John Welly Lecturer at SBM ITB Jakarta 8 Juni 2011 HR Practices Recruiting Training Performance management Labor relations Employee relations Job analysis Job design Selection ID: 515174
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Slide1
Dukungan Human Resources dlm Transformasi Perusahaan
John Welly
Lecturer at SBM ITB
Jakarta, 8 Juni 2011Slide2
HR Practices
Recruiting,
Training,
Performance management, Labor relations, Employee relations, Job analysisJob design, Selection,Development, Pay structure, Incentives,Benefits
FirmPerformanceProductivity,Quality,Profitability
HumanResourceActionsBehaviors,Results
HumanResourceCapabilitySkills,Abilities,Knowledge
HumanResourceNeedsSkillsBehaviorCulture
Mission
Goals
StrategicChoice
InternalAnalysisStrengthsWeaknesses
ExternalAnalysisOpportunitiesThreats
Strategy Formulation
Strategy ImplementationSlide3
FIRST CURVE
SECOND CURVE
HOW?
BUSINESS
TRANSFORMATION
A Fundamental, Strategic and Holistic Change ProgramSlide4
2003
200
9
(20XX)
(2012)
200
9
2003Long-Term Plan
Strategic Scenario
History
Old Paradigms
Industrial EconomyContinuous ImprovementFuture VisionNew ParadigmsKnowledge EconomyInnovation and Breakthrough
ExtrapolationProjection
Interpolation
STRATEGIC SCENARIO –
TRANSFORMATION APPROACH
GAP
BAU
THE ROAD STOPS HERE
STRATEGIC INITIATIVES
STRATEGIC TARGETSSlide5
THE ROAD STOPS HERE
HISTORY
Old Paradigms/Attitudes
Complacency/Comfort Zone
Business As Usual
No Decisions/Inaction
Old competenciesOld metrics/measurementFUTURE VISIONNew Paradigms/Attitudes‘Paranoid’ & ResilienceBreakthrough/New WaysDecisive/Action/ExecutionNew set of competencies
New metrics/measurementSlide6
MANAGEMENT
X-FORMATION
GENERATE ENERGY, ALLOCATE RESOURCES, SHIFT PARADIGMS, DEVELOP TRANSFORMATION TEAM, DEVELOP TRANSFORMATIONAL LEADERSHIP AT ALL LEVELS.
STRATEGYX-FORMATIONPRODUCT PORTFOLIOS, MARKET REPOSITION-ING, VALUE PROPOSITION, COMPETITIVE ADVANTAGE, THE WINNING FORMULA, BUSINESS SUCCESS MODEL (KPI, STRATEGIC INITIATIVES)STRUCTURALX-FORMATIONREALIGNMENT AND REBUILDING OF POLICIES, MANAGEMENT SYSTEMS, ORGANIZATION STRUCTURES, BUSINESS PROCESSES, ENABLING TECHNOLOGY.
CULTURALX-FORMATIONCULTURAL ASSESSMENT, VALUES REDEFINITION, A SET OF BEHAVIORS, SOCIALIZATION, INTERNALIZATION, EXTERNALIZATION (MOMENTS OF TRUTH), RE-ASSESSMENTSlide7
Harvard Model of HRM
Stakeholder
Interest
StakeholdersManagement Employee groupsGovernmentCommunityUnionsHRM Policy Choices
Employee InfluenceHuman resource flowReward systemsWork systemsSituational FactorsWork forcecharacteristics
Business strategy and conditionsManagement philosophyLabour marketUnionsTask technologyLaws and societal values
Long-term ConsequencesIndividual well-beingOrganisational effectivenessSocietal well-being
HR OutcomesCommitmentCompetenceCongruenceCost-effectiveness
Able to execute
Operate efficiently
Engage employee
Manage change
=Slide8
A MULTIPLE-ROLE MODEL FOR HRM
FUTURE/STRATEGIC
FOCUS
DAY-TO-DAY/OPERATIONALFOCUSPROCESSESPEOPLE
Management ofStrategic HumanResourcesManagement ofFirm InfrastructureManagement ofTransformationand Change
Management ofEmployeeContributionA Multiple Roles for Human ResourcesSlide9
FACETS OF THE GLOBAL CHALLENGE
The challenges of international human resource management
3 Faces of international HRM Exploiting global integration (global processes and expatriation) Becoming locally responsive (localization & cultural adaption) Managing alliances and joint ventures Building cross-border mergers and acquisitions Mastering network coordination
(organizational glue) Developing global talent (leadership) Steering through the tensions of change and innovation Transforming the global human resource role
“ P. Evans, V.Pucik & J-L Barsoux, “The Global Challenge: Frameworks for International Human Resource Management”, McGraw-Hill/Irwin, January 2002Slide10
BUSINESS TRANSFORMATION
X-form
20
10
Good
Great
20
10
PERFORMANCE OR GROWTH OR IMAGE
TIME
HOW TO TURN AROUND A COMPANY?Slide11
“The Great Changes”
1906
1988-1992
2000-2010Case: TelkomGreat Changes
?2010-2020The GreatChanges(Foundation)
HarvestingThere’s Need for Another “Great Changes”
If there’s no other “Great Changes”,the curve will beSaturated or even Declining after 2012
- SKSD Palapa 1976- Digital Switching 1984- Satellite & GSM – JV (Satelindo) 1993- Fixed Cellular - JV (Ratelindo) 1994 GSM (Telkomsel) 1995- GSM Exelcom 1995- Internet 1997
- Flexi 2003
- Speedy 2004- 3G Cellular 2005(Telkomsel)
4G Cellular NGN
RFIDQuestion MarkTIMECrisis 1997-1998
UU 36/1999
Selular Analog (JV) 1991
(Komselindo)
Bureaucratic
Follow-up
1993-1999
Follow-up
1993-1999Slide12Slide13Slide14Slide15Slide16
Network / Connectivity
Voice is history
SMS stops growing
Network technology shifts to Internet Protocol (IP)Mobile + Broadband is current kingApplications and Content are emerging fastWeb 2.0 + Social MediaE-PaymentCloud ComputingDeviceHuman-based (Smartphone + Tablet)Non Human-based (Home appliances, Health devices, Cars)KeywordsSlide17
4 Areas of Growth …Slide18
Visi, Misi & Objective Direktorat Human Capital & General AffairSlide19
Struktur
Organisasi PT. TELKOM
Direktur
KonsumerDirekturEnterprise & WholesaleDirektur IT / CIO DirekturNetwork&
SolutionDirekturCompliance & Risk MgtEVP. StrategicInvestment & Corp. Planning
DIRUT/ CEODirekturKeuangan(CFO)Direktur
Human Capital &General AffairHead of InternalAuditVP. PO Audit VP. DC AuditVP. CO & SS Audit VP. General Service
Head of CorporateComm & AffairVP. Corp Office Support.VP Business Performance EvaluationVP. Regulatory Mgt.OVP Public Comm
COO
VP. Infrastructure & Service Planning
VP. NW OperationVP. TariffVP. Access
VP Product Mgt.VP Commerce . & Cust. CareOVP. MarketingVP. Business Dev’tVP. Enterprise
VP. Wholesale VP Fin & Log Policy VP Management Acct. VP Treasury & Tax VP Financial Acct. VP Investor Relation. VP. Asset Mgt
VP. HR Policy
VP. Industrial Relation VP. Organization Dev’t
VP. Process Risk Mgt.
VP. System Risk Mgt.VP. Legal & ComplianceVP. Bus. Effectiveness
VP. Supply Planning & Control
VP. IT Policy
VP Corp. Strat. Planning
VP Strategic Business Development
VP. Biz Portfolio & Synergi
Finance Center
R&D Center
Maintenc. Ctr
Divisi Infrastructure Tel
Divisi Access Network
Divisi Consumer Service Barat
Divisi Consumer Service Timur
Divisi Telkom Flexi
Divisi Businsess Service
Divisi Enterprise Service
Divisi CIS
Inf. System Center
.Supply Center
Divisi Multimedia
HR Center
Learning Center
Mgt Consult Center
Community Develepment Center
HR AssessmentSlide20
Telkom Organization as a Group
20
TELKOM
HoldingINFOMEDIATELKOMSELLMETRA
HoldingDir. ConsumerDir. EWS
Dir. CRM Dir. ITSDir HCGA
Dir. NWS
Dir.
Kug
TII
EVP. SICP
INDONUSA
MITRATEL
PIN
SCICOM
SIGMA
FINNET
ADMEDIKA
METRANET
METRASAT
Telco/Core
Adjacent/NEB
International
2.a
5.a
5.b
5.c
5.d
5.e
METRASYS
5.f
1
2
3
4
5
6
7
YAKES
YPT
YSPT
IA
DAPEN
MELON
GSD
5.gSlide21
CompetencySlide22
Mekanisme Penilaian
22Slide23
Pengaturan
Bobot
PenilaianLengkapTidak memiliki Bawahan
Tidak memiliki PeerTidak memiliki
Bawahan & PeerAtasan I40 %45 %
45 %50 %Atasan II30 %
35 %35 %40 %Bawahan10 %
-10 %
Peer10 %
10 %-
Self10 %Slide24
Kriteria
EvidenceSlide25
Job Stream of Competency Directory
FMM Business
C O R E
Personal Qual i tyTIME BusinessTelecommunicationInformation
Media & EdutaimentMarketing & SaleBusinessFinance
Human CapitalLogisticLegal
GeneralINFOCOMMarketing & SaleBusiness
FinanceHuman CapitalLogisticLegal
General
C O R EPersonal Qual i ty
PerubahanExisting
Futuren e wTransformasiSlide26
TIME Competency Model
1. Co-create Wi-win Partnership
2. Customer Driven
3. Collaborative Inovation4. Caring Meritocracy5. Commitment to Longterm OrientedPersonal QualityCompetency
Core CompetencyStrategic OrientaionAction Management3. Leadership of Change4. Business Acumen5. Collaboration6. Continous Improvement7. Achievement Orientation8. Adaptability9. Risk Taking10. Organization Awareness11. Tolerance for Stress
12. ……………13. ………………. ……………31. Information Seeking
Skill & Knowledge
4. Marketing & Sales5. Business
6. Finance
7. Human Capital
8. Logistic
9. Legal
10. General
Hard Skill
Soft Skill
1. Telecomunication
2. Information
3. Media & Edutaiment
1. …….
2. …….
3. …….
dst
1. …….
2. …….
3. …….
dst
1. …….
2. …….
3. …….
dst
1. …….
2. …….
dst
1. …….
2. …….
dst
1. …….
2. …….
dst
1. …….
2. …….
dst
1. …….
2. …….
dst
1. …….
2. …….
dst
1. …….
2. …….
dstSlide27
TIME competencies stream
TV, VoD, MoD, Game, News, Sport, etc
Telecommunication networks
IT PlatformMedia & edutainment PlatformInformation services & technologiesMedia & edutainment services & technologies
Product/ servicesInfrastructureSlide28
Agar
Sistem
berjalan dengan baik ...Atasan
perlu mengenal bawahannya dgn
baik beserta data pencapaian program
kerja dan requirement kompetensinyaKaryawan
mengerti SKI dan Requirement Kompetensi
posisinyaKhusus
untuk SKI :
Karyawan mengajukan NA
awal secara fair & objektif,
karena NA awal yg
menonjol
akan
merugikan
rekan
satu
unitnya
Atasan
jeli
mengawasi
NA ajuan
yang ekstrim
thd NA rata2 unit
Atasan
melihat
terlebih
dahulu
apakah draft
daftar NA
awal
karyawan
di
Unitnya
telah
sesuai
dgn
perkiraan
ranking
karyawan
(
mulai
dari
yg
paling
produktif
sampai
yg
paling
rendah
)
HR Area
memiliki
data yang valid (Data evidence, NKU)
Membangun
budaya
JUJURSlide29