HR AS A BUSINESS PARTNER

Laksmi Tobing
HR BP Director Corporate Functions
Unilever Indonesia
My Name is Lala.Im an AREMA!
SEVERAL CAREER EXPOSURES IN
UNILEVER
UNILEVER INDONESIA
STRONG LOCAL ROOTS WITH 81 YEARS OF HISTORY

1999 2008
1933 2010
Acquired Fabrics Conditioner Established the biggest
Established under the name Entered Baby
and Household Care Skin Care factory in Asia
Levers Zeepfabrieken N.V. Personal Care product
business in Cikarang, Bekasi
in Angke, Jakarta

1982
1992 2000 2008
Went public and listed 15%
Entered Entered Entered
shares on the Jakarta &
ice cream business soy sauce business fruit juice business
Surabaya Stock Exchange
Our Vision :
To earn Love and Respect of Indonesia
by touching the life of every Indonesian everyday
You know us by our brands

We reach 100 % of Indonesia consumers

HR BUSINESS PARTNERING
REASON TO CHANGE
GET THE RIGHT PEOPLE ON THE BUS.
HR TRANSFORMATION

Old HR Role HR Today

% Time, Effort, Cost 20%

5% Strategy Strategy

HR 55%
Transformation Performance
25% Performance Enhancement
Enhancement

30% Transactions 15%

Transactions

Administration
40% 10%
Administration
BREAKING MYTHS ABOUT HR!
Current Myths We Need to
Break
People who like people work in HR
Anyone can do HR
HR deals with the soft aspects with
no KPIs
HR focuses on controlling costs
HRs job is to be the Policy Police
HR practises exist to make
employees happy
HR is full of jargons which keep
changing
HR is staffed by nice people
HR is HRs job
New Realities We Need to Usher
People who make business more competitive work in
HR. HR is not a social retreat to make employees happy.
HR is a research based function. It is easy to understand,
difficult to do. It needs skills & strength of character.
HR has clear KPIs (lead or lag measures) impacting
business
HR adds value not just reduce costs
Managers own compliance not HR. HR sets up systems
to track compliance
HR practises help business win in market place
HR is simple with less jargon, consistent & aligned to
business needs
HR people are challenging as well as supportive firm
and fair
People Management is everyones responsibility. HR is
as important to line managers as are finance, strategy
etc
HR OPERATING FRAMEWORK

Unilever HR requires a comprehensive change in roles, technology and

processes to successfully improve HR Services.

People

HR SERVICES
HRBP (HRS)

Expertise Teams
(ET)
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
HRBP
People
People
To use self-service
functionality and tools and
receive HR services in line
with the HR Operating
Framework
Expertise Teams
To provide functional
expertise through HR
solutions, to accelerate
growth of the business
and everyone in Unilever
ET
HRS
HR Services
To provide admin and
transactional support as per
agreed service agreements
and enable implementation
of processes
HR TRANSFORMATION : MINDSET AND
ATTITUDE CHANGE

NOWADAYS -> HRBP: ACTIVE AND DYNAMIC

OLD DAYS HR IN A COCOON : PASSIVE

HR BUSINESS PARTNERING
ITS ABOUT ..

Aligning HR Strategy to
Business Strategy
 TALENT AND ORGANIZATION REVIEW

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
EXTERNAL SCAN
AVAILABILITY OF RIGHT TALENTS
MINIMUM WAGES INCREASE
35,00%
30,0%
30,00% 28,0%

25,00%
Inflation

20,00%
17,0%
15,0% 15,0%
15,00%
10,0%
10,00% 8,4%

8,38% 8,00% 8,00% Minimum Wages

5,00% 6,96%
6,00%
3,79% 4,30%
0,00%
2010 2011 2012 2013 2014 2015 2016

What is the impact to the company ?

Link it with Business strategy
COMPANY GROWTH AMBITION....

x bn xx bn xxx bn

2007 2012 2015

Grow bigger faster.

Translate it into HR Agenda
 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 Indonesias 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
TRANSLATING THE CHALLENGE INTO
HR AGENDA
1.Steady talent pipelines :
-Talent development
-Talent Retention
2.Building Indonesian
6.Performance Culture
Global Leaders

4.Productivity benchmark 3.What are the biggest

and improvement skills / competency gap
5.Simplification of ways
of working
HRBP ROLES AND PROFILES
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.
29
MY PERSONAL LEARNING
MULTIPLE ROLES
PROTECT VS SERVE
PEOPLE AGENDA ON TOP OF
BUSINESS AGENDA
Memo
To ASF, BS, BTR, JF, LA, RF, SH, TIM, From YT
YN 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 Presentation:
*Koen Utomo Koesno Teguh Koen
*Jessica Gaby Gaby

10.30 People LA

12.00 Lunch

13.00 Business update All

14.00 SEAA FLT detail visit YTR

14.30 AP2016 JF

15.30 ZBB BS

16.00 AOB All

GO BEYOND HR THINGS..
SPEAK BUSINESS LANGUAGE
Thank
You