Criteria for Internal Move or Promotion

1. Ability to delivery results
2. Balance of strngths and weaknesses
3. Potential and capacity to learn new skills
4. TYeam skills, attitude, Character, and values
5. True personality, commitment, and motivation

Source: Lou Adler, Hire with your Head, John Wiley $ Sons. Inc, 2007

Traditional Job Descriptions versus Performance Profiles for a Product Manager

Traditional Job Descriptions

Experience and Skills
1. BS degree, MBA a plus
2. 5 years of experience in consummer products
3. Srong market research
4. Heavy Web analytics experience
5. Good team skills a must

Performance Profiles

Desired Results, Deliverables
1. Upgrade the product marketing and new product launch process.
2. Develop new online and direct description channels.
3. Prepare a comprehensive competitive analysis report in the first month.
4. Lead mssiave build up in online and multimedia advertising programs.
5. Cordidate all product launch activities with procurement and distribution.

Source: Lou Adler, Hire with your Head, John Wiley $ Sons. Inc, 2007

4-Step Performance-based Hiring

1. Performance Profiles: Writing compelling job descriptions that describe real job needs, not ads that emphasize skills and qualifications.

2. Talent Centric Sourcing: Design every aspect of sourcing to attracting top people, which includes where you place the executing job decriptions, how you design the career web site, how you get referrals, and when you make phone calls.

3. Evidence-based Interviewing: Organize the interview to assess competency and create opportunitity at the same time.

4. Integrated Recruiting: Making recruting, negotiation offers, and closing a natural, integrated part of each step in the hirimng process.

Source: Lou Adler, Hire with your Head, John Wiley $ Sons. Inc, 2007

The 10-Factor Candidate Assessment

Factor
General Evaluation Summary (Technical, Motivation, Cooperation, Viewed by team, Impact on team, planning, Promotability)

1. Technical Skills & Abilities (Basic Knowledge, Application, Creative, vision, Learning ability, Professionalism)

2. Motivated to Do the Work Required (Energy, Focus, Commitment, Initiative, Work-ethic, Self-developemnt)

3. Team Skills (EQ) with Comparable Groups (Cooperative, Motivate, Assertiveness, Siciability, Influence, Leader others)

4. Appropriate Problem Solving & Thinking (Intelligence, Cause-effect, Analysis, Logic, Insight, Process approach)

5. Achieved Comparable Results (Decision-making, Execution, Achievement, Commitment, Experience)

6. Planning & Executing Comparable Work (Organization, Planning, Workflow, Decision-making, Tough-minded, Vision)

7. Environment & Cultural Fits (Decision-making, Personality, Pace, Attitude, Team skills)

8. Trend of Growth Over Time (Ambition, Goal-orientation, Commitment, Respnsibility, Dedication, Carreer focus)

9. Charactor & Values (Honesty, Integrity, Professionalism, Responsibility, Commitment)

10. Potential and Overall Summary (Combo of ability, team skill, Management, capacity to grow, vision)

Note

Score
Level 1 Unqualifieed,
Level 2 Less Qualified
Level 3 Fully Qualified
Level 4 Highly Qualified,
Level 5 Super Star


Source: Lou Adler, Hire with your Head, John Wiley $ Sons. Inc, 2007

Human capital management as a high level strategic input to the business

ITU Regional Human Capacity Development Forum for Asia Pacific
Bandar Seri Begawan, Brunei Darussalam
14-16 December 2009

Session 1: High level Panel on Human Capacity Development Challenges: A Strategic Perspective

Thusanai Piarabutr, SEVP, TOT

Key theme 3 Human capital management as a high level strategic input to the business


In recent times, we have witnessed the increase stress on Human Capital Management and HRM Divisions at strategic level than at administrative level.

1. How does the human resources strategic plans fit into the broad institutional strategy?

How HR Department add value to the firm performance. CEO and top management have skeptical how HR can add value to the firm.

Agenda
Factor affecting Telecom/ICT Providers
Linkage Strategy, HR, and Performance
HR Architecture
Flow of Strategies
HR Common Findings in Telecom Providers
HR Pay Distortion
Understanding Broadband Internet Infrastructure

Factor affecting Telecom/ICT Providers
1. Internet and Mobile Technologies
2. Financial
3. Policy and Regulation

Linkage Strategy, HR, and Performance
Corporate Strategy
Top management focus
Clearly articulated
Well understood

HR Strategy and Implemention Challenges
1. New skills
3. Leadership crisis
4. Retention
5. Development
6. Recruiting
7. Commitment
8. Compensation

Firm Performance KPI
1. Employee Turnover
2. Sales per employee
3. Market value to Book value
4. ROE



The HR Architecture as strategic Asset

The foundation of a strategic HR role is the three dimension of the “value chain” represented by the firm’s HR architecture: the system, and employee behaviors.

1) The HR Function: HR Strategic Competencies

Most HR managers were very proficient in the delivery of traditional or technical HRM activities (such as recruiting, compensation, and benefit), but much less so in delivering strategic HRM capabilities. HR managers were particularly limited in their ability to translate strategy and operational goals into actionable HR goals, and subsequently to implement that goal. The competencies that HR managers need to develop and ones that have the great impact on firm performance—are business and strategic HRM competencies.

2) The HR System: HR System Alignment & Effectiveness


The High-Performance Work System (HPWS) is designed to maximize the overall quality of human capital through the organization. To build and maintain a stock of talent human capital, an HPWS does the following:

- Link its selection and promotion decisions to validated competency models;

- Develops strategic that provides timely and effectively and effect support for the skills demanded by the firm’s strategy implementation; and

- Enacts compensation and performance management policies that attract, retain, and motivate high-performance employees.

The above items are vital steps in improving the quality of employee decision-making throughout the organization—something that make good business sense as traditional command-and-control management models increasingly go out of fashion. In short, for HR to create value, a firm needs to structure each element of HR system away that relentlessly emphasizes, supports, and reinforces a high-workforce.

3) Strategic Employee Behavior
The strategic behaviors can be classified into two general categories. The first would be the core behaviors that flow directly from behaviors core competencies defined by the firm. These are behaviors that are considered fundamental to the success of the firm, across all business units and levels. The second are situation-specific behaviors that are essential at key points in the firm’s or business unit’s value chain. An example of these later behaviors might be the cross-selling skills required in the branch of a retail bank.

Integrating a focus on behaviors into an overall effort to influence and measure HR’s contribution to firm performance is a challenge. Which ones are important? How should they be “manage”? We need t o keep a few points in mind.

First, the importance of the behaviors will be defined by their importance to the implementation of the firm’s strategy. Understanding how people and process within the firm actually create value is the firm step. That analysis will reveal both the kinds of behaviors that are generally required throughout the firm and those with specific value at key points in the chain.

Second, it’s essential to remember that we don’t affect strategic behaviors directly. They are the end result of the larger HR architecture. Especially important is the influence of an HR system that is aligned with the firm’s strategy.

Flow of Strategies
Today: Network strategy-->Product strategy-->Marketing strategy
Tomorrow: Marketing strategy-->Product strategy-->Network strategy

Common Findings in Telcos1. Insufficient customer focus
2. lack of managerial and leadership skill
3. Inadequate listening to their clients
4. Poor Performance and compensation
5. People aren’t accountable
6. Staff are not adequately informed
7. Poor Knowledge Management
8. Too may support staff, obsolete skill

Pay Distortion

Understanding Broadband Internet Infrastructure

Insert Broadband infrastructure here

2. What type of strategies is we examined and what are the implementing challenges?

HR Competencies
HR System and alignment
Employee behavior

HR Competencies: We have to develop HR manager to understand industry and business. Competencies such as selling, customer services, network installation and maintenance must be improved.

HR system: we have to link performance to reward. By alignment of employee KPI with manager, KPI of managers with VP, VP with SEVP and SEVP with CEO, and CEO with the board.

Employee behavior: We have to develop soft skill such as beliefs and culture of execution. To develop beliefs and culture of execution, many firms have links performance and reward. But Culture has not been change. The problem is what we called the Emotion Fortitude. Leaders and managers have not comfortable to candid evaluation. As a result, nonperforming and perform staff can receive no different of compensation. Moreover, Firm find jobs for nonperforming. That confuses the firm. After all, firm results in poor performance.


Brian E. Becker, Mark A. Huselid, Dave Ulrich, The HR Scorecard: Linking people strategy, and performance, Harvard Business School Press, 2001

Human Capital Management during financial Crisis

ITU Regional Human Capacity Development Forum for Asia Pacific
Bandar Seri Begawan, Brunei Darussalam
14-16 December 2009

Session 1: High level Panel on Human Capacity Development Challenges: A Strategic Perspective

Thusanai Piarabutr, SEVP, TOT

Key theme 2 Human Capital Management during financial Crisis

While such financial crisis pose significant challenges to the ICT Sector, they have also been known to promote innovation; both Google (1998 Financial Crisis) and Skype (2003 dot com slump) came out as disruptive technologies during previous crisis. Companies are also known to have strategies to use the spare workforce to promote R&D during the slump.

Comments

In the Telecom world: After Enron, a fast going energy company, files for Chapter 11 in year 2001, the largest bankruptcy in U.S. history to date. In 2002, WorldCom, one of the largest of U.S. telecom company discloses accounting fraud, declare bankruptcy.

As a result of the collape of two companies, many firms all over the world including TOT has focused on corporate governance or corporate responsibility.

During 2003-2006, Governance Chapter has been written and practised in many firms after the Sabane-Oxley regulation. In addition, Telco which facing declining of revenue from fixed line have change strategy on the Internet and NGN. They hope that Internet and mobile phone will be the drivers of future growth and add value to shareholders. In addition, they are now starting implementation NGN infrastructure and hope that NGN will reduce OPEX.

Reduce of headcount is not easy in Asia, Early retirement can help some. Therefore, we turn the threat of many workforces into opportunities by adding new skills such as selling and move them to new growth areas such as Mobile (3G) business and high speed Internet. We enter into game online business which we can use our existing Internet Infrastructure and call center to support this business.

As the H1N1 is a global crisis and violent issues happen in some areas, more mobile phones and Internet have been used for communication and education. The internet bandwidth have been increased from very small amount in 2000 to 250 Gbps for domestic internet traffic and 70 Gbps for international bandwidth (as of November, 2009). The revenue has been shift from that of fixed telephone to mobile phone and internet.

Source: Newsweek, December, 2009

Talent Management and retention

ITU Regional Human Capacity Development Forum for Asia Pacific
Bandar Seri Begawan, Brunei Darussalam
14-16 December 2009

Session 1: High level Panel on Human Capacity Development Challenges: A Strategic Perspective

Thusanai Piarabutr, SEVP, TOT

Key theme 1 Talent Management and retention

Innovation is happening much faster fueling the demand for talent Management. Under these circumstances, it has become much more important for employers to think about talent management rather than human resources management. Talent retention and human capital management are moving up their ranks to be strategic partners rather than administrators.

1. How do we manage all this?
2. How to stop talent from moving out?

1. How do we manage all this?

We have no doubt about why we need talent. Because any company that has very good players will have more opportunities to win the competition. In addition, we are now living in a period of time that characterized by Speed, innovation, short cycle time, quality, and customer satisfaction. This is highlighting the importance of intangible assets, such as brand recognition, knowledge, innovation, as well as talent.

A successful company, they seek the talent at the day one. But before the company recruits talent, the company should identify what competencies that the firm is looking at. Suppose that, your firm doesn’t start seeking talent at day one, ask ourselves that how we identify talent. This is a critical step. Most firms run talent management program and fail. There are many reasons why that the talent management is failure. The major reason is how to identify the right people. They fail because they use the result of individual performance as one criteria to identify talent as a result the firm get the wrong person because manager don’t have emotional fortitude to give honest feedback.

Even you identify right people; your firm may have weak HR system such compensation and talent development program. In many cases, talent program create a bad climate to the workplace.

Before run the Talent program, your firm should have strong HR architecture. I recommend running talent by recruiting and developing, if your firm is still in the process of developing effective HR architecture.

To recruit talent, you have to use HR assessment tool such as personality test, skill test, interview and long discussion with the applicants.


2. How to stop talent from moving out.


To stop them moving out, the HR architecture should be well developed. The HR architecture includes three major components. First, HR function such as competencies, Second, HR system such as compensation and alignment, and third the employee behavior require for implement strategy.



3. To be a partner, HR managers must understand the firm’ strategy; that is, its plan for developing and sustaining an advantage in the marketplace.

The evolutions of HR as strategic asset are as follows.

The personnel perspective: The firm hires and pays people but doesn’t focus on hiring the very best or developing exceptional employees.

The compensation perspective: The firm uses bonus, incentive pay to reward high and low performers. But it doesn’t fully exploit the benefits of HR as strategic asset.

The alignment perspective: Senior managers see employees as strategic asset, but they don’t invest in overhauling HR’s capabilities. Therefore, the HR system can’t leverage management’s perspective.

The high-performance perspective: HR and other executives view HR as a system embedded within a large system of the firm’s implementation. The firm manages and measures the relationship between these two systems and firm performance.


To design a measurement system that HR is impact on business performance, HR must focus on how HR can play a central role in implementing the firm’s strategy. With a properly developed strategic HR architecture, managers throughout the firm can understand exactly how people can create value and how to measure their value-creation process.

Brian E. Becker, Mark A. Huselid, Dave Ulrich, The HR Scorecard: Linking people strategy, and performance, Harvard Business School Press, 2001