Leading people centric innovation at TechHRPulse Philippines

Building a thriving workplace without a people-centric focus is impossible. Therefore, HR leaders must embrace tenacity, empathy, and malasakit—three essential qualities to drive people-centred innovation and create a better world, as emphasised during the Unfiltered Conversation at TechHR Pulse Philippines 2024.

The session, titled "Shaping the Philippines' Economy with People-Centric Innovation," featured insights from Michelle Cordero Garcia, CHRO of Sun Life Philippines; Alpha Omega Aquino, Chief People Officer at Home Credit Philippines; and Robert Conrad Gonzales, Chief People Officer at GCash, with moderation by Pushkaraj Bidwai, CEO of People Matters.

Together, they explored how HR leaders can foster a people-first workplace culture while placing people at the heart of innovation.

Key quality of HR leaders fostering people-centric innovation

The session started with a key question: What should be the most crucial quality of HR leaders to drive people-centric innovation in their organisation? The answers included resilience, authenticity, transparency, empathy, and more.

Michelle underlined, “HR professionals are expected to always bring a level of passive compassion, act as a strategic business partner, and more. But if I had to pick two key words, they’d be people-centricity and innovation. Although they seem like simple words, balancing them isn’t easy. They represent the competing priorities most organisations face today. We’re focused on people, we’re focused on innovation, and we’re absolutely expected to deliver results. For HR, especially in retail, this balance is even harder to strike. It’s a tough role, complex and constantly evolving. In the Philippines, where access to advanced technology isn’t as widespread as in first-world countries, there’s extra pressure to meet global standards and expectations with local limitations. That’s why I think the most essential trait we need to develop is courage. Being in HR requires courage to speak up about what’s necessary to help our business succeed, to guide leaders toward new ways of thinking, and to inspire people to innovate.”

Alpha shared, “One of the core skills for HR is – tenacity or resiliency. It’s both a strength and a challenge. It means we’re prepared to show up every day, to keep pushing forward and maintain our voice in the room, even when it feels like we’re constantly in a cycle of fighting to be heard. We saw this during the pandemic when no one had a roadmap, yet we were there, leading and navigating through uncertainty. And then, in the post-pandemic era, it’s back to pushing, challenging, and balancing those love-hate dynamics with the C-suite. But while resiliency is crucial, it also has its downsides. Constantly being in “fight” mode can sometimes mean we’re just reacting, instead of stepping back to consider a proactive, forward-thinking approach. How do we get ahead of these challenges so we aren’t always fighting the same battles? How can we start thinking like a business, anticipating needs rather than reacting to them? That’s often the critique we get—that HR isn’t aligned with the business. I disagree. The pandemic showed us that everyone was in uncharted territory. It levelled the playing field, revealing that no one truly had all the answers. So, yes, resilience is key, but so is evolving beyond it to become more proactive and strategic.”

Building on Alpha’s thoughts, Robert underlined, “I believe that what makes HR’s work impactful is having a deep business acumen. It’s not just about understanding HR—it’s about knowing the business inside and out, understanding how it operates so that we, as HR professionals, can provide real, strategic support. Ideally, HR leaders should operate almost like general managers who just happen to specialise in HR. Our competencies, our skills, should be on par with the rest of the leadership team. When we have that alignment, we can speak the same language as other leaders, support their business goals, and truly contribute to driving the organisation forward.”

HRs combating resistance to change.. 

Balancing economic and social goals is critical, too, but it often meets resistance to change, how can HRs overcome this? 

Robert answers, “The ideal solution is likely a combination of approaches, but a major factor here is addressing skill gaps in the workforce. We often say that graduates aren’t coming in with the skills we need for the job, which either leads to them not getting hired or requiring a lot of additional training. But what if schools were more in tune with the specific skills needed in the workplace and could develop those from the start.”

Alpha emphasised, “Resistance to change is always a challenge, especially when it comes to people-centric innovation. The thing with innovation is that it inherently involves change, and doing the same thing while expecting different results is simply unrealistic. But resistance often stems from fear—the fear of the unknown. Will this new approach actually work? How will it affect me? What’s in it for me? As HR professionals, we’re constantly trying to address those concerns. The key is to focus on the purpose and relevance of the change for the workforce. We need to ask ourselves: How does this benefit our employees? How is it impactful to them? When we can answer those questions clearly and make the change meaningful, the resistance tends to lessen. However, the fear of the unknown will always remain to some extent, especially when pushing forward with a more people-centric approach to innovation.”

Michelle added, “I think there are three key things to consider when driving change:

• First, it's all about mindset—the mindset of employees, leaders, and even our clients. Mindset shapes how people think, decide, and believe. If we see resistance to change, it's important to ask: why are people resisting? Often, it’s a deeper mindset or belief that’s driving that behaviour. 
• The second is leadership. If leaders at the top are genuinely convinced about the need for innovation and are actively driving it, people are more likely to follow suit. When leadership embraces people-centric innovation, it becomes easier for the rest of the organisation to adopt and support it.
• The third consideration is looking beyond the organisation, specifically at the country level. In the Philippines, there’s a need to examine how our infrastructure, government support systems, and regulations are helping or hindering innovation. Are they enabling progress and helping organisations and individuals embrace change? This external support is crucial for fostering an environment where innovation can thrive.”

HRs: the true architects of people-centric innovation at workplaces 

How are HRs approaching change differently, and how can they engage employees to play an active role in the process?

Robert answered, “I think what really works is going back to the mindset of what’s in it for them—or what’s in it for me. When we promote something within the company, we often highlight tangible benefits like higher salaries, special allowances, or incentives. These are things people can clearly see as rewards. But beyond that, it’s about understanding what truly motivates them on a deeper level. What makes it necessary for them to embrace the change? It’s about connecting the change to something meaningful for them, beyond just the financial incentives.

Michelle added, “As we discuss the economy, we must recognise that one of the Philippines' greatest resources is our people. Filipinos are known for their performance, client relations, and care for others, but with rapid digital innovation, we face a pressing question: Is being customer-oriented enough to stay competitive? How prepared are Filipinos to compete globally, particularly in digital skills? This ties back to our education system, where there are gaps, especially in science and technology. The shift to the K-12 program coincided with the pandemic, causing a decline in students entering higher education. As someone in recruitment, you can likely see how challenging it is to find skilled talent.

As corporate leaders, we play a key role in addressing this. By investing in learning, development, and upskilling within our organisations, we can help build a stronger, more competitive workforce, ready to thrive in the digital economy.”

Looking at the bigger picture.. 

Alpha highlights, “When we get paid, what’s the first thing we usually do? Most likely, we check credits, pay for bills, cover essentials—and unfortunately, insurance often takes a backseat. But here's where we all have something in common: all the companies represented here (GCash, HomeCredit and Sun Life Insurance) are committed to financial literacy and awareness. At Home Credit, it’s not just about offering products, but about taking responsibility for how people manage them. When we approve loans, we understand the risks involved, but our goal is to help customers manage those risks and be financially responsible. We can process loans quickly, but without guiding people toward responsible financial decisions, we miss the mark. At the end of the day, we want to contribute to a broader economy and community by helping people improve their financial literacy, one step at a time. Our goal is not only to help them manage their finances, but also to encourage responsible spending. It’s all about building a sustainable, informed financial ecosystem that benefits everyone, and that’s the bigger picture we’re working towards.”

Robert also added, “I believe one way we can contribute to the economy is by helping employees understand their role in the Philippines' growth. When we align with our purpose, vision, and values, we see how important financial inclusion is. Just five years ago, only 26 per cent of Filipinos had bank accounts, but now that number has risen to 65 per cent. Platforms like GCash have played a big part in that. Our next challenge is helping people plan for retirement, as many Filipinos can expect to live 20 years after they retire. We’ve already issued 26 million insurance policies, making coverage more affordable and accessible. By partnering with platforms like GCash, we’re bringing financial products within reach for everyone. As leaders, it's crucial for us to show our employees that their financial well-being ties directly to the country's growth. Financial literacy and inclusion are key to helping Filipinos participate in the nation's economic progress.”

Key focus areas for HRs leading people-centric innovation 

Robert underlined, “From the very start, we've been talking about the importance of skill building. For us, as a tech company, one key skill is helping our employees—especially our team leaders—understand how to scale up effectively. Looking back at the pandemic, GCash really gained popularity during that time, and it’s a great example of how quickly things can change and grow. Understanding how to scale, adapt, and innovate in response to these shifts is crucial for our success moving forward.”

Michelle shared, “Social skills have been a big challenge, especially since many employees spent the past three years working from home. For some, those skills just aren’t there anymore. After a few months on the job, they find themselves overwhelmed, struggling with stress, and facing mental health issues. It’s hard to pinpoint exactly what kind of mental wellness struggles they might have—it's not always easy to see.”

Alpha emphasised, “As leaders in a large organisation, we have the power to make a significant impact. If we do our job well in HR—supporting, guiding, and nurturing—we can help these employees regain their balance and thrive in the workplace again. The effect of our work can be profound. It's about ensuring our leaders remain compassionate and build an ecosystem of support. But what exactly is an ecosystem? It’s a space where everyone pushes each other to grow, share ideas, and offer help when needed. In an effective ecosystem, people bring up different topics, offer fresh perspectives, and work together to create an environment where everyone thrives. That’s how we can foster a culture of collaboration and support, and that's how we keep moving forward together.”