Human resources management blueprint

Human Resources Management for

Social Innovators

April 2015

Authors: Leo Arifin, Melina Subastian, Serlina Wijaya, Archie Anugrah

Forum for Indonesia 2

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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


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Melina Subastian Biography


• 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


• 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


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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


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Archie Anugrah Biography


• 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


• 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


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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.


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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

Turnover Retaining Talent Workforce Planning &

Recruitment

Alignment to Organization Vision, Mission & Values People In People Out

Source: Team Analysis


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Table of contents

Employee Engagement and Retention Program 3

1 Strategic Workforce Planning

2 Effective Recruitment Cycle

Responding to Turnover 4


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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


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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


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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


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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


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Notes:

• Specify the

qualifications

per category

or aspect

needed for

each position

in the

organization

Recruitment Strategy : competency model

EXAMPLE


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Table of contents

Employee Engagement and Retention Program 3

1 Strategic Workforce Planning

2 Effective Recruitment Cycle

Responding to Turnover 4


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