Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016. This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels. As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.

2. “2015 Frontline Management Profiling Study:
Potentials and Pitfalls in Leading Millennials”
Liza Manalo-Mapagu, CEO, HR Avatar Philippines

3. 86 million millennials will be in the workplace by 2020—
representing 40% of the total working population.
-Jamie Gutfreund, Chief Strategy Officer for the Intelligence Group

5. IBPAP 2015
Talent Benchmarking
Study
The Search for the
Success Profile of
Frontline Managers
for the
IT-BPO IndustryHRCC | Leadership Development Council
HR Avatar Philippines Inc.
The Study

6. Rationale of the Study
Talent acquisition and retention remain the biggest issue
faced by the IT/BPM industry today.
The attrition rate at the entry levels which is attributed to
the competency levels of the Team Leaders.

7. Objectives of the Study
Gauge the leadership potential of the frontline managers
(team leaders).
Identify the acceptable leadership potential standards for
talents to be promoted to the frontline manager’s position.
Identify possible interventions to address the developmental
areas on a company and industry level

8. Predict top performers
Provide data on the required functional and behavioral
competencies based on the profile of their current
Team Leaders.
Benefits to the Company
Hire talents within the competency standards
of the company

9. Overall Profile based on Demographics
Age:
Years of
Experience:
Team Size:
Average Range
(29-38)
(1-7)
12 (5-19)
32
5
787 Frontline
Managers
25 Companies

10. 25 Participating Companies (n=788)

11. Why invest in High-Potential Leaders

12. High-Potential Leaders are valuable TODAY and to the FUTURE

14. Assessment of Leadership Potentials

15. The HR Avatar High-
Potential Solution

18. The Solution
The assessment covers the five elements that address critical
factors that determine the individual’s capability and
readiness to assume frontline management position:

19. Ability
• Writing
• Analytical
Thinking
• Attention to
Detail
Personal
Competence
• Adaptable
• Develops
Relationship
• Enjoys
Problem-
Solving
• Expressive and
Outgoing
• Innovative and
Creative
• Needs
Structure
People
Management
• Frontline
Management
Fundamentals
Commitment
• Corporate
Citizenship
• Exhibits
Positive
Attitude
• Engagement
Motivation
• Competitive
• Leadership
Aspiration
Leadership Dimensions Assessed
Using HR Avatar Solutions

26. Sample Report

31. Presentation of Data

32. 56.26
Participating Companies’ Average
Global Standard

33. 44.70
Participating Companies’ Average
Global Standard

34. 74.28
Philippine Standard
Global Standard

35. 63.95
Participating Companies’ Average
Global Standard

36. 62.56
Participating Companies’ Average
Global Standard

37. 74.59
Participating Companies’ Average
Global Standard

38. 64.68
Participating Companies’ Average
Global Standard

39. 56.74
Participating Companies’ Average
Global Standard

40. 70.02
Participating Companies’ Average
Global Standard

41. 72.77
Participating Companies’ Average
Global Standard

42. 70.72
Participating Companies’ Average
Global Standard

43. 63.71
Participating Companies’ Average
Global Standard

44. 70.86
Participating Companies’ Average
Global Standard

45. 68.11
Participating Companies’ Average
Global Standard

46. 76.25
Participating Companies’ Average
Global Standard

47. 50.66
Participating Companies’ Average
Global Standard

48. 75.73
Participating Companies’ Average
Global Standard

49. Summary of Findings

50. Highlights of the Company Analysis
In general, High Performers significantly scored higher than
Marginal Performers.
Out of 25 companies, there are only 3 companies, where the
Marginal Performers scored higher than the High Performers.
Potential: Potential:

51. Leadership Potential Profile of the
Participating Companies

52. 8%
56%
36% Low
Medium
High
Distribution According to H, M, L Potentials
Potential:

53. Score Interpretation
Overall Score of 56
0 20 40 60 80 100
The candidate’s score indicate high performance potential to succeed in leadership and
managerial roles.
A. ABILITY
Writing 45
0 20 40 60 80 100
Analytical Thinking 74
0 20 40 60 80 100
Attention to Detail 64
0 20 40 60 80 100

54. A. PERSONAL COMPETENCE
Adaptable 63
0 20 40 60 80 100
Develops
Relationships
75
0 20 40 60 80 100
Enjoys Problem-
Solving
65
0 20 40 60 80 100
Expressive and
Outgoing
57
0 20 40 60 80 100
Innovative and
Creative
70
0 20 40 60 80 100
Needs Structure 73
0 20 40 60 80 100
Seeks Perfection 71
0 20 40 60 80 100

55. A. PEOPLE MANAGEMENT
Frontline
Management
Fundamentals
64
0 20 40 60 80 100
B. COMMITMENT
Corporate
Citizenship
71
0 20 40 60 80 100
Exhibits a Positive
Work Attitude
76
0 20 40 60 80 100
Engagement 68
0 20 40 60 80 100
C. MOTIVATION
Competitive
0 20 40 60 80 100
Leadership
Aspiration
76
0 20 40 60 80 100

56. 1. The industry has engaged team leaders who are highly
committed and have very high aspiration to succeed in
leadership and management roles.
Conclusion and Insights
Millenials expect an active, central role in the life of the company from
their first on the job. Millenials given higher responsibility in the
company will be committed and engaged.

57. 2.
Conclusion and Insights
Their moderate strengths are
in the areas of “Analytical
Thinking” and “Attention to
Details”
“Millennials should, in fact, be smarter than their parents. They have been blessed
to live in a world where information is readily available at their fingertips. They can
obtain almost any piece of information from just about anywhere. They can
contact practically anyone in the world. And they have more resources to reference
than any generation past. www.examiner.com ‘

58. 3.
Conclusion and Insights
Their natural strengths which
could be their liabilities as well
are in people-oriented
competencies namely
“Developing Relationship” and
“Expressive and Outgoing”.
Millennials are extremely team-oriented and enjoy collaborating and building
friendships with colleagues. They are self-expressive and more outgoing than the past
generations. These are potential derailers and areas that need to be addressed.

59. 4. They are equally strong in
process-oriented competencies
namely “Need Structure” and
“Seek Perfection”.
Conclusion and Insights
“Provide structure. There might be a general sense that Millennials want some kind of free-for-all
where they can do what they like when they like, but this is not the case. You still have productivity
expectations for the work that has to be done, meeting times, project deadlines. Provide the
necessary structure, but let Millennials work it to the end without micromanaging. By Rob
Wormly”

60. 5. Their lowest score is in
the area of “Writing”.
Conclusion and Insights
“When it comes to skills that need strengthening, 46 percent of employers
feel Millennials need to improve their writing skills. Jule Gamache”

61. 5. Majority of the companies reported the lack of structured
process and tools in identifying and assessing talents. They
also do not have adequate time to prepare the talents for
frontline management positions.
Conclusion and Insights
Recommendation:
To establish a Talent
Management Program

62. The Future
2013 Deloitte Global Millennial Research
Millennials Will Soon
Rule The World: But
How Will They Lead?

63. 1. Millennials Want Leadership and They Want it Their Way
If we want to motivate young leaders, we have to give them
opportunities to build, innovate, and create.

64. 2. Millennials Know They Are Not Ready for Leadership, But They
Want it Anyway
What this means is that organizations must give young people new,
exciting leadership assignments as well as the training and
coaching they need.

65. 3. Millennials Value an Open, Transparent,
Inclusive Leadership Style
Leaders must be more open
and transparent.
They expect and will lead in
an inclusive way.

69. Thank you!
lizam@hravatar.com.ph
0917.899.9180