Dukungan Human

Resources dlm
Transformasi Perusahaan
John Welly
Lecturer at SBM ITB
Jakarta, 8 Juni 2011
 Model of the Strategic Management Process

Strategy Formulation Strategy Implementation

External HR Practices
Recruiting,
Analysis Training,
Opportunities Performance management,
Labor relations,
Threats Employee relations, Firm
Job analysis
Job design, Performance
Human Selection, Productivity,
Resource Development, Quality,
Strategic Needs Pay structure, Profitability
Mission Goals Incentives,
Choice Skills Benefits
Behavior
Culture
Human Human
Internal Resource
Capability Resource
Analysis Actions
Strengths Skills,
Abilities, Behaviors,
Weaknesses Results
Knowledge
 HOW?

SECOND
CURVE
BUSINESS
TRANSFORMATION

A Fundamental, Strategic
FIRST CURVE and Holistic Change
Program
 STRATEGIC SCENARIO
TRANSFORMATION APPROACH

STRATEGIC
Long-Term Strategic TARGETS
Plan Scenario
History
Extrapolation Interpolati
Old Paradigms
Projection on
Industrial Economy GAP
Continuous
STRATEGIC
Improvement BAU
INITIATIVES

Future Vision
New Paradigms
Knowledge Economy
Innovation and
Breakthrough

2003 2009 (2012) 2003 2009 (20XX)

THE ROAD STOPS HERE

 THE ROAD STOPS HERE
HISTORY
Old Paradigms/Attitudes
Complacency/Comfort
Zone FUTURE VISION
Business As Usual New Paradigms/Attitudes
No Decisions/Inaction Paranoid & Resilience
Old competencies Breakthrough/New Ways
Old metrics/measurement Decisive/Action/Executio
n
New set of competencies
New
metrics/measurement
 GENERATE ENERGY, ALLOCATE RESOURCES,
MANAGEMENT SHIFT PARADIGMS, DEVELOP
TRANSFORMATION TEAM, DEVELOP
X-FORMATION TRANSFORMATIONAL LEADERSHIP AT ALL
LEVELS.
PRODUCT PORTFOLIOS, MARKET
STRATEGY REPOSITION-ING, VALUE PROPOSITION,
COMPETITIVE ADVANTAGE, THE WINNING
X-FORMATION FORMULA, BUSINESS SUCCESS MODEL
(KPI, STRATEGIC INITIATIVES)
REALIGNMENT AND REBUILDING OF
STRUCTURAL POLICIES, MANAGEMENT SYSTEMS,
ORGANIZATION STRUCTURES, BUSINESS
X-FORMATION PROCESSES, ENABLING TECHNOLOGY.

CULTURAL ASSESSMENT, VALUES

CULTURAL REDEFINITION, A SET OF BEHAVIORS,
SOCIALIZATION, INTERNALIZATION,
X-FORMATION EXTERNALIZATION (MOMENTS OF TRUTH),
RE-ASSESSMENT
 Harvard Model of
Stakeholder
Interest
HRM
Stakeholders
Management
Employee groups
Government
Community
Unions Long-term
HRM Policy Consequences
HR Outcomes
Choices Individual
Commitment
Employee Influence well-being
Situational Competence
Human resource flow Organisational
Factors Congruence
Work force Reward systems effectiveness
Cost-effectiveness
characteristics Work systems Societal
Business strategy well-being
and conditions

=
Management
philosophy
Labour market
Unions Able to execute
Task technology Operate
Laws and efficiently
societal values Engage
employee
 A Multiple
A MULTIPLE-ROLE
Roles for MODEL
Human FOR HRM
Resources
FUTURE/STRATEGIC
FOCUS

Management of Management of
Strategic Human Transformation
Resources and Change
PROCESSES PEOPLE

Management of Management of
Firm Infrastructure Employee
Contribution

DAY-TO-DAY/OPERATIONAL
FOCUS
 FACETS OF THE GLOBAL
CHALLENGE
The challenges of international human resource management
3 Faces of international HRM

Exploiting global integration (global processes and expatriation)

Becoming locally responsive (localization & cultural adaption)
Managing alliances and joint ventures
Building cross-border mergers and acquisitions

Mastering network coordination (organizational glue)

Developing global talent (leadership)
Steering through the tensions of change and innovation
Transforming the global human resource role

P. Evans, V.Pucik & J-L Barsoux, The Global Challenge: Frameworks for

International Human Resource Management, McGraw-Hill/Irwin, January 2002
BUSINESS TRANSFORMATION

Great
X-form
Good
2010

PERFORMANCE
OR GROWTH OR
IMAGE

HOW TO TURN
AROUND A
COMPANY?

2010 TIME
 The Great
Case: Changes 4G Cellular

Telkom NGN
RFID
- Satellite & GSM JV (Satelindo) 1993
- Fixed Cellular - JV (Ratelindo) 1994 - Flexi 2003
- Speedy 2004
?
- GSM (Telkomsel) 1995
- GSM Exelcom 1995 - 3G Cellular 2005
- Internet 1997 (Telkomsel)
Crisis 1997-1998
Selular Analog (JV) 1991 UU 36/1999
(Komselindo) Theres Need
for Another
Great Changes
- SKSD Palapa 1976
- Digital Switching 1984
The Great Follow-up
Changes 1993-1999 If theres no other
Great Changes,
(Foundation) the curve will be
Saturated or even
Declining after 2012

1906 1988-1992 1993-1999 2000-2010 2010-2020

Bureaucratic Great Changes Follow-up Harvesting Question Mark
TIME
 Keywords
Network / Connectivity
Voice is history
SMS stops growing
Network technology shifts to Internet Protocol (IP)
Mobile + Broadband is current king
Applications and Content are emerging fast
Web 2.0 + Social Media
E-Payment
Cloud Computing
Device
Human-based (Smartphone + Tablet)
Non Human-based (Home appliances, Health devices, Cars)
4 Areas of Growth
 Visi, Misi & Objective Direktorat
Human Capital & General Affair
Visi
 Struktur Organisasi PT. TELKOM

DIRUT/ CEO

COO

Head of Corporate Head of Internal

Comm & Affair Audit
VP. Corp Office Support. VP. PO Audit
VP Business VP. DC Audit
Performance Evaluation VP. CO & SS Audit
VP. Regulatory Mgt. VP. General Service
OVP Public Comm

Direktur Direktur Direktur Direktur Direktur

Direktur Direktur Compliance & Human Capital Keuangan
EVP. Strategic
Network& Konsumer Enterprise & Investment &
Solution Wholesale IT / CIO Risk Mgt &General Affair (CFO) Corp. Planning
VP. Infrastructure & VP Product Mgt. VP. Business Devt VP. Supply Planning & VP. Process Risk Mgt. VP. HR Policy VP Fin & Log Policy VP Corp. Strat. Planning
VP Commerce . & VP. Enterprise Control VP. System Risk Mgt. VP. Industrial Relation VP Management Acct. VP Strategic Business
Service Planning
VP. NW Operation Cust. Care VP. Wholesale VP. IT Policy VP. Legal & Compliance VP. Organization Devt VP Treasury & Tax Development
VP. Tariff OVP. Marketing VP. Bus. Effectiveness VP Financial Acct. VP. Biz Portfolio &
VP. Access VP Investor Relation. Synergi
VP. Asset Mgt

R&D Center Divisi Consumer Divisi Businsess Inf. System Center HR Center Finance Center
Maintenc. Ctr Service Barat Service .Supply Center Learning Center
Divisi Consumer Divisi Enterprise Divisi Multimedia Mgt Consult Center
Divisi Infrastructure Tel Service Timur Service Community
Divisi Access Network Divisi Telkom Flexi Divisi CIS Develepment Center
HR Assessment
 Telkom Organization as a Group

Telco/Core
Adjacent/NEB
TELKOM
International
Holding
Dir. NWS

Dir.
Consumer

1 2 3 4 5 6 7 Dir. EWS
TELKOMS
TII INFOMEDIA INDONUSA MITRATEL PIN
EL METRA Dir. CRM
Holding
L
Dir. Kug
2.a 5.a 5.b 5.c 5.d
ADMEDIK Dir. ITS
SCICOM SIGMA FINNET METRANET
GSD A

Dir HCGA

METRAS EVP. SICP

YAKES YPT YSPT DAPEN
5.e AT
METRASYS MELON
5.f 5.g
2 IA
Competency

Pengertian
 Mekanisme Penilaian
Proses

22
 Pengaturan Bobot Penilaian

Lengkap Tidak Tidak Tidak

memiliki memiliki memiliki
Bawahan Peer Bawahan
& Peer
Atasan I 40 % 45 % 45 % 50 %
Atasan II 30 % 35 % 35 % 40 %
Bawahan 10 % - 10 %
Peer 10 % 10 % -
Self 10 %
Kriteria Evidence

Evidence
 Job Stream of Competency
Directory
FMM Business Transformasi TIME Business
Telecommunicatio
P P
n e
e
r INFOCOM Information r
s Media & Edutaiment s
C o o C
n Marketing & Sale Marketing & Sale n
a a O

ne
O Business Perubahan Business l
l

w
R Finance Finance R
Q Q
u Human Capital Human Capital u
E a a E
l Logistic Logistic l
i i
Legal Legal t
t
y General General y

Existing Future
 1.

. TIME Competency Model 1.

2. . 1.

2.
.
1. .
. 2.
3. 4. Marketing & Sales
1.
dst


.
. . dst
2. . 1. Telecomunication 5. Business 2. 1.

dst 2. Information
6. Finance . .
1. . dst 2.
7. Human Capital 1.
3. 3. Media & Edutaiment

.
. 8. Logistic .
dst
2. 1.
2. .
9. Legal
dst . .
. kill & ge 10. General dst
1. 2.

3. S led
.

ow
.
Hard Skill 2.
Kn
dst

. .
dst
dst 1. Strategic Orientaion
2. Action Management
Soft Skill 3. Leadership of Change
Competency 4. Business Acumen
5. Collaboration
6. Continous
Core Persona Improvement
1. Co-create Wi-win Competenc l 7. Achievement
Partnership
2. Customer Driven
y Quality Orientation
8. Adaptability
3. Collaborative
9. Risk Taking
Inovation
10. Organization
4. Caring Meritocracy
Awareness
5. Commitment to
11. Tolerance for Stress
Longterm Oriented
12.
13.
.
 TIME competencies stream

Information
Telecommunication Media &
services & technologies
edutainment
services &
services &
technologie technologies
s
Product

TV, VoD,
service

MoD, Game,
News, Sport,
s

etc
/
Infrastruct

Telecommunica Media &

IT Platform
tion networks edutainment
Platform
ure
 Agar Sistem berjalan dengan
baik ...
Atasan perlu mengenal bawahannya dgn baik beserta data
pencapaian program kerja dan requirement kompetensinya
Karyawan mengerti SKI dan Requirement Kompetensi posisinya
Khusus untuk SKI :
Karyawan mengajukan NA awal secara fair & objektif, karena
NA awal yg menonjol akan merugikan rekan satu unitnya
Atasan jeli mengawasi NA ajuan yang ekstrim thd NA rata2 unit
Atasan melihat terlebih dahulu apakah draft daftar NA awal
karyawan di Unitnya telah sesuai dgn perkiraan ranking
karyawan (mulai dari yg paling produktif sampai yg paling
rendah)
HR Area memiliki data yang valid (Data evidence, NKU)
Membangun budaya JUJUR