This document discusses the role of HR transforming into a business partner. It provides details on Unilever Indonesia's history and vision. It outlines how HR has shifted from transactional tasks to a strategic focus on talent, organization, skills and culture. The document discusses diagnosing business needs through stakeholder interviews and external scans. It provides an example of translating business goals into an HR agenda focused on talent pipelines, leadership development, skills gaps, productivity and ways of working. Finally, it discusses the roles and mindset needed of HR business partners in serving business priorities.
4. UNILEVER INDONESIA
STRONG LOCAL ROOTS WITH 81 YEARS OF HISTORY
1933
Established under the name
Lever’s Zeepfabrieken N.V.
in Angke, Jakarta
1982
Went public and listed 15%
shares on the Jakarta &
Surabaya Stock Exchange
1992
Entered
ice cream business
2000
Entered
soy sauce business
2008
Established the biggest
Skin Care factory in Asia
in Cikarang, Bekasi
1999
Acquired Fabrics Conditioner
and Household Care
business
2008
Entered
fruit juice business
2010
Entered Baby
Personal Care product
5. Our Vision :
“To earn Love and Respect of Indonesia
by touching the life of every Indonesian everyday”
6. You know us by our brands
We reach 100 % of Indonesia consumers
11. BREAKING MYTHS ABOUT HR!
Current Myths We Need to
Break
New Realities We Need to Usher
People who like people work in HR People who make business more competitive work in
HR. HR is not a social retreat to make employees happy.
Anyone can do HR HR is a research based function. It is easy to understand,
difficult to do. It needs skills & strength of character.
HR deals with the soft aspects with
no KPIs
HR has clear KPIs (lead or lag measures) impacting
business
HR focuses on controlling costs HR adds value not just reduce costs
HR’s job is to be the Policy Police Managers own compliance not HR. HR sets up systems
to track compliance
HR practises exist to make
employees happy
HR practises help business win in market place
HR is full of jargons which keep
changing
HR is simple with less jargon, consistent & aligned to
business needs
HR is staffed by nice people HR people are challenging as well as supportive – firm
and fair
HR is HR’s job People Management is everyone’s responsibility. HR is
as important to line managers as are finance, strategy
etc
12. HR OPERATING FRAMEWORK
People
HR SERVICES
(HRS)
Expertise Teams
(ET)
HRBP
Unilever HR requires a comprehensive change in roles, technology and
processes to successfully improve HR Services.
13. ROLES IN THE HR OPERATING
FRAMEWORK
HRBP
To partner with business
to build leadership
capability, organizational
capability and culture to
win in the market place
ETHRBP
HRSPeople
Expertise Teams
To provide functional
expertise through HR
solutions, to accelerate
growth of the business
and everyone in Unilever
HR Services
To provide admin and
transactional support as per
agreed service agreements
and enable implementation
of processes
People
To use self-service
functionality and tools and
receive HR services in line
with the HR Operating
Framework
14. HR TRANSFORMATION : MINDSET AND
ATTITUDE CHANGE
OLD DAYS HR IN A COCOON : PASSIVE
NOWADAYS -> HRBP: ACTIVE AND DYNAMIC
18. Diagnostics Synthesis Move to Action
• Stakeholders interviews : understand their priorities,
business challenges and HR support required
• External Scan
• Business ambition
• Hypothesis on company strengths and gaps to be closed in the area of
• Talent
• Organization
• Skills
• Culture
• Synthesis : data analysis to sharpen the proposal
• Translate it into Action Plan
TALENT AND ORGANIZATION REVIEW
26. THE TRANSLATION INTO HR AGENDA
• Speed of business acceleration is getting faster , pose a challenge
for talent and organization to cope with the changes
• Growing Indonesia’s economy invites multi national competitor and
acceleration of local coy , require different capability and led to
talent war
• Rising cost especially wages and energy , a wake up call for
productivity improvement
• Multi categories , matrix organization and complex infra structure
requires efficient and effective ways of working
27. TRANSLATING THE CHALLENGE INTO
HR AGENDA
1.Steady talent pipelines :
-Talent development
-Talent Retention
2.Building Indonesian
Global Leaders
3.What are the biggest
skills / competency gap
6.Performance Culture
4.Productivity benchmark
and improvement
5.Simplification of ways
of working
29. 29
HRBP Roles
Work with Line Managers to:
Ensure organisational structure is aligned to business needs
Develop rigorous succession planning.
Ensure team have the right experience/s for business.
Identify key roles and people – develop retention strategy and maintain
minimal turnover
Develop people – identify skills/competencies gaps that need to be developed
and deliver right learning and development.
Manage performance management.
Ensure you have the right people in the right
jobs with the right skills doing the right thing –
your function is fit to compete.
34. PEOPLE AGENDA ON TOP OF
BUSINESS AGENDA
Memo
To ASF, BS, BTR, JF, LA, RF, SH, TIM,
YN
From YT
R
c.c. SR Date 8th
Se
p
201
5
No. of pages 1
Subject Financial Committee Meeting No. 9/2015
10th floor war room, 18th September 2015
09.30
10.30
12.00
13.00
14.00
14.30
15.30
16.00
Presentation:
*Koen Utomo Koesno Teguh
*Jessica Gaby
People
Lunch
Business update
SEAA FLT detail visit
AP2016
ZBB
AOB
Koen
Gaby
LA
All
YTR
JF
BS
All
