Integrative action research on initiating human capital improvement in Hernandez Village Association

• Main Author: Bocaling, Daniel A
• Format: text
• Language: English
• Published: Animo Repository 2021
• Subjects: Homeowners' associations > Employees—Training of; Customer services; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etdm_manorg/15; https://animorepository.dlsu.edu.ph/context/etdm_manorg/article/1030/viewcontent/Bocaling2.pdf
• Institution: De La Salle University

Hernandez Village Association (HVA) has been receiving a lot of complaints from dissatisfied Hernandez Village residents that their village services are slow and they do not like the way that HVA employees are servicing them. To help improve the organization resolve these issues, an Action Research was conducted with a goal to eventually to eventually delight the stakeholders. The Action Research has defined the issue as that HVA has a gap in meeting customer expectations and how to address it. The first cycle involves raising the awareness of the Section Heads to the need of Human Capital Improvement. This was done through a business planning session. By going through the business planning session the Section Heads were given the opportunity to talk amongst themselves in what plans they want to implement for Hernandez Village to help improve the community. A common element that they agreed on that they HVA has a problem when it comes to customer servicing. They identified that the employees don’t have the right skills when it comes to handling the HV residents or made any attempts to rectify it. This made them realize that there is value in Human Capital Improvement in where a well prepared and equipped workforce can offer better service to their customers. The result in the end is that Section Heads were able to craft a business plan which included to improve Human Capital Improvement as one of their goals in an effort to professionalize the organization. The Board of Governors agreed with the proposal to improve HVA’s Human Capital. With this in mind, the management and the Section Heads came together that the Customer handling gap needs to be addressed. The second cycle focuses on the how to address the Customer handling skills of HVA. The team looked into training to improve the skills of the current employees. A Training Needs Assessment (TNA) was conducted on the employees to find out the what skills needed to be addressed. From the skills that were identified, a training plan was crafted by the team to address the skill gap through learning and training. A Training schedule was crafted by the team that the employees will take in the succeeding months in order to close the gap within the rank and file. This training schedule will also form as the foundation of all future trainings of HVA.