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Prepared and presented on CHRG Batch 5, SDM List Jakarta, 9 August 2014 By : Yunus Triyonggo HR Practitioner
Prepared and presented on CHRG Batch 5, SDM List
Jakarta, 9 August 2014
By : Yunus Triyonggo
HR Practitioner
S-1 Teknologi Industri Pertanian IPBS-2 Magister Management UNDIPS-3 Manajemen Bisnis IPB (on going)
HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years)Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)HRBP : PT Unilever Indonesia, Tbk (8 years)VP HR : PT Nestle Indonesia (2 years)Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)
Hobbies : badminton, jogging
HR Evolution
Free flow of
skilled labour
Single Market and Production
Base
• Free flow of goods• Free flow of services• Free flow of investment• Free flow of capital• Free flow of skilled labour
CompetitiveEconomic
Region
Equitable Economic
Development
Integration into the Global
Economy
1
4
32
PIS : Priority Integration Sectors
MRA : Master Recognition Agreement
HR Managers
Mostly Jabatan HR(+ Safety)
Sampai kapan
bisa bertahan?
THE CHANGING WORKFORCE
traditionalists, baby boomers, Generation X and Generation Y
STRATEGIES for ATTRACTING and RETAINING Employees of the Future
THE IMPACT OF TECHNOLOGICAL INNOVATION
The HR Technologist
ERA of the KNOWLEDGE WORKER
IMPACT OF THE GLOBAL ECONOMY
This will be the world in which HR must evolve and adapt ...
These shifts will drive HR‟s adaptation for survival..
(Source : Raw Henson, 2009)
Increasing Complexities in the LEGAL and REGULATORY Arena
• Scope
• Definition
• Standard
• Certification
• Reliability
• Structured Capability Development Program
Are we competitive enough?
Saya sebetulnya tidakmenyukai bidang ini,
tapi karena diminta Boss ya sudah lah…
Sejujurnya saya bisamengerjakan job ini karena di
cemplungkan saja..
Job ini sebetulnya hanya common sense saja lah…pakai logika danpandai berbicara sama orang..
Ya job ini semacambagian umum gitulah…kalau sudah
tidak ada yang maupegang ya ngumpul
di sini
Job ini yang sekitaradministrasi pegawai dan
penggajian saja…
Not only expert in HRbut you have to becapable on…
• Business Acumen• Critical Evaluation• Diversity and Inclusion• Leadership and Navigation• Consultation• Communication• Relationship Management• Ethical Practice
CIPD : Chartered Institute of Personnel & Development, UK
Dave Ulrich, 2007
Dave Ulrich, 2012
Triyonggo, 2014
1. Integritas (Integrity)
2. Kepemimpinan (Leadership)
3. Manajemen Relasi
(Relationship Management)
4. Berorientasi pada pelayanan
(Customer Service Orientation)
5. Konsultasi (Consultation)
6. Kerjasama (Teamwork)
7. Komunikasi (Communication)
8. Pemahaman Bisnis
(Business Acumen)
LayananAdministrasidan SistemInformasi Pekerja
HubunganIndustrial
PengelolaanKinerja
PengelolaanKarir
Manajemen Talenta
Pembelajarandan Pengem-bangan SDM
Pengembangan Organisasi
PengadaanSDM
Strategi danPerencanaanPengelolaanSumberdaya
Manusia
Bahasa Indonesia proficiency
Bahasa Indonesia proficiency
37
2HR..?
(National Standard Competency)
As we said at the beginning, the function that was described to us in Asia is in a state of flux. In many places, it is still developing and emerging. ◦ ‘HR in Asia when I arrived was very transactional,
admin based, lots of paper, lots of checking and re-checking and sign off…’
◦ ‘The HR profession in China is in its infancy…. The majority are unlikely to have five years’ experience and little experience in different businesses.’
◦ ‘The HR team has 47 people, but almost no people with an HR background.’
CIPD, UK, 2010
Purpose
Have a big and ambitious agenda that combines a set of values and a
vision for the legacy they want to leave. They see themselves as
architects of the organisation’s future in their own right.
Humble authority
But they do this in a gentle and subtle way. The best of them are
humble enough to influence and shape the business through others.
This kind of humble authority enhances and magnifies the presence of
the individual leader and they are actively looked up to. This is
especially important at a senior level in a large organisation where a
leader’s impact with junior employees is based on their impressions,
as opportunities for personal contact are limited.
CIPD, UK, 2010
Insight creatorWe’ve spoken already about how the best HR leaders are able to see new
sources of competitive advantage and to spot different opportunities beyond
traditional HR boundaries. This thinking capability – common in the best CEOs –
is something that could, if explicitly developed, begin to redefine and shape
HR’s role and/influence in the region.
Willing to be different The best HR leaders are definitely willing to be challenging and provocative at
times. But what makes this so much more effective is their willingness to take
risks:
• They take risks in what they try to do (carrying out some remarkably creative and different activities).
• They take risks in how they behave. For example, if they want more challenge in the culture, they start by role-modelling it themselves.
CIPD, UK, 2010
People
Service Delivery
Centre (SDC)
Expertise Teams
(ET)
HRBP
HR requires a comprehensive change in roles, technology andprocesses to successfully improve HR service delivery.
HRBP
To partner with business to build leadership capability, organisationalcapability and culture to win in the market place
ETHRBP
SDCPeople
Expertise Teams
To provide expertise through HR solutions, to accelerate growth of the business and everyone in Unilever
Service Delivery Centre
To provide admin and transactional support as per agreed service agreements and enable implementation of processes
People
To use self-servicefunctionality and tools and receive HR services in line with the HR Operating Framework
To be exist we have to adapt with the evolution
HR competency model is just a document, we have to utilize it on developing the learning syllabus & modules, deliver it through comprehensive capability building program
HR capabilities shall be built in systematic and structured ways
As HR practitioners we have to take active participation on any activities and
program to elevate the quality of us
