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

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Presentasi berjudul: "Dukungan Human Resources dlm Transformasi Perusahaan John Welly Lecturer at SBM ITB Jakarta, 8 Juni 2011."— Transcript presentasi:

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

2 Model of the Strategic Management Process 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 Human Resource Actions Behaviors, Results Human Resource Capability Skills, Abilities, Knowledge Human Resource Needs Skills Behavior Culture Mission Goals Strategic Choice Internal Analysis Strengths Weaknesses External Analysis Opportunities Threats Strategy Formulation Strategy Implementation

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

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

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

7 Harvard Model of HRM 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 Management philosophy Labour market Unions Task technology Laws and societal values Long-term Consequences Individual well-being Organisational effectiveness Societal well-being HR Outcomes Commitment Competence Congruence Cost-effectiveness Able to execute Operate efficiently Engage employee Manage change =

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

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 2010 PERFORMANCE OR GROWTH OR IMAGE TIME HOW TO TURN AROUND A COMPANY?

11 “The Great Changes” Case: Telkom Great Changes ? The Great Changes (Foundation) Harvesting There’s Need for Another “Great Changes” If there’s no other “Great Changes”, the curve will be Saturated or even Declining after SKSD Palapa Digital Switching Satellite & GSM – JV (Satelindo) Fixed Cellular - JV (Ratelindo) GSM (Telkomsel) GSM Exelcom Internet Flexi Speedy G Cellular 2005 (Telkomsel) 4G Cellular NGN RFID Question Mark TIME Crisis UU 36/1999 Selular Analog (JV) 1991 (Komselindo) BureaucraticFollow-up Follow-up

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16 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) Keywords

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)." Visi 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). Misi Mendukung pencapaian objektif Perusahaan di 2015 melalui pembentukan karyawan yang unggul dalam pengelolaan bisnis T.I.M.E." Objective

19 Struktur Organisasi PT. TELKOM Direktur Konsumer Direktur Enterprise & Wholesale Direktur IT / CIO Direktur Network& Solution Direktur Compliance & Risk Mgt EVP. Strategic Investment & Corp. Planning DIRUT/ CEO Direktur Keuangan (CFO) Direktur Human Capital &General Affair Head of Internal Audit VP. PO Audit VP. DC Audit VP. CO & SS Audit VP. General Service Head of Corporate Comm & Affair VP. Corp Office Support. VP Business Performance Evaluation VP. Regulatory Mgt. OVP Public Comm COO 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 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 & Compliance VP. 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 Assessment

20 Telkom Organization as a Group 20 TELKOM Holding INFOMEDIA TELKOMSEL L METRA Holding Dir. Consumer Dir. EWS Dir. CRM Dir. ITS Dir HCGA Dir. NWS Dir. Kug TII EVP. SICP INDONUSA MITRATEL PIN SCICOM SIGMAFINNET ADMEDIKA METRANET METRASAT Telco/Core Adjacent/NEB International 2.a 5.a 5.b5.c5.d 5.e METRASYS 5.f YAKES YPT YSPT IA DAPEN MELON GSD 5.g

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 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) Jumlah Assesor : a. Max 1 Orang Self Assesor b. Max 2 Orang sejawat Peer Assesor c. Semua bawahan langsung (bila memiliki) sebagai Assesor 22

23 Pengaturan Bobot Penilaian LengkapTidak memiliki Bawahan Tidak memiliki Peer Tidak memiliki Bawahan & Peer Atasan I40 %45 % 50 % Atasan II30 %35 % 40 % Bawahan10 %- Peer10 % - Self10 %

24 Kriteria Evidence K1 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 K2 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 K5 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 CORECORE P e rs o n al Q u al i t y TIME Business Telecommunication Information Media & Edutaiment Marketing & Sale Business Finance Human Capital Logistic Legal General INFOCOM Marketing & Sale Business Finance Human Capital Logistic Legal General CORECORE P e rs o n al Q u al i t y Perubahan Existing Future n e w Transformasi

26 TIME Competency Model 1.Co-create Wi-win Partnership 2.Customer Driven 3.Collaborative Inovation 4.Caring Meritocracy 5.Commitment to Longterm Oriented Personal Quality Competency Core Competency 1.Strategic Orientaion 2.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 Skill & Knowledge 4. Marketing & Sales 5. 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.……. dst

27 TIME competencies stream TV, VoD, MoD, Game, News, Sport, etc Telecommunication networks IT Platform Media & edutainment Platform Information services & technologies Media & edutainment services & technologies Product/ services Infrastructure 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

28 Agar Sistem berjalan dengan baik... Atasan perlu mengenal bawahannya dgn baik beserta data pencapaian program kerja dan requirement kompetensinyaAtasan perlu mengenal bawahannya dgn baik beserta data pencapaian program kerja dan requirement kompetensinya Karyawan mengerti SKI dan Requirement Kompetensi posisinyaKaryawan mengerti SKI dan Requirement Kompetensi posisinya Khusus untuk SKI :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)HR Area memiliki data yang valid (Data evidence, NKU) Membangun budaya JUJURMembangun budaya JUJUR Atasan perlu mengenal bawahannya dgn baik beserta data pencapaian program kerja dan requirement kompetensinyaAtasan perlu mengenal bawahannya dgn baik beserta data pencapaian program kerja dan requirement kompetensinya Karyawan mengerti SKI dan Requirement Kompetensi posisinyaKaryawan mengerti SKI dan Requirement Kompetensi posisinya Khusus untuk SKI :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)HR Area memiliki data yang valid (Data evidence, NKU) Membangun budaya JUJURMembangun budaya JUJUR

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