This document discusses human capital management and the changing world of work. It covers several topics: 1. The bases of competition have changed over time, from efficiency to innovation. Assets that are strategic also change, from labor to knowledge. 2. The relationship between employees and employers has also changed, from lifetime employment to an emphasis on employability and continuous skills development. 3. Effective human capital management involves strategic workforce planning, developing talent, linking performance to organizational goals, and making data-driven decisions. Treating people as an investment rather than just a cost can provide competitive advantages.

1. Human Capital Management www.humanikaconsulting.com

2. Create Your Own Destiny Face the changing world Humanika Consulting 2009

3. PerubahanLingkunganStrategis : ImplikasibagiOrganisasi & Individu Humanika Consulting 2009

5. Pilihan

6. Prinsip --- Higo---- THE CHANGING WORLD Humanika Consulting 2009

7. Superior doesn’t Fit “Bukanspesiesygterkuatygbertahanhidup, bukan pula ygterpandai, tetapiyg paling responsifthdperubahan". --- Charles Darwin Humanika Consulting 2009

8. HISTORY of HUMAN CAPITAL

9. PerubahanGelombangPeradaban ? Tingkat hidup Era Pengetahuan Periods of Dislocation Era Informasi 2000 - xxx ? Era Industri 1850 - 1960 Era Pertanian 8000 BC - 1750 Waktu Humanika Consulting 2009

10. 21th 90’s 80’s 70’s 60’s Perubahan Basis Kompetisi dalam Setiap Era SMART COMPANY INNOVATIVE COMPANY FLEXIBLE COMPANY QUALITY COMPANY EFFICIENT COMPANY Cost Quality Flexible Innovation Competitive Intelligence BASES OF COMPETITION Humanika Consulting 2009

13. organizationallabor Humanika Consulting 2009

14. FIRST WAVE SECOND WAVE THIRD WAVE INDUSTRIAL ECONOMY INFORMATION ECONOMY AGRICULTURAL ECONOMY LAND MACHINES I. T . BLUE - COLLAR WORKERS KNOWLEDGE WORKERS PHYSICAL LABOR Humanika Consulting 2009

15. Humanika Consulting 2009

16. Employabilitas Dulu Kini Employability Lifetime employment Humanika Consulting 2009

17. “Dunia-Baru” dalamHubunganKerja Masa Lalu Saat Ini Model Pengoperasian Sistem, Struktur, Proses PLUS BUDAYA Penerapan Kemampuan Seumur Hidup Masa Kerja Saling- Ketergantungan Hubungan Ketergantungan PLUS Pengembangan KARAKTER Pengembangan Kapasitas Individu Pengembangan KOMPETENSI Humanika Consulting 2009

18. The Philosophy

19. The Human Capital Idea:Two Central Principles People are assets whose value can be enhanced through investment Human capital approaches should be designed, implemented, and assessed by how well they help the agency achieve strategic results and pursue its mission.

21. People: The Most Significant Organizational Asset In knowledge-based organizations, people: 1. define an agency’s character 2. drive its capacity to perform 3. often constitute largest budgetary expense

24. Scheme of Human Capital Strategy

25. Principles of Human Capital Management Solid facts, measures, and processes for discerning Recent technological advances Business models and human capital strategies must match. Taking advantage of the observations and records of actual events maintained

26. Principles of Human Capital Management There’s a floor to cost reduction but no ceiling to value creation. Find the key points of leverage for increased profits. View your human capital as a value-producing asset instead of a cost to be minimized, reduced, or reined in. The tools help you predict the return on your human capital investments. Identifying and focusing on what’s important will drive value.

27. An Enabler of Cultural Transformation Effective strategic human capital management approaches serve as the cornerstone of any serious change management initiative Successful human capital approaches to become LESS hierarchical, process-oriented; and results-oriented, integrated, and externally focused Requires a long-term commitment to valuing human capital as a strategic asset

29. Skills imbalances

30. Workload imbalances for remaining skilled workers

31. Succession planning challenges

32. Inadequate accountability for performance

33. Outdated performance appraisal systems

35. Human Asset Profiles Career Development Plans Coaching & Mentoring Core Values Recruitment Core Competencies Performance Improvement Performance Management Human Capital Strategy Selection Revenue Per Employee Cost Per Employee Profit Per Employee

36. HUMAN CAPITAL COMPETENCIES

37. Activities of Human Capital Management The quality and performance of our people is what sets us apart in an intensely competitive market! Recruiting and hiring the best available talent Developing and motivating people to reach their fullest potential Retaining talent (and the investments made in them) Minimizing risk and cost on the human side of the business Designing talent management information systems Implementing performance based compensation systems Developing your Employer of Choice Brand Designing coaching and mentoring programs Applying performance management technologies

38. Finance Driven Business Model Money Drives Value - Budget Driven! Focus on tangible assets Valuation of physical and financial assets Use decision criteria for physical capital investments Manage costs Focus on the past (cost measurement) People are treated as expenses and salary costs Focus on present cash flow Focus on fixed budgets and periods Focus on short-term profitability

39. Human Capital Driven Business Model People Drive Value - Event Driven! Focus on tangible and intangible assets Valuation of physical, financial, human and structural assets Use decision criteria for knowledge and human capital investments Process and customer cost focus Focus on the future (value creation measurement) People are treated as expenses and investments Focus on present cash flow and future revenue streams Focus on dynamic budgets and revenue streams Focus on short-term and long-term profitability, added-value and sustainability

40. Commitment to Human Capital Management Leadership Role of the Human Capital Function Integration and Alignment Strategic HumanCapital Planning Data-Driven Human Capital Decisions Targeted Investments in People Acquiring, Developing, and Retaining Talent Human Capital Approaches Tailored to Meet Organizational Needs Empowerment & Inclusiveness Results-Oriented Organizational Cultures Unit and Individual Performance Linked to Organizational Goals

41. Data-Driven Human Capital Decisions Decisions informed by complete, valid, current, and reliable data Data is used to identify areas for attention before crises develop and to identify opportunities Performance measures for human capital approaches have been identified and are linked to organization results Performance information and data on the agency’s workforce profile are used in strategic workforce planning

42. Human Capital Approaches Tailored to Meet Organizational Needs Managers are identifying and using tools available under current law to modernize their human capital approaches Human capital approaches are tailored to meet specific mission needs A compelling, data-driven business case is made for additional legislative flexibilities

43. Empowerment and Inclusiveness Employees at all levels are given authority to accomplish goals Innovation and problem-solving are encouraged Agency leaders seek the views of employees at all levels Management and employees work collaboratively to achieve outcomes

44. Empowerment andInclusiveness Organization recognizes that an inclusive workforce is a competitive advantage for achieving results Organization works to meet the needs of employees of all backgrounds Organization has declared a “zero tolerance” for discrimination Organization strives actively to reduce the causes of workplace conflict Organization ensures that conflicts are addressed fairly and efficiently

45. Unit and Individual Performance Linked to Organizational Goals Organizational culture is results-oriented Managers are held accountable Individual performance management is fully integrated Clearly defined and consistently communicated

46. Next Steps: Responding to the Challenge Using all appropriate flexibilities available under current law while pursuing results-based people management. Once shortcomings of existing flexibilities are realized, agencies should pursue additional, selective legislative opportunities for new strategic human capital management tools. All interested parties should work towards more comprehensive for service reform.

47. HCM Glossary Human Capital Strategy A business strategy that links the competencies, motivations and satisfactions of its employees directly with drivers of value for customers, which in turn drives profitability for the enterprise. Human Capital decisions are guided by data-driven, results-oriented planning and accountability systems. The keys to a successful HCM strategy are process efficiencies, effective use of information technology and business metrics. Talent Management Identifying mission-critical values, competencies and talents needed in the current and future workforce. Clarifying the methods that will be used to recruit, hire, develop, manage and retain a high performing workforce. Performance Culture A diverse, results-oriented, high performance workforce, with a performance monitoring system that effectively differentiates between high and low performance and links individual / team / departmental performance to organizational goals and strategic objectives. Compensation is directly linked to performance.

48. HCM Glossary Human Capital The sum of a company's employees including their skills, competencies, talents, creativity and know-how. Within each employee is the knowledge the company seeks to utilize. Intellectual Capital The sum of a company's ideas, inventions, technologies, knowledge, computer programs, patents, trademarks, designs, methods, systems, processes and publications. When codified, defined, written or committed to media form, the company's intellectual assets can be moved, leased, or sold. When these intellectual assets (IA) are legally protected we call them intellectual property (IP). Structural Capital The sum of a company's tangible assets including financial assets, buildings, machinery and equipment, manufacturing facilities, distribution channels and sales outlets. Customer Capital The sum of a company's customers including their names, contracts, contact databases, loyalty, satisfaction, references, testimonials and future revenues.

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