How Are We Taking Care
of Our Workforce?

Highlights and Key Takeaways from GrowthLab #34

15 OCTOBER 2020

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Our community of practice is all about learning from each other and then applying these lessons and these practices to your own business cases. Targeting specific 100H Launchpad Hurdles allows you to identify the issues you need to address by providing more clarity and focus on the whats, the hows, and the whys that are relevant in reaching your next level breakthrough. We used Hurdles 1-6 in today’s potluck session to help our guest come up with ideas on how to better take care of his workforce. Think about your own business case, think about the struggles you and your team are having, and see which of these hurdles best apply to you. No matter how challenging your own business cases may be and even if you might not know what to do, these hurdles can steer you in the right direction. 

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Fun in the New Normal

Antonio “Ton” Lagnada III Director for Talent Management, Tom’s World Philippines

Breakthrough: Provide opportunities for our employees in order to thrive in the New Normal

Our serving starts at 20:24

Tom’s World is in the entertainment/amusement park industry. We’ve had a difficult time given the pandemic because our customers are no longer allowed to go to our amusement parks which are located in various malls.  We have had to implement cost efficiency measures in order to better balance our savings and revenue, and insure our workforce that they will be okay.

I proposed to the executives and top management to implement temporary lay offs and work with a skeletal workforce. Unfortunately, we also had to consider retrenching some of our employees. Upon doing so, I myself had to look into legalities, and studied how these processes would impact our people. The top management has been open to the idea, but we didn’t jump straight into removing people, because we believe in the value of our workforce.

In implementing our temporary lay offs, the challenge was to figure out who exactly we would lay off. The bulk of our workforce is in operations which I am not directly involved with. I met with team leaders to emphasize that HR functions don’t stop with the HR department – once you are a leader and a people manager, you have that HR function in identifying who to lay off.

So we implemented these measures in compliance with the labor code of the Philippines and guidelines set by DTI. 100 employees have been temporarily laid off based on parameters such as job task, performance, and disciplinary action levels. Some of these employees volunteered to be laid off. Throughout the process, team leaders were responsible for the decisions made in their respective departments. We feel like the severance package we offered to these 100 employees was not enough because people don’t just need money, they need deeper connections and better opportunities, especially right now. We need to look out for the welfare of all our employees.



Taking care of our people not only means providing them with the basic needs through ayuda, monetary support, and loans. But rather, to be really empathetic in these trying times is to provide them with opportunities to help themselves through education and entrepreneurship assistance.


The New Normal is a self-explanatory phrase – nothing will be the same. So why should we limit ourselves to just being employees? Now more than ever is a great opportunity to try out entrepreneurial endeavors. 


Taking care of our stakeholders, identified in this session as the employees, at a whole new level is my KTA for this session. It is not just about being concerned about their physical and mental health during this pandemic but also hearing their ideas on how to move the organization or their company forward so it can easily adapt to the future of work.


Teaching or giving employees advice can help. Try to give them enlightenment in life. All of us has its ups and downs and being at the bottom doesn’t mean your life is over. Think of it as a restart or the beginning of your story.

Mark Oneal

We think that our ideas are unique. But chances are, someone has already thought about it. What we need is not to focus on ideation, but to keep on focusing on the problem of our stakeholder — keep digging deeper, keep asking questions that will unearth answers that will push our ideas to become the next Air BNB, Uber or Apple.



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