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Reshaping Your
Key Role
in
HR Functions

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D
Best Practice Sharing

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BIMA HERMASTHO
Manufacturing & Human Performance Improvement Technologist
CEO PT. Freemind Management Consulting – A Business Performance Improvement Consulting.
Professional Experiences:
 Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six Sigma School
(http://www.sixsigma-indonesian.com) - both are free online course in Balanced Scorecard and Six Sigma.
 Founder Indonesian Human Capital Institute, a free online HRM course (http://sdm-indonesia.net)
 Professional experiences: various positions from Management Trainee, HR Manager, TPM Training Manager, OD
Senior Manager, Human Capital & OD Director in local and global companies (PT. Teleperformance Indonesia, PT.
Multi Bintang Indonesia Tbk, PT. Coats Indonesia, PT. Polysindo Eka Perkasa – Asia Pacific Fibre, etc)
 Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training and
Development), ASQ (American Society for Quality) & ISSP (International Six Sigma Professional Society)
 Bachelor Degree (ITB), Master & Doctorate Degree in “Strategic HRM & Total Quality Management” – UNDIP
 Certified Balanced Scorecard Professional
 Certified Lean Management Professional
 Certified Global Professional in HRM
 Certified Six Sigma Black Belt
 Certified Kaizen Professional
 TPM (Total Productive Management) Trainer
 Certified Mediator on ADR (Alternative Dispute Resolution)
bima@freemind-consulting.com
+62 8122862849
FOUNDER & LEAD CONSULTANT

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Vision
• We will be a quality leader in development of business with global reach by
serving ambitious clients, taking global knowledge to local markets.
Mission
• We deliver management consultancy where environmental challenges,
technology, business systems and people are combined in sustainable change
for competitive people and great business.
Challenging culture
• At Freemind Management Consulting, taking the lead without restrictions and
testing one’s capabilities without limitations will always be a legitimate
approach – given the appropriate professional background and goals.
PT. Freemind Management Consulting

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Our Preferred Clients

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Our Preferred Clients

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Agenda
1. What CEOs Expect from HR Leaders
2. HR Trend Survey 2014
3. Top 6 HR Competencies
– Strategic Thinking in HR
4. 7 Ways HR Can Lead Strategy Execution
5. Performance Expectation
– Actions + Results
– HR Scorecard of Business Results
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What CEOs Expect from HR Leaders
1. Focus on the most important things, CEOs want HR to be more
proactive and concentrate on business relevant needs first: The
business of the organisation, align HR to the strategy of the
organisation, add value to the organisation and engage employees.
2. Business metrics should be at the center of performance management
and HR would be wise to always think in terms of the business, key
talent, and metrics. Evaluate each opportunity:
– What is the value to the business and does it reflect real business
success?
– Does it fit the talent we need now and in the future?
– Is it responsive to workforce trends, succesion plan, leadership
development program?
3. Don’t just copy ‘best practices.’
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What CEOs Hate about HR People
• You can’t recruit well...
• You can’t conceptualize how to put together a cutting edge
development program, despite HR talk about becoming a
“learning organization.”
• I hear lots of talk. I see limited results...
• You can’t read financial statements. I don’t consider someone a
good business partner when they can’t understand our finances.
• You can’t sell. If you can’t sell the direction of my business, what
good are you?
• You preach about performance reviews, yet you have no idea
how to manage performance once you get the results.
• .... etc
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HR Agenda & Trend Survey – 2014*)
1. Talent, Skills, and Capability needs become Global.
2. Integrated Capability Development Replaces Training.
3. Redesign of Performance Management Accelerates.
4. Redefine engagement: Focus on Passion and the Holistic Work
Environment.
5. Take Talent Mobility and Career Development Seriously.
6. Redesign and Reskill the HR Function.
7. Reinvent and Expand Focus on Talent Acquisition.
8. Continued Explosive Growth in HR Technology and Content Markets.
9. Talent Analytics Comes to Front of the Stage.
10.Innovation Comes to HR. The New Bold, CHRO.
*) Bersin Research report
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HR Directors – HR Managers – hr
Liaison
Internal Consultant
Facilitator
Partner
Business Coach
Talent Scout Teacher
Cheerleader
Problem solver
Idea Generator
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Evolution of High-Impact HR
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Top 6 HR Competencies
Researchers have updated the portfolio of competencies for high-
performing HR professionals.
The six competencies and the elements that make them up offer the
outlines of what it takes to be successful. (Dave Ulrich, 2007)
1. Credible Activist
2. Cultural Steward
3. Talent Manager/Organizational Designer
4. Strategy Architect
5. Business Ally
6. Operational Executor
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Top HR Competencies - Credible Activist
The Credible Activist is respected, admired, listened to and offers a
point of view, takes a position and challenges assumptions by:
• Delivering results with integrity
• Sharing information
• Building relationships of trust
• Doing HR with an attitude (taking appropriate risks, providing
candid observations, influencing others)
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Top HR Competencies - Cultural Steward
Cultural Steward recognizes, articulates and helps shape a
company’s culture by:
• Facilitating change
• Crafting culture
• Valuing culture
• Personalizing culture (helping employees find meaning in their
work, managing work/life balance, encouraging innovation)
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Top HR Competencies - Talent
Manager/Organizational Designer
The Talent Manager/Organizational Designer masters theory,
research and practice in both talent management and
organizational design by:
• Ensuring today’s and tomorrow’s talent
• Developing talent
• Shaping the organization
• Fostering communication
• Designing reward systems
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Top HR Competencies – Strategy
Architect
The Strategy Architect knows how to make the right change
happen by:
• Sustaining strategic agility
• Engaging customers
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Top HR Competencies – Business Ally
The Business Ally contributes to the success of the business by:
• Serving the value chain
• Interpreting social context
• Articulating the value proposition
• Leveraging business technology
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Top HR Competencies – Operational
Executor
The Operational Executor administers the day-to-day work of
managing people inside an organization by:
• Implementing workplace policies
• Advancing HR technology
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Global Paradox of HRM
Six domains of competencies that HR professionals must demonstrate to be
personally effective and to impact business performance:
1. Outside/in: HR must turn outside business trends and stakeholder expectations
into internal actions;
2. Business/people: HR should focus on both business results and human capital
improvement;
3. Individual/organizational: HR should target both individual ability and
organization capabilities;
4. Event/sustainability: HR is not about an isolated activity (a training,
communication, staffing, or compensation program) but sustainable and
integrated solutions;
5. Past/future: HR should respect its heritage, but shape a future;
6. Administrative/strategic: HR must attend to both day to day administrative
processes and long term strategic practices;
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The 2012 HR Competency Model*)
*) Ulrich: 2012 data set on competencies for HR professionals is a unique partnership with the leading
HR professional associations in Australia (AHRI), Latin America (IAE), China (jobs51), India (NHRD),
Middle East (ASHRM), Northern Europe (HR Norge), and South Africa (IPM).
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Sub Factor for the Six HR
competency domains
Mean
(1 to 5)
Individual
Effectiven
ess
100%
Business
Success
100%
Strategic Positioner
Interpreting global business context 3.83 4.4 4.2
Decoding customer expectations 3.83 4.4 5.2
Co-crafting a strategic agenda 3.96 6.3 4.6
Credible Activist
Earning trust through results 4.36 6.9 4.0
Influencing and relating to others 4.24 7.0 4.1
Improving through self-awareness 4.08 6.5 4.7
Shaping the HR profession 4.13 4.4 2.9
HR Competence on Individual Effectiveness
and Business Success

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competency domains
Mean
(1 to 5)
Individual
Effectiven
ess
100%
Business
Success
100%
Capability Builder
Capitalizing organizational capability 4.03 5.4 5.3
Aligning strategy, culture, practices,
and behavior
3.94 5.3 6.1
Creating a meaningful work
environment
3.94 4.1 5.2
Change Champion
Initiating Change 3.94 5.4 4.8
Sustaining Change 3.91 4.7 5.7

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competency domains
Mean
(1 to 5)
Individual
Effectiven
ess
100%
Business
Success
100%
HR Innovator & Integrator
Optimizing human capital through
workforce planning and analytics
3.95 5.5 5.6
Developing Talent 3.83 4.0 5.3
Shaping organization and
communication practices
3.94 5.8 5.6
Driving performance 3.87 4.7 5.2
Building leadership brand 3.87 4.9 5.4

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competency domains
Mean
(1 to 5)
Individual
Effectiven
ess
100%
Business
Success
100%
Technology Proponent
Improving utility of HR operations 3.72 2.9 5.0
Connecting people through
technology
3.77 4.6 6.3
Leveraging social media tools 3.68 2.7 4.7
Overall R2 .431 .108

Strategic Thinking in HR
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7 Ways HR can make a difference in
strategy execution:
1. Be a part of or lead the strategic planning process
2. Assist in the creation of a Strategy Map that communicates the plan
that is easily understandable for ALL employees
3. Align HR strategy to the new strategy so that all HR programs can
impact strategy
4. Redo job descriptions updating new behaviors and/or
competencies needed to make strategy successful
5. Align all rewards and performance management to desired
outcomes
6. Assist departments to develop goals and objectives needed to
execute
7. Assist departments in developing metrics to track progress
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Strategic Thinking in HR:
Building Talent Management System
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Performance Expectation - HR Actions
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Performance Expectation: Results &
Indicators
*) Workforce Scorecard @ Pharma Industry
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HR Scorecard of Business Results
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Human Resources STARs ME Now and Next Evolution