HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Business is changing faster than it ever has before. To effectively support the business, HR needs to change, too. The one-size-fits-all HR mantra no longer works for all organizations. Many organizations need their HR to be far more flexible, with digital deeply embedded in the way it functions. Accenture has identified new, innovative HR operating models that create and sustain more flexible and integrated HR capabilities. Each model is designed to suit different strategies, cultures and types of workforces -- delivering a more flexible and strategically relevant HR.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Influence Of Technology On Human Resource ManagementNavitha Pereira
Technology has transformed our lives and the way we communicate, how we learn, how we work and spend free time, in essence-it has more or less changed every aspect of human society one can think of. Undoubtedly it also affected organizations' employees and their workplaces in job design, conditions of work and other (numerous) ways. Today’s information technology has shown continuous development. Technology and HRM have a wide range of impact upon each other and therefore human resource professional should be eligible to adopt technologies that allow the re-engineering of the HR action, be prepared to maintain organizationally and work project changes caused by technology, and be able to maintain a proper managerial climate for innovative and knowledge-based organizations. HRM should be focused on the strategic objective and these strategic objectives are preparing information technology strategies to plan to fulfill the human resources strategies plan in the field of technology.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Now a days every organization has HR Software but some of those don't know how AI will help to Human resource tasks.
You are may be already aware about what is AI but here we have explained about how Artificial Intelligence help to HR (Human resource) to make simplify task.
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
It is a presentation on The HR Practices of Best places to work. It is presented by Sravani Lakshmi, Shanky Jaiswal, Karan Khanna, Kuldeep Indeevar, Manish Kumar Verma and Madhusudan Partani of FMG 18A, FORE School of Management
Business is changing faster than it ever has before. To effectively support the business, HR needs to change, too. The one-size-fits-all HR mantra no longer works for all organizations. Many organizations need their HR to be far more flexible, with digital deeply embedded in the way it functions. Accenture has identified new, innovative HR operating models that create and sustain more flexible and integrated HR capabilities. Each model is designed to suit different strategies, cultures and types of workforces -- delivering a more flexible and strategically relevant HR.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Influence Of Technology On Human Resource ManagementNavitha Pereira
Technology has transformed our lives and the way we communicate, how we learn, how we work and spend free time, in essence-it has more or less changed every aspect of human society one can think of. Undoubtedly it also affected organizations' employees and their workplaces in job design, conditions of work and other (numerous) ways. Today’s information technology has shown continuous development. Technology and HRM have a wide range of impact upon each other and therefore human resource professional should be eligible to adopt technologies that allow the re-engineering of the HR action, be prepared to maintain organizationally and work project changes caused by technology, and be able to maintain a proper managerial climate for innovative and knowledge-based organizations. HRM should be focused on the strategic objective and these strategic objectives are preparing information technology strategies to plan to fulfill the human resources strategies plan in the field of technology.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Now a days every organization has HR Software but some of those don't know how AI will help to Human resource tasks.
You are may be already aware about what is AI but here we have explained about how Artificial Intelligence help to HR (Human resource) to make simplify task.
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
It is a presentation on The HR Practices of Best places to work. It is presented by Sravani Lakshmi, Shanky Jaiswal, Karan Khanna, Kuldeep Indeevar, Manish Kumar Verma and Madhusudan Partani of FMG 18A, FORE School of Management
The key of the transformation process is HR, we have to pay more attention in this department because can be crucial in the digital transformation of our companies.
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
#FIRMday Manchester March 19th 2015 Capita_Write Research Workforce HorizonsEmma Mirrington
Paul Ryder, Write Research and Kate Harper, CEH Workforce Solutions
'Workforce Horizons – Resourcing Challenges In Attracting, Developing, Retaining and Deploying Talent in Tomorrow’s Workforce.'
A thought provoking presentation which summarises the findings of a recent qualitative research project conducted amongst senior HR & Resourcing professionals that looks ahead to the challenges that will face resourcing professionals in tomorrow’s workforce and asks what should we be doing today to prepare for such eventualities.
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter fir...Edunomica
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter firings?
People Analytics Conference 2022 Winter
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
How HR Directors can bring the change with Management 3.0 and techniques ?DC CONSULTANTS
Which methods and techniques can be used to change and transform teams? As a HR Director, stakeholder in Directors' Boards, Managers and Employees, you often ask this question.
We offer you a presentation session of the Management 3.0 approach, its techniques, and field feedback from Alex GON, partner consultant helping Directors with these tools.
Alex is a Certified Facilitator and Management 3.0 Partner.
Program
1 / Introduction to Management 3.0 and techniques
2 / Feedback from the battleground
3 / How to implement it? how to train?
4 / Your current questions: let's provide answers!
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The Benefits of Temporary Part-Time Jobs for StudentsSnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find temporary part-time jobs that fit your schedule and skills. Browse our listings and apply online today to secure flexible work opportunities that offer the perfect balance between career and personal life.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara
3. The best way to predict
the future is to create it.
• Peter Drucker
5. How The Environment Changing?
By changes in:
• Society
• Technology
• Government
• Employers
• Employees
• Economy
6. Changes in society
Tolerant to Assertive
Modest expectation to Rising Expectation
Collective to Individualistic
Long term Oriented to Short Term Oriented
Less Educated to Better Educated
Aware of Duties to Aware of Rights too
8. People technology/analytics
• Mobile
• Integrated & shared platforms
• Social and consumerised
• AI and automation
• Cyber security – attitude & systems
Analytics revolution
• Managing information overload
• Insight not numbers - intelligence
• Big and ‘little’ data
• Self-service – game-changer for HR
10. Changes in Employers
Domestic Business to Global Business
Profit Oriented to Efficiency Oriented
Traditional Mgt to Professional Mgt
Less Technical to More Technical
Less Mgt Qualification to More Mgt Qualificatioon
13. Workforce
• Managing multiple generations…
• …but Millennials will take over!
• Diversity
Changing nature of work
• Projects, fluid structures
• Digital capability, numeracy…and
• Soft skills: collaboration, learning
• Skills redundancy – need adaptable
self-transformers
• ‘Gig economy’
14. Changes in Economy
Closed Economy to Open Economy
Sellers’ Market to Buyers’ Market
Domestic Business to International Business
Stable to Unstable
Higher Price to Lower Price
15. Cost-effectiveness & innovation
• New business models
• Re-purposing – why use us, work
for us?
• Do more with less – ‘lean’, ‘agile’
• Shrink back-offices
(’bureaucracy’)
• Justify (and find) funding
• Continuous change is the norm
• Innovate, re-invent… or die
Often applies to public sector &
NGOs as much as to commerce
15
17. Drivers of change
VUCA
environment
Technology
& analytics
Workforce &
nature of work
Cost-effectiveness
& innovation
HR’s purpose,
staffing and
structure
What answers does HR have for organisation-critical issues?
‘People’ are central to strategic and operational challenges
18. Critical uncertainties
We identified key drivers that will shape Human Resources
• The quality of employee-employer relationships: Better or Worst
• The nature and balance between supply and demand for work, the degree
of employee loyalty, and the importance of a healthy work-life balance.
• the HR department, and the role of unions in processes related to topics
such as compensation, benefits, or time and attendance of employees,
alter the environment in which relationships between employees and
employers evolve.
• On the other hand, the nature of Human Resources in the future will be
highly dependent on the impact of technological progress. Advances in
technology and digitalization have led to the rise of automated and
machine-controlled workflows that have the potential to disrupt HR
departments.
18
19. VUCA world for leaders (& HR)
• Globalisation – economic and labour markets, 24 hour pressures
• Geo-political instabilities and conflicts; ‘world order’ challenged
• Societal change – decline in deference, demand for transparency
• Technology acceleration – leaders, strategies, regulators etc struggle
• Poor leadership and governance exposed easier and quicker
Operating in the digital world demands new skills, strategic focus,
organisation models and leadership philosophies
20. Leaders need help
• Re-shape their organisations
• Manage their key people
• Sustain the ‘brand’
• Prepare for and handle their
own pressures and needs
Where is my critical support?
• HR leader? Finance? IT/CIO?
• ‘chief transformation officer’?
• Consultancies?
• Personal coach?
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21. Managers need help
• Leaders at their level
• - Supported, empowered? Role-
models?
• Managers responsible for people (not
HR)
• …. but too often….
- HR self-occupied
- Tensions about who does what
• Over-promoting task mgrs, technicians,
bullies and ‘politicians’
• Selected/trained as people developers?
• Struggling with rigid processes (eg
performance and reward)
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22. HR under growing pressure
25 years of negative reports about HR
Main criticisms
• Poor ‘business’/strategic understanding
• Numbers-shy, weak ‘business cases’
• Prone to jargon, fashions, not evidence
• Focus on individuals, not organisation
• Rule and process-fixated (not
outcomes)
• Technologically challenged
• Lack courage to challenge bad
behaviour
• Not a function for high achievers
Can HR really transform itself?
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23. Winds of change
• Talent/skills shortages increasingly
recognised as a critical risk factor
• Growing intolerance of poor leader
and manager behaviour (eg Uber)
• ‘Glassdoor’ – verdicts on
employers/leaders
• Wider adoption of integrated and
cloud-based, self-service systems
• Impact of social media (for better or
worse)
• New approaches to
performance/reward
• Business and HR analytics
23
24. Death-knell for
‘old’ HR
Technology creating a ‘tipping
point’
• Self-service – a game-changer
- replaces HR-generated
reports
- makes HR admin redundant
• BPs need to ‘up their game’
- basic advice automated
or outsourced
- short-term – help mgrs
get best out
of systems, but after that??
• Specialists – real ‘experts’ or
HR managers on job
rotation?
All 3 ‘legs’ of HR under pressure to
demonstrate value add
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25. Address HR purpose and role
What is HR for?
• Change expert and facilitator?
• Organisational strategy shaper?
• Answering critical strategic
questions
• HR strategy built in, not ‘follow-
on’
• Performance & capability
enabler/coach (at every level)?
OR
• Order taker and implementer?
• Process manager?
• Prop for poor managers?
Increasingly replaceable by technology
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27. High-performance people ‘philosophy’
• Replace ‘control’ with enablement
- foster ideas, maximise talent
- co-creation and involvement
• Trust - valued colleagues, not just
employees
• Customer relationship and crowd
resourcing methods/systems
• Foster collaboration and networking
• - break down silos, reward
problem-solving & team
performance, transparency
Requires unwinding deep-seated power
and status beliefs/practices/structures
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28. Organisation Services and Analytics
• Integrated service function - finance, HR, IT etc
- built around internal customer needs, not historical functional silos
- better value, service, convenience, at lower cost
- mission: help employees be as productive as possible
- customer focus, continuous improvement, smart-tech
- insourced or outsourced or a blend – quality counts
• Integrated business analytics function
- clear line of sight, front to centre, across functions
- NOT about central control – about sharing, learning
29. Organisational effectiveness
• Multi-disciplinary function - expert
in change, performance and
development
– Architect - strategy, analysis,
design, policies
– Coach - building up calibre of
leadership, talent and skills at
all levels
• Organisation/business and people
experts
• Reduce need for external
consultancy – but blend internal
and external expertise flexibly
Leaders/managers have you on speed-
dial
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30. Transitioning from HR to OE
• Higher level of expertise in classic HR areas,
and more
- Integrated thinking/practice across all areas
- All underpinned by Employer Brand, OD &
relationship mgt
- Purchasing and supplier management skills
• Combined with understanding of strategy,
finance, law, marketing, Ops Mgt, IT etc
• Structure – 3 ‘legs’ become two – OE &
Services
• OE – driver of ‘head office’ design,
teamwork and service
• - and close involvement with strategic
planning
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31. This will take time
• Threatens traditional HR mentality, roles,
‘power’
• Other functions may be nervous too
• Managers wary of more work, poor IT
• Addressing years of under-investment in
people managers and leadership
• Distinct shortage of OE capability
However…
• The technology already exists
• Organisational leaders will demand greater
effectiveness & productivity, less cost
• Some organisations already edging this
way
Gap between high and low performing
organisations may widen
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32. Tackling The Capability Gap
• Recruit HIPO managers from the ‘line’
• Retain/develop the best HRBPs, specialists
• Attract young talent able to be change
agents
• Incorporate external experts
• Transform HR curriculum into rigorous OE
development path (inc. specialised MBA)
• Larger organisations can use Mgt
academies; ‘professional bodies’ (eg CIPD,
ACCA, CIMA) to re-shape who they are and
what they do
Do HR leaders have what it takes to transform
themselves, their organisation and their
function?
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34. Talent and skills needs
• Talent/skills - key driver of
organisational success and
resilience; core risk factor
• More of these….
- Soft skills and emotional intelligence
- Diversity, ability to operate globally
- Data science and tech savvy
- Learning and collaboration
orientation
• Cultural fit
• Adaptability and ability to re-skill
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35. Other trends
• Smart automation of selection, assessment and
recruitment, supported by AI
• Employee-friendly policies – fit to individual needs
• Relationship management – tech enabled
• - Lifecycle from first contact to alumni
• - Boomerang workers
• - Contingent workers (blended workforce)
• - Employer brand management is critical
• Onboarding integrated into onward development
• More rigour, eliminate sloppy/disconnected practices
36. What next?
Thinking points and
discussion
The future of Human Resources |
A scenario approach from Deloitte
37. Scenario thinking
• The global economy is continually
being shaken by disruptive forces
that will affect both social and
professional life.
• Not only will the day-to-day work of
employees and the tools they use
change, but also entire organizational
processes, such as the way
companies find, reward, and retain
talent.
• At the same time, the increasing
degree of process automation has
implications for employees' data
security and privacy, and also for the
level of specialization required of HR
employees and investment in the HR
department.
37
38. Scenario thinking
• Scenario design provides the basis for
decision-making in view of
uncertainty by analyzing and
structuring a multitude of driving
forces in condensed critical
uncertainties that will shape the
future and have the potential to drive
it into one direction or the other.
• Based on these critical uncertainties,
scenarios are a means for reducing
their complex interaction.
• They are narratives of alternative but
thinkable futures that provide a
sound basis for developing robust,
future-proof strategies for anybody
with ties to Human Resources.
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39. Scenario matrix to describe the future
of Human Resources
In the HR 4.0 scenario, most HR
solutions are highly automated
and employers are investing in
recruiting and retaining the
best talent. This leads to
customized offerings and a
thriving relationship between
employers and employees.
39
In Welcome to 1984, the
relationship between
employers and employees has
been reduced to a mere
exchange of work for money.
Combined with a high level of
automation in the HR
department, this leads to
standardized, low cost HR
solutions.
In an Old School in a New
Sharing World, employers
are interchangeable. At the
same time, stagnating
economic development and
difficulties in automating HR
solutions have made
employers reluctant to
invest in their workforce.
In the Only Humanity Matters
scenario, companies are
personal career partners for
their employees. The return to
old values and more stringent
data regulations paired with a
positive economic outlook
results in personalized HR
processes where human
interaction is still the key.
40. Four possible scenarios for the future
40
Only humanity
matters Low level of
automation and the
company as a
personal career
partner
4.0 High level of
automation and the
company as a
personal career
partner
Old school in a new
sharing world Low
level of automation
and the company as
one of many
workplace providers
In Welcome to 1984
High level of
automation and the
company as one of
many workplace
providers
42. What about you?
• What are your organisation’s
critical challenges?
• Are you part of the solution?
• Are you the performance and
capability expert?
• Have you facilitated a purpose,
culture and systems platform so
people give of their best?
• Are you ready to re-shape HR for
the future, tailored to your
organisational challenges?
• Are you addressing your own
capability needs in order to add
real value, ongoing?
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43. • AI will transform core organisational
functions. Are you prepared for this?
• Will you/HR be a shaper or be
‘shaped’? What do you need to do
to be a ‘shaper’?
• Capability (incl leadership, talent,
skills) is critical to sustainable
performance. Are you essential for
that?
• ‘Intelligence’ drives decisions. Have
you equipped your organisation
with the analytics firepower to
ensure they are sound decisions?
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44. Learning and Giving for
Better Indonesia
www.humanikaconsulting.com
www.hipotest.com
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