Preliminarysurveyreportdigitalhr 171108150229

Preliminary Survey Report
October 2017
www.tas-consultingpartner.com
HR Digital Trans f orm ation in T hailand
www.pixabay.com
2017 TAS Consulting Partner I All Rights Reserved
Expectation of Business toward HR contribution in
and its readiness for Digital Transformation
October. 2017
The study was conducted as part of collaboration between
Personnel Management Association of Thailand

www.pmat.or.th
TAS Consulting Partner

2016, All rights reserved.

Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.

1 2 2 B U S I N E S S AN D H R L E AD E R S P R O V I D E D
THEIR OPINION THROUGH ON-LINE SURVEY
EAb
xeco u ttive
S uS
r ve
u mym ary. E xec u t ive S u m m ary K ey F in d in g No. 1 2 3 4 5 6 7 8 Con c lu s ion
HR Business In this study, PMAT and TAS Consulting Partner conducted online survey of
75% 25% 122 business and HR leaders across types, sectors and sizes In Thailand.
The study was completed in October 2017
By Revenue By Number of Employee
mio.THB p.a. person
>5,000 7%
>10,000 14%
of 96 HR Leaders, what experiences* do they >5,000 - <10,000 17% 1,000-<5,000 19%
possess?
1,000-5,000 24% 500-<1,000 17%
HR throughout 73%
>500 -1,000 7% 200-<500 35%
Others 25% >100-500 24% <200 22%
13% >100 14%
Marketing, Sales,
Communication
13% By Type of Corporate By Sector
Business Planning,
Risk Management Others 6 Services 35%
Finance, Treasury, 9% Thai companies that 31%
have oversea operations Production
Accounting 43%
Thai companies 28%
Production, Logistic, 9% Trading
MNCs 34% 22%
Supply Chain
IT 7%
International 3% By Number of HR >200 (2%)

100-200(1%)
exposure person 51-100
*In full-time role for more than 6 months
<10 (63%) >10-50 (29%) 5
T H E S T U D Y M A N I F E S T E D N I N E K E Y F I N D I N G S T H AT
P R O V O K E O R G A N I Z AT I O N T O TA K E T H E M F U R T H E R
EA b ou
xec u ttive
S uS
rvey
u m m ary. E x e cu ti ve S u m m ar y K ey F in d in g No. 1 2 3 4 5 6 7 8 Con c lu s ion
No.1
Digital era bring about o p p o r t u n i t y rather than risk to the business
Business leader believed that H R h a s s i g n i f i c a n t r o l e t o p l a y in digital
transformation of the company, nevertheless, e x i s t i n g c a p a b i l i t y o f H R n e e d t o
b e u p l i f t e d in order to meet the expectation
No.2
Having C l e a r V i s i o n for Digital is the most critical factor to successful digital transformation
No.4 when asked what will be happening to HR in the next 1-2 years , Business and HR leader explicitly
have d i f f e r e n t v i e w on number of H R F T E and adoption of n e w t e c h n o l o g i e s
No.5
o n e - f o u r t h of HR from surveyed organization said it has not p r e p a r e d n o t h i n g
a t a l l in order to cushion impact of digital economy

T H E S T U D Y M A N I F E S T E D N I N E K E Y F I N D I N G S T H AT
P R O V O K E O R G A N I Z AT I O N T O TA K E T H E M F U R T H E R
EA b ou
xec u ttive
S uS
rvey
u m m ary. E x e cu ti ve S u m m ar y K ey F in d in g No. 1 2 3 4 5 6 7 8 Con c lu s ion
No.6
introducing and/or enhancing H R T e c h n o l o g y is the main activity adopted by HR of the
surveyed organizations that have already kicked started HR digital transformation
No.7 While Business and HR leaders has aligned opinions that S e l e c t i o n and O r g a n i z a t i o n
D e s i g n are the top priority that need to be revamped, however, Business leaders was of the
opinion that P e r f o r m a n c e M a n a g e m e n t also need immediate attention but HRs opinion
incline toward L e a r n i n g & D e v e l o p m e n t .
No.8 Key challenges that HR is facing is l a c k i n g o f k n o w l e d g e and clear

u n d e r s t a n d i n g about meaning, implication and impact of Digital Economy on
organization and HR in particular
No.9
The more advanced technologies is , the more important E t h i c a l P r a c t i c e will be as
a critical competencies that HR must possess in the age of digital.

DESPITE PERCEVING DIGTIAL AS OPPORTUNITY BUT
B U S I N E S S A R E S T I L L C AU T I O U S A B O U T T H E I M PA C T S
EA b ou
xec u ttive
S uS
rvey
u m m ary. E xec u t ive S u m m ary Ke y F i n d i n g No . 1 2 3 4 5 6 7 8 Con c lu s ion
B u s i n e s s and H R L e a d e r s From Businesss point of view

have perceived Digital Transformation as for Business : What are the positive impacts of digital economy?
Opport unit ies improving net profit contributed by lowering cost 40
and increasing sales revenue
New revenue stream from new business 27
9.0 Business
rather than Increasing sales revenue 23
Risks
HR Others e.g. improving customer satisfaction, 9
8.4
enhance capability of employee etc.
5.4
5.2 for Business: What are the negative impacts of digital economy?
Shortage of critical skills in needs and are highly 38
completive in labor market
How critical is the R o l e of HR in digital
Declining of revenue due to losing customer 21
transformation of the company and what is the level
and market share.
of existing C a p a b i l i t y that HR possess?
Others e.g. lose competitiveness because 21
Expected [SMEs are] unable to catch up with the
contribution technological change , emerging of substituted
from HR products fueled by innovation etc.
Existing
capability Going out of business due losing competitive edge 13
of HR and being unable to compete.
8.9
8.3 No negative impact at all 8
6.1 Business
6.0 HR

H R S T R O N G LY E M B R A C E D D I G I TA L E C O N O M Y A S
IT W OULD HELP IMPROVING HR EFFECTIVENESS
EA b ou
xec u ttive
S uS
rvey
From HRs point of view

B u s i n e s s and H R L e a d e r s
have perceived Digital Transformation as What are the positive impacts of digital economy?
Improving effectiveness of HR deliverables 93
Opport unit ies
Better receiving employees feedback 84
Having more time to focus on strategic work 77
9.0 Business
rather than Creating new HR innovation 77
Risks
HR Increasing access to business information 60
8.4
Reducing personnel cost 49
5.4 Better connecting and managing people from 44
5.2 remote location and different culture
Providing option for flexible workplace 36
How critical is the R o l e of HR in digital What are the negative impacts of digital economy?
transformation of the company and what is the level Shortage of critical skills in needs and are highly 49
of existing C a p a b i l i t y that HR possess? completive in labor market
Expected Tension in workplace caused by generation gap 48

contribution and social media usage
from HR HR processes that couldnt keep up with the speed 44
Existing of technological change become ineffective
capability
of HR adoption of AI/Robots could potentially lead to 43
8.9 labor dispute due to fear of redundancy
8.3
No negative impact at all 10
6.1 Business
Business discontinuity as workforce need to be 10
6.0 HR reskilled
others 8
C L E A R V I S I O N A N D W E L L A R T I C U L AT E D S T R AT E G Y I S
M O R E I M P O R TA N T T H A N I N V E S T M E N T I N T E C H N O L O G Y
EA b ou
xec u ttive
S uS
rvey
Key Success Factor From Businesss point of view

of successful Digital Transformation What are the critical factor of successful digital transformation?
Vison of top management 53
V I S I O N of top management
Process redesigned to get the optimal benefit 29
Clear and well communicated digital strategy 24

P R O C E S S re-designed
Workforce with critical skills for digital economy 20
to get optimal benefit
Role modeling of leadership team 20
Funding 20
Clear and well communicated
DIGITAL S T RATEGY Culture of the company 13
Collaboration among network and ecosystem 4

B U S I N E S S A N D H R H AV E D I F F E R E N T O P I N I O N A B O U T
HR FTE AND ADOPTION OF NEW TECHNOLOGY
EA b ou
xec u ttive
S uS
rvey
What will happen to HR in the next 1 -2 years?

56%
49%
47% 46%
33%
44% Business
41%
25% 29%
23%
22%
HR
15%
18%
8%
Adopt new Define digital Restructure Increase HR Decrease HR Bring critical skill
Gain additional
technology HR strategy HR organization. Headcount. Headcount. from outside.
budget
Need to probe further why

there are such different opinion

O N E - F O U R T H O F H R I N T H E S U R V E Y E D O R G A N I Z AT I O N
S A I D T H E Y H AV E P R E PAR E D N O T H I N G AT A L L
EA b ou
xec u ttive
S uS
rvey
Is HR ready? From HRs point of view

What statement does explai n current state of your HR
24% of surveyed HR Leaders said
they have prepared N o t h i n g at all with regard to preparat ion for digital economy ?
Will adopt fast follower approach and are

49
learning from the first mover
49% Will adopt fast follower
approach and are learning from others Get Digital HR Strategy endorsed and 41
budget approved
Have started collecting information about 40

41% Get Digital HR Strategy implication and impact within HR team
endorsed and budget approved
Have informed management team about the 34
implication and impact to gain awareness but no
concrete actions/decisions made yet
Have prepared nothing at all 24

INTRODUCING TECHNOLOGIES IS THE MAIN ACTIVITY
H R A D P O T E D T O I T S T R A N S F O R M AT I O N J O U R N E Y
EA b ou
xec u ttive
S uS
rvey
Is HR ready? From HRs point of view

What are the activiti es adopted by HR of those
24% of surveyed HR Leaders said
companies that already kicked starts its effort?
they have prepared N o t h i n g at all
Implement new HR technologies, software
42
and/or system s
49% Will adopt fast follower
approach and are learning from others Redesign HR processes and workflow the fit 30
the changing workforce and workplace
Restructure HR organization and operating model 17

41% Get Digital HR Strategy
Define digital competencies that is applicable to HR 15
endorsed and budget approved
Start building digital competencies of HR 2
43% Implement new

technologies & system
30% Re-design HR
processes and workflow
17% Restructure
HR organization and
operating model

O R G AN I Z AT I O N D E S I G N A N D L E AR N I N G A R E L E A D I N G
P R I O R I T Y L I S T O F P R O C E S S T O B E R E VA M P E D
EA b ou
xec u ttive
S uS
rvey
Priority of H R P r o c e s s that need What are the priority of HR processes that needed
to be R e v a m p e d due to digital disruption urgently revamped due to impact from digital economy ?
low high
Business HR
Organization design
1 2 Recruitment & Selection
Organization Performance Management

Design
Leadership Development
2 3
Learning & Development
Recruitment
& Selection
Engagement & Employee well being
3 Compensation & Rewards
Performance
Management Career Management
Workforce planning
1
Learning & Succession management

Development
Employment Branding

L AC K O F K N O W L E D G E A B O U T I M P L I C AT I O N A N D
I M PA C T O F D I G I TA L I S T H E K E Y C H A L L E N G E
EA b ou
xec u ttive
S uS
rvey
Key Challenges that HR is facing From HRs point of view

What are the key challeng es that HR facing ?
77% Lack of K n o w l e d g e
and clear understanding
Lack of knowledge and clear understanding about
77
Digital economy, its implication and impacts
43% not receiving B u y - i n
Others e.g. support from IT, generation gap, 61
from M a n a g e m e n t
managing big data, readiness of
shopfloor/operator etc.
Management buy-in 43
25% waiting for clear D i r e c t i o n
from parent company/HQ Wait for clear direction from Parent company/HQ 25
Limited funding 22

E T H C AL P R AC T I C E I S T H E M O S T C R I T I C A L S K I L L
A N D H AV E P E R C E I V E D A S S T R E N G T H O F H R
EA b ou
xec u ttive
S uS
rvey
T o p T h r e e C r i t i c a l S k i l l s HR need to How critical each compet en cy is and how capabl e

enable successful transformation of the company HR is current ly for each of them?
Existing Critical
Proficiency Level
5 10
Business Acumen
Strategic Thinking
Ethical Positive & Relationship
Practice Innovative Thinking Orientation & Mngt Communication & Presentation
Strengths Leadership
Business HR Change Management
Ethical Practice Ethical Practice People Management

Relationship Orientation People Management
& Management Relationship Orientation & Mngt.
Assessment & Relationship Orientation

Evaluation & Management Influencing
Weakn e ss Diversity Management

Business HR Strategic Partnering
Strategic Partnering Diversity Management Coaching & Consultation

Positive & Innovative Strategic Partnering
thinking Assessment & Evaluation
Coaching & Consultation Coaching & Consultation
Positive & Innovative Thinking
Ethical Practice
T E C H N O L O G Y W I L L T R AN S F O R M T H E WAY O F
HOW W E DO THE BUSINESS
EA b ou
xec u ttive
S uS
rvey
u m m ary. E xec u t ive S u m m ary K ey F in d in g No. 1 2 3 4 5 6 7 8 Co n c l u si o n
CUSTOMERS
COMPETITION
I N N O VAT I O N
VA L U E D AT A
2017 TAS Consulting Partner I All Rights Reserved Source : The Digital Transformation Playbook, David L. Rogers, 2016
E MP LOYE E S E XP E CT A S E NGA GING A ND
E N J O YA B L E E X P E R I E N C E S A S C U S T O M E R S D O
EA b ou
xec u ttive
S uS
rvey
Enterprises need to apply evolving expectation of customer to

constantly redesign and reinvent employee experiences
F E AT U R E S EXPERIENCES
MASS HYPER-
PRODUCTION PERSONALIZAION
OW NERSHIP-BASED ACCESS-BASED
CONSUMPTION CONSUMPTION
2017 TAS Consulting Partner I All Rights Reserved Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017
M I L L E N I AL S * A R E R E P R E S E N T I N G H A L F O F W O R K F O R C E
B Y 2 0 2 0 , T H E Y W I L L D E M O C R AT I Z E T H E W O R K P L A C E
EA b ou
xec u ttive
S uS
rvey
E M A N C I PAT E D E M P L O Y E E
To be empowered and seek challenge
Specialization
To enjoy teamwork and communities
Collaboration
Flexibility
Continuous feedback
Decentralization
To play an active role in their own

development
Mix personal and professional life

Well informed
Intellectually To work for companies whose
autonomous purpose they share
Unresponsive to claims
of compliance & hierarchy
To invent themselves and
Part of the leadership process change job often
To create their own business
*20-35 years old in 2017

the rise of Generation I individualistic, informal, interactive, informed and innovative.
Source1 :Future of leadership in a changing workplace, Bersin by Deloitte, 2016
2017 TAS Consulting Partner I All Rights Reserved Source 2 : Future Workplace cited in What Role for HR in 2020-2025, Oliver Wyman and Orange, 2016
LEADERS IN DISRUPTIVE ENVIRONMENT SHARE
C O M M O N C H A R A C T E R I S T I C O F AG I L E L E AD E R
EA b ou
xec u ttive
S uS
rvey
Careless
Driving
E ngage Hum ble
Hyper Fast
A w areness E xec ut i on
S low W rong
driving direc t ion
I nformed
V isionary Dec ision A dapt able
Making
2017 TAS Consulting Partner I All Rights Reserved Source : Redefining Leadership for a Digital Age, IMD, 2017
T H E W O R L D O F W O R K P L AC E A N D W O R K F O R C E
I S C H A N G I N G FA S T E R PA C E T H A N E V E R
EA b ou
xec u ttive
S uS
rvey
Data [over] abundance Large and more

and inaccessibility complex organization
Networked, searchable, Generation shift in

on-demand experience employee motivation
Empowerment of Automation of
individuals via mobile knowledge work via
and social technology machine intelligence
2017 TAS Consulting Partner I All Rights Reserved Source : Changing World of Work, CEB,, 2017
D I G I TA L T R A N S F O R M AT I O N R E Q U I R E S T H E C O M PA N Y
T O R E I M AG I N E , I F N O T R E VA M P, H R P R AC T I C E S
EA b ou
xec u ttive
S uS
rvey
D i g i t a l Ta l e n t .
The speed and agility to recruit, develop and re-skill through
digital employee operations , digital learning and digital talent
Automated HR
Enabling organization to transition to simple, automat ed HR ,
primarily enabled by Human Capital Management System (HCM) .
Tr a n s i e n t Wo r k f o r c e
Facilitating organization with the tools to manage and
increasing trans ient workf orc e
New Roles
Designing and updating outdated and outcome target operating
models with the right roles needed for organization success
Employee Experience
Fixing poor employee experienc e in getting the basic right
and bring consumer experience into the employee space
2017 TAS Consulting Partner I All Rights Reserved Source : Three trends in the digital transformation of HR for 2018, Capgemini 2017
D I S R U P T I O N D E N O T E S H I F T I N G I N AL L D I M E N S I O N S
T H AT U N D E R LY I N G H R O P E R AT I N G M O D E L
EA b ou
xec u ttive
S uS
rvey
Dimension toward
Focus Out-Side-In HR is not about HR, but the value HR creates to key
stakeholders
Ta lent Well-being HR pivots from focusing on employee competence to

commitment to contribution and well being or framed as
employee experience
Orga niza tion Capability Definitions of organizations have been disrupted from seeing as a
hierarchy to be as bundles of capabilities
Lea der Lea dership, First, from the individual leader to the collective leadership team.
Na viga ting Second, navigating paradox has become the next wave in the evolution
pa ra dox a nd bra nd of leadership effectiveness. Finally, effective leadership is defined when
leaders competencies reflect promises to customers and investors
HR Ability to deliver Competency for effective HR professional have been disrupted

outcom e from merely having them to demonstrate the impact
Com petency
HR Connection HR can use technology to build connections among people that

create positive social experiences thus overcoming the
Technology
demoralizing effects of social isolation.
HR Ana lytic Business im pa ct Analytics has pivoted from a scorecard to insights based on big data to
interventions about which HR practices have which results to business
impact where HR drives customer share and investor confidence. .
2017 TAS Consulting Partner I All Rights Reserved Source : Disruption in HR that Every Pro should Know, Dave Ulrich, 2017
A LL HR P ROCE S S E S RE QUIRE S RE -LOOK , RE -E XA M INE ,
R E - D E F I N E A N D R E - I M AG I N E
EA b ou
xec u ttive
S uS
rvey
THINGS WERE THINGS ARE
O R G A N I Z AT I O N will be redesigned A structured, B network

hierarchical A of team
for speed, agility and adaptability B
G C D
C D E E
F
Full Timer
W O R K F O R C E already include FTE
employee on and off balance sheet Partnership
as well as machine Part-time Borrowed

Open source
Outsource
Machine
New technologies and evolution of Advertising Employer Brand

candidate behaviors change the way
R E C R U I T M E N T will be Physical Digital
Process Experience
Technology is not new to managers push at speed of collective

business intelligence
L E A R N I N G but increasing amount L&D create content
of content creation and accessibility
learned skill last very long
self controlled half-life of
at the pace of learning and driven learned skills

U N D E R S TA N D I N G O F W H AT W I L L B E C H A N G I N G I S
N E E D E D T O B E T R U S T E D PAR T N E R T O B U S I N E S S
EA b ou
xec u ttive
S uS
rvey
THINGS WERE THINGS ARE

The way we work has changed, so does backward ranked multi-views qualitative
PERFORM ANCE M ANAGEM ENT
but how far it will be
annual complicated ongoing forward
L E A D E R S in disruptive
environment need a new set of quality + and...
in addition to IQ and EQ
IQ EQ DQ
Intelligence Emotional Digital
Quotient Quotient Quotient
C A R E E R PAT H in digital economy

incline toward growth based than
promotion-based
Promotion-based career culture Growth-based career culture
Go beyond narrow focus on applying separation joining

engagement to personalization of
EM PLOY EE EXPERIENCE
onboarding reward
training performance leaving

HR TECHNOLOGIES SHALL BE OPTIMIZED TO ENAHCE
HR E FFE CT IV E NE S S A ND E M P LOYE E E XP E RIE NCE
EA b ou
xec u ttive
S uS
rvey
Phase
Divergence of
H R Te c h n o l o g y Wo r k Create Connection
4 to what extent do we use technology to create social
experiences and connections
Phase
Access Information
3 to what extent do we use technology to
access information?
Phase
Innovate HR Practice
2 to what extent do we use technology to innovate
our HR practices?
Phase
S t r e a m l i n e A d m i n i s t r a t i v e Wo r k
1 to what extent do we use technology to streamline
administrative HR work?
2017 TAS Consulting Partner I All Rights Reserved Source : Do An HR Technology Audit To Get The Most Out Of Digital HR, Dave Ulrich, 2017
K E Y P R AC T I C E S T H AT I N D I C AT E F U N D A M E N TA L
C H A R A C T E R I S T I C O F D I G I TA L H R T R A N S F O R M AT I O N
EA b ou
xec u ttive
S uS
rvey
Design employee experiences
Use technology to improve performance
Lead companys digital transformation
Facilitate team-centric model
Shape the culture
Adopt agile team into HR
Regenerate and upgrade HR professional
2017 TAS Consulting Partner I All Rights Reserved Source : Seven Practices of High Impact HR, Josh Bersin, 2017
T H E C A L L T O G O D I G I TA L I S A N I M P E R AT I V E A N D
REVOLUTIONARY FOR HR
EA b ou
xec u ttive
S uS
rvey
Challenge HR to start with a digital first

Redesigning, delivering, operating HR base on
mobile and cloud solution
Imagine employee experience in real time

Digital will enable real-time access, decision making
and result. HR team should adopt more real-time
and digital first operation rather than process, forms
Demographic New Social and transactions
Upheavals Contact
Learn, share and enable digital experience
Learn from early digital adaptors e.g. Marketing and
in turn help develop enterprises digital mind-set and
capability
Embrace design thinking and leverage agile

Rate of Digital approach to its delivery
Change Technology
Understanding employee experience before adopting
SMAC then integrating team to deliver prototype and
solution
Integrate analytics and reporting as part of

digital platform, not add on
HR process should provide manager real-time
information could provide good analysis for a
practical solutions
2017 TAS Consulting Partner I All Rights Reserved Source : Global Human Capital Trends 2016, Deloitte University Press, 2016
M O V I N G A W AY F R O M S E R V I C E S P R O V I D E R S M E N TA L I T Y
T O E M P L O Y E E E X P E R I E N C E C O N S U LTA N T
EA b ou
xec u ttive
S uS
rvey
From To
Reactive Speak business language Proactive

Get insight of stakeholder experience
Process Focused Strengthen stakeholder relationship Business Driver
How to develop Provide sound and practical solution

Problem Solver Challenger
Maximize technology integration
69% Have worked across HR HR Secure support for Recommendations Strategic
and with multiple BU Functional
Influence key Business Decision
Business
Expert Partner
Have worked overseas
36%
Building Understanding Identifying & Leveraging
Have advised other firms Analytical Business Drivers Diagnosing Analytics for
28% as a consultant Foundation and behavioral Challenges impact solution
economies
Have research experience

28% Developing Improving Understanding Understanding Building the
Digital Financial Financial Financial Metrics Economics of a
Competence Acumen Statements Business Case
Obtaining Understanding Communicating Sourcing

Stakeholder Stakeholder the narrative of stakeholder
needs a business agreement
Commitment cases
2017 TAS Consulting Partner I All Rights Reserved Source : What successful HR professional do and( adapted from ) Developing HR Business Partnership, CEB 2015
t r u s t w o r t h y
a g i l i t y
s i m p l i c i t y
THANK YOU
All information contained in this presentation has

been produced base on publicly available
information from various sources.
Should you have any comment to make regarding

topic presented and their content, please contact
www.pixabay.com
tas@tas-consultingpartner.com
2017
Consulting
2017 TAS
TAS 2017 TASPartner
Consulting Consulting Partner
I AllI Rights
Partner All I Reserved
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Reserved
Rights

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Preliminary Survey Report

HR Digital Trans f orm ation in T hailand

The study was conducted as part of collaboration between

Personnel Management Association of Thailand

TAS Consulting Partner

2016, All rights reserved.

2017 TAS Consulting Partner I All Rights Reserved

International 3% By Number of HR >200 (2%)

2017 TAS Consulting Partner I All Rights Reserved

No.8 Key challenges that HR is facing is l a c k i n g o f k n o w l e d g e and clear

2017 TAS Consulting Partner I All Rights Reserved

B u s i n e s s and H R L e a d e r s From Businesss point of view

2017 TAS Consulting Partner I All Rights Reserved

From HRs point of view

Expected Tension in workplace caused by generation gap 48

Key Success Factor From Businesss point of view

Clear and well communicated digital strategy 24

Collaboration among network and ecosystem 4

2017 TAS Consulting Partner I All Rights Reserved

What will happen to HR in the next 1 -2 years?

Need to probe further why

2017 TAS Consulting Partner I All Rights Reserved

Is HR ready? From HRs point of view

Will adopt fast follower approach and are

Have started collecting information about 40

Have prepared nothing at all 24

2017 TAS Consulting Partner I All Rights Reserved

Is HR ready? From HRs point of view

Restructure HR organization and operating model 17

43% Implement new

2017 TAS Consulting Partner I All Rights Reserved

1 2 Recruitment & Selection

Organization Performance Management

3 Compensation & Rewards

Learning & Succession management

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Key Challenges that HR is facing From HRs point of view

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T o p T h r e e C r i t i c a l S k i l l s HR need to How critical each compet en cy is and how capabl e

Ethical Practice Ethical Practice People Management

Assessment & Relationship Orientation

Weakn e ss Diversity Management

Strategic Partnering Diversity Management Coaching & Consultation

Enterprises need to apply evolving expectation of customer to

To play an active role in their own

Mix personal and professional life

To create their own business

*20-35 years old in 2017

Data [over] abundance Large and more

Networked, searchable, Generation shift in

Ta lent Well-being HR pivots from focusing on employee competence to

HR Ability to deliver Competency for effective HR professional have been disrupted

HR Connection HR can use technology to build connections among people that

THINGS WERE THINGS ARE

O R G A N I Z AT I O N will be redesigned A structured, B network

as well as machine Part-time Borrowed

New technologies and evolution of Advertising Employer Brand

Technology is not new to managers push at speed of collective

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THINGS WERE THINGS ARE

annual complicated ongoing forward

C A R E E R PAT H in digital economy

Promotion-based career culture Growth-based career culture