Human capital

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"Human as an Asset"

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  • Lipat tangan, sedekap (jempol atas atau bawah), atau water melon singing & dancing
  • Human capital

    1. 1. Human Capital Management<br />www.humanikaconsulting.com<br />
    2. 2. Create Your Own Destiny<br />Face the changing world<br />Humanika Consulting 2009<br />
    3. 3. PerubahanLingkunganStrategis :<br />ImplikasibagiOrganisasi & Individu<br />Humanika Consulting 2009<br />
    4. 4. 3 halygselaluhadirdidunia:<br /><ul><li>Perubahan
    5. 5. Pilihan
    6. 6. Prinsip     --- Higo---- </li></ul>THE CHANGING WORLD<br />Humanika Consulting 2009<br />
    7. 7. Superior doesn’t Fit<br />“Bukanspesiesygterkuatygbertahanhidup, bukan pula ygterpandai, tetapiyg paling responsifthdperubahan".      --- Charles Darwin  <br />Humanika Consulting 2009<br />
    8. 8. HISTORY of HUMAN CAPITAL<br />
    9. 9. PerubahanGelombangPeradaban<br />?<br />Tingkat hidup<br />Era Pengetahuan<br />Periods of Dislocation<br />Era Informasi<br />2000 - xxx ?<br />Era Industri<br />1850 - 1960<br />Era Pertanian<br />8000 BC - 1750<br />Waktu<br />Humanika Consulting 2009<br />
    10. 10. 21th<br />90’s<br />80’s<br />70’s<br />60’s<br />Perubahan Basis Kompetisi dalam Setiap Era <br />SMART<br />COMPANY<br />INNOVATIVE<br />COMPANY<br />FLEXIBLE<br />COMPANY<br />QUALITY<br />COMPANY<br />EFFICIENT<br />COMPANY<br />Cost<br />Quality<br />Flexible<br />Innovation<br />Competitive<br />Intelligence<br />BASES OF COMPETITION<br />Humanika Consulting 2009<br />
    11. 11. KapabilitasAsetStrategisdalam Era yang Berbeda<br />Era Knowledge <br />capital<br />&<br />tools<br />process<br />labor<br />Era Industri<br />knowledge<br />tacit & <br />explicit<br />technology<br />Knowledge Age<br />Value Model<br />technology<br />capital<br />&<br />tools<br />Aset strategis :<br /><ul><li> individual
    12. 12. organizational</li></ul>Aset strategis :<br /><ul><li> individual
    13. 13. organizational</li></ul>labor<br />Humanika Consulting 2009<br />
    14. 14. FIRST WAVE<br />SECOND WAVE<br />THIRD WAVE<br />INDUSTRIAL<br />ECONOMY<br />INFORMATION<br />ECONOMY<br />AGRICULTURAL <br />ECONOMY<br />LAND<br />MACHINES<br />I. T .<br />BLUE - COLLAR<br />WORKERS<br />KNOWLEDGE<br />WORKERS<br />PHYSICAL LABOR<br />Humanika Consulting 2009<br />
    15. 15. Humanika Consulting 2009<br />
    16. 16. Employabilitas<br />Dulu<br />Kini<br /> Employability<br />Lifetime employment<br />Humanika Consulting 2009<br />
    17. 17. “Dunia-Baru” dalamHubunganKerja<br />Masa Lalu<br />Saat Ini<br />Model<br />Pengoperasian<br />Sistem,<br />Struktur,<br />Proses<br />PLUS<br />BUDAYA<br />Penerapan<br />Kemampuan <br />Seumur<br />Hidup<br />Masa Kerja<br />Saling-<br />Ketergantungan<br />Hubungan<br />Ketergantungan<br />PLUS<br />Pengembangan<br />KARAKTER<br />Pengembangan<br />Kapasitas<br />Individu<br />Pengembangan<br />KOMPETENSI<br />Humanika Consulting 2009<br />
    18. 18. The Philosophy <br />
    19. 19. The Human Capital Idea:Two Central Principles<br />People are assets whose value can be enhanced through investment<br />Human capital approaches should be designed, implemented, and assessed by how well they help the agency achieve strategic results and pursue its mission.<br />
    20. 20.
    21. 21. People: The Most Significant <br />Organizational Asset<br />In knowledge-based organizations, people: <br />1. define an agency’s character<br />2. drive its capacity to perform<br />3. often constitute largest budgetary expense<br />
    22. 22. Employment Brand Credibility: Your brand as an employer helps future recruitment efforts and promotes the retention of “super-keepers”<br />Competitive Advantage: <br />Talent is a key differentiator between you and your major competitors and ultimately drives your success<br />Talent Management drives business results - credibility & competitive advantage<br />Enterprise Talent Management<br />The strategic management of talent across your organization for the purpose of staying competitive and increasing brand loyalty<br />HIGH<br /> Close Organizational Gaps<br /> Retain Stars and Ensure the Future <br /> Drive Results, Build Capability and Manage the Consequences<br />Develop & Recruit High Potentials<br /><ul><li>High Potential Development nurtures potential of future leaders and High Potential Recruitment selects talent against future needs</li></ul> Create Benchmark for Leadership <br />Potential Management<br /><ul><li>Talent Planning exposes employee potential and identifies high potentials for successioning</li></ul>Employment Brand Credibility<br />Performance Management<br /><ul><li>Performance Appraisal and Performance Reviewprovide measurement of performance and process for providing feedback</li></ul>Talent Requirements<br /><ul><li>Competency Models define the behaviors and skills associated with key roles in the organization</li></ul>LOW<br />LOW<br />HIGH<br />Competitive Advantage<br />© 2007 PARTNERSIN HUMAN RESOURCES INTERNATIONAL, LLC. ALL RIGHTS RESERVED. <br />PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC is the exclusive owner of the materials contained herein. The unauthorized use, reproduction, distribution or exhibition of the materials contained herein without the express written consent of PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC is strictly prohibited. Accordingly, any unauthorized use will subject such user to liability for actual and statutory damages as well as any other rights and remedies available to PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC.<br />
    23. 23.
    24. 24. Scheme of Human Capital Strategy<br />
    25. 25. Principles of Human Capital Management<br />Solid facts, measures, and processes for discerning<br />Recent technological advances<br />Business models and human capital strategies must match.  <br />Taking advantage of the observations and records of actual events maintained<br />
    26. 26. Principles of Human Capital Management<br />There’s a floor to cost reduction but no ceiling to value creation. <br />Find the key points of leverage for increased profits.<br />View your human capital as a value-producing asset instead of a cost to be minimized, reduced, or reined in. <br />The tools help you predict the return on your human capital investments. <br />Identifying and focusing on what’s important will drive value. <br />
    27. 27. An Enabler of Cultural Transformation<br />Effective strategic human capital management approaches serve as the cornerstone of any serious change management initiative<br />Successful human capital approaches to become LESS hierarchical, process-oriented; and results-oriented, integrated, and externally focused<br />Requires a long-term commitment to valuing human capital as a strategic asset <br />
    28. 28. Impact of Budgetary Cuts, Downsizing, and Outsourcing<br /><ul><li>Lack of strategic alignment
    29. 29. Skills imbalances
    30. 30. Workload imbalances for remaining skilled workers
    31. 31. Succession planning challenges
    32. 32. Inadequate accountability for performance
    33. 33. Outdated performance appraisal systems
    34. 34. Reduced investments in people (e.g. training and professional development, enabling technology)</li></li></ul><li>Human Capital Journey<br />
    35. 35. Human <br />Asset Profiles<br />Career <br />Development Plans<br />Coaching & <br />Mentoring<br />Core <br />Values<br />Recruitment<br />Core <br />Competencies<br />Performance<br />Improvement<br />Performance Management<br />Human <br />Capital <br />Strategy<br />Selection<br />Revenue Per Employee<br />Cost Per Employee<br />Profit Per Employee<br />
    36. 36. HUMAN CAPITAL COMPETENCIES<br />
    37. 37. Activities of Human Capital Management<br />The quality and performance of our people is what sets us apart in an intensely competitive market!<br />Recruiting and hiring the best available talent<br />Developing and motivating people to reach their fullest potential<br />Retaining talent (and the investments made in them) <br />Minimizing risk and cost on the human side of the business<br />Designing talent management information systems<br />Implementing performance based compensation systems<br />Developing your Employer of Choice Brand<br />Designing coaching and mentoring programs <br />Applying performance management technologies<br />
    38. 38. Finance Driven Business Model<br />Money Drives Value - Budget Driven!<br />Focus on tangible assets<br />Valuation of physical and financial assets<br />Use decision criteria for physical capital investments <br />Manage costs <br />Focus on the past (cost measurement)<br />People are treated as expenses and salary costs<br />Focus on present cash flow<br />Focus on fixed budgets and periods <br />Focus on short-term profitability<br />
    39. 39. Human Capital Driven Business Model<br />People Drive Value - Event Driven!<br />Focus on tangible and intangible assets<br />Valuation of physical, financial, human and structural assets<br />Use decision criteria for knowledge and human capital investments <br />Process and customer cost focus <br />Focus on the future (value creation measurement)<br />People are treated as expenses and investments<br />Focus on present cash flow and future revenue streams<br />Focus on dynamic budgets and revenue streams<br />Focus on short-term and long-term profitability, added-value and sustainability<br />
    40. 40. Commitment to Human Capital Management<br />Leadership<br />Role of the Human Capital Function<br />Integration and Alignment<br />Strategic HumanCapital Planning<br />Data-Driven Human Capital Decisions<br />Targeted Investments in People<br />Acquiring, Developing, and Retaining Talent<br />Human Capital Approaches Tailored to Meet Organizational Needs<br />Empowerment & Inclusiveness<br />Results-Oriented Organizational Cultures<br />Unit and Individual Performance Linked to Organizational Goals<br />
    41. 41. Data-Driven Human Capital Decisions<br />Decisions informed by complete, valid, current, and reliable data<br />Data is used to identify areas for attention before crises develop and to identify opportunities<br />Performance measures for human capital approaches have been identified and are linked to organization results<br />Performance information and data on the agency’s workforce profile are used in strategic workforce planning<br />
    42. 42. Human Capital Approaches Tailored to Meet Organizational Needs<br />Managers are identifying and using tools available under current law to modernize their human capital approaches<br />Human capital approaches are tailored to meet specific mission needs<br />A compelling, data-driven business case is made for additional legislative flexibilities<br />
    43. 43. Empowerment and Inclusiveness<br />Employees at all levels are given authority to accomplish goals<br />Innovation and problem-solving are encouraged<br />Agency leaders seek the views of employees at all levels<br />Management and employees work collaboratively to achieve outcomes<br />
    44. 44. Empowerment andInclusiveness<br />Organization recognizes that an inclusive workforce is a competitive advantage for achieving results<br />Organization works to meet the needs of employees of all backgrounds<br />Organization has declared a “zero tolerance” for discrimination<br />Organization strives actively to reduce the causes of workplace conflict<br />Organization ensures that conflicts are addressed fairly and efficiently<br />
    45. 45. Unit and Individual Performance Linked to Organizational Goals<br />Organizational culture is results-oriented<br />Managers are held accountable<br />Individual performance management is fully integrated<br />Clearly defined and consistently communicated<br />
    46. 46. Next Steps: Responding to the Challenge<br />Using all appropriate flexibilities available under current law while pursuing results-based people management. <br />Once shortcomings of existing flexibilities are realized, agencies should pursue additional, selective legislative opportunities for new strategic human capital management tools.<br />All interested parties should work towards more comprehensive for service reform.<br />
    47. 47. HCM Glossary <br />Human Capital Strategy<br /> 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.<br />Talent Management <br />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.<br />Performance Culture <br />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.<br />
    48. 48. HCM Glossary<br />Human Capital <br />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. <br />Intellectual Capital<br />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).<br />Structural Capital<br />The sum of a company's tangible assets including financial assets, buildings, machinery and equipment, manufacturing facilities, distribution channels and sales outlets. <br />Customer Capital<br />The sum of a company's customers including their names, contracts, contact databases, loyalty, satisfaction, references, testimonials and future revenues.  <br />
    49. 49. Berkaryauntuk1NDONESIA<br />

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