Honoring Seniority, Valuing Competency: A Human Perspective on Advancement Practices

 Joseph Darren P. Lacanlale

Investor-Servicing Division
Ilocos Norte Trade, Investment and Promotions Office (INvest Office)

Abstract

In the context of the Public Sector in the Province of Ilocos Norte, this article explored the Pandora’s box between seniority and competency as a basis for advancement. Coming from firsthand experience as an Investment Officer under the Investor-Servicing Division of the Provincial Government of Ilocos Norte (PGIN), the study offers a narrative and personal proof confined to the reality of work involving investor facilitation, business permitting, and international trade missions. The article highlights how investor servicing work requires not only know-how, but high levels of technical skill and adaptability. Finding the harmony between seniority and competency tends to be the most effective means of improving advancements and investor servicing, based on recent practices of both the public sector and private sector in HR management. The study comes to the conclusion that developing professionalism, building investor confidence, and increasing provincial economic development all depend on a harmony of seniority-competency advancement practice.

Keywords: seniority, competency, advancement, public administration, local government, investment promotion, Ilocos Norte, trade missions, ease of doing business, Provincial Government, Local Government UnitHonoring Seniority, Valuing Competency: A Human Perspective on Advancement Practices

Introduction

Advancement Practices in the public sector have relied on seniority as an indicator of loyalty, experience, and the office’s ability to continue functioning even with changes in staff or leadership (Kim, 2010). In the Philippines, this culture remains deeply rooted in the public sector culture. However, with the evolving governance and dynamic changes in administrations, there is a need for adapting to the technological advancements, and difficult economic situations require greater emphasis on on-the-ground decision-making, individual competency than only seniority (Brillantes & Fernandez, 2011).

Working in the INVEST Office of the Provincial Government of Ilocos Norte, particularly under the Investor-Servicing Division, has offered a window into this issue. Our division facilitates investor entry and plenipotentiaries into the province, assisting companies with business-to-business (B2B) events, data gathering, site validation, regulatory requirements, and ease-of-doing-business coordination between Local Government Units (LGUs). This role places us at the middle-man of bureaucratic procedures and private sector expectations, making the question of seniority versus competency highly relevant and necessary to delve into. Specifically, this article aims to:

(1) analyze the role of seniority in ensuring stability, continuity, and institutional knowledge in public-sector operations;

(2) examine how competency influences effectiveness in investor-servicing and investment promotion work; and

(3) argue for a structured advancement framework that integrates both seniority and competency to improve professionalism, investor confidence, and local/provincial level economic development outcomes.

 

By drawing on public sector articles and my own experiences in the investor-servicing division, this study offers a glimpse at advancement practices from a staff-centered perspective. The article shows that finding the harmony between seniority and competency is not only just but also helps the office meet the real demands of running a modern local government, addressing the dynamic and complex world of investor-servicing situations we face.

The Role of Seniority in the Public Sector

Seniority plays an important role in the workplace, especially in the public sector, where political administration cycles, administrative turnover, and unexpected challenges can disrupt work. Studies show that in the public sector, the long-serving employees often hold crucial know-how that enables consistent work delivery and decision-making (Rainey, 2014).

In the Provincial Government of Ilocos Norte, senior staff often recall historical challenges, previous investor engagements, and/or long-standing regulatory requirements. These experiences help newer employees like me, especially when each investor has their own tailored requirement; identifying suitable sites for investors requiring minimum lot sizes, access to water bodies, or proximity to NGCP substations, depending on the investor’s requirement. This knowledge and experience are not easily replaced, and they anchor the stability of the office’s operations in investor servicing.

However, the question emerges: is seniority alone enough for advancement in roles that require technical precision, economic understanding, and field adaptivity?

Competency as a Significant Factor Influencing Advancement in Investor Servicing Effectiveness

While seniority ensures operations in the office run smoothly, competency drives performance, initiative, and adaptability, especially in technical positions. Studies show that merit-driven approaches to advancement improve efficiency, accountability, and motivation in the public sector (de Guzman & Reforma, 1993; OECD, 2017).

Ilocos Norte Trade and Investment Promotions Office requires a high level of competency, including:

●     Technical skills, such as producing executive briefers, preparing industry profiles, and decoding the investors' expressed statements and their underlying intentions;

●     Regulatory knowledge, especially for permits, zoning classifications (such as those under the Philippine Economic Zone Authority [PEZA]), land conversion to agricultural, tourism or renewable energy, and DENR compliance;

●     Communication and diplomacy, essential during the facilitation of investor roadshows, investor-servicing, and trade missions;

●     Field adaptability, especially during site tours where investors inquire about land elevation, logistics access, considerations, and specific industry-related.

For example, during one investor visit, the team was asked to confirm whether an identified site in Paoay was within the seismic risk zone and whether it was near tourism-protected areas. The ability to respond quickly, coordinate with local government units, and communicate effectively influences the investor’s confidence.

Competency, therefore, becomes a tangible and measurable instrument for the advancement of investment officers, especially those under the Investor-Servicing Division.

Narrative Account: Work in the Investor Servicing Division

Investor Tours and Identified Sites Assessments

Most locators provide specific requirements, including minimum hectare size, environmental conditions, exposure to seismic hazards, and proximity to substations or coastal areas. As investment officers, we accompany them throughout Ilocos Norte to validate identified sites. These site tours require not only familiarity with the province but also the ability to provide immediate and accurate information.

Business Permitting and Ease of Doing Business

Our division assists investors through the complex permitting system of the Local Government Units (LGUs), Sangguniang Panlalawigan, and Barangays/Host Communities. Coordination with the LGUs, the relevant Provincial Offices, and National Government Agencies is critical. Even minor errors or delays can negatively affect Ilocos Norte’s image as an investment-friendly province, highlighting competency as an essential trait.

Hawaii Trade Mission Experience

One of the most recent major activities was the Hawaii Trade Mission, where the Filipino Chamber of Commerce, Inc. of Hawaii visited Ilocos Norte. The Provincial Government of Ilocos Norte hosted a business symposium highlighting investment opportunities. Preparing presentations, compiling investment briefers, and responding to inquiries required a combination of technical and soft skills. Events, as mentioned, show how competency directly contributes to successful economic development.

Seniority and Competency: Toward a Balanced Advancement Practice

Empirical studies highlight that hybrid promotion systems, which integrate seniority and competency, enhance the perceptions of fairness and organizational effectiveness (Nigro & Kellough, 2014). A balanced system may include:

●        Seniority as a threshold for eligibility,

●        Competency-based performance evaluation,

●        Clear and transparent criteria,

●        Skills development programs,

●        Mentorship between senior and junior staff.

Such a practice aligns with global practices in modern public administration and supports the goals of local economic development.

Conclusion

The experience of working in the Investor-Servicing Division demonstrates that both seniority and competency play a critical role in the INvest Office. Seniority preserves know-how, insights, and standard operating procedures (SOPs). Competency, on the other hand, instills effectiveness, especially in fields like investor servicing that demand technical skills, adaptability, and initiative. Empirical evidence suggests that a balanced advancement practice offers the fairest and modern approach. Valuing competency and also honoring seniority, the Province of Ilocos Norte can strengthen its governance, improve investor servicing and confidence, and foster sustainable economic development.

References

Brillantes, A. B., Jr., & Fernandez, M. T. (2011). Good governance, reforms, and innovations in the Philippines. Public Administration and Development, 31(3), 240–251.

De Guzmán, R. P., & Reforma, M. A. (1993). Public administration in the Philippines: A reader. University of the Philippines Press.

Kim, S. (2010). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 31(1), 56–78.

Nigro, L. G., & Kellough, J. E. (2014). The new public personnel administration (7th ed.). Cengage Learning.

OECD. (2017). Public sector leadership for the 21st century. OECD Publishing.

Rainey, H. G. (2014). Understanding and managing public organizations (5th ed.). Jossey-Bass.

 

 

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Pay-Quality Imbalance: Ethical Challenges in Recruitment and Compensation

 Ina Louise L. Nicolas

Divine Word College of Laoag, Graduate School

Abstract

The article discusses the pay-quality imbalance, whereby employees' compensation does not match the quality or value of work they contribute. It analyzes the impact of incongruence between pay and performance on organizational efficiency, employee motivation, and retention. Among the causes underlined in the analysis, one could name such as outdated pay structures, misalignment with market trends, and subjective techniques of performance evaluation. The article goes on to elaborate on the far-reaching implications for company culture and competitiveness while proposing ways for bringing about a balanced compensation system that would equitably reward the quality of contribution, thereby ensuring long-term business outcomes.

Keywords:

Pay-quality imbalance; Compensation; Work quality; Organizational efficiency; Employee motivation; Retention; Company culture; Equitable rewards; Long-term business outcomes

 

Introduction

In today's competitive talent environment, many companies face the challenge of pay-quality imbalance, wherein pay is not well-matched with the quality of hires. This phenomenon may be seen as an issue where pay does not reflect skills, performance, or contribution fairly, especially within high-bar recruitment strategies aimed at selecting elite talent. This disconnect may have many consequences, including morale issues and retention risks, which pose ethical dilemmas in terms of general fairness and equity. For instance, the underpayment of high performers compared to their colleagues and/or market standards might raise concerns of inequity and injustice, and the potential for these employees to leave the organization. This is in addition to the possible introduction and perpetuation of gender and/or racial imbalances in payment and their association and relationship to societal imbalances. The challenges in this area and its solutions require an understanding of the ethical frameworks, including principles of distributive justice and stakeholder theory, to guarantee that the organization attracts and retains employees as well as practices what is considered moral in the increasingly monitored business environment.

Addressing these issues delves deeply into the ethical challenges posed by pay-quality imbalances in recruitment and compensation practices, where compensation often fails to adequately reflect employee skills, performance, and contributions. By analyzing this disconnect, particularly in high-stakes, competitive talent markets, the paper aims to highlight the broader implications for organizational fairness, equity, and sustainability.

 

Pay-Quality Imbalance

Pay-quality imbalance is caused by many factors. Often, budgetary constraints restrict the degree to which organizations can compensate high performers selected through tough merit-based standards, causing raises or offers to be spread thin across employees. This dilutes incentives, perhaps not attracting or retaining the best talent. According to the Indeed Editorial Team (2025), offering merit-based pay can help a company attract confident talent, and when employees know there are financial rewards for quality work, they are more likely to self-motivate. Subjective evaluations of performance and biases further exacerbate this issue, causing variable pay practices wherein in-group favoritism or stereotypes undervalue high-quality candidates from underrepresented groups. Moreover, some schemes link remuneration packages to perceived potential, not actual achievement, leading to discord between actual quality and reward received.    

Pay-quality imbalance has extensive ethical repercussions. Being underpaid compared to high-quality hires may be seen as exploitative and will result in dissatisfaction, reduced engagement, and increased turnover. On the other hand, overpayment due to social factors or biased decisions with less-qualified employees undermines organizational fairness and creates resentment. This imbalance not only diminishes workforce morale but can also damage a company's reputation and culture. Employees who feel undervalued and unfairly compensated are more likely to experience low morale, decreased productivity, and a lack of loyalty toward the organization to Abhishek Gill (2023). It obstructs the goal of meritocratic recruitment and pay structures by fostering inequity rather than true reward for skill and contribution.

Where pay needs to be balanced against quality, transparent and objective compensation models are the requirement. Common pay scales grounded on quantifiable competencies and performance can better align pay with employee quality. Frequent pay audits and bias training support equity and minimize discriminatory gaps. Employers should utilize a clear and transparent pay system that is based on objective criteria, and compensation should be reviewed regularly to ensure that it is fair and equitable (The Team at Working IDEAL, 2024). Hybrid models linking individual merit to team or enterprise-level outcomes provide another way to achieve distributive equity while maintaining motivation. More than ever, leaders have a responsibility to set ethical frameworks that drive fairness with excellence in a manner that creates trust, engagement, and long-term success.

 

Conclusion

 

Pay-quality imbalance points to the deep-seated ethical and practical difficulties that corporations have in relating compensation to talent quality, even when their bars for recruiting are high. How to bridge this gap by embracing open, fair, and non-discriminatory compensatory policies is where meritocratic culture, inclusion, and retention or attraction of the best talents come in. By focusing on fair pay aligned with demonstrated contribution, organizations can enhance morale, performance, and their ethical standing in the workforce.

To achieve this, it is imperative for organizations to ensure a transparent compensation package, where salaries are linked to a performance index. To eliminate disparities in the compensation review process, organizations should invest in compensation audits. Organizations that lead this charge will not only attract top global talent but also build resilient, innovative teams that drive sustainable success in an increasingly competitive landscape.

References:

Abhisbek G. (2023). The Ethical Dilemma of Hiring People with Lower Salaries:

A Comparison of Company Compensation and Exploitation of Candidates. https://www.linkedin.com/pulse/ethical-dilemma-hiring-people-lower-salaries-comparison-abhishek-gill

Kulal, A. (March 2020). Ethical Issues in Recruitment, Selection, and its Impact on

Job Satisfaction Study with Reference to the Permanent Teachers of Government First Grade Colleges in Dakshina Kannada District. Deeksha-Bi-Annual Peer Reviewed Journal of Social Work, Volume-18, November-I, 12-17. ssrn_id3841503_code2740112.pdf 

Hina Chauhan et. al. (2025). Ethical Issues in HRM – Balancing Organizational

Goals with Employee Rights. Quest Journals Journal of Research in Humanities and Social Science Volume 13 ~ Issue 3 (2025) pp: 116-121. https://www.questjournals.org/jrhss/papers/vol13-issue3/1303116121.pdf

Indeed Editorial Team (2025) Merit Pay: Definition, Advantages and Disadvantages.

https://www.indeed.com/career-advice/pay-salary/merit-pay

Hi Bob, Inc. (2025). What is a merit increase and how does it work? 

https://www.hibob.com/hr-glossary/merit-increase/

Alexandra Hennessy et. al. (2024) Merit recruitment, professional advancement

opportunitie,s and prosocial rule-breaking among public servants in Greece. Socio-Economic Review, Volume 23, Issue 3, July 2025, Pages 1361–1382.  https://academic.oup.com/ser/article/23/3/1361/7769692 

Debbie Edokpolo, MSW. (2025) Rethinking Hiring: What the Return to Merit Means

for Employers (Organizations). https://www.rvphtc.org/2025/05/22/rethinking-hiring-what-the-return-to-merit-means-for-employers-organizations/

Varnit Singhal et.al. (2025) Meritocracy in Hiring: Combating Corruption and

Fostering Ethical Workforce Practices

The Team at Working IDEAL (2024) Rethinking “Merit” Increases: How Pay for

Performance Can Perpetuate Bias and Fail to Reward Merit. Pay Equity. https://www.workingideal.com/rethinking-merit-increases-how-pay-for-performance-can-perpetuate-bias-and-fail-to-reward-merit/

 

 

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Employment Discrimination Law

 Keneth Jhon D. Uy

Divine Word College of Laoag

Abstract:

This article analyzes employment discrimination law in the Philippines. The law prohibits discrimination based on protected characteristics, such as sex, age, marital status, disability, and single motherhood, in employment, terms, conditions, promotion, and termination. The primary legal safeguards are found in the Labor Code, relevant Republic Acts, and independent legislation. Employers found in violation may be subject to fines, imprisonment, or both.

Keywords: Sex Discrimination (RA 6725, 1989), Age Discrimination (RA 10911, 2016), Sexual Harassment (RA 7877, 1995), Magna Carta of Women (RA 9710), Sex-Based Discrimination, Workplace Discrimination

Introduction.

Research on Philippine anti-discrimination laws focuses on advancing workplace equality by ensuring every employee's right to fair treatment. The legislative framework in the Philippines offers robust protection against workplace discrimination. The provisions of the Philippine Labor Code are fundamental to regulating labor standards, defining employer obligations, and safeguarding workers' rights. The Code serves several key purposes: protecting worker rights, promoting industrial peace, ensuring compliance and accountability, supporting economic development, and addressing social justice. The Labor Code, also known as Presidential Decree No. 442, was enacted in 1974 and has been amended to adapt to labor market changes. It consolidates labor and social laws to protect workers, promote employment, and maintain industrial peace. The Code establishes regulations for employment practices, working conditions, employee benefits, and the organization of labor unions and collective bargaining. Its key provisions address working conditions, employment standards, labor relations, recruitment and placement, and the goal of full employment.

Recruitment and Placement.

Only Filipino citizens or corporations, partnerships, or entities in which Filipino citizens own and control at least 75% of the authorized and voting capital stock are allowed to participate in recruitment and placement activities, locally or abroad. If an organization wishes to bring in foreign workers, it must first obtain an employment permit from the Department of Labor and Employment (DOLE). Learn more about work permits in the Philippines. Companies looking to hire foreign workers must collaborate with licensed organizations, and government oversight is necessary for both domestic and foreign placements to ensure ethical and lawful behavior. Included five regulations and requirements: Authorized entities, Filipino ownership, Licensing and bonding, Prohibition of direct hires, and Contract verification. Conditions of Employment cover many aspects of being employed in the country. Below are some of the key provisions: 8provision conditions of employment: working Hours, Meal Periods, Rest Periods, Paid Holiday, and Wage/Salary.

Condition	Compensation Adjustment
When clinical personnel who, due to Demand or urgency, needs to work 6 days or 48 hours a week instead of 5 days or 40 hours	Rate for the 6th day = Regular daily pay + 30%
Overtime hours, beyond 8 hours daily	Overtime rate = Regular hourly wage x 125%
Overtime hours, beyond 8 hours during a holiday	Overtime rate = Rate of the first eight hours on a            holiday or rest day x 130%
Working night shift, between 10:00 PM and 6:00 AM	Nightshift rate = Regular hourly rate x 110%
Working on a holiday	Regular daily rate x 200%
Working on a holiday when it’s also the scheduled rest day	(Regular wage x 200%) + 30% thereof

Republic Act No. 11058 (RA 11058), known as the Occupational Safety and Health (OSH) Law, mandates that businesses in the Philippines provide a safe workplace. The law requires adherence to OSH standards, maintenance of a hazard-free environment, provision of safety training, communication of potential hazards, and supply of personal protective equipment. Employer obligations include ensuring a safe environment, providing information and training, supplying necessary equipment, maintaining compliance, encouraging worker participation, preparing for emergencies, and offering health insurance.

Sex Discrimination, Age Discrimination, Sexual Harassment

Discrimination is defined as unfavorable treatment based on sex, gender identity, or pregnancy. Sexual harassment, considered a form of sex discrimination, involves unwelcome sexual advances or conduct under Philippine law. Both sex discrimination and sexual harassment negatively affect employee well-being. Disciplinary actions, such as temporary suspension, may be imposed on offenders.

To prevent age discrimination, employers are advised not to inquire about an applicant's age or birthdate during interviews. The focus should remain on evaluating the applicant's skills and qualifications.

Conclusion:

Job discrimination remains a significant barrier to workplace equity and productivity. The enforcement of robust anti-discrimination policies, promotion of diversity, and implementation of fair employment practices enable organizations to foster a more inclusive and ethical work environment. Both employers and employees must remain informed and proactive in addressing job discrimination to ensure fairness and equal opportunities for all.

Personal reflection: Avoiding intrusive questions about employees is essential to maintaining workplace productivity and equity. Unfavorable treatment based on sex, gender identity, or pregnancy constitutes discrimination, while sexual harassment involves unwelcome advances or conduct as defined by law. Experiencing such scenarios in a supervisory role has negatively impacted my mental health.

 

Reference:

Thorat, S., &Attewell, P. (2007). The legacy of social exclusion: A correspondence study of job discrimination in India. Economic and political weekly, 4141-4145.https://www.jstor.org/stable/40276548

Magna Carta of Women (Republic Act 9710). Implementing Rules and Regulations.https://pcw.gov.ph/faq-republic-act-9710-the-magna-carta-of-women/

This Act, which is a consolidation of Senate Bill No. 1558 and House Bill No. 8794, was passed by the Senate of the Philippines and the House of Representatives on February 6, 2019.https://lawphil.net/statutes/repacts/ra2019/ra_11313_2019.html

Nacarv. Gallery Frames,716 Phil. 2Per J. Peralta, EnBanc].67 (2013). DARIO NACAR, PETITIONER,
vs. GALLERY FRAMES AND/OR FELIPE BORDEY, JR., RESPONDENTS. The LawPhil Project. https://lawphil.net/judjuris/juri2013/aug2013/gr_189871_2013.html

LABOR CODE, art. 294. Republic Act No. 10151 (2010) renumbered Article 279 of the Labor Code to Article 294. This was reiterated in DOLE Department Advisory No. 1, series of 2015.

 

Ethical responsibility of Philippine business Process Outsourcing (BPO) companies during disasters: Protecting Employees in Typhoons, Earthquakes, and Pandemics

 By JANELLA MARIE P. PASION

 Divine Word College of Laoag, Ilocos Norte, Philippines

Abstract

The Philippines' Business Process Outsourcing industry employs millions of workers whose livelihoods depend on the 24/7 global operations. But the Philippines is also one of the most disaster-prone countries, experiencing earthquakes, typhoons, floods, and pandemics. BPO employees often have to choose between their work and safety, or risk their livelihood by staying at home during such disasters, which is a challenging situation for them. This article explores how these BPO companies fulfill their ethical and social obligations to protect employees during such difficult times. Through case studies and industry reports, it addresses issues, identifies solutions, and offers suggestions for integrating employee welfare and disaster preparedness into business practices.

Keywords: Business Process Outsourcing (BPO), Employee Safety, Disaster Preparedness, Ethical Responsibility, Social Responsibility, Workplace Welfare, Disaster Resilience, Occupational Health, Philippines, Crisis Management

Introduction

Consider the scenario in which an employee wakes to rising floodwaters and heavy rainfall. A message from work requests that the employee log in, yet the office, located only a few kilometers away, is inaccessible due to submerged roads and damaged power lines. In such circumstances, the decision to report to work becomes fraught with risk.

For many Philippine BPO employees, this is the reality whenever a typhoon strikes.

Despite being a significant contributor to the Philippines’ economy, BPO employees are vulnerable. Many of them live in low-lying areas, commute long distances, and frequently work graveyard shifts. Disasters put people’s safety at risk. Due to obligations to global clients, companies are under pressure to maintain business continuity in the meantime.

What responsibilities do BPO companies have to their employees’ safety and well-being during emergencies? To what extent are these responsibilities met or disregarded? These are just some of the crucial questions raised by this conflict.

BPO Employees’ Reality During Disasters

Many BPO employees were still required to remain on site and return to work after the magnitude 6.9 earthquake struck Cebu on September 30, 2025, despite ongoing aftershocks and visible structural concerns. Employees from several companies reportedly claimed they were threatened with notices to explain and the potential loss of incentives if they refused to resume operations (Philippine Star, 2025).

The Department of Labor and Employment (DOLE) discovered an “imminent danger “in a BPO workplace and ordered a temporary suspension. The inspection discovered lapses in disaster preparedness, including violations of occupational safety standards due to the company’s lack of an updated emergency response plan, proper evacuation systems, and structural safety guarantees, which led the regulators to order a stoppage of operations until the company complies (SunStar Cebu, 2025).

Similar concerns arose when Typhoon Uwan caused widespread flooding, leaving many BPO employees stranded. They also reported that some companies still required on-site work reporting, and those who refused due to safety concerns faced the risk of disciplinary action or forced leave deductions. The BPO industry Employees Network (BIEN) raised concerns about fairness and ethical responsibility during disasters. (Philippine Star, 2025b).

These incidents showed the lived reality of many BPO employees during disasters. They are forced to choose between their personal safety and job security. The verified reports by the reputable news outlets showed systemic issues with the industry’s disaster response practices and the need to reinforce the urgency of improving employer accountability.

Ethical and Legal Obligations of BPO Companies

Republic Act 11058 emphasizes that employers in the Philippines are legally required to maintain workplaces free from hazards that may cause injury or death. This law also protects the employee’s right to refuse unsafe work, especially during disasters such as typhoons, earthquakes, and floods (RA 11058, 2018). These protections are crucial for BPO employees who often travel long distances and work late-night shifts because disasters can make office conditions and commuting unsafe.

News reports cite that some companies find it challenging to adhere to these regulations in real-life emergencies. An example is during the 2025 Cebu earthquake, when several BPO employees claimed they were pressured to return to work after the emergency, despite aftershocks and uninspected buildings.

A report from the Philippine Star shows that some employees claimed that if they choose safety over returning to work, they will receive notice-to-explain or NTR. Following an instance of discovering “imminent danger” in a BPO facility, the Department of Labor and Employment (DOLE) ordered a work stoppage, citing inadequate emergency plans and safety systems (SunStar Cebu, 2025).

It is an employer’s ethical responsibility to protect their employees’ welfare and dignity. It is against basic moral obligations to force employees to work under hazardous situations, such as entering buildings that have not yet been cleared for structural safety and traveling flooded roads. According to some labor organizations, some BPO companies still required on-site reporting during Typhoon Uwan, and those employees who refused were at risk of losing incentives and having to use their leave credits (Philippine Star, 2025b). These incidents show a gap between actual workplace practices and legal obligations.

Overall, BPO companies’ legal and ethical obligations are clear. Employee safety should be prioritized, or it must come first. Respecting employees’ right to refuse unsafe work, having clear disaster protocols, and providing flexible work arrangements are not only compliance issues; they are also signs of humane and responsible leadership in an industry that operates through all kinds of emergencies.

Recommended Practices for BPOs

BPO companies must place employee safety at the center of their operations, especially during disasters. This is to uphold their ethical responsibility. The following practices help ensure ethical and responsible responses during emergencies.

1.     To create a strong Disaster-Preparedness Plan and Business-Continuity Plan

BPO companies should have clear, well-communicated plans in place during disasters or emergencies. Its employees need to know about possible work arrangements, such as on-site work stoppages, the possibility of remote work, and the available emergency leave options, so they will not be confused or forced to choose between safety and work.

1.     To Respect the Employees’ Right to Safety

Employees should not be forced to work under unsafe conditions. Respect should be given to employees’ right to refuse dangerous work without penalties or income loss.

1.     To Offer Practical Assistance

BPO companies may offer assistance that eases their burdens during emergencies or disasters. These may be transportation allowances, meals, temporary shelters, financial aid, or paid emergency leave.

1.     To Foster a People-First Culture

Employee safety and well-being must be the priority over business demands during disasters. The management of BPO companies should listen to their employees' concerns, communicate effectively and with empathy, and make valuable decisions that respect human lives.

1.     To Collaborate with Authorities

BPO companies should work closely with government agencies and industry groups to follow safety and labor regulations during disasters. Collaboration improves disaster response, strengthens accountability, and supports employee protection.

The Human Cost of Inaction

Employees risk their lives, lose trust in management, and endure trauma when companies prioritize business continuity over safety. On the other hand, those companies that respond with empathy, such as allowing them to work from home, providing allowances, giving employees the choice to prioritize safety, or simply suspending work, will gain loyalty, trust, and morale.

One labor advocate emphasized that “Profit must never come before employees’ safety and lives”.

Conclusion

BPO companies must integrate disaster resilience, safety, and employee welfare into their core operations, especially in a country that is prone to disasters. Ethical responsibility requires more than business continuity. It demands compassion, vision, and respect for human dignity.

Employees have the right to refuse unsafe work, and they should be aware of that. The policies and systems must be used correctly and genuinely by the employers. Policymakers should strengthen the monitoring and support of employee protection regulations.

The success of a company is not only about achieving goals and meeting client demands, but also about ensuring the safety of its employees' lives and making them feel valued and respected.

 

 

 

References

Philippine Star. (2025). Business as usual? Cebu BPO firms under fire for allegedly forcing workers to return after earthquake. Philippine Star.

Philippine Star. (2025b). BPO workers decry DOLE inaction amid firms' requirement for on-site reporting during Typhoon Uwan—The Philippine Star.

SunStar Cebu. (2025). Cebu BPO firm’s operation halted over quake safety lapses. SunStar Publishing.

Republic Act No. 11058. (2018). An Act Strengthening Compliance with Occupational Safety and Health Standards. Government of the Philippines.

BusinessMirror. (2025, July 24). BPO firms urged to adopt WFH amid rains. https://businessmirror.com.ph/2025/07/24/bpo-firms-urged-to-adopt-wfh-amid-rains/

SunStar. (2025). BPO industry urged to set practices during typhoon season. https://www.sunstar.com.ph/manila/bpo-industry-urged-to-set-best-practices-during-typhoon-season

The Philippine Star. (2025, November 23). BWC tells BPO sector: Adopt best practices. https://www.philstar.com/nation/2025/11/23/2489277/bwc-tells-bpo-sector-adopt-best-practices/amp/

GMA News. (2025, November 12). Member BPO firms comply with labor rules during calamities, IBPAP says. https://www.gmanetwork.com/news/topstories/nation/965878/ibpap-member-bpo-firms-comply-with-labor-rules-during-calamities/story/

SunStar Manila. (2025, November 12). DOLE orders probe of unsafe practices of BPO firms. https://www.sunstar.com.ph/manila/dole-orders-probe-of-unsafe-practices-of-bpo-firms

Philippine Daily Tribune. (2025, October 4). IOHSAD slams Cebu BPO firms for endangering workers during earthquake. https://tribune.net.ph/2025/10/04/iohsad-slams-cebu-bpo-firms-for-endangering-workers-during-earthquake

Philstar.com. (2025, November 10). BPO workers decry DOLE inaction as firms require on-site work during ‘Uwan’. https://www.philstar.com/headlines/2025/11/10/2486174/bpos-decry-dole-inaction-firms-require-site-work-during-uwan

The Filipino Times. (2025, November 15). DOLE probes BPO firms for allegedly forcing employees to work during typhoon Uwan. https://filipinotimes.net/latest-news/2025/11/15/dole-probes-bpo-firms-for-allegedly-forcing-employees-to-work-during-typhoon-uwan/

Department of Labor and Employment. (2020). Guidelines on occupational safety and health standards in the workplace. https://www.dole.gov.ph/occupational-safety-and-health-standards/

International Labour Organization. (2020). Business continuity planning: Guidance for employers. https://www.ilo.org/global/topics/safety-and-health-at-work/resources-library/publications/WCMS_749227/lang--en/index.htm

International Labour Organization. (2019). Safety and health at the heart of the future of work. https://www.ilo.org/global/publications/books/WCMS_686645/lang--en/index.htm

Republic of the Philippines. (2018). Republic Act No. 11058: An Act Strengthening Compliance with Occupational Safety and Health Standards. https://lawphil.net/statutes/repacts/ra2018/ra_11058_2018.html

World Health Organization. (2020). Occupational safety and health in public health emergencies. https://www.who.int/publications/i/item/WHO-2019-nCoV-OccupationalSafety-2020.1

United Nations Office for Disaster Risk Reduction. (2015). Sendai Framework for Disaster Risk Reduction 2015–2030. https://www.undrr.org/publication/sendai-framework-disaster-risk-reduction-2015-2030

 

 

 

 

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