Profiles: Carlos Fedelino Valencia

Partnerships and teams 

At the end of each workday, Far Eastern University (FEU) Vice President for Human Resources Division (HRD) Carlos Fedelino Valencia finds answers to two questions: “What have I contributed? What have I improved?”

Earlier he would have started his day promptly because he is a morning person. It is not uncommon for him to finish most of his tasks during the first hour. 

“The first thing I do is to organize my thoughts: What are my priorities for the day? What meetings [do] I need to attend and [what are] the pre-work needed? Then I start to write down everything in my scheduler together with my notes,” said Valencia. 

At the office he usually checks on his team’s progress on their projects or focus areas they are working on. He provides support where needed. 

“But I empower my team to be creative and provide recommendations [or] improvement ideas,” said Valencia. Then he revisits work collaborations with other departments or employees outside of HR and touches base with them. 

Valencia’s staff cited his drive and passion for his work, saying “he is always full of wisdom and never tells you what to do. Instead, he empowers you to think creatively and supports your professional development.” 

‘People person’ 

Valencia approaches the HR function as a Strategic People Business Partner—HR working closely with business leaders to align with different HR initiatives with FEU’s goals. The HR Business Partner model was first introduced in the mid-1990s by Dave Ulrich, now “professor at University of Michigan and a partner at [a consulting firm] focused on helping organizations and leaders deliver value.”  

“Unlike traditional HR roles that focus mainly on administrative tasks, a People Business Partner emphasizes employee experience, talent management, and workforce strategy,” said Valencia. 

Essentially a People Business Partner acts as a bridge between employees and the leadership team, said Valencia, ensuring that HR initiatives contribute to both individual and business success. Employees are enabled by HR to contribute how much the business achieves its short-term and long-term goals, he added. 

“With regards to people I believe that everyone has the potential to succeed. Leaders should work to know their [employees]’ strengths and weaknesses to be able to put them in positions where they can contribute the most and be successful or to provide them the support needed,” said Valencia. 

It is about unlocking a person’s potential through enablement, engagement, empowerment and through inspirational leadership, he added. 

“The HRD at FEU is a dynamic, employee-centric department focused on growth, development, and well-being. The team consists of dedicated professionals committed to creating a positive work environment, fostering collaboration, and driving organizational success. This is made possible through the leaders of the department and their innovative approaches to HR improvements,” said Valencia’s staff. 

Challenges, sense of fulfillment 

“I feel a sense of fulfillment when I see people reach their full potential. An example would be people you groom for leadership roles being installed to key positions and becoming the next generation of leaders of the organization,” said Valencia. “Also, ultimately when someone thanks me for helping out or providing sound advice I feel that I have made a difference in the individual’s life.” 

He acknowledges that the main challenge of being VP of HR is that one is expected to have the answer for all people concerns. The pressure of being able to find solutions at the instant of the concern makes every day both a challenge and opportunity to make a difference, he said.  

“However I always believe in the power of teamwork. The VP of HR is one gear in the engine of the HR team. You need all parts to move cohesively to be able to provide HR solutions,” said Valencia.  

For instance, the conclusion and speedy completion of the collective bargaining agreement for both employees and faculty unions was a testament to the healthy industrial relations that promotes respect and dialogue to resolve differences in opinions in FEU, he said. 

“The HRD team works with a collaborative mindset, where each person is an integral part of the whole. We work as one, and our professional relationships are built on trust, open communication, and camaraderie. There is no competition among team members; instead, we support one another to achieve common HR goals and success,” said Valencia’s staff. 

Beginnings 

“I wasn’t always in HR. I started my career as a practicing engineer as I am a mechanical engineer by education. I always say that I came to HR both as an accident and an opportunity,” said Valencia. 

He was doing engineering work in a multinational company when, one day, his department was transferred to HR. After some time being under HR he was asked if he was open to take on HR roles. He said: “yes.” 

“To be in HR you must put the welfare of the employees in everything you do. You must have the patience and listening skills to address employees’ concerns. At the same time you are the safekeeper of the company’s policies and procedures and must ensure compliance. An HR professional is both fair and firm in dealing with employees,” said Valencia. 

The people in the HR Division in FEU, including Valencia, approach projects as one team, recognizing the importance of collaboration and cooperation in the success of any initiative. As a team they rely on each other’s expertise to delegate responsibilities and build on a shared objective to ensure the completion of a project. 

“The HR [Division] in FEU is passionate in what they do to deliver the tasks assigned to them. They are willing to learn and [are] receptive to feedback. They are open to continuous improvement especially in being pro-active and customer centric,” said Valencia.

He is seen by his staff as an innovative leader. They said he listens actively to concerns and nurtures a positive environment among them. He does not micromanage, they said; rather, his management style is strategic, inclusive, and adaptive. His professional relationship with them includes being their teacher, coach, and cheerleader. 

“I am a teacher when I need to teach new skills. I am a coach when I want to guide and facilitate enablement and empowerment. And I am a cheerleader with my team to sustain their small wins to continue onward and be able to achieve the big goal or objective,” he said.