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Human resources management blueprint

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Forum for Indonesia
Forum for Indonesia

The document provides guidance on building an effective human resources management system for social innovators. It recommends a 4-step approach: 1. Workforce planning and recruiting through analyzing headcount needs, required skills, and onboarding talents. 2. Employee retention by understanding what motivates employees and providing the right compensation and career paths. 3. Responding to turnover by conducting exit interviews to understand reasons for leaving and developing action plans. 4. Continuous alignment of employees to organizational objectives through engagement and reminders of their role in achieving goals. The summary outlines the 4-step process and emphasizes that talents need to flow smoothly into and out of dynamic organizations.

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Human Resources Management for Social Innovators April 2015 Authors: Leo Arifin, Melina Subastian, Serlina Wijaya, Archie Anugrah
Forum for Indonesia 2 Copyright©2014byForumforIndonesia Leo Wibisono Arifin Biography Selected organizational experience : • IPB Debating Community, Vice President – Worked with the team to transform the organization from a small interest based club into one of the most successful and respectable organization in the region – Developed a special pro-bono platform for career consultation that enables top students to access top jobs in various industries, including consulting, banking, e-commerce and consumer business Selected project experience • Multiple Strategy & Operations Projects in APAC Region, Consultant – Generated insights from extensive data analysis and fact finding activities, synthesized and presented the insights to the senior management team from client‟s side • Young Leaders of Indonesia Foundation, Faculty Member – YLI is an initiative by McKinsey & Company to train high caliber . My responsibility includes the facilitation and delivery of YLI Forums, in both national and regional scale Selected work experience: • Deloitte Consulting SEA, Strategy Consultant – Strategy Consultant with solid focus on energy, consumer business and telecommunication sector. Developed multiple business unit and growth strategy for clients in South East Asia • AVA Consulting Partners, Associate Consultant – Worked on multiple commercial due diligence and operations improvement strategies that had delivered multi million dollar of cost saving for clients Education : • International MBA Leadership Award [Non Degree], Nyenrode Business School (2014) • Bachelor of Agricultural Engineering – Food Technology, IPB (2007-2013) • CIEP Participant [Non Degree] – Food Technology, Tokyo University of Agriculture (2011) Leo is a strategy consultant who specializes on market entry/growth strategy and organization transformation He has previously worked on multiple engagements in Asia- Pacific Region including China, Singapore, Australia and Indonesia He enjoys traveling and teaching during his spare time Your photo AUTHOR
Forum for Indonesia 3 Copyright©2014byForumforIndonesia Melina Subastian Biography Selected organizational experience : • KMK (Catholic Student Organization): Vice President – Supervised and guided divisional performance, and ran and created innovative projects and ensured that those could develop members • CEO (Catholic and Christian Econolympics): Co-founder – Co-founded annual university-scale sport olympics event which involves all Catholic and Christian students across UGM as media for self-development and relationship building Selected project experience • AACSB (Association to Advance Collegiate School of Business): Speaker – Shared knowledge and experiences, motivated, advised and answered questions related to study abroad and educational achievement • KKN-PPM UGM (Kuliah Kerja Nyata Pengembangan Pemberdayaan Masyarakat): Member – Conducted micro entrepreneurship seminar for utilizing natural resources at place, and established „Sekolah Sore‟ for children to help addressing educational support needs Selected work experience: • McKinsey & Company: Consulting Analyst – Development and implementation of corporate strategy in capability building, and sales and operational improvement – Variety of industries including Banking and Operations • Faculty of Economics and Business UGM: Teaching Assistant – Specialized in accounting for merchandising operations, corporations, financial statement analysis and cost-volume-profit analysis with responsibility for 75% of the grade Education : • Bachelor in Accounting – Faculty of Economics and Business, Universitas Gadjah Mada (2010- 2013) Melina is a management consultant who is passionate in social entrepreneurship and philanthropy She has worked on a number of projects to help top companies with their transformation, optimization and capability building strategy. AUTHOR
Forum for Indonesia 4 Copyright©2014byForumforIndonesia Serlina Sari Wijaya Biography Experience: • Traveloka; Business Development • Accenture; Strategy Analyst • The Boston Consulting Group; Business Analyst • Arghajata Consulting; Corporate Financial Analyst Education : • Bachelor of Engineering – Industrial Engineering, ITB (2008 - 2012) AUTHOR
Forum for Indonesia 5 Copyright©2014byForumforIndonesia Archie Anugrah Biography Selected organizational experience : • Forum for Indonesia; Co-Chair ‒ Develop five year transformation blueprint, design operating model and delivery strategy, and lead the development of social innovation knowledge • Young Leaders for Indonesia Alumni Community: Vice President – Drove 1 year pilot project on networking transformation by developing roadmap, organizational restructuring, and also re-prioritize activities • StudentsxCEOs: Advisor – Develop new branding and expansion methodology Selected work experience: • HSBC Bank: Business Performance Management • Boston Consulting Group : Business Analyst – Development and implementation of corporate strategy, project management, and management of stakeholders. – Variety of industries including Financial Service, Industrial Goods, Pharmaceutical, Telecommunication, Hotel, and Consumer Goods. Education : • Bachelor of Engineering - Informatics Engineering, Institut Teknologi Bandung (2008-2012) Archie is a social activist with solid experience on transformation. He has worked on a number of projects to help top companies and social organization with their transformation and optimization strategy. AUTHOR
Forum for Indonesia 6 Copyright©2014byForumforIndonesia Executive Summary This knowledge document is developed to provide aspiring leaders with practical basic tools to build an effective human resources management system in a typical early stage of organization build-up. The insights presented are taken from a combination of high level primary research, validation interviews and team internal analysis from best practice observation in multiple successful organizations. The readers are highly encouraged to treat this document as a general reference, provided that the information contained herein are non-exhaustive. The team has identified four major steps in a typical end-to-end human resources management system. Below are the summary of best practices recommended in each of the identified areas: • Workforce planning & recruiting: a series of forward planning activities typically kick-start the human resources strategy in an organization. These activities start from foreseeing the headcount requirement, determining the required skills set, scouting the talents, and ensuring they are properly on-boarded in the organization. • Employee retention: retaining a good talent is never an easy task for any organizations, given the dynamic nature of current talent market. No standalone strategy will do. Organizations are constantly challenged to come up with the right mix of retention strategies. Understanding what drives your talents and tailor it to the right package of “hard and soft” compensation, will go a long way. • Responding turn over: employee churn happens in every organization. The big challenge is to keep the rate low and take corrective/preventive measures whenever required. We have exhibited a framework to respond to turn over and a practical tool such as “exit interview” to understand the motive behind people leaving their job. These framework and tool will help decision makers to come up with a more sound call to respond employee turn over. • Continuous alignment to organization’s objectives: employees are supposed to be engaged to organization‟s goals at all times and reminded of how they can play a role in helping the organization move towards common goals.
Forum for Indonesia 7 Copyright©2014byForumforIndonesia SUMMARY Approach • Develop a Man Power Planning analysis template to pre- determine the number of talents required • Develop ideal qualification of candidates through competency model dictionary • Develop promotion channels to attract best talents in the market Steps Workforce Planning Talent Retention Turnover Response • Number of required talents • Prerequisites for candidate • Cost efficient promotion strategy Main outcomes • Immerse the retention commitment across organisation • Create fair and attractive career path for candidates • Develop attractive compensation strategy • Plan structured -customised development scheme for individuals • Standardised recruitment process and career path • Draft of development plans • Implement disciplined exit interview process • Analyse the exit interview results to find root causes • Develop initiatives and prioritisation • Develop action plans and assign responsibilities across business units • Root cause analysis – waterfall diagram • Prioritisation matrix and detailed action plans In a typical dynamic organization, human capital management programs are planned in 3 clear steps that allow talents to flow in and out on good terms Responding to TurnoverRetaining Talent Workforce Planning & Recruitment Alignment to Organization Vision, Mission & Values People In People Out Source: Team Analysis
Forum for Indonesia 8 Copyright©2014byForumforIndonesia Table of contents Employee Engagement and Retention Program3 1 Strategic Workforce Planning 2 Effective Recruitment Cycle Responding to Turnover4
Forum for Indonesia 9 Copyright©2014byForumforIndonesia DRIVERS Organization strategy Market conditions Major projects Changes in competitive landscape STRATEGIC WORKFORCE PLANNING 1. Workforce Analysis 2. Forecast Needs 3. Analyze Gaps 4. Develop Strategies 5. Implement Strategies 6. Monitor & Evaluate Recruitment Talent & Succession Learning HRM ACTIVITIES Strategic Workforce Planning is an essential enabler to ensure the alignment of organization objectives with those of its existing workforce Elements in Strategic Workforce Planning framework are determined by several key drivers that would finally translate into several HRM activities
Forum for Indonesia 10 Copyright©2014byForumforIndonesia DRIVERS Organization strategy Market conditions Major projects Changes in competitive landscape • Changes or improvement in business strategies will define what an organization is going to need to enable the implementation of business strategies to help achieve the objectives • Changes in market conditions might lead to the slight/ major adjustment in the workforce planning • Major projects that need to be executed would also need adjustment in the workforce planning • Changes in competitive landscape will trigger the organization to quickly adjust that eventually resulted in the need for workforce planning adjustment Organization strategy, market conditions, major projects and changes in competitive landscape as the main drivers to determine the strategic workforce planning STRATEGIC WORKFORCE PLANNING
Forum for Indonesia 11 Copyright©2014byForumforIndonesia STRATEGIC WORKFORCE PLANNING 1. Workforce Analysis 2. Forecast Needs 3. Analyze Gaps 4. Develop Strategies 5. Implement Strategies 6. Monitor & Evaluate Recruitment, talent retention, and employees learning plans derived from gap identification between existing & future (targeted) workforce WORKFORCE ANALYSIS Analyze existing workforce characteristics and capabilities, comparing it with external labor market and environmental factors, with the purpose to clearly determine whether it still fits the organizational direction or objectives FORECAST NEEDS Identify future business needs/ direction/ objectives, and translate it into the characteristics and capabilities needed ANALYZE GAPS Identify and analyze the gaps between future workforce needs and current workforce profile DEVELOP STRATEGIES Integrated business and HR strategies are developed to address the gaps between current and future workforce needs IMPLEMENT STRATEGIES Investment in strategies and change management processes to address workforce planning issues MONITOR & EVALUATE Evaluate effectiveness of strategies to determine the success of panned changes and impact on business performance Key Outcomes: • Workforce strategies & plans • Recruitment strategy : no. of required talents, capabilities and competencies needed (competency model) • Talent and succession strategies & plans • Employees learning strategies & plans 1 2 3 4 5 6
Forum for Indonesia 12 Copyright©2014byForumforIndonesia Recruitment Strategy : manpower planning analysis Notes: • Based on organization objectives, what are the prioritized things that might need certain composition of employees • Determine number of employees needed for each position/ level in each department EXAMPLE
Forum for Indonesia 13 Copyright©2014byForumforIndonesia Notes: • Specify the qualifications per category or aspect needed for each position in the organization Recruitment Strategy : competency model EXAMPLE
Forum for Indonesia 14 Copyright©2014byForumforIndonesia Table of contents Employee Engagement and Retention Program3 1 Strategic Workforce Planning 2 Effective Recruitment Cycle Responding to Turnover4
Forum for Indonesia 15 Copyright©2014byForumforIndonesia Tertarik mempelajari lebih lanjut atau ingin agar Forum for Indonesia memberikan workshop tentang human resource management untuk organisasi Anda? Silahkan hubungi kami di mail@forumforindonesia.org dan ceritakan bagaimana kami dapat membantu Anda!

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Human resources management blueprint

  • 1. Human Resources Management for Social Innovators April 2015 Authors: Leo Arifin, Melina Subastian, Serlina Wijaya, Archie Anugrah
  • 2. Forum for Indonesia 2 Copyright©2014byForumforIndonesia Leo Wibisono Arifin Biography Selected organizational experience : • IPB Debating Community, Vice President – Worked with the team to transform the organization from a small interest based club into one of the most successful and respectable organization in the region – Developed a special pro-bono platform for career consultation that enables top students to access top jobs in various industries, including consulting, banking, e-commerce and consumer business Selected project experience • Multiple Strategy & Operations Projects in APAC Region, Consultant – Generated insights from extensive data analysis and fact finding activities, synthesized and presented the insights to the senior management team from client‟s side • Young Leaders of Indonesia Foundation, Faculty Member – YLI is an initiative by McKinsey & Company to train high caliber . My responsibility includes the facilitation and delivery of YLI Forums, in both national and regional scale Selected work experience: • Deloitte Consulting SEA, Strategy Consultant – Strategy Consultant with solid focus on energy, consumer business and telecommunication sector. Developed multiple business unit and growth strategy for clients in South East Asia • AVA Consulting Partners, Associate Consultant – Worked on multiple commercial due diligence and operations improvement strategies that had delivered multi million dollar of cost saving for clients Education : • International MBA Leadership Award [Non Degree], Nyenrode Business School (2014) • Bachelor of Agricultural Engineering – Food Technology, IPB (2007-2013) • CIEP Participant [Non Degree] – Food Technology, Tokyo University of Agriculture (2011) Leo is a strategy consultant who specializes on market entry/growth strategy and organization transformation He has previously worked on multiple engagements in Asia- Pacific Region including China, Singapore, Australia and Indonesia He enjoys traveling and teaching during his spare time Your photo AUTHOR
  • 3. Forum for Indonesia 3 Copyright©2014byForumforIndonesia Melina Subastian Biography Selected organizational experience : • KMK (Catholic Student Organization): Vice President – Supervised and guided divisional performance, and ran and created innovative projects and ensured that those could develop members • CEO (Catholic and Christian Econolympics): Co-founder – Co-founded annual university-scale sport olympics event which involves all Catholic and Christian students across UGM as media for self-development and relationship building Selected project experience • AACSB (Association to Advance Collegiate School of Business): Speaker – Shared knowledge and experiences, motivated, advised and answered questions related to study abroad and educational achievement • KKN-PPM UGM (Kuliah Kerja Nyata Pengembangan Pemberdayaan Masyarakat): Member – Conducted micro entrepreneurship seminar for utilizing natural resources at place, and established „Sekolah Sore‟ for children to help addressing educational support needs Selected work experience: • McKinsey & Company: Consulting Analyst – Development and implementation of corporate strategy in capability building, and sales and operational improvement – Variety of industries including Banking and Operations • Faculty of Economics and Business UGM: Teaching Assistant – Specialized in accounting for merchandising operations, corporations, financial statement analysis and cost-volume-profit analysis with responsibility for 75% of the grade Education : • Bachelor in Accounting – Faculty of Economics and Business, Universitas Gadjah Mada (2010- 2013) Melina is a management consultant who is passionate in social entrepreneurship and philanthropy She has worked on a number of projects to help top companies with their transformation, optimization and capability building strategy. AUTHOR
  • 4. Forum for Indonesia 4 Copyright©2014byForumforIndonesia Serlina Sari Wijaya Biography Experience: • Traveloka; Business Development • Accenture; Strategy Analyst • The Boston Consulting Group; Business Analyst • Arghajata Consulting; Corporate Financial Analyst Education : • Bachelor of Engineering – Industrial Engineering, ITB (2008 - 2012) AUTHOR
  • 5. Forum for Indonesia 5 Copyright©2014byForumforIndonesia Archie Anugrah Biography Selected organizational experience : • Forum for Indonesia; Co-Chair ‒ Develop five year transformation blueprint, design operating model and delivery strategy, and lead the development of social innovation knowledge • Young Leaders for Indonesia Alumni Community: Vice President – Drove 1 year pilot project on networking transformation by developing roadmap, organizational restructuring, and also re-prioritize activities • StudentsxCEOs: Advisor – Develop new branding and expansion methodology Selected work experience: • HSBC Bank: Business Performance Management • Boston Consulting Group : Business Analyst – Development and implementation of corporate strategy, project management, and management of stakeholders. – Variety of industries including Financial Service, Industrial Goods, Pharmaceutical, Telecommunication, Hotel, and Consumer Goods. Education : • Bachelor of Engineering - Informatics Engineering, Institut Teknologi Bandung (2008-2012) Archie is a social activist with solid experience on transformation. He has worked on a number of projects to help top companies and social organization with their transformation and optimization strategy. AUTHOR
  • 6. Forum for Indonesia 6 Copyright©2014byForumforIndonesia Executive Summary This knowledge document is developed to provide aspiring leaders with practical basic tools to build an effective human resources management system in a typical early stage of organization build-up. The insights presented are taken from a combination of high level primary research, validation interviews and team internal analysis from best practice observation in multiple successful organizations. The readers are highly encouraged to treat this document as a general reference, provided that the information contained herein are non-exhaustive. The team has identified four major steps in a typical end-to-end human resources management system. Below are the summary of best practices recommended in each of the identified areas: • Workforce planning & recruiting: a series of forward planning activities typically kick-start the human resources strategy in an organization. These activities start from foreseeing the headcount requirement, determining the required skills set, scouting the talents, and ensuring they are properly on-boarded in the organization. • Employee retention: retaining a good talent is never an easy task for any organizations, given the dynamic nature of current talent market. No standalone strategy will do. Organizations are constantly challenged to come up with the right mix of retention strategies. Understanding what drives your talents and tailor it to the right package of “hard and soft” compensation, will go a long way. • Responding turn over: employee churn happens in every organization. The big challenge is to keep the rate low and take corrective/preventive measures whenever required. We have exhibited a framework to respond to turn over and a practical tool such as “exit interview” to understand the motive behind people leaving their job. These framework and tool will help decision makers to come up with a more sound call to respond employee turn over. • Continuous alignment to organization’s objectives: employees are supposed to be engaged to organization‟s goals at all times and reminded of how they can play a role in helping the organization move towards common goals.
  • 7. Forum for Indonesia 7 Copyright©2014byForumforIndonesia SUMMARY Approach • Develop a Man Power Planning analysis template to pre- determine the number of talents required • Develop ideal qualification of candidates through competency model dictionary • Develop promotion channels to attract best talents in the market Steps Workforce Planning Talent Retention Turnover Response • Number of required talents • Prerequisites for candidate • Cost efficient promotion strategy Main outcomes • Immerse the retention commitment across organisation • Create fair and attractive career path for candidates • Develop attractive compensation strategy • Plan structured -customised development scheme for individuals • Standardised recruitment process and career path • Draft of development plans • Implement disciplined exit interview process • Analyse the exit interview results to find root causes • Develop initiatives and prioritisation • Develop action plans and assign responsibilities across business units • Root cause analysis – waterfall diagram • Prioritisation matrix and detailed action plans In a typical dynamic organization, human capital management programs are planned in 3 clear steps that allow talents to flow in and out on good terms Responding to TurnoverRetaining Talent Workforce Planning & Recruitment Alignment to Organization Vision, Mission & Values People In People Out Source: Team Analysis
  • 8. Forum for Indonesia 8 Copyright©2014byForumforIndonesia Table of contents Employee Engagement and Retention Program3 1 Strategic Workforce Planning 2 Effective Recruitment Cycle Responding to Turnover4
  • 9. Forum for Indonesia 9 Copyright©2014byForumforIndonesia DRIVERS Organization strategy Market conditions Major projects Changes in competitive landscape STRATEGIC WORKFORCE PLANNING 1. Workforce Analysis 2. Forecast Needs 3. Analyze Gaps 4. Develop Strategies 5. Implement Strategies 6. Monitor & Evaluate Recruitment Talent & Succession Learning HRM ACTIVITIES Strategic Workforce Planning is an essential enabler to ensure the alignment of organization objectives with those of its existing workforce Elements in Strategic Workforce Planning framework are determined by several key drivers that would finally translate into several HRM activities
  • 10. Forum for Indonesia 10 Copyright©2014byForumforIndonesia DRIVERS Organization strategy Market conditions Major projects Changes in competitive landscape • Changes or improvement in business strategies will define what an organization is going to need to enable the implementation of business strategies to help achieve the objectives • Changes in market conditions might lead to the slight/ major adjustment in the workforce planning • Major projects that need to be executed would also need adjustment in the workforce planning • Changes in competitive landscape will trigger the organization to quickly adjust that eventually resulted in the need for workforce planning adjustment Organization strategy, market conditions, major projects and changes in competitive landscape as the main drivers to determine the strategic workforce planning STRATEGIC WORKFORCE PLANNING
  • 11. Forum for Indonesia 11 Copyright©2014byForumforIndonesia STRATEGIC WORKFORCE PLANNING 1. Workforce Analysis 2. Forecast Needs 3. Analyze Gaps 4. Develop Strategies 5. Implement Strategies 6. Monitor & Evaluate Recruitment, talent retention, and employees learning plans derived from gap identification between existing & future (targeted) workforce WORKFORCE ANALYSIS Analyze existing workforce characteristics and capabilities, comparing it with external labor market and environmental factors, with the purpose to clearly determine whether it still fits the organizational direction or objectives FORECAST NEEDS Identify future business needs/ direction/ objectives, and translate it into the characteristics and capabilities needed ANALYZE GAPS Identify and analyze the gaps between future workforce needs and current workforce profile DEVELOP STRATEGIES Integrated business and HR strategies are developed to address the gaps between current and future workforce needs IMPLEMENT STRATEGIES Investment in strategies and change management processes to address workforce planning issues MONITOR & EVALUATE Evaluate effectiveness of strategies to determine the success of panned changes and impact on business performance Key Outcomes: • Workforce strategies & plans • Recruitment strategy : no. of required talents, capabilities and competencies needed (competency model) • Talent and succession strategies & plans • Employees learning strategies & plans 1 2 3 4 5 6
  • 12. Forum for Indonesia 12 Copyright©2014byForumforIndonesia Recruitment Strategy : manpower planning analysis Notes: • Based on organization objectives, what are the prioritized things that might need certain composition of employees • Determine number of employees needed for each position/ level in each department EXAMPLE
  • 13. Forum for Indonesia 13 Copyright©2014byForumforIndonesia Notes: • Specify the qualifications per category or aspect needed for each position in the organization Recruitment Strategy : competency model EXAMPLE
  • 14. Forum for Indonesia 14 Copyright©2014byForumforIndonesia Table of contents Employee Engagement and Retention Program3 1 Strategic Workforce Planning 2 Effective Recruitment Cycle Responding to Turnover4
  • 15. Forum for Indonesia 15 Copyright©2014byForumforIndonesia Tertarik mempelajari lebih lanjut atau ingin agar Forum for Indonesia memberikan workshop tentang human resource management untuk organisasi Anda? Silahkan hubungi kami di mail@forumforindonesia.org dan ceritakan bagaimana kami dapat membantu Anda!