FAST Logistics Group

Pierre Monserrate is a seasoned HR professional with over 30 years of experience spanning all facets of human resources. His career has taken him across multiple markets, working with both local and multinational corporations.

Highlights of his extensive experience include leading HR at major organizations such as Purefoods Corporation, where he oversaw HR for their poultry, livestock and feeds businesses and San Miguel Corporation, where he managed regional expansion and international HR operations. Monserrate also served as Head of HR, South Asia, for Diageo Plc, which included a six-year period living and working in Australia with Diageo Australia and AMP Investors.  He then returned to the Philippines to lead HR and serve as a Board Member for Philip Morris Philippines (PMFTC). 

Following this, he served as Chief HR Officer at East West Banking Corporation.  In addition to his corporate roles, Mr. Monserrate founded and continues to lead tHRive Consultancy Corporation.  Currently, he also serves as Chief HR Advisor at Fast Logistics Group, where he leads the Group HR function, including their Learning Center, which provides both technical and behavioral training programs to their 13,000 employees and external clients.  His team at Fast Logistics comprises over 100 HR professionals. 

Through this article, Monserrate emphasizes the importance of adapting HR practices to specific market nuances and cultural contexts, underscoring the value of mentorship, coaching and data-driven decision-making to create impactful, sustainable HR strategies.

Unlock Global Potential: Adapting HR for International Markets

My global exposure has provided me with a broader perspective on how businesses are run across various markets. There are market nuances, barriers to entry, governance, compliance, HR practices, cultural aspects and historical differences that shape the way I approach HR management. This exposure has taught me how to adapt and apply practices that work well in specific regions while keeping the business’s goals in mind. It has deepened my understanding of the complexities involved and allowed me to tailor strategies based on the region’s specific needs and challenges.

Beyond Formal Training: The 10-20-70 Model in Action

I follow the 10-20-70 model of learning, where 10 percent of learning is through formal programs, 20 percent through others (coaching and mentoring) and 70 percent through actual on-the-job application. I believe that coaching and mentoring are key components of leadership development. These experiences were pivotal in shaping my professional journey and I now apply them in my leadership approach.

I’ve had four influential mentors who shaped my growth. Now, I prioritize coaching others, teaching key principles like curiosity, asking insightful questions and having authentic conversations. Organizations that embrace these practices often see higher engagement, improved productivity and lower attrition rates.

Diagnosing Needs, Driving Results: HR as a Strategic Business Partner

The key to aligning HR strategies with business goals is being involved from the start. Understanding the company’s vision, mission, values, direction and strategic objectives is essential. I make sure to gain clarity by asking the right questions, particularly around the competencies needed to achieve these goals, the systems and structures in place and the business’s pain points. By diagnosing the situation, I’m able to create a focused HR strategy.

“HR professionals must understand the language of the business, which is numbers. Learn to analyze data and tell a compelling story with it to influence decisions.”

Some organizations tend to jump straight into programmatic solutions without first diagnosing the needs. By identifying what we want to achieve and recognizing the business challenges, I can determine the best HR interventions needed. Once the strategy is in place, it’s about translating those strategies into actionable plans, executing them, monitoring progress and making necessary adjustments. It’s an ongoing process of refinement to ensure the HR function supports the company’s evolution.

Back to Basics: A Foundational Approach to HR in Changing Times

I wouldn’t describe my approach as particularly “innovative,” but more as “foundational” and practical. I find that focusing on the basics and ensuring strong HR fundamentals often leads to more sustainable results. In rapidly changing business environments, many people try to implement solutions that worked in the past, but these often don’t fit the current context. This is why diagnosing the situation thoroughly is so critical.

For example, during my time in Australia with a previous company, employee engagement was a key metric in leadership performance appraisals. The Australian team’s engagement score was lower compared to other regions, so I was tasked with increasing it. Upon arriving, I spent time understanding the local culture, getting to know the people and uncovering insights. I then used this knowledge to shift the mindset of the leadership team. I asked them if their intention was to engage ALL of their employees or just aim for the 80% targets? Obviously, their answer was "ALL", which means 100%.

Words of Wisdom: Level Up Your HR Career for the Evolving Business World

Here are a few pieces of advice I would give to upcoming professionals:

● Understand first: Be curious, ask questions and listen empathically. A true understanding of the business and its people is vital.

● Find your purpose: Ask yourself why you’re in HR and ensure that it aligns with your life’s purpose. When you are clear on your purpose, you will find more fulfillment and be more effective in your role.

● Commit to lifelong learning: No matter your age or level of experience, never stop learning. Seek out mentors and coaches to help guide you.

● Strive for transformation: Don’t limit yourself to transactional work. Find ways to add value and become transformational.

● Understand the business: HR professionals must understand the language of the business, which is numbers. Learn to analyze data and tell a compelling story with it to influence decisions.

● Adapt and be situational: The “one size fits all” approach doesn’t work in HR. Adaptability is key.

● Focus on leadership values: Ensure that the leaders in your organization align with the company’s values. This is crucial when it comes to hiring, leading and sustaining an effective organizational culture.

● Embrace failure: The most successful individuals have often failed the most. Resilience and persistence are key to long-term success.

● Enjoy the journey: It’s a marathon, not a sprint. While there are periods of intense effort, it’s important to pace yourself for long-term success.

These insights have guided me throughout my career and I hope they will be helpful to others looking to make a significant impact in HR.