HROD Director

BigCat Software Solutions

42nd floor, PBCom Tower

6795 Ayala Avenue corner V. A. Rufino Street

Salcedo Village

1226 Makati City, Philippines

May 4, 2015 to June 16, 2018

Core Responsibility as HR Director:

Develops organization strategies by identifying and researching human resources issues; contributing information, analysis, and recommendations to organization strategic thinking and direction; establishing human resources objectives in line with organizational objectives.
Implements human resources strategies by establishing department accountabilities, including talent acquisition, staffing, employment processing, compensation, health and welfare benefits, training and development, records management, safety and health, succession planning, employee relations and retention, DOLE compliance, and labor relations.
Manages human resources operations by recruiting, selecting, orienting, training, coaching, counseling, and disciplining staff; planning, monitoring, appraising, and reviewing staff job contributions; maintaining compensation; determining production, productivity, quality, and customer-service strategies; designing systems; accumulating resources; resolving problems; implementing change.
Develops human resources operations financial strategies by estimating, forecasting, and anticipating requirements, trends, and variances; aligning monetary resources; developing action plans; measuring and analyzing results; initiating corrective actions; minimizing the impact of variances.
Accomplishes special project results by identifying and clarifying issues and priorities; communicating and coordinating requirements; expediting fulfillment; evaluating milestone accomplishments; evaluating optional courses of action; changing assumptions and direction.
Supports management by providing human resources advice, counsel, and decisions; analyzing information and applications.
Guides management and employee actions by researching, developing, writing, and updating policies, procedures, methods, and guidelines; communicating and enforcing organization values.
Complies with federal, state, and local legal requirements by studying existing and new legislation; anticipating legislation; enforcing adherence to requirements; advising management on needed actions.
Updates job knowledge by participating in conferences and educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations.
Enhances department and organization reputation by accepting ownership for accomplishing new and different requests; exploring opportunities to add value to job accomplishments.

Core Responsibility as Organization Development Director:

Directs the needs assessment for training and staff development to enhance the effectiveness of employee performance in achieving the goals and objectives of the company.
Identifies/incorporates best practices and lessons learned into program plans.
Provides a broad range of consultative services to all levels of employees regarding policies and procedures.
Facilitates communication among employees and management. May guide managers and employees on problem solving, dispute resolution, regulatory compliance and litigation avoidance.
Provides expertise in strategy development and execution, planning and facilitation of employee relations efforts.
Assists with planning, implementation and ongoing maintenance of labor relations, employee relations, equal employment opportunity, diversity and compensation programs.
Consults with management and employees on equal employment opportunity issues and charges.
Designs and develops HR training programs for management and employees.
Develops learning activities, audio-visual materials, instructor guides and lesson plans.
Reviews evaluations of training courses, objectives and accomplishments.
Makes assessments of effectiveness of training in terms of employee accomplishments and performance.
Trains employees on HR issues and practices.
Presents course materials.
Consults with management on performance, organizational and leadership matters. Conducts needs assessments to determine measures required to enhance employee job performance and overall company performance.

Let me share you this story:

My time as both HR Director and Organization Development (OD) Director at BigCat Software Solutions was a whirlwind of challenges and triumphs. It wasn't just about ticking boxes on a to-do list; it was about building a thriving, engaged workforce within a rapidly growing tech company.

One particularly memorable challenge arose during a period of intense expansion. We'd just acquired a smaller company, and integrating their team of 30 highly skilled but culturally distinct engineers presented a significant hurdle. Initially, there was friction – differing work styles, communication preferences, and even a sense of competition between the two groups. Simply merging HR systems wasn't enough; we needed to foster a unified company culture.

My approach was multifaceted. First, I initiated a series of cross-functional team-building activities, carefully designed to break down barriers and encourage collaboration. We organized hackathons, offsite retreats focused on shared goals, and even a company-wide volunteer day. These weren't just fun activities; they were strategically planned to facilitate interaction and build trust.

Secondly, I recognized the need for clear communication and transparency. I held regular town hall meetings to address concerns, answer questions, and keep everyone informed about the integration process. I also implemented a mentorship program, pairing engineers from both teams to foster knowledge sharing and build relationships.

Finally, I worked closely with leadership to address any underlying concerns about job security or compensation disparities that might be fueling the tension. This involved careful analysis of compensation structures and a commitment to fair and equitable treatment for all employees.

The results were remarkable. Within six months, the integration was largely complete. The initial friction had dissipated, replaced by a collaborative and energized team. The acquired company's engineers were not only integrated but actively contributing to BigCat's innovative projects. This experience solidified my belief in the power of strategic OD interventions and the importance of building strong, trusting relationships within an organization. It taught me the value of empathy, proactive communication, and a willingness to adapt my approach based on the specific needs of the situation. More than just managing HR processes, I learned that my role was about building a community – a team that felt valued, supported, and empowered to achieve great things.