od final paper version6
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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
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).
OD INTERVENTION FOR INTELLICARE 3
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.
OD INTERVENTION FOR INTELLICARE 4
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.
OD INTERVENTION FOR INTELLICARE 5
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
OD INTERVENTION FOR INTELLICARE 6
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.
OD INTERVENTION FOR INTELLICARE 7
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
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
OD INTERVENTION FOR INTELLICARE 9
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-
OD INTERVENTION FOR INTELLICARE 10
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
OD INTERVENTION FOR INTELLICARE 11
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).
OD INTERVENTION FOR INTELLICARE 12
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.
OD INTERVENTION FOR INTELLICARE 13
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).
OD INTERVENTION FOR INTELLICARE 14
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).
OD INTERVENTION FOR INTELLICARE 15
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
OD INTERVENTION FOR INTELLICARE 16
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
OD INTERVENTION FOR INTELLICARE 17
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.
OD INTERVENTION FOR INTELLICARE 18
Researchers have identified the establishment of the Human Resource Information System
(HRIS) as the alternative solution for the succession program of IntelliCare.
OD INTERVENTION FOR INTELLICARE 19
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
OD INTERVENTION FOR INTELLICARE 20
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.
OD INTERVENTION FOR INTELLICARE 21
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.
OD INTERVENTION FOR INTELLICARE 22
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