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<strong>HR</strong><br />
“ SHARE for CHANGE ”<br />
March 26, 2015
AGENDA<br />
08.30-08.45 Opening Session by C<strong>HR</strong>O<br />
08.45-09.45 Mega Trends and <strong>HR</strong> Implications by APM<br />
09.45-10.00 Coffee Break<br />
10.00-10.30 Corporate KPI 2015<br />
10.30-11.00 <strong>HR</strong> Re-organization: <strong>HR</strong> works as one<br />
11.00-12.00 Declare commitment and share mission<br />
Human Capital Strategy & Planning (HCSP)<br />
12.00-13.00 Lunch<br />
13.00-13.15 Activity<br />
13.15-14.45 Declare commitment and share mission<br />
Human Resources Management (<strong>HR</strong>M)<br />
14.45-15.00 Coffee Break<br />
15.00-17.00 Declare commitment and share mission<br />
Human Resources Development (<strong>HR</strong>D)<br />
17.00-17.15 Closing Session by C<strong>HR</strong>O<br />
2
OPENING SESSION<br />
“SHARE for CHANGE”<br />
3
MEGA TREND AND <strong>HR</strong> IMPLICATIONS<br />
4
Coffee time<br />
5
AIS 2015 KPI<br />
No<br />
2015 KPI<br />
Weight<br />
(%)<br />
Financial<br />
F1 Total service revenue - Conso (exclude IC) 10<br />
F2 EBITDA - Conso 10<br />
F3 % revenue market share 5<br />
F4 Data revenue growth 5<br />
30<br />
Customer<br />
C1 Customer experience 8<br />
C1.1) 3G quality<br />
Voice 1<br />
Data 2<br />
C1.2) Customer Engagement 5<br />
C2 DSI - Distribution Channel 5<br />
C3 Brand management 6<br />
C3.1) AIS brand preference<br />
C3.1.1) All mobile users 2<br />
C3.1.2) AIS customers 2<br />
C3.2) AIS leadership in consumer perception 2<br />
C4 Promote self-service users 1<br />
Digital life service innovative applications and<br />
C5<br />
solutions<br />
2<br />
C5.1) Innovative application - Consumer 1<br />
C5.2) Innovative solution - Corporate 1<br />
C6 Fixed broadband 8<br />
C6.1) Number of customers 4<br />
C6.2) Quality<br />
C6.2.1) Customer satisfaction regarding installation 2<br />
C6.2.2) Customer satisfaction regarding usage 2<br />
30<br />
No<br />
2015 KPI<br />
Internal Process<br />
Weight<br />
(%)<br />
I1 Acquire additional bandwidth 10<br />
I2 3G device penetration in AWN sub base 6<br />
I3 Network Quality Gap 3<br />
I4 Network Reliability Index 3<br />
I5 Implementation of touch points: 3<br />
I5.1) New AIS/Telewiz shop 1<br />
I5.2) 3G service point transaction growth 1<br />
I5.3) Online channel 1<br />
Learning & Growth<br />
L1 Employee Engagement Index 5<br />
L2 Succession plan 5<br />
L2.1) % of at least 1 successor pipeline of each<br />
critical position<br />
2<br />
L2.2) % of successor who get score in the block<br />
named ‘Ready’ and ‘Ready with Condition’<br />
3<br />
L3 People and culture change (FIND U) 5<br />
25<br />
15<br />
6
<strong>HR</strong> RE-ORGANIZATION<br />
7
HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE<br />
Walaiporn<br />
VP-HUMAN CAPITAL<br />
STRATEGY & PLANNING<br />
(VP-HCSP)<br />
AVP-HUMAN CAPITAL<br />
PLANNING (AVP-HCP)<br />
HUMAN CAPITAL STRATEGY &<br />
POLICY COMMITTEE<br />
Sirikul<br />
Saraporn<br />
WORKFORCE PLANNING<br />
& ANALYTICS MANAGER<br />
(WFM)<br />
Apawadee<br />
COMPENSATION &<br />
RECOGNITION MANAGER<br />
(CPRM)<br />
Thanapat<br />
<strong>HR</strong>IS & PROCESS<br />
DEVELOPMENT MANAGER<br />
(<strong>HR</strong>ISM)<br />
No change<br />
Existing function with changes<br />
New function<br />
Chalatt<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGEMENT MANAGER<br />
(HBPM)<br />
AVP-HUMAN RESOURCES<br />
MANAGEMENT<br />
(AVP-<strong>HR</strong>M)<br />
Namtip<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 1<br />
(HBPM1)<br />
Kanchana<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 2<br />
(HBPM2)<br />
Sunisa<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 3<br />
(HBPM3)<br />
Supaporn<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 4<br />
(HBPM4)<br />
xxxxxxx<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 5<br />
(HBPM5)<br />
<strong>HR</strong> COMPLIANCE<br />
SAFETY, HEALTH & ENVIRONMENT<br />
<strong>HR</strong> REGION<br />
Suwimol (Act.)<br />
CHIEF HUMAN RESOURCES OFFICER<br />
(C<strong>HR</strong>O)<br />
Tippawan<br />
<strong>HR</strong> CONTACT CENTER<br />
– ACC (<strong>HR</strong>CC – ACC)<br />
Pariyanuch<br />
<strong>HR</strong> INFORMATION<br />
MANAGEMENT MANAGER<br />
(<strong>HR</strong>IM)<br />
Petcharat<br />
TALENT ACQUISITION<br />
MANAGER (TLM)<br />
Natchanan<br />
RECRUITMENT<br />
PLANNING & SOURCING<br />
MGT.MANAGER (RPSM)<br />
Udomporn<br />
RECRUIMENT MANAGER<br />
(RCM)<br />
Umaporn<br />
EMPLOYEE RELATIONS &<br />
COMMUNICATIONS<br />
MANAGER (ERCM)<br />
Sasiwimol<br />
<strong>HR</strong> SERVICES & DATA<br />
OPERATIONS MANAGER<br />
(<strong>HR</strong>OM)<br />
CORPORATE CULTURE & CHANGE<br />
MANAGEMENT COMMITTEE<br />
Supawadee<br />
AVP-HUMAN RESOURCES<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP-HDP)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT<br />
(VP-<strong>HR</strong>D)<br />
xxxxxx<br />
<strong>HR</strong>D STRATEGIC<br />
PLANNING MANAGER<br />
(HDSPM)<br />
Chathatai<br />
HUMAN RESOURCES &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING<br />
MANAGEMENT SYSTEM<br />
MANAGER (LMSM)<br />
Saowakon<br />
ASSESSMENT CENTER<br />
MANAGER (ASM)<br />
Nabhassawan<br />
TALENT CAPABILITY<br />
DEVELOPMENT<br />
MANAGER (TCDM)<br />
Suvapan<br />
LEADERSHIP &<br />
MANAGEMENT DEV.<br />
MANAGER (LMDM)<br />
BUDGETING MANAGEMENT<br />
REPORT<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER<br />
(LCDM)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 1 (LCDM 1)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 2 (LCDM 2)<br />
Eumporn<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 3 (LCDM 3)<br />
Songkiat<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 4 (LCDM 4)<br />
Kittikun<br />
CORPORATE CULTURE &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
CORPORATE COURSE &<br />
LANGUAGE CENTER<br />
LEARNING ORGANIZATION &<br />
KNOWLEDGE MANAGEMENT<br />
<strong>HR</strong>D INFORMATION SYSTEM<br />
ADMINISTRATION<br />
CORPORATE CULTURE &<br />
CHANGE MANAGEMENT<br />
8
<strong>HR</strong> WORKS AS ONE<br />
C<strong>HR</strong>O<br />
VP-HCSP<br />
VP-<strong>HR</strong>D<br />
HCM<br />
Working<br />
Team<br />
AVP-<strong>HR</strong>M<br />
AVP-HCP<br />
Secretary<br />
AVP-HDP<br />
K.PARIYANUCH<br />
9
DECLARE COMMITMENT AND SHARE MISSION<br />
10
HUMAN CAPITAL<br />
STRATEGY & PLANNING<br />
11
HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE<br />
Walaiporn<br />
VP-HUMAN CAPITAL<br />
STRATEGY & PLANNING<br />
(VP-HCSP)<br />
AVP-HUMAN CAPITAL<br />
PLANNING (AVP-HCP)<br />
HUMAN CAPITAL STRATEGY &<br />
POLICY COMMITTEE<br />
Sirikul<br />
Saraporn<br />
WORKFORCE PLANNING<br />
& ANALYTICS MANAGER<br />
(WFM)<br />
Apawadee<br />
COMPENSATION &<br />
RECOGNITION MANAGER<br />
(CPRM)<br />
Thanapat<br />
<strong>HR</strong>IS & PROCESS<br />
DEVELOPMENT MANAGER<br />
(<strong>HR</strong>ISM)<br />
No change<br />
Existing function with changes<br />
New function<br />
Chalatt<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGEMENT MANAGER<br />
(HBPM)<br />
AVP-HUMAN RESOURCES<br />
MANAGEMENT<br />
(AVP-<strong>HR</strong>M)<br />
Namtip<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 1<br />
(HBPM1)<br />
Kanchana<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 2<br />
(HBPM2)<br />
Sunisa<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 3<br />
(HBPM3)<br />
Supaporn<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 4<br />
(HBPM4)<br />
xxxxxxx<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 5<br />
(HBPM5)<br />
<strong>HR</strong> COMPLIANCE<br />
SAFETY, HEALTH & ENVIRONMENT<br />
<strong>HR</strong> REGION<br />
Suwimol (Act.)<br />
CHIEF HUMAN RESOURCES OFFICER<br />
(C<strong>HR</strong>O)<br />
Tippawan<br />
<strong>HR</strong> CONTACT CENTER<br />
– ACC (<strong>HR</strong>CC – ACC)<br />
Pariyanuch<br />
<strong>HR</strong> INFORMATION<br />
MANAGEMENT MANAGER<br />
(<strong>HR</strong>IM)<br />
Petcharat<br />
TALENT ACQUISITION<br />
MANAGER (TLM)<br />
Natchanan<br />
RECRUITMENT<br />
PLANNING & SOURCING<br />
MGT.MANAGER (RPSM)<br />
Udomporn<br />
RECRUIMENT MANAGER<br />
(RCM)<br />
Umaporn<br />
EMPLOYEE RELATIONS &<br />
COMMUNICATIONS<br />
MANAGER (ERCM)<br />
Sasiwimol<br />
<strong>HR</strong> SERVICES & DATA<br />
OPERATIONS MANAGER<br />
(<strong>HR</strong>OM)<br />
CORPORATE CULTURE & CHANGE<br />
MANAGEMENT COMMITTEE<br />
Supawadee<br />
AVP-HUMAN RESOURCES<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP-HDP)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT<br />
(VP-<strong>HR</strong>D)<br />
xxxxxx<br />
<strong>HR</strong>D STRATEGIC<br />
PLANNING MANAGER<br />
(HDSPM)<br />
Chathatai<br />
HUMAN RESOURCES &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING<br />
MANAGEMENT SYSTEM<br />
MANAGER (LMSM)<br />
Saowakon<br />
ASSESSMENT CENTER<br />
MANAGER (ASM)<br />
Nabhassawan<br />
TALENT CAPABILITY<br />
DEVELOPMENT<br />
MANAGER (TCDM)<br />
Suvapan<br />
LEADERSHIP &<br />
MANAGEMENT DEV.<br />
MANAGER (LMDM)<br />
BUDGETING MANAGEMENT<br />
REPORT<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER<br />
(LCDM)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 1 (LCDM 1)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 2 (LCDM 2)<br />
Eumporn<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 3 (LCDM 3)<br />
Songkiat<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 4 (LCDM 4)<br />
Kittikun<br />
CORPORATE CULTURE &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
CORPORATE COURSE &<br />
LANGUAGE CENTER<br />
LEARNING ORGANIZATION &<br />
KNOWLEDGE MANAGEMENT<br />
<strong>HR</strong>D INFORMATION SYSTEM<br />
ADMINISTRATION<br />
CORPORATE CULTURE &<br />
CHANGE MANAGEMENT<br />
12
HCSP ACCOUNTABILITIES<br />
HCM Strategy<br />
HCM Strategy Formulation<br />
• Develop <strong>HR</strong> Strategies by identifying and researching<br />
human resources issues; contributing information,<br />
analysis and recommendations to management team<br />
including the strategic thinking and people policy.<br />
• Translate business intents, directions and strategy into<br />
<strong>HR</strong> plans and goals by aligning and collaborating with<br />
other <strong>HR</strong> teams within company and group; monitoring<br />
to ensure proper execution<br />
Human Capital Metrics<br />
• Propose people productivity indicators for the corporate;<br />
monitoring trends and variances and provide<br />
recommendations to management to minimize the<br />
impact of variances<br />
Workforce Planning & Analytics<br />
• Develop current and future workforce profile<br />
• Analyze internal and external workforce supply<br />
(structure, dynamics, labor market conditions,<br />
demographics)<br />
• Translate business strategy into quantitative<br />
(headcounts) and qualitative (competency)<br />
workforce demand<br />
• Identify and analyze gap<br />
• Develop workforce action plan and identify critical<br />
concerns<br />
• Monitor and adjust execution process<br />
<strong>HR</strong> Policy, Rules and Regulations<br />
• Design and develop <strong>HR</strong> policy, rules and regulations to<br />
respond with the changing business environment and<br />
internal requirements<br />
<strong>HR</strong> Risk Management<br />
• Facilitating team to conduct risk assessment, quality<br />
assurance and preventive actions in <strong>HR</strong> works; providing<br />
business continuity plan and ensuring execution<br />
13
HCSP ACCOUNTABILITIES<br />
Compensation & Recognition<br />
Compensation & Benefits<br />
• Research and design compensation, welfare and<br />
benefits package/scheme to fit with business needs to<br />
support business operation, attract, retain, and<br />
motivate valuable staff<br />
• Conduct salary, welfare and benefits survey with<br />
selected industries and leading companies<br />
• Provide compensation, welfare and benefits advice to<br />
ensure proper practices<br />
Job Structure and Job Evaluation<br />
• Review and design Job structure to align with<br />
organization change and business requirements<br />
• Design Job evaluation methodology and conduct JE<br />
session with related functions<br />
<strong>HR</strong>IS & Process Development<br />
<strong>HR</strong>IS Development<br />
• Provide core <strong>HR</strong> solution to support <strong>HR</strong> business processes<br />
and managing data such as <strong>HR</strong>IS for Employee lifecycle<br />
management<br />
• Offer concrete and actionable visual insights on the workforce<br />
data. Deliver modeling capabilities and trend analysis<br />
• Create collaboration to get work done more efficiently by give<br />
employees self-service access, allow managers to use the<br />
data for making key strategic business direction<br />
• Integrate platforms of <strong>HR</strong>IS with Payroll, benefits, time<br />
management, etc.<br />
Process Development<br />
• Develop and maintain <strong>HR</strong> information systems and employee<br />
database<br />
• Provide access and systems support to 3 key stakeholders<br />
(Management/Executives, Managers, and Employees) to<br />
easily reach <strong>HR</strong> services and utilizes <strong>HR</strong> data, information and<br />
reports<br />
• Update on the latest technology trends in <strong>HR</strong>; designing<br />
roadmap and plan for advancing <strong>HR</strong> systems; updating<br />
management on the change plans and applying to its<br />
operation<br />
• Facilitate key users and coordinating with IT to modify<br />
present <strong>HR</strong> systems and applications and develop new <strong>HR</strong>IS<br />
capability to support and enhance <strong>HR</strong> operations<br />
• Design <strong>HR</strong> systems, processes and procedures that align with<br />
group policy and practices and enhance business operations<br />
14
HCSP Deliverable : Human Capital Infrastructure<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Invest in new<br />
technology,<br />
platform and<br />
services to<br />
sustain longterm<br />
growth<br />
<strong>HR</strong>IS Development<br />
- Design <strong>HR</strong> systems,<br />
processes and<br />
procedures that<br />
align with group<br />
policy and practices<br />
and enhance<br />
business operations<br />
- Offer concrete and<br />
actionable visual<br />
insights on the<br />
workforce data.<br />
Deliver modeling<br />
capabilities and<br />
trend analysis<br />
Create <strong>HR</strong> e-infrastructure<br />
as new tool to support<br />
company’s direction and<br />
employees’ digital life and<br />
carefully design the phasing of<br />
modules implementation to<br />
match with the business<br />
requirement<br />
Employees master<br />
database improvements<br />
- Complete centralized<br />
Employee master database,<br />
use for creating insight and<br />
inform business direction<br />
- Considering cloud-based<br />
system of next generation <strong>HR</strong><br />
system<br />
- Specify the roles and<br />
responsibilities of employees<br />
regarding data stewardship.<br />
Security standards addressed<br />
for data privacy and protection<br />
- Empower line managers by<br />
delivering data to make<br />
decision themselves whilst<br />
freeing <strong>HR</strong> from routine tasks<br />
- Employee Self Service on<br />
data acquiring<br />
New enabler for<br />
<strong>HR</strong> infrastructure<br />
A well cleaned of<br />
centralized<br />
Employees<br />
master database<br />
(<strong>HR</strong>M+<strong>HR</strong>D) to<br />
support HCM<br />
plan<br />
- Phase 1. Implement and onservice<br />
at least 3 modules starting<br />
Q2/2015 :<br />
1. Succession & Development<br />
2. Learning & Product (as same as<br />
Intouch by bulk procurement<br />
method) and<br />
3. Recruiting<br />
- Phase 2 : To be considered<br />
Complete the employee master data<br />
by Q3, 2015<br />
- Finish master plan by March<br />
- Discuss 'as is' vs. 'to be' with<br />
ITAS/BI and identify gap by April<br />
- Data cleansing by April<br />
- Redesign infra structure &<br />
database structure by Q3<br />
Co. with<br />
<strong>HR</strong>R, RC,<br />
<strong>HR</strong>D<br />
Co. with<br />
<strong>HR</strong>R, <strong>HR</strong>O,<br />
<strong>HR</strong>D<br />
15
HCSP Deliverable : Human Capital Infrastructure<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Invest in new<br />
technology,<br />
platform and<br />
services to<br />
sustain longterm<br />
growth<br />
<strong>HR</strong>IS Development<br />
- Design <strong>HR</strong> systems,<br />
processes and<br />
procedures that align<br />
with group policy<br />
and practices and<br />
enhance business<br />
operations<br />
- Offer concrete and<br />
actionable visual<br />
insights on the<br />
workforce data.<br />
Deliver modeling<br />
capabilities and<br />
trend analysis<br />
Employee Data<br />
classification for security<br />
purpose<br />
Enhance e-<strong>HR</strong> business<br />
process for employee life<br />
cycle<br />
- Database security<br />
policy, complied<br />
with company's IT<br />
security policy and<br />
matched with OD<br />
change<br />
- Revision of <strong>HR</strong><br />
forms/screen display<br />
to comply with the<br />
database security<br />
policy<br />
End-to-end <strong>HR</strong><br />
business process<br />
system and emp.<br />
experiences<br />
- Issuing database security<br />
policy by Q2/2015<br />
- Revision of all <strong>HR</strong><br />
forms/screen display by<br />
Q2/2015<br />
All requirements signed off by<br />
April, 2015<br />
Co. with<br />
<strong>HR</strong>R, <strong>HR</strong>O ,<br />
<strong>HR</strong>D<br />
Co. with<br />
<strong>HR</strong>M, <strong>HR</strong>D<br />
Set roadmap of “AIS go<br />
next” on mobile to support<br />
employees' digital life and<br />
to build internal<br />
communication efficiency<br />
Phase 2: work flow<br />
completion, allow<br />
employees to make<br />
requests via mobile<br />
phone<br />
- Requirement collection done<br />
- Complete by Q2,2015<br />
(Phase 2)<br />
Co. with EC<br />
Set roadmap of Intranet<br />
page Improvement, to be<br />
more attractive, exciting<br />
and Innovative<br />
New look and<br />
informative of<br />
Intranet page,<br />
targeted to be<br />
outsourced<br />
Complete by Q3,2015<br />
Co. with<br />
EC, KM<br />
16
HCSP Deliverable : Human Capital Infrastructure<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Improve<br />
Employee<br />
Engagement<br />
Compensation &<br />
Benefits<br />
- Design compensation,<br />
welfare and benefits<br />
package/scheme to fit<br />
with business needs and<br />
to support business<br />
operation, attract, retain,<br />
and motivate valuable<br />
staff<br />
- Design Job evaluation<br />
methodology and<br />
conduct JE session with<br />
related functions<br />
Improving 3 elements :<br />
1. Job analysis / Job<br />
evaluation<br />
2. Grading structure<br />
3. Review rewards system<br />
To support business change<br />
- New grading structure<br />
- Reviewed AIS reward strategy<br />
- Reviewed AIS pay mix<br />
- To be AIS job family model<br />
- Salary structures<br />
Complete by<br />
Q4,2015<br />
Co. with<br />
<strong>HR</strong>R, <strong>HR</strong>D<br />
17
HCSP Deliverable : Human Capital Infrastructure<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Improve<br />
Employee<br />
Engagement<br />
<strong>HR</strong> Policy, Rules<br />
and Regulations<br />
-Design and develop<br />
<strong>HR</strong> policy, rules and<br />
regulations to<br />
respond with the<br />
changing business<br />
environment and<br />
internal requirements<br />
Review <strong>HR</strong> Policy, Rules &<br />
Regulation, to serve<br />
changing environment<br />
and support business<br />
directions<br />
- New motivated and<br />
competitive <strong>HR</strong><br />
Policy, Rules &<br />
Regulation<br />
- Update <strong>HR</strong> Policy,<br />
Rules & Regulation<br />
- Revised <strong>HR</strong> financial<br />
authority and <strong>HR</strong><br />
empowerment<br />
Finish studying 10 issues<br />
requested from Lines and<br />
propose the selected for<br />
approval , starting Q2, 2015<br />
1. Consider lump sum domestic<br />
monthly per diem(ACC)<br />
2. Support travelling expenses<br />
for workplace relocation in the<br />
same province (Data center)<br />
3. Supporting Package for<br />
employee who are rotated to<br />
different province (RO)<br />
4. Welfare after retirement<br />
(<strong>HR</strong>M)<br />
5. Propose to cancel meal<br />
proportion in domestic per diem<br />
(<strong>HR</strong>M)<br />
6. Adjust secretary's position<br />
allowance/PG (<strong>HR</strong>M)<br />
7. Adjust transportation<br />
expense for late shift (O)<br />
8. Adjust housing allowance<br />
rates (RO)<br />
9. Adjust the vehicle<br />
depreciation for Sales /<br />
Marketing staff (Mkt/Sales)<br />
10. review travelling approval<br />
by low cost airlines and border<br />
areas (ROE)<br />
- Finish reviewing <strong>HR</strong> authority<br />
by April, 2015<br />
18
HCSP Deliverable : Workforce Planning<br />
Business<br />
Strategy<br />
Accountability<br />
Policy / Strategies<br />
Deliver<br />
ables<br />
2015 KPIs<br />
Remar<br />
ks<br />
Optimize costs<br />
and improve<br />
productivity<br />
Workforce Planning<br />
-Develop current and future<br />
workforce profile<br />
-Analyze internal and external<br />
workforce supply (structure,<br />
dynamics, labor market<br />
conditions, demographics)<br />
-Translate business strategy<br />
into quantitative (headcounts)<br />
and qualitative (competency)<br />
workforce demand<br />
1. Establish an agile AIS Group workforce plan<br />
(number of people, level and skills required, timing)<br />
to respond to strategic move of 3-5 years and<br />
workforce trends that mitigates risks<br />
2. Design human capital portfolio to balance<br />
workforce demographics in term of gender, age,<br />
career, skills and competency etc.<br />
Through Strategic Workforce Planning<br />
19
HCSP Deliverable : Human Capital Metrics<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Optimize<br />
costs and<br />
improve<br />
productivity<br />
Human Capital<br />
Metrics<br />
- Enhance people<br />
productivity<br />
indicators for<br />
the corporate;<br />
monitoring<br />
trends and<br />
variances and<br />
provide<br />
recommendation<br />
s to management<br />
to minimize the<br />
impact of<br />
variances<br />
1. Develop <strong>HR</strong> Metrics for<br />
benchmarking against defined markets<br />
to assess competitiveness and<br />
productivity<br />
2. To raise up the high performance<br />
organization by deploying the<br />
productivity measurement in company<br />
wide (BU's)<br />
<strong>HR</strong> Metrics Report<br />
- Revenue per Staff Cost<br />
- EBITDA per Staff Cost<br />
- Revenue per Average<br />
Headcount<br />
- EBITDA per Average<br />
Headcount<br />
- % Staff Cost to Revenue<br />
<strong>HR</strong> Metrics Report (BU level)<br />
- Revenue per Staff Cost<br />
- EBITDA per Staff Cost<br />
- Revenue per Average<br />
Headcount<br />
- EBITDA per Average<br />
Headcount<br />
- % Staff Cost to Revenue<br />
Twice a Year<br />
(July, Jan)<br />
<strong>HR</strong> Metric report<br />
Twice a Year<br />
(July , Jan)<br />
Dashboard<br />
Co with FN,<br />
<strong>HR</strong>R<br />
Co with FN,<br />
<strong>HR</strong>R<br />
Dashboard<br />
- <strong>HR</strong>/Workforce dashboard<br />
content<br />
- Dashboard prototype and<br />
mock-ups<br />
Finish Dashboard<br />
prototype and<br />
mock-ups by Q3,<br />
2015<br />
Selected <strong>HR</strong> metrics for<br />
operational/managerial purposes<br />
Complete<br />
collecting<br />
requirements by<br />
Q2, 2015<br />
OT Report (BU Level)<br />
Monthly (Go live<br />
for Line Manager<br />
: May, 2015)<br />
Leave Report (BU level)<br />
- Sick leave<br />
- ML<br />
Monthly (Go live<br />
for Line Manager<br />
: June, 2015)<br />
20
HCSP Deliverable : Performance Management<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Improve<br />
Employee<br />
Engagement<br />
Performance<br />
Management<br />
- Align Employee<br />
Performance<br />
Management with<br />
Organizational -<br />
Provide Enabler<br />
- Monitoring &<br />
Analyzing result<br />
Align the business objectives at all<br />
levels and reinforces individual<br />
accountability for achieving<br />
expectations and goals<br />
- New Performance<br />
Structure & Criteria<br />
- Communication guideline<br />
of PM to managers and<br />
employees<br />
- Monitoring/Controlling of<br />
MBO/KPI & measures<br />
agreement and alignment<br />
- By Mar, 2015<br />
- By April, 2015<br />
Co with EC<br />
Team &<br />
<strong>HR</strong>R<br />
Co with<br />
<strong>HR</strong>R<br />
Maximize people performance by<br />
enhancing effectiveness of PM<br />
process<br />
- Feedback status report<br />
- Analyze 2014<br />
performance record and<br />
send to <strong>HR</strong>R for root cause<br />
finding and <strong>HR</strong>D to design<br />
IDP<br />
- By April, 2015<br />
- By April, 2015 for<br />
grade 3-, 4<br />
Co with<br />
<strong>HR</strong>R and<br />
<strong>HR</strong>D<br />
Strengthen performance<br />
management role/skills of all<br />
managers<br />
- Promote Performance feedback<br />
culture<br />
- Quality of managers in PM<br />
role<br />
- Quality of MBO/KPI<br />
setting<br />
- PM process sharing<br />
by July, 2015<br />
- Super coach award<br />
and recognition by<br />
PM scores from<br />
subordinates by Jan.,<br />
2016<br />
Co with<br />
<strong>HR</strong>R and<br />
<strong>HR</strong>D<br />
21
HCSP Deliverable : Reward & Recognition<br />
Business<br />
Strategy<br />
Accountability Policy / Strategies Deliverables 2015 KPIs Remarks<br />
Improve<br />
Employee<br />
Engagement<br />
Compensation &<br />
Benefits<br />
- Design<br />
compensation,<br />
welfare and benefits<br />
package/scheme to fit<br />
with business needs<br />
and to support<br />
business operation,<br />
attract, retain, and<br />
motivate valuable<br />
staff<br />
Attract and retain<br />
talented employees,<br />
and motivate them to<br />
achieve results through<br />
3P Policy (pay for<br />
Performance, Person,<br />
Position)<br />
Competitive Pay Schemes<br />
1. New Salary starting Rate<br />
with wider the range for<br />
talents/quality candidates<br />
2. Incentive Point Program<br />
3. Non Traditional Benefits<br />
Program e.g. : Birthday<br />
make a wish, casual Summer<br />
ice cream<br />
1. Implement and<br />
effective in April,<br />
2015<br />
2. Propose in Q2,<br />
2015<br />
3. Propose at least x<br />
in Q3, 2015<br />
Co with <strong>HR</strong>R , RC<br />
Co with <strong>HR</strong>M , <strong>HR</strong>D<br />
(Incentive Point Program<br />
- Estimated Budget : 2 MB/yr.<br />
- In case of application<br />
purchasing<br />
- Installation THB 50,000<br />
- Monthly fee THB 20000 for<br />
PC,<br />
THB 40,000 for PC+Smart<br />
phone<br />
- Point fee = THB 1/point,<br />
free if total point exceeds 2M<br />
points)<br />
4. Workplace flexibility<br />
(Digital natives) :<br />
Telecommunicating (work at<br />
home), Flexi Time<br />
4. Propose in Q4,<br />
2015 (for 2016)<br />
5. Extra allowance /<br />
Competency for multi<br />
skills/Hot Skill<br />
5. Propose in Q4,<br />
2015 (for 2016)<br />
Design welfare &<br />
benefit programs to<br />
increase Organization's<br />
performance &<br />
productivity<br />
Flexible Benefits Program<br />
(cafeteria)<br />
Propose in Q4, 2015<br />
(for 2016)<br />
Estimated Budget : 5MB /<br />
year<br />
22
Lunch Time<br />
23
HUMAN RESOURCES<br />
MANAGEMENT<br />
24
HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE<br />
Walaiporn<br />
VP-HUMAN CAPITAL<br />
STRATEGY & PLANNING<br />
(VP-HCSP)<br />
AVP-HUMAN CAPITAL<br />
PLANNING (AVP-HCP)<br />
HUMAN CAPITAL STRATEGY &<br />
POLICY COMMITTEE<br />
Sirikul<br />
Saraporn<br />
WORKFORCE PLANNING<br />
& ANALYTICS MANAGER<br />
(WFM)<br />
Apawadee<br />
COMPENSATION &<br />
RECOGNITION MANAGER<br />
(CPRM)<br />
Thanapat<br />
<strong>HR</strong>IS & PROCESS<br />
DEVELOPMENT MANAGER<br />
(<strong>HR</strong>ISM)<br />
No change<br />
Existing function with changes<br />
New function<br />
Chalatt<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGEMENT MANAGER<br />
(HBPM)<br />
AVP-HUMAN RESOURCES<br />
MANAGEMENT<br />
(AVP-<strong>HR</strong>M)<br />
Namtip<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 1<br />
(HBPM1)<br />
Kanchana<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 2<br />
(HBPM2)<br />
Sunisa<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 3<br />
(HBPM3)<br />
Supaporn<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 4<br />
(HBPM4)<br />
xxxxxxx<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 5<br />
(HBPM5)<br />
<strong>HR</strong> COMPLIANCE<br />
SAFETY, HEALTH & ENVIRONMENT<br />
<strong>HR</strong> REGION<br />
Suwimol (Act.)<br />
CHIEF HUMAN RESOURCES OFFICER<br />
(C<strong>HR</strong>O)<br />
Tippawan<br />
<strong>HR</strong> CONTACT CENTER<br />
– ACC (<strong>HR</strong>CC – ACC)<br />
Pariyanuch<br />
<strong>HR</strong> INFORMATION<br />
MANAGEMENT MANAGER<br />
(<strong>HR</strong>IM)<br />
Petcharat<br />
TALENT ACQUISITION<br />
MANAGER (TLM)<br />
Natchanan<br />
RECRUITMENT<br />
PLANNING & SOURCING<br />
MGT.MANAGER (RPSM)<br />
Udomporn<br />
RECRUIMENT MANAGER<br />
(RCM)<br />
Umaporn<br />
EMPLOYEE RELATIONS &<br />
COMMUNICATIONS<br />
MANAGER (ERCM)<br />
Sasiwimol<br />
<strong>HR</strong> SERVICES & DATA<br />
OPERATIONS MANAGER<br />
(<strong>HR</strong>OM)<br />
CORPORATE CULTURE & CHANGE<br />
MANAGEMENT COMMITTEE<br />
Supawadee<br />
AVP-HUMAN RESOURCES<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP-HDP)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT<br />
(VP-<strong>HR</strong>D)<br />
xxxxxx<br />
<strong>HR</strong>D STRATEGIC<br />
PLANNING MANAGER<br />
(HDSPM)<br />
Chathatai<br />
HUMAN RESOURCES &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING<br />
MANAGEMENT SYSTEM<br />
MANAGER (LMSM)<br />
Saowakon<br />
ASSESSMENT CENTER<br />
MANAGER (ASM)<br />
Nabhassawan<br />
TALENT CAPABILITY<br />
DEVELOPMENT<br />
MANAGER (TCDM)<br />
Suvapan<br />
LEADERSHIP &<br />
MANAGEMENT DEV.<br />
MANAGER (LMDM)<br />
BUDGETING MANAGEMENT<br />
REPORT<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER<br />
(LCDM)<br />
xxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 1 (LCDM 1)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 2 (LCDM 2)<br />
Eumporn<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 3 (LCDM 3)<br />
Songkiat<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 4 (LCDM 4)<br />
Kittikun<br />
CORPORATE CULTURE &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
CORPORATE COURSE &<br />
LANGUAGE CENTER<br />
LEARNING ORGANIZATION &<br />
KNOWLEDGE MANAGEMENT<br />
<strong>HR</strong>D INFORMATION SYSTEM<br />
ADMINISTRATION<br />
CORPORATE CULTURE &<br />
CHANGE MANAGEMENT<br />
25
EMPLOYEE EXPERIENCE MANAGEMENT<br />
26
Employee Life Cycle Model<br />
• Exit Interview<br />
• Terminate / Retirement<br />
Transition<br />
Recruitment<br />
& Selection<br />
• Job Postings / Job Interview<br />
• Personal Assessment<br />
- English Online Placement Test<br />
- FASTMOVING Test<br />
- Computer Literacy<br />
- Functional Test<br />
• Offering and Hiring<br />
• Criminal Check<br />
• Physical Examination<br />
• Management by<br />
Objective (MBO)<br />
• Performance<br />
Appraisal System<br />
Performance<br />
Management<br />
Onboarding &<br />
Orientation<br />
• Onboarding Program 3 days<br />
- Organization Structure<br />
- Rules and Regulations / IT Security<br />
- Corporate Culture<br />
- Visit AIS Shop, NOC, Call Center<br />
- Product and Service of Marketing<br />
Retention<br />
Employee<br />
Services<br />
Training &<br />
Development<br />
• E-<strong>HR</strong> and Online Service<br />
• Welfare and Benefits Service<br />
• Compensation and Benefits<br />
Structure<br />
• Internal Communication Tools<br />
• Employee Activities and<br />
Privileges<br />
• Talent Management<br />
• Promotion / Adjustment<br />
• Training (Functional / Soft skill)<br />
• Career Development<br />
• Individual Development Plan (IDP)<br />
• Succession Planning<br />
27
<strong>HR</strong> BUSINESS PARTNER MANAGEMENT<br />
28
HUMAN RESOURCES BUSINESS PARTNER MANAGEMENT<br />
C<strong>HR</strong>O<br />
Tippawan<br />
Suwimol (Act.)<br />
AVP-HUMAN RESOURCES<br />
MANAGEMENT(AVP-<strong>HR</strong>M)<br />
Chalatt<br />
HUMAN RESOURCE BUSINESS<br />
PARTNER MANAGER (HBPM)<br />
Namtip<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGER 1 (HBPM1)<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGER 2 (HBPM2)<br />
Kanchana Sunisa Supaporn XXXXX<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGER 3 (HBPM3)<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGER 4 (HBPM4)<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGER5 (HBPM5)<br />
<strong>HR</strong> Compliance<br />
Safety, Health &<br />
Environment<br />
Human Resource Business Partner Role<br />
HBPM<br />
1. ท ำหน้ำที่ Strategic Partner แปลงกลยุทธ์ทำง<br />
ธุรกิจของบริษัทเป็ นกลยุทธ์ของทีมงำนเพื่อให ้<br />
สอดคล ้องกับแนวทำงกำรบริหำรทรัพยำกรบุคคล<br />
ของส่วนงำน ตลอดจนก ำกับดูแลและติดตำมให ้มี<br />
กำรด ำเนินกำรตำมกลยุทธ์<br />
2. Change Agent ก ำหนดแนวทำง วำงมำตรฐำน<br />
และด ำเนินกำรในกรณีที่มีกำรเปลี่ยนแปลงต่ำง ๆ<br />
เกิดขึ้น ตลอดจน Handle Crisis situations ให ้มี<br />
ผลกระทบน ้อยที่สุด รวมถึงเป็ นทีมงำน BCP<br />
3. ก ำกับดูแลงำน Compliance และ SHE ให ้เป็ นไป<br />
ตำมระเบียบข ้อบังคับและกฎหมำยต่ำง ๆ<br />
HBPM 1-5<br />
1. ท ำหน้ำที Business Partner ส ำหรับ HCM ใน<br />
หน่วยงำนที่รับผิดชอบ หำแนวทำงที่ดีที่สุดส ำหรับ<br />
พนักงำน Line Manager และบริษัท<br />
2 Change Agent วำงแนวทำง เตรียมควำมพร ้อมทุก<br />
ด ้ำนเมื่อมีนโยบำย หรือกำรมีกำรเปลี่ยนแปลงที่<br />
กระทบต่อหน่วยงำนที่รับผิดชอบเพื่อลดแรงต ้ำน<br />
และสำมำรถด ำเนินกำรได ้อย่ำงรำบรื่น<br />
3. Administrative Expert วิเครำะห์รำยงำนด ้ำน <strong>HR</strong><br />
ที่ส ำคัญส ำหรับสำยงำนเพื่อวำงแผน HCM ให ้<br />
สอดคล ้องกับทิศทำงกำรด ำเนินธุรกิจของบริษัท<br />
4. ดูแลงำน <strong>HR</strong> Compliance and Rule &<br />
Regulation ในสำยงำนที่รับผิดชอบใหเป็ ้ นธรรม<br />
ถูกต ้อง และเสนอแนะแนวทำงปรับปรุงให ้มีควำม<br />
เหมำะสมมำกขึ้น<br />
HBPSP-HBPO<br />
1. ท ำหน้ำที่เป็ น Contact Point ส ำหรับ HCM<br />
ในหน่วยงำนที่รับผิดชอบ<br />
2. Change Agent ในกำรสื่อสำรท ำควำมเข ้ำใจ<br />
และรับ Feedback ต่ำง ๆ เมื่อมีกำร<br />
เปลี่ยนแปลงต่ำง ๆ<br />
3. Administrative Expert กำรProvide report<br />
เพื่อสนับสนุนกำรท ำงำนของ BU ให ้<br />
สอดคล ้องกับทิศทำงของบริษัท<br />
4. <strong>HR</strong> Compliance and Rule & Regulation<br />
ด ำเนินกำรตำมกฎระเบียบแนวปฏิบัติและรับ<br />
Feedback ต่ำงๆ กรณีที่ไม่เหมำะสมต่อกำร<br />
ปฏิบัติ<br />
29
<strong>HR</strong>BP Accountability<br />
Accountability<br />
1. Performance Management<br />
• Provide professional advisory service in all aspect of the employee relationship that enables managers to fulfill their people management<br />
responsibilities efficiency and effectiveness align with Performance Management process ( objective setting, coaching, performance<br />
evaluation, feedback and development)<br />
2. Employee Relations<br />
• Act as the interface on Employee Relations matters to ensure that the relationship between employee and company appropriate within<br />
promotes positive employee engagement<br />
3. Career Development<br />
• Provide professional advisory service in all aspect of Promotion, Job Evaluation, Career Development link to Job Stream and Transfer<br />
Opportunity<br />
4. Workforce Planning<br />
• Address current and future workforce issues from data analysis by identifying capacity, skills and competency and align the workforce<br />
with the business plan "<br />
5. Reward and Recognition<br />
• Provide professional advisory service for reward and recognition system to align with labor market and with business direction by divided<br />
into 2 parts<br />
- Corporate : Merit & SA, Bonus<br />
- Specific group : Competency base pay for new ability, critical skills performance and retention<br />
6. Change Management<br />
• In Term of OD related strategy and policy to assist new business direction with workforce that is flexible and adaptable to ongoing change<br />
and confidence to deliver business priorities<br />
7. Succession Plan<br />
• Participate in leadership development program to evaluate and develop candidates to be successor and the next generation leaders in<br />
order to ensure their readiness for the future needs and also the continuity of AIS leadership pipeline<br />
8. Workplace Design<br />
• Continue to manage, coordinate with Administration Division to improve employee well being, health and safety through good quality<br />
advisory service<br />
9. Human Capital Metrics<br />
• Provide specialist advice information and analysis reports on specific business unit including ensuring they are able to make reasonable<br />
decisions by identifying and responding to complex emerging issue and trends.<br />
10. Human Capital Infrastructure<br />
• increase human resource management's capacity to leverage and assimilate new technology<br />
30
<strong>HR</strong>BP Accountabilities & Deliverable<br />
Business Strategy Accountability Deliverable 2015 KPIs Remark<br />
15 C Improve<br />
employee engagement<br />
through enhance<br />
leadership<br />
capability in staff<br />
recognition, coaching<br />
and mentoring<br />
1. Performance<br />
Management<br />
1.1 Completed Performance<br />
review with fair objective<br />
setting<br />
1.2.Encourage individual coaching<br />
and feedback to improve staff<br />
1.3 Implement and communicate<br />
"New Performance Evaluation<br />
System" by BU<br />
Monitor and send success<br />
rate tracking report on 20<br />
April 2015<br />
Completed Performance<br />
Appraisal in July, Dec<br />
2015<br />
Work with ERC<br />
& <strong>HR</strong>S<br />
Work with <strong>HR</strong>S<br />
1.4.Implement & Monitoring"<br />
Maximize Employee<br />
Performance" ( Poor<br />
Performance program)<br />
Propose poor<br />
performance program in<br />
May 2015<br />
Work with <strong>HR</strong>S<br />
/<strong>HR</strong>D /<strong>HR</strong>O<br />
15 Improve employee<br />
engagement<br />
2. Employee<br />
Relation (ER)<br />
2.1 Propose Employee<br />
Engagement corporate plan<br />
with <strong>HR</strong>D<br />
Work with <strong>HR</strong>D<br />
2.2. Ensure Employee<br />
Engagement action plan by BU<br />
related to EE issues<br />
Approve Employee<br />
Engagement action plan<br />
in April 2015<br />
Work with <strong>HR</strong>D<br />
/ <strong>HR</strong>IM<br />
2.3. Voice of Employee through<br />
<strong>HR</strong> walk to talk program :<br />
Directly communicate <strong>HR</strong><br />
matter to employee<br />
completed for "<strong>HR</strong> walk<br />
to talk"<br />
Work with<br />
<strong>HR</strong>O/ADP/Coop<br />
2.4 Propose action plan based on<br />
Employee Life Cycle (RC /<br />
Retain/Retired)<br />
Propose action plan<br />
based on Employee Life<br />
Cycle in May 2015<br />
Work with ERC<br />
& <strong>HR</strong>IM<br />
31
<strong>HR</strong>BP Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
15 B Improve<br />
employee<br />
engagement<br />
through<br />
Career<br />
development<br />
14 Embrace<br />
organization<br />
transformation<br />
in competency<br />
Accountability Deliverable 2015 KPIs Remark<br />
3. Career<br />
Development<br />
4. Workforce<br />
Planning<br />
3.1. Career Next Day project :<br />
Provide advisory in skills,<br />
knowledge, competency for<br />
vacancy position to employee<br />
who interested in this career<br />
opportunity<br />
4.1. Approved Demand Forecasting<br />
report and scenario planning to<br />
support business direction<br />
- Completed transferring<br />
process on project timeline<br />
- update Job qualification for<br />
career next day in July<br />
2015<br />
Demand Forecast report in<br />
April 2015<br />
Work with RC<br />
/ER<br />
Work with<br />
RC/<strong>HR</strong>S<br />
15 A Improve<br />
employee<br />
engagement<br />
through<br />
competitive<br />
remuneration<br />
5. Reward and<br />
Recognition<br />
5.1. Implement new Merit increase<br />
model<br />
5.2. Identify hot skills and new ability<br />
positions for current and future<br />
business ( Corporate level /<br />
Specific task)<br />
Base on time line<br />
Hot skills and new ability<br />
positions list depend on<br />
project timeline<br />
Work with <strong>HR</strong>S<br />
Work with <strong>HR</strong>D<br />
5.3. Participate to design<br />
compensation package for<br />
specific job and related to<br />
business direction<br />
Approved compensation<br />
package for specific job<br />
Work with <strong>HR</strong><br />
strategy<br />
32
<strong>HR</strong>BP Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
14 Embrace<br />
organization<br />
transformation<br />
in competency<br />
BSC : L2<br />
Succession Plan<br />
Accountability Deliverable 2015 KPIs Remark<br />
6. Change<br />
Management in<br />
term of<br />
Organization<br />
Development<br />
6.1. Design Operation model and<br />
Organization structure<br />
support to new business such<br />
as FBB, Retail Shop, COFO<br />
6.2. Review working process and<br />
organizational structure to<br />
enhance and support the<br />
ongoing business operations.<br />
6.3 Executive Summary of the<br />
success of Change<br />
Management Program by<br />
planning and evaluation<br />
whether or not the program's<br />
objectives are met.<br />
7. Succession Plan 7.1 Identify Key position and<br />
required positions for current<br />
and future business.<br />
7.2 Provide employee data with<br />
guideline in mapping<br />
candidates to selected critical<br />
position.<br />
OD for new business<br />
depend on project timeline<br />
OD for Marketing / <strong>HR</strong>M /<br />
RO depend on project<br />
timeline<br />
Summary report<br />
Project timeline<br />
Project timeline<br />
Work with<br />
<strong>HR</strong>IM/OD<br />
Work with<br />
<strong>HR</strong>IM/OD<br />
Work with <strong>HR</strong>D<br />
Work with <strong>HR</strong>D<br />
7.3 Provide job evaluation of PG<br />
13-15 to support succession<br />
planning<br />
Completed job evaluation<br />
score for PG 13-15 in Nov<br />
2015<br />
Work with <strong>HR</strong>S<br />
33
<strong>HR</strong>BP Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
15 Improve<br />
employee<br />
engagement<br />
Accountability Deliverable 2015 KPIs Remark<br />
8. Workplace<br />
Design<br />
8.1. Provide safety and healthy<br />
environment in workplace<br />
8.2.Ensure a legally compliant and<br />
effective management of health<br />
and safety<br />
Occupational Health and<br />
Safety committee report<br />
every month<br />
Work with ADM<br />
Work with<br />
Compliance<br />
15 Improve<br />
employee<br />
engagement<br />
9. Human Capital<br />
Metrics<br />
9.1. Provide analysis report :<br />
Manpower Report, OT report ,<br />
Turn over report, Exit interview<br />
report, employee leave report<br />
* Need IT support<br />
- Monthly report :<br />
manpower report / OT<br />
report / turnover report<br />
- Quarterly report :<br />
Exit interview report/<br />
employee leave report<br />
Work with <strong>HR</strong>S<br />
15 Improve<br />
employee<br />
engagement<br />
10. Human<br />
Capital<br />
Infrastructure<br />
10. Propose new <strong>HR</strong>IS support <strong>HR</strong><br />
Management<br />
Work with <strong>HR</strong>S<br />
34
<strong>HR</strong> INFORMATION MANAGEMENT<br />
35
<strong>HR</strong>IM Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
Accountability Deliverable 2015 KPIs<br />
14 Embrace<br />
organization<br />
transformatio<br />
n in culture,<br />
value and<br />
competency<br />
1. Human Capital Metrics<br />
Center of <strong>HR</strong>M Information and Analysis to<br />
produce Executive Report and Presentation for<br />
Management to make decision regarding<br />
strategic <strong>HR</strong>M issues<br />
Executive Reports:<br />
- Performance Evaluation<br />
- Annual Merit / Bonus /<br />
Promotion<br />
- Exit analysis report<br />
- EXCOM-AIS Agenda<br />
- Employee Engagement<br />
- Others as being assigned<br />
'Timeline and Quality<br />
of Reports<br />
Submitted reports on<br />
the agree upon<br />
timeline with AVP-<strong>HR</strong>M<br />
and Management<br />
2. Change Management<br />
Organization Development<br />
Conduct on-going reviews of organization<br />
effectiveness within AIS, including any structural<br />
issues or areas where accountabilities and decisionmaking<br />
are unclear; issues where processes or<br />
ways of working either within or across functions<br />
are sub-optimal; issues relating to teamwork or<br />
behaviors within AIS. Be able to facilitate the BU<br />
leaders, through the use of effective Organisation<br />
Development tools, to agree appropriate changes<br />
to the organisation design.<br />
Change Management<br />
Be both an initiator and manager of change within<br />
AIS. Prompt and advise the senior leaders on the<br />
effective management of change so that business<br />
performance is impacted by the change process<br />
and colleagues are treated fairly and are supportive<br />
of the change.<br />
- New improved organization<br />
structure with clear functional<br />
description, job description and<br />
job evaluation<br />
OD Projects in Y2015<br />
- RO OD<br />
- FBB<br />
- PR<br />
- AIS Shop by partners<br />
- Retail Management<br />
- Marketing OD<br />
- PCM<br />
HCM Project in Y2015<br />
- Succession Plan by<br />
Hays<br />
- Career Stream<br />
- New ability<br />
- Corporate culture by<br />
BCG<br />
- Best Employer by<br />
Hewitt<br />
36
<strong>HR</strong>IM Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
Accountability Deliverable 2015 KPIs<br />
14 Embrace<br />
organization<br />
transformation in<br />
culture, value<br />
and competency<br />
3. Human Capital Infrastructure<br />
Project Manager for <strong>HR</strong>M Operation and<br />
Processes Improvement<br />
- New improved <strong>HR</strong>M processes Refer to projects of <strong>HR</strong>ISM<br />
15. Improve<br />
employee<br />
engagement<br />
4. Employee Engagement (EE)<br />
- Analyze, design and develop strategic<br />
initiatives plan for Corporate<br />
- Monitor BU initiatives, evaluate success<br />
and provide recommendations to BI<br />
- Corporate and BU initiative<br />
plan<br />
- Analyze and<br />
recommend BU EE<br />
initiative plan by Apr.15<br />
- Finalize Corporate EE<br />
initiative plan by Apr. 15<br />
37
TALENT ACQUISITION<br />
38
Human Capital Management<br />
Suwimol (Act.)<br />
Chief Human Resources Officer<br />
(C<strong>HR</strong>O)<br />
Tippawan<br />
AVP-Human Resources<br />
Management (AVP-<strong>HR</strong>M)<br />
Petcharat<br />
Talent Acquisition Manager<br />
(TLM)<br />
Natchanan<br />
Recruitment Planning & Sourcing<br />
Mgt. Manager (RPSM)<br />
Recruitment Manager<br />
(RCM)<br />
Udomporn<br />
39
Business<br />
Direction<br />
Human Capital<br />
Strategy &<br />
Planning<br />
<strong>HR</strong> Business<br />
Partner<br />
Talents<br />
Acquisition<br />
<strong>HR</strong> Service &<br />
Data Operation<br />
Deliverable<br />
1. Compensation<br />
2. Workforce Planning<br />
3. System<br />
1. Demand Forecast<br />
2. Key Account<br />
Context Change<br />
3. Onboarding<br />
1. Quality & Quantity of<br />
Candidate<br />
2. Quality of Hire<br />
3. On time<br />
1. Contractual<br />
2. Hiring and Filing<br />
Management<br />
3. Welfare for New<br />
Staff<br />
4. Probation<br />
Served to<br />
1. Company Direction<br />
2. Line Function<br />
40<br />
40
EMPLOYEE RELATIONS AND<br />
COMMUNICATIONS<br />
41
Clarify tasks-Internal<br />
Communication<br />
42
Objective<br />
1. เพื่อให ้กำรสื่อสำรภำยในเป็ นไปอย่ำงมีประสิทธิภำพ ถูกต ้องครบถ ้วน<br />
และทันเวลำ ทั้งในระดับนโยบำยและปฏิบัติกำร<br />
2. เพื่อใหเกิดกำรรับรู ้ ้ มี Awareness, Engagement และควำมร่วมมือในกำรผลักดัน<br />
องค์กรให ้ก ้ำวไปข ้ำงหน ้ำอย่ำงมีพลัง<br />
3. เพื่อให ้พนักงำนเกิดควำมเชื่อมั่นในองค์กร และแสดงออกถึงพลังในควำมมุ่งมั่นเป็ น<br />
อันหนึ่งอันเดียวกัน น ำพำองค์กรใหเดินหน ้ ้ำตำมเป้ำหมำยอย่ำงมีประสิทธิภำพ<br />
43
Employee communications work flow<br />
Internal Communication<br />
Working Group<br />
Project<br />
Owner<br />
Internal PR<br />
ERC-<strong>HR</strong>M<br />
Project<br />
Owner<br />
Communication Message, Tactics<br />
Internal Media<br />
Employee<br />
44
Internal Communication Working Group<br />
ประธาน<br />
คุณวิไล เคียงประดู่ SVP-PR<br />
รองประธาน<br />
คุณพรรัตน์ เจนจรัสสกุล VP-MCN<br />
เลขานุการ<br />
คุณวรำลี จิรชัยศรี Marketing Public Relations Mgr<br />
คณะท างาน<br />
คุณทิพวรรณ ศิริคูณ<br />
AVP-<strong>HR</strong>M<br />
คุณอมรรัตน์ ชำญปรีชญำ AVP-MPR<br />
คุณทิฐินันท์ โชตินันท์ AVP-Brand<br />
คุณกิตติคุณ วัชรมณเฑียร Corporate Culture & Knowledge Mgt. Mgr<br />
คุณธรวรรณ เจริญ<br />
Brand management Mgr<br />
คุณศิวลี บูรณสงครำม Brand Activation & Budget Management Mgr<br />
คุณอุมำภรณ์ จันทร์จุฬำ Employee Relations and communications Mgr<br />
45
บทบาท หน้าที่ของคณะท างาน<br />
‣ ก ำหนดนโยบำยและวำงแผนกลยุทธ์กำรสื่อสำรภำยในองค์กรของงำนด ้ำน<br />
- Brand / iHIP<br />
- Culture<br />
- SD<br />
- Crisis communication<br />
‣ ก ำหนดบทบำทหน ้ำที่ของทีมงำนใหเป็ ้ นไปตำมนโยบำยและแผนงำน<br />
‣ จัดท ำงบประมำณในกำรท ำงำน<br />
‣ ติดตำมกำรด ำเนินงำน<br />
‣ ก ำหนดหลักเกณฑ์ และวิธีกำรประเมินผลกำรสื่อสำรภำยในองค์กร<br />
*โดยก ำหนดให ้มีกำรประชุมเดือนละ 1 ครั้ง<br />
46
Employee communication<br />
‣ Content management<br />
จ ำแนก content ออกเป็ น 3 รูปแบบ 3 ผู ้รับผิดชอบดังนี้<br />
1. Corporate Content<br />
Corporate content Project Owner Accountability Responsibility<br />
1.1 Brand / iHIP MKT<br />
ERC-<strong>HR</strong>M//Internal-PR<br />
1.2 Culture <strong>HR</strong>D ERC-<strong>HR</strong>M/Internal-PR<br />
1.3 SD PR ERC-<strong>HR</strong>M/Internal-PR<br />
1.4 Crisis<br />
Communications<br />
PR<br />
Internal Communications<br />
Working Group<br />
ERC-<strong>HR</strong>M/Internal-PR<br />
47
2. Employee's content management<br />
Regulations<br />
Privilege for staff<br />
Compliance<br />
SD – Employee<br />
Volunteer<br />
•หมวดที่ 1 ระเบียบทั่วๆไป<br />
•หมวดที่ 2 สวัสดิกำร<br />
•หมวดที่ 3 ค่ำใช ้จ่ำยในกำร<br />
เดินทำง<br />
•หมวดที่ 4 วินัยกำรลงโทษ<br />
•แบบฟอร์มต่ำงๆ จำก <strong>HR</strong>M<br />
•สวัสดิกำรรักษำพยำบำล ตรวจ<br />
สุขภำพประจ ำปี<br />
•ห ้องพยำบำล /กำยภำพบ ำบัด<br />
•กองทุนประกันสังคม<br />
•กองทุนส ำรองเลี้ยงชีพ<br />
•Hand set accessory /Air-time<br />
and Internet promotions<br />
•Privilege special discount<br />
อำทิ โรงแรม สถำนเสริมควำม<br />
งำม เครื่องใช ้ไฟฟ้ำ สปำ ฯลฯ<br />
•SHE (safety-Health-<br />
Environment<br />
•Business Ethic<br />
•Customer privacy<br />
•IT security<br />
•โครงกำรเอไอเอสหัวใจอำสำ<br />
พัฒนำสังคม<br />
•โครงกำรพี่เอไอเอสจุดประกำย<br />
กำรเรียนรู ้สู่น ้องๆ<br />
Performance<br />
The Basic<br />
Company practices<br />
•Career opportunity<br />
•Learning and development<br />
•Performance management<br />
•Reward and recognition<br />
•Work life balance<br />
•Safety<br />
•Enable infrastructure (Media<br />
management & Administrative)<br />
•Culture practices and<br />
communication<br />
Accountability :<br />
By ERC-<strong>HR</strong>M<br />
48
3. Vision, Mission ,Business and CSR/SD/CR movement<br />
AIS Vision Mission<br />
•ประกำศวิสัยทัศน์ และ<br />
ภำรกิจองค์กร<br />
AIS Awards<br />
• รำงวัลที่องค์กรได ้รับ<br />
• รำงวัลที่ผู ้บริหำร<br />
ได ้รับ<br />
Regulation Impact<br />
• ข่ำวสำรที่เกี่ยข ้องกับ<br />
Regulator คู่ค ้ำ<br />
คู่แข่ง<br />
Business<br />
movement<br />
• สินค ้ำ และบริกำร<br />
ใหม่ๆ ขององค์กร<br />
• Brand / iHIP<br />
• SD<br />
• Crisis<br />
communication<br />
CSR/CR (External)<br />
• โครงกำรสำนรัก<br />
• CR<br />
Accountability :<br />
By Internal PR<br />
49
‣ Media management<br />
ERC-<strong>HR</strong>M (Owner) & Internal PR (User)<br />
บทบาทหน้าที่<br />
- ก ำหนดกลยุทธ์กำรบริหำรจัดกำรสื่ออย่ำงมีประสิทธิภำพ<br />
- บริหำรจัดกำร Traffic ของสื่ออย่ำงมีประสิทธิภำพ<br />
- ประเมินประสิทธิผลในกำรใช ้สื่อได ้<br />
- เปิด Authorize ให ้ทีมท ำงำนได ้เข ้ำใช ้งำนสื่อได ้<br />
50
‣ Media management<br />
51
‣ Recipient management<br />
จ าแนกกลุ่มผู้ร ับสาร ได้ด ังนี้<br />
1. ผู ้รับสำรที่เป็ นกลุ่มใหญ่ หรือ สำธำรณชน<br />
- ผู ้บริหำร และ พนักงำน ทั้งหมดทั่วประเทศ<br />
2. ผู ้รับสำรเป็ นกลุ่มที่มีควำมสนใจเรื่องเดียวกัน<br />
3. กำรมองผู ้รับสำรตำมสื่อ พฤติกรรมกำรใช ้สื่อ<br />
4. ผู ้รับสำรที่ก ำหนดด ้วยช่องทำง หรือเนื้อหำ ซึ่งขึ้นอยู่กับเนื้อหำแต่ละประเภท<br />
และระดับควำมส ำคัญของเนื้อหำในกำรสื่อสำร<br />
52
AVP-up<br />
(UC/ES)<br />
Manager/Specialist<br />
(MS/PS)<br />
กำรสื่อสำรระดับนโยบำย/ ข ้อมูลข่ำวสำรที่<br />
ส ำคัญและต ้องกำรได ้รับแรงผลักดันไปยัง<br />
สำยงำนอย่ำงมีประสิทธิภำพ<br />
(จัดท ำ Communication pack พิเศษ)<br />
กำรสื่อสำรในประเด็นที่ต ้องกำร<br />
ชี้แจงรำยละเอียด ส ำหรับผู ้บริหำร<br />
โดยตรง เพื่อน ำไปสื่อสำรกับ<br />
ผู ้ใต ้บังคับบัญชำ โดยมีหลักในกำร<br />
สื่อสำรเดียวกัน<br />
(จัดท ำ Communication pack)<br />
All Staff / MASS<br />
(ES/MS/PS)<br />
(OS, MT, DT, SG)<br />
สื่อสำรข ้อมูลข่ำวสำรในระดับ<br />
สำธำรณะ<br />
เรื่องที่สื่อสำรมีผลกระทบกับ<br />
พนักงำนทุกคน เป็ นเรื่องที่พนักงำน<br />
ทุกคนจะต ้องรับทรำบร่วมกัน หรือมี<br />
พฤติกรรมร่วมกัน<br />
53
การวิเคราะห์ผู้ร ับสารตามคุณล ักษณะของพน ักงาน<br />
‣ แบ่งเพศ และอายุ และการศึกษา<br />
‣ แบ่งตามพื้นที่<br />
- ในเขตกรุงเทพมหำนคร<br />
- พนักงำนตำมส่วนภูมิภำค<br />
ภำคกลำง<br />
ภำคตะวันออก<br />
ภำคตะวันออกเฉียงเหนือ<br />
ภำคเหนือ<br />
ภำคใต ้<br />
‣ แบ่งตามระด ับของพน ักงาน (PG)<br />
‣ แบ่งตามสายงาน<br />
• Operations<br />
• Solutions<br />
• Service operations<br />
• Support functions<br />
• CF<br />
• CSM<br />
• FBM<br />
• CTO<br />
• MNI<br />
• InfoSec<br />
• MKT<br />
54
‣ Evaluate Internal Communication<br />
• วัดประสิทธิผลจำก Internal Media แต่ละประเภท ที่ใช ้ในกำร communicate ไปยัง<br />
พนักงำน<br />
• จัดท ำ Survey online เพื่อประเมินผลกำรรับรู ้ข่ำวสำร และพฤติกรรมหลังจบกิจกรรมต่ำงๆ<br />
• ก ำหนดตัวชี้วัดควำมส ำเร็จในเชิงกลยุทธ์ ผ่ำนกำรท ำ Internal communication Survey<br />
เพื่อส่งหำพนักงำนทุกท่ำน ปีละ 1 ครั้ง และน ำผลมำวิเครำะห์ พัฒนำปรับปรุงกำรสื่อสำร<br />
ภำยในองค์กรได ้อย่ำงมีประสิทธิภำพ<br />
55
ERC Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
HCM<br />
Framework<br />
Accountability<br />
Deliverable 2015 KPIs Remark<br />
15) Improve<br />
Employee<br />
Engagement<br />
Employee<br />
Relations<br />
Strategic planning<br />
for employee<br />
relations system<br />
development<br />
according to<br />
strategies and<br />
culture of the<br />
organization and<br />
integrating with <strong>HR</strong><br />
management<br />
process.<br />
1. Employee Communications:<br />
1.1 Define strategies and manage<br />
internal communications regarding<br />
employee communications content<br />
management which are<br />
Regulations, Privileges for staff,<br />
Compliance, Employee Volunteer,<br />
Performance, The Basic and<br />
Company practices<br />
1.2 Cooperate with the internal<br />
communications working group in<br />
defining strategies and managing<br />
internal communications regarding<br />
corporate content management<br />
which are Brand/ i-Hip, Culture,<br />
SD and Crisis communications<br />
1. Internal<br />
communications Survey<br />
score not less than 70%<br />
2. Media Effectiveness<br />
Assessment<br />
Work in<br />
cooperation<br />
with HCM<br />
1.3 Define strategies and manage<br />
internal communications for<br />
various contents from each<br />
department in the organization.<br />
1.4 Establish an assessment<br />
process of effective employee<br />
communications<br />
56
ERC Accountabilities & Deliverable<br />
Business<br />
Strategy<br />
HCM<br />
Framework<br />
Accountability<br />
Deliverable 2015 KPIs Remark<br />
15) Improve<br />
Employee<br />
Engagement<br />
Employee<br />
Relations<br />
Strategic planning<br />
for employee<br />
relations system<br />
development<br />
according to<br />
strategies and<br />
culture of the<br />
organization and<br />
integrating with<br />
<strong>HR</strong> management<br />
process.<br />
2. Employee Relations :<br />
2.1) Support and establish strategic<br />
planning for implementation of<br />
Employee Relations.<br />
2.2) Develop employee relations<br />
initiatives plan with "Happy Work<br />
Place Model"<br />
2.1.1) Visit line with <strong>HR</strong>R before<br />
the end of December 2015<br />
2.1.2) Employee recognition and<br />
satisfaction assessment score<br />
not less than 70 %<br />
2.2.1) Number of activities and<br />
number of participating<br />
employees comply with the plan<br />
2.2.2) Employee recognition and<br />
satisfaction assessment score<br />
not less than 70 %<br />
Work with<br />
HCM under<br />
Employee<br />
life cycle<br />
model<br />
2.3) Develop 3 years master plan to<br />
implement employee CSR sustainable<br />
development project.<br />
2.3.1) Complete the SD report<br />
within the defined time scale<br />
2.3.2) Not less than 50 CSR<br />
employee projects or 4,800<br />
working hours.<br />
2.3.3) Not less than 70 % of<br />
participating employees<br />
recognize and unde4stand CSR<br />
for sustainable development.<br />
2.3.3) Total assessment score of<br />
employee satisfaction not less<br />
than 70 %<br />
Work with<br />
PR-SD,<br />
CR,<strong>HR</strong>D-<br />
People<br />
Champions,<br />
<strong>HR</strong>-RO, <strong>HR</strong>-<br />
ACC and<br />
Compliance<br />
15) Improve<br />
Employee<br />
Engagement<br />
Change<br />
management<br />
Strategic planning<br />
for a new model<br />
of employee<br />
internal<br />
communications<br />
Enhance employee recognition<br />
behavior and employee behavior of<br />
participations through change<br />
management strategies.<br />
1. Internal Communications<br />
Survey score not less than 70%<br />
2. Media Effectiveness<br />
Assessment<br />
Work with<br />
internal<br />
communicati<br />
on working<br />
group, <strong>HR</strong>D,<br />
<strong>HR</strong>M and<br />
People<br />
Champions<br />
57
<strong>HR</strong> SERVICES AND DATA OPERATIONS<br />
58
HUMAN RESOURCES MANAGEMENT FUNCTIONAL DESCRIPTION<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Tippawan<br />
AVP- HUMAN RESOURCE<br />
MANAGEMENT<br />
(AVP - <strong>HR</strong>M)<br />
Sasiwimol<br />
HUMAN RESOURCE<br />
SERVICES & DATA OPERATIONS<br />
MANAGER (<strong>HR</strong>OM)<br />
<strong>HR</strong> Services and Data Operations<br />
Accountability<br />
1. SAP & Database Management<br />
• บริหำรจัดกำรฐำนข ้อมูลพนักงำนในระบบ SAP ให ้ถูกต ้อง ทันสมัย เพื่อให ้หน่วยงำนที่เกี่ยวข ้องสำมำรถน ำไปประกอบกำรบริหำร<br />
ทรัพยำกรบุคคล และ Flow ต่ำงๆ ในองค์กรได ้อย่ำงถูกต ้อง<br />
• บริหำรจัดกำรฐำนข ้อมูลพนักงำนและจัดท ำเอกสำรสนับสนุนงำนภำยในหน่วยงำน <strong>HR</strong>M ตำม Cycle time ให ้มีควำมถูกต ้องและ<br />
ทันเวลำ<br />
2. Payroll<br />
• บริหำรจัดกำรข ้อมูล เงินเดือน เงินได ้ เงินหัก เข ้ำระบบ SAP ด ้วยขั้นตอนที่โปรงใสสำมำรถตรวจสอบที่มำของกำรท ำจ่ำยได ้ และ<br />
ถูกต ้องทันเวลำ<br />
• พัฒนำขั้นตอน/รูปแบบกำรตรวจสอบกำรปฏิบัติงำน Payroll และ กำรรับส่งเอกสำรให ้มีประสิทธิภำพ<br />
3. Welfare & Services<br />
• Welfare<br />
> บริหำรจัดกำรสวัสดิกำรที่กฎหมำยก ำหนดให ้บริษัทฯ ต ้องมีให ้กับพนักงำนอย่ำงถูกต ้องและครบถ ้วน<br />
> บริหำรจัดกำรสวัสดิกำรที่บริษัทฯ จัดใหเพิ่มเติมจำกที่กฎหมำยก ้<br />
ำหนด ได ้อย่ำงมีประสิทธิภำพ<br />
• Services<br />
> ให ้บริกำรจัดท ำบัตรพนักงำน หนังสือรับรองทุกประเภท รวมถึงกำรจัดท ำเอกสำรที่เกี่ยวกับกำรขออนุญำตให ้ผู ้บริหำร/พนักงำน<br />
ต่ำงชำติ ได ้อย่ำงถูกต ้องและทันเวลำ<br />
59
HUMAN RESOURCES<br />
DEVELOPMENT<br />
61
HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE<br />
Walaiporn<br />
VP-HUMAN CAPITAL<br />
STRATEGY & PLANNING<br />
(VP-HCSP)<br />
AVP-HUMAN CAPITAL<br />
PLANNING (AVP-HCP)<br />
HUMAN CAPITAL STRATEGY &<br />
POLICY COMMITTEE<br />
Sirikul<br />
Saraporn<br />
WORKFORCE PLANNING<br />
& ANALYTICS MANAGER<br />
(WFM)<br />
Apawadee<br />
COMPENSATION &<br />
RECOGNITION MANAGER<br />
(CPRM)<br />
Thanapat<br />
<strong>HR</strong>IS & PROCESS<br />
DEVELOPMENT MANAGER<br />
(<strong>HR</strong>ISM)<br />
No change<br />
Existing function with changes<br />
New function<br />
Chalatt<br />
<strong>HR</strong> BUSINESS PARTNER<br />
MANAGEMENT MANAGER<br />
(HBPM)<br />
AVP-HUMAN RESOURCES<br />
MANAGEMENT<br />
(AVP-<strong>HR</strong>M)<br />
Namtip<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 1<br />
(HBPM1)<br />
Kanchana<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 2<br />
(HBPM2)<br />
Sunisa<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 3<br />
(HBPM3)<br />
Supaporn<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 4<br />
(HBPM4)<br />
xxxxxxx<br />
<strong>HR</strong> BUSINESS<br />
PARTNER MANAGER 5<br />
(HBPM5)<br />
<strong>HR</strong> COMPLIANCE<br />
SAFETY, HEALTH & ENVIRONMENT<br />
<strong>HR</strong> REGION<br />
Suwimol (Act.)<br />
CHIEF HUMAN RESOURCES OFFICER<br />
(C<strong>HR</strong>O)<br />
Tippawan<br />
<strong>HR</strong> CONTACT CENTER<br />
– ACC (<strong>HR</strong>CC – ACC)<br />
Pariyanuch<br />
<strong>HR</strong> INFORMATION<br />
MANAGEMENT MANAGER<br />
(<strong>HR</strong>IM)<br />
Petcharat<br />
TALENT ACQUISITION<br />
MANAGER (TLM)<br />
Natchanan<br />
RECRUITMENT<br />
PLANNING & SOURCING<br />
MGT.MANAGER (RPSM)<br />
Udomporn<br />
RECRUIMENT MANAGER<br />
(RCM)<br />
Umaporn<br />
EMPLOYEE RELATIONS &<br />
COMMUNICATIONS<br />
MANAGER (ERCM)<br />
Sasiwimol<br />
<strong>HR</strong> SERVICES & DATA<br />
OPERATIONS MANAGER<br />
(<strong>HR</strong>OM)<br />
CORPORATE CULTURE & CHANGE<br />
MANAGEMENT COMMITTEE<br />
Supawadee<br />
AVP-HUMAN RESOURCES<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP-HDP)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT<br />
(VP-<strong>HR</strong>D)<br />
xxxxxx<br />
<strong>HR</strong>D STRATEGIC<br />
PLANNING MANAGER<br />
(HDSPM)<br />
Chathatai<br />
HUMAN RESOURCES &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING<br />
MANAGEMENT SYSTEM<br />
MANAGER (LMSM)<br />
Saowakon<br />
ASSESSMENT CENTER<br />
MANAGER (ASM)<br />
Nabhassawan<br />
TALENT CAPABILITY<br />
DEVELOPMENT<br />
MANAGER (TCDM)<br />
Suvapan<br />
LEADERSHIP &<br />
MANAGEMENT DEV.<br />
MANAGER (LMDM)<br />
BUDGETING MANAGEMENT<br />
REPORT<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER<br />
(LCDM)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 1 (LCDM 1)<br />
xxxxxx<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 2 (LCDM 2)<br />
Eumporn<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 3 (LCDM 3)<br />
Songkiat<br />
LEARNING & CAREER<br />
DEVELOPMENT<br />
MANAGER 4 (LCDM 4)<br />
Kittikun<br />
CORPORATE CULTURE &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
CORPORATE COURSE &<br />
LANGUAGE CENTER<br />
LEARNING ORGANIZATION &<br />
KNOWLEDGE MANAGEMENT<br />
<strong>HR</strong>D INFORMATION SYSTEM<br />
ADMINISTRATION<br />
CORPORATE CULTURE &<br />
CHANGE MANAGEMENT<br />
62
HUMAN RESOURCES DEVELOPMENT<br />
STRATEGIC PLANNING<br />
63
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
XXXXX<br />
Saowakon<br />
Nabhassawan<br />
Suvapan<br />
HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING MANAGER (HDSPM)<br />
ASSESSMENT CENTER MANAGER<br />
(ASM)<br />
TALENT CAPABILITY<br />
DEVELOPMENT MANAGER<br />
(TCDM)<br />
LEADERSHIP & MANAGEMENT<br />
DEVELOPMENT MANAGER<br />
(LMDM)<br />
Chathatai<br />
HUMAN RESOURCE &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING MANAGEMENT<br />
SYSTEM MANAGER (LMSM)<br />
No change Existing function with changes New function<br />
64
Human Resources Development Strategic Planning<br />
HCD Function<br />
Business<br />
Direction<br />
Competency<br />
Career<br />
Management<br />
System<br />
Learning<br />
Management<br />
Capability<br />
Learning<br />
Deployment<br />
Deliverable<br />
1.Organization<br />
Competency<br />
2. Leadership<br />
Competency<br />
3.Functional<br />
Competency<br />
Career Development<br />
1. Job Stream<br />
2. Job Family<br />
1. Learning<br />
Mgt. Roadmap<br />
2. Instructor Center<br />
3. Learning Mgt.<br />
System<br />
Administration<br />
• Execution Plan<br />
(Professional)<br />
1) LCD<br />
2) LMD<br />
3) CCL<br />
4) AIS Academy (RO)<br />
Served to<br />
1. Company Direction: Digital Life Service Provider<br />
2. Career Opportunity for employee<br />
3. Related Function: TL, TCD, HCP Team, HBP, LCD, CCL, ASM,<br />
LMD<br />
65
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Peravate<br />
Suwimol (Act.)<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
XXXXX<br />
HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING MANAGER (HDSPM)<br />
Competency & Career Development<br />
Chathatai<br />
HUMAN RESOURCE & CAREER<br />
DEVELOPMENT MANAGER<br />
(HCDM)<br />
Accountability: Manage and oversee in following area<br />
• Competency Model & Career Development<br />
- Explore new competency model to align with targeted business results by consider all factors affect<br />
- Revise existing competency model and career stream to fit with business strategic directions based on HCM and global <strong>HR</strong> trends<br />
- Design and Establish career strategy and analysis to align with business strategic directions<br />
- Design, Develop and provide requirement for career management system and process including career development plan, guideline<br />
and system to fit with workforce architecture<br />
- Oversee the up-to-date of existing competency dictionary and advice career development process through Individual Competency<br />
Assessment, competency profile and IDP in selected career stream that serve specific business strategy<br />
• Learning Impact<br />
- Develop learning impact Metrics and ROI that align with <strong>HR</strong>D strategies and policies with HDSPM<br />
• SingTel Development Program<br />
- Manage and Oversee the end-to-end process of SingTel Development Program (GGG, RLA, RTE) including collaborate with SingTel<br />
(PMO: Project Management Office)<br />
66
HCD Deliverable<br />
Business<br />
Strategy<br />
14) Embrace<br />
organization<br />
transformation<br />
in competency<br />
15) Improve<br />
Employee<br />
Engagement<br />
Key Result<br />
Area<br />
Competency<br />
& Career<br />
Development<br />
Deliverable 2015 KPIs Remark<br />
1.Up-to-date competency model<br />
that fit with business direction<br />
2. New organization capability<br />
Competency Model that promote<br />
and serve business strategy /<br />
Ensure the deployment of LCD<br />
follow competency<br />
3. Up-to-date and cleansing career<br />
management system (For<br />
development purpose) base on<br />
employee life cycle<br />
4. Information for career opportunity<br />
(Job Stream/Competency) for<br />
employee<br />
1.1. Master document for competency<br />
dictionary<br />
2.1. Analytic, FBB, online marketing,<br />
retail management, customer insight<br />
competency model<br />
2.2. Contribution in project related to<br />
new organization capability i.e. PCM<br />
3.1. Job stream and job family data<br />
available phase I: Jul, Phase II: Aug and<br />
Phase III: Oct 2015<br />
4.1. Information goes life in 3 phases of<br />
2015: Phase I: Jul / Phase II: Aug and<br />
Phase III: Oct<br />
- Co. with<br />
consultancy and<br />
ASM, TKM<br />
- Co with LCD<br />
- Continue to 2016<br />
15) Improve<br />
Employee<br />
Engagement<br />
Learning<br />
Impact<br />
5. Learning impact measurement /<br />
ROI for <strong>HR</strong>D<br />
5.1. During learning stage exploration<br />
for framework<br />
5.2. Design monitoring measurement for<br />
succession plan (during explore)<br />
- Co with<br />
succession plan<br />
team<br />
15) Improve<br />
Employee<br />
Engagement<br />
Leadership &<br />
Management<br />
Development<br />
6. Executive/Target attend SingTel<br />
Development Program<br />
6.1. Complete E2E process to attend<br />
SingTel Development Program as plan<br />
in May, Jul, Aug, Nov 2015<br />
- Co with<br />
<strong>HR</strong>D: LMD, TCD<br />
<strong>HR</strong>M: HCP, CPR<br />
67<br />
67
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
XXXXX<br />
Saowakon<br />
Nabhassawan<br />
Suvapan<br />
HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING MANAGER (HDSPM)<br />
ASSESSMENT CENTER MANAGER<br />
(ASM)<br />
TALENT CAPABILITY<br />
DEVELOPMENT MANAGER<br />
(TCDM)<br />
LEADERSHIP & MANAGEMENT<br />
DEVELOPMENT MANAGER<br />
(LMDM)<br />
Chathatai<br />
HUMAN RESOURCE &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING MANAGEMENT<br />
SYSTEM MANAGER (LMSM)<br />
No change Existing function with changes New function<br />
68
Human Resources Development Strategic Planning<br />
LMS Function<br />
Business<br />
Direction<br />
Competency<br />
Career<br />
Management<br />
System<br />
Learning<br />
Management<br />
Capability<br />
Learning<br />
Deployment<br />
Deliverable<br />
1.Organization<br />
Competency<br />
2. Leadership<br />
Competency<br />
3.Functional<br />
Competency<br />
Career Development<br />
1. Job Stream<br />
2. Job Family<br />
1. Learning<br />
Mgt. Roadmap<br />
2. Instructor Center<br />
3. Learning Mgt.<br />
System<br />
Administration<br />
• Execution Plan<br />
(Professional)<br />
1) LCD<br />
2) LMD<br />
3) CCL<br />
4) AIS Academy (RO)<br />
Served to<br />
1. Company Core Competency<br />
2. Employee Career Development<br />
3. Related Function<br />
69<br />
69
LMS: Core Task-Accountability-Deliverable<br />
Learning Management System (LMS)<br />
1. Center of<br />
Course Structure Management<br />
1) Develop Learning Roadmap by Career<br />
(Standard Program)<br />
2) AIS Learning Course Registration [4 Categories]<br />
1. Corporate 2. Management<br />
& Leadership<br />
Course Categories<br />
3. Non-Technical<br />
1) Functional<br />
2) Professional<br />
4. Technical<br />
1) Functional<br />
2) Professional<br />
3) Curriculum Development<br />
- Planning-Design-Implementation-Evaluation-Monitor<br />
- Sourcing Contents and Learning Methodology<br />
- Based on Pedagogy Adult Learning Design<br />
4) Design Process Sign-off by Committee<br />
- Body of Committee relate to Development Roadmap<br />
Internal Instructor<br />
2. Instructor Center<br />
(Internal-External)<br />
1) Manage Instructor Demand/Forecast<br />
- Based on business requirement<br />
2) Build & Develop Internal Trainers<br />
- Internal Trainer Improvement<br />
- Manage & Organize Training Course<br />
3) Instructor Registration<br />
- Instructor Profile<br />
4) Internal Trainer Scheme & Rewards<br />
- Design & Proposed Scheme to Top Mgt.<br />
- Proposed % weight of Performance Appraisal<br />
- Manage & Organize Trainers Hall of Fame<br />
5) Internal Trainer Measurement<br />
- Quality & Quantity of Teaching<br />
External Instructor<br />
1) Sourcing External Instructor<br />
- Instructor categories grouping<br />
2) Instructor Registration<br />
- External Instructor Profile & Rate<br />
3) External Instructor Measurement<br />
- Quality of Teaching<br />
Measurement (KPIs)<br />
Timeline # of Learning Roadmap Quality of Course Content<br />
Quality of Instructor<br />
Training System Enabler<br />
Serve to Company core competency – Employee career development-Related Function 70
Learning Management Task<br />
<br />
Learning Planning<br />
& Curriculum Design<br />
<br />
Sign-off Course<br />
Structure<br />
Build & Certify<br />
Instructor<br />
<br />
Learning<br />
Delivery<br />
Content<br />
Management<br />
1) Learning Program<br />
Direction & Get<br />
Requirement<br />
2) Plan Learning Program<br />
• Objectives<br />
• Targets<br />
• Content Structure<br />
• Pre- Requisite<br />
• Learning<br />
Methodology<br />
• Learning Follow-up<br />
1) Contents Structure<br />
by Career<br />
Committee<br />
Body of Committee<br />
• Content Expert<br />
• <strong>HR</strong>D BU-Head<br />
• Line Function by<br />
Career<br />
Recruit Instructor<br />
1) Demand & Forecast<br />
2) Define Qualification<br />
3) Recruit Instructor<br />
4) Assessment<br />
Develop Instructor<br />
1) Develop soft Skills<br />
2) Certify Course<br />
Contents<br />
Certificated Instructor<br />
1) Pilot Class & Improve<br />
2) Exam<br />
1) Manage Delivery<br />
demand based on<br />
client (Execution Team)<br />
2) Manage Course &<br />
Instructor Scheduling<br />
3) Report on Delivery<br />
Outcomes<br />
4) Manage & Organize<br />
Learning Program by<br />
Execution Teams<br />
1. List Maintenance<br />
2. Proactive Data<br />
Collection and analysis<br />
for improve and<br />
Customize course<br />
3. Knowledge Facilitation<br />
4. Metrics and Reporting<br />
Deliverable<br />
Course Category<br />
Course Syllabus<br />
Design Trainer Kits<br />
Quality of Course<br />
Content<br />
Standard Course<br />
Name list Trainer<br />
Qualification<br />
Quality of Trainer<br />
‣ Course Complete on<br />
Time<br />
‣ Course Training<br />
Modernly<br />
Accountability<br />
• LMS<br />
• LMS<br />
Responsible & Involvement<br />
• Execution Team<br />
• LMS<br />
• Execution Team<br />
• LMS (1-3)<br />
• Execution Team (4)<br />
• LMS (1-3)<br />
71
Search LMS<br />
Learning Management<br />
System Center<br />
HOME<br />
ABOUT US<br />
LEARNING ROADMAP<br />
INSTRUCTOR<br />
Corporate Course<br />
1. Onboarding Program<br />
2. Corporate Culture<br />
3. Compliance<br />
Management &<br />
Leadership Course<br />
1. First Line Manager<br />
2. Second Line Manger<br />
3. Executive Program<br />
4. Specialist Program<br />
5. Talent Program<br />
6. Successor Program<br />
Function &<br />
Professional Course<br />
1. Non-Technical<br />
Customer Service<br />
Sales Professional<br />
Service Marketing<br />
2. Technical<br />
Engineering<br />
Operations<br />
IT<br />
Expert<br />
Area<br />
Facilitator<br />
Coacher<br />
CoP<br />
GURU<br />
Mentor<br />
CoExpert<br />
Subject Matter Expert (SME)<br />
72
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
XXXXX<br />
Saowakon<br />
Nabhassawan<br />
Suvapan<br />
HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING MANAGER (HDSPM)<br />
ASSESSMENT CENTER MANAGER<br />
(ASM)<br />
TALENT CAPABILITY<br />
DEVELOPMENT MANAGER<br />
(TCDM)<br />
LEADERSHIP & MANAGEMENT<br />
DEVELOPMENT MANAGER<br />
(LMDM)<br />
Chathatai<br />
HUMAN RESOURCE &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING MANAGEMENT<br />
SYSTEM MANAGER (LMSM)<br />
No change Existing function with changes New function<br />
73
Frame of Accountability:<br />
Assessment Center<br />
Human Capital<br />
Infrastructure<br />
Recruiting<br />
Competency<br />
Management<br />
Career<br />
Development<br />
Talent Strategy<br />
Succession<br />
Planning<br />
Leadership<br />
Capability<br />
Learning<br />
Management<br />
Performance<br />
Management<br />
Rewards &<br />
Recognition<br />
74
ASM: Assessment Center<br />
Establishing professional standard assessment<br />
methodology and tools and providing Assessment<br />
Expertise to measure and build Human Capabilities in<br />
order to align and serve Organizational Strategy through<br />
Human Capital, finally lead to the measurement of how<br />
efficiently an organization can generate profits from its<br />
capital employed<br />
75
ASM Deliverable<br />
Business<br />
Strategy<br />
14) Embrace<br />
organization<br />
transformation<br />
in competency<br />
15) Improve<br />
Employee<br />
Engagement<br />
Key Result<br />
Area<br />
Talent<br />
Acquisition<br />
• Competency<br />
& Career<br />
Development<br />
• Learning<br />
Impact<br />
Deliverable<br />
1. Assessment Inventory aligned with Strategic<br />
Direction<br />
Short-Term (2015 Q2-Q3):<br />
a) Trait tools for Hot Position<br />
• Frontline Traits & Preference Inventory<br />
• Engineer<br />
b) Inventory for Hot Skills<br />
Long-Term (2016): Tools for Talent<br />
Acquisition based on required competency<br />
2. Assessment Inventory for Culture Fit (2015<br />
Q2)<br />
• Update: FASTMOVING@FIND-U<br />
3. Capability Assessment aligned with OD<br />
Strategy<br />
• RO Training Center (2015 Q1)<br />
• Building ‘Shop Manager’ Pipeline (2015<br />
Q2)<br />
4. Assessment Inventory served Career<br />
Development (2015 Q3 - 2016)<br />
• New Competencies/Abilities<br />
• Master Competencies<br />
5. Capability Assessment served Career<br />
Development (Promote / Rotation) (2015 Q4<br />
- 2016)<br />
Remark<br />
Need Input from:<br />
• Recruitment: รำยละเอียดเกี่ยวกับ<br />
จ ำนวน workforce planning แยกตำม<br />
position หรือ Skills ที่ต ้องกำร<br />
• TCD: review คุณลักษณะและ<br />
competency ที่ต ้องกำรหรือข ้อมูล<br />
เกี่ยวกับ talent profile<br />
Output for: Recruitment and Other<br />
related<br />
• Customized tools<br />
• Training session<br />
Output for: Recruitment and Other<br />
related<br />
• Up-to-date tools<br />
• Training session<br />
Need Input from:<br />
• OD: ข ้อมูลเกี่ยวกับงำนที่ต ้องกำรให ้จัด<br />
ประเมินตำม Strategy<br />
Output for: Line function<br />
• ผลกำรประเมินเพื่อด ำเนินกำรตัดสินใจ<br />
และใชเป็ ้ น baseline ในกำรพัฒนำ<br />
Need Input from:<br />
• HCD: ข ้อมูลเกี่ยวกับ Job และ<br />
Competency เพื่อน ำมำใชเป็ ้ นข ้อมูลใน<br />
กำรสร ้ำงเครื่องมือ หรือ design<br />
Methodology<br />
Output for: Line function<br />
• ผลกำรประเมินเพื่อด ำเนินกำรตัดสินใจ<br />
และใชเป็ ้ น baseline ในกำรพัฒนำ<br />
76
ASM Deliverable<br />
Business<br />
Strategy<br />
14) Embrace<br />
organization<br />
transformation<br />
in competency<br />
15) Improve<br />
Employee<br />
Engagement<br />
Key Result Area Deliverable Remark<br />
Performance &<br />
Reward<br />
Succession plan<br />
6. Standard Methodology and tools to serve<br />
Competency Based Pay System (2015 Q4 -<br />
2016)<br />
7. Leadership Capability and Readiness<br />
Assessment (2015 – 2017)<br />
• กำรจัดหำเครื่องมือเพื่อคัดกรอง potential<br />
incumbent ที่อยู่ต ่ำกว่ำระดับ PG 13 (2015<br />
Q1)<br />
Need Input from:<br />
• HCD: ข ้อมูลเกี่ยวกับ Job และ<br />
Competency เพื่อใชเป็ ้ นข ้อมูลในกำร<br />
สร ้ำงเครื่องมือ หรือ design<br />
Methodology<br />
• Com & Ben: policy เกี่ยวกับกำรจ่ำย<br />
เพื่อ design เกณฑ์ในกำรจ่ำย<br />
Output for: Line function<br />
• ผลกำรประเมินเพื่อด ำเนินกำรตัดสินใจ<br />
และใชเป็ ้ น baseline ในกำรพัฒนำ<br />
Need Input from:<br />
• TCD: ข ้อมูล Competency หรือ<br />
requirement อื่นๆ เพื่อใชเป็ ้ นข ้อมูลใน<br />
กำรสร ้ำงเครื่องมือ หรือ design<br />
Methodology<br />
Output for:<br />
• ผลกำรประเมินควำมพร ้อมของกำรเป็ น<br />
successor เพื่อใช ้ส ำหรับด ำเนินกำร<br />
พัฒนำ<br />
Learning Impact<br />
8. กำรประเมิน Return of Capital employed<br />
(2017)<br />
Need Input from:<br />
• <strong>HR</strong>D: ข ้อมูลกำรพัฒนำพนักงำน<br />
ตลอดจนค่ำใช ้จ่ำยต่ำงๆ และข ้อมูลที่<br />
เกี่ยวข ้อง<br />
• <strong>HR</strong>M: ข ้อมูลเกี่ยวกับกำรจ ้ำงงำน<br />
Output for:<br />
• Executives<br />
77
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
XXXXX<br />
Saowakon<br />
Nabhassawan<br />
Suvapan<br />
HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING MANAGER (HDSPM)<br />
ASSESSMENT CENTER MANAGER<br />
(ASM)<br />
TALENT CAPABILITY<br />
DEVELOPMENT MANAGER<br />
(TCDM)<br />
LEADERSHIP & MANAGEMENT<br />
DEVELOPMENT MANAGER<br />
(LMDM)<br />
Chathatai<br />
HUMAN RESOURCE &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING MANAGEMENT<br />
SYSTEM MANAGER (LMSM)<br />
No change Existing function with changes New function<br />
78
Accountability<br />
Succession Plan<br />
Program<br />
(PG 13-15)<br />
Talent<br />
Management<br />
Program<br />
(PG7-12)<br />
AIS Scholarship<br />
(PG 6-12)<br />
1. Identify and set criteria for selection candidates of Succession Plan, Talent and<br />
Scholarship Program<br />
2. Partnering with HCM workforce planning & <strong>HR</strong>D Planning team to plan and manage<br />
competency assessment and reassessment of Succession Plan, Talent and Scholarship<br />
Program<br />
3. Design and provide development programs monitoring methods and systems measure<br />
training effectiveness and ROI of training for Succession Plan ,Talent and Scholarship<br />
Program<br />
4. Manage, deploy, control and monitor of development program to achievement of the<br />
planned<br />
79
TCD Deliverable : Succession Plan<br />
Business<br />
Strategy<br />
Key Result Area Deliverable 2015 KPIs<br />
Corporate KPI<br />
2015 : Learning<br />
and Growth :L 2<br />
Succession Plan<br />
1. Succession Plan Critical Position Identification<br />
To Identify<br />
1.Critical Position Criteria<br />
2.Number of Critical Position<br />
3. Successors Name list for Each<br />
Critical Position<br />
Learning Stage<br />
1. Design and Provide Intensive<br />
Development Plan for ;<br />
• Incumbent<br />
• Successors<br />
2. Provide intensive and applicable<br />
IDP for ;<br />
• Incumbent<br />
• Successors<br />
Critical Position Identification : Report as<br />
follows<br />
1.1 Critical Position Criteria : in March<br />
2.1 Number of Critical Position : in April<br />
3.1 Successors Name list : more than 85 %<br />
1.1. Approve development program that to<br />
build long term leadership : in May<br />
2.1 Approve workshop to do IDP effectively<br />
and closely monitoring : in May<br />
3. Monitor Progress using Success<br />
Factor<br />
3.1 Go Live Successor Factor: In May<br />
2. <strong>HR</strong> Capabilities in<br />
Succession Plan<br />
( Target : HCM and<br />
Selected <strong>HR</strong> = 11<br />
Persons)<br />
To Perform Succession Plan to<br />
serve Digital Life Service Provider<br />
1. Conduct <strong>HR</strong> Training Session :<br />
• Critical Position Identification<br />
• 3 R Assessment<br />
1.1 Report <strong>HR</strong> Examination Score :<br />
E-learning : pass 100%<br />
Workshop : pass >= 90 %<br />
80
TCD Deliverable :Talent Management<br />
Business<br />
Strategy<br />
1.Embrace the<br />
transformation to<br />
“The Next AIS“.<br />
2.Succession Plan<br />
Key Result Area Deliverable 2015 KPIs<br />
Talent Management<br />
1.To Review objectives and<br />
process that embrace the<br />
transformation to The Next AIS<br />
2. To Do strategic workforce analysis for<br />
desirable port for succession plan and<br />
business needs<br />
3. To clarity on the type of talent that to<br />
serve the business needs<br />
1.1 Approve Talent Objectives and Process<br />
: In Q2<br />
2.1 and 3.1 Approve Talent Strategy and<br />
Desirable Port : In Q2<br />
3. Improve<br />
Employee<br />
Engagement<br />
4.To Revisit Talent competencies to<br />
ensure alignment to business strategy and<br />
consistency across the Group<br />
5.To Assess existing key talents in<br />
the pool to understand their<br />
capability and to recruit new key<br />
talents into the pool against New<br />
Talent competencies model<br />
4.1 Propose New Talent Competencies<br />
Model and Talent Life Cycle : In Q3<br />
5.1. Number of Desirable Talent Pool<br />
: in Q4<br />
81
TCD Deliverable :Scholarship<br />
Business<br />
Strategy<br />
Key Result Area Deliverable 2015 KPIs<br />
Talent Acquisition and<br />
Engagement<br />
Reviews Stage<br />
1.To Revisit objectives and<br />
process that embrace the<br />
transformation to The Next AIS<br />
2.To Revisit Scholarship Framework<br />
to ensure business needs<br />
1.1 Approve Scholarship Objectives and<br />
Process : In Q2<br />
2.1 Approve Scholarship Framework<br />
: In Q2<br />
Improve<br />
Employee<br />
Engagement<br />
:Scholar<br />
3. To Revisit expense process<br />
4. Partnering with existing scholars and<br />
KM team to set up AIS<br />
Scholarship Alumni.<br />
Implement Stage<br />
1. To Do strategic workforce<br />
analysis for desirable port to ensure<br />
business needs<br />
2. Work with Recruitment functions to<br />
attract top students and desirable<br />
profile based on new organization<br />
capabilities<br />
3.To design career path for existing<br />
scholars .<br />
3.1 Agreeable SLA of Scholarship<br />
Expense : In Q2<br />
4.1 Scholarship Alumni and COP : In Q2<br />
1.1. Approve Scholarship Strategy and<br />
Desirable Port : In Q3<br />
2.1. To be identify<br />
3.1 Approve Career Path for Scholars to<br />
serve new organization capabilities 82<br />
: In Q3 82
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
XXXXX<br />
Saowakon<br />
Nabhassawan<br />
Suvapan<br />
HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING MANAGER (HDSPM)<br />
ASSESSMENT CENTER MANAGER<br />
(ASM)<br />
TALENT CAPABILITY<br />
DEVELOPMENT MANAGER<br />
(TCDM)<br />
LEADERSHIP & MANAGEMENT<br />
DEVELOPMENT MANAGER<br />
(LMDM)<br />
Chathatai<br />
HUMAN RESOURCE &<br />
CAREER DEVELOPMENT<br />
MANAGER (HCDM)<br />
Varunya<br />
LEARNING MANAGEMENT<br />
SYSTEM MANAGER (LMSM)<br />
No change Existing function with changes New function<br />
83
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Peravate<br />
Suwimol (Act.)<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Supawadee<br />
AVP- HUMAN RESOURCE<br />
DEVELOPMENT STRATEGIC<br />
PLANNING (AVP - HDP)<br />
Suvapan<br />
LEADERSHIP AND<br />
MANAGEMNET DEVELOPMENT<br />
MANAGER (LMDM)<br />
Leadership & Management Development<br />
Accountability<br />
Leadership Capability<br />
• Build digital leader to serve business direction: Digital Life Service Provider.<br />
• Build leadership capability through cutting edge development Roadmap.<br />
• Learning Management and Career Development for <strong>HR</strong><br />
- Transform <strong>HR</strong> to become <strong>HR</strong> Player.<br />
84
LMD Deliverable<br />
Business<br />
Strategy<br />
15) Improve<br />
Employee<br />
Engagement<br />
15) Improve<br />
Employee<br />
Engagement<br />
Key Result<br />
Area<br />
Leadership<br />
Capability<br />
Learning<br />
Management<br />
& Career<br />
Development<br />
for <strong>HR</strong><br />
Deliverable<br />
Build digital leader to serve business direction: Digital Life Service Provider.<br />
• Creating Coaching Culture in AIS: Leader as a Coach<br />
• Explore and trial with pilot areas<br />
• Formulate long term plan<br />
• Strengthen Culture “FIND U” through leadership role model<br />
2015 KPIs<br />
• Pilot 5 area by Q2,2015<br />
• Implement one pilot area by Q4,2015<br />
• Corporate KPI 5%<br />
Build leadership capability through cutting edge development Roadmap.<br />
• Re-Design Leadership and Development Roadmap base on 10<br />
leadership competency<br />
• Design Learning Intervention on 10 Leadership Competency<br />
to serve succession plan program and New PM<br />
• Roadmap Approved by Q2,2015<br />
• Available to serve by May 2015<br />
Uplift and propose course follow roadmap<br />
• Organize 4 sessions in 2015<br />
• Uplift First Line Manager program<br />
Partner<br />
• Uplift Middle Line Manager program with<br />
Intouch<br />
• Organize 1 session in 2015<br />
• ABCD program: Finance and accounting module • Organize 2- 4 sessions in 2015<br />
• Onboard Program for Newly Promote: PG8,11,13<br />
• 5 Choices, LG, Leading Bold Change, Influencer, NLP,<br />
Risk Management<br />
• Available executive program (including new program) for<br />
executive development<br />
• Organize in Q 2-Q3 ,2015<br />
• Number of Newly promote x% to<br />
perform new role<br />
• Criteria for screening and selection by<br />
Q 2,2015<br />
• Commit executives to attend program<br />
follow plan<br />
• Yearly executive meeting, sharing and events • Completely implement base on year<br />
plan requirement<br />
Transform <strong>HR</strong> to become <strong>HR</strong> Player.<br />
• Increase <strong>HR</strong> capability in competency and networking for<br />
effectiveness <strong>HR</strong> Player working environment in the<br />
organization<br />
• Implement “<strong>HR</strong> Academy” with in Q2,<br />
2015<br />
• Number of <strong>HR</strong> Player progress<br />
improved x%<br />
• Behavioral Change<br />
85<br />
85
LEARNING & CAREER DEVELOPMENT<br />
86
NETWORKING<br />
IMPACT<br />
FOCUS<br />
LCD EXECUTION FRAMEWORK<br />
AIS<br />
VISION/MISSION<br />
PEOPLE<br />
STRATEGIC DIRECTION<br />
BU NEW ABILITIES<br />
HCM<br />
FRAMEWORK<br />
2015 LCD INITIATIVES<br />
LCD<br />
STRATEGIC<br />
EXECUTION<br />
To lead and shape the<br />
multi-media<br />
communications market<br />
in Thailand through<br />
innovation, customer<br />
experience, technology,<br />
and people & culture.<br />
New Ability & Culture<br />
Develop knowledge and<br />
change cultural mindsets to<br />
rightly respond to customers’<br />
dynamic needs<br />
Operations<br />
Solutions<br />
Marketing<br />
CSM<br />
RO<br />
CF / Support<br />
Human<br />
Resources<br />
• Customer Experience / Insight<br />
• Fix Broadband<br />
• Service installation<br />
• Quality Assurance<br />
• Innovation<br />
• Agility<br />
Thinking<br />
• Lean<br />
• HCI<br />
• Design<br />
• Marketing Online<br />
• Consumer Insight<br />
• Digital Content<br />
• Advanced Analytic<br />
• Fix Broadband<br />
• Service installation<br />
• Quality Assurance<br />
• Customer Insight<br />
• Retail Management<br />
• Digital Life Experience<br />
(online)<br />
• Digital LIFE space @<br />
AIS Shop<br />
• Enlarge digital life<br />
contact channel<br />
• Analytic Skill<br />
• Customer Experience /<br />
Insight<br />
• Fix Broadband<br />
• Service installation<br />
• Quality Assurance<br />
• Innovation<br />
• Transform <strong>HR</strong> competency<br />
towards Partnering Role<br />
New Organization Competencies:<br />
1. Advanced Analytic 2. Customer Insight / Experience<br />
3. Online Marketing & Service 4. Retail Management 5. FBB<br />
Workforce<br />
Performance<br />
Change Ability<br />
Employee<br />
Engagement<br />
Talent Strategy<br />
Leadership<br />
Capability<br />
Culture<br />
Human Capital<br />
Infrastructure<br />
Workforce Planning<br />
Recruiting<br />
Career<br />
Development<br />
Learning<br />
Management<br />
Employee<br />
Relations<br />
Succession<br />
Planning<br />
Human Capital<br />
Metrics<br />
Workplace Design<br />
Competency<br />
Management<br />
Knowledge<br />
Management<br />
Performance<br />
Management<br />
Rewards &<br />
Recognition<br />
Change<br />
Management<br />
New Abilities<br />
(New Competencies)<br />
1. Advanced Analytic Capability<br />
Development*<br />
2. Corporate Sale Capability Development*<br />
3. Human Computer Interaction (HCI)<br />
4. Diversity Management (Generation )<br />
5. Enterprise Risk Management (ERM)<br />
6. Sustainability Development ( SD)<br />
7. Digital Life Service (4G,FBB,Digital<br />
Contents)<br />
Organization Transformation<br />
1. Team Alignment<br />
2. Team Performance<br />
3. Collaborative Teamwork<br />
Career Development<br />
1. Exploring Your Career Project<br />
2. Fix Broadband<br />
3. Retail Business Management<br />
(RO,CSM,MKT,Sale,Eng)<br />
4. BI-PM<br />
5. Corporate Sale<br />
6. Online Marketing & Content Developer<br />
Competency Development<br />
1. SPSDM<br />
2. Business Communication<br />
• DISC<br />
• Presentation<br />
• Negotiation<br />
• Motivation<br />
• Writing<br />
3. PM Fundamental<br />
4. Quality Management<br />
5. Modern MKT Based on Consumer<br />
Insight<br />
6. Effective Coaching<br />
7. English Language<br />
8. Safety Health & Environment<br />
9. Onboarding Program<br />
10. IHIP Service Interaction<br />
People Management<br />
1. Maximizing Performance<br />
2. High Potential & Performance<br />
3. Focus Group<br />
4. Engagement Activities/ People Champion<br />
F<br />
I<br />
N<br />
87
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER<br />
(LCDM)<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER 1<br />
(LCDM1)<br />
Marketing & Sales / RO / RO-BKK<br />
Sudpratana<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER 2<br />
(LCDM2)<br />
Solutions / Operations / CTO /<br />
CF / Support (Excl. <strong>HR</strong>)<br />
Eumporn<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER 3<br />
(LCDM3)<br />
CSM / ACC<br />
Songkiat<br />
LEARNING & CAREER<br />
DEVELOPMENT MANAGER 4<br />
(LCDM4)<br />
FBB / Corporate Business<br />
Accountability<br />
• New Abilities (New Competencies)<br />
• Translate and build up BU New Ability to be Digital Life Service Provider by providing Learning Solutions and Development Programs that create<br />
substantial differentiation from competition through Innovative Digital Life Services and Products, as Seen by both Consumer and Corporate<br />
Customers<br />
• Organization Transformation<br />
• Build readiness and make understanding for Change Management execution in term of Business Direction, Corporate Culture, OD, OE etc.<br />
• Career Development<br />
• Conduct Career Development Programs / Project based on AIS Career Stream covering functional competency and soft skills to build human<br />
capability for Line Function (include Region and other AIS subsidiaries)<br />
• Competency Development<br />
• Provide Consultation and Learning Solutions to serve need of line function and business objective<br />
• Lead the conduct of training / development programs / workshop / other learning activities and responsible for overall quality and effectiveness<br />
• People Management<br />
• Provide counseling and coaching by doing Performance Discussion / Maximizing Human Potential / Maximizing Team Performance to line function<br />
for People Management in Practice<br />
88
LCD Accountability<br />
Business Strategy<br />
Accountability<br />
Deliverable<br />
2015 KPIs<br />
Remarks<br />
• Create Innovative<br />
Business Model and<br />
Leveraging the<br />
Strengths of Partners<br />
• Monetize Growth in<br />
Mobile Data<br />
Consumption and<br />
Deliver Innovative<br />
Digital Products and<br />
Services.<br />
• Embrace the<br />
Transformation to “The<br />
Next AIS”<br />
• Embrace Organization<br />
Transformation in<br />
Culture, value and<br />
Competency<br />
• Improve Employee<br />
Engagement through<br />
Career development<br />
and Enhancing<br />
Leadership Capability<br />
in Staff Recognition,<br />
Coaching and<br />
Mentoring<br />
• Enhance Quality<br />
Customer Engagement<br />
Experience in all AIS<br />
Touch Points and at<br />
the Same Time<br />
Improve Dealers’<br />
Sentiments towards<br />
AIS<br />
• Improve Employee<br />
Engagement<br />
New Abilities<br />
(New Competencies)<br />
Organization<br />
Transformation<br />
Career<br />
Development<br />
Competency<br />
Development<br />
People<br />
Management<br />
Translate and build up BU New Ability to be<br />
Digital Life Service Provider by providing<br />
Learning Solutions and Development<br />
Programs that create substantial differentiation<br />
from competition through Innovative Digital Life<br />
Services and Products, as Seen by both<br />
Consumer and Corporate Customers<br />
.<br />
Build readiness and make understanding for<br />
Change Management execution in term of<br />
Business Direction, Corporate Culture, OD, OE<br />
etc.<br />
Conduct Career Development Programs /<br />
Project based on AIS Career Stream covering<br />
functional competency and soft skills to build<br />
human capability for Line Function<br />
(include Region and other AIS subsidiaries)<br />
• Provide Consultation and Learning<br />
Solutions to serve need of line function<br />
and business objective<br />
• Lead the conduct of training /<br />
development programs / workshop / other<br />
learning activities and responsible for<br />
overall quality and effectiveness<br />
Provide counseling and coaching by doing<br />
Performance Discussion / Maximizing Human<br />
Potential / Maximizing Team Performance to<br />
line function for People Management in<br />
Practice<br />
• Critical New Ability translation<br />
Workshop by BU within Apr<br />
• BU focus area and Task based<br />
Competency (for new ability)<br />
Development Requirements<br />
• Endorse BU Critical New Ability<br />
Committed Implementation Plan<br />
within May<br />
“FIND-U” Corporate Culture KPI 5%<br />
• Achieve Roll out plan >75%<br />
• Career Development Roadmap /<br />
Programs to serve Employee<br />
Engagement in term of Career<br />
Opportunity Driver<br />
• Achieve Roll out plan >75%<br />
• Competency Gap Bridging<br />
• Increase Employee Engagement<br />
Score in term of Learning and<br />
Development Driver<br />
• Effective Coaching Refresher to<br />
strengthen Manager’s role<br />
• IDP<br />
• Leadership Role Score in<br />
performance appraisals<br />
Co with<br />
• <strong>HR</strong>R<br />
• <strong>HR</strong>CD<br />
• CCLD<br />
Co with<br />
• <strong>HR</strong>CD<br />
• CCLD<br />
Co with<br />
• <strong>HR</strong>R<br />
• <strong>HR</strong>CD<br />
Co with<br />
• ACM<br />
• <strong>HR</strong>CD<br />
• CCLD<br />
Co with<br />
• <strong>HR</strong>R<br />
• LMD<br />
89
CORPORATE CULTURE &<br />
LEARNING ORGANIZATION<br />
90
HUMAN RESOURCES DEVELOPMENT ORGANIZATION STRUCTURE<br />
C<strong>HR</strong>O<br />
Suwimol (Act.)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Kittikun<br />
CORPORATE CULURE &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
CORPORATE COURSE TRAINING<br />
& LANGUAGE CENTER<br />
LEARNING ORGANIZATION &<br />
KNOWLEDGE MANAGEMENT<br />
<strong>HR</strong>D INFORMATION<br />
SYSTEM ADMINSTRATION<br />
CORPORATE CULTURE &<br />
CHANGE MANAGEMENT<br />
91
HUMAN RESOURCES DEVELOPMENT FUNCTIONAL DESCRIPTION<br />
CHIEF HUMAN RESOURCES OFFICER (C<strong>HR</strong>O)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Suwimol (Act.)<br />
Kittikun<br />
CORPORATE CULTURES &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
CORPORATE COURSE TRAINING<br />
& LANGUAGE CENTER<br />
- Pornphun<br />
- John<br />
- Siritharn<br />
CORPORATE COURSE TRAINING<br />
LANGUAGE CENTER<br />
• Implement the corporate courses training roadmap from<br />
executive direction<br />
• Design and register course syllabus. Building roadmap for<br />
fundamental and standards course; (e.g., Onboarding<br />
program, Safety Health & Environment, Business Ethics, SD,<br />
Presentation, SPSDM…)<br />
• Develop e-learning courses with related functions in line<br />
with the Career development path<br />
• Assure quality of selection employee to match training<br />
program for career development and employee engagement<br />
• Set up key success index and monitor result of corporate<br />
training programs<br />
• Coordinate with corporate compliance in order to conduct<br />
Corporate & Compliance training course in HQ and<br />
Decentralize to all regional operations and ACC<br />
• Select, Deploy and design standardize foreign<br />
language competency, definitions, descriptors and<br />
evaluation tools using appropriate international standard.<br />
• Embed “Foreign Language Standard” into employee<br />
life cycle for competitive advantage in language<br />
ability to serve company mission<br />
• Managing course and customized language<br />
development programs to achieve business objective and<br />
support corporate strategy.<br />
92
HUMAN RESOURCES DEVELOPMENT FUNCTIONAL DESCRIPTION<br />
CHIEF HUMAN RESOURCES OFFICER (C<strong>HR</strong>O)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Suwimol (Act.)<br />
Kittikun<br />
CORPORATE CULTURES &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
LEARNING ORGANIZATION &<br />
KNOWLEDGE MANAGEMENT<br />
- Wirachat<br />
- Samonpak<br />
- Audsadang<br />
- xxxxxxxxxx<br />
KNOWLEDGE MANAGEMENT<br />
KNOWLEDGE STATION<br />
LEARNING ORGANIZATION<br />
• Embedded KM approach to be part of<br />
business management to serve OE<br />
concept in each department which impact to<br />
corporate KPI<br />
• Promote, Educate KM tools & techniques to<br />
serve “Share & Learn” environment<br />
• Provide KM consult for each department to<br />
set up KM environment, monitoring system,<br />
how to apply KM tool & technique to link with<br />
company direction<br />
• Monitor and consolidate all KM initiatives to<br />
ensure KM directions are served business<br />
growth and support LO approach<br />
• Provide KM tools that optimize learning<br />
methodology to suit with development<br />
roadmap of target employee<br />
• Create an environment to serve<br />
learning as well as, provide learning<br />
approaches (e-Library) which are<br />
matched to new brand concept (Live Digital<br />
Live More)<br />
• Provide ready-to-use and update knowledge<br />
and information systems in line with<br />
Career development approach<br />
• Develop Knowledge Station for supporting<br />
sustainable learning organization<br />
• Encourage self learning environment for employee in<br />
terms of creating eager-to-learn and share their<br />
knowledge in order to change employees’<br />
learning behavior<br />
• Inspired employee with LO principle which is a<br />
guide line to create learning organization are as follows<br />
1) Eager and seek for knowledge to expand their<br />
New Ability<br />
2) Strong Mental Ability and pursue for solutions<br />
when confront the problems<br />
3) Promote Corporate Culture to shape all<br />
employees’ vision and mission to the single direction<br />
4) Encourage consistency of knowledge sharing and<br />
collaborative learning<br />
5) Integrate Cross Functional Knowledge and<br />
develop to new knowledge in order to develop<br />
employees’ ability to work<br />
• Monitor and measure to develop to Learning<br />
Organization<br />
93
HUMAN RESOURCES DEVELOPMENT FUNCTIONAL DESCRIPTION<br />
CHIEF HUMAN RESOURCES OFFICER (C<strong>HR</strong>O)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Suwimol (Act.)<br />
Kittikun<br />
CORPORATE CULTURES &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
<strong>HR</strong>D INFORMATION<br />
SYSTEM ADMINSTRATION<br />
- Buddhinan - Kraison<br />
MEDIA MANAGEMENT<br />
IT OPERATIONS<br />
IT PROJECT MANAGEMENT<br />
• Create and provide media to<br />
support <strong>HR</strong>D tasks and<br />
activities<br />
• Facilitate media production for<br />
<strong>HR</strong>D and corporate use<br />
• To act as a consultant for media<br />
production for internal and other<br />
functions use<br />
• Maintain media instruments and<br />
digital learning rooms<br />
• Provide and support <strong>HR</strong>D<br />
operations systems and tools<br />
• Control and maintain <strong>HR</strong>D master<br />
data and authorization<br />
registers<br />
• Co-ordinate and solve system errors<br />
with related functions<br />
• Provide advice and information of<br />
<strong>HR</strong>D systems for other departments<br />
• Strategy planning and roadmap<br />
execution of <strong>HR</strong>D information<br />
systems<br />
• Center of <strong>HR</strong>D business<br />
requirements to IT teams<br />
• Project management for <strong>HR</strong>D project<br />
owners<br />
• <strong>HR</strong>D representative in decision<br />
making and co-ordination with related<br />
functions<br />
94
HUMAN RESOURCES DEVELOPMENT FUNCTIONAL DESCRIPTION<br />
CHIEF HUMAN RESOURCES OFFICER (C<strong>HR</strong>O)<br />
Peravate<br />
VP-HUMAN RESOURCES<br />
DEVELOPMENT (VP-<strong>HR</strong>D)<br />
Kittikun<br />
CORPORATE CULTURE &<br />
LEARNING ORGANIZATION<br />
MANAGER (CCLM)<br />
Suwimol (Act.)<br />
CORPORATE CULTURE &<br />
CHANGE MANAGEMENT<br />
- xxxxxxx<br />
CULTURE<br />
INNNOVATION Management<br />
REWARDS & RECOGNITIONS<br />
• Translate executive culture direction<br />
to execute annual plan<br />
• Plan, deploy, align corporate action<br />
plan with related function to ensure<br />
direction of corporate culture deployment<br />
• Encourage staff to apply corporate<br />
culture and core values in practice<br />
• Create monitoring system for measure<br />
corporate culture perception<br />
• Work with executive to design innovation<br />
framework for organization<br />
• Support Leader on Innovation<br />
Framework Implementation &<br />
Development to achieve innovation<br />
culture and process establishment.<br />
• Define concept of innovation theme<br />
and criteria to support internal<br />
innovation atmosphere (Innovation<br />
motivation/Encourage activity)<br />
• Educate staff on innovation and creative<br />
thinking and providing courses for some<br />
specific employee targets<br />
• Design, develop, manage recognition<br />
programs to encourage corporate<br />
culture (such as EUREKA, Trainer Hall of<br />
Fame, The STAR@AIS, SPOT Awards and<br />
further Rewards & Recognition program)<br />
• Forecast, Align and Propose R&R<br />
schemes to management level for<br />
consideration<br />
• Implement and communicate to related<br />
functions<br />
• Manage approved budget for each reward<br />
& recognition program to optimize impact<br />
on achieving motivation and recognition<br />
purpose.<br />
95
CLOSING SESSION<br />
TIME FOR CHANGE