Human Capital Club HR as Business Partner

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  • HR AS A BUSINESS PARTNER

    Laksmi Tobing HR BP Director Corporate Functions Unilever Indonesia

  • My Name is Lala.Im an AREMA!

  • SEVERAL CAREER EXPOSURES IN UNILEVER

    http://www.shutterstock.com/subscribe.mhtml

  • UNILEVER INDONESIA STRONG LOCAL ROOTS WITH 81 YEARS OF HISTORY

    1933

    Established under the name

    Levers Zeepfabrieken N.V.

    in Angke, Jakarta

    1982

    Went public and listed 15%

    shares on the Jakarta &

    Surabaya Stock Exchange

    1992

    Entered

    ice cream business

    2000

    Entered

    soy sauce business

    2008

    Established the biggest

    Skin Care factory in Asia

    in Cikarang, Bekasi

    1999

    Acquired Fabrics Conditioner

    and Household Care

    business

    2008

    Entered

    fruit juice business

    2010

    Entered Baby

    Personal Care product

  • Our Vision : To earn Love and Respect of Indonesia

    by touching the life of every Indonesian everyday

  • You know us by our brands

    We reach 100 % of Indonesia consumers

  • HR BUSINESS PARTNERING

  • REASON TO CHANGE

  • GET THE RIGHT PEOPLE ON THE BUS.

  • Old HR Role

    Administration

    Transactions

    Performance

    Enhancement

    Strategy

    40%

    30%

    25%

    5%

    % Time, Effort, Cost

    HR Today

    20%

    15%

    10%

    Strategy

    Administration

    Performance

    Enhancement

    55%

    Transactions

    HR

    Transformation

    HR TRANSFORMATION

  • BREAKING MYTHS ABOUT HR!

    Current Myths We Need to

    Break

    New Realities We Need to Usher

    People who like people work in HR People who make business more competitive work in

    HR. HR is not a social retreat to make employees happy.

    Anyone can do HR HR is a research based function. It is easy to understand,

    difficult to do. It needs skills & strength of character.

    HR deals with the soft aspects with

    no KPIs

    HR has clear KPIs (lead or lag measures) impacting

    business

    HR focuses on controlling costs HR adds value not just reduce costs

    HRs job is to be the Policy Police Managers own compliance not HR. HR sets up systems

    to track compliance

    HR practises exist to make

    employees happy

    HR practises help business win in market place

    HR is full of jargons which keep

    changing

    HR is simple with less jargon, consistent & aligned to

    business needs

    HR is staffed by nice people HR people are challenging as well as supportive firm

    and fair

    HR is HRs job People Management is everyones responsibility. HR is

    as important to line managers as are finance, strategy

    etc

  • HR OPERATING FRAMEWORK

    People

    HR SERVICES

    (HRS)

    Expertise Teams

    (ET)

    HRBP

    Unilever HR requires a comprehensive change in roles, technology and

    processes to successfully improve HR Services.

  • ROLES IN THE HR OPERATING FRAMEWORK

    HRBP

    To partner with business

    to build leadership

    capability, organizational

    capability and culture to

    win in the market place

    ET

    HRBP

    HRS

    People

    Expertise Teams

    To provide functional

    expertise through HR

    solutions, to accelerate

    growth of the business

    and everyone in Unilever

    HR Services

    To provide admin and

    transactional support as per

    agreed service agreements

    and enable implementation

    of processes

    People

    To use self-service

    functionality and tools and

    receive HR services in line

    with the HR Operating

    Framework

  • HR TRANSFORMATION : MINDSET AND ATTITUDE CHANGE

    OLD DAYS HR IN A COCOON : PASSIVE

    NOWADAYS -> HRBP: ACTIVE AND DYNAMIC

  • HR BUSINESS PARTNERING

  • Aligning HR Strategy to Business Strategy

    ITS ABOUT ..

  • Diagnostics Synthesis Move to Action

    Stakeholders interviews : understand their priorities,

    business challenges and HR support required

    External Scan

    Business ambition

    Hypothesis on company strengths and gaps to be closed in the area of Talent

    Organization

    Skills

    Culture

    Synthesis : data analysis to sharpen the proposal

    Translate it into Action Plan

    TALENT AND ORGANIZATION REVIEW

  • EXTERNAL SCAN

  • AVAILABILITY OF RIGHT TALENTS

  • 6,96%

    3,79% 4,30%

    8,38%

    6,00%

    8,00% 8,00%

    8,4% 10,0%

    28,0%

    30,0%

    17,0%

    15,0% 15,0%

    0,00%

    5,00%

    10,00%

    15,00%

    20,00%

    25,00%

    30,00%

    35,00%

    2010 2011 2012 2013 2014 2015 2016

    Inflation

    Minimum Wages

    MINIMUM WAGES INCREASE

    What is the impact to the company ?

  • Link it with Business strategy

  • xxx bn x bn xx bn

    2007 2012 2015

    Grow bigger faster.

    COMPANY GROWTH AMBITION....

  • Translate it into HR Agenda

  • THE TRANSLATION INTO HR AGENDA

    Speed of business acceleration is getting faster , pose a challenge

    for talent and organization to cope with the changes

    Growing Indonesias economy invites multi national competitor and

    acceleration of local coy , require different capability and led to

    talent war

    Rising cost especially wages and energy , a wake up call for

    productivity improvement

    Multi categories , matrix organization and complex infra structure

    requires efficient and effective ways of working

  • TRANSLATING THE CHALLENGE INTO HR AGENDA

    1.Steady talent pipelines :

    -Talent development

    -Talent Retention

    2.Building Indonesian

    Global Leaders

    3.What are the biggest

    skills / competency gap

    6.Performance Culture

    4.Productivity benchmark

    and improvement

    5.Simplification of ways

    of working

  • HRBP ROLES AND PROFILES

  • 29

    HRBP Roles

    Work with Line Managers to:

    Ensure organisational structure is aligned to business needs

    Develop rigorous succession planning.

    Ensure team have the right experience/s for business.

    Identify key roles and people develop retention strategy and maintain

    minimal turnover

    Develop people identify skills/competencies gaps that need to be developed

    and deliver right learning and development.

    Manage performance management.

    Ensure you have the right people in the right

    jobs with the right skills doing the right thing

    your function is fit to compete.

  • MY PERSONAL LEARNING

  • MULTIPLE ROLES

  • PROTECT VS SERVE

  • PEOPLE AGENDA ON TOP OF BUSINESS AGENDA

    Memo

    To ASF, BS, BTR, JF, LA, RF, SH, TIM,

    YN

    From YT

    R

    c.c. SR Date 8th

    Se

    p

    201

    5

    No. of pages 1

    Subject

    Financial Committee Meeting No. 9/2015

    10th floor war room, 18th September 2015

    09.30

    10.30

    12.00

    13.00

    14.00

    14.30

    15.30

    16.00

    Presentation:

    *Koen Utomo Koesno Teguh

    *Jessica Gaby

    People

    Lunch

    Business update

    SEAA FLT detail visit

    AP2016

    ZBB

    AOB

    Koen

    Gaby

    LA

    All

    YTR

    JF

    BS

    All

  • GO BEYOND HR THINGS..

  • SPEAK BUSINESS LANGUAGE

  • Thank

    You