human capital

Slide 1

Human Capital Managementwww.humanikaconsulting.com

Create Your Own DestinyFace the changing worldHumanika Consulting 2009

Perubahan Lingkungan Strategis :Implikasi bagi Organisasi & IndividuHumanika Consulting 2009

THE CHANGING WORLD

3 hal yg selalu hadir di dunia: Perubahan Pilihan Prinsip --- Higo----Humanika Consulting 2009

Lipat tangan, sedekap (jempol atas atau bawah), atau water melon singing & dancing4

Superior doesnt FitBukan spesies yg terkuat yg bertahan hidup, bukan pula yg terpandai, tetapi yg paling responsif thd perubahan". --- Charles Darwin

Humanika Consulting 2009

5

HISTORY of HUMAN CAPITAL

?

Tingkat hidup

Era Pertanian8000 BC - 17502000 - xxx ?

Periods of Dislocation

1850 - 1960

WaktuPerubahan Gelombang Peradaban

Era IndustriEra InformasiEra PengetahuanHumanika Consulting 2009

60s70s80s90s21th

EFFICIENTCOMPANYQUALITYCOMPANYFLEXIBLECOMPANYINNOVATIVECOMPANYSMARTCOMPANYCostQualityFlexibleInnovationCompetitiveIntelligenceBASES OF COMPETITION

Perubahan Basis Kompetisi dalam Setiap Era Humanika Consulting 2009

technologylaborcapital&toolsEra IndustriAset strategis : individual organizational

Knowledge AgeValue ModelAset strategis : individual organizational

technologylabor

capital&tools

processknowledgetacit & explicit

Era Knowledge

Kapabilitas Aset Strategis dalam Era yang BerbedaHumanika Consulting 2009

FIRST WAVESECOND WAVETHIRD WAVE

AGRICULTURAL ECONOMYINDUSTRIALECONOMYINFORMATIONECONOMY

LANDPHYSICAL LABORMACHINESBLUE - COLLARWORKERSI. T .KNOWLEDGEWORKERS


ERA INDUSTRIALERA INFORMASIUKURAN SKALA EKONOMISPRODUKSI MASSALOPERASI FUNGSIONAL PESANAN CUSTOMISED OPERASI TERPADUPROSES TERTENTUKAKUSTANDARD CEPAT SEDERHANA FLEKSIBELKEKAYAANASET TAMPAKFISIKFINANSIAL TAK TAMPAK INTELEKTUAL NILAI / INOVASI


EmployabilitasLifetime employment EmployabilityDuluKiniHumanika Consulting 2009

ModelPengoperasian

Masa KerjaHubunganPengembanganKapasitasIndividu

Sistem,Struktur,ProsesPLUSBUDAYASeumurHidupPenerapanKemampuan KetergantunganSaling-KetergantunganPengembanganKOMPETENSIPLUSPengembanganKARAKTERMasa LaluSaat IniDunia-Baru dalam Hubungan KerjaHumanika Consulting 2009

The Philosophy

The Human Capital Idea:Two Central PrinciplesPeople are assets whose value can be enhanced through investmentHuman capital approaches should be designed, implemented, and assessed by how well they help the agency achieve strategic results and pursue its mission.

In knowledge-based organizations, people: 1. define an agencys character2. drive its capacity to perform3. often constitute largest budgetary expense

People: The Most Significant Organizational Asset

17

Enterprise Talent ManagementThe strategic management of talent across your organization for the purpose of staying competitive and increasing brand loyalty Employment Brand Credibility

Competency Models define the behaviors and skills associated with key roles in the organizationTalent Requirements

Performance Appraisal and Performance Review provide measurement of performance and process for providing feedbackPerformance Management

Talent Planning exposes employee potential and identifies high potentials for successioning

Potential Management

High Potential Development nurtures potential of future leaders and High Potential Recruitment selects talent against future needsDevelop & Recruit High Potentials Drive Results, Build Capability and Manage the Consequences Retain Stars and Ensure the Future Competitive AdvantageLOWHIGHLOWHIGH Create Benchmark for Leadership Close Organizational Gaps

Employment Brand Credibility: Your brand as an employer helps future recruitment efforts and promotes the retention of super-keepersCompetitive Advantage: Talent is a key differentiator between you and your major competitors and ultimately drives your success

2007 PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC. ALL RIGHTS RESERVED. PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC is the exclusive owner of the materials contained herein. The unauthorized use, reproduction, distribution or exhibition of the materials contained herein without the express written consent of PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC is strictly prohibited. Accordingly, any unauthorized use will subject such user to liability for actual and statutory damages as well as any other rights and remedies available to PARTNERS IN HUMAN RESOURCES INTERNATIONAL, LLC.Talent Management drives business results - credibility & competitive advantage

Scheme of Human Capital Strategy

Principles of Human Capital ManagementSolid facts, measures, and processes for discerning

Recent technological advances

Business models and human capital strategies must match.

Taking advantage of the observations and records of actual events maintained

Principles of Human Capital ManagementTheres a floor to cost reduction but no ceiling to value creation.Find the key points ofleverage for increased profits.View your human capital as a value-producing asset instead of a cost to be minimized, reduced, or reined in.The tools help you predict the return on your human capital investments. Identifying and focusing on whats important will drive value.

An Enabler of Cultural Transformation

Effective strategic human capital management approaches serve as the cornerstone of any serious change management initiative

Successful human capital approaches to become LESS hierarchical, process-oriented; and results-oriented, integrated, and externally focused

Requires a long-term commitment to valuing human capital as a strategic asset

Impact of Budgetary Cuts, Downsizing, and Outsourcing

Lack of strategic alignmentSkills imbalancesWorkload imbalances for remaining skilled workersSuccession planning challengesInadequate accountability for performanceOutdated performance appraisal systemsReduced investments in people (e.g. training and professional development, enabling technology)

24

Human Capital Journey

Recruitment

Coaching & Mentoring

Human Asset Profiles

Career Development PlansCore Values

Core Competencies

PerformanceImprovement

SelectionHuman Capital Strategy

Performance ManagementRevenue Per EmployeeCost Per EmployeeProfit Per Employee

HUMAN CAPITAL COMPETENCIES

Activities of Human Capital Management

The quality and performance of our people is what sets us apart in an intensely competitive market!

Recruiting and hiring the best available talentDeveloping and motivating people to reach their fullest potentialRetaining talent (and the investments made in them) Minimizing risk and cost on the human side of the businessDesigning talent management information systemsImplementing performance based compensation systemsDeveloping your Employer of Choice BrandDesigning coaching and mentoring programs Applying performance management technologies

Finance Driven Business Model

Money Drives Value - Budget Driven!

Focus on tangible assetsValuation of physical and financial assetsUse decision criteria for physical capital investments Manage costs Focus on the past (cost measurement)People are treated as expenses and salary costsFocus on present cash flowFocus on fixed budgets and periods Focus on short-term profitability

Human Capital Driven Business Model

People Drive Value - Event Driven! Focus on tangible and intangible assetsValuation of physical, financial, human and structural assetsUse decision criteria for knowledge and human capital investments Process and customer cost focus Focus on the future (value creation measurement)People are treated as expenses and investmentsFocus on present cash flow and future revenue streamsFocus on dynamic budgets and revenue streamsFocus on short-term and long-term profitability, added-value and sustainability

Strategic HumanCapital PlanningLeadership

Acquiring, Developing, and Retaining TalentIntegration and AlignmentData-Driven Human Capital DecisionsCommitment to Human Capital Management

Role of the Human Capital Function

Targeted Investments in PeopleHuman Capital Approaches Tailored to Meet Organizational NeedsEmpowerment & InclusivenessUnit and Individual Performance Linked to Organizational GoalsResults-Oriented Organizational Cultures

31As I noted earlier, the Human Capital Maturity Model is organized around the four key human capital challenges that we identified when we designated human capital a government-wide high risk area last January.Integration and Alignment - The agencys human capital approaches are demonstrably supporting organizational performance objectives. Fact-based Analysis and Decisionmaking - Decisions involving human capital management and its link to agency results are routinely informed by complete, valid, and reliable data. Commitment to Human Capital - Agency leaders view people as the most important enabler of agency performance, and have recognized the need for sustained commitment by the agency to strategically managing its human capitalThe Human Capital Function - Human capital professionals partner with agency leaders and line managers in developing strategic and business plans. Targeted Investments in People - Sufficient and sustained investments in human capital are regarded as indispensable to the agencys long-term effectiveness. Use of Human Capital Tools and Flexibilities - The agency is taking all appropriate administrative actions available to it under current laws and regulationsEmpowerment and Inclusiveness - Burdensome constraints on managers ability to manage have been removed. Innovation and problem-solving are encouraged among managers, teams, and employees at all levels. Transparency and Accountability - The organizational culture is partnerial, results-oriented, integrated, and externally focused

Data-Driven Human Capital Decisions

Decisions informed by complete, valid, current, and reliable dataData is used to identify areas for attention before crises develop and to identify opportunitiesPerformance measures for human capital approaches have been identified and are linked to organization resultsPerformance information and data on the agencys workforce profile are used in strategic workforce planning

Human Capital Approaches Tailored to Meet Organizational Needs

Managers are identifying and using tools available under current law to modernize their human capital approaches

Human capital approaches are tailored to meet specific mission needs

A compelling, data-driven business case is made for additional legislative flexibilities

Empowerment and Inclusiveness

Employees at all levels are given authority to accomplish goals

Innovation and problem-solving are encouraged

Agency leaders seek the views of employees at all levels

Management and employees work collaboratively to achieve outcomes

Empowerment and Inclusiveness

Organization recognizes that an inclusive workforce is a competitive advantage for achieving results

Organization works to meet the needs of employees of all backgrounds

Organization has declared a zero tolerance for discrimination

Organization strives actively to reduce the causes of workplace conflict

Organization ensures that conflicts are addressed fairly and efficiently

Unit and Individual Performance Linked to Organizational Goals

Organizational culture is results-orientedManagers are held accountableIndividual performance management is fully integratedClearly defined and consistently communicated

Next Steps: Responding to the ChallengeUsing all appropriate flexibilities available under current law while pursuing results-based people management.

Once shortcomings of existing flexibilities are realized, agencies should pursue additional, selective legislative opportunities for new strategic human capital management tools.

All interested parties should work towards more comprehensive for service reform.

HCM Glossary

Human Capital Strategy

A business strategy that links the competencies, motivations and satisfactions of its employees directly with drivers of value for customers, which in turn drives profitability for the enterprise. Human Capital decisions are guided by data-driven, results-oriented planning and accountability systems. The keys to a successful HCM strategy are process efficiencies, effective use of information technology and business metrics.

Talent Management

Identifying mission-critical values, competencies and talents needed in the current and future workforce. Clarifying the methods that will be used to recruit, hire, develop, manage and retain a high performing workforce.

Performance Culture

A diverse, results-oriented, high performance workforce, with a performance monitoring system that effectively differentiates between high and low performance and links individual / team / departmental performance to organizational goals and strategic objectives. Compensation is directly linked to performance.

HCM GlossaryHuman Capital

The sum of a company's employees including their skills, competencies, talents, creativity and know-how. Within each employee is the knowledge the company seeks to utilize.

Intellectual Capital

The sum of a company's ideas, inventions, technologies, knowledge, computer programs, patents, trademarks, designs, methods, systems, processes and publications. When codified, defined, written or committed to media form, the company's intellectual assets can be moved, leased, or sold. When these intellectual assets (IA) are legally protected we call them intellectual property (IP).

Structural Capital

The sum of a company's tangible assets including financial assets, buildings, machinery and equipment, manufacturing facilities, distribution channels and sales outlets.

Customer Capital

The sum of a company's customers including their names, contracts, contact databases, loyalty, satisfaction, references, testimonials and future revenues.

Berkarya untuk 1NDONESIA