Manoon Sunkunakorn · STRATEGIC HUMAN RESOURCES DEVELOPMENT & MANAGEMENT SELECTION PERFORMANCE...
Transcript of Manoon Sunkunakorn · STRATEGIC HUMAN RESOURCES DEVELOPMENT & MANAGEMENT SELECTION PERFORMANCE...
People Management in Digital
Disruptive World Manoon Sunkunakorn
Agenda • People Management and Development
• People Strategy to Align with Organization Direction
• Global Perspective in Changing and Disruptive World
• Case Study
• Q & Share
STRATEGIC HUMAN RESOURCES
DEVELOPMENT & MANAGEMENT
SELECTION PERFORMANCE APPRAISAL
DEVELOPMENT
REWARD
CORE
- FULLY UTILIZE
- FULLY DEVELOP
ROLE
- COMMUNICATION
- MOTIVATION
- LEADERSHIP
- POWER/INFLUENCE
Agenda • People Management and Development
• People Strategy to Align with Organization Direction
• Global Perspective in Changing and Disruptive World
• Case Study
• Q & Share
Human Capital Process and Business Alignment Defining the Solution
The key is to identify the right combination of human management processes,
programs and workforce solutions needed to improve an organization’s human
resource management capabilities. The management program should be
driven by business and workforces needs.
Productivity Quality Innovation Customers
Key Performance Drivers
Business Results
Human Capital Processes
Competency
Management
Career
Development
Performance
Appraisal Succession Planning Recruiting
Workforce
Planning
Workplace
Design
Rewards and
Recognition
Employee
Relations
Human
Capital
Strategy
Learning
Management
Knowledge
Management
Human Capital
Infrastructure
Human Capital Capabilities
Tier 1
Tier 2
Tier 3
Tier 4
Workforce
Performance
Ability to
Change
Employee
Engagement
Workforce
Adaptability
Talent
Management
Leadership
Capability
Human
Capital
Efficiency
Change
Management
Revenue
Growth
ROI or ROE
Total Return
to
Shareholders
Future Value
Managing People Beyond 2019 ….. Disruptive world, no shortage of talent, but focusing on develop
your people….
• Leading, Developing and Engaging of Talent
• Change and Transformation Management
• Innovative Workplace
• Employee Engagement
• Diversity Management
Recruitment & Selection
Management & Utilization Retention Learning &
Development Performance Management
Young Talent
Promotion from within
• Career Camp • Talent Scholarship • Excellence Internship Program Competency
Potential Evaluation
Learning & Development
Structure
Scholarship
Performance-based Pay
Performance Evaluation
Career Development
• Merit Increase • Promotion Adjustment • Salary Adjustment • Variable Pay
Market Leader in Compensation & Benefit
Challenging Job
Give Before Demand
High
High Low
Potential
Performance
1 2
3 4
Group 1 High Capability (Work) “C” and
High Acceptability (People) “A”
“C A” First For Promotable
Talent Development Process
Rotation
Management Development Committee
(MDC)
Mentoring & Backup
Source: Willis Towers Watson 2018
Transformation of Leadership
การเปล่ียนแปลง Change Management
ประสิทธิผล (Effectiveness)
= ทรัพยากร (Quantity) x การยอมรับ (Acceptability)
Benchmarking with our changes, how big of gap - 7S:
• Strategy
• Organization Structure
• Systems
• Share Value (Culture)
• Staff
• Skill (Capability Needed)
• Style of Management & Leadership
GAP ASSESSMENT
WHAT HAVE TO BE CHANGED: PEOPLE
•Knowledge
•Skill
•Attitude
BUILDING BLOCKS
L.A. Benningson
A Clear Shared Vision
Capacity for Change
Pressure for Change
Actionable First Steps
= CHANGE + + +
28/10/62 18 TMA-MDP
Managing People Beyond 2019 ….. Disruptive world, no shortage of talent, but focusing on develop
your people….
• Leading, Developing and Engaging of Talent
• Change and Transformation Management
• Innovative Workplace
• Employee Engagement
• Diversity Management
Contribution VS Satisfaction
Company’s success Personal’s role
Employee Engagement
21
Clarity of Company Direction
Leadership Role & Responsibility
Empowerment
Career Development
Quality of Work Life
Reward & Recognition
…Employee’s contributions, ethical concern, work with happiness are secretly influenced by the Power of Employee Engagement…
Drivers of Engagement:
•Leader’s Role & Responsibility
•Employee Perception of Job
Important
•Employee Clarity of Job Expectation
•Career Advancement /Improvement
Opportunities
•Effective Internal Employee
Communication
•Reward to Engage
DIVERSITY TODAY CONCLUSION
Agenda • People Management and Development
• People Strategy to Align with Organization Direction
• Global Perspective in Changing and Disruptive World
• Case Study
• Q & Share
Performance Management Model
VISION/MISSION
STRATEGIES
KEY PERFORMANCE INDEX
CORPORATE CULTURE
BUSINESS STRUCTURE
PERFORMANCE MANAGEMENT
JOB RESPONSIBILITIES
FIXED/VARIABLE REWARDS
CAREER PLANNING
SCG FACING SOME KEY
CHALLENGES
• Market share growth in Thailand are quite limited as
most businesses are already dominant players in their
respective markets → What is the growth platform?
• Competition shifts from domestic to regional or global
platform → Do our way of doing business still be valid?
• Present success came from manufacturing skills in
basic products → Is the current margin sustainable?
• Past reliance on technology infusion from JV partners
and equipment suppliers → Changes in culture needed?
Given all the challenges, what should SCG
do? Where/What to invest? We need a clear vision.
Go Regional
High-Value Products & Services
SCG : Innovative Organization
“We make a difference.”
คนท างานดว้ย
-หนึง่สมอง Head
-สองมือ Hands
-หวัใจ Heart
-สขุภาพกายและใจ Health
การสรา้งการยอมรบั (Acceptability)
สือ่สารCommunication
มีส่วนร่วม Participative
เชือ่ใจกนั Trust
ไดใ้จกนั Buy-in
HOW TO PRODUCE HIGH-VALUE
PRODUCTS & SERVICES?
Innovative Workplace
6
New Entry
Business Strategy HR Strategy
Aligning People to Business Strategy
Current Employees
HR System
Future Employee
SCG VISION
OUR PEOPLE… DRAWING THE FUTURE
• Share Values
• Appreciate the whole individual
• Encourage the openness and playfulness
• Celebrate successes
• Clearly communicate history
• Maintain intense customer focus
• Focus on trends
• Cross functional teams
The nine common characteristics of
innovative organizations
GROWTH FROM RESTRUCTURING
STARTED TO DECELERATED IN 2004
1990 1997 2004
JVs
Restructuring
1996
Why?
GO REGIONAL: FOCUS ON ASEAN
Why ASEAN?
OUR OVERSEAS EXPANSION
- Cement
- Petrochemical
- Building Products
- Paper
- Petrochemical
- Paper
- Petrochemical
- Building
Products
- Paper
- Building
Products
- Cement
- Building
Products
Cambodia
Indonesia Malaysia
Middle East Vietnam
Philippines
13
Proactive Staffing by recruiting
international staff and
reserving manpower for
expansion preparation
Aligning People to Business Strategy
Intensive Development Plan
by exposure opportunity,
overseas assignment,
training & development
Overseas Expansion
Set up Mobility Office
to take responsible for
the international staff
Secure HR System
To support business
expansion ; Competitive
remuneration,
International Career ,
Career Development
Global Citizen
Key Strengths Learning Environment: How is
learning related to creating new
ideas and making them happen?
Innovation Agenda: What role do
new ideas play in the big picture of
the organization?
Key Improvement
Large Scale Implementation:
How effectively are products,
services and processes carried out
on a large scale?
Aligned Organization: How does
the way we are organized affect new
ideas?
SCG International Co.
Opportunity Development: How
effectively are ideas converted to
actual products, services or
processes?
Innovation Development Project Survey
by Accenture
Idea Generation
Resource Allocation
Opportunity Development
Large Scale Implementation
Learning Environment
Knowledge Management
Aligned Organization
Innovation Agenda
Innovative Culture
Rewards & Recognition
74% / 81%
73% / 77%
70% / 80%
64% / 78%
87% / 86%
74% / 81%
66% / 80%
80% / 81%
78% / 85%
82% / 88%
0% 20% 40% 60% 80% 100%
SCG compared with international companies
SCG CURRENT CULTURE
Based on the management interviews and focus groups, the team
identified some key cultural characteristics common for all
5 Business Units.
“Everyone always talk about
openness and sharing new
ideas – but in reality nothing
happens.”
“People are risk-averse to
protect themselves – want to
make „safe‟ decisions.”
“Teamwork facilitates the
sharing of ideas and
knowledge.”
“Employees are disciplined
in the sense that they finish
what they are committed to.”
Teamwork
Disciplined
Systematic
4 Core Values
Brotherhood
Drivers Lack of Openness
Risk-Averse
Top-Down
Seniority
Comfort Zone
Hierarchical
Blocks
Conservative
Innovation Development Project Survey
16
Proactive Recruitment
for new competent ,
mid-career &
external innovators
Aligning People to Business Strategy
Value Added Products &
Services Link Performance Measurement, Rewarding System & Career Management
To innovative result
Strengthen competency based
& skill based development at a high level to build tech. experts as a
foundation for the innovative organization
Develop Appropriate
Retaining System For R&D Staff
Future
Perspective people
Create Learning Org., Knowledge
Management System in order to Shift Culture to
become Innovative Organization
17
INNOVATIVE CULTURE – BUILDING BLOCKS FOR THE NEW GROWTH
Innovative culture is a foundation of high-value added products & services….
Culture
(Inno-People)
Open Minded
Thinking out
of the Box
Assertive
Risk taking
Eager to
learn
R&D
Continuous
Improvement
Our own
technology
Own IP (Intellectual
Property)
+
High Value
Products/
Services
High value products and services
HUMAN RESOURCE MANAGEMENT MODEL
EMPHASIZES:
• Need to search for new ways of working
• Central role of managing in promoting change
• Treatment of workers as individuals rather than part
of a collective workforce
• Encouragement of workers to consider management as PARTNERS rather than as opponents – US and
US, rather US and Them.
HR SKILL IN 7 CRITICAL AREAS: KEY TO FUTURE SUCCESS IN THE PROFESSION AND WIDELY
PRACTICED BY 2025
This PhotoCC BY-SA
Agenda • People Management and Development
• People Strategy to Align with Organization Direction
• Global Perspective in Changing and Disruptive World
• Case Study
• Q & Share
CHANGE MANAGEMENT
MOPH
Manoon Sunkunakorn
July 5, 2019
This Photo by Unknown Author is licensed under CC BY-NC-ND
Effectiveness (E) = ประสิทธิผล Quantity (Q) = ทรัพยากร
Acceptability (A) = การยอมรับ
“Fit-for-purpose
is no longer good
enough. Organizations
and leaders need to
become fit-for-future.”
Melissa Swift
Global Leader for Digital Solutions,
Korn Ferry
Agenda • People Management and Development
• People Strategy to Align with Organization Direction
• Global Perspective in Changing and Disruptive World
• Case Study
• Q & Share
CHANGE MANAGEMENT
MOPH
Manoon Sunkunakorn
July 5, 2019
This Photo by Unknown Author is licensed under CC BY-NC-ND
Effectiveness (E) = ประสิทธิผล Quantity (Q) = ทรัพยากร
Acceptability (A) = การยอมรับ