Next Generation on HR Transformation, turnaround to sustain business competitiveness, profit and growth

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Information about Next Generation on HR Transformation, turnaround to sustain business...

Published on March 8, 2014

Author: MassBhenn

Source: slideshare.net

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Sample presentation on National Gathering Telkomsel Human Capital Management, Indonesia
Next Generation on HR Transformation, turnaround to sustain business competitiveness, profit and growth

Logo HR TURNAROUND TO SUSTAIN BUSINESS COMPETITIVENESS, PROFIT & GROWTH PT. Telkomsel On National Human Capital Management Gathering Grage – Kuningan , Cirebon Facilitating by : Bima Hermastho & Benny Saputra Thurs, 6th March 2014

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Logo HR Focus: Staffing Staffing and Compensation, HR planning, Change management training training Outplacement Crisis: Bureaucracy Cross-training Crisis: Delegation Crisis: Leadership Need: Creativity Introduction Crisis: Change resistance Need: Formal systems Need: Clear direction Growth Maturity Need: • Streamlined decision making • Flexibility • Small-company thinking Decline

Logo HR Transformation  Process of Recreating the HR function so as to enhance HR contribution to the business  It involves a shift from the internal operations (transactional, inward) activities to a more market perspective related performance.  Over the years role has been evolving, but within its HR box. Current transformation is breaking outside the box  Now HR transformation deals with issues of Organizational Renewal, Change Management, Business Success, Business intelligence, Culture, Behavioral Change.

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Logo Transformation Wave  5-10 years ago: focused on improving technology and service delivery, technology shift gives new aspects  Competition, Time to market, Intranet, Restructuring/Rightsizing, Outsourcing  This was the role of HR as a Consultant. Role did not transform the HR function into a business partner  Now HR is being called up to deliver

Logo Transformation Wave  HR Business Partnering model often started off as a Cost Saving initiative, responding to a Business Directive. This was the Driving force of the model in the 90’s.  Led to the introduction of IT Driven HR Services, Self- service forms processes etc.  What started as a Cost Reduction/Competition Program ended up as a Revitalisation of the whole HR Activity  Now HR is the driving the vision-strategy targets  Closer follow up related to market changes

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Logo Four Key Roles of HR as a Business Partner HR as Capacity building force HR as Change Manager (OpportunitiesSteering) HR as Relationship Builder HR maintaining Human Capital

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Logo Voice of Business How is the HR division adding the greatest value at the smartest cost? How is the HR division prescriptively managing the HR-related financial risk? How is HR maximising return on investment on special projects, initiatives etc.

Logo Voice of Customers What is the overall quality of HR’s customer responsiveness, reliability, and problem resolution? How user friendly and accessible are HR’s tools, products and processes? How satisfied are HR’s clients with their business partnerships?

Logo Voice of Operations How efficient, effective, accurate, timely and relevant are HR’s key processes? How effectively does HR leverage technology to improve our business processes and customer interactions? Are HR’s processes compliant with government and company regulations?

Logo Voice of Employee How is HR developing the talent and diversity needed to be successful now and into the future? How is HR developing the leadership bench strength needed to be successful; now and into the future? How is HR building a workplace that results in employee commitment and retention?

Logo Un managed CHANGE, can be met: To Achieve positive result, we must : Thereby Facilitating:

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Logo BENNY SAPUTRA Snr Consultant Bennysaputra.hr@gmail.com +62 81213741454        Starting as Practitioner Human Resources Management, in Managerial Level SIEMENS Group. PT Infineon Technologies Batam HRM Superintendent in Coal Mining Contractor, PT. Bukit Makmur Mandiri Utama (BUMA) jobsite Adaro, Kalimantan Selatan Experience as GM HRM PT De Vanir Source Indonesia, as ATPM Belshina Tyre, Belarus Rusia. Senior Manager in 2 Coal Mining Contractors Psychologist, focus on Industrial and Organization Psychology. Current, Faciilitator, Consultant, Project Manager PT. Freemind Management Consulting HRM Certified :  Certified Balanced Scorecard Professional (CBSCP) Certified Lean Management Professional (CPHRM)  Certified Professional in Human Resources Management (CPHRM)  Certified Lean Six Sigma (CLSS)  Certified Kaizen Engineer Professional (CKEP)  Certified Organizational Development Professional (ODCP)  Certified Talent Management Professional (CTMP)  Certified Recruitment Professional (CRP)  Certified Compensation Professional (CCP)  Certified Global Remuneration Professional (CGRP)  Certified Performance and Learning Professional (CPLP)

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Logo PT. Freemind Management Consulting www.freemind-consulting.com FMC, with its deeply talented team of professionals specialized in Business Performance Improvement Project around Asia, excels at thought leadership and innovation in developing your people to accelerate your organizational success. Vision  We will be a quality leader in development of business with global reach by serving ambitious clients, taking global knowledge to local markets. Mission  We deliver management consultancy where environmental challenges, technology, business systems and people are combined in sustainable change for competitive people and great business. Challenging culture  At Freemind Management Consulting, taking the lead without restrictions and testing one’s capabilities without limitations will always be a legitimate approach – given the appropriate professional background and goals.

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