HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR

19 May 2013

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HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR

  1. + HR Transformation By Krisbiyanto @krisbi27 Senior Partner of PortalHR
  2. + The Current Major Issues n  Generation Gap in the Workforce needs to be addressed differently in the organization n  Globalization n  Talent and engagement still the most commonly issues in the organization n  Expansive Growth and Cost Pressure n  Merger and Acquisition n  IT and Big Data driven n  Social Media has driven a communication in organization
  4. +Indonesian Current Condition - Internet Users Total population in Indonesia is around 240 million Number of Internet Users in 2012 is around 110,722 million People or 46.15% of total population
  5. +Indonesia’s Outloook From Total Population of 240 Mio: •  X gen is 24%,Y gen is 28%, Z gen is 31% and the rest boomers and other is 17% •  Internet penetration is 21% •  Indonesians are 3rd in the world for freedom to speech •  The 60% facebookers are “Y” gen •  2nd largest facebook nation •  3rd largest twitter nation •  Have the power to influence trending topic on twitter •  SME gain more through Social Media than MNC •  A fast growing market for tech start up Digital_Media_in_Indonesia
  6. + Impact of Social Media in Organization #1. Employee Branding #2. Collaboration & Communication #3.Talent Recruiting #4. Assessing Online Record #5. Professional Development #6. Employee Engagement #7. Driving Innovation #8. Alumni Relations Source: Manpower Employer Perspectives on Social Networking, 2009 Indonesian Organization Is still very slow responding with the impact of social media movement
  8. + The HR Management Transformation HRValueAdded Time Personnel Administration Human Resources Management Human Capital HC Performance Productivity -Provide Employee Services -Analyzing HR needs and developing Plan -Aligning HR Strategies that support Business Strategy -Focusing in Performance and Productivity 70’s 80’s 90’s 00’s
  9. + The HR Transformation Objective •  HC Alignment •  Business Sustainability •  Engage Workforce •  Productive Workforce •  Effective Organization
  10. + 4 HR Transformations Road Map HRTransformation 1 2 3 4 Understanding the Business, Solution Integration and Change Analysis Strengthening the HR Roles as Business Partner (BP) and Center of Expertise (COE) Benchmarking and Workforce Analysis Building HR Shared Services and Outsourcing Opportunities
  11. + The Latest HR Evolution from Dave Ulrich Wave four uses HR practices to derive and respond to external business conditions, called "HR from the outside in". Outside-in HR goes beyond strategy to align its work with business contexts and stakeholders.The three earlier waves represent HR work that still has to be done well: HR administration must be flawless; HR practices must be innovative and integrated; and HR must turn strategic aspirations into HR actions. But rather than rely on these waves, future-facing HR professionals should look outside their organisations to customers, investors, and communities to define successful HR.
  12. + Effective Management Demonstrating in 5 keys Area
  14. + HR Organization are not ready facing big Data Era
  15. + An Evolved Organization
  16. + A CASE STORY
  17. + A Case Story n  Private Public Listed Bank n  Employee around 17,000 n  Outlet Coverage : all over Indonesia Provinces n  BTPN heavy Challenge is its extremely rapid growth organization, expansive business growth (pension, syaria and micro banking). n  Rapid growth of its employee from 5,500 employee in 2008 to 17,0000 employees which mostly 60% are Y generation.
  18. + A Case Story to Share, Bank Tabungan Pensiunan Nasional (PT Bank BTPN,Tbk) n  Established in Bandung,West Java with the name Bank Pegawai Pensiunan Militer (Bapemil). n  Texas Pacific Group (TPG) Nusantara S.a.r.l acquired 71.6% of BTPN’s shares through the Indonesian Stock Exchange. BTPN became a publicly listed company with an asset base of IDR 13.7 Trillion. n  Obtained license to become a commercial bank. n  Changed its name into Bank Tabungan Pensiunan Nasional (PT. Bank BTPN). 1958 1960 20081986 n  Launched Micro & Small business line, with the opening of 539 branch offices and a credit growth of IDR 2.3 trillion in one year. Issued the first long term Rupiah-based bond with a credit rating of A+ (National Scale Rating) from Fitch Ratings. 2009
  19. + BTPN 2008 • 5,550 emp • Dec 13.697 T or 1,441 bio US 2009 • 10,350 emp • Dec 22.27 T or 2.34 bio USD 2010 • 12,550 emp • Dec 22.27 T or 2.34 bio USD 2011 • 15,500 emp • Dec 46.6 T or 4.9 bio US 2012 • 17,200 emp • June 52 T or 5.4 bio USD 39 branches In 2008 1,047 branches In 2010 1,754 branches In 2012 BTPN is an extremely rapid growth organization which Historically Background is a family owned private bank in 1958 into professional managed bank owned by overseas investor
  20. Our Journey … Standard Practice Aligned Structure and Reward with the Bank Strategy Built dedicated engines for Micro Business Built trust with the existing people Improved basic HC infrastructure Established BTPN Learning Institute and introduce a Common Leadership Language Progressive Practice Enable Business Performance & Growth through Organization Effectiveness Strengthen Business Pillars : • HC Service Delivery • Center of Expertise • HC Governance Live the MVV On the Horizon HC anticipates strategic issues and leads efforts HC Portal – customized web based / vision of paperless administration Precision workforce planning / emphasis on retention and relationship extension Talent management links development, career planning, talent assessment & developing future leaders Real-time workplace experiential learning supported by interactive technology Where we were in 2008 Where we are now Where we will be in the future
  21. +Key Focuses n  Support business to achieve business performance as well as people objectives •  Develop HR/ people products based on market best practices to fit with company objectives •  Provide operations & services to deliver agreed service level, efficient processes and operation risk management Relationship Mgmt. Center of Expertise Shared Services
  22. +Key Accountabilities n  People Performance & Rewards Management to support & align with business performance n  Talent management n  Embed employee engagement •  Reward & Performance •  Organization Design (incld. MPP) •  Industrial Relation •  Employee Engagement •  Learning & Talent Development •  People Risk •  Database Maintenance •  Payroll & Benefit Processing •  Help Desk (Contact Ctr) •  Resourcing Operations •  Training Services •  Operation Risk •  HR System •  MIS & Dashboard Relationship Mgmt. Center of Expertise Shared Services
  23. +Deliverables HC PRODUCTS COE RM SS Rewards Design Rewards Strategy, design Rewards Programs & Policy, Manage People Cost at Corporate Level Specific Rewards Program to fit with biz needs, Aligning Rewards with individual & business performance, Manage People Cost at Business Unit level Deliver compensation & benefit operation & services, produce report & MIS on people cost, Service/Contact Centre Performance Management Design Performance Mgmt System & Policy, Ensure alignment to business performance at company level Implement PMS (incld managing poor performance), ensure alignment to business performance Performance database & documentation Organization Design Design OD policy, Job Evaluation Methodology (incld. Job analysis, Job grading), MPP strategy & policy Design Organization Structure, implement Job Desc, Job Eva, Job Grading, MPP in each business/ function Employee Database, MIS Learning & Talent Development Develop Training Modules/ Curriculum, Trainer, Talent Identification Methodology, Talent Development Guideline, Talent Pool at Corporate Level TNA, Talent Classification, Talent Development Plan & Monitoring Training Delivery, MIS Resourcing Design resourcing strategy methodology, tools Monitor MPP fulfillment Recruitment process Employee Engagement Design Engagement Measurement & Methodology Monitor implementation & ensure engagement level Survey Delivery Industrial Relation Design Policy, Compliance, Procedures Monitoring Database People Risk Risk Type Owner (RTO) Risk Mitigation at business/ function level Operation Risk
  24. + Destination Model Centre of Expertise n  Best in class, right solutions n  Specialist knowledge n  Policy & process development Shared Service Centre n  ESS/MSS Support n  Centralized administration processing n  Monitoring HC Effectiveness (HR RoI) n  Relationship Manager n  Formulating strategy n  Business partner n  Facilitate use of right products & processes for people solutions n  Coordinating local business HC needs n  Coaching Managers & staff Driving Business Performance PRODUCTS ADVISORY
  25. Current Structure HC PRODUCTS COE SS RM Rewards Performance Management Industrial Relation Organization Dev. Resourcing Learning & Talent Development Employee Engagement People Risk HC Ops (CHC) HC Heads : RB UMK OPIT SFs HC BTPN Learning Institute CoE (CHC) CHC/Res UMK na HC Ops (OR)
  26. Proposed Structure HC PRODUCTS COE SS RM Rewards Performance Management Industrial Relation Organization Dev. Resourcing Learning & Talent Development Employee Engagement People Risk HC Ops & Services HC Heads : • RB • UMK • OP/IT • SFs • HC BTPN Learning Institute Corp. HC Mass Resourcing n/a HC Ops & Serv OD
  28. + A Conclusion to learn n  Transformation is about the change, and change is equal to pain n  Transformation is a journey, you can speed it up but you need to be well prepared n  There is no quick jump, you should follow the process in transformation n  There is no perfect fit that one succeed story in one company can be duplicate in another company although we can learn from it