MRL Kojote Ayer UHI} F 1 SIVEY | Publishing wi7429 AGODA: PEOPLE ANALYTICS AND BUSINESS CULTURE (A) ‘em Mark wrote ts cas Authors do not into to Under tho supordsion of Prefossor KennothT. Goh solely to provide matenal for class dscussion. The usta eubor effecvn or infective handing of a managerial stvaion Tho nulhers may have disguised {ertin nanos and othor iontying intxmatnr to proc confdona, his publication may not be transmiled,ptocopie,digized, o¢ athorwiso reproduced in any frm o by any moons without the ermssion of the eopynght holder, Reproduction ofthis matenol Is nok eovored andor authorization by ary reproduction nights ‘2xgazaton. To order copies or request pormision fo ropadice maton, contact Woy Pubiohing, Woy Busine Soot, Wostom Unversity, London, Onixle, Canada, NEG ONT; () 519.651.3200, () easestivey ca; ww wyenses.com, Copyright © 2017, Richard Woy Schoo! of Business Foundation Version: 2017-07-19. INTRODUCTION On a typically hot day in Bangkok, Thailand in early March 2016, Robert Rosenstein, chief executive officer (CEO) of Agoda Company Pte. Ltd. (Agoda), was having a morning coffee with Peter Allen, vice= president of People and Organization Development, Agoda, an online accommodation service, Asia-based subsidiary of The Priceline Group, Inc. (Priceline). Rosenstein observed to Allen, We are a global leader in using data and analytics to optimize our e-commerce platform, but how advanced are we in terms of data and analytics in the people function? We know that this is ‘central to the people department mission, but we need to make sure, as we do with our platform, ‘we can correlate investment with outcomes, while also staying true to our culture, flow far along, are we, Peter? “Serve our specific needs.” justified, Allen noted: that will provide us with additi ow elfectively we Starting to look at The reeruiting data much more-ISWeToa Ae COMVETSTON MT UUCOTE platform, finding areas of opportunity and developing best practices. clping Allen and bis team make this vision a ity was Jeffrey Lee, Agoua’s director of Operations and Compensation. Lee had spent the past year overseeing the development and introduction of a number of sofiware tools to assist managers in compensation and other areas of operations. The next stage of the operation team’s plan was to oversce the implementation of Greenhouse. th documetn autor rw oly rk Bhaskar Bass BS - 1h Ose 2019 at Xawer Urvrsty Bras (XU) rere 20400 Scanned with CamScannerpee OO L. 98176024 Rosenstein challenged Allen srectively. We need to be sure these tools provide insights We need managers to own the a jrection responsibility to the people team, We noed to be vs ine wrong direc = > fe that moves © eds 10 wD Ghee ery ew The TRC Thing we Want isTo put a system in plac ye team NC fronts management philosophy perspective Admanapers think thatthe PSor ‘more as the result of this new system, we will have done SOMTeMINg WORE: THE GLOBAL ONLINE TRAVEL AGENCY INDUSTRY et, serving consumers In 2016, Priceline and Expedia, Inc. dominated the global online travel agency market, anoda with millions. of properties under contract.” Through online sites such as, Booking.com AT Priceline.com, OpenTable, Rentalcars.com, and KAYAK, Priceline was the leader in worldwide on! accommodation reservations. Priceline customers could use the group's services to book hotel stays, rental cars, airline tickets, vacation packages and cruises, and even restaurant reservations. In 2015, e generated USS2.6 billion” in net income from 9.2 billion in revenues and $55.5 billion in gross bookings, employing 15,500 people in total.” Priceline’s success was remarkable —especially considering that in the early 2000s, it had suffered near-catastrophic losses. Fortunately, the firm had retained enough ceash—raised from investors during the dot-com boom of the late 1990s—to reinvent itself. Priceline’s turning point was a 2002 decision by Jeffery H. Boyd, then the company’s new CEO, to focus fon accommodations, offering great terms to hotels—the company’s suppliers—and the strategy of expanding by acquiring strong regional online travel agency brands. Priceline paid $133 million for Netherlands-based Bookings in 2005, and two years later, the renamed Booking.com grew from a small base to account for half of Priceline’s bookings. ‘A focus on expansion in Asia led Priceline to purchase Agoda in 2007 for SU6 million in cash and up to {$142 million in performance incentives AGODA BACKGROUND Rosenstein had travelled to Southeast Asia as a backpacker in 1991, Returning in 1998, he invested in an online hotel reservation business. Along with a co-founder, in 2002, he formed a partnership that would ultimately launch Agoda in 2005. He led the firm as president and chief operating officer, and managed it through the acquisition by Priceline, becoming CEO in 2010. By 2016, Agoda had grown from a small startup with a handful of employees to a multinational with 40 offices in 31 countries, and over 2.500 employees. Agoda, headquartered in Singapore and with a significant presence in Bangkok, served consumers globally (see Exhibit 1). With ts inventory of more than onc million accommodations, Agoda's business was remarkably complex. For example, for each hotel listing, there were typically at least 10 available room typ (eg, 7 Doria Schaal Pieane ve Exped: he Murer Fest Guar Z015° Skit Mey 8, 2016, cece Novator pathic utkcont boutepesig-onateoy nombres uatecsas Me currcyamcae oe no soe ae emecespeates >/abcn ire, ber Fam iOx fama Repo Tee Penne Gio Ie, 98, szceHed November 1, 20 ies str omen WereeaasoOsSIOTENT BUTOTEAIMiNg he in eo ‘accosted November 1, 2016, wu prielinegroup com. teen mon or yo Bair aed 208 t KaerLtyBranaea a Oe 29.30 Scanned with CamScanner 2Page 3 gB17C024 single, double, with or without breakfast, refundable, and non-refundable rates), and each room required its own web page and selling features. To complicate matters further, each page had De secesible on — Tmaltaple preforms (desktop and mobile, in parlicular} es, with pricing converted in real time to dozens of different currencies. The technology required to manage this complexity was a core feature of Agoda's business. Despite its success, Agoda continually faced threats from new entrants; regulatory changes; competitors that consistently adopted the latest technologies to improve customer experience and operations; and startups like Airbnb, Inc., which sought to disrupt entite business models. To thrive in this rapidly changing and highly competitive landscape, it was erucial for Agoda to remain nimble. It not only had to keep abreast of the Ia Festus advanoes hat could fet he busines, but so rect ane top talent from around the world Explaining the importance of talent, Rosenstein stated, [ike the combination of high natural intelligence, competitiveness, personal humility, and a strong, ethical foundation, That's a winning formula for your most important people. When you find someone who is like this who can add value to your business, be willing to pay up, take less for yourself, or make whatever sacrifice you need to make, because that is how you make s great ‘business.* Rosenstein believed that the relationship between managers and employees was critical to building the strongest company and geiting the best out of employees. Agoda was designed to encourage the manager employee relationship to flourish, with minimal acministrative interference. From the CEO’s perspective, traditional HR functions often impeded good management. Consequently, it was not until 2012 that ‘Agoda had a real HR function. Before that, the small number of HIR staff had responsibilities only for recruiting and managing payroll, and not staff development Rosenstein knew he need! o build eerutment, compensation, perfomance management, laming and Rosensicn ew jen mangement=tonal Hants for his rapa growing comay of To a owever, he was conened a an -puewsaey would pede or place go ing ownership avy. om Rages and al fi managers’ ability to make decisions that were best for Ticss; this was even more of a concer Bi impose rules a1 ised over 70 different nationalities working in a number of very tees, IT developers, marketing professionals, business development I. and other areas. Rosenstein believed that an overly intusive HR ‘ween managers and employees, and reduce the sense of ym of centralizing and Agoda’s employee population comp Gilferent functions: call centre employ professionals, and sta in finance, legal and function would damage the relationship bet lye, tentrepreneurship and flexibility that were core to the comany ‘Yet some fo Structure was necessary to help the firm operate and grow “To ensure that his philosophy on managing talent was sustained while ‘ods nnd dio gow, os a in Fo nana Ga na iy & comey cs tn So Pesan ha too MIS Chao ak ln nie ee he Unversity a wo ero oaks rst ress i Pow ees nen it £0 of Ata esd Pein’ Tone Fema 2 “eg Seca ae ti oss at xe Urey Bruen (XU Kom De 20791 200 pony 15-1820 tra documents suberze or use any 8 Po Bras es Scanned with CamScannerPage d 98170025 Page RE-ENVISIONING TH IR ROLE Allen was sympathetic to Rosenstein's concems about the dangers of imposing unnecessary bureaucracy Ue believed that the telationship between managers: and employces was the foundation of a high- functioning onganization, Ax a result, Allen decided to build an HR function that would not add to the Dureaueracy, but would instead play an advisory role in supporting and enhancing the role of ‘management-—in a sense, an internal consultaney that would help managers become more empowered in anuanaging talent through dt and insights Allen explained his rationale: Some tech firms grow out of an engineering culture in which the fundamental belief is that managers are bad, so the le gement you do, the better. Such firms prefer to minimize or automate the business of management as much as possible, By contrast, we start with a different fundamental assumption. We believe that the most important relationship at work is the one between [managers and their} employees, so we want to help managers do their jobs well by empowering and supporting them, One of Allen's first moves was to rename his department; he replaced the old “Human Resources” name with a new one, “People and Organization Development” (generally known as the “people department”), As Allen explained, My department's fundamental goal is to help managers manage better, not to manage on their behalf. Managers, not HR, should define, live, and devetop the com © Managers, not HR, should do the hard work of mana rewarding, and disciplining employces—and managers shor ‘+ Employees, not HR, should directly with their pany’s leadership. ising people—hiring, evaluating ° a ld be evaluated on their results. ‘manage up" and take responsiblity for solving problems ‘We've also tried to hire the smartest and most talented. ‘Allen's focus inthe people departunent was fo empower frontline managers to make ma traditionally caried out by HR, Naturally, for» data-driven companyea nnge pat at ye oeesions would come from providing those managers wih the data to make those folie deste ett ‘was what data to collect, and how to collec, analyze, a ons. The question red managers to ind present it in a way that empov make better decisions. pies stops Data of “s business. With millions of customers around the w Peele to koxp fonovating in its business not By hunches or by intuition, but by solid dare he possible, Like oer information technology (IT) firms, Aad relied extensively on date sence © Peter L, Alen, “Toward a Now HR Philosophy” MeKinsoy Quarony, April 2016, accessed Nove vot mchinsey comfbusinossfungliosTorganizalenur-nsightsloward.arnew-hepiostphy et NOVEM 1, 2036, spi donmat atte usc Pe Baar Bass 1th Dc 209 at av Urry Bonentr AUD am De 09a an ge. Scanned with CamScannerPage § 9817024 insights into its customers, The objective was to do a better job of targeting prospective customers and retaining existing ones. Alen knew that unless the people department operated in the same way as the rest of the companys it aval not have the ercdibility it needed to help managers make the best possible decisions However, Nhen he joined the company, he found that most petsonnel information was Kept on hundreds of| {preadsheets on the computers of different members of the ol HR team, Further performance reviews ere done on paper and kept (though hardly ever consulted) in physical files in the team room There w wo way to stay up to date, ageregate information, protect employee security, build accurate organizational “Than or support good management without the kind of information other departments had at Agoda, For Allen, improving the way the people department worked with managers and other staksholiers Wf priority. His vision was not just about ensuring data could be digitizod, centralized, and available in real fie; i involved a fundamental change in the organizational role of the HR depar ment—from one that Li ished, monitored, and enforced HR policy to one that empowered! managers to manage Better ‘To initiate this transformation of Agoda's people department Allen made a number of changes, One Sit hy aa anata the company {0 adopt best-in-class information systems like_ Greenhouse and Workday, and be in a post * where needed ges Would require techieal Workday, ee imporgnily, Allen needed io bite gicat psaplcsha.ould share his philosophy work veethin the eulture, and be very comfortable with data. In particular, he KT s wake the lead and demonstrate how this new system coukl empower mana “This person was Jeffrey Lee, a former MeKinsey & Company consult Wort Allen recruited to be the Fane st Operations and Compensation. Lec had a wealth of iterations} for stays worth more thn half his slay. The people team presented dla around excers peng es Some ease, the person's compensation to make the point that it was highly probable the ennkeyce reselling the discount. The manager then acted to rectify the problem. While che outcome oa ee ts Cee ee hare ten IR senna ence Roney ph a ese ‘ownership of the problem and resolve it themselves. ‘as document autora fo se etn Po Bast Batu BS 18 Dee 201 at Xaver Unveriy Bhbaneawar XUE om Ose 20101. 220 Scanned with CamScannera age 96176024 Performance Evaluation and Promotion Performance evaluation at Agoda was conducted though nployees" work habits, cognitive abilities, and interpersonal skills (see Exhibit 3), Ratings for each employee were collated and shared with the employee, the mana hibit 4), In order for this data to empower managers, I.ce encouraged his team in the people department to constantly Look for ways to sl identify and collet data tht was relevant to managers. Allen explained We initially didn’t know where to begin, so we started with a $0-question survey. ‘Then, we ran correlations on the responses to see if there were any key questions that drove the results. lentifying these questions allowed us to pare the survey down to a handful of questions to make it easier for employees completing the surveys and for managers. From his prior consulting experience, Lee was aware that employees in each department performed different kinds of work and needed to be measured differently. For instance, call centre employees were managed on actual behaviours, such as the number and duration of calls handled. In contrast, employee performance in parincr marketing could only be measured alter a longer period of time. Therefore, ‘managers in each of these units required different criteria for evaluating employee performance. Rather applying @ common set_g all employees, Le regularly engaged wish With this information, managers could help employees with their developmental needs and deploy them | to areas that suited their strengths. By tracking employees’ improvements in developmental needs over time, department heads could use this information as another indication of their managers’ consistency and effectiveness in managing, rather than rely solely on profit and loss numbers. Lee stated, “Many of our departments award bonuses annually. Some want to award them monthly, and we are developing the Flexibility to provide these managers the tools with which to assess their employees” performance, allowing them to use key performance indicators to award bonuses. Once again, the people department had 10 find the right positioning—it wanted to give managers the information required to make and own good management decisions, but it did not want to take over the responsibility of managing from them. The principle remained the same: ask managers what information they needed, get good data, analyze it, provide that data to managers in ways that would help them maniage better, and then follow up with them for feedback on the changes. Lee remarked, A typical HR department operates like a government monopoly. There’s no competition for its services. You have to take what it provides. Moreover, you have to comply with its rules. We Took at our people department in a different way. We want to be useful to managers. We won't spond! time developing tools or processes they don't want. Managers are thinking about how we can help them immediately. If we want our people department to be relevant, if we want a seat at the table, we're going t nd give them tools, they need. Otherwise, they'll find other ways to collect althuge data and, us out oF the Td Reen Having made some headway in giving managers the data they needed to manage their stafl, Allen and Lee saw the next step as developing Agoda’s analytics capabilities in recruiting talent, To sustain Agoda’s fast Ths decane suhorses fr se ann Po. Basar Ban BIS 1th Due 2019 at Xaver Ler Bhutanese [XUB om Des 2010. sen 20 a Scanned with CamScannerPage 8 ant need for ne! dev a routers 25 2 CORSA and evel pace af growth Tare oviuct management desig al J to the C0 Bs he oe i Me work, ‘Lee were conv and continued success: the cor 1 budgets 4a multi-million dollar annual reerizment Bud xen eam and 2 rts, The people team DOP 3s of its pespite a growing ft ‘i fe the effectiveness rad limited insight into such as the following: fhe candidates ™0* encies, and otter sources Were producing 1! st likely t0 be «Which universities, 288 hiredsuecesstul? Wise managers interviewing candidates effi Hee are managers who could consistently identify MP sre ey ide ecuiting process epically take? HOW could As How or criting function sit inside he department ePoTTS Did candidates" experience affect the cof tion and its abil jently and effectively” performers? oda expedite tis Process? iectly tothe business heads? npany’'s reputa rity to attract top talent? {Was the internal referrals program effective? likelihood of employees efforts, Allen and tio track, collate, eviewed ing about the ‘Agoda sent out a People Team Survey with the obec of lear “Agoda’s recruitment ag potenial employees (see Exhibit 5). To gan insight 6 tele Ped an applicant tacking system that would enab'e the people department Meatyze, and present data about applicants. tn aditon f° Or! hat job applications were ana ana timely manner, such a system could posentil}y BS inumagers feedback on successfal ana tment practices and Hiring decisions. However, Lec's xP in implementing a people analytics platform made him sensitive to some ofthe challenges sme { drawbacks that were important to consider CHALLENGES IN IMPLEMENTING ANALYTICS mized that the effective use of analytics for managing talent boiled down to lies about the role of the HR fnction in the organization “The Siding to the bureaucracy is so ingrained, even within We people ng hard to change the perception that HR departments Serve 9 ourselves that our job is to deliver value First, Allen and Lee recost employees’ deeply. ingraines perception of the HR function as a partment,” remarked Lee. “We're wor See yn conteal” funtion. We nced 19 constantly remind to managers by empowering them with data.” mple, some of Lee’s analysts in the always easy to embrace, For exan stomization of surveys for different However, this philosophy was not I that the constant iteration and cu people department were concerned peor dePi eeated analytical challenges. Not only was it HCN track performance over time, but aasnesgo diffieult to benchmark performance across units FO") ‘Lee's perspective, this trade-off was vey clear, empowering managers with data, even atthe <2s) ‘of consistent benchmarking, was the main gers with role of the people department. Grom most managers believed themselves to be good ot whisk they did, While providing mar ely, their reactions ffirmed these beliefS and would be received posi evidence about their successes real xs could become defensive and to evidence about their shortcomings were mor Rove resistant to change, or misiterpret the data, rest re unpredictable. Manas ics ai zat as yn Pr asa Eos BIS BOWE ZaT9— eet WY ensoanostar(xUB) fom Dec 20182 40 2020, Scanned with CamScannerpaged aircon e5ircoae sntation program resulted in happier, more ferfeenile eae ares ee eee pying ve employees cou romp manages 10 simply nethen their orientation programs without Seana the a a lity of those programs, or the trade-offs they might require. Similarly, Sale ee proposed new change (championed by the manager) could result in masts eletng no sas foi ao tas the future. Another risk was that ers would “teach to the test” by behaving in ways that might make employees happy in the shor term but might not improve their performance, ‘The opportunity to gain a competitive advantage through data had to be tempered with (he fact that many we data they were collecting. Agoda hed Wd not become competent at leveraging th is workforce (sce Exhibit 6). structure, 10 manage i nn author focused on data, analytics, metrics, and companies still h advanced systems, including people technology inf: commentary by Brendan Marr, s performance, eaught Allen's eye: However, re improving bu sk becoming data rich Jef behind, [also see that many companies 1 shat to do with, and n0 [1}n the rush to avoid being mulate vast stores of data they have no idea wl bout insight poor, They ae hope of learning anything useful from, time, it becomes no longer At some point in in the mistaken belief that a lot of data has a lifespan. anyway it Yo add to the problem, (dated, But often it is held onto relevant, inaccurate or oUt fant to remember also that collecting and storing, data coms money—data requires fo power i, and, if the information is sensitive (Including customer records), surity and data compliance, It is import storage, electricity attention to be spent on sec {F employees were being asked for their ont ensure that appropriate questions were the right frequency? Too little data about data collection iE people departn ent outt in Third, there_ were concern OPIATETE through online Suey Taine asked? How would it know if the s peat not be informative, but survey fatigue was a risk, 100 mployee performance could id difficult to pin down employee performance than performance—high or low—is a little more ‘managet and create a program essed concem about how something as subjective as ‘De measured accurately. “It’s much more complex a dealing with Financial transactions, Money you ean co terre to determine,” stid Allen, “How do we decide what makes a good that develops these attributes?” ‘Allen and Lee also expr sn should be presented: “Should we send out our conclusion fr back them up by providing managers with the raw data? OF should a summary page be sufficient? ‘And, frankly, what would make managers actually pay atention fand act on the information they And qa" If the goal was to have managers make decisions based 9” data, the question was how (0 reauage managers 10 pay attention an use the data as @ basis fOr change, rather than just treat i€ a8 & report to be perused, or worse, ignored. Fourth, Lee wondered how the inform: «shuld implementa “league review" mal fh “My dream state iS that people department managers with each other. Lee toyed with the idea that the performance of Comparing the hiring and manageren «pata Expsion” Forbes, Aa 2,216 He oa ipanies-cant= art Deal witht Werbig data-overload-mosteor Barnard Warr, “Big Data Overload: Why Most Companies ©: 2 Bamard Mar “Bi D3 Cis, man foes comvstestberaraman/20160 Geal-wththe-data-oxplosion #383d107€3920, oe 01916 40 220 undoament auonce rune ny Pot Bastr Bans BIS 1 Dee OTOL vert Shonen (U5 8 OF 7 Scanned with CamScanner9817¢024 Page 10 ; + There would be statistics on it, a manager's is his. ier own ‘baseball card.’ There would 7 ie ‘would be available for all to see.” But what kind of fore in getting managers to cach hiring manags ; scorecard if you will, andl managers’ results i consequences would such a scorecard have? Rating systems bad worked be complete performance evaluations; what else could they be extended to Fifth, Lee wondered about privacy concems. Was the overall effort to monitor and track employees too intrusive? How would these efforts at data collection affect Agoda’s organizational culture, productivity, and innovation? Sixth, Allen and Lee had to overcome practical and technical challenges. The people department managed a significant amount of employee testing, evaluation, performance, and feedback data. There were weekly pulse surveys, a 60-question online employee engagement survey administered annually, and exit interviews. There was semi-annual performance review data, other survey information, and data from a new learning management system on the way. These groups of data were housed in six different datasets. “We want to have an integrated platform that allows us to collect and analyze employee data. We are aiming to invest in a unified system in the next few months,” said Lee. However, consolidating data would require a significant investment of resources. Was it worth the cost and effort when the team was already overstretched? What additional insights could be gained? How else might managers be empowered, and how might this impact be quantified? How could the people department encourage force—managers to behave in ways that would have better outcomes? CONCLUSION CEO Robert Rosenstein’s questions retuned to the fore: How could Agoda correlate data and system investment with outcomes, and what would it take to make this system work? How would the people team persuade managers to use ii—and what would be the implications for Agoda culture if they did? This process of shaping the culture and changing behaviowr—without creating resentment or taking away ‘managers’ independence—was a crucial one, and both Rosenstein and Allen knew it, “Tis documents suborze or ute enya Prof Bhatkr Basis BIS - 8m Da 2019 al Xaver Universtiy Bhubaneswar (KUS) om Des 201810 un 2020, Scanned with CamScannero 2007 . Oo 2007 Source: Company files Page 11 src EXHIBIT 1: AGODA GROWTH SINCE 2007 Employees a alll 2008 7009 7010 701 70172013, 201 201608 yo1a Locations all I 7008 HH) 7010, zor 20war pon 2017 ety Prot Brat hs 1 De 2080 a Xn Listy Barwon (Ha Dt 01-209 Scanned with CamScannerPage 12 9817024 EXHIBIT 2: CORRELATION BETWEEN BONUS AND PERFORMANCE AT AGODA Bonus % vs. performance for Department A Toon rows oan? te Team3 a 4A |, ola nbndog in sis ar. AON agoda.comevvue Source: Company fe. “document i autores fru nn Pro ashy Gat BS 18h Dv 2019 a aver Une Bhbaneana XUB) han De 201940 hn 220 Scanned with CamScanner9B17C024 page 8 eee EXHIBIT 3: AGODA DEPARTMENTAL EVALUATION. Departmontal midyear reviow (disguised example), top 10 areas for personnel development" 9% of people ‘Does detailed planning ‘and sets prerities Giving faacback Strategic and big-picture thinking Intiuencing and persuading Creative problem solving Data-based decision making Has 2 healthy disregard for conventional wisdom Finds and ereatively applies pest ivclass practices Insills a sense of ‘ownership in ttanaging contict and ‘egontrantation ‘Detinad 2s shi ‘and 5 5 exceltent. Source: Company files. This doers auonzed us oly Pro Bhaskar Bas 1 with highest share of oF 2 scores On. Development need {scores of 1012) 26 a 26 a gcaloof 1 ris - Wn Dec 2019 ot Xaver Urorty Bnudanesnor XU) Ha ‘Strength (Gooras of 4 oF 8) [a 6 | aa 20 qa 16 to, where 1 is poor pee 2948 0 Jin 2020, Scanned with CamScanner9B17c024 LOYEE ENGAGEMENT SURVEY 2015 EXHIBIT 4: SAMPLE REPORT FROM AGODA EMP! econ on CHET = On poece woes 669 Hotels aggregate 7s | eo ca 60 eo es Ron EMPLOYEE Giowatry Be tone sne [ifocanertate Notes: Employee engagement is about more than just satisfaction. It is a mutually beneficial relationship between the employee and organization. Engagement is a good indicator of how connected employees are to the company and to helping it to achieve its goals. Top 3 highest-scoring questions against Agoda overall: ‘+ Q49, Senior managers are available and accessible when employees need them + Q48. Senior management provides effective leadership + Q54, Agoda has clear processes and systems to help me contribute ideas for improvement Top 3 highest-scoring questions: + Q59. | understand what would be considered discrimination or harassment in the work place + Q80. | understand when | should go to my manager with problems versus when | should go to the Legal and Compliance team with problems + Qi. have a clear understanding of the goals and objectives of my team Source: Company fies. “hs doeunt sae fr ue oly Pro Bhaskar a's BIS - 1h Dee 2019 at Xaier Uniarsy Bubanesie (XB) rm Ove 201919 un 2020 Scanned with CamScanneres Seg serene EXHIBIT 5: AGODA PEOPLE TEAM SURVEY (RECRUITING) ‘pesmi may | [i= = | nataratiiey OO OOCOOOOO “ney ‘Agoda People Team toa fiend? * rraaserss xvemety | \ | How likely is it that you would recommend working on the noiatstuey OO OOOOOOOO “war Source: Company fies. EXHIBIT 6: AGODA PEOPLE TECHNOLOGY INFRASTRUCTURE Talent acquisition & Onboarding earning & Development % nanwor ‘absorb plum GQ cosnney ring anagoeot System lab anenston cen, ene) trator croseunction Payal Engagement e 5 S wirdy Rzendesk abvotny vettopcton ‘wang || stag — Reape. || Sean one Payee anaes ‘Source: Company fies. ‘is domes autora se ony Pret, Bastar aay BIS tn Dec 2018 a xavirUnorsty Bhubaneswar U8) Hom 201919. 2020, Scanned with CamScanner