Dukungan Human Resources dlm
Transformasi Perusahaan
John Welly
Lecturer at SBM ITB
Jakarta, 8 Juni 2011
Model of the Strategic Management Process
Strategy Implementation
HR Practices
Strategy Formulation
External
Analysis
Opportunities
Threats
Mission
Goals
Strategic
Choice
Internal
Analysis
Strengths
Weaknesses
Human
Resource
Needs
Skills
Behavior
Culture
Recruiting,
Training,
Performance management,
Labor relations,
Employee relations,
Job analysis
Job design,
Selection,
Development,
Pay structure,
Incentives,
Benefits
Human
Resource
Capability
Skills,
Abilities,
Knowledge
Human
Resource
Actions
Behaviors,
Results
Firm
Performance
Productivity,
Quality,
Profitability
HOW?
SECOND CURVE
FIRST CURVE
A Fundamental, Strategic and Holistic
Change Program
STRATEGIC SCENARIO –
TRANSFORMATION APPROACH
Long-Term Plan
History
Old Paradigms
Industrial Economy
Continuous Improvement
STRATEGIC
TARGETS
Strategic Scenario
Extrapolation
Projection
Interpolation
GAP
STRATEGIC
INITIATIVES
BAU
Future Vision
New Paradigms
Knowledge Economy
Innovation and Breakthrough
2003
2009
(2012)
2003
2009
THE ROAD STOPS HERE
(20XX)
THE ROAD STOPS HERE
HISTORY
•Old Paradigms/Attitudes
•Complacency/Comfort Zone
•Business As Usual
•No Decisions/Inaction
•Old competencies
•Old metrics/measurement
FUTURE VISION
•New Paradigms/Attitudes
•‘Paranoid’ & Resilience
•Breakthrough/New Ways
•Decisive/Action/Execution
•New set of competencies
•New metrics/measurement
MANAGEMENT
X-FORMATION
GENERATE ENERGY, ALLOCATE RESOURCES, SHIFT
PARADIGMS, DEVELOP TRANSFORMATION TEAM,
DEVELOP TRANSFORMATIONAL LEADERSHIP AT ALL
LEVELS.
STRATEGY
X-FORMATION
PRODUCT PORTFOLIOS, MARKET REPOSITION-ING, VALUE
PROPOSITION, COMPETITIVE ADVANTAGE, THE WINNING
FORMULA, BUSINESS SUCCESS MODEL (KPI, STRATEGIC
INITIATIVES)
STRUCTURAL
X-FORMATION
CULTURAL
X-FORMATION
REALIGNMENT AND REBUILDING OF POLICIES,
MANAGEMENT SYSTEMS, ORGANIZATION STRUCTURES,
BUSINESS PROCESSES, ENABLING TECHNOLOGY.
CULTURAL ASSESSMENT, VALUES REDEFINITION, A SET OF
BEHAVIORS, SOCIALIZATION, INTERNALIZATION,
EXTERNALIZATION (MOMENTS OF TRUTH), REASSESSMENT
Harvard Model of HRM
Stakeholder
Interest
Stakeholders
Management
Employee groups
Government
Community
Unions
HR Outcomes
Commitment
Competence
Congruence
Cost-effectiveness
=
Situational
Factors
Work force
characteristics
Business strategy
and conditions
Management
philosophy
Labour market
Unions
Task technology
Laws and
societal values
HRM Policy
Choices
Employee Influence
Human resource flow
Reward systems
Work systems
Able to execute
Operate efficiently
Engage employee
Manage change
Long-term
Consequences
Individual
well-being
Organisational
effectiveness
Societal
well-being
A MULTIPLE-ROLE
MODEL
FOR HRM
A Multiple Roles for Human
Resources
FUTURE/STRATEGIC
FOCUS
Management of
Strategic Human
Resources
Management of
Transformation
and Change
PEOPLE
PROCESSES
Management of
Firm Infrastructure
Management of
Employee
Contribution
DAY-TO-DAY/OPERATIONAL
FOCUS
FACETS OF THE GLOBAL
CHALLENGE
• The challenges of international human resource management
• 3 Faces of international HRM
•
•
•
•
Exploiting global integration (global processes and expatriation)
Becoming locally responsive (localization & cultural adaption)
Managing alliances and joint ventures
Building cross-border mergers and acquisitions
•
•
•
•
Mastering network coordination (organizational glue)
Developing global talent (leadership)
Steering through the tensions of change and innovation
Transforming the global human resource role
P. Evans, V.Pucik & J-L Barsoux, “The Global Challenge: Frameworks for
“
International Human Resource Management”, McGraw-Hill/Irwin, January 2002
BUSINESS TRANSFORMATION
Great
Good
X-form
2010
PERFORMANCE
OR GROWTH OR
IMAGE
HOW TO TURN
AROUND A
COMPANY?
2010
TIME
Telkom
“TheCase:
Great
Changes”
- Satellite & GSM – JV (Satelindo) 1993
- Flexi 2003
- Fixed Cellular - JV (Ratelindo) 1994
- Speedy 2004
- GSM (Telkomsel) 1995
- 3G Cellular 2005
- GSM Exelcom 1995
(Telkomsel)
- Internet 1997
Crisis 1997-1998
UU 36/1999
Selular Analog (JV) 1991
(Komselindo)
- SKSD Palapa 1976
- Digital Switching 1984
The Great
Changes
(Foundation)
1906
Bureaucratic
1988-1992
Great Changes
Follow-up
1993-1999
4G Cellular
NGN
RFID
?
There’s Need
for Another
“Great Changes”
If there’s no other
“Great Changes”,
the curve will be
Saturated or even
Declining after 2012
1993-1999
2000-2010
2010-2020
Follow-up
Harvesting
Question Mark
TIME
Keywords
• Network / Connectivity
–
–
–
–
Voice is history
SMS stops growing
Network technology shifts to Internet Protocol (IP)
Mobile + Broadband is current king
• Applications and Content are emerging fast
– Web 2.0 + Social Media
– E-Payment
– Cloud Computing
• Device
– Human-based (Smartphone + Tablet)
– Non Human-based (Home appliances, Health devices, Cars)
4 Areas of Growth …
Visi, Misi & Objective Direktorat
Human Capital & General Affair
Visi
• "Menjadikan Human Capital TELKOM Group sebagai
competitive advantage Perusahaan dan menjadi role
model
pengelolaan
Human
Capital
di
bisnis
Telecommunication, Information, Media, and Edutainment
(T.I.M.E)."
Misi
•1, Menjadi strategic partner Perusahaan dalam pengelolaan bisnis,
•2. Menyediakan karyawan yang berintegritas, kompeten, produktif, bermotivasi tinggi
dan adaptif terhadap perubahan, dan
•3. Menyediakan infrastruktur pengelolaan Human Capital yang efektif dan efisien
denganberlandaskan pada Competency Based Human Resource Management (CBHRM).
Objective
• Mendukung pencapaian objektif Perusahaan di
2015 melalui pembentukan karyawan yang
unggul dalam pengelolaan bisnis T.I.M.E."
Struktur Organisasi PT. TELKOM
DIRUT/ CEO
COO
Head of Corporate
Comm & Affair
• VP. Corp Office Support.
• VP Business Performance
Evaluation
• VP. Regulatory Mgt.
• OVP Public Comm
Direktur
Network&
Solution
• VP. Infrastructure &
Service Planning
• VP. NW Operation
• VP. Tariff
• VP. Access
• R&D Center
• Maintenc. Ctr
• Divisi Infrastructure Tel
• Divisi Access Network
Direktur
Konsumer
Direktur
Enterprise &
Wholesale
Direktur
IT / CIO
• VP Product Mgt.
• VP Commerce . &
Cust. Care
• OVP. Marketing
• VP. Business Dev’t
• VP. Enterprise
• VP. Wholesale
• VP. Supply Planning &
Control
• VP. IT Policy
• Divisi Consumer
Service Barat
• Divisi Consumer
Service Timur
• Divisi Telkom Flexi
• Divisi Businsess
Service
• Divisi Enterprise
Service
• Divisi CIS
• Inf. System Center
• .Supply Center
• Divisi Multimedia
Head of Internal
Audit
• VP. PO Audit
• VP. DC Audit
• VP. CO & SS Audit
• VP. General Service
Direktur
Compliance &
Risk Mgt
• VP. Process Risk Mgt.
• VP. System Risk Mgt.
• VP. Legal & Compliance
• VP. Bus. Effectiveness
Direktur
Human Capital
&General Affair
• VP. HR Policy
• VP. Industrial Relation
• VP. Organization Dev’t
• HR Center
• Learning Center
• Mgt Consult Center
• Community
Develepment Center
• HR Assessment
Direktur
Keuangan
(CFO)
• VP Fin & Log Policy
• VP Management Acct.
• VP Treasury & Tax
• VP Financial Acct.
• VP Investor Relation.
• VP. Asset Mgt
• Finance Center
EVP. Strategic
Investment &
Corp. Planning
• VP Corp. Strat. Planning
• VP Strategic Business
Development
• VP. Biz Portfolio &
Synergi
Telkom Organization as a Group
Telco/Core
Adjacent/NEB
TELKOM
Holding
International
Dir. NWS
Dir. Consumer
1
2
3
4
5
TELKOMSEL
TII
INFOMEDIA
INDONUSA
METRA
6
7
MITRATEL
PIN
Holding
L
Dir. EWS
Dir. CRM
Dir. Kug
2.a
GSD
5.a
SCICOM
5.b
SIGMA
5.c
FINNET
5.d
ADMEDIKA
METRANET
Dir. ITS
Dir HCGA
YAKES
20
YPT
YSPT
DAPEN
5.e
METRASAT
MELON
METRASYS
5.f
EVP. SICP
5.g
IA
Competency
Pengertian
• Kompetensi adalah kombinasi antara skill, knowledge dan
personal qualities yang diperlukan untuk dapat melaksanakpn
pekerjaan secara efektif.
Perencanaan pengembangan SDM
• Menggunakan 2 kelompok kompetensi :
• Core Competency (konten pernyataan mengacu pada budaya
5C)
• Specific Competency : Personal Quality dan Skill & Knowledge
Mekanisme Penilaian
Proses Penilaian Kompetensi
Jumlah Assesor :
Penilaian dilakukan
berdasarkan posisi
yang dipangkunya
secara multirater (360
derajat)
Setiap karyawan dinilai
oleh 4 (empat) unsur
Penilai (Assessor), yaitu
Atasan,Bawahan
Langsung, sejawat
(peer) dan Diri sendiri
(self)
a. Max 1 Orang Self
Assesor
b. Max 2 Orang sejawat
Peer Assesor
c. Semua bawahan
langsung (bila memiliki)
sebagai Assesor
22
Pengaturan Bobot Penilaian
Lengkap
Tidak
Tidak
memiliki memiliki
Bawahan Peer
Tidak
memiliki
Bawahan
& Peer
Atasan I
40 %
45 %
45 %
50 %
Atasan II
30 %
35 %
35 %
40 %
Bawahan
10 %
-
10 %
Peer
10 %
10 %
-
Self
10 %
Kriteria Evidence
Evidence untuk
mendapatkan K1
Evidence untuk
mendapatkan K2
Memiliki P1 minimal 1
(satu) kali dalam 2
(dua) tahun terakhir
dan
Memiliki P2 minimal 1
(satu) kali dalam 2
(dua) tahun terakhir
atau
Mendapatkan
penghargaan di tahun
terakhir dan
Mendapatkan
penghargaan di
tahun terakhir atau
pernah memasukkan
kontribusi di sistem
knowledge management
dalam 1 (satu) tahun
terakhir
pernah memasukkan
kontribusi di sistem
knowledge management
dalam 1 th terakhir
Evidence untuk
mendapatkan K5
memiliki P4 atau
P5 min 1x
dalam 2 tahun
terakhir atau
mendapatkan
hukuman disiplin
dalam 1 (satu)
tahun terakhir
Job Stream of Competency Directory
FMM Business
TIME Business
Transformasi
Telecommunication
Q
u
al
i
t
y
Information
INFOCOM
Media & Edutaiment
Marketing & Sale
Business
Perubahan
new
C
O
R
E
P
e
rs
o
n
al
Marketing & Sale
Business
Finance
Finance
Human Capital
Human Capital
Logistic
Logistic
Legal
Legal
General
General
Existing
Future
P
e
rs
o
n
al
Q
u
al
i
t
y
C
O
R
E
TIME Competency Model
1. …….
2. …….
3. …….
dst
1. …….
2. …….
3. …….
dst
…….
…….
1.
2.
dst
…….
…….
4. Marketing & Sales
5. Business
1. Telecomunication
6. Finance
2. Information
7. Human Capital
3. Media & Edutaiment
1.
2.
dst
8. Logistic
1. …….
2. …….
3. …….
dst
1.
2.
dst
9. Legal
1.
2.
dst
Soft Skill
1. Co-create Wi-win
Partnership
2. Customer Driven
3. Collaborative Inovation
4. Caring Meritocracy
5. Commitment to
Longterm Oriented
Competency
Core
Competency
Personal
Quality
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
….
31.
…….
…….
1.
2.
dst
…….
…….
1.
2.
dst
…….
…….
…….
…….
10. General
Hard Skill
1.
2.
dst
…….
…….
Strategic Orientaion
Action Management
Leadership of Change
Business Acumen
Collaboration
Continous Improvement
Achievement Orientation
Adaptability
Risk Taking
Organization Awareness
Tolerance for Stress
……………
……………
……………
Information Seeking
TIME competencies stream
Infrastructure
Product/
services
Telecommunication
services &
technologies
Voice, data dan
multimedia
services
Telecommunication
networks
Telecommunication
networks
Information
Information
services &
services &
technologies
technologies
CRM, ERP, data
center, application
IT Platform
IT Platform
Media & edutainment
Media
&
services &
edutainment
technologies
services &
technologies
TV, VoD, MoD,
TV, VoD, News,
MoD,
Game,
Game, News,
Sport,
etc
Sport, etc
Media &
Media &
edutainment
edutainment
Platform
Platform
Agar Sistem berjalan dengan baik ...
• Atasan perlu mengenal bawahannya dgn baik beserta data
pencapaian program kerja dan requirement kompetensinya
• Karyawan mengerti SKI dan Requirement Kompetensi posisinya
• Khusus untuk SKI :
– Karyawan mengajukan NA awal secara fair & objektif, karena
NA awal yg menonjol akan merugikan rekan satu unitnya
– Atasan jeli mengawasi NA ajuan yang ekstrim thd NA rata2 unit
– Atasan melihat terlebih dahulu apakah draft daftar NA awal
karyawan di Unitnya telah sesuai dgn perkiraan ranking
karyawan (mulai dari yg paling produktif sampai yg paling
rendah)
• HR Area memiliki data yang valid (Data evidence, NKU)
• Membangun budaya JUJUR