leading the change › wp-content › uploads › 2016 › 07 › sri-coles...agenda • about...

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


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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


Understanding Emotions

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+

-

Perfo

rman

ce

TimeShock

Denial

Resistance

Despair

Acceptance

Exploration

Integration

Understanding Resistance

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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

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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.

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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.

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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

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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

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Employee Testimony

25

Thank You!

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