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Dukungan Human Resources dlm Transformasi Perusahaan

Dukungan Human Resources dlm Transformasi Perusahaan. John Welly Lecturer at SBM ITB Jakarta, 8 Juni 2011. Strategy Implementation. Strategy Formulation. External Analysis Opportunities Threats. HR Practices Recruiting, Training, Performance management, Labor relations,

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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. Strategy Implementation Strategy Formulation 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 Goals Strategic Choice Human Resource Needs Skills Behavior Culture Mission 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. 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 2009 2003 2003 (2012) 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. 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. Stakeholder Interest Stakeholders Management Employee groups Government Community Unions HRM Policy Choices Employee Influence Human resource flow Reward systems Work systems HR Outcomes Commitment Competence Congruence Cost-effectiveness Long-term Consequences Individual well-being Organisational effectiveness Societal well-being Situational Factors Work force characteristics Business strategy and conditions Management philosophy Labour market Unions Task technology Laws and societal values Harvard Model of HRM = Able to execute Operate efficiently Engage employee Manage change

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

  11. “The Great Changes” Case: Telkom 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 1997-1998 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 1993-1999 If there’s no other “Great Changes”, the curve will be Saturated or even Declining after 2012 1906 1988-1992 1993-1999 2000-2010 2010-2020 Bureaucratic Great Changes Follow-up Harvesting Question Mark TIME

  12. 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 2.0 + Social Media • E-Payment • Cloud Computing • Device • Human-based (Smartphone + Tablet) • Non Human-based (Home appliances, Health devices, Cars)

  13. 4 Areas of Growth …

  14. Visi, Misi & Objective Direktorat Human Capital & General Affair

  15. 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 Human Capital &General Affair Direktur Compliance & Risk Mgt Direktur Keuangan (CFO) Direktur Network& Solution Direktur Konsumer Direktur Enterprise & Wholesale Direktur IT / CIO EVP. Strategic Investment & Corp. Planning • 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. Process Risk Mgt. • VP. System Risk Mgt. • VP. Legal & Compliance • VP. Bus. Effectiveness • 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 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

  16. 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 PIN TELKOMSEL L TII INFOMEDIA INDONUSA METRA Holding MITRATEL 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

  17. Competency

  18. Mekanisme Penilaian

  19. PengaturanBobotPenilaian

  20. Kriteria Evidence

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

  22. TIME Competency Model 1. ……. 2. ……. dst 1. ……. 2. ……. 3. ……. dst 1. ……. 2. ……. dst 1. ……. 2. ……. dst 1. ……. 2. ……. 3. ……. dst 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

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

  24. Agar Sistemberjalandenganbaik ... • Atasanperlumengenalbawahannyadgnbaikbeserta data pencapaian program kerjadan requirement kompetensinya • Karyawanmengerti SKI dan Requirement Kompetensiposisinya • Khususuntuk SKI : • Karyawanmengajukan NA awalsecara fair & objektif, karena NA awalygmenonjolakanmerugikanrekansatuunitnya • Atasanjelimengawasi NA ajuan yang ekstrimthd NA rata2 unit • Atasanmelihatterlebihdahuluapakah draft daftar NA awalkaryawandiUnitnyatelahsesuaidgnperkiraan ranking karyawan (mulaidariyg paling produktifsampaiyg paling rendah) • HR Area memiliki data yang valid (Data evidence, NKU) • Membangunbudaya JUJUR

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