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
สมัครสมาชิก:
ส่งความคิดเห็น (Atom)
ไม่มีความคิดเห็น:
แสดงความคิดเห็น