HR

HR 

“ SHARE for CHANGE ” 

March 26, 2015

AGENDA 

08.30-08.45 Opening Session by CHRO 

08.45-09.45 Mega Trends and HR Implications by APM 

09.45-10.00 Coffee Break 

10.00-10.30 Corporate KPI 2015 

10.30-11.00 HR Re-organization: HR works as one 

11.00-12.00 Declare commitment and share mission 

Human Capital Strategy & Planning (HCSP) 

12.00-13.00 Lunch 

13.00-13.15 Activity 


Human Resources Management (HRM) 

14.45-15.00 Coffee Break 


Human Resources Development (HRD) 

17.00-17.15 Closing Session by CHRO 

2

OPENING SESSION 

“SHARE for CHANGE” 

3

MEGA TREND AND HR IMPLICATIONS 

4

Coffee time 

5

AIS 2015 KPI 

No 

2015 KPI 

Weight 

(%) 

Financial 

F1 Total service revenue - Conso (exclude IC) 10 

F2 EBITDA - Conso 10 

F3 % revenue market share 5 

F4 Data revenue growth 5 

30 

Customer 

C1 Customer experience 8 

C1.1) 3G quality 

Voice 1 

Data 2 

C1.2) Customer Engagement 5 

C2 DSI - Distribution Channel 5 

C3 Brand management 6 

C3.1) AIS brand preference 

C3.1.1) All mobile users 2 

C3.1.2) AIS customers 2 

C3.2) AIS leadership in consumer perception 2 

C4 Promote self-service users 1 

Digital life service innovative applications and 

C5 

solutions 

2 

C5.1) Innovative application - Consumer 1 

C5.2) Innovative solution - Corporate 1 

C6 Fixed broadband 8 

C6.1) Number of customers 4 

C6.2) Quality 

C6.2.1) Customer satisfaction regarding installation 2 

C6.2.2) Customer satisfaction regarding usage 2 

30 

No 

2015 KPI 

Internal Process 

Weight 

(%) 

I1 Acquire additional bandwidth 10 

I2 3G device penetration in AWN sub base 6 

I3 Network Quality Gap 3 

I4 Network Reliability Index 3 

I5 Implementation of touch points: 3 

I5.1) New AIS/Telewiz shop 1 

I5.2) 3G service point transaction growth 1 

I5.3) Online channel 1 

Learning & Growth 

L1 Employee Engagement Index 5 

L2 Succession plan 5 

L2.1) % of at least 1 successor pipeline of each 

critical position 

2 

L2.2) % of successor who get score in the block 

named ‘Ready’ and ‘Ready with Condition’ 

3 

L3 People and culture change (FIND U) 5 

25 

15 

6

HR RE-ORGANIZATION 

7

HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE 

Walaiporn 

VP-HUMAN CAPITAL 

STRATEGY & PLANNING 

(VP-HCSP) 

AVP-HUMAN CAPITAL 

PLANNING (AVP-HCP) 

HUMAN CAPITAL STRATEGY & 

POLICY COMMITTEE 

Sirikul 

Saraporn 

WORKFORCE PLANNING 

& ANALYTICS MANAGER 

(WFM) 

Apawadee 

COMPENSATION & 

RECOGNITION MANAGER 

(CPRM) 

Thanapat 

HRIS & PROCESS 

DEVELOPMENT MANAGER 

(HRISM) 

No change 

Existing function with changes 

New function 

Chalatt 

HR BUSINESS PARTNER 

MANAGEMENT MANAGER 

(HBPM) 

AVP-HUMAN RESOURCES 

MANAGEMENT 

(AVP-HRM) 

Namtip 

HR BUSINESS 

PARTNER MANAGER 1 

(HBPM1) 

Kanchana 



(HBPM2) 

Sunisa 



(HBPM3) 

Supaporn 



(HBPM4) 

xxxxxxx 



(HBPM5) 

HR COMPLIANCE 

SAFETY, HEALTH & ENVIRONMENT 

HR REGION 

Suwimol (Act.) 

CHIEF HUMAN RESOURCES OFFICER 

(CHRO) 

Tippawan 

HR CONTACT CENTER 

– ACC (HRCC – ACC) 

Pariyanuch 

HR INFORMATION 


(HRIM) 

Petcharat 

TALENT ACQUISITION 

MANAGER (TLM) 

Natchanan 

RECRUITMENT 

PLANNING & SOURCING 

MGT.MANAGER (RPSM) 

Udomporn 

RECRUIMENT MANAGER 

(RCM) 

Umaporn 

EMPLOYEE RELATIONS & 

COMMUNICATIONS 

MANAGER (ERCM) 

Sasiwimol 

HR SERVICES & DATA 

OPERATIONS MANAGER 

(HROM) 

CORPORATE CULTURE & CHANGE 

MANAGEMENT COMMITTEE 

Supawadee 


DEVELOPMENT STRATEGIC 

PLANNING (AVP-HDP) 

Peravate 

VP-HUMAN RESOURCES 

DEVELOPMENT 

(VP-HRD) 

xxxxxx 

HRD STRATEGIC 

PLANNING MANAGER 

(HDSPM) 

Chathatai 

HUMAN RESOURCES & 

CAREER DEVELOPMENT 

MANAGER (HCDM) 

Varunya 

LEARNING 

MANAGEMENT SYSTEM 

MANAGER (LMSM) 

Saowakon 

ASSESSMENT CENTER 

MANAGER (ASM) 

Nabhassawan 

TALENT CAPABILITY 

DEVELOPMENT 

MANAGER (TCDM) 

Suvapan 

LEADERSHIP & 

MANAGEMENT DEV. 

MANAGER (LMDM) 

BUDGETING MANAGEMENT 

REPORT 

Sudpratana 

LEARNING & CAREER 


(LCDM) 

xxxxxx 


DEVELOPMENT 

MANAGER 1 (LCDM 1) 

xxxxxx 


DEVELOPMENT 


Eumporn 


DEVELOPMENT 


Songkiat 


DEVELOPMENT 


Kittikun 

CORPORATE CULTURE & 

LEARNING ORGANIZATION 

MANAGER (CCLM) 

CORPORATE COURSE & 

LANGUAGE CENTER 

LEARNING ORGANIZATION & 

KNOWLEDGE MANAGEMENT 

HRD INFORMATION SYSTEM 

ADMINISTRATION 


CHANGE MANAGEMENT 

8

HR WORKS AS ONE 

CHRO 

VP-HCSP 

VP-HRD 

HCM 

Working 

Team 

AVP-HRM 

AVP-HCP 

Secretary 

AVP-HDP 

K.PARIYANUCH 

9

DECLARE COMMITMENT AND SHARE MISSION 

10

HUMAN CAPITAL 


11


Walaiporn 



(VP-HCSP) 





Sirikul 

Saraporn 



(WFM) 

Apawadee 



(CPRM) 

Thanapat 




No change 


New function 

Chalatt 



(HBPM) 


MANAGEMENT 


Namtip 



(HBPM1) 

Kanchana 



(HBPM2) 

Sunisa 



(HBPM3) 

Supaporn 



(HBPM4) 

xxxxxxx 



(HBPM5) 







Tippawan 



Pariyanuch 




Petcharat 


MANAGER (TLM) 

Natchanan 

RECRUITMENT 



Udomporn 


(RCM) 

Umaporn 




Sasiwimol 






Supawadee 




Peravate 


DEVELOPMENT 


xxxxxx 



(HDSPM) 

Chathatai 




Varunya 

LEARNING 



Saowakon 


MANAGER (ASM) 

Nabhassawan 


DEVELOPMENT 


Suvapan 

LEADERSHIP & 




REPORT 

Sudpratana 



(LCDM) 

xxxxxx 


DEVELOPMENT 


xxxxxx 


DEVELOPMENT 


Eumporn 


DEVELOPMENT 


Songkiat 


DEVELOPMENT 


Kittikun 












12

HCSP ACCOUNTABILITIES 

HCM Strategy 

HCM Strategy Formulation 

• Develop HR Strategies by identifying and researching 

human resources issues; contributing information, 

analysis and recommendations to management team 

including the strategic thinking and people policy. 

• Translate business intents, directions and strategy into 

HR plans and goals by aligning and collaborating with 

other HR teams within company and group; monitoring 

to ensure proper execution 

Human Capital Metrics 

• Propose people productivity indicators for the corporate; 

monitoring trends and variances and provide 

recommendations to management to minimize the 

impact of variances 

Workforce Planning & Analytics 

• Develop current and future workforce profile 

• Analyze internal and external workforce supply 

(structure, dynamics, labor market conditions, 

demographics) 

• Translate business strategy into quantitative 

(headcounts) and qualitative (competency) 

workforce demand 

• Identify and analyze gap 

• Develop workforce action plan and identify critical 

concerns 

• Monitor and adjust execution process 

HR Policy, Rules and Regulations 

• Design and develop HR policy, rules and regulations to 

respond with the changing business environment and 

internal requirements 

HR Risk Management 

• Facilitating team to conduct risk assessment, quality 

assurance and preventive actions in HR works; providing 

business continuity plan and ensuring execution 

13

HCSP ACCOUNTABILITIES 

Compensation & Recognition 

Compensation & Benefits 

• Research and design compensation, welfare and 

benefits package/scheme to fit with business needs to 

support business operation, attract, retain, and 

motivate valuable staff 

• Conduct salary, welfare and benefits survey with 

selected industries and leading companies 

• Provide compensation, welfare and benefits advice to 

ensure proper practices 

Job Structure and Job Evaluation 

• Review and design Job structure to align with 

organization change and business requirements 

• Design Job evaluation methodology and conduct JE 

session with related functions 

HRIS & Process Development 

HRIS Development 

• Provide core HR solution to support HR business processes 

and managing data such as HRIS for Employee lifecycle 

management 

• Offer concrete and actionable visual insights on the workforce 

data. Deliver modeling capabilities and trend analysis 

• Create collaboration to get work done more efficiently by give 

employees self-service access, allow managers to use the 

data for making key strategic business direction 

• Integrate platforms of HRIS with Payroll, benefits, time 

management, etc. 

Process Development 

• Develop and maintain HR information systems and employee 

database 

• Provide access and systems support to 3 key stakeholders 

(Management/Executives, Managers, and Employees) to 

easily reach HR services and utilizes HR data, information and 

reports 

• Update on the latest technology trends in HR; designing 

roadmap and plan for advancing HR systems; updating 

management on the change plans and applying to its 

operation 

• Facilitate key users and coordinating with IT to modify 

present HR systems and applications and develop new HRIS 

capability to support and enhance HR operations 

• Design HR systems, processes and procedures that align with 

group policy and practices and enhance business operations 

14

HCSP Deliverable : Human Capital Infrastructure 

Business 

Strategy 

Accountability Policy / Strategies Deliverables 2015 KPIs Remarks 

Invest in new 

technology, 

platform and 

services to 

sustain longterm 

growth 


- Design HR systems, 

processes and 

procedures that 

align with group 

policy and practices 

and enhance 

business operations 

- Offer concrete and 

actionable visual 

insights on the 

workforce data. 

Deliver modeling 

capabilities and 

trend analysis 

Create HR e-infrastructure 

as new tool to support 

company’s direction and 

employees’ digital life and 

carefully design the phasing of 

modules implementation to 

match with the business 

requirement 

Employees master 

database improvements 

- Complete centralized 

Employee master database, 

use for creating insight and 

inform business direction 

- Considering cloud-based 

system of next generation HR 

system 

- Specify the roles and 

responsibilities of employees 

regarding data stewardship. 

Security standards addressed 

for data privacy and protection 

- Empower line managers by 

delivering data to make 

decision themselves whilst 

freeing HR from routine tasks 

- Employee Self Service on 

data acquiring 

New enabler for 

HR infrastructure 

A well cleaned of 

centralized 

Employees 

master database 

(HRM+HRD) to 

support HCM 

plan 

- Phase 1. Implement and onservice 

at least 3 modules starting 

Q2/2015 : 

1. Succession & Development 

2. Learning & Product (as same as 

Intouch by bulk procurement 

method) and 

3. Recruiting 

- Phase 2 : To be considered 

Complete the employee master data 

by Q3, 2015 

- Finish master plan by March 

- Discuss 'as is' vs. 'to be' with 

ITAS/BI and identify gap by April 

- Data cleansing by April 

- Redesign infra structure & 

database structure by Q3 

Co. with 

HRR, RC, 

HRD 

Co. with 

HRR, HRO, 


15


Business 

Strategy 


Invest in new 

technology, 

platform and 

services to 

sustain longterm 

growth 


- Design HR systems, 

processes and 

procedures that align 

with group policy 

and practices and 

enhance business 

operations 

- Offer concrete and 

actionable visual 

insights on the 

workforce data. 

Deliver modeling 

capabilities and 

trend analysis 

Employee Data 

classification for security 

purpose 

Enhance e-HR business 

process for employee life 

cycle 

- Database security 

policy, complied 

with company's IT 

security policy and 

matched with OD 

change 

- Revision of HR 

forms/screen display 

to comply with the 

database security 

policy 

End-to-end HR 

business process 

system and emp. 

experiences 

- Issuing database security 

policy by Q2/2015 

- Revision of all HR 

forms/screen display by 

Q2/2015 

All requirements signed off by 

April, 2015 

Co. with 

HRR, HRO , 


Co. with 

HRM, HRD 

Set roadmap of “AIS go 

next” on mobile to support 

employees' digital life and 

to build internal 

communication efficiency 

Phase 2: work flow 

completion, allow 

employees to make 

requests via mobile 

phone 

- Requirement collection done 

- Complete by Q2,2015 

(Phase 2) 

Co. with EC 

Set roadmap of Intranet 

page Improvement, to be 

more attractive, exciting 

and Innovative 

New look and 

informative of 

Intranet page, 

targeted to be 

outsourced 

Complete by Q3,2015 

Co. with 

EC, KM 

16


Business 

Strategy 


Improve 

Employee 

Engagement 

Compensation & 

Benefits 

- Design compensation, 

welfare and benefits 

package/scheme to fit 

with business needs and 

to support business 

operation, attract, retain, 

and motivate valuable 

staff 

- Design Job evaluation 

methodology and 

conduct JE session with 

related functions 

Improving 3 elements : 

1. Job analysis / Job 

evaluation 

2. Grading structure 

3. Review rewards system 

To support business change 

- New grading structure 

- Reviewed AIS reward strategy 

- Reviewed AIS pay mix 

- To be AIS job family model 

- Salary structures 

Complete by 

Q4,2015 

Co. with 

HRR, HRD 

17


Business 

Strategy 


Improve 

Employee 

Engagement 

HR Policy, Rules 

and Regulations 

-Design and develop 

HR policy, rules and 

regulations to 

respond with the 

changing business 

environment and 

internal requirements 

Review HR Policy, Rules & 

Regulation, to serve 

changing environment 

and support business 

directions 

- New motivated and 

competitive HR 

Policy, Rules & 

Regulation 

- Update HR Policy, 

Rules & Regulation 

- Revised HR financial 

authority and HR 

empowerment 

Finish studying 10 issues 

requested from Lines and 

propose the selected for 

approval , starting Q2, 2015 

1. Consider lump sum domestic 

monthly per diem(ACC) 

2. Support travelling expenses 

for workplace relocation in the 

same province (Data center) 

3. Supporting Package for 

employee who are rotated to 

different province (RO) 

4. Welfare after retirement 

(HRM) 

5. Propose to cancel meal 

proportion in domestic per diem 

(HRM) 

6. Adjust secretary's position 

allowance/PG (HRM) 

7. Adjust transportation 

expense for late shift (O) 

8. Adjust housing allowance 

rates (RO) 

9. Adjust the vehicle 

depreciation for Sales / 

Marketing staff (Mkt/Sales) 

10. review travelling approval 

by low cost airlines and border 

areas (ROE) 

- Finish reviewing HR authority 

by April, 2015 

18

HCSP Deliverable : Workforce Planning 

Business 

Strategy 

Accountability 

Policy / Strategies 

Deliver 

ables 

2015 KPIs 

Remar 

ks 

Optimize costs 

and improve 

productivity 

Workforce Planning 

-Develop current and future 

workforce profile 

-Analyze internal and external 

workforce supply (structure, 

dynamics, labor market 

conditions, demographics) 

-Translate business strategy 

into quantitative (headcounts) 

and qualitative (competency) 

workforce demand 

1. Establish an agile AIS Group workforce plan 

(number of people, level and skills required, timing) 

to respond to strategic move of 3-5 years and 

workforce trends that mitigates risks 

2. Design human capital portfolio to balance 

workforce demographics in term of gender, age, 

career, skills and competency etc. 

Through Strategic Workforce Planning 

19

HCSP Deliverable : Human Capital Metrics 

Business 

Strategy 


Optimize 

costs and 

improve 

productivity 

Human Capital 

Metrics 

- Enhance people 

productivity 

indicators for 

the corporate; 

monitoring 

trends and 

variances and 

provide 

recommendation 

s to management 

to minimize the 

impact of 

variances 

1. Develop HR Metrics for 

benchmarking against defined markets 

to assess competitiveness and 

productivity 

2. To raise up the high performance 

organization by deploying the 

productivity measurement in company 

wide (BU's) 

HR Metrics Report 

- Revenue per Staff Cost 

- EBITDA per Staff Cost 

- Revenue per Average 

Headcount 

- EBITDA per Average 

Headcount 

- % Staff Cost to Revenue 

HR Metrics Report (BU level) 

- Revenue per Staff Cost 

- EBITDA per Staff Cost 

- Revenue per Average 

Headcount 

- EBITDA per Average 

Headcount 

- % Staff Cost to Revenue 

Twice a Year 

(July, Jan) 

HR Metric report 

Twice a Year 

(July , Jan) 

Dashboard 

Co with FN, 

HRR 

Co with FN, 


Dashboard 

- HR/Workforce dashboard 

content 

- Dashboard prototype and 

mock-ups 

Finish Dashboard 

prototype and 

mock-ups by Q3, 

2015 

Selected HR metrics for 

operational/managerial purposes 

Complete 

collecting 

requirements by 

Q2, 2015 

OT Report (BU Level) 

Monthly (Go live 

for Line Manager 

: May, 2015) 

Leave Report (BU level) 

- Sick leave 

- ML 

Monthly (Go live 

for Line Manager 

: June, 2015) 

20

HCSP Deliverable : Performance Management 

Business 

Strategy 


Improve 

Employee 

Engagement 

Performance 

Management 

- Align Employee 

Performance 

Management with 

Organizational - 

Provide Enabler 

- Monitoring & 

Analyzing result 

Align the business objectives at all 

levels and reinforces individual 

accountability for achieving 

expectations and goals 

- New Performance 

Structure & Criteria 

- Communication guideline 

of PM to managers and 

employees 

- Monitoring/Controlling of 

MBO/KPI & measures 

agreement and alignment 

- By Mar, 2015 

- By April, 2015 

Co with EC 

Team & 


Co with 


Maximize people performance by 

enhancing effectiveness of PM 

process 

- Feedback status report 

- Analyze 2014 

performance record and 

send to HRR for root cause 

finding and HRD to design 

IDP 

- By April, 2015 

- By April, 2015 for 

grade 3-, 4 

Co with 

HRR and 


Strengthen performance 

management role/skills of all 

managers 

- Promote Performance feedback 

culture 

- Quality of managers in PM 

role 

- Quality of MBO/KPI 

setting 

- PM process sharing 

by July, 2015 

- Super coach award 

and recognition by 

PM scores from 

subordinates by Jan., 

2016 

Co with 

HRR and 


21

HCSP Deliverable : Reward & Recognition 

Business 

Strategy 


Improve 

Employee 

Engagement 

Compensation & 

Benefits 

- Design 

compensation, 

welfare and benefits 

package/scheme to fit 

with business needs 

and to support 

business operation, 

attract, retain, and 

motivate valuable 

staff 

Attract and retain 

talented employees, 

and motivate them to 

achieve results through 

3P Policy (pay for 

Performance, Person, 

Position) 

Competitive Pay Schemes 

1. New Salary starting Rate 

with wider the range for 

talents/quality candidates 

2. Incentive Point Program 

3. Non Traditional Benefits 

Program e.g. : Birthday 

make a wish, casual Summer 

ice cream 

1. Implement and 

effective in April, 

2015 

2. Propose in Q2, 

2015 

3. Propose at least x 

in Q3, 2015 

Co with HRR , RC 

Co with HRM , HRD 

(Incentive Point Program 

- Estimated Budget : 2 MB/yr. 

- In case of application 

purchasing 

- Installation THB 50,000 

- Monthly fee THB 20000 for 

PC, 

THB 40,000 for PC+Smart 

phone 

- Point fee = THB 1/point, 

free if total point exceeds 2M 

points) 

4. Workplace flexibility 

(Digital natives) : 

Telecommunicating (work at 

home), Flexi Time 


2015 (for 2016) 

5. Extra allowance / 

Competency for multi 

skills/Hot Skill 


2015 (for 2016) 

Design welfare & 

benefit programs to 

increase Organization's 

performance & 

productivity 

Flexible Benefits Program 

(cafeteria) 

Propose in Q4, 2015 

(for 2016) 

Estimated Budget : 5MB / 

year 

22

Lunch Time 

23

HUMAN RESOURCES 

MANAGEMENT 

24


Walaiporn 



(VP-HCSP) 





Sirikul 

Saraporn 



(WFM) 

Apawadee 



(CPRM) 

Thanapat 




No change 


New function 

Chalatt 



(HBPM) 


MANAGEMENT 


Namtip 



(HBPM1) 

Kanchana 



(HBPM2) 

Sunisa 



(HBPM3) 

Supaporn 



(HBPM4) 

xxxxxxx 



(HBPM5) 







Tippawan 



Pariyanuch 




Petcharat 


MANAGER (TLM) 

Natchanan 

RECRUITMENT 



Udomporn 


(RCM) 

Umaporn 




Sasiwimol 






Supawadee 




Peravate 


DEVELOPMENT 


xxxxxx 



(HDSPM) 

Chathatai 




Varunya 

LEARNING 



Saowakon 


MANAGER (ASM) 

Nabhassawan 


DEVELOPMENT 


Suvapan 

LEADERSHIP & 




REPORT 

Sudpratana 



(LCDM) 

xxxxx 


DEVELOPMENT 


xxxxxx 


DEVELOPMENT 


Eumporn 


DEVELOPMENT 


Songkiat 


DEVELOPMENT 


Kittikun 












25

EMPLOYEE EXPERIENCE MANAGEMENT 

26

Employee Life Cycle Model 

• Exit Interview 

• Terminate / Retirement 

Transition 

Recruitment 

& Selection 

• Job Postings / Job Interview 

• Personal Assessment 

- English Online Placement Test 

- FASTMOVING Test 

- Computer Literacy 

- Functional Test 

• Offering and Hiring 

• Criminal Check 

• Physical Examination 

• Management by 

Objective (MBO) 

• Performance 

Appraisal System 

Performance 

Management 

Onboarding & 

Orientation 

• Onboarding Program 3 days 

- Organization Structure 

- Rules and Regulations / IT Security 

- Corporate Culture 

- Visit AIS Shop, NOC, Call Center 

- Product and Service of Marketing 

Retention 

Employee 

Services 

Training & 

Development 

• E-HR and Online Service 

• Welfare and Benefits Service 

• Compensation and Benefits 

Structure 

• Internal Communication Tools 

• Employee Activities and 

Privileges 

• Talent Management 

• Promotion / Adjustment 

• Training (Functional / Soft skill) 

• Career Development 

• Individual Development Plan (IDP) 

• Succession Planning 

27

HR BUSINESS PARTNER MANAGEMENT 

28

HUMAN RESOURCES BUSINESS PARTNER MANAGEMENT 


Tippawan 



MANAGEMENT(AVP-HRM) 

Chalatt 

HUMAN RESOURCE BUSINESS 

PARTNER MANAGER (HBPM) 

Namtip 


MANAGER 1 (HBPM1) 



Kanchana Sunisa Supaporn XXXXX 






MANAGER5 (HBPM5) 

HR Compliance 

Safety, Health & 

Environment 

Human Resource Business Partner Role 

HBPM 

1. ท ำหน้ำที่ Strategic Partner แปลงกลยุทธ์ทำง 

ธุรกิจของบริษัทเป็ นกลยุทธ์ของทีมงำนเพื่อให ้ 

สอดคล ้องกับแนวทำงกำรบริหำรทรัพยำกรบุคคล 

ของส่วนงำน ตลอดจนก ำกับดูแลและติดตำมให ้มี 

กำรด ำเนินกำรตำมกลยุทธ์ 

2. Change Agent ก ำหนดแนวทำง วำงมำตรฐำน 

และด ำเนินกำรในกรณีที่มีกำรเปลี่ยนแปลงต่ำง ๆ 

เกิดขึ้น ตลอดจน Handle Crisis situations ให ้มี 

ผลกระทบน ้อยที่สุด รวมถึงเป็ นทีมงำน BCP 

3. ก ำกับดูแลงำน Compliance และ SHE ให ้เป็ นไป 

ตำมระเบียบข ้อบังคับและกฎหมำยต่ำง ๆ 

HBPM 1-5 

1. ท ำหน้ำที Business Partner ส ำหรับ HCM ใน 

หน่วยงำนที่รับผิดชอบ หำแนวทำงที่ดีที่สุดส ำหรับ 

พนักงำน Line Manager และบริษัท 

2 Change Agent วำงแนวทำง เตรียมควำมพร ้อมทุก 

ด ้ำนเมื่อมีนโยบำย หรือกำรมีกำรเปลี่ยนแปลงที่ 

กระทบต่อหน่วยงำนที่รับผิดชอบเพื่อลดแรงต ้ำน 

และสำมำรถด ำเนินกำรได ้อย่ำงรำบรื่น 

3. Administrative Expert วิเครำะห์รำยงำนด ้ำน HR 

ที่ส ำคัญส ำหรับสำยงำนเพื่อวำงแผน HCM ให ้ 

สอดคล ้องกับทิศทำงกำรด ำเนินธุรกิจของบริษัท 

4. ดูแลงำน HR Compliance and Rule & 

Regulation ในสำยงำนที่รับผิดชอบใหเป็ ้ นธรรม 

ถูกต ้อง และเสนอแนะแนวทำงปรับปรุงให ้มีควำม 

เหมำะสมมำกขึ้น 

HBPSP-HBPO 

1. ท ำหน้ำที่เป็ น Contact Point ส ำหรับ HCM 

ในหน่วยงำนที่รับผิดชอบ 

2. Change Agent ในกำรสื่อสำรท ำควำมเข ้ำใจ 

และรับ Feedback ต่ำง ๆ เมื่อมีกำร 

เปลี่ยนแปลงต่ำง ๆ 

3. Administrative Expert กำรProvide report 

เพื่อสนับสนุนกำรท ำงำนของ BU ให ้ 

สอดคล ้องกับทิศทำงของบริษัท 

4. HR Compliance and Rule & Regulation 

ด ำเนินกำรตำมกฎระเบียบแนวปฏิบัติและรับ 

Feedback ต่ำงๆ กรณีที่ไม่เหมำะสมต่อกำร 

ปฏิบัติ 

29

HRBP Accountability 


1. Performance Management 

• Provide professional advisory service in all aspect of the employee relationship that enables managers to fulfill their people management 

responsibilities efficiency and effectiveness align with Performance Management process ( objective setting, coaching, performance 

evaluation, feedback and development) 

2. Employee Relations 

• Act as the interface on Employee Relations matters to ensure that the relationship between employee and company appropriate within 

promotes positive employee engagement 

3. Career Development 

• Provide professional advisory service in all aspect of Promotion, Job Evaluation, Career Development link to Job Stream and Transfer 

Opportunity 

4. Workforce Planning 

• Address current and future workforce issues from data analysis by identifying capacity, skills and competency and align the workforce 

with the business plan " 

5. Reward and Recognition 

• Provide professional advisory service for reward and recognition system to align with labor market and with business direction by divided 

into 2 parts 

- Corporate : Merit & SA, Bonus 

- Specific group : Competency base pay for new ability, critical skills performance and retention 

6. Change Management 

• In Term of OD related strategy and policy to assist new business direction with workforce that is flexible and adaptable to ongoing change 

and confidence to deliver business priorities 

7. Succession Plan 

• Participate in leadership development program to evaluate and develop candidates to be successor and the next generation leaders in 

order to ensure their readiness for the future needs and also the continuity of AIS leadership pipeline 

8. Workplace Design 

• Continue to manage, coordinate with Administration Division to improve employee well being, health and safety through good quality 

advisory service 

9. Human Capital Metrics 

• Provide specialist advice information and analysis reports on specific business unit including ensuring they are able to make reasonable 

decisions by identifying and responding to complex emerging issue and trends. 

10. Human Capital Infrastructure 

• increase human resource management's capacity to leverage and assimilate new technology 

30

HRBP Accountabilities & Deliverable 

Business Strategy Accountability Deliverable 2015 KPIs Remark 

15 C Improve 

employee engagement 

through enhance 

leadership 

capability in staff 

recognition, coaching 

and mentoring 

1. Performance 

Management 

1.1 Completed Performance 

review with fair objective 

setting 

1.2.Encourage individual coaching 

and feedback to improve staff 

1.3 Implement and communicate 

"New Performance Evaluation 

System" by BU 

Monitor and send success 

rate tracking report on 20 

April 2015 

Completed Performance 

Appraisal in July, Dec 

2015 

Work with ERC 

& HRS 

Work with HRS 

1.4.Implement & Monitoring" 

Maximize Employee 

Performance" ( Poor 

Performance program) 

Propose poor 

performance program in 

May 2015 


/HRD /HRO 

15 Improve employee 

engagement 

2. Employee 

Relation (ER) 

2.1 Propose Employee 

Engagement corporate plan 

with HRD 

Work with HRD 

2.2. Ensure Employee 

Engagement action plan by BU 

related to EE issues 

Approve Employee 

Engagement action plan 

in April 2015 


/ HRIM 

2.3. Voice of Employee through 

HR walk to talk program : 

Directly communicate HR 

matter to employee 

completed for "HR walk 

to talk" 

Work with 

HRO/ADP/Coop 

2.4 Propose action plan based on 

Employee Life Cycle (RC / 

Retain/Retired) 

Propose action plan 

based on Employee Life 

Cycle in May 2015 

Work with ERC 

& HRIM 

31


Business 

Strategy 

15 B Improve 

employee 

engagement 

through 

Career 

development 

14 Embrace 

organization 

transformation 

in competency 

Accountability Deliverable 2015 KPIs Remark 

3. Career 

Development 

4. Workforce 

Planning 

3.1. Career Next Day project : 

Provide advisory in skills, 

knowledge, competency for 

vacancy position to employee 

who interested in this career 

opportunity 

4.1. Approved Demand Forecasting 

report and scenario planning to 

support business direction 

- Completed transferring 

process on project timeline 

- update Job qualification for 

career next day in July 

2015 

Demand Forecast report in 

April 2015 

Work with RC 

/ER 

Work with 

RC/HRS 

15 A Improve 

employee 

engagement 

through 

competitive 

remuneration 

5. Reward and 

Recognition 

5.1. Implement new Merit increase 

model 

5.2. Identify hot skills and new ability 

positions for current and future 

business ( Corporate level / 

Specific task) 

Base on time line 

Hot skills and new ability 

positions list depend on 

project timeline 



5.3. Participate to design 

compensation package for 

specific job and related to 

business direction 

Approved compensation 

package for specific job 

Work with HR 

strategy 

32


Business 

Strategy 

14 Embrace 

organization 


in competency 

BSC : L2 

Succession Plan 


6. Change 

Management in 

term of 

Organization 

Development 

6.1. Design Operation model and 

Organization structure 

support to new business such 

as FBB, Retail Shop, COFO 

6.2. Review working process and 

organizational structure to 

enhance and support the 

ongoing business operations. 

6.3 Executive Summary of the 

success of Change 

Management Program by 

planning and evaluation 

whether or not the program's 

objectives are met. 

7. Succession Plan 7.1 Identify Key position and 

required positions for current 

and future business. 

7.2 Provide employee data with 

guideline in mapping 

candidates to selected critical 

position. 

OD for new business 

depend on project timeline 

OD for Marketing / HRM / 

RO depend on project 

timeline 

Summary report 

Project timeline 

Project timeline 

Work with 

HRIM/OD 

Work with 

HRIM/OD 



7.3 Provide job evaluation of PG 

13-15 to support succession 

planning 

Completed job evaluation 

score for PG 13-15 in Nov 

2015 


33


Business 

Strategy 

15 Improve 

employee 

engagement 


8. Workplace 

Design 

8.1. Provide safety and healthy 

environment in workplace 

8.2.Ensure a legally compliant and 

effective management of health 

and safety 

Occupational Health and 

Safety committee report 

every month 

Work with ADM 

Work with 

Compliance 

15 Improve 

employee 

engagement 

9. Human Capital 

Metrics 

9.1. Provide analysis report : 

Manpower Report, OT report , 

Turn over report, Exit interview 

report, employee leave report 

* Need IT support 

- Monthly report : 

manpower report / OT 

report / turnover report 

- Quarterly report : 

Exit interview report/ 

employee leave report 


15 Improve 

employee 

engagement 

10. Human 

Capital 

Infrastructure 

10. Propose new HRIS support HR 

Management 


34

HR INFORMATION MANAGEMENT 

35

HRIM Accountabilities & Deliverable 

Business 

Strategy 

Accountability Deliverable 2015 KPIs 

14 Embrace 

organization 

transformatio 

n in culture, 

value and 

competency 

1. Human Capital Metrics 

Center of HRM Information and Analysis to 

produce Executive Report and Presentation for 

Management to make decision regarding 

strategic HRM issues 

Executive Reports: 

- Performance Evaluation 

- Annual Merit / Bonus / 

Promotion 

- Exit analysis report 

- EXCOM-AIS Agenda 

- Employee Engagement 

- Others as being assigned 

'Timeline and Quality 

of Reports 

Submitted reports on 

the agree upon 

timeline with AVP-HRM 

and Management 

2. Change Management 

Organization Development 

Conduct on-going reviews of organization 

effectiveness within AIS, including any structural 

issues or areas where accountabilities and decisionmaking 

are unclear; issues where processes or 

ways of working either within or across functions 

are sub-optimal; issues relating to teamwork or 

behaviors within AIS. Be able to facilitate the BU 

leaders, through the use of effective Organisation 

Development tools, to agree appropriate changes 

to the organisation design. 

Change Management 

Be both an initiator and manager of change within 

AIS. Prompt and advise the senior leaders on the 

effective management of change so that business 

performance is impacted by the change process 

and colleagues are treated fairly and are supportive 

of the change. 

- New improved organization 

structure with clear functional 

description, job description and 

job evaluation 

OD Projects in Y2015 

- RO OD 

- FBB 

- PR 

- AIS Shop by partners 

- Retail Management 

- Marketing OD 

- PCM 

HCM Project in Y2015 

- Succession Plan by 

Hays 

- Career Stream 

- New ability 

- Corporate culture by 

BCG 

- Best Employer by 

Hewitt 

36

HRIM Accountabilities & Deliverable 

Business 

Strategy 

Accountability Deliverable 2015 KPIs 

14 Embrace 

organization 

transformation in 

culture, value 

and competency 

3. Human Capital Infrastructure 

Project Manager for HRM Operation and 

Processes Improvement 

- New improved HRM processes Refer to projects of HRISM 

15. Improve 

employee 

engagement 

4. Employee Engagement (EE) 

- Analyze, design and develop strategic 

initiatives plan for Corporate 

- Monitor BU initiatives, evaluate success 

and provide recommendations to BI 

- Corporate and BU initiative 

plan 

- Analyze and 

recommend BU EE 

initiative plan by Apr.15 

- Finalize Corporate EE 

initiative plan by Apr. 15 

37


38

Human Capital Management 


Chief Human Resources Officer 


Tippawan 

AVP-Human Resources 

Management (AVP-HRM) 

Petcharat 

Talent Acquisition Manager 

(TLM) 

Natchanan 

Recruitment Planning & Sourcing 

Mgt. Manager (RPSM) 

Recruitment Manager 

(RCM) 

Udomporn 

39

Business 

Direction 

Human Capital 

Strategy & 

Planning 

HR Business 

Partner 

Talents 

Acquisition 

HR Service & 

Data Operation 

Deliverable 

1. Compensation 

2. Workforce Planning 

3. System 

1. Demand Forecast 

2. Key Account 

Context Change 

3. Onboarding 

1. Quality & Quantity of 

Candidate 

2. Quality of Hire 

3. On time 

1. Contractual 

2. Hiring and Filing 

Management 

3. Welfare for New 

Staff 

4. Probation 

Served to 

1. Company Direction 

2. Line Function 

40 

40

EMPLOYEE RELATIONS AND 


41

Clarify tasks-Internal 

Communication 

42

Objective 

1. เพื่อให ้กำรสื่อสำรภำยในเป็ นไปอย่ำงมีประสิทธิภำพ ถูกต ้องครบถ ้วน 

และทันเวลำ ทั้งในระดับนโยบำยและปฏิบัติกำร 

2. เพื่อใหเกิดกำรรับรู ้ ้ มี Awareness, Engagement และควำมร่วมมือในกำรผลักดัน 

องค์กรให ้ก ้ำวไปข ้ำงหน ้ำอย่ำงมีพลัง 

3. เพื่อให ้พนักงำนเกิดควำมเชื่อมั่นในองค์กร และแสดงออกถึงพลังในควำมมุ่งมั่นเป็ น 

อันหนึ่งอันเดียวกัน น ำพำองค์กรใหเดินหน ้ ้ำตำมเป้ำหมำยอย่ำงมีประสิทธิภำพ 

43

Employee communications work flow 

Internal Communication 

Working Group 

Project 

Owner 

Internal PR 

ERC-HRM 

Project 

Owner 

Communication Message, Tactics 

Internal Media 

Employee 

44

Internal Communication Working Group 

ประธาน 

คุณวิไล เคียงประดู่ SVP-PR 

รองประธาน 

คุณพรรัตน์ เจนจรัสสกุล VP-MCN 

เลขานุการ 

คุณวรำลี จิรชัยศรี Marketing Public Relations Mgr 

คณะท างาน 

คุณทิพวรรณ ศิริคูณ 

AVP-HRM 

คุณอมรรัตน์ ชำญปรีชญำ AVP-MPR 

คุณทิฐินันท์ โชตินันท์ AVP-Brand 

คุณกิตติคุณ วัชรมณเฑียร Corporate Culture & Knowledge Mgt. Mgr 

คุณธรวรรณ เจริญ 

Brand management Mgr 

คุณศิวลี บูรณสงครำม Brand Activation & Budget Management Mgr 

คุณอุมำภรณ์ จันทร์จุฬำ Employee Relations and communications Mgr 

45

บทบาท หน้าที่ของคณะท างาน 

‣ ก ำหนดนโยบำยและวำงแผนกลยุทธ์กำรสื่อสำรภำยในองค์กรของงำนด ้ำน 

- Brand / iHIP 

- Culture 

- SD 

- Crisis communication 

‣ ก ำหนดบทบำทหน ้ำที่ของทีมงำนใหเป็ ้ นไปตำมนโยบำยและแผนงำน 

‣ จัดท ำงบประมำณในกำรท ำงำน 

‣ ติดตำมกำรด ำเนินงำน 

‣ ก ำหนดหลักเกณฑ์ และวิธีกำรประเมินผลกำรสื่อสำรภำยในองค์กร 

*โดยก ำหนดให ้มีกำรประชุมเดือนละ 1 ครั้ง 

46

Employee communication 

‣ Content management 

จ ำแนก content ออกเป็ น 3 รูปแบบ 3 ผู ้รับผิดชอบดังนี้ 

1. Corporate Content 

Corporate content Project Owner Accountability Responsibility 

1.1 Brand / iHIP MKT 

ERC-HRM//Internal-PR 

1.2 Culture HRD ERC-HRM/Internal-PR 

1.3 SD PR ERC-HRM/Internal-PR 

1.4 Crisis 

Communications 

PR 

Internal Communications 

Working Group 

ERC-HRM/Internal-PR 

47

2. Employee's content management 

Regulations 

Privilege for staff 

Compliance 

SD – Employee 

Volunteer 

•หมวดที่ 1 ระเบียบทั่วๆไป 

•หมวดที่ 2 สวัสดิกำร 

•หมวดที่ 3 ค่ำใช ้จ่ำยในกำร 

เดินทำง 

•หมวดที่ 4 วินัยกำรลงโทษ 

•แบบฟอร์มต่ำงๆ จำก HRM 

•สวัสดิกำรรักษำพยำบำล ตรวจ 

สุขภำพประจ ำปี 

•ห ้องพยำบำล /กำยภำพบ ำบัด 

•กองทุนประกันสังคม 

•กองทุนส ำรองเลี้ยงชีพ 

•Hand set accessory /Air-time 

and Internet promotions 

•Privilege special discount 

อำทิ โรงแรม สถำนเสริมควำม 

งำม เครื่องใช ้ไฟฟ้ำ สปำ ฯลฯ 

•SHE (safety-Health- 

Environment 

•Business Ethic 

•Customer privacy 

•IT security 

•โครงกำรเอไอเอสหัวใจอำสำ 

พัฒนำสังคม 

•โครงกำรพี่เอไอเอสจุดประกำย 

กำรเรียนรู ้สู่น ้องๆ 

Performance 

The Basic 

Company practices 

•Career opportunity 

•Learning and development 

•Performance management 

•Reward and recognition 

•Work life balance 

•Safety 

•Enable infrastructure (Media 

management & Administrative) 

•Culture practices and 

communication 

Accountability : 

By ERC-HRM 

48

3. Vision, Mission ,Business and CSR/SD/CR movement 

AIS Vision Mission 

•ประกำศวิสัยทัศน์ และ 

ภำรกิจองค์กร 

AIS Awards 

• รำงวัลที่องค์กรได ้รับ 

• รำงวัลที่ผู ้บริหำร 

ได ้รับ 

Regulation Impact 

• ข่ำวสำรที่เกี่ยข ้องกับ 

Regulator คู่ค ้ำ 

คู่แข่ง 

Business 

movement 

• สินค ้ำ และบริกำร 

ใหม่ๆ ขององค์กร 

• Brand / iHIP 

• SD 

• Crisis 

communication 

CSR/CR (External) 

• โครงกำรสำนรัก 

• CR 

Accountability : 

By Internal PR 

49

‣ Media management 

ERC-HRM (Owner) & Internal PR (User) 

บทบาทหน้าที่ 

- ก ำหนดกลยุทธ์กำรบริหำรจัดกำรสื่ออย่ำงมีประสิทธิภำพ 

- บริหำรจัดกำร Traffic ของสื่ออย่ำงมีประสิทธิภำพ 

- ประเมินประสิทธิผลในกำรใช ้สื่อได ้ 

- เปิด Authorize ให ้ทีมท ำงำนได ้เข ้ำใช ้งำนสื่อได ้ 

50

‣ Media management 

51

‣ Recipient management 

จ าแนกกลุ่มผู้ร ับสาร ได้ด ังนี้ 

1. ผู ้รับสำรที่เป็ นกลุ่มใหญ่ หรือ สำธำรณชน 

- ผู ้บริหำร และ พนักงำน ทั้งหมดทั่วประเทศ 

2. ผู ้รับสำรเป็ นกลุ่มที่มีควำมสนใจเรื่องเดียวกัน 

3. กำรมองผู ้รับสำรตำมสื่อ พฤติกรรมกำรใช ้สื่อ 

4. ผู ้รับสำรที่ก ำหนดด ้วยช่องทำง หรือเนื้อหำ ซึ่งขึ้นอยู่กับเนื้อหำแต่ละประเภท 

และระดับควำมส ำคัญของเนื้อหำในกำรสื่อสำร 

52

AVP-up 

(UC/ES) 

Manager/Specialist 

(MS/PS) 

กำรสื่อสำรระดับนโยบำย/ ข ้อมูลข่ำวสำรที่ 

ส ำคัญและต ้องกำรได ้รับแรงผลักดันไปยัง 

สำยงำนอย่ำงมีประสิทธิภำพ 

(จัดท ำ Communication pack พิเศษ) 

กำรสื่อสำรในประเด็นที่ต ้องกำร 

ชี้แจงรำยละเอียด ส ำหรับผู ้บริหำร 

โดยตรง เพื่อน ำไปสื่อสำรกับ 

ผู ้ใต ้บังคับบัญชำ โดยมีหลักในกำร 

สื่อสำรเดียวกัน 

(จัดท ำ Communication pack) 

All Staff / MASS 

(ES/MS/PS) 

(OS, MT, DT, SG) 

สื่อสำรข ้อมูลข่ำวสำรในระดับ 

สำธำรณะ 

เรื่องที่สื่อสำรมีผลกระทบกับ 

พนักงำนทุกคน เป็ นเรื่องที่พนักงำน 

ทุกคนจะต ้องรับทรำบร่วมกัน หรือมี 

พฤติกรรมร่วมกัน 

53

การวิเคราะห์ผู้ร ับสารตามคุณล ักษณะของพน ักงาน 

‣ แบ่งเพศ และอายุ และการศึกษา 

‣ แบ่งตามพื้นที่ 

- ในเขตกรุงเทพมหำนคร 

- พนักงำนตำมส่วนภูมิภำค 

ภำคกลำง 

ภำคตะวันออก 

ภำคตะวันออกเฉียงเหนือ 

ภำคเหนือ 

ภำคใต ้ 

‣ แบ่งตามระด ับของพน ักงาน (PG) 

‣ แบ่งตามสายงาน 

• Operations 

• Solutions 

• Service operations 

• Support functions 

• CF 

• CSM 

• FBM 

• CTO 

• MNI 

• InfoSec 

• MKT 

54

‣ Evaluate Internal Communication 

• วัดประสิทธิผลจำก Internal Media แต่ละประเภท ที่ใช ้ในกำร communicate ไปยัง 

พนักงำน 

• จัดท ำ Survey online เพื่อประเมินผลกำรรับรู ้ข่ำวสำร และพฤติกรรมหลังจบกิจกรรมต่ำงๆ 

• ก ำหนดตัวชี้วัดควำมส ำเร็จในเชิงกลยุทธ์ ผ่ำนกำรท ำ Internal communication Survey 

เพื่อส่งหำพนักงำนทุกท่ำน ปีละ 1 ครั้ง และน ำผลมำวิเครำะห์ พัฒนำปรับปรุงกำรสื่อสำร 

ภำยในองค์กรได ้อย่ำงมีประสิทธิภำพ 

55

ERC Accountabilities & Deliverable 

Business 

Strategy 

HCM 

Framework 


Deliverable 2015 KPIs Remark 

15) Improve 

Employee 

Engagement 

Employee 

Relations 

Strategic planning 

for employee 

relations system 

development 

according to 

strategies and 

culture of the 

organization and 

integrating with HR 

management 

process. 

1. Employee Communications: 

1.1 Define strategies and manage 

internal communications regarding 

employee communications content 

management which are 

Regulations, Privileges for staff, 

Compliance, Employee Volunteer, 

Performance, The Basic and 

Company practices 

1.2 Cooperate with the internal 

communications working group in 

defining strategies and managing 

internal communications regarding 

corporate content management 

which are Brand/ i-Hip, Culture, 

SD and Crisis communications 

1. Internal 

communications Survey 

score not less than 70% 

2. Media Effectiveness 

Assessment 

Work in 

cooperation 

with HCM 

1.3 Define strategies and manage 

internal communications for 

various contents from each 

department in the organization. 

1.4 Establish an assessment 

process of effective employee 

communications 

56

ERC Accountabilities & Deliverable 

Business 

Strategy 

HCM 

Framework 



15) Improve 

Employee 

Engagement 

Employee 

Relations 


for employee 

relations system 

development 

according to 

strategies and 

culture of the 

organization and 

integrating with 

HR management 

process. 

2. Employee Relations : 

2.1) Support and establish strategic 

planning for implementation of 

Employee Relations. 

2.2) Develop employee relations 

initiatives plan with "Happy Work 

Place Model" 

2.1.1) Visit line with HRR before 

the end of December 2015 

2.1.2) Employee recognition and 

satisfaction assessment score 

not less than 70 % 

2.2.1) Number of activities and 

number of participating 

employees comply with the plan 

2.2.2) Employee recognition and 

satisfaction assessment score 

not less than 70 % 

Work with 

HCM under 

Employee 

life cycle 

model 

2.3) Develop 3 years master plan to 

implement employee CSR sustainable 

development project. 

2.3.1) Complete the SD report 

within the defined time scale 

2.3.2) Not less than 50 CSR 

employee projects or 4,800 

working hours. 

2.3.3) Not less than 70 % of 

participating employees 

recognize and unde4stand CSR 

for sustainable development. 

2.3.3) Total assessment score of 

employee satisfaction not less 

than 70 % 

Work with 

PR-SD, 

CR,HRD- 

People 

Champions, 

HR-RO, HR- 

ACC and 

Compliance 

15) Improve 

Employee 

Engagement 

Change 

management 


for a new model 

of employee 

internal 

communications 

Enhance employee recognition 

behavior and employee behavior of 

participations through change 

management strategies. 

1. Internal Communications 

Survey score not less than 70% 

2. Media Effectiveness 

Assessment 

Work with 

internal 

communicati 

on working 

group, HRD, 

HRM and 

People 

Champions 

57

HR SERVICES AND DATA OPERATIONS 

58

HUMAN RESOURCES MANAGEMENT FUNCTIONAL DESCRIPTION 



Tippawan 

AVP- HUMAN RESOURCE 

MANAGEMENT 

(AVP - HRM) 

Sasiwimol 

HUMAN RESOURCE 

SERVICES & DATA OPERATIONS 

MANAGER (HROM) 

HR Services and Data Operations 


1. SAP & Database Management 

• บริหำรจัดกำรฐำนข ้อมูลพนักงำนในระบบ SAP ให ้ถูกต ้อง ทันสมัย เพื่อให ้หน่วยงำนที่เกี่ยวข ้องสำมำรถน ำไปประกอบกำรบริหำร 

ทรัพยำกรบุคคล และ Flow ต่ำงๆ ในองค์กรได ้อย่ำงถูกต ้อง 

• บริหำรจัดกำรฐำนข ้อมูลพนักงำนและจัดท ำเอกสำรสนับสนุนงำนภำยในหน่วยงำน HRM ตำม Cycle time ให ้มีควำมถูกต ้องและ 

ทันเวลำ 

2. Payroll 

• บริหำรจัดกำรข ้อมูล เงินเดือน เงินได ้ เงินหัก เข ้ำระบบ SAP ด ้วยขั้นตอนที่โปรงใสสำมำรถตรวจสอบที่มำของกำรท ำจ่ำยได ้ และ 

ถูกต ้องทันเวลำ 

• พัฒนำขั้นตอน/รูปแบบกำรตรวจสอบกำรปฏิบัติงำน Payroll และ กำรรับส่งเอกสำรให ้มีประสิทธิภำพ 

3. Welfare & Services 

• Welfare 

> บริหำรจัดกำรสวัสดิกำรที่กฎหมำยก ำหนดให ้บริษัทฯ ต ้องมีให ้กับพนักงำนอย่ำงถูกต ้องและครบถ ้วน 

> บริหำรจัดกำรสวัสดิกำรที่บริษัทฯ จัดใหเพิ่มเติมจำกที่กฎหมำยก ้ 

ำหนด ได ้อย่ำงมีประสิทธิภำพ 

• Services 

> ให ้บริกำรจัดท ำบัตรพนักงำน หนังสือรับรองทุกประเภท รวมถึงกำรจัดท ำเอกสำรที่เกี่ยวกับกำรขออนุญำตให ้ผู ้บริหำร/พนักงำน 

ต่ำงชำติ ได ้อย่ำงถูกต ้องและทันเวลำ 

59

HUMAN RESOURCES 

DEVELOPMENT 

61


Walaiporn 



(VP-HCSP) 





Sirikul 

Saraporn 



(WFM) 

Apawadee 



(CPRM) 

Thanapat 




No change 


New function 

Chalatt 



(HBPM) 


MANAGEMENT 


Namtip 



(HBPM1) 

Kanchana 



(HBPM2) 

Sunisa 



(HBPM3) 

Supaporn 



(HBPM4) 

xxxxxxx 



(HBPM5) 







Tippawan 



Pariyanuch 




Petcharat 


MANAGER (TLM) 

Natchanan 

RECRUITMENT 



Udomporn 


(RCM) 

Umaporn 




Sasiwimol 






Supawadee 




Peravate 


DEVELOPMENT 


xxxxxx 



(HDSPM) 

Chathatai 




Varunya 

LEARNING 



Saowakon 


MANAGER (ASM) 

Nabhassawan 


DEVELOPMENT 


Suvapan 

LEADERSHIP & 




REPORT 

Sudpratana 



(LCDM) 

xxxxxx 


DEVELOPMENT 


xxxxxx 


DEVELOPMENT 


Eumporn 


DEVELOPMENT 


Songkiat 


DEVELOPMENT 


Kittikun 












62

HUMAN RESOURCES DEVELOPMENT 

STRATEGIC PLANNING 

63

HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE 



Peravate 


DEVELOPMENT (VP-HRD) 

Supawadee 



PLANNING (AVP - HDP) 

XXXXX 

Saowakon 

Nabhassawan 

Suvapan 



PLANNING MANAGER (HDSPM) 

ASSESSMENT CENTER MANAGER 

(ASM) 



(TCDM) 

LEADERSHIP & MANAGEMENT 


(LMDM) 

Chathatai 

HUMAN RESOURCE & 



Varunya 

LEARNING MANAGEMENT 

SYSTEM MANAGER (LMSM) 

No change Existing function with changes New function 

64

Human Resources Development Strategic Planning 

HCD Function 

Business 

Direction 

Competency 

Career 

Management 

System 

Learning 

Management 

Capability 

Learning 

Deployment 

Deliverable 

1.Organization 

Competency 

2. Leadership 

Competency 

3.Functional 

Competency 

Career Development 

1. Job Stream 

2. Job Family 

1. Learning 

Mgt. Roadmap 

2. Instructor Center 

3. Learning Mgt. 

System 

Administration 

• Execution Plan 

(Professional) 

1) LCD 

2) LMD 

3) CCL 

4) AIS Academy (RO) 

Served to 

1. Company Direction: Digital Life Service Provider 

2. Career Opportunity for employee 

3. Related Function: TL, TCD, HCP Team, HBP, LCD, CCL, ASM, 

LMD 

65



Peravate 




Supawadee 




XXXXX 




Competency & Career Development 

Chathatai 

HUMAN RESOURCE & CAREER 


(HCDM) 

Accountability: Manage and oversee in following area 

• Competency Model & Career Development 

- Explore new competency model to align with targeted business results by consider all factors affect 

- Revise existing competency model and career stream to fit with business strategic directions based on HCM and global HR trends 

- Design and Establish career strategy and analysis to align with business strategic directions 

- Design, Develop and provide requirement for career management system and process including career development plan, guideline 

and system to fit with workforce architecture 

- Oversee the up-to-date of existing competency dictionary and advice career development process through Individual Competency 

Assessment, competency profile and IDP in selected career stream that serve specific business strategy 

• Learning Impact 

- Develop learning impact Metrics and ROI that align with HRD strategies and policies with HDSPM 

• SingTel Development Program 

- Manage and Oversee the end-to-end process of SingTel Development Program (GGG, RLA, RTE) including collaborate with SingTel 

(PMO: Project Management Office) 

66

HCD Deliverable 

Business 

Strategy 

14) Embrace 

organization 


in competency 

15) Improve 

Employee 

Engagement 

Key Result 

Area 

Competency 

& Career 

Development 


1.Up-to-date competency model 

that fit with business direction 

2. New organization capability 

Competency Model that promote 

and serve business strategy / 

Ensure the deployment of LCD 

follow competency 

3. Up-to-date and cleansing career 

management system (For 

development purpose) base on 

employee life cycle 

4. Information for career opportunity 

(Job Stream/Competency) for 

employee 

1.1. Master document for competency 

dictionary 

2.1. Analytic, FBB, online marketing, 

retail management, customer insight 

competency model 

2.2. Contribution in project related to 

new organization capability i.e. PCM 

3.1. Job stream and job family data 

available phase I: Jul, Phase II: Aug and 

Phase III: Oct 2015 

4.1. Information goes life in 3 phases of 

2015: Phase I: Jul / Phase II: Aug and 

Phase III: Oct 

- Co. with 

consultancy and 

ASM, TKM 

- Co with LCD 

- Continue to 2016 

15) Improve 

Employee 

Engagement 

Learning 

Impact 

5. Learning impact measurement / 

ROI for HRD 

5.1. During learning stage exploration 

for framework 

5.2. Design monitoring measurement for 

succession plan (during explore) 

- Co with 

succession plan 

team 

15) Improve 

Employee 

Engagement 

Leadership & 

Management 

Development 

6. Executive/Target attend SingTel 

Development Program 

6.1. Complete E2E process to attend 

SingTel Development Program as plan 

in May, Jul, Aug, Nov 2015 

- Co with 

HRD: LMD, TCD 

HRM: HCP, CPR 

67 

67




Peravate 



Supawadee 




XXXXX 

Saowakon 

Nabhassawan 

Suvapan 





(ASM) 



(TCDM) 



(LMDM) 

Chathatai 




Varunya 




68

Human Resources Development Strategic Planning 

LMS Function 

Business 

Direction 

Competency 

Career 

Management 

System 

Learning 

Management 

Capability 

Learning 

Deployment 

Deliverable 

1.Organization 

Competency 

2. Leadership 

Competency 

3.Functional 

Competency 


1. Job Stream 

2. Job Family 

1. Learning 

Mgt. Roadmap 


3. Learning Mgt. 

System 

Administration 

• Execution Plan 

(Professional) 

1) LCD 

2) LMD 

3) CCL 

4) AIS Academy (RO) 

Served to 

1. Company Core Competency 

2. Employee Career Development 

3. Related Function 

69 

69

LMS: Core Task-Accountability-Deliverable 

Learning Management System (LMS) 

1. Center of 

Course Structure Management 

1) Develop Learning Roadmap by Career 

(Standard Program) 

2) AIS Learning Course Registration [4 Categories] 

1. Corporate 2. Management 

& Leadership 

Course Categories 

3. Non-Technical 

1) Functional 

2) Professional 

4. Technical 

1) Functional 

2) Professional 

3) Curriculum Development 

- Planning-Design-Implementation-Evaluation-Monitor 

- Sourcing Contents and Learning Methodology 

- Based on Pedagogy Adult Learning Design 

4) Design Process Sign-off by Committee 

- Body of Committee relate to Development Roadmap 

Internal Instructor 


(Internal-External) 

1) Manage Instructor Demand/Forecast 

- Based on business requirement 

2) Build & Develop Internal Trainers 

- Internal Trainer Improvement 

- Manage & Organize Training Course 

3) Instructor Registration 

- Instructor Profile 

4) Internal Trainer Scheme & Rewards 

- Design & Proposed Scheme to Top Mgt. 

- Proposed % weight of Performance Appraisal 

- Manage & Organize Trainers Hall of Fame 

5) Internal Trainer Measurement 

- Quality & Quantity of Teaching 

External Instructor 

1) Sourcing External Instructor 

- Instructor categories grouping 

2) Instructor Registration 

- External Instructor Profile & Rate 

3) External Instructor Measurement 

- Quality of Teaching 

Measurement (KPIs) 

Timeline # of Learning Roadmap Quality of Course Content 

Quality of Instructor 

Training System Enabler 

Serve to Company core competency – Employee career development-Related Function 70

Learning Management Task 

 

Learning Planning 

& Curriculum Design 

 

Sign-off Course 

Structure 

Build & Certify 

Instructor 

 

Learning 

Delivery 

Content 

Management 

1) Learning Program 

Direction & Get 

Requirement 

2) Plan Learning Program 

• Objectives 

• Targets 

• Content Structure 

• Pre- Requisite 

• Learning 

Methodology 

• Learning Follow-up 

1) Contents Structure 

by Career 

Committee 

Body of Committee 

• Content Expert 

• HRD BU-Head 

• Line Function by 

Career 

Recruit Instructor 

1) Demand & Forecast 

2) Define Qualification 

3) Recruit Instructor 

4) Assessment 

Develop Instructor 

1) Develop soft Skills 

2) Certify Course 

Contents 

Certificated Instructor 

1) Pilot Class & Improve 

2) Exam 

1) Manage Delivery 

demand based on 

client (Execution Team) 

2) Manage Course & 

Instructor Scheduling 

3) Report on Delivery 

Outcomes 

4) Manage & Organize 

Learning Program by 

Execution Teams 

1. List Maintenance 

2. Proactive Data 

Collection and analysis 

for improve and 

Customize course 

3. Knowledge Facilitation 

4. Metrics and Reporting 

Deliverable 

Course Category 

Course Syllabus 

Design Trainer Kits 

Quality of Course 

Content 

Standard Course 

Name list Trainer 

Qualification 

Quality of Trainer 

‣ Course Complete on 

Time 

‣ Course Training 

Modernly 


• LMS 

• LMS 

Responsible & Involvement 

• Execution Team 

• LMS 

• Execution Team 

• LMS (1-3) 

• Execution Team (4) 

• LMS (1-3) 

71

Search LMS 

Learning Management 

System Center 

HOME 

ABOUT US 

LEARNING ROADMAP 

INSTRUCTOR 

Corporate Course 

1. Onboarding Program 

2. Corporate Culture 

3. Compliance 

Management & 

Leadership Course 

1. First Line Manager 

2. Second Line Manger 

3. Executive Program 

4. Specialist Program 

5. Talent Program 

6. Successor Program 

Function & 

Professional Course 

1. Non-Technical 

Customer Service 

Sales Professional 

Service Marketing 

2. Technical 

Engineering 

Operations 

IT 

Expert 

Area 

Facilitator 

Coacher 

CoP 

GURU 

Mentor 

CoExpert 

Subject Matter Expert (SME) 

72




Peravate 



Supawadee 




XXXXX 

Saowakon 

Nabhassawan 

Suvapan 





(ASM) 



(TCDM) 



(LMDM) 

Chathatai 




Varunya 




73

Frame of Accountability: 

Assessment Center 

Human Capital 


Recruiting 

Competency 

Management 

Career 

Development 

Talent Strategy 

Succession 

Planning 

Leadership 

Capability 

Learning 

Management 

Performance 

Management 

Rewards & 

Recognition 

74

ASM: Assessment Center 

Establishing professional standard assessment 

methodology and tools and providing Assessment 

Expertise to measure and build Human Capabilities in 

order to align and serve Organizational Strategy through 

Human Capital, finally lead to the measurement of how 

efficiently an organization can generate profits from its 

capital employed 

75

ASM Deliverable 

Business 

Strategy 

14) Embrace 

organization 


in competency 

15) Improve 

Employee 

Engagement 

Key Result 

Area 

Talent 

Acquisition 

• Competency 

& Career 

Development 

• Learning 

Impact 

Deliverable 

1. Assessment Inventory aligned with Strategic 

Direction 

Short-Term (2015 Q2-Q3): 

a) Trait tools for Hot Position 

• Frontline Traits & Preference Inventory 

• Engineer 

b) Inventory for Hot Skills 

Long-Term (2016): Tools for Talent 

Acquisition based on required competency 

2. Assessment Inventory for Culture Fit (2015 

Q2) 

• Update: FASTMOVING@FIND-U 

3. Capability Assessment aligned with OD 

Strategy 

• RO Training Center (2015 Q1) 

• Building ‘Shop Manager’ Pipeline (2015 

Q2) 

4. Assessment Inventory served Career 

Development (2015 Q3 - 2016) 

• New Competencies/Abilities 

• Master Competencies 

5. Capability Assessment served Career 

Development (Promote / Rotation) (2015 Q4 

- 2016) 

Remark 

Need Input from: 

• Recruitment: รำยละเอียดเกี่ยวกับ 

จ ำนวน workforce planning แยกตำม 

position หรือ Skills ที่ต ้องกำร 

• TCD: review คุณลักษณะและ 

competency ที่ต ้องกำรหรือข ้อมูล 

เกี่ยวกับ talent profile 

Output for: Recruitment and Other 

related 

• Customized tools 

• Training session 

Output for: Recruitment and Other 

related 

• Up-to-date tools 

• Training session 


• OD: ข ้อมูลเกี่ยวกับงำนที่ต ้องกำรให ้จัด 

ประเมินตำม Strategy 

Output for: Line function 

• ผลกำรประเมินเพื่อด ำเนินกำรตัดสินใจ 

และใชเป็ ้ น baseline ในกำรพัฒนำ 


• HCD: ข ้อมูลเกี่ยวกับ Job และ 

Competency เพื่อน ำมำใชเป็ ้ นข ้อมูลใน 

กำรสร ้ำงเครื่องมือ หรือ design 

Methodology 




76

ASM Deliverable 

Business 

Strategy 

14) Embrace 

organization 


in competency 

15) Improve 

Employee 

Engagement 

Key Result Area Deliverable Remark 

Performance & 

Reward 

Succession plan 

6. Standard Methodology and tools to serve 

Competency Based Pay System (2015 Q4 - 

2016) 

7. Leadership Capability and Readiness 

Assessment (2015 – 2017) 

• กำรจัดหำเครื่องมือเพื่อคัดกรอง potential 

incumbent ที่อยู่ต ่ำกว่ำระดับ PG 13 (2015 

Q1) 


• HCD: ข ้อมูลเกี่ยวกับ Job และ 

Competency เพื่อใชเป็ ้ นข ้อมูลในกำร 

สร ้ำงเครื่องมือ หรือ design 

Methodology 

• Com & Ben: policy เกี่ยวกับกำรจ่ำย 

เพื่อ design เกณฑ์ในกำรจ่ำย 





• TCD: ข ้อมูล Competency หรือ 

requirement อื่นๆ เพื่อใชเป็ ้ นข ้อมูลใน 

กำรสร ้ำงเครื่องมือ หรือ design 

Methodology 

Output for: 

• ผลกำรประเมินควำมพร ้อมของกำรเป็ น 

successor เพื่อใช ้ส ำหรับด ำเนินกำร 

พัฒนำ 

Learning Impact 

8. กำรประเมิน Return of Capital employed 

(2017) 


• HRD: ข ้อมูลกำรพัฒนำพนักงำน 

ตลอดจนค่ำใช ้จ่ำยต่ำงๆ และข ้อมูลที่ 

เกี่ยวข ้อง 

• HRM: ข ้อมูลเกี่ยวกับกำรจ ้ำงงำน 

Output for: 

• Executives 

77




Peravate 



Supawadee 




XXXXX 

Saowakon 

Nabhassawan 

Suvapan 





(ASM) 



(TCDM) 



(LMDM) 

Chathatai 




Varunya 




78



Program 

(PG 13-15) 

Talent 

Management 

Program 

(PG7-12) 

AIS Scholarship 

(PG 6-12) 

1. Identify and set criteria for selection candidates of Succession Plan, Talent and 

Scholarship Program 

2. Partnering with HCM workforce planning & HRD Planning team to plan and manage 

competency assessment and reassessment of Succession Plan, Talent and Scholarship 

Program 

3. Design and provide development programs monitoring methods and systems measure 

training effectiveness and ROI of training for Succession Plan ,Talent and Scholarship 

Program 

4. Manage, deploy, control and monitor of development program to achievement of the 

planned 

79

TCD Deliverable : Succession Plan 

Business 

Strategy 

Key Result Area Deliverable 2015 KPIs 

Corporate KPI 

2015 : Learning 

and Growth :L 2 


1. Succession Plan Critical Position Identification 

To Identify 

1.Critical Position Criteria 

2.Number of Critical Position 

3. Successors Name list for Each 

Critical Position 

Learning Stage 

1. Design and Provide Intensive 

Development Plan for ; 

• Incumbent 

• Successors 

2. Provide intensive and applicable 

IDP for ; 

• Incumbent 

• Successors 

Critical Position Identification : Report as 

follows 

1.1 Critical Position Criteria : in March 

2.1 Number of Critical Position : in April 

3.1 Successors Name list : more than 85 % 

1.1. Approve development program that to 

build long term leadership : in May 

2.1 Approve workshop to do IDP effectively 

and closely monitoring : in May 

3. Monitor Progress using Success 

Factor 

3.1 Go Live Successor Factor: In May 

2. HR Capabilities in 


( Target : HCM and 

Selected HR = 11 

Persons) 

To Perform Succession Plan to 

serve Digital Life Service Provider 

1. Conduct HR Training Session : 

• Critical Position Identification 

• 3 R Assessment 

1.1 Report HR Examination Score : 

E-learning : pass 100% 

Workshop : pass >= 90 % 

80

TCD Deliverable :Talent Management 

Business 

Strategy 

1.Embrace the 

transformation to 

“The Next AIS“. 

2.Succession Plan 


Talent Management 

1.To Review objectives and 

process that embrace the 

transformation to The Next AIS 

2. To Do strategic workforce analysis for 

desirable port for succession plan and 

business needs 

3. To clarity on the type of talent that to 

serve the business needs 

1.1 Approve Talent Objectives and Process 

: In Q2 

2.1 and 3.1 Approve Talent Strategy and 

Desirable Port : In Q2 

3. Improve 

Employee 

Engagement 

4.To Revisit Talent competencies to 

ensure alignment to business strategy and 

consistency across the Group 

5.To Assess existing key talents in 

the pool to understand their 

capability and to recruit new key 

talents into the pool against New 

Talent competencies model 

4.1 Propose New Talent Competencies 

Model and Talent Life Cycle : In Q3 

5.1. Number of Desirable Talent Pool 

: in Q4 

81

TCD Deliverable :Scholarship 

Business 

Strategy 


Talent Acquisition and 

Engagement 

Reviews Stage 

1.To Revisit objectives and 

process that embrace the 

transformation to The Next AIS 

2.To Revisit Scholarship Framework 

to ensure business needs 

1.1 Approve Scholarship Objectives and 

Process : In Q2 

2.1 Approve Scholarship Framework 

: In Q2 

Improve 

Employee 

Engagement 

:Scholar 

3. To Revisit expense process 

4. Partnering with existing scholars and 

KM team to set up AIS 

Scholarship Alumni. 

Implement Stage 

1. To Do strategic workforce 

analysis for desirable port to ensure 

business needs 

2. Work with Recruitment functions to 

attract top students and desirable 

profile based on new organization 

capabilities 

3.To design career path for existing 

scholars . 

3.1 Agreeable SLA of Scholarship 

Expense : In Q2 

4.1 Scholarship Alumni and COP : In Q2 

1.1. Approve Scholarship Strategy and 

Desirable Port : In Q3 

2.1. To be identify 

3.1 Approve Career Path for Scholars to 

serve new organization capabilities 82 

: In Q3 82




Peravate 



Supawadee 




XXXXX 

Saowakon 

Nabhassawan 

Suvapan 





(ASM) 



(TCDM) 



(LMDM) 

Chathatai 




Varunya 




83



Peravate 




Supawadee 




Suvapan 

LEADERSHIP AND 

MANAGEMNET DEVELOPMENT 


Leadership & Management Development 


Leadership Capability 

• Build digital leader to serve business direction: Digital Life Service Provider. 

• Build leadership capability through cutting edge development Roadmap. 

• Learning Management and Career Development for HR 

- Transform HR to become HR Player. 

84

LMD Deliverable 

Business 

Strategy 

15) Improve 

Employee 

Engagement 

15) Improve 

Employee 

Engagement 

Key Result 

Area 

Leadership 

Capability 

Learning 

Management 

& Career 

Development 

for HR 

Deliverable 

Build digital leader to serve business direction: Digital Life Service Provider. 

• Creating Coaching Culture in AIS: Leader as a Coach 

• Explore and trial with pilot areas 

• Formulate long term plan 

• Strengthen Culture “FIND U” through leadership role model 

2015 KPIs 

• Pilot 5 area by Q2,2015 

• Implement one pilot area by Q4,2015 

• Corporate KPI 5% 

Build leadership capability through cutting edge development Roadmap. 

• Re-Design Leadership and Development Roadmap base on 10 

leadership competency 

• Design Learning Intervention on 10 Leadership Competency 

to serve succession plan program and New PM 

• Roadmap Approved by Q2,2015 

• Available to serve by May 2015 

Uplift and propose course follow roadmap 

• Organize 4 sessions in 2015 

• Uplift First Line Manager program 

Partner 

• Uplift Middle Line Manager program with 

Intouch 

• Organize 1 session in 2015 

• ABCD program: Finance and accounting module • Organize 2- 4 sessions in 2015 

• Onboard Program for Newly Promote: PG8,11,13 

• 5 Choices, LG, Leading Bold Change, Influencer, NLP, 

Risk Management 

• Available executive program (including new program) for 

executive development 

• Organize in Q 2-Q3 ,2015 

• Number of Newly promote x% to 

perform new role 

• Criteria for screening and selection by 

Q 2,2015 

• Commit executives to attend program 

follow plan 

• Yearly executive meeting, sharing and events • Completely implement base on year 

plan requirement 

Transform HR to become HR Player. 

• Increase HR capability in competency and networking for 

effectiveness HR Player working environment in the 

organization 

• Implement “HR Academy” with in Q2, 

2015 

• Number of HR Player progress 

improved x% 

• Behavioral Change 

85 

85

LEARNING & CAREER DEVELOPMENT 

86

NETWORKING 

IMPACT 

FOCUS 

LCD EXECUTION FRAMEWORK 

AIS 

VISION/MISSION 

PEOPLE 

STRATEGIC DIRECTION 

BU NEW ABILITIES 

HCM 

FRAMEWORK 

2015 LCD INITIATIVES 

LCD 

STRATEGIC 

EXECUTION 

To lead and shape the 

multi-media 

communications market 

in Thailand through 

innovation, customer 

experience, technology, 

and people & culture. 

New Ability & Culture 

Develop knowledge and 

change cultural mindsets to 

rightly respond to customers’ 

dynamic needs 

Operations 

Solutions 

Marketing 

CSM 

RO 

CF / Support 

Human 

Resources 

• Customer Experience / Insight 

• Fix Broadband 

• Service installation 

• Quality Assurance 

• Innovation 

• Agility 

Thinking 

• Lean 

• HCI 

• Design 

• Marketing Online 

• Consumer Insight 

• Digital Content 

• Advanced Analytic 




• Customer Insight 

• Retail Management 

• Digital Life Experience 

(online) 

• Digital LIFE space @ 

AIS Shop 

• Enlarge digital life 

contact channel 

• Analytic Skill 

• Customer Experience / 

Insight 




• Innovation 

• Transform HR competency 

towards Partnering Role 

New Organization Competencies: 

1. Advanced Analytic 2. Customer Insight / Experience 

3. Online Marketing & Service 4. Retail Management 5. FBB 

Workforce 

Performance 

Change Ability 

Employee 

Engagement 

Talent Strategy 

Leadership 

Capability 

Culture 

Human Capital 


Workforce Planning 

Recruiting 

Career 

Development 

Learning 

Management 

Employee 

Relations 

Succession 

Planning 

Human Capital 

Metrics 

Workplace Design 

Competency 

Management 

Knowledge 

Management 

Performance 

Management 

Rewards & 

Recognition 

Change 

Management 

New Abilities 

(New Competencies) 

1. Advanced Analytic Capability 

Development* 

2. Corporate Sale Capability Development* 

3. Human Computer Interaction (HCI) 

4. Diversity Management (Generation ) 

5. Enterprise Risk Management (ERM) 

6. Sustainability Development ( SD) 

7. Digital Life Service (4G,FBB,Digital 

Contents) 

Organization Transformation 

1. Team Alignment 

2. Team Performance 

3. Collaborative Teamwork 


1. Exploring Your Career Project 

2. Fix Broadband 

3. Retail Business Management 

(RO,CSM,MKT,Sale,Eng) 

4. BI-PM 

5. Corporate Sale 

6. Online Marketing & Content Developer 

Competency Development 

1. SPSDM 

2. Business Communication 

• DISC 

• Presentation 

• Negotiation 

• Motivation 

• Writing 

3. PM Fundamental 

4. Quality Management 

5. Modern MKT Based on Consumer 

Insight 

6. Effective Coaching 

7. English Language 

8. Safety Health & Environment 

9. Onboarding Program 

10. IHIP Service Interaction 

People Management 

1. Maximizing Performance 

2. High Potential & Performance 

3. Focus Group 

4. Engagement Activities/ People Champion 

F 

I 

N 

87




Peravate 



Sudpratana 



(LCDM) 

Sudpratana 


DEVELOPMENT MANAGER 1 

(LCDM1) 

Marketing & Sales / RO / RO-BKK 

Sudpratana 



(LCDM2) 

Solutions / Operations / CTO / 

CF / Support (Excl. HR) 

Eumporn 



(LCDM3) 

CSM / ACC 

Songkiat 



(LCDM4) 

FBB / Corporate Business 


• New Abilities (New Competencies) 

• Translate and build up BU New Ability to be Digital Life Service Provider by providing Learning Solutions and Development Programs that create 

substantial differentiation from competition through Innovative Digital Life Services and Products, as Seen by both Consumer and Corporate 

Customers 

• Organization Transformation 

• Build readiness and make understanding for Change Management execution in term of Business Direction, Corporate Culture, OD, OE etc. 

• Career Development 

• Conduct Career Development Programs / Project based on AIS Career Stream covering functional competency and soft skills to build human 

capability for Line Function (include Region and other AIS subsidiaries) 

• Competency Development 

• Provide Consultation and Learning Solutions to serve need of line function and business objective 

• Lead the conduct of training / development programs / workshop / other learning activities and responsible for overall quality and effectiveness 

• People Management 

• Provide counseling and coaching by doing Performance Discussion / Maximizing Human Potential / Maximizing Team Performance to line function 

for People Management in Practice 

88

LCD Accountability 

Business Strategy 


Deliverable 

2015 KPIs 

Remarks 

• Create Innovative 

Business Model and 

Leveraging the 

Strengths of Partners 

• Monetize Growth in 

Mobile Data 

Consumption and 

Deliver Innovative 

Digital Products and 

Services. 

• Embrace the 

Transformation to “The 

Next AIS” 

• Embrace Organization 

Transformation in 

Culture, value and 

Competency 

• Improve Employee 

Engagement through 

Career development 

and Enhancing 

Leadership Capability 

in Staff Recognition, 

Coaching and 

Mentoring 

• Enhance Quality 

Customer Engagement 

Experience in all AIS 

Touch Points and at 

the Same Time 

Improve Dealers’ 

Sentiments towards 

AIS 

• Improve Employee 

Engagement 

New Abilities 

(New Competencies) 

Organization 

Transformation 

Career 

Development 

Competency 

Development 

People 

Management 

Translate and build up BU New Ability to be 

Digital Life Service Provider by providing 

Learning Solutions and Development 

Programs that create substantial differentiation 

from competition through Innovative Digital Life 

Services and Products, as Seen by both 

Consumer and Corporate Customers 

. 

Build readiness and make understanding for 

Change Management execution in term of 

Business Direction, Corporate Culture, OD, OE 

etc. 

Conduct Career Development Programs / 

Project based on AIS Career Stream covering 

functional competency and soft skills to build 

human capability for Line Function 

(include Region and other AIS subsidiaries) 

• Provide Consultation and Learning 

Solutions to serve need of line function 

and business objective 

• Lead the conduct of training / 

development programs / workshop / other 

learning activities and responsible for 

overall quality and effectiveness 

Provide counseling and coaching by doing 

Performance Discussion / Maximizing Human 

Potential / Maximizing Team Performance to 

line function for People Management in 

Practice 

• Critical New Ability translation 

Workshop by BU within Apr 

• BU focus area and Task based 

Competency (for new ability) 

Development Requirements 

• Endorse BU Critical New Ability 

Committed Implementation Plan 

within May 

“FIND-U” Corporate Culture KPI 5% 

• Achieve Roll out plan >75% 

• Career Development Roadmap / 

Programs to serve Employee 

Engagement in term of Career 

Opportunity Driver 

• Achieve Roll out plan >75% 

• Competency Gap Bridging 

• Increase Employee Engagement 

Score in term of Learning and 

Development Driver 

• Effective Coaching Refresher to 

strengthen Manager’s role 

• IDP 

• Leadership Role Score in 

performance appraisals 

Co with 

• HRR 

• HRCD 

• CCLD 

Co with 


• CCLD 

Co with 



Co with 

• ACM 


• CCLD 

Co with 


• LMD 

89



90




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Kittikun 

CORPORATE CULURE & 



CORPORATE COURSE TRAINING 

& LANGUAGE CENTER 



HRD INFORMATION 

SYSTEM ADMINSTRATION 



91

HUMAN RESOURCES DEVELOPMENT FUNCTIONAL DESCRIPTION 

CHIEF HUMAN RESOURCES OFFICER (CHRO) 

Peravate 




Kittikun 

CORPORATE CULTURES & 




& LANGUAGE CENTER 

- Pornphun 

- John 

- Siritharn 



• Implement the corporate courses training roadmap from 

executive direction 

• Design and register course syllabus. Building roadmap for 

fundamental and standards course; (e.g., Onboarding 

program, Safety Health & Environment, Business Ethics, SD, 

Presentation, SPSDM…) 

• Develop e-learning courses with related functions in line 

with the Career development path 

• Assure quality of selection employee to match training 

program for career development and employee engagement 

• Set up key success index and monitor result of corporate 

training programs 

• Coordinate with corporate compliance in order to conduct 

Corporate & Compliance training course in HQ and 

Decentralize to all regional operations and ACC 

• Select, Deploy and design standardize foreign 

language competency, definitions, descriptors and 

evaluation tools using appropriate international standard. 

• Embed “Foreign Language Standard” into employee 

life cycle for competitive advantage in language 

ability to serve company mission 

• Managing course and customized language 

development programs to achieve business objective and 

support corporate strategy. 

92



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Kittikun 






- Wirachat 

- Samonpak 

- Audsadang 

- xxxxxxxxxx 


KNOWLEDGE STATION 


• Embedded KM approach to be part of 

business management to serve OE 

concept in each department which impact to 

corporate KPI 

• Promote, Educate KM tools & techniques to 

serve “Share & Learn” environment 

• Provide KM consult for each department to 

set up KM environment, monitoring system, 

how to apply KM tool & technique to link with 

company direction 

• Monitor and consolidate all KM initiatives to 

ensure KM directions are served business 

growth and support LO approach 

• Provide KM tools that optimize learning 

methodology to suit with development 

roadmap of target employee 

• Create an environment to serve 

learning as well as, provide learning 

approaches (e-Library) which are 

matched to new brand concept (Live Digital 

Live More) 

• Provide ready-to-use and update knowledge 

and information systems in line with 

Career development approach 

• Develop Knowledge Station for supporting 

sustainable learning organization 

• Encourage self learning environment for employee in 

terms of creating eager-to-learn and share their 

knowledge in order to change employees’ 

learning behavior 

• Inspired employee with LO principle which is a 

guide line to create learning organization are as follows 

1) Eager and seek for knowledge to expand their 

New Ability 

2) Strong Mental Ability and pursue for solutions 

when confront the problems 

3) Promote Corporate Culture to shape all 

employees’ vision and mission to the single direction 

4) Encourage consistency of knowledge sharing and 

collaborative learning 

5) Integrate Cross Functional Knowledge and 

develop to new knowledge in order to develop 

employees’ ability to work 

• Monitor and measure to develop to Learning 

Organization 

93



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Kittikun 




HRD INFORMATION 

SYSTEM ADMINSTRATION 

- Buddhinan - Kraison 

MEDIA MANAGEMENT 

IT OPERATIONS 

IT PROJECT MANAGEMENT 

• Create and provide media to 

support HRD tasks and 

activities 

• Facilitate media production for 

HRD and corporate use 

• To act as a consultant for media 

production for internal and other 

functions use 

• Maintain media instruments and 

digital learning rooms 

• Provide and support HRD 

operations systems and tools 

• Control and maintain HRD master 

data and authorization 

registers 

• Co-ordinate and solve system errors 

with related functions 

• Provide advice and information of 

HRD systems for other departments 

• Strategy planning and roadmap 

execution of HRD information 

systems 

• Center of HRD business 

requirements to IT teams 

• Project management for HRD project 

owners 

• HRD representative in decision 

making and co-ordination with related 

functions 

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- xxxxxxx 

CULTURE 

INNNOVATION Management 

REWARDS & RECOGNITIONS 

• Translate executive culture direction 

to execute annual plan 

• Plan, deploy, align corporate action 

plan with related function to ensure 

direction of corporate culture deployment 

• Encourage staff to apply corporate 

culture and core values in practice 

• Create monitoring system for measure 

corporate culture perception 

• Work with executive to design innovation 

framework for organization 

• Support Leader on Innovation 

Framework Implementation & 

Development to achieve innovation 

culture and process establishment. 

• Define concept of innovation theme 

and criteria to support internal 

innovation atmosphere (Innovation 

motivation/Encourage activity) 

• Educate staff on innovation and creative 

thinking and providing courses for some 

specific employee targets 

• Design, develop, manage recognition 

programs to encourage corporate 

culture (such as EUREKA, Trainer Hall of 

Fame, The STAR@AIS, SPOT Awards and 

further Rewards & Recognition program) 

• Forecast, Align and Propose R&R 

schemes to management level for 

consideration 

• Implement and communicate to related 

functions 

• Manage approved budget for each reward 

& recognition program to optimize impact 

on achieving motivation and recognition 

purpose. 

95

CLOSING SESSION 

TIME FOR CHANGE

HR

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