Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Building a Workforce for 4.0
tasporn.chantree@siamcitycement.com
2Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
From Industry 1.0 to Industry 4.0
1800 1900 2000
Fir...
3Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Industry 4.0 framework
Source : Industry 4.0 , Build...
4Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Dramatically increasing in digitalization is expecte...
5Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Ten use cases show effects of industry 4.0 on the wo...
6Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Analysis of Thailand’s GDP on a page
Source : inform...
7Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Middle income trap--- Where are we?
Source : World B...
8Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
From Thailand 1.0 to Thailand 4.0
Agriculture Light ...
9Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Food, Agriculture, Bio Technology
Thailand 4.0 frame...
10Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Is Thailand workforce ready for industrial revoluti...
11Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Thailand faces double challenges in preparing its w...
12Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
How globally competitive are we?
Efficiency driven
...
13Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
How globally competitive are we?
Efficiency driven
...
14Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Thailand - the old man of Southeast Asia
Source : P...
15Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Golden era of Thailand as manufacturing hub is fadi...
16Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
OECD : Organization of Economic Cooperation and Dev...
17Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
How linguistically proficient are we?
very low prof...
18Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Better English, higher income, better quality of li...
19Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Low enrolment in
higher education
Mismatch between ...
20Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Global challengers from Thailand have stood the tes...
21Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Thai government kick-started its efforts to improve...
22Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Further efforts must focus on structural level
Esta...
23Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Disruption is an industry phenomenon
Source : Adapt...
24Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Key trends reshaping HR organization
Insight
Driven...
25Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Digitalization is not merely incorporating technolo...
26Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
The future of work
remain
untouched
Unable to be
re...
27Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
How should companies respond?
Source : based on Man...
28Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
HR Breakathon – in 24 hours, HR will never be the s...
29Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Strategic Partner
Functional Expert
Services Provid...
30Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Source : What’s next for HR ?, CEB Corporate Leader...
31Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Organization isAn aggregation of individuals System...
32Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
STAR model – the hardware of organization
Source : ...
33Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Enhancing speed and agility through Network of team...
34Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Optimizing network of team as a solution to resourc...
35Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Managing performance is being challenged big time
A...
36Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Increasing utilization of extended workforce – an r...
37Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
15
14
19
Association Specific
General Job Boards
78...
38Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Source (2) : Recruiting talent in the digital age, ...
39Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Emancipated employee -a new type of workforce
Work ...
40Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
R-E-A-L - the future of leadership in a changing wo...
41Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Source : Global Human Capital Trends 2016, Deloitte...
42Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Time to reimagine HR capability development
Speak b...
tasporn.chantree@siamcitycement.com
THANK YOU
All information contained in this presentation
has been produced base on pub...
Upcoming SlideShare
Loading in …5
×

Building workforce for Thailand 4.0

4,899 views

Published on

February 27, 2017 : updated on page 5,10,11,12,13,26 and 27

Published in: Leadership & Management

Building workforce for Thailand 4.0

  1. 1. Building a Workforce for 4.0 tasporn.chantree@siamcitycement.com
  2. 2. 2Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. From Industry 1.0 to Industry 4.0 1800 1900 2000 First Industrial Revolution Second Industrial Revolution Through the introduction of mechanical production facilities with the help of water and steam power Through the introduction of a division of labour and mass production with the help of electrical energy Third Industrial Revolution Fourth Industrial Revolution Through the use of electronic and IT system that further automate production Today Through the use of cyber-physical systems Source : industry 4.0- Smart manufacturing for the future, Germany Trade & Invest, 2014
  3. 3. 3Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Industry 4.0 framework Source : Industry 4.0 , Building digital enterprise, PriceWaterhouseCooper, 2016 Industry Mobile Devices IoT Platforms Smart Sensors Location Detection Technologies Cloud Computing Advanced Human- Machine interfaces Authentication & Fraud detection 3D printing Big Data Analytics and Advanced Algorithms Augmented Reality / Wearable Multilevel Customer Interaction and Customer Profiling
  4. 4. 4Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Dramatically increasing in digitalization is expected everywhere Source : Industry 4.0 , Building digital enterprise, PwC, 2016 32% 36% 30% 74% 67% 71% Level of digitalization 2016 2020 America Asia Pacific Europe, Middle East, Africa emerging nations probably have the most to gain [than developed countries] as they can leverage digitalization to gain efficiency in their horizontal value chain, efficiently working within a global manufacturing network to supply key component, product and system while personnel cost will lead to above average efficiency gains in these emerging countries
  5. 5. 5Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Ten use cases show effects of industry 4.0 on the workforce Source : Man and Machine in Industry 4.0, Boston Consulting Group, 2015 Robot-assisted production Flexible, humanoid robots perform other operation such as assembly packing Big-data-driven quality control Algorithms based on historical data identify quality issue and reduce product failure Self-driving logistic vehicles Fully automated transportation system navigate intelligently within the factory Production line simulation Novel software enables assembly line simulation and optimization Smart supply network Monitoring of an entire supply network allows for better supply decisions Predictive maintenance Remote monitoring of equipment permits repair prior to breakdown Machine as a services Manufacturers sell a services, including maintenance rather than machine Self-organizing production Automatically coordinated machines optimize their utilization and output Additive manufacturing 3-D printers create complex parts in one step, making assembly redundant Augmented work and services Fourth dimension facilitates operating guidance, remote assistance and documentation of 7 million people in 40 job families, 23 manufacturing industries in German From 2015 - 2025 (- 610,000) jobs that Production, Quality Control, Maintenance, Production Planning will be reduced + 960,000 jobs in IT Analytics, Data Scientist Software Development, R&D, Robot Coordinator will be created + 350,000 jobs as net increase due to Industry 4.0
  6. 6. 6Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Analysis of Thailand’s GDP on a page Source : information from World Bank(2014), NSTDA (2015) 1961 1980 1990 2000 2010 20151970 Two golden decades 7% Post crisis 5 % 3 % New normal -7.6 13.3 2.8 -0.7 7.37.2 11.4 4.6 8.1 0.7 97-98 Asia 11-Flood 15-Drought 08-09- Global 0 67% 11% Poverty80% of 7.3 million poor live in rural 6.7 million were living within 20% above national poverty line and remained venerable to falling back into poverty. Thailand has made remarkable progress in social and economic development and has been one of widely cited development success story, with sustained strong growth and impressive poverty reduction. However, average growth has slowed since 2005.. 1980 1990 2000 2010 80 Agriculture 1980 1990 2000 2010 80 Industry Services 1980 1990 2000 2010 1980 1990 2000 2010 80 Export 40% 13% 44% 75% % contribution to GDP 30% 17% 51% Inequality and disparities remain an issue of the country 80 06-Taksin 14-Yingluck
  7. 7. 7Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Middle income trap--- Where are we? Source : World Bank (Atlas method) 2015, quoted in Wikipedia GNI per Capita Norway 93,820 USA 54,960 Singapore 52,090 Japan 36,710 South Korea 27,440 Russia 11,400 Malaysia 10,570 China 7,820 6,550 5,620 Iran Thailand Philippines 3,540 Indonesia 3,440 Vietnam 1,980 Lao PDR 1,730 Cambodia 1,070 Nepal 730 USD High Upper Middle Lower Middle Low 57 12,745 4,125 1,045 56 53 31 Middle Class* Spread Source : Penn World Table, 2013, quoted in What’s middle-income-trap, Akira Kondo,Economic Universe, 2015 1960 1970 1980 1990 2000 2010 100% 20% Thailand Malaysia Korea Taiwan Japan China Indonesia Philippine GDP per Capita of Asian Countries as % of US *3,000 annual household disposable income million 2014 2009 2004 Source : World Bank, CEIC, 2014 50 100 150 9,280 4,730 4,380 3,620Vietnam Philippines Indonesia Thailand USD GDP per Capita Source : IMF, 2013
  8. 8. 8Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. From Thailand 1.0 to Thailand 4.0 Agriculture Light industry Heavy industry Deal effectively with disparities and the imbalance between environment and society Continued economic growthHelped upgrade Thai economy from low to middle income Built strong fundament for Thai economy Creativity + Innovation Today
  9. 9. 9Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Food, Agriculture, Bio Technology Thailand 4.0 framework Thailand Health, Wellness, and Medical technology Robotics, Smart Devices, Mechatronics Digital Technology, Artificial Intelligence, Embedded Technology Creativity, Culture and High value services Source : based on Dr. Suwit Masincee, Deputy Minister of Commerce’s interview decryption, BrandAge , 2016 5 First S-Curve Next generation automotive Smart electronics Affluent, medical and wellness tourism Agriculture and biotechnology Food for the future 5 New S-Curve Robotics Aviation and logistics Biofuels and bio-chemicals Digital Medical hub
  10. 10. 10Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Is Thailand workforce ready for industrial revolution 20132007200119951989 20% 30% Source : SCB Economic Intelligence Center, 2014 Thailand’s informal sector has grown fast since 1997 crisis and 2004 840 Thailand Malaysia Philippines China S.Korea Indonesia India Vietnam Thai businesses face difficulty hiring professional level employee which could take up to 8-10 weeks 12% GDP (%YoY) 0% -2% Annual growth of work age population 4% 2% 0% 81-85 86-90 91-95 96-00 01-05 06-10 11-15 16-201961-65 66-70 71-75 76-80 Source : SCB EIC analysis base on data from US Census, 2014 Source : SCB EIC analysis base on data from US Census, 2014 Quality of education as perceived by countries business community 7 Indonesia Malaysia Singapore Philippines Thailand Vietnam Source : World Economic Forum, 2016 Training Primary educationEducation system
  11. 11. 11Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Thailand faces double challenges in preparing its workforce Demands for an upgrade and reskill Demands for structural change Aging society Shrinking population Language Proficiency Long-term competitiveness Income Inequity Environmental Deterioration Infrastructure and logistics Digital skills Creative & critical thinking
  12. 12. 12Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How globally competitive are we? Efficiency driven GCI score : 4.6 / 7 34th out of 138 Source : Global Competitiveness Report, 2016-2017, World Economic Forum  Institution Infrastructure Macroeconomic Environment Health & Primary Education Higher Education and Training Goods Market Efficiency Labour Market Efficiency Financial Market Development Innovation 2016 32nd31st 2015201420132012 39th 38th 37th 2017 34th 25th 28th 34th 41st 57th 60h 71th 93rd 89th 98th 106th Bangladesh Nepal Cambodia Sri Lanka Vietnam India Philippines Indonesia Thailand China Malaysia Lao PDR 39th 49th 13th 86thMarket Size Business Sophistication 84nd 18th 43th 54th Technological Readiness 37th 71th 39th 62th 63th
  13. 13. 13Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How globally competitive are we? Efficiency driven GCI score : 4.6 / 7 34th out of 138 Source : Global Competitiveness Report, 2016-2017, World Economic Forum  Institution Infrastructure Macroeconomic Environment Health & Primary Education Higher Education and Training Goods Market Efficiency Labour Market Efficiency Financial Market Development Innovation 2016 32nd31st 2015201420132012 39th 38th 37th 2017 34th 25th 28th 34th 41st 57th 60h 71th 93rd 89th 98th 106th Bangladesh Nepal Cambodia Sri Lanka Vietnam India Philippines Indonesia Thailand China Malaysia Lao PDR 39th 49th 13th 86thMarket Size Business Sophistication 84nd 18th 43th 54th Technological Readiness 37th 71th 39th 62th 63th
  14. 14. 14Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Thailand - the old man of Southeast Asia Source : Population (% of total by age group) United Nation, 2015 Average age as of 2016 SingaporeIndonesiaPhilippines VietnamMalaysia 65+ 55-59 45-49 35-39 25-29 15-19 5-9 38 41 28 31 40 43 31 33 28 29 23 24 2016 2020 68.1 68.5 261.4 271.8 102.6 108.4 30.8 32.3 94.4 98.1 5.7 6.0 Thailand 20502000 2010 2020 2030 2040 45% Singapore Thailand Vietnam Malaysia Indonesia Philippines Population aged over 60
  15. 15. 15Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Golden era of Thailand as manufacturing hub is fading Global Manufacturing Competitiveness 2020 Poland Malaysia Mexico Japan Singapore Indonesia Australia UK Vietnam 20162013 Czech Republic 9 10 11 12 13 14 15 16 17 18 19 9 10 11 12 13 14 15 16 17 18 19 9 10 11 12 13 14 15 16 17 18 19 11th out of 81 Source : Global Manufacturing Competitiveness Index, Deloittle, 2016 3 2005 2010 2015e Manufacturing Labour Cost (USD) per hour Thailand Malaysia Vietnam India Indonesia 5.3% 6.1% 5.9% 5.5% 2.9% Real GDP Growth 2011-15 44% 42% 43% 41% 36% Working population 2014 41 60 56 70 55 Regulation Risk 2013 7.0 4.6 4.9 5.0 5.8 Infrastructure Rating 2013 Malaysia India Vietnam Indonesia Thailand Thailand
  16. 16. 16Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. OECD : Organization of Economic Cooperation and Development We are highly susceptible to expanding scope of automation Risk : 72% 10th out of 41 Job at Risk of Automation China 77% 72% Ethiopia 85% India 69% South Africa 67% OECD* 57% Nepal 80% Cambodia 79% Thailand Source : Technology at Work v2.0, Oxford Martin School & Citi, 2016 2013 2014 2015e 2016e 2017e 5 4 3 2 1 China Payback period for robot system Year Current payback period for typical arc welder 1 2 3 4 5 Year Thailand China Japan UK US Germany
  17. 17. 17Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How linguistically proficient are we? very low proficiency EPI score : 43 / 100 62nd out of 70 Thailand China Indonesia Hong Kong Malaysia Taiwan Japan Cambodia South Korea Singapore Sri Lanka Vietnam Kazakhstan India Thailand is the only country that declined significantly, while India, Kazakhstan, and Vietnam all showed significant improvements Comparing 2014 vs. 2015 very lowlowmoderatehigh Source : EF English Proficiency Index, 2015 Columbia Venezuela Morocco Algeria Libya Egypt Saudi Arabia Jordan Iraq Kuwait Iran Oman Yemen Jordan Kazakhstan Hong Kong Indonesia Japan South Korea Taiwan Vietnam China Pakistan India Malaysia Singapore Cambodia Kazakhstan Mongolia Sri Lanka Thailand
  18. 18. 18Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Better English, higher income, better quality of life, more innovation 0 United Nation, 2014                                           1 R=0.58 Human Development Index           0 United Nation, 2014 60,000 R=0.72 Net Income per Capita                                                    0 World Bank, 2014 Hard                                              easy R=0.61 Ease of Doing Business 0 World Bank, 2012 4.5 R=0.75                                                      R&D Expenditure Source : EF English Proficiency Index, 2015
  19. 19. 19Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Low enrolment in higher education Mismatch between topics studied and skills needed Lack of college graduates to fill middle-management positions Insufficient road, airport and power grid capacity Lack of broadband access nationwide Big gap between needed infrastructure investment and public capital Inconsistent governance Bureaucratic overlap and outdated process Inability to keep up with new business models Companies in Asia must cope with three big structural challenges Source : Overcoming Asia’s obstacles to growth, BCG, 2015
  20. 20. 20Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Global challengers from Thailand have stood the test of time Attributes of Success Source : Global Challenger, BCG,2016 Continued success100 Become global leaders19 Unable to deliver on promise shrinking and losing money4 Source of success have shifted*70 193 the company was acquire, it adopted a local strategy or still growing but less so than its successors Indorama Ventures Thai Bev PTT China Thai Union Group CP Foods 2 Philippines Brazil India Indonesia 5 Malaysia Mexico 11 28 16 4 3 Turkey Chile 3 South Africa Vision and Culture Ambitious global vision Global culture & commitment to global standard Innovation and Reinvention Continuous innovation for global markets Reinventions and recovery after a major disruption or crisis Talent and Organization Globally competent leadership, global talent acquisition and development Strong global organization model & governance Go-to-Market Model Clear globalization master strategy Successful international M&A and partnerships Localization and adaptation to different markets Operating Model Globally scalable model with optimized footprint Global risk management and process excellence * 5 5 5
  21. 21. 21Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Thai government kick-started its efforts to improve nation’s competitiveness brainstorm present prototype Tackle root cause of corruption and increase transparency by making information public Current initiative and efforts Invest in internet infrastructure aiming for Thailand to become an internet center Enhance education system at all levels particularly vocation Incentivize private sector to invest on Research and Development (R&D) Accelerate plan to improve Thailand transportation system Establish melting-pot for innovation and creative idea which lead to generation of value to product and services Improve bureaucratic efficiency by adopting electronic process. On January 18–20, 2016, Thailand’s Ministry of Commerce, partnered with the IMD for an event aimed at improving Thailand’s competitiveness. The three-day event included several interrelated activities and culminated in a highly dynamic and interactive workshop – a Mega Dive. Source : Thailand Mega Dive workshop, Thailand’s Ministry of Commerce and IMD , 2016
  22. 22. 22Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Further efforts must focus on structural level Establish independent cross- functional task force for policy coordination, implementation etc. Adopt innovation –supportive attitude and values within organizations Strive to strengthen public sector by promoting transparency and anti corruption practice Strengthen agricultural sector aim to take Thai agriculture to the next level of development Thing to start and/or enhance Develop available talent pool necessary for enterprise and the economy Fully adopt e-government process by adhering to best practice and adopting the centralized platform Establish an overarching national program of innovation Establish a national CEO program for the next generation of senior executive Reduce competitive gap between large enterprise and SMEs brainstorm present prototype Source : Thailand Mega Dive workshop, Thailand’s Ministry of Commerce and IMD , 2016 On January 18–20, 2016, Thailand’s Ministry of Commerce, partnered with the IMD for an event aimed at improving Thailand’s competitiveness. The three-day event included several interrelated activities and culminated in a highly dynamic and interactive workshop – a Mega Dive.
  23. 23. 23Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Disruption is an industry phenomenon Source : Adapted from Challenging Convention Workshop (@ Siam City Cement) , Bill Fischer, 2016 for Kodak Digital Nokia Apple Borders Amazon Blockbuster Netflix It was Taxis Uber Marriott Airbnb MaterializeExploreUnderstand Design Thinking is a hands-on, user centric approach to problem solving that can lead to innovation, and innovation can lead to differentiation and competitive advantage. source : Design Thinking 101, Nielsen Norman Group, 2016 empathize define ideate prototype test implement Our future will look like We know what to do and how to do it? What if, somebody disrupt everything Our business today
  24. 24. 24Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Key trends reshaping HR organization Insight Driven HR Talent management meet the sciences of human behaviors Navigate risk and privacy in a more complex world HR in The Digital Age Digital radically disrupt HR Social media drives the democratization of work Global Scale of HR The global talent map loses its borders Tapping skills anywhere anytime Agile HR HR Drives the agile organization The rise of the extended workforce Evolution of Talent Work Deliver seamless employee experiences Managing your people as a workforce of one Sources : Future of HR, Accenture, 2014
  25. 25. 25Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Digitalization is not merely incorporating technology – but people Source : Digital Transformation ; What is it & What does it mean for human capital, The Conference Board, 2016 Organization Design Performance Management Leadership Learning & Development Talent Acquisition Optimal Mix of Technology & People Culture Employee Engagement Structure of Job Compensation & Benefit Talent Management
  26. 26. 26Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. The future of work remain untouched Unable to be replaced by machine are in collaboration with machine/ algorithms Run with the machine Source : Digital Transformation of Industries, World Economic Forum in collaboration with Accenture, 2016 are completely new Run faster than the machine all disappear Lost the race against the machine
  27. 27. 27Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How should companies respond? Source : based on Man and Machine in Industry 4.0, Boston Consulting Group, 2015 Upgrade and re-skill current employee Projected the skills/capabilities needed Retain , re-skills current workforce to keep pace with technology used blended approach for on-the-job training Train for broader set of skill for employee to perform variety of tasks Adopt new work and organization model Introduce network of team Rethink decision making authority , flatter organization Revise regulation to enable use of technology for work and innovation Redefine leadership development, career path, performance management Recruit for industry 4.0 Focus on capability instead of degree and qualification Look for learning agility, creativity and adaptability Balance between digital, soft and leadership skills Engage in strategic workforce planning Use analytic to produce comprehensive gap analysis of supply vs. demands Optimize extended workforce Properly balance manpower planning approach i.e. buy – build – boost – borrow -man/machine
  28. 28. 28Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. HR Breakathon – in 24 hours, HR will never be the same On February 18, 2016, Cisco HR ran the 1st global HR Breakathon– an event dedicated to hack those “little-big thins” hindering HR from providing people experience they want to deliver at Cisco 116 cities, 39 countries, 16 timezones encompassed 120 teams cross global locations included 821 participants from HR as well as other functions involved 65 percentage of HR population covered 105 ideas submitted It starts with having everyone at Cisco believe they are empowered to make change and even for issue that they do not have control. Design thinking focuses on creating and employee experience that is intuitive, engaging and mirrors a customer experience.. Provide participants with guidance on how to identify a problem and work with small team to create solution.. Entire process was 24 hours and in the end generating 105 new HR solutions covering across HR disciplines
  29. 29. 29Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Strategic Partner Functional Expert Services Provider HR as a Transformation enabler and Strategic partner Focus on reliable and efficient execution of core HR services including • Payroll • Employee data • Record keeping • Training administration • Time management Be “at the table” for senior leadership discussion and help shape transformation strategy Understand the business transformation requirement and how they will affect people and the organization Assess HR’s capability and capacity to response in each HR disciplines and address any gap Mobilize HR resources and operate in an agile mode to support the transformation Transformation Enabler Focus on providing expertise in and advice on core HR disciplines • Recruiting • Compensation & benefit • Learning and development • Performance management • Labour relation • Mobility Frame and raise strategic people and organization issue and priorities Adapt the HR operating model to enable HR to engage with the business transformation as a strategic partner Share perspectives on how to set up transformation initiatives for success Source : Transformation, the imperative to change, BCG, 2014
  30. 30. 30Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Source : What’s next for HR ?, CEB Corporate Leadership Council, 2016 Key priority and trend for HR leaders Next Generation Functional Effectiveness Workforce of the Future The Collaborative Enterprise Analytic Transformation of Talent Work has become increasingly horizontal, yet HR technology , capabilities and workflow are still designed to support vertical organizations Workforce is more diverse than ever, and traditional career paths and other employment offerings are not keeping up with the needs of top talents Despite years of focus and investment in HR strategy and structure, 80% of business leaders rate the HR functions as ineffective. In particular traditional HR models struggle with change Despite enormous promise of increased data availability, analysis from HR remains among the least trusted by business leaders across functions
  31. 31. 31Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Organization isAn aggregation of individuals System of interacting elements Deficiencies of individual Organizational effectiveness and performance will be enhanced by Improving employee knowledge, skills and attitude So. the prime target for development is The organization – followed by training for individual The invidual Source : Why leadership training fails, Michael Beer (published in Havard Business Review), October 2016 Innovation needs “fertile soil ” before the “seed ” From To Problem of organizational behaviors and performance stem from Poorly designed and ineffectively managed system Changing the systems to both support and demand new behaviors that enable learning Unclear direction on strategy and value Senior executive who doesn’t work as a team and have not committed to a new direction A top-down laissez-faire style which prevents honest conversation about problem Lack of coordination across functions and company Inadequate leadership time and attention given to talent issues Employee’s fear of telling senior team about obstacle to organization effectiveness Barriers to organizational excellence Senior team clearly define vision & strategic direction After receiving insight, team diagnose barrier, then design system to overcome the barriers Day-to-Day coaching and consultation help people become more effective in the new design Provide training where needed Use metric of individual and organizational performance to gauge success Adjust talent management system to sustain change. Enabler to organizational excellence
  32. 32. 32Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. STAR model – the hardware of organization Source : The STAR model, Jay R. Galbraith, 1995 Structure ProcessReward People Strategy Different strategies = Different organization There is no one-size-fits-all organization design that companies regardless of their particular strategy needs- should subscribe to. Organization is more than structure Most design effort invest far too much time drawing organization structure which is only one facet of organization design and far too little on process and reward. Alignment = Effectiveness An alignment of all policies will communicate a clear and consistent message to the employee STAR model consists of five components that leader can control and that will affect employee behavior. The manager can influence performance and culture, but only acting through the design policies that affect behavior
  33. 33. 33Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Enhancing speed and agility through Network of team E 1 SVP E 5 E 8 E 2 E 6 E 3 Cole E 4 E 7 D 1 D 2 D 3 P 3 E 0 D 0 P 0 E 9 Source (1) : The Hidden power of social network, Robert L. Cross and Andrew Parker, HBS press, 2004 Formal Structure Informal Structure Source (2) : The Rise of Team, Global Human Capital Trends 2016, Deloitte University Press, 2016 The Rise of Teams Move people into customer-product or market and mission- focus team led by team leader who are expert in their domain Enable people to move from team to team as needed and then ensure that people have a home to return once project done Teach and encourage people to work across team using techniques like “hackathons” open office space that promote collaboration and job rotation Empower team to set own goals and make own decision within context of overarching strategy or business plan. Replace silos with information and operation centers to share integrated information Organize team around mission, product, market, customer needs rather than business functions. Shift senior leaders into roles focus on planning, strategy, vision, culture and cross-team collaboration P1 P 2 Exploration E 0 Drilling D 0 Production P 0 E 1 E 5 E 2 E 6 E 3 Cole E 4 E 7 E 8 E 9 D 1 D 2 D 3 P 3 SVP
  34. 34. 34Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Optimizing network of team as a solution to resource constraint BusinessPriority Current HR capacity and capability levelModerate Strong H L Increase capacity and improve capability Possibility to scalable capacity or improve capability Maintain current capacity and capability Possibility to scalable capacity or improve capability Maintain current capacity and capability Possibility to allocate capacity to higher priority and maintain capability Maintain current capacity and capability Possibility to allocate capacity to higher priority and improve capability Re-allocate capacity to higher-priority
  35. 35. 35Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Managing performance is being challenged big time Annual Cycle Numerical Rating Forced Curve Backward looking Complication Simplification Forward looking On-going No-rating Manager’s Discretion Improve quality of conversation Give more time for informal feedback Differentiate pay accurately Improve employee engagement Provide ongoing, not episodic, performance feedback Make performance reviews forward looking, not backward looking Include other not just manager, feedback in evaluating performance From To So, we will Source : The Real Impact of eliminating performance rating, CEB, 2016 Performance Review Cycle after removing rating EmployeePerception ( + ) ( - ) It was initial huge boost in morale, employee felt good that we were removing the process they thought they hate most Initial euphoria our performance and pay systems began to look like black box. Without visible symbol of rating, employee don’t understand the process behind them Reality set in n = 9,686 Here is the reality Managers’ time spent 36 hrs. 7 hrs. 6 hrs. 24 hrs. newexisting 14% 14% newexisting Quality of conversation 8% newexisting Employee perception of Pay Differentiation 1 2 3 4
  36. 36. 36Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Increasing utilization of extended workforce – an robotics source : The rise of the Extended Workforce, Accenture, 2015 Percentage to workforce Small percentage Type of work performed Primarily low-skilled, low-value Location of work performed At the office Large percentage Increasingly high-skilled, high value knowledge work Perform task remotely from anywhere Reason for becoming extended worker Involuntary – difficulties finding a job Voluntary – attraction to flexible work schedules , roles and access to interesting work Why company need them? Address an immediate need Gain agility and access to top talent Who manage them? Procurement with a cost orientation or line manager individually HR with a strategic orientation and input from the function Corporate perception Asset to be managed at cost Individual to be managed for value How to recruit them? Through temp agencies Through a variety of sources – e.g. platform of freelancer, on-line social networks, alumni/retiree networks, outsourcing providers Talent management practice none Strategized and applied New RealityOld Reality Redefine HR customers Not only employee but extended workers and probably robotics or cognitive technology as well Collaborate among expertise Everyone from procurement, legal, finance and HR Use analytic to decide needs When to use, from which pools, for which tasks , at which cost Forge new relationship with partnering organizations Evaluate their talent management practice and include that into service agreement Rethink HR practices To enhance experience of extended workforce.
  37. 37. 37Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. 15 14 19 Association Specific General Job Boards 78 78 70 33 33 38 Company Specific Source : Global Workforce Index, Kelly, 2014 Rise of social media trends impacting talent acquision 85% 31 19 General Job Boards Association specific Company specific 10 Aggregator Preferred online job boards Preferred way to apply for job? Digital / electronic resume 81 82 76 15 13 19 Tradition Gen Y Gen X Boomers Use social media network when making employment decisions? search for jobs via social media than traditional methods? 67 27 29 33 36 38 45 45 52 53 53 53 60 66 66 Malaysia Indonesia India China Singapore South Africa France Netherlands Hong Kong Brazil UK US Switzerland Germany 70 30 32 33 37 38 40 41 43 47 49 51 57 60 64 Indonesia India China Malaysia Netherlands Hong Kong Norway Canada Switzerland Germany Brazil UK New Zealand US 6 4 3 VDO resume Gen Y Gen X Boomers 84% 9 7 Electronic resume Tradition VDO resume Thailand Thailand
  38. 38. 38Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Source (2) : Recruiting talent in the digital age, The Conference Board, 2014 It requires new thinking on relationship btw. employee and employer 37 million 1 Number of Thai users 2016 Articulating mobile strategy Simplify application process , rethink design, navigation the use of text and video and experience. Use it to connect, interact and engage with candidates Creating meaningful candidate experience Aim to build and nature a net work of talent than to fill a particular requisitions. This include sharing company social story in an organized manner and lastly, manage “black hole” experience in personalized and timely manner Transforming employee into recruiter Leverage employee social network to actively connect with and engage pools of talent and ultimately recruit on the company’s behalf Measuring what matters Focus more on how engaged prospective candidate are with the company - what they see and do - than number of followers. Using social media for recruitment EU ASIA US Recruiter Job seeker Distribute CV/resume Professional networking Search for advertisement Submit applications Research recruiters Research employer’s page Personal branding What other say about company Job seekers use them for Source (1) : Work Trend Study- Discover future of social recruitment and smartworking Adecco, 2015 40
  39. 39. 39Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Emancipated employee -a new type of workforce Work anytime, anywhere Share Information Expect democratized learning Create own career ladders Specialization Collaboration Flexibility Decentralization Well informed Intellectually autonomous Unresponsive to claims of compliance & hierarchy Part of the leadership process ValuesWork Habits Source :Future of leadership in a changing workplace, Bersin by Deloitte, 2016
  40. 40. 40Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. R-E-A-L - the future of leadership in a changing workplace Source :Future of leadership in a changing workplace, and Leadership awakened, Bersin by Deloitte, 2016 Resolve Engagement Authenticity Limitlessness Determination Involvement, Commitment Ethics, Transparency Thinking beyond boundaries Share purpose Communicate a vision Make decision confidently Solve problem Demonstrate mental presence Listen, ask, support, guide Show genuine interest Exhibit approachability and responsiveness Follow high ethical standards Act according to moral code Communicate honesty and transparently Encourage open debate See the big picture Challenge status quo Question established principle Recognize blind spots Focus on renewal and change Broaden and deepen capability Today’s leaders need both traditional leadership capability and new skills. Rotation across business may be effective Focus on young , diverse leaders Identifying future leaders as early as possible Take a fresh, hard look of leadership development strategy Is the current strategy delivering the impact, results, leadership pipeline and caliber for the future Build program on data & analytic Rigorous analysis and evidence should inform every step of the leadership development process Rethink leadership investment Spending more and spending more wisely, with focus on evidence and result is very important
  41. 41. 41Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Source : Global Human Capital Trends 2016, Deloitte University Press, 2016 Digital HR - a revolutionary opportunity New Social Contact Digital Technology Challenge HR to start with a digital first Redesigning, delivering, operating HR base on mobile and cloud solution Embrace design thinking and leverage agile approach to its delivery Understanding employee experience before adopting SMAC then integrating team to deliver prototype and solution Imagine employee experience in real time Digital will enable real-time access, decision making and result. HR team should adopt more real-time and digital first operation rather than process, forms and transactions Learn, share and enable digital experience Learn from early digital adaptors e.g. Marketing and in turn help develop enterprise’s digital mind-set and capability Integrate analytics and reporting as part of digital platform, not add on HR process should provide manager real-time information could provide good analysis for a practical solutions Demographic Upheavals Rate of Change
  42. 42. 42Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Time to reimagine HR capability development Speak business language Get insight of stakeholder experience Strengthen stakeholder relationship Provide sound and practical solution Maximize technology integration Secure support for Recommendations Influence key Business Decision From HR Functional Expert Reactive Process Focused Problem Solver Strategic Business Partner To Proactive Business Driver Challenger Building Analytical Foundation Understanding Business Drivers and behavioral economies Identifying & Diagnosing Challenges Leveraging Analytics for impact solution Understanding Financial Statements Understanding Financial Metrics Building the Economics of a Business Case Improving Financial Acumen Understanding Stakeholder needs Communicating the narrative of a business cases Sourcing stakeholder agreement Obtaining Stakeholder Commitment Developing Digital Competence Have worked across HR and with multiple BU 69% Have worked overseas 36% Have advised other firms as a consultant28% Have research experience 28% Source : What successful HR professional do and( adapted from ) Developing HR Business Partnership, CEB 2015 How to develop
  43. 43. tasporn.chantree@siamcitycement.com THANK YOU All information contained in this presentation has been produced base on publicly available information from various sources. Should you have any comment to make regarding topic presented and their content, please contact https://th.linkedin.com/company/siam-city-cement and https://www.facebook.com/sccccareers You may directly download this presentation via

×