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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