible Employees
i. On Regular Status (Confirmed after passing Probationary Status) as of October 31 of
the performance year.
ii. On Regular Status upon hiring but with at least 3 months tenure (hired on or before
October 1 of the performance year)
iii. Individual Performance Rating of at least 2.00 for AM and Up, 1.80 for JO and Below
b. Ineligible Employees
i. On Probationary Status as of October 31 of the performance year
ii. Resigned / Resigning employees or those that have already tendered their resignation
iii. With suspension record rendered prior to payout that has yet to be penalized during
the previous year’s Merit Increase
iv. Case to case handling on pending admin cases (but generally eligible) – we put on
hold until they are cleared of the case. Once cleared, we pay out what is due them.
c. Exclusions: i. Employees given prior pay adjustments with the understanding that the merit
increase has already been considered in the provided counteroffer.

3) Who are eligible to receive a Profit Share?

a. Eligible Employees
1. On Regular Status (Confirmed after passing Probationary Status) as of October 31 of
the performance year.
2. On Regular Status upon hiring but with at least 3 months tenure (hired on or before
October 1 of the performance year)
b. Ineligible Employees
1. On Probationary Status as of October 31 of the performance year
2. Resigned / Resigning employees or those that have already tendered their resignation
3. With suspension record rendered prior to payout that has yet to be penalized during the
previous year’s Profit Share
4. Case to case handling on pending admin cases (but generally eligible) – we put on hold
until they are cleared of the case, Once cleared, we pay out what is due them.
c. Exclusions:
1. Incentive earners (Customer Service Outbound/Inbound, Unsecured Collections)
4) What are the components of Performance Appraisal?
The Performance Appraisal takes into consideration three components—Functional
KRAs, Customer Service, and Governance.
Functional KRAs or Key Result Areas refer to the buckets of output and performance goals
specific to the function of the unit and the individual. KRAs are unique to the unit as well as to
each employee. We use a weighted scoring system to evaluate this component.
Customer Service refers to the “moments of truth” measured through the particular
Service Quality programs—Project Tony, Spot Check, CCTV, and Video Mystery Shopper. On
the other hand, Governance refers to the exceptions measured through the monitoring activities
done by Compliance, Internal Audit, and Risk Management.
A Merit/Demerit Points System is applied direct to the Performance Rating for the
following Key Performance Factors:
a) Customer Service (Project Tony, Spot Check/CCTV, Mystery Shopper)
b) Governance (Audit, Compliance, Risk).

a) The bases of our Customer Service rating for subject year shall be as follows

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 1. Project Tony (PT). In the absence of a customer survey rating, we use the Project Tony
(PT) rating as a metric for customer service rating. This intends to embed among EWbankers the
habit of answering phone calls which is a basic behavior if we are to serve our customers well.
2. Spot Check/CCTV. We use Spot Check/CCTV to check employees’ adherence to
service quality standards covering brand guidelines as established by BMCC, 5S as rolled out by
BPPM and professional image based on HR policy. The program is done via actual visits to the
Stores and offices or through CCTV cameras.
3. Video Mystery Shopper. For Stores, Customer Service rating is taken from their
Mystery Shopper scores to highlight the importance of Customer Service among our front liners.
We use a merit/demerit point system for all three. The passing score is benchmarked on
the average score of the bank to encourage people to perform better than the average.
b) The bases of our Customer Service rating for subject year shall be as follows
It adopts an exception based rating on the premise that governance is deemed “hygiene”, i.e. only
matters when it does not exist. Being “hygiene”, achieving an above satisfactory status is not a
realistic expectation, hence, the demerit system.
Exceptions, determined principally from the Compliance, Audit, Risk & IS monitoring, will be
assessed in terms of risk likelihood and impact. Based on the assessment, a unified risk rating
will be given, which will translate into the relevant demerit.
However, considering the current premature governance level of the Bank, units without any
residual risk or exception are to be given a merit of 0.1 and 0.2 (i.e. 1/3 of the maximum
demerit), respectively, to sustain and encourage a culture of good governance.
4.1) How do Governance scores apply to Administrative Associates, Executive Assistants,
and MIS Staff?
The governance scores are not merely on the basis of who has direct control over the
activity. It is meant to drive home the importance of "collective governance" (in contrast to
putting the accountability to one or select people only). Hence, irrespective on who is directly
tasked to do it, if the concerned unit fails to uphold the governance prescription, all suffer the
consequence. In the same vein, all enjoy the reward if the unit does well.
Following this principle, Administrative Associates, Executive Assistants, and MIS Staff share
the Governance scores of the units they belong to.

IX. TRANSITIONING TO GLOBAL HUMAN RESOURCES(Apologies, but I can’t

disclosed the payroll system we are currently using.)
As of now we are embracing the development of generations and technology as it is more
becoming advances, sophisticated and modern. Digital technology is a daily consumption of
generations of people in the world, without which life no longer feels alive. People around the
globe have relied on technology for their lives, especially those related to financial services.
As the world goes digital, EWB Human Resources embracing also this era with a purpose of
able to meet the needs and desires of the bank’s employee and other people in order to achieve
the bank’s vision"To be a world-class bank anchored on service excellence in our chosen
markets."
EWB HR has successfully implemented below digital system for their employees:
E-Learning (L.E.A.P) – designed for active EWB employees. EWB HR uploading courses and
modules needed to be fulfilled by each employee. At the end of every course, each employee will
receive their Certificate.
Payroll System – EWB has its own payroll system wherein EWB employees can view their
attendance, manage their leaves and view their pay slip at the tip of their finger. This is also
accessible even in mobile phones.
SharePoint – wherein employees can file their request such as Certificate of Employment, ID
replacement, ATM replacement, etc.
Yummer – this is EWB E- Community, wherein EWB employees nationwide can exchange
greetings with each other and design to de-stress and to relax after a long day work tension.

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 X. REFERENCES
 https://www.thealternativeboard.com/blog/operating-plan?
fbclid=IwAR33FOb1sWLBEVjB64XdPO0IUsR4cYFOcRKjZQTHutzM
9mpzcb2VNc4Qhlg
 https://philkotse.com/dealerships/eastwest-bank-pre-owned-dl607
 https://www.easyio.eu/references/offices/
 https://www.syndicateroom.com/learn/glossary/operational-plan#:~:text=An
%20Operational%20Plan%20is%20a,run%20a%20business%20and
%20cover.
 .https://blog.walkme.com/how-to-improve-employee-
performance/:~:text=Employee%20performance%20is%20defined
%20as,employee%20is%20to%20the%20organization

XI. APPENDIX
Operational plan is a method on how to plan the strategic goals and objective. It is where the
chosen strategic plan puts into an operation through a given operational period. The Alternative
Board (2020) stated that an operational plan overly focused on how the department of a company
come up with outreaching its own goal. When an operational plan is properly created, manager
and employees will surely be enlightened on what responsibilities they will encounter and how
will they perform it.
An Operational Plan is a highly detailed plan that provides a clear picture of how a team,
section or department will contribute to the achievement of the organisation's goals. The
operational plan maps out the day-to-day tasks required to run a business and cover.

Code of Discipline
Section 1:Trust and Confidence, Honesty or Integrity
It is the obligation of every employee to preserve and maintain the trust and confidence
bestowed on him/her by the Bank
Section 2:Treatment of Bank Property
It is the obligation of every employee to report every happenings within the bank.
Section 3:Work Performance
It is the standaards of the employees and serve as their guide on how they will act as an
employee
Section 4:Business and Personal Conduct
It includes personal transactions between the employee and other people.
Section 5:Standards For Protection of Bank Assets
Every employee is responsible for the integrity of information, records and reports under
his/her control.

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Section 6:Responsibility to Customers
The Bank recognizes its obligation to be truthful and objective its dealings with
customers.
Section 7:Health and Safety
Every employee must undergo proper check up and medication.

Employees Performance
This process enables each employee to understand their true value-add to the organization.
To understand how their job and the requested outcomes from their contribution “fit” inside their
department or work unit’s overall goals. Every employee also set personal developmental goals
that will increase their ability to contribute to the success of the bank.
The accomplishment of these goals also provides a foundation for their career success
whether as an Eastwest Banker or elsewhere, so they ought to be motivated and excited about
achieving these goals. To add, Merit Increase and Profit Sharing that each East West Banker
receives will be based on the result of their “Key Result Area” (KRA) or Performance Appraisal.
Employee Performance
    Every individual employee contributes to the success (or failure) of your business. Of course,
the goal is to continuously improve the quality and efficiency of your workforce. But without a
clear understanding of which factors influence employee performance, it will be difficult to
sustain success.
Employee performance Review
         Although the specifics vary, there are a few great ways to create a performance review. Out
the options, choose which approach will best assess the employee and provide information that
will be most effective for improving their performance:
Schedule a one-on-one meeting between the employee and direct supervisor to brainstorm. This
is a great tactic for employees that are engaging, like direct feedback, and feel comfortable
voicing their own experiences and opinions. It’s also an opportunity to communicate and make
sure that there is transparency between the employee and leadership. Here’s a template to fill out
and to help guide the meeting
Employee performance meaning
     Employee performance isis defined as how an employee fulfills their job duties and executes
their required tasks. It refers to the effectiveness, quality, and efficiency of their output.
     Performance also contributes to our assessment of how valuable an employee is to the
organization. Each employee is a serious investment for a company, so the return that each
employee provides must be significant

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 Republic of the Philippines
BATANGAS STATE UNIVERSITY
Pablo Borbon Main I
Rizal Avenue, Batangas City

COLLEGE OF ACCOUNTANCY, BUSINESS, ECONOMICS AND

INTERNATIONAL HOSPITALITY MANAGEMENT
Business and Entrepreneurship Department

Marie Cris G. Arrieta

Salary and Mortage Loan Officer
EastWest Banking Corporation
6F Makati SkyPlaza Bldg., Ayala Avenue, Makati City

Madam:

Greetings of Peace and Solidarity!

In partial fulfillment of our subject Human Resource Management, We, students of

Batangas State University taking up Bachelor of Science in Business Administration
major in Human Resource Management are humbly asking for your permission to
conduct an online survey within the company/organization.

The survey would last 3-5 minutes and would be arranged at a time convenient to the
respondents (e.g. during break). Participation in the survey is entirely voluntary and
there are no known or anticipated risks in this study. All information provided will be kept
in utmost confidentiality and would be used only for academic purposes only.

We believed that you are with us in our enthusiasm to finish this requirement as
compliance on the subject and to develop our well-being. We hope for your positive
response in this humble matter. Thank you and God bless!

Very truly yours,

Researchers

JUSTINE G. MALABANAN

EMMANUEL I. JOLONGBAYAN

GERI LHAR ANTOINETTE C. PEDRON

NICOLE A. CARINGAL

PATRICK LAURENCE ESGUERRA

Noted:

ANGELYN R. AMUL, MBA

Instructor

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