The document provides guidance on building an effective human resources management system for social innovators. It recommends a 4-step approach: 1. Workforce planning and recruiting through analyzing headcount needs, required skills, and onboarding talents. 2. Employee retention by understanding what motivates employees and providing the right compensation and career paths. 3. Responding to turnover by conducting exit interviews to understand reasons for leaving and developing action plans. 4. Continuous alignment of employees to organizational objectives through engagement and reminders of their role in achieving goals. The summary outlines the 4-step process and emphasizes that talents need to flow smoothly into and out of dynamic organizations.

1. Human Resources Management for
Social Innovators
April 2015
Authors: Leo Arifin, Melina Subastian, Serlina Wijaya, Archie Anugrah

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Leo Wibisono Arifin
Biography
Selected organizational experience :
• IPB Debating Community, Vice President
– Worked with the team to transform the organization from a small interest based club into
one of the most successful and respectable organization in the region
– Developed a special pro-bono platform for career consultation that enables top students
to access top jobs in various industries, including consulting, banking, e-commerce and
consumer business
Selected project experience
• Multiple Strategy & Operations Projects in APAC Region, Consultant
– Generated insights from extensive data analysis and fact finding activities, synthesized
and presented the insights to the senior management team from client‟s side
• Young Leaders of Indonesia Foundation, Faculty Member
– YLI is an initiative by McKinsey & Company to train high caliber . My responsibility
includes the facilitation and delivery of YLI Forums, in both national and regional scale
Selected work experience:
• Deloitte Consulting SEA, Strategy Consultant
– Strategy Consultant with solid focus on energy, consumer business and
telecommunication sector. Developed multiple business unit and growth strategy for
clients in South East Asia
• AVA Consulting Partners, Associate Consultant
– Worked on multiple commercial due diligence and operations improvement strategies
that had delivered multi million dollar of cost saving for clients
Education :
• International MBA Leadership Award [Non Degree], Nyenrode Business School (2014)
• Bachelor of Agricultural Engineering – Food Technology, IPB (2007-2013)
• CIEP Participant [Non Degree] – Food Technology, Tokyo University of Agriculture (2011)
Leo is a strategy consultant
who specializes on market
entry/growth strategy and
organization transformation
He has previously worked on
multiple engagements in Asia-
Pacific Region including China,
Singapore, Australia and
Indonesia
He enjoys traveling and
teaching during his spare time
Your photo
AUTHOR

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Melina Subastian
Biography
Selected organizational experience :
• KMK (Catholic Student Organization): Vice President
– Supervised and guided divisional performance, and ran and created innovative projects
and ensured that those could develop members
• CEO (Catholic and Christian Econolympics): Co-founder
– Co-founded annual university-scale sport olympics event which involves all Catholic and
Christian students across UGM as media for self-development and relationship building
Selected project experience
• AACSB (Association to Advance Collegiate School of Business): Speaker
– Shared knowledge and experiences, motivated, advised and answered questions related
to study abroad and educational achievement
• KKN-PPM UGM (Kuliah Kerja Nyata Pengembangan Pemberdayaan Masyarakat): Member
– Conducted micro entrepreneurship seminar for utilizing natural resources at place, and
established „Sekolah Sore‟ for children to help addressing educational support needs
Selected work experience:
• McKinsey & Company: Consulting Analyst
– Development and implementation of corporate strategy in capability building, and sales
and operational improvement
– Variety of industries including Banking and Operations
• Faculty of Economics and Business UGM: Teaching Assistant
– Specialized in accounting for merchandising operations, corporations, financial statement
analysis and cost-volume-profit analysis with responsibility for 75% of the grade
Education :
• Bachelor in Accounting – Faculty of Economics and Business, Universitas Gadjah Mada (2010-
2013)
Melina is a management
consultant who is passionate
in social entrepreneurship and
philanthropy
She has worked on a number
of projects to help top
companies with their
transformation, optimization
and capability building
strategy.
AUTHOR

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Serlina Sari Wijaya
Biography
Experience:
• Traveloka; Business Development
• Accenture; Strategy Analyst
• The Boston Consulting Group; Business Analyst
• Arghajata Consulting; Corporate Financial Analyst
Education :
• Bachelor of Engineering – Industrial Engineering, ITB (2008 - 2012)
AUTHOR

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Archie Anugrah
Biography
Selected organizational experience :
• Forum for Indonesia; Co-Chair
‒ Develop five year transformation blueprint, design operating model and delivery strategy,
and lead the development of social innovation knowledge
• Young Leaders for Indonesia Alumni Community: Vice President
– Drove 1 year pilot project on networking transformation by developing roadmap,
organizational restructuring, and also re-prioritize activities
• StudentsxCEOs: Advisor
– Develop new branding and expansion methodology
Selected work experience:
• HSBC Bank: Business Performance Management
• Boston Consulting Group : Business Analyst
– Development and implementation of corporate strategy, project management, and
management of stakeholders.
– Variety of industries including Financial Service, Industrial Goods, Pharmaceutical,
Telecommunication, Hotel, and Consumer Goods.
Education :
• Bachelor of Engineering - Informatics Engineering, Institut Teknologi Bandung (2008-2012)
Archie is a social activist with
solid experience on
transformation.
He has worked on a number of
projects to help top companies
and social organization with
their transformation and
optimization strategy.
AUTHOR

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Executive Summary
This knowledge document is developed to provide aspiring leaders with practical basic tools to build an
effective human resources management system in a typical early stage of organization build-up. The
insights presented are taken from a combination of high level primary research, validation interviews and
team internal analysis from best practice observation in multiple successful organizations. The readers
are highly encouraged to treat this document as a general reference, provided that the information
contained herein are non-exhaustive.
The team has identified four major steps in a typical end-to-end human resources management system.
Below are the summary of best practices recommended in each of the identified areas:
• Workforce planning & recruiting: a series of forward planning activities typically kick-start the
human resources strategy in an organization. These activities start from foreseeing the headcount
requirement, determining the required skills set, scouting the talents, and ensuring they are properly
on-boarded in the organization.
• Employee retention: retaining a good talent is never an easy task for any organizations, given the
dynamic nature of current talent market. No standalone strategy will do. Organizations are
constantly challenged to come up with the right mix of retention strategies. Understanding what drives
your talents and tailor it to the right package of “hard and soft” compensation, will go a long way.
• Responding turn over: employee churn happens in every organization. The big challenge is to keep
the rate low and take corrective/preventive measures whenever required. We have exhibited a
framework to respond to turn over and a practical tool such as “exit interview” to understand the
motive behind people leaving their job. These framework and tool will help decision makers to come
up with a more sound call to respond employee turn over.
• Continuous alignment to organization’s objectives: employees are supposed to be engaged to
organization‟s goals at all times and reminded of how they can play a role in helping the organization
move towards common goals.

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SUMMARY
Approach • Develop a Man Power Planning
analysis template to pre-
determine the number of talents
required
• Develop ideal qualification of
candidates through competency
model dictionary
• Develop promotion channels to
attract best talents in the
market
Steps Workforce Planning Talent Retention Turnover Response
• Number of required talents
• Prerequisites for candidate
• Cost efficient promotion
strategy
Main outcomes
• Immerse the retention
commitment across
organisation
• Create fair and attractive
career path for candidates
• Develop attractive
compensation strategy
• Plan structured -customised
development scheme for
individuals
• Standardised recruitment
process and career path
• Draft of development plans
• Implement disciplined exit
interview process
• Analyse the exit interview
results to find root causes
• Develop initiatives and
prioritisation
• Develop action plans and
assign responsibilities
across business units
• Root cause analysis –
waterfall diagram
• Prioritisation matrix and
detailed action plans
In a typical dynamic organization, human capital management programs are
planned in 3 clear steps that allow talents to flow in and out on good terms
Responding to
TurnoverRetaining Talent
Workforce Planning &
Recruitment
Alignment to Organization Vision, Mission & Values
People In People Out
Source: Team Analysis

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Table of contents
Employee Engagement and Retention Program3
1 Strategic Workforce Planning
2 Effective Recruitment Cycle
Responding to Turnover4

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DRIVERS
Organization
strategy
Market
conditions
Major projects
Changes in
competitive
landscape
STRATEGIC
WORKFORCE
PLANNING
1.
Workforce
Analysis
2.
Forecast
Needs
3. Analyze
Gaps
4.
Develop
Strategies
5.
Implement
Strategies
6. Monitor
&
Evaluate
Recruitment
Talent &
Succession
Learning
HRM ACTIVITIES
Strategic Workforce Planning is an essential enabler to ensure the
alignment of organization objectives with those of its existing workforce
Elements in Strategic Workforce Planning framework are determined by several key drivers that would finally
translate into several HRM activities

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DRIVERS
Organization
strategy
Market
conditions
Major projects
Changes in
competitive
landscape
• Changes or improvement in business strategies will define what an
organization is going to need to enable the implementation of
business strategies to help achieve the objectives
• Changes in market conditions might lead to the slight/ major
adjustment in the workforce planning
• Major projects that need to be executed would also need adjustment
in the workforce planning
• Changes in competitive landscape will trigger the organization to
quickly adjust that eventually resulted in the need for workforce
planning adjustment
Organization strategy, market conditions, major projects and changes in
competitive landscape as the main drivers to determine the strategic
workforce planning
STRATEGIC WORKFORCE PLANNING

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STRATEGIC
WORKFORCE
PLANNING
1.
Workforce
Analysis
2.
Forecast
Needs
3. Analyze
Gaps
4. Develop
Strategies
5.
Implement
Strategies
6. Monitor
& Evaluate
Recruitment, talent retention, and employees learning plans derived from
gap identification between existing & future (targeted) workforce
WORKFORCE ANALYSIS
Analyze existing workforce characteristics and capabilities, comparing it with
external labor market and environmental factors, with the purpose to clearly
determine whether it still fits the organizational direction or objectives
FORECAST NEEDS
Identify future business needs/ direction/ objectives, and translate it into the
characteristics and capabilities needed
ANALYZE GAPS
Identify and analyze the gaps between future workforce needs and
current workforce profile
DEVELOP STRATEGIES
Integrated business and HR strategies are developed to address
the gaps between current and future workforce needs
IMPLEMENT STRATEGIES
Investment in strategies and change management processes
to address workforce planning issues
MONITOR & EVALUATE
Evaluate effectiveness of strategies to determine the
success of panned changes and impact on business
performance
Key Outcomes:
• Workforce strategies & plans
• Recruitment strategy : no. of required talents, capabilities
and competencies needed (competency model)
• Talent and succession strategies & plans
• Employees learning strategies & plans
1
2
3
4
5
6

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Recruitment Strategy : manpower planning analysis
Notes:
• Based on organization
objectives, what are
the prioritized things
that might need certain
composition of
employees
• Determine number of
employees needed for
each position/ level in
each department
EXAMPLE

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Notes:
• Specify the
qualifications
per category
or aspect
needed for
each position
in the
organization
Recruitment Strategy : competency model EXAMPLE

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Table of contents
Employee Engagement and Retention Program3
1 Strategic Workforce Planning
2 Effective Recruitment Cycle
Responding to Turnover4

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