MANAGING PEOPLE IN THE WORLD’S CURRENT FUTURE CHALLENGES
CEO Forum MB IPB, 15 July 2014 Yunus Triyonggo – HR Practitioner
WORLD’S CURRENT & FUTURE
CHALLENGESOutlines
Latest Survey on People
Building a Smarter HR Functions
HR Competency Model
Jack Welch
– The Roles of HR
New world facing by HR
These shifts will drive HR ‟s adaptation for survival..This will be the world in which HR must evolve and adapt ...
Traditionalists, Baby Boomers, Generation X and Generation Y
Latest survey by BCG 2012
Most Critical Topics
Ranked in Many Countries
Shortage Skills
Area of HR Function
Source : Human Capital Media Advisory Group, & Cornerstone OnDemand (2014)
Perception on HR Contrbution
Internal Customer Satisfaction
over timeSource : Thought Leadership Whitepaper, IBM Corporation (2014)
Stakeholder views on HR
Source : Thought Leadership Whitepaper, IBM Corporation (2014) ?
Summary of HR shift
questionnaire feedback
Source : Thought Leadership Whitepaper, IBM Corporation (2014)
HR practitioner fit with optimal
personality profile Source : Thought Leadership Whitepaper, IBM Corporation (2014)
The Most Critical Topics
1 Managing Talent
2 Improving Leadership Development
3 Strategic Workforce Planning
Six Essential Steps in Building Talent
Talent Differentiation Matrix
High Resources High Potential
Star (1/3) (2/3) nce
Resources Resources High Potential erforma
(1/2) (2/2) (3/2)
ble P stainaNeed Attention Need Attention Potential Su
(1/1) (2/1) (3/1)
Low LowHigh
- Talent Potential ---------------- 0,4 0,5
Distribution 2013 0,2 0,1 0,3
Suggested Action Plans
- Challenge/stretch
- Expose
- C>Recognise and reward
- Provide feed
- Mentor/coach to improve
Leadership
•Acknowledge contribution >Reward - Milestones
- Provide feedback
- Training
- Coach to improve deli
- Specific goals & objectives >Set clear Milestones •Provide feedback
- Coach Monitor/track
- Decision to continue or end employment
- Build trust and influence with others.
- Define their team's purpose and their
- Create a strategic link between the work of the team and the goals of the organization.
- Connect the work of the team to the organization's economic model.
- Align the four essential systems of execution, talent, core work processes, and customer feedback.
- Be aligned with the business strategy
- Differentiate roles by their contribution to achievement of the business strategy
- Focus first on the roles that impact the business strategy most significantly
- Leverage both quantitative and qualitative measures of the workforce in both current state and future state perspectives
- User futuring techniques to imagine a targeted future state
- Results in action plans that are owned and monitored by the business
- Become embedded into the broader enterprise-wide strategic planning process
Inconsistent in meeting agreed individual business targets consistently exceeding agreed individual business targets
Recognise and reward
Consistently exceeding expectations Inconsistent in meeting expectations Potential WHAT
(Craig Perrin, 2010) Leaders assess their motives, beliefs, attitudes, and actions, asking, “How can I make sure my limitations don’t lead me to make poor decisions?”
Leaders apply principles such as fairness, respect, and “the greater good” to balance individual and group well-being.
Leaders respect and leverage such basic differences as gender, ethnicity, age, nationality, and beliefs.
Leaders offer and execute practical ideas and help others do the same to create a climate in which innovation can thrive. Leaders connect with others on the human level shared by all to earn commitment, inspire effort, and improve communication.
Leaders develop strategies, make and execute plans and decisions, organize the work of others, and guide effort toward predicted results.
Source : Craig Perrin,(2010)
Leadership Development Program
Leadership: Great Leaders, Great Teams, Great Results, a three (3) days
program takes a process-oriented approach to developing great leaders who learn how to:
“job to be done.”
Source : Dunamis Indonesia (2012 )
Training is not sufficient. The right leadership
actions must be supported in all People Practices
Business Plans and Goals Profile Define the mindset and leadership actions requiredDesired Behaviours and Workforce Climate Recruit… people who have demonstrated success with the right mindset and actions Develop… and promote people with the right mindset and actions with 360, PDGs, talent reviews and succession plans
Train… the right leadership mindset and action Perform… role model the right actions and hold others accountable for the same Encourage… and recognise right actions and mindset. Don’t reward poor examples
On the following pages are details of each practice and how it can be leveraged to embed and sustain the right leadership actions.
How to measure..
Strategic Workforce Planning
To be strategic, workforce planning efforts must:
Source: Lois Melbourne Human Capital Institute (2010)
Strategic Workforce Planning
To be strategic, workforce planning efforts must:
Source: Lois Melbourne Human Capital Institute (2010)
Strategic Workforce Planning Model
Business Strategy Environmental Scan
Current State Analysis No Change Future State
Scenario Planning Targeted Future State
Gap Analysis Action Planning Monitor &
Report Futuring
Segment Roles Source: Lois Melbourne Human Capital Institute (2010)
HR Evolution
Six Competencies that Matter Most Source : Dave Ulrich (2012)
Strategic Positioner
HR professionals think and act from the outside/in. They are aware of and able to translate external business trends into internal organization actions. They understand the general business conditions (e.g., social, technological, economic, political, environmental, and demographic trends) that affect their industry and geography.
They target and serve key customers of their organization by segmenting customers, knowing customer expectations, and aligning organization actions to meet customer needs.
They also co-create their organization’s strategic response to business conditions and customer expectations by helping frame and make strategic and organization choices.
HR Innovator & Integrator
Effective HR professionals integrate innovative HR practices into unified solutions to business problems. To do so, they must know latest insights on key HR practice
areas related to talent sourcing, talent development,
performance management, work and organization design, and leadership brand.They must also be able to turn these unique HR practice areas into integrated solutions that match business requirements.
Change Champion
HR Professionals need to make an organization’s internal capacity for change match the external pace of change. As Change
Champions, HR Professionals help make change happen at institutional (changing patterns), initiative (making things happen), and individual (enabling personal change) levels. To make change happen at these three levels, HR Professionals play two critical roles in the change process. Initiating change means that HR Professionals build a case for why change matters, overcome resistance to change, engage key stakeholders in the process of change, and articulate the decisions to start change. By sustaining change, HR Professionals institutionalize change through the organizational resources, organization structure, communication, and continual learning. As change champions, HR Professionals partner to create organizations that are agile, flexible, responsive, and able to make transformation happen
Technology Proponent
In recent years, technology has changed the way in which HR people think and do their work. At a basic level, HR professionals need to use technology to more efficiently deliver HR administrative systems like benefits, payroll processing, healthcare costs, and other administrative services.
In addition, HR professionals need to use technology to help people stay connected with each other. This means that technology can be used to improve communications, to do administrative work more efficiently, and to connect inside employees to outside customers. HR Professionals who understand technology will create improved organizational identity outside the company and improve social relationships inside the company.
Capability Builder
An effective HR professional creates an effective and strong organization. Organization is not structure or process; it is a distinct set of capabilities. Capability represents what the organization is good at and known for.
HR professionals should be able to audit and invest in the creation of organizational capabilities. These capabilities outlast the behavior or performance of any individual manager or system. Capabilities have been referred to as a company’s culture, process, or identity. HR Professionals should make sure that line managers recognize the importance of an organization’s capabilities in sustaining an organization’s success. HR professionals should facilitate capability audits to determine the identity of the organizations.
Credible Activist
Business leaders build personal relationships with HR professionals. Effective HR professionals are credible activist.
Credibility comes with HR professionals do what they promise, build personal relationships of trust, and can be relied on. Being a trust advisor helps HR professionals have positive personal relationships. As an activist, HR professionals have a point of view, not only about HR activities, but about business demands. As activists, HR professionals learn how to influence others in a positive way. Some have called this HR with an attitude. HR professionals who are credible but not activists are admired, but do not have much impact. Those who are activists but not credible may have good ideas, but not much attention will be given to them. To be credible activists, HR professionals need to be self aware and committed to building their profession.