ประสบการณ์การบรหารงานบ�คคล

เก�ยรติศั�กดิ์� ส�าเภาเงนผู้��จั�ดิ์การสรรหาบ�คลากรและแรงงานส�มพั�นธ์

ธ์นาคารไทยพัาณ์ชย จั�าก�ดิ์(มหาชน)Kiattisak.sampaongern@scb.co.th

kiattisa@hotmail.com02-5444039/081-8141332

21st Century is era of “Change”

“All thing in this world are

impermanent. They have the nature

to rise and pass away. To be in

harmony with this truth bring true

happiness “

Buddhist Chant

Top Ten Decline Career in 2014

• Stock Clerk• File Clerk• Post Officer• Secretaries except legal , medical , executive• Administrative support• Call Center Staff• Door to door sales• Purchasing Officer• Computer Operator• HR Officer

Source : www.bls.gov

Forces of “Change”• Increasing globalization

(การเติบโติของโลกาภวั�ฒน)• Emergence of new competitors

(ค�,แข,งข�นรายใหม,)• Changing customer demands

(ควัามติ�องการของล�กค�าเปล�.ยนแปลงไป)• Shortened product life cycles

(สนค�าม�อาย�ส�/นลง)• Heightened environmental concerns

(การให�ควัามส�าค�ญก�บส.งแวัดิ์ล�อม)• Increasing regulatory demands

(กฎกติกาใหม,ๆ )

Joseph M. Ryan, Ph.D. Wharton School

ส.งท�.ล�กค�าติ�องการ

• ควัามรวัดิ์เร3วั(Speed)• ควัามถู�กติ�อง(Right at the first time)• ค�ณ์ภาพั(High standard performance)

• ควัามประท�บใจัควัามภ�มใจั (Passion and experience)

ผู้��ถื�อหุ้��น

พน�กงานลู�กค้�า/ผู้��ร่�วมธุ�ร่ก�จ• ผู้��บร่�หุ้าร่• พน�กงาน

• น�กลูงทุ�น• ผู้��ร่�วมธุ�ร่ก�จ

• ลู�กค้�า• ผู้��แทุนจ�าหุ้น�าย• ผู้��ใหุ้�บร่�การ่

• หุ้น�วยงานของร่�ฐ• ธุนาค้าร่แหุ้�งปร่ะเทุศไทุย• กร่ะทุร่วงการ่ค้ลู�ง• ตลูาดหุ้ลู�กทุร่�พย(• กร่ะทุร่วงพาน�ชย(

• สั�งค้ม/ช�มชน

• ค้��แข�งข�น

ผู้��ม�ส,วันไดิ์�เส�ยการดิ์�าเนนธ์�รกจั

ค้�ณภาพสั�นค้�าบร่�การ่ทุ-.ด-ร่าค้าย�ต�ธุร่ร่ม

ค้�าจ�างสัว�สัด�การ่การ่ด�แลูทุ-.ด-

ผู้ลูตอบแทุนค้วามโปร่�งใสัตร่วจสัอบได�

Strategic Management Process

Mission

Goal

ExternalAnalysis

InternalAnalysis

Human ResourcesNeeds-Skill-Behavior-Culture

Strategic Choice

Human ResourcesPractices

Human Action

OrganizationPerformance

Source : Human Resources Management 3rd edition Gaining a competitive advantage

Human Capability

HRM Strategy

Vision

• Internal / External• Manpower Planning• Selection Process

• Salary• Bonus• Welfare• Benefit

• Performance appraisal• Potential evaluation• Talent Assessment

CompensationManagement

PerformanceManagement• Succession plan

• Promotion• Job assignment

Career Planning

• Learning• Training• Development

Development• Retire• Early Retire• Termination• Employee relation

Retire & Retain

Manpower Planning

Mission Biz Result

Leadership

Human Capability

Culture

Business Process

• Competency

Change

A goal without a plan is just a wish.

Antoine de Saint-Exupery

How to Create High Performance Organization?

• How people are serve organization target? (ท�าอย,างไร...พัน�กงานท�างานติามเป5าหมายท�.องคกรติ�องการ)• How talents are selected ?

(ท�าอย,างไร...จัะค�ดิ์เล6อกคนเก,งคนดิ์�)• How to motivate people ?

(ท�าอย,างไร..จัะจั�งใจัให�ท�างาน)• How people are developed ?

(ท�าอย,างไร...จัะพั�ฒนาควัามสามารถูพัน�กงาน)• How to retain people ?

(ท�าอย,างไร...จัะร�กษาพัน�กงานไวั�ไดิ์�)

Change

Globalization

Global Competitor

Global Mindset

Technology Change

Learning Organization Knowledge Base Economy

Talent

Performance Mgt.

Development Plan

Competitiveness

Vision/Mission

KPIs Competency

HRD link to business result

Value/CultureOrganization

Technology/Skill

Business Result

HRM Process

Succession Plan

Recruitment

JobChoice

Vacancy Applicant

RecruitmentSources

Companypolicy Recruiter

• Internal – external recruiting• Market positioning and company image• Internal – external source• Collage and universities• Employment agencies

Selection and placement

• Job requirement• GPA• Appearance

Screening Tests Interview Reference Probation

• Skill• Personality• Academic • Work sample• Honesty • Drug

• Personality• Attitude• Culture• Role play

• Background• Physicals

Need assessment process

Personanalysis

Organizationanalysis

Taskanalysis

Source : Human Resources Management 3rd edition Gaining a competitive advantage

Who need training?

In what do they need training?

What is the context?

Reason•Legislation•Lack of basic skill•Poor performance•New technology•New product•New job•Customer request•Higher performance

Outcome•What trainee need to learn•Who receives training•Type of training•Frequency of training•Training or other option such job redesign

Development Methods

Apprentice Training

Coaching

Job Rotation

Shadowing

Special Project Assignment

On-the-Job Training

Mentoring

Off-site Training Program Community of Practice (CoP)Self Study

Assessment Center

Preferences,Preferences,Corporate Culture,Corporate Culture,

Actual Actual PossibilitiesPossibilities

Preferences,Preferences,Corporate Culture,Corporate Culture,

Actual Actual PossibilitiesPossibilities

Intervention for Development

Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development

Intervention for Development

Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development

Job Enlargement/Enrichment

CBT

Career Counseling

Source : Hunseok Oh (Department of Education, Seoul National University, Korea)

Competency-Based HRDGoal of competency-based HRD: To extract core competency aligned with business vision and strategy, and to design and use it for strategic integration in terms of human resource management

Vision /Mission

Business Goals

Vision /Mission

Business Goals

SelectionSelection

DevelopmentDevelopment

AssessmentAssessment

Define Competency

Design HR System

Competency ModelCompetency ProfileCompetency Measurement

Competency ModelCompetency ProfileCompetency Measurement

Strategy TasksKSF

KPI Maximizationof People

Value

Org. performance

Competitive advantage

Assessment of Job competency

Assessment of Job competency

Information Technology

Change Management

Competency Modeling

Source : Hunseok Oh (Department of Education, Seoul National University, Korea)

Internal Equity

External Equity

Ability to Pay - Meditative- Fairness

Compensation Philosophy

Individual EquityAdequate

Competitive

Attractive&Retain

Benefits and Services Performance Rewards

Compensation & Benefits System Framework

Workplace Opportunities Performance Recognition

- Membership Based - Performance Based

Cash or C - ash Rela

ted

Non Cash orSymbolic

• Health & Welfare• - Broad based Stock Option• Tuition Reimbursement• Child / Elder Care• Wellness Program

• Base Pay (with Merit)• Variable Pay• Stock Option (Selective)• Spot Awards• Hiring Bonuses

• Specialized Training• Career Development• Flex Hours• Informal Dress• Company Events / Parties

• Promotions• Special Assignments• Recognition “Star”• Presidents’ s Club• Recognition Trips/Tickets

Example Of A People Evaluation Matrix

High Under-performer:Give warning; provide targeted developmentsupport

Major leaguer:Plan next move, provide extra coaching

Superstar: Plan multiple fast moves; ensure compensation is sufficient

Medium

Solid pro: Consider development

Major leaguer:Plan next development opportunity

Low Failure:Manage Out

Solid pro: Keep in place

Low Medium High

Potential

•Can be simply ‘has ability to move 2 levels up’

•Can explicitly include traits such as leadership, intelligence, values

Performance•Based on performance evaluation rating, A/B/C rating or quintiles•Emphasizes actual results/achievements, since competencies are captured by the potential axis

Source : Joseph M. Ryan, Ph.D./Wharton

Job withdrawal process

Cause of job dissatisfaction•Personal disposition•Task & role•Supervisors & peer•Pay and benefits

Cause of job withdrawal•Behavior change•Physical job withdrawal•Psychological job withdrawal

job dissatisfaction

job withdrawal

Source : Human Resources Management 3rd edition Gaining a competitive advantage

Why employees work

1.Career Growth2.Challenging Job3.Job Value4.Good Friends5.Good Team6.Good Boss7.Regcognition8.Enjoy Work9.Empowerment10.Flexible in Time and Dress

"The important thing is not to stop

questioning."

Albert Einstein

Any Question?