Telkomsel AMM Proposal.pptx

8/9/2019 Telkomsel AMM Proposal.pptx

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Responsibility ChartingAn integrated approach to achieve maximum performance


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Section

1Integrated HR System


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Integrated Human Resource Management System links strategy,people, and business results.

StrategicIntention

IntegratedHR Management

SystemSustainable Growth

Integrated Human Resource Management System focuses on buildingorganization capability to address strategic imperatives and to producedesired business results.

HR Integrated System!ranslating Strategy into Results


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Attract Maintain " #evelop Reward

Is the capabilities of anOrganization to attracttop talents to be amember of the

organization

Ho an Organizationassess, select anddeploy those talents, toensure that theircapabilities andcompetencies arematched ith the

organization!s needs,cultures and values.

Once the top talents enter theorganization, management need toretain and engage them to give theirma"imum contribution using their

fullest potentials

#nd also to continuously develop theirskills, knoledge and competencies toenable them achieving the targetsand keep up ith the future orkchallenge

Ho do theorganization recognizeand reinforce goodperformance by

providing a resultbased compensationscheme, as ell as anon $nancial reardprogram

Generic HR Roles and Responsibilities


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$oundation of Integrated HR Management System

#eveloping %rgani&ational Capabilities

Organization need to have a strong andcompelling 'ision % Mission and Strategy that guide all member of the organization on&• 'hat do the organization ish to

achieve•

Ho do the organization achieve thevision

#s ell as %rgani&ation Cultures and'alues that describe&• Organization!s norms and behaviors on

ho (oard of )irectors, Managers andall employee in conducting the business

In developing an integrated HR managementsystem, Organization need to ensure that thesystem ill&• #ligned ith the organization!s vision,

mission and strategy, to providema"imum support in achieving thevision

• *ultivating the desired culture and

values• ell integrated beteen one modules to

Subse+uently, Organization need to have anecient %rgani&ation Structure thatre-ects ho vision % mission, strategy andcultures are translated to departments, obsand activities.

'here in such structure there must be&• A clear division of duties and

responsibilities beteen obs and orkunits

• S(ill) *nowledge and +ehaviorCompetency re,uirements for all /obs

• -ob si&e . weight for all /obs re-ectingthe re+uirements and their contribution to

the organization


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#/'/0%1I2G

%RGA2I3A!I%2CA1A+I0I!I/S A!!RAC! R/4AR#

'ision .Mission

MAI2!AI2 " #/'/0%1

Strategyorgani&ation

Culture

organi&ationStructure

ResponsibilityCharting

-ob#escription

CompetencyRe,uirements

-ob /valuation

-ob Grade

Manpower1lanning

Recruitment

%n +oarding

1erformanceManagement

!raining "#evelopment

!alentManagement

!alent

Mapping

Career 1ath 51lanning

Succession1lanning

Compensation" +ene6t

1ersonnel Administration

Human Resources Information System

SalaryAdministratio

n

Assessment

/mployee " Industrial Relations

HR Integrated System

4or( 0oadAnalysis


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Section

2Responsibility Charting:

Concept , Application and Development


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Responsibility Charting#e6nition

• 0he Responsibility *hart is a tool used to describe the rolesand responsibilities of a group of people 1 positions incompleting certain activities or processes.

• 0he Responsibility *hart is a poerful yet simple processmanagement tool for clarifying the ay organizations or

teams collaborate and ork together to complete animportant business process.

• Occasionally organizations and team members su2er fromthe 3I thought you ere responsible for4 syndrome. 0heResponsibility *hart can help to ensure everyone

understands process steps and avoids reliance on the4tribal knoledge5 of the organization.

• #n e"ample of a 0he Responsibility *hart chart depicted inne"t slide illustrates processes or activities as ros androles as columns


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Sample of Responsibility ChartMatrix


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Responsibility Charting 0egend#e6nition

• R6S7O8SI(96 :40he )oer5; 0he 4doer5 is the individual:s; ho actually complete the task. 0he 4doer5 isresponsible for action1implementation. Responsibility can be shared. 0he degree ofresponsibility is determined by the individual ith the 4#5.

• A**O


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Steps !o 1roduce a Responsibility Charting Matrix

@. )ra a grid on a

-ip=chart or use aspreadsheet

A. 9ist don all ?ey

Result #reas at theleft side of the

matri"

B. 9ist all positionsacross the top of

the matri"

C. #ssign ho is

:R; esponsible,:#; ccountable

:I; nformed:*; onsulted

in each cell

Identify ?ey Result #reasIdentify #ll Roles 1

7ositions#ssign Responsibilities

@. *onduct (usiness

7rocess Mapping

A. Identify Dalue#dded #ctivities

B. Identify Outputs

C. Identify ?ey Results

#reas

@. *on$rm

OrganizationStructures

A. *larify Roles and

Responsibilities ofall positions ithin

the ork units 1organization


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+ene6t of Responsibility Charting

• 'orkload #nalysis& hen used against individuals ordepartments overloads can be +uickly identi$ed.

• Re=organization& to ensure that key functions andprocesses are not overlooked.

• 6mployee 0urnover& necomers can +uickly identify their

roles and responsibilities.• 'ork #ssignment& allos duties to be redistributed

e2ectively beteen groups and individuals.

• 7roect Management& allos for -e"ibility in matri"management situations alloing for the right balance

beteen line and proect accountabilities.

• *on-ict Resolution& provides a forum for discussion andresolving inter=departmental con-ict.

• )ocuments the Status Euo& the output from R#*I is asimple yet e2ective method of documenting the roles and

responsibilities in an organization.


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Section

3Responsibility Charting

In an Integrated HR System


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#/'/0%1I2G

%RGA2I3A!I%2CA1A+I0I!I/S A!!RAC! R/4AR#

'ision .Mission

MAI2!AI2 " #/'/0%1

Strategyorgani&ation

Culture

organi&ationStructure

ResponsibilityCharting

-ob#escription

CompetencyRe,uirements

-ob /valuation

-ob Grade

4or( 0oadAnalysis

Recruitment

%n +oarding

1erformanceManagement

!raining "#evelopment

!alentManagement

!alent

Mapping

Career 1ath 51lanning

Succession1lanning

Compensation" +ene6t

1ersonnel Administration

Human Resources Information System

SalaryAdministratio

n

Assessment

/mployee " Industrial Relations

Responsibility Charting in HR IntegratedSystem

Manpower1lanning


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Responsibility Charting lin(age 789

RC and -ob #escription

Using the Responsibility Charting before and after the

organization re-design provides a data or fact-based

set of information that will support the new

organization structure.

Using this approach eliminates the need to impose a

top-down organization structure and provides the

means for an open and honest discussion about

breakdowns in key business processes.

With this clarity in hand management can begin to

make the hard decisions about who should fill each

role and how specific activities or processes might be

streamlined or automated.

!ob can be described as a collection of duties and

responsibilities which re"uire the incumbent to engage

in a variety of activities. #ach of these activities will

produce results of some sort.

While the list for activities of any !ob can be "uite

lengthy$ only a small number are of ma!or importance

to the !ob and critical for its success. %hese$ known as

Key Result Areas or accountabilities$ must be

carefully described and defined since they are a

working &contract& between an employee and the

organization.

Responsibility Charting is designed to focus upon the

e'act nature of a position$ and how the various

positions within an organization interface with each

other.

ccountability mapping can be used to model key

result areas for !obs in a new organization structure.

RC and %rgani&ation Structure


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Responsibility Charting lin(age 7:9

Workload analysis (W)* is a process to calculate the

workload of a position + work unit$ and number of

people to fill the positions in a work unit.

Workload analysis is a proven method to calculate

e'actly how many employees needed to produce

targeted outputs in each ,ey Result reas.

%here are three main stages of Work )oad nalysis

process

. /etermining the ,ey Result reas of a position or a

Work Unit.

0. 1reakdown the ,ey Result reas into a chain of

activities and sub activities

2. Calculating the total amount of time re"uired to

complete each activities + group of activities

s e'plained in the previous 3ection$ Responsibility

Charting is an effective yet powerful tool to determine

the ,ey Result reas of an individual 4ositions and+or

Work Unit.

RC and 4or( 0oad Analysis

5aving an accurate description of all ,Rs of any

given position as a result of Responsibility Charting

session$ the W) process can be then carried out

efficiently (no need to re-check whether some ,R

being done redundantly$ or whether some key process

were not being assigned*


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Responsibility Charting lin(age 7;9

4erformance 6anagement is a continuous cycle

focusing on planning performance$ coaching$

reviewing$ and rewarding.

3ummary of the main stages of the 4erformance

6anagement process include the following

. 4lanning 4erformance in the beginning of the

performance cycle is the way in which we define

what we e'pect of people and how they are to

contribute to achieving the organization7s goals.

0. Coaching 4erformance in the middle of the

performance cycle is about reinforcing and

supporting the efforts made by individuals in

pursuit of those same goals throughout the year$

modifying priorities and resources with the

changing e'ternal world.

2. Reviewing 4erformance in the end of the

performance cycle concerns evaluating the

successes and failures of the year$ learning from

them$ and preparing for the coming year.

8. Rewarding 4erformance at a specified time of the

performance year is the means by which

performance is to be recognised.

RC and 1erformance Management

%o ensure that every goals set for all employees are

aligned and contribute to the larger work unit7s target$

the performance goals + targets should refer to their

,ey Result reas identified in the Responsibility

Charting process.

9n doing so$ in the 4lanning stage$ 6anagers should

refer to their subordinate7s Key Result Areas$ then set

the Key er!ormance Indicator and er!ormance

"arget for respective ,Rs.


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Responsibility Chartinglin(age 7Summary9


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Section

4ro#ect "ime $rame %

ro!essional $ees


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1ro

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Telkomsel AMM Proposal.pptx

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