Transforming HR into

Business Partner

Josef Bataona
HR Director
Unilever Indonesia
Agenda

• “Business we are in...”

• Strategic Perspective
• Transformation: Unilever Story
• Case studies
 Unilever at Glance

• Highest standards of corporate

behaviour, 3000+ employees,
• Focus on consumer needs, brands
chosen by millions everyday
• USD 1 billion company (2004),
• Global, regional and local brands.
Unilever Indonesia Vision
To be the first choice of Consumer, Customer and Community..

HR Vision “Grow people for growth”

HR Mission

1. Continuously nurture and grow our people

2. Proactively provide strategic solutions on HR matters to deliver
excellent results
3. Energize our people to have balanced life while meeting the business
objectives
4. Become the Change Facilitator for both people and business
improvements
5. Deliver HR Service Excellence
 Strategic Perspective
1. Total Transformation
2. Balance Business Strategy and Plan
(BBS and BBP)
3. Strategic HR Agenda
4. HR and Divisional BBP
5. Change Facilitator & Capability Building
6. Managing Stakeholders expectation
 Strategic Perspective 1:
Total Transformation
Transformation will change all of HR…
 Business Partners
Aligned to strategic direction of business and
changing business needs
 Expertise Teams
Globally/Regionally aligned programmes
 Shared Services
Transactions and administration are centralised
 Strategic Perspective 1: Total Transformation
What is HR Transformation?
HR Transformation

Maximise the performance of the workforce 20%

5% Strategy through alignment of HR activities and programs
Strategy
with the strategic direction and business needs of
the organisation 40%
Performance
25% Performance Develop and deliver programs that Enhancement
Enhancement enhance the organisation’s ability
to attract, develop and retain
superior performers Transactions
30% 20%
Transactions
Handle employee transactions
and inquiries Admin
40% 20%
Administration
Manage vendors, suppliers,
% Time, Effort, Cost budgets, and HR systems % Time, Effort, Cost
Strategic Perspective 2: Unilever Indonesia
Board Balanced Business Plan for 20.. (an examples)
Vitality mission Values ULIs Vision
Our mission is to add vitality to life. We • Customer, • Making Things To be the first choice of
meet everyday needs for nutrition, Consumer & Happen
hygiene, and personal care with brands Community • Sharing of Joy Customer
that help people feel good, look good Focus • Excellence
• Teamwork Consumer
and get more out of life.
• Integrity Community.

market operations people & organisation outcomes

1. Grow sales
Goal 1………. 1.Goal 1 ………….. Goal 1.Smooth implementation of
• Measure a) target • Measure a) target One Unilever
• Measure a) target
• Measure b) target • Measure b) target • Measure a) target
• Measure b) target
• Measure c) target • Measure c) target • Measure b) target • Measure c) target
• Measure d) target • Measure d) target
Goal 2. Business building capabilities
Goal 2…………. • Measure a): target
2.Goal 2 ……………
• Measure a) target
2. Grow Profit
• Measure b)) target • Measure a) target • “Measure b) Target
• Measure c) target • Measure b) target
• Measure a) target
• Measure d) target • Measure c) target • Measure b) target
Goal 3.The right culture for growth • Measure c) target
Goal 3………… • Measure a) target
• Measure a) target Goal 3. …… • Measure d) target
• Measure b) • Measure b) target
target
Goal 4…….. • Measure c) target

We will achieve these goals through these key strategic projects…

2. Projet a) 2. Project c) • Project e)

3. Project b) 3. Project d) • Prfoject f)
Strategic Perspective (cont…)
3. Strategic HR Agenda
- Together with board to define BBS/BBP
- Monthly Radar: regular review on corporate KPI; get
all board on the same boat; learning process across
function
- HR agenda on the Board Meeting
- Board Away day: Top succession

4. HR and Divisional BBP

- HR as facilitator (certified)
- Division to translate Board BBP, incl org. & People
- HR to translate Board BBP and Divisional BBP into
HR BBP
 4. Change Facilitator & Capability Building
Case study 1: turning around the business

Background:: In 2004, Sales growth in Q1 and Q2 has not been good as planned, in
fact if the first half year trend continued, we would have not reached our sales target.

Analysis showed that there were some initiatives in Sales designed to improve Sales
but they were actually making it worse. It was then decided to stop these initiatives and
get our Sales team to get “Back to Basics”. HR was asked to help

Actions Taken:

Interview leader and other stakeholders plan

Field Visit energize
Agree with leaders on intervention needed
Set up Project Team
Develop the content of Field Manual
Launch and Cascade Workshop
Regular review and get feedbacks
implement
:
 4. Change Facilitator & Capability Building
Case study 1: turning around the business (continued)
Key Principles in Managing Change
1. Engage the mind and capture the heart

•Buy in from leaders

•Agree to Changed Paradigm
•Back to Basic Field Manual Capturing •Sales Force Guiding
•Back To Basic Pocket Guide the heart Principles
•Sales Force Commitment
Engaging
the mind

2. Do not forget the Energizing Part

• Attractive Packaging
• Launch Workshop (attended by Chairman)
• Back to Basics Award
 “
5. Managing Stake Holders’ Expectation
Case study 2: The Butterfly Story

• Identify who are our stake-holders

• Their and our expectation
• Communication program
• Implementation and review
Butterfly covered poster in building main lobby….
500 butterflies picked, 1st message revealed
2nd teasing poster, 500 butterflies picked, message revealed
3rd teasing poster, 500 butterflies picked…HR logo revealed
Examples of initiatives driven by HR:
LEADERSHIP
DEVELOPMENT SIMPLIFICATION
•Executive • Process Improvement
Development Program • Service Excellence
•Leadership Forums Wellness
•Generative Coaching •
Balanced Life
awareness
• Personal Health Index
• Gym competitions
• Daycare centre

Energizing Our VALUES &

People CULTURE
• Creative Reward Scheme • Enterprise Culture
• Chairman Award • Winning Together Events
• Enterprise Award • Sharing Culture
• Club 25 • Living the Values
 As a Business Partner:
How HR Manager obtain Personal Credibility?

Business
Mastery
Personal
Credibility
Change +
HR Mastery Process
Mastery

Taken from Human Resource Champion, Dave Ulrich, p253

 Thank
You…
“ An y q u
estion?”