GHD Philippines

GHD Philippines’s HR team achieved a successful transformational overhaul over a span of two years. Previously running on an administrative model, the team transitioned into a business partnering one in two phases.

The first phase involved a transition from administrators to advisors. The HR team strengthened their relationship with the business and became more involved in leading people-related decisions. They also started diving into people analytics and tapped on data reports for things like attrition, benefits utilisation, employee relations, recruitment and total rewards benchmarking.

The second phase focused on establishing the business partnering model. The team engaged in tasks with organisational impact, such as policy design, processes and governance. From an advisory role, HR ensured they played a critical role and shared their expertise during any business decision-making processes.

The business was initially doubtful of the team’s ability to rapidly transform to the new model. However, by spearheading communication and educational campaigns with the business, members of the leadership team began showing support and advocated HR’s role in the business.

GHD’s HR team managed the quick changes by developing a culture of trust, where individuals were given allowances to make mistakes and to learn from them. They also stuck to a clear vision and received strong support from dedicated leaders.

Initially occupied with filing and processing, GHD’s HR team is now leading initiatives such as a review of the organisation’s operational model, a comprehensive leadership development and total rewards strategy for a rapidly growing business.