Thailand (HR)HR)) HR TRENDS 2012-2013 . . HR)OD

Thailand (HR)HR)) HR TRENDS 2012-2013 . .   HR)OD

Thailand (HR)HR)) HR TRENDS 2012-2013 . . HR)OD : MS. HRD Pittsburg State University PhD. HRD University of Minnesota (with Scholarship)

: HR Strategy , HRD www.hrd.nida.ac.th Blueprint, Organization Development Competency-based HR system, Performance Management System Thailand s d n 2010 e r (2553 BE.) T R)

H 2008 2012 (2555 BE.) (2551 BE)

9 HR Trends from Global Perspectives: (1) Workforce Planning (2) Recruitment and Selection (3) Employee and Employment Relationships (4) Compensation and Benefit (5) Training and Development (6) Performance Management (7) Organization Development (8) Career Development (9) Corporate Social Responsibility (Note: CSR was recommended as an HR role by SHRM, 2008) Trend studies allow researchers to examine how variations differ from each other from one time period to another (Bartlett, 2005, p. 100). Bartlett, K. R. (2005) Survey Research in Organizations.

Paper in Research in Organizations: Foundations and Methods of Inquiry, Swanson, R. A. & Holton III, E F. (Eds.). San Francisco. Berrett-Koehler Publishers, Inc. www.hrd.nida.ac.th www.hrd.nida.ac.th 2012 Thailand HR) Trends Survey ( 187 2555)

14 % 21rship % De) 21 %ve) 21 %lopme) 21 %nt) ) (Line) 21 % (Le) 21 %a) de) 21 % HR 65 (Employe) 21 %e) 21 % Engage) 21 % me) 21 %nt) ) % nt) Manage) 21 %me) 21 %nt) ) (Tale) 21 % (St) rat) e) 21 %gic Part) ne) 21 %r)

SHR)M 10 1. Managing Tale) 21 %nt) 2. Improving Le) 21 %ade) 21 %rship De) 21 %ve) 21 %lopme) 21 %nt) 3. St) rat) e) 21 %gy Workforce) 21 % Planning 4. Employe) 21 %e) 21 % Engage) 21 %me) 21 %nt) 5. From HR Practitione) 21 %r t) o St) rat) e) 21 %gy Part) ne) 21 %r 6. Me) 21 %asuring Workforce) 21 % Pe) 21 %rformance) 21 % 7. Managing Change) 21 % and Cult) ural Transformation 8. Le) 21 %arning Organization 9. Employe) 21 %r Branding 10.Improving Pe) 21 %rformance) 21 % Manage) 21 %me) 21 %nt) and Re) 21 %wards (HR Profe) 21 %ssional) 9,000 SHRM 250,000

12 1. Corporat) e) 21 % Social Re) 21 %sponsibilit) y and Sust) ainabilit) y 2. Employe) 21 %e) 21 % He) 21 %alt) h, Safe) 21 %t) y and Se) 21 %curit) y 3. Employe) 21 %e) 21 % Re) 21 %lations 4. Et) hics 5. Global HR 6. Human Capit) al Me) 21 %asure) 21 %me) 21 %nt) / HR Me) 21 %t) rics 7. Labor Re) 21 %lations 8. Organizational De) 21 %ve) 21 %lopme) 21 %nt) 9. St) affing Manage) 21 %me) 21 %nt) 10.Te) 21 %chnology and HR Manage) 21 %me) 21 %nt) 11.Tot) al Re) 21 %wards / Compe) 21 %nsation and Be) 21 %ne) 21 %fit) s 12.Workplace) 21 % rsit) y and Inclusion

SHRM: HR Subje) 21 %ct) Matte) 21 % r Expe) 21 %rt) Pane) 21 %Dive) 21 % ls Fut) ure) 21 % Insight) s SHRM 12 15 - 20 on-line) 21 % Objectives: To re) 21 %vie) 21 %w t) he) 21 % HR Tre) 21 %nds in ot) he) 21 %r count) rie) 21 %s. To compare) 21 % t) he) 21 % HR Tre) 21 %nds in Thailand wit) h t) he) 21 % t) re) 21 %nds

in ot) he) 21 %r count) rie) 21 %s To conduct) t) he) 21 % HR Tre) 21 %nd Surve) 21 %y in Thailand To provide) 21 % re) 21 %comme) 21 %ndations for HR practitione) 21 %rs t) o pre) 21 %pare) 21 % t) he) 21 %mse) 21 %lve) 21 %s for fut) ure) 21 % change) 21 % and t) o sugge) 21 %st) t) he) 21 % acde) 21 %mics for fut) ure) 21 % re) 21 %se) 21 %arche) 21 %s 2012-2013 1. WORKFORCE PLANNING

Workforce Planning - Skill shortages in labor workforce) 21 % - Pre) 21 %pare) 21 % for Workforce Diversity De) 21 %mand for workplace) 21 % fle) 21 %xibilit) y - Diversity Management: Baby Boome) 21 %r (1/3 of workforce) 21 %) - Skill shortages in labor workforce) 21 % & High Unemployment R)ate - High Re) 21 %duction in Public Se) 21 %ct) or Employme) 21 %nt) - High Absenteeism R)ate - Pre) 21 %pare) 21 % for Workforce Diversity - Re) 21 %tire) 21 %me) 21 %nt) re) 21 %t) e) 21 %ntions plan: Baby boome) 21 %r & Cost) for re) 21 %tire) 21 %me) 21 %nt) - Skill shortages in labor workforce) 21 % & High Unemployment R)ate - High Employee Cost - Skill shortages in labor workforce) 21 % & Higher Unemployment R)ate (e) 21 %spe) 21 %cially in 2012) - Higher Absenteeism R)ate - Diversity Management: Ge) 21 %ne) 21 %ration Gap Manage) 21 %me) 21 %nt)

Workforce Planning 0 5 10 15 20 25 30 35 40 (1) Lack of Skill Workforce) 21 % (2) Highe) 21 %r Abse) 21 %nce) 21 % Rat) e) 21 % (3) Use) 21 % more) 21 % Dive) 21 %rsit) y Manage) 21 %me) 21 %nt) (4) Highe) 21 %r Turn Ove) 21 %r Rat) e) 21 % (5) Highe) 21 %r Une) 21 %mployme) 21 %nt) Rat) e) 21 % -2 -1 0

1 2 3 Talent Management Workforce Planning 1. (Re) 21 %vie) 21 %w Busine) 21 %ss Plan and Workforce) 21 % Dat) a) 2. (Analyze) 21 % and Mode) 21 %l t) o Ide) 21 %ntify Gaps) 3. (De) 21 %ve) 21 %lop St) rat) e) 21 %gy and Road Map) 4.

(Exe) 21 %cut) e) 21 % and Me) 21 %asure) 21 %me) 21 %nt) ) 65% Wat) son Trend: Abse) 21 %nt) e) 21 %e) 21 %ism Dimensions of Diversity Richard L. Daft. (2008. p.418) 2. RECRUITMENT & SELECTION

R)ecruitment & Selection - Using HR Out) source) 21 % - E-re) 21 %cruiting - Using Social Ne) 21 %t) work, E-Re) 21 %cruit) me) 21 %nt) - Employer Branding as a re) 21 %cruiting st) rat) e) 21 %gy - St) re) 21 %ngt) h-base) 21 %d Approach - Re) 21 %lation wit) h Re) 21 %cruit) me) 21 %nt) Part) ne) 21 %rs - Re) 21 %cruit) me) 21 %nt) Planning and St) rat) e) 21 %gy Practice) 21 % - War of Tale) 21 %nt) Pe) 21 %ople) 21 % - Incre) 21 %ase) 21 % re) 21 %cruiting TOP manage) 21 %me) 21 %nt) - Use) 21 % Corporate Branding for re) 21 %cruit) me) 21 %nt) - Language) 21 % Dive) 21 %rsit) y - High Pot) e) 21 %ntial Ide) 21 %ntification - Use) 21 % Int) e) 21 %rne) 21 %t) and Int) e) 21 %rnship Proje) 21 %ct) - Encourage) 21 % t) he) 21 % Int) e) 21 %rnal Promotion (Grooming for Tale) 21 %nt) Pe) 21 %ople) 21 %)

R)ecruitment & Selection 0 5 10 15 20 25 30 35 40 (1) Enhance) 21 % t) he) 21 % Corporat) e) 21 % Image) 21 % or Employe) 21 %e) 21 % Brand (2) Incre) 21 %ase) 21 % t) he) 21 % Int) e) 21 %rne) 21 %t) Usage) 21 % (3)Promot) e) 21 % t) he) 21 % company via t) he) 21 % Int) e) 21 %rnship program (4) Encourage) 21 % t) he) 21 % Int) e) 21 %rnal Promotion (5) Compe) 21 %t) e) 21 %ncy-base) 21 %d Int) e) 21 %rvie) 21 %w -2 -1 0 1 2 3 Graduate Recruitment

626 Sample) 21 %s (UK organizations) Trend: Selection Tools Selection Tools Education Qualification Validity .10 Typical Employment Interview .15 Biodata .30

In-tray exercises .35 Group exercises/ Personality composites .40 Ability Tests/ Job samples .45 Assessment Centers .65

A Guide) 21 % t) o VALIDITY coe) 21 %fficie) 21 %nt) s from Me) 21 %t) a-analysis Trends: Se) 21 %le) 21 %ction Tool in Thailand alysis) 3. EMPLOYEE R)ELATIONS

Employee R)elations - EAP: financial and le) 21 %gal assist) ance) 21 % - Managing multiple) 21 % ge) 21 %ne) 21 %rations in t) he) 21 % workplace) 21 % - Change) 21 % in Le) 21 %gal Re) 21 %tire) 21 %me) 21 %nt) age) 21 % (B/C of aging socie) 21 %t) y) Nation Labor Re) 21 %lations) - Enhance) 21 % Employee Engagement - Employee Social Contract - Use) 21 % social me) 21 %dias (Twitte) 21 %r, Face) 21 %book, Linke) 21 %dIn) as t) ools for union organizing - Pre) 21 %ve) 21 %nt) & Re) 21 %duce) 21 % St) re) 21 %ss in t) he) 21 % workplace) 21 % - Work-life) 21 % Balance) 21 % Employee Satisfaction - Use Social Media Tools - Maint) ain St) andard of Living - Employe) 21 %r in Offe) 21 %rre) 21 %ring choice) 21 % - Conce) 21 %rn more) 21 % on curre) 21 %nt) and fut) ure) 21 % he) 21 %alt) h of t) he) 21 % e) 21 %mploye) 21 %e) 21 %s. - Employee Engagement Drive) 21 %r

- QWL Qualit) y of Work Life) 21 % - Employe) 21 %e) 21 % Int) e) 21 %rre) 21 %lations (Fe) 21 %e) 21 %dback Voice) 21 %) - Employee Satisfaction / Engagement - Complaint) s & Re) 21 %pe) 21 %titions - Happy Workplace) 21 % & He) 21 %alt) h Employee R)elations 0 5 10 15 20 25 30 35 40 45 50 (1) Safe) 21 %t) y in t) he) 21 % Workplace) 21 % (2) Employe) 21 %e) 21 % Int) e) 21 %rre) 21 %lationship (3) Employe) 21 %e) 21 % Satisfaction/Engage) 21 %me) 21 %nt) (4) Dive) 21 %rsit) y Manage) 21 %me) 21 %nt) (5) Employe) 21 %e) 21 %s' Pe) 21 %titions -2 -1

0 1 2 3 Talent Management Ge) 21 %ne) 21 %ration Le) 21 %ade) 21 %rship Succe) 21 %ssor Tale) 21 %nt) Engage) 21 %me) 21 %nt) (HR Profe) 21 %ssional) 9,000 SHRM 250,000

PO: Talent Managemen Talent + Manager: Talent is Overrated: What really Separates Worldclass Performer from Everybody Else Competence X Commitment (HR)Can Do) (HR)Will Do) Formula

Dave Ulrich (HR)2010) HR) Congress X(HR)HContribution ave a chance to Do) (Competency) (Leadership) (Commitment / Engagement) Colvin, G (2008) Tale) 21 %nt) is Ove) 21 %rrat) e) 21 %d: What) Re) 21 %ally Se) 21 %parat) e) 21 %s World-Class Pe) 21 %rforme) 21 %rs from Eve) 21 %rybody Else) 21 %. WHO is e) 21 %ngage) 21 %d e) 21 %mploye) 21 %e) 21 %? Engage) 21 %d e) 21 %mploye) 21 %e) 21 % is some) 21 %one) 21 % who fe) 21 %e) 21 %ls involve) 21 %d,

committe) 21 %d, passionat) e) 21 %, and e) 21 %mpowe) 21 %re) 21 %d and de) 21 %monst) rat) e) 21 %s t) hose) 21 % fe) 21 %e) 21 %lings in work be) 21 %havior. Trait State - Behavior WHO? Trend: Employee Engagement EE is st) rongly corre) 21 %lat) e) 21 %d t) o a numbe) 21 %r of individual, group, and corporat) e) 21 % pe) 21 %rformance) 21 % out) come) 21 %s Re) 21 %cruiting Re) 21 %t) e) 21 %ntion Turnove) 21 %r Individual productivit) y Cust) ome) 21 %r Se) 21 %rvice) 21 % Cust) ome) 21 %r Loyalt) y Growt) h in ope) 21 %rating margins

Incre) 21 %ase) 21 %d profit) margins Re) 21 %ve) 21 %nue) 21 % growt) h rat) e) 21 % (Gibbons, 2006) Trend: Employee Engagement Organization Effe) 21 %ctive) 21 %ne) 21 %ss WHY? (Commitment)

TQA 4. COMPENSATION & BENEFIT Compe) 21 %nsation & Be) 21 %ne) 21 %fit) - Salary Increase (~2.9%) - BENEFITS: Healthcare***, Le) 21 %ave) 21 %, Family-frie) 21 %ndly, Fle) 21 %xible) 21 % working, Housing & Re) 21 %location - Performance-based pay & for Engage) 21 %me) 21 %nt) - Increase Employee Compensation rate (~3%) - Measurement base pay for e) 21 %fficie) 21 %ncy and e) 21 %ffe) 21 %ctive) 21 %ne) 21 %ss salary surve) 21 %y

- Long-t) e) 21 %rm ince) 21 %ntive) 21 % award - Base salary increase (~4.6%) - Conce) 21 %rne) 21 %d about) t) he) 21 % curre) 21 %nt) and future health of their employees. - Focus on Cash Be) 21 %ne) 21 %fit) - Align t) he) 21 % Compe) 21 %nsation & Be) 21 %ne) 21 %fit) s St) rat) e) 21 %gy wit) h Corporat) e) 21 % St) rat) e) 21 %gy - R)eview the wage pay (300 THB & 15,000THB) - Salary Surve) 21 %y - BENEFITS: Healthcare e) 21 %xpe) 21 %nse) 21 %s incre) 21 %ase) 21 %d Compe) 21 %nsation & Be) 21 %ne) 21 %fit) 0 5 10 15 20 25 30 35 40 45 (1) Base) 21 % Salary Incre) 21 %ase) 21 % (2) Align Compe) 21 %nsation St) rat) e) 21 %gy wit) h Corporat) e) 21 %'s (3) Be) 21 %ne) 21 %fit) and We) 21 %lfare) 21 % Incre) 21 %ase) 21 % (4) Salary Surve) 21 %y Collaboration (5) He) 21 %alt) hcare) 21 % Re) 21 %quire) 21 %me) 21 %nt)

-2 -1 0 1 2 3 2555 2555 5.8 0.1 - 0.2

son Wyatt Worldwide, Tower Watson, Salary Budget Survey R (HR)Level) (HR)Executive) (HR)Management) (HR)Professional/Sale) 2011 (HR)%) 3.1

3.0 2012 (HR)%) 3.2 3.2 2.9 3.2 2.9 3.1 (HR)Business, Technical

Support) 2012 (Salary Budge) 21 %2.8 t) Surve) 21 %y Re) 21 %port) 2011 3.0- 2012) (HR)Production, n Wyatt Worldwide, Tower Watson, Salary Budget Survey Rep (HR)HPO) (HR)LPO) (HR)) (HR)%) (HR)%) 0.0

0.0 1.0 0.7 2.8 2.5 2012 (Salary Budge) 21 %t) Surve) 21 %y Re) 21 %port) 2011 - 2012) 2012 Compensation Budgets Stay Lean, with Focus on Top Performers Employers continue to strengthen the relationship between pay and performance,

focus on engagement Table 3. Primary Pay-for-Performance Plan Objectives Attract) , re) 21 %t) ain or re) 21 %ward t) ale) 21 %nt) e) 21 %d e) 21 %mploye) 21 %e) 21 %s Drive) 21 % spe) 21 %cific be) 21 %haviors or re) 21 %sult) s Encourage) 21 % e) 21 %mploye) 21 %e) 21 % e) 21 %ngage) 21 %me) 21 %nt) Motivat) e) 21 % e) 21 %mploye) 21 %e) 21 %s t) o work harde) 21 %r Be) 21 %st) way t) o allocat) e) 21 % limit) e) 21 %d funds Pay fairne) 21 %ss De) 21 %sire) 21 % t) o e) 21 %ncourage) 21 % syne) 21 %rgie) 21 %s across t) e) 21 %ams and busine) 21 %ss unit) s Pe) 21 %nalize) 21 % low pe) 21 %rforme) 21 %rs Prot) e) 21 %ct) company if it) doe) 21 %sn't) do we) 21 %ll financially Source: Mercer, 2011 Next Generation of Pay for Performance Survey report. 90%

64% 41% 34% 19% 17% 6% 4% 3% Trend: Performance-based Pay Trend: He) 21 %alt) hcare) 21 % Be) 21 %ne) 21 %fit) 5. TRAINING & DEVELOPMENT

Training & Development - Coaching & Me) 21 %nt) oring by supe) 21 %rvisor or consult) ant) - Focus on High-Pot) e) 21 %ntial Employe) 21 %e) 21 % De) 21 %ve) 21 %lopme) 21 %nt) - Incre) 21 %ase) 21 % t) he) 21 % import) ant) of Global Work Expe) 21 %rie) 21 %nce) 21 % Global Talent Pool -Incre) 21 %ase) 21 % inve) 21 %st) me) 21 %nt) on E-Le) 21 %arning - Job Rot) ation, Se) 21 %condme) 21 %nt) and Shadowing - Incre) 21 %ase) 21 % more) 21 % on Leadership Development - Coaching - Leadership Development Program - Talent Management Program - 360 Degree feedback for T&D - Coaching by Line) 21 % and Ext) e) 21 %rnal practitione) 21 %rs - Job Rot) ation and Shadowing - 360 Degree Feedback for T&D

- Action Learning Set - In-house) 21 % t) raining - Training Ne) 21 %e) 21 %ds - Leadership Development - Inve) 21 %st) in T&D - Training Effe) 21 %ctive) 21 %ne) 21 %ss Evaluation - On-t) he) 21 %-job Training - Coaching - Action Le) 21 %arning - IDP - Int) e) 21 %rnal Knowle) 21 %dge) 21 % Sharing Training & Development 0

5 10 15 20 25 30 35 40 45 (1) In-house) 21 % Training (2) Training Ne) 21 %e) 21 %d (3) Le) 21 %ade) 21 %rship De) 21 %ve) 21 %lopme) 21 %nt) (4) Inve) 21 %st) me) 21 %nt) in T&D (5) Training Effe) 21 %ctive) 21 %ne) 21 %ss Evaluation -2 -1 0 1 2 3 Training & Development 0

5 10 15 20 25 30 35 40 45 (1) On-t) he) 21 %-Job Training (2) Coaching (3) Action Le) 21 %arning (4) IDP: Individual De) 21 %ve) 21 %lopme) 21 %nt) Plan (5) Int) e) 21 %rnal Knowle) 21 %dge) 21 % Sharing (6) Job Rot) ation (7) Fore) 21 %ign Language) 21 % Training (8) 360 De) 21 %gre) 21 %e) 21 % Fe) 21 %e) 21 %dback -2 -1 0 1 2

3 6. PERFORMANCE MANAGEMENT Performance Management - Pay for performance (company-function-individual) - Link e) 21 %mploye) 21 %e) 21 % pe) 21 %rformance) 21 % and it) s impact) on t) he) 21 % Org. - Variable) 21 % Pay Plans - Link performance with reward and recognition - Me) 21 %asure) 21 %me) 21 %nt) PM positive) 21 %ly impacting on individual performance - Performance Bonus: ~20% of annual salary - Pe) 21 %rformance) 21 % Fe) 21 %e) 21 %dback

- Pe) 21 %rformance) 21 %-base) 21 %d Pay - Cascading KPIs to individual level Performance Management 0 5 10 15 20 25 30 35 40 (1) Linkage) 21 % PM wit) h Promotion (2) Re) 21 %vie) 21 %w Employe) 21 %e) 21 % Compe) 21 %nsation (3) Pe) 21 %rformance) 21 %-base) 21 %d Pay (4) Individual Pe) 21 %rformance) 21 % Inde) 21 %ntification (5) Re) 21 %vie) 21 %w t) he) 21 % Employe) 21 %e) 21 % Be) 21 %ne) 21 %fit) -2 -1 0

1 2 3 HC Measurement /Metrics HR (ROI)

/ Evolution of Performance Management PM PA PM Performance Appraisal A process to allow an organization to measure and

evaluate an individual employees behavior and accomplishmen ts over a specific period of time. (DeVries, et al., 1981) The Early 1980s Performance Measurement the process of quantifying past

action, where measurement is the process of quantification and past action determines current performance. A performance measure can now be defined as a metric used to quantify the efficiency and/or effectiveness of a past action. (Neely, 1998) In 1990s

Performance Management A continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the strategic goals of the organization. (Aguinis, 2009, xi)

1995 - 2005 SPM A process where steering of the organization takes place through the systematic definition of mission, strategy and objectives of the organization, making these measurable through critical success factors and KPIs, in order to be able to take corrective actions to keep the

organization on track. (Waal, A.A. de, 2001, 19). In the early 2000s Evolution of Performance Management VISION PR)OCESS Corporate Strategy Corporate Culture PLAN

Behavior (HR)Competency) Performance MODEL Core Value DO VISION Clarification ACT Strategic Development

Budge) 21 %ting $$$ SPMS CHECK Performance Measurement Monit) or Behavior Corporat) e) 21 % Performance

Le) 21 %ve) 21 %l Strategy Deployment Performance Appraisal Compensation & Benefit De) 21 %pt) ./Te) 21 %am Le) 21 %ve) 21 %l Fe) 21 %e) 21 %dback Coach

Training & Development Career Development Individual Le) 21 %ve) 21 %l SYSTEM PEOPLE Chirapraphra Tan Akaraborworn, 2011 y

Competenc 50 7. ORGANIZATION DEVELOPMENT Organization Development - Tale) 21 %nt) Manage) 21 %me) 21 %nt) - Int) e) 21 %gration of coaching, OD and PM - Incre) 21 %ase) 21 % M& A - Corporate R)ebranding - War of Talent People - Drive) 21 %r Sust) ainable) 21 % Organization Pe) 21 %rformance) 21 %

- Te) 21 %chnological Change) 21 % - Corporate R)ebranding Employe) 21 %r of Choice) 21 % - Innovative) 21 % Organization - Link T&D wit) h PM and OD - World Citize) 21 %ns Organization - Enhance Corporate Core Competency - HR as Change) 21 % Age) 21 %nt) - Corporate Culture Development - Sust) ainable) 21 % Organization De) 21 %ve) 21 %lopme) 21 %nt) - Corporate Core Competency Happy - Linkage) 21 % T&D wit) h PM as OD Int) e) 21 %rve) 21 %ntion Workplace) 21 % Organization Development 0 5 10 15 20 25 30 35 40

(1) HR Manage) 21 %r as Change) 21 % Age) 21 %nt) (2) Corporat) e) 21 % Cult) ure) 21 % De) 21 %ve) 21 %lopme) 21 %nt) (3) Sust) ainable) 21 % Organization De) 21 %ve) 21 %lopme) 21 %nt) (4) Linkage) 21 % T&D and PM as OD Int) e) 21 %rve) 21 %ntion (5) Corporat) e) 21 % Core) 21 % Compe) 21 %t) e) 21 %ncy -2 -1 0 1 2 3 Organization Development 0

5 10 15 20 25 30 35 40 (1) Happy Workplace) 21 %

(2) High Pe) 21 %rformance) 21 % Organization (3) Le) 21 %arning Organization (4) He) 21 %alt) hy Organization (5) Innovative) 21 % Organization -2 -1 0 1 2 3 21st Century: Adaptive Advantage Capability to survive in uncertainty environment and

sustainable live. 8. CAR)EER) DEVELOPMENT Career Development - Succession Plan for fut) ure) 21 % le) 21 %ade) 21 %rs - Focus Le) 21 %ade) 21 %r - De) 21 %ve) 21 %lop Re) 21 %t) e) 21 %ntion St) rat) e) 21 %gie) 21 %s - Proje) 21 %ction t) he) 21 % fut) ure) 21 % re) 21 %tire) 21 %me) 21 %nt) rat) e) 21 %s - Tracking and e) 21 %valuating Talent - Succession plan for ke) 21 %y positions - Talent Management - Succession Planning - Link PM wit) h CD

- Talent Management - Early Re) 21 %tire) 21 %me) 21 %nt) - Succe) 21 %sstion Plan Career Development 0 5 10 15 20 25

30 35 40 (1) Link PM wit) h CD (2) Tale) 21 %nt) Manage) 21 %me) 21 %nt) (3) Le) 21 %arning Organization -2 -1 0 1

2 3 COACH meditation EQ Test Le) 21 %arning Exercise Socialization Career Development

De) 21 %ve) 21 %lopme) 21 %nt) Dime) 21 %nsion Int) e) 21 %rnational (DDI) 9. CSR CORPORATE SOCIAL RESPONSIBILITY

CSR): Corporate Social R)esponsibility - CSR) for Branding - Incre) 21 %ase) 21 % HRs role) 21 % in promoting CSR and sust) ainabilit) y wit) h acade) 21 %mic instit) utions. - Incre) 21 %ase) 21 % t) ranspare) 21 %ncy of corporat) e) 21 % dat) a and information (Et) hics) - Driving CSR) by HR) as Corporate Culture Brand DNA - CSR) initiatives for Brand recognition - CSR) for Corporate Image - CSR for Employe) 21 %e) 21 % Engage) 21 %me) 21 %nt) - Employe) 21 %e) 21 % Collaboration in CSR - CSR as a part) of Corporat) e) 21 % Cult) ure) 21 % CSR):

Corporate Social R)esponsibility 0 5 10 15 20 25 30 35 40 (1) CSR for Corporat) e) 21 % Image) 21 % (2) CG Promotion (3) CSR for Employe) 21 %e) 21 % Engage) 21 %me) 21 %nt) (4) Employe) 21 %e) 21 % Collaboration in CSR (5) CSR as a part) of Corporat) e) 21 % Cult) ure) 21 % -2 -1 0 1

2 3 CSR CSR CSR CSR

Dow Jone) 21 %s Sust) ainabilit) y Inde) 21 %xe) 21 %s Source) 21 %: http://www.sust) ainabilit) y-inde) 21 %x.com/07_ht) mle) 21 %/inde) 21 %xe) 21 %s/djsi.ht) ml Dow Jone) 21 %s Sust) ainabilit) y Inde) 21 %xe) 21 %s (DJSI) Dow Jone) 21 %s Sust) ainabilit) y Inde) 21 %xe) 21 %s: HR Sust) ainable) 21 % De) 21 %ve) 21 %lopme) 21 %nt) 1. Economic HR) 2. Environmental

3. Social 3.3 Human Capital Development 3.3.1 Human re) 21 %source) 21 % skill mapping and de) 21 %ve) 21 %loping proce) 21 %ss 3.3.2 Human Capit) al pe) 21 %rformance) 21 % indicat) ors 3.3.3 Pe) 21 %rsonal and organizational le) 21 %arning and de) 21 %ve) 21 %lopme) 21 %nt) Di M vers an ity ag em en t 3.2 Labor Practice Indicators Fe) 21 %male) 21 % of t) ot) al workforce) 21 % (%)

Fe) 21 %male) 21 % in manage) 21 %me) 21 %nt) positions (% of t) ot) al manage) 21 %me) 21 %nt) workforce) 21 %) Bre) 21 %akdown of workforce) 21 % base) 21 %d on minorit) y, cult) ure) 21 % or similar HR)D Blueprint 3.4 Talent Attraction & R)etention 3.4.1 Cove) 21 %rage) 21 % of e) 21 %mploye) 21 %e) 21 %s t) hrough pre) 21 %de) 21 %fine) 21 %d pe) 21 %rformance) 21 % appraisal proce) 21 %ss 3.4.2 Pe) 21 %rce) 21 %nt) age) 21 % of pe) 21 %rformance) 21 % re) 21 %lat) e) 21 %d compe) 21 %nsation for e) 21 %ach e) 21 %mploye) 21 %e) 21 % cat) e) 21 %gory 3.4.3 Balance) 21 % of variable) 21 % compe) 21 %nsation base) 21 %d on corporat) e) 21 % and individual pe) 21 %rformance) 21 % 3.4.4 Corporat) e) 21 % Indicat) ors for pe) 21 %rformance) 21 %-re) 21 %lat) e) 21 %d compe) 21 %nsation 3.4.5 Type) 21 % of individual pe) 21 %rformance) 21 % appraisal HR Compe) 21 %t) e) 21 %ncy 2012 Dave Ulrich 1. Credible Activist

2.Strategic Positioner 3.Capability Builder 4.Change Champion 5.Human R)esource Innovator and Integrator 6.Technology Proponent 20,013 HR 9,897 Thank You

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