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Running Head: OD INTERVENTION FOR INTELLICARE 1 Organizational Development Intervention for IntelliCare Flor de Real Karl Pineda Kat Rosario Rimel Evaristo Sunshine Robles De La Salle University Manila

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Page 1: OD Final Paper Version6

Running Head: OD INTERVENTION FOR INTELLICARE 1

Organizational Development Intervention for IntelliCare

Flor de Real

Karl Pineda

Kat Rosario

Rimel Evaristo

Sunshine Robles

De La Salle University Manila

Page 2: OD Final Paper Version6

OD INTERVENTION FOR INTELLICARE 2

Abstract

As an expanding and leading HMO in the Philippines, IntelliCare puts high emphasis on

the criticality on the position of the President to be the topnotch hero of the company because he

is the one who drives the company’s growth and sustainability. The President should possess the

integrity and honesty in facing stakeholders’ issues and concerns and should have the

competencies that include business acumen skills and leadership to be able to deliver the

company’s business plans and targets. Since, the president’s position is their most vital concern

in their organizational structure, IntelliCare have laid out plans in preparing their next in line

leaders by training and coaching them through a program called Management Development

Succession Planning.

“Succession planning is a means of identifying critical management positions starting at

manager and supervisor levels and extending up to the highest position in the organization.”

(Rothwell, 2011). Rothwell also added that it is any effort designed to ensure the continued

effective performance of an organization, division, department, or work group by making

provisions for the development and replacement of key people for key positions and work

activities over time. (Rothwell, 1994).

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Overview of IntelliCare

IntelliCare is the Health Maintenance Organization (HMO) brand name of ASALUS

Corporation. It was registered in the Securities Exchange Commission in 1995 to engage in the

delivery of healthcare services in the country. In its very young operations of only 16 years,

IntelliCare was able to grab the top two spot in the HMO industry today. The company’s Vision

Mission statement defines IntelliCare as “the country’s PREEMINENT HMO, committed to

lead, innovate, and trailblaze a holistic approach to healthcare management. As the HMO of

FIRST CHOICE, the employees and officers’ endeavors and aspirations shall constantly adhere

to the biggest level of ethical and performance standards, guided by the company’s long-standing

principles of integrity, fairness, honesty, hard work and an enduring sense of humanity. The end

in view of this commitment is and shall always be the upholding of the right of each individual to

health by making quality healthcare efficient, accessible, affordable and compassionate.”

(IntelliCare).

The core values of the company are integrity, fairness, honesty, and an enduring sense of

humanity and compassion. IntelliCare’s Board of Directors is headed by Chairman and President

Mario M. Silos with members composed of businessmen and medical practioners namely, Dr.

Ricardo Jocson as the Medical Director, Audrey Meldey Gallardo as SVP for Finance, Gerry

Vargas as SVP for Operations, Jeremy Matti as SVP for Sales and Marketing, Rene Silos,

Norman Amora as VP in Sales and Marketing, Atty. Jaime Blanco, Marciano Guevarra and

Corporate Secretary Atty. Magilyn Loja.

The IntelliCare key officers came from different fields and specialization making its

roster of officers a formidable business and marketing strategists in the industry.

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Mario M. Silos Chairman & PresidentRicardo L. Jocson, M.D. Medical DirectorJeremy G. Matti Senior Vice President – Sales/MarketingAudrey M.B. Gallardo Senior Vice President – FinanceGerry A. Vargas Senior Vice President – OperationsNorman P. Amora Vice President – Sales & MarketingRommel J. Ancheta Vice President – Human Resources Management and DevelopmentArnie D. Dantis Vice President – OperationsErnesto M. Reyes, Jr. Asst. Vice President - Administrative ServicesPedro F. Marcelo Asst. Vice President – Internal AuditReynaldo H. del Castillo Asst. Vice President – Strategic ManagementRaymundo Eugene L. Garcia Asst. Vice President – VisMin OperationsMark B. Gamir Asst. Vice President – SalesAndrew Jose M. Yulo Asst. Vice President – Corporate Social ResponsibilityJosephine Q. Sabuga Asst. Vice President – Membership ServicesOrlando L. Siglos Asst. Vice President – Accounting

Table 1. IntelliCare Key Officers

IntelliCare boasts of its vast range of networks as revealed by the company’s stakeholders

composed of 800 hospitals, clinics, diagnostic centers with manpower of almost 12,500

physicians and medical personnel. They have 1,200 corporate accounts and as of 2010 their

members are approaching its 600,000 membership mark.

IntelliCare covers and services known large companies from the different industries

ranging from banking, food and automotive to name a few.

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Figure 1. IntelliCare's Clientele

The company’s head office is located at the 7th floor, Feliza Building, VA Rufino St.,

Makati City. They occupy the 7th and 11th floors where their Sales & Marketing, Billing and

Claims, Operations are holding office. They also have another office at the Skyland

Condominium in Sen. Gil Puyat Ave., Makati City where their HRD and Internal Audit are

Volvo

Toyota Autoparts

Isuzu

Honda Cars Makati

Automotive

Sterling Bank

Standard Chartered Bank

Security Bank.

Planters Development Bank

Philippines Savings Bank

Metrobank

HSBC

BDO

Bank

Teleperformance

Qualfon Headstrong Phils. Inc.

Convergys Philippines

BPO

Wendy’s

Jollibee Foods Corporation

Chowking

Aristrocrat

Food

Shangri-la Hotel Group

Oakwood

New World

Manila Peninsula

Mandarin

Intercontinental

Heritage Hotel

Hotel

Solvay Pharma Inc.

Pascual

Novartis

Lloyd Laboratories

Astra Zeneca

Abbot Laboratories

Pharma

UAP

Sacred Heart School

De La Salle College of Saint Benilde

Schools

Team Energy

Samsung

LBC Group

IRRI

Gardenia

British Embassy Manila

Ayala Group of Companies

Others

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holding office. Both offices in Feliza and Skyland building have an open space office design.

The company has branch offices in the following cities: Angeles, Legaspi, Dumaguete, and

Cagayan de Oro. Their satellite offices are found in the following cities: Iloilo, Valencia,

Zamboanga, General Santos, and Kidapawan. As of 2010, they have a total of 800 employees,

where all employees are required to undergo customer service training due to the nature of the

business.

The company’s website, http://www.intellicare.com.ph/home.asp, offers a comprehensive

overview of the company’s structure from its history, services, list of providers, frequently asked

questions, online services and careers.

IntelliCare has been featured in international publications that catapulted the company’s

reputation in the international business realm; these publications include Businessweek

Magazine, The Economist, and United World, a publication of USA Today.

Being one of the top HMOs in the country, their strongest competitors are Medicard and

Maxicare. Other players include Bluecross Healthcare, Caritas Health Shield, Cocolife

Healthcare, Fortune Medicare, Health Maintenance Inc., Insular Life Health Care, Medical

Service Marketing, Medocare Health Systems, Metrocare Health Systems, Philhealth Care,

Prudential Health Care, Star Healthcare, and Value Care Health Systems.

In terms of market share, the company is confident to say that they have about 20% of the

market share and is aiming to increase it up to 30%. They are also not congesting their operation

in the metropolis but they are growing the business in other regions by including small accounts

with the belief healthcare should be made accessible to every Filipino in an affordable package.

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Diagnostic Focal Points

An interview with the Vice President for HR, Mr. Rommel Ancheta, revealed that the

company is deeply rooted in its culture where they value people and high on service excellence

that holds the group together. They believe that they belong to one big family that is flat where

anybody can go directly to the President. The President ensures that he spends time whenever

there are employee events like monthly birthdays, a one-on-one meeting with employees where

employees have the opportunity to ask any question to the President whether they are personal or

business related. This becomes the reason why the President is considered to be their most

admired key person in their organization for his transparency and accessibility. They value

people by training them regularly, they also embarked on seminar and workshops such as

Balanced Scorecard and their First Leadership Conference.

The Organization’s Key People

Mario M. Silos is currently the president of ASALUS Corporation and AHMOPI and is

considered to be the top hero of the company for his leadership and commitment. As a president

of both institutions, it is his top priority to have the HMO bill is passed. The bill discusses issues

on HMO premiums whether it would be taxable or net of all the medical expenses should be

taxable. It also lobbies to increase the Philhealth Insurance share in hospital operations by 20%

to lower the cost of premium payments of HMO members.

The Social Economic Context

In an interview by United World, Mr. Silos said he would like to believe that the present

Aquino administration will be able to deliver its platform with stable policies, honesty and

integrity, and to improve the lives of the Filipinos. For his initial assessment, he thinks that the

administration is performing well in its delivery of its plans. He also alluded that the country will

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OD INTERVENTION FOR INTELLICARE 8

be able to move forward with three elements: regulations and policies that are consistent, a fair

playing field for the business sector where corruption is taken into account, and that the private

sector will have opportunity to innovate, compete and to grow “without the continuous

interference of the government in terms of taxation and regulation.”

The company is also engaged in Corporate Social Responsibility programs where they

view that their company is committed to give back to the community by providing livelihood

projects. The company is also a member of Philippines Business for Social Progress (PBSP).

The Physical Structure

The company’s office locations have an open space design where all employees work in

low level cubicles with piles of paper on each desk which creates clutter especially in the claims

and billing sections. Their offices do not have interior designing and has flat and monochromatic

furniture of grey and white. In addition, according to the Business Development Officer, Philip

Silos, they have relocated some of their departments in another location as a respond to a risk

management study that not all their employees and departments should be holding in the same

office to ensure business continuity in the event of crisis.

The Internal Structure, Publications and other Visible Materials

The company’s website is an effective way in delivering information to their stakeholders

and potential clientele. The site is loaded with comprehensive information about the company’s

operation. In terms of HR structure, they do not have job descriptions of their employees and do

put the specific goals and targets of each employee in a Mid Year Performance Review.

Individual Informants

According to Mr. Ancheta, all the direct reports of the President, have equal

access to company information including confidential data since they are all potential candidates

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to the President so that all of them do have an fair opportunity on sustaining the business and

how to expand their membership base not only in the country but to include Overseas Filipino

Workers.

Review of Related Literature

House Bill No. 3028 authored by Congressman Michael Defensor aimed to protect and

promote the right to health of the people and still health consciousness. The bill stated that the

government shall encourage the accessibility of affordable health care services with

participation of the private sector through the Health Maintenance Organization in assisting the

government in the efficient delivery of quality and cost, provide, fund and manage health care

services (House Bill No. 3028). The Health Maintenance Organization (HMO) is a specific type

of health care plan which sets out guidelines under which doctors can operate. Health care

coverage through the use of an HMO costs less than comparable traditional health insurance,

with a trade-off of limitations on the range of treatments available (McGuigan, 2011).

There are three main types of HMOs. First is the staff model where physicians are

salaried and have offices in HMO buildings. Physicians are direct employees of the HMOs.

Second is the group model, the HMO does not pay the physicians directly, but pays a physician

group. The group then decides how to distribute the money to the individual physicians. The two

models are closed-panel, meaning that contracted physicians may only see HMO patients. Third

is the open-panel model, where a physician may maintain his own office and may see non-HMO

members. Physicians may contract with an independent practice association (IPA), which in turn

contracts with the HMO. Actual HMO plans may combine some of the elements of these three

types. What is significant is that an HMO is unlike the consumer-driven and more resource-

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constrained fee-for-service systems which may exist along with government facilities (Alfiler,

1982).

The Philippines is rapidly improving health care for its own people. The government has

created a policy to bring together the public and private health sectors with national agencies to

implement health reforms and institute national health insurance. Expansion of hospital specialist

with expertise in lung, heart, kidney, trauma, and children’s medicine, and have begun upgrading

many of primary hospitals so that they are capable of managing and treating more difficult cases.

While national health insurance is growing, so too is the provision of company health-insurance

schemes through American-style HMOs. Among them is Asalus Corporation, which is popularly

known as IntelliCare. Asalus Corporation is expanding and moving beyond the major cities.

(Business Week, 2008).

HMO as a company critically deals with the health and wellness of its individual

members effectively managed by a team of highly competent people who will be able to respond

to all the needs of the company’s stakeholders. The successful organization needs people,

members, managers and leaders, who have mastered specific skills. These skills can and must be

learned by the organization that wants to reach objectives and achieve success. The successful

organization develops a foundation that encourages communication, builds rules for how to deal

with people, and teaches members to resolve conflicts inside and outside the organization

(Birkinsha & Lyon, 2009).

It is vital to review where the organization is heading through the use of organizational

development in sustaining the organization’s success. To strengthen organization’s effectiveness

at achieving its mission, understanding organizational survival whether improving basic systems

to address critical transitions and develop staff and board members so they can improve program

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results by creating an environment where people feel valued and seek continual learning and

improvement. Staff and board members increased their energy and effectiveness towards the

achievement of mission (Mikush & Philbin, 1999).

By definition, organizational development is the process through which an organization

develops the internal capacity to be the most effective it can be in its mission work and to sustain

itself over the long term. This definition highlights the explicit connection between

organizational development work and the achievement of organizational mission. This

connection is the rationale for doing OD work (Mikush & Philbin, 1999).

Developing a succession planning for a company is a challenging work of OD and it is

one of the important issues of corporate management (Strategic Management Journal, 2003).

Firms demand that their CEOs start preparing a succession plan right after taking office (Wall

Street Journal, 1997). Today, succession planning requires more than just an organizational chart

showing who holds what job within the enterprise. This is used to develop and maintain strong

leadership and to ensure that they address all the skills and competencies required for today's

business environment. It can also be an extremely powerful tool in motivating and retaining top

leadership, an ongoing, dynamic process that helps an organization to align its business goals and

its human capital needs. It also ensures that an enterprise can keep pace with changes to the

business, industry, and overall marketplace (Butler & Tarry, 2002).

Succession planning is a complex task that requires constant attention and ongoing

resources. To achieve outstanding results, an organization must develop an effective and highly

focused strategy that centers on organizational excellence (Butler & Tarry, 2002).

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Identifying the OD Intervention

Statement of the Problem

Based on the interview of the researchers, the problem of the company that needs OD

intervention is succession planning. Succession planning is a critical stage wherein the company

identifies a successor from its talent pool to occupy a critical position in the company when the

need arises.

Mr. Ancheta mentioned that at a strategic level, succession planning is considered very

important to the company. The consequences of without successor can affect the company’s

growth that is the reason why IntelliCare takes succession planning seriously. They wanted to

develop key candidates, in anticipation of future openings especially for top management

positions. With succession planning, they hope that they will be able to engage senior

management in a disciplined review of the leadership talent available with the organization and

guide the development activities of key executives.

Currently, the company has designed a program called the Management Development

Succession Planning (MDSP) that is in infancy stage. Mr. Ancheta added that they are hoping to

realize the result of the program in three to five years time. What the organization is concerned

about is, the OD concept is likely new to the company and almost all of the incumbent officers

have been occupying their positions since the company was organized in the 1990s. They feel

that it is crucial that they identify and train a pool of talents in case one or more of the senior

officers decides to retire or leave the company, but most importantly, they are concerned about

of readying a talent to fit the President position as they have defined this as the purpose of their

MDSP program.

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Description of Proposed Intervention

A scenario is a narrative description of the future that focuses attention on causal

processes and decision points (Kahn & Wiener, 1967). They are used in long-range planning and

the development of robust plans and encompass a broad span of future possibilities so the future

can be met with some degree of confidence.

A challenge of scenario planning is to determine the real needs of corporate leaders and

managers. Some executives may not know what they need to know, or may not know how to

describe the information that they really want. A value of scenario planning is that leaders can

make mistakes and learn from mistakes without risking important and costly failures in real life.

They can make these mistakes in a pleasant, unthreatening, game-like environment, while

responding to a wide variety of presented scenarios based on facts.

Scenario planning does not make an effort to predict or forecast the unpredictable future

business environment. Therefore, it considers multiple and equally plausible futures (Ringland

2003, p. 22-28). A scenario planning consists of developing possible representations of a firm's

potential future that make different assumptions about forces driving the market and include

different uncertainties (Kotler 2003, p. 69-70). Both private and public organizations face the

business environment in diversity. Companies have to be prepared to cope with these changes.

Marketers must be able to see future plausible changes in the business environment. They may

consider a question such as 'What will we do if it happen?' Marketers have to adopt one scenario

as the most possible and observe as the time passes to confirm and disconfirm such scenario. By

viewing the possible future scenarios, companies will be able to develop business strategies

(Kippenberger 1999, p. 32-33).

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A strategic planning method is a strategy that organizations use to make flexible long-

term plans based on generating a number of “what if” situations and then options on how they

might respond to those situations (Keeley, 2011).

In addition, challenging job assignments are perhaps the most potent form of leader

development. They give leaders the opportunity to learn by working on real problems and

dilemmas in situations with real consequences (Ohlot,2003).

To be developmental, job assignments must stretch people, push them out of their

comfort zones, and require them to think and act differently. Such assignments may involve roles

that are not well defined, and they usually contain elements that are new to the individual leader.

They place people in situations full of problems to solve, dilemmas to resolve, obstacles to

overcome, and choices to make under conditions of risk and uncertainty (Ohlot,2003).

Thus the key element in a developmental job assignment is challenge. By tackling

unfamiliar tasks and seeing the consequences of their actions, people learn from the challenges in

their assignments. This learning may produce changes in how they make decisions, take actions,

handle risks, manage relationships, and approach problems (Ohlot,2003).

Leadership assignments with high levels of responsibility have greater breadth, visibility,

and complexity. They also expose leaders to pressure and require them to make high-stakes

decisions. Moving to a job with a high level of responsibility may involve a leap in the scope of

the job, larger budgets, and oversight of more people and more diverse functions, groups, or

areas. There may also be a danger of overload because such jobs often require a large investment

of time and energy (Ohlot,2003).

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Clients and stakeholders

IntelliCare’s clients and stakeholders that are to be affected by the specific intervention in

this paper are the President, the Executive Level Staff, HR Team, middle managers, and the

potential leaders and employees.

The principal client of this OD intervention is the President of the company. The core

client system includes the SVP Sales and Marketing, SVP Operations, SVP Finance, VP Sales

and Marketing and VP Operations. The possible additional clients include the eight Assistant

Vice Presidents.

Positive and Negative Consequences

The implementation of the intervention is likely to create positive consequences each for

the principal client and core client system. With the use of the proposed OD intervention, the

company will be able to identify a pool of high quality leaders to fill critical positions, high

performing organization strong and sufficient talent bench, equal opportunity and reduce

subjectivity when it comes to succession planning. On the other hand there are also

disadvantages; two big issues to deal with are time constraint and disclosing vital information

that can influence the result of the intervention.

Time Frame

The proposed timeline for the intervention is three (3) years. It is suggested that

the organization will go through the process of assessing organizational readiness for the

anticipated change. It is important that this initiative is clearly communicated and cascaded to all

incumbents that can be done within a month. In this way, they will be informed about the

possible changes that will affect them, the scope of their work or job responsibilities, and also to

get the management supports this proposal needs. Communication and orientation should

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strongly be initiated so that everyone involved understands the objectives and goals of the

proposed intervention.

At the start of the intervention, a series of interview shall be conducted both by the

President of the company and VP for HR for each of the candidates who will fill the talent pool.

Included in the discussion will be definition of the Key Performance Indicators for this purpose

which shall be the basis of performance rating. KPI will include how the candidate identifies a

problem(s); how he provides a set (or sets) of possible solutions; how he formulates strategies

and recommendations, and how he make decisions and confront obstacles in implementing these

decisions. Goal setting, setting up of objectives and discussion of scenario planning shall also be

discussed at this point.

In scenario planning, each candidate will be given situation(s) that varies from economic,

political and also encompasses all the facets of the company like sales and marketing, finance

and operations. Candidates are not allowed to disclose any information with their peers or

subordinates. The scenarios are real (or realistic) events or problems that the company might

experience, it includes high level issues such as bankruptcy, collapse of stock market,

retrenchment, fraud, coup de’ etat, and other high and risky management issues.

All the five candidates will undergo the process one after the other with a 5-month

timeframe each with a scenario and job assignment identified by the President and the VP for

HR. On the fifth (5th) month, each candidate will be evaluated based on the KPI set by the

President and VP for HR

This intervention aims to address the needs for critical backups and individual

development for the top management positions. It is a win-win situation for both parties. For the

company, it ensures leadership continuity in key positions; retain and develop future intellectual

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and knowledge capital. For the executives, it encourages individual advancement.

Figure 2. Proposed Intervention Timeline

The chosen intervention addresses the need of the company. For executives and HR

department, it will help them to understand their role in succession planning, to identify and

analyze critical positions requiring backups for long term and to examine methods of grooming

high-potential employees for advancement.

Alternative intervention

Based on the feedback collected from Mr. Ancheta, the organization has an existing

HRIS but they do not see the importance of using the system to support succession planning.

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Researchers have identified the establishment of the Human Resource Information System

(HRIS) as the alternative solution for the succession program of IntelliCare.

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The HRIS

HRIS shape an integration between human resource management (HRM) and

Information Technology. HRIS support planning, administration, decision-making, and control.

With an HRIS and the bird’s eye view that it gives, companies can plan for changes in individual

positions and also changes in their workforces as a whole. They can look at their assets and

develop their workforces into what they want (Dessler et al., 1999).

Using an HRIS as their information source, companies can improve communication of

HR and company strategies, reduce time and money spent on paper documentation and

significantly decrease HR call volume.  With employee HR and benefits information stored in

the HRIS, employees can access that vital information at any time, along with other company

communications.

In doing so, HRIS not only make it possible for organizations to significantly reduce the

costs associated with HR delivery, but also to reassess the need for retaining internal HR

capabilities. However, HRIS also provide HR professionals with opportunities to enhance their

contribution to the strategic direction of the firm. First, by automating and devolving many

routine HR tasks to line management, HRIS provide HR professionals with the time needed to

direct their attention towards more business critical and strategic level tasks, such as leadership

development and talent management (Lawler et al., 2003). Second HRIS provides an opportunity

for HR to play a more strategic role, through their ability to generate metrics which can be used

to support strategic decision making (Hendrickson, 2003; Lawler et al., 2004; Lengnick-Hall et

al., 2003).

The existing literature on HRIS suggests that they have different impacts on HR across

organizations, but provides little explanation for this variation. Early surveys suggested that

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HRIS were used predominantly to automate routine tasks and “to replace filing cabinets”

(Martinsons, 1994). Ball (2001) concluded that HR had missed the strategic opportunity

provided by HRIS. More recent research shows greater use of HRIS in support of strategic

decision making by HR (Hussain et al., 2007). However, the extent to which HRIS is used in a

strategic fashion differs across organizations, with the vast majority of organizations continuing

to use HRIS simply to replace manual processing and to reduce costs (Bee & Bee, 2002; Brown,

2002).

Recommendation

The interventions proposed by the researchers address the need of the organization. As

briefly discussed in the interview, the company already has an existing program called the

MDSP (Management Development Succession Planning). To supplement this, the researchers

recommend that scenario planning and job assignment be integrated in Executive and Leadership

Development Program.

Scenario planning was suggested to find out the needs of IntelliCare’s corporate leaders

and managers. In scenario planning, each candidate will be given high level issues. In this

intervention, executives are expected to identify the problem(s); provided a set (or sets) of

possible solutions; formulate strategies and recommendations, and make decisions and confront

obstacles to implementation.

In addition, job assignments will give IntelliCare’s executive the opportunity to learn by

doing by working on real problems and dilemmas in situations with real consequences. The

intervention will push them out of their comfort zones, and require them to think and act

differently based on challenging tasks. It will also expose executives to pressure and require

them to make high-stakes decisions.

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Part of the recommendation also is the creation of the Human Resource Information

System (HRIS) as an alternative solution for the succession planning program of IntelliCare. As

the area of human resource management becomes more strategic and more global it is becoming

more important and critical to the organization. Researchers recommend HRIS, to support

planning, administration, decision-making, and control. With an HRIS the company will have a

clearer view on how they can plan for changes in individual positions and also changes in their

workforces as a whole.

With the use of HRIS as their information source, the company can improve

communication of HR and company strategies; reduce time and money spent on paper

documentation. Employees will definitely benefit from this; they can access that vital

information at any time, along with other company communications.

It is also beneficial for the company to consider designing a Human Resource Research

Information System (HRRIS). The coming of the 21st century globalization poses distinctive

human resource management challenges to businesses. These developments are opening up new

markets in a way that has never seen before. This accentuates the need to upgrade from HRIS to

HRRIS to manage human resources effectively to gain competitive advantage in the market.

With the use of HRRIS, management will be provided with additional strategic data to better

strategize the business.

Due to confidentiality policies of the company, researchers maximized the available data

gathered through an interview with the VP for HRMD. The proposed interventions can still be

further improved by collaborating with OD professionals and specialists.

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References

Alfiler, M.P. (1982). Local Resource Utilization Schemes for Selected

Community-Based/Primary Health Care Projects in the Philippines.

Ball, K. S. (2001). The Use of Human Resource Information Systems: A Survey. Personnel

Review, 30(5), 677-693.

Barron, M., Chhabra, D., Hanscome, R., & Henson, R. (2004). Exclusive Panel Discussion: Tips

and Trends in HRIS. HR Focus, 81(5), 6-7.

Bee, R., & Bee, F. (2002). Managing Information and Statistics London. Chartered Institute of

Personnel and Development,

Birkinsha, R, & Lyon, A. (2009). Successful Survival: Getting a Job in any Economy and

Surviving Until You Do. MileStones Press LLC. 243.

Brown, D. (2002). eHR - victim of unrealistic expectations. Canadian HR Reporter, 15(5), 1.

Business Week (2008). The Philippines, Setting the Foundations. Special Advertising Section.

Butler, K. & Roche-Tarry D.E. (2002). Nature Biotechnology Journal. Succession Planning:

Putting an Organization’s Knowledge to Work.

Charan, R. (2005). Ending the CEO succession crisis. Harvard Business Review, 83(2), 72–81.

Defensor, M.T. (1998). An Act Providing Affordable Health Care Services, Through the Health

Maintenance Organizations, Regulating their Operations, and for Other Purposes, House

Bill No. 3028.

Fink, A., Siebe, A., & Kuhle, J. (2004). How scenario support strategic early warning processes.

Foresight, 6(3), 173-185.

Flowers, B. (2003). The Art and Strategy of Scenario Writing. Strategy and Leadership, 31(2),

29-33.

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