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

1933
Established under the name
Levers Zeepfabrieken N.V.
in Angke, Jakarta

1982
Went public and listed 15%
shares on the Jakarta &
Surabaya Stock Exchange

1999
2008
Acquired Fabrics Conditioner Established the biggest
and Household Care
Skin Care factory in Asia
business
in Cikarang, Bekasi

1992
Entered
ice cream business

2000
Entered
soy sauce business

2010
Entered Baby
Personal Care product

2008
Entered
fruit juice business

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
20%

% Time, Effort, Cost

5%

Strategy

Strategy

HR
Transformation
25%

30%

Performance
Enhancement

Transactions

55%

Performance
Enhancement

Transactions

15%

Administration
40%

10%

Administration

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

HRs 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 HRs job

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
(HRS)

HRBP

Expertise Teams
(ET)

ROLES IN THE HR OPERATING

FRAMEWORK
HRBP

Expertise Teams

To partner with business

to build leadership
capability, organizational
capability and culture to
win in the market place

To provide functional
expertise through HR
solutions, to accelerate
growth of the business
and everyone in Unilever

People
To use self-service
functionality and tools and
receive HR services in line
with the HR Operating
Framework

HRBP

ET

People

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

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

Synthesis

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%
28,0%

30,00%
25,00%

Inflation

20,00%

17,0%
15,0%

15,0%

8,00%

8,00%

2015

2016

15,00%
10,0%
10,00%

8,4%

5,00%

6,96%

8,38%
6,00%
3,79%

4,30%

2011

2012

0,00%

2010

2013

2014

What is the impact to the company ?

Minimum Wages

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
6.Performance Culture

2.Building Indonesian
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,

YN

From

YT
R

c.c.

SR

Date

8th
Se
p
201
5
1

No. of pages

Subject

09.30

Financial Committee Meeting No. 9/2015

10th floor war room, 18th September 2015

Presentation:
*Koen Utomo Koesno Teguh
*Jessica Gaby

Koen
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