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HR Contribution to the Bottom Line

3RD ANNUAL PROVINCIAL PUBLIC SECTOR HUMAN RESOURCES MANAGEMENT CONVENTION 16 SEPTEMBER 2008 Durban, South Africa . HR Contribution to the Bottom Line. Charlotte Mokoena Chief of Human Resources Telkom SA Ltd. About Telkom. Who is Telkom (Our Footprint). Who Works at TSA. Engineers

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HR Contribution to the Bottom Line

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  1. 3RD ANNUAL PROVINCIAL PUBLIC SECTOR HUMAN RESOURCES MANAGEMENT CONVENTION 16 SEPTEMBER 2008 Durban, South Africa HR Contribution to the Bottom Line Charlotte Mokoena Chief of Human Resources Telkom SA Ltd

  2. About Telkom Who is Telkom (Our Footprint) Who Works at TSA • Engineers • Technicians • Call Centre Operators • Customer Facing staff • Sales & Marketing • Auditors • IT Specialists • Procurement • Commercial staff • HR Practitioners • Other Subsidiaries: • Telkom Media • TDS • Swiftnet

  3. VAN’s Deregulation 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Introduction of Cell phone Operators ISP’s Establish NNOC Broadband Growth TFMC Outsourcing Establish OSS Establish IFMC Consolidate Centres Expansion of Service Management SNO Centralisation Where we come from As Telkom SA SBC & Telecom Malaysia as Equity Partners Reduce staff numbers between 1999-2005 Achieve line rollout targets as part of 5 year licence agreement: Acquired Multilinks & Africa on Line Telkom SA Ltd Established ESS goes live / HR joins the electronic age TBVC Incorporation

  4. Content Outline • The Context • Defining the Value of HR • Strategic and Operational HR • HR Impact • Where do we start? STRICTLY CONFIDENTIAL

  5. 1. The Context for HR STRICTLY CONFIDENTIAL

  6. HR Value-Creation Chain Customer Experience Shareholder Value Company Bottom Line Country Bottom Line Business Results Leadership Employees Customers Organisational Culture Macro-Level Value Creation Organisational Viability & Sustainability

  7. www.telkom.co.za Is there a skills shortage in… • Your organisation, the public sector • Province • South Africa and Africa • Globally?

  8. Skills Shortage

  9. KZN in Context The context for business, government, HR and for individuals has changed! STRICTLY CONFIDENTIAL

  10. What Priority and Scarce Skills do you need in KZN ? • Manufacturing provides 20% of employment • KZN Key Sectors: • Resources: agriculture, forestry, mining • Services: construction, transport, tourism • Manufacturing: clothing, chemicals and plastic, automotives and metals • Agriculture, forestry and fishing in KZN: 24% share of the contribution to the country’s GDP (Source: TI KZN) • Engineering • Technology • Transport and Communication • Services • Agro-processing • etc STRICTLY CONFIDENTIAL

  11. The Globalisation of Talent

  12. Dubai www.telkom.co.za 1993 2003 Implications for your company?

  13. China STRICTLY CONFIDENTIAL

  14. New Business Realities: Context of HR G L O B A L I Z A T I O N • Technology • Connectivity: always connected • Accessibility: no boundaries • Ambiguity: uncertain future • Industry/economic trends • Transparency: open book management • Adaptability: the need to change • Intensity: market conditions • Convergence: overlap of industries • Demographics • Mobility: movement of talent globally • Diversity: globalization of work force • Spirituality: a need for trust and values

  15. Is there a KZN Macro-Levels Human Capital Strategy? STRICTLY CONFIDENTIAL

  16. 2. Defining the Value of HR STRICTLY CONFIDENTIAL

  17. HR Value Contribution Value is defined by the Receiver more that the Giver

  18. HR Value-Creation Chain Customer Experience Shareholder Value Company Bottom Line Country Bottom Line Business Results Leadership Employees Customers Organisational Culture Macro-Level Value Creation Organisational Viability & Sustainability

  19. Defining HR Value What level are you in your organisation? ….andWhat do you spend your time, focus and effort on? STRICTLY CONFIDENTIAL

  20. Direct HR Focus Customer Experience Shareholder Value Company Bottom Line Country Bottom Line Business Results Leadership Employees Customers Organisational Culture Macro-Level Value Creation Organisational Viability & Sustainability

  21. 3. Strategic & Operational HR STRICTLY CONFIDENTIAL

  22. HR Contribution Continuum Operational Strategic Efficient HR Operations Link To Business Strategy Contributes to Company Bottom Line Inefficient HR Operations Link To Business Operations Influence Business Strategy Contributes to Country Bottom Line Moving HR To the Right

  23. HR Value Proposition A dozen things that HR Professionals MUST do! Defined by Dave Ulrich

  24. Integrated People Interventions Human Resources Strategy

  25. HR Value At Organisational Level… STRICTLY CONFIDENTIAL

  26. Managing the Employee Life Cycle Business Challenge (Example) Employee Life Cycle HR Activity HR Tool • Org Design • SHCP • Change Management • HR Intelligence • Globalisation 1. Organisational Effectiveness • HB Survey / Saratoga / • BCTWF/ HR Reports • Expat Management • Policies & Procedures • Local Talent • International Talent 2. Staffing • Balance local and Offshore compensation & benefits for holding company and offshore subsidiaries • Export Management • packages 3. Compensation & Benefits

  27. Managing the Employee Life Cycle… Business Challenge (Example) Employee Life Cycle HR Activity HR Tool • Financial measurements • Non- Financial measurement • Customer Service • People Leadership (Employee engagement, EE/AA) • Set measurable targets • Track and report on progress • Implement positive/negative consequences • Executive • Leadership • Performance 4. Performance Management • Club Tau Incentive Programme • Spotlight Award • Leading Lights • Differentiated yet standardised (recognition) • Performance Bonuses • Long term incentives 5. Reward & Recognition • Business aligned • Customer Service • Business Education • Management and Leadership Development • Technology 6. Training and Dev • ISMP • PME • ICT GMP

  28. Managing the Employee Life Cycle… Business Challenge (Example) Employee Life Cycle HR Activity HR Tool • EAP • AIDS/HIV Programme • Stress management • Programme • SHE • Change resilient • Financial Resilient 7 (A) Employee Wellness • Thuso Wellness Programme • Resilient • Workforce • Employee workplace • Performer Promoter Relations • Diversity Programme • Industrial Relations 7 (B) Employee Relations • Org labour Summits • BBBEE Diversity Programme • EE/AA • Disabled • Etc.

  29. Managing the Employee Life Cycle… Business Challenge (Example) Employee Life Cycle HR Activity HR Tool 8. Talent Management • Succession Planning & Talent development • Managed Career Development • Targeted Development • Talent Pools • Pool 1: Top Management • Pool 2: Executives Leadership • Pool 3: Global/ Biz Dev. • Pool 4: Critical skills • Pool 5: Rising Stars • Differentiated & Targeted Development (Dual Career Path) • IMD – Leaders • Cornell – Tech Expert • ICT General Managers • Employee • Engagement 9. HR Leadership • Corporate • International • Operations Strategic HR Focus • Leverage Superior Skills • Create a High Performance Corporate Culture 10. Employee Communication • 3 Levels of Communication • Level : Critical Employee Value proposition messages • Level 2: All Telkom HR Products & Services • Level 3: Administrative HR interventions • Aligned to Brand Building • HR Website • e-News • On-Line • etc.

  30. HR Value At Provincial Level… STRICTLY CONFIDENTIAL

  31. Is there a KZN Macro-Levels Provincial Human Capital Strategy? STRICTLY CONFIDENTIAL

  32. 4. HR Interventions Impact STRICTLY CONFIDENTIAL

  33. Some High Level Impact Projects: Telkom SA Case Study • 1: Managed staff numbers from 61000 in 1999 to 25 000 in 2007 • 2: Recruit and retain for strategic competencies • Low churn • 3: Market related salaries • 9: HR Management • Corporate • International • Operations • 4: Management of underperformance • 8: 109 Expats Fit families across TSA for our offshore business opportunities • 10: Employee-Centric Communication • 7: Increased employee engagement from 47% (2005) to • 52% (2007/8) • 5: Recognise people recognised by customers • 6: ISMP, PME, ICT General Manager

  34. 5. Where do we start? STRICTLY CONFIDENTIAL

  35. Where do we start? At Provincial Level… STRICTLY CONFIDENTIAL

  36. Get the basic information right! STRICTLY CONFIDENTIAL

  37. Leverage on what exists in the province STRICTLY CONFIDENTIAL

  38. Credible Activist Delivering results with integrity Sharing information Building relationships of trust Doing HR with an attitude Culture and Change Steward Facilitating change Strategy Architect Sustaining strategic agility Engaging customers Talent Manager / Org Designer Ensuring today’s and tomorrow’s talent Developing talent Fostering communication Designing rewards systems Operational Executor Implementing workplace policies Advancing HR technology Business Ally Interpreting social context Serving the value chain Articulating the value proposition Leveraging business technology HR Competencies for Change and Impact

  39. Macro-Level HR Value Creation • Identify Provincial Strategic Economic Plan • Identify priority skills to drive economic development Institutionalize a Provincial Human Capital Strategy • Mobilize Resources and Stakeholders • Take ownership and leadership, communicate widely • Create a workable plan and execute for impact • Start where there are “quick wins” for momentum • Share information, start with what you know. Don’t over-analyse!!! • Use technology to leverage process • START!!! Remember the global competition for skills and resources? STRICTLY CONFIDENTIAL

  40. Skills Development Intervention for ….? An Example Intervention • Identify top 5 employers departments in the public sector , with lead department • Engage relevant SETA • Use existing best practices, public or private • Work across departments from one plan • Use FET colleges for delivery, build their capacity • Set achievable goals • Recruit learners for existing vacancies • Implement through co-ordinated project management • Measure and report in every department STRICTLY CONFIDENTIAL

  41. Create a KZN Macro-Levels Provincial Human Capital Strategy? STRICTLY CONFIDENTIAL

  42. HR Contribution to the Bottom Line ? The Employability of KZN and SA human capital • Employment • Poverty elimination • Quality of Life • Economic Growth • Global Competiveness STRICTLY CONFIDENTIAL

  43. Conclusion Harvard Business Review – August 2007 STRICTLY CONFIDENTIAL

  44. OR STRICTLY CONFIDENTIAL

  45. www.telkom.co.za THANK YOU! Charlotte K. Mokoena Chief of Human Resources Telkom SA Limited mokoenck@telkom.co.za www.telkom.co.za 46

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