road map for an HR org in the BPM industry

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
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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
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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
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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
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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
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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
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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
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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
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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
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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

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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
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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
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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
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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

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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.

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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
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For questions and concerns, please email
alfredoupdiliman@gmail.com
Or contact through 0915-2738300