Competencies of HR as A Business Partner for Organizational Agility Champion
2 likes1,192 views
The document discusses the competencies required for Human Resources (HR) professionals to become effective business partners in promoting organizational agility. It outlines key competencies such as strategic enablers, analytics influencers, and change drivers that HR must develop to align with business strategies and stakeholder needs. The emphasis is on the integration of technology, data analysis, and understanding external market trends to enhance HR's value proposition in organizations.
Competencies of HR as A Business Partner for Organizational Agility Champion
- 1. Competencies of HR as A Business Partner for Organizational Agility Champion www.humanikaconsulting.com
- 2. Seta A. Wicaksana 0811 19 53 43 [email protected] • Managing Director of Humanika Amanah Indonesia – Humanika Consulting • Managing Director of Humanika Bisnis Digital – hipotest.com • Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS) Dewan Pengawas BPJS Ketenagakerjaan • Dosen Tetap Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi kompetensi” Elexmedia Gramedia 2016, Industri dan Organisasi: Pendekatan Integratif menghadapi perubahan, DD Publishing, 2020 • Organizational Development Expertise • Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Mathematics: Cryptology sekolah ikatan dinas Akademi Sandi Negara
- 3. Wanting to contribute is not enough. HR needs to know what specific competencies are most valued by those who use their work. Dave Ulrich, 2016
- 4. Phases of Industrialization Integrasi kreativitas dan inovasi pikiran manusia dengan proses industri yang maju, modern, dan digital, dimana terhubung dengan umpan balik secara langsung. Personalisasi produk. Kepuasan pelanggan yang Utama akan terbuka produk- produk baru. Volatility Uncertainty Complexity Ambiguity
- 5. Worley dan Lawler (2010): Organisasi harus tuntas memahami esensi bisnisnya dan focus pada fleksibilitas di setiap unit proses bisnisnya, menyelaraskannya secara dinamis untuk mendukung adaptabilitas dalam mencapai tingkat kinerja yang tinggi (dalam Wicaksana, 2020) Perubahan yang semakin sering terjadi Ketidakmampuan kita dalam memahamiapa yang sedang dan akan terjadi di lingkup bisnis kita Organizational Agility Semakin banyak factor penyebab terjadinya permasalahan dan banyak factor yang masih belum diketahui Informasi yang ada semakin sulit dipahami bahkan belum banyak rujukannya di berbagai pengalaman masa lalu
- 6. 5 Major Trends (Reference: Scott DeRue) And the new Low Touch Economy accelerates all…
- 7. Agile Organizations Are Emerging As The New Dominant Organizational Paradigm https://www.mckinsey.de/~/media/McKinsey/Locations/Europe%20and%20Middle%20East/Deutschland/Publikationen/2018%20Compendium/The%20five%20trademarks%20of%20agile%20organ izations/kompendium_05_org.ashx
- 8. HR VALUE PROPOSITION HR creates value by increasing the performance and agility of the talent (human capital) and culture (organizational capability) of the organization. What types of competencies do HR professionals need do delivery the value propositions? - Dave Ulrich, 2016
- 9. 4 Evolutions of HR: Where are you now? Time HREvolution
- 10. Evolution of HR Competencies Business knowledge Trusted business partner with personal credibility Responsible for culture – architects in how organizations think and behave Provide “strategic contribution.” HR needs to link culture and organization capabilities to the business strategy Strategy architect to help shape the firm’s structure and business strategy Technology Proponent • Improving utility of operations • Designing Information Flow • Leveraging social media tools 1987 1992 1997 2002 2007 2012
- 11. External Stakeholders' Expectations Are Shaped By The External Trends: Macro & Industry MACRO INDUSTRY
- 12. Strategic HR Expands Hr’s Stakeholder Circle To Include Inside And Outside Stakeholders Outside the organization Inside the organization
- 13. Whatever The External Trends Are, HR Aligns Organization Capability Across Strategy, Systems, Structure, People And Culture
- 14. The Study Show 3 Sets Of Competencies For The New HR Professionals In 2017 Strategic Enablers Core Drivers Functional Drivers
- 15. Re-map The Study Results To Reflect Needs For HR AGILITY BASIC COMPLIANCE MANAGER AgileOrganizationCharacteristics
- 16. Trust Builder Definition & behaviors How to develop the competency Ability to: • Build respect and commitment from others to your position by Showing performance through results and Fulfilling commitment. • Continuously learn • Put others as priority of personal interest • Balance the need of management and employee • Actively participate in professional clubs/forums, such HR club, GNIK, etc • Always fulfill your commitments • Read more, listen more • Share through online/offline forums • Practice servant leadership
- 17. Analytics Influencer Definition & Behaviors How To Develop The Competency Ability to: • Identify different types of data across HR processes • Analyze data to evaluate predictive & statistical trends and make well informed HR decisions • Align HR data to business performance data for impactful decision making • Learn basic data analysis or statistics to interpret data • Participate in measurable process improvement task force that utilize statistical tools such as Process Management Excellence or Six Sigma • Practice analyzing various HR data collection, such as engagement survey or performance management, and create interpretation and recommendation reports to your leaders
- 18. What’s The Most Important Metric For Human Capital?
- 19. People Centric HR Analytics Utilizing data in better identifying drivers that impact performance and people
- 20. Technology Proponent Definition & Behaviors How To Develop The Competency Ability to: • Understand latest technology and digital trends that impact HR effectiveness and efficiency • Manage HR automation to improve HR processes • Enhance internal-collaboration with technology and digitalization such as knowledge management and social media tools • Leverage technology&digitalization to create employee advocates • Participate in HR technology forums • Personally, be early adopters of various technology and social media tools • Utilize various digital HR learning tools in the market • Create personal social media presence
- 21. Power Skill for Future Workplace
- 22. Strategic Capability Catalyst Definition & behaviors Ability to: • Scan external macro (global, national and regional) and industry business trends • Understand customer& stakeholder requirements and behaviors • Identify challenges and opportunities of the trend and align with internal capability analysis, and • Develop specific responses to address the external scanning How to develop the competency • Read latest news and analysis of macro and industry development • Review company annual reports • Participate in company investor relations gathering • Participate in industry tradeshows/forums • Review competitor's annual reports • Contribute in company’s strategic planning
- 23. HR Strategic Capability Catalyst Practices Acquire Develop Manage Performance Rewards Communicate Leadership Do we recruit with competencies that impact our customers? Is customer focus a criteria in our recruitment? Do we engage stakeholders such as customers in designing and delivering our development program? Do we have KPIs focusing on stakeholders? Are our standards of KPIs meet customer requirements? Are our rewards aligned to our stakeholder (investor, customer, community) expectations? Do we practice open and continuous communication to our stakeholders? Are we continuously engaging our customers in communication? Do we respond to them proactively? Do we encourage our leaders to stay in touch with customers/stakeholders? Talent Value Chain Examples of Practices
- 24. Change Driver Definition & Behaviors How to develop the Competency Ability to: • Develop sense of urgency or business case in promoting change • Build step-by-step roadmap in change management • Discuss, assess and define corporate culture in concrete business terms • Shape corporate or group culture by designing and implementing communication and change strategy • Have persistency and discipline in promoting change • Participate or lead various change or improvement task force, start small • Read best practice change management steps from books or articles • Assess corporate culture and design communication tools • Learn various latest digital and nondigital communication tools available in the market, such as social media & extended reality format • Reports to your leaders
- 25. Area of CHANGE LABOR MARKETSTREND GOVERNMENT LAWS ECONOMY Organizational Change : All alteration of an organization’s capability
- 26. Total Reward Designer Definition & Behaviors How To Develop The Competency Ability to: • Define underlying drivers of people motivation at workplace • Understand philosophy and practices of total reward systems and manage both the financial and non-financial reward factors • Design innovative financial and nonfinancial reward/recognition solutions that build sustainable motivation • Align total rewards to performance and overall company strategic goals • Learn through workshop or reading about the concept of total reward systems • Participate in benchmark forums or associations on latest trends in total rewards • Talk to employees from time to time to understand their motivation factors • Conduct exit interviews to see reasons for employee leaving • Conduct employee engagement survey
- 27. Total Reward Overview All forms of financial returns and tangible services and benefits, employee receive as part of an employment relationship
- 30. Faktor Penyebab Perpindah (%)
- 31. Engagement & Retention: Strategy for Talents
- 33. People Developer Definition & behaviors How To Develop The Competency Ability to: • Plan human capital requirements and fulfillment strategy • Manage human capital acquisition and development process that impact organization growth • Practice innovative, latest trends in agile HR that address the disruptive challenges • Integrate solutions across HR value chain processes • Build leaders for future growth • Attend quality HR courses • Get HR certification • Attend latest HR trend gatherings • Read extensively of latest agile HR papers • Rotate to different functions in HR to develop multifunctional HR skills • Participate in project teams to offer comprehensive HR solutions
- 34. HR Management Value Chain as People Developer
- 35. Most business strategies fail in “implementation” because of unresolved paradoxes
- 36. Paradox Balancer Definition & Behaviors How To Develop The Competency Ability to: • Create a balanced view of issues by considering alternative point of views • Evaluate problems and solutions addressing both short term and long term needs • Discuss details for execution and big picture for helicopter-view • Create win-win solutions by disagreeing without disagreeable • Participate in creativity and problem solving skills training • Take on real problems or improvement task-force • Spend time with colleagues who don’t think alike • Learn meeting facilitation and negotiation skills
- 37. HR Balances the Need of Management & Employee Human Resources Management Employee
- 38. Compliance Manager Definition & Behaviors Ability to: • Learn and be well-versed in sharing government regulations and how they impact employee rights • Ensure full compliance of company policies to government regulations • Defend employee rights yet manage the need for organization agility aligned to company strategy • Take proper actions in addressing employee grievances or problems • Subscribe to updates of latest government regulations • Participate in various national or/and industry specific HR forums • Contribute to government, university, and industry partnership discussions through forums or associations
- 39. HUMAN CAPITAL BUSINESS PARTNER PROFILES
- 40. HCBP Responsibilities STRATEGIC BUSINESS PARTNER • Memberikan usulan/ masukkan terkait kepegawaian dari setiap unit • Menghadiri rapat mingguan dari setiap unit/bidang yang dikelola • Menyampaikan semua kebijakan dan program terkait HC ke seluruh pegawai baik kantor pusat maupun kantor regional • Menyampaikan aspirasi, concern serta inisiatif solusi terhadap permasalahan yang terjadi di unit bisnis CHANGE AGENT • Memastikan budaya BRI diterapkan di setiap unit/bidang yang dikelola • Memastikan setiap unit/bidang dapat mengaktifasi budaya yg merespon persoalan yang sedang dihadapi di unit masing-masing • Memastikan kelancaran culture activation yang dibantu oleh culture agent EMPLOYEE CHAMPION • Memastikan setiap pegawai kompeten sesuai dengan kebutuhan masing-masing unit/bidang • Memonitor progres dan hambatan dalam pencapaian kinerja di setiap unit/bidang ADMINISTRASI • Memastikan digitalisasi di HR telah menjawab kebutuhan dari unit/bidang untuk mencapai target efisien dan efektif dalam pengelolaan administrasi kepegawaian
- 42. Discussion
- 43. Learning and Giving for Better Indonesia www.humanikaconsulting.com