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LeadingtheChangeLeadershipResiliency:
FromChangeFatiguetoChangeChampion
SriColesGeneralManager,HRMall,Inc.
Agenda
• About HRMALL INC.• HRMall’s Journey in Change Management
using the 5-Phase Model of Change1. Identify the Need for Change2. Building the Lead Team3. Designing the Change Process4. Announcing the Change5. Implementing and Maintaining the Change
• Key Take Aways
2
Who We Are• Established in 2006 under the Ayala Group of Companies
• Began as an HR Shared Services for the Ayala group, now exists as part of Ayala’s LiveIt Investments global BPO portfolio
• Focus is on Core HR Processing Services, Talent Development, Rewards Management Services and Recruitment Processing Outsourcing
• Currently servicing over 60,000 employees
• Preferred partner of Oracle for its PeopleSoft and Cloud HCM solutions and DataOn for its SunFish SaaS
3
What We Do
ApplicationManagementServices
Yourexpert systemsadministrationservices
deliveredatstandardservicelevels
SystemsDesign&Implementation
Yourbusinessrequirementsimplementedusingglobal
methods
HCMSystemsSubscriptionand
HostingYourenterpriseHCMtoolsdeliveredthruthecloudon
OpEx model
TechnologyServices
4
What We DoContactCenterProvidesyoutheknowledgemanagementservicesandpersonneltoanswerallHR-relatedconcernsofyouremployeesviaphone,chat,andemail.
HRDataManagementMaintenance,updating,andreportingoforganizationandemployeedata,includingbutnotlimitedtojobdata,costcenter,departmentcode,andstatutoryIDs.
Payroll/TimeandAttendanceYourend-to-endprocessingsolution.Managestimeandattendance,payrollprocessing,generationofbankfiles,statutorycompliance,post-payrollreporting,taxprocessingandreporting.
RecruitmentProcessOutsourcingFullmanagementoftheend-to-endrecruitingprocessfromsourcingtoonboardingofnewhires.
BenefitsandLoansEstablishment,maintenance,andmanagementofyouremployeebenefitsandloans,includingbutnotlimitedtoleaveadministration.
Business ProcessServices
5
Understanding the Change
• Strategic – how the organization will fulfill its mission• Structural – how the organization is set up internally• Process Oriented – how productivity and workflow are
maximized• Talent Development – maximizing the skill and
performance of employees• Cultural – shifting the attitudes, values and behaviors of
people
Source: LinkedIn Linda.com by Britt Andreatta
6
HRMall’s Journey in Change ManagementUsing the 5-Phase Model of Change
IdentifytheNeedforChange
BuildingtheLeadTeam
DesigningtheChangeProcess
Announcing theChange
Implementing &MaintainingChange
Source: LinkedIn Linda.com by Britt Andreatta
7
1: Identify the Need for Change
• The need to grow the business• Increasing cost of attrition and hiring• From “Shared Services” to “Business and Technology
Partners”• Manifest core values in the way we do things at work
8
Understanding Market Mix
0%
20%
40%
60%
80%
100%
2014 2015
53% 52%
47% 48% Ayala
GeneralBusiness
Need to increase market share; limited to one product that caters only to big enterprises.
9
Year on Year Attrition Rate
Tenured resources and key talentsleaving tagging along their directreports; Resignations of keyresources with domain expertise,critical skills and process knowledgeplacing service delivery at risk.
Acquisition of new company.New Senior Leadership Team.
10%
24%18%
25%
36%
0%
10%
20%
30%
40%
2010 2011 2012 2013 2014
Talent Retention became the most burning issue.Hours spent on Recruitment and Attrition Management increasing year on year.
10
Understanding Employee Demographics
<1year,30%
1-2Years,30%
2-3Years,6%
3-5Years,18%
>5years,16%
TENURE>40YearsOld, 5% 30- 40
YearsOld,26%
25- 30YearsOld,
40%
<25YearsOld, 29%
AGEGROUP
Millennial> 69%
11
Understanding Team Personality
TEAM PROFILE DESCRIPTION
BALANCER combined team profile fall in the Midrange section of the graph. A Midrange score normally indicates that the team members have a balanced mixture of traits from each end of the continuum for that factor. The Balancer team is the most flexible of all the team profiles and usually includes several team members who can fulfill most roles to which that team may be called upon to fill. The range of strengths may cover many if not all the strengths needed in an organization.
PID Team Report Year 2014-2015
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Conservers Pragmatists Originators
• Cautious• Retain
structure• Information
and time
• Enjoy risk• Challenge current
structure• Creative thinkers/
Innovators• Propose change
• Mediators• Explore current
structure• Practical and non-
committal• Prefer change to
serve a function
Source: LinkedIn Linda.com by Britt Andreatta
Understanding Emotions
13
Source: LinkedIn Linda.com by Britt Andreatta
+
-
Perfo
rman
ce
TimeShock
Denial
Resistance
Despair
Acceptance
Exploration
Integration
Understanding Resistance
14
2: Building the Lead Team
• Bring in the “Right Leadership Team”• Hiring talents based on Competency, Organizational and
Motivational fit• Individual and Team DNA
15
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Building the Lead TeamUnderstanding the make up of the team who will lead the change is IMPORTANT. The way the individualbehave and the way they will behave with the other members of the group is CRITICAL. Each shouldcomplementothers’ strengths and areas of struggle.
TEAM PROFILE DESCRIPTION
A team with a DRIVER personality tends to create activity and set the pace within the team’s sphere of influence. This team has a strong desire to product results, and has members who quickly take charge by defining goals and delegating tasks. This team is not afraid to take risks or impose its will on the larger organization through strong action in order to move ahead in its field of endeavor.
PID Team Report Year 2014-2015
16
3: Designing the Change Process
BACK TO BASICS: PERFORMANCE MANAGEMENT
Employee Satisfaction• Linking Performance with Rewards• Focus on Employee Engagement• Leaders and Employees as Change Agents
Customer Satisfaction• Quality Management• Client Centricity Service Model
17
Low Solid High
% % %
P E R F O R M A N C EM A N A G E M E N T
TALENT ASSESSMENT AND DEVELOPMENT PLANNING
CORE VALUES RECOGNITION
PAY FOR PERFORMANCE
CONTINOUS IMPROVEMENT
PROGRAM
KRA / BALANCED SCORECARD
EMPLOYEE ENGAGEMENT
PROGRAMS
Consciousness in linking performance management will all the change initiatives to show consistency in our objectives.
18
4: Announcing the Change
HR RoadshowLeaders
Town Hall Meetings
“Quick-Real-Time-Survey”ICSAT/ESAT/EES
Group Huddle and
One-on-One Meetings
T O P
D O W N
WORK GROUPWORK GROUP
COMMUNICATE.COMMUNICATE.COMMUNICATE.
19
Improvement in Attrition Rate
10%
24%18%
25%
36%
15%11%
0%
10%
20%
30%
40%
2010 2011 2012 2013 2014 2015 2016Annualized
Attrition rate has significantly improved from 2014 to 2016.
Talent Retention is improving.Hours spent are on Employee Engagement and Talent Development. Recruitment for new accounts.
20
Improvement in Market Mix
0%
20%
40%
60%
80%
100%
2014 2015 2016
53% 52% 60%
47% 48% 40%Ayala
GeneralBusiness
Added New Product and Services that caters to small-medium size companies; increased client portfolio both within and outside Ayala group
Need to increase market share; limited to one product that caters only to big enterprises
21
5: Implementing and Maintaining Change
• Rhythm in the process implementation, review and improvement.
• Leverage success stories to encourage employees to believe and be involved.
• Acceptance that change is constant, embedded in the culture of the company
22
Low Solid High
% % %
P E R F O R M A N C EM A N A G E M E N T
SEMI-ANNUAL TALENT ASSESSMENT AND DEVELOPMENT PLANNING
QUARTERLYCORE VALUES RECOGNITION
QUARTERLYPAY FOR PERFORMANCE
QUARTERLYCONTINOUS
IMPROVEMENT PROGRAM
MONTHLY / ANNUALLY
KRA / BALANCED SCORECARD
MONTHLYEMPLOYEE
ENGAGEMENTPROGRAMS
Consistency in the process implementation requires rhythm and compliance to timeliness. It shows integrity of management to
fulfill its commitment to Employees.
COMMUNICATION
R H Y T H M
Because Change is Constant
23
Internal Employee Pulse Survey Year 2 Year 1 Y-YCategories FAV FAV Diff
Rewards, Benefits & Recognition 44% 41% 3%
Work-Life Balance 56% 53% 3%Top Leadership 68% 63% 5%Training & Development 68% 61% 7%Operating Efficiency 72% 78% -6%Communication 76% 77% -1%Core Values 76% 76% 0%Engagement 81% 80% 1%Work Group Relationship 82% 82% 0%Supervision 84% 78% 6%Performance Appraisal 84% 52% 32%Empowerment 89% 87% 2%
Performance Appraisal Category Favorable Score increased by 32% compared to previous year.
Categories that scores more than 80% are consistent with the change initiatives that leaders focused on between Year 1 and Year 2.
Improvement in Employee Satisfaction
24
Employee Testimony
25
Thank You!
26
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