From Firefighting to Forecasting Repositioning HR from reactive administrator to strategic business partner
Executive Summary
A large logistics and warehousing company operating across Luzon had been experiencing serious productivity issues. Absenteeism was rising, turnover in critical roles was at 37%, and line supervisors lacked consistent performance feedback tools. The company’s HR department, once purely administrative, was being asked to take a more strategic role—but lacked the frameworks, data insights, and executive-level buy-in to lead change.
Circa Logica Group’s Strategic Consulting team was engaged to conduct an HR transformation intervention—aimed at aligning people strategies with business objectives, improving workforce analytics, and reengineering the HR team’s role in organizational success.
We began with a full People Strategy Audit, involving:
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HR capability assessment across six dimensions (structure, systems, skills, metrics, mindset, and stakeholder relationships)
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Review of HR’s involvement in business planning and operational KPIs
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Deep-dive interviews with 22 internal stakeholders across HR, Operations, and the Executive Team
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Workforce analytics review (3 years’ worth of turnover, attendance, and promotion data)
Key findings:
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91% of HR time spent on admin tasks
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No formal workforce planning process in place
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Lack of HR metrics being tracked and reported to leadership
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Talent development decisions based on anecdotal inputs, not data
CLG developed and implemented a 6-month Strategic HR Realignment Program:
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HR Business Partnering Model:
Introduced HRBPs to embed in operations; defined roles and KPIs; conducted 3-week upskilling for HR officers -
Workforce Planning Framework:
Co-created annual manpower planning tools tied to business goals; trained line managers to co-own headcount forecasting -
HR Metrics Dashboard:
Rolled out monthly HR reports for EXCOM review, including attrition, time-to-fill, productivity by role, and employee engagement scores -
Leadership Alignment Workshops:
Conducted sessions with department heads to reposition HR as a strategic enabler, not just an admin function
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Absenteeism decreased by 21% within 4 months
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Line manager satisfaction with HR support increased from 48% to 87%
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Quarterly business reviews now include HR scorecards as standard
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HR officers reported a 3x increase in strategic planning involvement
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Turnover reduced to 24% within 6 months — still above target, but trending in the right direction
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Company is now replicating the model in Visayas operations
