MANAGING GLOBAL WORKFORCE

DURING TRANSITIONS

PMAP Annual Conference

October 13, 2015

By: Evelyn C. Salagubang

SVP, HR Head
COVERAGE

Ø  Global Workforce Challenges

Ø  Organizational Changes

Ø  Roadmap to Change And Transition

2
GLOBAL WORKFORCE

3
GLOBAL WORKFORCE CHALLENGES

q  Misaligned people and business strategy

q  Market for skills and talent

q  Compliance Risk

q  Technology

q  HR Platform

q  Cost Efficiencies

4
GLOBAL HR LEADER

q  Cultural Fluency
q  Communicate proficiently

q  Understand cultural behavior

q  Embrace diversity

q  Practice inclusion

5
MANAGING GLOBALLY : HR TOUCH POINTS

q  Employment Laws
q  Immigration Laws

q  Contract Language

q  Performance Evaluation

q  Employee Discipline/Code of Conduct

q  Rewards Program

q  Severance

6
WHAT TO CONSIDER:

q  Understand the Environment and Culture

q  Be Realistic about the Rate of Change
q  Change is Easier if Employees Share in the
Benefits

7
ROAD MAP TO CHANGE

q  Change and Transitions

q  Different Responses to change and Why

q  How can we manage transitions better?

q  Building resilience

8
“ It is not so much that we are afraid of change or
so in love with the old ways, but it’s that place
in between that we fear ...
It’s Linus when his blanket is in the dryer”.
Î  -

×  - - Marlyn Fergus
×  Futurist
× 

9
2 MAIN ELEMENTS OF CHANGE

1. Understanding what is exactly changing

2. Dealing with psychological and emotional

sense of loss, ambiguity, uncertainty,
deterioration of trust and self-preservation

CHANGE = SITUATION + PEOPLE

10
MANAGING CHANGE

1. Understand and anticipate reactions to

change
2. Identify the behaviors that proactively
manage team members through the
transition process
3. Help team members to build resilience and
recover more quickly from the effects of
change

11
CHANGE AND TRANSITION

q  Change is situational.

q  Transition is the psychological process people

go through to come to terms with the new
situation.

Î  - William Bridges
Î  Managing tarnsitions, making the
Most of Change

12
WHICH WAY?

13
ORGANIZATIONAL CHANGES

q  Business Transformation
q  Leaderhip REDUNDANCY

q  Location

q  Merger
RESIGNATION
q  Acquisition

q  Joint Venture

14
CHANGE SCENARIOS

Change Vision
Confusion

Change Leadership Frustration

Change Consensus Resistance

15
16
TRANSITION PROCESS

17
ESSENTIAL ELEMENTS IN TRANSITION

CULTURE

PROCESS

18
TRANSITION IMPACT

Quantity

Quality

Energy

19
“ THE SECRET OF CHANGE IS TO FOCUS ALL OF
YOUR ENERGY, NOT ON FIGHTING THE OLD,
BUT ON BUILDING THE NEW.’

- Socrates

20
TRANSITION PHASE

21
TRANSITION PRE-IMPLEMENTATION

q Business Plan
q Regulatory compliance
q Stakeholder awareness
q Communication Strategy

22
TRANSITION PHASE

1.  Understand the Agreement

2.  Conduct Business Mapping (Work Processes)
3.  Profile the organization
4.  Identify Key Change Co-sponsors
5.  Connect

23
PHASES IN PEOPLE TRANSITION
Fully Committed
Act
Fence Sitters
Believe
Saboteurs
Understand
Testing, trial
Aware and
Shows buy-
application of
Unaware Comprehend in;
Knowledge of change
change nature and
intent of willing to try
without Change is
change and out new
details; accepted as
Lack of where “I” fit system or
the norm
knowledge in concepts
Realizes
of change
impact but
not sure how
24
INFLUENCING YOUR RESOURCES

Innovators
Early
Adopters
Late
Adopters
Resistors

25
BASIC HUMAN NEEDS
CLIMBERS

Self-
Actualization

Esteem

Belonging & Love

CAMPERS
Safety

Physiological
QUITTERS
26
TRANSITION MISMANAGEMENT

Ò  Guilt – those who stay

Ò  Resentment

Ò  Anxiety

Ò  Self-absorption

Ò  Stress

27
INDIVIDUAL CROSS ROAD

CHOICE

NOW HERE
28
TRANSITION PLAN
To -
Be

Leadership Alignment Project Plan

Change Readiness Process Improvement
Culture Analysis OD & Aignment
Stakeholder Analysis Measurement

Sustainability
As - Is Training Strategy, Performance , Benefits

29
COMMUNICATION CHANNELS

q  Townhall

q  Unit/Team Meeting
q  Workstream Meeting

30
 WHAT’S NEXT?
q  Stabilize key people
q  Clarify the change message

q  Communicate

q  Develop listening posts

q  Invest in survivors

q  Drive out fear an invest in trust

31
 “ Some people grin and bear it.

Some people smile and change it.”

32
3 Q’S IN TRANSITION

ADVERSITY
QUOTIENT

E I
Q Q

33
 “ It is not the strongest of the species that
survives, nor the most intelligent, but the most
responsive to change”

- Charles Darwin
English biologist and father of Evolution Theory

34
HELPFUL TOOLS

q  Transition Checklist

q  Workstream Update Plan

q  Work Committee Calendar

q  FAQs

35
Transi'on Checklist : Project xxx
A. Regulatory
Issues Custodian Reviewer Timeline Status
Employment
A.1 Contract
Employee
A.2 No4fica4on
Regulatory
A.3 Repor4ng
A.4 Legal Day 1
B. Rewards
B.1 Compensa4on
B.2 Benefits
B.3 Rank
C. Orgainizaion
Structure
C.1 Headcount
Table of
C.2 Organiza4on
Employee
C.3 Demographics
D. HR Polciy and
Systems
D.1 HR Policies

D.2 Code of Conduct

D.3 Hr Systems 36
 HR Workstream Project Plan :

ACTIVITY OWNER START END DATE STATUS REMARKS

DATE
1 EMPLOYEE TRANSITION
1.1 HR Policy and Process Mapping
1.1.1 Mapping of Policy and Processes with
HR Counterpart
1.1.2 Compensa4on and Benefits Data
Gathering

1.1.3 Assessment of New Business Model

1.3 Employee Remunera'on
1.3.1 Review of compensa4on & benefits
1.3.2 Individual employee computa4on of
total package
1.3.3 Employment Transi4on LeQer to
Employee
1.3.4 Appointment LeQer to Employee
1.4 Employee Communica'on
1.4.1 First Townhall
1.4.2 HR Townhall/Orienta4on
1.4.3 BDO Culture Orienta4on
1.4.4 Union Orienta4on
37
 FREQUENTLY ASKED QUESTIONS
q  Will there be an automatic absorption of all
employees ?
q    When will be the effective date of take over?
q    What will happen to the employment status of employees
upon take over?
q    Will our service years be counted for retirement purposes?
q    How will the differences in our benefits be managed?
q    When will a general meeting with employees be
conducted?
q    Will I retain my position and rank?

38
KEY TAKE-AWAYS:
ü  Culture sensitivity is critical to speed to
transition
ü  Communication, more than knowledge
of local language, is essential to gain
change co-sponsorship
ü  Transparency and trust builds resilience
post transition
ü  Respect, sincerity, and honesty are
universal, cross border, multi-
lingual communicators
39
A CHANGE IN BEHAVIOR BEGINS WITH A

CHANGE IN THE

40
41
42