HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR

2,760 views

Published on

Published in: Business, Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,760
On SlideShare
0
From Embeds
0
Number of Embeds
1,354
Actions
Shares
0
Downloads
46
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR

  1. 1. +HR TransformationBy Krisbiyanto@krisbi27Senior Partner of PortalHR
  2. 2. +The Current Major Issuesn  Generation Gap in the Workforce needs to be addresseddifferently in the organizationn  Globalizationn  Talent and engagement still the most commonly issues in theorganizationn  Expansive Growth and Cost Pressuren  Merger and Acquisitionn  IT and Big Data drivenn  Social Media has driven a communication in organization
  3. 3. +ABOUT INDONESIA
  4. 4. +Indonesian Current Condition -Internet UsersTotal population in Indonesia is around 240 millionNumber of Internet Users in 2012 is around 110,722 millionPeople or 46.15% of total population
  5. 5. +Indonesia’s OutloookFrom Total Population of 240 Mio:•  X gen is 24%,Y gen is 28%, Z gen is31% and the rest boomers and other is17%•  Internet penetration is 21%•  Indonesians are 3rd in the world forfreedom to speech•  The 60% facebookers are “Y” gen•  2nd largest facebook nation•  3rd largest twitter nation•  Have the power to influence trendingtopic on twitter•  SME gain more through Social Mediathan MNC•  A fast growing market for tech start uphttps://wiki.smu.edu.sg/digitalmediaasia/Digital_Media_in_Indonesia
  6. 6. +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 RelationsSource: Manpower EmployerPerspectives on SocialNetworking, 2009Indonesian OrganizationIs still very slow respondingwith the impact of socialmedia movement
  7. 7. +TRASNFORMATION
  8. 8. +The HR ManagementTransformationHRValueAddedTimePersonnelAdministrationHuman ResourcesManagementHumanCapitalHC PerformanceProductivity-Provide Employee Services-Analyzing HR needs anddeveloping Plan-Aligning HR Strategies thatsupport Business Strategy-Focusing in Performanceand Productivity70’s80’s90’s00’s
  9. 9. +The HR Transformation Objective•  HC Alignment•  Business Sustainability•  Engage Workforce•  Productive Workforce•  Effective Organization
  10. 10. +4 HR Transformations Road MapHRTransformation1234Understanding the Business, SolutionIntegration and Change AnalysisStrengthening the HR Roles asBusiness Partner (BP) and Center ofExpertise (COE)Benchmarking and Workforce AnalysisBuilding HR Shared Servicesand Outsourcing Opportunities
  11. 11. +The Latest HR Evolution from DaveUlrichWave four uses HR practices to deriveand respond to external businessconditions, called "HR from the outsidein". Outside-in HR goes beyondstrategy to align its work with businesscontexts and stakeholders.The threeearlier waves represent HR work thatstill has to be done well: HRadministration must be flawless; HRpractices must be innovative andintegrated; and HR must turn strategicaspirations into HR actions. But ratherthan rely on these waves, future-facingHR professionals should look outsidetheir organisations to customers,investors, and communities todefine successful HR.
  12. 12. +Effective ManagementDemonstrating in 5 keys Area
  13. 13. +WELCOME BIG DATA ERA
  14. 14. +HR Organization are not readyfacing big Data Era
  15. 15. +An Evolved Organization
  16. 16. +A CASE STORY
  17. 17. +A Case Storyn  Private Public Listed Bankn  Employee around 17,000n  Outlet Coverage : all overIndonesia Provincesn  BTPN heavy Challenge is itsextremely rapid growthorganization, expansive businessgrowth (pension, syaria and microbanking).n  Rapid growth of its employee from5,500 employee in 2008 to 17,0000employees which mostly 60% are Ygeneration.
  18. 18. +A Case Story to Share,Bank Tabungan Pensiunan Nasional (PT Bank BTPN,Tbk)n  Established inBandung,WestJava with thename BankPegawaiPensiunanMiliter(Bapemil).n  Texas PacificGroup (TPG)Nusantara S.a.r.lacquired 71.6%of BTPN’s sharesthrough theIndonesianStock Exchange.BTPN became apublicly listedcompany withan asset base ofIDR 13.7 Trillion.n  Obtainedlicense tobecome acommercialbank.n  Changed itsname intoBankTabunganPensiunanNasional (PT.Bank BTPN).1958 1960 20081986n  Launched Micro &Small business line,with the opening of539 branch officesand a credit growthof IDR 2.3 trillion inone year. Issuedthe first long termRupiah-basedbond with a creditrating of A+(National ScaleRating) from FitchRatings.2009
  19. 19. +BTPN2008• 5,550 emp• Dec 13.697T or 1,441bio US2009• 10,350emp• Dec 22.27T or 2.34bio USD2010• 12,550emp• Dec 22.27T or 2.34bio USD2011• 15,500emp• Dec 46.6 Tor 4.9 bioUS2012• 17,200emp• June 52 Tor 5.4 bioUSD39 branchesIn 20081,047 branchesIn 20101,754 branchesIn 2012BTPN is an extremely rapid growth organization whichHistorically Background is a family owned private bank in 1958into professional managed bank owned by overseas investor
  20. 20. Our Journey …Standard PracticeAligned Structure andReward with the BankStrategyBuilt dedicatedengines for MicroBusinessBuilt trust with theexisting peopleImproved basic HCinfrastructureEstablished BTPNLearning Institute andintroduce a CommonLeadership LanguageProgressive PracticeEnable BusinessPerformance & Growththrough OrganizationEffectivenessStrengthen BusinessPillars :• HC Service Delivery• Center of Expertise• HC GovernanceLive the MVVOn the HorizonHC anticipates strategicissues and leads effortsHC Portal – customized webbased / vision of paperlessadministrationPrecision workforceplanning / emphasis onretention and relationshipextensionTalent management linksdevelopment, careerplanning, talentassessment & developingfuture leadersReal-time workplaceexperiential learningsupported by interactivetechnologyWhere we were in 2008 Where we are now Where we will be in the future
  21. 21. +Key Focusesn  Support business toachieve businessperformance as wellas people objectives•  Develop HR/people productsbased on marketbest practices tofit with companyobjectives•  Provideoperations &services todeliver agreedservice level,efficientprocesses andoperation riskmanagementRelationshipMgmt.Center ofExpertiseSharedServices
  22. 22. +Key Accountabilitiesn  People Performance &Rewards Managementto support & align withbusiness performancen  Talent managementn  Embed employeeengagement•  Reward &Performance•  Organization Design(incld. MPP)•  Industrial Relation•  EmployeeEngagement•  Learning & TalentDevelopment•  People Risk•  DatabaseMaintenance•  Payroll & BenefitProcessing•  Help Desk (ContactCtr)•  ResourcingOperations•  Training Services•  Operation Risk•  HR System•  MIS & DashboardRelationshipMgmt.Center ofExpertiseSharedServices
  23. 23. +DeliverablesHC PRODUCTS COE RM SSRewards Design Rewards Strategy, designRewards Programs & Policy,Manage People Cost at CorporateLevelSpecific Rewards Program to fitwith biz needs, Aligning Rewardswith individual & businessperformance, Manage People Costat Business Unit levelDeliver compensation & benefitoperation & services, producereport & MIS on people cost,Service/Contact CentrePerformanceManagementDesign Performance MgmtSystem & Policy, Ensurealignment to businessperformance at company levelImplement PMS (incld managingpoor performance), ensurealignment to business performancePerformance database &documentationOrganization Design Design OD policy, Job EvaluationMethodology (incld. Job analysis,Job grading), MPP strategy &policyDesign Organization Structure,implement Job Desc, Job Eva, JobGrading, MPP in each business/functionEmployee Database, MISLearning & TalentDevelopmentDevelop Training Modules/Curriculum, Trainer, TalentIdentification Methodology, TalentDevelopment Guideline, TalentPool at Corporate LevelTNA, Talent Classification, TalentDevelopment Plan & MonitoringTraining Delivery, MISResourcing Design resourcing strategymethodology, toolsMonitor MPP fulfillment Recruitment processEmployee Engagement Design Engagement Measurement& MethodologyMonitor implementation & ensureengagement levelSurvey DeliveryIndustrial Relation Design Policy, Compliance,ProceduresMonitoring DatabasePeople Risk Risk Type Owner (RTO) Risk Mitigation at business/function levelOperation Risk
  24. 24. +Destination ModelCentre of Expertisen  Best in class, right solutionsn  Specialist knowledgen  Policy & process developmentShared Service Centren  ESS/MSS Supportn  Centralized administrationprocessingn  Monitoring HC Effectiveness (HRRoI)n  Relationship Managern  Formulating strategyn  Business partnern  Facilitate use of rightproducts & processes forpeople solutionsn  Coordinating local businessHC needsn  Coaching Managers & staffDrivingBusinessPerformancePRODUCTS ADVISORY
  25. 25. Current StructureHC PRODUCTS COE SS RMRewardsPerformanceManagementIndustrial RelationOrganization Dev.ResourcingLearning & TalentDevelopmentEmployeeEngagementPeople RiskHC Ops(CHC)HC Heads :RBUMKOPITSFsHCBTPN Learning InstituteCoE(CHC)CHC/Res UMKna HC Ops (OR)
  26. 26. Proposed StructureHC PRODUCTS COE SS RMRewardsPerformanceManagementIndustrial RelationOrganization Dev.ResourcingLearning & TalentDevelopmentEmployeeEngagementPeople RiskHC Ops &ServicesHC Heads :• RB• UMK• OP/IT• SFs• HCBTPN Learning InstituteCorp. HCMass Resourcingn/a HC Ops & ServOD
  27. 27. +A CONCLUSION
  28. 28. +A Conclusion to learnn  Transformation is about the change, and change is equal topainn  Transformation is a journey, you can speed it up but you needto be well preparedn  There is no quick jump, you should follow the process intransformationn  There is no perfect fit that one succeed story in one companycan be duplicate in another company although we can learnfrom it

×