PT PERTAMINA (PERSERO) Direktorat Sumber Daya Manusia dan Umum
DEVELOPING HR AGILITY IN FACING VUCA ENVIRONMENT
Team 14 : Mohammad Zuhroni, Gusman Adiwardhana, Deni Saputra
Jakarta, HR Summit 5-6 Oktober 2016
RAHASIA DAN PROPRIETARI Dilarang untuk menyebarluaskan tanpa seijin pemilik original dokumen – TEAM 14
Contents
Understanding VUCA Pertamina Success Story Developing HR Agility in Pertamina 5 Essential Programs
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What is VUCA?
| 2
VUCA, where did it came from? Background
Definition
Deal with a challenging battle scape
Business Leaders face a similar challenges in a dynamic landscape
| 3
VUCA has hit all industries, force big corporates to take actions
New Technology
New Business Model
New Oil Price
V U C A
Agility Process : Observe – Orientation (gap analysis) - Decision – Action | 4
Contents
Understanding VUCA Pertamina Success Story Developing HR Agility in Pertamina 5 Essential Programs
| 5
“$50 is the new $100”, Oil and Gas Companies are struggling to survive..
Source: News Broadcast / Internet
| 6
We kept our projects running, to ensure we reach our vision in 2025
Performance H1-2016 (US$ milyar) Revenues
- 21%
Net Profit
+ 221%
COGS & OPEX
- 31%
Income from Operations
+ 111%
EBITDA
+ 74%
EBITDA Margin (%)
Source: News Broadcast / Internet
vs. H1-2015 %
+ 101%
| 7
Contents
Understanding VUCA Pertamina Success Story Developing HR Agility in Pertamina 5 Essential Programs
| 8
Scenario Planning was developed to opt plausible scenarios and implications in the new environment Oil Price High
Indicators: Operating Revenue > Cost Cash flow Normal Profit Gain on Target Crude Price Normal
Indicators: Operating Revenue = Cost Low to No Cash flow Profit Gain > 50% - 90% from Target Crude Price ≥ 35
Operational Cost High
Operational Cost Low
Indicators: Operating Revenue = Cost Low Cashflow Profit Loss Crude Price > 20 - 35
Indicators: Operating Revenue ≤ Cost No Cashflow Profit Loss Crude Price ≤ 20 Oil Price Low
where we are now
Source: Team Brainstorming
| 9
5 Steps to transforming Pertamina HR strategic role in VUCA environment
Company Vision 5 Strategic Pillars Scenario Planning during VUCA
1 Clearly Define Business Strategy
Why & How can HR support strategy? Data analytics on talent support (resources) Turning Cost center to Profit Center
2 Build a Business Case & Strategy Map
3
Design HR Deliverables Efficiency mindset/culture, Commercial aspect, Talent deployment, VUCA leadership
Identify HR Deliverables
4
Aligning programs to support HR Deliverables Design the new “HR Themes to support business strategy”
Align the HR Themes (architecture) with Deliverables
5 Design measurement system
Source: adopt as reference from The HR Score Card, Linking People Strategy – Dave Ulrich
| 10
HR Themes was developed to Engage with Business Strategy and instantly create Business Impact Vision : To be A Worl Class Energy Company Mewujudkan Ketahanan Energi Nasional
1
2
Pengembangan Sektor Hulu
3
Efisiensi Di Semua Lini
Peningkatan Kapasitas Kilang
4
5
Pengembangan Infrastruktur & Marketing
Perbaikan Struktur Keuangan
HR Themes to Support Business Strategy Efficiency Culture Melakukan analisa dan review struktur biaya SDM untuk menghasilkan Efisien HR
Commercial Gain Peningkatan kualitas dan added value produk HR berdasarkan prinsip-prinsip komersial
Empowering & Talent Deployment
Meningkatkan kapabilitas dan produktifitas Pekerja terutama yang berhubungan langsung dengan kebutuhan 5 pilar efisiensi
HR Governance & Business Process Optimasi Strategic Business Partner, Center of Excellence (CoE), dan Admin Expert
VUCA Leadership Meningkatkan awareness Leaders dalam menghadapi kondisi crisis global (VUCA)
Source: Team Brainstorming
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Contents
Understanding VUCA Pertamina Success Story Developing HR Agility in Pertamina 5 Essential Programs
| 12
Project Visibility Dashboard to Achieve Efficiency up to IDR 900 M & Other Resources that has Commercial Aspect HR Efficiency Program
Proposed Programs
High Medium
Low
Commercial GainGain Commercial Mindset Changes
Cost Impact (IDR) Performance Appraissal
1. Incentive Management
500 M
2. Organization Streamlining
141 M
3. New Pre Employment Scheme
70 M
4. Medical Expense Reduction
187 M
5. Overtime Control
̴1M
6. Travel Expense Reduction
̴ 6M
7. Tax Voluntary to Zakat
2M
Knowledge Management System
Total
I-AM (Information About Me)
Our Expert
Potential Users :
̴ 900 M
Source: Team Brainstorming *Assumption; **High: Internal Function HR, Med: HR with BoD, Low: HR, BoD and Business Function
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Pertamina’s Approach to Accelerate Capabilities Based on Business Needs Upstream
Refinery
Marketing
Finance
ISC – Procurement – ICT – Corp
M&A Leadership Program
Joint Venture Academy
Losses Improvement Management Program
Funding Management Program
Stake Holder Management Program
HR Strategic Partner Dev Program
Upstream Global Talent Development Program
Operational Management Leadership Program
International Client Development Program
Risk & Investment Management Program
Crude Oil Buyers Academy
In-house Purchasing Dev Program
Renewable Energy Development Program
Reliability Academy
B2B Salesmanship Academy
Cash flow Management Program
Corporate Audit Staff Dev Program
HSE Leadership Development Program
Upstream Engineering Dev Program
Refinery Engineering Dev Program
Marketing & Trading Dev Program
Financial Management Program
ICT Leadership Development Program
VUCA LEADERSHIP DEVELOPMENT PROGRAM
Source: Team Brainstorming; Discussion with HR BP
| 14
HR Governance as enabler of HR Deliverables creation HR Leader Strategi Human Resources Arahan Stratgei
Business Leader
Kebutuhan Bisnis • Man Power • Pembinaan • dsb
Business Partner
Input/Inisiatif solusi bisnis
Input/Analisa Permasalahan
Employee at Central Location
HR Transaksional
Central HR Operation Sentralisasi Transaksional HR
HR Policy / HR Solutions
Center of Expertise - Strategic HR - People Management
Employee at Region Lokal Transaksional HR
Source: Team Brainstorming
Local Business Partner / Operations
Komunikasi Antar Fungsi Input berupa Inisiatif / Hasil Analisa Arahan (Direction)
|
How we develop our Leaders in VUCA Environment VUCA Definition Volatility Perubahan kecepatan, jumlah, besaran cakupan yang tidak dapat diprediksi. Volatile dapat juga diartikan sebagai pergolakan (turbulence).
Uncertainty
Complexity
Ambiguity
Ketidakmampuan dalam melakukan prediksi terhadap isu dan kejadian
Kesulitan dalam memahami permasalahan dan proses mitigasi faktor – faktor penyebab masalah (faktor internal & eksternal)
Kurang dapat memahami kejelasan tentang arti dari suatu peristiwa (penyebab dan siapa, apa, di mana, bagaimana dan mengapa hal tersebut terjadi (yang) tidak jelas dan sulit untuk dipastikan
Key Behaviors for VUCA Leaders Memiliki pandangan yang jelas mengenai apa yang akan dicapai oleh perusahaan dalam waktu 3 – 5 Tahun dalam kondisi bisnis yang tidak pasti (seperti melemahnya kondisi ekonomi, munculnya pesaing baru)
Understanding
Memiliki kemampuan untuk melihat dan mendengar secara lintas fungsi atau area keahlian untuk mendapatkan kondisi – kondisi ketidakpastian yang mungkin dihadapi
Clarity
Kemampuan serta kecepatan dalam mencari dan mengumpulkan informasi yang detail terkait kekacauan yang sedang terjadi
Agility
Kemampuan untuk melakukan komunikasi lintas organisasi / fungsi dan secara cepat bertindak untuk membuat solusi – solusi dari permasalahan – permasalahan yang muncul
Source: Team Brainstorming; Internet; Pertamina Leadership Model)
Visionary Leadership VUCA Behaviors in Pertamina
Vision
OUR FOCUS
Strategic Decision Making
Information Monitoring Innovation ; Change Leadership |
We Need to Reinforce Key Behaviors that highly correlate with VUCA themes for Pertamina Leaders VUCA Behaviors VUCA Capability Building for Leader
Average of Leadership Competencies (Dummy Number) AP
2,14
0,86
3,00
M&EI
2,07
0,93
3,00
INN
2,04
0,96
3,00
SL VL
2,30
0,70
2,38
3,00
0,62
3,00
Programs
Leadrship Competencies
• Innovation
Short
• Lead a New Product Launch
V U C A
• Strategic
• Proposal for New
• Involve in Crisis Mgt
• Change
• Cost Cutting Project
Team
2,48
0,52
3,00
CL
2,52
0,48
3,00
Leadership
• Information •
2,60
0,40
3,00
CA
2,65
0,35
3,00
CF
2,70
0,30
3,00
BBP
2,75
0,25 3,00
Monitoring
• Manage group in an expanding BU
• Lead Forming a JV
Policy, Process, etc
Leadership • Decision Making
SDM
IM
Mid
• Liquidation of a business
• Manage low performing people
Present a Proposal of some Consequences
• Interface between consultant and org.
Focused on VUCA Behavior on Pertamina Leadership Journey Penambahan modul VUCA pada Leadership Long Term
BT
2,90
training dan Tema VUCA dalam project assignment
0,10 3,00
Ø 3,00 AP M&EI INN SL VL SDM CL
: Aligning Performance for Success : Marketing & Entrepreneurial Insight : Innovation : Strategic Leadership : Visionary Leadership : Strategic Decision Making : Change Leadership
IM CA CF BBP BT
: Information Monitoring : Commercial Acumen : Customer Focused : Building Business Partnership : Building Trust
Source: Team Brainstorming; Internet; Pertamina Leadership Model)
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