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© 2017 TAS Consulting Partner I All Rights Reserved
www.tas-consultingpartner.com
www.pixabay.com
HR Digital Transformatio...
© 2017 TAS Consulting Partner I All Rights Reserved
The study was conducted as part of collaboration between
Expectation o...
© 2017 TAS Consulting Partner I All Rights Reserved
122 BUSINESS AND HR LEADERS PROVIDED
THEIR OPINION THROUGH ON-LINE SUR...
© 2017 TAS Consulting Partner I All Rights Reserved
THE STUDY MANIFESTED NINE KEY FINDINGS THAT
PROVOKE ORGANIZAT ION TO T...
© 2017 TAS Consulting Partner I All Rights Reserved
THE STUDY MANIFESTED NINE KEY FINDINGS THAT
PROVOKE ORGANIZAT ION TO T...
© 2017 TAS Consulting Partner I All Rights Reserved
DESPITE PERCEVING DIGTIAL AS OPPORTUNITY BUT
BUSINESS ARE STILL CAUTIO...
© 2017 TAS Consulting Partner I All Rights Reserved
9.0
8.4
5.4
5.2
O p p o r t u n i t i e s
H R
B u s i n e s s
R i s k ...
© 2017 TAS Consulting Partner I All Rights Reserved
K e y S u c c e s s F a c t o r
of successful Digital Transformation
V...
© 2017 TAS Consulting Partner I All Rights Reserved
W h a t w i l l h a p p e n t o H R i n t h e n e x t 1 - 2 y e a r s ...
© 2017 TAS Consulting Partner I All Rights Reserved
I s H R r e a d y ?
49% Will adopt “fast follower”
approach and are le...
© 2017 TAS Consulting Partner I All Rights Reserved
I s H R r e a d y ?
49% Will adopt “fast follower”
approach and are le...
© 2017 TAS Consulting Partner I All Rights Reserved
Learning &
Development
Recruitment
& Selection
Organization
Design
Per...
© 2017 TAS Consulting Partner I All Rights Reserved
K e y C h a l l e n g e s that HR is facing
77% Lack of K n o w l e d ...
© 2017 TAS Consulting Partner I All Rights Reserved
Ethical
Practice
Positive &
Innovative Thinking
Relationship
Orientati...
© 2017 TAS Consulting Partner I All Rights Reserved
TECHNOLOGY W ILL TRANSFORM THE WAY OF
HOW W E DO THE BUSINESS
C O M P ...
© 2017 TAS Consulting Partner I All Rights Reserved
EMPLOYEES EXPECT AS ENGAGING AND
ENJOYABLE EXPERIENCES AS CUSTOMERS DO...
© 2017 TAS Consulting Partner I All Rights Reserved
To enjoy teamwork and communities
To be empowered and seek challenge
C...
© 2017 TAS Consulting Partner I All Rights Reserved
LEADERS IN DISRUPTIVE ENVIRONMENT SHARE
COMMON CHARACTERISTIC OF AGILE...
© 2017 TAS Consulting Partner I All Rights Reserved
THE W ORLD OF WORKPLACE AND WORKFORCE
IS CHANGING FASTER PACE THAN EVE...
© 2017 TAS Consulting Partner I All Rights Reserved
DIGITAL TRANSFORMATION REQUIRES THE COMPANY
TO REIMAGINE , IF NOT REVA...
© 2017 TAS Consulting Partner I All Rights Reserved
DISRUPTION DENOTE SHIFTING IN ALL DIMENSIONS
THAT UNDERLYING HR OPERAT...
© 2017 TAS Consulting Partner I All Rights Reserved
DC E
B
C
B
A
D
EF
G
structured,
hierarchical
network
of team
FTE
Part-...
© 2017 TAS Consulting Partner I All Rights Reserved
The way we work has changed, so does
PE R F O R M A N C E M A N A G E ...
© 2017 TAS Consulting Partner I All Rights Reserved
HR TECHNOLOGIES SHALL BE OPTIMIZED TO ENAHCE
HR EFFECTIVENESS AND EMPL...
© 2017 TAS Consulting Partner I All Rights Reserved
KEY PRACTICES THAT INDICATE FUNDAMENTAL
CHARACTERISTIC OF DIGITAL HR T...
© 2017 TAS Consulting Partner I All Rights Reserved Source : Global Human Capital Trends 2016, Deloitte University Press, ...
© 2017 TAS Consulting Partner I All Rights Reserved
MOVING AWAY FROM SERVICES PROVIDERS MENTALITY
TO EMPLOYEE EXPERIENCE C...
© 2017 TAS Consulting Partner I All Rights Reserved
www.pixabay.com
© 2017 TAS Consulting Partner I All Rights Reserved
ww...
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Preliminary survey report : Digital HR in Thailand

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Preliminary survey report : Digital HR in Thailand

  1. 1. © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com www.pixabay.com HR Digital Transformation in Thailand Preliminary Survey Report October 2017
  2. 2. © 2017 TAS Consulting Partner I All Rights Reserved The study was conducted as part of collaboration between Expectation of Business toward HR contribution in and its readiness for Digital Transformation Personnel ManagementAssociation of Thailand TAS Consulting Partner www.tas-consultingpartner.com www.pmat.or.th October. 2017 © 2016, All rights reserved. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.
  3. 3. © 2017 TAS Consulting Partner I All Rights Reserved 122 BUSINESS AND HR LEADERS PROVIDED THEIR OPINION THROUGH ON-LINE SURVEY In this study, PMAT and TAS Consulting Partner conducted online survey of 122 business and HR leaders across types, sectors and sizes In Thailand. The study was completed in October 2017 25%75% BusinessHR By Revenue >10,000 >100-500 1,000-5,000 >5,000 - <10,000 >100 >500 -1,000 mio.THB p.a. By Type of Corporate 14% 24% 17% 7% 14% 24% 31% 34% 28% MNCs Thai companies Thai companies that have oversea operations Others 6 By Sector 43% 22% 35% Production Services Trading By Number of Employee >5,000 1,000-<5,000 500-<1,000 200-<500 <200 35% 22% 19% 7% 17% Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion 73% 25% 13% 13% 9% 9% 7% 3% of 96 HR Leaders, what experiences* do they possess? person HR throughout Others Marketing, Sales, Communication Business Planning, Risk Management Finance, Treasury, Accounting Production, Logistic, Supply Chain IT International exposure *In full-time role for more than 6 months <10 (63%) >10-50 (29%) 5 >200 (2%) 100-200(1%) 51-100 By Number of HR person
  4. 4. © 2017 TAS Consulting Partner I All Rights Reserved THE STUDY MANIFESTED NINE KEY FINDINGS THAT PROVOKE ORGANIZAT ION TO TAKE THEM FURTHER Digital era bring about o p p o r t u n i t y rather than risk to the business Business leader believed that H R h a s s i g n i f i c a n t r o l e t o p l a y in digital transformation of the company, nevertheless, e x i s t i n g c a p a b i l i t y o f H R n e e d t o b e u p l i f t e d in order to meet the expectation Having C l e a r V i s i o n for Digital is the most critical factor to successful digital transformation when asked what will be happening to HR in the next 1-2 years , Business and HR leader explicitly have d i f f e r e n t v i e w on number of H R F T E and adoption of n e w t e c h n o l o g i e s No.1 No.2 No.4 No.5 Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion o n e - f o u r t h of HR from surveyed organization said it has not p r e p a r e d n o t h i n g a t a l l in order to cushion impact of digital economy
  5. 5. © 2017 TAS Consulting Partner I All Rights Reserved THE STUDY MANIFESTED NINE KEY FINDINGS THAT PROVOKE ORGANIZAT ION TO TAKE THEM FURTHER introducing and/or enhancing H R T e c h n o l o g y is the main activity adopted by HR of the surveyed organizations that have already kicked started HR digital transformation Key challenges that HR is facing is l a c k i n g o f k n o w l e d g e and clear u n d e r s t a n d i n g about meaning, implication and impact of Digital Economy on organization and HR in particular The more advanced technologies is , the more important E t h i c a l P r a c t i c e will be – as a critical competencies that HR must possess in the age of digital. No.6 No.7 No.8 No.9 While Business and HR leaders has aligned opinions that S e l e c t i o n and O r g a n i z a t i o n D e s i g n are the top priority that need to be revamped, however, Business leaders was of the opinion that P e r f o r m a n c e M a n a g e m e n t also need immediate attention but HR’s opinion incline toward L e a r n i n g & D e v e l o p m e n t . Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  6. 6. © 2017 TAS Consulting Partner I All Rights Reserved DESPITE PERCEVING DIGTIAL AS OPPORTUNITY BUT BUSINESS ARE STILL CAUTIOUS ABOUT THE IMPACTS for Business : What are the positive impacts of digital economy? improving net profit contributed by lowering cost and increasing sales revenue New revenue stream from new business Increasing sales revenue 40 27 23 for Business: What are the negative impacts of digital economy? Shortage of critical skills in needs and are highly completive in labor market 38 Declining of revenue due to losing customer and market share. 21 Going out of business due losing competitive edge and being unable to compete. 21 13 Others e.g. lose competitiveness because [SMEs are] unable to catch up with the technological change , emerging of substituted products fueled by innovation etc. 8 Others e.g. improving customer satisfaction, enhance capability of employee etc. 9 No negative impact at all From Business’s point of view 9.0 8.4 5.4 5.2 O p p o r t u n i t i e s H R B u s i n e s s R i s k s rather than B u s i n e s s and H R L e a d e r s have perceived Digital Transformation as H R B u s i n e s s 8.3 8.9 6.1 6.0 capability of HR E x i s t i n g contribution from HR E x p e c t e d How critical is the R o l e of HR in digital transformation of the company and what is the level of existing C a p a b i l i t y that HR possess? Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  7. 7. © 2017 TAS Consulting Partner I All Rights Reserved 9.0 8.4 5.4 5.2 O p p o r t u n i t i e s H R B u s i n e s s R i s k s rather than B u s i n e s s and H R L e a d e r s have perceived Digital Transformation as What are the positive impacts of digital economy? Improving effectiveness of HR deliverables Better receiving employee’s feedback Having more time to focus on strategic work Creating new HR innovation Increasing access to business information Reducing personnel cost 93 84 77 77 60 49 44 36 Better connecting and managing people from remote location and different culture Providing option for flexible workplace What are the negative impacts of digital economy? Shortage of critical skills in needs and are highly completive in labor market 49 Tension in workplace caused by generation gap and social media usage 48 HR processes that couldn’t keep up with the speed of technological change become ineffective 44 adoption of AI/Robots could potentially lead to labor dispute due to fear of redundancy 43 No negative impact at all 10 10Business discontinuity as workforce need to be reskilled 8others HR STRONGLY EMBRACED DIGITAL ECONOMY AS IT W OULD HELP IMPROVING HR EFFECTIVENESS From HR’s point of view H R B u s i n e s s 8.3 8.9 6.1 6.0 capability of HR E x i s t i n g contribution from HR E x p e c t e d How critical is the R o l e of HR in digital transformation of the company and what is the level of existing C a p a b i l i t y that HR possess? Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  8. 8. © 2017 TAS Consulting Partner I All Rights Reserved K e y S u c c e s s F a c t o r of successful Digital Transformation V I S I O N of top management D I G I T A L S T R A T E G Y Clear and well communicated P R O C E S S re-designed to get optimal benefit What are the critical factor of successful digital transformation? From Business’s point of view Vison of top management Process redesigned to get the optimal benefit Clear and well communicated digital strategy Workforce with critical skills for digital economy Role modeling of leadership team Funding 53 29 24 20 20 20 13 4 Culture of the company Collaboration among network and ecosystem CLEAR VISION AND W ELL ARTICULATED STRATEGY IS MORE IMPORTANT THAN INVESTMENT IN TECHNOLOGY Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  9. 9. © 2017 TAS Consulting Partner I All Rights Reserved W h a t w i l l h a p p e n t o H R i n t h e n e x t 1 - 2 y e a r s ? Adopt new technology Gain additional budget Define digital HR strategy Restructure HR organization. Increase HR Headcount. Decrease HR Headcount. Bring critical skill from outside. 56% 41% 44% 33% 29% 15% 25% 49% 47% 18% 23% 22% 8% 46% H R B u s i n e s s BUSINESS AND HR HAVE DIFFERENT OPINION ABOUT HR FTE AND ADOPTION OF NEW TECHNOLOGY Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion N e e d t o p r o b e f u r t h e r w h y t h e r e a r e s u c h d i f f e r e n t o p i n i o n
  10. 10. © 2017 TAS Consulting Partner I All Rights Reserved I s H R r e a d y ? 49% Will adopt “fast follower” approach and are learning from others 41% Get Digital HR Strategy endorsed and budget approved 24% of surveyed HR Leaders said they have prepared N o t h i n g at all W h a t s t a t e m e n t d o e s e x p l a i n c u r r e n t s t a t e o f y o u r H R w i t h r e g a r d t o p r e p a r a t i o n f o r d i g i t a l e c o n o m y ? Will adopt “fast follower” approach and are learning from the “first mover” Get Digital HR Strategy endorsed and budget approved Have started collecting information about implication and impact within HR team Have informed management team about the implication and impact to gain awareness but no concrete actions/decisions made yet Have prepared nothing at all 49 41 40 34 24 ONE-FOURTH OF HR IN THE SURVEYED ORGANIZAT ION SAID THEY HAVE PREPARED NOTHING AT ALL From HR’s point of view Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  11. 11. © 2017 TAS Consulting Partner I All Rights Reserved I s H R r e a d y ? 49% Will adopt “fast follower” approach and are learning from others 41% Get Digital HR Strategy endorsed and budget approved 24% of surveyed HR Leaders said they have prepared N o t h i n g at all W h a t a r e t h e a c t i v i t i e s a d o p t e d b y H R o f t h o s e c o m p a n i e s t h a t a l r e a d y k i c k e d s t a r t s i t s e f f o r t ? INTRODUCING TECHNOLOGIES IS THE MAIN ACTIVITY HR ADPOTED TO ITS TRANSFORMATION JOURNEY 43% Implement new technologies & system 30% Re-design HR processes and workflow 17% Restructure HR organization and operating model Implement new HR technologies, software and/or system s Redesign HR processes and workflow the fit the changing workforce and workplace Restructure HR organization and operating model Define digital competencies that is applicable to HR Start building digital competencies of HR 42 30 17 15 2 From HR’s point of view Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  12. 12. © 2017 TAS Consulting Partner I All Rights Reserved Learning & Development Recruitment & Selection Organization Design Performance Management Priority of H R Pr o c e s s that need to be R e v a m p e d due to digital disruption H RB u s i n e s s 1 2 3 1 2 3 W h a t a r e t h e p r i o r i t y o f H R p r o c e s s e s t h a t n e e d e d u r g e n t l y r e v a m p e d d u e t o i m p a c t f r o m d i g i t a l e c o n o m y ? Organization design low high Recruitment & Selection Performance Management Leadership Development Engagement& Employee well being Compensation & Rewards Career Management Workforce planning Succession management Employment Branding Learning & Development ORGANIZATION DESIGN AND LEARNING ARE LEADING PRIORITY LIST OF PROCESS TO BE REVAMPED Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  13. 13. © 2017 TAS Consulting Partner I All Rights Reserved K e y C h a l l e n g e s that HR is facing 77% Lack of K n o w l e d g e and clear understanding 43% not receiving B u y - i n from M a n a g e m e n t 25% waiting for clear D i r e c t i o n from parent company/HQ Lack of knowledge and clear understanding about Digital economy, its implication and impacts Others e.g. support from IT, generation gap, managing big data, readiness of shopfloor/operator etc. Management buy-in Wait for clear direction from Parent company/HQ Limited funding 77 61 43 25 22 W h a t a r e t h e k e y c h a l l e n g e s t h a t H R f a c i n g ? From HR’s point of view LACK OF KNOWLEDGE ABOUT IMPLICATION AND IMPACT OF DIGITAL IS THE KEY CHALLENGE Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  14. 14. © 2017 TAS Consulting Partner I All Rights Reserved Ethical Practice Positive & Innovative Thinking Relationship Orientation & Mngt H RB u s i n e s s Strategic Partnering Coaching & Consultation Positive & Innovative thinking Diversity Management Strategic Partnering Coaching & Consultation H RB u s i n e s s Relationship Orientation & Management Assessment & Evaluation Ethical Practice Ethical Practice People Management Relationship Orientation & Management We a k n e s s S t r e n g t h s To p T h r e e C r i t i c a l S k i l l s HR need to enable successful transformation of the company H o w c r i t i c a l e a c h c o m p e t e n c y i s a n d h o w c a p a b l e H R i s c u r r e n t l y f o r e a c h o f t h e m ? Business Acumen Strategic Thinking Communication & Presentation Leadership Change Management People Management Relationship Orientation & Mngt. Influencing Diversity Management Strategic Partnering Coaching & Consultation Assessment & Evaluation Positive & Innovative Thinking Ethical Practice E x i s t i n g C r i t i c a l 5 Proficiency 10 Level ETHCAL PRACTICE IS THE MOST CRITICAL SKILL AND HAVE PERCEIVED AS STRENGTH OF HR Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  15. 15. © 2017 TAS Consulting Partner I All Rights Reserved TECHNOLOGY W ILL TRANSFORM THE WAY OF HOW W E DO THE BUSINESS C O M P E T I T I O N D AT AVA L U E C U S T O M E R S I N N O VAT I O N Source : The Digital Transformation Playbook, David L. Rogers, 2016 Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  16. 16. © 2017 TAS Consulting Partner I All Rights Reserved EMPLOYEES EXPECT AS ENGAGING AND ENJOYABLE EXPERIENCES AS CUSTOMERS DO Enterprises need to apply evolving expectation of customer to constantly redesign and reinvent employee experiences Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017 F E AT U R E S E X P E R I E N C E S M A S S P R O D U C T I O N H Y P E R - P E R S O N A L I Z A I O N O W N E R S H I P - B A S E D C O N S U M P T I O N A C C E S S - B A S E D C O N S U M P T I O N Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  17. 17. © 2017 TAS Consulting Partner I All Rights Reserved To enjoy teamwork and communities To be empowered and seek challenge Continuous feedback To play an active role in their own development To work for companies whose purpose they share Mix personal and professional life To invent themselves and change job often To create their own business MILLENIALS ARE REPRESENTING HALF OF W ORKFORCE BY 2020, THEY W ILL DEMOCRATIZE THE W ORKPLACE *20-35 years old in 2017 Source 2 : Future Workplace cited in What Role for HR in 2020-2025, Oliver Wyman and Orange, 2016 Well informed Intellectually autonomous Unresponsive to claims of compliance & hierarchy Part of the leadership process Source1 :Future of leadership in a changing workplace, Bersin by Deloitte, 2016 Specialization Collaboration Flexibility Decentralization * “ E M A N C I P AT E D E M P L O Y E E ” the rise of ‘Generation I’ – individualistic, informal, interactive, informed and innovative. Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  18. 18. © 2017 TAS Consulting Partner I All Rights Reserved LEADERS IN DISRUPTIVE ENVIRONMENT SHARE COMMON CHARACTERISTIC OF AGILE LEADER Source : Redefining Leadership for a Digital Age, IMD, 2017 H y p e r A w a r e n e s s F a s t E xe c u t i o n I n f o r m e d D e c i s i o n M a k i n g C a r e l e s s D r i v i n g W r o n g d i r e c t i o n S l o w d r i v i n g H u m b l e A d a p t a b l e E n g a g e V i s i o n a r y Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  19. 19. © 2017 TAS Consulting Partner I All Rights Reserved THE W ORLD OF WORKPLACE AND WORKFORCE IS CHANGING FASTER PACE THAN EVER Source : Changing World of Work, CEB,, 2017 Data [over] abundance and inaccessibility Automation of knowledge work via machine intelligence Empowerment of individuals via mobile and social technology Large and more complex organization Generation shift in employee motivation Networked, searchable, on-demand experience Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  20. 20. © 2017 TAS Consulting Partner I All Rights Reserved DIGITAL TRANSFORMATION REQUIRES THE COMPANY TO REIMAGINE , IF NOT REVAMP, HR PRACTICES Source : Three trends in the digital transformation of HR for 2018, Capgemini 2017 The speed and agility to recruit, develop and re-skill through digital employee operations , digital learning and digital talent D i g i t a l Ta l e n t . Designing and updating outdated and outcome target operating models with the right roles needed for organization success N e w R o l e s Facilitating organization with the tools to manage and increasing transient workforce Tr a n s i e n t Wo r k f o r c e Enabling organization to transition to simple, automated HR, primarily enabled by Human Capital Management System (HCM) . A u t o m a t e d H R Fixing poor employee experience in getting the basic right and bring consumer experience into the employee space E m p l o y e e E x p e r i e n c e Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  21. 21. © 2017 TAS Consulting Partner I All Rights Reserved DISRUPTION DENOTE SHIFTING IN ALL DIMENSIONS THAT UNDERLYING HR OPERATING MODEL Source : Disruption in HR that Every Pro should Know, Dave Ulrich, 2017 Focus HR is not about HR, but the value HR creates to key stakeholders Out-Side-In Talent Well-being HR pivots from focusing on employee competence to commitment to contribution and well being or framed as “employee experience” towardDimension Organization Capability Definitions of organizations have been disrupted from seeing as a hierarchy to be as bundles of capabilities Leader Leadership, Navigating paradox and brand First, from the individual leader to the collective leadership team. Second, navigating paradox has become the next wave in the evolution of leadership effectiveness. Finally, effective leadership is defined when leader’s competencies reflect promises to customers and investors HR Competency Ability to deliver outcome Competency for effective HR professional have been disrupted from merely having them to demonstrate the impact HR Technology Connection HR can use technology to build connections among people that create positive social experiences thus overcoming the demoralizing effects of social isolation. HR Analytic Business impact Analytics has pivoted from a scorecard to insights based on big data to interventions about which HR practices have which results to business impact where HR drives customer share and investor confidence. . Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  22. 22. © 2017 TAS Consulting Partner I All Rights Reserved DC E B C B A D EF G structured, hierarchical network of team FTE Part-time Outsource Full Timer Partnership Borrowed Open source Machine O R G A N I Z AT I O N will be redesigned for speed, agility and adaptability W O R K F O R C E already include employee on and off balance sheet as well as machine Employer Brand Digital Experience Advertising Physical Process New technologies and evolution of candidate behaviors change the way R E C R U I T M E N T will be manager’s push L&D create content learned skill last very long at the pace of learning self controlled and driven collective intelligence half-life of learned skills at speed of business Technology is not new to L E A R N I N G but increasing amount of content creation and accessibility T H I N G S W E R E T H I N G S A R E A ALL HR PROCESSES REQUIRES RE -LOOK, RE-EXAMINE, RE-DEFINE AND RE-IMAGINE Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  23. 23. © 2017 TAS Consulting Partner I All Rights Reserved The way we work has changed, so does PE R F O R M A N C E M A N A G E M E N T but how far it will be Go beyond narrow focus on engagement to personalization of E M PL O Y E E E X PE R I E N C E annual complicated backward ranked ongoing multi-views qualitative forward IQ Intelligence Quotient EQ Emotional Quotient + a n d . . . DQ Digital Quotient Promotion-based career culture Growth-based career culture L E A D E R S in disruptive environment need a new set of quality in addition to IQ and EQ C A R E E R PAT H in digital economy incline toward growth –based than promotion-based applying training performance separation rewardonboarding joining leaving UNDERSTANDING OF W HAT W ILL BE CHANGING IS NEEDED TO BE TRUSTED PARTNE R TO BUSINESS T H I N G S W E R E T H I N G S A R E Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  24. 24. © 2017 TAS Consulting Partner I All Rights Reserved HR TECHNOLOGIES SHALL BE OPTIMIZED TO ENAHCE HR EFFECTIVENESS AND EMPLOYEE EXPERIENCE Source : Do An HR Technology Audit To Get The Most Out Of Digital HR, Dave Ulrich, 2017 D i v e r g e n c e o f H R Te c h n o l o g y Wo r k 1 Phase to what extent do we use technology to streamline administrative HR work? S t r e a m l i n e A d m i n i s t r a t i v e Wo r k 2 Phase to what extent do we use technology to innovate our HR practices? I n n o v a t e H R P r a c t i c e 3 Phase to what extent do we use technology to access information? A c c e s s I n f o r m a t i o n 4 Phase to what extent do we use technology to create social experiences and connections C r e a t e C o n n e c t i o n Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  25. 25. © 2017 TAS Consulting Partner I All Rights Reserved KEY PRACTICES THAT INDICATE FUNDAMENTAL CHARACTERISTIC OF DIGITAL HR TRANSFORMATION D e s i g n e m p l o y e e e x p e r i e n c e s Source : Seven Practices of High Impact HR, Josh Bersin, 2017 U s e t e c h n o l o g y t o i m p r o v e p e r f o r m a n c e L e a d c o m p a n y ’ s d i g i t a l t r a n s f o r m a t i o n F a c i l i t a t e t e a m - c e n t r i c m o d e l S h a p e t h e c u l t u r e A d o p t a g i l e t e a m i n t o H R R e g e n e r a t e a n d u p g r a d e H R p r o f e s s i o n a l Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  26. 26. © 2017 TAS Consulting Partner I All Rights Reserved Source : Global Human Capital Trends 2016, Deloitte University Press, 2016 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 New Social Contact Digital Technology Demographic Upheavals Rate of Change THE CALL TO GO DIGITAL IS AN IMPERATIVE AND REVOLUTIONARY FOR HR Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion
  27. 27. © 2017 TAS Consulting Partner I All Rights Reserved MOVING AWAY FROM SERVICES PROVIDERS MENTALITY TO EMPLOYEE EXPERIENCE CONSULTANT Executive Summary.About Survey Executive Summary Key Finding No. 1 2 3 4 5 6 7 8 Conclusion 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
  28. 28. © 2017 TAS Consulting Partner I All Rights Reserved www.pixabay.com © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com tas@tas-consultingpartner.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 t r u s t w o r t h y a g i l i t y s i m p l i c i t y © 2017 TAS Consulting Partner I All Rights Reserved

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