Wanting to contribute is not enough. "HR needs to know what specific competencies are most valued by those who use their work." Dave Ulrich, 2016

1. Competencies of HR as A Business Partner for
Organizational Agility Champion
www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital –
hipotest.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja
Organisasi dan SDM (KPKOS) Dewan Pengawas BPJS
Ketenagakerjaan
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi
perubahan, DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas
Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang
MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Mathematics: Cryptology sekolah ikatan dinas Akademi
Sandi Negara

3. Wanting to
contribute is not
enough.
HR needs to know
what specific
competencies are
most valued by
those who use
their work.
Dave Ulrich, 2016

4. Phases of Industrialization
Integrasi kreativitas
dan inovasi pikiran
manusia dengan
proses industri yang
maju, modern, dan
digital, dimana
terhubung dengan
umpan balik secara
langsung.
Personalisasi produk.
Kepuasan pelanggan
yang Utama akan
terbuka produk-
produk baru.
Volatility Uncertainty Complexity Ambiguity

5. Worley dan Lawler (2010): Organisasi harus tuntas memahami esensi bisnisnya
dan focus pada fleksibilitas di setiap unit proses bisnisnya, menyelaraskannya
secara dinamis untuk mendukung adaptabilitas dalam mencapai tingkat kinerja
yang tinggi (dalam Wicaksana, 2020)
Perubahan yang semakin
sering terjadi
Ketidakmampuan kita
dalam memahamiapa
yang sedang dan akan
terjadi di lingkup bisnis
kita
Organizational
Agility
Semakin banyak factor
penyebab terjadinya
permasalahan dan banyak
factor yang masih belum
diketahui
Informasi yang ada semakin
sulit dipahami bahkan belum
banyak rujukannya di berbagai
pengalaman masa lalu

6. 5 Major Trends (Reference: Scott DeRue)
And the new Low Touch Economy accelerates all…

7. Agile Organizations Are
Emerging As The New
Dominant Organizational
Paradigm
https://www.mckinsey.de/~/media/McKinsey/Locations/Europe%20and%20Middle%20East/Deutschland/Publikationen/2018%20Compendium/The%20five%20trademarks%20of%20agile%20organ
izations/kompendium_05_org.ashx

8. HR VALUE
PROPOSITION
HR creates value by increasing
the performance and agility of
the talent (human capital) and
culture (organizational
capability) of the organization.
What types of competencies
do HR professionals need do
delivery the value
propositions?
- Dave Ulrich, 2016

9. 4 Evolutions of HR: Where are you now?
Time
HREvolution

10. Evolution of HR Competencies
Business
knowledge
Trusted business
partner with personal
credibility
Responsible for
culture – architects in
how organizations
think and behave
Provide “strategic
contribution.” HR
needs to link culture
and organization
capabilities to the
business strategy
Strategy architect to
help shape the firm’s
structure and business
strategy
Technology Proponent
• Improving utility of
operations
• Designing Information
Flow
• Leveraging social media
tools
1987
1992
1997
2002
2007
2012

11. External Stakeholders'
Expectations Are
Shaped By The External
Trends: Macro &
Industry
MACRO
INDUSTRY

12. Strategic HR Expands Hr’s Stakeholder Circle To
Include Inside And Outside Stakeholders
Outside
the organization
Inside
the organization

13. Whatever The External Trends Are, HR Aligns
Organization Capability Across Strategy, Systems,
Structure, People And Culture

14. The Study Show 3 Sets Of Competencies For
The New HR Professionals In 2017
Strategic Enablers
Core Drivers
Functional Drivers

15. Re-map The Study Results To Reflect
Needs For HR AGILITY
BASIC COMPLIANCE MANAGER
AgileOrganizationCharacteristics

16. Trust Builder
Definition &
behaviors
How to develop the
competency
Ability to:
• Build respect and
commitment from
others to your position
by Showing performance
through results and
Fulfilling commitment.
• Continuously learn
• Put others as priority of
personal interest
• Balance the need of management
and employee
• Actively participate in professional
clubs/forums, such HR club, GNIK,
etc
• Always fulfill your commitments
• Read more, listen more
• Share through online/offline
forums
• Practice servant leadership

17. Analytics Influencer
Definition &
Behaviors
How To Develop The
Competency
Ability to:
• Identify different types of data
across HR processes
• Analyze data to evaluate
predictive & statistical trends
and make well informed HR
decisions
• Align HR data to business
performance data for impactful
decision making
• Learn basic data analysis or
statistics to interpret data
• Participate in measurable process
improvement task force that utilize
statistical tools such as Process
Management Excellence or Six
Sigma
• Practice analyzing various HR data
collection, such as engagement
survey or performance management,
and create interpretation and
recommendation reports to your
leaders

18. What’s The Most Important
Metric For Human Capital?

19. People Centric HR Analytics
Utilizing data in better identifying drivers that impact performance and people

20. Technology Proponent
Definition &
Behaviors
How To Develop The
Competency
Ability to:
• Understand latest technology and
digital trends that impact HR
effectiveness and efficiency
• Manage HR automation to improve
HR processes
• Enhance internal-collaboration
with technology and digitalization
such as knowledge management and
social media tools
• Leverage technology&digitalization
to create employee advocates
• Participate in HR technology
forums
• Personally, be early adopters of
various technology and social
media tools
• Utilize various digital HR learning
tools in the market
• Create personal social media
presence

21. Power Skill for Future Workplace

22. Strategic Capability Catalyst
Definition &
behaviors
Ability to:
• Scan external macro (global,
national and regional) and industry
business trends
• Understand customer&
stakeholder requirements and
behaviors
• Identify challenges and
opportunities of the trend and
align with internal capability
analysis, and
• Develop specific responses to
address the external scanning
How to develop the
competency
• Read latest news and analysis of
macro and industry development
• Review company annual reports
• Participate in company investor
relations gathering
• Participate in industry
tradeshows/forums
• Review competitor's annual
reports
• Contribute in company’s strategic
planning

23. HR Strategic Capability Catalyst Practices
Acquire
Develop
Manage
Performance
Rewards
Communicate
Leadership
Do we recruit with competencies that impact our
customers? Is customer focus a criteria in our recruitment?
Do we engage stakeholders such as customers in designing
and delivering our development program?
Do we have KPIs focusing on stakeholders?
Are our standards of KPIs meet customer requirements?
Are our rewards aligned to our stakeholder
(investor, customer, community) expectations?
Do we practice open and continuous communication to our
stakeholders? Are we continuously engaging our customers
in communication? Do we respond to them proactively?
Do we encourage our leaders to stay in touch with
customers/stakeholders?
Talent Value Chain Examples of Practices

24. Change Driver
Definition &
Behaviors
How to develop the
Competency
Ability to:
• Develop sense of urgency or
business case in promoting change
• Build step-by-step roadmap in
change management
• Discuss, assess and define
corporate culture in concrete
business terms
• Shape corporate or group culture
by designing and implementing
communication and change
strategy
• Have persistency and discipline in
promoting change
• Participate or lead various change or
improvement task force, start small
• Read best practice change
management steps from books or
articles
• Assess corporate culture and design
communication tools
• Learn various latest digital and
nondigital communication tools
available in the market, such as
social media & extended reality
format
• Reports to your leaders

25. Area of CHANGE
LABOR MARKETSTREND GOVERNMENT LAWS ECONOMY
Organizational Change : All alteration of an organization’s capability

26. Total Reward Designer
Definition &
Behaviors
How To Develop The
Competency
Ability to:
• Define underlying drivers of
people motivation at workplace
• Understand philosophy and
practices of total reward systems
and manage both the financial and
non-financial reward factors
• Design innovative financial and
nonfinancial reward/recognition
solutions that build sustainable
motivation
• Align total rewards to
performance and overall company
strategic goals
• Learn through workshop or
reading about the concept of total
reward systems
• Participate in benchmark forums
or associations on latest trends in
total rewards
• Talk to employees from time to
time to understand their
motivation factors
• Conduct exit interviews to see
reasons for employee leaving
• Conduct employee engagement
survey

27. Total Reward Overview
All forms of financial returns and tangible services and benefits,
employee receive as part of an employment relationship

28. Compensation Concept

29. Today’s Workforce

30. Faktor Penyebab Perpindah (%)

31. Engagement & Retention:
Strategy for Talents

32. Other Non-Financial Rewards
Promotion

33. People Developer
Definition &
behaviors
How To Develop The
Competency
Ability to:
• Plan human capital requirements
and fulfillment strategy
• Manage human capital acquisition
and development process that
impact organization growth
• Practice innovative, latest trends
in agile HR that address the
disruptive challenges
• Integrate solutions across HR
value chain processes
• Build leaders for future growth
• Attend quality HR courses
• Get HR certification
• Attend latest HR trend gatherings
• Read extensively of latest agile HR
papers
• Rotate to different functions in HR
to develop multifunctional HR
skills
• Participate in project teams to
offer comprehensive HR solutions

34. HR Management Value Chain as People Developer

35. Most business
strategies fail in
“implementation”
because of
unresolved paradoxes

36. Paradox Balancer
Definition &
Behaviors
How To Develop The
Competency
Ability to:
• Create a balanced view of issues
by considering alternative point of
views
• Evaluate problems and solutions
addressing both short term and
long term needs
• Discuss details for execution and
big picture for helicopter-view
• Create win-win solutions by
disagreeing without disagreeable
• Participate in creativity and
problem solving skills training
• Take on real problems or
improvement task-force
• Spend time with colleagues
who don’t think alike
• Learn meeting facilitation
and negotiation skills

37. HR Balances the Need of
Management & Employee
Human
Resources
Management
Employee

38. Compliance Manager
Definition &
Behaviors
Ability to:
• Learn and be well-versed in
sharing government regulations
and how they impact employee
rights
• Ensure full compliance of
company policies to government
regulations
• Defend employee rights yet
manage the need for organization
agility aligned to company strategy
• Take proper actions in addressing
employee grievances or problems
• Subscribe to updates of latest
government regulations
• Participate in various national
or/and industry specific HR
forums
• Contribute to government,
university, and industry
partnership discussions through
forums or associations

39. HUMAN CAPITAL BUSINESS PARTNER
PROFILES

40. HCBP Responsibilities
STRATEGIC BUSINESS PARTNER
• Memberikan usulan/ masukkan terkait kepegawaian dari setiap
unit
• Menghadiri rapat mingguan dari setiap unit/bidang yang dikelola
• Menyampaikan semua kebijakan dan program terkait HC ke
seluruh pegawai baik kantor pusat maupun kantor regional
• Menyampaikan aspirasi, concern serta inisiatif solusi terhadap
permasalahan yang terjadi di unit bisnis
CHANGE AGENT
• Memastikan budaya BRI diterapkan di setiap unit/bidang yang
dikelola
• Memastikan setiap unit/bidang dapat mengaktifasi budaya yg
merespon persoalan yang sedang dihadapi di unit masing-masing
• Memastikan kelancaran culture activation yang dibantu oleh
culture agent
EMPLOYEE CHAMPION
• Memastikan setiap pegawai kompeten sesuai dengan kebutuhan
masing-masing unit/bidang
• Memonitor progres dan hambatan dalam pencapaian kinerja di
setiap unit/bidang
ADMINISTRASI
• Memastikan digitalisasi di HR telah menjawab kebutuhan dari
unit/bidang untuk mencapai target efisien dan efektif dalam
pengelolaan administrasi kepegawaian

41. HCBP Responsibilities

42. Discussion

43. Learning and Giving
for Better Indonesia
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