HR as Strategic Partner

By Jossie Suryadinata
HR EVOLUTION IN ORGANIZATION
HIGH

O
R Business Partner
G Strategic Business Partner
A
N
I Human Resources
Z Management
A
T Personnel
I Management
O
N
Labor Manager
S
C
O Welfare Officer
P
E

LOW
1890 - 1913 1914 - 1939 1945 - 1979 1980 - 2000 2000 – Current
 HR EVOLUTION IN ORGANIZATION
1890 - 1939 1945 - 2000 2000 – Current
 Proof of the worker  Personnel Department  Strategic Business Partner
 Hiring new employees  Labor Union  HRIS
 Voluntary introduction of social  Tight work safety is introduced  People Skills
programs by the factory  Social program for employees  Talent Management
 The first safety law was applied  Hard & Soft skills training  Talent War
 Basic skills training  Productivity focus  Outsources
 School at the Factory  Agile Leadership
 Diversity & Complexity
 Innovation
 Corporate Culture activator
 Strategic Focus

P Strategic P
Change Agent
Partner e
r
o o
c p
e Administrative Employee l
expert Champion
s e
s
Operational Focus

Dave Ulrich Model of HR Roles

HR Modern Operating
Model Four Phases Responsiveness
Support Locally and Directly
Business-driven HR (High
and Agility Impact HR)

Effectiveness

Efficiency
Development Manage Talent
Integrated Tenant Management

Automatic Service
Operation HR

Control
Personal Department
HIGH IMPACT HR
Evolution of HR structure
“Rationalized”
Efficient standards platforms
roles defined service delivery
Optimized
optimized
Business
Business Reach and Impact
Integrated HR
Focus: platforms efficiency, service
delivery, role clarity

“Anarchy” “Business Optimized”

Uncoordinated HR staffs, tools, Federated: Coordinated
Rationalized HR
vendors, consultants intelligent at the end nodes
Service Delivery
highly trained and empower
HR partners External
intelligence and networks of
expertise
Centralized HR
Focus: talent, leadership,
management, global
localization

Small to mid seized organization Large Global Organization

 Strategic Strategic
HR Function Holistic view Decisiveness
Partnership Involvement

Capabilities of HR in such integration which increasingly

pivotal to organizational effectiveness especially HR
involvement become major in business decisions which
makes HR as Strategic Partner
 Workforce Planning & Employment
 Implementing the organization’s recruiting strategy
 Interviewing applicants
 Administering pre-employment tests
 Assisting with completing background investigations
 Processing transfers, promotions, and terminations

Learning & Development

 Conducting training sessions
 Administering on-the-job training programs
 Evaluating the effectiveness of training programs
 Maintaining records of employee participation in all training
and development programs

HR Function Total Rewards

 Analyzing job duties
 Writing job descriptions
 Performing job evaluations and job analyses
 Conducting and analyzing compensation surveys

Employee & Labor Relation

 Interpreting union contracts
Union Environment  Helping to negotiate collective bargaining agreements
 Resolving grievances
Risk Management  Advising supervisors on union contract interpretation
 Developing and administering health and safety programs
 Conducting safety inspections NON Union Environment  Assisting with processing employee grievances
 Maintaining accident records  Overseeing engagement programs and other
 Preparing government reports as to remain in compliance employee relations work
 Understanding Organization Maturity Level
Conduct Climate Survey

Organization Core Values Embodied

 Check on how the implementation of the organization
Strategic core values
Partnership  Check SOP or Company Regulation
compliances
related to

 Review Financial Report

 Review Business Report
 Review Regularity Doing

Work Collaboration
Review Performance Evaluation
System
Review Talent Management System
CLIMATE SURVEY ON MANAGEMENT MATURITY LEVEL

L
E
V
E Level 5: Continuous Improvement
L

O Level 4: Managed and Focused

F
Level 3: Structure and Proactive
P
E
R
Dimensions:
Level 2: Reactive • Leadership
F
O • Culture & Values
R • Strategic Thinking & Planning
M Level 1: Ad hoc and Static • Alignment
A • Performance Measurement
N • Performance Management
C • Process Improvement
E • Sustainability
S
LEVEL OF MATURITY
 Work with A I

The BIG Picture

Strategic Different SCENARIOS

Involvement
Identify the PATTERNS

Comfortable the UNKNOWN

Be Patience
 Knowing the org PURPOSE
Mission of the Organization

Knowing DIRECTION to choose

Holistic view Strategy of the Organization

Knowing the STEPS you make

Aim for Execution

Knowing the DESTINATION to reach

Vision of the Organization
 Strategy

Direction You Choose

Mission Vision

Your Purpose
Destination You Reach

Execution

Steps You Make

 IS
Decisiveness

LEADERSHIP
Conclusion:
“Being an HR as Strategic Partner required
Good To Great Leadership Character
Who can swiftly respond in timely manner in any situations in order to build
business as well as to sustain so can be a market leader by encouraging
all the stakeholders”
Jossie Suryadinata
 Jossie Suryadinata
HC Director | Business Management | Strategic |
People Developer | International Speakers

Thank you