hr transformation by mr krisbiyanto, senior partner of portalhr
TRANSCRIPT
+
HR Transformation
By Krisbiyanto @krisbi27 Senior Partner of PortalHR
+The Current Major Issues
n Generation Gap in the Workforce needs to be addressed differently in the organization
n Globalization
n Talent and engagement still the most commonly issues in the organization
n Expansive Growth and Cost Pressure
n Merger and Acquisition
n IT and Big Data driven
n Social Media has driven a communication in organization
+ABOUT INDONESIA
+ Indonesian Current Condition - Internet Users
Total population in Indonesia is around 240 million Number of Internet Users in 2012 is around 110,722 million
People or 46.15% of total population
+ Indonesia’s Outloook From Total Population of 240 Mio: • X gen is 24%, Y gen is 28%, Z gen is
31% and the rest boomers and other is 17%
• Internet penetration is 21% • Indonesians are 3rd in the world for
freedom to speech • The 60% facebookers are “Y” gen • 2nd largest facebook nation • 3rd largest twitter nation • Have the power to influence trending
topic on twitter • SME gain more through Social Media
than MNC • A fast growing market for tech start up
https://wiki.smu.edu.sg/digitalmediaasia/Digital_Media_in_Indonesia
+Impact of Social Media in Organization
#1. Employee Branding
#2. Collaboration & Communication
#3. Talent Recruiting
#4. Assessing Online Record
#5. Professional Development
#6. Employee Engagement
#7. Driving Innovation
#8. Alumni Relations
Source: Manpower Employer Perspectives on Social Networking, 2009
Indonesian Organization Is still very slow responding with the impact of social media movement
+TRASNFORMATION
+The HR Management Transformation
HR
Val
ue A
dd
ed
Time
Personnel Administration
Human Resources Management
Human Capital
HC Performance Productivity
-Provide Employee Services
-Analyzing HR needs and developing Plan
-Aligning HR Strategies that support Business Strategy
-Focusing in Performance and Productivity
70’s
80’s
90’s
00’s
+The HR Transformation Objective
• HC Alignment • Business Sustainability • Engage Workforce • Productive Workforce • Effective Organization
+4 HR Transformations Road Map
HR
Tra
nsf
orm
atio
n
1
2
3
4
Understanding the Business, Solution Integration and Change Analysis
Strengthening the HR Roles as Business Partner (BP) and Center of Expertise (COE)
Benchmarking and Workforce Analysis
Building HR Shared Services and Outsourcing Opportunities
+The Latest HR Evolution from Dave Ulrich
Wave four uses HR practices to derive and respond to external business conditions, called "HR from the outside in". Outside-in HR goes beyond strategy to align its work with business contexts and stakeholders. The three earlier waves represent HR work that still has to be done well: HR administration must be flawless; HR practices must be innovative and integrated; and HR must turn strategic aspirations into HR actions. But rather than rely on these waves, future-facing HR professionals should look outside their organisations to customers, investors, and communities to define successful HR.
+Effective Management Demonstrating in 5 keys Area
+WELCOME BIG DATA ERA
+HR Organization are not ready facing big Data Era
+An Evolved Organization
+A CASE STORY
+A Case Story
n Private Public Listed Bank
n Employee around 17,000
n Outlet Coverage : all over Indonesia Provinces
n BTPN heavy Challenge is its extremely rapid growth organization, expansive business growth (pension, syaria and micro banking).
n Rapid growth of its employee from 5,500 employee in 2008 to 17,0000 employees which mostly 60% are Y generation.
+A Case Story to Share, Bank Tabungan Pensiunan Nasional (PT Bank BTPN, Tbk)
n Established in Bandung, West Java with the name Bank Pegawai Pensiunan Militer (Bapemil).
n Texas Pacific Group (TPG) Nusantara S.a.r.l acquired 71.6% of BTPN’s shares through the Indonesian Stock Exchange. BTPN became a publicly listed company with an asset base of IDR 13.7 Trillion.
n Obtained license to become a commercial bank.
n Changed its name into Bank Tabungan Pensiunan Nasional (PT. Bank BTPN).
1958 1960 2008 1986 n Launched Micro &
Small business line, with the opening of 539 branch offices and a credit growth of IDR 2.3 trillion in one year. Issued the first long term Rupiah-based bond with a credit rating of A+ (National Scale Rating) from Fitch Ratings.
2009
+BTPN
2008 • 5,550 emp • Dec 13.697 T or 1,441 bio US
2009 • 10,350 emp
• Dec 22.27 T or 2.34 bio USD
2010 • 12,550 emp
• Dec 22.27 T or 2.34 bio USD
2011 • 15,500 emp
• Dec 46.6 T or 4.9 bio US
2012 • 17,200 emp
• June 52 T or 5.4 bio USD
39 branches In 2008
1,047 branches In 2010
1,754 branches In 2012
BTPN is an extremely rapid growth organization which Historically Background is a family owned private bank in 1958 into professional managed bank owned by overseas investor
Our Journey …
Standard Practice
Aligned Structure and Reward with the Bank
Strategy
Built dedicated engines for Micro
Business Built trust with the
existing people
Improved basic HC infrastructure
Established BTPN Learning Institute and introduce a “Common Leadership Language”
Progressive Practice
Enable Business Performance & Growth through Organization
Effectiveness
Strengthen Business Pillars :
• HC Service Delivery • Center of Expertise • HC Governance
Live the MVV
On the Horizon
HC anticipates strategic issues and leads efforts
HC Portal – customized web based / vision of paperless
administration
Precision workforce planning / emphasis on
retention and relationship extension
Talent management links development, career
planning, talent assessment & developing
future leaders
Real-time workplace experiential learning
supported by interactive technology
Where we were in 2008 Where we are now Where we will be in the future
+Key Focuses
n Support business to achieve business performance as well as people objectives
• Develop HR/ people products based on market best practices to fit with company objectives
• Provide operations & services to deliver agreed service level, efficient processes and operation risk management
Relationship Mgmt.
Center of Expertise
Shared Services
+Key Accountabilities
n People Performance & Rewards Management to support & align with business performance
n Talent management
n Embed employee engagement
• Reward & Performance
• Organization Design (incld. MPP)
• Industrial Relation • Employee
Engagement • Learning & Talent
Development • People Risk
• Database Maintenance
• Payroll & Benefit Processing
• Help Desk (Contact Ctr)
• Resourcing Operations
• Training Services • Operation Risk • HR System • MIS & Dashboard
Relationship Mgmt.
Center of Expertise
Shared Services
+Deliverables
HC PRODUCTS COE RM SS Rewards Design Rewards Strategy, design
Rewards Programs & Policy, Manage People Cost at Corporate Level
Specific Rewards Program to fit with biz needs, Aligning Rewards with individual & business performance, Manage People Cost at Business Unit level
Deliver compensation & benefit operation & services, produce report & MIS on people cost, Service/Contact Centre
Performance Management
Design Performance Mgmt System & Policy, Ensure alignment to business performance at company level
Implement PMS (incld managing poor performance), ensure alignment to business performance
Performance database & documentation
Organization Design Design OD policy, Job Evaluation Methodology (incld. Job analysis, Job grading), MPP strategy & policy
Design Organization Structure, implement Job Desc, Job Eva, Job Grading, MPP in each business/ function
Employee Database, MIS
Learning & Talent Development
Develop Training Modules/ Curriculum, Trainer, Talent Identification Methodology, Talent Development Guideline, Talent Pool at Corporate Level
TNA, Talent Classification, Talent Development Plan & Monitoring
Training Delivery, MIS
Resourcing Design resourcing strategy methodology, tools
Monitor MPP fulfillment Recruitment process
Employee Engagement Design Engagement Measurement & Methodology
Monitor implementation & ensure engagement level
Survey Delivery
Industrial Relation Design Policy, Compliance, Procedures
Monitoring Database
People Risk Risk Type Owner (RTO) Risk Mitigation at business/ function level
Operation Risk
+Destination Model Centre of Expertise
n Best in class, right solutions
n Specialist knowledge
n Policy & process development
Shared Service Centre
n ESS/MSS Support
n Centralized administration processing
n Monitoring HC Effectiveness (HR RoI)
n Relationship Manager
n Formulating strategy
n Business partner
n Facilitate use of right products & processes for people solutions
n Coordinating local business HC needs
n Coaching Managers & staff
Driving Business
Performance PRODUCTS ADVISORY
Current Structure HC PRODUCTS COE SS RM Rewards
Performance Management
Industrial Relation
Organization Dev.
Resourcing
Learning & Talent Development
Employee Engagement
People Risk
HC Ops (CHC)
HC Heads : RB
UMK OPIT SFs HC
BTPN Learning Institute
CoE (CHC)
CHC/Res UMK
na HC Ops (OR)
Proposed Structure HC PRODUCTS COE SS RM Rewards
Performance Management
Industrial Relation
Organization Dev.
Resourcing
Learning & Talent Development
Employee Engagement
People Risk
HC Ops & Services
HC Heads : • RB • UMK • OP/IT • SFs • HC
BTPN Learning Institute
Corp. HC
Mass Resourcing
n/a HC Ops & Serv
OD
+A CONCLUSION
+A Conclusion to learn
n Transformation is about the change, and change is equal to pain
n Transformation is a journey, you can speed it up but you need to be well prepared
n There is no quick jump, you should follow the process in transformation
n There is no perfect fit that one succeed story in one company can be duplicate in another company although we can learn from it