Dukungan Human Resources dlm Transformasi Perusahaan

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1 Dukungan Human Resources dlm Transformasi Perusahaan
John Welly Lecturer at SBM ITB Jakarta, 8 Juni 2011

2 Performance management,
Model of the Strategic Management Process Strategy Formulation Strategy Implementation External Analysis Opportunities Threats HR Practices Recruiting, Training, Performance management, Labor relations, Employee relations, Job analysis Job design, Selection, Development, Pay structure, Incentives, Benefits Firm Performance Productivity, Quality, Profitability Mission Goals Strategic Choice Human Resource Needs Skills Behavior Culture Human Resource Capability Skills, Abilities, Knowledge Human Resource Actions Behaviors, Results Internal Analysis Strengths Weaknesses

3 HOW? BUSINESS TRANSFORMATION
SECOND CURVE A Fundamental, Strategic and Holistic Change Program FIRST CURVE

4 TRANSFORMATION APPROACH
STRATEGIC SCENARIO – TRANSFORMATION APPROACH STRATEGIC TARGETS Long-Term Plan Strategic Scenario History Old Paradigms Industrial Economy Continuous Improvement Extrapolation Projection Interpolation GAP STRATEGIC INITIATIVES BAU Future Vision New Paradigms Knowledge Economy Innovation and Breakthrough 2003 2009 (2012) 2003 2009 (20XX) THE ROAD STOPS HERE

5 THE ROAD STOPS HERE HISTORY Old Paradigms/Attitudes
Complacency/Comfort Zone Business As Usual No Decisions/Inaction Old competencies Old metrics/measurement FUTURE VISION New Paradigms/Attitudes ‘Paranoid’ & Resilience Breakthrough/New Ways Decisive/Action/Execution New set of competencies New metrics/measurement

6 MANAGEMENT X-FORMATION STRATEGY X-FORMATION STRUCTURAL X-FORMATION
GENERATE ENERGY, ALLOCATE RESOURCES, SHIFT PARADIGMS, DEVELOP TRANSFORMATION TEAM, DEVELOP TRANSFORMATIONAL LEADERSHIP AT ALL LEVELS. MANAGEMENT X-FORMATION PRODUCT PORTFOLIOS, MARKET REPOSITION-ING, VALUE PROPOSITION, COMPETITIVE ADVANTAGE, THE WINNING FORMULA, BUSINESS SUCCESS MODEL (KPI, STRATEGIC INITIATIVES) STRATEGY X-FORMATION REALIGNMENT AND REBUILDING OF POLICIES, MANAGEMENT SYSTEMS, ORGANIZATION STRUCTURES, BUSINESS PROCESSES, ENABLING TECHNOLOGY. STRUCTURAL X-FORMATION CULTURAL ASSESSMENT, VALUES REDEFINITION, A SET OF BEHAVIORS, SOCIALIZATION, INTERNALIZATION, EXTERNALIZATION (MOMENTS OF TRUTH), RE-ASSESSMENT CULTURAL X-FORMATION

7 = Harvard Model of HRM Able to execute Operate efficiently
Stakeholder Interest Stakeholders Management Employee groups Government Community Unions HRM Policy Choices Employee Influence Human resource flow Reward systems Work systems Situational Factors Work force characteristics Business strategy and conditions philosophy Labour market Task technology Laws and societal values Long-term Consequences Individual well-being Organisational effectiveness Societal HR Outcomes Commitment Competence Congruence Cost-effectiveness = Able to execute Operate efficiently Engage employee Manage change

8 A MULTIPLE-ROLE MODEL FOR HRM
A Multiple Roles for Human Resources A MULTIPLE-ROLE MODEL FOR HRM FUTURE/STRATEGIC FOCUS Management of Strategic Human Resources Management of Transformation and Change PEOPLE PROCESSES Management of Firm Infrastructure Management of Employee Contribution DAY-TO-DAY/OPERATIONAL FOCUS

9 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 2002 “

10 BUSINESS TRANSFORMATION
X-form 2010 Good Great PERFORMANCE OR GROWTH OR IMAGE TIME HOW TO TURN AROUND A COMPANY?

11 “The Great Changes” ? Case: Telkom The Great Changes (Foundation) 1906
4G Cellular NGN RFID - 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) Crisis UU 36/1999 Selular Analog (JV) 1991 (Komselindo) There’s Need for Another “Great Changes” The Great Changes (Foundation) - SKSD Palapa 1976 - Digital Switching 1984 Follow-up If there’s no other “Great Changes”, the curve will be Saturated or even Declining after 2012 1906 Bureaucratic Great Changes Follow-up Harvesting Question Mark TIME

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16 Keywords Network / Connectivity
Voice is history SMS stops growing Network technology shifts to Internet Protocol (IP) Mobile + Broadband is current king Applications and Content are emerging fast Web Social Media E-Payment Cloud Computing Device Human-based (Smartphone + Tablet) Non Human-based (Home appliances, Health devices, Cars)

17 4 Areas of Growth …

18 Visi, Misi & Objective Direktorat Human Capital & General Affair
"Menjadikan Human Capital TELKOM Group sebagai competitive advantage Perusahaan dan menjadi role model pengelolaan Human Capital di bisnis Telecommunication, Information, Media, and Edutainment (T.I.M.E)." Misi 1, Menjadi strategic partner Perusahaan dalam pengelolaan bisnis, 2. Menyediakan karyawan yang berintegritas, kompeten, produktif, bermotivasi tinggi dan adaptif terhadap perubahan, dan 3. Menyediakan infrastruktur pengelolaan Human Capital yang efektif dan efisien denganberlandaskan pada Competency Based Human Resource Management (CBHRM). Objective Mendukung pencapaian objektif Perusahaan di 2015 melalui pembentukan karyawan yang unggul dalam pengelolaan bisnis T.I.M.E."

19 Struktur Organisasi PT. TELKOM
DIRUT/ CEO COO Head of Corporate Comm & Affair Head of Internal Audit VP. Corp Office Support. VP Business Performance Evaluation VP. Regulatory Mgt. OVP Public Comm VP. PO Audit VP. DC Audit VP. CO & SS Audit VP. General Service Direktur Network& Solution Direktur Konsumer Direktur Enterprise & Wholesale Direktur IT / CIO Direktur Compliance & Risk Mgt Direktur Human Capital &General Affair Direktur Keuangan (CFO) EVP. Strategic Investment & Corp. Planning VP. Infrastructure & Service Planning VP. NW Operation VP. Tariff VP. Access VP Product Mgt. VP Commerce . & Cust. Care OVP. Marketing VP. Business Dev’t VP. Enterprise VP. Wholesale VP. Supply Planning & Control VP. IT Policy VP. Process Risk Mgt. VP. System Risk Mgt. VP. Legal & Compliance VP. Bus. Effectiveness VP. HR Policy VP. Industrial Relation VP. Organization Dev’t VP Fin & Log Policy VP Management Acct. VP Treasury & Tax VP Financial Acct. VP Investor Relation. VP. Asset Mgt VP Corp. Strat. Planning VP Strategic Business Development VP. Biz Portfolio & Synergi 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 Assessment Finance Center

20 Telkom Organization as a Group
Telco/Core TELKOM Holding Adjacent/NEB International Dir. NWS Dir. Consumer Dir. EWS 1 2 3 4 5 6 7 TELKOMSEL L TII INFOMEDIA INDONUSA METRA Holding MITRATEL PIN Dir. CRM Dir. Kug 2.a 5.a 5.b 5.c 5.d Dir. ITS GSD SCICOM SIGMA FINNET ADMEDIKA METRANET Dir HCGA EVP. SICP YAKES YPT YSPT DAPEN METRASAT METRASYS MELON 5.e 5.f 5.g IA

21 Competency Pengertian
Kompetensi adalah kombinasi antara skill, knowledge dan personal qualities yang diperlukan untuk dapat melaksanakpn pekerjaan secara efektif. Perencanaan pengembangan SDM Menggunakan 2 kelompok kompetensi : Core Competency (konten pernyataan mengacu pada budaya 5C) Specific Competency : Personal Quality dan Skill & Knowledge

22 Proses Penilaian Kompetensi
Mekanisme Penilaian Proses Penilaian Kompetensi Penilaian dilakukan berdasarkan posisi yang dipangkunya secara multirater (360 derajat) Setiap karyawan dinilai oleh 4 (empat) unsur Penilai (Assessor), yaitu Atasan,Bawahan Langsung, sejawat (peer) dan Diri sendiri (self) c. Semua bawahan langsung (bila memiliki) sebagai Assesor b. Max 2 Orang sejawat Peer Assesor a. Max 1 Orang Self Assesor Jumlah Assesor :

23 Pengaturan Bobot Penilaian
Lengkap Tidak memiliki Bawahan Tidak memiliki Peer Tidak memiliki Bawahan & Peer Atasan I 40 % 45 % 50 % Atasan II 30 % 35 % Bawahan 10 % - Peer Self

24 Kriteria Evidence Evidence untuk mendapatkan K1
Memiliki P1 minimal 1 (satu) kali dalam 2 (dua) tahun terakhir dan Mendapatkan penghargaan di tahun terakhir dan pernah memasukkan kontribusi di sistem knowledge management dalam 1 (satu) tahun terakhir Evidence untuk mendapatkan K2 Memiliki P2 minimal 1 (satu) kali dalam 2 (dua) tahun terakhir atau Mendapatkan penghargaan di tahun terakhir atau pernah memasukkan kontribusi di sistem knowledge management dalam 1 th terakhir Evidence untuk mendapatkan K5 memiliki P4 atau P5 min 1x dalam 2 tahun terakhir atau mendapatkan hukuman disiplin dalam 1 (satu) tahun terakhir

25 Job Stream of Competency Directory
FMM Business TIME Business Transformasi C O R E Personal Qual i ty INFOCOM Telecommunication Personal Qual i ty C O R E Perubahan Information Media & Edutaiment Marketing & Sale Marketing & Sale n e w Business Business Finance Finance Human Capital Human Capital Logistic Logistic Legal Legal General General Existing Future 25 25

26 TIME Competency Model Skill & Knowledge Competency Personal Quality
1. ……. 2. ……. 3. ……. dst 1. ……. 2. ……. dst 1. ……. 2. ……. dst 4. Marketing & Sales 5. Business 6. Finance 7. Human Capital 8. Logistic 9. Legal 10. General 1. ……. 2. ……. dst 1. ……. 2. ……. 3. ……. dst 1. Telecomunication 2. Information 3. Media & Edutaiment 1. ……. 2. ……. dst 1. ……. 2. ……. dst 1. ……. 2. ……. 3. ……. dst 1. ……. 2. ……. dst Skill & Knowledge 1. ……. 2. ……. dst Hard Skill Personal Quality Strategic Orientaion Action Management 3. Leadership of Change 4. Business Acumen 5. Collaboration 6. Continous Improvement 7. Achievement Orientation 8. Adaptability 9. Risk Taking 10. Organization Awareness 11. Tolerance for Stress 12. …………… 13. …………… …. …………… 31. Information Seeking Soft Skill Competency Core Competency 1. Co-create Wi-win Partnership 2. Customer Driven 3. Collaborative Inovation 4. Caring Meritocracy 5. Commitment to Longterm Oriented 26 26

27 TIME competencies stream
Media & edutainment services & technologies Telecommunication services & technologies Voice, data dan multimedia services Telecommunication networks Information services & technologies CRM, ERP, data center, application IT Platform Media & edutainment services & technologies TV, VoD, MoD, Game, News, Sport, etc Media & edutainment Platform Information services & technologies TV, VoD, MoD, Game, News, Sport, etc Product/ services Telecommunication networks Media & edutainment Platform IT Platform Infrastructure

28 Agar Sistem berjalan dengan baik ...
Atasan perlu mengenal bawahannya dgn baik beserta data pencapaian program kerja dan requirement kompetensinya Karyawan mengerti SKI dan Requirement Kompetensi posisinya Khusus 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 JUJUR

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