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Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
Strategic HR SWOT TOWS IFE EFE
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Strategic HR SWOT TOWS IFE EFE

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road map for an HR org in the BPM industry

road map for an HR org in the BPM industry

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  • 1. STRATEGIC HR By Alfredo V. Primicias III
  • 2. STRATEGIC HR By Alfredo V. Primicias III What we plan to do… 2 WE aim to create a harmonious work environment that acquire, develop and retain highly knowledgeable and engaged team members through effective partnership with internal business leaders and community. WE contribute to the bottom line of the COMPANY by developing and implementing people programs that add measurable value for all share/ stakeholders. Who we are…WE are HR professionals that advocate the company’s core value. WE are guided by ethical and professional standards that model best practices in Human Capital. WE are strategic partners to all internal leaders by serving their business needs through collaboration and team work.
  • 3. STRATEGIC HR By Alfredo V. Primicias III 3 STRENGTHS WEAKNESSES OPPORTUNITIES THREATS S1: More years of operations attracting global SMEs S2: Seasoned and multi-cultural management capabilities S3: Cost Reductions of clients’ operating expenses is a unique value proposition S4: Committed to provide clients better business controls through global quality certifications W1: Weak recruitment system and slow TAT to ensure faster acquisition of human capital W2: Limited Learning and Development programs to sustain business controls and best practices W3: High risk of potential attrition from highly skilled team members/ management team W4: Limited demonstration of MALASAKIT as a core value from all members W5: Weak brand positioning particularly to job seekers O1: PH is now No. 1 in voice and No. 2 in non- voice, complex services O2: PH IT-BPM industry grew 19% in 2012; 137K jobs more O3: More BPM companies are either opening or expanding operations O4: Healthcare outsourcing is PH’s biggest IT- BPM employment; 45K FTEs and projected to grow 25% annually or 100K in 2016 O5: Strong partnership between PH Gov and IBPAP T1: PH Labor Code is perceived to be ‘pro- labor’ T2: Growing protest movements over outsourcing T3: Growing ‘captive’ / shared centers T4: Fierce competition in the labor market (leading to scarcity) T5: Education doesn’t match required competencies T6: High demand for IT workers offshore T7: High cost on power and telecoms T8: Perception of prevalent corrupt bureaucracy
  • 4. STRATEGIC HR By Alfredo V. Primicias III 4 STRENGTHS WEAKNESSES OPPORTUNITIES THREATS S5: Has 5 centers of excellence e.g. Finance, Healthcare, Research, Contact Center and Marketing S6: Has clear market positioning S7: Highly skilled and dedicated team members O6: Stronger Peso-Dollar exchange rate O7: Stronger purchasing power (locals) O8: Rise of techies (millenials) O9: High literacy/ college graduates O10: Trademark on English proficiency and customer relations O11: Sunrise Industry– clearer and challenging road maps O12: Highly engaged domestic job market O13: Cost of living in the PH is P1K/ day or US$20 W6: Weak talent management programs that aim to harmonize varied- labor generations W7: Weak cascade of business models that can propel innovation and business leadership W8: Weak cross functional/ synergistic momentum T9: Few PH managers with actual global management experience T10: Lack of parity in government incentives and tariffs T11: Environmental hazards (force majeure) T12: Stronger Peso-Dollar exchange rate
  • 5. STRATEGIC HR By Alfredo V. Primicias III 5 TOWS Matrix (SO and ST) 5 1. Brand the company as the pioneer in the niche BPO space by expanding the 5 centers of excellence and developing other revenue streams (S1, S2, S3, O1, O3, O4). 2. Build stronger business partners (TESDA, local colleges, headhunters, etc.) to source or grow talents that match the company’s business practices and values (S2, S4, S5, S8, S9, S10, O5, O8, O9, O10, O12). 3. Capitalize on current macro-eco condition to purchase technology/ analytics-enabled HR systems (S5, S8, S9, O6, O7, O13) 1. Improve recruitment systems to ensure 15- day promise of TAT by attracting qualified candidates (S4, S11, S12, T4, T5, T6) . 2. Reduce effects of labor disputes by implementing a robust employer- employee system anchored on the company’s core value (S2, S8, S10, S12, T1, T11). 3. Meet demands of the competition by focusing on unique value proposition and using technology to acquire and manage talents (S1, S2, S5, S6, S8, S9, S12, T4, T5, T12) STRENGTHS- OPPORTUNITIES STRENGTHS- THREATS TOWS Matrix (WO and WT) 5 1. Develop robust human capital programs to fulfill people philosophies (W1, W2, W3, W4, W5, W6, W9, O1, O3, O8, O9, O12). 2. Architect solid Learning and Development infrastructures that will translate high performance into higher customer satisfaction by using external partners (W2, W4, W6, O5, O11, O12). 1. Develop robust human capital programs to fulfill PEOPLE: Retain the Best Talent philosophy- invest in a superior work environment and compensation package to attract, motivate and retain stellar performers (W1, W2, W3, W4, W5, W6, W9, T1, T4, T6). 2. Architect solid Learning and Development infrastructures that will translate high performance into higher customer satisfaction by using external partners (W2, W4, W6, T4, T5, T6, T9). WEAKNESSES- OPPORTUNITIES WEAKNESSES- THREATS
  • 6. STRATEGIC HR By Alfredo V. Primicias III 6 INTERNAL FACTOR EVALUATION STRENGTHS Importance Weight Responsive ness Rating Weight Score 1.) HIGHLY REPUTABLE MANAGEMENT TEAM 8 years of operations attracting global SMEs Seasoned and multi-cultural management capabilities 5% 5 0.25 2.) PRACTICES OPERATIONAL EXCELLENCE Committed to provide clients better business controls through certifications Has 5 centers of excellence e.g. Finance, Healthcare, Research, Contact Center and Marketing 15% 4 0.6 3.) EXCELLENT TRACK RECORD Cost Reductions of clients’ operating expenses is a unique value proposition Has clear market positioning Promise of faster acquisition of competent human capital 15% 3 0.45 4.) VALUE-DRIVEN COMPANY Strong value system Highly skilled and dedicated team members 15% 3 0.45
  • 7. STRATEGIC HR By Alfredo V. Primicias III 7 INTERNAL FACTOR EVALUATION WEAKNESSES Importance Weight Responsive ness Rating Weight Score 1.) HR PRACTICES Weak recruitment system and slow TAT to ensure faster acquisition of headcount Limited Learning and Development programs to sustain business controls Weak talent management programs to harmonize varied- labor relations 20% 3 0.6 2.) ORGANIZATIONAL DEVELOPMENT High risk of attrition from highly skilled team members/ management team Weak roll-out of value system Weak business models that can propel innovation and business leadership Weak cross functional/ synergistic momentum 25% 3 0.75 3.) BRANDING Weak brand positioning particularly to job seekers 5% 3 0.15
  • 8. STRATEGIC HR By Alfredo V. Primicias III 8 INTERNAL FACTOR EVALUATION: Conclusion The company is consistent with its market leadership positioning in the industry with a rating of 3.25. This is mainly driven by the continuous efforts of the company to: •Achieve remarkable reputation with its clients by using excellent relationship management apart from its actual business practices and philosophies •Hire competent team members that compels to stretch the 15-day promise •Provide out-of-the box people programs For the weaknesses, the company is very responsive on addressing these and have taken bold action steps to mitigate and eventually lessen both impact and risk to business. STRENGTHS: 1.75 WEAKNESSES: 1.50 Total: 3.25
  • 9. STRATEGIC HR By Alfredo V. Primicias III 9 EXTERNAL FACTOR EVALUATION OPPORTUNITIES Importance Weight Responsive ness Rating Weight Score 1.) GROWTH OF THE INDUSTRY AND PH STATURE PH is now No. 1 in voice and No. 2 in non-voice, complex services PH IT-BPM industry grew 19% in 2012; 137K jobs more More BPM companies are either opening or expanding operations 20% 5 1.0 2.) GROWTH OF A FOCUSED BUSINESS PILLAR Healthcare outsourcing is PH’s biggest IT-BPM employment 45K FTEs and projected to grow 25% annually or 100K in 2016 5% 3 0.15 3.) FAVORABLE MACRO ECO CONDITION Stronger Peso-Dollar exchange rate Stronger purchasing power (locals) Cost of living in the PH is P1K/ day or US$20 10% 2 0.2 4.) HIGHLY ENGAGED DOMESTIC JOB MARKET Rise of techies (millenials) High literacy/ college graduates Trademark on English proficiency and customer relations 15% 3 0.45
  • 10. STRATEGIC HR By Alfredo V. Primicias III 10 EXTERNAL FACTOR EVALUATION THREATS Importance Weight Responsive ness Rating Weight Score 1.) RISE OF PROTESTS OVER OUTSOURCING FROM EUROPE AND US Growing protest movements over outsourcing 5% 1 0.05 2.) PH GOVERNMENT AND LABOR STATUTES Perception of prevalent corrupt bureaucracy PH Labor Code is perceived to be ‘pro- labor’ Lack of parity in government incentives and tariffs 20% 3 0.6 3.) COMPETITION WITH ALLIED INDUSTRIES Growing ‘captive’ / shared centers High demand for IT workers offshore 10% 2 0.2 4.) MISMATCH OF COMPETENCIES IN THE DOMESTIC JOB MARKET Education doesn’t match required skills and knowledge PH managers have limited management skills or global experience Fierce competition in the labor market (leading to scarcity) 15% 2 0.3
  • 11. STRATEGIC HR By Alfredo V. Primicias III 11 EXTERNAL FACTOR EVALUATION: Conclusion The company has a moderate market responsiveness of 2.95. This is mainly driven by the continuous efforts of the company to: •Grow its client-base and in return increase billable headcount •Focus on stringent Cost-Management programs particularly by monitoring/ reviewing operating costs •Increase efforts on collections •Modify current HR practices by evaluating previous programs and refreshing high-engagement interventions OPPORTUNITIES: 1.80 THREATS: 1.15 Total: 2.95
  • 12. STRATEGIC HR By Alfredo V. Primicias III 12 Strategy 1: Build stronger business partners (TESDA, local colleges, headhunters, etc.) to source and grow talents that match the company’s business practices and values. Improve recruitment systems to ensure business promise of TAT by attracting qualified candidates . Strategy 2: Meet demands of the competition by focusing on unique value proposition and using technology to acquire and manage talents. Capitalize on current macro-eco condition to purchase technology/ analytics-enabled HR systems. Strategy 3: Architect solid Learning and Development infrastructures that will translate high performance into higher customer satisfaction by using external partners. Reduce effects of disengagement by implementing a robust employer- employee system anchored on the company’s core value. Develop robust human capital programs to fulfill people philosophies The company has a moderate EFE market responsiveness of 2.95. This is mainly driven by the continuous efforts of the company to: •Grow its client-base and in return increase billable headcount •Focus on stringent Cost-Management programs particularly by monitoring/ reviewing operating costs •Increase efforts on collections •Modify current HR practices by evaluating previous programs and refreshing high- engagement interventions The company is consistent with its IFE market leadership positioning in the industry with a rating of 3.25. This is mainly driven by the continuous efforts of the company to: •Achieve remarkable reputation with its clients by using excellent relationship management apart from its actual business practices and philosophies •Hire competent team members •Provide out-of-the box people programs For the weaknesses, the company is very responsive on addressing these and have taken bold action steps to mitigate and eventually lessen both impact and risk to business.
  • 13. STRATEGIC HR By Alfredo V. Primicias III 13 HR FRAMEWORK TALENT MANAGEMENT •Sourcing to Selection •On- Boarding to Retirement •Competency Management WORKPLACE LEARNING and DEVELOPMENT •Foundation Training •Domain/ Technical Training •Leadership and Management Training POLICIES and GOVERNANCE •Statutory Documents and Records •HR Quality Systems and Standards •HR Services •Community Relations PERFORMANCE MANAGEMENT •Career Planning and •Organizational Development •Performance Coaching and Mentoring •Total Rewards System* *Compensation and Benefits Business Goals 1 4 2 3 Description: To strategically align all recruitment systems to ensure a TAT. Philosophy: We open the door for endless opportunities to team members who are competent and engaged. Description: To strategically align business requirements with the required Knowledge, Skills, Habits and Competencies of each team member into a viable and sustainable education programs. Philosophy: We sharpen the saw by ensuring that learning has an equivalent ROI. Description: To strategically communicate and implement all people- policies and procedures. Philosophy: We support a work environment that has industrial harmony and peace. Description: To architect an infrastructure that will capitalize on performance maximization through a culture of coaching and mentoring. Philosophy: We enable managers become inspirational and situational leaders.
  • 14. STRATEGIC HR By Alfredo V. Primicias III 14 TALENT MANAGEMENT ATTRACT •Branding •From Referral to Loyalty •“Family” Experience ASSESS •Robust Assessment Program (competencies management) •Targeted Selection •“Family”Experience RETAIN •Inspirational On-Boarding •Retention Programs (Fast-Wins) •Retirement Programs (Longevity) SELECT •Industry Competitive Job-Offer •Shared Responsibility with Operations •“Family”Experience Business Goals 1 4 2 3 Description: To strategically align all recruitment systems to ensure a TAT. Philosophy: We open the door for endless opportunities to team members who are competent and engaged.
  • 15. STRATEGIC HR By Alfredo V. Primicias III 15 WORKPLACE LEARNING AND DEVELOPMENT FOUNDATION •3 Months (blended learning) •Culture and Values Formation •Basic Communication •Basic Microsoft Suite •Basic Systems program DOMAIN/ TECHNICAL •3 Months (blended learning) •Client- Specific •Certification Process MANAGEMENT TRAINING TRACK •6 to 8 months (blended learning) •Theoretical Preparedness per function •Actual Performance per function •Succession Planning LEADERSHIP and MANAGEMENT •6 to 12 months (blended learning) •Targeted Selection •Interaction Management •Basic Financial Management •Basic HR Management •Certification Process Business Goals 1 4 2 3 Description: To strategically align business requirements with the required Knowledge, Skills, Habits and Competencies of each team member into a viable and sustainable education programs. Philosophy: We sharpen the saw by ensuring that learning has an equivalent ROI. Curriculum Development Performance Assessment and Succession Confirmation Trainers’ Bureau External CCE
  • 16. STRATEGIC HR By Alfredo V. Primicias III 16 PERFORMANCE MANAGEMENT CAREER PLANNING •Job Evaluation •Job Grading •Career Maps (lateral, vertical, etc.) ORGANIZATIONAL DEVELOPMENT •Benchmarking of HR Best Practices •HR Systems alignment and innovation •Best Employer distinction TOTAL REWARDS •Benchmarking of industry Salary and Benefits Structure COACHING and MENTORING •Culture building of coaches and mentors •Performance Maximization through Motivation and Accountability Business Goals 1 4 2 3 Description: To architect an infrastructure that will capitalize on performance maximization through a culture of coaching and mentoring. Philosophy: We enable managers become inspirational and situational leaders.
  • 17. STRATEGIC HR By Alfredo V. Primicias III 17 POLICIES and GOVERNANCE EMPLOYEE DISCIPLINE •ER/ IR Education •Reformation Enablers STATUTORY RECORDS •Electronic and Hard copies •Active and Alumni Employees •Processing of statutory requirements COMMUNITY RELATIONS •Government and Private Institutions •CSR Activities HR SERVICES •Employee Activities •Employee Grievances •Surveys and FGDs Business Goals 1 4 2 3 Description: To strategically communicate and implement all people- policies and procedures. Philosophy: We support a work environment that has industrial harmony and peace.
  • 18. STRATEGIC HR By Alfredo V. Primicias III 18 For questions and concerns, please email alfredoupdiliman@gmail.com Or contact through 0915-2738300

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