HR 4 Coops: Succession Planning — Preparing the Next Generation of Cooperative Leaders

 What happens to a cooperative when a key leader suddenly leaves?

This is a question that many cooperatives may not think about until it actually happens.

A General Manager retires.

A department head resigns.

A key officer becomes unavailable.

Or, unexpectedly, a leader can no longer continue in the position.

The immediate concern is usually:

"Who will take over?"

But succession planning asks a much more important question:

"Who have we been preparing to take over?"

For me, this is where succession planning becomes an important part of HR in cooperatives.

Succession planning is not simply about finding someone to replace a person who leaves. It is about ensuring that the cooperative can continue moving forward even when its leaders change.

For our MSM cooperatives, this does not have to begin with a complicated succession management system.

It can begin with a simple conversation about who needs to be ready, what capabilities they need, and how we will prepare them.

Here are three thoughts I would like to share.

1. Succession Planning Protects the Continuity of the Cooperative

Leaders provide direction.

They make decisions.

They guide people.

They implement plans.

They initiate improvements and lead change.

This is particularly important in cooperatives where the General Manager or a key officer may have accumulated years of knowledge about the organization, its members, systems, relationships, and operations.

What happens if that person suddenly leaves?

If there is no plan, the cooperative may experience disruption.

Decisions may be delayed.

Employees may become uncertain.

Important knowledge may be lost.

Members may feel the effects through slower or less effective service.

And the cooperative may spend considerable time simply trying to find someone who can take over.

This is why I see succession planning as a continuity plan for people and leadership.

It gives the cooperative a roadmap.

A written succession process can identify:

• critical positions;
• the competencies required for those positions;
• possible internal successors;
• development needs;
• temporary or emergency arrangements; and
• the process for a leadership transition.

For smaller cooperatives, you don't need to start with every position.

Start with the positions where leadership loss would have the greatest impact.

Ask:

"If this person is suddenly no longer available tomorrow, who can step in?"

If the answer is "Nobody," that position may need a succession plan.

2. Succession Planning Must Fit the Cooperative's Values and Culture

We should not assume that the person with the best technical skills will automatically become the best leader.

Leadership is more than knowledge.

It is also about values, behavior, judgment, relationships, and the ability to work with people.

Every cooperative has its own culture.

And cooperative culture matters when we identify future leaders.

We should therefore ask:

What kind of leader does our cooperative need?

Someone who can achieve targets?

Certainly.

Someone who understands operations?

Absolutely.

But in a cooperative, we also need leaders who understand:

Why does this cooperative exist?

A future leader should understand the cooperative's principles and values and appreciate that we are not simply managing a business—we are serving member-owners.

This is why succession planning should begin by defining the requirements of the position.

What competencies are needed?

What leadership behaviors are expected?

What knowledge must the person have?

What values should the person demonstrate?

Only after defining these should we begin looking at potential successors.

And here is an important point:

Don't wait until someone is about to retire before you start looking for a successor.

Leadership readiness takes time.

A good succession plan identifies people early enough to give them opportunities to learn, take on responsibilities, make decisions, and grow.

3. Developing Successors is an Investment—But Not a Guarantee

This is where succession planning becomes challenging.

When we identify someone as a potential successor, we need to invest in that person.

We may provide:

• training;
• coaching;
• mentoring;
• job rotations;
• special assignments;
• exposure to decision-making;
• leadership opportunities; and
• opportunities to learn from experienced leaders.

All of these require time and resources.

And there is always a risk.

The person we develop may eventually leave.

Some organizations hesitate to invest in people because of this possibility.

But I believe we should look at it differently.

The risk of developing people is real. But the risk of not developing anyone may be greater.

A training bond may help protect an investment in training, but it will not necessarily create commitment.

People stay when they see meaning, opportunity, fair treatment, growth, and a future in the organization.

This is why succession planning should be connected to career development.

If we tell an employee:

"We see potential in you."

we should also be able to answer:

"Here is how you can grow."

Give people a reason to imagine their future in the cooperative.

Not everyone identified as a potential successor will eventually take the position.

And that's okay.

The purpose of succession planning is not to guarantee that one particular person will become the next leader.

The purpose is to make sure the cooperative is developing people who are capable of leading when the need arises.

For MSM Cooperatives: Start Small

I know that some of our cooperatives may be thinking:

"This sounds good, but we only have one HR staff."

Or:

"Our General Manager is already doing HR. Where do we even begin?"

Start small.

You can begin with just one or two critical positions.

For example:

General Manager → Who could temporarily take over?

Operations Manager → Who is being prepared to take on greater responsibility?

Credit Manager → Who understands the role well enough to step in if needed?

Then ask three simple questions:

1. Who needs to be ready?

Identify the critical positions.

2. What does the person need to be capable of?

Identify the knowledge, skills, experience, and leadership behaviors required.

3. How will we prepare them?

Create a simple development plan.

It could be as simple as:

Learn → Observe → Assist → Practice → Lead

Over time, this can become a more structured succession program.

Succession Planning is Not Just an HR Responsibility

One final thought.

Succession planning may be coordinated by HR, but it should not belong to HR alone.

The Board has an important role in leadership continuity.

The General Manager has a responsibility to develop people.

Managers and supervisors should identify and develop potential leaders.

And employees should take responsibility for their own growth.

For cooperatives, succession planning is ultimately about protecting institutional knowledge, developing people, and ensuring continuity of service to our members.

Because when leadership changes, the mission should not stop.

The people may change.

The leaders may change.

The strategies may evolve.

But the cooperative's commitment to its member-owners must continue.

That is the real purpose of succession planning.

We don't prepare successors simply because someone might leave.

We prepare leaders because the cooperative must continue. 💙🧡💙

Your First Six Months at Work: How to Turn Job Training into a Strong Start

A practical guide for probationary employees—and the HR practitioners and supervisors who support them.

Starting a new job is exciting.

It can also be uncomfortable.

You are meeting new people, learning new systems, trying to understand the culture, figuring out what your supervisor expects, and at the same time wondering:

“Am I doing well enough to be regularized?”

As an HR and Organizational Development practitioner, I have seen many employees go through this stage. I have also seen how differently people respond to the same situation.

Some new employees approach training with curiosity. They ask questions, listen, observe, accept feedback, and gradually become more confident.

Others become so focused on proving that they already know everything that they forget one of the most important things about being a new employee:

You are there to learn.

Your probationary period is not simply a test that you have to survive.

It is an opportunity to learn the job, understand the organization, demonstrate your capability, and determine whether you and the organization are a good fit.

Probationary Employment Is a Two-Way Process

In the Philippines, probationary employment generally cannot exceed six months from the date the employee starts working, subject to applicable exceptions. During this period, the employer evaluates whether the employee qualifies for regular employment based on reasonable standards that should have been made known to the employee at the time of engagement.

But I want to emphasize something that is sometimes forgotten:

Probation is not only about the employer evaluating the employee.

The employee is also learning about the organization.

You are discovering:

• How does this organization treat its people?
• Does the actual workplace match what was presented during recruitment?
• Are expectations clear?
• Does my supervisor provide guidance and feedback?
• Do people communicate respectfully?
• Are policies applied fairly?
• Can I see myself growing here?
• Does this organization align with the kind of professional I want to become?

So while the organization is asking:

“Is this person right for the job?”

You should also be asking:

“Is this organization right for me?”

That makes probation a two-way learning and assessment process.

1. Start With a Learning Mindset

One of the biggest mistakes a new employee can make is believing that being hired means you are already expected to know everything.

You are not.

Even if you graduated with excellent grades, have previous work experience, or possess the required technical skills, every organization has its own:

• processes,
• systems,
• policies,
• culture,
• expectations,
• communication patterns, and
• ways of doing things.

Your first responsibility is therefore to learn how the organization works.

Ask questions.

Observe.

Listen.

Take notes.

Read the policies and procedures given to you.

Understand not only what you are expected to do but also why the organization does things in a particular way.

Being teachable is not a sign that you are inexperienced.

It is a sign that you are willing to grow.

2. Understand What Your Organization Expects From You

This is one of the most important things you can do during your probationary period.

Do not wait until your fifth or sixth month to ask:

“Am I performing well?”

Ask much earlier.

At the beginning of your employment, make sure you understand:

• your job responsibilities;
• your performance expectations;
• your key deliverables;
• the competencies required for the position;
• the behaviors expected from you;
• the organization's policies; and
• the standards that will be considered in evaluating your regularization.

This is important not only for employees but also for employers.

Philippine labor rules require the reasonable standards for regularization to be made known to a probationary employee at the time of engagement. The Supreme Court has repeatedly emphasized the importance of communicating these standards clearly.

From an HR perspective, this means that “Let's see how you perform” is not enough.

Employees deserve to know what success looks like.

And employees have a responsibility to understand those expectations and work toward them.

3. Don't Be Afraid to Ask Questions

I always encourage new employees to ask questions.

There is a difference between asking because you are careless and asking because you genuinely want to understand.

If you are unsure about an instruction, clarify it.

If you do not understand a process, ask someone who can guide you.

If you make a mistake, ask what you should do differently next time.

A good question can save hours of unnecessary work.

More importantly, asking questions demonstrates that you care about doing the job correctly.

But there is one important reminder:

Don't keep asking the same question because you did not bother to remember the answer.

Listen carefully. Take notes. Learn from the response.

The goal is not to remain dependent on others.

The goal is to become increasingly capable and independent.

4. Accept Feedback Without Taking It Personally

This is one of the hardest parts of being new at work.

Someone tells you:

“You need to improve this.”

And immediately, you think:

“They don't like me.”

Not necessarily.

Feedback is part of learning.

Your supervisor may see something you cannot yet see because you are still developing your understanding of the job.

Instead of immediately becoming defensive, try asking:

“What can I do differently next time?”

That question can change the entire conversation.

Good employees are not employees who never make mistakes.

Good employees are those who learn from their mistakes.

If you receive feedback, listen.

Clarify.

Apply it.

Then demonstrate improvement.

That last part is important.

Don't just say, “Yes, I understand.”

Let your actions show that you understood.

5. Learn the Culture, Not Just the Job

You were hired to perform a job.

But you are also joining a community of people.

Pay attention to how people communicate.

Observe how meetings are conducted.

Learn how decisions are made.

Understand how departments work together.

Notice how employees treat clients, customers, members, and one another.

For organizations such as cooperatives, this becomes particularly important because organizational values and purpose are closely connected to how people serve members.

Your technical skills may help you perform your tasks.

But your attitude, relationships, and understanding of organizational values will also influence how effectively you contribute.

Don't just learn the job. Learn the organization.

6. Build Relationships—But Stay Professional

You don't need to become best friends with everyone in your first month.

But you do need to build healthy working relationships.

Be respectful.

Be approachable.

Be willing to help.

Give credit to others.

Avoid unnecessary gossip.

Don't participate in office politics simply because someone invited you.

And remember that your workplace is not an extension of social media.

You can be friendly while still maintaining professional boundaries.

Your reputation begins developing from your first day.

People will remember not only what you accomplished but also how you treated them while accomplishing it.

7. Don't Hide Your Mistakes

This deserves special attention.

New employees will make mistakes.

It happens.

The bigger problem is when an employee makes a mistake and tries to hide it.

If you made an error, acknowledge it as soon as possible.

Explain what happened.

Take responsibility.

Ask how you can correct it.

Then determine how you can prevent it from happening again.

There is a huge difference between:

“I made a mistake, and here is what I learned.”

and

“I made a mistake, but I hope nobody notices.”

The first demonstrates accountability.

The second creates a trust problem.

8. Take Ownership of Your Development

Your supervisor and HR department have responsibilities in your development.

But your career is ultimately your responsibility.

Don't wait for someone to tell you everything you need to learn.

Read.

Practice.

Observe people who are good at what they do.

Ask for opportunities to learn.

Develop your technical skills.

Strengthen your communication.

Learn how to work with different personalities.

And if you identify a weakness, don't simply say:

“That's not my strength.”

Instead ask:

“What can I do to improve it?”

Your probationary period is not only about proving that you are capable of doing today's job.

It is also an opportunity to begin building the professional you want to become.

9. Talk to Your Supervisor Before the Evaluation

Don't wait for the formal performance evaluation to discover that your supervisor has concerns.

Schedule conversations along the way.

You might ask:

“How am I doing so far?”

“What should I continue doing?”

“What should I improve?”

“Are there areas where you think I need more training?”

“Is there anything you expect from me that I may not yet be doing?”

These questions show maturity.

They also give you time to improve before the formal evaluation.

From the employer's perspective, regular feedback is equally important.

A probationary employee should not be surprised at the end of the probationary period by problems that were never discussed.

Good performance management is not about waiting for an evaluation date.

It is about creating conversations throughout the employee's journey.

10. Remember: Regularization Is Not the Finish Line

Getting regularized is something worth celebrating.

But it is not the end of your learning.

In fact, it is only the beginning.

Once you become a regular employee, the organization will continue to expect you to:

• perform well;
• develop your skills;
• contribute to the team;
• demonstrate professionalism;
• adapt to change;
• take greater responsibility; and
• contribute to organizational goals.

So don't make your mindset:

“I just need to survive six months.”

Instead, make it:

“I want to use these first months to build a strong foundation for my career.”

That is a very different way of looking at probation.

A Simple 6-Month Guide for New Employees

Here is a simple framework you can use:

Period	Your Focus
First Month	3Learn the organization, your job, policies, people, and expectations.
Second Month	4Build competence and become more comfortable with your responsibilities.
Third Month	5Ask for feedback and identify areas for improvement.
Fourth Month	6Demonstrate consistency, initiative, and greater independence.
Fifth Month	7Review your performance against the standards for regularization.
Sixth Month	8Demonstrate that you can perform the job reliably and contribute to the organization.

Of course, not every organization follows exactly the same timeline. The important thing is to know your organization's expectations and monitor your own progress.

A Message to Employers and HR Practitioners

Since this blog is written from an HR perspective, I also want to turn the message around.

We often tell probationary employees:

“Prove yourself.”

But perhaps we should also ask ourselves:

“Have we given this employee a fair opportunity to succeed?”

Have we:

• properly onboarded the employee?
• explained the job clearly?
• communicated the standards for regularization?
• provided the necessary tools and resources?
• assigned someone who can guide the employee?
• given timely feedback?
• documented performance appropriately?
• provided opportunities to improve?
• treated the employee fairly and consistently?

A probationary employee should not have to guess what the organization wants.

Clarity is part of good HR.

And good onboarding is not simply about completing forms and introducing people.

It is about helping a new employee understand:

“This is who we are. This is what we expect from you. This is what you can expect from us. And this is how we can help you succeed.”

 My Advice to Every New Employee

If you are currently in your probationary period, don't spend the next few months simply worrying about whether you will be regularized.

Instead, focus on becoming better every day.

Learn.

Ask.

Listen.

Accept feedback.

Improve.

Communicate.

Take responsibility.

Build relationships.

Do your work well.

And most importantly, remember that your first job is not simply about earning a salary.

It is also about discovering what you are capable of becoming.

Your first months at work can shape your habits, your confidence, your professional relationships, and even the direction of your career.

So don't simply try to pass your probationary period.

Use it to build the foundation of the professional you want to become.

And if you are an HR practitioner or supervisor reading this, remember something equally important:

The way you guide a new employee during those first months can influence not only whether that person succeeds—but also whether that person chooses to stay, grow, and contribute to your organization.

That is why good onboarding, clear expectations, meaningful feedback, and genuine support are not merely HR processes.

They are investments in people.

And as I have learned through my years in HR and organizational development, when we help people succeed, we don't just develop employees.

We develop the organization, too. 🌱

HR THOUGHTS FOR COOPERATIVES: Four HR Pivots to Build People, Strengthen Cooperatives, and Create Value for Member-Owners

HR is changing. But for cooperatives, the change is not only about technology. It is about people, purpose, and the lives of our members.

When we talk about the future of HR, we often hear about Artificial Intelligence, digitalization, people analytics, automation, and new ways of working. These topics now find their way into many of our business planning discussions.

But what does all of this mean for our micro, small, and medium-sized savings and credit cooperatives in the Philippines?

Many of our cooperatives do not yet have a full HR department. Some have only one HR staff who handles recruitment, employee records, training, employee concerns, and many other HR responsibilities.

In some cooperatives, the General Manager also handles HR. In one small cooperative I encountered, the HR assistant doubled as the executive secretary. This assistant mostly wrote memorandums and issued them directly to employees rather than through their immediate supervisors. As a result, HR was viewed as pro-management, leading employees to keep to themselves rather than seek HR advice for work-related concerns.

Does this mean that smaller cooperatives cannot practice strategic HR?

I believe they can.

Strategic HR does not begin with a large HR department, sophisticated systems, or expensive technology.

It begins with a simple understanding:

Our people are essential to fulfilling our cooperative's purpose.

Dave Ulrich recently shared a framework describing four HR pivots for the future of HR. I found the framework particularly interesting when viewed through the lens of cooperatives.

Figure 1. Dave Ulrich's Four HR Pivots
Source: Dave Ulrich, LinkedIn.

So, I asked myself:

How can we translate these four pivots into something practical and meaningful for our cooperatives?

The four pivots come from Ulrich's framework; what follows is my interpretation of how these ideas can be understood and applied in the cooperative setting.

Figure 2 - Four HR Pivots for Cooperatives — A cooperative-sector interpretation of Dave Ulrich's Four HR Pivots framework.

1. Stakeholder HR

From Employee HR to Creating Value for Member-Owners

Traditionally, HR focuses on employees.

We recruit people, train them, evaluate their performance, address their concerns, and try to keep good employees.

All of these remain important.

But in a cooperative, HR also needs to look beyond the employee because our work ultimately contributes to the well-being and success of our member-owners.

 Our employees serve our member-owners.

 Our Board provides direction.

 Our managers and supervisors lead our people.

 Our partners support our work.

 And our cooperative exists to improve the lives of its members and contribute to the community.

Therefore, HR needs to look beyond the employee.

When we recruit a teller, for example, we should not only ask:

"Does this person know how to handle transactions?"

We should also ask:

"Does this person understand the importance of serving members with honesty, respect, patience, and care?"

When we conduct customer service training, we should ask:

"Will this help our employees serve our members better?"

When we develop a performance management system, we should ask:

"Are we measuring behaviors and results that contribute to the cooperative's purpose?"

This is what Stakeholder HR means to me in a cooperative setting.

It means moving from:

"What is good for our employees?"

to also asking:

"What creates value for our member-owners and the cooperative community?"

 

2. Human Capability

From Individual Talent to People + Leadership + Organization

This is perhaps the most important pivot for me.

Sometimes we think that if we hire competent people, our problems will be solved.

But a cooperative can have very good employees and still struggle.

Why?

Because talent alone is not enough.

Employees need good leaders.

Leaders need a healthy organization.

And the organization needs systems and a culture that allow people to perform well.

This is why I like the concept of Human Capability.

For cooperatives, I would look at it through three connected areas:

1. Talent

Do we have competent, committed, and engaged employees?

2. Leadership

Do we have leaders who can guide, coach, develop, and inspire people?

3. Organization

Do we have a workplace, culture, systems, and teamwork that allow our people to succeed?

These three need to work together.

A competent employee in a poorly managed organization can become frustrated.

A good leader cannot succeed indefinitely without capable people and appropriate systems.

And good systems will not work if people do not understand or believe in the cooperative's purpose.

Therefore, developing people should go beyond sending employees to training.

We need to:

Train employees.

Coach leaders.

Strengthen systems.

Build a healthy culture.

Develop future leaders.

Connect everyone's work to the cooperative mission.

That is how we build human capability.

 

3. HR Operating Model

From "Having an HR Department" to "Having an HR Way of Working"

This is particularly relevant to our MSM cooperatives.

Some may say:

"We only have one HR person. How can we possibly do all these things?"

My answer is:

You don't have to do everything at once.

And you don't have to do it alone.

HR is not only the responsibility of the HR officer.

The HR staff may coordinate HR activities, but people management is a shared responsibility.

The General Manager has a role.

Department or branch heads and supervisors have a role.

The Board has a role.

And employees themselves have a role in creating a healthy workplace.

A small cooperative can begin with the basics:

• Hire the right people. 

• Give new employees a proper orientation. 

• Set clear expectations. 

• Give regular feedback. 

• Provide opportunities to learn. 

• Recognize good work. 

• Address performance issues early. 

• Prepare people for future leadership. 

• Apply policies fairly and consistently. 

• Connect employee performance to member service. 

These may sound simple.

But simple practices, done consistently, can create significant change.

You don't need a large HR department to practice good HR.

You need people who understand that developing and managing people is everyone's responsibility.

 

4. AI as an Enabler

From Technology Trend to Practical HR Assistant

This is probably the pivot we hear about most today.

And interestingly, I believe AI can be particularly helpful to small cooperatives with limited HR resources.

Imagine having only one HR staff—and that person needs to prepare a job description, develop interview questions, create a training outline, draft an employee communication, analyze survey responses, or prepare an HR report.

AI can help.

It can reduce routine work.

It can help organize information.

It can generate ideas.

It can assist in preparing documents and reports.

It can support learning and development.

For a General Manager who is also handling HR, AI can become a very useful assistant.

But we must remember:

AI is an enabler—not the decision-maker.

AI can provide information.

AI can provide suggestions.

AI can help us work faster.

But it does not know our members the way we do.

It does not understand the history and culture of our cooperative in the same way our people do.

And it cannot replace our responsibility to make fair, thoughtful, and compassionate decisions.

This is particularly important in cooperatives because our work is ultimately about:

People helping people.

So, let us use AI to reduce administrative work and give HR more time for what really matters:

developing people, strengthening leaders, and serving members.

 

The Four Pivots Come Together

When I look at these four pivots from a cooperative perspective, I see them not as four separate HR activities but as one connected journey:

The ultimate question is not:

"How modern is our HR department?"

The better question is:

"How are our people practices helping us create better value for our member-owners?"

 

A Different Definition of HR Success

There is one important distinction that I believe every cooperative HR practitioner should remember:

"In many corporations, HR creates value for shareholders. In cooperatives, HR creates value for member-owners. That single distinction changes how we recruit, develop, reward, lead, and ultimately define success."

This is why cooperative HR cannot simply copy everything that corporations are doing.

We can learn from them.

We can use their tools.

We can adopt good practices.

But we must always ask:

"Does this practice fit our cooperative and help us fulfill our purpose?"

Our measure of success is not only how much profit we make.

It is also about whether our cooperative remains financially sustainable while making a meaningful difference in the lives of our members.

And this is where HR becomes very important.

When we recruit the right people, we strengthen our cooperative.

When we develop our employees, we strengthen our service.

When we develop good leaders, we strengthen our future.

When we build a healthy workplace, we strengthen our organization.

And when our people understand the cooperative mission, we strengthen the reason why the cooperative exists in the first place.

 

You Can Start Where You Are

How HR is Evolving in the Philippines

 

I am still working on Chapter 1 of my book, and this article discusses HR Trends in the Philippines. As promised, I will share some excerpts, and I hope to hear your insights on this subject. Please feel free to send me your comments in the comment section.

The pandemic has undoubtedly reshaped the world of work, and HR in the Philippines and Southeast Asia is no exception. As organizations grapple with shifting employee expectations, technological advancements, and new workplace norms, HR's role has become more dynamic than ever.

In this blog, I’d like to share key insights drawn from recent reports and my own observations, highlighting some transformative trends shaping the HR landscape today:

Hybrid Work: The Future or a Passing Trend?

A recent HR Asia report reveals that 51% of companies in the Philippines have resumed on-site work, but 50.5% of HR professionals believe hybrid work is here to stay. It’s a clear sign that flexibility is no longer a perk—it’s becoming an expectation.

Personally, I’ve seen organizations thrive with hybrid setups, especially as employees prioritize work-life balance. But what about your company? Are you embracing flexibility, or do you think on-site work fosters better collaboration?

Talent Retention in the Gig Economy

Retention challenges are mounting as professionals explore freelance gigs and remote opportunities. The Darwinbox Blog highlights that growth opportunities and learning remain the top drivers for retention. I’ve observed this, too—upskilling is the new loyalty currency.

Is your organization investing enough in employee growth to retain talent, or are you seeing the gig economy disrupt your workforce?

Digital Transformation: A Game-Changer for HR

Automation is reshaping HR practices, from payroll to performance management. Tools like those highlighted in the Darwinbox Blog have made HR processes more efficient and freed up time for teams to focus on employee engagement.

I can attest to how these technologies simplify workflows. But I’d love to hear from you: has your organization embraced these tools, or are you still relying on manual processes?

Mental Health and Well-Being: No Longer Optional

As remote work blurs boundaries, burnout is on the rise. Companies are stepping up by introducing wellness programs and mental health leaves. But as the Darwinbox Blog notes, the challenge lies in ensuring these initiatives are accessible and practical.

How does your organization support employee well-being? Is it enough to address the growing demands of a fast-paced workplace?

Diversity, Equity, and Inclusion: Beyond the Buzzword

DEI initiatives are gaining momentum across Southeast Asia, with organizations recognizing their value in fostering innovation and building inclusive cultures. For many, DEI isn’t just a compliance measure—it’s a strategic priority.

How does your workplace promote diversity and inclusion? Do you see it driving meaningful change?

Your Turn to Weigh In!

The HR landscape is evolving rapidly, and these trends are just the tip of the iceberg. I’m curious—how is your organization adapting? Are these trends reshaping your HR strategies, or do other challenges take center stage?

Let’s start a conversation! Share your thoughts in the comments below.

Importance of Understanding the Unique Challenges and Requirements of HR in Social Enterprises

(Here's another excerpt from the book that I am working on.  If you enjoy this article, please share and comment.)

What makes HR in social enterprises uniquely challenging yet profoundly impactful? Unlike traditional corporate environments, social enterprises operate at the intersection of business and community service, requiring HR to balance employee management with a mission to create social impact.

In this excerpt, I explore the distinctive nature of HR in social enterprises, from supporting overlooked roles to fostering a culture of engagement and ownership. My journey from the IT sector to the cooperative movement has shaped my understanding of how HR can drive sustainability and transformation in these organizations.

The Overlooked Backbone: Backend Operations

In my early career, I worked for an IT company where Japanese expatriates highly valued the work of computer engineers. These engineers were often pampered and received all the support they needed to thrive. However, those of us in backend roles—handling operations and logistics—were rarely acknowledged for our contributions. This imbalance left us feeling undervalued despite our crucial role in enabling the engineers’ success.

This experience taught me an important lesson: backend operations are the silent engine that powers the organization. High turnover in these roles disrupts workflows and affects overall performance. When backend employees are supported and recognized, their work directly contributes to the organization’s ability to achieve its goals.

This lesson is even more critical in social enterprises. Recognizing backend staff as strategic partners rather than auxiliary support is key to sustainable growth. By implementing policies and processes that empower these roles, organizations can create a culture of collaboration where every employee feels valued.

Unique Decision-Making Structures in Social Enterprises

When I transitioned to working as an HR consultant for cooperatives, the contrast with corporate structures was stark. In cooperatives, decision-makers are often the members themselves—employees who also own the organization. This dynamic creates a unique HR challenge: balancing the immediate needs of the members with long-term strategic goals.

The frequent turnover of board members through elections adds another layer of complexity. 

HR must continuously educate new decision-makers while ensuring continuity in strategic plans. This requires a level of flexibility and adaptability that goes beyond traditional HR practices.

Moreover, cooperatives' participatory nature fosters a sense of ownership among employees. This involvement leads to higher commitment but also demands that HR design programs that align with members' evolving needs and expectations.

Investing in People: Training for Growth

One standout feature of HR in social enterprises is the emphasis on education and development. Unlike corporations, where training programs must demonstrate a clear return on investment, social enterprises prioritize learning as a pathway to empowerment.

For example, cooperatives often allocate budgets for employee training, focusing on personal growth and financial wellness. This commitment reflects the organization’s mission to uplift not only its employees but also the broader community it serves. In doing so, HR acts as a driver of social impact, equipping employees with the tools they need to thrive professionally and personally.

HR as a Catalyst for Social Impact

The role of HR in social enterprises extends far beyond administrative tasks. It is about fostering a supportive environment where employees feel valued and empowered to contribute to the organization’s mission.

While the general manager typically focuses on operations, HR plays a nurturing role, guiding the organization’s people strategy like a compass. From designing inclusive programs to addressing employee needs, HR ensures that the workforce remains engaged and aligned with the enterprise's social goals.

By integrating processes that promote collaboration, education, and ownership, HR in social enterprises becomes a transformative force—one that bridges the gap between business success and community development.

Conclusion: Transforming Challenges into Opportunities

HR in social enterprises operates in a unique space, balancing the demands of members and employees with the broader mission of social impact. By recognizing the value of overlooked roles, adapting to participatory governance structures, and prioritizing education, HR professionals can transform these challenges into opportunities for growth.

HR in social enterprises is a journey of collaboration and innovation. By fostering a culture that values every contribution, social enterprises can achieve organizational success and meaningful social change.

From Transactions to Transformation – My HR Journey and the Power of Values (an excerpt from Chapter 1)

 As I continue working on my book, I invite you, my readers, to join me on this exciting journey of discovery and transformation. Over the years, I’ve accumulated invaluable lessons from various roles across industries and institutions. These experiences have shaped my belief that human resource management (HR) is more than just a corporate function—it is a mission fueled by values that empower individuals and communities. Today, I’d like to share a glimpse of my journey and the lessons that have led me to this pivotal point, and I’d love to hear your insights and stories as well.

Finding My Path: Early Lessons in Career and Purpose

My professional journey started unexpectedly. I was hired as an executive assistant to a Chinese businessman in the trading industry. Though it was a brief six-month experience, it taught me a valuable lesson: I wasn't cut out for a role that simply involved organizing another person’s life. I craved more—a career where my work directly impacted people's growth and success. This desire led me to transition into HR, and I took my first steps as an assistant in a Japanese IT company.

These early years were eye-opening, filled with roles ranging from recruitment to compensation and benefits and even managing software engineers’ deployments to Japan. I learned the ropes of administrative HR, but my true passion was ignited when I began exploring areas like learning and development. I quickly realized that HR could be a powerful tool for fostering personal and professional growth—not just a transactional function.

Lessons on HR's True Potential

Looking back, I recognize that those formative years of HR were focused on processes and systems. While these are critical components, I began to realize that they often overlooked individuals' deeper, more meaningful needs. In those early stages, HR felt more transactional—a necessary function but one that didn’t always contribute to transformation. That’s when I started to question the very nature of HR and how it could be more aligned with human development.

The Shift to Values-Driven HR

As my career progressed, I became more involved with organizations that championed social development. I began to see HR not just as a function within an organization but as a force capable of driving social change. It was during this phase that I began to understand the true potential of HR—when it's guided by values like empathy, inclusivity, and community empowerment.

I began working with social enterprises, where HR was not only about hiring and firing—it was about nurturing talent, fostering a sense of belonging, and contributing to the greater good of society. This shift was not just a career transition but a personal transformation that made me view HR through a completely different lens.

Your Stories: The Power of Shared Experiences

Now, as I write my book, I want to hear from you. What have been the defining moments in your career that shaped your views on HR and its role in social development? Have you had any transformative experiences in HR that made you rethink its purpose? I invite you to share your stories in the comments below or reach out to me directly.

Join the Conversation

As we continue this journey together, I encourage you to think about how HR has impacted your life. What values do you think HR should embody to truly drive social development? How can HR help empower individuals and communities? Your insights are invaluable, and by sharing them, you’ll help shape the future of this book and inspire others who are navigating similar paths.

Together, let's explore how HR can be more than just a function—it can be a values-driven force that transforms lives and builds stronger, more resilient communities. Your voice is an essential part of this conversation, and I can’t wait to hear what you have to say!

Empowering HR in Social Enterprises: A Journey from Grassroots to Visionary Leadership

In February 2012, I worked as an HR advisor for financial cooperatives. I got deeply involved in the workings of over twenty cooperatives, mentoring their HR staff from the ground up. I noticed a significant difference in HR skills between the corporate world and the credit and savings cooperatives. Many small cooperatives, which had modest beginnings, started with minimal staff and were often made up of volunteers. As a result, the general manager usually ended up handling HR management responsibilities, which led to a misunderstanding of the role of human resources in organizational development.

As these cooperatives grew and sought to formalize HR functions, existing employees were often given HR responsibilities instead of hiring trained professionals. Cooperatives' distinctive culture and ethos posed a challenge for those taking on HR roles. The need for customized HR management practices that align with the cooperative's values became increasingly apparent.

During my master’s degree in Entrepreneurship, focusing on Social Enterprise Development at Ateneo Graduate School of Business, I gained a deeper understanding of cooperatives. Under the guidance of Professor Eduardo Morato, Jr., I learned about the cooperative sector as part of the broader landscape of Social Enterprises in the Philippines. I found that my classmates shared the same intentions and values, all driven by a mission to improve the lives of the communities where their social enterprises operate.

With this understanding, I am developing a book to empower HR practitioners in social enterprises. This book aims to bridge the gap between basic HR requirements and the complex task of shaping and nurturing the culture of a reputable social enterprise. It is a guide for those entering the realm of human capital management within these unique organizations.

To all my dear readers, this book will help you navigate the challenges of HR management in the social enterprise landscape and support your mission of uplifting the lives of your people through practical and values-driven leadership. Join me on this journey towards its development, and please share your thoughts and insights as I post some content on my blog.

When Does Employee Benefits Becomes a Motivator?

Many cooperatives have lower compensations and benefits packages compared to other financial institutions.  So employees seldom feel that they are receiving enough for the work they do.

But considering the work requirements and the culture of cooperatives, there are benefits that are not well communicated to them.  For example, the training and travel opportunities that they get for attending seminars given by federations are not much valued as a benefit.  Other employees in the corporations have to earn their training opportunity and some even have to spend out of their own pocket to be able to improve their competencies. But in the cooperative sector, training are abundant (except for some cases of front liner employees like cashiers, who finds it hard to leave their post).

HR of cooperatives should be able to communicate the monetary equivalent of all the benefits they give to employees, to help their employees realize the value of their work.  As I have read in an article of "employeebenefits.excellenceessentials.com" (written by Lynn Lievonenn),  "Communicating effectively and regularly about the benefits of benefits plans provides a better understanding and higher adoption rate by your employees. It helps build employee engagement and a more loyal workforce that takes less sick time."

By communicating the benefit plans to the employees, they will see that the organization is not neglecting their basic needs and the plan tells them how the organization understands their needs.  If there's no schedule of increases due to the organizational performance, at least the employees would also know that if they work together and try to achieve the targets, there's a big chance that they will reap the fruit of their labor in the future.  Employees need to understand that they are stewards and partners of the cooperative, and valuing their members and being able to serve the members well, will be rewarded too.

Some cooperatives even offer opportunities for the family members of the employees to find employment in the organization.  Some cooperatives allow relatives to work at the same organization, provided that the internal control is not sacrificed.  Some co-ops also provide scholarships for the employees' children, and some give scholarship for the employees as well. 

So my advice to HR of cooperatives is to review what compensation and benefits' packages that you have and try to monetize it.  This will give you an understanding of what you can offer for recruitment and what you can tell your employees should they decide to find greener pastures. 

HR Insights: Succession Planning: Key to Effective Leadership Transition for Cooperatives

In 2014, it was an honor and a privilege to be invited as the guest speaker for the 2nd General Assembly of Bulacan Cooperative Leaders. This event brought together 24 cooperatives across four districts and a Bulacan-based federation. It was fulfilling to share my knowledge and experience in human resource management with such a passionate audience.

The topic I presented this morning was "Succession Planning as Key to Effective Leadership Transition." This is a critical issue for cooperatives, as leadership continuity ensures stability and growth. I could feel the participants’ genuine concern and eagerness to learn as they diligently took notes throughout the session.

Key Questions from the Session

During the discussion, several thought-provoking questions were raised. Here are some of the most notable ones, along with my answers:

1. As a small cooperative (20+ employees), is it okay to assign employees to different functions to test where they fit?

Answer: Absolutely, especially for smaller organizations. When your team is small, multitasking is often unavoidable. The fewer complexities in your processes and the manageable volume of transactions make it feasible to rotate employees through different roles. This approach allows staff to gain on-the-job training, better understand operations, and discover where they excel.

However, there are key considerations to ensure success:

• Document your processes. Create manuals and review policies regularly to maintain control and consistency.
• Monitor performance. Keep track of employees’ progress to ensure their skills align with the cooperative’s needs.
• Focus on long-term growth. These early experiences prepare employees for leadership roles as the cooperative expands.

2. How do we begin implementing succession planning in our cooperative?

Answer: Yes, you can start immediately, but it’s crucial to lay a strong foundation first. Here’s how:

• Update your organizational structure. Identify key positions and review the qualifications and job descriptions for these roles.
• Profile your employees. Understand their current competencies, career aspirations, and future plans.
• Close skill gaps. Create training plans to address gaps between current employee skills and the requirements for critical positions.
• Engage employees. Conduct career conversations to gauge their commitment and aspirations within the cooperative.

Succession planning is a collaborative effort involving the Board of Directors, the CEO/General Manager, and HR personnel. The board and management own the process, while HR handles the implementation.

Profiling Employees: Why It’s Essential

During the session, I noticed that some cooperatives do not yet profile their employees. This is a crucial first step in identifying potential leaders and mapping out development plans. Even without sophisticated software, you can start using Excel.

Here’s a simple list of data points to include in an employee profile sheet:

1. Name
2. Date Hired
3. Department
4. Entry Position
5. Current Position
6. Entry Salary
7. Current Salary
8. Age
9. Gender
10. Civil Status
11. Number of Children
12. SSS/TIN/PhilHealth Numbers
13. Contact Information
14. Address
15. Educational Background
16. Trainings Attended
17. Skills and Competencies
18. Desired Position
19. Certifications
20. Performance Appraisal Records

From this data, you can:

• Identify skill gaps between employees’ current roles and their desired positions.
• Design personalized training and development programs.
• Track progress over time to ensure alignment with the cooperative’s goals.

The Road Ahead

For cooperatives, succession planning isn’t just about preparing for leadership transitions—it’s about securing the future. By laying the groundwork now, you ensure that your organization will thrive for years to come. Start by establishing the basics, like a clear organizational structure, detailed job descriptions, and performance measures.

Remember, succession planning is a journey, not a one-time event. With a proactive approach, even small cooperatives can build a pipeline of future leaders ready to take on greater responsibilities.

Thank you to the Bulacan Cooperative leaders for an engaging and insightful discussion. I hope today’s session inspired you to take the first steps toward effective succession planning. Together, we can ensure the continued success of your cooperatives.

To God be the Glory!

Career Guidance for the Next Generation: How to Shape Their Future

Career Planning: A Lifelong Journey 

In the Philippines, high school graduates often choose their college courses based on trends among their peers or suggestions from family members. Unfortunately, the child’s personal interests and passions are often overlooked in this decision-making process.

Some private schools have started offering career counseling programs, which are often inaccessible to students from middle-income or impoverished families. As a result, many young Filipinos only discover their valid career preferences after entering the workforce. A common scenario involves students completing a degree—like computer engineering—only to realize that their chosen field does not align with their passions.

This mismatch leads many to shift courses during college or even change careers later in life. While some succeed in finding their true calling, the process is often costly and time-consuming. Taking a second course or pivoting careers usually involves sacrifices and delays in achieving stability. Nonetheless, the effort invested in their initial education is always well-spent; it serves as a learning experience and stepping stone. As the saying goes, "Better late than never."

How You Can Help Shape Future Careers

If you’re reading this, you have an opportunity to help others avoid this cycle. By sharing your knowledge and guiding family and friends, you can empower them to make more informed career decisions.

From an early age, children often show signs of their interests, such as singing, playing instruments, or tinkering with building blocks. Their choice of toys or activities can offer clues about their future aspirations, like becoming doctors, artists, or engineers. As they grow older, parents and mentors can play a pivotal role by introducing them to various career paths.

Exposure is key. Educational or career-focused TV shows like ER or Glee or movies about different professions can spark curiosity. Simple conversations—asking children what they dream of becoming—can lead to meaningful discussions. Providing reading materials, brochures about universities, or information on vocational courses can further guide them.

Consider encouraging children to explore two-year programs or applied courses. These shorter programs provide foundational knowledge and skills. If the student later decides to pursue a different path, some completed units can be credited toward a new course.

The Importance of Focus and Career Planning

It is crucial to help children develop focus early on. While switching jobs or fields can enhance versatility, building expertise in one area requires time, dedication, and a clear sense of direction. Specialization is often the key to long-term career success.

Creating a career plan involves envisioning a life path. Here’s an example: During college, I attended a seminar where a young vice president of a telecom company spoke about career development. Inspired by his story, I set a goal to one day stand before a large audience and share my experiences.

I created a roadmap:

1. Complete my degree in Industrial Psychology.
2. Start in recruitment and work my way up to becoming a specialist.
3. Gain exposure to different areas of Human Resources and eventually become a manager.

As I approach retirement age, I plan to transition into teaching, where I can share my expertise with the next generation. To prepare for this new chapter, I am earning extra units in my master’s program and gaining experience as a part-time instructor.

Career Development: A Lifelong Process

Career planning doesn’t end when you land your first job. It’s a continuous process, evolving with your interests, skills, and life circumstances. Even at 65, you don’t have to stop working; retirement can be an opportunity to explore new passions or give back through mentorship and teaching.

Just like learning, career growth is a lifelong journey. Recognizing this can inspire you to stay committed to your goals, adapt to challenges, and embrace personal and professional development opportunities.

By guiding others or reflecting on your own path, you contribute to a culture of thoughtful and intentional career planning that leads to fulfillment and lasting success.

Confidently Conquering Job Interviews: A Prep Guide

The Key To a Successful Job Interview is Thorough Preparation

The key to a successful job interview is through a thorough preparation.  As an HR practitioner and interviewer, it irks me when I ask candidates how and where they learned about the job vacancy in the organization, and they just say that they found it online.  Then, I would ask them what they know about the company or the organization.  Most of the time, they don't know anything.  Much more when you ask them what makes them fit for the position.  Then they would answer that they have no idea about the job but would be very willing to be trained.  As the interviewer, I would appreciate it if he/she researched the organization and its objectives and considered what they can contribute.  Is it easy?  Well, yes, if you have done your assignments.

Here are some tips on how you can ace your application and help HR see you as the best candidate for the post.

The Challenge

You applied for a specific job and sent your resume to the company you want to work for. You were confident that you could land the job. However, during the initial interview, the interviewer informed you that they would just give you a call. You wondered why you did not proceed to the next step of the recruitment procedure.

There could be several reasons, and you could have gained insight into where you are lacking by having the confidence to ask the interviewer where you could improve during the interview process.  Interviewers are usually HR practitioners and are usually willing to help applicants by sharing information that could improve their chances of getting a job.

The key to successfully landing a job lies in the preparation you've made.  When you send that resume, you've assessed already that you are fit for the position you are applying for, skills-wise.  However, your confidence in answering the questions also counts for the interviewer to consider you for the next step.  So, what are the things that you need to prepare when you are scheduled for an interview: 

Personality - How you carry yourself and your confidence should be enough for the post you apply for.  If you are applying for a marketing position, you should exude confidence and sell yourself with sincere replies to questions, and you should not be too shy in answering questions.  Be clear with your answers and expound on points.  The interviewer wants to learn more about your strengths, weaknesses, potential, and what you can offer to the company.  If you just answer yes or no or are too critical of your answers, the impression left to the interviewer is that you are too privy and not honest enough.  Others may think that you have poor communication skills.  Also, check how you wear your dress, whether it is well-ironed and not too loud, the way you sit, and your gestures during the interview.  Relax and think you are talking to a potential friend during the interview.  Be candid with your answers, and be careful not to offend the interviewer.

We all know that we have our own unique traits.  Your identity is not similar to others.  You don't need to be like a superstar or be an actor to win them.  You have to be you!  And to be YOU, your self-awareness counts.  How can you expect others to believe you if you don't believe in yourself?  Learn to appreciate what you can do, which will shine during the interview.  And that now leads us to the next step.

Understanding Yourself—Situational questions may arise. Use your past experiences to answer them. Avoid theoretical responses and assumptions. When asked about your weaknesses, present them as areas for growth. This approach shows that you are self-aware and committed to self-improvement. 

If you are applying for a specific position, determine if you can meet their expectations.  List down the strengths that are aligned with the requirements of the job.  Much better to find someone who's already working for that organization and ask some questions to gather information about the culture and environment of that company.  See if it fits your own values and principles.  By doing this, there's a much better possibility that you will be happy working for that organization.

Proof and Credibility - When you send your resume, its contents declare what you can do.  Now, you need to bring proof documents or a hard copy of what you declared in your resume.  Bring a copy of your training certificates, diploma, transcript of records, and even NBI or police clearance.  The last two (2) documents are actually pre-employment requirements.  Seeing that you have it would only tell the interviewer that you are trustworthy and keen on securing the job.

Credibility is also tested on your ability to answer most of the questions.  Do not invent answers if you don't know how to address the question.  Be honest and do not lie.  Interviewers are well-trained to ask situational questions. They can capture those who are faking it and who are genuine.  The best proof of credibility is your frank and honest answer.  Beating around the bush is just a waste of time; honestly, interviewers don't have much time to entertain you.

Be prepared with your questions - The interviewer usually ends his or her questioning by asking if you have any questions.  The best questions would be those related to the company or the job you are applying for.  Of course, you need to do some research about the company.  But you can ask them their expectations for the kind of worker they need for specific positions.  Do not immediately ask about the compensation and benefits package.  Wait until you reach the job offer.  Because asking about it would only show that you don't care about securing a career and are more concerned with what you can get from them.  Get inside the organization first, then prove they've made the right choice.  The proper time to ask for an increase is when you've provided an exemplary performance and output.

These are just a few tips on how to start your career right. I hope they also provide valuable insights into the interview process. If you have any questions, feel free to comment. I will get back to you as soon as I can.